Communication Business Quotes

I love you. I hate you. I like you. I hate you. I love you. I think you’re stupid. I think you’re a loser. I think you’re wonderful. I want to be with you. I don’t want to be with you. I would never date you. I hate you. I love you…..I think the madness started the moment we met and you shook my hand. Did you have a disease or something?

Your brand must communicate the value that you bring to a working relationship.

I decided a long time ago I would feed on the vultures until a dove came along. A pigeon. The kind of soul that didn't impede on anyone; just walked around worrying about its own business, trying to get through life without pulling everyone else down. With its own needs and selfish habits. Brave. A communicator. Intelligent. Beautiful. Soft-spoken. A creature that mates for life. Unattainable until she has a reason to trust you.

Simply minding one's own business is more offensive than being intrusive. Without ever saying a word one can make a person feel less-than.

Be leery of silence. It doesn't mean you won the argument. Often, people are just busy reloading their guns.

Your comfort zone is a place where you keep yourself in a self-illusion and nothing can grow there but your potentiality can grow only when you can think and grow out of that zone.

You don’t need to exaggerate, hype, or over-optimize your message. You just need to mean it.

Often a woman that doesn’t have any business being in a fight is there because their ego thinks it can mend what other people can’t. It’s either superiority or a second chance to heal a wound they have, by meddling on your battlefield.

While you were busy trying to prove God stands behind you, God was before me lighting the trail, so he could lead us both.

Communication is how entrepreneurs tell their story, which, in turn, should inspire employees to work smart and encourage customers to action.

A successful organization will always have an effective two-way communication system where information can easily flow from one level to another.

A steep hierarchy level can even lead to miscommunication or loss of information.

Effective two-way communication is responsible for building the trust in a company and keeping the employees happy.

If you want to have an effective ad, you need to work on communicating your message in the most effective way. Keep it clear, concise and non-confusing.

Art isn't only a painting. Art is anything that's creative, passionate, and personal. And great art resonates with the viewer, not only with the creator. What makes someone an artist? I don't think is has anything to do with a paintbrush. There are painters who follow the numbers, or paint billboards, or work in a small village in China, painting reproductions. These folks, while swell people, aren't artists. On the other hand, Charlie Chaplin was an artist, beyond a doubt. So is Jonathan Ive, who designed the iPod. You can be an artists who works with oil paints or marble, sure. But there are artists who work with numbers, business models, and customer conversations. Art is about intent and communication, not substances. An artists is someone who uses bravery, insight, creativity, and boldness to challenge the status quo. And an artists takes it personally. That's why Bob Dylan is an artist, but an anonymous corporate hack who dreams up Pop 40 hits on the other side of the glass is merely a marketer. That's why Tony Hsieh, founder of Zappos, is an artists, while a boiler room of telemarketers is simply a scam. Tom Peters, corporate gadfly and writer, is an artists, even though his readers are businesspeople. He's an artists because he takes a stand, he takes the work personally, and he doesn't care if someone disagrees. His art is part of him, and he feels compelled to share it with you because it's important, not because he expects you to pay him for it. Art is a personal gift that changes the recipient. The medium doesn't matter. The intent does. Art is a personal act of courage, something one human does that creates change in another.

When a value is communicated well, it gives your potential customers an option to choose you over others and to stick to your brand.

The most important task of marketing is to communicate the value of your product to your audience.

Every time I read a management or self-help book, I find myself saying, “That’s fine, but that wasn’t really the hard thing about the situation.” The hard thing isn’t setting a big, hairy, audacious goal. The hard thing is laying people off when you miss the big goal. The hard thing isn’t hiring great people. The hard thing is when those “great people” develop a sense of entitlement and start demanding unreasonable things. The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed. The hard thing isn’t dreaming big. The hard thing is waking up in the middle of the night in a cold sweat when the dream turns into a nightmare.

He was one of those quite rare adults who communicate with small children fairly well and who love them all impartially--not in a sugary way but in a businesslike fashion that may sometimes entail a hug, in the same way that closing a big business deal may call for a handshake.

The clearest way to see through a culture is to attend to its tools for conversation.

Tweet others the way you want to be tweeted.

Freedom of Speech doesn't justify online bullying. Words have power, be careful how you use them.

The basic and most fundamental element to business is creating value - creating value for others and making their lives better in some way. If you can do that, put a price on it, communicate it clearly and get it to buyers….. you’re in business.

The internet and online communication is the window into your world - but real life, in person communication / connection is the door.

It's much easier to be convincing if you care about your topic. Figure out what's important to you about your message and speak from the heart.

The Tone is the Message.

Introverted” doesn’t mean silent; it means active in the inner world.

There are four-letter words you should never use in business. They're not fuck or shit. They're need, must, can't, easy, just, only and fast. These words gets in the way of healthy communication

Effective communication is essential in business!

Doubt is an unwillingness to communicate.

In any human interaction, the required amount of communication is inversely proportional to the level of trust.

If you can’t communicate it, you can’t file a proper application. If you can’t file properly, you can’t secure a patent.

Your VISION and your self-willingness is the MOST powerful elements to conquer your goal

Stay open to opportunity -- you never know where your next important connection will be made.

If God places a child before you, and you are too busy to wield either a positive or negative influence...you just did the later! You communicated that the child doesn't matter and isn't important.

When we give our minds and our responsibility away, we give our lives away. If enough of us do it, we give the world away and that is precisely what we have been doing throughout known human history. This is why the few have always controlled the masses. The only difference today is that the few are now manipulating the entire planet because of the globalisation of business, banking and communications. The foundation of that control has always been the same : keep the people in ignorance, fear and at war with themselves,. Divide, rule and conquer while keeping the most important knowledge to yourself.

Whether your business sells Reiki healings or Jeans, Custom Pottery or YouTube Meditations, Computer Software or Construction materials…. Business fundamentals remain business fundamentals… Create value, communicate value, sell value.

If you are in a position where you can reach people, then use your platform to stand up for a cause. HINT: social media is a platform.

The purpose of process is communication. If there are five people in your company, you don’t need process, because you can just talk to each other.

I be wanting to speak on stuff sometimes, but Spirit be like, "Leave that shit alone, hear?" And I be like, "Yes, ma'am.

To communicate is our chief business; society and friendship our chief delights; and reading, not to acquire knowledge, not to earn a living, but to extend our intercourse beyond our own time and province.

In the event of a communication breakdown, decide whether you will dwell in the negative or rise above the angst and turmoil in a firm, positive manner and encourage all parties to listen and be heard.

there is no such thing as too much communication.

That's why I do this music business thing, it's communication with people without having the extreme inconvenience of actually phoning anybody up.

The difference between impossible and possible is a willing heart.

A man worth being with is one… That never lies to you Is kind to people that have hurt him A person that respects another’s life That has manners and shows people respect That goes out of his way to help people That feels every person, no matter how difficult, deserves compassion Who believes you are the most beautiful person he has ever met Who brags about your accomplishments with pride Who talks to you about anything and everything because no bad news will make him love you less That is a peacemaker That will see you through illness Who keeps his promises Who doesn’t blame others, but finds the good in them That raises you up and motivates you to reach for the stars That doesn’t need fame, money or anything materialistic to be happy That is gentle and patient with children Who won’t let you lie to yourself; he tells you what you need to hear, in order to help you grow Who lives what he says he believes in Who doesn’t hold a grudge or hold onto the past Who doesn’t ask his family members to deliberately hurt people that have hurt him Who will run with your dreams That makes you laugh at the world and yourself Who forgives and is quick to apologize Who doesn’t betray you by having inappropriate conversations with other women Who doesn’t react when he is angry, decides when he is sad or keep promises he doesn’t plan to keep Who takes his children’s spiritual life very seriously and teaches by example Who never seeks revenge or would ever put another person down Who communicates to solve problems Who doesn’t play games or passive aggressively ignores people to hurt them Who is real and doesn’t pretend to be something he is not Who has the power to free you from yourself through his positive outlook Who has a deep respect for women and treats them like a daughter of God Who doesn’t have an ego or believes he is better than anyone Who is labeled constantly by people as the nicest person they have ever met Who works hard to provide for the family Who doesn’t feel the need to drink alcohol to have a good time, smoke or do drugs Who doesn't have to hang out a bar with his friends, but would rather spend his time with his family Who is morally free from sin Who sees your potential to be great Who doesn't think a woman's place has to be in the home; he supports your life mission, where ever that takes you Who is a gentleman Who is honest and lives with integrity Who never discusses your private business with anyone Who will protect his family Who forgives, forgets, repairs and restores When you find a man that possesses these traits then all the little things you don’t have in common don’t matter. This is the type of man worth being grateful for.

Connection" is the triumphal cry these days. Connection has made people arrogant, impatient, hasty, and presumptuous. ...I don't doubt that instant communication has been good for business, even for the publishing business, but it has done nothing for literature, and might even have harmed it. In many ways connection has been disastrous. We have confused information (of which there is too much) with ideas (of which there are too few). I found out much more about the world and myself by being unconnected.

If you’re not able to communicate successfully between yourself and yourself, how are you supposed to make it with the strangers outside?

Purpose drives the process by which we become what we are capable of being.

If you have nothing to say—keep quiet.

Put bluntly, the struggle that so many companies have to differentiate or communicate their true value to the outside world is not a business problem, it's a biology problem. And just like a person struggling to put her emotions into words, we rely on metaphors, imagery and analogies in an attempt to communicate how we feel. Absent the proper language to share our deep emotions, our purpose, cause or belief, we tell stories. We use symbols. We create tangible things for those who believe what we believe to point to and say, "That's why I'm inspired." If done properly, that's what marketing, branding and products and services become; a way for organizations to communicate to the outside world. Communicate clearly and you shall be understood.

