Company Directors Quotes

I'm only a housewife, I'm afraid." How often do we hear this shocking admission. I'm afraid when I hear it I feel very angry indeed. Only a housewife: only a practitioner of one of the two most noble professions (the other one is that of a farmer); only the mistress of a huge battery of high and varied skills and custodian of civilization itself. Only a typist, perhaps! Only a company director, or a nuclear physicist; only a barrister; only the President! When a woman says she is a housewife she should say it with the utmost pride, for there is nothing higher on this planet to which she could aspire.

Sin: I've survived a winter in Siberia when I was ten. Boyd: what were you doing there at ten years old? Sin: searching for Santa Claus.

Don't you have anything better to fucking do other than babysit and eventually get killed by some psycho?" "No." Boyd said without hesitation. "I don't.

A high-performing board of directors is the backbone of a successful company.

There's no one-size-fits-all answer to defining business success, as different companies can and should prioritize various aspects of success.

Effective risk management and compliance are essential for protecting the company's assets and reputation.

Shaping the company's future requires understanding the key drivers of value for the company and establishing metrics to measure progress accordingly.

To be successful, a Board of Directors must foster a culture of respect and appreciation.

In today's competitive business landscape, a board's primary responsibility is to ensure the long-term success and sustainability of the organization.

As a board, you want to be able to identify exactly what the company is succeeding at and exactly what it's failing at so that you can amplify success and correct failure with surgical precision.

Fortifying the company involves assessing the vulnerabilities of critical infrastructure and implementing safeguards.

Shaping the company's future requires a board that regularly evaluates the company's performance against its value creation objectives.

Fortifying the company may involve diversifying suppliers and establishing contingency plans to mitigate supply chain disruptions.

Effective board meetings encourage active participation from all board members, fostering a culture of open communication and respectful debate.

The boardroom is not merely a conference room; it's the bridge of a corporate vessel, guiding the company through the turbulent waters of the business world.

By harnessing the power of collective intelligence, boards of directors can make better decisions, drive innovation, and ensure the long-term success of their organizations.

I don’t care how great your products or services are, if the company’s finances aren’t managed well, it’s doomed to fail.

Fortifying the company involves incorporating risk management considerations into strategic planning and decision making processes.

Fortifying the company involves managing supply chain risks to ensure continuity of operations and avoid disruptions.

By embracing a holistic approach to risk management and conducting regular risk assessments, board members can ensure that their company is prepared to face a wide range of challenges

Sin looked over at Boyd through sleepy looking, heavy lidded eyes. "Cállate la boca, blanquito." Hearing Sin speak Spanish didn't help any; he sounded especially sexy when he was drawling those words fluidly in his low, velvety voice. "What does that mean?" he asked, half with an edge and half just curious. Full lips turned up into a small smirk and Sin raised an eyebrow at him before turning back to the window. "It's a secret." "Putain de beau gosse," Boyd muttered under his breath in mild annoyance, flipping forward several pages.

What do you want?” Boyd whispered. “You—

Once risks are identified, they must be assessed in terms of their likelihood and potential impact. This allows the company to prioritize risks and allocate resources accordingly.

Diversity should not be pursued solely for its own sake but as a strategic advantage. A diverse board brings a wealth of perspectives, experiences, and insights that can enhance decision-making, innovation, and problem-solving.

Financial acumen empowers boards to make informed decisions, identify potential risks, and ensure the company's long-term financial health.

A good Board Of Directors team is one where ideas are flowing fluidly - and where each idea is met with an initial welcome, an intellectual challenge, an expression of gratitude, a rigorous scrutiny and a readiness for action.

The board's vision sets the standard for leadership throughout the company. By actively promoting and embodying the vision, board members hold management accountable for aligning their actions and strategies with the company's long-term aspirations.

The business landscape is a constantly evolving ecosystem. Changes in the macro environment, such as technological disruptions or changing consumer preferences, can rapidly alter the competitive landscape. A high-performing board needs to be adept at strategic foresight.

