Compelling Business Quotes

He was planning to take my shape and marry you. Then he was going to kill your father and take over his business empire."     "And you? What are your plans?"     "I have no plans to kill your father.

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

We don’t have to take things so personally. We take things to heart that we have no business taking to heart. For instance, saying “If you loved me you wouldn’t drink” to an alcoholic makes as much sense as saying “If you loved me, you wouldn’t cough” to someone who has pneumonia. Pneumonia victims will cough until they get appropriate treatment for their illness. Alcoholics will drink until they get the same. When people with a compulsive disorder do whatever it is they are compelled to do, they are not saying they don’t love you—they are saying they don’t love themselves.

When you begin to relinquish your ego, you will no longer feel compelled to prove to people how busy you are in an attempt to validate your sense of worth.

Human beings are unable to be about the serious business of living and building societies if they feel compelled to always clown or entertain others. People do not take you seriously if you don't take yourself seriously. A sense of humor brings necessary balance to an organized life, but a life of humor blinds one to life.

People are moved more by stories than by logic. Ease listeners into the new or unknown by building the logic of your model into a compelling narrative.

Don't wait to be compelled to do great work.

Life is not interested in good and evil. Don Quixote was constantly choosing between good and evil, but then he was choosing in his dream state. He was mad. He entered reality only when he was so busy trying to cope with people that he had no time to distinguish between good and evil. Since people exist only in life, they must devote their time simply to being alive. Life is motion, and motion is concerned with what makes man move—which is ambition, power, pleasure. What time a man can devote to morality, he must take by force from the motion of which he is a part. He is compelled to make choices between good and evil sooner or later, because moral conscience demands that from him in order that he can live with himself tomorrow. His moral conscience is the curse he had to accept from the gods in order to gain from them the right to dream.

To some extent we all need losses and difficulties and challenges, because without them the thrill of success weakens gradually with each new victory. That’s why people spend precious chunks of free time doing difficult crosswords and climbing dangerous mountains—because the hardship of the challenge is far more compelling than knowing you’re going to succeed.

Profit is good. Profit compells people to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit. And there’s no scarcity of possible profits. Every business should be profiting. When every business is profiting, that’s a lot of increased value going around.

Why does the universe go to all the bother of existing? Is the unified theory so compelling that it brings about its own existence? Or does it need a creator, and, if so, does he have any other effect on the universe? And who created him?....Up to now, most scientists have been too occupied with the development of new theories that describe what the universe is to ask the question why. On the other hand, the people whose business it is to ask why, the philosophers, have not been able to keep up with the advance of scientific theories....However, if we do discover a complete theory, it should in time be understandable in broad principle by everyone, not just a few scientists. Then we shall all, philosophers, scientists, and just ordinary people, be able to take part in the discussion of the question of why it is that we and the universe exist. If we find the answer to that, it would be the ultimate triumph of human reason--for then we would know the mind of God.

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

Perfection, in the form of a flawless stream of words delivered with cool composure, is never as persuasive as realness. An impassioned but imperfect speech, which shows you care too much to hide flaws, is far more compelling.

Whether you’re an entrepreneur, a small business, or a Fortune 500 company, great marketing is all about telling your story in such a way that it compels people to buy what you are selling. That’s a constant. What’s always in flux, especially in this noisy, mobile world, is how, when, and where the story gets told, and even who gets to tell all of it.

the most compelling business presentations are a form of strategic storytelling leading listeners down a controlled path.

This is the lesson of all great television commercials: They provide a slogan, a symbol or a focus that creates for viewers a comprehensive and compelling image of themselves. In the shift from party politics to television politics, the same goal is sought. We are not permitted to know who is best at being President or Governor or Senator, but whose image is best in touching and soothing the deep reaches of our discontent. We look at the television screen and ask, in the same voracious way as the Queen in Snow White and the Seven Dwarfs, "Mirror, mirror on the wall, who is the fairest one of all?" We are inclined to vote for those whose personality, family life, and style, as imaged on the screen, give back a better answer than the Queen received. As Xenophanes remarked twenty-five centuries ago, men always make their gods in their own image. But to this, television politics has added a new wrinkle: Those who would be gods refashion themselves into images the viewers would have them be.

