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You must decide whether you want a DO-CONFIRM checklist or a READ-DO checklist. With a DO-CONFIRM checklist, he said, team members perform their jobs from memory and experience, often separately. But then they stop. They pause to run the checklist and confirm that everything that was supposed to be done was done. With a READ-DO checklist, on the other hand, people carry out the tasks as they check them off—it’s more like a recipe. So for any new checklist created from scratch, you have to pick the type that makes the most sense for the situation.
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Atul Gawande (The Checklist Manifesto: How to Get Things Right)
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We are all plagued by failures - by missed subtleties, overlooked knowledge, and outright errors. For the most part, we have imagined that little can be done beyond working harder and harder to catch the problems clean up after them. We are not in the habit of thinking the way the army pilots did as they looked upon their shiny new Model 299 bomber — a machine so complex no one was sure human beings could try it.
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Atul Gawande (The Checklist Manifesto: How to Get Things Right)
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1. Success is a choice. -Rick Pitino
2. Success in life comes not from holding a good hand, but in playing a poor hand well. -Warren Lester
3. I shall tell you a great secret, my friend. Do not wait for the last judgment; it takes place every day. -Albert Camus
4. If you're not fired up with enthusiasm, you'll be fired with enthusiasm. -Vince Lombardi
5. There is no security on this earth; there is only opportunity. -Douglas MacArthur
6. Yesterday's the past and tomorrow's the future. Today is a gift, which is why they call it the present. -Bill Keane
7. Show me a thoroughly satisfied man and I will show you a failure. -Thomas Edison
8. When you get to the end of your rope tie a knot and hang on. -Franklin D. Roosevelt
9. The best way to predict your future is to create it. -Author unknown
10. I always remember an epitaph which is in the cemetery at Tombstone, Arizona. It says, "Here lies Jack Williams. He done his damnedest." I think that is the greatest epitaph a man can have. -Harry S Truman
11. Triumph? Try Umph! -Author unknown
12. You hit home runs not by chance but by preparation. -Roger Maris
13. If you don't have enough pride, you're going to get your butt beat every play. -Gale Sayers
14. My mother taught me very early to believe I could achieve any accomplishment I wanted to. The first was to walk without braces. -Wilma Rudolph
15. You may have to fight a battle more than once to win it. -Margaret Thatcher
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Samuel D. Deep (Close The Deal: Smart Moves For Selling: 120 Checklists To Help You Close The Very Best Deal)
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4. Visualize completion.
Instead of thinking about how bad you feel that you have to do something, think about how great you'll feel when you get it done. The more real you can make the feeling of accomplishment, the quicker you'll start making it happen.
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Samuel D. Deep (Close The Deal: Smart Moves For Selling: 120 Checklists To Help You Close The Very Best Deal)
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Tell me this- if you could have a guarantee that your child would be a National Merit Scholar and get into a prestigious college, have good work habits and a successful career, but that your relationship with him would be destroyed in the process, would you do it? Why not? Because you are made to love, that's why. We care about our relationships more than about our accomplishments. That's the way God made us. Then why don't we live that way? Why, come a damp and gloomy day in March, do we yell over a math lesson or lose our temper over a writing assignment? Why do we see the lessons left to finish and get lost in an anxiety-ridden haze? We forget that we are dealing with a soul, a precious child bearing the Image of God, and all we can see is that there are only a few months left to the school year and we are still only halfway through the math book. When you are performing mommy triage- that is, when you have a crisis moment and have to figure out which fire to put out first- always choose your child. It's just a math lesson. It's only a writing assignment. It's a Latin declension. Nothing more. But your child? He is God's. And the Almighty put him in your charge for relationship. Don't damage that relationship over something so trivial as an algebra problem. And when you do (because you will, and so will I), repent. We like to feed our egos. When our children perform well, we can puff up with satisfaction and pat ourselves on the back for a job well done. But as important as it is to give our children a solid education (and it is important, don't misunderstand me), it is far more important that we love them well. Our children need to know that the most important thing about them is not whether they finished their science curriculum or score well on the SAT. Their worth is not bound up in a booklist or a test score. Take a moment. Take ten. Look deep into your child's eyes. Listen, even when you're bored. Break out a board game or an old picture book you haven't read in ages. Resting in Him means relaxing into the knowledge that He has put these children in our care to nurture. And nurturing looks different than charging through the checklist all angst-like. Your children are not ordinary kids or ordinary people, because there are no ordinary kids or ordinary people. They are little reflections of the
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Sarah Mackenzie (Teaching from Rest: A Homeschooler's Guide to Unshakable Peace)
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1. You are constantly second-guessing yourself. 2. You ask yourself, “Am I too sensitive?” a dozen times a day. 3. You often feel confused and even crazy at work. 4. You’re always apologizing to your mother, father, boyfriend, boss. 5. You wonder frequently if you are a “good enough” girlfriend/wife/employee/friend/daughter. 6. You can’t understand why, with so many apparently good things in your life, you aren’t happier. 7. You buy clothes for yourself, furnishings for your apartment, or other personal purchases with your partner in mind, thinking about what he would like instead of what would make you feel great. 8. You frequently make excuses for your partner’s behavior to friends and family. 9. You find yourself withholding information from friends and family so you don’t have to explain or make excuses. 10. You know something is terribly wrong, but you can never quite express what it is, even to yourself. 11. You start lying to avoid the put-downs and reality twists. 12. You have trouble making simple decisions. 13. You think twice before bringing up certain seemingly innocent topics of conversation. 14. Before your partner comes home, you run through a checklist in your head to anticipate anything you might have done wrong that day. 15. You have the sense that you used to be a very different person—more confident, more fun-loving, more relaxed. 16. You start speaking to your husband through his secretary so you don’t have to tell him things you’re afraid might upset him. 17. You feel as though you can’t do anything right. 18. Your kids begin trying to protect you from your partner. 19. You find yourself furious with people you’ve always gotten along with before. 20. You feel hopeless and joyless.
