Clients Appreciation Quotes

Experts who acknowledge the full extent of their ignorance may expect to be replaced by more confident competitors, who are better able to gain the trust of clients. An unbiased appreciation of uncertainty is a cornerstone of rationality—but it is not what people and organizations want.

The goal is to have customers who appreciate the value your business is selling; and customers who are willing and able to pay for that value. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Maslow might be speaking of clients I have known when he says, “self-actualized people have a wonderful capacity to appreciate again and again, freshly and naively, the basic goods of life with awe, pleasure, wonder, and even ecstasy, however stale these experiences may be for other people.” (4, p. 214)

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

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

Experts who acknowledge the full extent of their ignorance may expect to be replaced by more confident competitors, who are better able to gain the trust of clients. An unbiased appreciation of uncertainty is a cornerstone of rationality—but it is not what people and organizations want. Extreme uncertainty is paralyzing under dangerous circumstances, and the admission that one is merely guessing is especially unacceptable when the stakes are high. Acting on pretended knowledge is often the preferred solution.

The artist Georges Rouault wrote: 'An artist is like a galley slave, rowing toward a distant shore that he will never reach.' We all have a distant shore we'll never reach. But we can get so much richness from life while accepting that we are always rowing. Stretch yourself to consider the stories of desire. Learning never ends, and the particulars of life experiences are remarkable. Keep asking yourself what you want, and while you see the distant shore, notice and appreciate where you are, where you've come from, and all that it means to be you.

I felt a numb shock as I drove home anxious to get my chocolate flowers and wondering how my mother arranged to get them delivered to me at the exact time of her passing as promised. I arrived home to a note on my door to go to the neighbor on the right. I knocked at the door and the grouchy older man answered. Without saying a word, he went to his refrigerator, opened it and said, "I think these are for you." He handed me the large bouquet of fruits all cut out like flowers and dipped in chocolate."It looks like chocolate flowers." he said with a grin, adding "I had a few, and they were great!" I held my delivery. I opened the small envelope and read the card: Dear Jori, We appreciate you showing us homes and although it has been months, we thought of you and wanted to do something nice for you today. I hope you remember us. The Johnsons This was a previous client who was a pastor. He never knew I had a mother who had cancer nor did I ever mention the conversation about the chocolate flowers. It had been several months since I had heard from this couple who were considering purchasing a home. I called the client, whom I haven't spoken to in such a long time. I was confused and wanted to know what made them decide to send me chocolate flowers, and why that day, of all days? He said it was his wife's idea to do something nice for someone and they agreed it on it being me. Mrs. Johnson thought of the chocolate flowers.

Most of my colleagues who work with past life clients have listened to overlapping time chronologies from people living on Earth in two places at once. Occasionally, there are three or more parallel lives. Souls in almost any stage of development are capable of living multiple physical lives, but I really don't see much of this in my cases. Many people feel the idea of souls having the capacity to divide in the spirit world and then attaching to two or more human bodies is against all their preconceptions of a singular, individualized spirit. I confess that I too felt uncomfortable the first time a client told me about having parallel lives. I can understand why some people find the concept of soul duality perplexing, especially when faced with the further proposition that one soul may even be capable of living in different dimensions during the same relative time. What we must appreciate is, if our souls are all part of one great over-soul energy force which divides, or extends itself to create our souls, then why shouldn't the offspring of this intelligent soul energy have the same capacity to detach and then recombine?" Chapter Ten The Intermediate Soul

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

ISIS was forced out of all its occupied territory in Syria and Iraq, though thousands of ISIS fighters are still present in both countries. Last April, Assad again used sarin gas, this time in Idlib Province, and Russia again used its veto to protect its client from condemnation and sanction by the U.N. Security Council. President Trump ordered cruise missile strikes on the Syrian airfield where the planes that delivered the sarin were based. It was a minimal attack, but better than nothing. A week before, I had condemned statements by Secretary of State Rex Tillerson and U.N. Ambassador Nikki Haley, who had explicitly declined to maintain what had been the official U.S. position that a settlement of the Syrian civil war had to include Assad’s removal from power. “Once again, U.S. policy in Syria is being presented piecemeal in press statements,” I complained, “without any definition of success, let alone a realistic plan to achieve it.” As this book goes to the publisher, there are reports of a clash between U.S. forces in eastern Syria and Russian “volunteers,” in which hundreds of Russians were said to have been killed. If true, it’s a dangerous turn of events, but one caused entirely by Putin’s reckless conduct in the world, allowed if not encouraged by the repeated failures of the U.S. and the West to act with resolve to prevent his assaults against our interests and values. In President Obama’s last year in office, at his invitation, he and I spent a half hour or so alone, discussing very frankly what I considered his policy failures, and he believed had been sound and necessary decisions. Much of that conversation concerned Syria. No minds were changed in the encounter, but I appreciated his candor as I hoped he appreciated mine, and I respected the sincerity of his convictions. Yet I still believe his approach to world leadership, however thoughtful and well intentioned, was negligent, and encouraged our allies to find ways to live without us, and our adversaries to try to fill the vacuums our negligence created. And those trends continue in reaction to the thoughtless America First ideology of his successor. There are senior officials in government who are trying to mitigate those effects. But I worry that we are at a turning point, a hinge of history, and the decisions made in the last ten years and the decisions made tomorrow might be closing the door on the era of the American-led world order. I hope not, and it certainly isn’t too late to reverse that direction. But my time in that fight has concluded. I have nothing but hope left to invest in the work of others to make the future better than the past. As of today, as the Syrian war continues, more than 400,000 people have been killed, many of them civilians. More than five million have fled the country and more than six million have been displaced internally. A hundred years from now, Syria will likely be remembered as one of the worst humanitarian catastrophes of the twenty-first century, and an example of human savagery at its most extreme. But it will be remembered, too, for the invincibility of human decency and the longing for freedom and justice evident in the courage and selflessness of the White Helmets and the soldiers fighting for their country’s freedom from tyranny and terrorists. In that noblest of human conditions is the eternal promise of the Arab Spring, which was engulfed in flames and drowned in blood, but will, like all springs, come again.

