Company Of Good People Quotes

My idea of good company...is the company of clever, well-informed people, who have a great deal of conversation; that is what I call good company.' 'You are mistaken,' said he gently, 'that is not good company, that is the best.

To be of good quality, you have to excuse yourself from the presence of shallow and callow minded individuals.

A library is a good place to go when you feel unhappy, for there, in a book, you may find encouragement and comfort. A library is a good place to go when you feel bewildered or undecided, for there, in a book, you may have your question answered. Books are good company, in sad times and happy times, for books are people - people who have managed to stay alive by hiding between the covers of a book." [Letters of Note; Troy (MI, USA) Public Library, 1971]

Associate yourself with people of good quality, for it is better to be alone than to be in bad company.

Even when I'm alone I have real good company — dreams and imaginations and pretendings. I like to be alone now and then, just to think over things and taste them. But I love friendships — and nice, jolly little times with people.

Good is the enemy of great. And that is one of the key reasons why we have so little that becomes great. We don't have great schools, principally because we have good schools. We don't have great government, principally because we have good government. Few people attain great lives, in large part because it is just so easy to settle for a good life.

Great vision without great people is irrelevant.

We have to keep company with supposedly bad characters if we are to survive and not succumb to mental atrophy. People of good character, so called, are the ones who end up boring us to death.

My idea of good company, Mr. Eliot, is the company of clever, well-informed people who have a great deal of conversation; that is what I call good company.

A company should limit its growth based on its ability to attract enough of the right people.

Keep not money, but keep good people's company.

I wasn't good at pretending, that was the thing. After what had happened in that burning house, given what went on there, I could see no point in being anything other than truthful with the world. I had, literally, nothing left to lose. But, by careful observation from the sidelines, I'd worked out that social success is often built on pretending just a little. Popular people sometimes have to laugh at things they don't find very funny, or do things they don't particularly want to, with people whose company they don't particularly enjoy. Not me. I had decided, years ago, that if the choice was between that or flying solo, then I'd fly solo. It was safer that way. Grief is the price we pay for love, so they say. The price is far too high.

Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists.

The happiest people are those who think the most interesting thoughts. Those who decide to use leisure as a means of mental development, who love good music, good books, good pictures, good company, good conversation, are the happiest people in the world. And they are not only happy in themselves, they are the cause of happiness in others.

The good-to-great leaders never wanted to become larger-than-life heroes. They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extraordinary results.

People like to know that the companies they interact with and buy from are companies that do good in the world.

ESG ratings impact profitability - regardless of what industry your company is in. People like to know that the companies they interact with and buy from are companies that do good in the world.

My idea of good company, Mr Elliot, is the company of clever, well-informed people, who have a great deal of conversation; that is what I call good company." "You are mistaken," said he gently, "that is not good company; that is the best. Good company requires only birth, education, and manners,

Letting the wrong people hang around is unfair to all the right people, as they inevitably find themselves compensating for the inadequacies of the wrong people. Worse, it can drive away the best people. Strong performers are intrinsically motivated by performance, and when they see their efforts impeded by carrying extra weight, they eventually become frustrated.

[from "On Keeping a Notebook"]: It is a good idea to keep in touch, and I suppose that keeping in touch is what notebooks are all about…I think we are well advised to keep on nodding terms with the people we used to be, whether we find them attractive company or not…Remember what it was to be me: that is always the point.

Books are good company, in sad times and happy times, for books are people-- people who have managed to stay alive by hiding between the covers of a book.

It's strange how we always want other people to feel what we feel. It must be a basic human drive. Misery loves company, right? Or when you see a movie that you love, don't you want to drag all your friends to see it as well? Because it's only good the second time if it's the first time for somebody else—as if their experience somehow resonates inside of you.

What separates people, Stockdale taught me, is not the presence or absence of difficulty, but how they deal with the inevitable difficulties of life.

Franz Kafka is Dead He died in a tree from which he wouldn't come down. "Come down!" they cried to him. "Come down! Come down!" Silence filled the night, and the night filled the silence, while they waited for Kafka to speak. "I can't," he finally said, with a note of wistfulness. "Why?" they cried. Stars spilled across the black sky. "Because then you'll stop asking for me." The people whispered and nodded among themselves. They put their arms around each other, and touched their children's hair. They took off their hats and raised them to the small, sickly man with the ears of a strange animal, sitting in his black velvet suit in the dark tree. Then they turned and started for home under the canopy of leaves. Children were carried on their fathers' shoulders, sleepy from having been taken to see who wrote his books on pieces of bark he tore off the tree from which he refused to come down. In his delicate, beautiful, illegible handwriting. And they admired those books, and they admired his will and stamina. After all: who doesn't wish to make a spectacle of his loneliness? One by one families broke off with a good night and a squeeze of the hands, suddenly grateful for the company of neighbors. Doors closed to warm houses. Candles were lit in windows. Far off, in his perch in the trees , Kafka listened to it all: the rustle of the clothes being dropped to the floor, or lips fluttering along naked shoulders, beds creaking along the weight of tenderness. It all caught in the delicate pointed shells of his ears and rolled like pinballs through the great hall of his mind. That night a freezing wind blew in. When the children woke up, they went to the window and found the world encased in ice. One child, the smallest, shrieked out in delight and her cry tore through the silence and exploded the ice of a giant oak tree. The world shone. They found him frozen on the ground like a bird. It's said that when they put their ears to the shell of his ears, they could hear themselves.

People from my first home say I'm brave. They tell me I'm strong. They pat me on the back and say, 'Way to go. Good job.' But the truth is, I am not really very brave; I am not really very strong; and I am not doing anything spectacular. I am simply doing what God has called me to do as a person who follows Him. He said to feed His sheep and He said to care for 'the least of these,' so that's what I'm doing, with the help of a lot people who make it possible and in the company of those who make my life worth living

I wasn't good company, that was true, and people avoided me, but that was all right. I was too busy dreaming.

Know ye not that there is here in this world a secret confraternity, which one might call the Company of Melancholiacs? That people there are who by natural constitution have been given a different nature and disposition than the others; that have a larger heart and a swifter blood, that wish and demand more, have stronger desires and a yearning which is wilder and more ardent than that of the common herd. They are fleet as children over whose birth good fairies have presided; their eyes are opened wider; their senses are more subtile in all their perceptions. The gladness and joy of life, they drink with the roots of their heart, the while the others merely grasp them with coarse hands.

Pharmaceutical companies raked in billions by forcing all kinds of pills down the throats of the ill-informed populace. So in light of these facts, his prank call could’ve been considered a wake-up call, as millions of people were swallowing their prescribed pills every day, relying on supposedly safe drugs to perpetually put off their mental issues instead of facing them head on and resolving them for good. Not only did these drugs that were labeled legal and effective mask issues, but they also made people’s mental issues worse.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Be around people that make you want to be a better person, who make you feel good, make you laugh, and remind you what's important in life.

It all comes back. Perhaps it is difficult to see the value in having one's self back in that kind of mood, but I do see it; I think we are well advised to keep on nodding terms with the people we used to be, whether we find them attractive company or not. Otherwise they turn up unannounced and surprise us, come hammering on the mind's door at 4 a.m. of a bad night and demand to know who deserted them, who betrayed them, who is going to make amends. We forget all too soon the things we thought we could never forget. We forget the loves and the betrayals alike, forget what we whispered and what we screamed, forget who we were. I have already lost touch with a couple of people I used to be; one of them, a seventeen-year-old, presents little threat, although it would be of some interest to me to know again what it feels like to sit on a river levee drinking vodka-and-orange-juice and listening to Les Paul and Mary Ford and their echoes sing "How High the Moon" on the car radio. (You see I still have the scenes, but I no longer perceive myself among those present, no longer could ever improvise the dialogue.) The other one, a twenty-three-year-old, bothers me more. She was always a good deal of trouble, and I suspect she will reappear when I least want to see her, skirts too long, shy to the point of aggravation, always the injured party, full of recriminations and little hurts and stories I do not want to hear again, at once saddening me and angering me with her vulnerability and ignorance, an apparition all the more insistent for being so long banished. It is a good idea, then, to keep in touch, and I suppose that keeping in touch is what notebooks are all about. And we are all on our own when it comes to keeping those lines open to ourselves: your notebook will never help me, nor mine you.

Be careful of who becomes your friend and why. The person who will bite off your lips one day will have to first promise you a kiss today. Be careful of hypocrites.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

I always considered myself a loner. I mean, not like a poor-me, Byron-esque, I-should-have-brought-a-swimming-buddy loner. I mean the sort of person who doesn’t feel too upset about the prospect of a weekend spent seeing no one, and reading good books on the couch. It wasn’t like I was a people hater or anything. I enjoyed activities and the company of friends. But they were a side dish. I always thought I would be happy without them.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

But there’s a reason. There’s a reason. There’s a reason for this, there’s a reason education sucks, and it’s the same reason that it will never, ever, ever be fixed. It’s never gonna get any better. Don’t look for it. Be happy with what you got. Because the owners of this country don't want that. I'm talking about the real owners now, the real owners, the big wealthy business interests that control things and make all the important decisions. Forget the politicians. The politicians are put there to give you the idea that you have freedom of choice. You don't. You have no choice. You have owners. They own you. They own everything. They own all the important land. They own and control the corporations. They’ve long since bought and paid for the senate, the congress, the state houses, the city halls, they got the judges in their back pockets and they own all the big media companies so they control just about all of the news and information you get to hear. They got you by the balls. They spend billions of dollars every year lobbying, lobbying, to get what they want. Well, we know what they want. They want more for themselves and less for everybody else, but I'll tell you what they don’t want: They don’t want a population of citizens capable of critical thinking. They don’t want well informed, well educated people capable of critical thinking. They’re not interested in that. That doesn’t help them. Thats against their interests. Thats right. They don’t want people who are smart enough to sit around a kitchen table to figure out how badly they’re getting fucked by a system that threw them overboard 30 fucking years ago. They don’t want that. You know what they want? They want obedient workers. Obedient workers. People who are just smart enough to run the machines and do the paperwork, and just dumb enough to passively accept all these increasingly shittier jobs with the lower pay, the longer hours, the reduced benefits, the end of overtime and the vanishing pension that disappears the minute you go to collect it, and now they’re coming for your Social Security money. They want your retirement money. They want it back so they can give it to their criminal friends on Wall Street, and you know something? They’ll get it. They’ll get it all from you, sooner or later, 'cause they own this fucking place. It's a big club, and you ain’t in it. You and I are not in the big club. And by the way, it's the same big club they use to beat you over the head with all day long when they tell you what to believe. All day long beating you over the head in their media telling you what to believe, what to think and what to buy. The table is tilted folks. The game is rigged, and nobody seems to notice, nobody seems to care. Good honest hard-working people -- white collar, blue collar, it doesn’t matter what color shirt you have on -- good honest hard-working people continue -- these are people of modest means -- continue to elect these rich cocksuckers who don’t give a fuck about them. They don’t give a fuck about you. They don’t give a fuck about you. They don't care about you at all -- at all -- at all. And nobody seems to notice, nobody seems to care. That's what the owners count on; the fact that Americans will probably remain willfully ignorant of the big red, white and blue dick that's being jammed up their assholes everyday. Because the owners of this country know the truth: it's called the American Dream, because you have to be asleep to believe it.

The Stock Exchange is something very different. There is no economy and no production of goods and services. There are only fantasies in which people from one hour to the next decide that this or that company is worth so many billions, more or less. It doesn't have a thing to do with reality or with the Swedish economy.

The living can't quit living because the world has turned terrible and people they love and need are killed. They can't because they don't. The light that shines into darkness and never goes out calls them on into life. It calls them back again into the great room. It calls them into their bodies and into the world, into whatever the world will require. It calls them into work and pleasure, goodness and beauty, and the company of other loved ones.

Where is the graveyard of dead gods? What lingering mourner waters their mounds? There was a time when Jupiter was the king of the gods, and any man who doubted his puissance was ipso facto a barbarian and an ignoramus. But where in all the world is there a man who worships Jupiter today? And who of Huitzilopochtli? In one year - and it is no more than five hundred years ago - 50,000 youths and maidens were slain in sacrifice to him. Today, if he is remembered at all, it is only by some vagrant savage in the depths of the Mexican forest. Huitzilopochtli, like many other gods, had no human father; his mother was a virtuous widow; he was born of an apparently innocent flirtation that she carried out with the sun. When he frowned, his father, the sun, stood still. When he roared with rage, earthquakes engulfed whole cities. When he thirsted he was watered with 10,000 gallons of human blood. But today Huitzilopochtli is as magnificently forgotten as Allen G. Thurman. Once the peer of Allah, Buddha and Wotan, he is now the peer of Richmond P. Hobson, Alton B. Parker, Adelina Patti, General Weyler and Tom Sharkey. Speaking of Huitzilopochtli recalls his brother Tezcatlipoca. Tezcatlipoca was almost as powerful; he consumed 25,000 virgins a year. Lead me to his tomb: I would weep, and hang a couronne des perles. But who knows where it is? Or where the grave of Quetzalcoatl is? Or Xiuhtecuhtli? Or Centeotl, that sweet one? Or Tlazolteotl, the goddess of love? Of Mictlan? Or Xipe? Or all the host of Tzitzimitl? Where are their bones? Where is the willow on which they hung their harps? In what forlorn and unheard-of Hell do they await their resurrection morn? Who enjoys their residuary estates? Or that of Dis, whom Caesar found to be the chief god of the Celts? Of that of Tarves, the bull? Or that of Moccos, the pig? Or that of Epona, the mare? Or that of Mullo, the celestial jackass? There was a time when the Irish revered all these gods, but today even the drunkest Irishman laughs at them. But they have company in oblivion: the Hell of dead gods is as crowded as the Presbyterian Hell for babies. Damona is there, and Esus, and Drunemeton, and Silvana, and Dervones, and Adsullata, and Deva, and Bellisima, and Uxellimus, and Borvo, and Grannos, and Mogons. All mighty gods in their day, worshipped by millions, full of demands and impositions, able to bind and loose - all gods of the first class. Men labored for generations to build vast temples to them - temples with stones as large as hay-wagons. The business of interpreting their whims occupied thousands of priests, bishops, archbishops. To doubt them was to die, usually at the stake. Armies took to the field to defend them against infidels; villages were burned, women and children butchered, cattle were driven off. Yet in the end they all withered and died, and today there is none so poor to do them reverence. What has become of Sutekh, once the high god of the whole Nile Valley? What has become of: Resheph Anath Ashtoreth El Nergal Nebo Ninib Melek Ahijah Isis Ptah Anubis Baal Astarte Hadad Addu Shalem Dagon Sharaab Yau Amon-Re Osiris Sebek Molech? All there were gods of the highest eminence. Many of them are mentioned with fear and trembling in the Old Testament. They ranked, five or six thousand years ago, with Yahweh Himself; the worst of them stood far higher than Thor. Yet they have all gone down the chute, and with them the following: Bilé Ler Arianrhod Morrigu Govannon Gunfled Sokk-mimi Nemetona Dagda Robigus Pluto Ops Meditrina Vesta You may think I spoof. That I invent the names. I do not. Ask the rector to lend you any good treatise on comparative religion: You will find them all listed. They were gods of the highest standing and dignity-gods of civilized peoples-worshiped and believed in by millions. All were omnipotent, omniscient and immortal. And all are dead.

Not that I wanted that. To be a boss, I mean. The president of the company said that was precisely why he wanted me to do it. He said you don't have to lead by telling people what to do, you can lead by just letting them do what they're capable of instead. So I tried to be a teacher more than a boss...if you can do something for someone in such a way that they think they managed it all on their own, then you've done a good job.

It is a good rule in life to be wary of the company of people who think of themselves in the third person, no matter how well justified they might seem to be in doing so.

The moment you feel the need to tightly manage someone, you’ve made a hiring mistake. The best people don’t need to be managed. Guided, taught, led—yes. But not tightly managed.

When people say the word "convention," they are usually referring to large gatherings of the employees of companies and corporations who attend a mass assembly, usually in a big hotel somewhere, for the purpose of pretending to learn stuff when they are in fact enjoying a free trip somewhere, time off work, and the opportunity to flirt with strangers, drink, and otherwise indulge themselves. The first major difference between a business convention and a fan-dom convention is that fandom doesn’t bother with the pretenses. They’re just there to have a good time. The second difference is the dress code— the ensembles at a fan convention tend to be considerably more novel.

Why should I have to hide the fact that I don't believe there’s a supreme being? There’s no proof of it. There’s no harm in saying you’re an atheist. It doesn't mean you treat people any differently. I live by the Golden Rule to do unto others, as you'd want to be treated. I just simply don't believe in religion, and I don’t believe necessarily that there’s a supreme being that watches over all of us. I follow the teachings of George Carlin. George said he worshipped the sun. He was a fellow atheist. I’m in good company … Albert Einstein, Mark Twain, Charles Darwin. It’s not like I’m not with good company and intelligent people. There have been some good, intelligent atheists who have lived in the world.

Keeping bad company is like being in a germ-infested area. You never know what you’ll catch.