The business environment is constantly evolving. Economic fluctuations, technological disruptions, regulatory shifts, and competitive pressures demand that companies be able to adjust their goals and strategies.

The financial statements are just a starting point. By asking the right questions and actively engaging with the data, board members can gain a deeper understanding of the company's financial health and position themselves to make sound decisions that will ensure the company's long-term success.

Shaping the company's future requires a focus on value creation for all stakeholders, not just shareholders.

Shaping the company's future requires understanding the key drivers of value for the company and establishing metrics to measure progress.

Good strategy requires board members to think beyond the boardroom and monitor global trends and events that could impact the company's operating environment.

You aren’t how I imagined my assassin to be. You’re too beautiful and tragic.

While innovation is essential, it often comes with inherent risks. The board should carefully assess the risks associated with different innovation initiatives and ensure that the company's risk tolerance is aligned with its innovation goals.

Consumers and investors are increasingly drawn to companies that demonstrate a commitment to social and environmental causes.

Ensuring the company's sustainable success requires a board that ensures the accuracy and transparency of financial reporting.

The board of directors should foster a culture of collaboration and open communication.

Fortifying the company involves implementing quality control measures to ensure product safety and customer satisfaction.

The board should consider different future scenarios, such as economic downturns or technological disruptions, and develop contingency plans to navigate them.

If the company is going to thrive financially, then the board must understand the relationship between different financial metrics and how they impact overall financial performance.

By making risk management everyone's domain, companies can create a more robust defense against potential threats.

Market leadership, while not the sole definition of success, can be a powerful aspiration for companies and their boards.

Effective board governance hinges on the board's active oversight of company performance and its contribution to strategic decisions.

Ensuring the company's sustainable success requires a relentless focus on creating value for all stakeholders, not just shareholders.

The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.

A deep understanding of financial statements, accounting principles, and financial markets is crucial for overseeing the company's financial performance and making sound investment decisions.

By prioritizing a holistic approach to diversity, companies can create a boardroom that truly reflects the multifaceted nature of their stakeholders and maximizes their potential for success.

A board of directors, in many ways, is akin to a well-rounded football team. While individual talent is important, true success comes from a complementary mix of skills and expertise that work together seamlessly to achieve a common goal.

Profitability metrics are the lifeblood of any business. They reveal the company's ability to generate profit, a fundamental indicator of its success and sustainability.

Shaping the company's future requires actively engaging with shareholders and other stakeholders to build trust and understanding.

By embracing a holistic approach to value creation, you can position your company for long-term success, build a resilient and sustainable business, and make a positive impact on the world.

A strong definition of business success often incorporates elements from several frameworks. A balanced approach might combine financial health with a commitment to innovation and social responsibility. This ensures the company remains profitable while considering its long-term impact and ethical obligations.

Remember that each company is different - Board members need to curate a customized financial evaluation framework specific to the company.

Boards that consider Permaculture principles can help their companies become positive change agents rather than simply doing no harm.

After all, a life without living was simply a death without dying. What more was there to fear or hate but life, endless life, with no respite?

What is patriotism? Let us begin with what patriotism is not. It is not patriotic to dodge the draft and to mock war heroes and their families. It is not patriotic to discriminate against active-duty members of the armed forces in one’s companies, or to campaign to keep disabled veterans away from one’s property. It is not patriotic to compare one’s search for sexual partners in New York with the military service in Vietnam that one has dodged. It is not patriotic to avoid paying taxes, especially when American working families do pay. It is not patriotic to ask those working, taxpaying American families to finance one’s own presidential campaign, and then to spend their contributions in one’s own companies. It is not patriotic to admire foreign dictators. It is not patriotic to cultivate a relationship with Muammar Gaddafi; or to say that Bashar al-Assad and Vladimir Putin are superior leaders. It is not patriotic to call upon Russia to intervene in an American presidential election. It is not patriotic to cite Russian propaganda at rallies. It is not patriotic to share an adviser with Russian oligarchs. It is not patriotic to solicit foreign policy advice from someone who owns shares in a Russian energy company. It is not patriotic to read a foreign policy speech written by someone on the payroll of a Russian energy company. It is not patriotic to appoint a national security adviser who has taken money from a Russian propaganda organ. It is not patriotic to appoint as secretary of state an oilman with Russian financial interests who is the director of a Russian-American energy company and has received the “Order of Friendship” from Putin. The point is not that Russia and America must be enemies. The point is that patriotism involves serving your own country. The

By actively overseeing and providing guidance on risk management and cybersecurity, the board demonstrates its commitment to protecting the company's assets, reputation, and long-term success.