The client trusts you. I appreciate the value in maintaining a high level of customer satisfaction. But it’s my job to point out the opportunity cost of a salesperson spending 95 percent of the time babysitting existing customers. That sounds a lot more like a customer service role than a sales role.

Mr. Cabal’s lawyer didn’t appreciate your description of his client as ‘yellow-bellied vermin culled from the stinkpot of Castro’s jails for discharge at Mariel’s harbor of shame.

Leadership is about relationships - whether it’s a business deal with a client or a conversation with a family member - our ability to understand and appreciate individual uniqueness and perspective is paramount to living a fulfilled life.

I needed to grab another box of screws, but, when I got to the truck, I realized I’d left my wallet in my tool bucket. When I went back ground the house to get it, she had my plans open and was double-checking all my measurements.” Emma’s cheeks burned when Gram laughed at Sean’s story, but, since she couldn’t deny it, she stuck her last bite of the fabulous steak he’d grilled into her mouth. “That’s my Emma,” Gram said. “I think her first words were ‘If you want something done right, do it yourself.’” “In my defense,” she said when she’d swallowed, pointing her fork at Sean for emphasis, “my name is on the truck, and being able to pound nails doesn’t make you a builder. I have a responsibility to my clients to make sure they get quality work.” “I do quality work.” “I know you build a quality deck, but stairs are tricky.” She smiled sweetly at him. “I had to double-check.” “It’s all done but the seating now and it’s good work, even though I practically had to duct tape you to a tree in order to work in peace.” She might have taken offense at his words if not for the fact he was playing footsie with her under the table. And when he nudged her foot to get her to look at him, he winked in that way that—along with the grin—made it almost impossible for her to be mad at him. “It’s Sean’s turn to wash tonight. Emma, you dry and I’ll put away.” “I’ll wash, Gram. Sean can dry.” “I can wash,” Sean told her. “The world won’t come to an end if I wash the silverware before the cups.” “It makes me twitch.” “I know it does. That’s why I do it.” He leaned over and kissed her before she could protest. “That new undercover-cop show I like is on tonight,” Gram said as they cleared the table. “Maybe Sean won’t snort his way through this episode.” He laughed and started filling the sink with hot, soapy water. “I’m sorry, but if he keeps shoving his gun in his waistband like that, he’s going to shoot his…he’s going to shoot himself in a place men don’t want to be shot.” Emma watched him dump the plates and silverware into the water—while three coffee mugs sat on the counter waiting to be washed—but forced herself to ignore it. “Can’t be worse than the movie the other night.” “That was just stupid,” Sean said while Gram laughed. They’d tried to watch a military-action movie and by the time they were fifteen minutes in, she thought they were going to have to medicate Sean if they wanted to see the end. After a particularly heated lecture about what helicopters could and couldn’t do, Emma had hushed him, but he’d still snorted so often in derision she was surprised he hadn’t done permanent damage to his sinuses. “I don’t want you to think that’s real life,” he told them. “I promise,” Gram said, “if I ever want to use a tank to break somebody out of a federal prison, I’ll ask you how to do it correctly first.” Sean kissed the top of her head. “Thanks, Cat. At least you appreciate me, unlike Emma, who just tells me to shut up.” “I’d appreciate you more if there wasn’t salad dressing floating in the dishwater you’re about to wash my coffee cup in.” “According to the official guy’s handbook, if I keep doing it wrong, you’re supposed to let me watch SportsCenter while you do it yourself.” “Did the official guy’s handbook also tell you that if that happens, you’ll also be free to watch the late-night sports show while I do other things myself?