How are you coming with your home library? Do you need some good ammunition on why it's so important to read? The last time I checked the statistics...I think they indicated that only four percent of the adults in this country have bought a book within the past year. That's dangerous. It's extremely important that we keep ourselves in the top five or six percent. In one of the Monthly Letters from the Royal Bank of Canada it was pointed out that reading good books is not something to be indulged in as a luxury. It is a necessity for anyone who intends to give his life and work a touch of quality. The most real wealth is not what we put into our piggy banks but what we develop in our heads. Books instruct us without anger, threats and harsh discipline. They do not sneer at our ignorance or grumble at our mistakes. They ask only that we spend some time in the company of greatness so that we may absorb some of its attributes. You do not read a book for the book's sake, but for your own. You may read because in your high-pressure life, studded with problems and emergencies, you need periods of relief and yet recognize that peace of mind does not mean numbness of mind. You may read because you never had an opportunity to go to college, and books give you a chance to get something you missed. You may read because your job is routine, and books give you a feeling of depth in life. You may read because you did go to college. You may read because you see social, economic and philosophical problems which need solution, and you believe that the best thinking of all past ages may be useful in your age, too. You may read because you are tired of the shallowness of contemporary life, bored by the current conversational commonplaces, and wearied of shop talk and gossip about people. Whatever your dominant personal reason, you will find that reading gives knowledge, creative power, satisfaction and relaxation. It cultivates your mind by calling its faculties into exercise. Books are a source of pleasure - the purest and the most lasting. They enhance your sensation of the interestingness of life. Reading them is not a violent pleasure like the gross enjoyment of an uncultivated mind, but a subtle delight. Reading dispels prejudices which hem our minds within narrow spaces. One of the things that will surprise you as you read good books from all over the world and from all times of man is that human nature is much the same today as it has been ever since writing began to tell us about it. Some people act as if it were demeaning to their manhood to wish to be well-read but you can no more be a healthy person mentally without reading substantial books than you can be a vigorous person physically without eating solid food. Books should be chosen, not for their freedom from evil, but for their possession of good. Dr. Johnson said: "Whilst you stand deliberating which book your son shall read first, another boy has read both.

There is, if you don't mind my saying so, something sinister about men who avoid wine, games, the company of charming women, and good dinner-table conversation. People like that are either seriously ill or they secretly disdain their fellow men.

The church is constituted as a new people who have been gathered from the nations to remind the world that we are in fact one people. Gathering, therefore, is an eschatological act as it is the foretaste of the unity of the communion of the saints.

It’s loneliness. Even though I’m surrounded by loved ones who care about me and want only the best, it’s possible they try to help only because they feel the same thing—loneliness—and why, in a gesture of solidarity, you’ll find the phrase “I am useful, even if alone” carved in stone. Though the brain says all is well, the soul is lost, confused, doesn’t know why life is being unfair to it. But we still wake up in the morning and take care of our children, our husband, our lover, our boss, our employees, our students, those dozens of people who make an ordinary day come to life. And we often have a smile on our face and a word of encouragement, because no one can explain their loneliness to others, especially when we are always in good company. But this loneliness exists and eats away at the best parts of us because we must use all our energy to appear happy, even though we will never be able to deceive ourselves. But we insist, every morning, on showing only the rose that blooms, and keep the thorny stem that hurts us and makes us bleed hidden within. Even knowing that everyone, at some point, has felt completely and utterly alone, it is humiliating to say, “I’m lonely, I need company. I need to kill this monster that everyone thinks is as imaginary as a fairy-tale dragon, but isn’t.” But it isn’t. I wait for a pure and virtuous knight, in all his glory, to come defeat it and push it into the abyss for good, but that knight never comes. Yet we cannot lose hope. We start doing things we don’t usually do, daring to go beyond what is fair and necessary. The thorns inside us will grow larger and more overwhelming, yet we cannot give up halfway. Everyone is looking to see the final outcome, as though life were a huge game of chess. We pretend it doesn’t matter whether we win or lose, the important thing is to compete. We root for our true feelings to stay opaque and hidden, but then … … instead of looking for companionship, we isolate ourselves even more in order to lick our wounds in silence. Or we go out for dinner or lunch with people who have nothing to do with our lives and spend the whole time talking about things that are of no importance. We even manage to distract ourselves for a while with drink and celebration, but the dragon lives on until the people who are close to us see that something is wrong and begin to blame themselves for not making us happy. They ask what the problem is. We say that everything is fine, but it’s not … Everything is awful. Please, leave me alone, because I have no more tears to cry or heart left to suffer. All I have is insomnia, emptiness, and apathy, and, if you just ask yourselves, you’re feeling the same thing. But they insist that this is just a rough patch or depression because they are afraid to use the real and damning word: loneliness. Meanwhile, we continue to relentlessly pursue the only thing that would make us happy: the knight in shining armor who will slay the dragon, pick the rose, and clip the thorns. Many claim that life is unfair. Others are happy because they believe that this is exactly what we deserve: loneliness, unhappiness. Because we have everything and they don’t. But one day those who are blind begin to see. Those who are sad are comforted. Those who suffer are saved. The knight arrives to rescue us, and life is vindicated once again. Still, you have to lie and cheat, because this time the circumstances are different. Who hasn’t felt the urge to drop everything and go in search of their dream? A dream is always risky, for there is a price to pay. That price is death by stoning in some countries, and in others it could be social ostracism or indifference. But there is always a price to pay. You keep lying and people pretend they still believe, but secretly they are jealous, make comments behind your back, say you’re the very worst, most threatening thing there is. You are not an adulterous man, tolerated and often even admired, but an adulterous woman, one who is ...

Sir, people never wanted me to make it to squire. They won't like it any better if I become a knight. I doubt I'll ever get to command a force larger than, well, just me.' Raoul shook his head. 'You're wrong.' As she started to protest, he raised a hand. 'Hear me out. I have some idea of what you've had to bear to get this far, and it won't get easier. But there are larger issues than your fitness for knighthood, issues that involve lives and livelihoods. Attend,' he said, so much like Yayin, one of her Mithran teachers, that Kel had to smile. 'At our level, there are four kids of warrior,' he told Kel. He raised a fist and held up one large finger. 'Heroes, like Alanna the Lioness. Warriors who find dark places and fight in them alone. This is wonderful, but we live in the real world. There aren't many places without any hope or light.' He raised a second finger. 'We have knights- plain, everyday knights, like your brothers. They patrol their borders and protect their tenants, or they go into troubled areas at the king's command and sort them out. They fight in battles, usually against other knights. A hero will work like an everyday knight for a time- it's expected. And most knights must be clever enough to manage alone.' Kel nodded. 'We have soldiers,' Raoul continued, raising a third finger. 'Those warriors, including knights, who can manage so long as they're told what to do. These are more common, thank Mithros, and you'll find them in charge of companies in the army, under the eye of a general. Without people who can take orders, we'd be in real trouble. 'Commanders.' He raised his little finger. 'Good ones, people with a knack for it, like, say, the queen, or Buri, or young Dom, they're as rare as heroes. Commanders have an eye not just for what they do, but for what those around them do. Commanders size up people's strengths and weaknesses. They know where someone will shine and where they will collapse. Other warriors will obey a true commander because they can tell that the commander knows what he- or she- is doing.' Raoul picked up a quill and toyed with it. 'You've shown flashes of being a commander. I've seen it. So has Qasim, your friend Neal, even Wyldon, though it would be like pulling teeth to get him to admit it. My job is to see if you will do more than flash, with the right training. The realm needs commanders. Tortall is big. We have too many still-untamed pockets, too curse many hideyholes for rogues, and plenty of hungry enemies to nibble at our borders and our seafaring trade. If you have what it takes, the Crown will use you. We're too desperate for good commanders to let one slip away, even a female one. Now, finish that'- he pointed to the slate- 'and you can stop for tonight.

And yet, the fact that we are no longer killing people for heresy in the West suggests that bad ideas, however sacred, cannot survive the company of good ones forever.

You are about to embark upon the Great Crusade, toward which we have striven these many months. The eyes of the world are upon you. The hopes and prayers of liberty-loving people everywhere march with you. In company with our brave Allies and brothers-in-arms on other Fronts, you will bring about the destruction of the German war machine, the elimination of Nazi tyranny over the oppressed peoples of Europe, and security for ourselves in a free world. Your task will not be an easy one. Your enemy is well trained, well equipped and battle hardened. He will fight savagely. But this is the year 1944! Much has happened since the Nazi triumphs of 1940-41. The United Nations have inflicted upon the Germans great defeats, in open battle, man-to-man. Our air offensive has seriously reduced their strength in the air and their capacity to wage war on the ground. Our Home Fronts have given us an overwhelming superiority in weapons and munitions of war, and placed at our disposal great reserves of trained fighting men. The tide has turned! The free men of the world are marching together to Victory! I have full confidence in your courage and devotion to duty and skill in battle. We will accept nothing less than full Victory! Good luck! And let us beseech the blessing of Almighty God upon this great and noble undertaking.

Youth was the time for happiness, its only season; young people, leading a lazy, carefree life, partially occupied by scarcely absorbing studies, were able to devote themselves unlimitedly to the liberated exultation of their bodies. They could play, dance, love, and multiply their pleasures. They could leave a party, in the early hours of the morning, in the company of sexual partners they had chosen, and contemplate the dreary line of employees going to work. They were the salt of the earth, and everything was given to them, everything was permitted for them, everything was possible. Later on, having started a family, having entered the adult world, they would be introduced to worry, work, responsibility, and the difficulties of existence; they would have to pay taxes, submit themselves to administrative formalities while ceaselessly bearing witness--powerless and shame-filled--to the irreversible degradation of their own bodies, which would be slow at first, then increasingly rapid; above all, they would have to look after children, mortal enemies, in their own homes, they would have to pamper them, feed them, worry about their illnesses, provide the means for their education and their pleasure, and unlike in the world of animals, this would last not just for a season, they would remain slaves of their offspring always, the time of joy was well and truly over for them, they would have to continue to suffer until the end, in pain and with increasing health problems, until they were no longer good for anything and were definitively thrown into the rubbish heap, cumbersome and useless. In return, their children would not be at all grateful, on the contrary their efforts, however strenuous, would never be considered enough, they would, until the bitter end, be considered guilty because of the simple fact of being parents. From this sad life, marked by shame, all joy would be pitilessly banished. When they wanted to draw near to young people's bodies, they would be chased away, rejected, ridiculed, insulted, and, more and more often nowadays, imprisoned. The physical bodies of young people, the only desirable possession the world has ever produced, were reserved for the exclusive use of the young, and the fate of the old was to work and to suffer. This was the true meaning of solidarity between generations; it was a pure and simple holocaust of each generation in favor of the one that replaced it, a cruel, prolonged holocaust that brought with it no consolation, no comfort, nor any material or emotional compensation.

When hiring, try to surround yourself with people who are good in addition to being good at what they do. Genuine decency—an instinct for fairness and openness and mutual respect—is a rarer commodity in business than it should be, and you should look for it in the people you hire and nurture it in the people who work for you.

All it takes is a belief that people are fundamentally good—and enough courage to treat your people like owners instead of machines. Machines do their jobs; owners do whatever is needed to make their companies and teams successful. People spend

My idea of good company is the company of clever, well-informed people who have a great deal of conversation; that is what I call good company.

I intercepted Chaol, and he informed me of your ‘condition.’ You’d think a man in his position wouldn’t be so squeamish, especially after examining all of those corpses.” Calaena opened an eye and frowned as Dorian sat on her bed. “I’m in a state of absolute agony and I can’t be bothered.” “It can’t be that bad,” he said, fishing a deck of cards from his jacket. “Want to play?” “I already told you that I don’t feel well.” “You look fine to me.” He skillfully shuffled the deck. “Just one game.” “Don’t you pay people to entertain you?” He glowered, breaking the deck. “You should be honored by my company.” “I’d be honored if you would leave.” “For someone who relies on my good graces, you’re very bold.” “Bold? I’ve barely begun.” Lying on her side, she curled her knees to her chest. He laughed, pocketing the deck of cards. “Your new canine companion is doing well, if you wish to know.” She moaned into her pillow. “Go away. I feel like dying.” “No fair maiden should die alone,” he said, putting a hand on hers. “Shall I read to you in your final moments? What story would you like?” She snatched her hand back. “How about the story of the idiotic prince who won’t leave the assassin alone?” “Oh! I love that story! It has such a happy ending, too—why, the assassin was really feigning her illness in order to get the prince’s attention! Who would have guessed it? Such a clever girl. And the bedroom scene is so lovely—it’s worth reading through all of their ceaseless banter!” “Out! Out! Out! Leave me be and go womanize someone else!” She grabbed a book and chucked it at him.

Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist.

Those who build great companies understand that the ultimate throttle on growth for any great company is not markets, or technology, or competition, or products. It is one thing above all others: the ability to get and keep enough of the right people. The management team

The moment a leader allows himself to become the primary reality people worry about, rather than reality being the primary reality, you have a recipe for mediocrity, or worse. This is one of the key reasons why less charismatic leaders often produce better long-term results than their more charismatic counterparts. Indeed,

The Western States nervous under the beginning change. Texas and Oklahoma, Kansas and Arkansas, New Mexico, Arizona, California. A single family moved from the land. Pa borrowed money from the bank, and now the bank wants the land. The land company--that's the bank when it has land --wants tractors, not families on the land. Is a tractor bad? Is the power that turns the long furrows wrong? If this tractor were ours it would be good--not mine, but ours. If our tractor turned the long furrows of our land, it would be good. Not my land, but ours. We could love that tractor then as we have loved this land when it was ours. But the tractor does two things--it turns the land and turns us off the land. There is little difference between this tractor and a tank. The people are driven, intimidated, hurt by both. We must think about this. One man, one family driven from the land; this rusty car creaking along the highway to the west. I lost my land, a single tractor took my land. I am alone and bewildered. And in the night one family camps in a ditch and another family pulls in and the tents come out. The two men squat on their hams and the women and children listen. Here is the node, you who hate change and fear revolution. Keep these two squatting men apart; make them hate, fear, suspect each other. Here is the anlarge of the thing you fear. This is the zygote. For here "I lost my land" is changed; a cell is split and from its splitting grows the thing you hate--"We lost our land." The danger is here, for two men are not as lonely and perplexed as one. And from this first "we" there grows a still more dangerous thing: "I have a little food" plus "I have none." If from this problem the sum is "We have a little food," the thing is on its way, the movement has direction. Only a little multiplication now, and this land, this tractor are ours. The two men squatting in a ditch, the little fire, the side- meat stewing in a single pot, the silent, stone-eyed women; behind, the children listening with their souls to words their minds do not understand. The night draws down. The baby has a cold. Here, take this blanket. It's wool. It was my mother's blanket--take it for the baby. This is the thing to bomb. This is the beginning--from "I" to "we." If you who own the things people must have could understand this, you might preserve yourself. If you could separate causes from results, if you could know Paine, Marx, Jefferson, Lenin, were results, not causes, you might survive. But that you cannot know. For the quality of owning freezes you forever into "I," and cuts you off forever from the "we." The Western States are nervous under the begining change. Need is the stimulus to concept, concept to action. A half-million people moving over the country; a million more restive, ready to move; ten million more feeling the first nervousness. And tractors turning the multiple furrows in the vacant land.

Good manners is the art of making those people easy with whom we converse. Whoever makes the fewest persons uneasy is the best bred in the company.

Those who decide to use leisure as a means of mental development, who love good music, good books, good pictures, good company, good conversation, are the happiest people in the world.

The final relationship that cannot be ignored is with disrupters: They are individuals who cause trouble for sport - inciting opposition to management for a variety of reasons, most of them petty. Usually these people have good performance - that's their cover - and so they are endured or appeased. A company that manages people well takes disrupters head-on. First they give them very tough evaluations, naming their bad behaviour and demanding it change. Usually it won't. Disrupters are a personality type. If that's the case, get them out of the way of people trying to do their jobs. They're poison.

War brings out the worst and the best in people. Wars do not make men great, but they do bring out the greatness in good men. War is romantic only to those who are far away from the sounds and turmoil of battle. For those of us who served in Easy Company, and for those who served their country in other theaters, we came back as better men and women as a result of being in combat, and most would do it again if called upon. But each of us hoped that if we had learned anything from the experience it is that war is unreal, and we earnestly hoped that it would never happen again.

A library is many things. It’s a place to go, to get in out of the rain. It’s a place to go if you want to sit and think. But particularly it is a place where books live, and where you can get in touch with other people, and other thoughts, through books. If you want to find out about something, the information is in the reference books — the dictionaries, the encyclopedias, the atlases. If you like to be told a story, the library is the place to go. Books hold most of the secrets of the world, most of the thoughts that men and women have had. And when you are reading a book, you and the author are alone together — just the two of you. A library is a good place to go when you feel unhappy, for there, in a book, you may find encouragement and comfort. A library is a good place to go when you feel bewildered or undecided, for there, in a book, you may have your question answered. Books are good company, in sad times and happy times, for books are people — people who have managed to stay alive by hiding between the covers of a book.