I should go so far as to say that embedded in the surrealistic frame of a television news show is a theory of anticommunication, featuring a type of discourse that abandons logic, reason, sequence and rules of contradiction. In aesthetics, I believe the name given to this theory is Dadaism; in philosophy, nihilism; in psychiatry, schizophrenia. In the parlance of the theater, it is known as vaudeville.

It's easy to feel uncared for when people aren't able to communicate and connect with you in the way you need. And it's so hard not to internalize that silence as a reflection on your own worth. But the truth is that the way people operate is not about you. Most people are so caught up in their own responsibilities, struggles, and anxiety that the thought of asking someone else how they're doing doesn't even cross their mind. They aren't inherently bad or uncaring--they're just busy and self-focused. And that's okay. It's not evidence of some fundamental failing on your part. It doesn't make you unloveable or invisible. It just means that those people aren't very good at looking beyond their own world. But the fact that you are--that despite the darkened you feel, you have the ability to share you love and light with others--is a strength. Your work isn't to change who you are; it's to find people who are able to give you the connection you need. Because despite what you feel, you are not too much. You are not too sensitive or too needy. You are thoughtful and empathetic. You are compassionate and kind. And with or without anyone's acknowledgement or affection, you are enough.

IP is an intangible asset—an idea converted into transferable personal property rights through patents, trademarks, copyrights, service marks, and trade secrets. IP covers every famous animated character you’ve ever heard of, the logos on your clothing. IP covers products and services you use every day—from flashlights to mobile phones, packaging to cars, food and beverage products, to smart thermostats. IP is not only for big businesses. Most start-ups and event microbusinesses have IP of some kind. 

If we all work together there is no telling how we can change the world through the impact of promoting positivity online.

There is no shortcut for hard work that leads to effectiveness. You must stay disciplined because most of the work is behind the scenes.

I think your greatest asset when evaluating and pursuing a career change is your self-awareness.

Autumn is a momentum of the natures golden beauty…, so the same it’s time to find your momentum of life

The stronger your self-understanding is, the greater your probability of adapting to the people around you.

Having all the information in the world at our fingertips doesn’t make it easier to communicate: it makes it harder.

Hiring is hard. Letting go is harder. It’s far easier to hire the right person from the start than to hire the wrong person, realize they’re a bad fit for your company, and then figure out how to let them go. When you know what you want in a new hire, the hard part gets easier. And when you know how to protect your IP, you don’t have to learn the hard lesson.

The business we're in is more sociological than technological, more dependent on workers' abilities to communicate with each other than their abilities to communicate with machines.

In todays complex economy, managing a business or company can be nuanced and complicated, but the fundamentals remain the same. Create value, communicate value, sell value. There may be a thousand other things to consider and specific tasks to do, but the fundamentals remain and they remain vital. Create value, communicate value, sell value.

Your traditional EDUCATION is not going to CHANGE your life but the life you are experiencing that can change you. Choose a POSITIVE life STYLE with positive ATTITUDE which could bring you a life with HAPPINESS and WISDOM

Stop talking about how busy you are. Focus on what you enjoy about what you do and the spaces in between the doing instead of feeling weighed down by it all. Decide that you live an awesome, relaxed life full of interesting projects that you love doing and communicate that to the world and yourself. And then go out and merrily do it.

In the developed countries of the capitalist world, the mass media are beginning to become businesses, and huge businesses at that. The freedom of journalists is now becoming, in most cases, a very relative thing: it ends where the interests of the business begin... In socialist areas, it is enough to recall that the means of social communication are the monopoly of the party.

Being valuable is the start. But a good business also has to communicate its value to its customers and those customers have to also voluntarily be in agreement with that value. If the customers perceive the value, and determine that the value they obtain from your businesses products or services is greater than the value of the dollars, Renminbi or ETH they have in their wallet… then they will pay for what your business is selling. If not, they won’t.

For no medium is excessively dangerous if its users understand what its dangers are. It is not important that those who ask the questions arrive at my answers or Marshall McLuhan's (quite different answers, by the way). This is an instance in which the asking of the questions is sufficient. To ask is to break the spell.

Good decisions can turn into disasters when communicated poorly.

Don't just focus on seeing things from your own perspective. It can give you blind spots.

Specifically, the following things that cause no trouble when you are small become big challenges as you grow:   Communication   Common knowledge   Decision making

Your every positive action in your life will increase your self-esteem and this self-esteem will boost you for more positive action to take you on success

Be yourself! Don’t try to fabricate your personality in the guise of impressing others.

The hard thing isn’t setting up an organizational chart. The hard thing is getting people to communicate within the organization that you just designed.

How you think and create your inner world that you gonna become in your outer world. Your inner believe manifest you in the outside

In business (and in life), it's important to use tasteful words. You may have to eat them some day.

I’ve come to realize, however, that while technology may make it more convenient to communicate, it doesn’t improve our ability to get a point across.

Dismiss personal jealousy and complaints. Learn to have tolerance and patience, both with yourself and with others.

If you are not EXCITED enough at your present life its mean your future is not EXITING. Excitement will give you ENTHUSIASM and enthusiasm will give you a positive energetic LIFE STYLE which could give you a successful exiting life…

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

Marx understood well that the press was not merely a machine but a structure for discourse, which both rules out and insists upon certain kinds of content and, inevitably, a certain kind of audience.

When we live each day with kindness, compassion, and communicative love, there is no business left unfinished. There are no regrets or words we should have said, but didn't. There is no need for closure or forgiveness or apology of any kind.

There is nothing wrong with entertainment. As some psychiatrist once put it, we all build castles in the air. The problems come when we try to live in them. The communications media of the late nineteenth and early twentieth centuries, with telegraphy and photography at their center, called the peek-a-boo world into existence, but we did not come to live there until television. Television gave the epistemological biases of the telegraph and the photograph their most potent expression, raising the interplay of image and instancy to an exquisite and dangerous perfection. And it brought them into the home. We are by now well into a second generation of children for whom television has been their first and most accessible teacher and, for many, their most reliable companion and friend. To put it plainly, television is the command center of the new epistemology. There is no audience so young that it is barred from television. There is no poverty so abject that it must forgo television. There is no education so exalted that it is not modified by television. And most important of all, there is no subject of public interest—politics, news, education, religion, science, sports—that does not find its way to television. Which means that all public understanding of these subjects is shaped by the biases of television.

All you have to do is wait. Sit tight and wait for the right moment. Not try to change anything by force, just watch the drift of things. Make an effort to cast a fair eye on everything. If you do that, you just naturally know what to do. But everyone's always too busy. They're too talented, their schedules are too full. They're too interested in themselves to think about what's fair.

What did our mothers teach us? Treat others as you want to be treated. Excellent advice and very well intentioned. And it works, too—as long as everyone is just like you.

One of the biggest mistakes lower-context managers make is assuming that the other individual is purposely omitting information or unable to communicate explicitly.

I have a theory that sometimes people think they need to talk as much as possible, almost as if talking more equates to knowing more.

When manipulation flutters around everywhere, neither pull nor push anyone. Just do one thing - don't trust anyone!

Be cohesive in your dealings. Trust built on and from mutual support, facilitating communication and encouraging coordination can be rewarding.

Your career is your business. You are its CEO. Complacency breeds failure. As the CEO of your career, you must continually improve your skills, especially the art of communication.

In business, if we don’t communicate clearly, we shrink.

most people are aware of and sensitive to how they want to be treated. By adjusting yourself to how other people want to be treated, you become more effective in your communication.

When we're able to communicate in nature's language; when we're able to transcend the view that nature is a boundless entity; even transcending the building as the kernel of the architectural project; when we invite scientific inquiry and technological innovation, fusing atoms with bits and bits with genes - only then will the art of building enable new forms of interaction between humans and their environment.

Exposition is a mode of thought, a method of learning, and a means of expression. Almost all of the characteristics we associate with mature discourse were amplified by typography, which has the strongest possible bias toward exposition: a sophisticated ability to think conceptually, deductively and sequentially; a high valuation of reason and order; an abhorrence of contradiction; a large capacity for detachment and objectivity; and a tolerance for delayed response.

Prior to the age of telegraphy, the information-action ratio was sufficiently close so that most people had a sense of being able to control some of the contingencies in their lives. What people knew about had action-value. In the information world created by telegraphy, this sense of potency was lost, precisely because the whole world became context for news. Everything became everyone's business. For the first time, we were sent information which answered no question we had asked, and which, in any case, did not permit the right of reply.

Confidence is not posting endless selfies, or repeatedly protesting how happy or in love we are, it’s a subtle yet noticeable sheen that emanates from our being - our eyes, our words, our body language.

If someone contacts you and asserts that you’re infringing on their patent, you’ll need a lawyer to shield you from the accusation that you are willfully infringing. Never, ever respond yourself. At the same time, you’re not left with whatever your lawyer tells you to do. If you have patents of your own (which you should), disputes don’t have to come to litigation, damages, and bankruptcy. In my experience, the best way to settle IP infringement suits out of the courtroom is through cross-licensing—an agreement between all parties to give each other a license to use their patents.

luxury is irrational, which makes it the best business in the world. In 2016 Estée Lauder was worth more than the world’s largest communications firm, WPP.9 Richemont, owner of Cartier and Van Cleef & Arpels, was worth more than T-Mobile.10 LVMH commands more value than Goldman Sachs.

If you can’t write your idea on the back of my calling card, you don’t have a clear idea.

Communication without a specific focus is just noise. It achieves little beyond taking time and energy.

Improvement is achieved by the ripple effect of a few simple changes in approach, attitude, or habit.

