Clients Happy Quotes

I was so happy to be out of there. “Barabas, if you weren’t batting for the other team, I’d marry you.” He grinned. “If I weren’t batting for the other team, I would accept your proposal." You had me at ‘No comment.’ If all my clients were this smart, my life would be much easier. Much, much easier.

You need a good customer service and client success strategy because it helps your business grow.

Writing and drawing are very therapeutic, but they are also an excellent manifestation tool. I teach my clients to draw what they want, or to write a story about it to bring the manifestation forward into the present.

In his work as a management consultant, Covey often asked his corporate clients to write a one-sentence answer to the question “What is this organization’s essential mission or purpose and what is its main strategy to accomplish that?

Studies indicate that happy employees are more productive, more creative, and provide better client service. They’re less likely to quit or call in sick. What’s more, they act as brand ambassadors outside the office, spreading positive impressions of their company and attracting star performers to their team.

Always remember that you are the observer and not the doer. Do not take life to be anything more than acting. Don’t identify yourself too much with the action. Whether you are a wife or husband, a businessman or client, don’t get too involved. Don’t lose yourself in it, for you are simply playing a role in the play. Keep outside of it, and within yourself. These are all necessary parts of life. You must go to work, it is necessary. The play is delightful if you see it as play, but it is fatal if you take it to be life. There is no reason so disrupt your life. You have to play the part that life has given you.

My clients always sound so happy, and the results show that tidying has changed their way of thinking and their approach to life. In fact, it has changed their future. Why? This question is addressed in more detail throughout the book, but basically, when you put your house in order, you put your affairs and your past in order, too.

If customers and clients are happy - living more fulfilled lives, living more joyful lives, more abundant lives... If business owners, managers and employees are happy - living more fulfilled lives, more abundant lives, more peaceful lives... Of course that's going to ripple out into society. That joy, that fulfillment, that abundance - it's going to ripple outwards.

We lose our temper easily when we know that the other person can’t hit us back. We rarely lose our temper before our bosses, valuable clients, or powerful people in spite of great provocation. Our temper immediately gets annulled when we are pitted against a person more powerful than us.

I became one of those annoying people who always say Ciao! Only I was extra annoying, since I would always explain where the word ciao comes from. (If you must know, it's an abbreviation of a phrase used by medieval Venetians as an intimate salutation: Sono il suo schiavo! Meaning: "I am your slave!") Just speaking these words made me feel sexy and happy. My divorce lawyer told me not to worry; she said she had one client (Korean by heritage) who, after a yucky divorce, legally changed her name to something Italian, just to feel sexy and happy again.

O thou well skill'd in curses, stay awhile And teach me how to curse mine enemies! QUEEN MARGARET. Forbear to sleep the nights, and fast the days; Compare dead happiness with living woe; Think that thy babes were sweeter than they were, And he that slew them fouler than he is. Bett'ring thy loss makes the bad-causer worse; Revolving this will teach thee how to curse. QUEEN ELIZABETH. My words are dull; O, quicken them with thine! QUEEN MARGARET. Thy woes will make them sharp and pierce like mine. DUCHESS. Why should calamity be fun of words? QUEEN ELIZABETH. Windy attorneys to their client woes, Airy succeeders of intestate joys, Poor breathing orators of miseries, Let them have scope; though what they will impart Help nothing else, yet do they case the heart. DUCHESS. If so, then be not tongue-tied. Go with me, And in the breath of bitter words let's smother My damned son that thy two sweet sons smother'd. The trumpet sounds; be copious in exclaims.

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).

The ultimate test of agility is whether you can keep all your stakeholders happy.

A plentiful, speedy collection makes for happy clients and a productive farm!

The important thing to remember is that its absence doesn’t predict failure, and its presence doesn’t guarantee success. As my mathematician client said to me once, “The spark is neither necessary nor sufficient for long-term relationship happiness.

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

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.

But clinical psychologists also began to find something disconcerting emerging from therapy: even on that rare occasion when therapy goes superbly and unusually well, and you help the client rid herself of depression, anxiety, and anger, happiness is not guaranteed. Emptiness is not an uncommon result.

People don’t want coaching. They want what coaching can do. They want their problems solved, their habits changed, their opportunities realized. They want more income, or better relationships, or more peace on the inside, or more fun and adventure on the outside. They want less suffering and more happiness

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.

Here, Elizabeth thought, was an answer for her strange new client. How could United Airlines make its customers happy with a below-average experience? By making the experience much, much worse, and making people voluntarily choose to endure it. This was the solution! Make the seats even narrower, the lines even longer, the competition for overhead space even more cutthroat—make it all famously bad and then tell people that they could avoid all of it and have a more or less normally below-average experience for a modest fee. Thus, if they knew beforehand that the experience would be dreadful but they didn’t pay the fee to avoid it, they would be less unhappy about the dreadful experience because, ultimately, they chose to have it. They did it to themselves. It

You are just as worthy, deserving, and capable of creating and sustaining extraordinary health, wealth, happiness, love, and success in your life, as any other person on earth. It is absolutely crucial—not only for the quality of your life, but for the impact you make on your family, friends, clients, co-workers, children, community, and anyone whose life you touch—that you start living in alignment with that truth.

It is a misconception that a client comes into therapy for happiness. More accurately, they come into therapy for a movement in a direction where life becomes more sustainable, enjoyable, less painful. This is not the same as happiness. It could, for instance, make a client very happy to ritualistically cut their wrists. The definition of happiness is so broad that it is almost meaningless. What has more objective truth to it is that the client comes to therapy for a change.

Parker, who was six feet four with nothing to protect his bones from exposure to the weather but tough-looking leathery skin, was so skeptical that at one point I thought he was going to pass, but he finally conceded that the move might be undertaken without undue risk to juridical virtue, to his own reputation, or to his client’s life, liberty, and pursuit of happiness. When all details had been settled and money passed—a dollar bill from Sarah to Parker as a token retainer—I got at the phone and dialed a number.

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

The best salespeople are great relationship builders whose clients want to do business with them again and again. If you say no, they’ll ask your permission to check back with you in the future. If you say no to that, they won’t bother you again. They’re people who treat you with respect, people you’re happy to interact with even if it doesn’t make sense to say yes this time. The reason they don’t come to mind when you think of the archetypical salesperson is that interacting with a master salesperson doesn’t feel transactional. It just feels like a friendly conversation. And it is.

As long as I’m earning money and I stay inside my limits, everyone’s happy. What’s more, it makes me top earner in the firm. Do you see this office? The boss of Barclays Thailand used to sit here. You might be wondering why a lousy broker like me is here. It’s because there’s only one thing that counts in a brokerage company: how much money you earn. Everything else is decoration. Bosses, too. They’re only administrators who are dependent on those of us in the market to keep their jobs and salaries. My boss has now moved to a comfortable office on the floor below because I threatened to go to a competitor with all my clients if I didn’t get a better bonus agreement. And this office.

Juanita, in a town full of starlets and wanna-be starlets, stood out. She was prettier than Lupe Velez and could handle a gun or a client with equal ease. But she also had the sweetest nature of any girl I knew. She had a lot of fellas and they all seemed to be happy about it and I didn't ask too many questions. She had been helping wait tables beneath our office off and on for about six months before I'd picked up that insurance case. It was only right I make it up to her so after she paid the agency's bills, I split the remaining seven grand down the middle, 3,500 apiece. I'd never seen a girl so happy except maybe at the movies when Lombard was jumping up and down on the bed because Godfrey loved her.