They didn’t use discussion as a sham process to let people “have their say” so that they could “buy in” to a predetermined decision. The process was more like a heated scientific debate, with people engaged in a search for the best answers.

my idea of good company.. is the company of clever, well-informed people. who have a great deal of conversation.

A comprehensive treatment plan for the heart’s diseases is to deny the self of its desires,        Enjoin hunger, keep worship vigilance in the night, be silent, and meditate in private;        Also keep company with good people who possess sincerity, those who are emulated in their states and statements;        And, finally, take refuge in the One unto whom all affairs return. That is the most beneficial treatment for all of the previous diseases.        This must be to the point in which you are like a man drowning or someone lost in a barren desert and see no source of succor        Except from the Guardian, possessor of the greatest power. He is the One who responds to the call of the distressed.

First Who ... Then What. We expected that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats—and then they figured out where to drive it. The old adage “People are your most important asset” turns out to be wrong. People are not your most important asset. The right people are.

They talked about nothing in particular, sentences that had meaning only in the sound of the voices, in the warm gaiety, in the ease of complete relaxation. They were simply four people who liked being there together.

Yes. It is a series of moments called ‘now’. We can live only in the here and now. Our lives exist only in moments. Adults who do not know this attempt to impose ‘linear’ lives onto young people. Their thinking is that staying on the conventional tracks—good university, big company, stable household—is a happy life. But life is not made up of lines or anything like that.

Millions of business people are each constantly forced to choose between their desire to not be a bad person and their desire to be a good business person, that is to say, to make as much money as they possibly can by maximizing their revenue while minimizing the cost of producing whatever it is that they sell.

What would it mean in practice to eliminate all the 'negative people' from one's life? It might be a good move to separate from a chronically carping spouse, but it is not so easy to abandon the whiny toddler, the colicky infant, or the sullen teenager. And at the workplace, while it's probably advisable to detect and terminate those who show signs of becoming mass killers, there are other annoying people who might actually have something useful to say: the financial officer who keeps worrying about the bank's subprime mortgage exposure or the auto executive who questions the company's overinvestment in SUVs and trucks. Purge everyone who 'brings you down,' and you risk being very lonely, or, what is worse, cut off from reality.

The good-to-great companies made a habit of putting their best people on their best opportunities, not their biggest problems. The comparison companies had a penchant for doing just the opposite, failing to grasp the fact that managing your problems can only make you good, whereas building your opportunities is the only way to become great. There is an important

People are always in good company when they are doing what they really enjoy.

My idea of good company, Mr Elliot, is the company of clever, well-informed people, who have a great deal of conversation; that is what I call good company.

Charisma can be as much a liability as an asset, as the strength of your leadership personality can deter people from bringing you the brutal facts.

You won’t be important to other people all the time, and that’s why you have to be important to yourself. Learn to enjoy your own company. Take care of yourself. Encourage positive self-talk – and become your own support system. Your needs matter, so start meeting them yourself. Don’t rely on others.

As a leader – you know you’re feared when your people don’t want to upset you. You know you’re respected when your people don’t want to disappoint you. A good leader knows that respect is a greater source of influence than fear.

With a Masters in Management from USC, I did some consultant work in Reorganization, New Products, and Change. Amazon was smart to have me as a Beta and got my advice for free. Amazon was the only company who did because for other companies, it wasn't. But what I got from Amazon is a good understanding of how they operate, the culture, and the people behind the business - Strong by Kailin Gow

Why, oh why doth people gazeth into their damn'd phones in a restaurant when there is good fayre and wond'rful company to be enjoy'd?

Then again, having people around was no guarantee that they'd make good company.

People are “the company” and those in charge can and always will hide behind that facade, that “the company must survive,” or “for the good of the company,” and so on, wrecking or promoting for personal reasons, enmities or hatreds.

while it was true that books could change with the years just as much as people could, the difference was that whereas people would always drop you when they could no longer get any advantage or pleasure or interest or at least a good feeling from you, a book would never abandon you. Naturally you sometimes dropped them, maybe for several years, or even forever. But they, even if you betrayed them, would never turn their backs on you: they would go on waiting for you silently and humbly on their shelf. They would wait for ten years. They wouldn't complain. One night, when you suddenly needed a book, even at three in the morning, even if it was a book you had abandoned and erased from your heart for years and years, it would never disappoint you, it would come down from its shelf and keep you company in your moment of need. It would not try to get its own back or make excuses or ask itself if it was worth its while or if you deserved it or if you still suited each other, it would come at once as soon as you asked. A book would never let you down.

Think of the transformation as a process of buildup followed by breakthrough, broken into three broad stages: disciplined people, disciplined thought, and disciplined action. Within each of these three stages, there are two key concepts, shown in the framework and described below. Wrapping around this entire framework is a concept we came to call the flywheel, which captures the gestalt of the entire process of going from good to great.

You have to distinguish between two things - the Swedish economy and the Swedish stock market. The Swedish economy is the sum of all the goods and services that are produced in this country every day. There are telephones from Ericsson, cars from Volvo, chickens from Scan, and shipments from Kiruna to Skovde. That's the Swedish economy, and it's just as strong or weak today as it was a week ago... The Stock Exchange is something very different. There is no economy and no production of goods and services. There are only fantasies in which people from one hour to the next decide that this or that company is worth so many billions, more or less. It doesn't have a thing to do with the Swedish economy.

most cherished desires of present-day Westerners are shaped by romantic, nationalist, capitalist and humanist myths that have been around for centuries. Friends giving advice often tell each other, ‘Follow your heart.’ But the heart is a double agent that usually takes its instructions from the dominant myths of the day, and the very recommendation to ‘follow your heart’ was implanted in our minds by a combination of nineteenth-century Romantic myths and twentieth-century consumerist myths. The Coca-Cola Company, for example, has marketed Diet Coke around the world under the slogan ‘Diet Coke. Do what feels good.’ Even what people take to be their most personal desires are usually programmed by the imagined order. Let’s consider, for example, the popular desire to take a holiday abroad. There is nothing natural or obvious about this. A chimpanzee alpha male would never think of using his power in order to go on holiday into the territory of a neighbouring chimpanzee band. The elite of ancient Egypt spent their fortunes building pyramids and having their corpses mummified, but none of them thought of going shopping in Babylon or taking a skiing holiday in Phoenicia. People today spend a great deal of money on holidays abroad because they are true believers in the myths of romantic consumerism. Romanticism tells us that in order to make the most of our human potential we must have as many different experiences as we can. We must open ourselves to a wide spectrum of emotions; we must sample various kinds of relationships; we must try different cuisines; we must learn to appreciate different styles of music. One of the best ways to do all that is to break free from our daily routine, leave behind our familiar setting, and go travelling in distant lands, where we can ‘experience’ the culture, the smells, the tastes and the norms of other people. We hear again and again the romantic myths about ‘how a new experience opened my eyes and changed my life’. Consumerism tells us that in order to be happy we must consume as many products and services as possible. If we feel that something is missing or not quite right, then we probably need to buy a product (a car, new clothes, organic food) or a service (housekeeping, relationship therapy, yoga classes). Every television commercial is another little legend about how consuming some product or service will make life better. 18. The Great Pyramid of Giza. The kind of thing rich people in ancient Egypt did with their money. Romanticism, which encourages variety, meshes perfectly with consumerism. Their marriage has given birth to the infinite ‘market of experiences’, on which the modern tourism industry is founded. The tourism industry does not sell flight tickets and hotel bedrooms. It sells experiences. Paris is not a city, nor India a country – they are both experiences, the consumption of which is supposed to widen our horizons, fulfil our human potential, and make us happier. Consequently, when the relationship between a millionaire and his wife is going through a rocky patch, he takes her on an expensive trip to Paris. The trip is not a reflection of some independent desire, but rather of an ardent belief in the myths of romantic consumerism. A wealthy man in ancient Egypt would never have dreamed of solving a relationship crisis by taking his wife on holiday to Babylon. Instead, he might have built for her the sumptuous tomb she had always wanted. Like the elite of ancient Egypt, most people in most cultures dedicate their lives to building pyramids. Only the names, shapes and sizes of these pyramids change from one culture to the other. They may take the form, for example, of a suburban cottage with a swimming pool and an evergreen lawn, or a gleaming penthouse with an enviable view. Few question the myths that cause us to desire the pyramid in the first place.

Bad things happened. The people closest to you surprised you in the most disappointing ways.

One psycho for every nine stable people in the company is a good ratio.

Leaders are not good because they are right, they are good because people follow them, and people follow those who are willing to listen and learn.

Never borrow the devil's pitchfork for he will surely use it against you. - On Uncomfortable Associations

A good many times I have been present at gatherings of people who, by the standards of the traditional culture, are thought highly educated and who have with considerable gusto been expressing their incredulity of scientists. Once or twice I have been provoked and have asked the company how many of them could describe the Second Law of Thermodynamics. The response was cold: it was also negative. Yet I was asking something which is the scientific equivalent of: Have you read a work of Shakespeare's? I now believe that if I had asked an even simpler question -- such as, What do you mean by mass, or acceleration, which is the scientific equivalent of saying, Can you read? -- not more than one in ten of the highly educated would have felt that I was speaking the same language. So the great edifice of modern physics goes up, and the majority of the cleverest people in the western world have about as much insight into it as their neolithic ancestors would have had.

From time to time, Musk will send out an e-mail to the entire company to enforce a new policy or let them know about something that’s bothering him. One of the more famous e-mails arrived in May 2010 with the subject line: Acronyms Seriously Suck: There is a creeping tendency to use made up acronyms at SpaceX. Excessive use of made up acronyms is a significant impediment to communication and keeping communication good as we grow is incredibly important. Individually, a few acronyms here and there may not seem so bad, but if a thousand people are making these up, over time the result will be a huge glossary that we have to issue to new employees. No one can actually remember all these acronyms and people don’t want to seem dumb in a meeting, so they just sit there in ignorance. This is particularly tough on new employees. That needs to stop immediately or I will take drastic action—I have given enough warnings over the years. Unless an acronym is approved by me, it should not enter the SpaceX glossary. If there is an existing acronym that cannot reasonably be justified, it should be eliminated, as I have requested in the past. For example, there should be no “HTS” [horizontal test stand] or “VTS” [vertical test stand] designations for test stands. Those are particularly dumb, as they contain unnecessary words. A “stand” at our test site is obviously a *test* stand. VTS-3 is four syllables compared with “Tripod,” which is two, so the bloody acronym version actually takes longer to say than the name! The key test for an acronym is to ask whether it helps or hurts communication. An acronym that most engineers outside of SpaceX already know, such as GUI, is fine to use. It is also ok to make up a few acronyms/contractions every now and again, assuming I have approved them, eg MVac and M9 instead of Merlin 1C-Vacuum or Merlin 1C-Sea Level, but those need to be kept to a minimum.

For whoever does not truly have God within themselves, but must constantly receive him in one external thing after another, seeking God in diverse ways, whether by particular works, people or places, such a person does not possess God. The least thing can impede them, for they do not have God and do not seek, love and intend him alone. It is not only bad company but also good company that can obstruct them, not only the street but also the church, not only evil words and deeds but also good words and deeds, for the obstruction lies within themselves, since in them God has not become all things.

Here are some suggestions. Do not bite, kick or hit, except in self-defence. Do not torture and bully other children, so you don’t end up in jail. Eat in a civilized and thankful manner, so that people are happy to have you at their house, and pleased to feed you. Learn to share, so other kids will play with you. Pay attention when spoken to by adults, so they don’t hate you and might therefore deign to teach you something. Go to sleep properly, and peaceably, so that your parents can have a private life and not resent your existence. Take care of your belongings, because you need to learn how and because you’re lucky to have them. Be good company when something fun is happening, so that you’re invited for the fun. Act so that other people are happy you’re around, so that people will want you around. A child who knows these rules will be welcome everywhere.

A good many times I have been present at gatherings of people who, by the standards of the traditional culture, are thought highly educated and who have with considerable gusto been expressing their incredulity at the illiteracy of scientists. Once or twice I have been provoked and have asked the company how many of them could describe the Second Law of Thermodynamics. The response was cold: it was also negative. Yet I was asking something which is about the scientific equivalent of: Have you read a work of Shakespeare's?

The meaning of life in western secular society is to be successful. So many people are success mad and they are encouraged to reach for something and have so called "worthwhile goals". Money, fame, power, good looks, possessions are the indicators of success and the media and advertising companies exploit this. People are conditioned to believe that they can only feel happy or good about themselves if they have these things. This of course is not true.

I talk a lot about "the relentless pursuit of perfection." In practice, this can mean a lot of things, and it's hard to define. It's a mindset, more than a specific set of rules. It's not about perfectionism at all costs. It's about creating an environment in which people refuse to accept mediocrity. It's about pushing back against the urge to say that "good enough" is good enough.

A world full of "certainties" All the plans, all the vanities. Where black covers the white Suited in "confidence"- the constant fight. A million roads I dream to take One destination, knowing not I turn where. A green veil covers for two years, some two decades. But the "plan" awaits, new roads to make. I pant, I struggle, I do my best While they say, "You are, dear, but so inadequate".

You do not deserve most of what has happened or will. But there is something I can offer you. Whoever you are. Out there. As lonely as it gets, you are not alone. There is another kind of love. It’s the love of art. Because I believe in art the way other people believe in god. In art I’ve met an army of people - a tribe that gives good company and courage and hope. In books and painting and music and film. This book? It’s for you. It’s water I made a path through. I’m not speaking out of my asshole when I say this. Come in. The water will hold you.

Allowing people the freedom to pursue their own interests (within the limits of just conduct) is the best and only sustainable way to achieve societal progress. For individuals to develop and have a chance at happiness, they must be free to make their own choices and mistakes, rather than be forced to accept choices made for them by others.

Love one another, fathers," the elder taught (as far as Alyosha could recall afterwards). "Love God's people. For we are not holier than those in the world because we have come here and shut ourselves within these walls, but, on the contrary, anyone who comes here, by the very fact that he has come, already knows himself to be worse than all those who are in the world, worse than all on earth...And the longer a monk lives within his walls, the more keenly he must be aware of it. For otherwise he had no reason to come here. But when he knows that he is not only worse than all those in the world, but is also guilty before all people, on behalf of all and for all, for all human sins, the world's and each person's, only then will the goal of our unity be achieved. For you must know, my dear ones, that each of us is undoubtedly guilty on behalf of all and for all on earth, not only because of the common guilt of the world, but personally, each one of us, for all people and for each person on this earth. This knowledge is the crown of the monk's path, and of every man's path on earth. For monks are not a different sort of men, but only such as all men on earth ought also to be. Only then will our hearts be moved to a love that is infinite, universal, and that knows no satiety. Then each of us will be able to gain the whole world by love and wash away the world's sins with his tears...Let each of you keep close company with his heart, let each of you confess to himself untiringly. Do not be afraid of your sin, even when you perceive it, provided you are repentant, but do not place conditions on God. Again I say, do not be proud. Do not be proud before the lowly, do not be proud before the great either. And do not hate those who reject you, disgrace you, revile you, and slander you. Do not hate atheists, teachers of evil, materialists, not even those among them who are wicked, nor those who are good, for many of them are good, especially in our time. Remember them thus in your prayers: save, Lord, those whom there is no one to pray for, save also those who do not want to pray to you. And add at once: it is not in my pride that I pray for it, Lord, for I myself am more vile than all...Love God's people, do not let newcomers draw your flock away, for if in your laziness and disdainful pride, in your self-interest most of all, you fall asleep, they will come from all sides and lead your flock away. Teach the Gospel to the people untiringly...Do not engage in usury...Do not love silver and gold, do not keep it...Believe, and hold fast to the banner. Raise it high...

What woman lives on her own with a goat and a low roof of drying herbs? What woman keeps company with the birds and the creatures that belonged to the dappled places? What woman finds contentment in such a solitary life, has no need of children or the comfort of a man? One who has been chosen to walk the boundaries. One who somehow has an understanding of the mysteries of the world and who sees in the clawing briars God's own handwriting.

Do you know why teachers use me? Because I speak in tongues. I write metaphors. Every one of my stories is a metaphor you can remember. The great religions are all metaphor. We appreciate things like Daniel and the lion’s den, and the Tower of Babel. People remember these metaphors because they are so vivid you can’t get free of them and that’s what kids like in school. They read about rocket ships and encounters in space, tales of dinosaurs. All my life I’ve been running through the fields and picking up bright objects. I turn one over and say, Yeah, there’s a story. And that’s what kids like. Today, my stories are in a thousand anthologies. And I’m in good company. The other writers are quite often dead people who wrote in metaphors: Edgar Allan Poe, Herman Melville, Washington Irving, Nathaniel Hawthorne. All these people wrote for children. They may have pretended not to, but they did.

Mistakes and miscalculations are human and normal, and viewed in the long run they have not damaged the company. I do not mind taking responsibilty for every managerial decision I have made. But if a person who makes a mistake is branded and kicked off the seniority promotion escalator, he could lose his motivation for the rest of his business life and depreive the company of whaever good things he may have to offer later. If the casues of the mistake are clarified and made public, the person who made the mistake will not forget it and others will not make the same mistake. I tell our people “Go ahead and do what you think is right. If you make a mistake, you will learn form it. Just don't make the same mistake twice.

