Client Support Quotes

Then there was Asshole Research Transport. ART’s official designation was deep space research vessel. At various points in our relationship, ART had threatened to kill me, watched my favorite shows with me, given me a body configuration change, provided excellent tactical support, talked me into pretending to be an augmented human security consultant, saved my clients’ lives, and had cleaned up after me when I had to murder some humans. (They were bad humans.)

She had never told her friends this, not in so many words, but they were her safety net. Every time she stumbled or keeled over, they were there for her, supporting her or softening the impact of the fall. On nights when she was mistreated by a client, she would still find the strength to hold herself up, knowing that her friends, with their very presence, would come with ointment for her scrapes and bruises; and on days when she wallowed in self-pity, her chest cracking open, they would gently pull her up and breathe life into her lungs.

Given that Europe’s legacy to the world consists in the two great goods of Christianity and democracy it is hardly surprising if the EU no longer has the endorsement of the European people, even if it has created a network of clients upon whose support it can always rely.

1. Bangladesh.... In 1971 ... Kissinger overrode all advice in order to support the Pakistani generals in both their civilian massacre policy in East Bengal and their armed attack on India from West Pakistan.... This led to a moral and political catastrophe the effects of which are still sorely felt. Kissinger’s undisclosed reason for the ‘tilt’ was the supposed but never materialised ‘brokerage’ offered by the dictator Yahya Khan in the course of secret diplomacy between Nixon and China.... Of the new state of Bangladesh, Kissinger remarked coldly that it was ‘a basket case’ before turning his unsolicited expertise elsewhere. 2. Chile.... Kissinger had direct personal knowledge of the CIA’s plan to kidnap and murder General René Schneider, the head of the Chilean Armed Forces ... who refused to countenance military intervention in politics. In his hatred for the Allende Government, Kissinger even outdid Richard Helms ... who warned him that a coup in such a stable democracy would be hard to procure. The murder of Schneider nonetheless went ahead, at Kissinger’s urging and with American financing, just between Allende’s election and his confirmation.... This was one of the relatively few times that Mr Kissinger (his success in getting people to call him ‘Doctor’ is greater than that of most PhDs) involved himself in the assassination of a single named individual rather than the slaughter of anonymous thousands. His jocular remark on this occasion—‘I don’t see why we have to let a country go Marxist just because its people are irresponsible’—suggests he may have been having the best of times.... 3. Cyprus.... Kissinger approved of the preparations by Greek Cypriot fascists for the murder of President Makarios, and sanctioned the coup which tried to extend the rule of the Athens junta (a favoured client of his) to the island. When despite great waste of life this coup failed in its objective, which was also Kissinger’s, of enforced partition, Kissinger promiscuously switched sides to support an even bloodier intervention by Turkey. Thomas Boyatt ... went to Kissinger in advance of the anti-Makarios putsch and warned him that it could lead to a civil war. ‘Spare me the civics lecture,’ replied Kissinger, who as you can readily see had an aphorism for all occasions. 4. Kurdistan. Having endorsed the covert policy of supporting a Kurdish revolt in northern Iraq between 1974 and 1975, with ‘deniable’ assistance also provided by Israel and the Shah of Iran, Kissinger made it plain to his subordinates that the Kurds were not to be allowed to win, but were to be employed for their nuisance value alone. They were not to be told that this was the case, but soon found out when the Shah and Saddam Hussein composed their differences, and American aid to Kurdistan was cut off. Hardened CIA hands went to Kissinger ... for an aid programme for the many thousands of Kurdish refugees who were thus abruptly created.... The apercu of the day was: ‘foreign policy should not he confused with missionary work.’ Saddam Hussein heartily concurred. 5. East Timor. The day after Kissinger left Djakarta in 1975, the Armed Forces of Indonesia employed American weapons to invade and subjugate the independent former Portuguese colony of East Timor. Isaacson gives a figure of 100,000 deaths resulting from the occupation, or one-seventh of the population, and there are good judges who put this estimate on the low side. Kissinger was furious when news of his own collusion was leaked, because as well as breaking international law the Indonesians were also violating an agreement with the United States.... Monroe Leigh ... pointed out this awkward latter fact. Kissinger snapped: ‘The Israelis when they go into Lebanon—when was the last time we protested that?’ A good question, even if it did not and does not lie especially well in his mouth. It goes on and on and on until one cannot eat enough to vomit enough.

As a therapist, I have many avenues in which to learn about DID, but I hear exactly the opposite from clients and others who are struggling to understand their own existence. When I talk to them about the need to let supportive people into their lives, I always get a variation of the same answer. "It is not safe. They won't understand." My goal here is to provide a small piece of that gigantic puzzle of understanding. If this book helps someone with DID start a conversation with a supportive friend or family member, understanding will be increased.

Errors in the initial budget are not always innocent. The authors of unrealistic plans are often driven by the desire to get the plan approved—whether by their superiors or by a client—supported by the knowledge that projects are rarely abandoned unfinished merely because of overruns in costs or completion times. In

According to Siegel, when we are feeling emotion, we are integrating and absorbing new awareness into our consciousness (2009). I often tell clients that tears can be thought of as a physical sign of the integration process that’s occurring in our hearts and minds. When you cry these deeper tears of realization, you ultimately end up feeling better. This kind of crying helps you develop into a more integrated and complex person, and will leave you feeling more settled and able to regroup. Regaining the ability to feel for yourself comes in waves, and some of these waves can be very intense. Having a lot of unprocessed emotion to integrate can feel overwhelming. You’ll benefit from reaching out to a compassionate friend or therapist for comfort and support to help you through these times, but don’t be afraid of this natural process. Your body knows how to cry and grieve. If you let your feelings arise and keep trying to understand them, you’ll come out of the experience a more integrated, mature person, with greater compassion for both yourself and others. Freedom

...Soviet support for Jewish culture was part of a larger plan to brainwash and coerce national minorities into submitting to the Soviet regime--and for Jews, it came at a very specific price. From the beginning, the regime eliminated anything that celebrated Jewish "nationality" that didn't suit its needs. Jews were awesome, provided they weren't practicing the Jewish religion, studying traditional Jewish texts, using Hebrew, or supporting Zionism. The Soviet Union thus pioneered a versatile gaslighting slogan, which it later spread through its client states in the developing world and which remains popular today: it was not antisemitic, merely anti-Zionist. (In the process of not being antisemitic and merely being anti-Zionist, the regime managed to persecute, imprison, torture, and murder thousands of Jews.) What's left of Jewish culture once you surgically remove religious practice, traditional texts, Hebrew and Zionism?

... every therapist must develop enough personal maturity, clinical wisdom, and capacity for good judgment to effectively and safely conduct psychotherapy, an imperative that is especially important in the treatment of this population. The emotion dysregulation and insecure and disorganized attachment of complex trauma clients elicit strong emotional reactions from others, even those in their support network, including therapists. Reactions can range from sympathy, sorrow, fear, and guilt to frustration, impatience, anger/rage, hostility, and disgust or contempt.

You can be dressed to the nines and have it all going on, but if you don’t have shoes to support your look, they can be your undoing. Your shoes should be appropriate, clean, polished, and maintained if you want to make a great impression and fortify your credibility. If your shoes are scuffed, dirty, or worn, clients may wonder what other details you’ve neglected to attend to.

Prospective clients who want to kill their husband, torture a business partner, break the government’s legs, hire Roy Cohn,” Ken Auletta wrote. “He is a legal executioner—the toughest, meanest, loyalest, vilest, and one of the most brilliant lawyers in America. He is not a very nice man.” Trump served as a supporting witness in the piece. “When people know that Roy is involved, they’d rather not get involved in the lawsuits and everything else that’s involved,” Trump said. Cohn “was never two-faced. You could count on him to go to bat for you,” which was exactly what Trump wanted Cohn to do in the racial-bias case. Cohn

It’s not hard to impress your clients. Give them what you promised, give them great customer support, and then give them an extra surprise or two along the way. Do those things and you will be paid back 100 times. And

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

It is understandable if you are struggling to reconcile images of a smooth moving Justin Timberlake singing, “I’m bringing sexy back…” with the experience of working in aged care! Sexy is often everything that aged care is not. But by using the word “sexy” I am not referring to the high octane experience of being intimate with someone. Who knows though, your older adult clients may well want to talk about such things! How senior friendly to encourage this? What I am referring to is bringing the spice or pizzazz associated with respect back to our Western society that appears to have lost its way in valuing seniors.

Errors in the initial budget are not always innocent. The authors of unrealistic plans are often driven by the desire to get the plan approved—whether by their superiors or by a client—supported by the knowledge that projects are rarely abandoned unfinished merely because of overruns in costs or completion times.

ART had threatened to kill me, watched my favorite shows with me, given me a body configuration change, provided excellent tactical support, talked me into pretending to be an augmented human security consultant, saved my clients’ lives, and had cleaned up after me when I had to murder some humans. (They were bad humans.) I really missed ART.