Financial acumen is not a static skill; it requires continuous learning and development. As the business landscape evolves, so too do the financial challenges and opportunities facing companies.

In today's volatile business landscape, characterized by rapid technological advancements, geopolitical uncertainties, and evolving regulatory frameworks, companies must adopt a proactive and holistic approach to risk management and cybersecurity.

By encouraging a culture of collaboration, open communication, and constructive debate, boards can harness the collective wisdom of their members and make decisions that drive the company towards long-term success.

Like the brain's command center, the board provides the highest level of cognitive function for the organization. They are the "big picture" thinkers, setting strategic direction, overseeing management, and representing the interests of shareholders and stakeholders.

A healthy, collaborative relationship between the board and management is crucial for a company's success.

Boards should encourage management to develop scenario planning exercises that model various potential global events and their impact on the company.

In 1995, each cast at The Second City was made up of four men and two women. When it was suggested that they switch one of the companies to three men and three women, the producers and directors had the same panicked reaction. 'You can't do that. There won't be enough parts to go around. There won't be enough for the girls.' This made no sense to me, probably because I speak English and have never had a head injury. We weren't doing _Death of a Salesman._ _We were making up the show ourselves. How could there not be enough parts?_ If everyone had something to contribute, there would be enough. The insulting implication, of course, was that the women wouldn't have any ideas.

Deep knowledge of the company's industry is essential for understanding the competitive landscape, regulatory environment, and emerging trends. Board members with industry experience can provide valuable insights and guidance on strategic decision-making, risk management, and growth opportunities.

While industry knowledge provides a broad context, a thorough grasp of the company's internal workings is equally vital.

In today's interconnected and rapidly changing world, boards of directors must prioritize ensuring their companies possess agility in response to global phenomena.

In the complex and ever-evolving landscape of corporate governance, board members are entrusted with a weighty responsibility: to safeguard the interests of shareholders, guide the company's strategic direction, and ensure its long-term success.

The shift towards Permaculture Economics represents a paradigm shift in how businesses operate. By recognizing their interconnectedness with the world around them, companies can unlock new opportunities for growth, resilience, and positive impact.

It's crucial for companies to identify the specific regulatory bodies that apply to their business and ensure their internal financial metrics align with the relevant reporting standards.

I had more to say,” Sin said, still looking frustrated. “But it doesn’t come out right when I try. I always say the wrong things.” Boyd nodded but he was so caught by their proximity, by the green of Sin’s eyes, that at first he struggled with his own words. “It’s alright,” he said at last. “As long you don’t hate me, it’s enough.” “That is not enough,” Sin growled. “Not by a goddamn long shot. You just have no idea, Boyd. No fucking clue.” “About what?” “Everything. Why I acted the way I did…Why I was so pissed off. It will never make any sense to you because I don’t know how to explain.” “So try,” Boyd pressed. “Please.” “I don’t know how.

In today's consumer-driven economy, a strong marketing strategy is essential for success. Board members with marketing expertise can provide valuable insights into consumer behavior, brand positioning, and digital marketing strategies. This is especially crucial for companies in consumer goods, retail, and technology sectors.

By setting clear agendas, facilitating participation, leveraging technology, and maintaining strong communication, boards can transform meetings into strategic forums that propel the company towards long-term success.

Permaculture Economics views businesses as interconnected parts of a larger ecosystem. By understanding and optimizing these relationships, companies can create positive feedback loops that benefit not only their bottom line but also the environment, their communities, and society as a whole.