Lo que pienso sobre la meta de la psicología ha cambiado desde que publiqué mi último libro (Authentic Happiness, 2002) y, aún mejor, la psicología misma está cambiando. He pasado la mayor parte de mi vida trabajando en la venerable meta de la psicología de aliviar el sufrimiento y desarraigar las condiciones incapacitantes de la vida. La verdad sea dicha, esto puede ser un fastidio. Tomarse a pecho la psicología de la desdicha, como hay que hacer cuando uno trabaja con casos de depresión, alcoholismo, esquizofrenia, trauma y todo tipo de sufrimientos que componen el material primario de la psicología convencional, puede ser un agobio para el alma. Aunque hacemos todo lo que está a nuestro alcance por aumentar el bienestar de nuestros clientes, la psicología convencional, por lo general, no hace mucho por el bienestar de sus profesionales. Si algo cambia en el profesional es su personalidad que se vuelve más depresiva.

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

At first the social worker may become too emotionally involved with his clients, so that when they fail he suffers, both because they are unhappy and because their failure is his failure, too. It’s hard to spend his days confronting devastating problems that he cannot fix—the misery and helplessness rub off on him. It may seem to him that to feel happy or spend money on himself is to betray the people he knows who are still suffering; or it may seem that his own unhappiness is a sign of his devotion. Perhaps he becomes angry, blaming systems and society for what he cannot fix himself. Gradually, he learns to be more detached. He realizes that he needs to be tough, and to develop a thick skin. But if he becomes too detached, he stops caring about his clients at all. Perhaps he withdraws into cynicism and self-defense, as he feels his ideals and his sense of potency wither. Longer-serving people in the office notice the waning of his enthusiasm, and welcome him to their gallows-humor fellowship. He retreats into apathy and jokes and drinks after work. But even with his fellow apathetics to keep him company, the situation is depressing, and he looks for a way out.

You should rather suppose that those are involved in worthwhile duties who wish to have daily as their closest friends Zeno, Pythagoras, Democritus and all the other high priests of liberal studies, and Aristotle and Theophrastus. None of these will be too busy to see you, none of these will not send his visitor away happier and more devoted to himself, none of these will allow anyone to depart empty-handed. They are at home to all mortals by night and by day. None of these will force you to die, but all will teach you how to die. None of them will exhaust your years, but each will contribute his years to yours. With none of these will conversation be dangerous, or his friendship fatal, or attendance on him expensive. From them you can take whatever you wish: it will not be their fault if you do not take your fill from them. What happiness, what a fine old age awaits the man who has made himself a client of these! He will have friends whose advice he can ask on the most important or the most trivial matters, whom he can consult daily about himself, who will tell him the truth without insulting him and praise him without flattery, who will offer him a pattern on which to model himself.

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

My Future Self My future self and I become closer and closer as time goes by. I must admit that I neglected and ignored her until she punched me in the gut, grabbed me by the hair and turned my butt around to introduce herself. Well, at least that’s what it felt like every time I left the convalescent hospital after doing skills training for a certification I needed to help me start my residential care business. I was going to be providing specialized, 24/7 residential care and supervising direct care staff for non-verbal, non-ambulatory adult men in diapers! I ran to the Red Cross and took the certified nurse assistant class so I would at least know something about the job I would soon be hiring people to do and to make sure my clients received the best care. The training facility was a Medicaid hospital. I would drive home in tears after seeing what happens when people are not able to afford long-term medical care and the government has to provide that care. But it was seeing all the “young” patients that brought me to tears. And I had thought that only the elderly lived like this in convalescent hospitals…. I am fortunate to have good health but this experience showed me that there is the unexpected. So I drove home each day in tears, promising God out loud, over and over again, that I would take care of my health and take care of my finances. That is how I met my future self. She was like, don’t let this be us girlfriend and stop crying! But, according to studies, we humans have a hard time empathizing with our future selves. Could you even imagine your 30 or 40 year old self when you were in elementary or even high school? It’s like picturing a stranger. This difficulty explains why some people tend to favor short-term or immediate gratification over long-term planning and savings. Take time to picture the life you want to live in 5 years, 10 years, and 40 years, and create an emotional connection to your future self. Visualize the things you enjoy doing now, and think of retirement saving and planning as a way to continue doing those things and even more. However, research shows that people who interacted with their future selves were more willing to improve savings. Just hit me over the head, why don’t you! I do understand that some people can’t even pay attention or aren’t even interested in putting money away for their financial future because they have so much going on and so little to work with that they feel like they can’t even listen to or have a conversation about money. But there are things you’re doing that are not helping your financial position and could be trouble. You could be moving in the wrong direction. The goal is to get out of debt, increase your collateral capacity, use your own money in the most efficient manner and make financial decisions that will move you forward instead of backwards. Also make sure you are getting answers specific to your financial situation instead of blindly guessing! Contact us. We will be happy to help!

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

One night, after they had made love, Pelletier got up naked and went looking among his books for a novel by Archimboldi. After hesitating for a moment he decided on The leather mask, thinking that with some luck Vanessa might read it as a horror novel, might be attracted by the sinister side of the book. She was surprised at first by the gift, then touched, since she was used to her clients giving her clothes or shoes or lingerie. Really, she was very happy with it, especially when Pelletier explained who Archimboldi was and the role the German writer played in his life. "It's as if you were giving me a part of you", said Vanessa. The remark left Pelletier a bit confused, since in a way it was perfectly true, Archimboldi was by now a part of him, the author belonged to him insofar as Pelletier had, a long with few others, instituted a new reading of the German, a reading that would endure, a reading as ambitious as Archimboldi's writing, and this reading would keep pace with Archimboldi's writing for a long time, until the reading was exhausted or until Archimboldi's writing - the capacity of Archimboldian oeuvre to spark emotions and revelations - was exhausted (but he didn't believe that would happen), though in another way it wasn't true, because sometimes, especially since he and Espinoza had given up their trips to London and stopped seeing Liz Norton, Archimboldi's work, his novels and stories, that is, seemed completely foreign, a shapeless and mysterious verbal mass, something that appeared and disappeared capriciously, literally a pretext, a false door, a murderer's alias, a hotel bathtub full of amniotic liquid, in which he, Jean-Claude Pelletier, would end up committing suicide for no reason, gratuitously, in bewilderment, just because.

