Client Focus Quotes

For a lawyer to do less than his utmost is, I strongly feel, a betrayal of his client. Though in criminal trials one tends to focus on the defense attorney and his client the accused, the prosecutor is also a lawyer, and he too has a client: the People. And the People are equally entitled to their day in court, to a fair and impartial trial, and to justice.

We’ve been sold on the false idea that working from home or, worse, on vacation to help a harried client is a good thing. We are expected to be on call and available to everyone all the time. We’ve been fitted with an electronic leash for bad bosses, demanding clients, and bored friends. The

Paradoxically, this practice of complaining increases clients’ suffering. The more they detail their complaints, the more they focus their attention upon the complaints.” - Shoma Morita, M.D.

The most important part of finishing anything is saying no. If I’m working on an idea, I say “no” to almost everything: new projects, new clients, social engagements—basically anything that would take my focus away from what I’m doing. I take breaks, but there’s a difference between breaks and things that cut into my ability to get the work done. I say no so I can say yes to what I’m currently doing – or I say yes to what I want to pursue.

Does psychiatrists’ ability to prescribe drugs give them an advantage over psychologists in places where psychologists cannot prescribe them? Not always. Drugs can be useful, but relying entirely on them can be a mistake. Whereas a typical visit to a clinical psychologist includes an extensive discussion of the issues troubling the client, many visits to a psychiatrist are briefer sessions that focus on checking the effectiveness of a drug and evaluating its side effects.

This bias is politically advantageous to U.S. policy-makers, for focusing on victims of enemy states shows those states to be wicked and deserving of U.S. hostility; while ignoring U.S. and client-state victims allows ongoing U.S. policies to proceed more easily, unburdened by the interference of concern over the politically inconvenient victims.

when designing a hotel I don’t think about my client, I focus on my client’s client, meaning the person that will use the hotel

To sell (or serve) effectively, you must focus on your client – even if it creates more work for you. This is a fundamental principle of consultative sales.

Abraham Maslow became a towering figure in my life. He was the inspiration for me to look at psychology from a 180-degree-turnabout position. Rather than studying what was weak, infirm, or limited in clients and make an assessment based on overcoming ailments, I began looking for the highest qualities of self-actualization and encouraging clients—and ultimately readers and listeners—to seek their own innate greatness and aspire to these pinnacles. I reasoned that if some among us could be self-actualized, then so could I and anyone else who understood that it was possible. This became a major focus of my professional life and the compass I set for myself to live the principles that Maslow delineated in his writing.

You want to neuter us,” Director Tagg said. “Stop us from policing the criminals who run this city.” “As my client put it, Director, we're hoping to free you to focus your efforts on real targets.

My ability to help my clients was limited by our narrow focus. This was partly my fault for defining myself as a specialist, but I eventually came to see that this problem of reductionism is endemic to our culture.

... the silent client may be experienced as withholding, oppositional, and sulking or as holding the therapist "hostage" in ways that elicit resentment and other negative responses. Because it is not unusual that relational and other forms of traumatization began when the client was preverbal, he or she may not have words. The lack of access to emotions or to words to describe them is known as alexithymia and is a common response to trauma. What the client is likely to have instead is somatosensory, behavioral, dissociative, and relational manifestations that therapists must seek to understand and translate into words, a process that involves hard work and intense focus.

In the wake of the generative content era, using AI to generate content for clients may seem convenient, but it is not a sustainable long-term strategy. Clients can easily access similar AI tools themselves. Instead, focus on leveraging artificial intelligence to enhance your creativity, streamline processes, and provide personalized value to your clients. With this, you are several yards ahead of the packs out there and your result will be massive.

When clients are hyperaroused or overwhelmed emotionally, voluntarily narrowing their field of consciousness allows them to assimilate a limited amount of incoming information, thereby optimizing the chance for successful integration. For example, as one client began to report her traumatic experience, her arousal escalated: Her heart started to race, she felt afraid and restless, and had trouble thinking. She was asked to stop talking and thinking about the trauma, to inhibit the images, thoughts, and emotions that were coming up, and orient instead to her physical sensation until her arousal returned to the window of tolerance. With the help of her therapist, she focused on her body and described how her legs felt, the phyisical feeling of anxiety in her chest, and the beating of her heart. These physical experiences gradually subsided, and only then was she encouraged to return to the narrative.

RULE #1 Market your business to the customer YOU WANT. Most beauty businesses try to be everything to everyone. It's exhausting and expensive promoting yourself to everyone. Most people simply give up. Focus on the customers you really want. What is your passion, what do you excel in? Who is your ideal customer? What would you ideally like to do every day in your business? Focus on what you want to do and the clients you want, and market directly to them and only them.

Coaches provide structure, support, and accountability that help clients focus on what they control. Identifying the places where they can make significant changes, instead of focusing on the frustrations beyond their control, enables them to achieve their goals faster.

About half of the salespeople I’ve worked with over the years gave up after a single rejection. They would call a client, the client would say no, and the salesperson would never call that person back. Very few, perhaps only 4 percent to 5 percent, keep trying after four rejections. Yet, as you learned in the previous chapter, I’ve found that it takes about 8.4 rejections to get a meeting. And what makes the difference between people who will face that rejection one time and quit or 40 times and never quit is determined purely by the strength of their ego.

Brain development studies have shown that a traumatized brain is impaired in its ability to focus on language or verbal content. Instead, it tends to focus on processing nonverbal danger cues—body movements, facial expressions, and tone of voice—as it searches for information about danger and threat.

Once I was walking my path, once I’d found my creative niche, my photography—and my life—had focus. The difference was dramatic. Suddenly I went from wandering the woods to sprinting like a track star. I dropped out of grad school and went from my first few local clients to working with some of the world’s biggest sports brands.

The redirection of orientation and attention can be as simple as asking clients to become aware of a "good" or "safe" feeling in the body instead of focusing on their physical pain or elevated heart rate. Or the therapist can ask clients to experiment with focusing attention away from the traumatic activation in their body and toward thoughts or images related to their positive experiences and competencies, such as success in their job. This shift is often difficult for clients who have habituated to feeling pulled back repetitively into the most negative somatic reminders of their traumatic experiences. However, if the therapist guides them to practice deeply immersing themselves in a positive somatic experience (i.e., noting the changes in posture, breath, and muscular tone that emerge as they remember their competence), clients will gain the ability to reorient toward their competencies. They experience their ability to choose to what they pay attention and discover that it really is possible to resist the somatic claims of the past.

My mother was an overwrought artist who achieved some success but was a little too fond of alcohol and always struggled to find new clients, while my dad the underemployed accountant specialized in schemes to get rich quick that usually brought in nothing. Neither of them seemed to possess the ability to focus on one thing for any length of time. Sometimes it felt as if I had been placed with a family rather than born into one.

The therapist attunes to, empathetically reflects, and clarifies cycles of affect regulation (e.g., numbing flips into rage which dissolves into shame and hiding) and cycles of interactions with others (as I hide, you harangue me and I shut you out more, triggering an increase in your aggression, and so on). The focus here is on how clients are, in the present, actively and most often without awareness, constructing inner emotional and interpersonal interactional realities into

THREE COMMUNICATION LESSONS FROM THE MOST FASCINATING BRANDS       1.   Don’t focus on how you are similar to others, but how you are different. Leading brands stand out by sharpening their points of difference. The more clearly and distinctly a brand can pinpoint its differences, the more valuable it becomes. If a brand can carve out a very clear spot in people’s minds, the product or service ceases to be a commodity. As we’ll see in Part II, different personality Advantages can be more valuable than similar ones. 2.   Your differences can be very small and simple. The reality is, most products are virtually indistinguishable from their competitors. Yet a leading brand can build a strong competitive edge around very minor differences. Similarly, you don’t need to be dramatically different than everyone else—your difference can be minute, as long as it is clearly defined. The more competitive the market, the more crucial this becomes. 3.   Once you “own” a difference, you can charge more money. People pay more for products and people who add distinct value in some way. And just as customers pay more for fascinating brands, employers pay higher salaries for employees who stand out with a specific benefit. If you are an entrepreneur or small business owner, your clients and customers will have a higher perceived value of your time and services if they can clearly understand why you are different than your competitors. The more crowded the environment, the more crucial these lessons become.

Another thing God tells my clients is that it’s OK to be angry or turn from Him, if that’s what you need for a time, but to know He’s not going anywhere. No matter how close or far you move from God, His love never changes, and He will always guide you when you’re ready. He also doesn’t want fury to obscure the fact that your loved ones’ souls are at peace. God says all this because He wants you to heal and move forward. He wants the well-being of your loved one’s soul to be your focus, because negativity holds you back from growth and serenity.

