Client Meeting Quotes

I hate meeting new people even new clients who intend to give me money. I try to be pleasant but I'm not very good at it. The best I can usually pull off is 'professional if somewhat chilly.' It's not ideal no. But it beats 'awkward and bitchy.

The central attitudes driving the Player are: Women were put on this earth to have sex with men—especially me. Women who want sex are too loose, and women who refuse sex are too uptight. (!) It’s not my fault that women find me irresistible. (This is a word-for-word quotation from a number of my clients.) It’s not fair to expect me to refuse temptation when it’s all around me; women seduce me sometimes, and I can’t help it. If you act like you need anything from me, I am going to ignore you. I’m in this relationship when it’s convenient for me and when I feel like it. Women who want the nonsexual aspects of themselves appreciated are bitches. If you could meet my sexual needs, I wouldn’t have to turn to other women.

...I try to incorporate life's lessons from everyone around me and pay it forward anytime I can. I look at every person I meet as a new and thrilling experience with which I'm gifted. Every new city or country or continent that I visit is a beautiful exploration from which I can learn. Every new client or project represents the possibility of meeting new people and having new adventures.

Spontaneity in the therapeutic work arises when the therapist can allow creative and authentic impulses to arise from moment to moment from the inner being, from the meditative quality within, from the inner emptiness, from the capacity to surrender to life. Then the therapist becomes less of a technician and more of an artist in the therapeutic work. It is then when the therapist and client meets in awareness without any barrier between.

Every Person Needs a time out, away from stressful jobs, pressures from employers or clients, home responsibilities, etc., Everyone deserves to enjoy, visit unknown places, try other things, meet a lot of new friends, and feel at the top of the world. Life is full of fun, excitement, and adventure. Thus, vacation is an experience that's worth remembering for a lifetime. It heals a weary mind and soul.

[you’ll acquire] A certain amount of cynicism. This business works on you. When you were in law school you had some noble idea what a lawyer should be. A champion of individual rights; a defender of the Constitution; a guardian of the oppressed; an advocate for your client’s principles. Then after you practice for six months you realize you were nothing but hired guns. Mouthpieces for sale to the highest bidder, available to anybody, any crook, any sleazebag with enough money to pay your outrageous fees. Nothing shocks you. It’s supposed to be an honorable profession, but you’ll meet so many crooked lawyers you’ll want to quit and find an honest job. Yeah Mitch, you’ll get cynical. And it’s sad, really.

I recently consulted to a therapist who felt he had accomplished something by getting his dissociative client to remain in her ANP throughout her sessions with him. His view reflects the fundamental mistake that untrained therapists tend to make with DID and DDNOS. Although his client was properly diagnosed, he assumed that the ANP should be encouraged to take charge of the other parts at all times. He also expected her to speak for them—in other words, to do their therapy. This denied the other parts the opportunity to reveal their secrets, heal their pain, or correct their childhood-based beliefs about the world. If you were doing family therapy, would it be a good idea to only meet with the father, especially if he had not talked with his children or his spouse in years? Would the other family members feel as if their experiences and feelings mattered? Would they be able to improve their relationships? You must work with the parts who are inside of the system. Directly.

I met Jose Angelico the way I meet many of my customers. I have a workshop on the cemetery road, just past the coffin makers. I specialize in the small, simple stone. I am very aware that my clients have next to nothing, and renting the grave has often taken most of their money. So I modify and modify and get down to the very lowest cost. The dead, however, must have that stone: the reminder, the eternal reminder, that this man, this woman, this child---existed. On some of the graves the name is marked in paint, or even pen, and everyone knows how sad that is. Make something out of stone, I say, and noone touches the grave.The poor are not buried, you see. There is not enough ground here any more, so in the Naravo they build upwards. The graves of the poor are concrete boxes, each just big enough for the coffin. They go up and up---in some parts twenty boxes high. A funeral here is to slide the coffin in and watch the sealing of the compartment. Part of my service is that I cement the stone that I've made into place, and thus seal the chamber.

When you were in law school you had some noble idea of what a lawyer should be. A champion of individual rights; a defender of the Constitution; a guardian of the oppressed; an advocate for your client’s principles. Then after you practice for six months you realize we’re nothing but hired guns. Mouthpieces for sale to the highest bidder, available to anybody, any crook, any sleazebag with enough money to pay our outrageous fees. Nothing shocks you. It’s supposed to be an honorable profession, but you’ll meet so many crooked lawyers you’ll want to quit and find an honest job. Yeah, Mitch, you’ll get cynical. And it’s sad, really.

You’re different from other agency people,” one client told her at the end of their first meeting, as he shook her hand to seal the deal. “You actually listen more than you talk.

The only way you can continue to be relevant to your clients is by changing the way you work. You must continually improve yourself so that you can meet their future requirements.

Setting proper expectations from the moment you meet a potential client will reduce stress and enable all parties to work together, rather than struggling contentiously through the process.

This is…” She crossed her arms, and I braced myself for a rant of epic proportions. “This personal meeting you’ve been telling me about all weekend was just a ruse for you to ask me to sign an extension? “It was a ruse to ask you to be my girlfriend.” She pretended to look upset, but her cheeks gave her away. “You could’ve asked me that over the weekend.” “You would’ve said no.” “No.” She smiled. “I would’ve said that the only reason you’re asking me to be your girlfriend is because you think we might possibly have more sex that way.” “We’re definitely going to have more sex.

For example, in order to identify these schemas or clarify faulty relational expectations, therapists working from an object relations, attachment, or cognitive behavioral framework often ask themselves (and their clients) questions like these: 1. What does the client tend to want from me or others? (For example, clients who repeatedly were ignored, dismissed, or even rejected might wish to be responded to emotionally, reached out to when they have a problem, or to be taken seriously when they express a concern.) 2. What does the client usually expect from others? (Different clients might expect others to diminish or compete with them, to take advantage and try to exploit them, or to admire and idealize them as special.) 3. What is the client’s experience of self in relationship to others? (For example, they might think of themselves as being unimportant or unwanted, burdensome to others, or responsible for handling everything.) 4. What are the emotional reactions that keep recurring? (In relationships, the client may repeatedly find himself feeling insecure or worried, self-conscious or ashamed, or—for those who have enjoyed better developmental experiences—perhaps confident and appreciated.) 5. As a result of these core beliefs, what are the client’s interpersonal strategies for coping with his relational problems? (Common strategies include seeking approval or trying to please others, complying and going along with what others want them to do, emotionally disengaging or physically withdrawing from others, or trying to dominate others through intimidation or control others via criticism and disapproval.) 6. Finally, what kind of reactions do these interpersonal styles tend to elicit from the therapist and others? (For example, when interacting together, others often may feel boredom, disinterest, or irritation; a press to rescue or take care of them in some way; or a helpless feeling that no matter how hard we try, whatever we do to help disappoints them and fails to meet their need.)

she's used to clients and new colleagues looking past her to the person they are clearly expecting to meet she will stride up to the client, shake his hand firmly (yet femininely), while looking him warmly (yet confidently) in the eye and smiling innocently, and delivering her name unto him with perfectly clipped Received Pronunciation, showing off her pretty (thank-god-they're-not-too-thick) lips coated in a discreet shade of pink, baring her perfect teeth as he adjusts to the collision between reality and expectation, and tries not to show it while she assumes control of the situation and the conversation

The "apparently normal personality" - the alter you view as "the client" You should not assume that the adult who function in the world, or who presents to you, week after week, is the "real" person, and the other personalities are less real. The client who comes to therapy is not "the" person; there are other personalities to meet and work with. When DID was still officially called MPD, the "person" who lived life on the outside was known as the "host" personality, and the other parts were known as alters. These terms, unfortunately, implied that all the parts other than the host were guests, and therefore of less importance than the host. They were somehow secondary. The currently favored theory of structural dissociation (Nijenhuis & Den Boer, 2009; van der Hart, Nijenhuis, & Steele, 2006), which more accurately describes the way personality systems operate, instead distinguishes between two kinds of states: the apparently normal personality, or ANP, and the emotional personality, or EP, both of which could include a number of parts. p21

A meeting like this is like a joust. The lawyers are the knights; the clients are reduced, for the time being, to no more than squires with Sir Barrister’s lance in one hand and the reins of his horse in the other.

You might think that the Left could have a regime-change perspective of its own, based on solidarity with its comrades abroad. After all, Saddam's ruling Ba'ath Party consolidated its power by first destroying the Iraqi communist and labor movements, and then turning on the Kurds (whose cause, historically, has been one of the main priorities of the Left in the Middle East). When I first became a socialist, the imperative of international solidarity was the essential if not the defining thing, whether the cause was popular or risky or not. I haven't seen an anti-war meeting all this year at which you could even guess at the existence of the Iraqi and Kurdish opposition to Saddam, an opposition that was fighting for 'regime change' when both Republicans and Democrats were fawning over Baghdad as a profitable client and geopolitical ally. Not only does the 'peace' movement ignore the anti-Saddam civilian opposition, it sends missions to console the Ba'athists in their isolation, and speaks of the invader of Kuwait and Iran and the butcher of Kurdistan as if he were the victim and George W. Bush the aggressor.

You can never learn Sales by reading books and watching videos, you can only get motivated by that.. To learn Sales (telesales) dial 300+ calls daily and (direct field sales) meet at-least 5 clients daily... Only customers can teach u sales!

Mr. Tongo tells Rosie, "We discuss lots of intimate things with our friends, but our genitals, and those of our children, are private. Many of my patients and clients-kids as well as their parents, people dealing with a whole range of conditions, not just this one-find they don't want to explain themselves every time they meet someone new. They don't want to be responsible for educating everyone they meet. They don't consider what's in their pants to be any of anyone else's business." (Chapter "Everyone Who?)

