Clients Come First Quotes

Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.

You know what I think?” Touching him feels so good, so strangely uncomplicated, like he’s the exception to every rule. “What?” “I think you love your job,” he says softly. “I think you work that hard because you care ten times more than the average person.” “About work,” I say. “About everything.” His arms tighten around me. “Your sister. Your clients. Their books. You don’t do anything you’re not going to do one hundred percent. You don’t start anything you can’t finish. “You’re not the person who buys the stationary bike as part of a New Year’s resolution, then uses it as a coatrack for three years. You’re not the kind of woman who only works hard when it feels good, or only shows up when it’s convenient. If someone insults one of your clients, those fancy kid gloves of yours come off, and you carry your own pen at all times, because if you’re going to have to write anything, it might as well look good. You read the last page of books first—don’t make that face, Stephens.” He cracks a smile in one corner of his mouth. “I’ve seen you—even when you’re shelving, you sometimes check the last page, like you’re constantly looking for all the information, trying to make the absolute best decisions.” “And by you’ve seen me,” I say, “you mean you’ve watched me.” “Of course I fucking do,” he says in a low, rough voice. “I can’t stop. I’m always aware of where you are, even if I don’t look, but it’s impossible not to. I want to see your face get stern when you’re emailing a client’s editor, being a hard-ass, and I want to see your legs when you’re so excited about something you just read that you can’t stop crossing and uncrossing them. And when someone pisses you off, you get these red splotches.” His fingers brush my throat. “Right here.” “You’re a fighter,” he says. “When you care about something, you won’t let anything fucking touch it. I’ve never met anyone who cares as much as you do. Do you know what most people would give to have someone like that in their life?” His eyes are dark, probing, his heartbeat fast. “Do you know how fucking lucky anyone you care about is? You know . . .

The first generation of therapists doing this work were told by their clients that the one massive cult was everywhere, knew everything, had access to state-of-the-art technology, and was willing to kill both clients and therapists to stop the information from getting out." [] "The reality is that even before stories of ritual abuse and mind control began coming out to therapists, the groups had agreed on what kind of disinformation to spread, so that clients would be afraid to tell their therapists what had happened to them, and therapists would be afraid to work with these clients." [ ] "We know that there is not one massive Satanic cult, but many different interrelated groups, including religious, military/political, and organized crime, using mind control on children and adult survivors. We know that there are effective treatments. We know that many of the paralyzing beliefs our clients lived by are the results of lies and tricks perpetrated by their abusers.

We cannot save our clients from themselves. Someday in your career, Elayne, you will represent a man—almost certainly a man—who wants you to help him barter his soul to a demon for three wishes. When that day comes you may refuse his business, you may try to change his mind, but in the end if hell he wants, hell he will achieve.

When we strike a balance between the challenge of an activity and our skill at performing it, when the rhythm of the work itself feels in sync with our pulse, when we know that what we're doing matters, we can get totally absorbed in our task. That is happiness. The life coach Martha Beck asks new potential clients, "Is there anything you do regularly that makes you forget what time it is?" That forgetting -- that pure absorption -- is what the psychologist Mihaly Csikzentmihalyi calls "flow" or optimal experience. In an interview with Wired magazine, he described flow as "being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you're using your skills to the utmost." In a typical day that teeters between anxiety and boredom, flow experiences are those flashes of intense living -- bright against the dull. These optimal experiences can happen when we're engaged in work paid and unpaid, in sports, in music, in art. The researchers Maria Allison and Margaret Duncan have studied the role of flow in women's lives and looked at factors that contributed to what they call "antiflow." Antiflow was associated with repetitive household tasks, repetitive tasks at work, unchallenging tasks, and work we see as meaningless. But there's an element of chaos when it comes to flow. Even if we're doing meaningful and challenging work, that sense of total absoprtion can elude us. We might get completely and beautifully lost in something today, and, try as we might to re-create the same conditions tomorrow, our task might jsut feel like, well, work. In A Life of One's Own, Marion Milner described her effort to re-create teh conditions of her own recorded moments of happiness, saying, "Often when I felt certain that I had discovered the little mental act which produced the change I walked on air, exulting that I had found the key to my garden of delight and could slip through the door whenever I wished. But most often when I came again the place seemed different, the door overgrown with thorns and my key stuck in the lock. It was as if the first time I had said 'abracadabra' the door had opened, but the next time I must use a different word. (123-124).

Chicken + Egg Branding Dilemma What comes first - The brand or the clients?

..I began speaking.. First, I took issue with the media's characterization of the post-Katrina New Orleans as resembling the third world as its poor citizens clamored for a way out. I suggested that my experience in New Orleans working with the city's poorest people in the years before the storm had reflected the reality of third-world conditions in New Orleans, and that Katrina had not turned New Orleans into a third-world city but had only revealed it to the world as such. I explained that my work, running Reprieve, a charity that brought lawyers and volunteers to the Deep South from abroad to work on death penalty issues, had made it clear to me that much of the world had perceived this third-world reality, even if it was unnoticed by our own citizens. To try answer Ryan's question, I attempted to use my own experience to explain that for many people in New Orleans, and in poor communities across the country, the government was merely an antagonist, a terrible landlord, a jailer, and a prosecutor. As a lawyer assigned to indigent people under sentence of death and paid with tax dollars, I explained the difficulty of working with clients who stand to be executed and who are provided my services by the state, not because they deserve them, but because the Constitution requires that certain appeals to be filed before these people can be killed. The state is providing my clients with my assistance, maybe the first real assistance they have ever received from the state, so that the state can kill them. I explained my view that the country had grown complacent before Hurricane Katrina, believing that the civil rights struggle had been fought and won, as though having a national holiday for Martin Luther King, or an annual march by politicians over the bridge in Selma, Alabama, or a prosecution - forty years too late - of Edgar Ray Killen for the murder of civil rights workers in Philadelphia, Mississippi, were any more than gestures. Even though President Bush celebrates his birthday, wouldn't Dr. King cry if he could see how little things have changed since his death? If politicians or journalists went to Selma any other day of the year, they would see that it is a crumbling city suffering from all of the woes of the era before civil rights were won as well as new woes that have come about since. And does anyone really think that the Mississippi criminal justice system could possibly be a vessel of social change when it incarcerates a greater percentage of its population than almost any place in the world, other than Louisiana and Texas, and then compels these prisoners, most of whom are black, to work prison farms that their ancestors worked as chattel of other men? ... I hoped, out loud, that the post-Katrina experience could be a similar moment [to the Triangle Shirtwaist factory fiasco], in which the American people could act like the children in the story and declare that the emperor has no clothes, and hasn't for a long time. That, in light of Katrina, we could be visionary and bold about what people deserve. We could say straight out that there are people in this country who are racist, that minorities are still not getting a fair shake, and that Republican policies heartlessly disregard the needs of individual citizens and betray the common good. As I stood there, exhausted, in front of the thinning audience of New Yorkers, it seemed possible that New Orleans's destruction and the suffering of its citizens hadn't been in vain.

Look, people need to conform the external reality they face daily with this subjective feeling they likewise experience constantly. To do this they have two options. First, they can achieve what passes for great things. Now the external reality matches their feeling; they really are better than the rest and maybe they'll even be remembered as such. These are the ambitious people, the overachievers. These are also, however, the people who go on these abominable talk shows where they can trade their psychoses for exposure on that box, modernity's ultimate achievement. Not that this tact, being ambitious, is not the preferred course of action. The reason is it's the equivalent of sticking your neck out which we all know is dangerous. Instead many act like they have no ambition whatsoever. Their necks come back in and they're safe. Only problem is now they're at everyone else's level, which we've seen is untenable. The remedy of course is that everyone else needs to be sunk. This helps explain racism's enduring popularity. If I myself don't appear to be markedly superior to everyone else at least I'm part of the better race, country, religion et cetera. This in turn reflects well on my individual worth. There are other options, of course. For example, you can constantly bemoan others' lack of moral worth by extension elevating yourself. Think of the average person's reaction to our clients. Do these people strike you as so truly righteous that they are viscerally pained by our clients' misdeeds or are they similarly flawed people looking for anything to hang their hat on? The latter obviously, they're vermin.

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.

When a client asks the question “How do I boost my profits?” the first thing McKinsey does is take a step back and ask the question “Where do your profits come from?” The answer to this is not always obvious, even to people who have been in their particular business for years.

People accept the facts which come to them through existing channels. They like to hear new things in accustomed ways. They have neither the time nor the inclination to search for facts that are not readily available to them. The expert, therefore, must advise first upon the form of action desirable for his client and secondly must utilize the established mediums of communication, in order to present to the public a point of view. This is true whether it is that of a majority or minority, old or new personality, institution or group which desires to change by modification or intensification the store of knowledge and the opinion of the public.

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.

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

Esmé Weijun Wang writes in The Collected Schizophrenias about speaking to medical professionals about her experiences with schizophrenia. A doctor approached her to thank her afterward, but what she said shows how many able-bodied people don’t treat or see disabled people as human: She said that she was grateful for this reminder that her patients are human too. She starts out with such hope, she said, every time a new patient comes—and then they relapse and return, relapse and return. The clients, or patients, exhibit their illness in ways that prevent them from seeming like people who can dream, or like people who can have others dream for them. Disabled voices like Wang’s and others are needed to change the narratives around disability—to insist on disabled people’s humanity and complexity, to resist inspiration porn, to challenge the binary that says disabled bodies and lives are less important or tragic or that they have value only if they can be fixed or be cured or be made productive.