I see professional advisors cold-call perfect strangers rather than do a call rotation for existing clients. I see advisors do prospecting seminars rather than a client advisory council or client appreciation event, and I see advisors run advertising campaigns rather than network with existing strategic allies and other professional influencers. “Spray and pray” marketing strategies are flawed on so many levels. Why, then, do so many advisors still attempt them? The reason for this is simple; nurturing existing relationships and other tried and true strategies can be boring and rarely results in instant gratification. Too many advisors want to find the next “new idea”, something with some “sizzle”, and, as a result, are continually searching for and dabbling with concepts that ultimately have minimal impact. It’s not unlike investing. How many times have you seen someone try to hit a home-run with a high-risk investment opportunity rather than stick with a methodical long-term approach? It’s not just money that compounds. As I’ve said before, discipline compounds, too. You have to be patient and let your efforts gather momentum. Too many advisors get themselves into the proverbial “Red Zone” and, rather than stick to the plan and see it through, they self-sabotage by abandoning the fundamentals and trying something new. Neglect also compounds. If we neglect our existing relationships it’s only a matter of time before they’ll be lured away and we’ll have to throw our own Hail Mary. Don’t deviate from your process. Identify the most fundamentally sound and proven trust-building activities, stick with them and tune out all the other noise. It’s much more effective to strengthen and nurture existing relationships over the long haul, rather than perpetually trying to start new ones. The prospecting treadmill is draining and you are building a business that is chaotic and unfocused. Relationships are proprietary and are a big part of the equity that you are building in your business.

I e-mailed all my clients a twenty-percent-off coupon. Diverted all thoughts of Helen. Thwarted all invitations to binge drink with Lee and Chip. Allowed myself only brief, utilitarian forays into the labyrinth of Internet porn. Delighted in the shrinkage of my potbelly. Took pleasure in the flexing of new muscle tone. Snacked on baby carrots. Learned to appreciate the slow crawl of the sun over my patio as I gingerly sipped a Miller Light

I once had a foreign exchange trader who worked for me who was an unabashed chartist. He truly believed that all the information you needed was reflected in the past history of a currency. Now it's true there can be less to consider in trading currencies than individual equities, since at least for developed country currencies it's typically not necessary to pore over their financial statements every quarter. And in my experience, currencies do exhibit sustainable trends more reliably than, say, bonds or commodities. Imbalances caused by, for example, interest rate differentials that favor one currency over another (by making it more profitable to invest in the higher-yielding one) can persist for years. Of course, another appeal of charting can be that it provides a convenient excuse to avoid having to analyze financial statements or other fundamental data. Technical analysts take their work seriously and apply themselves to it diligently, but it's also possible for a part-time technician to do his market analysis in ten minutes over coffee and a bagel. This can create the false illusion of being a very efficient worker. The FX trader I mentioned was quite happy to engage in an experiment whereby he did the trades recommended by our in-house market technician. Both shared the same commitment to charts as an under-appreciated path to market success, a belief clearly at odds with the in-house technician's avoidance of trading any actual positions so as to provide empirical proof of his insights with trading profits. When challenged, he invariably countered that managing trading positions would challenge his objectivity, as if holding a losing position would induce him to continue recommending it in spite of the chart's contrary insight. But then, why hold a losing position if it's not what the chart said? I always found debating such tortured logic a brief but entertaining use of time when lining up to get lunch in the trader's cafeteria. To the surprise of my FX trader if not to me, the technical analysis trading account was unprofitable. In explaining the result, my Kool-Aid drinking trader even accepted partial responsibility for at times misinterpreting the very information he was analyzing. It was along the lines of that he ought to have recognized the type of pattern that was evolving but stupidly interpreted the wrong shape. It was almost as if the results were not the result of the faulty religion but of the less than completely faithful practice of one of its adherents. So what use to a profit-oriented trading room is a fully committed chartist who can't be trusted even to follow the charts? At this stage I must confess that we had found ourselves in this position as a last-ditch effort on my part to salvage some profitability out of a trader I'd hired who had to this point been consistently losing money. His own market views expressed in the form of trading positions had been singularly unprofitable, so all that remained was to see how he did with somebody else's views. The experiment wasn't just intended to provide a “live ammunition” record of our in-house technician's market insights, it was my last best effort to prove that my recent hiring decision hadn't been a bad one. Sadly, his failure confirmed my earlier one and I had to fire him. All was not lost though, because he was able to transfer his unsuccessful experience as a proprietary trader into a new business advising clients on their hedge fund investments.

