Clients Short Quotes

From what I’d seen in such a short amount of time, the tattoos weren’t just random crap people would regret when they were elderly. The pieces clients got seemed to be so much more than that. They were memorials and declarations. They were outpourings of love and pain. Letters and images, icons and symbolism, personal and eternal. It

I have a job to do. Make money for my clients. Period. But boy it gets morbid when you start making investments that work out extra great if a tragedy occurs.

Here," I said, the morning after the lazy, stupid Derek incident, as I intercepted Camden on his way to his locker shortly before the first-period bell and dragged him into an empty physics lab. I handed him three problem sets with the words PECKER and BALLS written all over them in multicolored highlighters, plus pictures of stick-figure people having sex in different positions. "This is to force your douche-bag friends to copy over the stuff in their own handwriting before they hand it in. There's no way I'm letting us get caught just because our clients get lazy." I crossed my arms and stared at him, daring him to get mad. He didn't. He just looked at the papers, surprised, then looked at me. "That's actually a really good idea," he said, sounding impressed. "I know," I said. "And these pictures you drew are weirdly hot." "I don't disagree," I said. "By the way, I'm charging you for the highlighters I bought." I think he might've said "I love you" as I walked out of the classroom, but the hallway was noisy, so I couldn't be sure.

judges, police officers, doctors—in course of time, through habit, grow so callous that they cannot, even if they wish it, take any but a formal attitude to their clients; in this respect they are not different from the peasant who slaughters sheep and calves in the back-yard, and does not notice the blood.

The alley is a pitch for about twenty women leaning in doorways, chain-smoking. In their shiny open raincoats, short skirts, cheap boots, and high-heeled shoes they watch the street with hooded eyes, like spies in a B movie. Some are young and pretty, and some are older, and some of them are very old, with facial expressions ranging from sullen to wry. Most of the commerce is centred on the slightly older women, as if the majority of the clients prefer experience and worldliness. The younger, prettier girls seem to do the least business, apparent innocence being only a minority preference, much as it is for the aging crones in the alley who seem as if they’ve been standing there for a thousand years. In the dingy foyer of the hotel is an old poster from La Comédie Française, sadly peeling from the all behind the desk. Cyrano de Bergerac, it proclaims, a play by Edmond Rostand. I will stand for a few moments to take in its fading gaiety. It is a laughing portrait of a man with an enormous nose and a plumed hat. He is a tragic clown whose misfortune is his honour. He is a man entrusted with a secret; an eloquent and dazzling wit who, having successfully wooed a beautiful woman on behalf of a friend cannot reveal himself as the true author when his friend dies. He is a man who loves but is not loved, and the woman he loves but cannot reach is called Roxanne. That night I will go to my room and write a song about a girl. I will call her Roxanne. I will conjure her unpaid from the street below the hotel and cloak her in the romance and the sadness of Rostand’s play, and her creation will change my life.

The lack of short-term stress results in a lack of long-term health. When you always protect a human body from harm, you grow it to be fragile.

Après tout˚, pourquoi en˚ parler ?  C’est un client : quelqu’un qui fait ses courses˚, comme tout le monde˚. Eh bien˚, pourtant˚, ce n’est pas quelqu’un comme tout le monde…

I see that you have come to the last stage of human life; you are close upon your hundreth year, or even beyond: come now, hold an audit of your life. Reckon how much of your time has been taken up by a money-lender, how much by a mistress, a patron, a client, quarreling with your wife, punishing your slaves, dashing about the city on your social obligations. Consider also the diseases which we have brought on ourselves, and the time too which has been unused. You will find that you have fewer years than you reckon. Call to mind when you ever had a fixed purpose; how few days have passed as you had planned; when you were ever at your own disposal; when your face wore its natural expression; when your mind was undisturbed; what work you have achieved in such a long life; how many have plundered your life when you were unaware of your losses; how much you have lost through groundless sorrow, foolish joy, greedy desire, the seductions of society; how little of your own was left to you. You will realize that you are dying prematurely.

The work I do is not exactly respectable. But I want to explain how it works without any of the negatives associated with my infamous clients. I’ll show how I manipulated the media for a good cause. A friend of mine recently used some of my advice on trading up the chain for the benefit of the charity he runs. This friend needed to raise money to cover the costs of a community art project, and chose to do it through Kickstarter, the crowdsourced fund-raising platform. With just a few days’ work, he turned an obscure cause into a popular Internet meme and raised nearly ten thousand dollars to expand the charity internationally. Following my instructions, he made a YouTube video for the Kickstarter page showing off his charity’s work. Not a video of the charity’s best work, or even its most important work, but the work that exaggerated certain elements aimed at helping the video spread. (In this case, two or three examples in exotic locations that actually had the least amount of community benefit.) Next, he wrote a short article for a small local blog in Brooklyn and embedded the video. This site was chosen because its stories were often used or picked up by the New York section of the Huffington Post. As expected, the Huffington Post did bite, and ultimately featured the story as local news in both New York City and Los Angeles. Following my advice, he sent an e-mail from a fake address with these links to a reporter at CBS in Los Angeles, who then did a television piece on it—using mostly clips from my friend’s heavily edited video. In anticipation of all of this he’d been active on a channel of the social news site Reddit (where users vote on stories and topics they like) during the weeks leading up to his campaign launch in order to build up some connections on the site. When the CBS News piece came out and the video was up, he was ready to post it all on Reddit. It made the front page almost immediately. This score on Reddit (now bolstered by other press as well) put the story on the radar of what I call the major “cool stuff” blogs—sites like BoingBoing, Laughing Squid, FFFFOUND!, and others—since they get post ideas from Reddit. From this final burst of coverage, money began pouring in, as did volunteers, recognition, and new ideas. With no advertising budget, no publicist, and no experience, his little video did nearly a half million views, and funded his project for the next two years. It went from nothing to something. This may have all been for charity, but it still raises a critical question: What exactly happened? How was it so easy for him to manipulate the media, even for a good cause? He turned one exaggerated amateur video into a news story that was written about independently by dozens of outlets in dozens of markets and did millions of media impressions. It even registered nationally. He had created and then manipulated this attention entirely by himself.

Why do we complain of Nature? She has shown herself kindly; life, if you know how to use it, is long. But one man is possessed by an avarice that is insatiable, another by a toilsome devotion to tasks that are useless; one man is besotted with wine, another is paralyzed by sloth; one man is exhausted by an ambition that always hangs upon the decision of others, another, driven on by the greed of the trader, is led over all lands and all seas by the hope of gain; some are tormented by a passion for war and are always either bent upon inflicting danger upon others or concerned about their own; some there are who are worn out by voluntary servitude in a thankless attendance upon the great; many are kept busy either in the pursuit of other men's fortune or in complaining of their own; many, following no fixed aim, shifting and inconstant and dissatisfied, are plunged by their fickleness into plans that are ever new; some have no fixed principle by which to direct their course, but Fate takes them unawares while they loll and yawn—so surely does it happen that I cannot doubt the truth of that utterance which the greatest of poets delivered with all the seeming of an oracle: "The part of life we really live is small."5 For all the rest of existence is not life, but merely time. Vices beset us and surround us on every side, and they do not permit us to rise anew and lift up our eyes for the discernment of truth, but they keep us down when once they have overwhelmed us and we are chained to lust. Their victims are never allowed to return to their true selves; if ever they chance to find some release, like the waters of the deep sea which continue to heave even after the storm is past, they are tossed about, and no rest from their lusts abides. Think you that I am speaking of the wretches whose evils are admitted? Look at those whose prosperity men flock to behold; they are smothered by their blessings. To how many are riches a burden! From how many do eloquence and the daily straining to display their powers draw forth blood! How many are pale from constant pleasures! To how many does the throng of clients that crowd about them leave no freedom! In short, run through the list of all these men from the lowest to the highest—this man desires an advocate,6 this one answers the call, that one is on trial, that one defends him, that one gives sentence; no one asserts his claim to himself, everyone is wasted for the sake of another. Ask about the men whose names are known by heart, and you will see that these are the marks that distinguish them: A cultivates B and B cultivates C; no one is his own master. And then certain men show the most senseless indignation—they complain of the insolence of their superiors, because they were too busy to see them when they wished an audience! But can anyone have the hardihood to complain of the pride of another when he himself has no time to attend to himself? After all, no matter who you are, the great man does sometimes look toward you even if his face is insolent, he does sometimes condescend to listen to your words, he permits you to appear at his side; but you never deign to look upon yourself, to give ear to yourself. There is no reason, therefore, to count anyone in debt for such services, seeing that, when you performed them, you had no wish for another's company, but could not endure your own.