Without good strategic thinking, one event could be the end for the company. One mistake could invite demise. One unexpected situation in global supply chains, and next thing you know the company is filing for bankruptcy. Before these things ever happen, board members in the boardroom ought to be discussing and planning for how the company would respond if it were to happen.

company leaders need to provide their company with a self-organizing and semi-autonomous immune system. Effective risk management isn't about a siloed approach focusing on isolated threats. We have to think more broadly. Effective risk management requires a holistic approach that transcends a siloed focus on isolated threats. In today's interconnected business landscape, risks are rarely confined to a single department or function. Instead, they often ripple across the organization, impacting multiple areas simultaneously.

Remember, the financial statements are just a starting point. By asking the right questions and actively engaging with the data, board members can gain a deeper understanding of the company's financial health and position themselves to make sound decisions that will ensure the company's long-term success.

This is the thing that takes me longest of all when I'm beginning a novel, to work out what the limits are, what the powers of the narrator will be, what is the appropriate tone to take. And where do I see things from: am I watching this, as it were, from stage right or stage left? That makes a difference. Mike Alfreds is an English director who has a company called Shared Experience. They do a lot of adaptations of novels. He's discovered that when they use a narrator, if they put the narrator stage right, the audience perceives the narrator as being somehow involved, warm, part of what's going on. If he puts the narrator stage left, the audience feels the narrator to be critical, detached.... Ever since then, I have to say, whenever I do a conversation with someone on the stage, I take care to be stage right. But that's an aspect of where you're seeing it from, you see, whether the narrator is viewing the characters, as it were, sympathetically or, as it were, critically. This takes a while to discover for each book.

- If it helps, I used to have a hard time knowing what to do around other people so I watched them and learned to mimic them. If you don't have to be on point, I would interact the minimal amount. If you don't interact at all, people notice and you stand out, and if you're socially awkward and interact too much, people notice too much, people notice that too. But if you speak up now and then in a conversation, of infrequently agree to hang out, poeple will lose interest. It might be harder for you, but that's one thing that works for me." "- Lfe was easier when I was just expected to shoot people.

By integrating ESG principles into the core business strategy, companies can foster innovation and build resilient supply chains that withstand market volatility.

Failure was a luxury we couldn't afford, all chained together as we were, our fates locked up tight. One box office flop from a female director and no one wanted "girl" movies, one stock market plunge from a company with a woman CEO and women couldn't lead, one false accusation and we were liars, all of us. Because when we failed it was because of our chromosomes, it wasn't because of a market dip or an ineffective advertising campaign or plain bad luck.

The boardroom is more than just a meeting space; it's a crucible where the future of a company is forged. It's a dynamic arena where individuals with diverse backgrounds, experiences, and perspectives converge to make decisions that can profoundly impact the lives of employees, shareholders, customers, and communities.

That decision falls to scientists, engineers, and managers—with at least the tacit approval of company officers and boards of directors. All complex technology is inseparably coupled to an equally complex team of people and systems of people who should interact with one another as smoothly and with as clear a purpose as a set of well-meshed gears.

All he wanted was to quietly close this case: It’ll ruin this company’s reputation if word gets around in the field. The accused male employees have families and parents to protect, too. Do you really want to destroy people’s lives like this? Do you want people to find out that your pictures are out there? These obviously self-serving words of absurdity flew out of the mouth of the director, who was considered to be progressive and sensible compared to his peers.

In a place like Paris, the air is so thick with dreams they clog the streets and take all the good tables at the cafés. Poets and writers, models and designers, painters and sculptors, actors and directors, lovers and escapists, they flock to the City of Lights. That night at Polly's, the table spilled over with the rapture of pilgrims who have found their temple. That night, among new friends and safe at Shakespeare and Company, I felt it too. Hope is a most beautiful drug.

When a director at Pacific Gas & Electric, one of the nation’s largest utilities, testified that all of its control systems were getting hooked up to the Internet, to save money and speed up the transmission of energy, Lacombe asked what the company was doing about security. He didn’t know what Lacombe was talking about.

