Client Visit Quotes

We've searched our database for all the quotes and captions related to Client Visit. Here they are! All 95 of them:

This revolution - will it be a living?' 'We must hope so. Look, I have to go, I'm visiting a client. He's going to be hanged tomorrow.' 'Is that usual?' 'Oh, they always hang my clients. Even in property and matrimonial cases.
Hilary Mantel (A Place of Greater Safety)
...I try to incorporate life's lessons from everyone around me and pay it forward anytime I can. I look at every person I meet as a new and thrilling experience with which I'm gifted. Every new city or country or continent that I visit is a beautiful exploration from which I can learn. Every new client or project represents the possibility of meeting new people and having new adventures.
Andrea Michaels
The window is the reason the death row inmates go to the visiting room to see their lawyers and investigators. The lawyers think their clients want to see them. No, they want to see the window.
Rene Denfeld (The Enchanted)
Every Person Needs a time out, away from stressful jobs, pressures from employers or clients, home responsibilities, etc., Everyone deserves to enjoy, visit unknown places, try other things, meet a lot of new friends, and feel at the top of the world. Life is full of fun, excitement, and adventure. Thus, vacation is an experience that's worth remembering for a lifetime. It heals a weary mind and soul.
Alon Calinao Dy
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.
Christopher Hitchens
Too often the survivor is seen by [himself or] herself and others as "nuts," "crazy," or "weird." Unless her responses are understood within the context of trauma. A traumatic stress reaction consists of *natural* emotions and behaviors in response to a catastrophe, its immediate aftermath, or memories of it. These reactions can occur anytime after the trauma, even decades later. The coping strategies that victims use can be understood only within the context of the abuse of a child. The importance of context was made very clear many years ago when I was visiting the home of a Holocaust survivor. The woman's home was within the city limits of a large metropolitan area. Every time a police or ambulance siren sounded, she became terrified and ran and hid in a closet or under the bed. To put yourself in a closet at the sound of a far-off siren is strange behavior indeed—outside of the context of possibly being sent to a death camp. Within that context, it makes perfect sense. Unless we as therapists have a good grasp of the context of trauma, we run the risk of misunderstanding the symptoms our clients present and, hence, responding inappropriately or in damaging ways.
Diane Langberg (Counseling Survivors of Sexual Abuse (AACC Counseling Library))
Set yourself to becoming the best-informed person in the agency on the account to which you are assigned. If, for example, it is a gasoline account, read books on oil geology and the production of petroleum products. Read the trade journals in the field. Spend Saturday mornings in service stations, talking to motorists. Visit your client’s refineries and research laboratories. At the end of your first year, you will know more about the oil business than your boss, and be ready to succeed him. Most
David Ogilvy (Ogilvy on Advertising)
The palliative care nurses welcome him: he's a spot of brightness, they claim he keeps the patients interested in life. "We don't think of the clients here as dying," one of them said to him on his first visit. "After all everyone's dying, just some of us more slowly.
Margaret Atwood (The Heart Goes Last)
Does psychiatrists’ ability to prescribe drugs give them an advantage over psychologists in places where psychologists cannot prescribe them? Not always. Drugs can be useful, but relying entirely on them can be a mistake. Whereas a typical visit to a clinical psychologist includes an extensive discussion of the issues troubling the client, many visits to a psychiatrist are briefer sessions that focus on checking the effectiveness of a drug and evaluating its side effects.
James W. Kalat (Introduction to Psychology)
In all death penalty cases, spending time with clients is important. Developing the trust of clients is not only necessary to manage the complexities of the litigation & deal with the stress of a potential execution; it's also key to effective advocacy. A client's life often depends on his lawyer's ability to create a mitigation narrative that contextualizes his poor decisions or violent behavior. Uncovering things about someone's background that no one has previously discovered--things that might be hard to discuss but are critically important--requires trust. Getting someone to acknowledge he has been the victim of child sexual abuse, neglect, or abandonment won't happen without the kind of comfort that takes hours and multiple visits to develop. Talking about sports, TV, popular culture, or anything else the client wants to discuss is absolutely appropriate to building a relationship that makes effective work possible.
Bryan Stevenson (Just Mercy)
She remembered the first time she’d seen him at the Menagerie. He paid Tante Heleen for information—stock tips, political pillow talk, anything the Menagerie’s clients blabbed about when drunk or giddy on bliss. He never visited Heleen’s girls, though plenty would have been happy to take him up to their rooms. They claimed he gave them the shivers, that his hands were permanently stained with blood beneath those black gloves, but she’d recognized the eagerness in their voices and the way they tracked him with their eyes. One night, as he’d passed her in the parlor, she’d done a foolish thing, a reckless thing. “I can help you,” she’d whispered. He’d glanced at her, then proceeded on his way as if she’d said nothing at all. The next morning, she’d been called to Tante Heleen’s parlor. She’d been sure another beating was coming or worse, but instead Kaz Brekker had been standing there, leaning on his crow-head cane, waiting to change her life. “I can help you,” she said now. “Help me with what?” She couldn’t remember. There was something she was supposed to tell him. It didn’t matter anymore. “Talk to me, Wraith.” “You came back for me.” “I protect my investments.” Investments. “I’m glad I’m bleeding all over your shirt.” “I’ll put it on your tab.” Now she remembered. He owed her an apology. “Say you’re sorry.” “For what?” “Just say it.
Leigh Bardugo (Six of Crows (Six of Crows, #1))
Did we win?” “I’m here, aren’t I?” He must be running. Her body jounced painfully against his chest with every lurching step. He needed his cane. “I don’t want to die.” “I’ll do my best to make other arrangements for you.” She closed her eyes. “Keep talking, Wraith. Don’t slip away from me.” “But it’s what I do best.” He clutched her tighter. “Just make it to the schooner. Open your damn eyes, Inej.” She tried. Her vision was blurring, but she could make out a pale, shiny scar on Kaz’s neck, right beneath his jaw. She remembered the first time she’d seen him at the Menagerie. He paid Tante Heleen for information – stock tips, political pillow talk, anything the Menagerie’s clients blabbed about when drunk or giddy on bliss. He never visited Heleen’s girls, though plenty would have been happy to take him up to their rooms. They claimed he gave them the shivers, that his hands were permanently stained with blood beneath those black gloves, but she’d recognised the eagerness in their voices and the way they tracked him with their eyes. One night, as he’d passed her in the parlour, she’d done a foolish thing, a reckless thing. “I can help you,” she’d whispered. He’d glanced at her, then proceeded on his way as if she’d said nothing at all. The next morning, she’d been called to Tante Heleen’s parlour. She’d been sure another beating was coming or worse, but instead Kaz Brekker had been standing there, leaning on his crow-head cane, waiting to change her life. “I can help you,” she said now. “Help me with what?” She couldn’t remember. There was something she was supposed to tell him. It didn’t matter any more. “Talk to me, Wraith.” “You came back for me.” “I protect my investments.” Investments. “I’m glad I’m bleeding all over your shirt.” “I’ll put it on your tab.” Now she remembered. He owed her an apology. “Say you’re sorry.” “For what?” “Just say it.” She didn’t hear his reply.