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Robin Stern (The Gaslight Effect: How to Spot and Survive the Hidden Manipulation Others Use to Control Your Life)
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How exactly have you managed to spend your entire career until now pretending to be a nice person?” I demanded grouchily as I stomped down to the cafeteria on Monday the next week: in our library session after the English run that morning, she’d brought out a long checklist of the many, many things I’d done wrong or inefficiently that needed correcting, all of which she’d carefully observed while somehow managing to sail through the run completely undistressed herself. She was still demanding my attention for a few more of them on the stairs even after the lunch bell rang. She sniffed disparagingly. “It is not a complex problem to appear nice to people! You identify the most popular targets in each of your classes, learn what they value about themselves, and give them a minimum of three relevant compliments each week. So long as they think you are agreeable, others will follow their lead.” It hadn’t occurred to me that there was an answer to my question, complete presumably with regularly tended checklists. I must have looked aghast,
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Naomi Novik (The Last Graduate (The Scholomance, #2))
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For most people moving is a tiring experience. When on the verge of moving out to a new home or into a new office, it's only natural to focus on your new place and forget about the one you’re leaving. Actually, the last thing you would even think about is embarking on a heavy duty move out clean. However, you can be certain that agents, landlords and all the potential renters or buyers of your old home will most definitely notice if it's being cleaned, therefore getting the place cleaned up is something that you need to consider.
The process of cleaning will basically depend to things; how dirty your property and the size of the home. If you leave the property in good condition, you'll have a higher the chance of getting back your bond deposit or if you're selling, attracting a potential buyer. Below are the steps you need to consider before moving out.
You should start with cleaning. Remove all screws and nails from the walls and the ceilings, fill up all holes and dust all ledges. Large holes should be patched and the entire wall checked the major marks. Remove all the cobwebs from the walls and ceilings, taking care to wash or vacuum the vents. They can get quite dusty. Clean all doors and door knobs, wipe down all the switches, electrical outlets, vacuum/wipe down the drapes, clean the blinds and remove all the light covers from light fixtures and clean them thoroughly as they may contain dead insects. Also, replace all the burnt out light bulbs and empty all cupboards when you clean them. Clean all windows, window sills and tracks. Vacuum all carpets or get them professionally cleaned which quite often is stipulated in the rental agreement.
After you've finished the general cleaning, you can now embark on the more specific areas. When cleaning the bathroom, wash off the soap scum and remove mould (if any) from the bathroom tiles. This can be done by pre-spraying the tile grout with bleach and letting it sit for at least half an hour. Clean all the inside drawers and vanity units thoroughly. Clean the toilet/sink, vanity unit and replace anything that you've damaged. Wash all shower curtains and shower doors plus all other enclosures. Polish the mirrors and make sure the exhaust fan is free of dust. You can generally vacuum these quite easily. Finally, clean the bathroom floors by vacuuming and mopping.
In the kitchen, clean all the cabinets and liners and wash the cupboards inside out. Clean the counter-tops and shine the facet and sink. If the fridge is staying give it a good clean. You can do this by removing all shelves and wash them individually. Thoroughly degrease the oven inside and out. It's best to use and oven cleaner from your supermarket, just take care to use gloves and a mask as they can be quite toxic. Clean the kitchen floor well by giving it a good vacuum and mop . Sometimes the kitchen floor may need to be degreased.
Dust the bedrooms and living room, vacuum throughout then mop. If you have a garage give it a good sweep. Also cut the grass, pull out all weeds and remove all items that may be lying or hanging around.
Remember to put your garbage bins out for collection even if collection is a week away as in our experience the bins will be full to the brim from all the rubbish during the moving process. If this all looks too hard then you can always hire a bond cleaner to tackle the job for you or if you're on a tight budget you can download an end of lease cleaning checklist or have one sent to you from your local agent. Just make sure you give yourself at least a day or to take on the job. Its best not to rush through the job, just make sure everything is cleaned thoroughly, so it passes the inspection in order for you to get your bond back in full.