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

The Haverfords had dispatched Maycomb’s leading blacksmith in a misunderstanding arising from the alleged wrongful detention of a mare, were imprudent enough to do it in the presence of three witnesses, and insisted that the-son-of-a-bitch-had-it-coming-to-him was a good enough defense for anybody. They persisted in pleading Not Guilty to first-degree murder, so there was nothing much Atticus could do for his clients except be present at their departure, an occasion that was probably the beginning of my father’s profound distaste for the practice of criminal law.

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.

EAGLE The East direction is represented by eagle and condor, who bring vision, clarity, and foresight. Eagle perceives the entire panorama of life without becoming bogged down in its details. The energies of eagle assist us in finding the guiding vision of our lives. The eyes of condor see into the past and the future, helping to know where we come from, and who we are becoming. When I work with a client who is stuck in the traumas of the past, I help her to connect with the spirit of eagle or condor. As this energy infuses the healing space, my client is often able to attain new clarity and insight into her life. This is not an intellectual insight, but rather a call, faint at first, hardly consciously heard. Her possibilities beckon to her and propel her out of her grief and into her destiny. I believe that while everyone has a future, only certain people have a destiny. Having a destiny means living to your fullest human potential. You don’t need to become a famous politician or poet, but your destiny has to be endowed with meaning and purpose. You could be a street sweeper and be living a destiny. You could be the president of a large corporation and be living a life bereft of meaning. One can make oneself available to destiny, but it requires a great deal of courage to do so. Otherwise our destiny bypasses us, leaving us deprived of a fulfillment known by those who choose to take the road less traveled. Eagle allows us to rise above the mundane battles that occupy our lives and consume our energy and attention. Eagle gives us wings to soar above trivial day-to-day struggles into the high peaks close to Heaven. Eagle and condor represent the self-transcending principle in nature. Biologists have identified the self-transcending principle as one of the prime agendas of evolution. Living molecules seek to transcend their selfhood to become cells, then simple organisms, which then form tissues, then organs, and then evolve into complex beings such as humans and whales. Every transcending jump is inclusive of all of the levels beneath it. Cells are inclusive of molecules, yet transcend them; organs are inclusive of cells, yet go far beyond them; whales are inclusive of organs yet cannot be described by them, as the whole transcends the sum of its parts. The transcending principle represented by eagle states that problems at a certain level are best solved by going up one step. The problems of cells are best resolved by organs, while the needs of organs are best addressed by an organism such as a butterfly or a human. The same principle operates in our lives. Think of nested Russian dolls. Material needs are the tiny doll in the center. The larger emotional doll encompasses them, and both are contained within the outermost spiritual doll. In this way, we cannot satisfy emotional needs with material things, but we can satisfy them spiritually. When we go one step up, our emotional needs are addressed in the solution. We rise above our life dilemmas on the wings of eagle and see our lives in perspective.

In first-century Palestine, nearly every claimant to the mantle of the messiah neatly fit one of these messianic paradigms. Hezekiah the bandit chief, Judas the Galilean, Simon of Peraea, and Athronges the shepherd all modeled themselves after the Davidic ideal, as did Menahem and Simon son of Giora during the Jewish War. These were king-messiahs whose royal aspirations were clearly defined in their revolutionary actions against Rome and its clients in Jerusalem. Others, such as Theudas the wonder worker, the Egyptian, and the Samaritan cast themselves as liberator-messiahs in the mold of Moses, each would-be messiah promising to free his followers from the yoke of Roman occupation through some miraculous deed. Oracular prophets such as John the Baptist and the holy man Jesus ben Ananias may not have overtly assumed any messianic ambitions, but their prophecies about the End Times and the coming judgment of God clearly conformed to the prophet-messiah archetype one finds both in the Hebrew Scripture and in the rabbinic traditions and commentaries known as the Targum.

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

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

Repressing If you are a repressor, your natural inclination is to push away strong feelings and say, ‘Shush,’ when you are confronted with them, or ‘Don’t make a fuss, nothing’s the matter,’ or ‘Be brave.’ If you dismiss a child’s feeling as unimportant, they are less liable to share any subsequent feeling with you, whether or not you might consider these to be unimportant. Overreacting On the other end of the scale, you might be feeling so much for the child that you become as hysterical as they are and cry along with them, as though their pain is yours rather than theirs. This is an easy mistake to make, for example in the first few days that you drop your child off at nursery, before you both get used to it. If you take over a child’s feelings like this, they are also less likely to want to share how they feel with you. They may think that they are too much for you, or that you invade them by merging with their feelings. Containing Containing means that you can acknowledge and validate all your feelings. If you can do this for yourself, you’ll find it natural to do this for your child as well. You can take a feeling seriously without overreacting and remain contained and optimistic. You might say, ‘Oh dear, you are unhappy. Would you like a cuddle? Come to me, then. There we are, I’m going to hold you until you feel better.’ If a child knows they will be seen and soothed but not judged by you, they are more likely to tell you what is going on for them. This is what a child needs: for a parent to be a container for their emotions. This means you are alongside them and know and accept what they feel but you are not being overwhelmed by their feelings. This is one of the things psychotherapists do for their clients.

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

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

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

The thing I really like about Jase is that he’s as obsessed with ducks as I am. I rarely took my boys hunting with me when they were very young. In fact, I never took them when I was still an outlaw. “Not this time, boys, we might be running from the game warden,” I’d tell them. But after I repented and came to Jesus Christ, I started taking my sons hunting with me, beginning with Alan. Before we moved to where we live now, it was a pretty long haul from town to the Ouachita River bottoms. Alan got carsick nearly every time I took him hunting, but he didn’t think I knew. We stopped at the same gas station every time, and he’d walk around back and lose his breakfast before he climbed back into the truck. I was proud of him for never complaining. I took Jase hunting for the first time when he was five. He was shooting Pa’s heavy Belgium-made Browning twelve-gauge shotgun, which he could barely even hold up. It kicked like a mule! The first time Jase shot the gun, it kicked him to the back of the blind and flipped him over a bench. “Did I get him?” Jase asked. I knew right then that I had another hunter in the family, and Jase is still the most skilled hunter of all my boys. I trained Jase to take over the company by teaching him the nuances of duck calls and fowl hunting, and he is still the person in charge of making sure every duck call sounds like a duck. Not only did Jase design the first gadwall drake call to hit the market, he also invented the first triple-reed duck caller. Jase and I live to hunt ducks. We track ducks during the season through a nationwide network of hunters, asking how many ducks are in their areas and what movements are expected. Then we check conditions of wind and weather fronts that might influence duck movement. We talk it all over during the day and again each morning, before the day’s hunt, as we prepare to leave for the blind. When Kay and I began to ponder becoming less active in the Duck Commander business, we offered its management to Jase, who had been most deeply involved in the company. But he had no desire to get into management. Jase likes building duck calls and doesn’t really enjoy the business aspects of the company, like making sales calls or dealing with clients and sponsors. Like me, Jase is most comfortable when he’s in a duck blind and doesn’t care for the details that come with running a company. Jase only wants to build duck calls, shoot ducks, and spend time with his family (he and his wife, Missy, have three kids).

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

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.

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

What do you do when you are convinced you are working on the wrong problem? When a doctor thinks that a patient’s minor symptoms mask something more serious, she will tell her patient, “Mr. Jones, I can treat your headache, but I think it’s a symptom of something more serious and I’d like to do further tests.” In the same way, you should go back to your client, or your boss—whoever it was that asked for your input in the first place—and say, “You asked me to look at problem X, but the real impact on our performance will come from solving problem Y. Now I can solve problem X, if that’s what you really want, but I think it’s in our interest to focus on Y.” If you have the data to back you up, the client can either accept your recommendation or tell you to stay on the original problem, but you will have fulfilled your responsibility to act in the client’s best interests.

There were other important reasons for the growth of American individualism at the expense of community in the second half of the twentieth century besides the nature of capitalism. The first arose as an unintended consequence of a number of liberal reforms of the 1960s and 1970s. Slum clearance uprooted and destroyed many of the social networks that existed in poor neighborhoods, replacing them with an anonymous and increasingly dangerous existence in high-rise public housing units. “Good government” drives eliminated the political machines that at one time governed most large American cities. The old, ethnically based machines were often highly corrupt, but they served as a source of local empowerment and community for their clients. In subsequent years, the most important political action would take place not in the local community but at higher and higher levels of state and federal government. A second factor had to do with the expansion of the welfare state from the New Deal on, which tended to make federal, state, and local governments responsible for many social welfare functions that had previously been under the purview of civil society. The original argument for the expansion of state responsibilities to include social security, welfare, unemployment insurance, training, and the like was that the organic communities of preindustrial society that had previously provided these services were no longer capable of doing so as a result of industrialization, urbanization, decline of extended families, and related phenomena. But it proved to be the case that the growth of the welfare state accelerated the decline of those very communal institutions that it was designed to supplement. Welfare dependency in the United States is only the most prominent example: Aid to Familles with Dependent Children, the depression-era legislation that was designed to help widows and single mothers over the transition as they reestablished their lives and families, became the mechanism that permitted entire inner-city populations to raise children without the benefit of fathers. The rise of the welfare state cannot be more than a partial explanation for the decline of community, however. Many European societies have much more extensive welfare states than the United States; while nuclear families have broken down there as well, there is a much lower level of extreme social pathology. A more serious threat to community has come, it would seem, from the vast expansion in the number and scope of rights to which Americans believe they are entitled, and the “rights culture” this produces. Rights-based individualism is deeply embedded in American political theory and constitutional law. One might argue, in fact, that the fundamental tendency of American institutions is to promote an ever-increasing degree of individualism. We have seen repeatedly that communities tend to be intolerant of outsiders in proportion to their internal cohesiveness, because the very strength of the principles that bind members together exclude those that do not share them. Many of the strong communal structures in the United States at midcentury discriminated in a variety of ways: country clubs that served as networking sites for business executives did not allow Jews, blacks, or women to join; church-run schools that taught strong moral values did not permit children of other denominations to enroll; charitable organizations provided services for only certain groups of people and tried to impose intrusive rules of behavior on their clients. The exclusiveness of these communities conflicted with the principle of equal rights, and the state increasingly took the side of those excluded against these communal organizations.