Life of a software engineer sucks big time during project release. Every single team member contribution is very important. At times, we have to skip breakfast, lunch and even dinner, just to make sure the given ‘TASK’ is completed. Worst thing, that’s the time we get to hear wonderful F* words. It can be on conference calls or on emails, still we have to focus and deliver the end product to a client, without any compromise on quality. Actually, every techie should be saluted. We are the reason for the evolution of Information Technology. We innovate. We love artificial intelligence. We create bots and much more. We take you closer to books. Touch and feel it without the need of carrying a paperback. We created eBook and eBook reader app: it’s basically a code of a software engineer that process the file, keeps up-to-date of your reading history, and gives you a smoother reading experience. We are amazing people. We are more than a saint of those days. Next time, when you meet a software engineer, thank him/her for whatever code he/she developed, tested, designed or whatever he/she did!

... as Herman (1992b) cogently noted two decades ago, these personality disorders can be iatrogenic, causing harm to individuals as an inadvertent result of the social stigma they carry and the widespread (but not entirely accurate) belief among professionals and insurers that those with Cluster B personality disorders (especially borderline personality disorder[BPD]) cannot be treated successfully, cannot recover, and are a headache to practitioners. For example, the BPD diagnosis continues to be applied predominantly to women often, but not always, in a negative way, usually signifying that they are irrational and beyond help. Describing posttraumatic symptoms as a personality disorder not only can be demoralizing for the client due to its connotation that something is defective with his or her core self (i.e., personality) but also may misdirect the therapist by implying that the patient's core personality should be the focus of treatment rather than trauma-related adaptations that affect but are distinct from the core self. In this way, both therapists and their clients may overlook personality strengths and capacities that are healthy and sources of resilience that can be a basis for building on and enhancing (rather than "fixing" or remaking) the patient's core self and personality.

Before you can incorporate and communicate your chosen USP through various marketing avenues, focus and articulate it crisply and clearly—with impact. Don’t be cute or abstract. Think it through until you can articulate it in one crystal clear, compelling, alluring paragraph—or less. The USP is the nucleus around which you build your success, fame, and wealth. So you’d better be able to state it. If you can’t state it, your prospects won’t see it. Whenever a client needs the type of product or service you sell, your USP should bring you or your company immediately to mind. Clearly conveying the USP through your marketing and business performance will make business success inevitable. But you must boil down your USP to its bare essence.

Now everyone knows that to try to say something in the mainstream Western media that is critical of U.S. policy or Israel is extremely difficult; conversely, to say things that are hostile to the Arabs as a people and culture, or Islam as a religion, is laughably easy. For in effect there is a cultural war between spokespersons for the West and those of the Muslim and Arab world. In so inflamed a situation, the hardest thing to do as an intellectual is to be critical, to refuse to adopt a rhetorical style that is the verbal equivalent of carpet-bombing, and to focus instead on those issues like U.S. support for unpopular client re­gimes, which for a person writing in the U.S. are somewhat more likely to be affected by critical discussion. Of course, on the other hand, there is a virtual cer­tainty of getting an audience if as an Arab intellectual you passionately, even slavishly support U.S. policy, you attack its critics, and if they happen to be Arabs, you invent evi­dence to show their villainy; if they are American you confect stories and situations that prove their duplicity; you spin out stories concerning Arabs and Muslims that have the effect of defaming their tradition, defacing their history, accentuating their weaknesses, of which of course there are plenty. Above all, you attack the officially ap­ proved enemies-Saddam Hussein, Baathism, Arab na­tionalism, the Palestinian movement, Arab views of Israel. And of course this earns you the expected accolades: you are characterized as courageous, you are outspoken and passionate, and on and on. The new god of course is the West. Arabs, you say, should try to be more like the West, should regard the West as a source and a reference point. · Gone is the history of what the West actually did. Gone are the Gulf War's destructive results. We Arabs and Mus­lims are the sick ones, our problems are our own, totally self-inflicted. A number of things stand out about these kinds of performance. In the first place, there is no universalism here at all. Because you serve a god uncritically, all the devils are always on the other side: this was as true when you were a Trotskyist as it i's now when you are a recanting former Trotskyist. You do not think of politics in terms of interrelationships or of common histories such as, for instance, the long and complicated dynamic that has bound the Arabs and Muslims to the West and vice versa. Real intellectual analysis forbids calling one side innocent, the other evil. Indeed the notion of a side is, where cultures are at issue, highly problematic, since most cultures aren't watertight little packages, all homogenous, and all either good or evil. But if your eye is on your patron, you cannot think as an intellectual, but only as a disciple or acolyte. In the back of your mind there is the thought that you must please and not displease.

Uneducated therapists often have an inability to cope with the behaviors of persecutory alters. They commonly focus on helping one side of the personality system and battling with the other side. When “Satan” or some similar part talks in a deep scary voice to you or to the client, it is easy to think this is a nasty perpetrator or a supernatural being, and to and to oppose it or fight with it or try to banish it. However, if you do this, you will engender the hostility of this part, who has probably been very badly hurt and told a lot of lies. You will foster internal splitting in this way, and get nowhere fast. Once you recognize that these alters have a protective intent, you can see that working with them involves enlisting them in the service of healing, just as they were originally enlisted in the cause of safety. You will see examples of these kinds of errors, which often result in clients leaving their therapists, in survivor LisaBri's story: When therapists make mistakes.

A large brand will typically spend between 10 and 20 percent of their media buy on creative,” DeJulio explains. “So if they have a $500 million media budget, there’s somewhere between $50 to $100 million going toward creating content. For that money they’ll get seven to ten pieces of content, but not right away. If you’re going to spend $1 million on one piece of content, it’s going to take a long time—six months, nine months, a year—to fully develop. With this budget and timeline, brands have no margin to take chances creatively.” By contrast, the Tongal process: If a brand wants to crowdsource a commercial, the first step is to put up a purse—anywhere from $50,000 to $200,000. Then, Tongal breaks the project into three phases: ideation, production, and distribution, allowing creatives with different specialties (writing, directing, animating, acting, social media promotion, and so on) to focus on what they do best. In the first competition—the ideation phase—a client creates a brief describing its objective. Tongal members read the brief and submit their best ideas in 500 characters (about three tweets). Customers then pick a small number of ideas they like and pay a small portion of the purse to these winners. Next up is production, where directors select one of the winning concepts and submit their take. Another round of winners are selected and these folks are given the time and money to crank out their vision. But this phase is not just limited to these few winning directors. Tongal also allows anyone to submit a wild card video. Finally, sponsors select their favorite video (or videos), the winning directors get paid, and the winning videos get released to the world. Compared to the seven to ten pieces of content the traditional process produces, Tongal competitions generate an average of 422 concepts in the idea phase, followed by an average of 20 to 100 finished video pieces in the video production phase. That is a huge return for the invested dollars and time.

When I started my marketing company, I fell into the same trap most entrepreneurs do in the early stages of their business. Desperate for sales I created page after page on my website, offering everything and anything from logo design and email marketing to Google AdWords and SEO. It was only when I stripped all of this noise away and focused almost exclusively on Google AdWords and PPC marketing that things started to happen for me. It was easier to rank my website on Google because the whole website was optimised around specific niche keywords. It was easier to close customers, because they wanted professional PPC services and I could demonstrate with little effort that I was a PPC specialist. In most cases I didn't even need to demonstrate this point because 5 seconds spent on my website would tell the client that my whole business was Google AdWords PPC. By making it look like the only thing I specialised in was PPC consultancy, I cornered the market in every channel my services were advertised.   But

Unnecessary Creation gives you the freedom to explore new possibilities and follow impractical curiosities. Some of the most frustrated creative pros I’ve encountered are those who expect their day job to allow them to fully express their creativity and satisfy their curiosity. They push against the boundaries set by their manager or client and fret continuously that their best work never finds its way into the end product because of restrictions and compromises. A 2012 survey sponsored by Adobe revealed that nearly 75 percent of workers in the United States, United Kingdom, Germany, France, and Japan felt they weren’t living up to their creative potential. (In the United States, the number was closer to 82 percent!) Obviously, there’s a gap between what many creatives actually do each day and what they feel they are capable of doing given more resources or less bureaucracy. But those limitations aren’t likely to change in the context of an organization, where there is little tolerance for risk and resources are scarcer than ever. If day-to-day project work is the only work that you are engaging in, it follows that you’re going to get frustrated. To break the cycle, keep a running list of projects you’d like to attempt in your spare time, and set aside a specific time each week (or each day) to make progress on that list. Sometimes this feels very inefficient in the moment, especially when there are so many other urgent priorities screaming for your attention, but it can be a key part of keeping your creative energy flowing for your day-to-day work. You’ll also want to get a notebook to record questions that you’d like to pursue, ideas that you have, or experiments that you’d like to try. Then you can use your pre-defined Unnecessary Creation time to play with these ideas. As Steven Johnson explains in his book Where Good Ideas Come From, “A good idea is a network. A specific constellation of neurons—thousands of them—fire in sync with each other for the first time in your brain, and an idea pops into your consciousness. A new idea is a network of cells exploring the adjacent possible of connections that they can make in your mind.”18

I have learned about these mechanisms from clinical populations that express difficulties in social connectedness. HIV patients provide an interesting example to elaborate on this point. In studying HIV patients, I have learned that often their caregivers feel unloved and frequently get angry attending to the needs of the infected individual. Parents of autistic children often report the same feelings and experiences. In both examples, although they often report feeling unloved, what they really are expressing is that the HIV-infected individual or the autistic child is not contingently responding to them with appropriate facial expressivity, eye gaze, and intonation in their voices. In both cases, the individual being cared for is behaving in a machinelike manner, and the caregivers feel disengaged and emotionally disconnected. Functionally, their physiological responses betray them, and they feel insulted. Thus, an important aspect of therapy is to deal not solely with the patient, but to also include the social context in which the patient lives with a focus on the parent–child or caregiver–client dyad. This will ensure that the parents or the caregivers will learn to understand their own responses as a natural physiological response.