It seems so dreadful to be a bachelor, to become an old man struggling to keep one's dignity while begging for an invitation whenever one wants to spend an evening in company, having to carry one's meal home in one's hand, unable to expect anyone with a lazy sense of calm confidence, able only with difficulty and vexation to give a gift to someone, having to say good night at the front door, never being able to run up a stairway beside one's wife, to lie ill and have only the solace of the view from one's window when one can sit up, to have only side doors in one's room leading into other people's living rooms, to feel estranged from one’s family, with whom one can keep on close terms only by marriage, first by the marriage of one's parents, then, when the effect of that has worn off, by one's own, having to admire other people's children and not even being allowed to go on saying: “I have none myself,” never to feel oneself grow older since there is no family growing up around one, modeling oneself in appearance and behavior on one or two bachelors remembered from our youth.

Principled Entrepreneurship™—creating superior value for our customers while consuming fewer resources and always acting lawfully and with integrity. Good profit comes from making a contribution in society—not from corporate welfare or other ways of taking advantage of people.

IBM and other mainframe companies spent more money selling their products and serving their customers than they did in actually building their machines. They sold their computers to people who were actually going to use them, not to middlemen, and this market required good manners. Microcomputer companies sold equipment as if it were corn, in large quantities; they spent most of their money making things and competed not by being polite but by being aggressive.

So when we say that Christians work from a gospel worldview, it does not mean that they are constantly speaking about Christian teaching in their work. Some people think of the gospel as something we are principally to “look at” in our work. This would mean that Christian musicians should play Christian music, Christian writers should write stories about conversion, and Christian businessmen and -women should work for companies that make Christian-themed products and services for Christian customers. Yes, some Christians in those fields would sometimes do well to do those things, but it is a mistake to think that the Christian worldview is operating only when we are doing such overtly Christian activities. Instead, think of the gospel as a set of glasses through which you “look” at everything else in the world. Christian artists, when they do this faithfully, will not be completely beholden either to profit or to naked self-expression; and they will tell the widest variety of stories. Christians in business will see profit as only one of several bottom lines; and they will work passionately for any kind of enterprise that serves the common good. The Christian writer can constantly be showing the destructiveness of making something besides God into the central thing, even without mentioning God directly.

It seemed...that intelligence wasn't as pure and unalterable a characteristic as people believed. Being intelligent was like being good: you could be virtuous in one person's company and yet wicked in another's. You could be intelligent with one person and stupid with another. It was partly to do with confidence...In a way she had been more confident when she had been eighteen and foolish. At twenty-three, with Michael, she felt less confident and therefore less intelligent.

The sooner temper shows up in a relationship, the worse the implications. Most people are on their best behavior early in a relationship, so be wary of people who display irritability early on. It can indicate both brittleness and a sense of entitlement, not to mention disrespect. People who have a short fuse and expect that life should go according to their wishes don't make for good company. If you find yourself reflexively stepping in to soothe someone's anger, watch out.

No,” said a third student. “Novartis is a public company. It’s not the boss or the board who decides. It’s the shareholders. If the board changes its priorities the shareholders will just elect a new board.” “That’s right,” I said. “It’s the shareholders who want this company to spend their money on researching rich people’s illnesses. That’s how they get a good return on their shares.” So there’s nothing wrong with the employees, the boss, or the board, then. “Now, the question is”—I looked at the student who had first suggested the face punching—“who owns the shares in these big pharmaceutical companies?” “Well, it’s the rich.” He shrugged. “No. It’s actually interesting because pharmaceutical shares are very stable. When the stock market goes up and down, or oil prices go up and down, pharma shares keep giving a pretty steady return. Many other kinds of companies’ shares follow the economy—they do better or worse as people go on spending sprees or cut back—but the cancer patients always need treatment. So who owns the shares in these stable companies?” My young audience looked back at me, their faces like one big question mark. “It’s retirement funds.” Silence. “So maybe I don’t have to do any punching, because I will not meet the shareholders. But you will. This weekend, go visit your grandma and punch her in the face. If you feel you need someone to blame and punish, it’s the seniors and their greedy need for stable stocks.

You are born into a family and those are your people, and they know you and they love you, and if you are lucky they even on occasion manage to understand you. And that ought to be enough. But it is never enough. Abe had not been dressing up, styling himself, for all these years because he was trying to prove how different he was from everyone else. He did it in the hope of attracting the attention of somebody else—somewhere, someday—who was the same. He was not flying his freak flag; he was sending up a flare, hoping for rescue, for company in the solitude of his passion. “You were with your people. You found them,” I said. He nodded. “That’s good,” I said. “You’re early.

What I'm trying to say is, as I get older, all the things I've done to make money have become less important in my life. I'm proud of the company. I've built it up from nothing and I'm sure as hell not going to stand by and watch it get eaten up. But when I'm sitting out on the patio on a Sunday afternoon and I start counting my blessings, it's the people I love that come to my mind, not the company.

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.

I wasn't good at pretending... I could see no point in being anything other than truthful with the world... But, by careful observation from the sidelines, I'd worked out that social success is often built on pretending just a little. Popular people sometimes have to laugh at things they don't find funny, do things they don't particularly want to, with people whose company they don't particularly enjoy. Not me. I had decided, years ago, that if the choice was between that or flying solo, then I'd fly solo.

People love to watch viral videos in which one kindly fisherman saves one sea turtle from a snarl of trash; they are less passionate about electing politicians who will dismantle policies that entrench corporate power and allow companies to pump poison into the oceans and skies in order to shore up the immoral wealth of billionaires and further destabilize the lives of the poor who will remain locked in toil until the planet boils us all to death as Jeff Bezos waves good-bye from his private rocket. Strange!

So to get people talking, companies and organizations need to mint social currency. Give people a way to make themselves look good while promoting their products and ideas along the way. There are three ways to do that: (1) find inner remarkability; (2) leverage game mechanics; and (3) make people feel like insiders.

It’s strange how we always want other people to feel what we feel. It must be a basic human drive. Misery loves company, right? Or when you see a movie that you love, don’t you want to drag all your friends to see it as well? Because it’s only good the second time if it’s the first time for somebody else—as if their experience somehow resonates inside of you. The power of shared experiences. Maybe it’s a way to remind ourselves that on some level we’re all connected.

I learned over a long period of trial and error to see in him what God made him to be. Wounded people use a lot of smoke and mirrors, they thrust the bitterness and rage out there like a shield. Then it becomes their banner, and finally, their weapon. But I stopped falling for the bitterness and rage. I didn’t stop knowing it was there—and there for a very good reason—but I stopped taking the bullet for it. With God’s help, I was able to start seeing through the smoke.

Jim Collins, the author of the business classic Good to Great, was once told by Peter Drucker that he could either build a great company or build great ideas but not both. Jim chose ideas. As a result of this trade-off there are still only three full-time employees in his company, yet his ideas have reached tens of millions of people through his writing.8

The Apple Marketing Philosophy” that stressed three points. The first was empathy, an intimate connection with the feelings of the customer: “We will truly understand their needs better than any other company.” The second was focus: “In order to do a good job of those things that we decide to do, we must eliminate all of the unimportant opportunities.” The third and equally important principle, awkwardly named, was impute. It emphasized that people form an opinion about a company or product based on the signals that it conveys. “People DO judge a book by its cover,” he wrote. “We may have the best product, the highest quality, the most useful software etc.; if we present them in a slipshod manner, they will be perceived as slipshod; if we present them in a creative, professional manner, we will impute the desired qualities.

Now I'll never see him again, and maybe it's a good thing. He walked out of my life last night for once and for all. I know with sickening certainty that it's the end. There were just those two dates we had, and the time he came over with the boys, and tonight. Yet I liked him too much - - - way too much, and I ripped him out of my heart so it wouldn't get to hurt me more than it did. Oh, he's magnetic, he's charming; you could fall into his eyes. Let's face it: his sex appeal was unbearably strong. I wanted to know him - - - the thoughts, the ideas behind the handsome, confident, wise-cracking mask. "I've changed," he told me. "You would have liked me three years ago. Now I'm a wiseguy." We sat together for a few hours on the porch, talking, and staring at nothing. Then the friction increased, centered. His nearness was electric in itself. "Can't you see," he said. "I want to kiss you." So he kissed me, hungrily, his eyes shut, his hand warm, curved burning into my stomach. "I wish I hated you," I said. "Why did you come?" "Why? I wanted your company. Alby and Pete were going to the ball game, and I couldn't see that. Warrie and Jerry were going drinking; couldn't see that either." It was past eleven; I walked to the door with him and stepped outside into the cool August night. "Come here," he said. "I'll whisper something: I like you, but not too much. I don't want to like anybody too much." Then it hit me and I just blurted, "I like people too much or not at all. I've got to go down deep, to fall into people, to really know them." He was definite, "Nobody knows me." So that was it; the end. "Goodbye for good, then," I said. He looked hard at me, a smile twisting his mouth, "You lucky kid; you don't know how lucky you are." I was crying quietly, my face contorted. "Stop it!" The words came like knife thrusts, and then gentleness, "In case I don't see you, have a nice time at Smith." "Have a hell of a nice life," I said. And he walked off down the path with his jaunty, independent stride. And I stood there where he left me, tremulous with love and longing, weeping in the dark. That night it was hard to get to sleep.

Though the brain says all is well, the soul is lost, confused, doesn’t know why life is being unfair to it. But we still wake up in the morning and take care of our children, our husband, our lover, our boss, our employees, our students, those dozens of people who make an ordinary day come to life. And we often have a smile on our face and a word of encouragement, because no one can explain their loneliness to others, especially when we are always in good company. But this loneliness exists and eats away at the best parts of us because we must use all our energy to appear happy, even though we will never be able to deceive ourselves. But we insist, every morning, on showing only the rose that blooms, and keep the thorny stem that hurts us and makes us bleed hidden within.

As for the prayers, I suppose they can’t hurt. I’ve never found much good in them, I’ll confess that here, though I keep such thoughts private when in public company. Who would confide in a physician who claimed no affiliation with God? I still must feed myself, and keep my house. I still need my patients. But too many people believe with too much conviction in what amounts to, at best, a superstition. I’ve seen science change a patient’s diagnosis, but I’ve never heard a prayer that changed God’s mind about a damn thing..

optimism in a leader, especially in challenging times, is so vital. Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion. Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist.

One is that the offshore system is perhaps the strongest determinant of how political and economic power works in this world. It helps rich people, companies and countries stay on top, for no good economic or political reason. It’s the battleground of the rich versus the poor, you versus the corporations, the havens against the democracies – and in each battle, unless you’re very rich, you are losing.

when the Vietnamese came to the United States they often faced prejudice from everyone—White, Black, and Hispanics. But they didn’t beg for handouts and often took the lowest jobs offered. Even well-educated individuals didn’t mind sweeping floors if it was a paying job. Today many of these same Vietnamese are property owners and entrepreneurs. That’s the message I try to get across to the young people. The same opportunities are there, but we can’t start out as vice president of the company. Even if we landed such a position, it wouldn’t do us any good anyway because we wouldn’t know how to do our work. It’s better to start where we can fit in and then work our way up.

Welcome to the human race. Nobody controls his own life, Ender. The best you can do is choose to fill the roles given [to] you by good people, by people who love you. I didn't come here because I wanted to be a colonist. I came because I've spent my whole life in the company of the brother that I hated. Now I want a chance to know the brother that I love, before it's too late, before we're not children anymore.

In 1939, unemployment was over 17 percent. Just outside of Boston at 210 Lincoln Street, there were over three hundred shoe companies. Some of them decided to pass the hat to help those who didn’t have enough to eat. So the 210 Foundation was born, and it still exists today. “Shoe People Helping Shoe People.” It is the only industry organization of its kind. It binds those in the industry with a certain respect and a desire to help those who fall on hard times. We used to call it the “Old Shoe Biz.” That meant lasting friendships, drinking, good restaurants,

We tend to be honorable, trustworthy, and have high ideals of how to treat others.  Thus, we can’t imagine anyone else would do anything other than what we would do.  WRONG!  It pays to learn about human nature and that in essence, people are not good and trustworthy.  Yes, there are wonderful human beings on this planet, but you won’t run into them daily or even regularly unless you’ve worked hard to choose the company that you keep.

literature is a way in which we can learn to live deeper lives -- husband with wife, parent with child, brother with sister, fellow member with fellow member. Most good authors are better than we are. They are much better company than our own friends. What comes from good company? What comes from good company is better manners, greater sensitivity, greater sensibility, greater empathy, great sympathy. Reading good literature makes us more capable of understanding other people, of loving other people, those whom we don't particularly want to love, even our enemies, as well as those closest to us. How can we expect to have full marriages when we are not going into those marriages with full minds and fine sensibilities? We are ignoring the tremendous possibilities of a delicate, well-poised, rich, sensitive life if we ignore the literature of the past. There is no substitute.

As CEO, you should have an opinion on absolutely everything. You should have an opinion on every forecast, every product plan, every presentation, and even every comment. Let people know what you think. If you like someone’s comment, give her the feedback. If you disagree, give her the feedback. Say what you think. Express yourself. This will have two critically important positive effects:   Feedback won’t be personal in your company. If the CEO constantly gives feedback, then everyone she interacts with will just get used to it. Nobody will think, “Gee, what did she really mean by that comment? Does she not like me?” Everybody will naturally focus on the issues, not an implicit random performance evaluation.   People will become comfortable discussing bad news. If people get comfortable talking about what each other are doing wrong, then it will be very easy to talk about what the company is doing wrong. High-quality company cultures get their cue from data networking routing protocols: Bad news travels fast and good news travels slowly. Low-quality company cultures take on the personality of the Wicked Witch of the West in The Wiz: “Don’t nobody bring me no bad news.

One thing that tells me a company is in trouble is when they tell me how good they were in the past. Same with countries. You don’t want to forget your identity. I am glad that you were great in the fourteenth century, but that was then and this is now. When memories exceed dreams, the end is near. The hallmark of a truly successful organization is the willingness to abandon what made it successful and start fresh.” In societies that have more memories than dreams, too many people are spending too many days looking backward. They see dignity, affirmation, and self-worth not by mining the present but by chewing on the past. And even that is usually not a real past but an imagined and adorned past. Indeed, such societies focus all their imagination on making that imagined past even more beautiful than it ever was, and then they cling to it…, rather than imagining a better future and acting on that.

When we look at other people, we are prone to construct our own ideal images of ourselves, which we then detract from and judge. Imagine, for example, a child who never talks back to his parents, excels in both schoolwork and sports, attends a good university, and joins a large company. There are parents who will compare their child to such an image of an ideal child—which is an impossible fiction—and then be filled with complaints and dissatisfaction. They treat the idealized image as one hundred points, and they gradually subtract from that. This is truly a “judgment” way of thinking. Instead, the parents could refrain from comparing their child to anyone else, see him for who he actually is, and be glad and grateful for his being there. Instead of taking away points from some idealized image, they could start from zero. And if they do that, they should be able to call out to his existence itself.

You have to distinguish between two things – the Swedish economy and the Swedish stock market. The Swedish economy is the sum of all the goods and services that are produced in this country every day. There are telephones from Ericsson, cars from Volvo, chickens from Scan, and shipments from Kiruna to Skövde. That’s the Swedish economy, and it’s just as strong or weak today as it was a week ago.” He paused for effect and took a sip of water. “The Stock Exchange is something very different. There is no economy and no production of goods and services. There are only fantasies in which people from one hour to the next decide that this or that company is worth so many billions, more or less. It doesn’t have a thing to do with reality or with the Swedish economy.

The writing life is brutal on a wounded mind. It really is. So much time spent alone. So much time spent in self-reflection. Emotional wounds heal in other people’s hearts but you have to reopen yours and examine them in order to re-create their painful feelings on the page. Ugly, twisted, vicious thoughts flitter through other people’s minds, but you have to seize yours and hold them to the light in order to understand the soul’s shadowy corners. You have to shred your comfortable pieties. You have to tear your illusions to feathers and rags. When you’re working well, you become bad company, inward-turning, querulous, obsessed.