Leigh Bardugo (Six of Crows (Six of Crows, #1))
So then one may sketch her spending her morning in a China robe of ambiguous gender among her books; then receiving a client or two (for she had many scores of suppliants) in the same garment; then she would take a turn in the garden and clip the nut trees - for which knee breeches were convenient; then she would change into a flowered taffeta which best suited a drive to Richmond and a proposal of marriage from some great nobleman; and so back again to town, where she would don a snuff-coloured gown like a lawyer's and visit the courts to hear how her cases were doing - for her fortune was wasting hourly and the suits seemed no nearer consummation than they had been a hundred years ago; and so, finally, when night came, she would more often than not become a nobleman complete from head to toe and walk the streets in search of adventure.
Virginia Woolf (Orlando)
Whoever maintains that racism is a thing of the past is dead wrong, as I found out in my latest visit, when I learned that one of the most brilliant graduates in the law school was denied a place in a prestigious law firm because “he didn’t fit the corporate profile.” In other words, he was a mestizo, that is, he had mixed blood, and a Mapuche surname. The firm’s clients would never be confident of his ability to represent them; nor would they allow him to go out with one of their daughters. Just as in the rest of Latin America, the upper class of Chile is relatively white, and the farther one descends the steep social ladder the more Indian the characteristics become.
Isabel Allende (My Invented Country: A Nostalgic Journey Through Chile)
At Bridgewater, criticism is encouraged, including subordinates criticizing superiors. Do any of your employees ever criticize you? All the time. Can you give me an example? I was in a client meeting with a big European pension fund that was visiting managers in Connecticut. After the meeting, the salesperson criticized me for being inarticulate, running on too long, and adversely affecting the meeting. I asked others who had been at the meeting for their opinions. I was given a grade of “F” by one of our new analysts who was just one year out of school. I loved it because I knew they were helping me improve and that they understood that was what they were supposed to be doing.
Jack D. Schwager (Hedge Fund Market Wizards: How Winning Traders Win)
So how, you might ask, do I exclude generously? This issue comes up a lot when I’m organizing large, complicated meetings for clients. These are some of the questions I ask them: Who not only fits but also helps fulfill the gathering’s purpose? Who threatens the purpose? Who, despite being irrelevant to the purpose, do you feel obliged to invite? When my clients answer the first two questions, they begin to grasp their gathering’s true purpose. Obviously people who fit and fulfill your gathering’s purpose need to be there. And, though this one is harder, people who manifestly threaten the purpose are easy to justify excluding. (That doesn’t mean they always end up being excluded. Politeness and habit often defeat the facilitator. But the hosts still know deep down who shouldn’t be there.) It is the third question where purpose begins to be tested. Someone threatens a gathering’s purpose? You can see why to keep him out. But what’s wrong with someone who’s irrelevant to the purpose? What’s wrong with inviting Bob? Every gathering has its Bobs. Bob in marketing. Bob your friend’s girlfriend’s brother. Bob your visiting aunt. Bob is perfectly pleasant and doesn’t actively sabotage your gathering. Most Bobs are grateful to be included. They sometimes bring extra effort or an extra bottle of wine. You’ve probably been a Bob. I certainly have. The crux of excluding thoughtfully and intentionally is mustering the courage to keep away your Bobs. It is to shift your perception so that you understand that people who aren’t fulfilling the purpose of your gathering are detracting from it, even if they do nothing to detract from it. This is because once they are actually in your presence, you (and other considerate guests) will want to welcome and include them, which takes time and attention away from what (and who) you’re actually there for. Particularly in smaller gatherings, every single person affects the dynamics of a group. Excluding well and purposefully is reframing who and what you are being generous to—your guests and your purpose.
Priya Parker (The Art of Gathering: How We Meet and Why It Matters)
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Flowers. Lots of women say they don’t want them. But every woman is happy when they get them. Which is why I’ve arranged to have them delivered to Kate’s office, every hour on the hour. Seven dozen at a time. That’s one dozen for every day we were apart. Romantic, right? I thought so too. And although I know Kate’s favorite are white daisies, I specifically told the florist to avoid them. Instead, I’ve chosen exotics—bouquets with brightly colored petals and strange shapes. The kinds of flowers Kate has probably never seen in her life, from places she’s never been. Places I want to take her to. At first I kept the notes simple and generic. Take a look: Kate, I'm sorry. Drew Kate, Let me make it up to you. Drew Kate, I miss you. Please forgive me. Drew. But after a few hours I figured I needed to step it up a notch. Get more creative. What do you think? Kate, You're turning me into a stalker. Drew Kate, Go out with me on Saturday and I'll give you all of my clients. Every. Single. One. Drew Kate, If I throw myself in front of a bus, will you come visit me at the hospital? Drew PS - Try not to feel too guilty if I don't survive. Really. That last batch was delivered forty-five minutes ago. Now I’m just sitting at my desk, waiting. Waiting for what, you ask? You’ll see. Kate may be stubborn, but she’s not made of stone. My office door slams open, leaving a dent in the drywall. Here we go. “You are driving me crazy!” Her cheeks are flushed, her breathing’s fast, and she’s got murder in her eyes. Beautiful. I raise my brows hopefully. “Crazy? Like you want to rip my shirt open again?” “No. Crazy like the itch of a yeast infection that just won’t go away.” I flinch. Can’t help it. I mean—Christ. Kate steps toward my desk. “I am trying to work. I need to focus. And you’ve got Manny, Moe, and Jack playing every cheesy eighties song ever written outside my office door!” “Cheesy? Really? Huh. I so had you pegged for an eighties kind of girl.” Well, you live and learn.
Emma Chase (Tangled (Tangled, #1))
For fifteen years, John and Barbara Varian were furniture builders, living on a ranch in Parkfield, California, a tiny town where the welcome sign reads “Population 18.” The idea for a side business came about by accident after a group of horseback riding enthusiasts asked if they could pay a fee to ride on the ranch. They would need to eat, too—could John and Barbara do something about that? Yes, they could. In the fall of 2006, a devastating fire burned down most of their inventory, causing them to reevaluate the whole operation. Instead of rebuilding the furniture business (no pun intended), they decided to change course. “We had always loved horses,” Barbara said, “so we decided to see about having more groups pay to come to the ranch.” They built a bunkhouse and upgraded other buildings, putting together specific packages for riding groups that included all meals and activities. John and Barbara reopened as the V6 Ranch, situated on 20,000 acres exactly halfway between Los Angeles and San Francisco. Barbara’s story stood out to me because of something she said. I always ask business owners what they sell and why their customers buy from them, and the answers are often insightful in more ways than one. Many people answer the question directly—“We sell widgets, and people buy them because they need a widget”—but once in a while, I hear a more astute response. “We’re not selling horse rides,” Barbara said emphatically. “We’re offering freedom. Our work helps our guests escape, even if just for a moment in time, and be someone they may have never even considered before.” The difference is crucial. Most people who visit the V6 Ranch have day jobs and a limited number of vacation days. Why do they choose to visit a working ranch in a tiny town instead of jetting off to lie on a beach in Hawaii? The answer lies in the story and messaging behind John and Barbara’s offer. Helping their clients “escape and be someone else” is far more valuable than offering horse rides. Above all else, the V6 Ranch is selling happiness.