I'm tempted to point out that our dealings, however unusual and close, were the dealings of businessmen. My ease with this state of affairs no doubt reveals a shortcoming on my part, but it's the same quality that enables me to thrive at work, where so many of the brisk, tough, successful men I meet are secretly sick to their stomachs and their quarterlies, are being eaten alive by bosses and clients and all-seeing wives and judgmental offspring, and are, in sum, desperate to be taken at face value and very happy to reciprocate the courtesy. This chronic and, I think, peculiarly male strain of humiliation explains the slight affection that bonds so many of us, but such affection depends on a certain reserve. Chuck observed the code, and so did I; neither pressed the other on delicate subjects.

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.

When she lifted her head to meet his gaze, his eyes were closed, lashes like inky brushstrokes on his cheeks. His palms came up to cup the sides of her neck, and with a shaky sigh, he rested his forehead against hers. “I’ll let you go, Billie.” His words poured against her lips, husky, raw. “I always keep my end of a deal. In exchange, you’ll come to Avalon as a client. Tomorrow. This week. Walk through those doors and send for me. I’ll be whatever you want. I’ll take you up to my room and turn you inside out. I’ll taste and touch and fuck you until you scream. And if you want control, it’s yours. A favor for a favor.” She clung to him to keep from collapsing, torn between tears and wild, wayward laughter. The scenario was unreal. And the only argument she could think of was a frail one, easily shot down. “Azure would never allow—” “It’s as good as done. I’ll put you in the book myself. Maria will call you with the date, and I’ll keep my distance from you until then.” His lips brushed her ear. “Please, Billie. Let’s end this before it kills us both. Say yes.” The truth wrapped itself around her. You’re hopelessly in love with this man, aren’t you, Billie Cort? “Yes,” Billie said, squeezing her eyes closed. “God, yes.

To get the group to be vulnerable, he said, we facilitators needed to share an even more personal story than we expected our clients to. We would set the depth of the group by whatever level we were willing to go to; however much we shared, they would share a little less. We had to become, in effect, participants.

In the one-treatment-fits-all approach, clients sit in group meetings all day and all evening and listen to each other stories. At the end of the first week, everyone in the room knows everyone's story. That goes on for three more weeks, and then most people go home with the same problems they brought with them when they arrived.

At Bridgewater, criticism is encouraged, including subordinates criticizing superiors. Do any of your employees ever criticize you? All the time. Can you give me an example? I was in a client meeting with a big European pension fund that was visiting managers in Connecticut. After the meeting, the salesperson criticized me for being inarticulate, running on too long, and adversely affecting the meeting. I asked others who had been at the meeting for their opinions. I was given a grade of “F” by one of our new analysts who was just one year out of school. I loved it because I knew they were helping me improve and that they understood that was what they were supposed to be doing.

Cicero often asked me to perform small services for Milo during that campaign. For example, I went back through our files and prepared lists of our old supporters for him to canvass. I also set up meetings between him and Cicero’s clients in the various tribal headquarters. I even took him bags of money that Cicero had raised from wealthy donors.

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For just a heartbeat I picture the life I could've had if I'd joined a sterile corporate law firm on the partner track. I imagined meeting my clients in paneled wood conference rooms instead of re-purposed storage closets that smell like bleach and pee. I imagine shaking the hand of a client whose hand isn't trembling from meth withdrawal or abject terror at a justice system he doesn't trust.

You may well ask, Why does my gathering have to “take a stand”? It’s not the Battle of the Alamo. I have heard this question before. Virtually every time I push my clients to go deeper with their gathering’s purpose, there is a moment when they seem to wonder if I am preparing them for World War III. Yet forcing yourself to think about your gathering as stand-taking helps you get clear on its unique purpose.

Once we were going, I spent most of the meeting wondering what the meeting is, which is not uncommon feeling- I'd say eighty percent of the client meeting i attend are spent this way-but does make it hard to engage with the discussion. The main thing that's confusing me is the total lack of any metion of crime. So far we've talked about: bacon sandwiches (Roland has discovered that Mabel at No 5 Peewit Street makes excellent ones, so he's back to boycotting Julie's, which I gather is a cafe in Knargill), squirrels (Basil is very anti), and whether potatoes are fattening (I think it's the bacon sandwiches they ought to be worrying about, really). Then everyone spends twenty minutes complaining about Firs Blandon, a local village that has apparently caused havoc by moving a farmers fence two feet to the left to reflect what they believe to be boundary between parishes.

In four months Miranda will be back in Toronto, divorced at twenty-seven, working on a commerce degree, spending her alimony on expensive clothing and consultations with stylists because she’s come to understand that clothes are armor; she will call Leon Prevant to ask about employment and a week later she’ll be back at Neptune Logistics, in a more interesting job now, working under Leon in Client Relations, rising rapidly through the company until she comes to a point after four or five years when she travels almost constantly between a dozen countries and lives mostly out of a carry-on suitcase, a time when she lives a life that feels like freedom and sleeps with her downstairs neighbor occasionally but refuses to date anyone, whispers “I repent nothing” into the mirrors of a hundred hotel rooms from London to Singapore and in the morning puts on the clothes that make her invincible, a life where the moments of emptiness and disappointment are minimal, where by her midthirties she feels competent and at last more or less at ease in the world, studying foreign languages in first-class lounges and traveling in comfortable seats across oceans, meeting with clients and living her job, breathing her job, until she isn’t sure where she stops and her job begins, almost always loves her life but is often lonely, draws the stories of Station Eleven in hotel rooms at night.

Agency could not afford to lose MNY Bank as a client. Last month, the bank amounted to $48,000 of the Stapleton Agency’s $120,000 in total billings. Alex, Sarah, and the other six employees of the Stapleton Agency needed MNY Bank. Traffic was heavy on the way across town and Alex was late for his second meeting of the day. Sandy Garmalo sat at the table sipping San Pellegrino. She ran the marketing department for a law firm and had been Alex’s client for five years. The

His day had been just like so many others — a boring as hell meeting in the morning, consisting of people going over the same conversations they'd already had via email, then working on a few projects when he was actually given any time to be productive. It was all so pointless, such a waste of resources. The afternoon had been filled making a few calls to clients then answering emails that he didn't doubt would then be discussed at length, again, the next day in yet another meeting.

For many of my clients, they know something is off when they meet a person who they genuinely like and can see a future with, but their brain begins sending warning signals as if there is a major threat. They start wondering hundreds of times a day, But do I really like them? Are they really attractive enough to me? This dissonance is a dead giveaway that there could be some anxiety at play. It’s not that you have to like every person who is good for you, but generally a good person doesn’t make a neurotypical brain fire off in quite this way.

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!

How should I act… to be considered a real Southerner? “First, don’t forget ‘You all.’ It’s slurred together and comes out sound like ‘Yawl,’ the word for a small sailboard. Next, always say ‘Yes ma’am’ and ‘no sir’ to everyone, regardless of their age. Walk out to meet your clients, never sit behind your desk and make them come to you. It makes them think they are important to you. Also, walk them out and prolog the goodbyes, even if you’re very busy. We rednecks have a lot of pride; we like to think we’re special and want to be treated special.

was once asked to give a talk to a group of science journalists who were meeting in my hometown. I decided to talk about the design of bridges, explaining how their form does not derive from a set of equations expressing the laws of physics but rather from the creative mind of the engineer. The first step in designing a bridge is for the engineer to conceive of a form in his mind’s eye. This is then translated into words and pictures so that it can be communicated to other engineers on the team and to the client who is commissioning the work. It is only when there is a form to analyze that science can be applied in a mathematical and methodical way. This is not to say that scientific principles might not inform the engineer’s conception of a bridge, but more likely they are embedded in the engineer’s experience with other, existing bridges upon which the newly conceived bridge is based. The journalists to whom I was speaking were skeptical. Surely science is essential to design, they insisted. No, it is not. And it is not a chicken-and-egg paradox. The design of engineering structures is a creative process in the same way that paintings and novels are the products of creative minds.

Prostitution clearly promotes the depersonalisation of sex, which can never be good news for women—any women. Prostitution has a ripple effect. It creates the illusory view in the minds of men that women are not human beings as men are, but simply the walking carrier of a product, and that they serve one principal function, whether or not they are paid for it, which is to be used as vessels for the sexual release of men. They are effortlessly and imperceptibly relegated from the realms of the human. They are not people on a par with their male counterparts. How could they be, when their principal function is as something to be fucked? Prostitution obscures women’s humanity from society generally, but it also causes women specifically to lose sensitivity to their own humanity by way of tolerating the prostitution of others of their gender. When women tolerate prostitution they are actually tolerating the dehumanisation of their own gender in a broader and more encompassing sense. Countries with male-majority governments are implementing the legalisation of prostitution with frightening rapidity throughout the western world. Where is the female revolt towards all this? There is no widespread female revolt because female sexuality has so long been viewed as a commodity that woman have begun to believe in the necessity of a separate class of women to provide it. If a woman tolerates this treatment of her fellow women, if she accepts it under the banner of ‘liberalism’ or anything else, then she must also accept that she herself is only removed from prostitution by lack of the circumstances necessary to place her there. Should these circumstances ever occur, her body, too, would be just as welcome for mauling, sucking and fucking by the clients of the brothels and would be just as reviled by the men who are on the look-out for a wife. The acceptance of prostitution makes all women potential prostitutes in the public view since there are only two requirements for a woman to work in a brothel: one is that circumstance has placed her so (and who knows when that can happen, to any of us?) and the other is that she has a vagina, and all women are born meeting at least one of these requirements. It bears repeating: if the commodification of women is to be accepted then all women fall under that potential remit. If a woman accepts prostitution in society, then she accepts this personal indenture, whether she knows it or not; and yes, that is a loss. As

There's this party tomorrow night. The client with all the ex-husbands is throwing it, and I've got to go. I know it's last minute, and that Fridays are really busy for you. I'm also sure it's going to be boring. Anyway, if you can't go, I completely understand. But if you don't come with me, I'll be forced to meet rich, eligible bachelors who may or may not have all their original teeth and hair." I bit my nail as I waited for his answer, trying to prepare myself for the possibility he couldn't go. "You're not really giving me much of a choice," Jake said. "Not when I know you've got a weakness for bald men with dentures.