Give yourself a great self-respect to know who you are then your confidence will shine on you

If we don’t push ourselves to the breaking point, we haven’t tried hard enough.

Trust is key to restoring investor confidence. Rebuilding trust requires business to think and communicate differently.

Everything you say to a person is filtered through his frames of reference, biases, and preconceived ideas. What remains is ultimately the message that he understands.

CONFIDENCE is not showing off your VANITY, it’s about to be HUMBLED and KIND to others what are you truly SKILLED and PROFESSIONAL about…

leaders confuse the mere transfer of information to an audience with the audience’s ability to understand, internalize, and embrace the message that is being communicated.

Vision is integral to leadership. A good leader must have a clear vision for the group of people they lead, and they must communicate that vision to that group of people effectively.

You are who you are, and there’s no point in wondering why. You’re fine no matter how you’re wired. No matter how you choose to behave, no matter how you are perceived, you are fine.

Even the richest person, provided the riches comes from mutually beneficial exchange, does not need to give anything "back" to the community, because this person took nothing out of the community. Indeed, the reverse is true: Enterprises give to the community. Their owners take huge risks, and front the money for investment, precisely with the goal of serving others. Their riches are signs that they have achieved their aims.

We should just stop calling these things presentations altogether. Everyone gets hung up on that word. Wouldn’t it be easier to just call them conversations? That’s really what they are.

Someone asked Rodin how he could sculpt an elephant out of marble. It’s easy, he responded, “You just chip away everything that isn’t an elephant.” Chip away everything that isn’t your point.

The line-by-line, sequential, continuous form of the printed page slowly began to lose its resonance as a metaphor of how knowledge was to be acquired and how the world was to be understood. "Knowing" the facts took on a new meaning, for it did not imply that one understood implications, background, or connections. Telegraphic discourse permitted no time for historical perspectives and gave no priority to the qualitative. To the telegraph, intelligence meant knowing of lots of things, not knowing about them.

Imagine spending an entire workday with your best friend at your side. You would no doubt acknowledge his presence throughout the day by introducing him to your friends or business associates and talking to him about the various activities of the day. But how would your friend feel if you never talked to him or acknowledged his presence? Yet that’s how we treat the Lord when we fail to pray. If we communicated with our friends as infrequently as some of us communicate with the Lord, those friends might soon disappear. Our fellowship with God is not meant to wait until we are in heaven.

The focus should be on becoming a strong and influential personality – cultivate compelling communication skills, focus on building trust and learn how to expand and leverage your professional network.

Have you talked to her recently?” I shook my head. “You?” “No.” He turned around and took a step forward just as he made it to the counter. Over his shoulder, he asked, “Did you not tell her we’re partners then?” Shit. “No.” I paused. I had assumed he would. “You haven’t told her either?” “No.” “Your parents?” “They’re in Russia. I haven’t spoken to them since worlds. Mother has sent me a few picture messages, but that’s been all our communication.” Double shit. “I thought you would have told them.” “I thought you would have told Karina.” “I don’t talk to her as much as I used to. She’s busy with medical school.” I could only manage to see the back of Ivan’s head as he nodded, slowly and thoughtfully, like he was thinking the same thing I was. And his next words confirmed it. “She’s going to kill us.” Because she was. She sure as fuck was. “Call her and tell her,” I tried to throw it on him. “You call and tell her,” he scoffed, not looking at me. I poked him in the back. “She’s your sister.” “She’s your only friend.” “Asshole,” I muttered. “Let’s flip a coin to see who should do it.” That time he did glance at me. “No.” No. Ass. “I’m not doing it.” “Me neither.” “Don’t be a pussy and do it,” I hissed, trying to keep my voice low. His snicker made me frown. “Sounds like I’m not the only pussy,” he returned. I opened my mouth and closed it. He got me. He fucking got me.

Compassion, Brené Brown explains, is the expression of ‘a deeply held belief that we are inextricably connected to each other’ by the bonds of shared human imperfection, of suffering and of love and of goodness. If we make the vulnerable choice to connect with empathy—to be vulnerable, excruciatingly so, in order to access that in me which has suffered as you are now suffering—we bring compassion alive by communicating that bond, so others know they are never alone.

a messy environment taxes the brain. When surrounded by clutter, our brains are so busy registering all the things around us that we can’t focus on what we should be doing in the moment, such as tackling the work on our desk or communicating with others. We feel distracted, stressed, and anxious, and our decision-making ability is impaired.

But it is not time constraints alone that produce such fragmented and discontinuous language. When a television show is in process, it is very nearly impermissible to say, "Let me think about that" or "I don't know" or "What do you mean when you say...?" or "From what sources does your information come?" This type of discourse not only slows down the tempo of the show but creates the impression of uncertainty or lack of finish. It tends to reveal people in the act of thinking, which is as disconcerting and boring on television as it is on a Las Vegas stage. Thinking does not play well on television, a fact that television directors discovered long ago. There is not much to see in it. It is, in a phrase, not a performing art. But television demands a performing art.

You can’t just base your method of communication on your own preferences. Flexibility and the ability to interpret other people’s needs is what characterizes a good communicator.

Never mind your intentions. Communication is about what others hear with your words.

Reputation is an outcome; but it is also a valuable, strategic asset.

For individuals and organizations alike, a reputation is far easier to destroy than it is to build.

It’s hard to hold a conversation with people when you’re not seeing them.

Make a concise statement clearly and you should only need to say it once.

The greater the meaning behind your business, the harder it becomes to communicate it to the world.

There are only 266 words in the Gettysburg Address. The shortest sentence in the New Testament may be the most moving: “Jesus wept.

the best way to ensure that a message gets communicated throughout an organization is to spread rumors about it.

The most well-intentioned, well-designed departmental communication program will not tear down silos unless the people who created those silos want them torn down.

Children learn and develop in multiple ways, but the most common is by imitation

In order to become a better innovator, you're going to learn how to write songs.

Overcommunication is as good as no communication.

Now the writer, as I think, has the chance to live more than other people in the presence of this reality. It is his business to find it and collect it and communicate it to the rest of us.

when you become addict in to MATERIAL things in life then the TRUE natural life start to run away from you, YES! it's can give you certain pleasure in the society but in the same time it will sabotage your true HAPPINESS of life which we could have simply with GRATITUDE and FORGIVENESS

Most believe that the key to influence is communication—getting your point across clearly and speaking persuasively. In fact, if you think about it, don’t you find that, while others are speaking to you, instead of really listening to understand, you are often busy preparing your response?

We may say then that the contribution of the telegraph to public discourse was to dignify irrelevance and amplify impotence. But this was not all: Telegraphy also made public discourse essentially incoherent. It brought into being a world of broken time and broken attention, to use Lewis Mumford's phrase. The principle strength of the telegraph was its capacity to move information, not collect it, explain it or analyze it. In this respect, telegraphy was the exact opposite of typography.

Marketing is not a department Do you have a marketing department? If not, good. If you do, don’t think these are the only people responsible for marketing. Accounting is a department. Marketing isn’t. Marketing is something everyone in your company is doing 24/7/365. Just as you cannot not communicate, you cannot not market: Every time you answer the phone, it’s marketing. Every time you send an e-mail, it’s marketing. Every time someone uses your product, it’s marketing. Every word you write on your Web site is marketing. If you build software, every error message is marketing. If you’re in the restaurant business, the after-dinner mint is marketing. If you’re in the retail business, the checkout counter is marketing. If you’re in a service business, your invoice is marketing. Recognize that all of these little things are more important than choosing which piece of swag to throw into a conference goodie bag. Marketing isn’t just a few individual events. It’s the sum total of everything you do.

The symbol of the Lotus flower gives a precious teaching that can inspire us to deal with life in the best possible way. Its roots take nourishment from muddy waters and yet bloom in full delicacy and beauty on the surface. Similarly, to have a positive mindset is a beautiful quality; nonetheless to be transformational it needs to be rooted firmly in reality to then blossom with the value which can be created from the muddy problem(s)

The vision should be stewarded by everyone in the company, not just the top leadership. And if we as executives don't clearly communicate the vision, we can't expect the people in the company to really steward the vision.

Take the time to boil down what you want to say, and express it confidently in simple, declarative sentences. Remember the man who apologized for writing such a long letter, explaining that he didn’t have time to write a short one.

Moreover, we have seen enough by now to know that technological changes in our modes of communication are even more ideology-laden than changes in our modes of transportation. Introduce the alphabet to a culture and you change its cognitive habits, its social relations, its notions of community, history and religion. Introduce the printing press with movable type, and you do the same. Introduce speed-of-light transmission of images and you make a cultural revolution. Without a vote. Without polemics. Without guerrilla resistance. Here is ideology, pure if not serene. Here is ideology without words, and all the more powerful for their absence. All that is required to make it stick is a population that devoutly believes in the inevitability of progress. And in this sense, all Americans are Marxists, for we believe nothing if not that history is moving us toward some preordained paradise and that technology is the force behind that movement.

Communicating value is a bit of an art, and a bit of a science. On one hand, it’s about telling a story and evoking emotion. On the other hand, it’s about identifying and clearly expressing specific things that will improve the customers life.

People buy perceived value. It’s not just about having a good product or service, it’s also about making sure your potential customers perceive the value your product or service can provide them. And you do this by communicating its value effectively.