Indeed, you will hear many of those to whom great prosperity is a burden sometimes crying out amidst their hordes of clients or their pleadings in law courts or their other honourable miseries. ‘It’s impossible to live.’ Of course it’s impossible. All those who call you to themselves draw you away from yourself.

Trust of others is in short supply for many adult survivors, as complex trauma generally involves major relational betrayal. It is, therefore, expectable (although paradoxical) that clients with these histories are predisposed to be mistrustful at the outset of therapy, precisely because of (and in proportion to) the actual trustworthiness of the therapist. When past experiences have thought hard lessons, namely, that one can least afford to trust the people who should be most trustworthy, it stands to reason that confusion about trust results. The therapist must understand and not take offense either personally or professionally and not react judgmentally or defensively. Practically speaking, this involves the therapist being prepared to patiently and empathically respond to active or passive tests or challenges to trustworthiness as legitimate and meaningful communication that deserves a respectful reply in action as well as in words.

Careful with that," said the Doctor. "No need to get carried away." Aldridge spun the scalpel like a baton. "Yessir. Careful is my middle name. Actually Clumsy is my middle name, but that doesn't encourage clients and it makes me sound like one of those dwarfs that are going to be so popular when moving pictures a get going.

I would like to fasten on someone from the older generation and say to him: ‘I see that you have come to the last stage of human life; you are close upon your hundredth year, or even beyond: come now, hold an audit of your life. Reckon how much of your time has been taken up by a money-lender, how much by a mistress, a patron, a client, quarrelling with your wife, dashing about the city on your social obligations. Consider also the diseases which we have brought on ourselves, and the time too which has been unused.

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.

Although these firms deploy units that are often much smaller in manpower relative to their client’s adversaries, their effectiveness lies not in their size, but in their comprehensive training, experience, and overall skill at battlefield judgment, all in fundamentally short supply in the chaotic battlefields of the last decade.14 Utilizing coordinated movement and intelligent application of firepower, their strength is their ability to arrive at the right place at the right moment. The fundamental reality of modern warfare is that in many cases such small tactical units can achieve strategic goals.

He’d been spending more time in the past lately. He liked to close his eyes and let his memories overtake him. A life, remembered, is a series of photographs and disconnected short films: the school play when he was nine, his father beaming in the front row; clubbing with Arthur in Toronto, under whirling lights; a lecture hall at NYU. An executive, a client, running his hands through his hair as he talked about his terrible boss. A procession of lovers, remembered in details: a set of dark blue sheets, a perfect cup of tea, a pair of sunglasses, a smile. The Brazilian pepper tree in a friend’s backyard in Silver Lake. A bouquet of tiger lilies on a

The client thereby embarks on a process of selective change, which is possible, rather than remaining paralyzed by the seeming necessity of total change, which would be impossible. Besides that issue of building a fence that gets addressed in the first session, another issue is also often addressed then: the question “Why now?” That’s short-hand for: “Why did you decide to seek help in a crisis center today, and why do you feel a sense of crisis now, rather than some time earlier, or not at all?” In the case of a crisis arising from a single unanticipated shock, such as the Cocoanut Grove fire, that question needn’t be asked because the obvious answer is the shock itself. But the answer is not obvious

Though all the brilliant intellects of the ages were to concentrate upon this one theme, never could they adequately express their wonder at this dense darkness of the human mind. Men do not suffer anyone to seize their estates, and they rush to stones and arms if there is even the slightest dispute about the limit of their lands, yet they allow others to trespass upon their life—nay, they themselves even lead in those who will eventually possess it. No one is to be found who is willing to distribute his money, yet among how many does each one of us distribute his life! In guarding their fortune men are often closefisted, yet, when it comes to the matter of wasting time, in the case of the one thing in which it is right to be miserly, they show themselves most prodigal. And so I should like to lay hold upon someone from the company of older men and say: "I see that you have reached the farthest limit of human life, you are pressing hard upon your hundredth year, or are even beyond it; come now, recall your life and make a reckoning. Consider how much of your time was taken up with a moneylender, how much with a mistress, how much with a patron, how much with a client, how much in wrangling with your wife, how much in punishing your slaves, how much in rushing about the city on social duties. Add the diseases which we have caused by our own acts, add, too, the time that has lain idle and unused; you will see that you have fewer years to your credit than you count. Look back in memory and consider when you ever had a fixed plan, how few days have passed as you had intended, when you were ever at your own disposal, when your face ever wore its natural expression, when your mind was ever unperturbed, what work you have achieved in so long a life, how many have robbed you of life when you were not aware of what you were losing, how much was taken up in useless sorrow, in foolish joy, in greedy desire, in the allurements of society, how little of yourself was left to you; you will perceive that you are dying before your season!"7 What, then, is the reason of this? You live as if you were destined to live forever, no thought of your frailty ever enters your head, of how much time has already gone by you take no heed. You squander time as if you drew from a full and abundant supply, though all the while that day which you bestow on some person or thing is perhaps your last. You have all the fears of mortals and all the desires of immortals. You will hear many men saying: "After my fiftieth year I shall retire into leisure, my sixtieth year shall release me from public duties." And what guarantee, pray, have you that your life will last longer? Who will suffer your course to be just as you plan it? Are you not ashamed to reserve for yourself only the remnant of life, and to set apart for wisdom only that time which cannot be devoted to any business? How late it is to begin to live just when we must cease to live! What foolish forgetfulness of mortality to postpone wholesome plans to the fiftieth and sixtieth year, and to intend to begin life at a point to which few have attained!

The US was forced to withdraw troops from Iraq after an extremely costly decade-long military occupation, leaving in place a regime more closely allied to Iran, the US’ regional adversary. The Iraq war depleted the economy, deprived American corporations of oil wealth, greatly enlarged Washington’s budget and trade deficits, and reduced the living standards of US citizens. The Afghanistan war had a similar outcome, with high external costs, military retreat, fragile clients, domestic disaffection, and no short or medium term transfers of wealth (imperial pillage) to the US Treasury or private corporations. The Libyan war led to the total destruction of a modern, oil-rich economy in North Africa, the total dissolution of state and civil society, and the emergence of armed tribal, fundamentalist militias opposed to US and EU client regimes in North and sub-Sahara Africa and beyond. Instead

For instance, there was the case of Nancy Schmeing, who had recently earned her doctorate in physics at the Massachusetts Institute of Technology. Incredibly, Schmeing failed the reading comprehension section of the new [Massachusetts] teacher test, which required one to quickly read short essays and then choose the one "best" answer among those provided by the test maker. The exam supposedly assessed one's ability to boil down the essential meanings of prose. Schmeing's failing the reading section created a small furor about the test's credibility. After graduating from MIT, Schmeing worked as a technical consultant, translating engineering, science, and business documents for clients around the world. Thus, the very nature of her work necessitated the ability to find essential meanings in written texts, to comprehend a writer's purpose, and so forth. Moreover, Schmeing was a Fulbright scholar, had graduated magnum cum laude from college ... Schmeing's failure simply defied common sense, fueling concerns over the exam's predictive validity.

Re-Read Your Vision And if you don’t have one, write it. A vision is a document that describes how you picture your life in a given timeframe (say, one year). However, you don’t necessarily have to write a vision describing every little aspect of your life (although it’s a powerful motivator, too). You can write a short vision describing the achievement of a single goal. Use images and videos to make your vision stronger and more appealing. For instance, if you want to lose weight and become fitter, find a picture of a person who looks the way you’d like to look. Describe how you feel, how strong you are, and how often you exercise. If you want to build a successful business, find images of things or experiences you’ll buy with the money your business will generate. Write down the vision of how your business serves its clients, how your employees feel about it, and how you feel as the owner. If you want to get a new job, make a list of your dream employers. Find pictures of their offices and other images that will motivate you to keep looking for a new job.