Emergencies Vs. Standard Stress Life can punch you in the gut when you least expect it. You can’t possibly prevent those types of life-altering events, like an unexpected or tragic death, a life-threatening illness or even divorce. On the other hand, standard stress is something you can prevent. Like having a safe place for your kids to go if they get sick and you have an important meeting, or keeping clients who are so stressful they make you cry. There is certainly a difference between emergencies (non-preventable) and standard business stress. But the principles on dealing with them are the same: If you fail to plan, plan to fail. Goals

And within two weeks, Peter Foo was already proven right. Business for the firm expanded in leaps & bounds as both old & new clients wanted to meet the lovely slave girl that he kept naked in his penthouse & to partake of the ambrosial Nectar that she served. So much so that the three million dollars that he had paid for her was fully recovered out of profits. And new orders that flooded the firm showed that his initial investment on the girl would increase in value tenfold within a year. He had therefore acquired the lovely slave girl, Briseis,for free. And that was why Peter Foo was likened by the Directors to Zeus/Jupiter, the King of the Gods.[MMT]

So how, you might ask, do I exclude generously? This issue comes up a lot when I’m organizing large, complicated meetings for clients. These are some of the questions I ask them: Who not only fits but also helps fulfill the gathering’s purpose? Who threatens the purpose? Who, despite being irrelevant to the purpose, do you feel obliged to invite? When my clients answer the first two questions, they begin to grasp their gathering’s true purpose. Obviously people who fit and fulfill your gathering’s purpose need to be there. And, though this one is harder, people who manifestly threaten the purpose are easy to justify excluding. (That doesn’t mean they always end up being excluded. Politeness and habit often defeat the facilitator. But the hosts still know deep down who shouldn’t be there.) It is the third question where purpose begins to be tested. Someone threatens a gathering’s purpose? You can see why to keep him out. But what’s wrong with someone who’s irrelevant to the purpose? What’s wrong with inviting Bob? Every gathering has its Bobs. Bob in marketing. Bob your friend’s girlfriend’s brother. Bob your visiting aunt. Bob is perfectly pleasant and doesn’t actively sabotage your gathering. Most Bobs are grateful to be included. They sometimes bring extra effort or an extra bottle of wine. You’ve probably been a Bob. I certainly have. The crux of excluding thoughtfully and intentionally is mustering the courage to keep away your Bobs. It is to shift your perception so that you understand that people who aren’t fulfilling the purpose of your gathering are detracting from it, even if they do nothing to detract from it. This is because once they are actually in your presence, you (and other considerate guests) will want to welcome and include them, which takes time and attention away from what (and who) you’re actually there for. Particularly in smaller gatherings, every single person affects the dynamics of a group. Excluding well and purposefully is reframing who and what you are being generous to—your guests and your purpose.

He always carried (I have not yet mentioned it, I think) a pocket-handkerchief of rich silk and of imposing proportions, which was of great value to him in his profession. I have seen him so terrify a client or a witness by ceremoniously unfolding this pocket-handkerchief as if he were immediately going to blow his nose, and then pausing, as if he knew he should not have time to do it before such client or witness committed himself, that the self-committal has followed directly, quite as a matter of course. When I saw him in the room he had this expressive pocket-handkerchief in both hands, and was looking at us. On meeting my eye, he said plainly, by a momentary and silent pause in that attitude, "Indeed? Singular!" and then put the handkerchief to its right use with wonderful effect.

The company’s other primary commitment—to radical transparency—goes much deeper than the glass office walls. Every meeting is recorded, and (unless proprietary client information is discussed) every recording is available to every member of the organization. Each office and meeting room is equipped with audio recording technology. For example, if your boss and your boss’s boss are discussing your performance and you weren’t invited to the meeting, the recording is available for you to review. And you don’t have to scour every audio file to find out whether you were the subject of a closed-door conversation. If your name came up, you’re likely to be given a heads-up, just so that you will review the file. In effect, there is no such thing as a closed-door conversation; everything is part of a “historical record of what is true.

Sometimes my clients are unclear about whether they are striving toward their potential or are on a search for glory, but a search for glory is pretty easy to spot. Any search for glory is propelled by what Horney called the tyranny of the should. Listening to Talia talk, it was difficult not to notice the “shoulds” and “supposed to’s” that littered her sentences: Work should be Wow! She should be in graduate school. Her life should look better than it did. Shoulds can masquerade as high standards or lofty goals, but they are not the same. Goals direct us from the inside, but shoulds are paralyzing judgments from the outside. Goals feel like authentic dreams while shoulds feel like oppressive obligations. Shoulds set up a false dichotomy between either meeting an ideal or being a failure, between perfection or settling. The tyranny of the should even pits us against our own best interests.

what. Content strategy asks these questions of stakeholders and clients: Why are we doing this? What are we hoping to accomplish, change, or encourage? How will we measure the success of this initiative and the content in it? What measurements of success or metrics do we need to monitor to know if we are successful? How will we ensure the web remains a priority? What do we need to change in resources, staffing, and budgets to maintain the value of communication within and from the organization? What are we trying to communicate? What's the hierarchy of that messaging? This isn't Sophie's Choice, but when you start prioritizing features on a homepage and allocating budget to your list of features and content needs, get ready to make some tough calls. What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our

Shit.” Dean scrubbed a hand along his jaw and gave Jillian a stern look. “You made me forget all about the meeting I had scheduled for this afternoon with a very important client.” She should have told him she was sorry, but honestly, she wasn’t the least bit contrite about seducing her husband. “Then I guess I should be going.” She stood up, and so did he. Just as she turned to walk around his desk, he grabbed her wrist and pulled her back around again. His heated gaze roamed over her disheveled hair, then her face, and he smirked that confident, cocky smile of his. “You do realize, don’t you, that you look like you’ve just been fucked.” She didn’t miss the possessive inflection in his voice. Already, she sensed a change in him, a darker edge that excited her. “I feel like it, too,” she said, unable to deny that she was very tender in the most delicious places. “Do you think anyone will notice that you had your way with me when I walk out of your office?” “I’m sure they will.” And he wanted them to! The rogue.

Frank O’Brien is the founder of Conversations, a marketing services company based in New York that has been named to the Inc. 500/5000 List of “America’s Fastest Growing Private Companies.” In response to the frenetic pace of today’s workplace he has initiated a radical practice. Once a month he gathers each employee of his fifty-person company into a room for a full day. Phones are prohibited. E-mail is outlawed. There is no agenda. The purpose of the meeting is simply to escape to think and to talk. Mind you, he doesn’t hold this meeting on the middle Friday of the month, when productivity might be sluggish and people aren’t getting any “real work” done anyway. He holds this daylong meeting on the first Monday of the month. The practice isn’t just an internal discipline either: even his clients know not to expect a response on this “Do-Not-Call-Monday.”1 He does this because he knows his people can’t figure out what is essential if they’re constantly on call. They need space to figure out what really matters. He wrote: “I think it’s critical to set aside time to take a breath, look around, and think. You need that level of clarity in order to innovate and grow.

Tina returns from the bathroom and climbs into bed with a question in her eye. "I want to talk you about something." I get worried, but I try not to show it. "I have a number of questions that I want to ask you. I feel like you are the only person that I can ask these questions. Do you mind?" "No, I don't mind. Go ahead." "Do you think that escorts are more health-conscious than most girls? Do you think that they get tested more regularly for STDs, and that they are more careful, for example, as in using condoms?” "I definitely think that they are." "Why do you think that?" "The girls that I see all tell me that they get tested anywhere from every month to every three months. They always use condoms, that is, unless they trust the guy and they know that he gets tested regularly. All these girls know how to do a dick check and they screen their clients before meeting them. Therefore, I would say that the escorts that I have met are all much more health conscious than amateurs are." "Do you get tested regularly?" "I've told my MD that I see girls and he orders tests for me every three months, or at least twice a year at a minimum." "I would like to dispel some of the myths about escorts.