That's why I find Elon to be an inspiring example. He said, 'Well, what should I really do in this world? Solve cars, global warming, and make humans multi-planetary.' I mean those are pretty compelling goals, and now he has businesses to do that.

To stay cheerful when involved in a gloomy and exceedingly responsible business is no inconsiderable art: yet what could be more necessary than cheerfulness? Nothing succeeds in which high spirits play no part. Only excess of strength is proof of strength. - A revaluation of all values, this question mark so black, so huge it casts a shadow over him who sets it up - such a destiny of a task compels one every instant to run out into the sunshine so as to shake off a seriousness grown all too oppressive.

Why does the universe go to all the bother of existing? Is the unified theory so compelling that it brings about its own existence? Or does it need a creator, and, if so, does he have any other effect on the universe? And who created him? Up to now, most scientists have been too occupied with the development of new theories that describe what the universe is to ask the question why. On the other hand, the people whose business it is to ask why, the philosophers, have not been able to keep up with the advance of scientific theories. In the eighteenth century, philosophers considered the whole of human knowledge, including science, to be their field and discussed questions such as: Did the universe have a beginning? However, in the nineteenth and twentieth centuries, science became too technical and mathematical for the philosophers, or anyone else except a few specialists. Philosophers reduced the scope of their inquiries so much that Wittgenstein, the most famous philosopher of this century, said, 'The sole remaining task for philosophy is the analysis of language.' What a comedown from the great tradition of philosophy from Aristotle to Kant! However, if we do discover a complete theory, it should in time be understandable in broad principle by everyone, not just a few scientists. Then we shall all, philosophers, scientists, and just ordinary people, be able to take part in the discussion of the question of why it is that we and the universe exist. If we find the answer to that, it would be the ultimate triumph of human reason--for then we would know the mind of God.

When I feel compelled to interfere in someone else’s business, I try to ask myself, “Am I concentrating on the task I have been given?” When my meditation practice is going well, I am too busy looking within myself to bother with other people’s affairs. But when I cannot concentrate on my meditation practice, my mind starts to wander and notice the faults in others. And I soon see they are my own faults reflected back at me. No one has asked me to focus my attention there. In moments like this, I recall my original intention of being a monk and return to my practice.

Seduction No one is obliged to receive what we give. No one is obliged to participate in the exchange. Not everyone needs to be compelled into desirable behaviour; customers and employees can also be charmed. Our enchantments can be a trick, a trap, a manipulation, or an expression of genuine affection that benefits all.

When I behold other people, who are of course the children of some family or other, and think of my own children, and of myself...I am astonished at how sensible, well-behaved, practical, courteous, and predictable these other children are. The other children are so easy about the whole business of being who they are, being in the world, and getting along. Whereas with us it is an awful fight, all the way. I am left with the conclusion that we are quite probably crazy, but somehow not in a way that compels commitment. We get over our rampages before society or clinical insanity charges in on us. I can think of very few of us who are not nuts. And that's not at our worst, that's pretty much as we always are. We find fault with everything. The world stinks, and even long after we have reconciled ourselves to that truth, we still regret it, and now and then even rage against it. Running through the various branches of the family I fail to find one branch which might be said to be nice- ordinary, sober, adjusted, willing, courteous, undemanding, charming, practical, predictable, and all of the other things nice people are. Lunacy runs straight down the middle of every branch of my family. We have nobody who is not some kind of nut. What did it? How did it happen? Well, there's no answer, of course.

develop your own compelling way of attracting business, and getting results.