[There is] no direct relationship between IQ and economic opportunity. In the supposed interests of fairness and “social justice”, the natural relationship has been all but obliterated. Consider the first necessity of employment, filling out a job application. A generic job application does not ask for information on IQ. If such information is volunteered, this is likely to be interpreted as boastful exaggeration, narcissism, excessive entitlement, exceptionalism [...] and/or a lack of team spirit. None of these interpretations is likely to get you hired. Instead, the application contains questions about job experience and educational background, neither of which necessarily has anything to do with IQ. Universities are in business for profit; they are run like companies, seek as many paying clients as they can get, and therefore routinely accept people with lukewarm IQ’s, especially if they fill a slot in some quota system (in which case they will often be allowed to stay despite substandard performance). Regarding the quotas themselves, these may in fact turn the tables, advantaging members of groups with lower mean IQ’s than other groups [...] sometimes, people with lower IQ’s are expressly advantaged in more ways than one. These days, most decent jobs require a college education. Academia has worked relentlessly to bring this about, as it gains money and power by monopolizing the employment market across the spectrum. Because there is a glut of college-educated applicants for high-paying jobs, there is usually no need for an employer to deviate from general policy and hire an applicant with no degree. What about the civil service? While the civil service was once mostly open to people without college educations, this is no longer the case, and quotas make a very big difference in who gets hired. Back when I was in the New York job market, “minorities” (actually, worldwide majorities) were being spotted 30 (thirty) points on the civil service exam; for example, a Black person with a score as low as 70 was hired ahead of a White person with a score of 100. Obviously, any prior positive correlation between IQ and civil service employment has been reversed. Add to this the fact that many people, including employers, resent or feel threatened by intelligent people [...] and the IQ-parameterized employment function is no longer what it was once cracked up to be. If you doubt it, just look at the people running things these days. They may run a little above average, but you’d better not be expecting to find any Aristotles or Newtons among them. Intelligence has been replaced in the job market with an increasingly poor substitute, possession of a college degree, and given that education has steadily given way to indoctrination and socialization as academic priorities, it would be naive to suppose that this is not dragging down the overall efficiency of society. In short, there are presently many highly intelligent people working very “dumb” jobs, and conversely, many less intelligent people working jobs that would once have been filled by their intellectual superiors. Those sad stories about physics PhD’s flipping burgers at McDonald's are no longer so exceptional. Sorry, folks, but this is not your grandfather’s meritocracy any more.

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.

I think it’s helpful to take an organized approach to what I call the “twin risks.” What I’m talking about here is the fact that investors have to deal daily with two possible sources of error. The first is obvious: the risk of losing money. The second is a bit more subtle: the risk of missing opportunity. Investors can eliminate either one, but doing so will expose them entirely to the other. So most people balance the two. What should an investor’s normal stance be regarding the two risks: evenly balanced, or favoring one or the other? The answer depends mostly on one’s goals, circumstances, personality and ability to withstand risk (and on the same things with regard to one’s clients, if any). And separate and apart from his normal posture, should the investor alter the balance from time to time? And if so, how? I think investors should try to appropriately adjust their stance if they (a) feel they have the requisite insight and (b) are willing to expend effort and bear the risk of being wrong. They should do this based on where the market is in its cycle. In short, when the market is high in its cycle, they should emphasize limiting the potential for losing money, and when the market is low in its cycle, they should emphasize reducing the risk of missing opportunity.

Neoliberal economics, the logic of which is tending today to win out throughout the world thanks to international bodies like the World Bank or the International Monetary Fund and the governments to whom they, directly or indirectly, dictate their principles of ‘governance’,10 owes a certain number of its allegedly universal characteristics to the fact that it is immersed or embedded in a particular society, that is to say, rooted in a system of beliefs and values, an ethos and a moral view of the world, in short, an economic common sense, linked, as such, to the social and cognitive structures of a particular social order. It is from this particular economy that neoclassical economic theory borrows its fundamental assumptions, which it formalizes and rationalizes, thereby establishing them as the foundations of a universal model. That model rests on two postulates (which their advocates regard as proven propositions): the economy is a separate domain governed by natural and universal laws with which governments must not interfere by inappropriate intervention; the market is the optimum means for organizing production and trade efficiently and equitably in democratic societies. It is the universalization of a particular case, that of the United States of America, characterized fundamentally by the weakness of the state which, though already reduced to a bare minimum, has been further weakened by the ultra-liberal conservative revolution, giving rise as a consequence to various typical characteristics: a policy oriented towards withdrawal or abstention by the state in economic matters; the shifting into the private sector (or the contracting out) of ‘public services’ and the conversion of public goods such as health, housing, safety, education and culture – books, films, television and radio – into commercial goods and the users of those services into clients; a renunciation (linked to the reduction in the capacity to intervene in the economy) of the power to equalize opportunities and reduce inequality (which is tending to increase excessively) in the name of the old liberal ‘self-help’ tradition (a legacy of the Calvinist belief that God helps those who help themselves) and of the conservative glorification of individual responsibility (which leads, for example, to ascribing responsibility for unemployment or economic failure primarily to individuals, not to the social order, and encourages the delegation of functions of social assistance to lower levels of authority, such as the region or city); the withering away of the Hegelian–Durkheimian view of the state as a collective authority with a responsibility to act as the collective will and consciousness, and a duty to make decisions in keeping with the general interest and contribute to promoting greater solidarity. Moreover,

The reason you might be having trouble with your practice in the long run—if you were capable of building a practice in the short run—is nearly always because you are afraid. The fear, the resistance, is very insidious. It doesn’t leave a lot of fingerprints, but the person who manages to make a movie short that blows everyone away but can’t raise enough cash to make a feature film, the person who gets a little freelance work here and there but can’t figure out how to turn it into a full-time gig—that person is practicing self-sabotage. These people sabotage themselves because the alternative is to put themselves into the world as someone who knows what they are doing. They are afraid that if they do that, they will be seen as a fraud. It’s incredibly difficult to stand up at a board meeting or a conference or just in front of your peers and say, “I know how to do this. Here is my work. It took me a year. It’s great.” This is hard to do for two reasons: (1) it opens you to criticism, and (2) it puts you into the world as someone who knows what you are doing, which means tomorrow you also have to know what you are doing, and you have just signed up for a lifetime of knowing what you are doing. It’s much easier to whine and sabotage yourself and blame the client, the system, and the economy. This is what you hide from—the noise in your head that says you are not good enough, that says it is not perfect, that says it could have been better.

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!

short buzz followed, then silence. “They want to get rid of us,” said Trillian nervously. “What do we do?” “It’s just a recording,” said Zaphod. “We keep going. Got that, computer?” “I got it,” said the computer and gave the ship an extra kick of speed. They waited. After a second or so came the fanfare once again, and then the voice. “We would like to assure you that as soon as our business is resumed announcements will be made in all fashionable magazines and color supplements, when our clients will once again be able to select from all that’s best in contemporary geography.” The menace in the voice took on a sharper edge. “Meanwhile, we thank our clients for their kind interest and would ask them to leave. Now.” Arthur looked round the nervous faces of his companions. “Well, I suppose we’d better be going then, hadn’t we?” he suggested. “Shhh!” said Zaphod. “There’s absolutely nothing to be worried about.” “Then why’s everyone so tense?” “They’re just interested!” shouted Zaphod. “Computer, start a descent into the atmosphere and prepare for landing.” This time the fanfare was quite perfunctory, the voice now distinctly cold. “It is most gratifying,” it said, “that your enthusiasm for our planet continues unabated, and so we would like to assure you that the guided missiles currently converging with your ship are part of a special service we extend to all of our most enthusiastic clients, and the fully armed nuclear warheads are of course merely a courtesy detail. We look forward to your custom in future lives…. Thank you.

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.