Reducing your anxiety to zero isn’t possible or useful. Anxiety itself isn’t the problem. The problem occurs when anxiety gets to the point that it’s paralyzing, and you become stuck. I think of these bottlenecks as anxiety traps. We’re going to work on managing your responses to five anxiety traps: excessively hesitating before taking action, ruminating and worrying, paralyzing perfectionism, fear of feedback and criticism, and avoidance (including procrastination). The reason I’ve chosen to focus on these particular five traps is that I’ve found them to be the common threads that affect virtually all of the anxious clients I’ve worked with. The traps are self-perpetuating because they generate additional stress. For example, someone hesitates so much that she misses important opportunities, and this leads to being financially worse off. Or someone avoids feedback and then isn’t alerted to real problems that could have been rectified earlier. When people are caught in any of the five anxiety traps, they often fail to see the big picture and don’t problem-solve in effective ways. Learning how to navigate these bottlenecks will allow you to manage your anxious tendencies so that you can pursue your goals in life, whatever those goals may be.

Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.

The reason you might be having trouble with your practice in the long run—if you were capable of building a practice in the short run—is nearly always because you are afraid. The fear, the resistance, is very insidious. It doesn’t leave a lot of fingerprints, but the person who manages to make a movie short that blows everyone away but can’t raise enough cash to make a feature film, the person who gets a little freelance work here and there but can’t figure out how to turn it into a full-time gig—that person is practicing self-sabotage. These people sabotage themselves because the alternative is to put themselves into the world as someone who knows what they are doing. They are afraid that if they do that, they will be seen as a fraud. It’s incredibly difficult to stand up at a board meeting or a conference or just in front of your peers and say, “I know how to do this. Here is my work. It took me a year. It’s great.” This is hard to do for two reasons: (1) it opens you to criticism, and (2) it puts you into the world as someone who knows what you are doing, which means tomorrow you also have to know what you are doing, and you have just signed up for a lifetime of knowing what you are doing. It’s much easier to whine and sabotage yourself and blame the client, the system, and the economy. This is what you hide from—the noise in your head that says you are not good enough, that says it is not perfect, that says it could have been better.

When was the last time you made something that someone wasn’t paying you for, and looking over your shoulder to make sure you got it right?” When I ask creatives this question, the answer that comes back all too often is, “I can’t remember.” It’s so easy for creativity to become a means to a very practical end—earning a paycheck and pleasing your client or manager. But that type of work only uses a small spectrum of your abilities. To truly excel, you must also continue to create for the most important audience of all: yourself. In her book The Artist’s Way, Julia Cameron discusses a now well-known practice that she calls “morning pages.” She suggests writing three pages of free-flowing thought first thing in the morning as a way to explore latent ideas, break through the voice of the censor in your head, and get your creative juices flowing. While there is nothing immediately practical or efficient about the exercise, Cameron argues that it’s been the key to unlocking brilliant insights for the many people who have adopted it as a ritual. I’ve seen similar benefits of this kind of “Unnecessary Creation” in the lives of creative professionals across the board. From gardening to painting with watercolors to chipping away at the next great American novel on your weekends, something about engaging in the creative act on our own terms seems to unleash latent passions and insights. I believe Unnecessary Creation is essential for anyone who works with his or her mind.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

Weekly Check-Ins Instead of focusing on your anxiety all the time, try scheduling a weekly check-in session with yourself. Clients who have been coming to sessions weekly often just put that same day and time aside. Instead of meeting with me, they meet with themselves. You can do the same. Pick a time and place that will work for you to do your weekly check-in. Start a notebook (or use the note-taking app on your phone) in which you can record things you might want to address during your weekly check-in. When it comes time for your check-in, use the list as your agenda. If you have lots of issues that come up during the week and end up with a long agenda, just pick the one or two that seem most important to work through. This process will allow you to take some time to focus on any anxiety-driven issues that occurred during the week that you didn’t get a chance to deal with as they happened or where you tried something but it didn’t seem to do the trick. Remember to include behavioral traps, like overworking or avoidance coping, if these have occurred during the week. For each issue, go back to what seems like the most relevant chapter and try a solution from that chapter. For example, if you noticed yourself ruminating about a problem but didn’t take problem-solving action (meaning you didn’t move from thinking about the problem to taking a behavioral action), you might try defining your problem, generating a list of your best three to six options for moving forward with that problem, picking one option, and planning when and where you’re going to implement that solution.

Cue thousands of Instagram posts encouraging the no-contact rule and implicitly shaming anyone who continues a relationship with their ex. But the story of relationships and their endings is far too complex for us to apply solution-focused changes aimed at reducing pain. Still, every one of my friends and every therapist on Instagram advises against talking to an ex. No contact, cold turkey, zero—a crazy idea to me. In my work, I’ve noticed that more than half of my clients will continue to communicate with their former partner, maintaining some form of connection. Even a friendship. This happens despite the discouraging advice recommending a complete cutoff. But we, as a society, might be better off trying to understand our need to continue a connection with an ex than condemning or strongly advising against it. Maybe it’s time we reconsidered our attitude toward post-breakup connections. Instead of dismissing them as unhealthy, we could try to understand the motives behind our choice to stay in touch. After all, each relationship and breakup is unique, and the two (or more) people involved in a ruptured relationship are in the best position to judge what serves their emotional needs and personal growth. The idea of cutting an ex out of your life completely is also extremely heteronormative. Many queer people (like me) don’t have their family of origin to fall back on. Our “families” are therefore sometimes our friends, partners, and ex-partners, the people we form deep connections with. Alex was my family for ten years. So, for me, cutting him out of my life entirely wasn’t so simple.

John Glen, the first American astronaut to orbit the earth, spent nearly a day in space still keeping his heart rate under a hundred beats per minute. That's a man not simply sitting at the controls but in control of his emotions. A man who had properly cultivated, what Tom Wolfe later called, "the Right Stuff." But you...confront a client or a stranger on the streets and your heart is liable to burst out of your chest; or you are called on to address a crowd and your stomach crashes through the floor. It's time to realize that this is a luxury, an indulgence of our lesser self. In space, the difference between life and death lies in emotional regulations. Hitting the wrong button, reading the instrument panels incorrectly, engaging a sequence too early- none of these could have been afforded on a successful Apollo mission- the consequences were too great. Thus, the question for astronauts was not How skilled a pilot are you, but Can you keep an even strain? Can you fight the urge to panic and instead focus only on what you can change? On the task at hand? Life is really no different. Obstacles make us emotional, but the only way we'll survive or overcome them is by keeping those emotions in check- if we can keep steady no matter what happens, no matter how much external events may fluctuate. The Greeks had a word for this: apatheia. It's the kind of calm equanimity that comes with the absence of irrational or extreme emotions. Not the loss of feeling altogether, just the loss of the harmful, unhelpful kind. Don't let the negativity in, don't let those emotions even get started. Just say: No, thank you. I can't afford to panic. This is the skill that must be cultivated- freedom from disturbance and perturbation- so you can focus your energy exclusively on solving problems, rather than reacting to them. p28-9

Flowers. Lots of women say they don’t want them. But every woman is happy when they get them. Which is why I’ve arranged to have them delivered to Kate’s office, every hour on the hour. Seven dozen at a time. That’s one dozen for every day we were apart. Romantic, right? I thought so too. And although I know Kate’s favorite are white daisies, I specifically told the florist to avoid them. Instead, I’ve chosen exotics—bouquets with brightly colored petals and strange shapes. The kinds of flowers Kate has probably never seen in her life, from places she’s never been. Places I want to take her to. At first I kept the notes simple and generic. Take a look: Kate, I'm sorry. Drew Kate, Let me make it up to you. Drew Kate, I miss you. Please forgive me. Drew. But after a few hours I figured I needed to step it up a notch. Get more creative. What do you think? Kate, You're turning me into a stalker. Drew Kate, Go out with me on Saturday and I'll give you all of my clients. Every. Single. One. Drew Kate, If I throw myself in front of a bus, will you come visit me at the hospital? Drew PS - Try not to feel too guilty if I don't survive. Really. That last batch was delivered forty-five minutes ago. Now I’m just sitting at my desk, waiting. Waiting for what, you ask? You’ll see. Kate may be stubborn, but she’s not made of stone. My office door slams open, leaving a dent in the drywall. Here we go. “You are driving me crazy!” Her cheeks are flushed, her breathing’s fast, and she’s got murder in her eyes. Beautiful. I raise my brows hopefully. “Crazy? Like you want to rip my shirt open again?” “No. Crazy like the itch of a yeast infection that just won’t go away.” I flinch. Can’t help it. I mean—Christ. Kate steps toward my desk. “I am trying to work. I need to focus. And you’ve got Manny, Moe, and Jack playing every cheesy eighties song ever written outside my office door!” “Cheesy? Really? Huh. I so had you pegged for an eighties kind of girl.” Well, you live and learn.