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Tanya Smith
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In response, someone (often a board member) says, “It’s time to grow up. This place needs some professional management.” The company begins to hire MBAs and seasoned executives from blue-chip companies. Processes, procedures, checklists, and all the rest begin to sprout up like weeds. What was once an egalitarian environment gets replaced with a hierarchy. Chains of command appear for the first time. Reporting relationships become clear, and an executive class with special perks begins to appear. “We” and “they” segmentations appear—just like in a real company. The professional managers finally rein in the mess. They create order out of chaos, but they also kill the entrepreneurial spirit. Members of the founding team begin to grumble, “This isn’t fun anymore. I used to be able to just get things done. Now I have to fill out these stupid forms
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Jim Collins (Good to Great: Why Some Companies Make the Leap...And Others Don't)
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I’m Jay Powers, the circulating nurse”; “I’m Zhi Xiong, the anesthesiologist”—that sort of thing. It felt kind of hokey to me, and I wondered how much difference this step could really make. But it turned out to have been carefully devised. There have been psychology studies in various fields backing up what should have been self-evident—people who don’t know one another’s names don’t work together nearly as well as those who do. And Brian Sexton, the Johns Hopkins psychologist, had done studies showing the same in operating rooms. In one, he and his research team buttonholed surgical staff members outside their operating rooms and asked them two questions: how would they rate the level of communications during the operation they had just finished and what were the names of the other staff members on the team? The researchers learned that about half the time the staff did not know one another’s names. When they did, however, the communications ratings jumped significantly. The investigators at Johns Hopkins and elsewhere had also observed that when nurses were given a chance to say their names and mention concerns at the beginning of a case, they were more likely to note problems and offer solutions. The researchers called it an “activation phenomenon.” Giving people a chance to say something at the start seemed to activate their sense of participation and responsibility and their willingness to speak up. These were limited studies and hardly definitive. But the initial results were enticing. Nothing had ever been shown to improve the ability of surgeons to broadly reduce harm to patients aside from experience and specialized training. Yet here, in three separate cities, teams had tried out these unusual checklists, and each had found a positive effect. At Johns Hopkins, researchers specifically measured their checklist’s effect on teamwork. Eleven surgeons had agreed to try it in their cases—seven general surgeons, two plastic surgeons, and two neurosurgeons. After three months, the number of team members in their operations reporting that they “functioned as a well-coordinated team” leapt from 68 percent to 92 percent. At the Kaiser hospitals in Southern California, researchers had tested their checklist for six months in thirty-five hundred operations. During that time, they found that their staff’s average rating of the teamwork climate improved from “good” to “outstanding.” Employee satisfaction rose 19 percent. The rate of OR nurse turnover—the proportion leaving their jobs each year—dropped from 23 percent to 7 percent. And the checklist appeared to have caught numerous near errors. In
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Atul Gawande (The Checklist Manifesto: How to Get Things Right)
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But there are some to-do list essentials that we should all know if we want to help our brains navigate the day, based on the science of working memory, motivation, and goal pursuit. I don’t always see people applying these brain-friendly essentials, so here’s a checklist for you to consider: Write it down as soon as it comes to mind. Never waste your brain’s precious working memory by trying to hold your tasks or ideas in your head. Use your intelligence for getting things done, rather than trying to remember what you need to do. That means having a process for capturing to-dos as soon as they occur to you, even if you then end up transferring them to a master list. Only keep today’s tasks in view. You might have a grand list of tasks you’d like to complete in the coming weeks or months. But once you’ve decided what you really need and want to get done today, work off that list, and hide the rest. As long as your longer-term items are visible, they’ll use up a little of your brain’s processing capacity—and may even depress you a little if your long list is very long. Make it satisfying to check off. If you’re online, give yourself a box to check, and a ping or a swoosh to hear. If you’re working on paper, give yourself the satisfaction of a big bold line through everything you’ve done. The more rewarding it feels to track your progress, the more your brain will tend to spur you toward getting things done. Be realistic about what you can do in a day. Progress feels good to your brain’s reward system; failure doesn’t. Do you have five things you’d like to tackle today, but know you probably only have time for three? It’s better to feel great about nailing three tasks. If you succeed and find you’ve got more time, you’ll be flushed with motivation to seek out one or two more tasks. Include mind-body maintenance. Put exercise, rest, and other physical health goals on your list alongside your other tasks. If you take a moment to put “take a walk” on the list, you’re way more likely to build it into your day rather than let it be crowded out by other demands—just as defining goals for anything makes it more likely you’ll get it done.
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Caroline Webb (How To Have A Good Day: The Essential Toolkit for a Productive Day at Work and Beyond)
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Finishing the Painting At this point in your painting, you have the opportunity to work on your brushwork. The painting is essentially finished and, if you just don't have any more energy or time left, you could call it "done". But if you have the time and energy, make your painting dazzle and sparkle with brushwork that satisfies the soul. Your painting ought to look great from across the room, of course, but when the viewer gets up close, you want to take their breath away and that, dear artistic friend, is success. Here’s your final checklist: add variations of colors sharpen the focus, soften the secondary add interesting brushwork, surface textures add final details and sparkles walk away, come back with fresh eyes sign it
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Robert Lewis (How to Paint Plein Air: Beginning Plein Air Painting)
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It’s rare, but patients with cancer undergoing major surgery are at risk, and if it happens there’s not much that can be done.
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Atul Gawande (The Checklist Manifesto: How to Get Things Right)
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When we come to housework, cooking, and even parenting with a “clock in and do the checklist” mentality, we end the day overloaded and undone. There are so many plates we’re supposed to keep spinning that we can’t even track them all down—especially when several have rolled down the hall and around the corner.
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Mystie Winckler (Simplified Organization: Learn to Love What Must Be Done)
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Surgery has, essentially, four big killers wherever it is done in the world: infection, bleeding, unsafe anesthesia, and what can only be called the unexpected. For the first three, science and experience have given us some straightforward and valuable preventive measures we think we consistently follow but don’t. These misses are simple failures—perfect for a classic checklist.