I hope I have not upset you,” Mrs. Wattlesbrook said with an innocent smile. “I pride myself on matching each client with her perfect gentleman. But one cannot anticipate a woman’s every fancy, and so our talent pool runs deep. You understand?” “Very deep indeed.” Jane felt like a woman drowning, and she grasped for anything. And as it turned out, bald-faced lies are, temporarily anyway, impressively buoyant, so she said, “It will make the ending to my article all the more interesting.” “Your…your article?” Mrs. Wattlesbrook peered over her spectacles as if at a bug she would like to squash. “Mm-hm,” said Jane, lying extravagantly, outrageously, but also, she hoped, gracefully. “Surely you know I work for a magazine? The editor thought the story of my experience at Pembrook Park would be the perfect way to launch my move from graphic design to staff writer.” She had no intention of becoming a staff writer, and in fact the artist bug was raging through her blood now more than ever, but she just had to give Mrs. Wattlesbrook a good jab before departure. She was smarting enough to crave the reprieve that comes from fighting back. Mrs. Wattlesbrook twitched. That was satisfying. “And I’m sure you realize that since I’m a member of the press,” Jane said, “the confidentiality agreement you made me sign doesn’t apply.” Mrs. Wattlesbrook’s right eyebrow spasmed. Jane guessed that behind it ran her barrister’s phone number, which she would dial ASAP. Jane, of course, had been lying again. And wasn’t it fun! Mrs. Wattlesbrook appeared to be trying to moisten her mouth and failing. “I did not know…I would have…” “But you didn’t. The cell phone scandal, the dirty trick with Martin…You assumed that I was no one of influence. I guess I’m not. But my magazine has a circulation of over six hundred thousand. I wonder how many of those readers are in your preferred tax bracket? And I’m afraid my article won’t be glowing.” Jane curtsied in her jeans and turned to leave. “Oh, and, Mrs. Wattlesbrook?” “Yes, Jane, my dear?” the proprietress responded with a shaky, fawning voice. “What is Mr. Nobley’s first name?” Mrs. Wattlesbrook stared at her, blinkless. “It’s J…Jonathon.” Jane wagged her finger. “Nice try.

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

Surely a young beauty like yourself is lonely, too. It can be a part of the game, if you like.” “Get off,” she said, thoroughly done with this. His answer was to lean in closer. So she kneed him in the groin. As hard as she could. “Aw, ow, dammit!” He doubled over and thudded onto his knees. Jane brushed off her knee, feeling like it had touched something dirty. “Aw, ow, dammit indeed! What’re you thinking?” Jane heard hurried footsteps coming down the stairs. It was Mr. Nobley. “Miss Erstwhile!” He was barefoot in his breeches, his shirt untucked. He glanced down at the groaning man. “Sir Templeton!” “Ow, she kicked me,” said Sir Templeton. “Kneed him, I kneed him,” Jane said. “I don’t kick. Not even when I’m a ninja.” Mr. Nobley stood a moment in silence, looking over the scene. “I hope you remembered to shout ‘Ya’ when taking him down. I hear that is very effective.” “I’m afraid I neglected that bit, but I’ll certainly ‘ya’ from here to London if he ever touches me again.” “Miss Erstwhile, were you perhaps employed by your president’s armed forces in America?” “What? Don’t British women know how to use their knees?” “Happily, I have never put myself in a position to find out.” He stared at the prostrate Sir Templeton. “Did he hurt you?” “Frankly, your arm-yanking earlier was worse.” “I see. Perhaps you should retire to your chambers, Miss Erstwhile. Would you like me to escort you?” “I’m fine,” she said, “as long as there aren’t any other Sir Templetons lurking upstairs.” “Well, I cannot give Colonel Andrews a glowing reference, but I believe the way is safe.” She stepped closer to Mr. Nobley and whispered, “Are you going to out me to Mrs. Wattlesbrook for the servants’ quarters lurking?” “I think,” he said, nudging the prostrate Sir Templeton with his foot, “that you have suffered enough tonight.” Mr. Nobley smiled at her, the first time she had seen his real smile. She wouldn’t go so far as to call it a grin. His lips were closed, but his eyes brightened and the corners of his mouth definitely turned up, creating pleasing little cheek wrinkles on either side as though the smile were in parentheses. It bothered her in a way she couldn’t explain, like feeling itchy but not knowing exactly where to scratch. He was not particularly amused, she saw, but smiled to reassure her. Wait, who wanted to reassure her? Mr. Nobley or the actual man, Actor X? “Thanks. Good night, Mr. Nobley.” “Good night, Miss Erstwhile.” She hesitated, then left, Sir Templeton’s groans following her up the stairs. On the second floor, Aunt Saffronia was emerging from her room, clutching a white shawl over her nightgown. “What was that noise? Is everything all right?” “Yes. It was…your husband. He was being inappropriate.” Aunt Saffronia blinked. “Inebriated?” “Yes.” She nodded slowly. “I’m sorry, Jane.” Jane wasn’t sure if Aunt Saffronia was speaking to Jane the niece or Jane the client. For the first time it didn’t matter; both Janes felt exactly the same. She acknowledged the apology with a nod, went to her room, and locked the door behind her. She thought she was angry but instead she plopped herself down on her bed, put her face in her pillow, and laughed. “What a joke,” she said, sounding to herself like the movie incarnation of Lydia Bennet. “I come for Mr. Darcy, fall for the gardener, and get propositioned by the drunk husband.” Tomorrow would be different. Tomorrow she would play for real. She was going to drive full force into the game, have a staggering good time, and kick the nasty Darcy habit for good. She fell asleep with the ticklish thought of Mr. Nobley’s smile.

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?

For some time now, the conventional wisdom at most agencies has been to partner with experts in specific fields—social networking, gaming, mobile, or any other discipline—in order to “get the best people for the job.” But given the success of AKQA, R/GA, and so many other innovators, perhaps it can be argued that to be truly holistic in our approach, it’s better to grow innovations from one’s own stem cells, so to speak, than to try to graft on capabilities on an ad-hoc basis. Some would no doubt argue that it makes the most economic sense to hire experts to execute as needed, rather than taking on more overhead in an increasingly competitive marketplace. But it should be pointed out that it’s hard to have the original ideas themselves if your own team doesn’t have a firm grasp of the technologies. Without a cross-disciplinary team of in-house experts, who knows what opportunities you—and by extension, your clients—may miss. “It comes down to the brains that you have working with you to make it a reality,” John Butler, cofounder of Butler, Shine, Stern & Partners, tells me. “The history of the ad agency is the Bernbach model—the writer and art director sitting in a room together coming up with an idea,” he says, referring to legendary adman Bill Bernbach, cofounder of DDB and the man who first combined copywriters and art directors as two-person teams. Now, all that’s changed. “[Today, there are] fifteen people sitting in a room. Media is as much a part of the creative department as a writer or an art director. And we have account planners—we call them ‘connection planners’—in the room throwing around ideas,” he says. “That facilitates getting to work that is about the experience, about ways to compel consumers to interact with your brand in a way that they become like free media” by actively promoting the brand for you. If his team worked on the old Bernbach model, Butler adds, they would never have created something like those cool MINI billboards that display messages to drivers by name that I described in the last chapter. The idea actually spun out of a discussion about 3-D glasses for print ads. “Someone in the interactive group said, ‘We can probably do that same thing with [radio frequency identification] technology.’” By using transmitters built into the billboards, and building RFID chips into MINI key fobs, “when a person drives by, it will recognize him and it will spit out a message just for him.” He adds with considerable understatement: “Through having those capabilities, in-house engineers, technical guys who know the technology and what’s available, we were able to create something that was really pretty cool.

And then there’s Stella. Stella is an interior decorator who’s been in the business for more than a decade. She had a thriving design firm and accolades out the wazoo. And yet, she still felt a niggling need to go to school to get certified. “Why would you want to waste your time doing that?” I asked. “You have a waiting list for your clients.” “Well, I’d feel more legit,” she said. FOR BUSINESS For the love of God and the information highway, please write your bio in first person—we all know you wrote it anyway. One of the most highly trafficked pages on small business websites is the “About” page. People are hiring you, paying attention to you, coming to see you. So they want to hear from… you. “You made more than a hundred grand last year and your clients refer you all the time. Isn’t that legit?” I asked. She was resisting, so I ramped up my persisting. “You know what you should say in your bio?” I said to her. “Say that you’re self-taught, in eighteen-point bold type. Let people know that you never set foot in a design college because you were too busy sewing your own drapes, shopping for textiles with your grandma, and learning how to build cabinets after school with your dad. It’s in your blood. Self-taught says ‘extra amazing.’ Self-taught says ‘natural talent.’ Just come out with it.” She skipped school.

Helping a client with all those things is part of your job. But before you can begin-in fact, before that person walks through the door-you must prepare yourself. In many agencies part of your preparation will be reading some documentation on the client. That may be nothing more than a two-line summary of the problem the client has reported and a telephone number you can call to set up an appointment. On the other hand, if the case is being transferred to you, it may mean a huge file that includes a medical history, a psychiatric evaluation, a mental status exam, a biopsychosocial assessment by a previous clinician (or clinicians), that clinician’s progress notes, a report of psychological testing, a diagnostic code, and many other types of information. Whether it is one page or fifty, though, your response ought to be the same: What don’t I know that I need to know? Start making some written notes for yourself, beginning with those questions that you need to have answered before you call the client back to arrange an appointment. For instance, you may want further clarification of her current problem, if possible, so you can be sure she is coming to the right place. You may want to find out if anyone told her there is a fee charged. Or, if the case appears to involve more than one person, you may want to inquire about who should be included in the first interview. You should raise those questions with your supervisor or with the person who had the initial phone contact.