Chris Guillebeau (The $100 Startup: Reinvent the Way You Make a Living, Do What You Love, and Create a New Future)
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Lamb & Flag 33 Rose St, Covent Garden, WC2E 9EB Lamb & Flag is an old London pub with a long history dating back to 1623. It was frequented by Charles Dickens, a loyal client, as well as other personalities of his times. Not only is the food delicious, but the portions are also surprisingly large for a pub menu. Plenty of fresh ales can be found here, and if you prefer whisky, you can order from a long list with all kinds of whiskies. Lamb & Flag is a historic pub with a warm ambiance and prompt service – all at competitive prices.
Elizabeth Westwood (How to Visit London if You Are... Secret and Not)
Build loyalty up over multiple visits or purchases and then reward it with something special, something the clients might not have bought for themselves.
Tabatha Coffey (Own It!: Be the Boss of Your Life--at Home and in the Workplace)
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It reminded me how, at work that week, there'd been a meeting when a client visited, a woman, and after she'd left the conference room, the first task had been to evaluate her aesthetically, to weigh in on her breasts and legs, the make and quality of her handbag.
Rosecrans Baldwin (Paris, I Love You but You're Bringing Me Down)
In 1320, in Avignon, France, the Church had proceedings against the larvae of cockchafers, or melolonthine scarabs, which were damaging food crops. Before the trial, priests visited the area to summon the larvae to appear before the Bishop on pain of excommunication, advising the grubs of their right to counsel. Meanwhile, an advocate was designated whose defense of his clients—when they failed to appear—was that as creatures of God they had a right to eat. Moreover, their absence at the trial was due to their not being guaranteed safe passage. The judges disagreed and resolved that the larvae not only had to quit ravaging crops but leave the farming area entirely. Larvae who failed to comply would be killed. (In another medieval trial, offending larvae were excommunicated first.)
Sharman Apt Russell (Diary of a Citizen Scientist: Chasing Tiger Beetles and Other New Ways of Engaging the World)
The madam opens the brothel door to find a dignified, well-dressed, good-looking man in his late forties. “May I help you?” she asks. “I want to see Valerie,” the man replies. “Sir, Valerie is one of our most expensive ladies. Perhaps you would prefer someone else?” “No. I must see Valerie.” So Valerie is summoned and she tells the man that she charges a thousand dollars a visit. Without hesitation, the man pulls out ten one-hundred dollar bills and hands them to her, and they go upstairs. After an hour, the man leaves. The next night, the man appears again, demanding to see Valerie. Valerie is surprised. She tells him that no client has ever come back two nights in a row, because of her high price. She warns him that there are no discounts—the price will still be a thousand dollars. Again the man calmly pays the fee and they go upstairs. After an hour, he leaves. The next night, there he is again, and again he pays Valerie and they go upstairs. Valerie’s curiosity is getting the better of her. “No one has ever been with me three nights in a row. Where are you from?” she asks. “South Carolina.” “Really? I have family in South Carolina.” “I know. Your father died, and I am your sister’s attorney. She asked me to give you your three thousand dollar inheritance.
Barry Dougherty (Friars Club Private Joke File: More Than 2,000 Very Naughty Jokes from the Grand Masters of Comedy)
The music had started, the couples had begun a promenade, but Mr. Nobley paused to hold Jane’s arm and whisper, “Jane Erstwhile, if I never had to speak with another human being but you, I would die a happy man. I would that these people, the music, the food and foolishness all disappeared and left us alone. I would never tire of looking at you or listening to you.” He took a breath. “There. That compliment was on purpose. I swear I will never idly compliment you again.” Jane’s mouth was dry. All she could think to say was, “But…but surely you wouldn’t banish all the food.” He considered, then nodded once. “Right. We will keep the food. We will have a picnic.” And he spun her into the middle of the dance. While the music played, they didn’t speak again. All his attention was on her, leading her through the motions, watching her with admiration. He danced with her as though they were evenly matched, no indication that she was the lone rider of the Precedence Caboose. She had never before felt so keenly that Mr. Nobley and Miss Erstwhile were a couple. But I’m not really Miss Erstwhile, thought Jane. Her heart was pinching her. She needed to get away, she was dizzy, she was hot, his eyes were arresting, he was too much to take in. What am I supposed to do, Aunt Caroline? she asked the ceiling. Everything’s headed for Worse Than Before. How do I get out of this alive? She spun and saw Martin, and kept her eyes on him as though he were the lone landmark in a complicated maze. Mr. Nobley noticed her attention skidding. His eyes were dark when he saw Martin. His recent smile turned down, his look became more intense. As soon as the second number ended, Jane curtsied, thanked her partner, and began to depart, anxious for a breath of cold November air. “A moment, Miss Erstwhile,” Mr. Nobley said. “I have already taken your hand for the last half hour, but now I would beg your ear. Might we…” “Mr. Nobley!” A woman with curls shaking around her face flurried his way. Had Mr. Nobley been making visits to other estates while he was supposed to be hunting? Or was this a repeat client who might’ve known the man from a past cast? “I’m so happy to find you! I insist on dancing every dance.” “Just now is not…” Jane took advantage of the interruption to slip away, searching above the tops of heads for Martin. He’d been just over there…a hand grabbed her arm. She turned right into Mr. Nobley, their faces close, and she was startled by the wildness in him now, a touch of Heathcliff in his eyes. “Miss Erstwhile, I beg you.” “Oh, Mr. Nobley!” said another lady behind him. He glanced back with a harried look and gripped Jane’s arm tighter. He walked her out of the ballroom and into the darkened library, only then releasing her arm, though he had the good grace to look embarrassed. “I apologize,” he said. “I guess you would.” He was blocking the escape, so she gave in and took a chair. He began to pace, rubbing his chin and occasionally daring to look at her. The candlelight form the hallway made of him a silhouette, the starlight from the window just touching his eyes, his mouth. It was as dark as a bedroom. “You see how agitated I am,” he said. She waited, and her heart set to thumping without her permission. He wildly combed his hair with his fingers. “I can’t bear to be out there with you right now, all those indifferent people watching you, admiring you, but not really caring. Not as I do.” Jane: (hopeful) Really? Jane: (practical) Oh, stop that. Mr. Nobley sat in the chair beside her and gripped its arm. Jane: (observant) This man is all about arm gripping.
Shannon Hale (Austenland (Austenland, #1))
Going to the doctor—at least this doctor—was like going to the hairdresser. The client (patient) has to let the professional know what she wants out of each visit. The patient is in charge.
Barry Schwartz (The Paradox of Choice: Why More Is Less)
1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve
William Bridges (Managing Transitions: Making the Most of Change)
Mullaney often took the subway to visit the client. His ride sometimes coincided with the end of the school day;
Steven D. Levitt (Think Like a Freak)
Shortly after I began work with Teresa, I acquired another MPD client, a supposedly schizophrenic young man I will call Tony. He called in to the clinic on a day I was on telephone duty, saying he was having flashbacks of "ritual abuse.” I did not yet know what that was. Tony became my client. He could be quite entertaining. I have a vivid memory of him as a three-year-old, "Tiny Tony,” standing on his head on my office couch, and running down the hall to try unsuccessfully to make it to the bathroom. He had in his head the entire rock band of Guns’n’Roses, and I got to know Axl, the band leader, quite well. I remember the time Tony was in hospital and I went to visit him; Axl popped out and said, "Remember, we’re schizophrenic in here!