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Atul Gawande (The Checklist Manifesto: How to Get Things Right)
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When done correctly, space travel can be quite boring. The remaining portion of the voyage went without any major stumbling blocks. The astronauts went through their checklists. They ate. They slept. They talked. They didn’t die. They didn’t kill each other. The big blue ball got smaller and the little red dot got bigger. The
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J.J. Dreese (Red Hope (Red Hope, #1))
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Use the following checklist to determine when a procedure is needed: � Will anyone ever look at the procedure again? � Will it be used for training? � Do you often have new people who need to be trained? � Is the process so critical to the business that it must be done perfectly? � Would it reduce waste of time or resources to have the process documented? � Would it help save time for your experts by reducing the number of questions that people ask them? � Is it required by any standard or certification? � Does the process involve more than one organization, or is it used by people in different geographic regions? � Do you need to improve or optimize the process
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Anonymous
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From a nitty-gritty, practical standpoint, here is the drill that can get you there: Loose Papers Pull out all miscellaneous scraps of paper, business cards, receipts, and so on that have crept into the crevices of your desk, clothing, and accessories. Put it all into your in-basket for processing. Process Your Notes Review any journal entries, meeting notes, or miscellaneous notes scribbled on notebook paper. List action items, projects, waiting-fors, calendar events, and someday/ maybes, as appropriate. File any reference notes and materials. Stage your “Read/Review” material. Be ruthless with yourself, processing all notes and thoughts relative to interactions, projects, new initiatives, and input that have come your way since your last download, and purging those not needed. Previous Calendar Data Review past calendar dates in detail for remaining action items, reference information, and so on, and transfer that data into the active system. Be able to archive your last week’s calendar with nothing left uncaptured. Upcoming Calendar Look at future calendar events (long- and short-term). Capture actions about arrangements and preparations for any upcoming events. Empty Your Head Put in writing (in appropriate categories) any new projects, action items, waiting-fors, someday/maybes, and so forth that you haven’t yet captured. Review “Projects” (and Larger Outcome) Lists Evaluate the status of projects, goals, and outcomes one by one, ensuring that at least one current kick-start action for each is in your system. Review “Next Actions” Lists Mark off completed actions. Review for reminders of further action steps to capture. Review “Waiting For” List Record appropriate actions for any needed follow-up. Check off received items. Review Any Relevant Checklists Is there anything you haven’t done that you need to do? Review “Someday/Maybe” List Check for any projects that may have become active and transfer them to “Projects.” Delete items no longer of interest. Review “Pending” and Support Files Browse through all work-in-progress support material to trigger new actions, completions, and waiting-fors. Be Creative and Courageous Are there any new, wonderful, hare-brained, creative, thought-provoking, risk-taking ideas you can add to your system?
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David Allen (Getting Things Done: The Art of Stress-Free Productivity)
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rule, once again, is that every minute spent in planning and creating checklists will save you ten minutes in execution and getting the job done. This
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Brian Tracy (Time Management (The Brian Tracy Success Library))
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Managing the Neutral Zone: A Checklist Yes No ___ ___ Have I done my best to normalize the neutral zone by explaining it as an uncomfortable time that (with careful attention) can be turned to everyone’s advantage? ___ ___ Have I redefined the neutral zone by choosing a new and more affirmative metaphor with which to describe it? ___ ___ Have I reinforced that metaphor with training programs, policy changes, and financial rewards for people to keep doing their jobs during the neutral zone? ___ ___ Am I protecting people adequately from inessential further changes? ___ ___ If I can’t protect them, am I clustering those changes meaningfully? ___ ___ Have I created the temporary policies and procedures that we need to get us through the neutral zone? ___ ___ Have I created the temporary roles, reporting relationships, and organizational groupings that we need to get us through the neutral zone? ___ ___ Have I set short-range goals and checkpoints? ___ ___ Have I set realistic output objectives? ___ ___ Have I found the special training programs we need to deal successfully with the neutral zone? ___ ___ Have I found ways to keep people feeling that they still belong to the organization and are valued by our part of it? And have I taken care that perks and other forms of “privilege” are not undermining the solidarity of the group? ___ ___ Have I set up one or more Transition Monitoring Teams to keep realistic feedback flowing upward during the time in the neutral zone? ___ ___ Are my people willing to experiment and take risks in intelligently conceived ventures—or are we punishing all failures? ___ ___ Have I stepped back and taken stock of how things are being done in my part of the organization? (This is worth doing both for its own sake and as a visible model for others’ similar efforts.) ___ ___ Have I provided others with opportunities to do the same thing? Have I provided them with the resources—facilitators, survey instruments, and so on—that will help them do that? ___ ___ Have I seen to it that people build their skills in creative thinking and innovation? ___ ___ Have I encouraged experimentation and seen to it that people are not punished for failing in intelligent efforts that do not pan out? ___ ___ Have I worked to transform the losses of our organization into opportunities to try doing things a new way? ___ ___ Have I set an example by brainstorming many answers to old problems—the ones that people say we just have to live with? Am I encouraging others to do the same? ___ ___ Am I regularly checking to see that I am not pushing for certainty and closure when it would be more conducive to creativity to live a little longer with uncertainty and questions? ___ ___ Am I using my time in the neutral zone as an opportunity to replace bucket brigades with integrated systems throughout the organization?