So, now you’ve arranged the first interview. What next? If you are fortunate enough to have your own office, take a look around and ask yourself how you would feel coming there. If your client is likely to bring a child, is there anything for the child to play with so you can talk to the parent? If the client is in a wheelchair, can she get through the door or do you need to meet in some other office? If the client has trouble speaking English, would it be reassuring to have someone there to translate, or would it be insulting? And lastly, do you have pictures of your current partner or your children on your desk or other personal memorabilia around? If so, it’s probably a good idea to ask your supervisor’s opinion about whether or not to put them away, since they have to do with who you are and not with who the client is, and you have no idea what meaning the client will attribute to them or how she will see you once she has seen them.

Now you are ready to greet the client. This moment is important. Although it may vary slightly depending on how many people are involved and the circumstances under which you are seeing the client, there are a few basic principles intended to transmit courtesy, interest, and a clear message that this is a professional rather than a social relationship. If at all possible, you should always go out and meet the client rather than having her sent to your office by a receptionist. Opinions vary on whether you should introduce yourself more or less formally, e.g., “I’m Ms. Lukas” versus “I’m Susan Lukas” versus “I’m Susan.” They also vary on the issue of whether or not to shake hands with clients. Depending on her clinical outlook and the circumstances under which a client is coming for therapy, your supervisor may feel that any physical contact might transmit a misleading or potentially threatening notion about therapy. Therefore, all these questions should be discussed before the first interview. Having greeted the client, and while leading the way to your office, you should remember that the interview has already started. Listen very carefully to what the client is saying and make a mental note of your overall first impression. When you have ushered her in, pay attention to how the client reacts to your office. What does she say? Where and how does she choose to sit? (If possible, you should arrange seating so the client can sit facing you at a distance that permits her to speak in a normal voice, but is far enough away so that she does not feel you could reach out and touch her. If the client comes from a culture in which reaching out and touching another person’s arm is a sign of friendship or interest, then she can move the chair closer to you if she chooses to.) Does she wait for you to suggest that she sit down? Does she sit on the edge of the chair? Does she seem disorganized? Try to help the client to feel more comfortable. Show her where she can hang her coat if she wants to. Suggest that she might feel more comfortable in another seat. But remember: If the client chooses not to do any of these things, do not urge her to. The goal is to “start where the client is,” rather than expecting her to do it your way. You are concerned with her feeling of what is comfortable, not yours.

The sum total of all this, then, is that you want to ask only about facts and information the client can provide without having to probe her feelings or motivations. After all, if she were clear about her feelings, she probably wouldn’t be coming for help with a problem in the first place. Furthermore, asking “why” can lead you into making premature judgments about the client’s problem, since you will be fighting the desire for explanations and conclusions.

So, what information do you want to gather during this first interview? Foremost is her description of why she is here now as opposed to six months ago or six years ago (this is known in clinical parlance as the “presenting problem”). You want the basic data if you don’t have them: name, age, marital status, occupation; with whom she lives and where; any previous experiences of therapy; and perhaps some preliminary information about her family of origin. You also want to get some sense of her support system: Does she have friends? Do her relatives live nearby? Does she have a good working relationship with colleagues at her job? Many of these answers will emerge spontaneously. If they don’t, ask for them. Toward the end of the session, you want to leave yourself enough time to ask the client if she has any questions. In addition, you want to ask whether she would like to come back again and talk further. You might help her make that decision by pointing out what you are seeing, e.g., that she seems to be struggling with her feelings about her father’s death or that it is sometimes difficult to know the right thing to do when you are having trouble with your child. The goal here is to try and arrive at a mutual definition, in language that seems right to the client, of what the presenting problem is. Under the best circumstances the client will say something like, “That’s exactly the way I would have said it.” If you do not reach a mutual definition, however, that is not a reason to despair, since you are new at this. It is perfectly alright to suggest that the client return again so you can further explore and clarify what it is she would like your help with. If

yourselves properly.” The tall guy smiled. “What can I do for you?” “You can call someone for me. Sergeant Leach at the 110th. Tell her where I am. She might have a message for me. If she does, you can come and tell me what it is.” “You want me to feed your dog and pick up your dry cleaning, too?” “I don’t have dry cleaning. Or a dog. But you can call Major Sullivan, at JAG, if you like. She’s my lawyer. Tell her I want to see her, here, by the close of business today. Tell her I need a client conference. Tell her it’s extremely important.” “That it?” “No. Next you can call Captain Edmonds, at HRC. She’s my other lawyer. Tell her I want to see her right after Major Sullivan. Tell her I have urgent things to discuss.” “Anything else?” “How many customers do you have today?” “Just you and one other.” “Which would be Major Turner, right?” “Correct.” “Is she nearby?” “This is the only cell block we got.” “She needs to know her lawyer is out of action. She needs to get another one. You need to go see her and make sure she does.” “That’s a weird thing for you to say.” “What happened to Moorcroft was nothing to do with me. You’ll know that soon enough. And the best way of getting the egg off your face is not to get it on in the first place.” “Still a weird thing for you to say. Who died and made you president of the ACLU?” “I swore an oath to uphold the Constitution. So did you. Major Turner is entitled to competent representation at all times. That’s the theory. And a gap will look bad, when the appeals kick in. So tell her she needs to meet with someone new. As soon as possible. This afternoon would be good. Make sure she grasps that.” “Anything else?” “We’re all good now,” Reacher said. “Thank you, captain.” “You’re welcome,” the tall

Bell’s activism did not come at the cost of his writing. A few years later he published two law review articles of startling originality that won him widespread attention in the law school world. The first was “Serving Two Masters: Integration Ideals and Client Interests in School Desegregation Litigation,” published in Yale Law Journal in 1976. Bell had became convinced that the black community did not need—or, in many cases, want—busing, the school desegregation remedy that civil rights lawyers had been pursuing for at least a dozen years. Instead, they wanted better schools. This kind of talk was heresy within the NAACP, which at that time was staunchly committed to enforcing the mandate of Brown v. Board of Education, their great legal breakthrough. Bell sounded what turned out to be one of his signature themes: the conflict of interest inherent in much public interest litigation. American law requires a flesh-and-blood plaintiff, usually an ordinary person, with “standing”—a specific, concrete grievance with a specific actor or defendant. Much public interest litigation, however, is maintained by specialized litigation centers, like the NAACP Legal Defense Fund or the National Organization of Women. These litigators must represent victims of the policies they want to change. The idea is to file a case challenging the unjust policy, determined to take it to the Supreme Court in the hope that it will announce new law. In all this,

   David sat down in the only unoccupied chair in the room.                  The kid scooted his chair a few inches in the direction of the door.  David frowned at his new attorney.  “You think I did everything they’re saying about me.”                 “Ah… ah… no… “the kid said, sweat popping out on his brow.  “Let’s get started.”  David made a sudden move, his hands shooting out across the table.  The lawyer jumped back, his chair scrapping against the concrete floor.  His face paled, his hand trembled, his finger above the orange button on the radio.                  “Great, just what I needed, an attorney who believes I’m guilty.”                  “Mr… er… Reverend Padgett, I’m trying to help you.”                 “Am I your first client?”  The boy cleared his throat.                  “I assure you, Reverend Padgett, I will defend you to the best of my ability.”                 “You just passed the bar, didn’t you?”                  “Ah, yes, but I did so on my first try.  Some don’t pass until their second or third try.”                                                   “Wonderful, well we have something in common; this is the first time I’ve been on trial for my life.”                  “I have some good news for you,” Barlow said, picking up a piece of paper he handed it to David.                  “What’s this?” David said, his eyes scanning the sheet.                  “It’s a plea agreement.  I persuaded the prosecutor to only sentence you to 50 years; you will be eligible for parole in 25.”                 “You want me to plead guilty to something I didn’t do and spend the next 25 to 50 years in prison?”                 “If we go to trial, the prosecutor is going to ask for the death penalty.”                 “Have you even looked at the evidence?                 “I’m sorry, as you know I was just assigned the case this morning.”                 “Get out!”                 “Excuse me?”                 “Press your talk button on the radio and tell them you want to leave.”                  “But we haven’t discussed...”                 “If you persist I will fire you as my attorney, how will that look on your record?”     “Okay, okay, Reverend Padgett,” confused, Barlow pressed the orange button, “I’m ready to go now.”  Somewhere an alarm sounded. Suddenly there was a rumbling of running feet coming down the hall.      “You pushed the wrong button,” David shouted.  With hands trembling, he reached for the radio.  “Here let me have it.”     Keys jingled in the lock. Five officers rushed in, pulling David from the chair.  They threw him face down on the floor, he cried out in pain as one of the officers put his knee in the middle of his back.  Another grabbed David’s hands, snapping the handcuffs on his wrists.

Personally, I still prefer not to do readings within the first six months of a loved one’s transitioning. This has nothing to do with the spirit, and everything to do with the client—it’s essential that the grief process happens naturally. The raw emotions that come with recent loss aren’t usually conducive to accepting the insights a departed

Personally, I still prefer not to do readings within the first six months of a loved one’s transitioning. This has nothing to do with the spirit, and everything to do with the client—it’s essential that the grief process happens naturally. The raw emotions that come with recent loss aren’t usually conducive to accepting the insights a departed loved one provides. On my end, too, it’s extremely distracting. I end up picking up on the client’s strong emotions, and it can overpower my focus.