How do tyrants hold on to power for so long? For that matter, why is the tenure of successful democratic leaders so brief? How can countries with such misguided and corrupt economic policies survive for so long? Why are countries that are prone to natural disasters so often unprepared when they happen? And how can lands rich with natural resources at the same time support populations stricken with poverty? Equally, we may well wonder: Why are Wall Street executives so politically tone-deaf that they dole out billions in bonuses while plunging the global economy into recession? Why is the leadership of a corporation, on whose shoulders so much responsibility rests, decided by so few people? Why are failed CEOs retained and paid handsomely even as their company’s shareholders lose their shirts? In

WHO OWNS THE MEDIA? Most Americans have very little understanding of the degree to which media ownership in America—what we see, hear, and read—is concentrated in the hands of a few giant corporations. In fact, I suspect that when people look at the hundreds of channels they receive on their cable system, or the many hundreds of magazines they can choose from in a good bookstore, they assume that there is a wide diversity of ownership. Unfortunately, that’s not the case. In 1983 the largest fifty corporations controlled 90 percent of the media. That’s a high level of concentration. Today, as a result of massive mergers and takeovers, six corporations control 90 percent of what we see, hear, and read. This is outrageous, and a real threat to our democracy. Those six corporations are Comcast, News Corp, Disney, Viacom, Time Warner, and CBS. In 2010, the total revenue of these six corporations was $275 billion. In a recent article in Forbes magazine discussing media ownership, the headline appropriately read: “These 15 Billionaires Own America’s News Media Companies.” Exploding technology is transforming the media world, and mergers and takeovers are changing the nature of ownership. Freepress.net is one of the best media watchdog organizations in the country, and has been opposed to the kind of media consolidation that we have seen in recent years. It has put together a very powerful description of what media concentration means.

Boy, you're good at figuring things out. Isn't he? Except that if anybody's the devil in this room it's _you_, buster." An extraordinary bitterness came into his face. "I've seen you before. I know you, all right, preacher man. Age after age, you come back. You always lead the crusades. You're so damned golden-tongued, other people just flock to die for your causes. You die with them, it's true, because you're stupid enough to believe your own great lies; but you always come back again somehow. Oh, I know _you_.

It is really a very risky, nay, a fatal thing, to be sociable; because it means contact with natures, the great majority of which are bad morally, and dull or perverse, intellectually. To be unsociable is not to care about such people; and to have enough in oneself to dispense with the necessity of their company is a great piece of good fortune; because almost all our sufferings spring from having to do with other people; and that destroys the peace of mind, which, as I have said, comes next after health in the elements of happiness. Peace of mind is impossible without a considerable amount of solitude. The Cynics renounced all private property in order to attain the bliss of having nothing to trouble them; and to renounce society with the same object is the wisest thing a man can do. Bernardin de Saint Pierre has the very excellent and pertinent remark that to be sparing in regard to food is a means of health; in regard to society, a means of tranquillity—la diète des ailmens nous rend la santé du corps, et celle des hommes la tranquillité de l'âme. To be soon on friendly, or even affectionate, terms with solitude is like winning a gold mine; but this is not something which everybody can do.

She raised her hands from the side of the pen in a gesture hieratic and profound. A visionary light settled in her eyes. She saw the streak as a vast swinging bridge extending upward from the earth through a field of living fire. Upon it a vast horde of souls were rumbling toward heaven. There were whole companies of white-trash, clean for the first time in their lives, and bands of black niggers in white robes, and battalions of freaks and lunatics shouting and clapping and leaping like frogs. And bringing up the end of the procession was a tribe of people whom she recognized at once as those who, like herself and Claud, had always had a little of everything and the God-given wit to use it right. She leaned forward to observe them closer. They were marching behind the others with great dignity, accountable as they had always been for good order and common sense and respectable behavior. They alone were on key. Yet she could see by their shocked and altered faces that even their virtues were being burned away. She lowered her hands and gripped the rail of the hog pen, her eyes small but fixed unblinkingly on what lay ahead. In a moment the vision faded but she remained where she was, immobile.

Change has to do with an organizations identity, not just its operations. Operations follow identity, not the other way around. So when we think about change, it’s about “who are we as a company?” and “who are we becoming as a company?” That said, the identity of who we are becoming must permeate the organization through each individual identity in the organization being changed – not just people being given new sets of instructions. Implementing the R6 framework definitely starts with you, the executives and senior managers, but it also allows for more distributed implementation throughout the organization – and that’s good for you. That frees you up to stay focused on the big picture.

I want to sleep, I think. I want to stop struggling and give in. I want to let the water take me and never have to be in my own company again. I want to stop dragging myself around, stop feeling the weight of every thought like they're stones pulling me farther and farther under, the seafloor and surface both out of sight. I want to stop feeling weak just because some days, I can hardly carry my heavy heart. ... I want to belong to myself. I want to stop feeling worthless and pointless and hopeless and less, less, less than everyone else around me. I want to live, not just survive, and fill myself up with all the people who have loved me into this moment and this man. I want to believe I am good and kind and clever and worthy with as much conviction as I have believed the opposites. I want to stop picking at life like it's a meal I don't want to eat, because I want to. I want to taste it all. I want life to be a feast, even if I have to eat it raw and bloody and burned some days. I will pick bones from my teeth. I will let the juice drip down my chin. ... I want to sleep, I think as the sea rocks me, my name on its breath and my body suspended in its gentle embrace. But what I say is, "I want to wake up.

No one could have handled the stress that Michael was under perfectly, but optimism in a leader, especially in challenging times, is so vital. Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion. Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist. —

A good many times I have been present at gatherings of people who, by the standards of the traditional culture, are thought highly educated and who have with considerable gusto been expressing their incredulity at the illiteracy of scientists. Once or twice I have been provoked and have asked the company how many of them could describe the Second Law of Thermodynamics. The response was cold: it was also negative. Yet I was asking something which is about the scientific equivalent of: “Have you read a work of Shakespeare’s?” Despite

You should focus relentlessly on something you’re good at doing, but before that you must think hard about whether it will be valuable in the future. For the startup world, this means you should not necessarily start your own company, even if you are extraordinarily talented. If anything, too many people are starting their own companies today. People who understand the power law will hesitate more than others when it comes to founding a new venture: they know how tremendously successful they could become by joining the very best company while it’s growing fast. The power law means that differences between companies will dwarf the differences in roles inside companies. You could have 100% of the equity if you fully fund your own venture, but if it fails you’ll have 100% of nothing. Owning just 0.01% of Google, by contrast, is incredibly valuable (more than $35 million as of this writing).

To be passive is to let others decide for you. To be aggressive is to decide for others. To be assertive is to decide for yourself. In myths, nothing good comes from gloating. You have to let the gods maintain the image of their singular power. I did not yet know that nightmares know no geography, that guilt and anxiety wander borderless. It is a reflex to expect the bad with the good. I don't know what fears kept hidden only grow more fierce. I don't know that my habits of pretending are only making us worse. Maybe moving forward also meant circling back. There are always two worlds. The one that I choose and the one that I deny, which inserts itself without my permission. To change our behavior, we must change our feelings and to change our feelings, we must change our thoughts. Freedom is bout choice - about choosing compassion, humor, optimism, intuition, curiosity and self-expression. To be free is to live in the present. When you have something to prove, you are not free. When we grieve, it's not just over what happened - we grieve for what didn't happen. You can't heal what you can't feel. It's easier to hold someone or something else responsible for your pain than to take responsibility for ending your own victimhood. Our painful experiences aren't a liability, they are a gift. They give us perspective and meaning, an opportunity to find our unique purpose and our strength. One of the proving grounds for our freedom is in how we relate to our loved ones. There is no forgiveness without rage. But to ask "why" is to stay in the past, to keep company with our guilt and regret. We can't control other people and we can't control the past. You can't change what happened, you can't change what you did or what was done to you. But you can choose how you live now.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

Even in the early nineteenth century, people like Goethe had little good to say about grumbling, coarsely behaved nationalist romantics of the Arndt or Jahn variety. By contrast, Germany’s greatest author enjoyed the witty company of intelligent Jews. “As a rule they are more keenly curious and apt to contribute than any German nationalist,” Goethe wrote. “Their ability to understand things quickly and analyze them in depth, as well as their native wit, makes them a much more receptive audience than you can find among the real and true Germans with their slow and dull minds.

While I was busy wondering if we were expecting anybody, it took me by surprise when an arm—which I was starting to get very well acquainted with at this rate—snaked around my waist and pulled me backward. My ass landed on something hard and hot, immediately molding into the space. Aaron’s lap. His breath caressed the shell of my ear. “You didn’t say good morning.” My back straightened as I remembered my lame runaway moment. “You almost made me drop my cookie, Mr. Robot.” It was so weird, so strange, calling him that, like I had done so many times in the past. As if that belonged to a whole different life. To two different people. Aaron chuckled, and it tickled my neck. “I wouldn’t dare. I know better than that.” His arm tightened around me, and I had to restrain myself from wrapping my hands around it. “What are you doing?” I whispered loudly. Charo would come back in at any second. “I was feeling lonely,” he admitted, lowering his voice and making my mind fly with everything he wasn’t saying. Stupid. I need to stop being stupid. “And if I’m going to sit through this one-sided interrogation, the least you can do is keep me company. Plus, you owe me a conversation.” “I was right there.” My voice came out strangled. “And Charo is not here now.” He hummed, and that noise traveled straight to my lower belly. “She will be back though. You know I like to be extra prepared.

In 2005 Rick Santorum, a senator from AccuWeather’s home state of Pennsylvania and a recipient of Myers family campaign contributions, introduced a bill that would have written this idea into law. The bill was a little vague, but it appeared to eliminate the National Weather Service’s website or any other means of communication with the public. It allowed the Weather Service to warn people about the weather just before it was about to kill them, but at no other time—and exactly how anyone would be any good at predicting extreme weather if he or she wasn’t predicting all the other weather was left unclear. Pause a moment to consider the audacity of that maneuver. A private company whose weather predictions were totally dependent on the billions of dollars spent by the U.S. taxpayer to gather the data necessary for those predictions, and on decades of intellectual weather work sponsored by the U.S. taxpayer, and on international data-sharing treaties made on behalf of the U.S. taxpayer, and on the very forecasts that the National Weather Service generated, was, in effect, trying to force the U.S. taxpayer to pay all over again for what the National Weather Service might be able to tell him or her for free.

The people of jewel," said Olga Ciavolga,"treat their children like delicate flowers. They think they will not survive without constant protection. But there are parts of the world where young boys and girls spend weeks at a time with no company except a herd of goats. They chase away wolves. They take care of themselves, and they take care of the herd. And so, when hard times come - as they always do in the end - those children are resourceful and brave. If they have to walk from one end of the county to the other, carrying their baby brother and sisters, they will do it. If they have to hide during the day and travel at night to avoid soldiers, they will do it. They do not give up easily." The tunnel took a sharp right-hand turn and, for a moment, the old woman s voice was lost. Something dropped onto Goldie's arm, and she opened her mouth to yelp - and thought of those children carrying their baby brothers and sisters through the night - and closed her mouth and kept going. She rounded the corner in time to hear Olga Ciavolga murmur,"Of course, I am not saying that it is a good thing to give children such heavy responsibility's. They must be allowed to have a childhood. But they must also be allowed to find their courage and their wisdom, and learn when to stand and when to run away. After all, if they are not permitted to climb the trees, how will they ever see the great and wonderful world that lies before them?

Integrity of thought, flexibility of mind, and a consuming curiosity concerning the world and its occupants were the touchstones to her friendship. Whether she happened to find these in some struggling gifted youth or in some person of recognized achievement, her response was equally sincere. The sensitive antennae of her own sympathy and human awareness reached out in a roomful of people and unerringly found minds to quicken hers, talents to match her own. She loved wit, but not at the expense of wisdom. She delighted in good company and the exchange of talk, yet she was seldom deceived by mere superficial brilliance.” -p. 505

As I’ve told you many times, I’m split in two. One side contains my exuberant cheerfulness, my flippancy, my joy in life and, above all, my ability to appreciate the lighter side of things. By that I mean not finding anything wrong with flirtations, a kiss, an embrace, an off-color joke. This side of me is usually lying in wait to ambush the other one, which is much purer, deeper and finer. No one knows Anne’s better side, and that’s why most people can’t stand me. Oh, I can be an amusing clown for an afternoon, but after that everyone’s had enough of me to last a month. Actually, I’m what a romantic movie is to a profound thinker—a mere diversion, a comic interlude, something that is soon forgotten: not bad, but not particularly good either. I hate having to tell you this, but why shouldn’t I admit it when I know it’s true? My lighter, more superficial side will always steal a march on the deeper side and therefore always win. You can’t imagine how often I’ve tried to push away this Anne, which is only half of what is known as Anne—to beat her down, hide her. But it doesn’t work, and I know why. I’m afraid that people who know me as I usually am will discover I have another side, a better and finer side. I’m afraid they’ll mock me, think I’m ridiculous and sentimental and not take me seriously. I’m used to not being taken seriously, but only the “lighthearted” Anne is used to it and can put up with it; the “deeper” Anne is too weak. If I force the good Anne into the spotlight for even fifteen minutes, she shuts up like a clam the moment she’s called upon to speak, and lets Anne number one do the talking. Before I realize it, she’s disappeared. So the nice Anne is never seen in company. She’s never made a single appearance, though she almost always takes the stage when I’m alone. I know exactly how I’d like to be, how I am … on the inside. But unfortunately I’m only like that with myself. And perhaps that’s why—no, I’m sure that’s the reason why—I think of myself as happy on the inside and other people think I’m happy on the outside. I’m guided by the pure Anne within, but on the outside I’m nothing but a frolicsome little goat tugging at its tether. As I’ve told you, what I say is not what I feel, which is why I have a reputation for being boy-crazy as well as a flirt, a smart aleck and a reader of romances. The happy-go-lucky Anne laughs, gives a flippant reply, shrugs her shoulders and pretends she doesn’t give a darn. The quiet Anne reacts in just the opposite way. If I’m being completely honest, I’ll have to admit that it does matter to me, that I’m trying very hard to change myself, but that I’m always up against a more powerful enemy. A voice within me is sobbing, “You see, that’s what’s become of you. You’re surrounded by negative opinions, dismayed looks and mocking faces, people who dislike you, and all because you don’t listen to the advice of your own better half.” Believe me, I’d like to listen, but it doesn’t work, because if I’m quiet and serious, everyone thinks I’m putting on a new act and I have to save myself with a joke, and then I’m not even talking about my own family, who assume I must be sick, stuff me with aspirins and sedatives, feel my neck and forehead to see if I have a temperature, ask about my bowel movements and berate me for being in a bad mood, until I just can’t keep it up anymore, because when everybody starts hovering over me, I get cross, then sad, and finally end up turning my heart inside out, the bad part on the outside and the good part on the inside, and keep trying to find a way to become what I’d like to be and what I could be if … if only there were no other people in the world. Yours, Anne M. Frank ANNE’S DIARY ENDS HERE.

As I said, I decided to try an experiment: Right now, from within my perception of my current circumstances, and from within the starkness of this realization, I determined to conceive and focus on what I would tell—and what I have told—my younger self, and live with the consequences. Here is what I wrote down: Immediately disassociate from destructive people and forces, if not physically then ethically—and watch for the moment when you can do so physically. Use every means to improve your mental acuity. Every sacrifice of empty leisure or escapism for study, industry, and growth is a fee paid to personal freedom. Train the body. Grow physically strong. Reduce consumption. You will be strengthened throughout your being. Seek no one’s approval through humor, servility, or theatrics. Be alone if necessary. But do not compromise with low company. At the earliest possible point, learn meditation (i.e., Transcendental Meditation), yoga, and martial arts (select good teachers). Go your own way—literally. Walk/bike and don’t ride the bus or in a car, except when necessary. Do so in all weather: rain, snow, etc. Be independent physically and you will be independent in other ways. Learn-study-rehearse. Pursue excellence. Or else leave something alone. Go to the limit in something or do not approach it. Starve yourself of the compulsion to derive your sense of wellbeing from your perception of what others think of you. Do this as an alcoholic avoids a drink or an addict a needle. It will be agonizing at first, since you may have no other perception of self; but this, finally, is the sole means of experiencing Self. Does this kind of advice, practicable at any time of life, really alter or reselect the perceived past, and, with it, the future? I intend to find out. You

We sometimes disputed, and very fond we were of argument, and very desirous of confuting one another, which disputatious turn, by the way, is apt to become a very bad habit, making people often extremely disagreeable in company by the contradiction that is necessary to bring it into practice; and thence, besides souring and spoiling the conversation, is productive of disgusts and, perhaps enmities where you may have occasion for friendship. I had caught it by reading my father's books of dispute about religion. Persons of good sense, I have since observed, seldom fall into it, except lawyers, university men, and men of all sorts that have been bred at Edinborough.

His OFELLUS in the Art of Living in London, I have heard him relate, was an Irish painter, whom he knew at Birmingham, and who had practiced his own precepts of economy for several years in the British capital. He assured Johnson, who, I suppose, was then meditating to try his fortune in London, but was apprehensive of the expence, 'that thirty pounds a year was enough to enable a man to live there without being contemptible. He allowed ten pounds for cloaths and linen. He said a man might live in a garret at eighteen-pence a week; few people would inquire where he lodged; and if they did, it was easy to say, "Sir, I am to be found at such a place." By spending three-pence in a coffee-house, he might be for some hours every day in very good company; he might dine for six-pence, breakfast on bread and milk for a penny, and do without supper. On clean-shirt day he went abroad, and paid visits.