Alison Miller (Becoming Yourself: Overcoming Mind Control and Ritual Abuse)
I know why you are here.” She knew! “We receive extensive financial statements, and I know you did not pay your own way, so let us put that drama out of the way, shall we?” “Is it a drama?” Jane said with a laugh, relieved the woman was just referring to Carolyn’s bequest. “Hm?” Mrs. Wattlesbrook would not budge from her intended course of conversation. Jane sighed. “Yes, my great-aunt left me this vacation in her will, but I don’t know what you mean by drama. I never intended to hide--” “No need to make a fuss.” She waved her arms as if wafting Jane’s exclamations out the window like a foul odor. “You are here, you are paid in full. I would not have you worry that we will not take care of you just because you are not our usual type of guest and there is no chance, given your economic conditions, that you would ever be a repeat client or likely to associate with and recommend us to potential clients. Let me assure you that we will still do all in our power to make your visit, such as it is, enjoyable.” Mrs. Wattlesbrook smiled, showing both rows of yellowing teeth. Jane blinked. Economic conditions? Usual type of guest? She made herself take two deep-rooted yoga breaths, smiled back, and thought of men in breeches. “Okay then.” “Good, good.” Mrs. Wattlesbrook patted Jane’s arm, suddenly the picture of hospitality and maternal tenderness. “Now, do have some tea. You must be quite chilled from your journey.” In fact, the temperature of the limo, unlike this pseudo-inn, had been quite comfortable, and in the blazing heat the last thing Jane wanted was hot tea, but she reminded herself to play along, so she sweated and drank.
Shannon Hale (Austenland (Austenland, #1))
time. A new interdisciplinary community of scientists, environmentalists, health researchers, therapists, and artists is coalescing around an idea: neuroconservation. Embracing the notion that we treasure what we love, those concerned with water and the future of the planet now suggest that, as we understand our emotional well-being and its relationship to water, we are more motivated to repair, restore, and renew waterways and watersheds. Indeed, even as water is threatened, or perhaps because of the threat, public interest in water is very high. We treasure it—or, perhaps more accurately, we spend our treasure to access water for pleasure, recreation, and healing. Wealthy people pay a premium for houses on water, and the not so wealthy pay extra for rentals and hotel rooms sited at the oceanfront, on rivers, or at lakes. Those into outdoor sports, especially fishers and hunters, are fiercely protective of it and have founded numerous environmental organizations designed to protect water habitats for fish, birds, and animals. Over the last two decades, spas have become a sort of modern equivalent to ancient healing wells. As an industry, spas are a global business worth about $60 billion, and they generate another $200 billion in tourism. In 2013, there were 20,000 (up from 4,000 in 1999) spas in the United States producing an annual revenue of over $14 billion (a figure that has grown every year for fifteen years, including those of the recession), and tallying 164 million spa visits by clients.12 Ecotourism provides water adventures and guided trips, often in kayaks, rafts, or canoes. Ocean and river cruises are big business. Cities are creating urban architectures focused on waterscapes, happiness, and sustainability. Museums and public memorials of all sorts often feature water to foster reflection and meditation. And many communities are working to transform industrialized and polluted waterfronts into spaces that are pleasant, environmentally sound, and livable.
Diana Butler Bass (Grounded: Finding God in the World-A Spiritual Revolution)
Rachel Mina was single. She didn’t indicate whether she was divorced, widowed, or never married. A hospital administrator on leave from Chicago. She was thirty-seven and weighed 115 pounds. In Cody’s experience, that meant he should add a few years and at least ten pounds, so he scratched in “40” and “125” on the page. Mina indicated she was a vegetarian (fish was okay) and intermediate rider. She wrote: “Discovery tour.” He wondered what “on leave” meant. His first thought was she seemed to be the only one of the clients thus far who might have had the free time—and means—to visit homes in four states and leave bodies and ashes behind. But a woman, and a single one at that? Discovery tour, Cody mouthed, squinting through smoke at the page. It sounded phony and new-agey, he thought. Or facetious. And an interaction between a hospital administrator and Hank Winters seemed possible. He placed her application aside from the others into what he thought of as the hot stack.
C.J. Box (Back Of Beyond (Highway Quartet #1))
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Robert Carver (Leveraged Trading: A professional approach to trading FX, stocks on margin, CFDs, spread bets and futures for all traders)
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Shelly Dax (The Tattoo Textbook: Escape the Grind, Do What You Love, and Launch Your Kick-Ass Tattoo Career)
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Harlan Coben (Darkest Fear (Myron Bolitar, #7))
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What Are Each Segment’s Distribution Channel Preferences? A distribution channel, or sales channel, is a company’s means of reaching and selling to customers. For example, websites and mail-order catalogs are distribution channels. Selling through a reseller such as Walmart is another, as is having a sales force that visits clients in person. Different segments of customers prefer to buy through different distribution channels. A client sometimes wants to serve a particular customer segment, but the client’s primary distribution channel is one that customers in that segment refuse to use. This conflict needs to be resolved in order for the client to have an effective strategy.
Victor Cheng (Case Interview Secrets: A Former McKinsey Interviewer Reveals How to Get Multiple Job Offers in Consulting)
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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
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
The list goes on, and the only thing I’ve said NO to was having a live tiger at an open house—that’s just going too far. But it was that first big deal with Mr. X that showed me the true power of YES when it comes to making volume sales. I sell more because I say YES when other people would say no, and I can keep moving a client forward until that deal is done. Saying yes to every opportunity was my way of believing in myself and showing everyone I was the best—even when I wasn’t. I’ve also learned that quickly flipping negatives into positives will help you close deals faster and more frequently. Sometimes this is as simple as asking yourself, “Is this negative really even a negative?” For example, if I’m selling an apartment with no light I’ll push this as a positive to a client who is almost never home, or only home at night. Why pay for a view you won’t even see? Take the time to think about the usual objections you have in your area of sales; it’s likely you’ll hear the same objections over and over. How can you show clients that this isn’t really a negative? How can you turn this around? Anticipating objections and immediately turning them into positives will result in you selling more. Get ready to juggle more balls and cash bigger checks! AN UNEXPECTED SALES WEAPON: IMPROV If you visited my office on a random Monday morning during our team meeting, you might think you had mistakenly walked into a circus or a lunatic asylum.
Ryan Serhant (Sell It Like Serhant: How to Sell More, Earn More, and Become the Ultimate Sales Machine)
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Alice Heath, a student and teaching assistant of Richard’s, has successfully used this maxim in her work with governments, where people ask for additional analysis “because it’s interesting.” She said “So during a presentation about program performance a government official might ask to see the age profile of clients served by a home visiting program, or the number of phone calls made by program staff. We would always filter these requests by asking ‘What might we do differently if we had that information?’ and if the answer was nothing, we conclude that collecting this information wouldn’t be worth the time and push back against the request.