•Communicating: low-context vs. high-context •Evaluating: direct negative feedback vs. indirect negative feedback •Persuading: principles-first vs. applications-first •Leading: egalitarian vs. hierarchical •Deciding: consensual vs. top-down •Trusting: task-based vs. relationship-based •Disagreeing: confrontational vs. avoids confrontation •Scheduling: linear-time vs. flexible-time

Just because we’re plugged in, doesn’t mean we feel seen and heard. In fact, hyper-communication can mean we spend more time on Facebook than we do face-to-face with the people we care about. I can’t tell you how many times I’ve walked into a restaurant and seen two parents on their cell phones while their kids are busy texting or playing video games. What’s the point of even sitting together?

Right after you've talked to someone at a party, take out your pen. On the back of his or her business card write notes to remind you of the conversation: his favourite restaurant, sport, movie, or drink; whom she admires, where she grew up, a high school honour; or maybe a joke he told. In your next communication, toss off a reference to the favourite restaurant, sport, movie, drink, hometown, high school honour.

Look everywhere. There are miracles and curiosities to fascinate and intrigue for many lifetimes: the intricacies of nature and everything in the world and universe around us from the miniscule to the infinite; physical, chemical and biological functionality; consciousness, intelligence and the ability to learn; evolution, and the imperative for life; beauty and other abstract interpretations; language and other forms of communication; how we make our way here and develop social patterns of culture and meaningfulness; how we organise ourselves and others; moral imperatives; the practicalities of survival and all the embellishments we pile on top; thought, beliefs, logic, intuition, ideas; inventing, creating, information, knowledge; emotions, sensations, experience, behaviour. We are each unique individuals arising from a combination of genetic, inherited, and learned information, all of which can be extremely fallible. Things taught to us when we are young are quite deeply ingrained. Obviously some of it (like don’t stick your finger in a wall socket) is very useful, but some of it is only opinion – an amalgamation of views from people you just happen to have had contact with. A bit later on we have access to lots of other information via books, media, internet etc, but it is important to remember that most of this is still just opinion, and often biased. Even subjects such as history are presented according to the presenter’s or author’s viewpoint, and science is continually changing. Newspapers and TV tend to cover news in the way that is most useful to them (and their funders/advisors), Research is also subject to the decisions of funders and can be distorted by business interests. Pretty much anyone can say what they want on the internet, so our powers of discernment need to be used to a great degree there too. Not one of us can have a completely objective view as we cannot possibly have access to, and filter, all knowledge available, so we must accept that our views are bound to be subjective. Our understanding and responses are all very personal, and our views extremely varied. We tend to make each new thing fit in with the picture we have already started in our heads, but we often have to go back and adjust the picture if we want to be honest about our view of reality as we continually expand it. We are taking in vast amounts of information from others all the time, so need to ensure we are processing that to develop our own true reflection of who we are.

Does your appearance accurately convey the message of who you are that you are trying to get across? When trying to make an excellent first impression in business but in doubt of what to wear, dress one level up from what is expected—if it's casual, dress in business casual, etc.

Will you be encountering each other for the first time through this communication, or do you have an established relationship? Do they already trust you as an expert, or do you need to work to establish credibility? These are important considerations when it comes to determining how to structure your communication and whether and when to use data, and may impact the order and flow of the overall story you aim to tell.

To change a culture, the leaders have to change the messages people receive about what they must do to fit in. When people understand that there are new requirements for belonging, they adjust their behavior accordingly. Cultural change starts with a new set of messages. Culture-changing communication is nonverbal—the “doing” rather than the “saying”—and comes most vividly from leadership behaviors. The behavior of leaders exemplifies what people with power—and those who aspire to have it—are supposed to do. A small change in a senior manager’s behavior can send a big message.

I believe that a new philosophy will be created by those who were born after Hiroshima which will dramatically change the human condition. It will have these characteristics: (1) It will be scientific in essence and science-fiction in style. (2) It will be based on the expansion of consciousness, understanding and control of the nervous system, producing a quantum leap in intellectual efficiency and emotional equilibrium. (3) Politically it will stress individualism, decentralization of authority, a Iive-and-let-Iive tolerance of difference, local option and a mind-your-own-business libertarianism. (4) It will continue the trend towards open sexual expression and a more honest, realistic acceptance of both the equality of and the magnetic difference between the sexes. The mythic religious symbol will not be a man on a cross but a man-woman pair united in higher love communion. (5) It will seek revelation and Higher Intelligence not in formal rituals addressed to an anthropomorphic deity, but within natural processes, the nervous system, the genetic code, and without, in attempts to effect extra-planetary communication. (6) It will include practical, technical neurological psychological procedures for understanding and managing the intimations of union-immortality implicit in the dying process. (7) The emotional tone of the new philosophy will be hedonic, aesthetic, fearless, optimistic, humorous, practical, skeptical, hip. We are now experiencing a quiescent preparatory waiting period. Everyone knows something is going to happen. The seeds of the Sixties have taken root underground. The blossoming is to come.

although culture is a creation of speech, it is recreated anew by every medium of communication—from painting to hieroglyphs to the alphabet to television. Each medium, like language itself, makes possible a unique mode of discourse by providing a new orientation for thought, for expression, for sensibility.

I know certainly, for instance, it's part of the black aesthetic, the whole concept of art as business, art for art's sake, art as the competitive gesture, I connect with a very male-oriented concept of living, as opposed to, and we would call them alternate aesthetics, which include the black aesthetic, the feminist aesthetic, where art and poetry become part and parcel of one's daily living, one's daily expression, the need to communicate, the need to share one's feelings, to develop within oneself the best that is possible. And the definition of art as betterment, I think, is a mainstay of the alternative aesthetics.

Certainly, Gentlemen, it ought to be the happiness and glory of a representative to live in the strictest union, the closest correspondence, and the most unreserved communication with his constituents. Their wishes ought to have great weight with him; their opinions high respect; their business unremitted attention. It is his duty to sacrifice his repose, his /pleasure, his satisfactions, to theirs/, --- and above all, ever, and in all cases, to prefer their interest to his own. But his unbiased opinion, his mature judgement, his enlightened conscience, he ought not to sacrifice to you, to any man, or to any set of men living. These he does not derive from your pleasure, --- no, nor from the law and the Constitution. They are a trust from Providence, for the abuse of which he is deeply answerable. Your Representative owes you, not his industry only, but his judgement; and he betrays, instead of serving you, if he sacrifices it to your opinions.

One executive suggests a discipline — putting down first what you want the reader to do, next the three most important things the reader needs to understand to take that action, then starting to write. When you’re done, he suggests asking yourself whether if you were the reader, would you take action on the basis of what is written.

Quick Review of Core Behavior Patterns Reds are quick and more than happy to take command if needed. They make things happen. However, when they get going, they become control freaks and can be hopeless to deal with. And they repeatedly trample on people’s toes. Yellows can be amusing, creative, and elevate the mood regardless of who they’re with. However, when they are given unlimited space, they will consume all the oxygen in the room, they won’t allow anyone into a conversation, and their stories will reflect reality less and less. The friendly Greens are easy to hang out with because they are so pleasant and genuinely care for others. Unfortunately, they can be too wishy-washy and unclear. Anyone who never takes a stand eventually becomes difficult to handle. You don’t know where they really stand, and indecision kills the energy in other people. The analytical Blues are calm, levelheaded, and think before they speak. Their ability to keep a cool head is undoubtedly an enviable quality for all who aren’t capable of doing that. However, Blues’ critical thinking can easily turn to suspicion and questioning those around them. Everything can become suspect and sinister.

I caution against communication because once language exist only to convey information, it is dying. In news articles the relation of the words to the subject is a strong one. The relation of the words to the writer is weak. (Since the majority of your reading has been newspapers, you are used to seeing language function this way). When you write a poem these relations must reverse themselves: The relation of the word to the subject must weaken – the relation of the words to the writer (you) must take on strength. This is probably the hardest thing about writing poems In a poem you make something up, say for example a town, but an imagined town is at least as real as an actual town. If it isn’t you may be in the wrong business. Our triggering subjects, like our words, come from obsessions we must submit to, whatever the social cost. It can be hard. It can be worse 40 years from now if you feel you could have done it and didn’t. RICHARD HUGO Public versus private poets: With public poets the intellectual and emotional contents of the words are the same for the reader as for the writer. With the private poet, the words, at least certain key words, mean something to the poet they don’t mean to the reader. A sensitive reader perceives this relation of poet to word and in a way that relation – the strange way the poet emotionally possesses his vocabulary – is one of the mysteries and preservative forces of the art. If you are a private poet, then your vocabulary is limited by your obsessions. In fact, most poets write the same poem over and over. (Wallace Stevens was honest enough not to try to hide it. Frost’s statement that he tried to make every poem as different as possible from the last one is a way of saying that he knew it couldn’t be).

Or maybe he means in a richer world the begging population is melting away. But no to that too. So maybe, perhaps, he means there aren't many 'human beings' left to look, see, and understand well enough for one to ask and one to give. Everyone busy, running, jumping, there's no time to study one another. But I guess that's bilge and hogwash, slop and sentiment.

Music and literature, the two temporal arts, contrive their pattern of sounds in time; or, in other words, of sounds and pauses.  Communication may be made in broken words, the business of life be carried on with substantives alone; but that is not what we call literature; and the true business of the literary artist is to plait or weave his meaning, involving it around itself; so that each sentence, by successive phrases, shall first come into a kind of knot, and then, after a moment of suspended meaning, solve and clear itself. -ON SOME TECHNICAL ELEMENTS OF STYLE IN LITERATURE

Introduce an alphabet to a culture and you change its cognitive habits, its social relations, its notions of community, history and religion. Introduce the printing press with movable type, and you do the same. Introduce speed-of-light transmission of images and you make a cultural revolution. Without a vote. Without polemics. Without guerrilla resistance. Here is ideology, pure if not serene.