As an experiment, I tweaked the questions using Kelly’s “Did I do my best to” formulation. • Did I do my best to be happy? • Did I do my best to find meaning? • Did I do my best to have a healthy diet? • Did I do my best to be a good husband? Suddenly, I wasn’t being asked how well I performed but rather how much I tried. The distinction was meaningful to me because in my original formulation, if I wasn’t happy or I ignored Lyda, I could always blame it on some factor outside myself. I could tell myself I wasn’t happy because the airline kept me on the tarmac for three hours (in other words, the airline was responsible for my happiness). Or I overate because a client took me to his favorite barbecue joint, where the food was abundant, caloric, and irresistible (in other words, my client—or was it the restaurant?—was responsible for controlling my appetite). Adding the words “did I do my best” added the element of trying into the equation. It injected personal ownership and responsibility into my question-and-answer process. After a few weeks using this checklist, I noticed an unintended consequence. Active questions themselves didn’t merely elicit an answer. They created a different level of engagement with my goals. To give an accurate accounting of my effort, I couldn’t simply answer yes or no or “30 minutes.” I had to rethink how I phrased my answers. For one thing, I had to measure my effort. And to make it meaningful—that is, to see if I was trending positively, actually making progress—I had to measure on a relative scale, comparing the most recent day’s effort with previous days. I chose to grade myself on a 1-to-10 scale, with 10 being the best score. If I scored low on trying to be happy, I had only myself to blame. We may not hit our goals every time, but there’s no excuse for not trying. Anyone can try.

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.

For fifteen years, John and Barbara Varian were furniture builders, living on a ranch in Parkfield, California, a tiny town where the welcome sign reads “Population 18.” The idea for a side business came about by accident after a group of horseback riding enthusiasts asked if they could pay a fee to ride on the ranch. They would need to eat, too—could John and Barbara do something about that? Yes, they could. In the fall of 2006, a devastating fire burned down most of their inventory, causing them to reevaluate the whole operation. Instead of rebuilding the furniture business (no pun intended), they decided to change course. “We had always loved horses,” Barbara said, “so we decided to see about having more groups pay to come to the ranch.” They built a bunkhouse and upgraded other buildings, putting together specific packages for riding groups that included all meals and activities. John and Barbara reopened as the V6 Ranch, situated on 20,000 acres exactly halfway between Los Angeles and San Francisco. Barbara’s story stood out to me because of something she said. I always ask business owners what they sell and why their customers buy from them, and the answers are often insightful in more ways than one. Many people answer the question directly—“We sell widgets, and people buy them because they need a widget”—but once in a while, I hear a more astute response. “We’re not selling horse rides,” Barbara said emphatically. “We’re offering freedom. Our work helps our guests escape, even if just for a moment in time, and be someone they may have never even considered before.” The difference is crucial. Most people who visit the V6 Ranch have day jobs and a limited number of vacation days. Why do they choose to visit a working ranch in a tiny town instead of jetting off to lie on a beach in Hawaii? The answer lies in the story and messaging behind John and Barbara’s offer. Helping their clients “escape and be someone else” is far more valuable than offering horse rides. Above all else, the V6 Ranch is selling happiness.

When trying to understand why people acted in a certain way, you might use a short checklist to guide your probing: their knowledge, beliefs and experience, motivation and competing priorities, and their constraints. •​Knowledge. Did the person know something, some fact, that others didn’t? Or was the person missing some knowledge you would take for granted? Devorah was puzzled by the elderly gentleman’s resistance until she discovered that he didn’t know how many books could be stored on an e-book reader. Mitchell knew that his client wasn’t attuned to narcissistic personality disorders and was therefore at a loss to explain her cousin’s actions. Walter Reed’s colleagues relied on the information that mosquitoes needed a two- to three-week incubation period before they could infect people with yellow fever. •​Beliefs and experience. Can you explain the behavior in terms of the person’s beliefs or perceptual skills or the patterns the person used, or judgments of typicality? These are kinds of tacit knowledge—knowledge that hasn’t been reduced to instructions or facts. Mike Riley relied on the patterns he’d seen and his sense of the typical first appearance of a radar blip, so he noticed the anomalous blip that first appeared far off the coastline. Harry Markopolos looked at the trends of Bernie Madoff’s trades and knew they were highly atypical. •​Motivation and competing priorities. Cheryl Cain used our greed for chocolate kisses to get us to fill in our time cards. Dennis wanted the page job more than he needed to prove he was right. My Procter & Gamble sponsors weren’t aware of the way the homemakers juggled the needs for saving money with their concern for keeping their clothes clean and their families happy. •​Constraints. Daniel Boone knew how to ambush the kidnappers because he knew where they would have to cross the river. He knew the constraints they were operating under. Ginger expected the compliance officer to release her from the noncompete clause she’d signed because his company would never release a client list to an outsider.

Gossip, even malicious rumors, are worth more than the most expensive publicity campaign in the world. What alarmed me most in the course of my stay in the United States was the habit of spending enormous sums of money in order to achieve so little real luxury. America represents the triumph of quantity over quality. Mass production triumphs; men and women both prefer to buy a multitude of mediocre things rather than a smaller number, carefully chosen. The American woman, faithful to the ideal of optimism with the United States seems to have made its rule of life, spends money entirely in order to gratify the collective need to buy. She prefers three new dresses to one beautiful one and does not linger over a choice, knowing perfectly well that her fancy will be of short duration and the dress which she is in the process of buying will be discarded very soon. The prime need of fashion is to please and attract. Consequently this attraction cannot be born of uniformity, the mother of boredom. Contemporary elegance is at once simple and natural. Since there is no patience where vanity is concerned, any client who is kept waiting considers it a personal insult. The best bargain in the world is a successful dress. It brings happiness to the woman who wears it and it is never too dear for the man who pays for it. The most expensive dress in the world is a dress which is a failure. It infuriates the woman who wears it and it is a burden to the man who pays for it. In addition, it practically always involves him in the purchase of a second dress much more expensive - the only thing that can blot out the memory of the first failure. Living in a house which does not suit you is like wearing someone else's clothes. There will always be women who cling to a particular style of dress because they wore it during the time of their greatest happiness, but white hair is the only excuse for this type of eccentricity. The need for display, which is dormant in all of us, can express itself nowadays in fashion and nowhere else. The dresses of this collection may be worn by only a few of the thousands of women who read and dream about them, but high fashion need not be directly accessible to everyone: it need only exist in the world for its influence to be felt.

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).