Dan Levy (Maxims for Thinking Analytically: The wisdom of legendary Harvard Professor Richard Zeckhauser)
The head of one of the large management consulting firms always starts an assignment with a new client by spending a few days visiting the senior executives of the client organization one by one. After he has chatted with them about the assignment and the client organization, its history and its people, he asks (though rarely, of course, in these words): “And what do you do that justifies your being on the payroll?” The great majority, he reports, answer: “I run the accounting department,” or “I am in charge of the sales force.” Indeed, not uncommonly the answer is, “I have 850 people working under me.” Only a few say, “It’s my job to give our managers the information they need to make the right decisions,” or “I am responsible for finding out what products the customer will want tomorrow,” or “I have to think through and prepare the decisions the president will have to face tomorrow.” The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.
Peter F. Drucker (The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials))
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In Ancient Rome, prostitutes would often wait for their clients under vaulted ceilings or arched doorways. And, well, the word ‘fornix’ means arch, which soon turned into a euphemism for brothels. So the verb ‘fornicare,’ to fornicate, began referring to a man visiting a brothel.
Mila Young (All Shot to Hell (Sin Demons, #3))
Many people lost their livelihoods several times over in the 1990s and 2000s: first their salaried jobs, then a portion (or all) of their livestock owing to rapid privatization during the winter, and finally money invested to launch a business that subsequently failed. Some of the reasons behind the bankruptcies and losses of private entrepreneurs are clear… Upon receiving their livestock, the townspeople panicked and rushed to locate a relative or friend among the herdsmen in the countryside who would agree to take care of their livestock. The herdsmen themselves, however, had not known to prepare extra hay or fences and could provide little help to their relatives from the sedentary center. More disconcerting, many people simply did not understand that privatization signaled the end of the SF jobs and salaries, and that the livestock was given to them to enable them to subsist independently of the state. They either slaughtered and ate their share of the livestock or sold their animals to traders. Some even assumed that the livestock distributed to them was a one-time gift from the state; others thought it was an annual bonus or a reward from the state. Overall, people were confused about the distribution of animals. Purvee lamented to me: ‘No one explained to us that from now on we would be on our own and that the state would not provide us with the services and direction it had for many decades. We did not know that we now had to take care of ourselves, without any support from the state! We did not understand what privatization really meant!”… State socialism… tried to make economic production, transactions, prices, and exchanges as predictable as possible. Because the state was the main and often the only client, the marketability and competitiveness of products were not a concern for CFs so long as they met established standards. Similarly, the CFs were not worried about appealing to buyers, competing with other CFs for customers, or, in general, predicting demand and adjusting their strategies. Although the system limited (and sometimes prevented) individuals and enterprises from making a profit, it also freed people from having to search for a market and from traveling long distances with highly perishable products for which the sales outcome was uncertain. For many, the CFs were a better system than individual domestic herding of private livestock. Of course, the CFs had many shortcomings, both systemically and as individual enterprises. But in the context of post-socialist impoverishment and uncertainty, many herders missed the security and safety that CFs provided… The distinction between the haves and the have-nots was sharpened, but the distance between the two was as short as one zud, flood, or other natural disaster. Without state support, livestock was constantly under threat. For instance, without state extermination brigades, wolves and foxes regularly raided the herds. The price of a bullet almost equaled the price of a sheep, so many herdsmen could not afford to shoot the attackers regularly. Family members took turns guarding their livestock, and it was rare for a nomadic family to pass an uneventful night. Both men and women complained about the backbreaking labor and about not being able to get away from their household duties in order to see a doctor or visit a sick relative in the hospital… The privatization of SFs was a matter not only of property ownership, as Verdery revealed (2004), but also of the ownership of risk, liability, and debt against properties that were losing value. And specific to Mongolia, the new owners also most likely took on a share of the debt. Some of the economic programs instituted during socialism were never intended to generate profit; their purpose was political and ideological—settling the vast land, managing the population, and creating an illusion of prosperity and development…
Manduhai Buyandelger (Tragic Spirits: Shamanism, Memory, and Gender in Contemporary Mongolia)
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(too much info, keeping up), breakdowns and frustrations in the school systems, taxpaying, bureaucracy, hospitals, and making ends meet. You see, Michael, at last therapy is going to have to go out the door with the client, maybe even make home visits, or at least walk down the street. Jim
James Hillman (We've Had a Hundred Years of Psychotherapy: And the World's Getting Worse)
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Want to be a Freelancer? Do You want to be a Freelancer? If so, first of all - You need to be well-versed in the subject you want to freelance on. If you can be good at a few things, you will get more work as a freelancer. Most of the clients on this platform are foreigners. So to communicate with them you have to master the English language very well. How to Start Freelancing? To start working as a freelancer you need to work step by step from the very beginning. Find a specific task or skill that you want to excel at. Must practice speaking or communication in English. Create your own freelancing account. You have to decide how much money you will take in exchange for the work. Choose the Topic that Suits You - There are many types of jobs that can be done on the freelancing marketplace. Both fairly easy and difficult jobs are available on this platform. Easy jobs include data entry, article writing, and jobs for which a large number of bids are received due to which these jobs have to be rushed and competition is high. Difficult jobs include high-quality expensive jobs like web development, web design, graphics design, and software development. Which have higher remuneration. Now you have to decide what kind of work you will do in freelancing. Everything You Need to Train - The first thing you need to train is patience. Without patience, you can never survive on this platform. There are quite a number of freelancing service providers in our country who provide coaching through various courses. You can complete your training through coaching if you want. You will need a good laptop or computer with an internet connection for regular practice. A minimum of basic computer knowledge is essential for learning the job, along with the ability to speak English. You have to focus hard on the subject you want to master and develop a mindset to stick with it. Incorporate what you have learned and done into your portfolio, gain an understanding of the marketplaces, be disciplined, and work on time. Work to Gain Experience - Your path to freelancing may not be smooth. But it should not stop there. Just as in life, there are various problems, pains, and dangers, so it is in the case of freelancing. At first, you may not get job offers or get results as expected. So don't be impatient, you have to strengthen yourself mentally. Because you are in the first step of gaining your experience. Don't just think of yourself as a freelancer, think of yourself as a student who needs experience, not money. So if you make a mistake at work, try to learn from it. You can Reduce the Unemployment rate by Teaching others to Work - Apart from earning income by teaching others to work, you can reduce the unemployment rate by contributing to the economic development of the country. Day by day the country's job market is deteriorating due to which the number of unemployed is increasing every year. Many youths have lost their whole lives, lost precious time of their lives in the pursuit of government jobs. If you are thinking of making your career permanently as a freelancer then you can train those youngsters and form a team of yours. By doing this you can help create employment for millions of youth and increase your income. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.
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Maybe she’d call up Fury and see if she could pay a little visit to Sabine. But—she’d never ask that of Fury. Fury kept her professional shit out of their lives, and they knew better than to ask too many questions. Only Juniper could get away with it. Honestly, it made no sense that any of them were friends: the future Alpha of all wolves, an assassin for high-paying clients waging war across the sea, a stunningly talented dancer and the only faun ever to grace the stage of the Crescent City Ballet, and … her.