Daily work in the field of online advertising, as Jack Goldenberg sees it, is still significantly different from what the trends are propagated by online promotions. Defining online budget According to Jack Goldenberg a vast majority of the budget for online advertising does not exceed $2,000 on a monthly basis, depending on the perception of the company as they can bring effects "online adventure", established budgets for online advertising move in value from $200 to $2,000 per month (with highest proportion of $200-$500). This does not mean that a number of companies gives less advertising - but even then it can not be called "creating the campaign." Goldenberg believes that in order to create an online advertising campaign there should be a budget of at least $500 for the use of different types of online advertising. Goldenberg explains this as: In an environment of such budget is not simply distribute the money "wisely" and that since it has obvious benefits through a variety of online advertising systems. Jack Goldenberg found out how most companies in the world and USA are oriented towards effects in relation to the funds that are made for advertising. In this type of company, regardless of what everyone knows to be used types of brand advertising (advertising through banners - display advertising) to create recognizable firms in certain target groups, the effects of such advertising are not directly comparable with respect to the effects of (price per click - CPC - Cost per click) with contextual advertising, which for years has given much more efficient (measurable) results in relation to advertising banners, concludes Mr. Goldenberg. According to Yoel Goldenberg it is good when there is an understanding in companies that brand advertising has a different type of effects in relation to the PPC (contextual) advertising, and that would be it "documented" in a certain way, it is necessary to constantly explore and find those web sites that deliver the best effects for optimum need of assets. The process of creating an online advertising campaigns, explained by Goldenberg, usually starts (or should start) finding individual Web sites on which to advertise a company could, possibly longer term. Unfortunately, says Goldenberg, in our country is not in all sectors (industries) simply find diverse Web sites from which to choose "pretenders" for online advertising. An even greater problem is the fact that long-term advertising on a Web site does not bring the desired effect, unless it is constantly not working to the content of advertising often changes with an emphasis on meeting the needs of potential clients.

When students are taught psychoanalytic therapy as a prototypical technique from which unfortunate deviations are sometimes required, they quickly notice how inconsistently such an approach actually meets the needs of their clients. Beginning therapists rarely get the reasonably healthy, neurotic-level patients who respond well to strict classical technique. They can easily develop the sense that they are “not doing it right,” that some imagined experienced therapist could have made the conventional approach work for this person. Sometimes they lose patients because they are afraid to be flexible. More often, fortunately, they address their clients’ individual needs with adaptations that are empathic, intuitively sound, and effective. But then they suffer over whether they can safely reveal to a supervisor or classmate what they really did. When beginning therapists feel inhibited about talking openly about what they do, their maturation as therapists is needlessly delayed. Despite the fact that we all need a general sense of what to do (and what not to do) in the role of therapist, and notwithstanding the time-honored principle that one needs to master a discipline thoroughly before deviating from it, the feeling that one is breaking time-honored, incontestable rules is the enemy of developing one’s authentic individual style of working as a therapist.

At the heart of the Seven Principles approach is the simple truth that happy marriages are based on a deep friendship. By this I mean a mutual respect for and enjoyment of each other’s company. These couples tend to know each other intimately—they are well versed in each other’s likes, dislikes, personality quirks, hopes, and dreams. They have an abiding regard for each other and express this fondness not just in the big ways but through small gestures day in and day out. Take the case of hardworking Nathaniel, who is employed by an import business and works very long hours. In another marriage, his schedule might be a major liability. But he and his wife, Olivia, have found ways to stay connected. They talk or text frequently throughout the day. When she has a doctor’s appointment, he remembers to call to see how it went. When he has a meeting with an important client, she’ll check in to see how it fared. When they have chicken for dinner, she gives him drumsticks because she knows he likes them best. When he makes blueberry pancakes for the kids on Saturday morning, he’ll leave the blueberries out of hers because he knows she doesn’t like them. Although he’s not religious, he accompanies her to church each Sunday because it’s important to her. And although she’s not crazy about spending a lot of time with their relatives, she has pursued a friendship with Nathaniel’s mother and sisters because family matters so much to him.

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.

But we may fairly say that they alone are engaged in the true duties of life who shall wish to have Zeno, Pythagoras, Democritus, and all the other high priests of liberal studies, and Aristotle and Theophrastus, as their most intimate friends every day. No one of these will be "not at home," no one of these will fail to have his visitor leave more happy and more devoted to himself than when he came, no one of these will allow anyone to leave him with empty hands; all mortals can meet with them by night or by day. No one of these will force you to die, but all will teach you how to die; no one of these will wear out your years, but each will add his own years to yours; conversations with no one of these will bring you peril, the friendship of none will endanger your life, the courting of none will tax your purse. From them you will take whatever you wish; it will be no fault of theirs if you do not draw the utmost that you can desire. What happiness, what a fair old age awaits him who has offered himself as a client to these! He will have friends from whom he may seek counsel on matters great and small, whom he may consult every day about himself, from whom he may hear truth without insult, praise without flattery, and after whose likeness he may fashion himself. We are wont to say that it was not in our power to choose the parents who fell to our lot, that they have been given to men by chance; yet we may be the sons of whomsoever we will. Households there are of noblest intellects; choose the one into which you wish to be adopted; you will inherit not merely their name, but even their property, which there will be no need to guard in a mean or niggardly spirit; the more persons you share it with, the greater it will become. These will open to you the path to immortality, and will raise you to a height from which no one is cast down. This is the only way of prolonging mortality—nay, of turning it into immortality. Honours, monuments, all that ambition has commanded by decrees or reared in works of stone, quickly sink to ruin; there is nothing that the lapse of time does not tear down and remove. But the works which philosophy has consecrated cannot be harmed; no age will destroy them, no age reduce them; the following and each succeeding age will but increase the reverence for them, since envy works upon what is close at hand, and things that are far off we are more free to admire. The life of the philosopher, therefore, has wide range, and he is not confined by the same bounds that shut others in. He alone is freed from the limitations of the human race; all ages serve him as if a god. Has some time passed by? This he embraces by recollection. Is time present? This he uses. Is it still to come? This he anticipates. He makes his life long by combining all times into one. But those who forget the past, neglect the present, and fear for the future have a life that is very brief and troubled; when they have reached the end of it, the poor wretches perceive too late that for such a long while they have been busied in doing nothing.

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.

The development of a working alliance is crucial because it addresses a psychic phobia associated with relationships that is common in complex trauma clients. As we discussed, when primary relationships are sources of profound disillusionment, betrayal, and emotional pain, any subsequent relationship with an authority figure who offers an emotional bond or other assistance might be met with a range of emotions, such as fear, suspicion, anger, or hopelessness on the negative end of the continuum and idealization, hope, overdependence, and entitlement on the positive. Therapy offers a compensatory relationship, albeit within a professional framework, that has differences from and restrictions not found in other relationships. On the one hand, the therapist works within professional and ethical boundaries and limitations in a role of higher status and education and is therefore somewhat unattainable for the client. On the other, the therapist's ethical and professional mandate is the welfare of the client, creating a perception of an obligation to meet the client's needs and solve his or her problems. Furthermore, the therapist is expected to both respect the client's privacy and accept emotional and behavioral difficulties without judgment, while simultaneously being entitled to ask the client about his or her most personal and distressing feelings, thoughts and experiences. Developing a sense of trust in the therapist, therefore, is both expected and fraught with inherent difficulties that are amplified by each client's unique history of betrayal trauma, loss, and relational distress.

There can be a mismatch of attachment expectations. As mentioned earlier, not all relationships have to be attachment-based, but ideally all parties involved in the relationship need to agree about this. Very painful and confusing situations can arise when one person wants a certain relationship to meet their attachment needs, but the other person does not want the same level of involvement, or if a person wants an attachment-based relationship in theory but is practically or situationally unable to provide at that level. When I see clients struggling with attachment anxiety because a partner gives mixed signals or is inconsistent in their responsiveness, support, or availability, it is important to explore whether or not they are expecting this partner to be an attachment figure for them. If they are, then it is paramount for them to dialogue with their partner about whether or not that partner wants to be in the role of an attachment figure for them, as well as honestly assessing if the partner has enough time, capacity and/or space in their life and other relationships to show up to the degree required for being polysecure together. Some people prefer not to define their relationships, preferring to explore and experience them without labels or traditional expectations. As long as this level of ambiguity or relationship fluidity is a match for everyone involved, it can be a very liberating and satisfying way to relate with others. But when someone casts a partner in the role of attachment figure, but that person is unable or unwilling to play the part, much pain, frustration, disappointment, heartache and attachment anxiety ensues.

Should you operate upon your clients as objects, you risk reducing them to less than human. Following the culture of appropriation and mastery your clients become a kind of extension of yourself, of your ego. In the appropriation and objectification mode, your clients’ well-being and success in treatment reflect well upon you. You “did” something to them, you made them well. You acted upon them and can take the credit for successful therapy or treatment. Conversely, if your clients flounder or regress, that reflects poorly on you. On this side of things the culture of appropriation and mastery says that you are not doing enough. You are not exerting enough influence, technique or therapeutic force. What anxiety this can breed for some clinicians! DBT offers a framework and tools for a treatment that allows clients to retain their full humanity. Through the practice of mindfulness, you can learn to cultivate a fuller presence to the moments of your life, and even with your clients and your work with them. This presence potentiates an encounter between two irreducible human beings, meeting professionally, of course, and meeting humanly. The dialectical framework, which embraces contradictions and gives you a way of seeing that life is pregnant with creative tensions, allows for your discovery of your limits and possibilities, gives you a way of seeing the dynamic nature of reality that is anything but sitting still; shows you that your identity grows from relationship with others, including those you help, that you are an irreducible human being encountering other irreducible human beings who exert influence upon you, even as you exert your own upon them. Even without clinical contrivance.