Jackson gaped at her, wondering how this had all turned so terrible wrong. But he knew how. The woman was clearly daft. Bedlam-witted. And trying to drive him in the same direction. "You can't be serious. Since when do you know anything about investigating people?" She planted her hands on her hips. "You won't do it, so I must." God save him, she was the most infuriating, maddening-"How do you propose to manage that?" She shrugged. "Ask them questions, I suppose. The house party for Oliver's birthday is next week. Lord Devonmont is already coming, and it will be easy to convince Gran to invite my other two. Once they're here, I could try sneaking into their rooms and listening in on their conversations or perhaps bribing their servants-" "You've lost your bloody mind," he hissed. Only after she lifted an eyebrow did he realize he'd cursed so foully in front of her. But the woman would turn a sane man into a blithering idiot! The thought of her wandering in and out of men's bedchambers, risking her virtue and her reputation, made his blood run cold. "You don't seem to understand," she said in a clipped tone, as if speaking to a child. "I have to catch a husband somehow. I need help, and I've nowhere else to turn. Minerva is rarely here, and Gran's matchmaking efforts are as subtle as a sledgehammer. And even if my brothers and their wives could do that sort of work, they're preoccupied with their own affairs. That leaves you, who seem to think that suitors drop from the skies at my whim. If I can't even entice you to help me for money, then I'll have to manage on my own." Turning on her heel, she headed for the door. Hell and blazes, she was liable to attempt such an idiotic thing, too. She had some fool notion she was invincible. That's why she spent her time shooting at targets with her brother's friends, blithely unconcerned that her rifle might misfire or a stray bullet hit her by mistake. The wench did as she pleased, and the men in her family let her. Someone had to curb her insanity, and it looked as if it would have to be him. "All right!" he called out. "I'll do it." She halted but didn't turn around. "You'll find out what I need in order to snag one of my choices as a husband?" "Yes." "Even if it means being a trifle underhanded?" He gritted his teeth. This would be pure torture. The underhandedness didn't bother him; he'd be as underhanded as necessary to get rid of those damned suitors. But he'd have to be around the too-tempting wench a great deal, if only to make sure the bastards didn't compromise her. Well, he'd just have to find something to send her running the other way. She wanted facts? By thunder, he'd give her enough damning facts to blacken her suitors thoroughly. Then what? If you know of some eligible gentleman you can strong-arm into courting me, then by all means, tell me. I'm open to suggestions. All right, so he had no one to suggest. But he couldn't let her marry any of her ridiculous choices. They would make her miserable-he was sure of it. He must make her see that she was courting disaster. Then he'd find someone more eligible for her. Somehow. She faced him. "Well?" "Yes," he said, suppressing a curse. "I'll do whatever you want." A disbelieving laugh escaped her. "That I'd like to see." When he scowled, she added hastily, "But thank you. Truly. And I'm happy to pay you extra for your efforts, as I said." He stiffened. "No need." "Nonsense," she said firmly. "It will be worth it to have your discretion." His scowl deepened. "My clients always have my discretion.

APPLYING WITH A SMALL PORTFOLIO We’ll talk more about applying for jobs soon, but while we’re talking about portfolios, I’ll mention how I got started. The first time I applied for a job, I was honest with the client. I said something like “I’m new to oDesk so don’t have much of a portfolio. I’m willing to work for less than my regular rate in exchange for good feedback (assuming you’re happy with my work of course) so I can build credibility and experience on oDesk”.

When you ask people about the best leader they ever had, one quality is always mentioned: they are good listeners. These leaders have learned to “sort by others.” When someone says, “It’s a beautiful day,” they respond by keeping the focus on the speaker. For example, they’ll respond, “It sounds like you’re pretty happy today.” Poor listeners “sort by self.” If you express a concern you have, they will express a concern they have. Our senior consulting partner, Laurie Hawkins, is a great listener. Clients tell me, “I had the greatest dinner with Laurie recently. He’s a wonderful person.” When I ask what they know about Laurie—whether he’s married or has kids—they seldom know. They loved being with Laurie because he kept the conversation focused on them. Test the power of listening by taking time to truly listen and focus on others.

Your heavenly Father knoweth that ye have need of all these things. —Matthew 6:32 (KJV) How am I going to keep doing this, God?” I shot the prayer up under my breath. The stock market had been frenetic, and the global economy was stoking the fire. As an investment adviser, my job was to manage my clients’ savings as well as their expectations. While I love what I do, sometimes the stress of it all becomes overwhelming. As the closing bell rang, I decided to call it a day. At home, I was eager to spend a little time with our six-month-old baby girl. “Daddy’s got you, Mary Katherine!” I swooped my daughter up in the air and smiled as I looked into her bright hazel eyes. She cooed back at me with a big, toothless grin. I could feel my stress melt away as she giggled and squealed. Before long, her happy cheer turned into a fussy whine. I knew this meant “Daddy, I’m sleepy.” It was nap time. I fed her a bottle and gently patted her back until she burped. Then I rocked her for a bit, and soon she was sound asleep. “There are few things as peaceful as a sleeping baby,” I said to my wife, Corinne, as I walked into the kitchen. “So how was work?” she asked, sensing my weariness. “Stressful.” She smiled and rolled her eyes. “Brock, you just spent an hour taking great care of Mary Katherine. God has been taking care of you for forty years! Do you think He is going to stop now?” Suddenly, my burden felt a bit lighter. Daddy’s got you, Mary Katherine, I thought to myself, and my Father in heaven has me too. Father, sometimes even a grown-up needs a daddy. Thanks for being mine. —Brock Kidd Digging Deeper: Phil 4:19; 1 Jn 3:1

The music had started, the couples had begun a promenade, but Mr. Nobley paused to hold Jane’s arm and whisper, “Jane Erstwhile, if I never had to speak with another human being but you, I would die a happy man. I would that these people, the music, the food and foolishness all disappeared and left us alone. I would never tire of looking at you or listening to you.” He took a breath. “There. That compliment was on purpose. I swear I will never idly compliment you again.” Jane’s mouth was dry. All she could think to say was, “But…but surely you wouldn’t banish all the food.” He considered, then nodded once. “Right. We will keep the food. We will have a picnic.” And he spun her into the middle of the dance. While the music played, they didn’t speak again. All his attention was on her, leading her through the motions, watching her with admiration. He danced with her as though they were evenly matched, no indication that she was the lone rider of the Precedence Caboose. She had never before felt so keenly that Mr. Nobley and Miss Erstwhile were a couple. But I’m not really Miss Erstwhile, thought Jane. Her heart was pinching her. She needed to get away, she was dizzy, she was hot, his eyes were arresting, he was too much to take in. What am I supposed to do, Aunt Caroline? she asked the ceiling. Everything’s headed for Worse Than Before. How do I get out of this alive? She spun and saw Martin, and kept her eyes on him as though he were the lone landmark in a complicated maze. Mr. Nobley noticed her attention skidding. His eyes were dark when he saw Martin. His recent smile turned down, his look became more intense. As soon as the second number ended, Jane curtsied, thanked her partner, and began to depart, anxious for a breath of cold November air. “A moment, Miss Erstwhile,” Mr. Nobley said. “I have already taken your hand for the last half hour, but now I would beg your ear. Might we…” “Mr. Nobley!” A woman with curls shaking around her face flurried his way. Had Mr. Nobley been making visits to other estates while he was supposed to be hunting? Or was this a repeat client who might’ve known the man from a past cast? “I’m so happy to find you! I insist on dancing every dance.” “Just now is not…” Jane took advantage of the interruption to slip away, searching above the tops of heads for Martin. He’d been just over there…a hand grabbed her arm. She turned right into Mr. Nobley, their faces close, and she was startled by the wildness in him now, a touch of Heathcliff in his eyes. “Miss Erstwhile, I beg you.” “Oh, Mr. Nobley!” said another lady behind him. He glanced back with a harried look and gripped Jane’s arm tighter. He walked her out of the ballroom and into the darkened library, only then releasing her arm, though he had the good grace to look embarrassed. “I apologize,” he said. “I guess you would.” He was blocking the escape, so she gave in and took a chair. He began to pace, rubbing his chin and occasionally daring to look at her. The candlelight form the hallway made of him a silhouette, the starlight from the window just touching his eyes, his mouth. It was as dark as a bedroom. “You see how agitated I am,” he said. She waited, and her heart set to thumping without her permission. He wildly combed his hair with his fingers. “I can’t bear to be out there with you right now, all those indifferent people watching you, admiring you, but not really caring. Not as I do.” Jane: (hopeful) Really? Jane: (practical) Oh, stop that. Mr. Nobley sat in the chair beside her and gripped its arm. Jane: (observant) This man is all about arm gripping.