Sarah J. Maas (House of Earth and Blood (Crescent City, #1))
The sins of the father are visited upon future generations…” EXODUS 34:7 Oh, how I used to hate this verse. I once had a client tell me that she hated it, too. It made her think of an-impossible-to-please, vengeful god. A god she wanted no part of. I completely understood, because for a big part of my life, I agreed with her. But then one day, a different perspective on this controversial verse presented itself to me. One that I shared with my client. It’s one I would like to share with you, too. What if this verse is not some warning of wrath from a vengeful, punitive deity? What if this verse is not talking about something God does to us, but rather something we do to ourselves—and to each other? What if this verse is actually a compassionate, albeit cryptic, warning? Perhaps it is a rallying cry to get us to show up and own our crap; to heal and to grow, and to set future generations up to do the same. What if this verse is a plea from on High to recognize our choices can set off ripple effects that are far beyond our understanding and that our choices influence the future beyond what we are able to recognize in the tangible, relational realms. And what if this ominous, poetic warning is really pointing us toward something much more scientific and even holistic? What if it’s a proof-text that we are incapable of living compartmentalized lives—that every part of us is inextricably connected to the other, not only within our own lives, but in all the lives that lead up to our existence? What if the ripples set in motion by those who have gone before us cast destructive waves upon the present and have potential to reach into future generations, unless there is some intervention?
Gina Birkemeier (Generations Deep: Unmasking Inherited Dysfunction and Trauma to Rewrite Our Stories Through Faith and Therapy)
Everything You Need to Do Freelancing One must possess some basic skills to do freelancing work. For example, a good computer, internet, and browsing should be well understood. Freelancing work is mostly hired by foreign buyers. In that case, you must have English speaking skills, know how to write good English while chatting, and keep practicing speaking English regularly. How to Get Work at Freelancing? Freelancing means being contracted to other people or companies and working as a contract. To do this, you need to have some special creativity in freelancing, which you can sell to clients as a service. How You Can Get Work: First, you need to select a freelancing platform from which you want to work. Decide in which category you want to make your career. Then open an account there, add your portfolio, and post it through a blog. Then start promoting your freelancing skills and talent. You can also get work by promoting your skills on Linkedin, Pinterest, and Twitter. Search for jobs based on your skills on various job forums (Upwork, Fiverr) and others. By doing these above tasks, you will get a job according to your needs, InshaAllah. Some Principles to Be a Good Freelancer: Time-sharing: You can create a timetable for when you will do a task. For example – You can keep morning time for various practices, afternoon time for study or other research, and night time for work. It will reduce the pressure on you. Eat meals on time: Never have irregular meals, if you do you will get sick very soon. And if you get sick, you can't work. As a result, you will suffer both physically and financially. So eat food on time. And remember, "Food first then Work". Don't Embrace Loneliness: People who are freelancing have to be alone most of the time. As a result, they cannot give time to everyone and become lonely. But you should never make this mistake. You will find time for yourself outside of your work to spend time gossiping with family or friends. How to Increase Your Workload: Increase work efficiency, and present the nature of work attractively and accurately. Quality of work will help you get additional work. Keeping the client happy at work is paramount. If you want, you can provide a little more service than the client asked to do without any charge. And can request you to give a 5-star rating. Clients may be happy with you for additional services and offer more work. Never overprice your work or service unless you are a popular freelancer in the marketplace. Please visit Our Website (Bhairab IT Zone) to Read more Articles related to Freelancing and Outsourcing. Thank You.
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In Nigeria, the Global Fund to Fight AIDS, Tuberculosis and Malaria has granted US$74 million so far for HIV, all of it for work with the ‘general population’. Nigeria gets large slabs from PEPFAR, too, US$105 million in 2006 and rising; 90 per cent of the prevention money was going to ‘general population’ interventions.4 ‘Youth’ is an especially popular focus for prevention efforts in Nigeria, even though HIV tests in several thousand recent graduates from technical college showed that just 1.2 per cent were infected–hardly a sign of an epidemic that is out of control among young people in the general population. Meanwhile, Nigeria has a vibrant sex industry. I can’t say how vibrant because the national programme has until now more or less ignored commercial sex. In a national survey in 2003, 3 per cent of men said they visited a prostitute in the last year, so that would be 1.2 million clients right there, and the probable total is a lot higher.5 There are no estimates of how many women sell sex, and there’s no routine HIV surveillance among sex workers. Sporadic studies are not encouraging. In 2003, 21 per cent of sex workers in the western city of Ibadan and 48 per cent in nearby Saki were infected with HIV.6 Of course, we don’t have a clue how much HIV is spread in sex between men in Nigeria, because no one has asked–the first studies got underway only in 2007. Scattered assessments in drug injectors in eight Nigerian cities in the early 2000s showed that they were as yet no more likely to be infected with HIV than non-injectors, which suggests that there’s still a chance to prevent a major epidemic in this group.7 But how much of the millions of dollars sloshing around for HIV prevention in Nigeria is being spent on drug injectors? As of mid-2007, none.
Elizabeth Pisani (The Wisdom of Whores: Bureaucrats, Brothels, and the Business of AIDS)
- So what do you want me to do, Adam? I cannot be everywhere at the same time. I already have to be in three places at once, not just two. My Spanish is much better than it was half a year ago, but I am not native, Adam - I am not Catalan, I am not Spanish. - Alright, alright, alright. Jesus. - What do you mean, Boss Jesus? I am Tomas, the king of the Goys, not the Jews. - HAHAHA. Get serious now. This costs me money. - You’re kidding. You don’t even pay me a salary and my girlfriend is crazy about it. How do you want me to make over 10,000 Euros in net traffic a month if you are sending me to the same Estanco stores that never order and barely have any traffic, just wasting my time, Adam? - Mario made a lot of business with Estancos. - Bullshit, Boss. Mario, Mister Jerk Twister made monkey-business with a handful of Estancos. He sold a set of twelve crumble-cards with a free display in 2012 Spring and he never showed up again, they said. Was he even in Spain, Adam? - That’s not the point. - OK. So what is the point? - Mario made a lot of business. - Would you like to show me the total sum of wholesale figures Mario allegedly made in 2012, Boss? - No. - Because Mario didn’t make 10 000 Euros traffic in an entire year, Boss. Monkey-business. - You are spending 140 Euros on these two kids for the two catalogs and wasting time here with Rachel. - So do you want Rachel to stay here all night to laminate all this by herself, or may I help her so that we can give the catalogs to the two kids and we at least triple our potential tomorrow, so they can do sales, Adam, so they could go and visit all the Estancos as you wish? - Yeah, sure. - Thank you. Adam the tiny Estancos are seasonal and some of them don’t even keep our kinds of products they rely soley on tobacco sales, elder Catalan people. Clubs are opening at every corner, Adam and they need us to supply them with products. They won’t be so seasonal, they cannot rely on the tourism by law they cannot register walk-ins. - Cccc. They register anyone, what are you talking about? - No. Which club? - Club Alfalfa. The custom card client, Mario and Tom made in 2012. - Yeah, the marijuana club where there were two Police razzias both found cocaine twice behind the booth, so far. - But they are open again. Selling weed. - For how long Adam? How many times can they re-open after the Police had shut the club down twice already because of cocaine? How many members or employees they arrested, Adam? Would you bail me out if I go inside the wrong door one day, representing you?