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.

The weavers I’ve met are extremely relational. They are driven to seek deep relations with others, both to feed their hunger for connection and because they believe that change happens through deepening relationships. When they are working with the homeless or the poor or the traumatized, they are laboring alongside big welfare systems that offer services but not care. These systems treat people as “cases” or “clients.” They are necessary to give people financial stability and support, but they can’t do transformational change. As Peter Block, one of the leading experts on community, puts it, “Talk to any poor person or vulnerable person and they can give you a long list of the services they have received. They are well serviced, but you often have to ask what in their life has fundamentally changed.

Many times, our clients know what to do in a given situation. Therapists help explore the barriers that lie between knowing and doing. It isn’t our job to tell our clients what to do or how to do it. For one, that method assumes we have all the right answers (and we don’t). Our job is to provide support and compassion. We support people in finding their conclusions about how they want to live their lives. We don’t force them on to our preferred paths.

I want to be successful, but I also want to be happy. I want to be loving and patient with my kids instead of cold, angry, or irritable. I want to have harmony, intimacy, deep sharing, and passionate sex with my wife. I don’t want to be distant, live like roommates, bicker, criticize, or have hurtful fights that involve attacking each other’s vulnerabilities. I want to be an inspiring leader in my business. I want my team to speak freely, challenge me, support me, and have fun working with me. I don’t want them to fear me, secretly dislike me, degrade me behind my back, and wish they had a better job. I want my clients and customers to feel cared about, inspired, challenged, and respected. I want them to feel like they got so much value out of their investment that they can’t put a dollar amount on how much better their lives are now. I don’t want them to feel let down, uncared for, like a bother, and that their growth and success is irrelevant to me. In short, I want to be a “good person” too. However you define that in your world, I’d imagine it’s pretty similar.

Freedom to be oneself is a frighteningly responsible freedom, arid an individual moves toward it cautiously, fearfully, and with almost no confidence at first... To be responsibly self-directing means that one chooses—and then learns from the consequences. So clients find this a sobering but exciting kind of experience. As one client says—“I feel frightened, and vulnerable, and cut loose from support, but I also feel a sort of surging up or force or strength in me.” This is a common kind of reaction as the client takes over the self-direction of his own life and behavior.

iterative and concurrent. An iterative server iterates through the following steps: I1. Wait for a client request to arrive. I2. Process the client request. I3. Send the response back to the client that sent the request. I4. Go back to step I1. The problem with an iterative server occurs when step I2 takes a long time. During this time no other clients are serviced. A concurrent server, on the other hand, performs the following steps: C1. Wait for a client request to arrive. C2. Start a new server instance to handle this client’s request. This may involve creating a new process, task, or thread, depending on what the underlying operating system supports. This new server handles one client’s entire request. When the requested task

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.

This,” said Slartibartfast, “is where we make most of our planets, you see.” “You mean,” said Arthur, trying to form the words, “you mean you’re starting it all up again now?” “No no, good heavens, no,” exclaimed the old man, “no, the Galaxy isn’t nearly rich enough to support us yet. No, we’ve been awakened to perform just one extraordinary commission for very … special clients from another dimension. It may interest you … there in the distance in front of us.” Arthur followed the old man’s finger till he was able to pick out the floating structure he was pointing out. It was indeed the only one of the many structures that betrayed any sign of activity about it, though this was more a subliminal impression than anything one could put one’s finger on. At that moment, however, a flash of light arced through the structure and revealed in stark relief the patterns that were formed on the dark sphere within. Patterns that Arthur knew, rough blobby shapes that were as familiar to him as the shapes of words, part of the furniture of his mind. For a few seconds he sat in stunned silence as the images rushed around his mind and tried to find somewhere to settle down and make sense. Part of his brain told him that he knew perfectly well what he was looking at and what the shapes represented while another quite sensibly refused to countenance the idea and abdicated responsibility for any further thinking in that direction. The flash came again, and this time there could be no doubt. “The Earth …” whispered Arthur. “Well, the Earth Mark Two in fact,” said Slartibartfast cheerfully. “We’re making a copy from our original blueprints.” There was a pause. “Are you trying to tell me,” said Arthur, slowly and with control, “that you originally … made the Earth?

From 1992 to 1997, TAT [Treating Abuse Today] under my editorship published several articles by a number of respected professionals who seriously questioned the false memory syndrome (FMS) hypothesis and the methodology, ethics, and assertions of those who were rapidly pushing the concept into the public consciousness. During that time, not one person from the FMS movement contacted me to refute the specific points made in the articles or to present any research that would prove even a single case of this allegedly “epidemic” syndrome. Instead of a reasoned response to the published articles, for nearly three years proponents of the so-called FMS hypothesis–including members, officials, and supporters of the False Memory Syndrome Foundation, Inc. (FMSF)–have waged a campaign of harassment, defamation, and psychological terrorism against me, my clients, staff, family, and other innocent people connected with me. These clearly are intended to (a) intimidate me and anyone associated with me; (b) terrorize and deter access to my psychotherapy clients; (c) encumber my resources; and (d) destroy my reputation publicly, in the business community, among my professional colleagues, and within national and international professional organizations. Before describing this highly orchestrated campaign, let me emphasize that I have never treated any member of this group or their families, and do not have any relationships to any of my counseling clients. Neither have I consulted to their cases nor do I bear any relation to the disclosures of memories of sexual abuse in their families. I had no prior dealings with any of this group before they began showing up at my offices with offensive and defamatory signs early in 1995. Ethics and Behavior, 8(2) pp. 161-187

go. In order for the data-inputting side of her job to be both profitable and bearable she had to work fast. The first time an accountant gave her a job, he’d told her it was about six to eight hours’ work. She’d done it in four, charged him for six. Since her first job she’d gotten even faster. It was like playing a computer game, seeing if she could get to a higher level each time. It wasn’t her dream job, but she did quite enjoy the satisfaction of transforming a messy pile of paperwork into neat rows of figures. She loved calling up her clients, who were now mostly small-business people like Pete, and telling them she’d found a new deduction. Best of all, she was proud of the fact that she’d supported herself and Ziggy for the last five years without having to ask her parents for money, even if it had meant that she sometimes worked well into the night while he slept. This

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

As I finished my rice, I sketched out the plot of a pornographic adventure film called The Massage Room. Sirien, a young girl from northern Thailand, falls hopelessly in love with Bob, an American student who winds up in the massage parlor by accident, dragged there by his buddies after a fatefully boozy evening. Bob doesn't touch her, he's happy just to look at her with his lovely, pale-blue eyes and tell her about his hometown - in North Carolina, or somewhere like that. They see each other several more times, whenever Sirien isn't working, but, sadly, Bob must leave to finish his senior year at Yale. Ellipsis. Sirien waits expectantly while continuing to satisfy the needs of her numerous clients. Though pure at heart, she fervently jerks off and sucks paunchy, mustached Frenchmen (supporting role for Gerard Jugnot), corpulent, bald Germans (supporting role for some German actor). Finally, Bob returns and tries to free her from her hell - but the Chinese mafia doesn't see things in quite the same light. Bob persuades the American ambassador and the president of some humanitarian organization opposed to the exploitation of young girls to intervene (supporting role for Jane Fonda). What with the Chinese mafia (hint at the Triads) and the collusion of Thai generals (political angle, appeal to democratic values), there would be a lot of fight scenes and chase sequences through the streets of Bangkok. At the end of the day, Bob carries her off. But in the penultimate scene, Sirien gives, for the first time, an honest account of the extent of her sexual experience. All the cocks she has sucked as a humble massage parlor employee, she has sucked in the anticipation, in the hope of sucking Bob's cock, into which all the others were subsumed - well, I'd have to work on the dialogue. Cross fade between the two rivers (the Chao Phraya, the Delaware). Closing credits. For the European market, I already had line in mind, along the lines of "If you liked The Music Room, you'll love The Massage Room.

Tips for Mailings to Sell Professional Services Credibility is critical here. Descriptive items of fact (such as number of years in business, number of clients served, sample client lists, and so on) can all be of tremendous value. However, “believability” is even more important than “credibility.” The facts about your business, such as years in business, clients served, proprietary methods, and so on are important, but not nearly as persuasive as what clients have to say about their real-life experiences with you, benefits realized, and skepticism erased. Facts and credibility only support persuasion. Consider offering a free initial consultation or a free package of informative literature; this may break down barriers of skepticism and mistrust. Answer the question: why should the reader bother? Similarly, you should work at making the intangible benefits of your product tangible. This can be accomplished with before/after photographs, slice-of-life stories, case histories, or other examples. Demonstrate the value!