Of course, I have never agreed that creativity is the great contribution of the advertising agency, and a look through the pages of the business magazines should dramatize my contention that much advertising suffers from overzealous creativity—aiming for high readership scores rather than for the accomplishment of a specified communications task. Or, worse, creativity for self-satisfaction. —Howard Sawyer, Vice President, Marsteller, Inc.

An asteroid or comet traveling at cosmic velocities would enter the Earth’s atmosphere at such a speed that the air beneath it couldn’t get out of the way and would be compressed, as in a bicycle pump. As anyone who has used such a pump knows, compressed air grows swiftly hot, and the temperature below it would rise to some 60,000 Kelvin, or ten times the surface temperature of the Sun. In this instant of its arrival in our atmosphere, everything in the meteor’s path—people, houses, factories, cars—would crinkle and vanish like cellophane in a flame. One second after entering the atmosphere, the meteorite would slam into the Earth’s surface, where the people of Manson had a moment before been going about their business. The meteorite itself would vaporize instantly, but the blast would blow out a thousand cubic kilometers of rock, earth, and superheated gases. Every living thing within 150 miles that hadn’t been killed by the heat of entry would now be killed by the blast. Radiating outward at almost the speed of light would be the initial shock wave, sweeping everything before it. For those outside the zone of immediate devastation, the first inkling of catastrophe would be a flash of blinding light—the brightest ever seen by human eyes—followed an instant to a minute or two later by an apocalyptic sight of unimaginable grandeur: a roiling wall of darkness reaching high into the heavens, filling an entire field of view and traveling at thousands of miles an hour. Its approach would be eerily silent since it would be moving far beyond the speed of sound. Anyone in a tall building in Omaha or Des Moines, say, who chanced to look in the right direction would see a bewildering veil of turmoil followed by instantaneous oblivion. Within minutes, over an area stretching from Denver to Detroit and encompassing what had once been Chicago, St. Louis, Kansas City, the Twin Cities—the whole of the Midwest, in short—nearly every standing thing would be flattened or on fire, and nearly every living thing would be dead. People up to a thousand miles away would be knocked off their feet and sliced or clobbered by a blizzard of flying projectiles. Beyond a thousand miles the devastation from the blast would gradually diminish. But that’s just the initial shockwave. No one can do more than guess what the associated damage would be, other than that it would be brisk and global. The impact would almost certainly set off a chain of devastating earthquakes. Volcanoes across the globe would begin to rumble and spew. Tsunamis would rise up and head devastatingly for distant shores. Within an hour, a cloud of blackness would cover the planet, and burning rock and other debris would be pelting down everywhere, setting much of the planet ablaze. It has been estimated that at least a billion and a half people would be dead by the end of the first day. The massive disturbances to the ionosphere would knock out communications systems everywhere, so survivors would have no idea what was happening elsewhere or where to turn. It would hardly matter. As one commentator has put it, fleeing would mean “selecting a slow death over a quick one. The death toll would be very little affected by any plausible relocation effort, since Earth’s ability to support life would be universally diminished.

STATE model to communicate without provoking anger or defensiveness: 1. Share your facts—Facts are less controversial, more persuasive, and less insulting than conclusions, so lead with them first. 2. Tell your story—Explain the situation from your point of view, taking care to avoid insulting or judging, which makes the other person feel less safe. 3. Ask for others’ paths—Ask for the other person’s side of the situation, what they intended, and what they want. 4. Talk tentatively—Avoid conclusions, judgments, and ultimatums. 5. Encourage testing—Make suggestions, ask for input, and discuss until you reach a productive and mutually satisfactory course of action.

In major movies these days, the fine details of music, instrumentation and sound design are lost. This is a shame, and it is one of the various reasons that make me not want to be part of the entertainment business. Although I have done it in the past, finally I know that I'm not here to create industry products. Music is more than images, it's more than language... it's the medium that's capable of communicating the answers to the Big Questions.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

Only by the aid of language does reason bring about its most important achievements, namely the harmonious and consistent action of several individuals, the planned cooperation of many thousands, civilization, the State; and then, science, the storing up of previous experience, the summarizing into one concept of what is common, the communication of truth, the spreading of error, thoughts and poems, dogmas and superstitions. The animal learns to know death only when he dies, but man consciously draws every hour nearer his death; and at times this makes life a precarious business, even to the man who has not already recognized this character of constant annihilation in the whole of life itself.

Communication isn’t as simple as saying what you mean. How you say what you mean is crucial, and differs from one person to the next, because using language is learned social behavior: How we talk and listen are deeply influenced by cultural experience. Although we might think that our ways of saying what we mean are natural, we can run into trouble if we interpret and evaluate others as if they necessarily felt the same way we’d feel if we spoke the way they did.

We live in a world that values words over thoughts. This is precisely why people talk all the time and don’t think! Which is more valuable? Thoughts or words? People may talk about doing something, every day, and end up never doing it because it is not in their thoughts! On the other hand, a person may think about doing something, every day, without speaking of it, and at the end of the day the job is done. The energy is saved as is executed in the final outcome. So which is more valuable? The thoughts of a man or the words of a man? The thoughts of a man are more valuable than his words, because the thoughts of a man are the contents of his mind! And it is the mind of man that makes a man and dictates a man! And so, why do we value words over mental telepathy? Why do we shy away from the notion of mind communication? Why do we value the communication of words over the communication of minds? Is it because most of you do not understand it? Well, you do not understand it because you are too busy talking and not thinking. Not thinking about anything. Here is the big question: Should a thought reader value the words of the man over his thoughts? Are the words spoken the truth or are the thoughts in the mind, the truth? You think about it. You decide.

Physiological stress, then, is the link between personality traits and disease. Certain traits — otherwise known as coping styles — magnify the risk for illness by increasing the likelihood of chronic stress. Common to them all is a diminished capacity for emotional communication. Emotional experiences are translated into potentially damaging biological events when human beings are prevented from learning how to express their feelings effectively. That learning occurs — or fails to occur — during childhood. The way people grow up shapes their relationship with their own bodies and psyches. The emotional contexts of childhood interact with inborn temperament to give rise to personality traits. Much of what we call personality is not a fixed set of traits, only coping mechanisms a person acquired in childhood. There is an important distinction between an inherent characteristic, rooted in an individual without regard to his environment, and a response to the environment, a pattern of behaviours developed to ensure survival. What we see as indelible traits may be no more than habitual defensive techniques, unconsciously adopted. People often identify with these habituated patterns, believing them to be an indispensable part of the self. They may even harbour self-loathing for certain traits — for example, when a person describes herself as “a control freak.” In reality, there is no innate human inclination to be controlling. What there is in a “controlling” personality is deep anxiety. The infant and child who perceives that his needs are unmet may develop an obsessive coping style, anxious about each detail. When such a person fears that he is unable to control events, he experiences great stress. Unconsciously he believes that only by controlling every aspect of his life and environment will he be able to ensure the satisfaction of his needs. As he grows older, others will resent him and he will come to dislike himself for what was originally a desperate response to emotional deprivation. The drive to control is not an innate trait but a coping style. Emotional repression is also a coping style rather than a personality trait set in stone. Not one of the many adults interviewed for this book could answer in the affirmative when asked the following: When, as a child, you felt sad, upset or angry, was there anyone you could talk to — even when he or she was the one who had triggered your negative emotions? In a quarter century of clinical practice, including a decade of palliative work, I have never heard anyone with cancer or with any chronic illness or condition say yes to that question. Many children are conditioned in this manner not because of any intended harm or abuse, but because the parents themselves are too threatened by the anxiety, anger or sadness they sense in their child — or are simply too busy or too harassed themselves to pay attention. “My mother or father needed me to be happy” is the simple formula that trained many a child — later a stressed and depressed or physically ill adult — into lifelong patterns of repression.

The vision should be less about what things are going to look like in the future and more about how the company is going to be better positioned to create value and to reap the rewards of that value creation. When we communicate vision in this way, we can go from the world of vague ideals to the world of "this makes sense" for the people who will ultimately be responsible for stewarding the vision. And when it makes sense to them, and they feel connected to it, they do their part so we can collectively bring it to life.

While making money was good, having meaningful work and meaningful relationships was far better. To me, meaningful work is being on a mission I become engrossed in, and meaningful relationships are those I have with people I care deeply about and who care deeply about me. Think about it: It’s senseless to have making money as your goal as money has no intrinsic value—its value comes from what it can buy, and it can’t buy everything. It’s smarter to start with what you really want, which are your real goals, and then work back to what you need to attain them. Money will be one of the things you need, but it’s not the only one and certainly not the most important one once you get past having the amount you need to get what you really want. When thinking about the things you really want, it pays to think of their relative values so you weigh them properly. In my case, I wanted meaningful work and meaningful relationships equally, and I valued money less—as long as I had enough to take care of my basic needs. In thinking about the relative importance of great relationships and money, it was clear that relationships were more important because there is no amount of money I would take in exchange for a meaningful relationship, because there is nothing I could buy with that money that would be more valuable. So, for me, meaningful work and meaningful relationships were and still are my primary goals and everything I did was for them. Making money was an incidental consequence of that. In the late 1970s, I began sending my observations about the markets to clients via telex. The genesis of these Daily Observations (“ Grains and Oilseeds,” “Livestock and Meats,” “Economy and Financial Markets”) was pretty simple: While our primary business was in managing risk exposures, our clients also called to pick my brain about the markets. Taking those calls became time-consuming, so I decided it would be more efficient to write down my thoughts every day so others could understand my logic and help improve it. It was a good discipline since it forced me to research and reflect every day. It also became a key channel of communication for our business. Today, almost forty years and ten thousand publications later, our Daily Observations are read, reflected on, and argued about by clients and policymakers around the world. I’m still writing them, along with others at Bridgewater, and expect to continue to write them until people don’t care to read them or I die.