How to choose a best website development company RNS IT Solutions is the best Software development company. When choosing a development company for your website, it is very important not only to look at the price, but also the quality of the work you hope to obtain and it is that a good Web of quality, realized of the hand of good engineers who have been working in the sector for years, can make you recover the investment in a short time and generate great benefits in the long term. Of course, to have a quality website the initial investment will probably be greater than you expect and maybe right now you think that the web you need does not require much quality, or a lot of work, but stop to think for a moment and consider the possibility that you are totally wrong, because that may depend on the future of your company as well as Web Development company India.The image that you want to transmit to the clients of the same one and the investment that you will have to do in the web once developed. With all this I do not mean that you have to ask for a loan from the bank to pay for the web. If the project you have in mind takes more work than you initially thought and the budget is out of your expectations, you can always limit and remove features that are dispensable. In this way you can publish the Web as soon as possible, so that once the initial investment is amortized, you can continue investing in adding those features that were left in the background. There are few Web Development Company In India hat right now could not survive, if they were not involved in the online world and it costs much less to make you a quality professional website, with a higher initial investment, to make you a website on which you have to invest, and then large amounts in development and consulting to correct deficiencies initially not contemplated. In the worst case, a bad development, may even force you to throw all the code of the web to the trash, to have to start from scratch. But what is quality of Web Development Services India? Let's see the characteristics that a website must have in order to be considered quality and professional: In any development project, meetings are always held to develop an initial analysis, gathering all the requirements and objectives of the web that the client wants. At this point you should have a proactive attitude, proposing functionalities that could be interesting or alternative ideas that we know can generate good results.

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

Roppongi is an interzone, the land of gaijin bars, always up late. I’m waiting at a pedestrian crossing when I see her. She’s probably Australian, young and quite serviceably beautiful. She wears very expensive, very sheer black undergarments, and little else, save for some black outer layer—equally sheer, skintight, and micro-short—and some gold and diamonds to give potential clients the right idea. She steps past me, into four lanes of traffic, conversing on her phone in urgent Japanese. Traffic halts obediently for this triumphantly jaywalking gaijin in her black suede spikes. I watch her make the opposite curb, the brain-cancer deflector on her slender little phone swaying in counterpoint to her hips. When the light changes, I cross, and watch her high-five a bouncer who looks like Oddjob in a Paul Smith suit, his skinny lip beard razored with micrometer precision. There’s a flash of white as their palms meet. Folded paper. Junkie origami.

Another factor contributing to a new associate’s willingness to work long hours is that it’s the price you pay to get interesting work with significant responsibility. Large firms just won’t entrust you with important matters before you’ve had a lot of quality experiences and exhibited a sufficient level of dedication. Frankly, to large firms the word “dedication” has just one, hidden meaning: “tremendous personal sacrifices.” Cruel as it seems, as a new associate you have to decide at some point what your priorities are: your career, or your personal and family life. If you choose your life outside of work, you’ll find yourself rejecting additional work, and your reluctance to accept it will brand you as “lacking dedication” – and your career will suffer accordingly. Clients also contribute directly to the massive hours new associates have to work, by making demands for legal services that require immediate attention. You may have a client, for instance, who needs you to move for a temporary restraining order (“TRO”) on its behalf. Or a client may ask you to substantially revise a brief shortly before a court deadline. With emergencies like these, you have to work hard, and you’ve got to work right now – and that can have a devastating effect on your personal and family life. You may be called upon at a moment’s notice to cancel evening or weekend social plans you might have made, vacations you’ve long anticipated, and even holiday celebrations. Life at a large firm means learning to accept these incidents as occupational risks.

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

provide. OPENING FOR BUSINESS* I will help clients _________. After hiring me, they will receive [core benefit + secondary benefit]. I will charge $xxx per hour or a flat rate of _____ per service. This rate is fair to the client and to me. My basic website will contain these elements: a. The core benefit that I provide for clients and what qualifies me to provide it (remember that qualifications may have nothing to do with education or certifications; Gary is qualified to book vacations with miles because he’s done it for himself many times) b. At least two stories of how others have been helped by the service (if you don’t have paying clients yet, do the work for free with someone you know) c. Pricing details (always be up front about fees; never make potential clients write or call to find out how much something costs) d. How to hire me immediately (this should be very easy) I will find clients through [word-of-mouth, Google, blogging, standing on the street corner, etc.]. I will have my first client on or before ____·[short deadline]. Welcome to consulting! You’re now in business.

Case studies of Cold War-era conflicts suggest two ironclad, unwritten rules: first, no nuclear power may use military force against another nuclear power; and, second, a nuclear power, using military force against a non-nuclear nation, may not use nuclear weapons. Moreover, possessing nuclear weapons did not necessarily deter a non-nuclear nation from waging war with a client state of a nuclear power, as the United States found out in the Korean and Vietnam Wars.

We didn't install the [Code Red] patch on those DMZ systems because they were only used for development and testing. — Anonymous client, shortly after spending 48 continuous hours removing 2001's Code Red worm from internal corporate servers

Shortly after I began work with Teresa, I acquired another MPD client, a supposedly schizophrenic young man I will call Tony. He called in to the clinic on a day I was on telephone duty, saying he was having flashbacks of "ritual abuse.” I did not yet know what that was. Tony became my client. He could be quite entertaining. I have a vivid memory of him as a three-year-old, "Tiny Tony,” standing on his head on my office couch, and running down the hall to try unsuccessfully to make it to the bathroom. He had in his head the entire rock band of Guns’n’Roses, and I got to know Axl, the band leader, quite well. I remember the time Tony was in hospital and I went to visit him; Axl popped out and said, "Remember, we’re schizophrenic in here!

through. The eastern part of the city all the way to The Rigolets was bathed in a soft golden sunlight, almost like a beach at sunset. To the west, however, there was a wicked billowing black mass of clouds, an advancing stampede that blotted out both sky and earth. A seabird’s view of startling weather patterns was one of the major perks of this office: this sky looked not only scenic but particularly menacing. He could imagine the shock waves it was literally sending to all those boat captains out on the Lake trying to get back to the harbor, not to mention the fear in the hearts of all of the Carnival krewe captains who were trying to get their parades lined up and rolling. “Well, better to rain on Lundi Gras than Mardi Gras,” he thought. He heard noises in his outer office and stuck his head out to see if maybe he had a paying client after all. A short round lady with a distressed look was

Benefits of Going Green The benefits of going green are sometimes not similar to obvious right away. For some people, because of this that going green can be so difficult. They have to see immediate or near immediate results of their green efforts. Unfortunately, some benefits take a while and dedication. Now and dedication can be a good thing about going green in itself. When we become more commited to an environmentally friendly lifestyle we study that lifestyle, the aspects of the life-style that is effective on our behalf and then we study new tips that make the lifestyle much better to create. Other merits of going green can be found especially zones of green lifestyles. Benefits of Going Green at Home Going green at your home is among the few places that green lifestyle benefits are shown quickly or in the next short space of time. The first home benefit that many individuals who go green see, is a drop in utility bills and spending. As people commence to make subtle and full blown changes in the volume of energy they use and the manner they make use of it, the utility bills will drop. This benefit shows itself within the first three billing cycles no matter the effective changes. Spending also reduces. The spending pattern of green lifestyles shows a spending reduction because of switching from disposable items to reusable items, pricey chemical items for DIY natural options and swapping out appliances for higher energy levels effiencent models. Simply not only are the advantages observed in healthier lifestyle options, but on top of that they are seen in healthier financial options. Benefits to Going Green at Work Going green at work is problematic to implement and hard to see immediate results from. However, the avantages of going green in the workplace might be incredibly financially beneficial regarding the business. A clear benefit for businesses going green that is the alleviates clutter and increased organization. By utilizing green techniques in your business such as cloud storage, going paperless and energy usage techniques a business will save many dollars each month. This is a clear benefit, but the additional advantage is increased business. Consumers, businesses and sales professionals love aligning themselves with green businesses. It shows an ecological awareness and connection and it has verified that the green business cares about the approach to life of their total clients. The green business logo and concept means the advantage of a higher customer base and increased sales. Advantages and benefits of Going Green within the Community Community advantages and benefits of going green are the explanation as to why many individuals begin contribution in the green movement. Community efforts do take time and effort to develop. Recycling centers, landscaping endeavors and urban gardening projects take community efforts and dedication. These projects can build wonderful benefits regarding the community. Initially the advantages will show in areas similar to a decrease in waste, increased organic gardening options and recycling endeavors to diminish waste in landfills. Eventually the avantages of going green locally can present a residential district bonding, closer knit communities and environmental benefits which will reach to reduced air pollution. There can also be an increase in local food production and local companies booming which helps the regional economy. There are numerous other benefits of going green. These benefits might be comprehensive and might change the thought of how communities, states and personal lifestyles are changed.