Oligarchy: Rule by the few, usually the richest One Percent. In Aristotle’s political theory, oligarchy is the stage into which democracy evolves, and which ends up becoming a hereditary aristocracy. “The essence of oligarchic rule,” wrote George Orwell in Nineteen Eighty-Four, “is not father-to-son inheritance, but the persistence of a certain world-view and a certain way of life ... A ruling group is a ruling group so long as it can nominate its successors ... Who wields power is not important, provided that the hierarchical structure remains always the same.” The word “oligarchy” has been applied to Russia’s kleptocrats who obtained natural resources and other assets under Boris Yeltsin, most notoriously in the 1994-1996 “bank loans for shares” insider deals. It also applies to Latin American and other client oligarchies that concentrate wealth in the financial and propertied class at the top of the pyramid. However, U.S. media vocabulary defines any country as a democracy as long as it supports the Washington Consensus and U.S. diplomacy.

During the boisterous years of my youth nothing used to damp my wild spirits so much as to think that I was born at a time when the world had manifestly decided not to erect any more temples of fame except in honour of business people and State officials. The tempest of historical achievements seemed to have permanently subsided, so much so that the future appeared to be irrevocably delivered over to what was called peaceful competition between the nations. This simply meant a system of mutual exploitation by fraudulent means, the principle of resorting to the use of force in self-defence being formally excluded. Individual countries increasingly assumed the appearance of commercial undertakings, grabbing territory and clients and concessions from each other under any and every kind of pretext. And it was all staged to an accompaniment of loud but innocuous shouting. This trend of affairs seemed destined to develop steadily and permanently. Having the support of public approbation, it seemed bound eventually to transform the world into a mammoth department store. In the vestibule of this emporium there would be rows of monumental busts which would confer immortality on those profiteers who had proved themselves the shrewdest at their trade and those administrative officials who had shown themselves the most innocuous. The salesmen could be represented by the English and the administrative functionaries by the Germans; whereas the Jews would be sacrificed to the unprofitable calling of proprietorship, for they are constantly avowing that they make no profits and are always being called upon to 'pay out'. Moreover they have the advantage of being versed in the foreign languages. Why could I not have been born a hundred years ago? I used to ask myself. Somewhere about the time of the Wars of Liberation, when a man was still of some value even though he had no 'business'. Thus I used to think it an ill-deserved stroke of bad luck that I had arrived too late on this terrestrial globe, and I felt chagrined at the idea that my life would have to run its course along peaceful and orderly lines. As a boy I was anything but a pacifist and all attempts to make me so turned out futile.

I have practiced psychotherapy, family therapy, and hypnotherapy for over 25 years without a single board complaint or law suit by a client. For over three years, however, a group of proponents of the false memory syndrome (FMS) hypothesis, including members, officials, and supporters of the False Memory Syndrome Foundation, Inc., have waged a multi-modal campaign of harassment and defamation directed against me, my clinical clients, my staff, my family, and others connected to me. I have neither treated these harassers or their families, nor had any professional or personal dealings with any of them; I am not related in any way to the disclosures of memories of sexual abuse in these families. Nonetheless, this group disrupts my professional and personal life and threatens to drive me out of business. In this article, I describe practicing psychotherapy under a state of siege and places the campaign against me in the context of a much broader effort in the FMS movement to denigrate, defame, and harass clinicians, lecturers, writers, and researchers identified with the abuse and trauma treatment communities….

The right Brand Promise isn’t always obvious. Naomi Simson — founder of one of the fastest-growing companies in Australia, RedBalloon — was sure she knew what to promise customers who want to give experiences such as hot air balloon rides as gifts, rather than flowers and chocolates. Her promises included an easy-to-use website for choosing one of over 2,000 experiences; recognizable packaging and branding (think Tiffany blue, only in red); and onsite support. It wasn’t until a friend and client mentioned that she was using the website as a source of ideas — but buying the experiences directly from the vendors — that Simson had an “Aha!” moment. She realized that other customers might be doing the same thing, assuming that RedBalloon must be marking up the price of the experiences to cover the costs of the website, packaging, and onsite support. To grow the business, she promised customers they would pay no more for the experiences they bought through RedBalloon than for those purchased directly from the suppliers; otherwise, customers would get 100% of their fee refunded. The company calls this promise, which is technically a pricing guarantee, a “100% Pleasure Guarantee,” to fit its brand.

Bob, Bob, I was joking,” I said. I smiled, and I must admit to feeling slightly gratified at how poorly my colleagues had coped in my absence. “A joke, Eleanor! Well, that’s a great sign—you must be on the mend, then,” Bob said, sounding relieved, either because of the joke or because I was getting better—or both, I supposed. “I’ll be back on Monday, Bob,” I said. “I’m ready.” My voice was firm, confident. “Great! And you’re sure it’s the right time? Och, that’s grand, Eleanor,” he said. “I’ll look forward to seeing you on Monday, then.” I could tell he was being genuine because of all the warmth that was coming down the phone. Your voice changes when you’re smiling, it alters the sound somehow. “Thank you very much for being so understanding about all of . . . about everything, Bob,” I said, a lump forming in my throat. “Thank you for your support. I’ve been meaning to say . . . I’m sorry if I haven’t always been a very . . . enthusiastic employee over the years . . .” “Ach, away you go,” he said, and I could almost picture him shaking his head. “The place wouldn’t be the same without you, Eleanor, it really wouldn’t. You’re an institution.” I heard his mobile phone ringing. He tutted. “I’m so sorry, but I’ve got to get this, Eleanor—it’s a new client. Now, you take care of yourself, and we’ll see you on Monday, right?

Divorce is distressing. One does need moral support. Divorce lawyers are professionally adept at persuasively taking your side. A good divorce lawyer will have no trouble agreeing that an errant husband’s adultery killed the marriage and that he is, consequently, tyrannical for holding against his wife her own tiny indiscretion, which was a mere meaningless one-time fling with a friend. Divorce lawyers are the professional adepts at proxying for the kind of emotional support often given by best friends. Attorneys are ready and able to provide you with emotional alliance. But let me ask you: are you ready to pay a divorce lawyer’s hourly rate for emotional support? Why not use lawyers for legal work and reach for emotional support elsewhere? Many people are much better suited to comfort you. Most of them work cheaper or even free: therapists, clergy, primary care physicians. Your mother is often a good choice, and always free. Your best friend may be a good choice—unless your spouse is sleeping with your best friend. Facebook is full of “supporting each other in divorce” groups. Talk to your mother. Talk to your friends. Talk to the fellow-sufferers on Facebook (but do be careful not to give out too many personal details). These resources might not heal all of your emotional scars, but unlike your divorce layers, they are cheap or even free. They will cost less even if you become quite a successful practitioner in the art of stiffing an attorney for his fees.

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

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.

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

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

Client Hyper-V is not enabled in a default installation of Windows 8.1 Pro or Enterprise. Before you can use it on an individual PC or as part of a standard image, you need to first confirm that you’re running a 64-bit operating system, that the host machine supports Second Level Address Translation (SLAT), and that this feature is enabled.

Form the habit of going the extra mile, giving service that is not expected, for this attracts friends, clients, and supporters in many ways

Once you’ve taken the time to develop a comprehensive list of differentiators, you will want to use them quickly and efficiently to support the value propositions you offer.

SCANDALS AND MISMANAGEMENT If Secretary Clinton’s political career had ended with her defeat for the Democratic presidential nomination in 2008, her skills as a manager would have been judged by her disorganized and drama-filled campaign for the presidency and her disastrous Health Care Task Force as First Lady. President Obama, who defeated her calamitously run campaign, should have been wary of nominating Clinton to a post that was responsible for tens of thousands of federal employees throughout the world. While her tenure in Foggy Bottom didn’t have the highly publicized backstabbing element that tarnished her presidential campaign, Secretary Clinton’s deficiencies as a manager were no less evident. There was one department within State that Secretary Clinton oversaw with great care: the Global Partnerships Initiative (GPI), which was run by long-time Clinton family aide Kris Balderston. Balderston was known in political circles for creating a “hit list” that ranked members of Congress based on loyalty to the Clintons during the 2008 presidential primaries.[434] Balderston was brought to Foggy Bottom to “keep the Clinton political network humming at State.”[435] He focused his efforts on connecting CEOs and business interests—all potential Clinton 2016 donors—to State Department public/private partnerships. Balderston worked alongside Clinton’s long-time aide Huma Abedin, who was given a “special government employee” waiver, allowing her to work both as Secretary Clinton’s deputy chief of staff, and for other private sector clients. With the arrangement, Abedin would serve as a consultant to the top Clinton allied firm, Teneo, in a role in which, as the New York Times reported, “the lines were blurred between Ms. Abedin’s work in the high echelons of one of the government’s most sensitive executive departments and her role as a Clinton family insider.”[436] Secretary Clinton and her allies have placed great emphasis on the secretary of state’s historic role in promoting American business interests overseas, dubbing the effort “economic statecraft.”[437] The efforts of the GPI, Abedin, and Balderston ensured that Secretary Clinton’s “economic statecraft” agenda would be rife with the potential for conflicts of interest reminiscent of the favor-trading scandals that emanated from her husband’s White House. While the political office and donor maintenance program was managed with extreme meticulousness, Secretary Clinton ignored her role as manager of the rest of the sprawling government agency.[438] When it came to these more mundane tasks, Secretary Clinton was not on top of what was really going on in the department she ran. While Secretary Clinton was preoccupied with being filmed and photographed all around the world, the State Department was plagued by chronic management problems and scandals, from visa programs to security contractors. And when Secretary Clinton did weigh in on management issues, it was almost always after a raft of bad press forced her to, and not from any proactive steps she took. In fact, she and her department’s first reaction in certain instances was to silence critics or intimidate whistleblowers, rather than get to the bottom of what was actually going on. The events that unfolded in Benghazi were the worst example of Secretary Clinton neglecting her managerial responsibilities. This pattern of behavior, which led to the tragedy, was characteristic of her management style throughout her four years at Foggy Bottom. “Economic Statecraft” A big part of Secretary Clinton’s record-breaking travel—112 countries visited—was her work as a salesperson for select U.S. business interests.[439] Today, her supporters would have us believe her “economic statecraft” agenda was a major accomplishment.[440] Yet, as always seems to be the case with the Clintons, there was one family that benefited more than any other from all this economic statecraft—the Clinton family.