Smart Sexy Money is About Your Money As an accomplished entrepreneur with a history that spans more than fourteen years, Annette Wise is constantly looking for ways to give back to her community. Using enterprising efforts, she qualified for $125,000 in startup funding to develop a specialized residential facility that allows developmentally disabled adults to live in the community after almost a lifetime of living in a state institution. In doing so, she has provided steady employment in her community for the last thirteen years. After dedicating years to her residential facility, Annette began to see clearly the difficulty business owners face in planning for retirement successfully. Searching high and low to find answers, she took control of financial uncertainty and in less than 2 years, she became a Full Life Agent, licensed Registered Representative, Investment Advisor Representative and Limited Principal. Her focus is on building an extensive list of clients that depend on her for smart retirement guidance, thorough college planning, detailed business continuation, and business exit strategies. Clients have come to rely on Annette for insight on tax advantaged savings and retirement options. Annette’s primary goal is to help her clients understand more than just concepts, but to easily understand how money works, the consequences of their decisions and how they work in conjunction with their desires and goal. Ever the curious soul who is always up for a challenge, Annette is routinely resourceful at finding sensible means to a sometimes-challenging end. She believes in infinite possibilities as well as in sharing her knowledge with others. She is the go-to source for “Smart Wealth Solutions.” Among Annette’s proudest accomplishments are her two wonderful sons, Michael III and Matthew. As a single mom, they have been her inspiration and joy. She is forever grateful to the greatest brothers in the world- Andrew and Anthony Wise, for assistance in grooming them into amazing young men.

In the world of mental health, the lowest-functioning clients and the highest-functioning clients receive the worst care. The lowest-functioning clients typically struggle with serious mental illnesses that are maintained more than cured. And, because of downward drift that draws a disproportionate number of such patients into the lower income brackets, these clients often do not have access to top-notch care. The highest-functioning clients, on the other hand, usually have a lot going for them, including family or schools that connect them with private therapists when needed. These high-functioning clients are what therapists call YAVIS—young, attractive, verbal, intelligent, and successful—and these qualities bestow all sorts of social and psychological advantages. Being young means, as a colleague once put it, “that you haven’t completely screwed up your life yet.” Being verbal allows you to easily exchange a common currency with friends and bosses as you parlay being talkative into social status. Intelligence aids achievement and problem-solving, and even leadership. Successful people are generally brimming with confidence. And, as Aristotle said, “beauty is a greater recommendation than any letter of introduction.” So, YAVIS clients are well received nearly everywhere they go, and many therapists light up when one comes walking in the door. Still, there are two paths to being smart and charming when you are young: Life has been good or life has been bad. When life has been good, maybe someone goes to see a therapist for a while because some isolated thing is not currently going well. Most likely, the difficulty will be resolved quickly and the client will be on his way. When life has been bad, someone goes to see a therapist because even though things look pretty on the outside the person feels horrible on the inside, and this is a discrepancy that even many therapists cannot hold. Sometimes it is just too jarring to imagine that someone who seems so perfect has lived a life that has been so imperfect. What results is a therapy where the client’s image gets in the way of the help that he or she needs. The client has come to focus on what has not gone well, but the therapist is blinded by what has. Too often, being successful when you are young is about survival. Some people are good at hiding their troubles. They are good at “falling up.

ESTABLISH STABLE ANCHORS OF ATTENTION Mindfulness meditation typically involves something known as an anchor of attention—a neutral reference point that helps support mental stability. An anchor might be the sensation of our breath coming in and out of the nostrils, or the rising and falling of our abdomen. When we become lost in thought during practice, we can return to our anchor, fixing our attention on the stimuli we’ve chosen. But anchors can also intensify trauma. The breath, for instance, is far from neutral for many survivors. It’s an area of the body that can hold tension related to a trauma and connect to overwhelming, life-threatening events. When Dylan paid attention to the rising and falling of his abdomen, he would be swamped with memories of mocking faces while walking down the hallway. Other times, feeling a constriction of his breath in the chest echoed a feeling of immobility, which was a traumatic reminder. For Dylan, the breath simply wasn’t a neutral anchor. As a remedy, we can encourage survivors to establish stabilizing anchors of attention. This means finding a focus of attention that supports one’s window of tolerance—creating stability in the nervous system as opposed to dysregulation. Each person’s anchor will vary: for some, it could be the sensations of their hands resting on their thighs, or their buttocks on the cushion. Other stabilizing anchors might include another sense altogether, such as hearing or sight. When Dylan and I worked together, it took a while until he could find a part of his body that didn’t make him more agitated. He eventually found that the sense of hearing was a neutral anchor of attention. At my office, he’d listen for the sound of the birds or the traffic outside, which he found to be stabilizing. “It’s subtle,” he said to me, opening his eyes and rubbing the back of his neck with his hand. “But it is a lot less charged. I’m not getting riled up the same way, which is a huge relief.” In sessions together, Dylan’s anchor was a spot he’d rest his attention on at the beginning of a session or a place to return to if he felt overwhelmed. If he practiced meditation at home—I’d recommended short periods if he could stay in his window of tolerance—he used hearing as an anchor, or “home base” as he called it. “I finally feel like I can access a kind of refuge,” he said quietly, placing his hand on his belly. “My body hasn’t felt safe in so long. It’s a relief to finally feel like I’m learning how to be in here.” Anchors of attention you can offer students and clients practicing mindfulness—besides the sensation of the breath in the abdomen or nostrils—include different physical sensations (feet, buttocks, back, hands) and other senses (seeing, smelling, hearing). One client of mine had a soft blanket that she would touch slowly as an anchor. Another used a candle. For some, walking meditation is a great way to develop more stable anchors of attention, such as the feeling of one’s feet on the ground—whatever supports stability and one’s window of tolerance. Experimentation is key. Using subtler anchors does come with benefits and drawbacks. One advantage to working with the breath is that it is dynamic and tends to hold our attention more easily. When we work with a sense that’s less tactile—hearing, for instance—we may be more prone to drifting off into distraction. The more tangible the anchor, the easier it is to return to it when attention wanders.

THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

It is a part of our office to stand uncloaked, masked, sword bared, upon the scaffold for a long time before the client is brought out. Some say this is to symbolize the unsleeping omnipresence of justice, but I believe the real reason is to give the crowd a focus, and the feeling that something is about to take place. A crowd is not the sum of the individuals who compose it. Rather it is a species of animal, without language or real consciousness, born when they gather, dying when they depart. Before the Hall of Justice, a ring of dimarchi surrounded the scaffold with their lances, and the pistol their officer carried could, I suppose, have killed fifty or sixty before someone could snatch it from him and knock him to the cobblestones to die. Still it is better to have a focus, and some open symbol of power. Wolfe, Gene (1994-10-15). Shadow & Claw: The First Half of 'The Book of the New Sun' (p. 184). Tom Doherty Associates. Kindle Edition.

This means that the high performance habits you’ll learn in this book are deliberate habits. These must be consciously chosen, willed into existence, and continually revisited to strengthen your character and increase your odds of success. Deliberate habits usually won’t come easily. You have to practice them with real mental focus, especially in changing environments. Every time you feel stuck, every time you start a new project, every time you measure your progress, every time you try to lead others, you must deliberately think about the high performance habits. You’ll have to use them as a checklist, just as a pilot uses a preflight checklist before every takeoff. I believe this is a good thing, too. I don’t want my clients getting ahead unconsciously, reactively, or compulsively. I want them to know what they do to win, and do it with full intention and purpose. That way, they are captains of their own fate, not slaves to their impulses. I want you in charge, conscious, and clear about what you’re doing, so you can see your performance get better and better—and so you can help others get better, too. It’s going to take a lot of work to deploy the high performance habits you’re about to learn, but don’t shy from the effort. When you knock on the door of opportunity, do not be surprised that it is Work who answers.