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William Bridges (Managing Transitions: Making the Most of Change)
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The following checklist addressing how you would respond to an employee's suggestion provides an assessment of the communication process in your business. Place a check next to the statements that are commonly heard in your business. Statement Face facts it's unrealistic. ----- Who else has done it? ----- It's not your problem. ----- Fill out form XX/xx revised. ----- It won't work. ----- Bring it to the committee. ----- We don't have the time. ----- We tried it before and it failed. ----- You think what? You're joking! ----- Everybody knows that that's foolish. ----- We can't afford to think about it. ----- Don't you have better things to do? ----- Are you some kind of a radical? ----- We're too small/big for that. ----- Impossible; our main product line would be obsolete. ----- The boss would never consider it. ----- It's contrary to company policy. ----- Carefully consider any statements that you have checked. This may indicate that management is inflexible and unresponsive to employee suggestions.
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Meir Liraz (How to Improve Your Leadership and Management Skills - Effective Strategies for Business Managers)
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With a DO-CONFIRM checklist, he said, team members perform their jobs from memory and experience, often separately. But then they stop. They pause to run the checklist and confirm that everything that was supposed to be done was done. With a READ-DO checklist, on the other hand, people carry out the tasks as they check them off--it's more like a recipe.
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Atul Gawande
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You must decide whether you want a DO-CONFIRM checklist or a READ-DO checklist. With a DO-CONFIRM checklist, he said, team members perform their jobs from memory and experience, often separately. But then they stop. They pause to run the checklist and confirm that everything that was supposed to be done was done. With a READ-DO checklist, on the other hand, people carry out the tasks as they check them off—it’s more like a recipe. So for any new checklist created from scratch, you have to pick the type that makes the most sense for the situation. The
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Atul Gawande (The Checklist Manifesto: How to Get Things Right)
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I encourage my staff to do things on purpose. A checklist ensures exactly this. Everything on a checklist has to be done on purpose, every single time.
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Korbett Miller (De-Mythify: Finding freedom in your small business.)
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A leader is accountable for actions of frontline personnel whether they are on scene or not, so it is imperative that leaders train and prepare those on the frontline. Leadership accountability comes from our preparation and the continued education, learning and developing of frontline decision makers. NOT from standing over them directing them, or written policy and procedures, or checklists on how to perform in a given set of circumstances. A leader does not have to be on every call, it is impossible to be on every call. It is just not necessary if you prepare your frontline people effectively and development is an ongoing process. Train and Trust FRONTLINE Personnel! They will get it done and done right!
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Fred Leland (Adaptive Leadership Handbook - Law Enforcement & Security)
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some other items you can include on your Project Completion Checklist. I encourage you to personalize it for your own needs: Answer postmortem questions: What did you learn? What did you do well? What could you have done better? What can you improve for next time? Communicate with stakeholders: Notify your manager, colleagues, clients, customers, shareholders, contractors, etc., that the project is complete and what the outcomes were. Evaluate success criteria: Were the objectives of the project achieved? Why or why not? What was the return on investment? Officially close out the project and celebrate: Send any last emails, invoices, receipts, feedback forms, or documents, and celebrate your accomplishments with your team or collaborators so you receive the feeling of fulfillment for all the effort you put in.
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Tiago Forte (Building a Second Brain: A Proven Method to Organize Your Digital Life and Unlock Your Creative Potential)
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FROM OTHER SOURCES Pre–race and Venue Homework Get hold of any history of past events at the venue, plus any information that the conducting club may have about weather and expected conditions. Go to the weather bureau and get history for the area. Speak to sailors from your class who have this venue as their home club or who have sailed there on a number of occasions. Boat, Sails, Gear Preparation Checklist Many times the outcome of a race is as dependent on what you have done prior to the race as to what you do out on the course. Sometimes no matter how good your tactics and strategy are a simple breakage could render all that useless. Hull – make sure that your hull is well sanded and polished, centreboard strips are in good condition, venturis if fitted are working efficiently, buoyancy tanks are dry and there are no extraneous pieces of kit in your boat which adds unwanted weight. Update any gear that looks tired or worn especially control lines. Mast, boom and poles – check that all halyards, stays and trapeze wires are not worn or damaged and that pins are secure, knots tight and that anything that can tear a sail or injure flesh is taped. Mark the full hoist position on all halyards. Deck hardware – check all cam cleats for spring tension and tape anything that may cause a sail tear or cut legs hands and arms. Check the length of all sheets and control lines and shorten anything that is too long. This not only reduces weight but also minimises clutter. Have marks on sheets and stick or draw numbers and reference scales for the jib tracks, outhaul and halyards so that you can easily duplicate settings that you know are fast in various conditions. Centreboard and rudder – ensure that all nicks and gouges are filled and sanded and the surfaces are polished and most importantly that rudder safety clips are working. Sails – select the correct battens for the day’s forecast. Write on the deck, with a china graph pencil, things like the starting sequence, courses, tide times and anything else that will remind you to sail fast. Tools and spares – carry a shackle key with screwdriver head on your person along with some spare shackles and short lengths of rope or different diameters. A tool like a Leatherman can be very useful to deal with unexpected breakages that can occur even in the best prepared boat.