Here’s the deal. When you get married, you become a team. The pastor at your wedding wasn’t joking when he said, “And now you are one.” It’s called unity. The old marriage vows say, “Unto thee I pledge all my worldly goods.” In other words, “I’m all in,” so combine the checking accounts. It’s hard to have unity when you separate your bank accounts. When his money is over here, and her money is over there, it’s easy to live in your own little financial world instead of working as a team. When you do your spending together, it’s about “our” money. We have an income and we have expenses and we have goals. So when you’re both in agreement on where the money is going, then you’ve taken a major step to being on the same page in your marriage, and you will create awesome levels of communication. This all boils down to trust. Do you trust your spouse or not? I’ve heard from people who keep separate bank accounts just in case their spouse leaves them. Well, why on earth would you marry someone you can’t trust? And if that’s really the case, then you need marriage counseling, not separate bank accounts! Your spouse isn’t your roommate, and this isn’t a joint business venture. It’s a marriage! You don’t run your household and your life separately. Your job is to love each other well, and that includes having shared financial goals—which is hard to do when you have separate accounts.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

Studies show that our moods plummet toward anxiety and depression the more we spend time online.1 When we’re busy tweeting and checking our Facebook feeds, we’re constantly comparing ourselves to others rather than listening to and trusting our own inner wisdom. When we zone out to surf the Web, we’re not resting in our spacious awareness, and our bully inner selves sneak in and take over. Unless we train our minds to rest in the present moment, through daily periods of kindhearted mindfulness meditation and active communication with our inner selves, we will become more and more disconnected from our highest Selves.

There is a parallel in the behaviour of bees, which do not make the most of the system they have evolved to collect nectar and pollen. Although they have an efficient way of communicating about the direction of reliable food sources, the waggle dance, a significant proportion of the hive seems to ignore it altogether and journeys off at random. In the short term, the hive would be better off if all bees slavishly followed the waggle dance, and for a time this random behaviour baffled scientists, who wondered why 20 million years of bee evolution had not enforced a greater level of behavioural compliance. However, what they discovered was fascinating: without these rogue bees, the hive would get stuck in what complexity theorists call ‘a local maximum’; they would be so efficient at collecting food from known sources that, once these existing sources of food dried up, they wouldn’t know where to go next and the hive would starve to death. So the rogue bees are, in a sense, the hive’s research and development function, and their inefficiency pays off handsomely when they discover a fresh source of food. It is precisely because they do not concentrate exclusively on short-term efficiency that bees have survived so many million years.

What's impossible to communicate, what you can't experience unless you're part of it, is the sensation of being in a real-life marriage. Even little chats seem to be floating in some kind of really ast liquid, and that vast liquid is the ocean of shared feelings and memories and shorthands, of understanding and misunderstandings between the couple-- their history ocean. More and more of their business tends to go underwater, and so even the important words feel only like individual waves popping up from that ocean. All that context, that history, and those impressions from real life that the couple logs and drowns in, it all washes over everything

Under the seeming disorder of the old city, wherever the old city is working successfully, is a marvelous order for maintaining the safety of the streets and the freedom of the city. It is a complex order. Its essence is intricacy of sidewalk use, bringing with it a constant succession of eyes. This order is all composed of movement and change, and although it is life, not art, we may fancifully call it the art form of the city and liken it to the dance — not to a simple-minded precision dance with everyone kicking up at the same time, twirling in unison and bowing off en masse, but to an intricate ballet in which the individual dancers and ensembles all have distinctive parts which miraculously reinforce each other and compose an orderly whole. The ballet of the good city sidewalk never repeats itself from place to place, and in any once place is always replete with new improvisations. The stretch of Hudson Street where I live is each day the scene of an intricate sidewalk ballet. I make my own first entrance into it a little after eight when I put out my garbage gcan, surely a prosaic occupation, but I enjoy my part, my little clang, as the junior droves of junior high school students walk by the center of the stage dropping candy wrapper. (How do they eat so much candy so early in the morning?) While I sweep up the wrappers I watch the other rituals of the morning: Mr Halpert unlocking the laundry's handcart from its mooring to a cellar door, Joe Cornacchia's son-in-law stacking out the empty crates from the delicatessen, the barber bringing out his sidewalk folding chair, Mr. Goldstein arranging the coils of wire which proclaim the hardware store is open, the wife of the tenement's super intendent depositing her chunky three-year-old with a toy mandolin on the stoop, the vantage point from which he is learning English his mother cannot speak. Now the primary childrren, heading for St. Luke's, dribble through the south; the children from St. Veronica\s cross, heading to the west, and the children from P.S 41, heading toward the east. Two new entrances are made from the wings: well-dressed and even elegant women and men with brief cases emerge from doorways and side streets. Most of these are heading for the bus and subways, but some hover on the curbs, stopping taxis which have miraculously appeared at the right moment, for the taxis are part of a wider morning ritual: having dropped passengers from midtown in the downtown financial district, they are now bringing downtowners up tow midtown. Simultaneously, numbers of women in housedresses have emerged and as they crisscross with one another they pause for quick conversations that sound with laughter or joint indignation, never, it seems, anything in between. It is time for me to hurry to work too, and I exchange my ritual farewell with Mr. Lofaro, the short, thick bodied, white-aproned fruit man who stands outside his doorway a little up the street, his arms folded, his feet planted, looking solid as the earth itself. We nod; we each glance quickly up and down the street, then look back at eachother and smile. We have done this many a morning for more than ten years, and we both know what it means: all is well. The heart of the day ballet I seldom see, because part off the nature of it is that working people who live there, like me, are mostly gone, filling the roles of strangers on other sidewalks. But from days off, I know enough to know that it becomes more and more intricate. Longshoremen who are not working that day gather at the White Horse or the Ideal or the International for beer and conversation. The executives and business lunchers from the industries just to the west throng the Dorgene restaurant and the Lion's Head coffee house; meat market workers and communication scientists fill the bakery lunchroom.

We want the ability to re-engineer our bodies and minds in order, above all, to escape old age, death and misery, but once we have it, who knows what else we might do with such ability? So we may well think of the new human agenda as consisting really of only one project (with many branches): attaining divinity. If this sounds unscientific or downright eccentric, it is because people often misunderstand the meaning of divinity. Divinity isn’t a vague metaphysical quality. And it isn’t the same as omnipotence. When speaking of upgrading humans into gods, think more in terms of Greek gods or Hindu devas rather than the omnipotent biblical sky father. Our descendants would still have their foibles, kinks and limitations, just as Zeus and Indra had theirs. But they could love, hate, create and destroy on a much grander scale than us. Throughout history most gods were believed to enjoy not omnipotence but rather specific super-abilities such as the ability to design and create living beings; to transform their own bodies; to control the environment and the weather; to read minds and to communicate at a distance; to travel at very high speeds; and of course to escape death and live indefinitely. Humans are in the business of acquiring all these abilities, and then some.

The stranger did not go to church, and indeed made no difference between Sunday and the irreligious days, even in costume. He worked, as Mrs. Hall thought, very fitfully. Some days he would come down early and be continuously busy. On others he would rise late, pace his room, fretting audibly for hours together, smoke, sleep in the armchair by the fire. Communication with the world beyond the village he had none. His temper continued very uncertain; for the most part his manner was that of a man suffering under almost unendurable provocation, and once or twice things were snapped, torn, crushed, or broken in spasmodic gusts of violence. He seemed under a chronic irritation of the greatest intensity. His habit of talking to himself in a low voice grew steadily upon him, but though Mrs. Hall listened conscientiously she could make neither head nor tail of what she heard.

Marthe Away (She Is Away)" All night I lay awake beside you, Leaning on my elbow, watching your Sleeping face, that face whose purity Never ceases to astonish me. I could not sleep. But I did not want Sleep nor miss it. Against my body, Your body lay like a warm soft star. How many nights I have waked and watched You, in how many places. Who knows? This night might be the last one of all. As on so many nights, once more I Drank from your sleeping flesh the deep still Communion I am not always strong Enough to take from you waking, the peace of love. Foggy lights moved over the ceiling Of our room, so like the rooms of France And Italy, rooms of honeymoon, And gave your face an ever changing Speech, the secret communication Of untellable love. I knew then, As your secret spoke, my secret self, The blind bird, hardly visible in An endless web of lies. And I knew The web too, its every knot and strand, The hidden crippled bird, the terrible web. Towards the end of the night, as trucks rumbled In the streets, you stirred, cuddled to me, And spoke my name. Your voice was the voice Of a girl who had never known loss Of love, betrayal, mistrust, or lie. And later you turned again and clutched My hand and pressed it to your body. Now I know surely and forever, However much I have blotted our Waking love, its memory is still there. And I know the web, the net, The blind and crippled bird. For then, for One brief instant it was not blind, nor Trapped, not crippled. For one heart beat the Heart was free and moved itself. O love, I who am lost and damned with words, Whose words are a business and an art, I have no words. These words, this poem, this Is all confusion and ignorance. But I know that coached by your sweet heart, My heart beat one free beat and sent Through all my flesh the blood of truth.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

Perhaps it would not be out of place for us, her publishers, to acknowledge her. For fifty years she bullied, berated and delighted us; her insistence on the highest standards in every field of publishing was a constant challenge; her good-humour and zest for life brought warmth into our lives. That she drew great pleasure from her writing is obvious from these pages; what does not appear is the way in which she could communicate that pleasure to all those involved with her work, so that to publish her made business ceaselessly enjoyable. It is certain that both as an author and as a person Agatha Christie will remain unique. FOREWORD NIMRUD, IRAQ. 2 April 1950. Nimrud is the modern name of the ancient city of Calah, the military capital of the Assyrians. Our Expedition House is built of mud-brick. It sprawls out on the east side of the mound, and has a kitchen, a living–and dining-room, a small office, a workroom, a drawing