It is a joke to me that this man should have presented himself as an ardent conservationist, since so many of the companies he served as a director or in which he was a major stockholder were notorious damagers of the water or the soil or the atmosphere. But it wasn’t a joke to *MacIntosh, who had come into this world incapable of caring much about anything. So, in order to hide this deficiency, he had become a great actor, pretending even to himself that he cared passionately about all sorts of things. With

Recently I overheard an apprentice explaining to her that ordinary children have mothers and fathers. Poor Elisabeth had no idea what he was talking about. She quite happily replied that she had plenty of books to keep her company." The Director sighed. "Her attachment to grimoires is . . . " "Concerning? Yes, indeed. If she does not suffer from the lack of company, I fear it is because she see grimoires as her friends in place of people." "A dangerous way of thinking. But libraries are dangerous places. There is no getting around it.

What is weak, emphasize as strong. Not sure how to pronounce a word? Then say it loudly with confidence. If technology is outdated, the company board of directors will spend fortunes advertising that their products are the newest and best. To finance the lies, the board will fire a third of the employees, making stock prices go up. Then, before customers disconnect and go to competitors, the company will have made enough money on its lies to buy a startup company with new technology. But, of course, the new technology should not be a backdoor for thieves.

The key is to take a larger project or goal and break it down into smaller problems to be solved, constraining the scope of work to solving a key problem, and then another key problem. This strategy, of breaking a project down into discrete, relatively small problems to be resolved, is what Bing Gordon, a cofounder and the former chief creative officer of the video game company Electronic Arts, calls smallifying. Now a partner at the venture capital firm Kleiner Perkins, Gordon has deep experience leading and working with software development teams. He’s also currently on the board of directors of Amazon and Zynga. At Electronic Arts, Gordon found that when software teams worked on longer-term projects, they were inefficient and took unnecessary paths. However, when job tasks were broken down into particular problems to be solved, which were manageable and could be tackled within one or two weeks, developers were more creative and effective.

The pharmaceutical companies that fund med schools don’t want this fact realized, and therefore the information is suppressed. Many pharmaceutical companies and doctors make money by treating symptoms rather than causations. When causations are understood, cures are oftentimes a given. Cures don’t make money. Why was Aspartame released into the population despite evidence of the damage it causes while Donald Rumsfeld was CEO of Searle? Why do you think George Bush was on the board of directors for Eli Lilly9 drug manufacturing? To counteract the mass genocide he perpetuates? Why do you think politicians are so healthy and live so long? What do they know that they aren’t telling us? I’m not saying this is all a conspiracy to thin the population, but pertinent health information should be public knowledge rather than deliberately suppressed. If this information were taught in schools, unethical drug companies would loose their control on the world.

Without real accounting and financial transparency and sharing of information, there can be no economic democracy. Conversely, without a real right to intervene in corporate decision-making (including seats for workers on the company’s board of directors), transparency is of little use. Information must support democratic institutions; it is not an end in itself. If democracy is someday to regain control of capitalism, it must start by recognizing that the concrete institutions in which democracy and capitalism are embodied need to be reinvented again and again.59