Tech Live Connect | Software Update Tech Live Connect to commercially operate in 2011, with its first base in Singapore. Since its inception, the company has been providing optimum technology services to household and corporate clients. The company is being ran by a team of hardworking professionals who have also made excellent customer service a huge part of their job. From providing simple computer set-up and troubleshooting support to its client base, TLC has since then expanded its services to Software Update Network Set up Network Security Malware Removal PC Speed up System/application set up Installation assistance Device set up Device sync System tune-up

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Not every wealthy man might choose a public life, but anyone who chose public life must be a wealthy man. Corruption, coercion and predation ensured the determined could acquire fortunes. Augustus, while still a teenager, had amassed enough money to support a private army. Ambitious men gathered the support of peers and bestowed patronage on numerous clients. Patronage, indeed, was at the heart of the whole system.

When I first started working for Larry Summers, then chief economist at the World Bank, he was married to a tax attorney, Vicki. He was very supportive of Vicki’s career and used to urge her to “bill like a boy.” His view was that the men considered any time they spent thinking about an issue—even time in the shower—as billable hours. His wife and her female colleagues, however, would decide that they were not at their best on a given day and discount hours they spent at their desks to be fair to the client. Which lawyers were more valuable to that firm? To make his point, Larry told them the story of a renowned Harvard Law School professor who was asked by a judge to itemize a bill. The professor responded that he could not because he was so often thinking about two things at once.

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What is needed at this time is an increased focus on coding clients that can support ARM evaluation and a parallel increase of new ARM-style implementations and message designs.

Gibbs (2003) and others (e.g., Straus, Richardson, Glaziou, & Haynes, 2005) have provided detailed suggestions in this regard. Some general principles for clinicians are as follows. Evidence from multiple studies is always preferred to results of a single study. Systematic reviews of research are preferable to traditional narrative reviews. Thus, clinicians should look for systematic reviews, mindful of the fact that these reviews vary in quality. The Cochrane and Campbell Collaborations are good sources of high-quality systematic reviews. Clinicians can and should assess potential sources of bias in any review. The characteristics of systematic reviews described in this chapter can be used as a yardstick that clinicians can use to judge how well specific reviews measure up. The QUOROM statement (Moher et al., 1999) provides guidance about what to look for in reports on systematic reviews, as does a recent report by Shea et al. (2007). When relevant reviews are not available, out of date, or potentially biased, clinicians can identify individual studies and assess the credibility of those studies, using one of many tools developed for this purpose (e.g., Gibbs, 2003). It would be ideal if clinicians were able to rely on others to produce valid research syntheses. Above all, clinicians should remember that critical thinking is crucial to understanding and using evidence. Authorities, expert opinion, and lists of ESTs provide insufficient evidence for sound clinical practice. Further, clinicians must determine how credible evidence relates to the particular needs, values, preferences, circumstances, and ultimately, the responses of their clients. Clinicians and researchers also need to have an effect on policy so that EBP is not interpreted in a way that unfairly restricts treatments. Policymakers and others can be educated about the nature of EBP. EBP is a process aimed at informing the choices that clinicians make. It should inform and enhance practice, “increasing, not dictating, choice” (Dickersin, Straus, & Bero, 2007, p. s10). EBP supports choices among alternative treatments that have similar effects. It supports the choice of a less effective alternative, when an effective treatment is not acceptable to a client. Policymakers and others can be educated about the nature of evidence and methods of research synthesis. Empirical evidence is tentative, and it evolves over time as new information is added to the knowledge base. At present, there is insufficient evidence about the effectiveness of most psychological and psychosocial treatments (including some so-called empirically supported treatments). Policymakers need to understand that most lists of effective treatments are not based on rigorous systematic reviews; thus, they are not necessarily based on sound evidence. It makes little sense to base policy decisions on lists of preferred treatments because this limits consumer choice. Lists of selected or preferred treatments should not restrict the use of other potentially effective treatments. Policies that restrict treatments that have been shown to be harmful or ineffective, however, are of benefit. Lists of harmful or wasteful treatments could be compiled to discourage their use.

support – a coach helps individual coachees, or clients, through certain processes, decisions or problems goals – the aims or goals of the coachee are clearly defined near the start of the coach-coachee relationship. A path to that goal is mapped out and followed. facilitation – coaching uses many different techniques but they are predominantly facilitating in style. A coach is someone whose job is to help people learn rather than to teach them. questions – One way that coaches help rather than teach is by asking questions. This way, coachees articulate for themselves what they want and how to get there and, in so doing, show that the answers lie in the coachee, not the coach. listening – Coaches are genuinely interested. Their curiosity leads them to a better understanding of their coachees’ hopes and goals, as well as their worries and doubts. optimism – Coaches help their coachees to realise their possibilities, to realise that yes, they can achieve their goals.

Senator Warren questions SEC chair on broker reforms 525 words By Sarah N. Lynch WASHINGTON (Reuters) - Senator Elizabeth Warren said Friday that the Labor Department should press ahead with brokerage industry reforms, and not be deterred by the Securities and Exchange Commission's plans to adopt its own separate rules.    President Barack Obama, with frequent Wall Street critic Warren at his side, last month called on the Labor Department to quickly move forward to tighten brokerage standards on retirement advice, lending new momentum to a long-running effort to implement reforms aimed at reducing conflicts of interest and "hidden fees." But that effort could be complicated by a parallel track of reforms by the SEC, whose Chair Mary Jo White on Tuesday said she supported moving ahead with a similar effort to hold retail brokers to a higher "fiduciary" standard. "I want to see the Department of Labor go forward now," Warren told Reuters in an interview Friday. "There is no reason to wait for the SEC. There is no question that the Department of Labor has the authority to act to ensure that retirement advisers are serving the best interest of their clients." Warren said that while she has no concerns with the SEC moving forward to write its own rules, she fears its involvement may give Wall Street a hook to try to delay or water down a separate ongoing Labor Department effort to craft tough new rules governing how brokers dole out retirement advice. She also raised questions about White's decision to unveil her position at a conference hosted by the Securities Industry and Financial Markets Association (SIFMA), a trade group representing the interests of securities brokerage firms. Not only is the SEC the lead regulator for brokers, but unlike the Labor Department, it is also bound by law to preserve brokers' commission-based compensation in any new fiduciary rule.     "I was surprised that (Chair) White announced the rule at a conference hosted by an industry trade group that spent several years and millions of dollars lobbying members of Congress to block real action to fix the problem," Warren said. Warren, a Massachusetts Democrat who frequently challenges market regulators as too cozy with industry, stopped short of directly criticizing White. The SEC and SIFMA both declined to comment on Warren's comments. SIFMA has strongly opposed the Labor Department's efforts, fearing its rule will contain draconian measures that would cut broker profits, and in turn, force brokers to pull back from offering accounts and advice to American retirees. It has long advocated for the SEC to take the lead on a rule that would create a new uniform standard of care for brokers and advisers. The SEC has said it has been coordinating with the Labor Department on the rule-writing effort, but on Tuesday White also acknowledged that the two can still act independently of one another because they operate under different laws. The industry and reform advocates have been waiting now for years to see whether the SEC would move to tighten standards.     Warren expressed some skepticism on Friday about whether the SEC will ever in fact actually adopt a rule, saying that for years the agency has talked about taking action, but has not delivered. (Reporting by Sarah N. Lynch; Editing by Christian Plumb)