Loan Originating has been Miguel's passions for over 15 years. He uses his analytical skills, attention to detail and passion for helping others to guide his clients through each phase of the mortgage process. He attributes his success to high ethical principles, having a plan and willingness to constantly make adjustments along the way. He sees obstacles as an opportunity to demonstrate his value. Miguel specializes in home loans, mortgage and refinancing. On his free time, Miguel loves spending time with his family and always makes their happiness a priority. From making memories on family trips to volunteering at his daughters' scholastic and sporting events; family comes first. NMLS #223313 CalBre# 01844476

We have a system we follow every time we get asked to create a product logo. Clients like the work we produce and we’re able to charge a good dollar because clients know a product logo is something they will use for a long time. Once we create one product logo, we have our foot in the door and clients often come back as they launch new products.” Ted considered Alex’s conclusion. “Tell me about the system you follow for creating logos.” “It’s nothing too formal, but we always start off by asking the client to describe their vision for their product and how they differentiate themselves from their competitors.” Ted began to make notes. “That sounds like a good first step. Let’s call it Visioning.” Step 1: Visioning “What’s the next step?” asked Ted. “After we establish the client’s goals, we go through an exercise where we ask the client to personify their product. For example, we’ll ask questions like, ‘If your product was a famous actor, who would it be?’ and ‘If your product was a rock star, who would it be?’ One of our favorite questions is a little goofy: ‘If your product was a cookie, what kind of cookie would it be?’ These questions force the client to think about the personality they want to come through in their logo.” “That sounds unique, Alex. Let’s call that step two and give it a name like Personification.” Step 2: Personification “What’s your next step in designing a logo?” “We then go back to the office and use a pencil and paper to freehand sketch

Despite all this, my successful clients seem to share a common trait when it comes to tackling their problems and going after their dreams. Each morning, when they get up, they do what they hate or dislike and get it done first. Indeed, doing what you hate—and getting it out of the way by doing it first—is one of the quickest ways to inject success into your life. If you can create this habit and apply it across your life, you will see your life change.

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.

Three Ways to Start a Conversation It’s a lot easier than you think. Over the years, countless clients have said to me, “But I don’t know what to say! What is the perfect opening line?” Well, he’s some good news: There is no “perfect” opener! In fact, few people remember the first things they ever said to each other. Appearing comfortable and at ease socially is far more important than being witty or astute when it comes time to make that first impression. Just get the conversation going, preferably by encouraging others to talk to you. Here are a few ideas to get you started. Imagine yourself in each of these situations, and think about other things you might say. 1. Ask a question. Scenario: You are in a parking lot and see someone with a late-model car. “Excuse me,” you say, “I’m in the market for a new car, and I’m considering one like this. What do you think of it?” 2. Voice an opinion. Scenario: During intermission at a concert or play. “I think they are absolutely terrific! What did you think?” If you’re feeling a little more adventurous, follow up with a veiled invitation. “I think it’s wonderful that they bring such talent to our area, don’t you? I’d really like to come more often.” 3. State a fact. Scenario: At an art gallery, showing the work of someone about whom you’ve done a little research (it never hurts, and gives you an air of being in the know). “I understand the artist spent several years in Haiti, working with native artists.” Or, if you know next to nothing about the artist, “I’m intrigued by his work, but I know so little about his background. Are you familiar with it?” (This clever turn-around sets your new companion up as the expert, and works even if you actually do know a little something about the subject!)

Abraham Lincoln once said, “Give me six hours to chop down a tree, and I will spend the first four sharpening the axe.” This system is no different than Abe’s tree. If you don’t sharpen your axe and put in place the necessary foundational elements first, the rest of it won’t be nearly as effective. What we’re doing here is building a system that you’ll come to rely on

God has also come through for my clients directly—though one time, He made Himself known in a way that I couldn’t understand at first. I didn’t know anything about the woman I was reading, and she had a quiet demeanor so we didn’t really talk much before. One of the first things I said to her was, “There’s a husband energy here. Did you lose your spouse?” She told me she never married, so I moved on, but this husband figure wouldn’t leave me alone—he even kept showing me a plain, gold wedding band. I passed, and we moved on to other messages, including how she has a spiritual gift like mine. Then during the last fifteen minutes of her reading, I felt a tremendous sense of peace and saw the overwhelming white light with golden edges that always bowls me over. “Call me crazy, but I feel God is present,” I said. I felt different from when I channel a normal husband energy; it felt higher than your loved ones, higher than a guide or angel. God said to tell her, “Thank you for doing my work.” The woman thanked me for the reading, and I didn’t think about it too much after that. Cut to a few months later, and I was about to read another client when she said, “I heard you gave Sister Mary Catherine the most amazing reading.” I was like, Sister Mary who? Apparently, the first woman was a nun—with psychic abilities, no less—but more than anything, the husband energy now made sense! At first, it didn’t feel like God because Spirit makes me feel the bond that the person shares with the soul, but nuns believe they are married to Christ. Plus, He showed me the wedding band. But when we didn’t connect with that, God made Himself a lot more obvious! Sheesh, talk about a blond moment on my part.

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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.

He could mentally picture, in great detail, some of the grand, intricately detailed pastries and cakes Lani had constructed at Gateau. Her inspired creations had drawn raves. She hadn't been a Beard nominee during her first year of eligibility for nothing. She'd worked tirelessly to perfect even the tiniest detail, not because the client- or an awards committee- would have noticed, but because it mattered to her that each effort be her best. In fact, it was her work ethic and dedication that had first caught his attention. She wasn't a grandstander, like most with her natural ability, behaving in whatever manner it took to stick out and be noticed. She let her work speak for her. And speak it did. It fairly shouted, in fact. Once he'd noticed, he couldn't help being further captivated by how different her demeanor was from most budding chefs. Bravado, with a healthy dose of self-confidence bordering on arrogance, was a trademark of the profession. Some would say it was a requirement. Leilani's quiet charm, and what he'd come to describe as her relentless calm and ruthless optimism had made an indelible mark on him. She wasn't like any baker he'd ever met, much less any top-notch chef. She cared, she labored- hard- and she lived, breathed, ate, and slept food, as any great chef did. But she was never frantic, never obsessed, never... overwrought, as most great chefs were. That teetering-off-the-cliff verve was the atmosphere he'd lived in, thrived on, almost his entire life. Leilani had that same core passion in spades, but it resided in a special place inside her. She simply allowed it to flow outward, like a quietly rippling stream, steady and true. As even the gentlest flowing stream could wear away the sturdiest stone, so had Leilani worn down any resistance he'd tried to build up against her steady charm... and she'd done it without even trying.

I first heard about blockbusting when I decided I wanted to buy and sell property in Dorchester. So I went to local real estate agents. I got friendly with one fellow who worked in a particular office. We went out to lunch a couple of times, and he said, “I like you. You ought to come to work here. You can make a ton of money...” He explained to me that the banks had decided to take a certain area and designate it with a red pen... Mattapan and parts of Dorchester. We’re going to finance minorities in this particular area, so they can get a house with no money down. That’s how it all began. Of course, I personally wasn’t out to help any minorities. I was out to make a buck for myself, and, seeing all those clients lining up out the door, I thought a fortune was certainly there. For a lot of people already in the business, it was a boon to them. And a lot of people who weren’t in the business said, gee, this looks really good...

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.

Career inflection points are commonplace. A story comes to mind. It so happens that it was related to me by a business journalist who had interviewed me when this book was first published. This man used to be a banker. He was happily and productively employed until one day he went to work and learned that his employer had been acquired by another, larger bank. In short order he was out of a job. He decided to change careers and become a stockbroker. He knew that he would have to pay his dues. While he was comfortable with financial matters, he knew that a banker’s skills are not the same as those required of a stockbroker. So he went to stockbroker school and eventually started working as a full-fledged broker. For a while, things went well and the future looked promising. However, a short time before we met, on-line brokerage firms started to appear. Several of this man’s clients left him, preferring to do their business with low-cost on-line firms. The handwriting was on the wall. This time, our man decided to make his move early. He had always had an interest in, and aptitude for, writing. Building on the financial knowledge that he had first acquired as a banker, and that was reinforced

Again, we had to ask, who was this gathering for first? The client. And what was the underlying purpose? To come up with bold ideas that the client would have the political capital and risk appetite to implement.

In other words, under normal circumstances the rider takes its cue from the elephant, just as a lawyer takes instructions from a client. But if you force the two to sit around and chat for a few minutes, the elephant actually opens up to advice from the rider and arguments from outside sources. Intuitions come first, and under normal circumstances they cause us to engage in socially strategic reasoning, but there are ways to make the relationship more of a two-way street.