How long are you going to wait for this guy?” I’m thrown by his sudden shift. “Ah . . . I don’t know.” “Give me your keys.” “What?” “Give me your keys. I’m going to change your tire while we’re waiting.” I fish in my purse and come up with a handful of keys. “You’re going to—” “Stay in the car.” He grabs the keys and practically yanks them out of my fingers. Then he slams the door in my face. I watch him in the path of his headlights, mystified. He opens my trunk, and, moments later, emerges with the spare tire. He lays it beside the car, then pulls something else from the darkened space. I’ve never changed a tire, so I have no idea what he’s doing. His movements are quick and efficient, though. I shouldn’t be sitting here, just watching, but I can’t help myself. There’s something compelling about him. Dozens of cars have passed, but he was the only one to stop—and he’s helping me despite the fact that I’ve been less than kind to him all night. He gets down on the pavement—on the wet pavement, in the rain—and slides something under the car. A hand brushes wet hair off his face. I can’t sit here and watch him do this. He doesn’t look at me when I approach. “I told you to wait in the car.” “So you’re one of those guys? Thinks the ‘little woman’ should wait in the car?” “When the little woman doesn’t know her tires are bald and her battery could barely power a stopwatch?” He attaches a steel bar to . . . something . . . and starts twisting it. “Yeah. I am.” My pride flinches. “So what are you saying?” I ask, deadpan. “You don’t want my help?” His smile is rueful. “You’re kind of funny when you’re not so busy being judgmental.” “You’re lucky I’m not kicking you while you’re down there.” He loses the smile but keeps his eyes on whatever he’s doing. “Try it, sister.

The Active Life If an expert does not have some problem to vex him, he is unhappy! If a philosopher's teaching is never attacked, she pines away! If critics have no one on whom to exercise their spite, they are unhappy. All such people are prisoners in the world of objects. He who wants followers, seeks political power. She who wants reputation, holds an office. The strong man looks for weights to lift. The brave woman looks for an emergency in which she can show bravery. The swordsman wants a battle in which he can swing his sword. People past their prime prefer a dignified retirement, in which they may seem profound. People experienced in law seek difficult cases to extend the application of the laws. Liturgists and musicians like festivals in which they parade their ceremonious talents. The benevolent, the dutiful, are always looking for chances to display virtue. Where would the gardener be if there were no more weeds? What would become of business without a market of fools? Where would the masses be if there were no pretext for getting jammed together and making noise? What would become of labor if there were no superfluous objects to be made? Produce! Get results! Make money! Make friends! Make changes! Or you will die of despair! Those who are caught in the machinery of power take no joy except in activity and change--the whirring of the machine! Whenever an occasion for action presents itself, they are compelled to act; they cannot help themselves. They are inexorably moved, like the ma- chine of which they are a part. Prisoners in the world of objects, they have no choice but to submit to the demands of matter! They are pressed down and crushed by external forces, fashion, the mar- ket, events, public opinion. Never in a whole lifetime do they re- cover their right mind! The active life! What a pity!

The law is an amazing tool, but it has limits. Good people, on the other hand, don't have limits. The law is not in the business of forgiveness or redemption. The law cannot compel us to love each other or respect each other. It cannot cancel hate or conquer evil; teach grace or extinguish passions. The law cannot achieve these things, not by itself. It takes people -- brave and strong and extraordinary people.

[Author's note:] When I decided to write this book, I worried that my privilege would make me blind to certain truths, that I would get things wrong, as I may well have. I worried that, as a non-immigrant and non-Mexican, I had no business writing a book set almost entirely in Mexico, set entirely among migrants. I wished someone slightly browner than me would write it. But then I thought, 'If you're a person who has the capacity to be a bridge, why not be a bridge?' So I began. In the early days of my research, before I'd fully convinced myself that I should undertake the telling of this story, I was interviewing a very generous scholar, a remarkable woman who was chair of the Chicana and Chicano studies Department at San Diego State University. Her name is Norma Iglesias Prieto, and I mentioned my doubts to her. I told her I felt compelled, but unqualified, to write this book. She said, "Jeanine. We need as many voices as we can get, telling this story." Her encouragement sustained me for the next four years. I was careful and deliberate in my research. I traveled extensively on both sides of the border and learned as much as I could about Mexico and migrants, about people living throughout the borderlands. The statistics in this book are all true, and though I changed some names, most of the places are real, too. But the characters, while representative of the folks I met during my travels, are fictional.

These core values include: Creating a customer-first service mentality. Producing an honest and ethical way of doing business. Delivering compelling value. Treating people with respect. Rewarding hard work and results. Choosing to err on the customer’s behalf.