Tomas Adam Nyapi (BARCELONA MARIJUANA MAFIA)
What is Freelancing? Freelancing is a work arrangement where individuals offer their services to clients on a project basis, often remotely and without being tied to a single employer. In this model, freelancers are self-employed and take on various assignments from different clients, rather than having a traditional full-time job. A Freelancer can provide various types of services in a wide range. Such as Article writing, Graphic design, Web development, Digital marketing, Consulting, SEO, and more. They have the flexibility to choose the projects they work on, set their own rates, and determine their work schedules. Some Features of Freelancing are Discussed Below: 1. Flexibility: Freelancers usually work on projects of their choice and set their own working hours. Because they have that freedom, which allows them to balance work with personal life. 2. Independence: Freelancers are essentially their own bosses. They manage their work, clients, and business operations independently. 3. Diversity: Freelancers can work on different projects for different clients, gaining exposure to different industries and challenges. 4. Remote Work: Most freelancers work remotely, enabling them to collaborate with clients from around the world without the need for a physical office. 5. Project-Based: Freelancers are hired for specific projects or tasks, with defined start and end dates, rather than being employed on a long-term basis. 6. Skill-Based: Freelancers offer specialized skills that clients might not have in-house, making them valuable for tasks requiring expertise. 7. Income Variation: Freelancers' income can vary based on the number and type of projects they take on, making financial planning important. 8. Client Relationships: Building strong client relationships is crucial for repeat business and referrals. 9. Self-Promotion: Freelancers often need to market themselves to attract clients and stand out in a competitive market. Basically, you can do freelancing with the work you want to do or the work you are good at. The most interesting thing is that in this field you are everything and your decision is final. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.
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Freelancing and Creativity - In Freelancing, doing a job in different ways is called creativity. The importance of creativity is immense among all that is required for freelancing work because creativity is the main thing of freelancing. It is difficult to give an exact definition of creativity. Because there is no end to creativity. In the case of some, creativity or the development of creativity begins to manifest naturally, while for some it manifests through talent, practice, and practice. Creativity is basically a mental process that is the result of positive thinking, perseverance, and high analytical ability. Just as it takes practice, practice, and dedication to develop this creativity, there is a high chance that this creativity will be wasted if it is not properly used or applied. Below are the causes of creativity loss and ways to increase Creativity: ** Reasons for loss of Creativity - Lack of focus on work – Creativity does not arise if there is no focus on work, to complete a task properly, there must be focus on it. Irregular sleep – the brain does not work properly if you do not sleep properly, repeated sleep disturbances can also cause many mental problems that hinder creativity. Suffering from indecisiveness – Having too many negative thoughts running through your head while doing a task can also hamper creativity. For example: if the work is going well, if the client likes it, if the client doesn't like it, if the client doesn't pay, etc. Fear of not succeeding at work – Many people rush to work for quick cash income, but it does not work properly or on the contrary, more creativity is lost, which results in payment time problems. As a result, the fear of not succeeding enters the freelancer. ** Ways to Increase Creativity - Dietary discipline – Of course, there is no substitute for healthy eating. Consuming regular meals maintains mental and physical well-being which in turn enhances creativity. Gaining knowledge from nature – Nature is the main source of knowledge. All the sages and poets in the world were worshipers of nature. All of them could see something extraordinary in the ordinary things of this nature. Try to see it that way. From everyday events – notice what is happening around you. You can get new ideas from it, for example, you can get an idea on any subject by reading a book, and new ideas can be invented while watching TV or watching newspaper advertisements. Write down ideas – We all have something going on in our heads all the time, either mainly through thought or sensory processing. So whenever you get an idea, note it down so that you don't forget to read it. So, creativity is created by the combination of ideas and skills. Freelancing is unthinkable without this creativity because to do freelancing you must have a clear idea about something or acquire full skill in that subject. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.
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Just as creating value for clients requires a degree of customer intimacy, being close to your suppliers enables you to see initiatives that would increase supplier surplus. Do you remember Yasukane Matsumoto, the Japanese printing executive? He visits each of his suppliers personally before he decides to build a partnership.
Felix Oberholzer-Gee (Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance)
First, as mentioned earlier street-level bureaucracies usually must choose additional services rather than improvement in services if they have slack resources. Second, claims of qualitative improvements in the form of spending more time on each case are often spurious. Case loads are often informally divided into active and inactive categories. The inactive cases are often not truly inactive but represent cases to which the street-level bureaucrat is unable to attend in the ordinary course of the day. They are regarded as low priority for reasons having little to do with the client but a lot to do with the pressures on the workers. A social worker required to make more home visits than he or she can possibly arrange and still take care of more pressing responsibilities, or a legal services lawyer with a large case load, only a portion of which he or she can act on in the course of a week, have divided their cases in such ways by necessity. When additional workers enter these agencies, they may reduce the formal case load by taking on a portion of each worker's load. But presumably they will only be able to work with the same number of clients as the other workers. Thus they will have the same active case load, and everyone in the agency will have smaller inactive case loads. More clients will be seen or served, but the amount of actual time spent with the average client will not have improved.
Michael Lipsky (Street-Level Bureaucracy: The Dilemmas of the Individual in Public Service)
How to Freelance Could it be said that you are fed up with being a representative encountering the monotonous routine? Assuming that your response is indeed, this present time would be the opportunity to consider outsourcing your experience and abilities. Outsourcing is rapidly turning Into the calling which is carrying specialists into what's in store. Organizations are starting to downsize on costs, including their labor force, and they are going to the outsourcing business sector for help. Assuming you have involvement with any of the above regions, or something else, there is an incredible opportunity that you can embed your skill into the outsourcing industry without any problem. There are an astounding measure of clients out there searching for your abilities and ready to pay great cash to use them please visit here how to freelancing for more details. Freelance composing is an extremely complicated interaction that relies upon, and just on the essayist. While this vocation decision is difficult to get into, it is strikingly simple to transform the composing field and earn substantial sums of money simultaneously. There are three essential things about freelance composing that each essayist, new or not, should be aware or have a grasping of. We check out at them exhaustively here: The when of freelance composition There is no when to freelance composition. A capable essayist can compose whenever of the day or night; one glimmer of motivation and he's up and composing on the pc. However, this is valid just for a couple of essayists. A large number of us compose at explicit times, with the end goal that our innovativeness becomes restricted to those hours as it were. A work at home mother will rise and shine right on time to get in a couple of hours before the children wake up. An undergrad will work in the nights after talks. However, with freelance composition, it's best not to get into a groove to such an extent that your innovativeness endures. The where of freelance composition Here, most essayists have a decision. A few of us need clear walls around us with zero commotion levels to have The option to work capably. Others need a boisterous climate. Others can work anyplace; from the middle of a well of lava emission to a path seat on a cable car in london. You get to choose where you are generally agreeable, and work from that point. The how of freelance composition Once more, there is no how to freelance composition. You should simply sit at your pc or type-essayist, and get moving. Those dealing with a particular task as of now have some thought of what they will compose, while others sit before their clear screens and get their dream together. In the cutting edge world, however, this approach is becoming old, since each essayist worth his time and energy is charging constantly. A typical slip-UP freelancers make is having powerless correspondence with their clients. You should know about this in light of the fact that continually rehashing this error can set you back huge load of cash as long as possible. You should be certain that you impart successfully while getting the task and furthermore during the venture. you want to construct and keep up with trust with your clients. The following mix-up you should know can occur with an extremely normal benefit you can have as a freelancer, how much tasks you can have. You can have many undertakings for yourself as you can deal with. However, you'll have to genuinely check what you can deal with. At long last, let's talk about recurrent business. That is when clients utilize your administrations again and again. At the point when you get you first clients, you might begin imagining that since you got work from them that you'll continue to get work from them. This is an unfortunate mix-up on your part. You believe that should conquer this by keeping up with great terms with your client and staying in contact with them.