Sometimes you can help people make better decisions by not answering their questions. At a certain point, they need to be told to set aside their need for certainty and focus on a strategy that, while it can’t provide any guarantees, will give them the best odds of achieving their goals. Our clients needed leadership and direction, but we’d been letting them take the lead.

I'm focused on delivering solutions that add real value to my clients. That's what makes me valuable.

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An important milestone in the history of web design has been the birth of MySpace and Facebook and the advent of social networks, at the beginning of the 21st century. The websites began to adapt to this new level of interactivity, and companies finally understood the importance of placing their users at the centre of the web experience. If, up until that moment, designers and coders used to create aesthetically pleasing interfaces based merely on their clients’ requests, they then started moving to a more user-centric approach. Web research began to focus more and more on the study of websites usability, navigation fluidity and on the easiness of interaction.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

One assumption that is already being shattered is the idea that only routine, semi-skilled jobs like taxi driving, food delivery, or household chores are susceptible. Even traditional professions like medicine and law are proving to be susceptible to platform models. We’ve already mentioned Medicast, which applies an Uber-like model to finding a doctor. Several platform companies are providing online venues where legal services are available with comparable ease, speed, and convenience. Axiom Law has built a $200 million platform business by using a combination of data-mining software and freelance law talent to provide legal guidance and services to business clients; InCloudCounsel claims it can process basic legal documents such as licensing forms and nondisclosure agreements at a savings of up to 80 percent compared with a traditional law firm.11 In the decades to come, it seems likely that the platform model will be applied—or at least tested—in virtually every market for labor and professional services. How will this trend impact the service industries—not to mention the working lives of hundreds of millions of people? One likely result will be an even greater stratification of wealth, power, and prestige among service providers. Routine and standardized tasks will move to online platforms, where an army of relatively low-paid, self-employed professionals will be available to handle them. Meanwhile, the world’s great law firms, medical centers, consulting partnerships, and accounting practices will not vanish, but their relative size and importance will shrink as much of the work they used to do migrates to platforms that can provide comparable services at a fraction of the cost and with far greater convenience. A surviving handful of world-class experts will increasingly focus on a tiny subset of the most highly specialized and challenging assignments, which they can tackle from anywhere in the world using online tools. Thus, at the very highest level of professional expertise, winner-take-all markets are likely to emerge, with (say) two dozen internationally renowned attorneys competing for the splashiest and most lucrative cases anywhere on the globe.

Reflecting a long-standing schism within the profession, which persists into the twenty-first century, RASSW argued that “a dichotomy exists within NASW between” social activists and clinical practitioners, which is exacerbated by the promotion of licensing. When all social services are threatened by the conservative political and ideological climate, a focus on licensing undermines the profession’s efforts to fight for “the survival and well-being of millions” (RASSW, February 1,1976, p. 3). Citing the opposition to licensing by such groups as the National Association of Black Social Workers (NABSW), RASSW asserted that efforts by NASW to promote licensing contradict its stated intent to fight racism within the social service field and were destructive of professional unity. Promoting licensing, in lieu of uniting around this struggle “is to fiddle while Rome burns” (p. 3). The paper also disputed the linkage between licensing and service quality. It added an interesting twist to the growing debate over professionalization by arguing that “under current political conditions licensure may actually decrease the accountability of social workers to their clients” (RASSW, February 1,1976, p. 5). The paper concluded that licensure neither protected nor improved service quality; rather, it divided workers and undermined their job security, as the recent attack on public education in New York City had demonstrated. Instead of fighting for licensure, RASSW proposed an alternative strategy that focused on building worker-client-labor-community coalitions and combating racism in social service agencies and other institutions.

I can’t tell you how many of my clients start out trying to be all things to all people. They say, “Oh, you need that? Yes, we do that,” and, “You want those? No problem.” Over time, though, they, their customers, and their employees become frustrated, and the business becomes less profitable. This helter-skelter method may have gotten you to where you are today and helped you survive the early drought, but to break through the ceiling, you have to create some focus.

The following steps have been identified to guide clinicians in the development of case formulations (Greenberg & Goldman, 2007): 1. Identify the presenting problem. 2. Listen to and explore the client’s narrative about the problem. 3. Observe and attend to the client’s style of processing emotions. 4. Gather information about the client’s attachment and identity histories and current relationships and concerns. 5. Identify and respond to the painful aspects of the client’s experiences. 6. Identify markers and when they arise; suggest tasks appropriate to the problem state. 7. Focus on emerging thematic intrapersonal and interpersonal processes and narratives. 8. Attend to clients’ moment-by-moment processing to guide interventions within tasks. CASE

DON’T JUST DO, RETOOL YOUR DOING Often I’ll ask a great team about the last time they had a meeting to discuss how they work. Aside from the occasional mention of an annual off-site, I usually get a null response. Why? Everyone’s too busy doing stuff to take a pause and make some changes to how they do stuff. I’ve never seen a team sport without a huddle, yet we’ll continue working for months—if not years—with clients and colleagues without ever taking a step back, taking stock, and making improvements to our systems. As

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Accountability for agency operations is fragmented. Each office in a network is a separate profit center. Each department in an office self-defines its missions. Creative heads focus on creativity; finance directors focus on headcounts, overhead and budgeted/ actual costs and profits; client heads manage the service that they provide to their ‘disorganized’ clients and keep them coming back for more. (Despite this there seem to be very few happy clients.) Managing

The auditing of time sheet hours is a time wasting process that can be eliminated if contracts focus on paying agencies for deliverables rather than for man-hours.

Media City, Dubai, UAE – Kazema Portable Toilets, one of the leading suppliers of plastic portable toilets, GRP portable toilets and sinks, and other portable sanitation equipment today, this week excitedly announced they have been named a finalist for their entry into the “RSA Customer Focus of the Year Award’ at the Gulf Capital SME Awards 2017. With all portable products being made from high quality, durable materials that can withstand the demands of sanitation, Kazema Portable Toilets carries a wide variety of ancillary products and accessories designed to assist business owners in earning more. Now in its 6th year as a regarded small to mid-sized business recognition awards ceremony, the SME Awards proudly identify startups, innovative SMES with exemplary products and services, SMEs which invest in their employees’ environment and customer strategy, and also the visionary entrepreneurs at the helm. “We’ve created a portable solution that is compatible with any business looking to add depth, expansion, and productivity to their operation,” said Raj, Founder and Owner of Kazema Portable Toilets. “We provide our clients with professional support worldwide that enables them to supply clients locally with our product, as well as harness it for widespread exportation.” Recognized for their high-stock, ready-to-use durable product today, Kazema Portable Toilets is one of the front-runners for their SME awards category. Kazema beat out hundreds in the category to be regarded as a finalist for their entrepreneurial solution to a problem every person encounters daily. “We are passionate about our work here at Kazema Portable Toilets, and we are honored to be named a finalist in such a reputable competition,” said Raj. “We want to thank SME for the recognition, and look forward to winning our category.

Anxiety and the Social Process Generally, in life, we only make progress when we are willing to take risks. If you don’t take risks in your life, it’s probably because you are held back by anxiety. Because you fear that interaction will result in rejection, embarrassment, and scrutiny, you feel anxiety about it. After all, you tell yourself, why risk experiencing failure? But as we have discussed, rejection is not devastating; it is merely disappointing, and, with your anxiety under control, disappointment is entirely bearable. In time, and with practice and eventual success, your fear of disappointment will diminish. Some people, far from shying away from social contact, actually look forward to meeting new people. Meeting new people does not in itself cause anxiety. The beliefs you hold cause anxiety. If you believe rejection will be devastating to you, and that rejection is highly likely to happen, you will feel quite justified in making sure that you never meet any new people at all. But avoidance does not alleviate anxiety. It simply makes the problem worse next time the situation arises. You need to tap into your positive mental attitude. Tell yourself: “Meeting new people is healthy, and by doing it, I stand a good chance of having a positive experience.” To summarize, here are some tips for interactive success. Try to integrate them into your being—make them part of your overall attitude toward interacting. 1. Anticipate success. 2. Be willing to risk. 3. Think positive thoughts about yourself to boost your self-esteem. 4. Think positive thoughts about others as well. 5. Be yourself. This last point leads into a discussion of mental focus. It is typical of a socially anxious person to focus on himself or herself, to forget to read the nonverbal signals of others. Before you attempt to meet someone, it’s a good idea to focus your attention in the right direction, not on yourself, but on the other person. Use your new skills of self-awareness and relaxation to enhance your focusing abilities. Think of your attention as a finite resource. Is it really best spent on thoughts about yourself? (“Do I look okay?” “Can he tell I’m sweating?” “Can she tell I’m blushing?” “I hope I don’t say anything dumb,” and so on.) With so much attention directed inward, there is very little left to spend on the other person. One of my clients has so much trouble focusing on others in conversation that she developed a habit of pinching herself to stay on track. Do all you can to stop your inward thinking, because paying attention to the other person will provide you with the basis of an interesting and successful conversation. If you have trouble averting the focus from your own anxiety, try using relaxation techniques to bring your symptoms under control. Diaphragmatic breathing, for example, can bring immediate relief.