I love to have you near me, Pete. You are such a joy to me. I love it when you talk to me and tell me how it is for you. I want to hear everything you have to say. I want to be the one person you can always come to whenever you need help. You can come to me when you are hurting, when you just want company, or when you want to play. You are always welcome. You are a delight to my eyes, and I always enjoy having you around. You are a good boy, very special and absolutely worthy of love, respect, and all good things. I am so proud of you and so glad that you are alive. I will help you in any way that I can. I want to be the loving mom and dad you were so unfairly deprived of, and that you so much deserve. And I want you to know that I have an especially loving place in my heart for you when you are scared or sad or mad or ashamed. You can always come to me and tell me about such feelings, and I will be with you and try to soothe you until those feelings run their natural course. I want to become your best friend and I will always try to protect you from unfairness and humiliation. I will also seek friends for you who genuinely like you and who are truly on your side. We will only befriend people who are fair, who treat us with equality and respect, and who listen to us as much as we listen to them. I want to help you learn that it really is good to have needs and desires. It’s wonderful that you have feelings. It’s healthy to be mad and sad and scared and depressed at times. It’s natural to make mistakes. And it’s okay to feel good too, and even to have more fun than mom and dad did.

Susan essentially said no. And she said that with her husband sitting right there in the audience. She said she and her husband believed they were a cherished prize for each other, and they would probably drive any other people mad. But then she said something I thought was wise. She said she had married a guy, and he was just a guy. He wasn’t going to make all her problems go away, because he was just a guy. And that freed her to really love him as a guy, not as an ultimate problem solver. And because her husband believed she was just a girl, he was free to really love her too. Neither needed the other to make everything okay. They were simply content to have good company through life’s conflicts. I thought that was beautiful. There

For people who are poor at being spiritual (which is most people), this announcement really is good news. But do you see how counterintuitive this is? The kingdom of God is coming on earth, and who would we think would be the first ones invited in? The religious. The devout. The observant. The ones rich in spirituality. The ones good at being spiritual. But that’s not how Jesus issued the invitation, and it’s not what happened. It was the spiritual elites, the Pharisees, Sadducees, priests, scribes, and Torah lawyers who had the most trouble with Jesus. The company of Jesus’s followers was largely comprised of people for whom being spiritual was not their primary identity—fishermen, tradesmen, tax collectors, and a wide variety of sinners.

The worst of what is called good society is not only that it offers us the companionship of people who are unable to win either our praise or our affection, but that it does not allow of our being that which we naturally are; it compels us, for the sake of harmony, to shrivel up, or even alter our shape altogether. Intellectual conversation, whether grave or humorous, is only fit for intellectual society; it is downright abhorrent to ordinary people, to please whom it is absolutely necessary to be commonplace and dull. This demands an act of severe self-denial; we have to forfeit three-fourths of ourselves in order to become like other people. No doubt their company may be set down against our loss in this respect; but the more a man is worth, the more he will find that what he gains does not cover what he loses, and that the balance is on the debit side of the account; for the people with whom he deals are generally bankrupt,—that is to say, there is nothing to be got from their society which can compensate either for its boredom, annoyance and disagreeableness, or for the self-denial which it renders necessary. Accordingly, most society is so constituted as to offer a good profit to anyone who will exchange it for solitude. Nor

A man," said he, "must have a very good opinion of himself when he asks people to leave their own fireside, and encounter such a day as this, for the sake of coming to see him. He must think himself a most agreeable fellow; I could not do such a thing. It is the greatest absurdity—Actually snowing at this moment!— The folly of not allowing people to be comfortable at home—and the folly of people’s not staying comfortably at home when they can! If we were obliged to go out such an evening as this, by any call of duty or business, what a hardship we should deem it;—and here are we, probably with rather thinner clothing than usual, setting forward voluntarily, without excuse, in defiance of the voice of nature, which tells man, in every thing given to his view or his feelings, to stay at home himself, and keep all under shelter that he can;— here are we setting forward to spend five dull hours in another man’s house, with nothing to say or to hear that was not said and heard yesterday, and may not be said and heard again to-morrow. Going in dismal weather, to return probably in worse;—four horses and four servants taken out for nothing but to convey five idle, shivering creatures into colder rooms and worse company than they might have had at home.

What do you know about me, Isabeau?" He leaned forward, and I forced myself to stay still instead of shying away. He was so close that I could smell the subtle notes of his cologne: musk and wood with a hint of leather. What did he want me to say? That everyone said he was an ogre? Or that they all wanted to sleep with him anyway? "I..." "Go on. You won't hurt my feelings." He was still smiling, slight dimples visible in both cheeks. The sight was destracting, to say the least. "I know that you're the youngest CEO and partner in the company's history, and I know that you earned the spot by working your way up after graduate school instead of using your inheritance as a crutch." "Everyone knows that. What do you know about me? The real stuff. None of this press release bullshit." I looked down at my hands, anything not to have to look up at his face so close to me. "Um. People say... they say that you're scary. And that your assistants don't last long." He laughed, a deep, warm sound that seemed to fill up the office. I glanced up to see him smirking at me. I relaxed my grip on the desk a little. Maybe I wasn't being fired after all. "What else do they say?" Oh, God. He can't possibly want me to tell him everything. Does he? The look on his face confirmed that he did. It was clear by the way he looked at me that I wasn't leaving this office until I gave him exactly what he wanted. "They say. Um... They say that you're very, uh, good looking... and impossible to please." "Oh they do, do they?" He sat back, and tented his fingers beneath his chin. "Well, do you agree with them? Do you think I'm scary, handsome and woefully unsatisfied?" My mouth dropped open, and I quickly closed it with a snap. "Yes. I mean, no! I mean, I don't know..." He stood, then, and leaned in close, towering over me. "You were right the first time." Anxiety coursed through me, but I have to admit, being this close to him, smelling his scent and feeling the heat radiating off his body, it made me wonder what it would be like to be in his arms. To be his. To be owned by him... His face was almost touching mine when he whispered to me. "I am unsatisfied, Isabeau. I want you to be my new assistant. Will you do that for me? Will you be at my beck and call?" My breath left me as his words sunk in. When I finally regained it, I felt like I was trembling from head to toe. His beck and call. "Wh-what about your old assistant?" Mr. Drake leaned back again and took my chin in his hand, forcing my eyes to his. "What about her? I want you." His touch on my skin was electric. Are we still talking about business? "Yes, Mr. Drake." His thumb stroked my cheek for the briefest of moments, and then he released me, breathless, and wondering what I'd just agreed to.

On behalf of those you killed, imprisoned, tortured, you are not welcome, Erdogan! No, Erdogan, you’re not welcome in Algeria. We are a country which has already paid its price of blood and tears to those who wanted to impose their caliphate on us, those who put their ideas before our bodies, those who took our children hostage and who attempted to kill our hopes for a better future. The notorious family that claims to act in the name of the God and religion—you’re a member of it—you fund it, you support it, you desire to become its international leader. Islamism is your livelihood Islamism, which is your livelihood, is our misfortune. We will not forget about it, and you are a reminder of it today. You offer your shadow and your wings to those who work to make our country kneel down before your “Sublime Door.” You embody and represent what we loathe. You hate freedom, the free spirit. But you love parades. You use religion for business. You dream of a caliphate and hope to return to our lands. But you do it behind the closed doors, by supporting Islamist parties, by offering gifts through your companies, by infiltrating the life of the community, by controlling the mosques. These are the old methods of your “Muslim Brothers” in this country, who used to show us God’s Heaven with one hand while digging our graves with the other. No, Mr. Erdogan, you are not a man of help; you do not fight for freedom or principles; you do not defend the right of peoples to self-determination. You know only how to subject the Kurds to the fires of death; you know only how to subject your opponents to your dictatorship. You cry with the victims in the Middle East, yet sign contracts with their executioners. You do not dream of a dignified future for us, but of a caliphate for yourself. We are aware of your institutionalized persecution, your list of Turks to track down, your sinister prisons filled with the innocent, your dictatorial justice palaces, your insolence and boastful nature. You do not dream of a humanity that shares common values and principles, but are interested only in the remaking of the Ottoman Empire and its bloodthirsty warlords. Islam, for you, is a footstool; God is a business sign; modernity is an enemy; Palestine is a showcase; and local Islamists are your stunned courtesans. Humanity will not remember you with good deeds Humanity will remember you for your machinations, your secret coups d’état, and your manhunts. History will remember you for your bombings, your vengeful wars, and your inability to engage in constructive dialogue with others. The UN vote for Al-Quds is only an instrument in your service. Let us laugh at this with the Palestinians. We know that the Palestinian issue is your political capital, as it is for many others. You know well how to make a political fortune by exploiting others’ emotions. In Algeria, we suffered, and still suffer, from those who pretend to be God and act as takers and givers of life. They applaud your coming, but not us. You are the idol of Algerian Islamists and Populists, those who are unable to imagine a political structure beyond a caliphate for Muslim-majority societies. We aspire to become a country of freedom and dignity. This is not your ambition, nor your virtue. You are an illusion You have made beautiful Turkey an open prison and a bazaar for your business and loved ones. I hope that this beautiful nation rises above your ambitions. I hope that justice will be restored and flourish there once again, at least for those who have been imprisoned, tortured, bombed, and killed. You are an illusion, Erdogan—you know it and we know it. You play on the history of our humiliation, on our emotions, on our beliefs, and introduce yourself as a savior. However, you are a gravedigger, both for your own country and for your neighbors. Turkey is a political miracle, but it owes you nothing. The best thing you can do

It’s not easy to feel good about yourself when you are constantly being told you’re rubbish and/or part of the problem. That’s often the situation for people working in the public sector, whether these be nurses, civil servants or teachers. The static metrics used to measure the contribution of the public sector, and the influence of Public Choice theory on making governments more ‘efficient’, has convinced many civil-sector workers they are second-best. It’s enough to depress any bureaucrat and induce him or her to get up, leave and join the private sector, where there is often more money to be made. So public actors are forced to emulate private ones, with their almost exclusive interest in projects with fast paybacks. After all, price determines value. You, the civil servant, won’t dare to propose that your agency could take charge, bring a helpful long-term perspective to a problem, consider all sides of an issue (not just profitability), spend the necessary funds (borrow if required) and – whisper it softly – add public value. You leave the big ideas to the private sector which you are told to simply ‘facilitate’ and enable. And when Apple or whichever private company makes billions of dollars for shareholders and many millions for top executives, you probably won’t think that these gains actually come largely from leveraging the work done by others – whether these be government agencies, not-for-profit institutions, or achievements fought for by civil society organizations including trade unions that have been critical for fighting for workers’ training programmes.

The charm of a city, now we come to it, is not unlike the charm of flowers. It partly depends on seeing time creep across it. Charm needs to be fleeting. Nothing could be less palatable than a museum-city propped up by prosthetic devices of concrete. Paris is not in danger of becoming a museum-city, thanks to the restlessness and greed of promoters. Yet their frenzy to demolish everything is less objectionable than their clumsy determination to raise housing projects that cannot function without the constant presence of an armed police force… All these banks, all these glass buildings, all these mirrored facades are the mark of a reflected image. You can no longer see what’s happening inside, you become afraid of the shadows. The city becomes abstract, reflecting only itself. People almost seem out of place in this landscape. Before the war, there were nooks and crannies everywhere. Now people are trying to eliminate shadows, straighten streets. You can’t even put up a shed without the personal authorization of the minister of culture. When I was growing up, my grandpa built a small house. Next door the youth club had some sheds, down the street the local painter stored his equipment under some stretched-out tarpaulin. Everybody added on. It was telescopic. A game. Life wasn’t so expensive — ordinary people would live and work in Paris. You’d see masons in blue overalls, painters in white ones, carpenters in corduroys. Nowadays, just look at Faubourg Sainte-Antoine — traditional craftsmen are being pushed out by advertising agencies and design galleries. Land is so expensive that only huge companies can build, and they have to build ‘huge’ in order to make it profitable. Cubes, squares, rectangles. Everything straight, everything even. Clutter has been outlawed. But a little disorder is a good thing. That’s where poetry lurks. We never needed promoters to provide us, in their generosity, with ‘leisure spaces.’ We invented our own. Today there’s no question of putting your own space together, the planning commission will shut it down. Spontaneity has been outlawed. People are afraid of life.

You don’t know what the story is about when you’re in the middle of it. All you can do is keep walking. At the beginning, you have buoyancy and a little arrogance. The journey looks beautiful and bright, and you are filled with resolve and silver strength, sure that you will face it with optimism and chutzpah. And the end is beautiful. You are wiser, better, deeper. The end is revelation, resolution, a soft place to land. But, oh, the middle. The middle is fog, exhaustion, loneliness, the daily battle against despair and the nagging fear that tomorrow will be just like today, only you’ll be wearier and less able to defend yourself against it. All you can ask for, in the middle, are sweet moments of reprieve in the company of people you love. For a few hours, you’ll feel protected by the goodness of friendship and life around the table, and that’s the best thing I can imagine.

I immersed myself in my relationship with my husband, in little ways at first. Dutch would come home from his morning workout and I’d bring him coffee as he stepped out of the shower. He’d slip into a crisp white shirt and dark slacks and run a little goop through his hair, and I’d eye him in the mirror with desire and a sultry smile that he couldn’t miss. He’d head to work and I’d put a love note in his bag—just a line about how proud I was of him. How beautiful he was. How happy I was as his wife. He’d come home and cook dinner and instead of camping out in front of the TV while he fussed in the kitchen, I’d keep him company at the kitchen table and we’d talk about our days, about our future, about whatever came to mind. After dinner, he’d clear the table and I’d do the dishes, making sure to compliment him on the meal. On those weekends when he’d head outside to mow the lawn, I’d bring him an ice-cold beer. And, in those times when Dutch was in the mood and maybe I wasn’t, well, I got in the mood and we had fun. As the weeks passed and I kept discovering little ways to open myself up to him, the most amazing thing happened. I found myself falling madly, deeply, passionately, head-over-heels in love with my husband. I’d loved him as much as I thought I could love anybody before I’d married him, but in treating him like my own personal Superman, I discovered how much of a superhero he actually was. How giving he was. How generous. How kind, caring, and considerate. How passionate. How loving. How genuinely good. And whatever wounds had never fully healed from my childhood finally, at long last, formed scar tissue. It was like being able to take a full breath of air for the first time in my life. It was transformative. And it likely would save our marriage, because, at some point, all that withholding would’ve turned a loving man bitter. On some level I think I’d known that and yet I’d needed my sister to point it out to me and help me change. Sometimes it’s good to have people in your life that know you better than you know yourself.

I thought to do something good by giving an interview to People, which was exceedingly foolish of me. I asked Aaron [Asher] to tell you that the Good Intentions Paving Company had fucked up again. The young interviewer turned my opinions inside out, cut out the praises and made it all sound like disavowal, denunciation and excommunication. Well, we're both used to this kind of thing, and beyond shock. In agreeing to take the call, and make a statement I was simply muddle-headed. But if I had been interviewed by an angel for the Seraphim and Cherubim Weekly I'd have said, as I actually did say to the crooked little slut, that you were one of our very best and most interesting writers. I would have added that I was greatly stimulated and entertained by your last novel, and that of course after three decades I understood perfectly well what you were saying about the writer's trade - how could I not understand, or miss suffering the same pains. Still our diagrams are different, and the briefest description of the differences would be that you seem to have accepted the Freudian explanation: A writer is motivated by his desire for fame, money and sexual opportunities. Whereas I have never taken this trinity of motives seriously. But this is an explanatory note and I don't intend to make a rabbinic occasion of it. Please accept my regrets and apologies, also my best wishes. I'm afraid there's nothing we can do about the journalists; we can only hope that they will die off as the deerflies do towards the end of August.

Csikszentmihalyi teamed up with two other leading psychologists—Howard Gardner at Harvard, and William Damon at Stanford—to study these changes, and to see why some professions seemed healthy while others were growing sick. Picking the fields of genetics and journalism as case studies, they conducted dozens of interviews with people in each field. Their conclusion32 is as profound as it is simple: It’s a matter of alignment. When doing good (doing high-quality work that produces something of use to others) matches up with doing well (achieving wealth and professional advancement), a field is healthy. Genetics, for example, is a healthy field because all parties involved respect and reward the very best science. Even though pharmaceutical companies and market forces were beginning to inject vast amounts of money into university research labs in the 1990s, the scientists whom Csikszentmihalyi, Gardner, and Damon interviewed did not believe they were being asked to lower their standards, cheat, lie, or sell their souls. Geneticists believed that their field was in a golden age in which excellent work brought great benefits to the general public, the pharmaceutical companies, the universities, and the scientists themselves.

With peace of mind came development, and with development beauty. Knowledge—the result of great natural insight—she did not lack; learning, accomplishment—those, alas, she had not; but as the winter and spring passed by her thin face and figure filled out in rounder and softer curves; the lines and contractions upon her young brow went away; the muddiness of skin which she had looked upon as her lot by nature departed with a change to abundance of good things, and a bloom came upon her cheek. Perhaps, too, her grey, thoughtful eyes revealed an arch gaiety sometimes; but this was infrequent; the sort of wisdom which looked from their pupils did not readily keep company with these lighter moods. Like all people who have known rough times, light-heartedness seemed to her too irrational and inconsequent to be indulged in except as a reckless dram now and then; for she had been too early habituated to anxious reasoning to drop the habit suddenly. She felt none of those ups and downs of spirit which beset so many people without cause; never—to paraphrase a recent poet—never a gloom in Elizabeth-Jane's soul but she well knew how it came there; and her present cheerfulness was fairly proportionate to her solid guarantees for the same.