Business was booming for Tiffany & Co. in the late 1990s, thanks to the introduction of a new affordable silver jewellery line. The $110 silver charm bracelet inscribed with the Tiffany name was coveted by teenage girls, causing sales of the new silver product line to skyrocket 67% between 1997 and 2002. By 2003, company earnings had doubled and the silver jewellery line accounted for a third of Tiffany’s U.S. sales. And yet the queues of excited girls didn’t fill the store managers with joy. Sure, sales were up and stores were busy, but the people close to the brand, who understood its heritage, began to worry that this lower price point would forever change how the brand was perceived by its high-end customers. “We didn’t want the brand to be defined by any single product.” —Michael Kowalski, CEO, Tiffany & Co. Despite some unease from investors, Tiffany raised prices on their most popular silver products by 30% over the next three years and managed to halt the growth of their highly profitable silver line. And so the company sacrificed short-term gain and profits for the long-term good of the brand by telling the story they wanted customers to believe—that Tiffany’s represents something special. A client recently told me about her friend’s excited engagement announcement on Facebook. All she did was post a photo of the Tiffany blue box—not a picture of the ring in sight. The box alone was enough to say everything she wanted to say. QUESTIONS FOR YOU How are you least like the competition?

professional areas I must laser-focus on, such as marketing, business development, client development, or customer service?

Joanna didn’t like Federer and, by extension, she didn’t like his client, either. Lucinda Mappin, faced with the tragedy of her daughter’s murder, was responding to the crisis in her life with considerable dignity and grace. Dealing with a similarly tragic loss, Alfred and Martha Beasley’s bickering daughters came up short. Behaving like aging spoiled brats and caught up in their own selfishness, all they were capable of was broadcasting their decades-old feud far and wide. Joanna sat at her desk for a few moments, contemplating the vast difference. I think Alfred and Martha deserve better, she told herself finally.

The short of it is: help others. Gary Vaynerchuk’s Jab, Jab, Jab, Right Hook is not a boxing primer; rather it’s a book dedicated to the premise of give, give, give, ask. The idea is that people will be more willing to help you after you put some skin in the game by helping them. And the simplest way to do that is to try and answer questions they inevitably will ask you.

The ability to make rational decisions is limited, or bounded, by the extent of people’s information. To broaden employees’ understanding, a firm should promote a tradition of teamwork and interdependence and develop future leaders by rotating them among work assignments in different departments and geographic locations. In order to reduce structural secrecy, there may be short-term opportunity costs, but the long-term benefits are significant.12 Firms must think about long-term greed and what it means. Through actions and training, leaders must explain the pressures on short-term thinking and how the firm resolves the conflicts of short- and long-term goals. Potentially conflicting or confusing organizational goals, such as putting clients first while also having a duty to shareholders, require strong signals from leadership as to what is acceptable and unacceptable behavior. These nuances cannot be left to statements of principles; they must be modeled by leaders’ actions each day. Leaders must understand that external influences can shape the culture. For example, there are competitive, technological, and regulatory pressures. Responses to them can have unintended consequences, including drifting from principles. This can increase the probability of an organizational failure. An organization needs to understand to what extent models impact behavior, decisions made by business leaders, and organizational culture. For example, boards of directors of public companies should ask questions if earnings per share (EPS) estimates are too consistent with analysts’ estimates. They should ask whether the firm is managing to models or to what is in the best long-term interests of the firm. Leaders get too much credit and too much blame. Leaders need to uphold the firm’s shared values—and that is a key component to leadership.13 But too little emphasis is given to the organizational elements that shape behavior or provide an environment for leadership or change. An organization’s structure, incentives, and values last longer and have more impact than those of individual leaders. Usually when there is a change or loss or failure there is a tendency to blame one thing or one person, when typically there are complex organizational cultural reasons. It is the duty of leaders and board members to examine what is responsible, not who is responsible.

You can always go back after a tattoo has healed and add additional dark, but you can’t take it away once in the skin (short of tattoo removal). Thus, it is helpful to err on the side of too light when you are new to tattooing and let your client know to come back for a follow-up visit to adjust levels and possibly build up color.

All in all it was a terrific month and right in the middle of it the influenza epidemic had to break out. It came to the whole town. Mrs. Talbot and her daughter of the San Carlos Hotel had it. Tom Work had it. Benjamin Peabody and his wife had it. Excelentísima Maria Antonia Field had it. The whole Gross family came down with it. The doctors of Monterey—and there were enough of them to take care of the ordinary diseases, accidents and neuroses—were running crazy. They had more business than they could do among clients who if they didn’t pay their bills, at least had the money to pay them. Cannery Row which produces a tougher breed than the rest of the town was late in contracting it, but finally it got them too. The schools were closed. There wasn’t a house that hadn’t feverish children and sick parents. It was not a deadly disease as it was in 1917 but with children it had a tendency to go into the mastoids. The medical profession was very busy, and besides, Cannery Row was not considered a very good financial risk.

Better to have short pencil than long memory.

Goldman more like a necessary counterparty than a trusted adviser for the long term. Most of these funds were under intense pressure to produce short-term results and did not value long-term relationships in the same way that many corporate clients did.

Anyone can follow up by pushing calls and emails, but follow-through is the next level. It’s simple: do what you say you’re going to do. If you tell a client you’ll do some research and get back to him, do it. If you say you will answer your emails within twelve hours, do it. If you make a promise to yourself that you’re going to meet three new people every day, don’t sell yourself short. Do it.

Short and long bios Contracts Cover page and introduction to a proposal Engagement letter Quick blurb/elevator speech—what do you do? What are your focus areas? Letters of recommendation Logo and company graphic art Nondisclosure agreements Presentations of all sorts Progress reports Proposals and statements of work Publications list Marketing trifold (less important now than in the past) Work programs and check-off lists Examples of frequently requested spreadsheets. For example, you may be in a business that uses six sigma for quality control. Graphs, statistical reports, and so on can typically be modified quickly from one client to the next. Unless you are in the graphic arts or publications business itself, there is no need to be original. Inspiring ideas permeate the Internet.

Acquiring a deep understanding of the target customer should not be short-changed — by anyone writing sales copy, at any time, for any purpose. As I was writing this edition of this book, I was writing copy for a long-time client, the Guthy-Renker Corporation, for their hugely successful Proactiv® brand of acne products. There are three different people to talk to about this — the teen sufferer, the teen's mom, and playing the odds, the adult female sufferer. This had me reading past and current issues of nearly a hundred magazines, including all the teen and preteen magazines, all the mom magazines, and all the women's magazines, having copious online research done for me, doing “conversational research” directly with people in all three groups, and even hiring a dozen freelance readers — teens, parents of teens, and young women — to critique my copy. Also, as I was writing this edition of this book, I began work on copy aimed at highly successful, professional financial and investment advisors, financial planners, and top-performing life insurance and annuities agents, which required a similar investment of time and energy in crawling inside their psyche, tribal language, daily experiences. Freelance writers worth their salt know they must do this sort of thing, and do. The danger for the business owner writing copy for himself and for his own business is ingrained assumption — encouraging shortcutting or altogether neglecting this step. The only sure way to keep your own accumulated but untested opinions and beliefs about your customers from sabotaging your sales letters is to start anew, from scratch, and to engage in getting to know the customers just as if you were arriving to write for them for the first time, with no foreknowledge.

How do we ensure our design solutions are meaningful? The short answer: By providing a solution that embraces both the business needs of the client and the needs of the audience.