I first met this young client when he was eight years old. He was very shy with a calm disposition. He had been diagnosed with a sensory processing disorder and his parents had hired a special tutor. His mother and father were already clients of mine, and his mother was very conscientious with his diet. She was most concerned about his extreme fatigue, how difficult it was to get him up in the morning, and how difficult it was for him to fall asleep. He was also falling asleep at school. In addition, she was concerned he was having difficulty remembering his schoolwork. With sensory processing disorder, children may have difficulty concentrating, planning and organizing, and responding appropriately to external stimuli. It is considered to be a learning disorder that fits into the autism spectrum of disorders. To target his diet and nutritional supplementation, I recommended a comprehensive blood panel, an adrenal profile, a food sensitivity panel, and an organic acids profile to determine vitamin, mineral, and energy deficiency status. His blood panel indicated low thyroid function, iron deficiency, and autoimmune thyroid. His adrenal profile indicated adrenal fatigue. His organic acids test indicated low B vitamins and zinc, low detoxification capacity, and low levels of energy nutrients, particularly magnesium. He was also low in omega-3 fatty acids and sensitive to gluten, dairy, eggs, and corn. Armed with all of that information, he and I worked together to develop a diet based on his test results. I like to involve children in the designing of their diet. That way they get to include the foods they like, learn how to make healthy substitutions for foods they love but can no longer eat, and learn how to improve their overall food choices. He also learned he needed to include protein at all meals, have snacks throughout the day, and what constitutes a healthy snack. I recommended he start with a gut restoration protocol along with iron support; food sensitivities often go hand in hand with leaky gut issues. This would also impact brain function. In the second phase of his program, I added inositol and serotonin support for sleep, thyroid support, DHA, glutathione support (to help regulate autoimmunity), a vitamin and mineral complex, fish oils, B-12, licorice extract for his adrenals, and dopamine and acetylcholine support to improve his concentration, energy, and memory. Within a month, his parents reported that he was falling asleep easily and would wake up with energy in the morning. His concentration improved, as did his ability to remember what he had learned at school. He started to play sports in the afternoon and took the initiative to let his mom know what foods not to include in his diet. He is still on his program three years later, and the improvements

Action Steps 1. Look for common characteristics, such as age and gender, among your profitable clients that also refer business. 2. Uncover a common frustration among your target market. 3. Write a description of your ideal target market in terms that are easy to communicate. 4. Determine whether your ideal target market is large enough to support your business.

If your clients know that you care about them, that’s half the battle. Emotional support in itself can do wonders. After that you rely on your training and your wits.

Patronage and clientelism constitute substantial normative deviations from good democratic practice for all of the reasons outlined above, and are therefore illegal and frowned upon in virtually all contemporary democracies. As such, they are often considered another form of political corruption. There are a number of reasons, however, why clientelism should be considered an early form of democratic accountability and be distinguished from other types of corruption—or, indeed, not considered a form of corruption at all. The first reason is that it is based on a relationship of reciprocity and creates a degree of democratic accountability between the politician and those who vote for him or her. Even though the benefit given is individual rather than programmatic, the politician still needs to deliver something in return for support, and the client is free to vote for someone else if the benefit is not forthcoming. Moreover, clientelism is designed to generate mass political participation at election time, something we regard as desirable.

Money can’t buy you happiness but it sure can buy the Hammer truly wireless earbuds, and we are certain the feeling is pretty much the same! With festival season being round the corner and no good ideas on what to gift your loved ones whatsoever, Hammer presents to you its wide range of athleisure products ranging from the truly wireless earbuds, wireless earphones, Hammer bash headphones, fitness bands going all the way to its smart watch and so much more! It’s time to finally go all out and ditch those old school gifting trends with something different than the age-old gifts like clothes and sweets for your friends and family! At Hammer, we understand festivals are full of bliss and joy, and we are all about spreading the joy with our luxurious products in a budget that ensures that you and your loved ones get the best quality and comfort all in one single product. All Hammer products are equipped with the latest Bluetooth V5.0 technology, sweatproof or waterproof, and pairing, along with long hours of battery support. All Hammer products will not only make this special day full of traditions but also a day to appreciate one another and send out gifts as a small token of appreciation for all the special ones in our life. In addition to this the entire range of these Hammer products also make perfect corporate gifts to employee or business clients and partners that will be appropriate for those work calls or that zoom meeting, all while giving you just the right opportunity to make those professional bond all the stronger and for rewarding those hardworking employees together with the most valuable clients of your business this festive season. So now put a stop to your gift hunting all while collecting those precious Hammer devices that will incontestably make for the best festival present this season while you still have time! Hammer best selling products in India for the festive season 1. Hammer KO Sports True Wireless Earbuds with Touch Controls. 2. Hammer Pulse Smart Watch for Body Temperature Measurement 3. Hammer Bash over the Ear Bluetooth Wireless Bluetooth Headphones with HD Mic. 4. Hammer Airflow True Wireless Earbuds with Bluetooth v5.0 (Black, White, Blue Color). 5. Hammer Grip Sports Wireless Bluetooth Earphones.

For a well-defined, standard, and stable process involving hand-offs between people and systems, it is preferable to use a smart workflow platform. Such platforms offer pre-developed modules. These are ready-to-use automation programs customized by industry and by business function (e.g., onboarding of clients in retail banking). In addition, they are modular. For example, a module might include a form for client data collection, and another module might support an approval workflow. In addition, these modules can be linked to external systems and databases using connectors, such as application programming interfaces (APIs), which enable resilient data connectivity. Hence, with smart workflows, there is no need to develop bespoke internal and external data bridges. This integration creates a system with high resiliency and integrity. In addition, the standardization by industry and function of these platforms, combined with the low-code functionality, helps to accelerate the implementation.

In listening to our clients, we reflexively analyze their narratives for inaccurate, destructive, and missing elements. We then attempt to edit their narratives in a manner we feel would better support their adaptation and wellbeing.

Web Application Development In this modern world of computer technology all people are using internet. In particular, to take advantage of this scenario the web provides a way for marketers to get to know the people visiting their sites and start communicating with them. One way of doing this is asking web visitors to subscribe to newsletters, to submit an application form when requesting information on products or provide details to customize their browsing experience when next visiting a particular website. In computing, a web application is a client–server software application in which the client runs in a web browser. HTML5 introduced explicit language support for making applications that are loaded as web pages, but can store data locally and continue to function while offline. Web Applications are dynamic web sites combined with server side programming which provide functionalities such as interacting with users, connecting to back-end databases, and generating results to browsers. Examples of Web Applications are Online Banking, Social Networking, Online Reservations, eCommerce / Shopping Cart Applications, Interactive Games, Online Training, Online Polls, Blogs, Online Forums, Content Management Systems, etc.. Applications are usually broken into logical chunks called “tiers”, where every tier is assigned a role. Traditional applications consist only of 1 tier, which resides on the client machine, but web applications lend themselves to an n-tiered approach by nature. Though many variations are possible, the most common structure is the three-tiered application. In its most common form, the three tiers are called presentation, application and storage, in this order. A web browser is the first tier (presentation), an engine using some dynamic Web content technology (such as ASP, CGI, ColdFusion, Dart, JSP/Java, Node.js, PHP, Python or Ruby on Rails) is the middle tier (application logic), and a database is the third tier (storage).The web browser sends requests to the middle tier, which services them by making queries and updates against the database and generates a user interface. Client Side Scripting / Coding – Client Side Scripting is the type of code that is executed or interpreted by browsers. Client Side Scripting is generally viewable by any visitor to a site (from the view menu click on “View Source” to view the source code). Below are some common Client Side Scripting technologies: HTML (HyperTextMarkup Language) CSS (Cascading Style Sheets) JavaScript Ajax (Asynchronous JavaScript and XML) jQuery (JavaScript Framework Library – commonly used in Ajax development) MooTools (JavaScript Framework Library – commonly used in Ajax development) Dojo Toolkit (JavaScript Framework Library – commonly used in Ajax development) Server Side Scripting / Coding – Server Side Scripting is the type of code that is executed or interpreted by the web server. Server Side Scripting is not viewable or accessible by any visitor or general public. Below are the common Server Side Scripting technologies: PHP (very common Server Side Scripting language – Linux / Unix based Open Source – free redistribution, usually combines with MySQL database) Zend Framework (PHP’s Object Oriented Web Application Framework) ASP (Microsoft Web Server (IIS) Scripting language) ASP.NET (Microsoft’s Web Application Framework – successor of ASP) ColdFusion (Adobe’s Web Application Framework) Ruby on Rails (Ruby programming’s Web Application Framework – free redistribution) Perl (general purpose high-level programming language and Server Side Scripting Language – free redistribution – lost its popularity to PHP) Python (general purpose high-level programming language and Server Side Scripting language – free redistribution). We also provide Training in various Computer Languages. TRIRID provide quality Web Application Development Services. Call us @ 8980010210