When you’re genuine, people just know; they can see past the façade and feel your honesty. That’s what I found in my teacher and her approach to Human Design. That’s what I hope all my clients will also see in me.

Socially. There’s no doubt that relationships at work—be they with managers, colleagues, employees, or clients—are essential to success. Positive emotions strengthen existing relationships. For example, shared laughter—the expression of positive emotion—makes people more open and willing to cooperate.10 A number of studies show that happy employees make for a more congenial workplace. In particular, happy, friendly, and supportive co-workers tend to         •  build higher-quality relationships with others at work11         •  boost co-workers’ productivity levels12         •  increase co-workers’ feeling of social connection13         •  improve commitment to the workplace14         •  increase levels of engagement with their job15         •  provide superior customer service even if they don’t stand to benefit16

The key differentiator, then, between happy high achievers and the rest is that happy high achievers are extremely vigilant about only allowing relationships into their lives that add to their energy. This includes their marriages as well as their relationships with their families, companies, boards of directors, key staff, and important clients. They make it a point to only allow relationships that are net additive. If a relationship isn’t net additive, it’s no longer one of their primary relationships. It gets shifted or it is gone.

firms doing business with Israel. “I have clients interested in buying a diamond,” Sawyer said. Eight months before, a necklace had been ordered from Hopeman & Son by a customer in Kuwait, and then the order had been cancelled abruptly. Since then, nothing had been sold to anyone in the Arab countries. “I’ll be happy to have someone show you what we have,” he said, bemused. “No, no. They desire a particular diamond, offered for sale in the Holy Land.” “Where?” Sawyer raised a hand. “In Israel. They wish you to go there to buy it for them.” “It is nice to be needed.” Sawyer shrugged. “You are Harry Hopeman.” “Who are ‘they’?” “I am not at liberty. You understand.” “I am not interested,” Harry said. “Mr. Hopeman. It will be a brief trip that will open important doors and bring you such a lot of money. We are businessmen. Please do not allow politics—” “Mr. Sawyer. If your employers want me to work for them, they must ask me themselves.” His visitor

time. A new interdisciplinary community of scientists, environmentalists, health researchers, therapists, and artists is coalescing around an idea: neuroconservation. Embracing the notion that we treasure what we love, those concerned with water and the future of the planet now suggest that, as we understand our emotional well-being and its relationship to water, we are more motivated to repair, restore, and renew waterways and watersheds. Indeed, even as water is threatened, or perhaps because of the threat, public interest in water is very high. We treasure it—or, perhaps more accurately, we spend our treasure to access water for pleasure, recreation, and healing. Wealthy people pay a premium for houses on water, and the not so wealthy pay extra for rentals and hotel rooms sited at the oceanfront, on rivers, or at lakes. Those into outdoor sports, especially fishers and hunters, are fiercely protective of it and have founded numerous environmental organizations designed to protect water habitats for fish, birds, and animals. Over the last two decades, spas have become a sort of modern equivalent to ancient healing wells. As an industry, spas are a global business worth about $60 billion, and they generate another $200 billion in tourism. In 2013, there were 20,000 (up from 4,000 in 1999) spas in the United States producing an annual revenue of over $14 billion (a figure that has grown every year for fifteen years, including those of the recession), and tallying 164 million spa visits by clients.12 Ecotourism provides water adventures and guided trips, often in kayaks, rafts, or canoes. Ocean and river cruises are big business. Cities are creating urban architectures focused on waterscapes, happiness, and sustainability. Museums and public memorials of all sorts often feature water to foster reflection and meditation. And many communities are working to transform industrialized and polluted waterfronts into spaces that are pleasant, environmentally sound, and livable.

Spring Of Rhythm is the best event management company from Mumbai.We have the team of Dedicated,Honest,Hard working,Creative and Well Experienced Staff.We have been consistently delevering our best result towards the flawless execution of events.We manage events across in india and abroad.We are here to fulfill your each and every requirement according to your expectation and budget.At Spring Of Rhythm your time and money are important to us and we try to go our extra mile to make you happy and full satisfied.Spring Of Rhythm is proficient in converting spectacular event plans into reality and its unmatched expertise in organizing magnificent event.Our portfolio is the strongest evidence of our capability,dedication and competence in event management.We at Spring Of Rhythm not only sign business deal but also build strong bonds with our clients.We believe that business is all about customer satisfaction and not just a mean of earning money.We as a team pride ourselves with our levels of commitment,dedication and attention to detail,taking great satisfaction with the end result.Spring Of Rhythm has distinguished itself by bringing innotive ideas in event management industry like wedding ceremony,celebrity management,musical nights,ghazal nights,classical nights,corporate events,new year bash,birthday bash,decoration and catering etc

Daniel Galvin Sr., OBE Daniel Galvin Sr., OBE, is one of Britain’s biggest names in hairdressing. His specialization in hair coloring has revolutionized the field over the past four decades, and he continues to be in high demand by the rich and famous worldwide. For his contributions to the industry, he was honored with an OBE in 2006. I had the pleasure of knowing Diana and doing her hair color for ten years. She was truly a breath of fresh air each time she came into the salon. She was always happy, always full of life, and full of grace. We have a private room available in our salon, but Diana never requested to use it. She was happy to sit next to other clients and often chatted away merrily with them and staff members. In our business, confidentiality is so important. Anything she discussed with me will never go any further. She used to tell me off for my suntan--telling me it wasn’t good for me and to be careful. Her last words to me before that tragic weekend in France were “Daniel, I don’t believe it, but for the first time I’m browner than you!” She was incredibly down-to-earth, unaffected, and perfectly charming on all occasions. She was a tremendous asset to the monarchy and to this country. There was an amazing aura that glowed around her--she was as beautiful on the inside as she was on the outside. It was always an honor to be of service to her.

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

From the day I met her at the wedding rehearsal, I couldn’t stop thinking of her beautiful face. I was forever drawing her, sketching her, and even tattooing her. How many people in Ellsberg were walking around with tattoos of Lark’s face? Whenever a client didn’t bring a specific image in and a woman’s face was involved, I used Lark’s. Hell, I hadn’t even noticed this fact until two happy clients showed off their tattoos and I realized the pinup girl and fairy princess had the same face.

And then he asks me a series of questions. How many potential clients are we working with right now? If we sold every one of those jobs, how much money would that bring in? Who are those clients? Can I quantify how many are bosses, or assistants, or low-level people? Have I scored each one for quality, so that we know which ones to concentrate on? Have I started regular sales meetings with Dan and Nick? Am I listening in on all their phone conversations? And what about after the call is done? Are they happy? Are they excited by the new methods, or just following orders?

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My number one rule at the beginning of any negotiation is to always counter. Clients so often feel there is no point in doing so—they’ll say, “We’re too far apart, there’s no point!” But I’ve seen time and time again how coaxing two parties to make counters can result in a mutually beneficial transaction where both sides feel they got a good deal (and the broker is happy because he got the sale done).