There was a new trend for agencies to hire and parade before their clients “strategic planners,” an ideal originally imported from the UK; but these were not strategists in the same way that management consultants were strategists. Instead, agency strategic planners were experts in customer segmentation and behavior, excellent at designing market research and reading the results of market research reports. The planners were called, in some quarters, “the conscience of the consumer” – they upheld long-term brand values on behalf of consumers and helped to resist any attempts by the creative department to go “off brand” in the pursuit of cute ideas that would dilute “brand values.” In short, the strategic planners were consumer experts, brand developers and brand policemen. They were an important innovation, but they hardly signaled new strategic directions for ad agencies, and their efforts did not have the slightest impact on their clients’ concerns about achieving improved shareholder value. Ironically,

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

I’m writing this so people understand who I am and I am working on my reading. I have been a healthcare & nursing recruiter for over 30 years. A while back I was injured in a softball tournament and suffered severe head trauma, actually died twice and coma for around 28 days. I was told I would have no chance to speak, read or write again plus I would suffer from short-term memory loss for the rest of my life. I have been working in healthcare business and I didn’t realize how important this industry was until my accident. It took 18 months just to speak and 2 years to learn to read and write again, ie it wasn’t easy. I have three beautiful daughters and I was given another chance to get better for them. With that being said, I believe I have done very well in my recovery. After I recovered, I realized that what I thought was so important before, really wasn’t that important at all. I have built a shelter for the homeless families and healthcare patients outside of my areas who can’t afford to stay in my city for their treatments. I would have to say that my thoughts about my shelter are right behind me raising three beautiful daughters in my life! I understand the healthcare industry very well and I am a very sufficient recruiter. I know the tools to find the right candidates for any management positions in the healthcare field, specifically in cardiovascular services. My company has continued to be successful in finding the right candidates for our clients despite the downfall of our economy.

This is nothing special but a simple short 5 or 6 digit phone number that is allotted particularly to a business to send out text messages to their target peoples who have previously opted into to receive these text messages from their own will. The benefit of this is that it is a quit handy service where you can ask the clients to send feedback by typing back a message to the same number

A (house)wife now performs the tasks once distributed between servants of different rank or undertaken by the maid of all work. Her ‘core’ jobs are cleaning, shopping, cooking, washing-up, laundering and ironing.44 She also looks after her children, frequently cares for aged parents or other relatives, and is sometimes incorporated to a greater or lesser degree as an unpaid assistant in her husband’s work. This aspect of being a wife is visible in many small shops or in the activities of the wives of clergymen and politicians, but the same service is provided, less visibly, to husbands in all kinds of occupations. A wife, for example, contributes research assistance (to male academics), acts as hostess (to a business man’s clients), answers the phone and keeps the books (for a small business man).45 However, as Christine Delphy has argued, to list the tasks of a housewife tells us only so much. The list cannot explain why exactly the same services can be bought in the market, or why a particular task is performed without pay by a wife, yet she would get paid for providing the service if she worked, for example, in a restaurant or for a firm of contract cleaners.46 The problem is not that wives perform valuable tasks for which they are not paid (which has led some feminists to argue for state payment or wages for housework). Rather, what being a woman (wife) means is to provide certain services for and at the command of a man (husband). In short, the marriage contract and a wife’s subordination as a (kind of) labourer, cannot be understood in the absence of the sexual contract and the patriarchal construction of ‘men’ and ‘women’ and the ‘private’ and ‘public’ spheres.

Just before Thanksgiving, I met with Bunker Hunt, then the richest man in the world, at the Petroleum Club in Dallas. Bud Dillard, a Texan friend and client of mine who was big in the oil and cattle businesses, had introduced us a couple of years before, and we regularly talked about the economy and markets, especially inflation. Just a few weeks before our meeting, Iranian militants had stormed the U.S. embassy in Tehran, taking fifty-two Americans hostage. There were long lines to buy gas and extreme market volatility. There was clearly a sense of crisis: The nation was confused, frustrated, and angry. Bunker saw the debt crisis and inflation risks pretty much as I saw them. He’d been wanting to get his wealth out of paper money for the past few years, so he’d been buying commodities, especially silver, which he had started purchasing for about $ 1.29 per ounce, as a hedge against inflation. He kept buying and buying as inflation and the price of silver went up, until he had essentially cornered the silver market. At that point, silver was trading at around $ 10. I told him I thought it might be a good time to get out because the Fed was becoming tight enough to raise short-term interest rates above long-term rates (which was called “inverting the yield curve”). Every time that happened, inflation-hedged assets and the economy went down. But Bunker was in the oil business, and the Middle East oil producers he talked to were still worried about the depreciation of the dollar. They had told him they were also going to buy silver as a hedge against inflation so he held on to it in the expectation that its price would continue to rise. I got out.

Apple may not do customer research to decide what products to make, but it absolutely pays attention to how customers use its products. So the marketing team working on the iMovie HD release scheduled for Macworld, on January 11, 2005, decided to shoot a wedding. The ceremony it filmed was gorgeous: a sophisticated, candlelit affair at the Officers’ Club of San Francisco’s Presidio. The bride was an Apple employee, and the wedding was real. There was one problem with the footage, however. Steve Jobs didn’t like it. He watched it the week before Christmas, recalled Alessandra Ghini, the marketing executive managing the launch of iLife. Jobs declared that the San Francisco wedding didn’t capture the right atmosphere to demonstrate what amateurs could do with iMovie. “He told us he wanted a wedding on the beach, in Hawaii, or some tropical location,” said Ghini. “We had a few weeks to find a wedding on a beach and to get it shot, edited, and approved by Steve. The tight time frame allowed for no margin for error.” With time short and money effectively no object, the team went into action. It contacted Los Angeles talent agencies as well as hotels in Hawaii to learn if they knew of any weddings planned—preferably featuring an attractive bride and groom—over the New Year’s holiday. They hit pay dirt in Hollywood: A gorgeous agency client and her attractive fiancé were in fact planning to wed on Maui during the holiday. Apple offered to pay for the bride’s flowers, to film the wedding, and to provide the couple with a video. In return, Apple wanted rights for up to a minute’s worth of footage of its choosing.

Often counselors find it necessary to spell out for clients methods for getting things done. They teach them first to plan their long-range goals. Then they show them how to plan the short-range goals which must be reached along the way to attaining long-range objectives. Thirdly, all of the goals are then scheduled as accurately as possible. Fourthly, the planning must be followed by doing. The scheduled goals become (1) incentives: it is easier to shoot for short-term goals; (2) milestones: goals performance may be checked.

If I were to nitpick (which I’ve been known to do), I would say her last sentence should have restated the conclusion by saying, “And that’s why I recommend the client expand Program B in the short term.

Therapy must begin with empathy - not a patronizing sympathy, but instead one that is unflinching (Marotta, 2003). Empathy of this sort is highly attuned to the client, no matter the circumstance. The therapist strives to "travel in the client's shoes" or to "view the world from the client's perspective" in order to really understand his or her emotions, cognitions, and beliefs - in short, to understand from the perspective of the other (Wilson & Thomas, 2004). Treatment involves understanding that a client's defeatist and apparently helpless, disempowered, or "masochistic" perspectives can be a logical outgrowth of formative traumatic experiences and, further, may be highly creative means of self-protection. The therapist must not attempt to undo or "make up for" past abandonment or betrayals by their client's caregivers or in their close relationships, but instead first understand the client's perspective and approach to the world, while working to provide alternative perspectives on both past and present that promote change.

Herb met client Rollin King, an entrepreneur who had been running a third-level charter airline doing short-haul routes out of Twin Beaches since 1964. By 1967, King had observed and studied the success of Pacific Southwest Airlines, which was the first large discount airline operating within California. Rollin King met with Herb Kelleher soon after at a bar, where King sketched the triangle diagram of the three-city route on the back of a cocktail napkin. After some thought, Kelleher was on board with a $10,000 investment and to provide legal services.

We turn away business because those potential clients don’t believe what we believe and they are not interested in anything to do with inspiring people. With a clear sense of WHY, a debate to take on a bad-fit client turns into a discussion of whether the imbalance is worth the short-term gain they may give us.

Change can be complicated, political, and messy. Change takes time and energy, both of which are typically in short supply. Your prospective client may be wondering, “Is this worth it?

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

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

You can find event planners by doing an online search of the following key words: DESTINATION MANAGEMENT COMPANY GENERAL CONTRACTORS FOR EVENTS EVENTS PRODUCTION Then send an introduction e-mail that is short and to the point. It should mention that you are available for events and that you would like them to consider you for future clients. Include your PDF brochure and ask them to call should they have any questions. When you get an Account Manager on the phone from an event company, ask them questions to help you understand what their needs are. Here are a few: What do you look for when contracting with an artist? Who are your main clients? What type of companies? What seems to be the most popular theme of the events you do?