Simple Fast Funnels VS Hubspot There are 2 primary factors to consider when exploring Simple Fast Funnels VS Hubspot… Available Features. Price. Hubspot is a powerful platform, there’s no denying that, but they lack a few features that Simple Fast Funnels offers: 2 way SMS so you can send one way messages to your clients OR interactive messages. You can automate answers or have your customers reach you or customer service directly. Unified messaging. Housing all messages for particular customers in one place lets you simplify customer service. They can text, email, schedule calls or FB message you and you’ll see it all in one location. Simple Fast Funnels customer service has 24/7 chat support and guides you through any hiccups you may experience as you build your funnel. Simplified funnel building. No tech knowledge required. The biggest factor comparing these two platforms however is price: Hubspot charges a small fortune for their good features. Their price is over 10X the cost of Simple Fast Funnels. Simple Fast Funnels saves you thousands, or even tens of thousands yearly and you don’t get less features, you get MORE… We believe you should be able to run your business without paying rates like these. Call us old fashioned if you like. For Hubspot’s premium service, you’ll pay $3,600/month. That’s a lot of revenue to come up with each month just to pay for your operating platform. For Simple Fast Funnel’s premium service, you’ll get the same features and more for $297/month. If you haven’t tried Simple Fast Funnels out yet, we offer a 14 day free trial, that’s how sure we are you’re going to love this service.

Living in a world which is said to have no borders when it comes to business and trade, what is the solution for the risk of trademark squatting? How can one curb or better obliterate the agony of trademark squatting or destroy this hidden monster? We need to discourage trademark squatting and not just prevent or implement solutions as a victim or for the victim. At a macro level who else besides WIPO can lead? A strategic move is a key. WIPO should come up with stringent general regulations on TM squatting that would help curb trademark squatting. But again, the proposed convention clauses must reflect rational clauses that can be plausibly and effectively implemented by member countries.It largely depends also upon legal counsels with eagle eye vision who are equipped with the distinguished skill to foresee, and astutely thwart such conflicts in one’s expertise and support the organization we are attached to or client as the case may be. Drafting effective internal policies on trademark squatting would certainly prove to be an effective mechanism to thwart as well as in the long-run obliterate trademark squatting.

While it may seem implausible that the US could have orchestrated the OPEC crisis, there is much evidence to support such a conclusion. For starters, all the key Middle Eastern actors in the affair—Israel, Saudi Arabia, Iran—were US allies. Given the disparity in power, it would be more precise to describe them as client states. Client states do not harm the interests of their patron state.

Her biggest clients were transportation companies. She helped plan their PR campaigns, write white papers, and set up “Astroturf” organizations to give corporate messaging the appearance of grassroots support. A

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Offer Incentives to Get All-Important Early Wins For most start-ups, creating incentives for early investors is a sensible path. Whether through a seeder or founder’s shares, preferential terms can align the manager and early adopters to encourage growth. As the industry faces scrutiny on fees, the opportunity to offer something that clients are actively seeking is a win-win proposition. If a manager canvasses a wide range of potential investors, he will encounter both supporters and critics of seeding and discounted shares. Among the pools of capital invested in hedge funds, the fund of funds community tends to embrace founder’s shares more actively than others. In doing so, funds of funds have a place in the industry ecosystem by providing R&D for the industry. Except for the fortunate few whose brand allows a mega-launch, a start-up needs flag wavers in its corner to create positive signaling effects and branding. Both seeders and founder’s share investors can help.

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supported by someone who has experience, expertise, and perspective that you need, who is invested enough in your success and growth to gently direct your attention to the most significant things in your situation—the small changes that can make a big difference as you tackle those choices and challenges.

I wouldn't want this to turn into a generic Asian hodgepodge, for example. Or a brand where the Korean part is no longer core to the business. Or the branding is offensive. Remember when Abercrombie and Fitch had all those offensive Asian T-shirts a few years back? I wouldn't want that to happen." Wyatt slurped his straw. "Jessie, sometimes you really overthink it all. For a company your size, the offer is more than fair. You'll have so much money, you can go invest it somewhere and retire on a secluded beach. These guys, Rich and Tommy, they have vision! They make magic happen with any business they acquire. Their Persian Eats cookbook based on their Netflix series has held the number one spot on the bestseller list for three months. The author is this fancy Culinary Institute of the Arts instructor. Dudley something; I forget his name, some English dude. Tommy, didn't you tell me he was chomping at the bit to do a splashy Seoul Sistas cookbook?" My whole body tensed. "We already have one coming out. And did you just say a White dude would be writing a Korean Seoul Sistas cookbook?" He backtracked in the most Wyatt-like way. "I never said that exactly. And I didn't say he was White." "With a name like Dudley, he's not exactly a sista." The silence in the room was palpable. Wyatt asked, "So no deal? Any smart business leader would jump at this opportunity." My God. Was he serious? "No deal." I looked at Daniel, pleading for any lifeline he could throw me to get me out of there. He stood from his chair. "Rich, Tommy, as always, it's been a pleasure working with you these last few weeks, but my contract ends now, at five P.M. And Wyatt, I'm respectfully declining your offer of full-time employment." Wyatt's mouth formed a perfect O. "But... why?" "I have a new client to counsel. Jessie Kim. And effective immediately, we'll be declining your offer and evaluating all of our options for selling or retaining her business." I stood and pushed the chair back with my leg. "Thank you so much for finding time to meet with me, and it was great meeting you, Rich and Tommy." Shooting a death stare at Wyatt, I continued, "As a smart business leader in a new and growing category, it's best for me now to consider my options and explore alternatives.

Comtex Inc is located at 29 Poplar St, East Rutherford, NJ 07073. For over 60 years, Comtex continues to be a leader in the design, installation and service of business telephone systems, video surveillance CCTV systems, access control and paging systems. We provide all types of cabling, including fiber optic, CAT5e and CAT6e. We offer a FREE on-site evaluation, system demos and a one year guarantee on all systems. While our client base includes national and Fortune 500 companies, our local customer base is in the NJ and NY bi-state area. Our longevity in the industry proves our dedication to our clients and our work product. Our technicians and are highly trained and factory certified and our customer support team is excellent. Call us and see why we have all 5 star Google ratings!

Against Richard’s wishes, Daniel and Ray Clark went ahead and put together as good a defense as they could muster without their client’s cooperation, support, or input. They hired private detectives to dig up more information on Solano, and they had found several other thieves who’d dealt with him. They had also located a burglar who used to do burglaries with Richard, Sandra Hotchkiss, who was also the woman the police tried to entrap Solano with.

Australian Investment Education provide a unique and totally seamless integration from start to finish – with our education and support meshing with our easy to use and highly competitive brokerage facility. For our clients, this means that there are no gaps in their trading journey – making the AIE process one of the easiest ways to get started in the markets.We provide a start to finish, turn-key solution for everyday people who are either looking to invest or trade the stock market successfully, or looking for peace of mind and more control over their trading and investing.

Who are we, the people who have ADHD? We are the problem kid who drives his parents crazy by being totally disorganized, unable to follow through on anything, incapable of cleaning up a room, or washing dishes, or performing just about any assigned task; the one who is forever interrupting, making excuses for work not done, and generally functioning far below potential in most areas. We are the kid who gets daily lectures on how we’re squandering our talent, wasting the golden opportunity that our innate ability gives us to do well, and failing to make good use of all that our parents have provided. We are also sometimes the talented executive who keeps falling short due to missed deadlines, forgotten obligations, social faux pas, and blown opportunities. Too often we are the addicts, the misfits, the unemployed, and the criminals who are just one diagnosis and treatment plan away from turning it all around. We are the people Marlon Brando spoke for in the classic 1954 film On the Waterfront when he said, “I coulda been a contender.” So many of us coulda been contenders, and shoulda been for sure. But then, we can also make good. Can we ever! We are the seemingly tuned-out meeting participant who comes out of nowhere to provide the fresh idea that saves the day. Frequently, we are the “underachieving” child whose talent blooms with the right kind of help and finds incredible success after a checkered educational record. We are the contenders and the winners. We are also imaginative and dynamic teachers, preachers, circus clowns, and stand-up comics, Navy SEALs or Army Rangers, inventors, tinkerers, and trend setters. Among us there are self-made millionaires and billionaires; Pulitzer and Nobel prize winners; Academy, Tony, Emmy, and Grammy award winners; topflight trial attorneys, brain surgeons, traders on the commodities exchange, and investment bankers. And we are often entrepreneurs. We are entrepreneurs ourselves, and the great majority of the adult patients we see for ADHD are or aspire to be entrepreneurs too. The owner and operator of an entrepreneurial support company called Strategic Coach, a man named Dan Sullivan (who also has ADHD!), estimates that at least 50 percent of his clients have ADHD as well.