Although your daily ‘to do’ list may change, your overall work priorities shouldn’t. My priority list goes something like this: Existing client work New client luring Financial admin –getting paid Marketing, self-promotion and blog writing Faffing about on social media It’s a simple and effective way to make sure I focus on my customers and don’t get sucked into random videos about cats on Facebook. (Well, most of the time.)

To kill required little more than the ability to point and shoot. Almost anyone could do it. To escape required the successful diversion of blame. As a professional assassin, Victor’s motive for killing was either money or self-defence, the latter always related to the pursuit of the former. He killed who he was paid to, and who he had to. Because he had little-to-no connection with his victims he could sidestep almost all of the blame. That was focused at his clients – those who had the most to gain from application of Victor’s talents

Microsoft azure course focuses to cover a scope of parts, including Azure Compute, Azure Storage, and system benefits that clients can profit by while sending half breed arrangements. The preparation gives the learning to the members which thusly is basic to plan Hybrid arrangements appropriately. It likewise incorporates various showings and labs that empower understudies to create hands-on abilities that are essential for fruitful usage of such arrangements. Implementing microsoft azure infrastructure solutions.

It truly takes undeniable dedication to reach your goals. I put the vacations on hold, started learning to say no to friends and focused my energy on my goals every day. I was constantly thinking bigger and learning from those who you would want to trade places with. Understanding this, I realized that I could no longer take on small projects from clients, realizing that my most valuable commodity I owned was my time. And with that, I needed to value my time over any other monetary value.

What would you have to do differently to achieve your outcome? List 3 skills, habits or behaviors you would need to achieve your outcome: Example 1: Outcome: Make more money ($10k/month) 3 Skills/habits or behaviors Organizational skills Focus/eliminate distractions Prospect for more clients Example 2: Outcome: Be more confident (Give speech in front of a group of people)

A good place to focus is on accounts that have been with you for the longest and shortest periods of time. Those with a long association can tell you why they have been clients for so long, and how they view your relationship.

From the perspective of Islam, the ultimate goal of therapy is not simply to change thinking, emotion, or behaviour, but rather to have an impact upon the soul. This impact, in turn, will affect the other components of the human being. The foundation of any interventions will revolve around the spiritual development of the client. The focus on spiritual aspects will enhance the likelihood of effective and enduring outcomes. This is in contrast to secular approaches that focus on symptoms rather than addressing the primary cause, generally resulting in short-lived effects.

Enterprise deals or “how to lose your freedom in 5 minutes” Being able to use our product for sales prospecting, I decided to go after some big names at the enterprise level. After one week I had booked meetings with companies like Uber, Facebook, etc. This is where the fun begins…or not… I spent 3 months doing between 4 to 9 meetings for each enterprise company I had booked meetings with. Every meeting leads to the next one as you go up the chain of command. And then comes the pilot phase. Awesome you might think! Well, not really… Working with enterprise-level clients requires a lot of custom work and paperwork. And when I say “a lot” I mean a sh*t ton of work. You need an entire department to handle the legal aspect, and hire another 10 people to entirely change your tech department to meet their requirements. During 4 months I went from being super excited to work with the most famous companies in the world to “this deal will transform our company entirely and we’ll have to start doing custom everything”. Losing my freedom and flexibility quickly became a no-go. The issue here is, with all these meetings I thought that they would adapt to our standards. That they understood from the start that we were a startup and that we couldn’t comply with all their needs. But it doesn’t work like this. It’s actually the other way around even though the people you meet working at these companies tell you otherwise. The bottleneck often comes from the legal department. It doesn’t matter if everyone is excited to use your product, if you don’t comply with their legal requirements or try to negotiate it will never work out. To give you an example, we had enterprise companies asking us to specifically have all our employee’s computers locked down in the office after they end their day. Knowing that we’re a remote company, it’s impossible to comply with that... If you want to target enterprise accounts, do it. But make sure to know that you need a lot of time and effort to make things work. It won’t be quick. I was attracted to the BIG names thinking that it would be an amazing way to grow faster, but instead, I should have been 100% focused on our target market (startups, SMBs).

With laser focus and Herculean stamina, one can hover along a plane of what looks to the outside world like maximum functioning and appear remarkably accomplished. The fear of sinking into the quicksand of grief and terror fuels the velocity. Wake up, plan the day, make lists, check off when you have done something on your list, plan a trip, plan dinner, book the trip, buy stuff for the dinner you have planned, make the dinner, think about breakfast while you are eating dinner, book clients, see more clients, exercise, a lot, volunteer at your kids’ schools, coach their teams, play on your own team. There is no end to the creativity of velocitizing. It is the anti-meditation.

You must imagine your ideal outcome in precise detail. Often clients will tell me things like, “Well, I want abundance in my life!” Abundance can show up on your hips. Abundance can manifest in your bills. Abundance can mean even more clutter in your surroundings. When you are focused on a clear and definite outcome, you are helping the Universe deliver it to you without the clutter. When you hold that specific visualization as you implement your mind, body, and spirit tips while you are making adjustments in your environment, your outcome will be much more powerful and effective. Know that you hold the power to create the transformation you desire. It’s okay if you can’t picture how it will happen, just have faith that it will. Expect the results you want. Know, with certainty, without wavering, that your desired outcome will happen. In addition to holding this mental picture while going through each chapter and making your holistic adjustments, try to start carrying these thoughts with you continuously throughout your day. Your own affirmative thoughts will begin to attract similar situations, interactions, or experiences that are in alignment with your goals. This is not wishful thinking. This is actively choosing to harness your universal birthright of attaining beneficial energy and ideal opportunities in your life.

Take whatever job you can at one of those companies. Don’t worry too much about the title—focus on the work. If you get a foot in the door at a growing company, you’ll find opportunities to grow, too. Just whatever you do, don’t become a “management consultant” at a behemoth like McKinsey or Bain or one of the other eight consultancies that dominate the industry. They all have thousands upon thousands of employees and work almost exclusively with Fortune 5000 companies. These corporations, typically led by tentative, risk-averse CEOs, call in the management consultants to do a massive audit, find the flaws, and present leadership with a new plan that will magically “fix” everything. What a fairy tale—don’t get me started. But to many new grads, it sounds perfect: you get paid incredibly well to travel around the world, work with powerful companies and executives, and learn exactly how to make a business successful. It’s an alluring promise. Parts of it are even true. Yes, you get a nice paycheck. And yes, you get plenty of practice pitching important clients. But you don’t learn how to build or run a company. Not really. Steve Jobs once said of management consulting, “You do get a broad cut at companies but it’s very thin. It’s like a picture of a banana: you might get a very accurate picture but it’s only two dimensions, and without the experience of actually doing it you never get three dimensional. So you might have a lot of pictures on your walls, you can show it off to your friends—I’ve worked in bananas, I’ve worked in peaches, I’ve worked in grapes—but you never really taste it.” If you do choose to go that route and find yourself at one of the Big Four or the other top six firms, then that is of course your choice. Just know before you go what you want to learn and the experiences you need for your next chapter. Don’t get stuck. Management consulting should never be your endpoint—it should be a way station, a brief pause on your journey to actually doing something. Making something. To do great things, to really learn, you can’t shout suggestions from the rooftop then move on while someone else does the work. You have to get your hands dirty. You have to care about every step, lovingly craft every detail. You have to be there when it falls apart so you can put it back together. You have to actually do the job. You have to love the job.

but money is not the primary driver for either. We focus on adding value to our readers, listeners, viewers, followers, clients, and customers without undermining our values. We treat our employees fairly and pay them fair wages. We focus on quality, not quantity. We don’t run advertisements on any of our platforms.

Consider, though, how the insight sessions, industry updates, and briefings for the CEO and CFO before the analyst calls will help meet the customer's business needs and will also link to the objective of building relationships with the CEO and CFO over the next six months; likewise, the coaching sessions and prep before the board meetings will cement the partner's relationship with the CFO even further. Meeting with the CEO and CFO before analyst calls to brief them on issues that they might need to discuss will give the partner the opportunity to provide essential information when they need it the most, creating a dependency on the partner and cementing his relationship as a trusted adviser to the company's leadership team. People are often focused on trying to get their customers to like them. I always advise my clients that it is nice if your customers like you, but essential that they need you. You want to include negotiable issues that position you to create this type of dependency.