Seven hundred chipmunks don't make a lion. You can never build an excellent practice by trying to effect mass religious conversions among the chipmunks. Excellence may be the ultimate liberation, but it limits you to expending your efforts in search of like-minded excellence. Knowing this, and accepting it as a governing reality of your work, is actually the beginning of a business plan. It tells you to forget about 'market share,' and about the percentage of advisors in your territory who are doing business with you, which are the pure essence of chipmunk statistics.... There are, in your territory, a hundred lifers who can become your partners.... One can only help people who believe they can be helped. Seeing is believing, yes, but it's also true that believing is seeing. A true lifer's clients are happy with him, his advice and his service because if they're not, he shows them the door.... Disciplined diversification is the incredibly courageous decision to forego any chance of making a killing, in exchange for the lif-saving blessing of never getting killed.... Act as if. Fake it 'til you make it. Even if you fear you're not a peer yet, do what a peer does, and keep doing it until you're accepted as a peer.... Confucius said, "It matters not how slowly you go, it matters only that you do not stop."... Mark Twain said that a cat, having once walked on a hot stove, would never walk on a hot stove again... nor on a cold stove. [That's how you get people to overcome regret-based fear.]

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A lot of my clients will often tell me they need to behave like a doormat, because that’s what the Bible says they should do. But I’m pretty sure the Bible says to “treat your neighbor as yourself,” not better than yourself. Most spiritual guidance encourages us to be bold enough to live according to our values, even when doing so displeases some people.

EMOTIONAL DISCLOSURE: A DRUG-FREE ANTIDEPRESSANT In a 2008 study, outpatient psychotherapy clients saw significant reductions in anxiety and depressive symptoms, as well as greater overall progress in therapy when the client was asked to complete written emotional disclosure assignments, as compared with those who completed a writing assignment unrelated to emotional disclosure.

Everything in life requires investment and time is one of the main investments. Even if you have your own business and are able to work from home, you must invest your time in searching for suppliers, clients and opportunities. You will also invest more money to acquire all those things; Money to catch planes for meetings of one hour that can determine a future investment, money to pay for the lunch you don’t have time to cook or for the best doctors that will take care of your health when you can’t for lack of enough time or discipline. You always invest in health, money, food, friends, personal hobbies and happiness, and you lose or win depending on how well you can coordinate everything at the same time. Sometimes you invest too much and other times too less, but you always reap what you sow.

There's so much joy when u do what u love and there's this feeling of accomplishment when your clients are happy with your products/services.

Look at what your audience is saying and feeling. What are they happy with? What are they unhappy with? Look at their concerns and questions. Notice any themes? Are they banging their head against the wall on the same issue over and over? Pay close attention to the language they’re using when it comes to the existing products and services already on the market.

9. What makes them happy?

For most of my life, I thought about my color choices through the lens of what they said about me. Did I have the guts to rock red shoes? Would a pink dress make people take me less seriously in a client meeting? Perhaps that’s why I so often ended up with white furniture and black clothes. My research on this aesthetic liberated me to choose colors based not on what others think but on how the colors make me feel.

I want you to spend 365 days and nights with me,” he says slowly and deliberately. "Live with me. Go everywhere I go. Business trips. Dinners with clients. You will act charming and happy to be there. The people I deal with will have to like you. A lot. Some will have to want you.

One time he wanted me to research a house he was curious about—in Iowa. Some realtors might find this annoying, or view it as something they “don’t have time to do.” Anytime someone on my team tells me they’re too busy to answer clients, the next day they’re not on the team. Customer service and follow-through are paramount to referral business from clients just like Campbell. So even though I had no idea what houses in Iowa were worth, I was happy to get more information for him.

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The scribe objects. You can’t put it like that, I can’t write that. But the client is a tough small woman forty years old. She insists. She needs her letter to open out full of pleated revolving silk and the soft lobes of her ears where she flaunts those thin silver wires. She wants to tell her dream to the only one who will get the drift. How she saw their children lying every one dressed out in their simplest fears. They glowed, the shape of their sentence outlined in sea green. Among those beloved exiles one sighed happy, as a curtain lightened and the grammar changed, and the wall showed pure white in the shape of a bird’s wing. Advertisement But when she whispered it to the scribe he frowned and she saw she had got it wrong, she had come to a place where they all spoke the one language: it rose up before her like a quay wall draped in sable weeds. He said, You can’t put those words into your letter. It will weigh too heavy, it will cost too much, it will break the strap of the postman’s bag, it will crack his collarbone. The bridges are all so bad now, with that weight to shift he’s bound to stumble. He’ll never make it alive.

The scribe objects. You can’t put it like that, I can’t write that. But the client is a tough small woman forty years old. She insists. She needs her letter to open out full of pleated revolving silk and the soft lobes of her ears where she flaunts those thin silver wires. She wants to tell her dream to the only one who will get the drift. How she saw their children lying every one dressed out in their simplest fears. They glowed, the shape of their sentence outlined in sea green. Among those beloved exiles one sighed happy, as a curtain lightened and the grammar changed, and the wall showed pure white in the shape of a bird’s wing. But when she whispered it to the scribe he frowned and she saw she had got it wrong, she had come to a place where they all spoke the one language: it rose up before her like a quay wall draped in sable weeds. He said, You can’t put those words into your letter. It will weigh too heavy, it will cost too much, it will break the strap of the postman’s bag, it will crack his collarbone. The bridges are all so bad now, with that weight to shift he’s bound to stumble. He’ll never make it alive.

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And he laughs and winks again and says, ‘Happy endings, Earl, happy endings.’ As if we’re sharing his nasty secret and he thinks I’m not free to divulge it because he’s my client.” Milo said, “You think he had something to

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She was standing there, naked as a Greek statue, when the door suddenly opened and a gust of cool night air raised goosebumps all over her body. “I forgot my hat,” Caleb announced flatly, but his amber eyes burned as they moved over Lily’s naked form. She covered both breasts with her arms and lifted one thigh in an attempt to hide herself. She was so angry that for a long moment she just stood there, staring and shivering. Then she snapped, “Get out.” “You should lock the doors at night, Lily,” Caleb reasoned, collecting his hat from the peg beside the door. “I could have been a client.” Lily was seething. “Believe me,” she ground out, “I’ll lock it the moment you step outside.” Caleb chuckled and walked around behind Lily for another perspective. She turned, of course, but she wasn’t quick enough. She watched in helpless fury as he tossed his hat onto the table and raised his hands to his hips. “You know, Lily,” he remarked easily, “if you don’t get on with that bath of yours, the water’s going to get cold.” “I’d be happy to finish my bath,” Lily hissed, “if only you’d leave!” He laughed, then caught her suddenly around the waist with his hands. He raised her out of the water, and she was trapped against his chest. “I want a good-bye kiss first,” he said. “You’ll be lucky if I don’t bite off your nose!” Lily spat. She prayed no one was passing by the window and seeing her naked body silhouetted against Caleb’s frame. “Will I?” He carried her across the room and tossed her onto the bed. Before

Accountability for agency operations is fragmented. Each office in a network is a separate profit center. Each department in an office self-defines its missions. Creative heads focus on creativity; finance directors focus on headcounts, overhead and budgeted/ actual costs and profits; client heads manage the service that they provide to their ‘disorganized’ clients and keep them coming back for more. (Despite this there seem to be very few happy clients.) Managing

Susan, another client, is a part-time college teacher. She works too little and recovers too much. When she first came to us, at the age of 42, our first impression of her was that she was depressed. She told us that she never liked to exercise, and even the idea of exercise was repugnant to her. What she loved to do was go to concerts and museums, read books, meditate, and go to fine restaurants.