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Brett Bowden (Sailing To Win: Guaranteed Winning Strategies To Navigate From The Back To The Front Of The Fleet)
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Yet given how much surgery is now done—Americans today undergo an average of seven operations in their lifetime, with surgeons performing more than fifty million operations annually—the amount of harm remains substantial. We continue to have upwards of 150,000 deaths following surgery every year
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Atul Gawande (The Checklist Manifesto: How to Get Things Right)
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NEGOTIATE SUCCESS—CHECKLIST How effectively have you built relationships with new bosses in the past? What have you done well? Where do you need improvement? Create a plan for the situational conversation. Based on what you know now, what issues will you raise with your boss in this conversation? What do you want to say up front? In what order do you want to raise issues? Create a plan for the expectations conversation. How will you figure out what your new boss expects you to do? Create a plan for the style conversation. How will you figure out how best to work with your boss? What mode of communication does he prefer? How often should you interact? How much detail should you provide? What types of issues should you consult with him about before deciding? Create a plan for the resource conversation. Given what you need to do, what resources are absolutely needed? With fewer resources, what would you have to forgo? If you had more resources, what would the benefits be? Be sure to build the business case. Create a plan for the personal development conversation. What are your strengths, and where do you need improvement? What kinds of assignments or projects might help you develop skills you need? How might you use the five conversations framework to accelerate the development of your team? Where are you in terms of having the key conversations with each of your direct reports?
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Michael D. Watkins (The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter)
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Tiago Forte (Building a Second Brain: A Proven Method to Organize Your Digital Life and Unlock Your Creative Potential)
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Atul Gawande (The Checklist Manifesto: How to Get Things Right)
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Elay Cohen (Enablement Mastery: Grow Your Business Faster by Aligning Your People, Processes, and Priorities)
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In today’s fast-paced digital economy, financial agility is a non-negotiable asset. From cross-border freelancing to managing eCommerce payments, PayPal serves as a financial backbone for millions. Yet, creating a fully verified account isn’t always straightforward—especially in regions with restricted access or heavy verification requirements. That’s why individuals and businesses increasingly opt to Buy Verified PayPal Accounts from trusted sources. But where you purchase matters just as much as what you purchase.
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When you Buy Verified PayPal Accounts from a reputable platform, you bypass the red tape. You’re handed a fully operational account, ready to transact without constraint.
Risks of Unverified or Dubious Sellers
The black market for PayPal accounts is riddled with risk. Many sellers push low-cost, low-quality accounts using stolen credentials, recycled email IDs, or manipulated verification documents. These shortcuts often result in catastrophic failures.
Here’s what you risk when dealing with untrustworthy platforms:
Immediate account limitation or suspension
To mitigate these hazards, it's imperative to Buy Verified PayPal Accounts only from sources that offer accountability, reliability, and real post-sale support.
Characteristics of 100% Trusted Platforms
Identifying a reputable platform isn’t guesswork—it’s a checklist. Here’s what to look for:
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Positive reputation: Trusted sellers have a history of successful transactions, glowing customer reviews, and verified feedback across digital communities.
Secure delivery protocol: Accounts should be transferred through encrypted channels with all credentials and recovery information included.
Custom-tailored options: Top-tier platforms offer region-specific accounts, business or personal options, and even guidance on safe usage practices.
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When you choose to Buy Verified PayPal Accounts, don't settle for faceless vendors. Opt for vetted providers who stand behind what they deliver.
Platforms Worth Considering
Several trusted platforms and marketplaces have emerged over the years. These are not anonymous chat sellers or fly-by-night operations—they are structured entities with reputations to protect. Look for platforms that:
Operate via secured websites (HTTPS, encrypted transactions)
Offer escrow services or money-back guarantees
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Additionally, forums with long-standing digital communities—where reputation is earned over time—are often a safer space to source accounts than random classified ads or shadowy Telegram groups.
Final Precautions Before Purchase
Before clicking “Buy,” ensure you’ve done your due diligence:
Confirm the region of the account matches your operational base
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Where to Buy Verified PayPal Accounts Securely in 2025
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Where to Buy LinkedIn Accounts (#Bulk And #Aged) for Affiliate Marketing ?
If you’re building scalable affiliate marketing funnels on LinkedIn, acquiring the right accounts—especially bulk and aged profiles—can speed up outreach and boost credibility. This guide explains where to buy LinkedIn accounts safely, what to look for, and how to use them ethically to support long-term affiliate success. Read on for actionable tips and an SEO-friendly checklist you can apply today.
Why marketers consider bulk and aged LinkedIn accounts
Aged LinkedIn accounts often have established connections, a history of activity, and improved trust signals. Bulk accounts allow teams to run multiple outreach campaigns, A/B test messages, and segment audiences more effectively. For affiliate marketers, these advantages can translate into higher response rates, increased conversions, and faster validation of offers.
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Where to buy (reputable sources and marketplace features to seek)
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B2B social account services — Some agencies sell or lease LinkedIn profiles tailored for lead generation and affiliate outreach. These often come with setup options and recommended messaging strategies.
Private sellers with verifiable history — When buying from individuals, request proof: login verification screenshots, past posting history, and evidence that the account wasn’t banned or flagged previously.
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What to verify before purchase
• Account age and activity timeline.
• Number and relevance of connections (industry-focused connections matter more than raw numbers).
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Best practices for using purchased LinkedIn accounts in affiliate marketing
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Ethics and compliance
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Conclusion
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Buy Verified PayPal Accounts: The Complete Buyer’s Checklist
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A verified PayPal account is one where the user has confirmed their identity. This usually involves linking a bank account or credit card. Verification helps PayPal to trust the user. It also increases the account’s sending and receiving limits. Verified accounts face fewer restrictions. This makes them better for business or personal use.
Why Choose Verified Accounts?
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Higher Limits: You can send or receive more money.
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Sellers: People who sell products online need to receive payments.
Buyers: Buyers want to pay safely and quickly.
Freelancers: Freelancers use PayPal to get paid for work.
Businesses: Companies use PayPal for daily transactions.