If we accept 'what seems to be' as 'what is', then we can't inquire. I mean, if what seems to be were perfectly coherent, then I'd say 'all right, why question it?' But since it is highly incoherent, I would say there is a good reason to question it. That would be common sense in ordinary areas of life. It does seem that all that is happening—we all want to do things and we can't do what we want. Something else seems to happen which stops us. Some of the people who are running corporations are getting interested in this question because they have the same problem. I know some people who are working in this area, and they find that when their boards get together they can't seem to agree and they can't get the results they intend. That's one of the reasons they are sinking a bit. A fellow named Peter Senge has written a book called The Fifth Discipline. He has analysed some of these questions. I don't say that he's got to the bottom of it, but it's interesting. His analysis shows that very often there are problems because people are not following the effect of their thoughts—that when they think something and something is done, it then spreads out to other companies, and then it comes back a bit later as if it were something else independent.

December 8, 1986 Hello John: Thanks for the good letter. I don’t think it hurts, sometimes, to remember where you came from. You know the places where I came from. Even the people who try to write about that or make films about it, they don’t get it right. They call it “9 to 5.” It’s never 9 to 5, there’s no free lunch break at those places, in fact, at many of them in order to keep your job you don’t take lunch. Then there’s OVERTIME and the books never seem to get the overtime right and if you complain about that, there’s another sucker to take your place. You know my old saying, “Slavery was never abolished, it was only extended to include all the colors.” And what hurts is the steadily diminishing humanity of those fighting to hold jobs they don’t want but fear the alternative worse. People simply empty out. They are bodies with fearful and obedient minds. The color leaves the eye. The voice becomes ugly. And the body. The hair. The fingernails. The shoes. Everything does. As a young man I could not believe that people could give their lives over to those conditions. As an old man, I still can’t believe it. What do they do it for? Sex? TV? An automobile on monthly payments? Or children? Children who are just going to do the same things that they did? Early on, when I was quite young and going from job to job I was foolish enough to sometimes speak to my fellow workers: “Hey, the boss can come in here at any moment and lay all of us off, just like that, don’t you realize that?” They would just look at me. I was posing something that they didn’t want to enter their minds. Now in industry, there are vast layoffs (steel mills dead, technical changes in other factors of the work place). They are layed off by the hundreds of thousands and their faces are stunned: “I put in 35 years…” “It ain’t right…” “I don’t know what to do…” They never pay the slaves enough so they can get free, just enough so they can stay alive and come back to work. I could see all this. Why couldn’t they? I figured the park bench was just as good or being a barfly was just as good. Why not get there first before they put me there? Why wait? I just wrote in disgust against it all, it was a relief to get the shit out of my system. And now that I’m here, a so-called professional writer, after giving the first 50 years away, I’ve found out that there are other disgusts beyond the system. I remember once, working as a packer in this lighting fixture company, one of the packers suddenly said: “I’ll never be free!” One of the bosses was walking by (his name was Morrie) and he let out this delicious cackle of a laugh, enjoying the fact that this fellow was trapped for life. So, the luck I finally had in getting out of those places, no matter how long it took, has given me a kind of joy, the jolly joy of the miracle. I now write from an old mind and an old body, long beyond the time when most men would ever think of continuing such a thing, but since I started so late I owe it to myself to continue, and when the words begin to falter and I must be helped up stairways and I can no longer tell a bluebird from a paperclip, I still feel that something in me is going to remember (no matter how far I’m gone) how I’ve come through the murder and the mess and the moil, to at least a generous way to die. To not to have entirely wasted one’s life seems to be a worthy accomplishment, if only for myself. Your boy, Hank

Other people's houses are right on top of this one," he said. "I think they could take one step and be in our living room." "You haven't seen the courtyard yet, Gregori. The house opens up to a courtyard in the back, and it's immense and in quite good shape." Savannah began heading up the stairs, ignoring his grousing. "I hate to think what you would call bad shape," he muttered as he followed her upstairs. "I wonder why everything is so dusty," Savannah said. "I had the real estate people come in and clean and get things ready for our arrival." "Do not touch anything," Gregori hissed softly, and very gently caught her shoulders to put her behind him. "What is it?" Instinctively she lowered her voice and looked around, trying to see if there was some danger she had been unable to sense. "If people came and made up the bed and prepared the house for your arrival, then they would have removed the dust too." "Maybe they're incredibly incompetent," she suggested hopefully. Gregori glanced at her and found the hard edge of his mouth softening. She was making him want to smile all the time, even in the most serious of situations. "I am certain any company would work overtime trying to make you happy, ma petite. I know I do." She blushed at the memory of how he did so. "So why all the dust?" she asked, deliberately distracting him. "I think Julian left us a message. You have remained with humans so long, you see only with your eyes." Savannah rolled her eyes at the reprimand. "And you've lived in the hills so long,you've forgotten how to have fun." The pale eyes slid over her, wrapping her in heat. "I have my own ideas of fun, cherie. I would be willing to show you if you like," he offered wickedly. Her chin lifted, blue eyes challenging. "If you think you're scaring me with your big-bad-wolf routine,you're not," she said. He could hear her heart beat. Smell her scent calling to him. "Perhaps I will think of something to change that," he cautioned her.

NO PERFORMANCE MANAGEMENT OR EMPLOYEE FEEDBACK PROCESS Your company now employs twenty-five people and you know that you should formalize the performance management process, but you don’t want to pay the price. You worry that doing so will make it feel like a “big company.” Moreover, you do not want your employees to be offended by the feedback, because you can’t afford to lose anyone right now. And people are happy, so why rock the boat? Why not take on a little management debt? The first noticeable payments will be due when somebody performs below expectations: CEO: “He was good when we hired him; what happened?” Manager: “He’s not doing the things that we need him to do.” CEO: “Did we clearly tell him that?” Manager: “Maybe not clearly . . .” However, the larger payment will be a silent tax. Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance.

It was around the time of the divorce that all traces of decency vanished, and his dream of being the next great Southern writer was replaced by his desire to be the next published writer. So he started writing these novels set in Small Town Georgia about folks with Good American Values who Fall in Love and then contract Life-Threatening Diseases and Die. I'm serious. And it totally depresses me, but the ladies eat it up. They love my father's books and they love his cable-knit sweaters and they love his bleachy smile and orangey tan. And they have turned him into a bestseller and a total dick. Two of his books have been made into movies and three more are in production, which is where his real money comes from. Hollywood. And, somehow, this extra cash and pseudo-prestige have warped his brain into thinking that I should live in France. For a year.Alone.I don't understand why he couldn't send me to Australia or Ireland or anywhere else where English is the native language.The only French word I know is oui, which means "yes," and only recently did I learn it's spelled o-u-i and not w-e-e. At least the people in my new school speak English.It was founded for pretentious Americans who don't like the company of their own children. I mean, really. Who sends their kid to boarding school? It's so Hogwarts. Only mine doesn't have cute boy wizards or magic candy or flying lessons. Instead,I'm stuck with ninety-nine other students. There are twenty-five people in my entire senior class, as opposed to the six hundred I had back in Atlanta. And I'm studying the same things I studied at Clairemont High except now I'm registered in beginning French. Oh,yeah.Beginning French. No doubt with the freshman.I totally rock.

It was not often that she could turn her eyes on Mr. Darcy himself; but, whenever she did catch a glimpse, she saw an expression of general complaisance, and in all that he said she heard an accent so removed from hauteur or disdain of his companions, as convinced her that the improvement of manners which she had yesterday witnessed however temporary its existence might prove, had at least outlived one day. When she saw him thus seeking the acquaintance and courting the good opinion of people with whom any intercourse a few months ago would have been a disgrace--when she saw him thus civil, not only to herself, but to the very relations whom he had openly disdained, and recollected their last lively scene in Hunsford Parsonage--the difference, the change was so great, and struck so forcibly on her mind, that she could hardly restrain her astonishment from being visible. Never, even in the company of his dear friends at Netherfield, or his dignified relations at Rosings, had she seen him so desirous to please, so free from self-consequence or unbending reserve, as now, when no importance could result from the success of his endeavours, and when even the acquaintance of those to whom his attentions were addressed would draw down the ridicule and censure of the ladies both of Netherfield as Rosings.

Local Girl Missing, Feared Dead. Beneath it was a photo of me-my most recent school photo. “Oh, no.” My heart filling with dread, I took the paper from Mr. Smith’s hands. “Couldn’t they have found a better picture?” Mr. Smith looked at me sharply. “Miss Oliviera,” he said, his gray eyebrows lowered. “I realize it’s all the rage with you young people today to toss off flippant one-liners so you can get your own reality television shows. But I highly doubt MTV will be coming down to Isla Huesos to film you in the Underworld. So that can’t be all you have to say about this.” He was right, of course. Though I couldn’t say what I really wanted to, because John was in the room, and I didn’t want to make him feel worse than he already did. But what I wanted to do was burst into tears. “Is that about Pierce?” John looked uneasy. Outside, thunder rumbled again. This time, it sounded even closer than before. “Yes, of course, it is, John,” Mr. Smith said. There was something strange about his voice. He sounded almost as if he were mad at John. Only why would he be? John had done the right thing. He’d explained about the Furies. “What did you expect? Have you gotten to the part about the reward your father is offering for information leading to your safe return, Miss Oliviera?” My gaze flicked down the page. I wanted to throw up. “One million dollars?” My dad’s company, one of the largest providers in the world of products and services to the oil, gas, and military industries, was valued at several hundred times that. “That cheapskate.” This was all so very, very bad. “One million dollars is a lot of money to most people.” Mr. Smith said, with a strong emphasis on most people. He still had that odd note in his voice. “Though I recognize that money may mean little to a resident of the Underworld. So I’d caution you to use judiciousness, wherever it is that you’re going, as there are many people on this island who’ll be more than willing to turn you in for only a small portion of that reward money. I don’t suppose I might ask where you’re going? Or suggest that you pay a call on your mother, who is beside herself with worry?” “That’s a good idea,” I said. Why hadn’t I thought of it? I felt much better already. I could straighten out this whole thing with a single conversation. “I should call my mom-“ Both Mr. Smith’s cry of alarm and the fact that John grabbed me by the wrist as I was reaching into my book bag for my cell phone stopped me from making calls of any sort. “You can’t use you phone,” Mr. Smith said. “The police-and your father-are surely waiting for you to do just that. They’ll triangulate on the signal from the closest cell tower, and find you.” When I stared at him for his use of the word triangulate, Mr. Smith shook his head and said, “My partner, Patrick, is obsessed with Law & Order reruns.

The people cast themselves down by the fuming boards while servants cut the roast, mixed jars of wine and water, and all the gods flew past like the night-breaths of spring. The chattering female flocks sat down by farther tables, their fresh prismatic garments gleaming in the moon as though a crowd of haughty peacocks played in moonlight. The queen’s throne softly spread with white furs of fox gaped desolate and bare, for Penelope felt ashamed to come before her guests after so much murder. Though all the guests were ravenous, they still refrained, turning their eyes upon their silent watchful lord till he should spill wine in libation for the Immortals. The king then filled a brimming cup, stood up and raised it high till in the moon the embossed adornments gleamed: Athena, dwarfed and slender, wrought in purest gold, pursued around the cup with double-pointed spear dark lowering herds of angry gods and hairy demons; she smiled and the sad tenderness of her lean face, and her embittered fearless glance, seemed almost human. Star-eyed Odysseus raised Athena’s goblet high and greeted all, but spoke in a beclouded mood: “In all my wandering voyages and torturous strife, the earth, the seas, the winds fought me with frenzied rage; I was in danger often, both through joy and grief, of losing priceless goodness, man’s most worthy face. I raised my arms to the high heavens and cried for help, but on my head gods hurled their lightning bolts, and laughed. I then clasped Mother Earth, but she changed many shapes, and whether as earthquake, beast, or woman, rushed to eat me; then like a child I gave my hopes to the sea in trust, piled on my ship my stubbornness, my cares, my virtues, the poor remaining plunder of god-fighting man, and then set sail; but suddenly a wild storm burst, and when I raised my eyes, the sea was strewn with wreckage. As I swam on, alone between sea and sky, with but my crooked heart for dog and company, I heard my mind, upon the crumpling battlements about my head, yelling with flailing crimson spear. Earth, sea, and sky rushed backward; I remained alone with a horned bow slung down my shoulder, shorn of gods and hopes, a free man standing in the wilderness. Old comrades, O young men, my island’s newest sprouts, I drink not to the gods but to man’s dauntless mind.” All shuddered, for the daring toast seemed sacrilege, and suddenly the hungry people shrank in spirit; They did not fully understand the impious words but saw flames lick like red curls about his savage head. The smell of roast was overpowering, choice meats steamed, and his bold speech was soon forgotten in hunger’s pangs; all fell to eating ravenously till their brains reeled. Under his lowering eyebrows Odysseus watched them sharply: "This is my people, a mess of bellies and stinking breath! These are my own minds, hands, and thighs, my loins and necks!" He muttered in his thorny beard, held back his hunger far from the feast and licked none of the steaming food.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

I rose on still unsteady legs to walk over and shake Mr. Grave’s hand. The doctor simply stared over my head, seeming to notice neither my hand, nor me standing there in front of him. This was explained when Frank said to me scornfully, a second later, “He can’t see you. He’s blind.” “Oh,” I said, feeling mortified. I hadn’t noticed until that point that Mr. Grave’s eyes had a milky-white sheen to them, and that he’d never once looked directly at anyone who was speaking. “I’m so sorry.” “Don’t be,” Mr. Graves said, managing to find my hand anyway and give it a squeeze. “It’s not your fault.” “Actually, it could have been,” Frank said. “It was a Fury that-“ “Frank, the young lady said she’d like to see the captain. Why don’t you go fetch him?” Mr. Graves snapped. To me, he said, “Miss Oliviera, I do apologize. It’s been quite some time since these fellows have been in the company of a young lady.” “Speak for yourself, old man,” Frank said. He came to his feet with sudden alacrity. “Why don’t I just take her to the captain?” “I hardly think that’s a good idea,” Mr. Liu muttered, into his teacup. “His orders were if she showed up, we were to bring her straight to him,” Frank said. Mr. Graves’s face expressed the exact dismay I felt upon being reminded of this. “Just go and fetch the captain, Frank. Or young Henry can do it.” “What?” Henry cried, looking stricken. “I don’t want to go down there. All those dead people. And I’m the one who always gets stuck handing out the blankets-“ “It’s not important,” I said quickly. Blankets? What blankets? What on earth as Henry talking about? “I’ll just wait until John comes back-“ “See?” Henry looked triumphant. “I told you. She’s not the one.” “It doesn’t matter,” Frank said, impatiently. “Either way, we’re stick with her.” This wasn’t a very nice thing to hear about yourself-that people thought of you as someone they were stuck with. Not that I hadn’t been thinking the very same thing about them…and not that I didn’t share Henry’s fear that I wasn’t Queen-of-the-Underworld material.

The Bengali poet Ganga Ram in his Maharashta Purana gave a fuller picture of the terror they inspired. ‘The people on earth were filled with sin,’ he wrote, ‘and there was no worship of Rama and Krishna. Day and night people took their pleasure with the wives of others.’ Finally, he wrote, Shiva ordered Nandi to enter the body of the Maratha king Shahu. ‘Let him send his agents, that sinners and evil doers be punished.’29 Soon after: The Bargis [Marathas] began to plunder the villages and all the people fled in terror. Brahmin pandits fled, taking with them loads of manuscripts; goldsmiths fled with the scales and weights; and fishermen with their nets and lines – all fled. The people fled in all directions; who could count their numbers? All who lived in villages fled when they heard the name of the Bargis. Ladies of good family, who had never before set a foot on a road fled from the Bargis with baskets on their heads. And land owning Rajputs, who had gained their wealth with the sword, threw down their swords and fled. And sadhus and monks fled, riding on litters, their bearers carrying their baggage on their shoulders; and many farmers fled, their seed for next year’s crops on the backs of their bullocks, and ploughs on their shoulders. And pregnant women, all but unable to walk, began their labour on the road and were delivered there. There were some people who stood in the road and asked of all who passed where the Bargis were. Everyone replied – I have not seen them with my own eyes. But seeing everyone flees, I flee also. Then suddenly the Bargis swept down with a great shout and surrounded the people in their fields. They snatched away gold and silver, rejecting everything else. Of some people they cut off the hand, of some the nose and ears; some they killed outright. They dragged away the most beautiful women, who tried to flee, and tied ropes to their fingers and necks. When one had finished with a woman, another took her, while the raped women screamed for help. The Bargis after committing all foul, sinful and bestial acts, let these women go.