Why mobile app hosting is fundamental for your versatile application? Portable application hosting is fundamental for your site? Also, why it is compulsory to work? To lay it out plainly, you have constructed a versatile application. What would be the best next step? Fostering an application isn't generally so direct as tossing it in the air; it needs a spot to live, or all the more precisely, a hosting supplier. It's better assuming it's done on an outside server since your gadget won't deal with the power. An application that crashes each time won't acquire large number of clients, which youthful new businesses need. Versatile app hosting services is fundamental, with a powerful server is the best arrangement. We'll take a gander at how portable applications create and why composing code isn't the entire story. How would you foster a portable application? It's more convoluted than you likely suspect. It comprises of two sections. Utilizing a telephone or tablet, the client can explore the application's front end by clicking buttons and moving sliders. The server-side, nonetheless, should be answerable for showing buttons and sliders. When you click on the button, a data demand is shipped off the server. Subsequent to handling, you will figure out the outcomes. You ought to have another screen stacked in practically no time, so you will not lose significant clients pausing. Is it important to have a versatile application? Versatile application improvement requires something other than composing code. The client's gadget will clearly contain the whole backend if the application resembles a mini-computer with just rudimentary capacities. Notwithstanding, a backend should exist that offers more complicated capacities, and something should empower solicitations to be satisfied there. In this manner, App Hosting is fundamental. It alludes to introducing an application on the server of a supplier, like Amazon Web Services (AWS) or Google Cloud Platform (GCP). These suppliers put the application on their servers. There are basically no distinctions between Mobile App Hosting and hosting sites. In like manner, the versatile application hosting server processes a solicitation sent by the client. The client makes a move or sends a solicitation. So what precisely is Code Push? It would assist with fixing bugs when they happen toward the front. In AppStore and Google Play, an update requires an audit each time it is made. The interaction requires 30 minutes for Android and could take more time to a day for iOS. You can robotize this and pass the survey by transferring updates to Code Push. Designers can without much of a stretch update their React Native applications utilizing the App Center. Applications can demand refreshes utilizing the gave client SDK from the focal vault, which is a focal store for refreshes. Mechanizing refreshes permits us to fix blunders quicker, setting aside us time and cash. How do these administrations vary? Cloud hosting is one model. It's something we've utilized ourselves first. Then, at that point, on the grounds that a ton of organizations use it, Whence comes this? Rather than regular hosting, cloud hosting utilizes only one server rather than different servers. A virtual and actual organization of cloud servers has the application or site. How much is portable application hosting fundamental in the cloud? Reliability You would lose your item assuming something happened to the server it was facilitated. Another situation includes many machines that are associated. Information will stay on the organization regardless of whether it vanishes from one server. Efficiencies Dissimilar to a normal server, cloud hosting can increment framework assets. This is on the grounds that the server's ability should be expanded assuming the quantity of clients increments abruptly. Assuming you utilize a devoted server, the cycle is more adaptable.

The moments of reprieve at the Portland come not when we aim for dramatic achievements—helping someone kick addiction or curing a disease—but when clients allow us to reach them, when they permit even a slight opening in the hard, prickly shells they’ve built to protect themselves. For that to happen, they must first sense our commitment to accepting them for who they are. That is the essence of harm reduction, but it’s also the essence of any healing or nurturing relationship

The key to this matrix is the symmetry or asymmetry of the performance. Investors who lack skill simply earn the return of the market and the dictates of their style. Without skill, aggressive investors move a lot in both directions, and defensive investors move little in either direction. These investors contribute nothing beyond their choice of style. Each does well when his or her style is in favor but poorly when it isn’t. On the other hand, the performance of investors who add value is asymmetrical. The percentage of the market’s gain they capture is higher than the percentage of loss they suffer. Aggressive investors with skill do well in bull markets but don’t give it all back in corresponding bear markets, while defensive investors with skill lose relatively little in bear markets but participate reasonably in bull markets. Everything in investing is a two-edged sword and operates symmetrically, with the exception of superior skill. Only skill can be counted on to add more in propitious environments than it costs in hostile ones. This is the investment asymmetry we seek. Superior skill is the prerequisite for it. Here’s how I describe Oaktree’s performance aspirations: In good years in the market, it’s good enough to be average. Everyone makes money in the good years, and I have yet to hear anyone explain convincingly why it’s important to beat the market when the market does well. No, in the good years average is good enough. There is a time, however, when we consider it essential to beat the market, and that’s in the bad years. Our clients don’t expect to bear the full brunt of market losses when they occur, and neither do we. Thus, it’s our goal to do as well as the market when it does well and better than the market when it does poorly. At first blush that may sound like a modest goal, but it’s really quite ambitious. In order to stay up with the market when it does well, a portfolio has to incorporate good measures of beta and correlation with the market. But if we’re aided by beta and correlation on the way up, shouldn’t they be expected to hurt us on the way down? If we’re consistently able to decline less when the market declines and also participate fully when the market rises, this can be attributable to only one thing: alpha, or skill. That’s an example of value-added investing, and if demonstrated over a period of decades, it has to come from investment skill. Asymmetry—better performance on the upside than on the downside relative to what your style alone would produce—should be every investor’s goal.

Communicate deadlines at risk. If you’re coming up on a deadline and you’re noticing that the work is much more involved and time-consuming than you first thought, then make sure to communicate with the client as soon as possible of the possibility. If you do this, then in the worst case they will be a little upset (and they’ll get over it), but ultimately you won’t lose their trust when you hit the revised delivery date. In the best case, you’ll surpass their expectations and get things done before the revised delivery date and you’ll look like an all-star.

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

Horizontal expertise paints on a far-reaching canvas. Say that you are an expert known worldwide for helping CEOs manage change in disruptive environments. Your expertise doesn’t come from understanding a vertical industry, like mining or media or consumer electronics or transportation. You just need to be sufficiently sharp to learn enough about a given industry to know how to apply your expertise in a given setting. In effect, you can work with any viable CEO candidate who wants to learn — regardless of the industry — as long as the primary challenges are defined horizontally, such as navigating deep change in the middle of disruption. Today you’re working with C-level executives at Samsung after their phones are banned on all airline flights, but next month you might be working with an executive in the hospitality industry facing a hotel worker strike. Or health insurance executives navigating an uncertain landscape that can never really see farther than two years. Each of these engagements is interesting because you have to apply your expertise to a new setting. But as much as you are learning, you’re taking two steps back for every three steps forward because much of what you learn with each new engagement is just the bare necessity in order to even be relevant. It’s interesting but challenging. Thrilling but exhausting. Engaging but distracting. There are cases, of course, where new clients regard your broad expertise as a significant selling point. They like that you can apply consumer insights to a professional B2B setting, or that you can help apply change management to consumer engagement. The first advantage of horizontal expertise, then, is how the application of expertise to many verticals always keeps the expert engaged and learning.

Seeking approval...is the emotion behind the behavior being analyzed well? I think so but what I think is missing is proper guage of the most effective response. The prediction of emotion is covered but in the moment of struggle, it's wired sort of differently. Their approval-seeking is in hyperdrive and they immediately presume I didn't do it right so they don't like me anymore ..here comes the outburst The slightest change would fix so much... Name the feelin' for them...you feel frustrated...you feel disappointed...angry That's ok..OK... I feel that way when I....too THEN correct Addressing the fact that they want to reject you or themselves first would make a stronger bridge...more trust...harder working clients who eventually see themselves the way you see them.

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

Let us examine first the psychological and legal position of the criminal. We see that in spite of the difficulty of finding other food, the accused, or, as we may say, my client, has often during his peculiar life exhibited signs of repentance, and of wishing to give up this clerical diet. Incontrovertible facts prove this assertion. He has eaten five or six children, a relatively insignificant number, no doubt, but remarkable enough from another point of view. It is manifest that, pricked by remorse—for my client is religious, in his way, and has a conscience, as I shall prove later—and desiring to extenuate his sin as far as possible, he has tried six times at least to substitute lay nourishment for clerical. That this was merely an experiment we can hardly doubt: for if it had been only a question of gastronomic variety, six would have been too few; why only six? Why not thirty? But if we regard it as an experiment, inspired by the fear of committing new sacrilege, then this number six becomes intelligible. Six attempts to calm his remorse, and the pricking of his conscience, would amply suffice, for these attempts could scarcely have been happy ones. In my humble opinion, a child is too small; I should say, not sufficient; which would result in four or five times more lay children than monks being required in a given time. The sin, lessened on the one hand, would therefore be increased on the other, in quantity, not in quality. Please understand, gentlemen, that in reasoning thus, I am taking the point of view which might have been taken by a criminal of the middle ages. As for myself, a man of the late nineteenth century, I, of course, should reason differently; I say so plainly, and therefore you need not jeer at me nor mock me, gentlemen. As for you, general, it is still more unbecoming on your part. In the second place, and giving my own personal opinion, a child’s flesh is not a satisfying diet; it is too insipid, too sweet; and the criminal, in making these experiments, could have satisfied neither his conscience nor his appetite. I am about to conclude, gentlemen; and my conclusion contains a reply to one of the most important questions of that day and of our own! This criminal ended at last by denouncing himself to the clergy, and giving himself up to justice. We cannot but ask, remembering the penal system of that day, and the tortures that awaited him—the wheel, the stake, the fire!—we cannot but ask, I repeat, what induced him to accuse himself of this crime? Why did he not simply stop short at the number sixty, and keep his secret until his last breath? Why could he not simply leave the monks alone, and go into the desert to repent? Or why not become a monk himself? That is where the puzzle comes in! There must have been something stronger than the stake or the fire, or even than the habits of twenty years! There must have been an idea more powerful than all the calamities and sorrows of this world, famine or torture, leprosy or plague—an idea which entered into the heart, directed and enlarged the springs of life, and made even that hell supportable to humanity! Show me a force, a power like that, in this our century of vices and railways!

There are three rules you must follow when putting together the kind of HVCO that will explode your sales: HVCO Rule #1: Create an Attention-Grabbing Headline HVCO Rule #2: Make sure every point touches a burning issue. HVCO Rule #3: Keep it simple. Now, they’re all important, and we’ll come to rules #2 & #3 in a moment; but first, the single most critical part of this process is having an attention-grabbing headline that stops your prospects in their tracks, grabs them by the throat, and creates so much intrigue that it practically forces them to give you their contact details.

And because this was the first ed reform campaign run like a political campaign, we became the firm to call if you had an education-related problem. (We ended up helping Michelle Rhee create StudentsFirst, helping NBC News create Education Nation, and running ed reform campaigns in cities and states all over the country.) Now that I’ve been running a business for eight years, I’ve learned that clients come and go in waves, often for no good reason. It’s kind of like sports—sometimes you’re just hot and every plate appearance is a hit and sometimes you’re not and nothing new comes in. You’re the same person in both situations. You didn’t get any smarter or dumber. You didn’t work any harder or less hard. It’s just random—and everyone I know in any sort of client-services business feels the exact same way.*

I tell my first-year law students that they will be learning how to read. "Huh? We've known how to read since we were six!" Sure, that's true, in the sense that students come to law school knowing cognitively how to translate black-and-white marks on a page into words. But what I mean by read is different. It requires you to isolate phrases, then individual words, and then figure out as many interpretations of those words as possible. Once you have the various options on the table, you can start to prioritize the options and choose which is best---or at least how to argue for one over the other on behalf of a client. This is a skill, and one that is becoming increasingly rare in a world of information overload, texts, tweets, and sound bites.