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Attempts at trying to directly alter internal experiences (a.k.a. painful emotions) are viewed as less fruitful (and often impossible) than attempts at changing the environment in which these experiences occur. If a client is depressed, what changes can they make to their lives to have a different experience? As the behavioral activation literature has taught us, because we have more control over external behaviors (e.g., taking a walk, visiting with friends) than we have over internal behaviors (e.g., uncomfortable thoughts and feelings), it’s generally more effective to try to effect change with what we can control or influence (Kanter et al., 2012).
Brian L. Thompson (ACT-Informed Exposure for Anxiety: Creating Effective, Innovative, and Values-Based Exposures Using Acceptance and Commitment Therapy)
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Krista Mashore (3 Clients in 30 Days: 30 Day Top Producer Blueprint For Real Estate Agents)
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.
Stephen Thompson (Failed Choices: A Critique Of The Hillary Clinton State Department)
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It is hard to keep track of the nation’s ever-changing and merging providers of backup care—companies with names like Visiting Angels, Home Alone, and Comfort Keepers; some are franchises, and others are centrally managed. One of the leaders was the Work Options Group, based in Superior, Colorado, whose clients included
Jane Gross (A Bittersweet Season: Caring for Our Aging Parents--and Ourselves)
Commercial exhibitors will often have strategic goals that explain the competitive strengths and unique advantages of their current offer. Related but slightly different are visitor outcomes. These describe the ideas of impressions the client wants the audience to take away from their visitor experience. [...] It can be really helpful to state intended "visitor outcomes" as well as "visitor messages", as there is a critical difference between delivering messages (saying that "science is fun") and designing an experience that creates an understanding in the mind of the visitor (having visitors say "science is fun" after their visit).
Philip Hughes (Exhibition Design)
Mid-June 2012 …Do you remember the arrogant male model who came to the Bahriji School to give a grooming course to us students when we were there? An evening after my return to London, while staying at Uncle James’ home, I visited one of the London sex clubs. Uncle James was in Hong Kong and I had his town house to myself before I moved to my own lodgings in Ladbroke Grove, recommended by the Nottinghill Methodist Church housing project. I was terribly lonely and needed company desperately. I ventured to “Heavens” located Under the Arches on Villiers Street, Charing Cross, a little before midnight. In 1972, this establishment was located in a large warehouse. For the uninitiated, the entrance was nondescript. It was dimly lit from the outside, and when a patron wished to gain entry, he pressed an obscure doorbell by the side of a huge aluminum sliding door. A pair of eyes would look through a peephole, checking to make sure that it was neither a police raid nor an underage client. If the patron was handsome and dressed like a macho gay man, he’d be asked for identification. Once approved, the green door would slide open to allow entry. Inside “Heavens” was a different world. Throngs of leather and denim-clad patrons checked their belongings in the tiny cloakroom next to the cashier’s booth. A small safety deposit box was then allocated upon request for each visitor to deposit his wallet or important documents for safekeeping. The safety deposit box key, attached to an elastic band together with the clothing claim tag, would then be handed to the patron to wear around his wrist or ankle. Most patrons were shirtless except for their jeans and leather pants. The uninhibited would strip down to their jock straps or sports undergarments. Their naked buttocks were ready to be in service for a night of unbridled debauchery.
Young (Unbridled (A Harem Boy's Saga, #2))
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the duke acted as an unofficial “door opener” for financier David Rowland and his secretive bank for the super-rich in Luxembourg, Banque Havilland S.A. Thanks to Andrew’s royal connections and envoy role, he was able to pitch the bank’s services to potential clients from the ranks of the high-net-worth elite. Rowland even brought Andrew on an official visit to China. In return he had access to a Bombardier Global Express jet and a virtually limitless credit card—Rowland even paid off a £1.5 million loan Andrew owed to his bank.
Omid Scobie (Endgame: Inside the Royal Family and the Monarchy's Fight for Survival)
My client described her dreams in the same way I’d heard countless visitations depicted: super-vivid. Many report that the dreams felt almost like real-life memories. Whereas normal dreams are often nonsensical, inconsistent in chronology, and varyingly vague, spiritual dreams have an unmistakable sharpness. They also tend to be remembered as short interactions, regardless of time elapsed. To an intuitive person, dream visitations are conspicuous and very difficult to ignore.
Tyler Henry (Between Two Worlds: Lessons from the Other Side)
Freelancing Hero" is an innovative online platform designed to empower individuals aspiring to thrive in the dynamic world of freelancing. At the heart of the website lies a comprehensive array of resources, meticulously curated to guide freelancers through every step of their journey, from novice to expert. Upon entering the website at Freelancing Hero, users are greeted with a sleek and intuitive interface that immediately sets the tone for a productive learning experience. The homepage offers a glimpse into the wealth of knowledge and support available, enticing visitors to explore further. One of the standout features of Freelancing Hero is its diverse range of educational materials. From informative articles and in-depth guides to video tutorials and interactive workshops, the platform caters to various learning styles and preferences. Whether individuals are seeking advice on finding clients, managing finances, honing their skills, or navigating the freelancing landscape, they can find valuable insights and practical tips tailored to their needs. Navigating through the website is seamless, thanks to its user-friendly design and intuitive navigation menus. Visitors can easily browse through different categories, search for specific topics, or dive into curated learning paths designed to address specific freelancing challenges or goals. Moreover, Freelancing Hero fosters a sense of community and collaboration among its users. Through forums, discussion boards, and networking opportunities, freelancers can connect with peers, share experiences, seek advice, and build meaningful relationships within the freelancing community. Aspiring and seasoned freelancers alike will find Freelancing Hero to be a trusted companion on their journey to success. With its wealth of resources, user-friendly interface, and vibrant community, the website stands as a beacon of support and guidance in the competitive world of freelancing. Whether individuals are just starting out or looking to take their freelancing career to new heights, Freelancing Hero equips them with the knowledge, tools, and connections they need to thrive in the digital marketplace.
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