You either get better or you get worse. So for me, I'm focused, in every way, on getting better. Max Scherzer

Clinicians must go even deeper when working with individuals dealing with addiction, and that focus needs to be on unresolved childhood pain points. By focusing on behavior modification to deal with addiction, too many counselors are neglecting to ensure we are not cleansing only a client’s damaging behavior but also his soul.

Dear Boundaryless Client, We certainly love working with you. (This is the first slice of graciousness.) Squeezing this important request in over the weekend won’t work for us. (This is the no. Just get it out.) Your deliverables are very important, and we want to make sure they get the focus they deserve. (Second slice of graciousness. This sentence shows good intention and some effort at gentle repair for their disappointment.) We would be happy to give this our full attention early Monday morning and have some numbers to you by end of business. Best, Chris

Innobayt Innovative Solutions is a mobile application development company specializing in developing iOS, Android, Native and HTML5 cross-platform apps. Their expert application designers and developers in Dubai are mainly focused on providing low-cost app development solutions that generate more revenue for customers. Mobile apps on the iPhone and Android versions can be tailored to the skills of their skilled engineer and create apps that make smartphones run faster for their clients.

Asking the wrong questions leads to the sorts of horror stories Watts shares in his books Fables of Fortune and Entitlemania. The latter, which focuses on intergenerational wealth, brought him a host of new clients. They flew in “from all over, saying, ‘My God, it’s already happening with my kids, and we’ve got $100 million and I know I don’t want to give it to them. So what do we do?’ And I said, ‘Well, I want you to know that if you left them nothing, they would probably be happy.’ And that just terrorizes people, that thought.

their own lives aside to focus on their client or their deal or their trial and when that’s finally done, they swim right on to the next one just like their single-minded aquatic counterpart.

We like to believe when something is over, it’s behind us. Finished. Done. A neat package we can tuck into our closet or toss with the trash. But everything we do, everyone we love, stays with us in one form or another. Feelings fade, yes, while experience changes us. And thank goodness. Experience is how we learn. It’s how we love better the next time. I’ve seen hundreds of clients amid a so-called breakup or divorce. Many mourn the end of a relationship years after the fact. Grief, pain, or general discomfort following the loss of love—even if you initiated its end—is inevitable. I’ve found if we can reframe this end point into something else, a gain, a path forward, we lessen our struggle. When we stop resisting, grief and pain become momentum propelling you into the next phase of your life. They signify not a closed door but a long hallway with many paths. When I ask my clients to swap the defeatist terminology of “breaking up” or “divorce” for “working through the end of our relationship,” at first, they almost always resist. “It’s so awkward,” they tell me. “Forced.” To which I reply, “Yes, and we know change is uncomfortable. Stay with it and see what comes. It’s an experiment, nothing more.” Soon, they might begin to talk of their “breakup,” catch themselves, and start again using new words. Instead of saying, “It’s so hard. I’m so miserable,” they say, “It hurts, but we’re continuing to work through it.” Aha! Now we can begin to focus not on the loss but what is gained. 48

One of my clients, a consultant who develops leadership potential in universities and nonprofits, once joked that he didn’t suffer from attention deficit disorder (ADD) but from “attention abundance disorder (AAD).” He didn’t lack curiosity, he said. His problem was that he wanted to rein in his curiosity and focus on fewer ideas. He’s not alone. I imagine curiosity often stepping in to do wonder’s bidding. First, wonder steps back and takes notice. It gets curiosity’s attention and says, “Psst. Look at this. What’s possible here?” Then curiosity takes off on a wild pursuit to learn more. After a while, curiosity dashes back home and empties its pockets of found objects and bits of knowledge on wonder’s table.

Anyone can win if they know what they want and they focus on it. And if they’re willing to make sacrifices. I always tell my clients there are no free shoes.

Individuals with the Connection Survival Style already see their lives as problems to be solved, so that if a therapist holds a primarily problem-solving focus, these clients’ vulnerable inner world can be missed.

EHL Landscaping, founded by landscaper Eden Hill, has been transforming outdoor spaces on the Central Coast since 2019. With a focus on crafting high end gardens and architectural outdoor living areas, EHL combines creativity and expert workmanship to achieve exceptional results for both residential and commercial clients. Our versatile team excels in various landscaping techniques, including stone masonry, horticulture, outdoor structures, decking, excavations, concrete, and timber works.

What is our political and ethical relationship to other-than-human beings and matter? As I have argued (Ranta-Tyrkkö, 2017), currently social work professional codes of ethics focus largely on worker–client relationships in the present tense. In so doing, they limit, rather than empower, attempts to think about and practice social work with a broader spatial (for example, more than national) and temporal (for example, intergenerational) awareness, and in more collective (and not individualist and human-only centred) ways.

A CSJ-driven approach to psychotherapy would exacerbate and worsen problems for individuals seeking psychotherapy. A CSJ-driven approach teaches clients to see their emotional experiences as harmful and blame their emotional experiences on oppression. Clients would learn to be constantly focused on racism, sexism, homophobia, and oppression as the cause of their problems.

This is why it’s not uncommon to see a company fire unproductive clients. If 80 percent of their profits come from 20 percent of their clients, then they make more money by redirecting the energy from low-revenue clients to better service the small number of lucrative contracts—each hour spent on the latter returns more revenue than each hour spent on the former.

Your Trusted Source for High-Quality GC Sheets in Dindigul When it comes to sourcing top-notch GC sheets in Dindigul, one name stands out prominently - Shree Sivabalaaji Steels. Renowned for its commitment to quality and excellence, this company has established itself as a reliable supplier of galvanized corrugated (GC) sheets, catering to various industries and construction needs. At Shree Sivabalaaji Steels, quality is the cornerstone of their operations. They understand the significance of using superior-grade materials for construction and industrial purposes. GC sheets offered by the company are manufactured using advanced technology, ensuring durability, strength, and resistance to environmental factors. This ensures that the sheets maintain their integrity over time, even in harsh conditions. Variety is another feather in Shree Sivabalaaji Steels' cap. The company provides a wide range of GC sheet options to meet the diverse needs of its customers. Whether you require sheets of different thicknesses, sizes, or coatings, they have it all. This extensive selection empowers customers to choose the perfect GC sheets that align with their project requirements. One of the factors that set Shree Sivabalaaji Steels apart is their unwavering commitment to customer satisfaction. Their team of experienced professionals is always ready to assist clients in selecting the right type of GC sheets based on their specific needs. Whether it's for roofing, wall cladding, or any other application, customers can rely on their expertise to make informed decisions. Time efficiency and punctuality are the driving forces behind Shree Sivabalaaji Steels' operations. They understand that in the construction industry, timely delivery is of the essence. The company has implemented streamlined processes to ensure that customers receive their GC sheet orders on schedule, minimizing project delays and interruptions. Environmental consciousness is a key aspect of Shree Sivabalaaji Steels' philosophy. They recognize their responsibility towards sustainable practices and offer GC sheets that are manufactured using eco-friendly processes. This not only reflects their commitment to the environment but also resonates with customers who prioritize green building materials. Competitive pricing is yet another advantage that customers enjoy when partnering with Shree Sivabalaaji Steels. Despite offering high-quality GC sheets, the company maintains a pricing strategy that remains accessible and competitive. This affordability, coupled with the quality of their products, makes them a preferred choice among contractors, builders, and industries. In conclusion, for those seeking top-grade GC sheets in Dindigul, Shree Sivabalaaji Steels emerges as a reliable and customer-centric option. With their focus on quality, variety, expertise, punctuality, sustainability, and affordability, they have rightfully earned their reputation as a go-to supplier for GC sheets in the region. When you choose Shree Sivabalaaji Steels, you're not just purchasing construction materials; you're investing in a partnership that prioritizes your project's success.