Do you need your site to show up in the main query items on Google? With these tips that I give you beneath you can improve your SEO or natural situating , so when somebody enters Google your watchwords and topic, your site is the primary spot where the client clicks. The importance of the abbreviation SEO is Search Engine Optimizers, whose strict interpretation is site design improvement . It is tied in with improving the situation in which web crawlers present our site when a client makes a question. Along these lines, so as to streamline the site and cause it to show up among the first in the rankings, we should consider various angles , which, did accurately, will ensure a decent situation for our site. To put it plainly, Google will put the best website pages in first position . What's more, how does Google realize which pages are the best? In this rundown of tips , you'll find what strategies Google uses to discover how. On the off chance that you need to find out additional, I leave you this super seotipscontrol , strongly suggested, by Bruno Vázquez-Dodero . In spite of the fact that this appears glaringly evident, I needed to feature it. Google significantly punishes " copiotas ", to place it in a benevolent manner. It finds that there are at least two copy substance and will punish the subsequent who has entered that data on the Internet. Be that as it may, you might be thinking "however I can't post literally nothing rehashed on my site?". Envision that you have been met and you need to duplicate it actually on your site. For this situation, Google would punish you, so the arrangement could be to take a screen capture and enter it as a picture on your site. To be obvious from when Google will punish us, it is 20% . On the off chance that in a post we present a popular expression from a creator, there will be no issue, since it will be under 20%. In any case, you know, be cautious with entering more than that 20%. Another way that Google needs to realize which site pages are the best is the time spent on the site. On the off chance that it distinguishes that your clients invest a great deal of energy in your site, it will profit you by improving your situation in the rankings. What would we be able to do to keep clients from leaving the web rapidly? Basically, that our site is upgraded and we have great substance , exactly what they request, obviously. Yet in addition, we can build the time with recordings and pictures , for instance. Since as clients, we are for the most part in a rush, and when we examine a page or post, we possibly stop on the off chance that we see something that grabs our eye. In this manner, on the off chance that we use infographics and recordings, there are more opportunities for the client to stop and increment the time spent on our site. The more your substance is shared on Social Networks, the better your SEO situating will be. Make it simple for your clients, place catches of interpersonal organizations in obvious territories of your site, and obviously in your blog articles, so that in the event that they loved what you have composed they will have it simple to share it. At the point when you compose great substance, your clients are appreciative for the important data you have given them and need to impart it to their whole network. I should specify the instance of Google+ . It is the same old thing that the Google interpersonal organization has not exactly gotten on with clients, along these lines, the web index incredibly benefits those of us who use it. In the event that we share our blog entries and pages on Google+, it benefits us enormously for our situating. As an account I will disclose to you that when I began this from pages and interpersonal organizations, I made a profile in Google My Business for my mom's store, where all the data that is entered is connected to Google+. I entered their site which at the time had a poor SEO.

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In addition, you will be exploring the unique terrain of this person’s life. You should feel free to ask questions about her experience. For instance, “Mary is your sister-in-law?” or “Did you move a lot?” or “It sounds like things changed a lot after your mother died.” And most importantly, it is okay to say, “I don’t understand.” Remember, the client will appreciate your interest in her, and asking her to help clarify who or what or when or how is a way of demonstrating your interest. The question to avoid, however, is “Why?” For instance, “Why did your father do that?” or “Why did you feel that way?” or “Why can’t you tell your brother that?” These questions call for an understanding of motivation and for a response that suggests insight about the client’s own behavior or the behavior of others. They are also implicitly asking the client to articulate feelings. She may do that spontaneously, but it is best not to ask for feelings yet. There are a number of reasons for this. First,

Jenna, you are halfway to freedom from Wayne. A few more months and you can hand him back to us, and not have to deal with him anymore. If you launch this business with him, you are locked in, day in and day out, for a minimum of four or five years. And really, can you imagine him really helping at these events? I just see him knocking over ice sculptures, and tipping over cakes, and generally being a bull in the china shop everywhere he goes. A bull on steroids. With an inner ear imbalance. On roller skates." "Enough, lawdouche, she gets it." "I know. But again, Wayne is pretty clear that his area here would be identifying and helping land clients, and consulting on thematic details and event brainstorming, and keeping up with all industry aspects of the target market." "You mean going to movies, reading comics, and playing video games." "Yep, something like that." "You can't really be thinking you are going to do this." "I can be thinking that. And I'm pretty sure that the only opinion I asked you for on this was legal ramifications and financial obligations. I don't really care about your personal opinions." "Well, that hurts my feelings, because I still care about you on a personal level, and I think this is a huge mistake for you personally." I wait for my heart to race, for the sweats to start, for my colon to twist itself into a pretzel. And when none of that happens, I look at Brian. "I think, that being the case, that perhaps you ought to speak to your partners about who might be the best attorney to work with me moving forward." "You're firing me? Because I care about you?" "I'm firing you because I need an attorney who is less personally interested in the decisions I make. I'm a big girl, and I have a dad. And clearly, this is no longer a good fit. I'll appreciate a call from the other partners by the end of the week with a plan that I can review." "Seriously, I feel like you've completely lost your mind!" "Careful, Brian. At the moment, I'm asking you be removed from my account. However uncomfortable that may be for you with your partners, I assume you would rather that, than having to explain why I'm leaving the firm entirely. And I will be advising Wayne to shift to the same person I am with, obviously, for convenience." His chiseled jaw snaps shut, and while I can see a dozen retorts on the tip of his tongue, he doesn't speak. "Thank you. I'll review this further, and will discuss my decision with my new attorney. You'll get formal word from Wayne on his choice soon, I'm sure.