Teddy actually cries, he misses her so bad, and eventually he convinces her that she”—here Sadie makes quote marks with her fingers—“‘owes’ him the chance to explain.” “And she agrees to meet?” I ask, mostly because I worry I’ve been silent too long. “Yes.” “This,” I say. “This is the part I never get.” Sadie leans forward and tilts her head to the side. “That’s because while you’re trying, Win, you’re still too male to get it. Women have been conditioned to please. We are responsible not just for ourselves but everyone in our orbit. We think it is our job to comfort the man. We think we can make things better by sacrificing a bit of ourselves. But you’re also right to ask. It’s the first thing I tell my clients: If you’re ready to end it, end it. Make a clean break and don’t look back. You don’t owe him anything.” “Did Sharyn go back to him?” I ask. “For a little while. Don’t shake your head like that, Win. Just listen, okay? That’s what these psychos do. They manipulate and gaslight. They make you feel guilty, like it’s your fault. They sucker you back in.” I still don’t get it, but that’s not important, is it? “Anyway, it didn’t last. Sharyn saw the light fast. She ended it again. She stopped replying to his calls and texts. And that’s when Teddy upped his assholery to the fully psychotic. Unbeknownst to her, he bugged her apartment. He put keyloggers on her computers. Teddy has a tracker on her phone. Then he starts texting her anonymous threats. He stole all her contacts, so he floods mailboxes with malicious lies about her—to her friends, her family. He writes emails and pretends he’s Sharyn and he trashes her professors and friends. On one occasion, he contacts Sharyn’s best friend’s fiancé—as Sharyn—and

It was a particular pleasure when she climbed into the dark confines of her coach and sat back with a deep sigh, all without realizing he was sitting in the shadows across from her. She rapped on the roof three times, and the coach pulled away with the horses at a sedate walk. “Did you have fun, Miss Windham?” She didn’t scream, which was a point in her favor, though her hand disappeared into her reticule. “You might hit me at this range, even in the dark,” Hazlit said. “But I really wish you wouldn’t. In such a situation, even a gentleman might be forced to take desperate measures.” “Good evening, Mr. Hazlit. Not quite a pleasure to see you.” “You hired me, Miss Windham. Were we to communicate exclusively in notes written in disappearing ink?” “No.” Her ungloved hand emerged from her reticule. “I meant I can’t quite see you.” She took off her other glove and stuffed them both into her bag. “I suppose it makes sense you’d prefer to meet in private. I wasn’t sure whether to approach you, since you insist on determining the time and place you meet with a client. You did not look to be enjoying yourself.” “You did.” How could peevishness creep into only two syllables? In the dark, her teeth gleamed in a smile. “I did. A little bit, I did. There are advantages to being on the shelf, though I’ve yet to truly appreciate them.” “One being that you can tease and flirt and carry on like a strumpet all night?” The peevishness was gone, but Hazlit hardly liked himself for the condescension that had taken its place. “If I’m flirting and teasing, then the gentlemen are also flirting and teasing, and yet you hardly compare them to streetwalkers. They are being gallant, but you accuse me of being immoral. Hardly fair, Mr. Hazlit.” “They do not have their hair swinging around their backsides like some dollymop working the docks.” She went still, as if he’d slapped her, and Hazlit had to wonder if she wouldn’t be justified in shooting him.

to exonerate him. Given the personalities involved, Skarpellos and Lama, I would suddenly discover that Tony was playing cribbage with a dozen elderly matrons the night Ben was killed. “Suspects are your job,” I tell Nelson. “I think we’re satisfied with the defendant we have. All we need to know is who helped her. Who carried the body, used the shotgun,” he says. “It’s an offer made to fail. Even if she were willing to enter a plea to a crime she didn’t commit in order to save her life, she can’t fulfill the terms.” He looks at me, like “Nice story, but it won’t wash.” Lama kicks in. “Have you heard,” he says, “we got a photo ID party goin’ down at the office? Seems the lady was a creature of habit. Ended up at the same place every night. A motel clerk from hell says she brought her entire stable of studs to his front door. We got him lookin’ at pictures of all her friends. Only a matter of time. Then the deal’s off.” Harry meets this with some logic. “To listen to you, our client already had all the freedom she could ask for. Lovers on every corner, and a cozy home to come home to when she got tired,” says Harry. “Why would she want to kill the meal ticket?” “Seems the victim was getting a little tired of her indiscretions. He was considering a divorce,” says Nelson. “You have read the prenuptial agreement? A divorce, and it was back to work for your client.” Harry and I look at one another. “Who told you Ben was considering a divorce?” I ask. “We have a witness,” says Nelson. He is not the kind to gloat over bad news delivered to an adversary. “You haven’t disclosed him to us.” “True,” he says. “We discovered him after the prelim. We’re still checking it out. When we have everything we’ll pass it along. But I will tell you, it sounds like gospel.” Lama’s expression is Cheshire cat-like, beaming from the corner of the couch. I sense that this is his doing. “I think you should talk to your client. I’m sure she’ll see reason,” says Nelson. “If you move, I think I can convince the judge to go along with the deal.” “I’ll have to talk to her,” I tell him, “but I can’t hold out much hope.” “Talk,” he says. “But let me know your answer soon. If we’re going to trial, I intend to ask for an early date.

But come on—tell me the proposal story, anyway.” She raised an eyebrow. “Really?” “Really. Just keep in mind that I’m a guy, which means I’m genetically predisposed to think that whatever mushy romantic tale you’re about to tell me is highly cheesy.” Rylann laughed. “I’ll keep it simple, then.” She rested her drink on the table. “Well, you already heard how Kyle picked me up at the courthouse after my trial. He said he wanted to surprise me with a vacation because I’d been working so hard, but that we needed to drive to Champaign first to meet with his former mentor, the head of the U of I Department of Computer Sciences, to discuss some project Kyle was working on for a client.” She held up a sparkly hand, nearly blinding Cade and probably half of the other Starbucks patrons. “In hindsight, yes, that sounds a little fishy, but what do I know about all this network security stuff? He had his laptop out, there was some talk about malicious payloads and Trojan horse attacks—it all sounded legitimate enough at the time.” “Remind me, while I’m acting U.S. attorney, not to assign you to any cybercrime cases.” “Anyhow. . . we get to Champaign, which as it so happens, is where Kyle and I first met ten years ago. And the limo turns onto the street where I used to live while in law school, and Kyle asks the driver to pull over because he wants to see the place for old time’s sake. So we get out of the limo, and he’s making this big speech about the night we met and how he walked me home on the very sidewalk we were standing on—I’ll fast-forward here in light of your aversion to the mushy stuff—and I’m laughing to myself because, well, we’re standing on the wrong side of the street. So naturally, I point that out, and he tells me that nope, I’m wrong, because he remembers everything about that night, so to prove my point I walk across the street to show him and”—she paused here— “and I see a jewelry box, sitting on the sidewalk, in the exact spot where we had our first kiss. Then I turn around and see Kyle down on one knee.” She waved her hand, her eyes a little misty. “So there you go. The whole mushy, cheesy tale. Gag away.” Cade picked up his coffee cup and took a sip. “That was actually pretty smooth.” Rylann grinned. “I know. Former cyber-menace to society or not, that man is a keeper

How to choose a best website development company RNS IT Solutions is the best Software development company. When choosing a development company for your website, it is very important not only to look at the price, but also the quality of the work you hope to obtain and it is that a good Web of quality, realized of the hand of good engineers who have been working in the sector for years, can make you recover the investment in a short time and generate great benefits in the long term. Of course, to have a quality website the initial investment will probably be greater than you expect and maybe right now you think that the web you need does not require much quality, or a lot of work, but stop to think for a moment and consider the possibility that you are totally wrong, because that may depend on the future of your company as well as Web Development company India.The image that you want to transmit to the clients of the same one and the investment that you will have to do in the web once developed. With all this I do not mean that you have to ask for a loan from the bank to pay for the web. If the project you have in mind takes more work than you initially thought and the budget is out of your expectations, you can always limit and remove features that are dispensable. In this way you can publish the Web as soon as possible, so that once the initial investment is amortized, you can continue investing in adding those features that were left in the background. There are few Web Development Company In India hat right now could not survive, if they were not involved in the online world and it costs much less to make you a quality professional website, with a higher initial investment, to make you a website on which you have to invest, and then large amounts in development and consulting to correct deficiencies initially not contemplated. In the worst case, a bad development, may even force you to throw all the code of the web to the trash, to have to start from scratch. But what is quality of Web Development Services India? Let's see the characteristics that a website must have in order to be considered quality and professional: In any development project, meetings are always held to develop an initial analysis, gathering all the requirements and objectives of the web that the client wants. At this point you should have a proactive attitude, proposing functionalities that could be interesting or alternative ideas that we know can generate good results.

When the day of the meeting arrived, Anna opened by acknowledging ABC’s biggest gripes. “We understand that we brought you on board with the shared goal of having you lead this work,” she said. “You may feel like we have treated you unfairly, and that we changed the deal significantly since then. We acknowledge that you believe you were promised this work.” This received an emphatic nod from the ABC representatives, so Anna continued by outlining the situation in a way that encouraged the ABC reps to see the firms as teammates, peppering her statements with open-ended questions that showed she was listening: “What else is there you feel is important to add to this?” By labeling the fears and asking for input, Anna was able to elicit an important fact about ABC’s fears, namely that ABC was expecting this to be a high-profit contract because it thought Anna’s firm was doing quite well from the deal. This provided an entry point for Mark, who explained that the client’s new demands had turned his firm’s profits into losses, meaning that he and Anna needed to cut ABC’s pay further, to three people. Angela, one of ABC’s representatives, gasped. “It sounds like you think we are the big, bad prime contractor trying to push out the small business,” Anna said, heading off the accusation before it could be made. “No, no, we don’t think that,” Angela said, conditioned by the acknowledgment to look for common ground. With the negatives labeled and the worst accusations laid bare, Anna and Mark were able to turn the conversation to the contract. Watch what they do closely, as it’s brilliant: they acknowledge ABC’s situation while simultaneously shifting the onus of offering a solution to the smaller company. “It sounds like you have a great handle on how the government contract should work,” Anna said, labeling Angela’s expertise. “Yes—but I know that’s not how it always goes,” Angela answered, proud to have her experience acknowledged. Anna then asked Angela how she would amend the contract so that everyone made some money, which pushed Angela to admit that she saw no way to do so without cutting ABC’s worker count. Several weeks later, the contract was tweaked to cut ABC’s payout, which brought Anna’s company $1 million that put the contract into the black. But it was Angela’s reaction at the end of the meeting that most surprised Anna. After Anna had acknowledged that she had given Angela some bad news and that she understood how angry she must feel, Angela said:

As I write this, I know there are countless mysteries about the future of business that we’ve yet to unravel. That’s a process that will never end. When it comes to customer success, however, I have achieved absolute clarity on four points. First, technology will never stop evolving. In the years to come, machine learning and artificial intelligence will probably make or break your business. Success will involve using these tools to understand your customers like never before so that you can deliver more intelligent, personalized experiences. The second point is this: We’ve never had a better set of tools to help meet every possible standard of success, whether it’s finding a better way to match investment opportunities with interested clients, or making customers feel thrilled about the experience of renovating their home. The third point is that customer success depends on every stakeholder. By that I mean employees who feel engaged and responsible and are growing their careers in an environment that allows them to do their best work—and this applies to all employees, from the interns to the CEO. The same goes for partners working to design and implement customer solutions, as well as our communities, which provide the schools, hospitals, parks, and other facilities to support us all. The fourth and most important point is this: The gap between what customers really want from businesses and what’s actually possible is vanishing rapidly. And that’s going to change everything. The future isn’t about learning to be better at doing what we already do, it’s about how far we can stretch the boundaries of our imagination. The ability to produce success stories that weren’t possible a few years ago, to help customers thrive in dramatic new ways—that is going to become a driver of growth for any successful company. I believe we’re entering a new age in which customers will increasingly expect miracles from you. If you don’t value putting the customer at the center of everything you do, then you are going to fall behind. Whether you make cars, solar panels, television programs, or anything else, untold opportunities exist. Every company should invest in helping its customers find new destinations, and in blazing new trails to reach them. To do so, we have to resist the urge to make quick, marginal improvements and spend more time listening deeply to what customers really want, even if they’re not fully aware of it yet. In the end, it’s a matter of accepting that your success is inextricably linked to theirs.

Sinclair James - English Communication Language in Asia Is English Language a Hindrance to Communication for Foreigners in Asia? One of the hesitations of westerners in coming to Asia is the language barrier. True, Asia has been a melting pot of different aspects of life that in every country, there is a distinct characteristic and a culture which would seem odd to someone who grew up in an entirely different perspective. Language is one of the most flourishing uniqueness of Asian nations. Although their boundaries are emphasized by mere walls which can be broken down easily, the brand of each individual can still be determined on the language they use or most comfortable with. Communication may be a problem as it is an issue which neighboring countries also encounter on each other. Message relays or even simple gestures, if interpreted wrongly can cause conflicts. Indeed, the complaints are valid. However, on the present day number of American and European visitors and the boost in tourism economies, language barriers seem to have been surpassed. Perhaps, the problem may not even exist at all. According to English Language Proficiency Test (ELPT) and International English Language Testing System (IELTS), Asian countries are not altogether illiterate in speaking and understanding the universal language. If so, there are countries which can even speak English as fluent as any native can. Take for example the Philippines. Once in Manila, the country’s capital, you will find thousands of individuals representing different nationalities. The center for business growth in the country, Business Process Outsourcing (BPO) has proven the literacy of the people in conversing using the international language. Clients from abroad prefer Filipinos in dealing with customers concern since they can easily comprehend grasp and explain things in English. ELPT and IELTS did not even include the Philippines in the list of the top English speaking nations in Asia since they are already considered one of the best and most fluent in this field. Other neighboring Asian countries also send their citizens to the Philippines to learn English. With a mixture of British and American English being used in everyday conversations, the Philippines has to be considered to be included in the top 5 most native English speakers. You may even be surprised to meet a young child in Manila who has not gone to school or mingled with foreigners but can speak and understand English. Singapore, Indonesia, Malaysia and most Asian countries, if indeed all, can also easily understand and speak English. It seems that the concern for miscommunication has completely no basis and remains a groundless issue. Maybe perhaps, those who say this just want to find a dumb excuse? Read more at: SjTravels.com

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.

PATTERNS OF THE “SHY” What else is common among people who identify themselves as “shy?” Below are the results of a survey that was administered to 150 of my program’s participants. The results of this informal survey reveal certain facts and attitudes common among the socially anxious. Let me point out that these are the subjective answers of the clients themselves—not the professional opinions of the therapists. The average length of time in the program for all who responded was eight months. The average age was twenty-eight. (Some of the answers are based on a scale of 1 to 5, 1 being the lowest.) -Most clients considered shyness to be a serious problem at some point in their lives. Almost everyone rated the seriousness of their problem at level 5, which makes sense, considering that all who responded were seeking help for their problem. -60 percent of the respondents said that “shyness” first became enough of a problem that it held them back from things they wanted during adolescence; 35 percent reported the problem began in childhood; and 5 percent said not until adulthood. This answer reveals when clients were first aware of social anxiety as an inhibiting force. -The respondents perceived the average degree of “sociability” of their parents was a 2.7, which translates to “fair”; 60 percent of the respondents reported that no other member of the family had a problem with “shyness”; and 40 percent said there was at least one other family member who had a problem with “shyness.” -50 percent were aware of rejection by their peers during childhood. -66 percent had physical symptoms of discomfort during social interaction that they believed were related to social anxiety. -55 percent reported that they had experienced panic attacks. -85 percent do not use any medication for anxiety; 15 percent do. -90 percent said they avoid opportunities to meet new people; 75 percent acknowledged that they often stay home because of social fears, rather than going out. -80 percent identified feelings of depression that they connected to social fears. -70 percent said they had difficulty with social skills. -75 percent felt that before they started the program it was impossible to control their social fears; 80 percent said they now believed it was possible to control their fears. -50 percent said they believed they might have a learning disability. -70 percent felt that they were “too dependent on their parents”; 75 percent felt their parents were overprotective; 50 percent reported that they would not have sought professional help if not for their parents’ urging. -10 percent of respondents were the only child in their families; 40 percent had one sibling; 30 percent had two siblings; 10 percent had three; and 10 percent had four or more. Experts can play many games with statistics. Of importance here are the general attitudes and patterns of a population of socially anxious individuals who were in a therapy program designed to combat their problem. Of primary significance is the high percentage of people who first thought that “shyness” was uncontrollable, but then later changed their minds, once they realized that anxiety is a habit that can be broken—without medication. Also significant is that 50 percent of the participants recognized that their parents were the catalyst for their seeking help. Consider these statistics and think about where you fit into them. Do you identify with this profile? Look back on it in the coming months and examine the ways in which your sociability changes. Give yourself credit for successful breakthroughs, and keep in mind that you are not alone!

So what do you do for a living?” Ellie asked Braydon. I though she knew Bray was a model, or maybe she was just trying to make polite conversation. “Gynacologist,” he answered with a completely straight face. “You?” “Proctologist,” Ellie returned, meeting his gaze without so much as blinking. “Sweet. If I ever need my ass looked at, I know who to call.” She frowned. “I’m not taking on her clients.” “That’s a damn shame. If you need me to examine you, just let me know. I’m extremely gentle. Vaginas love me.

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But Green returns to the most important way that Christianity spread — through the extended household (oikos) evangelism done informally by Christians. A person’s strongest relationships were within the household — with blood relatives, servants, clients, and friends — so when a person became a Christian, it was in the household that he or she would get the most serious hearing.8 If the head of the household (Greek, oikos) became a believer, the entire home became a ministry center in which the gospel was taught to all the household’s members and neighbors. We see this in Acts 16:15, 32–34 (Lydia’s and the jailer’s homes in Philippi); Acts 17:5 (Jason’s home in Thessalonica); Acts 18:7 (Titius Justus’s home in Corinth); Acts 21:8 (Philip’s home in Caesarea); and 1 Corinthians 1:16; 16:15 (Stephanas’s home in Corinth). The home could be used for systematic teaching and instruction (Acts 5:42), planned presentations of the gospel to friends and neighbors (Acts 10:22), prayer meetings (Acts 12:12), impromptu evangelistic gatherings (Acts 16:32), follow-up sessions with the inquirers (Acts 18:26), evenings devoted to instruction and prayer (Acts 20:7), and fellowship (Acts 21:7).