Freelancing and Creativity In Freelancing, doing a job in different ways is called creativity. The importance of creativity is immense among all that is required for freelancing work because creativity is the main thing of freelancing. It is difficult to give an exact definition of creativity. Because there is no end to creativity. In the case of some, creativity or the development of creativity begins to manifest naturally, while for some it manifests through talent, practice, and practice. Creativity is basically a mental process that is the result of positive thinking, perseverance, and high analytical ability. Just as it takes practice, practice, and dedication to develop this creativity, there is a high chance that this creativity will be wasted if it is not properly used or applied. Below are the causes of creativity loss and ways to increase Creativity: ** Reasons for loss of Creativity - 1. Lack of focus on work – Creativity does not arise if there is no focus on work, to complete a task properly, there must be focus on it. 2. Irregular sleep – the brain does not work properly if you do not sleep properly, repeated sleep disturbances can also cause many mental problems that hinder creativity. 3. Suffering from indecisiveness – Having too many negative thoughts running through your head while doing a task can also hamper creativity. For example: if the work is going well, if the client likes it, if the client doesn't like it, if the client doesn't pay, etc. 4. Fear of not succeeding at work – Many people rush to work for quick cash income, but it does not work properly or on the contrary, more creativity is lost, which results in payment time problems. As a result, the fear of not succeeding enters the freelancer. ** Ways to Increase Creativity - 1. Dietary discipline – Of course, there is no substitute for healthy eating. Consuming regular meals maintains mental and physical well-being which in turn enhances creativity. 2. Gaining knowledge from nature – Nature is the main source of knowledge. All the sages and poets in the world were worshipers of nature. All of them could see something extraordinary in the ordinary things of this nature. Try to see it that way. 3. From everyday events – notice what is happening around you. You can get new ideas from it, for example, you can get an idea on any subject by reading a book, and new ideas can be invented while watching TV or watching newspaper advertisements. 4. Write down ideas – We all have something going on in our heads all the time, either mainly through thought or sensory processing. So whenever you get an idea, note it down so that you don't forget to read it. So, creativity is created by the combination of ideas and skills. Freelancing is unthinkable without this creativity because to do freelancing you must have a clear idea about something or acquire full skill in that subject.

Felix has six people reporting to him. Each of them have ten people under them who, in turn, manage teams of about a dozen people who are client facing. Felix realized that while the tathastu of the company (revenue) came from the market, the tathastu of the employee (salary) came from the head office via the boss. Hence the gaze was typically upstream not downstream. People were more interested in boss management than customer management. To change this orientation, when he became head, Felix put the names of his six team members on a notice board in front of his desk. "You are the people who will help me succeed if I help you succeed," he told them in a team meeting. Next to each one's name he put down their individual short-term goals, first personal and then professional. Every week he would take time out to discuss these goals. As the months passed, he noticed each of his team members had similar sheets of papers on their notice boards, with the names of their respective team members. They were mimicking downstream what they were experiencing upstream. Were they being sincere or strategic? Felix did not know, but at least he ensured that his people focused a little more of their attention downstream than upstream.

Michael Artime is CEO & Founder of Ecom Honey which leads a small, focused team comprised of designers, copywriters, and other marketing professionals working together to create email and SMS marketing campaigns that convert. The company boasts significant increases in client revenues and has worked with over 100 popular e-commerce brands. Mr. Artime is a University of Central Florida alum and enjoys golfing. He lives in Nashville, Tennessee where Ecom Honey is headquartered.

Social Media Advertising - Different Options & Their Benefits How To Use Social Media Paid Ads Ideally? What is the most effective way to make use of social media ads? Choosing which social media platform to advertise on depends on your target audience. You need to understand which platforms are being used, the type of campaigns that can run on each platform, and what investment you’ll be required to make. Pew Research Center’s report helps give us an idea of the most preferred platform for various demographics. For example, if your product caters to the teenage group, consider advertising on Instagram, TikTok, or Snapchat. If you’re catering to a more B2B client, you can consider LinkedIn. Once you understand where your audience spends the most time, you can narrow down the platforms. However, we’d still advise on A/B testing various platforms. You’d be surprised by how many B2B clients you can find on TikTok! What Are The Most Popular Social Media Ads? Here is a brief rundown of the various social media ad options available. 1. Facebook Ads Facebook Ads are the most successful form of social media advertising. Statistics show that Facebook paid ads have an average conversion rate of 9.21%. They’re easy to set up and track, and allow you to measure campaign performance easily, giving insights into how well your ads are performing. They also offer a wide range of targeting options that help you reach people who might be interested in what you’re selling, which is why they’re so effective at generating sales leads. Facebook Ads are also highly targeted. You can target specific demographics or audiences based on gender, age range, location, and other details such as interests and behaviors or job titles. This helps ensure that only people who are interested in what you’re offering, see your ad on Facebook. 2. Twitter Ads Twitter ads are a great way to reach your target audience, especially if your company already has a presence on the platform. They’re easy to set up and manage so you can focus on other aspects of your business. As of 2022, they have an average conversion rate of 0.77%. Twitter ads also offer simple targeting options that let you get more followers, increase engagement with existing customers and gain new followers interested in what you have to offer. There are multiple ad options to choose from for accomplishing various advertising goals, including promoted ads, follower ads, amplify ads, and takeover ads. Promoted and follower ads have a much wider average cost range than their takeover counterparts. 3. LinkedIn Ads LinkedIn is a professional networking site, so it’s not as casual as other social media platforms like Instagram and Facebook. As a result, users are more likely to be interested in what you are promoting on the platform because they’re looking for something related to their professional lives. LinkedIn has an average click-through rate of 0.65%. In addition, the conversion rate for LinkedIn ads is also fairly decent (2.35%). They can have high or low conversion rates depending on factors like interests and demographics. But if your ad is effectively targeted, it will have more chances of enjoying a higher conversion rate. 4. Instagram Ads As a younger demographic, Instagram users make up a great target audience for social media advertising. They are highly engaged in the platform and are more likely to respond to call-to-action than other demographics. 5. YouTube Ads YouTube ads are excellent for marketers with video content to promote their business. Furthermore, the advertising options offered by this platform ensure that you needn't bother with YouTuber fame or even a large number of subscribers on your channel to spread the word on this platform.

A wildly successful business is a business where: Customers chase you, and not the other way around. Predictability and consistency generate new leads, clients, and revenue. You speak only to highly-qualified prospects you can actually help. You have an automated lead-generation system that delivers new customers on demand with minimal human effort. You focus only on the Highly Leveraged Activities that produce revenue.

Which company is best for using construction Project work? The Shree Siva Balaaji Steels project is a significant endeavor that encompasses the establishment and operation of a modern and advanced steel manufacturing facility. This project represents a fusion of innovation, cutting-edge technology, and industrial expertise, aimed at delivering high-quality steel products to meet the growing demands of various sectors. Key Features: State-of-the-Art Manufacturing Plant: The project involves the construction and operation of a state-of-the-art manufacturing plant equipped with the latest machinery, automation systems, and environmentally friendly processes. This allows for efficient production and reduced environmental impact. Diverse Product Range: Shree Siva Balaaji Steels aims to offer a diverse range of steel products to cater to different industries such as construction, automotive, infrastructure, and manufacturing. This versatility enables the company to meet the varying needs of clients and partners. Quality Assurance: A cornerstone of the project is its commitment to delivering high-quality steel products. The facility adheres to strict quality control measures and follows international standards to ensure that the end products are durable, reliable, and meet or exceed industry specifications. Sustainability Focus: The project places a strong emphasis on sustainability and environmentally conscious practices. Energy-efficient processes, recycling initiatives, and waste reduction strategies are integrated into the manufacturing process to minimize the ecological footprint. Employment Opportunities: Shree Siva Balaaji Steels contributes to local economies by creating employment opportunities across various skill levels, from skilled labor to technical experts. This helps stimulate economic growth in the region surrounding the manufacturing facility. Collaboration and Partnerships: The project fosters collaborations with suppliers, distributors, and clients, establishing strong relationships within the steel industry. This network facilitates efficient supply chain management and enables the company to provide tailored solutions to its customers. Innovation and Research: The project invests in research and development to constantly improve manufacturing processes, product quality, and the development of new steel products. This dedication to innovation positions the company at the forefront of the steel industry. Community Engagement: Shree Siva Balaaji Steels is committed to engaging with local communities and implementing corporate social responsibility initiatives. These efforts include supporting education, healthcare, and other community-centric projects, fostering goodwill and positive impact. Vision: The Shree Siva Balaaji Steels project envisions becoming a leading name in the steel manufacturing sector, renowned for its exceptional quality, technological innovation, and sustainability practices. By adhering to its core values of integrity, excellence, and environmental responsibility, the project strives to contribute positively to the industry and the communities it operates within.

Charles Koch understood now that he needed a political operation in Washington. Up until that point, he operated as if he could stay out of the miasma of the nation’s capital, staying true to his libertarian beliefs and focusing his efforts on the business in Wichita. This left Koch vulnerable. When Ken Ballen was conducting his investigation, he was contacted frequently by high-paid attorneys and experts who worked for companies like Exxon and Chevron. They defended their clients and even helped focus attention on Koch Industries. Koch had no such presence. This would change in the early 1990s.

For instance, you can enhance your creativity by coming up with ten new ideas every day on how to make money, increase your productivity, or serve your clients better. Alternatively, to boost your ability to be grateful, you can focus on the thing you’re thankful for every morning.

Daniel Roth of North Coast Container has established himself as an executive leader. Through his rich resume and vast experience, he inspires growth in large organizations, focusing on predictive data analytics, manufacturing, project management, and business development. Mr. Roth is the Senior Vice President of Sales and General Manager for Stavig Industries LLC. He holds his MBA from Portland State University and applies his business and leadership acumen to embracing opportunities for himself and his clients.