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

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Felix has six people reporting to him. Each of them have ten people under them who, in turn, manage teams of about a dozen people who are client facing. Felix realized that while the tathastu of the company (revenue) came from the market, the tathastu of the employee (salary) came from the head office via the boss. Hence the gaze was typically upstream not downstream. People were more interested in boss management than customer management. To change this orientation, when he became head, Felix put the names of his six team members on a notice board in front of his desk. "You are the people who will help me succeed if I help you succeed," he told them in a team meeting. Next to each one's name he put down their individual short-term goals, first personal and then professional. Every week he would take time out to discuss these goals. As the months passed, he noticed each of his team members had similar sheets of papers on their notice boards, with the names of their respective team members. They were mimicking downstream what they were experiencing upstream. Were they being sincere or strategic? Felix did not know, but at least he ensured that his people focused a little more of their attention downstream than upstream.

Here’s the thing. I would love to live in a world where the most qualified candidate gets ahead based on credentials and accomplishments alone, but that’s simply not the reality. Many business decisions are made simply because a decision maker liked one person over the other. Especially in hiring, the decision maker thinks, “Would I want to spend forty-plus hours a week with this person?” If you can win over a new boss/a potential client/an agent/etc. by making him/her laugh or root for you with your personal story, you’ll be more likely to get ahead.

Many people lost their livelihoods several times over in the 1990s and 2000s: first their salaried jobs, then a portion (or all) of their livestock owing to rapid privatization during the winter, and finally money invested to launch a business that subsequently failed. Some of the reasons behind the bankruptcies and losses of private entrepreneurs are clear… Upon receiving their livestock, the townspeople panicked and rushed to locate a relative or friend among the herdsmen in the countryside who would agree to take care of their livestock. The herdsmen themselves, however, had not known to prepare extra hay or fences and could provide little help to their relatives from the sedentary center. More disconcerting, many people simply did not understand that privatization signaled the end of the SF jobs and salaries, and that the livestock was given to them to enable them to subsist independently of the state. They either slaughtered and ate their share of the livestock or sold their animals to traders. Some even assumed that the livestock distributed to them was a one-time gift from the state; others thought it was an annual bonus or a reward from the state. Overall, people were confused about the distribution of animals. Purvee lamented to me: ‘No one explained to us that from now on we would be on our own and that the state would not provide us with the services and direction it had for many decades. We did not know that we now had to take care of ourselves, without any support from the state! We did not understand what privatization really meant!”… State socialism… tried to make economic production, transactions, prices, and exchanges as predictable as possible. Because the state was the main and often the only client, the marketability and competitiveness of products were not a concern for CFs so long as they met established standards. Similarly, the CFs were not worried about appealing to buyers, competing with other CFs for customers, or, in general, predicting demand and adjusting their strategies. Although the system limited (and sometimes prevented) individuals and enterprises from making a profit, it also freed people from having to search for a market and from traveling long distances with highly perishable products for which the sales outcome was uncertain. For many, the CFs were a better system than individual domestic herding of private livestock. Of course, the CFs had many shortcomings, both systemically and as individual enterprises. But in the context of post-socialist impoverishment and uncertainty, many herders missed the security and safety that CFs provided… The distinction between the haves and the have-nots was sharpened, but the distance between the two was as short as one zud, flood, or other natural disaster. Without state support, livestock was constantly under threat. For instance, without state extermination brigades, wolves and foxes regularly raided the herds. The price of a bullet almost equaled the price of a sheep, so many herdsmen could not afford to shoot the attackers regularly. Family members took turns guarding their livestock, and it was rare for a nomadic family to pass an uneventful night. Both men and women complained about the backbreaking labor and about not being able to get away from their household duties in order to see a doctor or visit a sick relative in the hospital… The privatization of SFs was a matter not only of property ownership, as Verdery revealed (2004), but also of the ownership of risk, liability, and debt against properties that were losing value. And specific to Mongolia, the new owners also most likely took on a share of the debt. Some of the economic programs instituted during socialism were never intended to generate profit; their purpose was political and ideological—settling the vast land, managing the population, and creating an illusion of prosperity and development…

In the case of Trunk Club, they led with a simple polarizing message related to how their target customers generally feel about shopping. By saying “men want to dress well, but they hate to shop,” they intentionally called out shopping as the enemy of their service. And if you are a man who hates to shop, you will rapidly align with their message without much thought. The beauty of this approach is that it has the opposite effect for clients who are a poor fit for your solution. For example, if you’re a man who loves to shop, you may be immediately turned off by Trunk Club’s value proposition. While being excited about customers not liking your solution may seem counterintuitive, it’s actually a good thing! Bad-fit customers who buy your product are more likely to become dissatisfied and hurt your brand. They may also provide errant feedback that can quickly derail your product or company roadmap if you decide to follow it. In short, polarizing messages can serve double duty by keeping the good-fit customers in and helping the bad ones self-select out. In the case of Trunk Club, this approach worked: they were acquired by US luxury retailer Nordstrom in 2014 for $350 million.

Funnel Media has established 4 years ago. In this short time, we delivered our services for many clients to grow their business in this competitive world.

While the case for long-term investment has tended to centre around simple mathematical advantages such as reduced (frictional) costs and fewer decisions leading (hopefully) to fewer mistakes, the real advantage to this approach, in our opinion, comes from asking more valuable questions. The short-term investor asks questions in the hope of gleaning clues to near-term outcomes: relating typically to operating margins, earnings per share and revenue trends over the next quarter, for example. Such information is relevant for the briefest period and only has value if it is correct, incremental, and overwhelms other pieces of information. Even when accurate, the value of the information is likely to be modest, say, a few percentage points in performance. In order to build a viable, economically important track record, the short-term investor may need to perform this trick many thousands of times in a career and/ or employ large amounts of financial leverage to exploit marginal opportunities. And let’s face it, the competition for such investment snippets is ferocious. This competition is fed by the investment banks. Wall Street relies heavily on promoting client myopia to earn its crust. Why

In particular, there is strong social pressure from peers, colleagues and clients to boost near-term performance. Even if one has developed the analytical skills to spot the winner, the psychological disposition necessary to own shares for prolonged periods is not easily come by. J.K. Galbraith observed that: “nothing is so admirable in politics as a short-term memory.” Why should politics have a monopoly on sloppy thinking? Which makes us think that long-term investing works not because it is more difficult, but because there is less competition out there for the really valuable bits of information.

But it is not only the messages going out at 140 characters or less that are at risk of signifying nothing. Any medium carrying a message that lacks meaning will fall short of its intention: a television ad, a department memo, a client email, a birthday card.

He was tall and thin with a thatch of unruly black hair. His suit was impeccable. His tie matched his pocket square. And he spoke with a British accent. “Sorry to interrupt,” he said politely. “But I believe you’re in my seat.” “You’ve got the wrong room,” grumbled Stubbs. “Now, if you don’t mind, I’m having a conference with my client.” “Except, according to this Substitution of Counsel form, she’s my client,” the other man replied as he showed Stubbs a piece of paper. This brought an instant smile to Sara’s face. Stubbs eyed the man. “That doesn’t make any sense. She can’t afford a fancy lawyer like you. She doesn’t have any money.” “Of course she doesn’t have any money. She’s twelve. Twelve-year-olds don’t have money. They have bicycles and rucksacks. This one, however, also happens to have an attorney. This paper says I’ve been retained to represent Ms. Sara Maria Martinez.” He turned to her and smiled. “Is that you?” “Yes, sir.” “Brilliant. That means I’m in the right place.” “Who retained you?” asked the public defender. “An interested party,” said the man. “Beyond that, it’s not your concern. So if you’ll please leave, Sara and I have much to talk about. We’re due before a judge shortly.” Stubbs mumbled to himself as he shoveled his papers into his briefcase. “I’m going to check this out.” “There’s a lovely lady named Valerie who can help you,” said the British man. “She’s with the clerk of the court on the seventh floor.” “I know where she is,” Stubbs snapped as he squeezed past the man into the hallway. He started to say something else, but instead just made a frustrated noise and stormed off. Once Stubbs was gone, the new attorney closed the door and sat across from Sara. “I’ve never seen that before,” he marveled. “He literally left the room in a huff.” She had no idea who might have hired an attorney for her, but she was certainly happy with the change. “I’ve never seen it either.