Market for Non-Fungible-Tokens (NFTs) has grown significantly and enabled several ways to earn through them. However, with the rise of NFT scams, main problem has arisen in determining the value of an NFT. Knowing the value of an NFT can be helpful in many ways. Here is what you should know about investing in NFTs, determining their worth, and considering several factors that will help you make a profit from NFTs. Understand the pricing of an NFT There is no defined model to evaluate the value of an NFT. In a basic sense, you cannot assess NFTs using the same parameters used to evaluate properties or traditional investment vehicles like shares. Last buyer's payment often provides some indication of the worth. However, with NFTs, it can be challenging to predict what the next buyer will pay based on their predictions. Most buyers depend on guesswork in their bids because they lack the expertise required to estimate the value of NFTs logically. The value of NFTs is influenced over time by a judgment over which both buyers and sellers may have no control. For instance, a piece of NFT art could be in great demand for a period because purchasers believe it to be unique and that its value will rise shortly. Then, suddenly, they may discover that the digital image is publicly available on the Internet and that the NFT would no longer have any clients. So, to avoid these scams, investors should consider these factors to determine the price of an NFT they want to buy or sell. Factors influencing the value of NFTs Artist’s Fame The reputation of the artist who created an NFT is the first element that affects its worth. NFTs produced by well-known or particularly well-liked up-and-coming artists will be valued higher than those produced by lesser-known artists. For example, the value of an old painting by Pablo Picasso will differ by miles from the value of even an impressionist painting by a contemporary street artist. That's just how the art business operates. And with context to NFTs, nothing has changed. Ownership History An NFT's value is highly influenced by the issuer's and past owners' identities. The historical value of tokens created by well-known individuals or businesses is significant. By collaborating with individuals or businesses having a high brand value to issue the NFTs, you can improve the value proposition of the NFT. Another way to get popularity is to resell NFTs already owned by prominent individuals. With the use of a straightforward tracking interface, marketplaces and sellers can assist buyers in learning more about prior NFT owners. Buyers will benefit from seeing the names of investors who profited significantly from NFT trading. Rarity The price of an NFT is strongly correlated with how scarce it is considered to be and how rare it is. Famous artists' original works of art and high-calibre celebrities' tokens are qualified as rare NFTs. NFTs have a significant amount of worth due to their rarity. Any asset with a limited supply has a higher intrinsic value and gives its owner a sense of true uniqueness. In the NFT art market, sellers can demand top pay for this feeling. Liquidity If an asset can be sold when needed without suffering a significant loss in value, it is considered to be liquid. If you view NFT art as an investment rather than a long-term digital collectable, liquidity is a top concern. High liquidity increases an NFT's value, especially for these types of investments. Liquidity can be unpredictable since it is determined by attractiveness and what a buyer is prepared to pay and the characteristics that change as the market does. Look at its recent trading volume to get an indication of what you might expect in terms of NFT liquidity. Systems will be established to maintain asset liquidity as the NFT market expands.

Janitorial cleaning has many benefits for businesses. By keeping your office or business clean, you can improve the health and safety of your employees and the appearance of your property. This blog post will discuss some of the top benefits of janitorial cleaning and how it can improve your business! What is Janitorial Cleaning? Janitorial cleaning is a professional cleaning typically performed by janitors or professional cleaners. This cleaning can involve everything from sweeping and mopping floors to cleaning bathrooms and kitchens. Businesses often hire janitorial cleaning services to keep their properties clean regularly. The Benefits of Janitorial Cleaning: Many benefits come along with janitorial cleaning, both for businesses and employees. Some of the top benefits include: Improved health and safety: One of the essential benefits of janitorial cleaning is enhanced health and safety for employees. Keeping your office or business clean can help prevent the spread of illness-causing bacteria and viruses. In addition, janitorial cleaning can help reduce the risk of slips, trips, and falls by keeping floors clean and free of debris. Improved appearance: Another benefit of janitorial cleaning is improved appearance. First impressions are essential; a clean office or business can make a good impression on customers, clients, and other visitors. A well-maintained property can also reflect positively on your company’s brand. Increased productivity: Janitorial cleaning can also lead to increased productivity in the workplace. Employees working in a clean and orderly environment tend to be more productive and efficient. Studies have shown that employees who work in clean offices are up to 15% more effective than those who work in cluttered or messy environments. Improved morale: Finally, janitorial cleaning can also improve employee morale. When employees feel good about their working environment, they are more likely to be happy and satisfied with their jobs. This, in turn, can lead to increased productivity and loyalty to your company. As you can see, many benefits come along with janitorial cleaning. If you want to improve your business, janitorial cleaning is a great place to start! Contact us at 954-341-4141 for more inforamtion.

Prepare to double CD Baby doubled in size every year for the first six years. Both customers and profit, almost exactly 100 percent growth each year. Because the business needed a warehouse for the CDs, I always had to buy more shelving. Each time I did, I’d buy twice as much as I had before. It always filled up fast, even when it got warehouse-sized. When I had filled a 5000-square-foot warehouse, I rented 10,000 square feet. When I filled up 10,000 square feet, I rented 20,000 square feet. Even that filled up fast. But no matter what business you’re in, it’s good to prepare for what would happen if business doubled. Have 10 clients now? How would it look if you had 20 at once? Serving 80 customers for lunch each day? What would happen if 160 showed up? “More of the same” is never the answer. You have to do things in a new way to handle twice as much business. Processes have to be streamlined. Never be the typical tragic small business that gets frazzled and freaked out when business is doing well. It sends a repulsive “I can’t handle this!” message to everyone. Instead, if your internal processes are always designed to handle twice your existing load, it sends an attractive “come on in, we’ve got plenty of room” message to everyone.

Define the ideal size of the first project (in dollars), and how that number fits into the larger relationship you want with the client. Your rationale is that relationships of this scale allow you to be effective and profitable. Describe the typical mix between strategy and implementation in your work. Must you do strategy at the outset, or would you go straight to implementation to get a foot in the door and then swim upstream later? What payment terms work well for you? If you require a significant portion of the fee at the outset, explain why you’ve come to that policy.

Someone else was there with the ideas first, but the people we celebrate and want to emulate had an inkling about how to breathe new life into those products by making them meaningful to those who would use them. It’s possible to become that kind of person intentionally. In my work as a business adviser, I help entrepreneurs and business leaders to deconstruct what makes ideas fly. Together we seek a deeper understanding about the context in which those ideas will be embraced by and become meaningful to their clients, customers or users. This is how I enable my clients to discover the untapped potential of their innovations, ideas or stories. When it comes to making ideas take off, often the hope is that marketing will help people to understand why they need the product or service and thus make them want it. The truth is, the best marketing in the world can’t save an idea that hasn’t been developed with an understanding of who it’s for and why it will matter to those people.

Remember too that when it comes to death, this is an agreed-upon choice between your soul, your guides, and God; it’s not entirely God’s call, as so many of my clients assume. The end of your life usually occurs when that soul, not the human, chooses to leave within a window of time called destiny. I’m told that this is also the case with children who get sick or die young. Their souls agreed to take on an illness for their growth or that of the loved ones connected to them. A lot of times when I sit with a client, they’ll say, “I asked God not to take my mom/brother/child yet, and He did!” But God isn’t kicking back in Heaven like, I’ll take . . . that one! Now this one! He’s not calling back souls the way you pluck chocolates out of a box—this truffle first, then that caramel. In fact, God isn’t doing anything to us, but for us, and even then your soul is involved.

Musical Event Management Service– Make the right & sensible choice Music is essential to keep the spirit up in the day to day activities. It is known to elevate positive feelings and makes you a cheerful person. There is no one on this earth, who will not agree that listening to soulful songs is a great therapy to kick out stress. Not only this, it has become a great source of entertainment in modern day lifestyle. It keeps everyone upbeat and definitely lightens up everyone’s mood. With these benefits, there has been a massive rise in the demand of musical event management service. So, if you are someone who is planning to host such an event, it makes sense to take a right call by consulting the company SPRING OF RHYTHM. Well, this can be achieved by opting for a trustworthy event management firm like SPRING OF RHYTHM. Only consider the best, which can guarantee of top-notch musical event management solutions. In the market, you might come across to hundreds of companies, but never get fooled by their big promises. Sit down and perform extensive research to opt only the prominent one for your peace of mind. In case you compromise on this point, it can prove to be a costly affair. Of all, the event can turn out to be a major disappointment and this can harm your reputation in the society. This is why there is a need to be smart in the decision-making process. Firstly, one should get complete information about the musical event management service provider. Check their reputation in the industry and for how they have been performing. Give your vote of confidence to only the most experienced and the best one. With years of experience in their kitty, it can do wonders in the quality of service. Secondly, get an insight on the team members and their hands-on experience. Only a good team with superlative members can assure of exceptional service. Thirdly, check the industry connections of the firm and this is vital in terms of costing. This will prove to be decisive in a smooth event within the desired budget. Based on their industry connections, it helps to meet the requirements in a cost-effective way and without compromising on your end goals. A reputed musical event management service provider will assess the main objective of the occasion in a proficient manner. They can offer the customize service as per the necessities of the client in a clinical manner. SPRING OF RHYTHM possesses the much-needed expertise in organizing the best musical event. With the best pool of music artists, it gives the liberty to make the choice according to the budget and occasion. You certainly end up saving time by knowing which artist will be available for a particular day and what will be the charge. This can bring about a lot of clarity and make the decision-making process less stressful. Make the right decision to add the right enthusiasm to the event and make it unbelievable for everyone. SPRING OF RHYTHM is assuring you with the successful and entertaining event will give an immense satisfaction.