One of the reasons I became a grief therapist was that my own grief work healed me. I had been an emotional cripple all of my life. I was afraid of being hurt and afraid of being close—all because of my unresolved loss. Thinking back on the losses was akin to putting my hand on a hot stove. I would recoil every single time. But when the pile got to be too big, I had to give in and work through it. I had to look at all of my losses, feel them, heal them, and then move on. Each time I did that, I became a more confident person, a more alive person. I started to heal and experience true happiness for the first time. I became a grief therapist to help others heal their broken places and experience the joy that is life once you heal your unresolved loss. Almost every client I have ever worked with resisted acknowledging his or her grief and working through the loss after a breakup. At first the process seems very difficult, because you have to face your true feelings head on. For a time it seems easier to ignore it, but when you ignore loss after loss, it takes an emotional toll that exacts a very high price.

We’ve got things under control here.” “‘We’?” Kerry repeated. “Shouldn’t you be out sampling cake or agonizing over invitation fonts? Assuming you don’t have clients to design interiors for.” “I have clients,” Fiona replied easily, honest joy beaming from her every pore. “Very happy ones. Trust me, after running McCrae Interiors, I can juggle Fiona’s Finds and planning a wedding at the same time with my eyes closed.” Kerry gave her sister a hard time--it was what they did--but she was truly happy for Fiona, with both her new business success and her lovely and loving relationship with their longtime family friend, Ben Campbell. Fiona had sold a successful business in Manhattan to return home and start over. She’d just opened a small design studio in a converted cottage near the harbor, focusing on recycling and repurposing antique and vintage items into something fresh and new. Her designs were both eco-friendly and wallet friendly, and the Cove had embraced her return home and her new business with equal enthusiasm. “Remember you said that,” Kerry commented. “When it’s go time on the big aisle walk and you’re still running around like a crazy person trying to pull everything together at the last second, I don’t want to hear about it.” Fiona batted her eyelashes again as she took an extralong sip on the straw in her glass of lemon water. “I’m the epitome of a happy, relaxed bride. McCrae girls don’t do bridezilla. Well, Hannah didn’t, Alex was lovely, and I’m charming of course.” She looked at Kerry over the tip of her straw, smiling sweetly. “We’ll reserve final judgment until it’s your turn.” “Har, har,” Kerry said, but Fiona was high on wedding crack again so she let her run with it. “Besides, after handling weddings for Logan, Hannah, and the Grace-Delia double do out on that island, this will be a cakewalk. Ha!” Fiona went on, then laughed. “Cakewalk.” “You’re a designer? And you do weddings?” Maddy turned on her stool and spun Fiona on hers until they were facing each other. She gripped Fiona’s forearms and grinned. “Hello, my new best and dearest friend.” “Oh, brother.” Kerry surrendered, tossing her towel on the bar.

I told her to send the agent a letter, explaining that she would be happy to consider answering any questions he might have, but only if he would extend her the minimal courtesy of putting those questions in writing, so that she could also put her answers in writing. What on earth would be so unreasonable about a request like that? Nothing at all. It would enable this woman to think carefully about her answers, possibly obtain the assistance of a lawyer, and check her records to make sure that her answers were accurate. It would also eliminate the very terrible danger, discussed at great length in this book, that the agent might later unintentionally misquote her in ways that could make her statements sound more damaging than they really were. The request was perfectly reasonable—and, I might add, it was exactly what any federal agency will tell you to do if you want to get important information out of them. (“Put it in writing, and we will get back to you in a couple months. Maybe.”) But that was the end of the investigation, as I knew it would be. When the federal agent was advised that my client would not talk to him unless he was willing to put his questions in writing, he angrily replied that he refused to interview anybody that way, and she has not heard from him in months. Just think about that. That tells you just about everything you need to know about the motives of this government agent. He was more than happy to talk to my client as long as he could have the element of surprise and the ability to hold all the cards by asking her a bunch of questions in an informal interview that would not be recorded—and he knew from years of experience that he would have no difficulty getting any jury or judge to believe him if he later testified from his notes about his recollection of that conversation. But when he was asked if he would simply agree to allow the exchange to be put in writing, he refused. That is the kind of unreasonable behavior you can expect when a government agent has become spoiled through years of always having it his way, dealing only with people who are never able to effectively contradict his recollection of exactly what was said, and by whom.   Don’t

We spend the first couple of decades of our lives trying to figure out who the hell we are. Some people never find out. They keep searching and searching and searching. Or they’ll be different people with everyone. Never any consistent presentation of who they are. But if we can realize by our mid-twenties who we are, we have to ask ourselves this question: Do we like who we are? If the answer is yes, then we should spend the rest of our lives maintaining who we are. If you think about it, it’s that maintenance of self that is constantly attacked, challenged, or compromised on a day-to-day basis—not just in the business, but in life. It’s what gives you the hills and the valleys. But if you can maintain who you are, then you become a magnet of consistency to which all the inconsistent elements spinning around in your little hemisphere are drawn. Those elements—the clients, people in the office, your family—want to know who they are. Your consistency can bring the same to their lives, and if it does, they’re going to want to stick with you. It worked for me. After nineteen months I was promoted to agent. As for the people who didn’t work hard, they were still in the mailroom. I was right and they were wrong. What I try to give to trainees today is an understanding of the business and what it means to have power. There are two kinds of power. Your primary power is your character and your integrity. Your secondary power is your learned skills: your people skills, what you do to make a living, what you learned in college, what you’ve learned in dealing with other people. You must, in order to be totally successful, have control of both sets of power. If I ask the question “What does it mean to be thoughtfully political?” the answer, other than “Being kind,” is “To think.” Think about what you want. Then think about the people who are going to help get it for you. Then be political and figure out how to make those people happy about giving you what you want. That’s what it’s always been about for me. If you can do that, you can do anything. That is the whole secret to Sam Haskell. I don’t believe in the pursuit of power. When it is earned and deserved, it’s just there. It’s just got to happen as the result of other actions that you take. Whatever power I have is only because I’ve lived my life the right way, I’ve worked hard, I’ve had character and integrity in everything I do.

If the therapist understands and does not take mistrust as personal affront, the therapeutic relationship can evolve gradually. The client can begin to recognize that the therapist actually "gets" why he or she is initially skeptical, self-protective, or "realistically paranoid" and does not pressure the client to be a "happy camper" but instead works to earn trust by being honorable, reliable, and consistent. This also implies a view of the client's initial mistrust as expectable in light of the client's history - that is, as a strength rather than as a deficiency or pathology.

Do Things That Don’t Scale” taught me the importance of the ‘dirty work’ startups have to accomplish in the early days, like focusing on a deliberately narrow market to test the product or going out of their way to acquire users, and make them happy with insane attention-to-detail as if they’re a consultant with only one client. These are just three of the 174 essays currently on Paul’s site. There are a few resources that summarize the content or present a “Top 10,” but at this stage I think the best move is to read the above blogs and a few other articles where the title catches your eye.