Toot showed me how to balance a checkbook and resist buying stuff I didn’t need. She was the reason why, even in my most revolutionary moments as a young man, I could admire a well-run business and read the financial pages, and why I felt compelled to disregard overly broad claims about the need to tear things up and remake society from whole cloth. She taught me the value of working hard and doing your best even when the work was unpleasant, and about fulfilling your responsibilities even when doing so was inconvenient. She taught me to marry passion with reason, to not get overly excited when life was going well, and to not get too down when it went badly. All this was instilled in me by an elderly, plainspoken white lady from Kansas. It was her perspective that often came to mind when I was campaigning, and her worldview that I sensed in many of the voters I encountered, whether in rural Iowa or in a Black neighborhood in Chicago, that same quiet pride in sacrifices made for children and grandchildren, the same lack of pretension, the same modesty of expectations.

When you are quite well enough to travel, Latimer, I shall take you home with me. The journey will amuse you and do you good, for I shall go through the Tyrol and Austria, and you will see many new places. Our neighbours, the Filmores, are come; Alfred will join us at Basle, and we shall all go together to Vienna, and back by Prague...' My father was called away before he had finished his sentence, and he left my mind resting on the word Prague with a strange sense that a new and wondrous scene was breaking upon me: a city under the broad sunshine, that seemed to me as if it were summer sunshine of a long-past century arrested in its course-unrefreshed for ages by dews of night, or the rushing rain-cloud; scorching the dusty, weary, time-eaten grandeur of a people doomed to live on in the stale repetition of memories, like deposed and superannuated kings in their regal gold inwoven tatters. The city looked so thirsty that the broad river seemed to me a sheet of metal; and the blackened statues, as I passed under their blank gaze, along the unending bridge, with their ancient garments and their saintly crowns, seemed to me the real inhabitants and owners of this place, while the busy, trivial men and women, hurrying to and fro, were a swarm of ephemeral visitants infesting it for a day. It is such grim, stony beings as these, I thought, who are the fathers of ancient faded children, in those tanned time-fretted dwellings that crowd the steep before me; who pay their court in the worn and crumbling pomp of the palace which stretches its monotonous length on the height; who worship wearily in the stifling air of the churches, urged by no fear or hope, but compelled by their doom to be ever old and undying, to live on in the rigidity of habit, as they live on in perpetual midday, without the repose of night or the new birth of morning. A stunning clang of metal suddenly thrilled through me, and I became conscious of the objects in my room again: one of the fire-irons had fallen as Pierre opened the door to bring me my draught. My heart was palpitating violently, and I begged Pierre to leave my draught beside me; I would take it presently. ("The Lifted Veil")

Only the body and its desires cause war, civil discord, and battles, for all wars are due to the desire to acquire wealth, and it is the body and the care of it, to which [d] we are enslaved, which compel us to acquire wealth, and all this makes us too busy to practice philosophy.

Let me share with you an intriguing thought. The real value in setting goals is not in their achievement. The acquisition of the things you want is strictly secondary. The major reason for setting goals is to compel you to become the person it takes to achieve them. Let me explain:

This continent is littered coast to coast with people who were compelled to study business administration when they should have been painting murals or practicing the fiddle or digging a truck garden, and finally got their chance when it was twenty years too late to lead them anywhere.