If you are not spending all of your waking life in discontent, worry, anxiety, depression, despair, or consumed by other negative states; if you are able to enjoy simple things like listening to the sound of the rain or the wind; if you can see the beauty of clouds moving across the sky or be alone at times without feeling lonely or needing the mental stimulus of entertainment; if you find yourself treating a complete stranger with heartfelt kindness without wanting anything from him or her... it means that a space has opened up, no matter how briefly, in the otherwise incessant stream of thinking that is the human mind. When this happens, there is a sense of well-being, of alive peace, even though it may be subtle. The intensity will vary from a perhaps barely noticeable background sense of contentment to what the ancient sages of India called ananda - the bliss of Being. Because you have been conditioned to pay attention only to form, you are probably not aware of it except indirectly. For example, there is a common element in the ability to see beauty, to appreciate simple things, to enjoy your own company, or to relate to other people with loving kindness. This common element is a sense of contentment, peace, and aliveness that is the invisible background without which these experiences would not be possible. Whenever there is beauty, kindness, the recognition of the goodness of simple things in your life, look for the background to that experience within yourself. But don't look for it as if you were looking for something. You cannot pin it down and say, "Now I have it," or grasp it mentally and define it in some way. It is like the cloudless sky. It has no form. It is space; it is stillness, the sweetness of Being and infinitely more than these words, which are only pointers. When you are able to sense it directly within yourself, it deepens. So when you appreciate something simple - a sound, a sight, a touch - when you see beauty, when you feel loving kindness toward another, sense the inner spaciousness that is the source and background to that experience.

To love is to lose, Sam. Unfortunately, it’s just that simple. Maybe not today but someday. Maybe not when she’s too young and you’re too young, but you see that being old doesn’t help. Maybe not your wife or your girlfriend or your mother, but you see that friends die, too. I could not spare you this any more than I could spare you puberty. It is the inevitable condition of humanity. It is exacerbated by loving but also simply by leaving your front door, by seeing what’s out there in the world, by inventing computer programs that help people. You are afraid of time, Sam. Some sadness has no remedy. Some sadness you can’t make better.” “So what the hell do I do?” “Be sad.” “For how long?” “Forever.” “But then why isn’t everyone walking around miserable all the time?” “Because ice cream still tastes good. And sunny and seventy-five is still a lovely day. And funny movies make you laugh, and work is sometimes fulfilling, and a beer with a friend is nice. And other people love you too.” “And that’s enough?” “There is no enough. You are the paragon of animals, my love. You aspire to such greatness, to miracle, to newness and wonder. And that’s great. I’m so proud of you. But you forgot about the part that’s been around for time immemorial. Love, death, loss. You’ve run up against it. And there’s no getting around or over it. You stop and build your life right there at the base of that wall. But it’s okay. That’s where everyone else is too. Everyone else is either there or on their way. There is no other side, but there’s plenty of space there to build a life and plenty of company. Welcome to the wall, Sam.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

When an independent company undertakes to travel across the plains, they are generally too independent for their own safety and good. There never was and never will be a people in heaven nor on earth, in time nor in eternity, that can be considered truly and entirely independent of counsel and direction. Our independent companies entertain the same mistaken views of independence as people generally do of the independence of a Republican Government. Man in his ignorance is impatient of control, and when he finds himself from under its influence he supposes that he is then independent, or, in other words, that he is a free man. Independence so viewed and so employed, either individually or collectively, religiously or politically, must open a wide arena of action for all the evil, selfish and malignant qualities of depraved men, introducing distraction into every ramification of society, destroying confidence, checking the onward progress of industry and universal prosperity, and bringing in famine, pestilence and destruction everywhere. . . . Individual self-government lies at the root of all true and effective government, whether in heaven or on earth. Those who govern should be wiser and better than the governed, that the lesser may be blessed of the greater. Were this so, then the people would willingly repose their dearest interests to the trusts of their rulers or leaders, and with a feeling of pleasure bow to and carry out to the letter their instructions and conclusions on all matters that pertained to the general good. This will apply to great kingdoms and mighty nations, to small companies of immigrants crossing the plains, or to the home circle. A Republican Government in the hands of a wicked people must terminate in woe to that people, but in the hands of the righteous it is everlasting, while its power reaches to heaven.

Here’s a Reader’s Digest version of my approach. I select mutual funds that have had a good track record of winning for more than five years, preferably for more than ten years. I don’t look at their one-year or three-year track records because I think long term. I spread my retirement, investing evenly across four types of funds. Growth and Income funds get 25 percent of my investment. (They are sometimes called Large Cap or Blue Chip funds.) Growth funds get 25 percent of my investment. (They are sometimes called Mid Cap or Equity funds; an S&P Index fund would also qualify.) International funds get 25 percent of my investment. (They are sometimes called Foreign or Overseas funds.) Aggressive Growth funds get the last 25 percent of my investment. (They are sometimes called Small Cap or Emerging Market funds.) For a full discussion of what mutual funds are and why I use this mix, go to daveramsey.com and visit MyTotalMoneyMakeover.com. The invested 15 percent of your income should take advantage of all the matching and tax advantages available to you. Again, our purpose here is not to teach the detailed differences in every retirement plan out there (see my other materials for that), but let me give you some guidelines on where to invest first. Always start where you have a match. When your company will give you free money, take it. If your 401(k) matches the first 3 percent, the 3 percent you put in will be the first 3 percent of your 15 percent invested. If you don’t have a match, or after you have invested through the match, you should next fund Roth IRAs. The Roth IRA will allow you to invest up to $5,000 per year, per person. There are some limitations as to income and situation, but most people can invest in a Roth IRA. The Roth grows tax-FREE. If you invest $3,000 per year from age thirty-five to age sixty-five, and your mutual funds average 12 percent, you will have $873,000 tax-FREE at age sixty-five. You have invested only $90,000 (30 years x 3,000); the rest is growth, and you pay no taxes. The Roth IRA is a very important tool in virtually anyone’s Total Money Makeover. Start with any match you can get, and then fully fund Roth IRAs. Be sure the total you are putting in is 15 percent of your total household gross income. If not, go back to 401(k)s, 403(b)s, 457s, or SEPPs (for the self-employed), and invest enough so that the total invested is 15 percent of your gross annual pay. Example: Household Income $81,000 Husband $45,000 Wife $36,000 Husband’s 401(k) matches first 3%. 3% of 45,000 ($1,350) goes into the 401(k). Two Roth IRAs are next, totaling $10,000. The goal is 15% of 81,000, which is $12,150. You have $11,350 going in. So you bump the husband’s 401(k) to 5%, making the total invested $12,250.

William Slothrop was a peculiar bird. He took off from Boston, heading west in true Imperial style, in 1634 or -5, sick and tired of the Winthrop machine, convinced he could preach as well as anybody in the hierarchy even if he hadn’t been officially ordained. The ramparts of the Berkshires stopped everybody else at the time, but not William. He just started climbing. He was one of the very first Europeans in. After they settled in Berkshire, he and his son John got a pig operation going—used to drive hogs right back down the great escarpment, back over the long pike to Boston, drive them just like sheep or cows. By the time they got to market those hogs were so skinny it was hardly worth it, but William wasn’t really in it so much for the money as just for the trip itself. He enjoyed the road, the mobility, the chance encounters of the day—Indians, trappers, wenches, hill people—and most of all just being with those pigs. They were good company. Despite the folklore and the injunctions in his own Bible, William came to love their nobility and personal freedom, their gift for finding comfort in the mud on a hot day—pigs out on the road, in company together, were everything Boston wasn’t, and you can imagine what the end of the journey, the weighing, slaughter and dreary pigless return back up into the hills must’ve been like for William. Of course he took it as a parable—knew that the squealing bloody horror at the end of the pike was in exact balance to all their happy sounds, their untroubled pink eyelashes and kind eyes, their smiles, their grace in crosscountry movement. It was a little early for Isaac Newton, but feelings about action and reaction were in the air. William must’ve been waiting for the one pig that wouldn’t die, that would validate all the ones who’d had to, all his Gadarene swine who’d rushed into extinction like lemmings, possessed not by demons but by trust for men, which the men kept betraying . . . possessed by innocence they couldn’t lose . . . by faith in William as another variety of pig, at home with the Earth, sharing the same gift of life. . . .

Pioneered in Iraq, for-profit relief and reconstruction has already become the new global paradigm, regardless of whether the original destruction occurred from a preemptive war, such as Israel’s 2006 attack on Lebanon, or a hurricane. With resource scarcity and climate change providing a steadily increasing flow of new disasters, responding to emergencies is simply too hot an emerging market to be left to the nonprofits—why should UNICEF rebuild schools when it can be done by Bechtel, one of the largest engineering firms in the U.S.? Why put displaced people from Mississippi in subsidized empty apartments when they can be housed on Carnival cruise ships? Why deploy UN peacekeepers to Darfur when private security companies like Blackwater are looking for new clients? And that is the post-September 11 difference: before, wars and disasters provided opportunities for a narrow sector of the economy—the makers of fighter jets, for instance, or the construction companies that rebuilt bombed-out bridges. The primary economic role of wars, however, was as a means to open new markets that had been sealed off and to generate postwar peacetime booms. Now wars and disaster responses are so fully privatized that they are themselves the new market; there is no need to wait until after the war for the boom—the medium is the message. One distinct advantage of this postmodern approach is that in market terms, it cannot fail. As a market analyst remarked of a particularly good quarter for the earnings of the energy services company Halliburton, “Iraq was better than expected.”31 That was in October 2006, then the most violent month of the war on record, with 3,709 Iraqi civilian casualties.32 Still, few shareholders could fail to be impressed by a war that had generated $20 billion in revenues for this one company.33 Amid the weapons trade, the private soldiers, for-profit reconstruction and the homeland security industry, what has emerged as a result of the Bush administration’s particular brand of post-September 11 shock therapy is a fully articulated new economy. It was built in the Bush era, but it now exists quite apart from any one administration and will remain entrenched until the corporate supremacist ideology that underpins it is identified, isolated and challenged.

According to Yale’s Cultural Cognition Project, for example, one’s “cultural worldview”—that would be political leanings or ideological outlook to the rest of us—explains “individuals’ beliefs about global warming more powerfully than any other individual characteristic.”16 More powerfully, that is, than age, ethnicity, education, or party affiliation. The Yale researchers explain that people with strong “egalitarian” and “communitarian” worldviews (marked by an inclination toward collective action and social justice, concern about inequality, and suspicion of corporate power) overwhelmingly accept the scientific consensus on climate change. Conversely, those with strong “hierarchical” and “individualistic” worldviews (marked by opposition to government assistance for the poor and minorities, strong support for industry, and a belief that we all pretty much get what we deserve) overwhelmingly reject the scientific consensus.17 The evidence is striking. Among the segment of the U.S. population that displays the strongest “hierarchical” views, only 11 percent rate climate change as a “high risk,” compared with 69 percent of the segment displaying the strongest “egalitarian” views.18 Yale law professor Dan Kahan, the lead author on this study, attributes the tight correlation between “worldview” and acceptance of climate science to “cultural cognition,” the process by which all of us—regardless of political leanings—filter new information in ways that will protect our “preferred vision of the good society.” If new information seems to confirm that vision, we welcome it and integrate it easily. If it poses a threat to our belief system, then our brain immediately gets to work producing intellectual antibodies designed to repel the unwelcome invasion.19 As Kahan explained in Nature, “People find it disconcerting to believe that behavior that they find noble is nevertheless detrimental to society, and behavior that they find base is beneficial to it. Because accepting such a claim could drive a wedge between them and their peers, they have a strong emotional predisposition to reject it.” In other words, it is always easier to deny reality than to allow our worldview to be shattered, a fact that was as true of die-hard Stalinists at the height of the purges as it is of libertarian climate change deniers today. Furthermore, leftists are equally capable of denying inconvenient scientific evidence. If conservatives are inherent system justifiers, and therefore bridle before facts that call the dominant economic system into question, then most leftists are inherent system questioners, and therefore prone to skepticism about facts that come from corporations and government. This can lapse into the kind of fact resistance we see among those who are convinced that multinational drug companies have covered up the link between childhood vaccines and autism. No matter what evidence is marshaled to disprove their theories, it doesn’t matter to these crusaders—it’s just the system covering up for itself.20 This kind of defensive reasoning helps explain the rise of emotional intensity that surrounds the climate issue today. As

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

How we should perform our works in the most rational way. There are many people (and we can ourselves easily be among them, if we wish) who are not impeded by those things with which they come into contact and in whom such things do not create a permanent image; for creatures can neither have nor find a resting place in a heart which is filled with God. But we should not rest content with this: we should also derive great profit from all things, whatever they may be, wherever we may be, whatever we see or hear and however alien and strange to us they are. It is then, and only then, that we are in the right state of mind. And no one can ever come to the end of this process, but rather we should grow in it without end and come to achieve ever more. We should make good use of our reason in all our works and in all things and have a clear understanding of ourselves and our inner nature, grasping God in all things and in the highest possible manner. For we should be as our Lord told us: ‘You should be like those who at all times watch and wait for their Lord’ (Luke 12:36). Truly, such vigilant people are alert and on the watch for their Lord for whom they wait; they look to see if he is not by chance concealed in what befalls them, however strange it may be to them. So we too should consciously look out for our Lord in all things. This demands much effort, and must cost us all that our senses and faculties are capable of. But this is the right thing for us to do, so that we grasp God in the same way in all things and find him equally everywhere. Works are different in kind, but whatever is done in the same spirit will be of equal value. For those who are in the right frame of mind, and for whom God has become their own, God will truly shine out just as clearly from their worldly acts as he does from their most sacred ones. But of course this is not to be understood as meaning that we should do things which are either worldly or wrong, but rather that we should offer to God whatever we see or hear of things in the world. Only those for whom God is present in all things and who make the very best use of their reason, know what true peace is and truly possess heaven. For those who want to achieve this, one of two things must always happen: either they must learn to grasp and to hold God in what they do, or they must stop doing things altogether. But since we cannot abandon all activity in this life, which is part of being human and which takes so many different forms, we must learn to possess God in all things, while remaining free in all that we do and wherever we are. Thus, if the beginner is to achieve something in company, then he or she must first enlist God’s help, fixing him firmly in their hearts and uniting all their intentions, thoughts, desires and faculties with him so that nothing else can take form in them.

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.

Well, now, if we’d known we were going to have such…ah…gra…that is, illustrious company, we’d have-“ “Swept off the chairs?” Lucinda suggested acidly. “Shoveled off the floor?” “Lucinda!” Elizabeth whispered desperately. “They didn’t know we were coming.” “No respectable person would dwell in such a place even for a night,” she snapped, and Elizabeth watched in mingled distress and admiration as the redoubtable woman turned around and directed her attack on their unwilling host. “The responsibility for our being here is yours, whether it was a mistake or not! I shall expect you to rout your servants from their hiding places and have them bring clean linens up to us at once. I shall also expect them to have this squalor remedied by morning! It is obvious from your behavior that you are no gentleman; however, we are ladies, and we shall expect to be treated as such.” From the corner of her eye Elizabeth had been watching Ian Thornton, who was listening to all of this, his jaw rigid, a muscle beginning to twitch dangerously in the side of his neck. Lucinda, however, was either unaware of or unconcerned with his reaction, for, as she picked up her skirts and turned toward the stairs, she turned on Jake. “You may show us to our chambers. We wish to retire.” “Retire!” cried Jake, thunderstruck. “But-but what about supper?” he sputtered. “You may bring it up to us.” Elizabeth saw the blank look on Jake’s face, and she endeavored to translate, politely, what the irate woman was saying to the startled red-haired man. “What Miss Throckmorton-Jones means is that we’re rather exhausted from our trip and not very good company, sir, and so we prefer to dine in our rooms.” “You will dine,” Ian Thornton said in an awful voice that made Elizabeth freeze, “on what you cook for yourself, madam. If you want clean linens, you’ll get them yourself from the cabinet. If you want clean rooms, clean them! Am I making myself clear?” “Perfectly!” Elizabeth began furiously, but Lucinda interrupted in a voice shaking with ire: “Are you suggesting, sirrah, that we are to do the work of servants?” Ian’s experience with the ton and with Elizabeth had given him a lively contempt for ambitious, shallow, self-indulgent young women whose single goal in life was to acquire as many gowns and jewels as possible with the least amount of effort, and he aimed his attack at Elizabeth. “I am suggesting that you look after yourself for the first time in your silly, aimless life. In return for that, I am willing to give you a roof over your head and to share our food with you until I can get you to the village. If that is too overwhelming a task for you, then my original invitation still stands: There’s the door. Use it!” Elizabeth knew the man was irrational, and it wasn’t worth riling herself to reply to him, so she turned instead to Lucinda. “Lucinda,” she said with weary resignation, “do not upset yourself by trying to make Mr. Thornton understand that his mistake has inconvenienced us, not the other way around. You will only waste your time. A gentleman of breeding would be perfectly able to understand that he should be apologizing instead of ranting and raving. However, as I told you before we came here, Mr. Thornton is no gentleman. The simple fact is that he enjoys humiliating people, and he will continue trying to humiliate us for as long as we stand here.” Elizabeth cast a look of well-bred disdain over Ian and said, “Good night, Mr. Thornton.” Turning, she softened her voice a little and said, “Good evening, Mr. Wiley.