Months beforehand I started focusing my Manhattanite efficiency on getting registered in Italy, Andrea leading me by the hand through the wilderness of Old World red tape. The first step was “getting my documents together,” an Italian ritual repeated before every encounter with officialdom. Sticking to a list kindly provided by the Italian Consulate, I collected my birth certificate, passport, high school diploma, college diploma, college transcript, medical school diploma, medical school transcript, certificates of internship and residency, National Board Examination certificates, American Board of Internal Medicine test results, and specialization diploma. Then I got them transfigured into Italian by the one person in New York authorized by the Italian Consulate to crown his translation with an imprimatur. We judiciously gave him a set of our own translations as crib notes, tailored by my husband to match the Rome medical school curriculum. I wrote a cover letter from Andrea’s dictation. It had to be in my own hand, on a folded sheet of double-sized pale yellow ruled Italian paper embossed with a State seal, and had to be addressed “To the Magnificent Rector of the University of Rome.” You have to live in Italy a while to appreciate the theatrical elegance of making every fiddler a Maestro and every teacher a Professoressa; even the most corrupt member of the Italian parliament is by definition Honorable, and every client of a parking lot is by default, for lack of any higher title, a Doctor (“Back up, Dotto’, turn the wheel hard to the left, Dotto’”). There came the proud day in June when I got to deposit the stack of documents in front of a smiling consular official in red nail polish and Armani. After expressing puzzlement that an American doctor would want to move to her country (“You medical people have it so good here”), she Xeroxed my certificates, transcripts, and diplomas, made squiggles on the back to certify the Xeroxes were “authentic copies,” gave me back the originals, and assured me that she’d get things processed zip zip in Italy so that by the time I left for Rome three months later I’d have my Italian license and be ready to get a job. Don’t call me, I’ll call you. When we were about to fly in September and I still hadn’t heard from her, I went to check. Found the Xeroxes piled up on Signora X’s desk right where I’d left them, and the Signora gone for a month’s vacation. Slightly put out, I snatched up the stack to hand-carry over (re-inventing a common expatriate method for avoiding challenges to the efficiency of the Italian mails), prepared to do battle with the system on its own territory.

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1. Fire them (in a nice way) Give them plenty of notice, and recommend other people that can do your job. Keep it short and sweet. You don’t have to justify why you made this decision, but you can add that it doesn’t fit into your business model at this time. It can go something like this… Tactful Client Dismissal Letter: Mr. Jones, I have decided it would be best if we did not renew your contract for next year. While I appreciate the opportunity to work with you, my business is moving towards a more automated model. I will not be able to handle your account the way you want or expect. Therefore, to ensure accounts success, I will be recommending three people who can replace me. Kind Regards, Liesha Petrovich 2.

Touching Like nodding, touching shows interest. Upon meeting someone, the best way to show respect and sincere interest is to shake hands. A warm, firm handshake shows that you have an open, friendly social attitude. Don’t be afraid to be the first to smile, offer your name, and extend your hand—people will appreciate your interest and willingness to connect. With whom should you shake hands? These days, it’s appropriate to shake hands man to man, woman to woman, or man to woman—in both social and business contexts while exchanging names with other people. (Of course, a man should use a slightly gentler grip when shaking a woman’s hand.) A number of clients who have come to me say that their previous therapists or their parents have advised them to take a dance class in order to gain interactive skills and desensitize themselves to social anxiety. That’s a good idea. But it’s not that simple. The ideal situation would be one in which you could progress through the various levels of intimacy at a natural pace in an actual interactive situation. Developing a keen sense of interactive chemistry will help you to understand what type of touching behavior is appropriate. As for other, more personal forms of touch, these should be undertaken more cautiously, and with keen attention to the body language of the other person. When it seems appropriate, gestures such as taking someone’s arm or offering your own as you enter or leave a room or cross the street, touching a companion’s back as you introduce him or her to an acquaintance—all of these are fairly noncommittal, but are a display of caring and interest. When you try these things, take special note of the response you get. Remember that body language involves communication between two people. Not only do you need to give signals of friendliness and approval but also to take cues from the other person involved.

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One of the speaking programs I deliver is entitled, "Service with a Smile . . . How to Create a Sensational Customer Experience." Smiling is at the heart of my teaching because when employees smile while delivering service, it tells the guest/client/customer . . . You matter. You are important. We are glad you are here. We appreciate your business.

Why is the person coming to see you now? What does he or she want? Ask and listen. 2. What is your sense of how important the client’s goal(s) may be? 3. Be welcoming. Offer a cup of coffee. Look for what you can genuinely appreciate and comment positively about, even something simple, and for other ways to help the client feel welcome. 4. How does the person think you might be able to help? Provide the client with some sense of what to expect. 5. Offer hope. Explain what you do and how it may help. Present a positive and honest picture of changes that others have made and of the efficacy of the services you can offer.

Clients frequently comment about the important part that insistence upon discipline played in the solution to their problems. At the end of counseling, when the six-week checkup comes around or during the debriefing session which closes regular counseling sessions, they often say something like, “We appreciate the fact that you were rough on us, that you were hard on us, that you did not let us get away with anything.” 1 Most people appreciate this because for the first time someone has held them to the commands and the commitments of Scripture. For the first time, their lives have begun to be structured biblically. For the first time the gimmicks, tricks and ruses that they developed to make others pity and coddle them have been penetrated.

When a consultant interviews you, she is wondering, Can I drop you off with a division of a Fortune 500 company by yourself, with little to no supervision? Can you handle the client, solve its problems, and in the process make the firm look good? That’s what that consultant is really thinking, but most candidates don’t appreciate this perspective.

Those are the major details. My client instructed me to report them, for whatever they might be worth. Your discretion, as always, George, is depended upon and appreciated.' He took my hand then and squared himself to seek my eyes. 'There is deep feeling between these men,' he said. 'Your client has already heard this directly from Dinnerstein, amid a predictable flurry of tears.' And how had Robbie reacted? I preferred not to touch tissue so raw with my client. But these were the imperial moments of the criminal lawyer's life. What did humanity say and do in extremis, when a death sentence was pronounced, when a jury set a guilty man free, when a fellow found that the dearest friend of a lifetime had betrayed him? How could the impoverished gestures of daily existence accommodate such a momentous change in understanding?