Laden with all these new possessions, I go and sit at a table. And don't ask me what the table was like because this was some time ago and I can't remember. It was probably round." [...] "So let me give you the layout. Me sitting at the table, on my left, the newspaper, on my right, the cup of coffee, in the middle of the table, the packet of biscuits." "I see it perfectly." "What you don't see," said Arthur, "because I haven't mentioned him yet, is the guy sitting at the table already. He is sitting there opposite me." "What's he like?" "Perfectly ordinary. Briefcase. Business suit. He didn't look," said Arthur, "as if he was about to do anything weird." "Ah. I know the type. What did he do?" "He did this. He leaned across the table, picked up the packet of biscuits, tore it open, took one out, and . . ." "What?" "Ate it." "What?" "He ate it." Fenchurch looked at him in astonishment. "What on earth did you do?" "Well, in the circumstances I did what any red-blooded Englishman would do. I was compelled," said Arthur, "to ignore it." "What? Why?" "Well, it's not the sort of thing you're trained for, is it? I searched my soul, and discovered that there was nothing anywhere in my upbringing, experience, or even primal instincts to tell me how to react to someone who has quite simply, calmly, sitting right there in front of me, stolen one of my biscuits." "Well, you could. . ." Fenchurch thought about it. "I must say I'm not sure what I would have done either. So what happened?" "I stared furiously at the crossword," said Arthur, "couldn't do a single clue, took a sip of coffee, it was too hot to drink, so there was nothing for it. I braced myself. I took a biscuit, trying very hard not to notice," he added, "that the packet was already mysteriously open. . ." "But you're fighting back, taking a tough line." "After my fashion, yes. I ate the biscuit. I ate it very deliberately and visibly, so that he would have no doubt as to what it was I was doing. When I eat a biscuit," said Arthur, "it stays eaten." "So what did he do?" "Took another one. Honestly," insisted Arthur, "this is exactly what happened. He took another biscuit, he ate it. Clear as daylight. Certain as we are sitting on the ground." Fenchurch stirred uncomfortably. "And the problem was," said Arthur, "that having not said anything the first time, it was somehow even more difficult to broach the subject the second time around. What do you say? 'Excuse me... I couldn't help noticing, er . . .' Doesn't work. No, I ignored it with, if anything, even more vigor than previously." "My man..." "Stared at the crossword again, still couldn't budge a bit of it, so showing some of the spirit that Henry V did on St. Crispin's Day . ." "What?" "I went into the breach again. I took," said Arthur, "another biscuit. And for an instant our eyes met." "Like this?" "Yes, well, no, not quite like that. But they met. Just for an instant. And we both looked away. But I am here to tell you," said Arthur, "that there was a little electricity in the air. There was a little tension building up over the table. At about this time." "I can imagine."” "We went through the whole packet like this. Him, me, him, me . . ." "The whole packet?" "Well, it was only eight biscuits, but it seemed like a lifetime of biscuits we were getting through at this point. Gladiators could hardly have had a tougher time." "Gladiators," said Fenchurch, "would have had to do it in the sun. More physically gruelling." "There is that. So. When the empty packet was lying dead between us the man at last got up, having done his worst, and left. I heaved a sigh of relief, of course. "As it happened, my train was announced a moment or two later, so I finished my coffee, stood up, picked up the newspaper, and underneath the newspaper . . ." "Yes?" "Were my biscuits." "What?" said Fenchurch. "What?" "True." "No!

Winners know what makes people tick by effectively tapping into our fears and aspirations. By listening very carefully and then repeating almost word-for-word exactly what they’ve heard, winners know how to articulate compelling needs—and products to satisfy those needs—that people didn’t even know they wanted.

Tales of perfection fail dramatically because they never ring true. But when a leader uses authentic drama to reveal the hidden truth about a problem his business is facing, he guides the audience to feel as if they are uncovering the truth themselves. Compelling drama convinced listeners that the teller had heart.

Many have found the secret of which I speak and, without giving much thought to what is going on within them, constantly practice this habit of inwardly gazing upon God. They know that something inside their hearts sees God. Even when they are compelled to withdraw their conscious attention in order to engage in earthly affairs there is within them a secret communion always going on. Let their attention but be released for a moment from necessary business and it flies at once to God again. This has been the testimony of many Christians, so many that even as I state it thus I have a feeling that I am quoting, though from whom or from how many I cannot possibly know.