When she’s in a courtroom, Wendy Patrick, a deputy district attorney for San Diego, uses some of the roughest words in the English language. She has to, given that she prosecutes sex crimes. Yet just repeating the words is a challenge for a woman who not only holds a law degree but also degrees in theology and is an ordained Baptist minister. “I have to say (a particularly vulgar expletive) in court when I’m quoting other people, usually the defendants,” she admitted. There’s an important reason Patrick has to repeat vile language in court. “My job is to prove a case, to prove that a crime occurred,” she explained. “There’s often an element of coercion, of threat, (and) of fear. Colorful language and context is very relevant to proving the kind of emotional persuasion, the menacing, a flavor of how scary these guys are. The jury has to be made aware of how bad the situation was. Those words are disgusting.” It’s so bad, Patrick said, that on occasion a judge will ask her to tone things down, fearing a jury’s emotions will be improperly swayed. And yet Patrick continues to be surprised when she heads over to San Diego State University for her part-time work of teaching business ethics. “My students have no qualms about dropping the ‘F-bomb’ in class,” she said. “The culture in college campuses is that unless they’re disruptive or violating the rules, that’s (just) the way kids talk.” Experts say people swear for impact, but the widespread use of strong language may in fact lessen that impact, as well as lessen society’s ability to set apart certain ideas and words as sacred. . . . [C]onsider the now-conversational use of the texting abbreviation “OMG,” for “Oh, My God,” and how the full phrase often shows up in settings as benign as home-design shows without any recognition of its meaning by the speakers. . . . Diane Gottsman, an etiquette expert in San Antonio, in a blog about workers cleaning up their language, cited a 2012 Career Builder survey in which 57 percent of employers say they wouldn’t hire a candidate who used profanity. . . . She added, “It all comes down to respect: if you wouldn’t say it to your grandmother, you shouldn’t say it to your client, your boss, your girlfriend or your wife.” And what about Hollywood, which is often blamed for coarsening the language? According to Barbara Nicolosi, a Hollywood script consultant and film professor at Azusa Pacific University, an evangelical Christian school, lazy script writing is part of the explanation for the blue tide on television and in the movies. . . . By contrast, she said, “Bad writers go for the emotional punch of crass language,” hence the fire-hose spray of obscenities [in] some modern films, almost regardless of whether or not the subject demands it. . . . Nicolosi, who noted that “nobody misses the bad language” when it’s omitted from a script, said any change in the industry has to come from among its ranks: “Writers need to have a conversation among themselves and in the industry where we popularize much more responsible methods in storytelling,” she said. . . . That change can’t come quickly enough for Melissa Henson, director of grass-roots education and advocacy for the Parents Television Council, a pro-decency group. While conceding there is a market for “adult-themed” films and language, Henson said it may be smaller than some in the industry want to admit. “The volume of R-rated stuff that we’re seeing probably far outpaces what the market would support,” she said. By contrast, she added, “the rate of G-rated stuff is hardly sufficient to meet market demands.” . . . Henson believes arguments about an “artistic need” for profanity are disingenuous. “You often hear people try to make the argument that art reflects life,” Henson said. “I don’t hold to that. More often than not, ‘art’ shapes the way we live our lives, and it skews our perceptions of the kind of life we're supposed to live." [DN, Apr. 13, 2014]

There seems to be a culture in many organisations of simply holding meetings as a substitute for actually getting on with the job.

All purchases made on client’s behalf will be billed to client. In all cases, such prices will reflect a markup of ___%. Charges for sales tax, insurance, storage, and shipping and handling are additional to the price of each purchase. In the event client purchases materials, services, or any items other than those specified by the designer, the designer is not liable for the cost, quality, workmanship, condition, or appearance of such items. Schedule of Payment Hourly Rate: Regular billing periods (bimonthly, monthly) based on hours consumed or periodic approval points. Fee Billing: ___ percent upon project commencement, ___ percent following completion of concept development, ___ percent upon completion of design development, ___ percent upon completion of production, ___ percent upon completion of implementation. Invoices are payable upon receipt. Termination Policy Client and Designer may terminate project based upon mutually agreeable terms to be determined in writing, either prior to signing of this proposal or within the final Client-Designer Contract. Term of Proposal The information contained in this proposal is valid for 30 days. Proposals approved and signed by the Client are binding upon the Designer and Client beginning on the date of Client’s signature. If the information in this Proposal meets with Client’s approval, Client’s signature below authorizes Designer to begin work. Kindly return a signed copy of this Proposal/Agreement to Designer’s office. Designer Signature _____________ Print Designer Name _____________ Date _____________ Client Signature _____________ Print Client Name _____________ Date _____________

Lastly the corporate office design Gauteng will also require to be planned with particular furniture and tools requirements in mind. It is also important to consideration on sufficient working spaces. Interior office design has turned a little more complex as compare than interior design for residential assignments. This article is all about corporate interiors and project management Gauteng. Interior Office design Floor plans The interior floor plan for an office is first task for space planning. It require skill as well as good creativity for problem solving ability but also special facts of building sets as well as information of the company's needs who will dwell there, normally known as the client as well as tenant. Here the floor plan layout requires to meet all the companies obligations such as how many offices, meeting rooms and storage areas among others and also forces with the applicable regulations as well as standards. The floor plan will also include office designs for different technical and engineering services which include: • Electrical plans for lighting and power • Services designs for Emergency such as exit signs, emergency lighting and mass departure warning methods • Designs related to communications services including phones and computers • Designs related to Fire sprinklers of fire recognition systems and also flames hose reels • Air conditioning Designs • Plumbing services Designs • Designs for safety and entry control systems The corporate interiors and project management needs to be planned with keeping in mind not only all the standards necessary but also the needs of the client's requirements. Office re fit is a general good design perform for work flow and helpful working environments. • Finding the amount of offices, conference rooms and release plan workstations obligatory by the client. • Finding sufficient normal facilities which include storage areas, filing areas, printing areas, and staff facilities including kitchens and toilet facilities. • Office layout for right sitting of offices and workstation work areas to take full advantage of entry to natural light. • Concern of main workflow spaces and flow corridors. • Site of public areas including the reception as well as meeting rooms to keep away from disturbance to the common office work areas. • Area of heavy load luggage compartment systems to make sure structural uprightness of the floor. • Right area for break out as well as staff relaxation areas. • Correct furniture and tools planning

It reminded me how, at work that week, there'd been a meeting when a client visited, a woman, and after she'd left the conference room, the first task had been to evaluate her aesthetically, to weigh in on her breasts and legs, the make and quality of her handbag.

Still, McKinsey’s high self-regard survives even in the face of evidence to the contrary. McKinsey consultant Tom Steiner recalled a strategy study done for the New York office by another partner, Chuck Farr. “He had two slides. The first was the top clients of the New York office, by billings—companies like AT&T, American Express, and Manufacturers Hanover. All the partners got up to talk about what special thing McKinsey had done to become so vital to those clients. Before we knew it, there were only fifteen minutes left of what was supposed to be a two-hour meeting. Someone said, ‘What’s on the second slide?’ It was Booz Allen’s top clients. And they were pretty much the same companies.”14 McKinsey may have been earning more than Booz at the time, but it was from a client base that was clearly willing to pay for advice from everyone. There’s nothing special about that kind of product.

McKinsey maintains a vast network of informal contacts with potential clients as well. The Firm encourages its partners to participate in “extracurricular activities” such as sitting on the boards of charities, museums, and cultural organizations; many members of these boards are executives at current or potential clients. McKinsey consultants also address industry conferences. Occasional meetings with former clients allow partners not only to check up on the effects of past McKinsey projects, but to make sure that the Firm maintains some “share of mind” should new problems arise at the client.

Roppongi is an interzone, the land of gaijin bars, always up late. I’m waiting at a pedestrian crossing when I see her. She’s probably Australian, young and quite serviceably beautiful. She wears very expensive, very sheer black undergarments, and little else, save for some black outer layer—equally sheer, skintight, and micro-short—and some gold and diamonds to give potential clients the right idea. She steps past me, into four lanes of traffic, conversing on her phone in urgent Japanese. Traffic halts obediently for this triumphantly jaywalking gaijin in her black suede spikes. I watch her make the opposite curb, the brain-cancer deflector on her slender little phone swaying in counterpoint to her hips. When the light changes, I cross, and watch her high-five a bouncer who looks like Oddjob in a Paul Smith suit, his skinny lip beard razored with micrometer precision. There’s a flash of white as their palms meet. Folded paper. Junkie origami.

Imagine it’s time for that big, end-of-engagement presentation. You and your team have been up until 2 a.m. putting together your blue books,* making sure that every i has been dotted and every t crossed. You’re all wearing your best suits and trying to look on the ball. The senior executives of your Fortune 50 client, anxious to hear McKinsey’s words of wisdom, are taking their places around the boardroom table on the top floor of the corporate skyscraper. The CEO strides into the room and says, “Sorry, folks. I can’t stay. We have a crisis and I have to go meet with our lawyers.” Then he turns to you and says, “Why don’t you ride down in the elevator with me and tell me what you’ve found out?” The ride will take about 30 seconds. In that time, can you tell the CEO your solution? Can you sell him your solution? That’s the elevator test.

installed in security products to meet international standards. As of 2010, SEED and HIGHT are supplied to 1,869 clients. Also, the

Thomas Mingone, managing partner at Capital Management Group of New York, said he had clients whose mental slide had been apparent to the advisers, accountants and lawyers in the room but not to the client. Since advisers are bound by a fiduciary duty to protect their clients’ privacy, Mr. Mingone said he can’t simply call up their children to let them know. With a client who seems to be slipping but lives alone and sees family members infrequently, Mr. Mingone said he suggests a family meeting, which allows him to connect with his client’s children. Other times, he said, just asking clients how they are doing brings the problem out.