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

Our internal boundaries define and contain the unique personal characteristics of our thoughts, feelings, opinions, behaviors, beliefs, and spirituality. Boundaries help us recognize, honor, and respect our individual wants, needs, and desires. They help us define our separateness and give us safety in our intimate communications with others. If someone verbally attacks us, we maintain our internal boundary and practice self-containment by moderately expressing our thoughts and feelings about their behavior using “I” statements. Or, we may choose not to respond and silently remind ourselves that how another person acts is about that person, not about us. If someone confronts us about our behavior, we use our internal boundary to listen to what they say. We do not internalize what is said before deciding if any of it rings true for us. If we have wronged the other person, we make amends. In either situation our self-worth is not diminished because we have maintained our internal boundaries. 110:2 We use internal boundaries in various ways. An example is deciding how much personal information, such as personal history or financial information, to share with others. Conversely, we refrain from delving into others’ personal business. We might really want to ask a question or say something to someone, yet we do not because we know that person’s private life is none of our business. 111:1 When we have healthy internal boundary systems, we recognize that each individual is responsible for his or her emotional, mental, and spiritual boundaries. We allow ourselves and others to have their own thoughts, feelings, opinions, behaviors, beliefs, and spirituality. With functional boundaries we are able to meet our needs without infringing on others’ abilities to meet their needs. Our internal boundaries can be flexible and we decide what is safe and comfortable for ourselves.

To restrain private people, it may be said, from receiving in payment the promissory notes of a banker for any sum, whether great or small, when they themselves are willing to receive them; or, to restrain a banker from issuing such notes, when all his neighbours are willing to accept of them, is a manifest violation of that natural liberty, which it is the proper business of law not to infringe, but to support. Such regulations may, no doubt, be considered as in some respect a violation of natural liberty. But those exertions of the natural liberty of a few individuals, which might endanger the security of the whole society, are, and ought to be, restrained by the laws of all governments; of the most free, as well as or the most despotical. The obligation of building party walls, in order to prevent the communication of fire, is a violation of natural liberty, exactly of the same kind with the regulations of the banking trade which are here proposed

Remember this, if you have written a couple dozen short stories and sold them to national markets, the chances are you know as much about the business as many of the editors you are trying to sell to. You are going to have to write what they want, but always be sure the paths they want you to take are reasonable. The chances are they know what is salable and they must be listened to. But only you can determine what is distinctly yours and that is your road to the ultimate success. Editors come and go constantly and the next man may love what the last man despised. It’s all taste and opinion and one man is different from the next. Mr. Faulkner might not appreciate Mr. Spillane, but that is also true in reverse. None of this need concern you. Out there, beyond the lighted limits of the place you sit and type, somebody is waiting for the kind of thing you write. Writing can never be more than communication and should never be less. So what do you do? You keep typing.

1. Trust. Without trust, communication breaks. More specifically: In any human interaction, the required amount of communication is inversely proportional to the level of trust. Consider the following: If I trust you completely, then I require no explanation or communication of your actions whatsoever, because I know that whatever you are doing is in my best interests. On the other hand, if I don’t trust you at all, then no amount of talking, explaining, or reasoning will have any effect on me, because I do not trust that you are telling me the truth. In a company context, this is a critical point. As a company grows, communication becomes its biggest challenge. If the employees fundamentally trust the CEO, then communication will be vastly more efficient than if they don’t. Telling things as they are is a critical part of building this trust. A CEO’s ability to build this trust over time is often the difference between companies that execute well and companies that are chaotic.

THREE COMMUNICATION LESSONS FROM THE MOST FASCINATING BRANDS       1.   Don’t focus on how you are similar to others, but how you are different. Leading brands stand out by sharpening their points of difference. The more clearly and distinctly a brand can pinpoint its differences, the more valuable it becomes. If a brand can carve out a very clear spot in people’s minds, the product or service ceases to be a commodity. As we’ll see in Part II, different personality Advantages can be more valuable than similar ones. 2.   Your differences can be very small and simple. The reality is, most products are virtually indistinguishable from their competitors. Yet a leading brand can build a strong competitive edge around very minor differences. Similarly, you don’t need to be dramatically different than everyone else—your difference can be minute, as long as it is clearly defined. The more competitive the market, the more crucial this becomes. 3.   Once you “own” a difference, you can charge more money. People pay more for products and people who add distinct value in some way. And just as customers pay more for fascinating brands, employers pay higher salaries for employees who stand out with a specific benefit. If you are an entrepreneur or small business owner, your clients and customers will have a higher perceived value of your time and services if they can clearly understand why you are different than your competitors. The more crowded the environment, the more crucial these lessons become.

My entrance into the courtyard caused a small stir among the lookouts. I could tell because in the middle of February, in the dark of night, Baxter Terrace suddenly sounded like an Audubon Society refuge - birdcalls being the latest in urban drug - selling counterintelligence... Birdcalls allowed much more information to be imparted to other members of the operation, without the visitor being aware of what was being communicated. So while a crow's harsh cry could harken the arrival of a member of the city narcotics unit - a significant threat - the sweet song of a chickadee might signal an officer who was merely escorting a social worker to an appointment allowing business to continue in guarded fashion. Someone like me, a stranger on unknown business, might warrant a whipporwill's call. Where exactly a city kid learned what a whipporwill sounded like, I have no idea. But these kids were nothing if not resourceful. It makes you wonder what they could have accomplished under different circumstances.

Since intelligence is primarily defined as one's capacity to grasp the truth of things, it follows that what a culture means by intelligence is derived from the character of its important forms of communication. In a purely oral culture, intelligence is often associated with aphoristic ingenuity, that is, the power to invent compact sayings of wide applicability. the wise Solomon, we are told in First Kings, knew three thousand proverbs. In a print culture, people with such a talent are thought to be quaint at best, more likely pompous bores. In a purely oral culture, a high value is always placed on the power to memorize, for where there are no written words, the human mind must function as a mobile library. To forget how something is to be said or done is a danger to the community and a' gross form of stupidity. In a print culture, the memorization of a poem, a menu, a law or most anything else is merely charming. It is almost always functionally irrelevant and certainly not considered a sign of high intelligence.

THE TEN MOST COMMON PROBLEMS Here are the ten most common problems in communications. Read the list. If any of them apply to you, the principles in this book will help you solve them. 1. Lack of initial rapport with listeners 2. Stiffness or woodenness in use of body 3. Presentation of material is intellectually oriented; speaker forgets to involve the audience emotionally 4. Speaker seems uncomfortable because of fear of failure 5. Poor use of eye contact and facial expression 6. Lack of humor 7. Speech direction and intent unclear due to improper  preparation 8. Inability to use silence for impact 9. Lack of energy, causing inappropriate pitch pattern, speech  rate, and volume 10. Use of boring language and lack of interesting material Various polls show that the ability to communicate well is ranked the number-one key to success by leaders in business, politics, and the professions. If you don’t communicate effectively, you may not die, like some POWs or neglected babies we mentioned earlier, but you also won’t live as fully as you should, nor will you achieve personal goals. This was a lesson drummed into me at a very early age.

Why are women so ungenerous to other women? Is it because we have been tokens for so long? Or is there a deeper animosity we owe it to ourselves to explore? A publisher...couldn't understand why women were so loath to help each other.... The notion flitted through my mind that somehow, by helping..., I might be hurting my own chances for something or other -- what I did not know. If there was room for only one woman poet, another space would be filled.... If I still feel I am in competition with other women, how do less well-known women feel? Terrible, I have to assume. I have had to train myself to pay as much attention to women at parties as to men.... I have had to force myself not to be dismissive of other women's creativity. We have been semi-slaves for so long (as Doris Lessing says) that we must cultivate freedom within ourselves. It doesn't come naturally. Not yet. In her writing about the drama of childhood developments, Alice Miller has created, among other things, a theory of freedom. in order to embrace freedom, a child must be sufficiently nurtured, sufficiently loved. Security and abundance are the grounds for freedom. She shows how abusive child-rearing is communicated from one generation to the next and how fascism profits from generations of abused children. Women have been abused for centuries, so it should surprise no one that we are so good at abusing each other. Until we learn how to stop doing that, we cannot make our revolution stick. Many women are damaged in childhood -- unprotected, unrespected, and treated with dishonesty. Is it any wonder that we build up vast defences against other women since the perpetrators of childhood abuse have so often been women? Is it any wonder that we return intimidation with intimidation, or that we reserve our greatest fury for others who remind us of our own weaknesses -- namely other women? Men, on the other hand, however intellectually condescending, clubbish, loutishly lewd, are rarely as calculatingly cruel as women. They tend, rather, to advance us when we are young and cute (and look like darling daughters) and ignore us when we are older and more sure of our opinions (and look like scary mothers), but they don't really know what they're doing. They are too busy bonding with other men, and creating male pecking orders, to pay attention to us. If we were skilled at compromise and alliance-building, we could transform society. The trouble is: we are not yet good at this. We are still quarrelling among ourselves. This is the crisis feminism faces today.