When the first news of the Nazi camps was published in 1945, there were those who thought the facts might be exaggerated either by Allied war propaganda or by the human tendency to relish 'atrocity stories.' In his column in the London magazine Tribune, George Orwell wrote that, though this might be so, the speculation was not exactly occurring in a vacuum. If you remember what the Nazis did to the Jews before the war, he said, it isn't that difficult to imagine what they might do to them during one. In one sense, the argument over 'Holocaust denial' ends right there. The National Socialist Party seized power in 1933, proclaiming as its theoretical and organising principle the proposition that the Jews were responsible for all the world's ills, from capitalist profiteering to subversive Bolshevism. By means of oppressive legislation, they began to make all of Germany Judenrein, or 'Jew-free.' Jewish businesses were first boycotted and then confiscated. Jewish places of worship were first vandalised and then closed. Wherever Nazi power could be extended—to the Rhineland, to Austria and to Sudeten Czechoslovakia—this pattern of cruelty and bigotry was repeated. (And, noticed by few, the state killing of the mentally and physically 'unfit,' whether Jewish or 'Aryan,' was tentatively inaugurated.) After the war broke out, Hitler was able to install puppet governments or occupation regimes in numerous countries, each of which was compelled to pass its own version of the anti-Semitic 'Nuremberg Laws.' Most ominous of all—and this in plain sight and on camera, and in full view of the neighbours—Jewish populations as distant as Salonika were rounded up and put on trains, to be deported to the eastern provinces of conquered Poland. None of this is, even in the remotest sense of the word, 'deniable.

Professionalism is the grease that lubricates an organization’s functional gears. Of course, professionalism alone is inadequate to ensure business success. It must be accompanied by the leadership’s compelling vision for the business and the execution of a well thought-out strategic plan. Assuming these exist, the organization’s people will make the difference in the end.

WHILE I THINK the reasons for postmortems are compelling, I know that most people still resist them. So I want to share some techniques that can help managers get the most out of them. First of all, vary the way you conduct them. By definition, postmortems are supposed to be about lessons learned, so if you repeat the same format, you tend to uncover the same lessons, which isn’t much help to anyone.

Most of us do not like not being able to see what others see or make sense of something new. We do not like it when things do not come together and fit nicely for us. That is why most popular movies have Hollywood endings. The public prefers a tidy finale. And we especially do not like it when things are contradictory, because then it is much harder to reconcile them (this is particularly true for Westerners). This sense of confusion triggers in a us a feeling of noxious anxiety. It generates tension. So we feel compelled to reduce it, solve it, complete it, reconcile it, make it make sense. And when we do solve these puzzles, there's relief. It feels good. We REALLY like it when things come together. What I am describing is a very basic human psychological process, captured by the second Gestalt principle. It is what we call the 'press for coherence.' It has been called many different things in psychology: consonance, need for closure, congruity, harmony, need for meaning, the consistency principle. At its core it is the drive to reduce the tension, disorientation, and dissonance that come from complexity, incoherence, and contradiction. In the 1930s, Bluma Zeigarnik, a student of Lewin's in Berlin, designed a famous study to test the impact of this idea of tension and coherence. Lewin had noticed that waiters in his local cafe seemed to have better recollections of unpaid orders than of those already settled. A lab study was run to examine this phenomenon, and it showed that people tend to remember uncompleted tasks, like half-finished math or word problems, better than completed tasks. This is because the unfinished task triggers a feeling of tension, which gets associated with the task and keeps it lingering in our minds. The completed problems are, well, complete, so we forget them and move on. They later called this the 'Zeigarnik effect,' and it has influenced the study of many things, from advertising campaigns to coping with the suicide of loved ones to dysphoric rumination of past conflicts.

She lifted his mask and her own veil; then slowly, she placed a hand on either side of his face. Her fingers slid into his hair and Matthias’ focus shattered. It felt like she was touching him everywhere. She looked into his eyes. “Well?” “I don’t feel anything,” he said. His voice sounded embarrassingly hoarse. She arched a brow. “Nothing?” “What did you try to make me do?” “I’m trying to compel you to kiss me.” “That’s foolish.” “Why is that?” “Because I always want to kiss you,” he admitted. “Then how come you never do?” “Nina, you just went through a terrible ordeal—” “I did. That’s true. You know what would help? A lot of kissing. We haven’t been alone since we were aboard the Ferolind.” “You mean when you almost died?” said Matthias. Someone had to remember the gravity of this situation. “I prefer to think of the good times. Like when you held my hair as I was vomiting into a bucket.” “Stop trying to make me laugh.” “But I like your laugh.” “Nina, this is not the time to flirt.” “I need to catch you off your guard, otherwise you’re too busy protecting me and asking me if I’m okay.” “Is it wrong to worry?” “No, it’s wrong to treat me like I might break apart at any moment. I’m not that fine or that fragile.