You seem disappointed that I am not more responsive to your interest in "spiritual direction". Actually, I am more than a little ambivalent about the term, particularly in the ways it is being used so loosely without any sense of knowledge of the church's traditions in these matters. If by spiritual direction you mean entering into a friendship with another person in which an awareness and responsiveness to God's Spirit in the everydayness of your life is cultivated, fine. Then why call in an awkward term like "spiritual direction"? Why not just "friend"? Spiritual direction strikes me as pretentious in these circumstances, as if there were some expertise that can be acquired more or less on its own and then dispensed on demand. The other reason for my lack of enthusiasm is my well-founded fear of professionalism in any and all matters of the Christian life. Or maybe the right label for my fear is "functionalism". The moment an aspect of Christian living (human life, for that matter) is defined as a role, it is distorted, debased - and eventually destroyed. We are brothers and sisters with one another, friends and lovers, saints and sinners. The irony here is that the rise of interest in spiritual direction almost certainly comes from the proliferation of role-defined activism in our culture. We are sick and tired of being slotted into a function and then manipulated with Scripture and prayer to do what someone has decided (often with the help of some psychological testing) that we should be doing to bring glory to some religious enterprise or other. And so when people begin to show up who are interested in us just as we are - our souls - we are ready to be paid attention to in this prayerful, listening, non-manipulative, nonfunctional way. Spiritual direction. But then it begins to develop a culture and language and hierarchy all its own. It becomes first a special interest, and then a specialization. That is what seems to be happening in the circles you are frequenting. I seriously doubt that it is a healthy (holy) line to be pursuing. Instead, why don't you look over the congregation on Sundays and pick someone who appears to be mature and congenial. Ask her or him if you can meet together every month or so - you feel the need to talk about your life in the company of someone who believes that Jesus is present and active in everything you are doing. Reassure the person that he or she doesn't have to say anything "wise". You only want them to be there for you to listen and be prayerful in the listening. After three or four such meetings, write to me what has transpired, and we'll discuss it further. I've had a number of men and women who have served me in this way over the years - none carried the title "spiritual director", although that is what they have been. Some had never heard of such a term. When I moved to Canada a few years ago and had to leave a long-term relationship of this sort, I looked around for someone whom I could be with in this way. I picked a man whom I knew to be a person of integrity and prayer, with seasoned Christian wisdom in his bones. I anticipated that he would disqualify himself. So I pre-composed my rebuttal: "All I want you to do is two things: show up and shut up. Can you do that? Meet with me every six weeks or so, and just be there - an honest, prayerful presence with no responsibility to be anything other than what you have become in your obedient lifetime." And it worked. If that is what you mean by "spiritual director," okay. But I still prefer "friend". You can see now from my comments that my gut feeling is that the most mature and reliable Christian guidance and understanding comes out of the most immediate and local of settings. The ordinary way. We have to break this cultural habit of sending out for an expert every time we feel we need some assistance. Wisdom is not a matter of expertise. The peace of the Lord, Eugene

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

The closest most people have ever come to understanding what an investment banker does may have been on October 24, 1995, when they heard the outrageous special interest story of the day. The wire services released the story first. It was quickly picked up and parroted by almost every major media outlet in the country as a classic example of Wall Street excess. A fifty-eight-year-old frustrated managing director from Trust Company of the West, on an airplane trip from Buenos Aires to New York City, downed an excessive number of cocktails, got out of his seat in the first-class cabin of a United Airlines flight, dropped his pants, and took a crap on the service cart. There you have it. That’s what bankers do: consume, process, and disseminate.

This question was fired at me by one Ulf Bronner, an assistant director, in his mid-thirties perhaps, and a strikingly ill-dressed man. Still, he was not dressed as shabbily as the cameramen; through my recent work for and with broadcasting companies I have discovered that they are the scruffiest-looking individuals in any form of employment, outdone only by press photographers. I have no idea why it should be thus, but as far as I can make out press photographers seem to wear the ragged cast-offs of television cameramen. Perhaps they imagine that nobody will ever see them, because after all the camera is in front of their faces. Whenever I come across an unflattering picture of someone in a magazine—they may be grimacing or similar—I frequently wonder what the photographer must have looked like. This Bronner fellow was better dressed than that, but not much.

In psychology, they call the holistic view you form about another person your global evaluation. As you can see, your global evaluation about the height or beauty of another person greatly affects your other estimations, but many other global evaluations can produce the halo effect. When it comes to your favorite bands, directors, brands, or companies, you often lie to yourself about their shortcomings. For example, if you really, truly love a particular musician or band, you will forgive their poorer works much more readily than will a less-devoted fan. You may find yourself defending their latest album, explaining the nuances to the uninitiated, wondering why they can’t appreciate it. Or maybe you absolutely love a particular director or author, and believe her to be a genius who can do no wrong. When critics slam her latest movie or book, how do you react? Like most fanatics, you probably see the dissenters as naysayers and nitpickers drunk on their own haterade. The halo effect nullifies your objectivity.

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.

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?