Sometimes, creating and verifying a new PayPal account takes time. This can delay your work or sales. Buying a verified account can help you start faster.
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4. Ready For Business
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In today’s digital landscape, owning a Facebook account can be a valuable asset for personal branding, marketing, or business expansion. However, buying Facebook accounts can be risky if not done properly. At USAOnlineIT, we understand the importance of security and authenticity. This comprehensive guide provides a detailed checklist to help you buy Facebook accounts safely, avoiding scams, bans, or legal issues. Whether you're a marketer, entrepreneur, or social media manager, following these steps will ensure a smooth and secure purchase process.
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Understanding the Risks of Buying Facebook Accounts
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Choosing a Reputable Seller: Why It Matters
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Buy Yahoo Accounts – Everything You Need to Know in 2025
In the fast-moving world of digital marketing, email communication, and online business operations, Yahoo accounts continue to play a significant role — even in 2025. Whether you’re an entrepreneur, a marketer, or a developer working on large-scale campaigns, the need to buy Yahoo accounts can arise for multiple legitimate reasons. This article explores everything you need to know about buying Yahoo accounts, why people do it, potential risks, how to buy safely, and tips for choosing quality over quantity.
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Why Buy Yahoo Accounts in 2025?
Although Yahoo is no longer the dominant force it once was in the early 2000s, it still holds a strong position in several sectors, especially in North America and parts of Asia. Here are some major reasons individuals or businesses choose to buy Yahoo accounts:
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1. Email Marketing
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Types of Yahoo Accounts Available for Purchase
When you look into buying Yahoo accounts, you’ll typically find several categories. Each serves different purposes:
Fresh Accounts
Created recently
No prior usage
Best for new campaigns
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Verified using real or virtual mobile numbers
More trustworthy to platforms
Less likely to trigger spam filters
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May have a history of usage
Preferred for marketing due to higher credibility
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Ideal for brand-focused marketing or regional targeting
Benefits of Buying Yahoo Accounts
Here’s why many still choose Yahoo in 2025:
High Delivery Rate
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Trusted Domain
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User Base
Millions of users still use Yahoo daily — especially older demographics, which can be valuable for certain types of marketing.
Low Competition
Compared to Gmail or Outlook-based strategies, Yahoo-based campaigns face less competition, which often leads to higher engagement.
How to Safely Buy Yahoo Accounts
While buying accounts is not inherently illegal, it must be done ethically and within the boundaries of platform policies. Here’s how to do it safely:
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Avoid cheap or unknown websites. Check for reviews, refund policies, and service
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Top 10 Verified Yahoo Accounts for Sale — Buyer’s Checklist
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Don’t Buying Verified PayPal Business Accounts Outside — Risks & Solutions
If you’re reading this in 2027, chances are you rely on digital payments more than ever — and PayPal remains a major player. Verification isn’t just a badge: it’s the process that unlocks full functionality, lets you lift sending/receiving limits, adds credibility with buyers, and keeps you in line with tax and anti-fraud rules. Think of verification as the ID check at an airport — it lets you move freely, but it must be done the right way.
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What “verified” means for PayPal (personal vs business)
PayPal’s idea of “verified” depends on account type and activity. Broadly:
Personal (verified): You’ve confirmed ownership of at least one financial instrument (bank account or card) and your identity where required. This reduces limits and boosts trust. PayPal
Business (verified): In addition to financial confirmation, PayPal may request business registration, proof of operations, tax IDs, and ownership documentation. This opens merchant services and higher thresholds for payouts. PayPal+1
Verified personal accounts: benefits
Higher sending/receiving limits or removal of initial limits.
Easier refunds and dispute handling.
Fewer friction points for buyers and sellers.
Verified business accounts: extra requirements & perks
Ability to accept higher volumes, access to business tools, and compliance with tax reporting (e.g., TIN/SSN for U.S. accounts). PayPal
Step 1 — Prepare your documents (KYC checklist)
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Government-issued ID
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PayPalProof of address
Recent utility bill, bank statement, or government letter that shows your full name and postal address (usually within the last 3 months). Make sure all four corners are visible in the photo/scan. PayPal
Tax info & business documents (if applicable)
For businesses, have registration certificates, VAT/GST/tax IDs, ownership documents, and any articles of incorporation ready. U.S. accounts may require TIN/SSN details for reporting. PayPal+1
Step 2 — Create the account correctly (best-practices)
A smooth verification starts at signup.
Use your real name and accurate details
Your legal name must match your ID. Avoid “nicknames” or business names in the name field unless you’re registering a business account.
Choose the right account type: Personal vs Business
Pick the type that reflects how you’ll use PayPal. Switching later is possible, but starting correctly avoids delays.
Secure email and phone number setup
Use a dedicated, secure email (ideally with MFA) and a phone number you control. PayPal will use these channels for codes and alerts.
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One of the fastest ways to verify is proving you own a bank account or card.
Link a bank account (micro-deposit verification)
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Add and confirm a debit/credit card
Adding a card provides another trust layer. PayPal may make a small temporary charge that includes a code you use to verify the card.
Other confirmation routes (PayPal Credit, direct bank login)
In some regions, PayPal can confirm your identity via connected banking login flows or by approving a PayPal Credit product; these alternatives vary by country. PayPal
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➤➤Revolut in the US — A Beginner’s Guide to Setup, Verification, and Funding” ➤➤
Starting with Revolut in the US is straightforward. First, download the app from your device's store and create an account using your email or phone number.