I wanted to tell Donna that it wasn’t her business what that family bought or ate or wore and that I hated when cashiers at the supermarket said, “On your EBT?” loud enough for people in line behind me to hear. I wanted to tell her that undocumented people couldn’t receive food benefits or tax refunds, even though they paid taxes. They couldn’t receive any government benefits at all. Those were available only for people who were born here or who had obtained the documents to stay. So those children, whose parents had risked so much to give them a good life, were citizens who deserved every bit as much government help as my daughter did. I knew this because I’d sat beside them in countless government offices. I overheard their conversations with caseworkers sitting behind glass, failing to communicate through a language barrier. But these attitudes that immigrants came here to steal our resources were spreading, and the stigmas resembled those facing anyone who relied on government assistance to survive. Anyone who used food stamps didn’t work hard enough or made bad decisions to put them in that lower-class place. It was like people thought it was on purpose and that we cheated the system, stealing the money they paid toward taxes to rob the government of funds. More than ever, it seemed, taxpayers—including my client—thought their money subsidized food for lazy poor people.

Language... is a highly ambiguous business. So often, below the word spoken, is the thing known and unspoken... You and I, the characters which grow on a page, most of the time we're inexpressive, giving little away, unreliable, elusive, obstructive, unwilling. But it's out of these attributes that a language arises. A language, I repeat, where under what is said, another thing is being said... There are two silences. One when no word is spoken. The other when perhaps a torrent of language is being employed. The speech we hear is an indication of that which we don't hear. It is a necessary avoidance, a violent, sly, anguished or mocking smokescreen. When true silence falls, we are still left with echo but are nearer nakedness. One way of looking at speech is to say that it is a constant stratagem to cover nakedness. We have heard many times that tired, grimy phrase, "failure of communication", and this phrase has been fixed to my work quite consistently. I believe the contrary. I think that we communicate only too well, in our silence, in what is unsaid, and that what takes place is a continual evasion, desperate rearguard attempts to keep ourselves to ourselves. Communication is too alarming. To enter into someone else's life is too frightening. To disclose to others the poverty within us is too fearsome a possibility. I am not suggesting that no character in a play can ever say what he in fact means. Not at all. I have found that there invariably does come a moment when this happens, when he says something, perhaps, which he has never said before. And where this happens, what he says is irrevocable, and can never be taken back.

Something is bothering you. I have sensed it all morning.” He slid his communicator back into his pocket then took her hand in his, linking their fingers together. The action took her off guard, but she welcomed it. The first time she’d held his hand he’d been confused by it, but this was the second time in the last few days he’d initiated it. She loved it. “Nothing, just… I was hoping that this evening we could talk about something.” His shoulders stiffened just the slightest fraction. She was getting good at reading the subtle changes in his body language. “What about?” “Not now. I know you need to get to one of your job sites. Or there’s an emergency at the Samio.” He raised a dark eyebrow. “How do you know this?” “Because your communicator has been buzzing like crazy since we…” Her cheeks heated up and she cleared her throat. It had started going off when she’d been sitting on his face this morning. They’d both ignored it. Then when she got out of the shower she’d found him responding to what seemed like dozens of communications, one buzz after another. The sounds had been maddening. He’d stopped responding when they left his place, but she understood how busy he was and didn’t want to get in the way of that. “Since we what?” he murmured, leaning closer as they came to a stop in front of another elevator. This one had a shiny, sleek-looking silver door. “You know what,” she whispered, glancing around. There were two males waiting at the next elevator and though they weren’t looking in their direction she wasn’t going to talk about that in public. “I want to hear you say it.” “That’s because you’re a pervert.” He gave her one of those grins that made her wonder how she’d ever lived without knowing this male. It still stunned her how much he’d come to mean to her in the past week and a half. “That’s very true where you’re concerned.” He dropped a kiss on her forehead. -Con & Leilani

The fashion now is to think of universities as industries or businesses. University presidents, evidently thinking of themselves as CEO's, talk of "business plans" and "return on investment," as if the industrial economy could provide an aim and a critical standard appropriate either to education or to research. But this is not possible. No economy, industrial or otherwise, can supply an appropriate aim or standard. Any economy must be either true or false to the world and to our life in it. If it is to be true, then it must be made true, according to a standard that is not economic. To regard the economy as an end or as the measure of success is merely to reduce students, teachers, researchers, and all they know or learn to merchandise. It reduces knowledge to "property" and education to training for the "job market." If, on the contrary, [Sir Albert] Howard was right in his belief that health is the "one great subject," then a unifying aim and a common critical standard are clearly implied. Health is at once quantitative and qualitative; it requires both sufficiency and goodness. It is comprehensive (it is synonymous with "wholeness"), for it must leave nothing out. And it is uncompromisingly local and particular; it has to do with the sustenance of particular places, creatures, human bodies, and human minds. If a university began to assume responsibility for the health of its place and its local constituents, then all of its departments would have a common aim, and they would have to judge their place and themselves and one another by a common standard. They would need one another's knowledge. They would have to communicate with one another; the diversity of specialists would have to speak to one another in a common language. And here again Howard is exemplary, for he wrote, and presumably spoke, a plain, vigorous, forthright English-- no jargon, no condescension, no ostentation, no fooling around.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

I felt as though the temple curtain had been drawn aside without warning and I, a goggle-eyed stranger somehow mistaken for an initiate, had been ushered into the sanctuary to witness the mystery of mysteries. I saw a phantasmagoria, a living tapestry of forms jeweled in minute detail. They danced together like guests at a rowdy wedding. They changed their shapes. Within themselves they juggled geometrical shards like the fragments in a kaleidoscope. They sent forth extensions of themselves like the flares of suns. Yet all their activity was obviously interrelated; each being's actions were in step with its neighbors'. They were like bees swarming: They obviously recognised each other and were communicating avidly, but it was impossible to know what they were saying. They enacted a pageant whose beauty awed me. As the lights came back on, the auditorium seemed dull and unreal.I'd been watching various kinds of ordinary cells going about their daily business, as seen through a microscope and recorded by the latest time-lapse movie techniques. The filmmaker frankly admitted that neither he nor anyone else knew just what the cells were doing, or how and why they were doing it. We biologists, especially during our formative years in school, spent most of our time dissecting dead animals and studying preparations of dead cells stained to make their structures more easily visible—"painted tombstones," as someone once called them. Of course, we all knew that life was more a process than a structure, but we tended to forget this, because a structure was so much easier to study. This film reminded me how far our static concepts still were from the actual business of living. As I thought how any one of those scintillating cells potentially could become a whole speckled frog or a person, I grew surer than ever that my work so far had disclosed only a few aspects of a process-control system as varied and widespread as life itself, of which we'd been ignorant until then.

Rather, productivity is about making certain choices in certain ways. The way we choose to see ourselves and frame daily decisions; the stories we tell ourselves, and the easy goals we ignore; the sense of community we build among teammates; the creative cultures we establish as leaders: These are the things that separate the merely busy from the genuinely productive. We now exist in a world where we can communicate with coworkers at any hour, access vital documents over smartphones, learn any fact within seconds, and have almost any product delivered to our doorstep within twenty-four hours. Companies can design gadgets in California, collect orders from customers in Barcelona, email blueprints to Shenzhen, and track deliveries from anywhere on earth. Parents can auto-sync the family’s schedules, pay bills online while lying in bed, and locate the kids’ phones one minute after curfew. We are living through an economic and social revolution that is as profound, in many ways, as the agrarian and industrial revolutions of previous eras. These advances in communications and technology are supposed to make our lives easier. Instead, they often seem to fill our days with more work and stress. In part, that’s because we’ve been paying attention to the wrong innovations. We’ve been staring at the tools of productivity—the gadgets and apps and complicated filing systems for keeping track of various to-do lists—rather than the lessons those technologies are trying to teach us. There are some people, however, who have figured out how to master this changing world. There are some companies that have discovered how to find advantages amid these rapid shifts. We now know how productivity really functions. We know which choices matter most and bring success within closer reach. We know how to set goals that make the audacious achievable; how to reframe situations so that instead of seeing problems, we notice hidden opportunities; how to open our minds to new, creative connections; and how to learn faster by slowing down the data that is speeding past us.

Did you ever consider how ridiculous it would be to try to cram on a farm—to forget to plant in the spring, play all summer and then cram in the fall to bring in the harvest? The farm is a natural system. The price must be paid and the process followed. You always reap what you sow; there is no shortcut. This principle is also true, ultimately, in human behavior, in human relationships. They, too, are natural systems based on the law of the harvest. In the short run, in an artificial social system such as school, you may be able to get by if you learn how to manipulate the man-made rules, to “play the game.” In most one-shot or short-lived human interactions, you can use the Personality Ethic to get by and to make favorable impressions through charm and skill and pretending to be interested in other people’s hobbies. You can pick up quick, easy techniques that may work in short-term situations. But secondary traits alone have no permanent worth in long-term relationships. Eventually, if there isn’t deep integrity and fundamental character strength, the challenges of life will cause true motives to surface and human relationship failure will replace short-term success. Many people with secondary greatness—that is, social recognition for their talents—lack primary greatness or goodness in their character. Sooner or later, you’ll see this in every long-term relationship they have, whether it is with a business associate, a spouse, a friend, or a teenage child going through an identity crisis. It is character that communicates most eloquently. As Emerson once put it, “What you are shouts so loudly in my ears I cannot hear what you say.” There are, of course, situations where people have character strength but they lack communication skills, and that undoubtedly affects the quality of relationships as well. But the effects are still secondary. In the last analysis, what we are communicates far more eloquently than anything we say or do. We all know it. There are people we trust absolutely because we know their character. Whether they’re eloquent or not, whether they have the human relations techniques or not, we trust them, and we work successfully with them. In the words of William George Jordan, “Into the hands of every individual is given a marvelous power for good or evil—the silent, unconscious, unseen influence of his life. This is simply the constant radiation of what man really is, not what he pretends to be.