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He has developed an aesthete's appreciation for the knavishness, the guile, the selfish cleverness of so many of his clients, appreciating human misbehavior for its miserable creativity. In almost every criminal case, there is a moment that combines inspired imagination with sheer audacity in a way that leaves Stern gasping, and full of perverse admiration for conduct he knows he would never have the courage to attempt.

Some areas of opportunity: •   First, stop saying, “Well, this is just the way it is in our industry.” •   Have your available cash reported DAILY, with a short explanation of why it changed in the last 24 hours, and chart it against accounts receivable (AR) and accounts payable (AP) weekly. You’ll learn so much more about your business when you see how the cash is flowing on a daily basis. •   If you want to be paid sooner, ask. Small firms are finding that large companies (and governments!!) will pay considerably faster or even prepay if they simply ask, ask, ask, ask, and ask some more. •   Give value back to customers who pay on time or in advance. •   Get your invoices out more quickly. Hire one more person in accounting to do nothing but make sure invoicing is timely and follow up on payments. •   Send friendly reminders five days before the deadline that payments are due. Many customers are disorganized and will appreciate the reminders, resulting in faster payment. •   If invoices are recurring, obtain recurring credit card authorization from your customers to automate on-time payments. •   Understand why your clients are paying late. They might be unhappy with your product or service. Or perhaps an invoice has recurring mistakes, or it is not structured to flow through the customer’s automated invoicing system. •   Understand each customer’s payment cycles, and time your billings to coincide. •   Pay many of your own expenses with a credit card so you can play the float. Get your own customers to pay by credit card, so they can pay you quickly even if their cash flow is slow. •   Help your customers improve their cash flow so they can pay you on time. Offer them leasing options, for instance. •   Shorten cycles for delivery of your product or service. All of you have some kind of “work in progress.” The faster you complete projects, the faster you get paid. •   Offer a product or service so valuable that you have some leverage with your customers to get them to pay sooner. • Remember, improving margins and profit improves cash.

I appreciate you. If you have somebody else who has a Facebook ad account, I'd be happy to give them a free account audit. This audit will give that person a couple of ways to improve their ads. Usually we can save them 10-20% of their cost in just 10 minutes. There's no obligation. If they want to work with us, we will work hard

Board members, officers, executives, directors, managers, client service experts and geniuses: We, the consumers, want you to succeed. We dearly want to believe you know what you’re doing — and that you care about our respect and appreciation. It doesn’t take much to make us feel both looked after and loyal. But it doesn’t take much to make us feel like fools, either, and we’re less afraid to talk about it.

Here’s my contribution...” This statement works in multiple contexts, including those where bragging is not highly regarded and when pointing out your contributions to a team project. If someone claims your work, you might also use statements such as “I appreciate [name] adding to my thinking” or “I’m glad we’re on the same page. My original thinking is that...” “People tell me that...” This softens a brag, as you’ve put it in the third person. “I’m proud to have supported my client by...” This is a softer version of “I did this...” “It’s a privilege to have...” Other variations of this include “I was excited when...,” “I was honored by...,” and “I appreciate...” Banish the statements “It was really a team effort” and “It wasn’t a big deal” from your vocabulary. It’s also stronger to talk about accomplishments rather than effort. I asked Whitney Johnson, who is recognized as one of the world’s foremost executive coaches, what she recommends her clients say when they’re having trouble bragging. One suggestion of particular note is: I know it might feel odd for me to talk to you about what I do well because society has taught us to not like women who do. But now I’m going to, so that you will know that I can do the work you are thinking of hiring me to do.

New opportunities beckon-The clients & partners I desire are attracted to me. They are seeking me out. They want what I have to give. They see my value & appreciate my skills and worth. I receive them, in joy-and with commitment. My energy is large, expansive, and receptive, from a knowing that I deserve Happiness and success.

Expanding its strategy services, the company started to engage clients in the innovation process. The Simmons failure was partly explained by IDEO’s lack of appreciation for what the client’s manufacturing organization was set up to produce. The behind-closed-doors approach that served the company so well in product innovation services, shielding clients from failures along the way, backfired for strategic innovation services. To do better, IDEO began to hire more people with business degrees to complement the skills of the design, engineering, and human-factors experts. IDEO started to collaborate with clients to help them become better failure practitioners.

The Catholic legal scholar Cathleen Kaveny has argued that the reason so many of them are so unhappy—despite being generally very well paid—is the convention of the “billable hour,” which obliges them to treat their time, and thus really themselves, as a commodity to be sold off in sixty-minute chunks to clients. An hour not sold is automatically an hour wasted. So when an outwardly successful, hard-charging attorney fails to show up for a family dinner, or his child’s school play, it’s not necessarily because he’s “too busy,” in the straightforward sense of having too much to do. It may also be because he’s no longer able to conceive of an activity that can’t be commodified as something worth doing at all. As Kaveny writes, “Lawyers imbued with the ethos of the billable hour have difficulty grasping a non-commodified understanding of the meaning of time that would allow them to appreciate the true value of such participation.” When an activity can’t be added to the running tally of billable hours, it begins to feel like an indulgence one can’t afford.