Fourth, I paid attention to every detail I could while working on my cases. I found that one of the most ironic facets of the law is that the correct answer to a problem often rests on small legal nuances and factual details. The presence or absence of a particular fact can frequently make or break the case. The senior attorney I worked for, Brad, was extremely adept at assimilating large amounts of information quickly, paying close attention to details, and using his mastery of them to weave brilliant defenses. His ability to identify the most critical of details while constructing solid defenses always impressed me, and I tried to emulate that particular skill. Fifth, I was conscientious about creating good first impressions. As I later learned, lawyers who work with new summer and permanent associates virtually always form quick conclusions about them, and give “hallway evaluations” to other lawyers in the firm. I often heard about or participated in these hallway evaluations, and know that even one negative impression can have a devastating impact. In general, young attorneys who get a reputation for sloppy work – earned or unearned – have a very steep climb up the law firm ladder. Sixth, I was vigilant about meeting deadlines, every time. This meant I had to carefully plan ahead, since partners, colleagues, clients, courts, and other parties often rely on assignments and legal services to be performed by a certain time. With the workload I had, and the interruptions I faced, of course this wasn’t always possible, and in those situations I found the best route wasn’t just to tough it out, but rather let the supervising attorney know as early as possible if I couldn’t meet a deadline. I learned this lesson the hard way. My first assignment as a summer associate was to research whether we could squeeze one of our clients into an exception to a well-settled legal doctrine. The senior attorney who gave me the assignment asked me to research the issue and then get back to him by Friday afternoon. I just didn’t feel comfortable with my research when Friday afternoon came around, and decided to buy some additional time by letting him contact me. He didn’t try to reach me Friday afternoon, so I took advantage of that and submitted the assignment on Monday. The incident later came back to haunt me, though, because in his evaluation of my work for my midsummer review, he mentioned that I didn’t report to him by the established deadline.

celebrate his milestone birthday. Thirty-five. Evan strode across the marble lobby leading to his law firm’s offices like a man in a hurry. In fact, he had ten minutes to spare before his next client meeting. A lot

Well-Watered Gardens “The LORD will always lead you. He will satisfy your needs in dry lands and give strength to your bones. You will be like a garden that has much water, like a spring that never runs dry.” ISAIAH 58:11 NCV Exhausted and weary to the bone, the writer walked into the prayer time barely able to summon any pleasure in the proceedings. The previous year had been grueling, and while she still clung to her faith in Jesus Christ, she had very little strength left. Empty and dry, she could barely make it through the motions of living. She came to the prayer room from a meeting with her agent, who had refused to drop her as a client. Frustrated at her lack of purpose and unable to write out of her desert-like existence, she sat facing the friend who had agreed to pray for her. Soon after prayer began, the dam holding her emotions hostage broke deep within. Tears flowed, and the Lord poured assurance after promise after confirmation over her head in the form of more life-giving water. God wasn’t done with her yet. Hope pushed through the dry soil, turning lush and green in the showers of life-giving water. Two months later she stared in amazement at Isaiah 58:11. Almost word for word, the verse matched what her friend had prayed, proving once again that God’s Word is living and powerful. Thank You so much, Father, for sending Your Holy Spirit to wash us with the water of Your unchanging Word and to refresh us in the showers of blessings and mercies that are new every morning.

sent him his list of dreamy-eyed ideals along with the birthday card she’d hand made with pressed flowers and a reminder to come home for the weekend to celebrate his milestone birthday. Thirty-five. Evan strode across the marble lobby leading to his law firm’s offices like a man in a hurry. In fact, he had ten minutes to spare before his next client meeting. A lot of people might use those minutes to grab a coffee, chat with a colleague or relax. Evan

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1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

A decent IP attorney is one, who meets client's requirements; A good IP attorney is one, who helps clients secure business success.

f you have a complaint with your AC repair service provider, state it in a private place well away from public view. Searching for a location that allows both sides to talk without reservations and with honesty will help to make the discussion lucrative. Put the project on hold for a day or two to arrange for this meeting if essential. Be sure that you have a legal contract that thoroughly details your wishes before work begins; you could bring that contract to address any issues you are having. It shouldn't be assumed that a low-priced proposal indicates shoddy workmanship on the air and heating service company's part. Check the cost of the needed materials and compare them to the pricing of the low-priced proposal. Do not forget to calculate labor costs in your equation. You want to make sure that you only draw up a legal contract if the pricing is reasonable. Any air and heating service company worth his salt will provide the client with a written estimate before beginning work on a project. If there is a need to have the information immediately, your AC repair service provider should have the opportunity to give you an estimate over the phone. Also, review their expertise and skill level as well as what other clients are saying about them to find out if they finish work on time and at the agreed-upon fee. If you are feeling uneasy about anything, ask as many questions as possible before you sign a binding contract to work with a particular AC contractor. A reliable air and heating service company will make an effort to bring you the highest quality results. An efficient AC repair contractor will consider your needs and fulfill your requests on time. Make sure that you're giving your AC repair service provider adequate time to finish the job correctly without interruption. Discover how the AC repair service provider plans to manage any liability problems that occur.

Your Guide To Hiring The Best Driveway Contractor Great driveway pavers do not just appear, you have to do extensive research to find the right one. You will need to put in certain effort on your part and apply a certain amount of spadework in order to determine exactly what your aim is. You won't know if the driveway repair service provider fits your needs or what you have in mind if you're unsure about your demands. Make a checklist of qualities as quickly as you could and refer to our list of tips to help you along. When you start receiving bids, do not make the mistake of assuming that a low bid is indicative of poor work. Do some research about how much materials should cost and compare them against the low bid. You will also need to take labor costs into consideration. If the amount of the bid allows for an acceptable profit, you can consider drawing up an agreement. Always interview and take quotes from at least three contracting businesses. With an array of estimates at your disposal, carefully examine the cost breakdowns for materials and labor to guarantee that you're receiving the very best person for the project. If you're willing and in the position to invest more money in hiring a high quality driveway paving contractor, the chances are good that you will probably be very satisfied. Should you have any questions, make sure to address them before signing the legal agreement and ensure that all detailed information about the costs of the job are included. Take your time when searching for a honest driveway paving contractor. Look for the advice of your family and friend when looking for a recommendation. Find opportunities for networking in order to meet and become familiar with contractors. You will increase your odds of locating a great driveway repair contractor by conducting as many interviews as you could. You can always rely on a trustworthy driveway paving contractor to present you with a written assessment prior to him beginning the work on your project. Should you be in immediate need of the information, it should be a possibility for your driveway repair service provider to provide you with a quote over the phone. Also check their expertise and skill level as well as what other clients are saying about them in order to find out if they finish work on time and at the agreed upon fee. Don't sign a legal contract if you have any questions about anything in it; ensure your driveway repair service provider addresses every issue you have prior to you finalize your agreement.

Treat each event you attend and each person that you meet as if it were an appointment with your one of your best clients -- even if you are meeting that person for the very first time.

I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

Everyday i meet with clients including widows and divorcees who have the same fears about money and it's my role to empower them, and women in general, to take control of their finances and create a plan.

The thing is, there’s generally no consequence for bad police behavior, even repeated or serially bad behavior. Even if individual officers are successfully sued, the only thing that happens is that the city’s corporation counsel pays out some cash, and life just goes on as before. An officer’s record of complaints or settlements isn’t listed publicly. A defense lawyer who wants to find out if the officer who arrested his client has ever, say, bounced an old lady’s head off a sidewalk or lied to a judge about witnessing a drug sale has to meet an extraordinary legal standard to get access to that info. In order to look at an officer’s record, you have to file what’s called a “Gissendanner motion,” the term referring to a 1979 case, People v. Gissendanner. In that case, a woman in the Rochester suburb of Irondequoit was busted in a sting cocaine sale by a pair of undercover police. The court in that case held that the defendant isn’t entitled to subpoena the records of arresting officers willy-nilly, but that you needed a “factual predicate” to look for records of, say, excessive force or entrapment. In other words, you already need to know what you’re looking for before you find it. What this all boils down to is, if you really feel like it, you can definitely sue the New York City Police Department. Since so much of what they do happens on the street, in front of witnesses, you might very well even win. But even if you win, there’s not necessarily any consequence. The corporation counsel’s office doesn’t call up senior police officials after lawsuits and say, “Hey, you’ve got to get rid of these three meatheads in the Seventy-Eighth Precinct we keep paying out settlements for.” In fact, when there are successful lawsuits, individual officers typically aren’t even informed of it. What makes this so luridly fascinating is that this system is the exact inverse of the no-jail, all-settlement system of justice that governs too-big-to-fail companies like HSBC. Big banks get caught committing crimes, at worst they pay a big fine. Instead of going to jail, a check gets written, and it comes out of the pockets of shareholders, not the individuals responsible. Here it’s the same thing. Police make bad arrests, a settlement comes out of the taxpayer’s pocket, but the officer himself never even hears about it. He doesn’t have to pay a dime. And life goes on as before.

A dearth of fiduciaries willing to place client interests foremost forces individuals to take responsibility for their investment portfolios. In the profit-motivated world of Wall Street, fiduciary responsibility takes a backseat to self-interest. What benefits the stockbroker (commissions), the mutual fund manager (large pools of assets), and the financial advisor (high fees) injures the investor. When profit motive meets fiduciary responsibility, profits win and investors lose. Understand

when we were consultants. In the minutes before every client meeting, he would take me aside and ask me questions: “What are your goals for this meeting?” “How do you think each client will respond?” “How do you plan to introduce a difficult topic?” We’d conduct the meeting, and on the drive back to our office he would again ask questions that forced me to learn: “How did your approach work out?” “What did you learn?” “What do you want to try differently next time?” I would also ask Frank questions about the interpersonal dynamic in the room and why he pushed on one issue but not another. I shared responsibility with him for ensuring I was improving.

We need a PD to talk to a guy in lock up! A Mr.” he checked the file, “DeWayne Johnson.” “Oh I know that case,” Adam said. “That’s the gentleman from the North Philly “social club” charged with triple homicide.” “I’ll take it,” I said. “Hold on!” Braden stopped me. “You can’t go have a chat with a gang banger in lock up.” “Why not?” “He’s violent.” “That’s probably why he’s charged with triple homicide, Braden. Although I will point out that he’s innocent until proven guilty even if he is a gangsta.” “There must be a male PD around.” “I’ve interviewed violent males before and this guy’s just a shooter anyway. I feel reasonably confident that they took the gun away from him when they arrested him.” “Yeah, but they’ll lock you in with him. By the time they opened the door he could hurt you.” “Well they’re not going to let him out to come see me. Where do you think I meet my clients? Starbucks?