For Small Owner Operated Businesses: How to make money, support your family and your clients in a creative, caring way. You are relevant until you are not. Help where people aren’t being helpful. Look for where people aren’t being helped and help there.

If you want to improve your company's sales, improve your company's support

Bad customer support can kill your company overnight

My name is Christina Barthelemy. Holistic 5D designer, feng shui practitioner, and crystal lover on a mission to bring more light into the world through design. I love helping others and creating beautiful spaces & have found that changing your space can, not only change your life, but actually help you manifest the life you want. Amazing, right?! I take a holistic approach to interior design by considering all of your needs - mental, emotional, physical, and spiritual- and bring a calm, supportive energy to every client. I use my intuition and gift for balancing space and harmonizing interiors to find the perfect solution that meets your needs and desires. I’m organized, thorough, and take a positive approach to design challenges; supporting you every step of the way.

In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what you should do, tell them what you are going to do. APPLICATION TO BUSINESS “Corporate doesn’t understand what’s going on out here,” said the field manager. “Whatever experience those guys had in the field from years ago, they have long forgotten. They just don’t get what we are dealing with, and their questions and second-guessing prevents me and my team from getting the job done.” The infamous they. I was on a visit to a client company’s field leadership team, the frontline troops that executed the company’s mission. This was where the rubber met the road: all the corporate capital initiatives, strategic planning sessions, and allocated resources were geared to support this team here on the ground. How the frontline troops executed the mission would ultimately mean success or failure for the entire company. The field manager’s team was geographically separated from their corporate headquarters located hundreds of miles away. He was clearly frustrated. The field manager had a job to do, and he was angry at the questions and scrutiny from afar. For every task his team undertook he was required to submit substantial paperwork. In his mind, it made for a lot more work than necessary and detracted from his team’s focus and ability to execute. I listened and allowed him to vent for several minutes. “I’ve been in your shoes,” I said. “I used to get frustrated as hell at my chain of command when we were in Iraq. They

A good personal trainer conveys safe, effective, and interesting workouts to clients for fitness training. The training programs you develop should be progressive, varied, and geared toward enhancing your clients’ health and wellness. A trainer should be supportive and energised so that their clients remain interested and refreshed, which helps ensure they stick with the program.

Even if you show the full value, some customers will never pay. When I first started selling Connex for QuickBooks, one of my first trial users was a small startup that barely made $2,000 per month. He hammered me for support through multiple phone calls. He was trying to negotiate me down from $20 per month to an even lower price. I told him to hit the road. I learned a couple of lessons: Avoid getting too invested in trial users. Unless you have qualified a prospect, do not spend too much time with her. A common negotiating tactic is to make you invest a lot of time before trying to talk you down. Prospects figure you will not give up because you have invested so much. Avoid pricing yourself out of business. If you price your product low, people fail to see the value. They think there are hidden fees. As I raised prices, we attracted higher-value clients that were less troublesome. Avoid features. The small business and I discussed a QuickBooks sync, instead of the money we saved on data-entry. I could have asked how many hours he spent hand entering sales or how much he paid someone else for data entry.

Technology partners What kind of customers are you trying to attract? If you give API access, then you attract software developers. Can you provide the support that they need, and is it worth your time? Most companies that built for us were very small, and we failed to generate significant revenue from API access. Almost all companies use a commercial website, and custom websites are rare. Here are the pros and cons of technology partners: Pros: You place 3rd party developers on the hook for support and maintenance. You free up developer time. You can expand your customer base. You lack developers to connect to a 3rd party system. When I built a QuickBooks integration for Kentico CMS, I asked them why they never built one themselves. Their response was that QuickBooks was not their business model. Connecting to QuickBooks is challenging and it requires a heavy lift for software developers. Cons: Building an integration could take several hours. Instead of building API access, can they integrate with you in another way? We pull orders from a variety of 3rd party shipping tools. Can the customer pull their sales into the shipping tool? Some developers fail to properly maintain and support their plugin. Your customers will call you and ask your company for help. If the 3rd party fails to respond, then you are in trouble. I advise gating your developer API to legitimate software companies only. Your company must provide developer support, which is also expensive and time-consuming. We had several instances where companies required multiple calls. It is difficult for some 3rd parties to follow developer guides and estimate costs. The 3rd party may have few clients and the cost to onboard the developer exceeds the sales.

A Customer Advocate is the employee who sees through your customers’ eyes and speaks up on their behalf. Customers may include your clients, students, patients, citizens, or for internal corporate support roles, your colleagues. Customer Advocates actively look for ways to improve customers’ experience and minimize customer frustrations.

With the ‘modern labour market services’ legislation (‘Hartz I and II’), part-time employment and agency work were liberalized. The latter particularly abolished the ban on ‘synchronization’ and dismissal (it had previously been illegal for employment agencies to take on workers only for the duration of a particular job in a client company).90 The boom in agency and low-paid work in the following years was a direct result of these measures. On top of this, precarious workers, particularly agency and subcontracted staff, are considered second-class citizens in terms of employment.91 This is particularly clear in the case of agency workers. In formal legal terms, although the modernization of employment law in 2001 gave these workers additional rights of co-determination, in practice these were curtailed: within the agency they have the same rights as other employees, but in the firm where they actually work, possibly for several years, they have only very limited participation rights. Appearing on the balance sheet as ‘material resources’, they have no protection from dismissal, they often earn only half as much as permanent staff for the same work, and their position is inferior in terms of labour and health protection. As a result, they fall into a new dependency—for example, earning so little that their income does not cover their needs and they are forced to seek greater support from the state.

You didn’t get the Retrieved Client Protocol?” They had offered it to Ayda on the gunship after the attack, standard for clients who survive traumatic incidents like being abducted and held hostage by corporate rivals. “No, no, I didn’t.” She didn’t want a corporation’s excuse for a trauma support specialist poking around in her emotions. She almost adds, I didn’t need it, which would be a dead giveaway. And then it occurs to her, a giveaway of what? What is she worried about giving away, here among these people she trusts with her life.

Henry VI’s regime (1450–61): Henry VI’s inadequacy is widely held to have been the primary cause of the political upheavals of the mid-fifteenth century. To assess how this affected the south-west it is necessary, first, to give a brief regional review introducing the major figures; then, to consider the realities of governance, patronage, and landholding in Somerset, Dorset, Devon, and Cornwall. It is only after surveys of the county elites that a regional overview can be undertaken, which summarises the notable aspects, and evaluates those features that were truly ‘regional’ in nature by relating shire and provincial perspectives to national politics and governance (p. 149). In summary, it seems that the dukes of Somerset could not only depend on the cooperation of those directly associated with them (such as the Caraunts), but could also rely on the support of others indirectly through secondary patrons such as Stourton and Hungerford. So, including Stourton-Hungerford clients as indirect connections, analysis of shire positions indicates the extent to which the Beauforts’ influence probably pervaded Somerset political society. Beaufort associates had regularly fulfilled local offices since the 1420s, and of the sheriffs’ terms between 1437 and 1450, almost half were undertaken by Beaufort clients. In comparison, between 1450 and 1461, over a third of sheriffs’ terms were served by Beaufort clients (p. 155). As discussed regarding Devon, during the earl of Devon’s long minority, leading Devon gentry–Sir William Bonville and his clientele–involved themselves in Courtenay dependants’ affairs; hence, on his majority, the young earl lacked local support. The relationship between the earl and Bonville became poisoned after Sir William was designated steward of duchy estates in the county in 1437. This challenge to his authority enraged the earl to resort to violence (p. 174). In the south-west, if the Beauforts provided a Lancastrian focus in the eastern counties, then the duchy of Cornwall provided another further west, where [Lord] Bonville also provided a specifically Yorkist focus (pp. 186–7). Therefore, by a combination of estates, royal offices, and prince’s council membership, [James Butler, Earl of] Wiltshire might have become a provincial magnate–and a national power-broker–if he had had a longer period of time in which to establish himself (p. 188).