In my practice, when I see clients for the first time, I see them as the end product—the way they will be in the future. They are all beautiful. What stands between who they are and who they want to be is their willingness to change strong habits, belief systems, and the gracefulness to embrace a new way of living. I aid them in their pursuit of change and liberation from unwanted habits.

Hi, Candace, this is Jeb Blount from Sales Gravy. The reason I am calling is to schedule an appointment with you to show you our new sales onboarding automation software. Many of my clients are frustrated because it takes too long to get new salespeople ramped up to full productivity and find that it's holding their business growth back. Our software typically cuts onboarding time and costs for new sales reps by 50 percent, and makes it super easy to manage new rep onboarding, giving you the peace of mind that your new hires will start selling fast. I have 2:00 PM on Thursday open. How about we get together for a short meeting so I can learn more about you and see whether it makes sense to schedule a demo?

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

Back in those days, banks did not lend money to stock speculators. That business was left to the trust companies. Trust companies were not banks. In one way, they were the original non-bank financial institutions, the original shadow banks. They were officially financial institutions that were state chartered, and the state charter had much lighter regulatory requirements, including lower reserve requirements and the ability to write uncollateralized loans. Since banks did not write uncollateralized loans, the New York Stock Exchange brokers went to the trust companies. It was a good business for everyone. Brokers were able to get loans to leverage both their own trading positions and the positions of their clients.

As interest rates began to rise in the post-war period, leaving your cash at a bank that paid near zero percent interest was not such a good investment. Corporations and municipalities had millions of dollars to invest, but could not get a decent return on the short-term cash. They wanted a rate, because any rate was better than nothing. At the same time, securities dealers on Wall Street began holding trading positions. Previously the role of the broker-dealer was as a pure middleman. That’s the broker part of broker-dealer. When a client wanted to sell a bond, the firm’s salesmen scoured the market to find a buyer. If they could find a buyer, the trade was done: end-user seller to end-user buyer, and the Wall Street firm just stood in the middle. That changed in the 1950s. Some broker-dealers, like Bear Stearns and Salomon Brothers, realized they could make money buying bonds for their own trading account. And, they could even make money betting on the direction of interest rates.

I'm sick, sick, sick to death of reading about the Mitford sisters." "Have you read INSPIRED BY IAGO?" "HEAVENS ! no!" "It's not what you think ... it opens in a trailer park ..." "Right AWAY you've lost me. A little 'trailer park' goes a long way with me." "What do you like?" asked Arthur Harburg, patiently. He was used to dealing with his spoiled clients. "I like a book with short chapters," said Matilda. "I love to be able to say, 'I just want to finish this chapter,' and do it. SUCH a feeling of accomplishment." ~Dominick Dunne, PEOPLE LIKE US

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

From the perspective of Islam, the ultimate goal of therapy is not simply to change thinking, emotion, or behaviour, but rather to have an impact upon the soul. This impact, in turn, will affect the other components of the human being. The foundation of any interventions will revolve around the spiritual development of the client. The focus on spiritual aspects will enhance the likelihood of effective and enduring outcomes. This is in contrast to secular approaches that focus on symptoms rather than addressing the primary cause, generally resulting in short-lived effects.

Computer Short Courses Institute Rawalpindi is the best institute for learning computer short courses. By using a computer, you can accomplish many tasks that might be more difficult and time-consuming to accomplish on your own. For instance, writing a letter, analyzing numeric information, or maintaining an updated list of client information; however, before you use a computer, you need to understand what it is and how it works. This training course will accomplish just that!

Typically, HSPs are highly conscientious, loyal, vigilant about quality, good with details, intuitive visionaries, often gifted, thoughtful of the needs of clients or customers, and good influences on the social climate of the workplace. In short, they are ideal employees. Every organization needs some.

short, tomorrow’s lawyers will need to be more in tune with tomorrow’s clients. In contrast, when meeting with their clients today, many partners of law firms are said to broadcast and pontificate instead of listening to what is actually on the minds of those they are serving. In other words, many law firms lack empathy. They fail to put themselves in their clients’ shoes and see the business from the clients’ perspective. It is often claimed that, because they do not pause to listen, firms cannot distinguish between those occasions when a client wants quick, rough-and-ready guidance as opposed to detailed and exhaustive legal analysis. This lack of empathy and inability to listen could be deeply prejudicial to long-term relationships between firms and clients in the future.

his solicitor. In the meantime he had another McDonald’s meal and a twenty-minute walk around the station yard. Shortly before the third interview commenced, Jonathan Dunphy met Peter Woods and complained about the continuing media coverage of his client’s arrest – the story was all over the news. The solicitor said he was learning more about his client’s detention from media coverage than from the police. Woods stuck to his guns, informing the lawyer that the law did not require the Gardaí

Isn’t Gresham on the route to get to Colton and the Association’s farm is just down the road from there?” Lt. Vincent rubbed his hand over his face. “Yes, figured you would think of that. But it’s not enough.” “Not for a warrant, but it’s an indicator.” They stared at each other. “My captain just assigned two three-man detective teams to the murder.” “You must have more. What about descriptions of the men? Didn’t the people in the bank give you anything on them?” “Not much. One army sergeant said that four of them were young, moved quickly. The fifth one seemed older, a little heavier, maybe overweight. Only one man spoke, the old guy. The rest of them just waved guns and pointed to put the tellers and the customers down on the floor. “Oh, the first robbery was just before opening. They grabbed an employee who had just unlocked the front door, pushed her inside, all five rushed in and they locked the door behind them. So no customers to deal with. “The second robbery was just before closing time. Again they locked the front door then put everyone on the floor. Two of the men vaulted over the counter so quickly that the workers didn’t have time to press the alarm buttons. So there was no rush to finish the job.” “With military precision?” Matt asked. “Sounds like it. They left both banks by rear doors that are always locked so nobody saw them make their getaway except one guy in the alley who was painting the rear of his store. He was the one who got the plate on the Lincoln.” “You knew the dead guard?” “Yes. He had retired from the PD before I came, but that was my bank and I always talked to him when I went in there. A nice guy. Good cop. Damned sorry that he’s gone.” “What about this lady cop?” “She’s off at four. I’ll ask her if she can have a cup of coffee with us here about four fifteen. Her name is Tracy Landower. She’s barely big enough to be a cop. She stretches to make five-four, and must weigh about a hundred and ten. She’s strong as an anvil tester. Strong hands and arms, good shoulders and legs like a Marine drill sergeant. She runs marathons for fun.” “I won’t try to out run her.” “Good. She has short dark hair, a cute little pixie face, and eyes that can stare you right into the pavement.” “Sounds like a good cop. I’m anxious to meet her.”   CHAPTER FOUR   Anthony J. Carlton was an only child of parents who were comfortably fixed for money and lived in a modest sized town near Portland called Hillsboro. His father was a lawyer who had several clients on retainer, who took on some of the toughest defense cases in the county, and some in Portland. He was a no nonsense type of dad who had little time for his son who had a good school and a car of his own when he turned sixteen.

Once the process of tidying is under way, many of my clients remark that they have lost weight or that they have firmed up their tummies. It’s a very strange phenomenon, but when we reduce what we own and essentially “detox” our house, it has a detox effect on our bodies as well. When we discard everything in one go, which sometimes means disposing of forty garbage bags of stuff in one day, our bodies may respond in a way that resembles a short fast. We may get a bout of diarrhea or break out in pimples. There is nothing wrong with this. Our bodies are just getting rid of toxins that have built up over the years, and they will be back to normal, or in fact in even better shape, within a day or two. One of my clients cleared out a closet and shed that she had neglected for ten years. Immediately after, she had a strong bout of diarrhea after which she felt much lighter. I know it sounds like false advertising to claim that you can lose weight by tidying or that it will make your skin clearer, but it is not necessarily untrue.

had been encouraging so many of my coaching clients to feel the fear, to let it be the fuel, and to take the action they knew was necessary. I finally did what I had been advising and took the leap to entrepreneurship. In short order, I was in cruise control, finally able to

erring on the side of the client when it comes to fees. Because you’re interested in a long-term relationship with a client, it is in your best interest to show them that you are more focused on helping them than you are in maximizing your short-term revenue.