Mr. Customer, I’m going to do an awesome job for you, but I need your help also. Most of our new business comes through referrals. This means that rather than paying for advertising to get new clients, we pass the cost savings directly to you. We typically get about three referrals from each new customer. When we’re finished working together and you’re 100% satisfied with the work we’ve done, I’d really appreciate it if you could keep in mind three or more other people who we could also help. Again, breaking it down, we are: Letting them know that they’re going to get a great result Showing them a direct benefit that they’re going to be, or already are, deriving by referring to us Creating an expectation of a certain number of referrals (without being too pushy) so that they can start thinking ahead of time about who would be suitable Leaving the power with them by telling them that their referral is subject to us doing a great job for them

Under Putin, resources once again began to be allocated to the police, but there was no substantive reform. Instead, it was during the single term in which he retreated to the position of prime minister (as the Russian constitution forbade anyone serving three consecutive terms as president), with his client Dmitry Medvedev as titular president (2008–12), that this process began. A lawyer by training, Medvedev appreciated the problems with Russian law enforcement. He introduced a new Law on the Police in 2011, which not only changed the force’s name back to politsiya, “police,” but also mandated compulsory re-accreditation of all serving officers, with the aim of cutting the size of the force by 22 percent to 1,106,472 officers. At the same time, salaries were to be increased by 30 percent.

Mr. Customer, I’m going to do an awesome job for you, but I need your help also. Most of our new business comes through referrals. This means that rather than paying for advertising to get new clients, we pass the cost savings directly to you. We typically get about three referrals from each new customer. When we’re finished working together and you’re 100% satisfied with the work we’ve done, I’d really appreciate it if you could keep in mind three or more other people who we could also help.

I also quickly came to appreciate the importance of watching what’s said around clients. When clients make unexpected requests for legal advice – as they often do – I learned that it was better to tell them I’d get back to them with an answer, and go away, research the question, and consult with a supervising attorney, rather than firing back an answer off-the-cuff. A friend of mine at another firm told me a story that illustrates the risks of saying too much. It seems an insurance company had engaged my friend’s California-based firm to help in defending against an environmental claim. This claim entailed reviewing huge volumes of documents in Arizona. So my friend’s firm sent teams of associates to Arizona, all expenses paid, on a weekly basis. Because the insurance company also sent its own lawyers and paralegals, as did other insurance companies who were also defendants in the lawsuit, the document review facility was often staffed with numerous attorneys and paralegals from different firms. Associates were instructed not to discuss the case with anyone unless they knew with whom they were speaking. After several months of document review, one associate from my friend’s firm abandoned his professionalism and discretion when he began describing to a young woman who had recently arrived at the facility what boondoggles the weekly trips were. He talked at length about the free airfare, expensive meals, the easy work, and the evening partying the trips involved. As fate would have it, the young woman was a paralegal working for the insurance company – the client who was paying for all of his “perks” – and she promptly informed her superiors about his comments. Not surprisingly, the associate was fired before the end of the month. My life as an associate would have been a lot easier if I had delegated work more freely. I’ve mentioned the stress associated with delegating work, but the flip side of that was appreciating the importance of asking others for help rather than doing everything myself. I found that by delegating to paralegals and other staff members some of my more tedious assignments, I was free to do more interesting work. I also wish I’d given myself greater latitude to make mistakes. As high achievers, law students often put enormous stress on themselves to be perfect, and I was no different. But as a new lawyer, I, of course, made mistakes; that’s the inevitable result of inexperience. Rather than expect perfection and be inevitably disappointed, I’d have been better off to let myself be tripped up by inexperience – and focus, instead, on reducing mistakes caused by carelessness. Finally, I tried to rely more on other associates within the firm for advice on assignments and office politics. When I learned to do this, I found that these insights gave me either the assurance that I was using the right approach, or guidance as to what the right approach might be. It didn’t take me long to realize that getting the “inside scoop” on firm politics was crucial to my own political survival. Once I figured this out, I made sure I not only exchanged information with other junior associates, but I also went out of my way to gather key insights from mid-level and senior associates, who typically knew more about the latest political maneuverings and happenings. Such information enabled me to better understand the various personal agendas directing work flow and office decisions and, in turn, to better position myself with respect to issues and cases circulating in the office.

Dear Miss Sam: Thanks so much for your lovely epistle. You’ve gotten so soft in only three months. Must be all those cookies. If I read you right, you want some assurances that you’ll be (1) adored by your bosses, (2) worshipped by your colleagues, (3) appreciated by your clients, (4) virtually guaranteed a partnership which will lead to a long, full, happy life, and (5) given enough office space to make you happy, in spite of the obscene prices per square foot now being demanded by Manhattan landlords (our clients), recession or not.