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

With means, if more than a little diminished means, of his own Ethan had done what his father before him, likewise a lawyer, had done, and had once in days past counselled him to do before it was too late, before this might spell an irrevocable retirement. He made a Retreat. (To be sure he had not been bidden so far afield as had his father, who’d spent the last year of peace before the First World War as a legal adviser on international cotton law in Czarist Russia, whence he brought back to his young son in Wales, or so he announced, lifting it whole out of a mysterious deep-Christmas-smelling wooden box, a beautiful toy model of Moscow; a city of tiny magical gold domes, pumpkin- or Christmas-bell-shaped, sparkling with Christmas tinsel-scented snow, bright as new silver half-crowns, and of minuscule Byzantine chimes; and at whose miniature frozen street corners waited minute sleighs, in which Ethan had imagined years later lilliputian Tchitchikovs brooding, or corners where lurked snow-bound Raskolnikovs, their hands stayed from murder evermore: much later still he was to become unsure whether the city, sprouting with snow-freaked onions after all, was intended to be Moscow or St. Petersburg, for part of it seemed in memory built on little piles in the water, like Eridanus; the city coming out of the box he was certain was magic too—for he had never seen it again after that evening of his father’s return, in a strange astrakhan-collared coat and Russian fur cap—the box that was always to be associated also with his mother’s death, which had occurred shortly thereafter; the magic bulbar city going back into the magic scented box forever, and himself too afraid of his father to ask him about it later—though how beautiful for years to him was the word city, the carilloning word city in the Christmas hymn, Once in Royal David’s City, and the tumultuous angel-winged city that was Bunyan’s celestial city; beautiful, that was, until he saw a city—it was London—for the first time, sullen, in fog, and bloodshot as if with the fires of hell, and he had never to this day seen Moscow—so that while this remained in his memory as nearly the only kind action he could recall on the part of either of his parents, if not nearly the only happy memory of his entire childhood, he was constrained to believe the gift had actually been intended for someone else, probably for the son of one of his father’s clients: no, to be sure he hadn’t wandered as far afield as Moscow; nor had he, like his younger brother Gwyn, wanting to go to Newfoundland, set out, because he couldn’t find another ship, recklessly for Archangel; he had not gone into the desert nor to sea himself again or entered a monastery, and moreover he’d taken his wife with him; but retreat it was just the same.)

People Say…” Craig, I just want to say “thank you” for the care and attention you give to our churches. No one can doubt your eagerness to service your clients nor your attention to detail in meeting their needs. That, along with your love for Christ and commitment to him, makes you our choice when it comes to proving first class travel service for the members of our purchasing group. Thanks, John Griffin, Shared Church Services.

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.

By 2008, storm clouds were gathering over Microsoft. PC shipments, the financial lifeblood of Microsoft, had leveled off. Meanwhile sales of Apple and Google smartphones and tablets were on the rise, producing growing revenues from search and online advertising that Microsoft hadn’t matched. Meanwhile, Amazon had quietly launched Amazon Web Services (AWS), establishing itself for years to come as a leader in the lucrative, rapidly growing cloud services business. The logic behind the advent of the cloud was simple and compelling. The PC Revolution of the 1980s, led by Microsoft, Intel, Apple, and others, had made computing accessible to homes and offices around the world. The 1990s had ushered in the client/server era to meet the needs of millions of users who wanted to share data over networks rather than on floppy disks. But the cost of maintaining servers in an ever-growing sea of data—and the advent of businesses like Amazon, Office 365, Google, and Facebook—simply outpaced the ability for servers to keep up. The emergence of cloud services fundamentally shifted the economics of computing. It standardized and pooled computing resources and automated maintenance tasks once done manually. It allowed for elastic scaling up or down on a self-service, pay-as-you-go basis. Cloud providers invested in enormous data ​centers around the world and then rented them out at a lower cost per user. This was the Cloud Revolution. Amazon was one of the first to cash in with AWS. They figured out early on that the same cloud infrastructure they used to sell books, movies, and other retail items could be rented, like a time-share, to other businesses and startups at a much lower price than it would take for each company to build its own cloud. By June 2008, Amazon already had 180,000 developers building applications and services for their cloud platform. Microsoft did not yet have a commercially viable cloud platform. All of this spelled trouble for Microsoft. Even before the Great Recession of 2008, our stock had begun a downward slide. In a long-planned move, Bill Gates left the company that year to focus on the Bill & Melinda Gates Foundation. But others were leaving, too. Among them, Kevin Johnson, president of the Windows and online services business, announced he would leave to become CEO of Juniper Networks. In their letter to shareholders that year, Bill and Steve Ballmer noted that Ray Ozzie, creator of Lotus Notes, had been named the company’s new Chief Software Architect (Bill’s old title), reflecting the fact that a new generation of leaders was stepping up in areas like online advertising and search. There was no mention of the cloud in that year’s shareholder letter, but, to his credit, Steve had a game plan and a wider view of the playing field.

I walked out into the parking lot and found the space he’d written on the rental folder.  I frowned at the bright yellow and black machine that sat there waiting for me.  What is that?  A riding lawnmower?  “This can’t be right,” I said to no one.  I was the only one out there, so I don’t know who I thought I was talking to, but having a thousand conversations in my head over the last twenty-four hours was making me question my own sanity.  Probably talking out loud to myself wasn’t any better, but what the hell … might as well change up the crazy every once in a while to keep it fresh. I pressed the button on the key ring and the headlights flashed on once, proving this was not a mistake.  “A Smart Car?  Are you kidding me?”  It looked like a giant, wasp-yellow roller skate.  Maybe not even a giant one; maybe just a large-ish roller skate.  Surely looking like a giant wasp flying down a country road was a bad idea for a girl with a sting-allergy… I debated in my head whether I should go and argue for one of the other fifty full-sized cars on the lot, but then gave up on the idea five seconds later.  “Screw it,” I said, annoyed as hell.  “Might as well get eight hundred miles to the gallon, right?!”  The tone of my voice had drifted a little over to the hysterical side, but there was nothing I could do about it.  I was barely hanging on, the stress almost enough to send me to the looney bin.  I just kept picturing Bradley saying, “You got married?  To a complete stranger?  In Las Vegas?  When you were drunk?  By a guy named Elvis?”  It was too horrible to fully fathom.  He’d dump me just for humiliating him in front of all his clients and his frat brothers and his parents.  There were so many people expecting me to be the perfect fiancée. I threw my overnight bag in the passenger seat and drove off the lot, wishing I could peel out and really express my anger in a satisfyingly loud and obnoxious way.  But I quickly learned that a Smart Car doesn’t know how to peel out; it’s not equipped to do much with its lawn-mower sized engine.  It just knows how to deliver me from Point A to Point B on a very small amount of gas with almost zero elbow room.  I felt like a clown buzzing around in her little circus car.  The only things missing were a little face paint and some floppy shoes.  At first I thought I was also missing one of those brass honky-horns that clowns carry around, but then I pressed on the steering wheel and found out differently.  Yes, it’s true.  The Smart Car comes equipped with a clown honky-horn.

Diversity, Equal Opportunity, and Success are Core Principals Driving the Mission of the Green Card Organization of the United States of America The Green Card Organization is a reputable institution that provides a service for individuals who have a desire to immigrate by implementing a wide variety of services from basic to the most complex. The Green Card Organization can ensure error-free applications by assisting any individual who requires additional aid to simplify the process and guarantee a complete and accurate submission. Plenty of legal procedures are made easier, and by working with the Green Card Organization, their specialized services can fit the need of any client. The Green Card Organization provides expertise on the Diversity Visa (DV) lottery program. This program can be difficult to complete without error, as over 40% of applicants that are self-handled are disqualified due to inaccurate information. This lottery allows only one submission per year, and the Green Card Organization believes their assistance will guarantee qualification and the possibility of obtaining a Green card. “For everyone the process of receiving a Green card is different, however when that amazing moment comes that you will receive confirmation, we will be here to help. Time is of the essence when it comes to the process of a successful Green card applicant, it is important to go through the immigration process according to the timeline and correctly. Delays in the process can result in termination. Here at our organization, we will make sure that everything happens quickly and correctly for you. Our team of immigration experts will keep everything on track and assist you with all the necessary procedures. We provide personalized services and will make sure that no opportunity is missed to help each and every one of our clients achieve their goal. Your success is our success!” The Green Card Organization website provides important immigration information, such as different ways to obtain a Green card. The Green Card Organization explains that one of the most common ways to receive a Green card is through the sponsorship of a family member. The family member must be a U.S. citizen, or a Green card holder themselves. Additional details describe instances on who is permitted to apply for a Green card so the client is able to make certain they are eligible. Another way the Green Card Organization explains how to obtain a Green card is through a job, meaning their professional background and/or business dealings. An employer can petition for an employee to get a Green card, but they first must obtain a labor certification and file Form I-140, known as the Immigrant Petition for Alien Worker. Other individuals who deal in American Investments may apply for the Green card if they have sizeable assets in the United States. Any individual can self-petition and apply for a Green card without a labor certification as long as they are able to prove that they considerably contribute to the American workforce. The Green Card Organization provides a list of special jobs regarding professionals who are permitted to apply for a Green card with Form I-360, known as the Petition of Amerasian, Widow(er), or Special Immigrant.