Asking the wrong questions leads to the sorts of horror stories Watts shares in his books Fables of Fortune and Entitlemania. The latter, which focuses on intergenerational wealth, brought him a host of new clients. They flew in “from all over, saying, ‘My God, it’s already happening with my kids, and we’ve got $100 million and I know I don’t want to give it to them. So what do we do?’ And I said, ‘Well, I want you to know that if you left them nothing, they would probably be happy.’ And that just terrorizes people, that thought.

Psychologist Bob Kenny, a founding partner of North Bridge Advisory Group in the Boston area, spends his days helping super-rich clients and their children grapple with their wealth anxieties. If anything, he says, affluent folks are at a small disadvantage when it comes to finding happiness, because Americans tend to think that more money would solve their problems. “Wouldn’t it make things better if I had that house on the ocean, if I just had something?

I said that it was critical that the incumbent supplier recognize that there was competition and that other suppliers could do the work. Once the RFP was sent, the company noticed that the incumbent supplier's behavior improved dramatically. The supplier was on time with deliverables, their work was better than before, and they were much more responsive than in the past. My client was delighted, thanked me for my work, and asked me to send them my invoice. I stressed to them that we were not finished, though. They were surprised and reiterated that their incumbent supplier was now “behaving,” and they were so happy that they had done the RFP. I repeated that we were not finished yet and added, “You have to cut off a thumb.” They replied, “What thumb? We do not want to cut off a thumb.” I explained that we had to award some piece of business to someone else; if we gave all of the business back to the incumbent, we would only reinforce their perception that my client had no other alternatives.

In virtue of these special privileges the intercession of St. Joseph is most powerful: First, for attaining the virtue of purity and overcoming the sensual inclinations of the flesh; Second, for procuring powerful help to escape sin and return to the friendship of God; Third, for increasing the love and devotion to most holy Mary; Fourth, for securing the grace of a happy death and protection against the demons in that hour; Fifth, for filling the demons with terror at the mere mention of his name by his clients; Sixth, for gaining health of body and assistance in all kinds of difficulties; Seventh, for securing issue of children in families.

Dear Boundaryless Client, We certainly love working with you. (This is the first slice of graciousness.) Squeezing this important request in over the weekend won’t work for us. (This is the no. Just get it out.) Your deliverables are very important, and we want to make sure they get the focus they deserve. (Second slice of graciousness. This sentence shows good intention and some effort at gentle repair for their disappointment.) We would be happy to give this our full attention early Monday morning and have some numbers to you by end of business. Best, Chris

The person vulnerable to stress and procrastination is saying: “This project is me. My boss or client must love it, or I’ll feel rejected as a person. If I can’t make ten sales today I’m a failure. Whether I’m a winner or a loser in life will be determined by how well I do on this project.” With your work bearing a weight as enormous as the determination of your worth and your future happiness, stress is inevitable. You need some form of escape to relieve the anxiety and to disengage your self-esteem from how well you do at this game of tennis, this exam, or this job. In such a predicament, procrastination can serve as a delaying action and as a way of getting you past your perfectionism. If you delay starting your work, you cannot do your best and so any criticism or failure will not be a judgment of the real you or your best effort. If you delay making a decision, the decision will be made for you and you will not have to take responsibility if something goes wrong.

We are pleased to say that we have plenty of happy clients. We explain everything you need to know regarding your installation appointment. Our technicians understand how to install these panels with the newest equipment; moreover, the solar panels we provide are of the highest quality, created to resist the test of time. Our Phoenix Solar Company installers are accredited by the US Dept of Energy and the Solar Consumer Protection Board.

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She should say no. She was a freelance graphic designer now, and she didn’t even take marketing jobs anymore, no matter how much some of her current clients hinted that they’d be happy to pay for those services.

But guess what happened. Once salaries became public information, the media regularly ran special stories ranking CEOs by pay. Rather than suppressing the executive perks, the publicity had CEOs in America comparing their pay with that of everyone else. In response, executives’ salaries skyrocketed. The trend was further “helped” by compensation consulting firms (scathingly dubbed “Ratchet, Ratchet, and Bingo” by the investor Warren Buffett) that advised their CEO clients to demand outrageous raises. The result? Now the average CEO makes about 369 times as much as the average worker—about three times the salary before executive compensation went public. Keeping that in mind, I had a few questions for the executive I met with. “What would happen,” I ventured, “if the information in your salary database became known throughout the company?” The executive looked at me with alarm. “We could get over a lot of things here—insider trading, financial scandals, and the like—but if everyone knew everyone else’s salary, it would be a true catastrophe. All but the highest-paid individual would feel underpaid—and I wouldn’t be surprised if they went out and looked for another job.” Isn’t this odd? It has been shown repeatedly that the link between amount of salary and happiness is not as strong as one would expect it to be

Ray Doktor, Psy. D. works as a life coach in Los Angeles CA and Ashland OR. For over 27 years, he’s helped over 6k clients breakthrough challenges and learn life tools to have better relationships, improved family life, and happiness. He has a doctoral degree in clinical psychology.

At South West Surveys we travel throughout the UK delivering fast, effective, highly detailed and accurate surveys. Our staff have a minimum of 15 years experience using Trimble robotic total stations, GPS and Faro 3D laser scanners, along with the latest data collection technologies available. Our client’s requirements are paramount, therefore we are happy to tailor our services to suit your individual needs or simply use a predetermined specification.

At South West Surveys we travel throughout the UK delivering fast, effective, highly detailed and accurate surveys. Our staff have a minimum of 15 years experience using Trimble robotic total stations, GPS and Faro 3D laser scanners, along with the latest data collection technologies available. Our client’s requirements are paramount, therefore we are happy to tailor our services to suit your individual needs or simply use a predetermined specification.

A good transitional call to action can do three powerful things for your brand: 1.​Stake a claim to your territory. If you want to be known as the leader in a certain territory, stake a claim to that territory before the competition beats you to it. Creating a PDF, a video series, or anything else that positions you as the expert is a great way to establish authority. 2.​Create reciprocity. I’ve never worried about giving away too much free information. In fact, the more generous a brand is, the more reciprocity they create. All relationships are give-and-take, and the more you give to your customers, the more likely they will be to give something back in the future. Give freely. 3.​Position yourself as the guide. When you help your customers solve a problem, even for free, you position yourself as the guide. The next time they encounter a problem in that area of their lives, they will look to you for help. Transitional calls to action come in all shapes and sizes. Here are a few ideas to create transitional calls to action of your own: •​Free information: Create a white paper or free PDF educating customers about your field of expertise. This will position you as a guide in your customer’s story and create reciprocity. Educational videos, podcasts, webinars, and even live events are great transitional calls to action that on-ramp customers toward a purchase. •​Testimonials: Creating a video or PDF including testimonials from happy clients creates a story map in the minds of potential customers. When they see others experience a successful ending to their story, they will want that same ending for themselves. •​Samples: If you can give away free samples of your product, do it. Offering a customer the ability to test-drive a car, taste your seasoning, sample your music, or read a few pages of your book are great ways to introduce potential customers to your products. •​Free trial: Offering a limited-time free trial works as a risk-removal policy that helps to on-ramp your customers. Once they try your product, they may not be able to live without it.