OF APPRECIATION.     5.  WHAT DID THE CLIENT SAY OR DO TO LET YOU KNOW YOU DID WELL? (INCLUDE THEIR TESTIMONIAL OR THAT THEY REFERRED ME. FOR EXAMPLE, THEY REFERRED ME TO CHRIS HILLS, ANOTHER FIRST TIME HOME BUYER.)     6.  ASK FOR SPECIFIC AND RELEVANT REFERRALS EXAMPLE: WHO IS A PERSON YOU KNOW BUYING THEIR FIRST HOME - COULD BE A RENTER OR EVEN A SON OR DAUGHTER OF SOMEONE YOU KNOW?     7.  CALL TO ACTION. USE A SENTENCE LIKE: “PLEASE REPLY TO THIS E-MAIL WITH THE NAME AND THEIR SITUATION. I PROMISE THEY’LL GET THE EXCELLENT SERVICE THEY DESERVE.

some possible problems for those who use the expert approach. One potential concern from the client's perspective is that the expert may not fully appreciate the nature of the client's

And they don’t worry about whether the potential client will take advantage of their generosity; they know that for every client that does, nine others will appreciate their generosity and start to see themselves as a client even before they formally decide to become one.

he would even suggest such a thing. Her motives for such dedication were unclear, but since she was only a client, he didn’t press for more. As she stood abruptly, he followed suit. “I’ll show you your room,” she said, the words clipped. Larkin followed her back to the foyer and up the stairs, pausing only to grab his bag. The house was furnished with impeccable taste, luxury in every detail, but nothing at all ostentatious. He wondered if she had redone the place after her parents’ deaths, and he suspected she had. Somehow the decor reflected the personality of its owner. When Winnie paused, Larkin followed suit, standing shoulder to shoulder with his hostess as he surveyed the room. He whistled. “Very nice.” This close, he inhaled the scent of honeysuckle again. “I hope you’ll be comfortable. I appreciate your fitting me into your schedule. Let me know if you need anything at all.” There it was again. That pesky, subtle does-she-or-doesn’t-she vibe that made his skin itchy and his sex

One of the homework assignments I give my clients is to appreciate their belongings.

Appreciate your possessions and gain strong allies One of the homework assignments I give my clients is to appreciate their belongings. For example, I urge them to try saying, “Thank you for keeping me warm all day,” when they hang up their clothes after returning home. Or, when removing their accessories, I suggest they say, “Thank you for making me beautiful,” and when putting their bag in the closet, to say, “It’s thanks to you that I got so much work done today.” Express your appreciation to every item that supported you during the day. If you find this hard to do daily, then at least do it whenever you can.

Delete Toxic People: Delete them from your social networks, contact lists, and phone—right now. Stop hanging out with people who suck your energy, are rude, add no value, or make you feel lousy each time you interact. Say good-bye to bad clients, business partners, and team members. Some guidelines: • If the person is distracting or continually sucks up your time—delete. • If it’s a one-way relationship in the other person’s favor—delete. • If people don’t appreciate you for who you are or what you have to offer—delete. • If you can’t remember who they are or where you met them—delete. • If they communicate with you too much or they clog your inbox—delete.

Along with data from other research studies, these findings make it clear that when we’re trying to solicit cooperation from other people—be they coworkers, clients, students, or acquaintances—we should offer help to them in a way that’s unconditional and no-strings-attached. Approaching the potentially cooperative relationship in this way should not only increase the likelihood that you’ll secure their cooperation in the first place, but also ensure that the cooperation you do receive is built on a solid foundation of trust and mutual appreciation, rather than on a much weaker incentive system. You’ll also find this approach to be much longer lasting. Otherwise, the moment the incentive you’ve been promising or awarding can no longer be offered or is no longer desired by the other person, the brittle foundation of the relationship may crack, and the cooperative bridge you’ve built up may come crashing down.

We intuitively know that the heart is the center of love and empathy, and studies are showing this to be true. In fact, empathy manifests in the electromagnetic field (EMF), which is generated by the heart in amounts greater than anywhere else in the body. The heart’s EMF emits fifty thousand femtoteslas (a measure of EMF), in contrast to the ten generated by the brain.37 Other research shows that when separated from the magnetic field, the heart’s electrical field is sixty times greater in amplitude than the brain’s field.38 Through this field, a person’s nervous system tunes in to and responds to the magnetic fields produced by the hearts of other people.39 The heart’s field is therefore one of the means by which a practitioner affects patients. This effect leads to the question, What do you want to share? To generate positive outcomes for a patient, a practitioner must hold positive feelings in his or her own heart. Not only does good will profit the client, but it also benefits the practitioner as a person. A set of studies by researcher Dr. Rollin McCraty of the HeartMath Institute in California, and described in his e-book, The Energetic Heart, helps explain the importance of positive energy.40 For decades, scientists have known that information is encoded in the nervous system in the time intervals between activities or in the pattern of electrical activity. Recent studies also reveal that information is captured in hormone pulses. Moreover, there is a hormone pulse that coincides with heart rhythms, which means that information is also shared in the interbeat intervals of the pressure and electromagnetic waves produced by the heart. Negative emotions such as anger, frustration, or anxiety disturb the heart rhythm. Positive emotions such as appreciation, love, or compassion produce coherent or functional patterns. Feelings, distributed throughout the body, produce chemical changes within the entire system. Do you want to be a healthy person? Be sincerely positive as often as you can. You thus “increase the probability of maintaining coherence and reducing stress, even during challenging situations.”41 What you as a practitioner believe will be shared—everywhere and with everyone you meet.