Trademark Trademark is fundamentally exceptional of a licensed innovation comprising plans, logos, and imprints. Organizations utilize different plans, logos, or words to recognize their items and administrations from others. Those imprints which help in distinctive the item or administrations from others and help the clients in distinguishing their image, quality, and even source of the item is known as Trademark. In contrast to licenses, a brand name is enlisted for a very long time, and from that point, it tends to be recharged for an additional 10 years after an additional installment of reestablishment expenses. Trademark Objection After the enrollment of the brand name, an Examiner/Registrar or outsider can set a trademark objection. As per Section(s) 9 (Absolute Grounds of Refusal) and 11 (Relative Grounds of Refusal) of the Act, these two can be the ground of a complaint:- The application contains wrong data, or Comparable or indistinguishable brand names exist. At whatever point a Trademark enlistment center mentions a criticism, a candidate has an occasion to send a composed answer alongside the strong proof, realities, and reasons why the imprint ought to be assigned to him within 30 days of the protest. On the off chance that the analyst/enlistment center discovers the answer to be adequate and addresses the entirety of his interests in the assessment report and there is no contention, at that point he may give authorization to the candidate to distribute the application in the Trademark diary before enrollment. How to respond to an objection A Trademark assessment report is set up on the Trademark office site alongside the subtleties of the brand name application and a candidate or a specialist has the occasion to send a composed answer which ought to be known as a trademark objection reply. The answer can be submitted as "Answer to the assessment report" either on the web or it tends to be submitted through a post or individual alongside supporting archives or a sworn statement. When the application gets recorded a candidate ought to be given a notification about the protest and ground of the complaint. Different grounds are:- There ought to be a counter assertion of the application, It ought to be recorded within 2 months of the application, On the off chance that the analyst neglects to record a complaint inside the time, at that point the status of the application will be deserted. After recording the counter of a complaint, the enlistment center will call a candidate for the meeting. On the off chance that it rules in the courtesy, at that point, the candidate will get it enrolled, and on the off chance that the answer isn't agreeable, at that point, the application for the enlistment will get dismissed. Trademark Objection Reply Fees Although I have gone through various sites, finding a perfect formal reply is quite difficult. But Professional Utilities provides a perfect reply through experts, also the trademark objection reply fees are really affordable. They provide services for just 1,499/- only.

MidAmerica Jet is a private jet hire service that makes air travel a comfortable and luxurious experience. Offering private jet rental, aircraft sales, aircraft management, aircraft maintenance, and an exclusive travel membership. Since 1980 we have been serving our clients with the utmost care and support. We aim to satisfy you in each step of your needs. Our staff is trained to the highest standards in their respective field and trained in the highest standards of safety. We guarantee safety and customer care in everything we do.

Henry Marfori completed a successful internship with Morgan Stanley. His duties in this role were to support financial advisors with clerical work, providing information to clients and advisors, and providing minor analysis on stock market. Henry Marfori also has a background in boxing, he has both trained and competed. His favorite boxers are Floyd Mayweather and Manny Pacquiao.

Before further developing this idea of the two paths (innate confidence or bumping into opportunity), I want to pause and explain more fully what I mean by “not believing in the value of your work.” Some of you probably read that but don’t see yourself on that path when in fact you are. You feel like you have confidence in how you value your work, but the evidence doesn’t support it. There are certain business practices that stand as clear evidence of that lack of belief: Discounting your fees. Modifying your terms. Allowing unusual invoicing procedures. Providing advice before an engagement is crafted. Letting clients determine the problem while just looking to you for transactional solutions. Presenting multiple equally viable solutions and letting clients choose, ceding your expertise. Changing your positioning to fit what prospects want to hear (in presentations and proposals). The list above is truly “business as usual” for experts who see themselves in the service business, but it doesn’t have to be that way. While most follow that path (the ones who try to rub shoulders with more opportunity), some do not (the ones who have a strong innate belief in the value of what they do).

In my work as a therapist I have seen hundreds of clients who struggle with these issues, and I am convinced now more than ever of one simple truth: they are not lazy. In fact, I do not think laziness exists. You know what does exist? Executive dysfunction, procrastination, feeling overwhelmed, perfectionism, trauma, amotivation, chronic pain, energy fatigue, depression, lack of skills, lack of support, and differing priorities.

Foundations are the only category of institution that is wholly without a market test in the sense of clients or customers having immediate and direct sanctions at their disposal. All others—churches, businesses, schools, governments, hospitals, museums—have a market; that is, they have clients or customers whose support, or lack of it, has an immediate effect on the success of the institution. Foundations have only to meet the requirements of the law, and the only recourse of individuals is through the political process.

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The Littlest Dolphin is a therapeutic story about a dolphin struggling but not giving up. The story shows the importance of support and encouragement from others. Listening to this story can give clients strength to carry on.

The wealth effect is one pillar supporting the Fed’s zero-interest-rate policy and profligate money printing since 2008. The transmission channels are easy to follow. If rates are low, more Americans can afford mortgages, which increases home buying, resulting in higher prices for homes. Similarly, with low rates, brokers offer cheap margin loans to clients, which result in more stock buying and higher stock prices.

Richard Joseph’s seminal work on Nigerian governance—to which this book owes an intellectual debt—appeared in 1987 and a lively academic discussion of “prebendalism,” its core idea, continues right up to the present, though mostly in academic rather than policy circles.[5] Prebendalism and neopatrimonialism can exist anywhere; their essence is the privatization and exploitation of public resources by those who control the government and its bureaucracy.[6] By origin, “prebendal” refers to Anglican and Roman Catholic clergy assigned to cathedrals that were entitled to a share of the foundation’s income by virtue of their position—not as a return for the services they might or might not perform. The income itself is called a “prebend” and the recipient is called a “prebendary.” In the Nigerian context, prebendal describes the behavior of elites that access and share the government’s oil revenue, not because of their services to the state, but because they are entitled to do so. There is the expectation that prebendal beneficiaries will share their prebend with their patrons and their clients. This relationship, in which patrons distribute wealth to their clients, is often described as neopatrimonial.[7] Hence, prebendalism is intimately related to the neopatrimonial patronage-clientage organization of Nigerian society. Prebendal behavior is most salient among elites, but its spirit and that of neopatrimonialism extend throughout society. A policeman at a checkpoint is salaried. But because he controls the checkpoint, he is entitled to ask for a bribe, and does so: “What do you have for me today?” He is expected to share a portion of the bribe he receives with his boss or patron and with subordinates and family. The system is partly a product of poverty: the policeman at the checkpoint may not have received his salary for months, and, if he had, it is too small to support a family. So, his bribe collection is part of a system of work-arounds. This system of entitlements and sharing is unregulated except by various local customs and wide open to abuse.

Right/Wrong Things To Say To A Client About Foundation Garments Don’t Say… Your body needs extra support and your current undergarments aren’t working. Do Say… One great way to look and feel good in everything you wear is to wear foundation garments that fit. Did you know that you should get a new bra every six months, or if you gain or lose weight? Let’s find some that fit you and make you feel fabulous.

By outsourcing technical customer support, businesses can free up their internal resources to focus on core competencies and strategic initiatives. This allows you to concentrate on product development, marketing, and other vital areas of the business while leaving customer support in the hands of specialists. English Call Center (ECC) has well-established processes and technologies in place to deliver efficient and consistent customer support. We uses advanced tools, ticketing systems, and knowledge bases, enabling our clients to get prompt and accurate resolutions to customer issues. It helps in improving customer satisfaction and retention.

There’s a time and a place for confidence, but your army (confidence) can’t march too far forward of your supply lines (expertise) or you’ll be caught without what you’ll need in order to win the war. There’s a healthy stretching that always pulls you forward, but you have to know enough about your field of impact. Crafting a positioning should tend toward the honest and boring side of this balance. Start by detailing your successful experience, and you can define that in two ways. As you list these instances, concentrate where you’ve been effective on behalf of a client and also made money yourself. I suppose you could add the element of where you’ve enjoyed the work, too, but the truth is that you’re not likely to even list these instances unless that happens to be true. So concentrate on impact and revenue. Eliminate any where both weren’t true. Don’t worry too much about recency, either. Prospects aren’t going to write you off if a particular demonstration of your expertise is more than three years old, for instance. They don’t look that deeply at the claims you make, and you, the expert, are far tougher on yourself than they will be. As we talked about in Foundation Chapter B, you’re attempting to craft a positioning where you are less interchangeable so that withholding your expertise carries some meaning. Think of the options as a spectrum, with the right side depicting a completely undifferentiated firm (I’m an accountant) and the left side depicting the most focused firm you could imagine (I’m an accountant who works with U.S.-based multi-location casual dining brands). At the beginning of this exercise, you are toward the right, wanting to move toward the left and be more differentiated than you are now. You’re aiming for fewer competitors so that your expertise supports a price premium in your work. As you march from right to left, you want to make a complete journey and make really smart positioning decisions. As you work out the intricacies of the positioning journey, there are two forces that slow your progress: one good and one bad.

INFORMATION TECHNOLOGY: TUTORIAL 6 – had been enough on their own to fill Miller with an apocalyptic dread, but the content, delivered in an unfortunate monotone that sounded like a Dalek on Mogadon, was an altogether different level of horrific. ‘As an IT infrastructure technician, you’ll be supporting clients, assisting with troubleshooting and providing solutions so as to problem-solve business-wide infrastructure concerns.’ ‘I think I’m actually slipping into a coma,’ Miller said. ‘You’ll be responsible for workflow management, as well as applying structured IT techniques to both common and non-routine computing issues . . .

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.