Once registered, you’ll need to verify your identity. Prepare to provide documents like a government-issued ID and proof of address. This step ensures compliance with financial regulations.
Funding your account can be done through various methods. You may link it directly to a US bank account for easy transfers or use debit/credit cards for instant funding.
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Start by researching sellers thoroughly. Legitimate providers often have a strong online presence and positive reviews from previous customers. If a seller lacks credibility or has no history, proceed with caution.
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Trust your instincts; if something feels off during the transaction process, step back and reassess before proceeding further. Safeguarding your identity should always come first when navigating online purchases.
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Another essential document is proof of address. A recent utility bill or bank statement works well for this purpose. Check that your name and address are visible; otherwise, it may lead to rejection.
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How to Buy Aged Gmail Accounts in Los Angeles, USA (2026)
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In the bustling digital ecosystem of Los Angeles, aged Gmail accounts have become a strategic asset for marketers, entrepreneurs, and tech-savvy professionals. Whether you're launching a new campaign, managing multiple online identities, or simply seeking better email deliverability, aged Gmail accounts—especially phone-verified ones—offer a level of trust and stability that fresh accounts simply can't match.
But buying aged Gmail accounts in 2026 isn’t as simple as clicking “Add to Cart.” With increasing scrutiny from Google and evolving cybersecurity standards, it’s crucial to understand the process, risks, and best practices—especially if you're operating in a tech-forward city like Los Angeles.
This guide will walk you through everything you need to know: from why aged Gmail accounts matter, to where and how to buy them safely in LA, and how to use them effectively without getting flagged.
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Top 7 Benefits of Buying Old Gmail Accounts (And How to Maximize Their Value)
For businesses and professionals, the phrase Buy Old Gmail Accounts signals an opportunity: age and history can convey credibility, help with certain verification processes, and streamline operations. In this article, we’ll explain the top benefits and how to use old accounts safely and effectively.
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Benefit 1 — Established digital presence
Older accounts can carry an implicit trust signal when used legitimately, especially for services that consider account age in risk scoring or verification flows.
Benefit 2 — Better deliverability history
An account with a clean, aged sending history can have improved email deliverability compared to newly created accounts — but only if the account’s prior activity was legitimate.
Benefit 3 — Useful for testing and integrations
Developers and QA teams sometimes need aged accounts to replicate production-like environments for integration tests, legacy app behavior, or migration scenarios.
Benefit 4 — Faster onboarding for legacy systems
If you’re consolidating business processes or acquisitions, acquiring existing accounts helps transfer correspondence and avoid data loss when done correctly.
Benefit 5 — Access to older app registrations
Some services were registered under older account identities; acquiring such an account can restore access to app console histories or subscriptions — again, only when transferred lawfully.
Benefit 6 — Reputation for marketplaces
In some marketplace verifications, an aged email can support credibility for seller or business profiles.
Benefit 7 — Time savings
Creating dozens of new accounts and aging them naturally can take months. Buying legitimate, properly transferred aged accounts saves time — but only if the transfer is secure.
How to maximize value
• Verify the account’s past — request logs or samples of legitimate emails.
• Perform staged activation — start with low-risk actions; confirm no flags appear.
• Document everything — invoice, transfer log, seller contact, and warranty terms.
• Use reputable vendors and ask about replacement policies if an account is suspended shortly after purchase.
Avoiding common mistakes
Many buyers rush and then face suspended accounts. Avoid this by doing the checklist (Article 2), securing the account immediately, and communicating usage plans to the seller to ensure compatibility.
Conclusion
When done ethically and carefully, buying old Gmail accounts can be a practical, time-saving solution for businesses and developers. But remember — responsible acquisition, proper verification, and secure handling are mandatory to protect your operations and reputation.
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Buy GitHub Accounts Safely: Vetting, Transfer Steps, and Post-Purchase Security
Buying a GitHub account is a risky proposition—but sometimes businesses decide the tradeoff is worth it. This longform guide explains an end-to-end process: vet sellers, complete ownership transfer, and secure the account after purchase. Follow these steps precisely to protect code, credentials, and your team’s reputation.
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1. Assess need / alternatives — why a new account + repository import is usually safer.
2. Marketplace vs private sale — pros/cons of player marketplaces, freelance sites, and private sellers. Emphasize escrow.
3. What to ask the seller — proof of creation email, commit logs, linked services, previous organization membership.
4. Security red flags — presence of API keys, infra passwords, or payment details in repos. Steps to handle contamination.
5. Escrow and payment — recommended escrow services and contractual clauses (refund on suspension within X days, transfer guarantee).
6. Transfer checklist — stepwise actions: change email, enable 2FA, rotate keys, check OAuth, remove third-party apps, and final ownership transfer.
7. Post-transfer audit — run Dependabot, rotate all secrets, check repo licenses, notify collaborators.
8. Long-term governance — set org rules, enable SSO if applicable, and schedule regular security scans.
(Practical examples & templates)
Provide sample email templates for requesting proof, an escrow item checklist, and a transfer acceptance template to reduce ambiguity.
(Conclusion / CTA)
Buying can work if done with diligence. We help with audits, escrow facilitation, and secure transfers — reach out to arrange a consultation.
Contact us:
WhatsApp: +1 (512) 980-4239 •
Email: Pvashopusa@gmail.com •
Teams: PVASHOPUSA •
Telegram: @Pvashopusa
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