When we say to be authentic, we mean you should make it clear that your stuff has the stamp of an actual person or actual people and that that person or those people have the qualities (a point of view, a personality, a sense of enthusiasm for the subject, and suitability to your audience) that make for a compelling approach to content as a solid foundation for the start of your relationship with your audience.

Tell me the story," said Fenchurch firmly. "You arrived at the station." "I was about twenty minutes early. I'd got the time of the train wrong." "Get on with it." Fenchurch laughed. "So I bought a newspaper, to do the crossword, and went to the buffet to get a cup of coffee." "You do the crossword?" "Yes." "Which one?" "The Guardian usually." "I think it tries to be too cute. I prefer The Times. Did you solve it?" "What?" "The crossword in the Guardian." "I haven't had a chance to look at it yet," said Arthur, "I'm still trying to buy the coffee." "All right then. Buy the coffee." "I'm buying it. I am also," said Arthur, "buying some biscuits." "What sort?" "Rich Tea." "Good Choice." "I like them. Laden with all these new possessions, I go and sit at a table. And don't ask me what the table was like because this was some time ago and I can't remember. It was probably round." "All right." "So let me give you the layout. Me sitting at the table. On my left, the newspaper. On my right, the cup of coffee. In the middle of the table, the packet of biscuits." "I see it perfectly." "What you don't see," said Arthur, "because I haven't mentioned him yet, is the guy sitting at the table already. He is sitting there opposite me." "What's he look like?" "Perfectly ordinary. Briefcase. Business suit. He didn't look," said Arthur, "as if he was about to do anything weird." "Ah. I know the type. What did he do?" "He did this. He leaned across the table, picked up the packet of biscuits, tore it open, took one out, and..." "What?" "Ate it." "What?" "He ate it." Fenchurch looked at him in astonishment. "What on earth did you do?" "Well, in the circumstances I did what any red-blooded Englishman would do. I was compelled," said Arthur, "to ignore it." "What? Why?" "Well, it's not the sort of thing you're trained for is it? I searched my soul, and discovered that there was nothing anywhere in my upbringing, experience or even primal instincts to tell me how to react to someone who has quite simply, calmly, sitting right there in front of me, stolen one of my biscuits." "Well, you could..." Fenchurch thought about it. "I must say I'm not sure what I would have done either. So what happened?" "I stared furiously at the crossword," said Arthur. "Couldn't do a single clue, took a sip of coffee, it was too hot to drink, so there was nothing for it. I braced myself. I took a biscuit, trying very hard not to notice," he added, "that the packet was already mysteriously open..." "But you're fighting back, taking a tough line." "After my fashion, yes. I ate a biscuit. I ate it very deliberately and visibly, so that he would have no doubt as to what it was I was doing. When I eat a biscuit," Arthur said, "it stays eaten." "So what did he do?" "Took another one. Honestly," insisted Arthur, "this is exactly what happened. He took another biscuit, he ate it. Clear as daylight. Certain as we are sitting on the ground." Fenchurch stirred uncomfortably. "And the problem was," said Arthur, "that having not said anything the first time, it was somehow even more difficult to broach the subject a second time around. What do you say? "Excuse me...I couldn't help noticing, er..." Doesn't work. No, I ignored it with, if anything, even more vigor than previously." "My man..." "Stared at the crossword, again, still couldn't budge a bit of it, so showing some of the spirit that Henry V did on St. Crispin's Day..." "What?" "I went into the breach again. I took," said Arthur, "another biscuit. And for an instant our eyes met." "Like this?" "Yes, well, no, not quite like that. But they met. Just for an instant. And we both looked away. But I am here to tell you," said Arthur, "that there was a little electricity in the air. There was a little tension building up over the table. At about this time." "I can imagine.

is turning all life into a unified flow experience. If a person sets out to achieve a difficult enough goal, from which all other goals logically follow, and if he or she invests all energy in developing skills to reach that goal, then actions and feelings will be in harmony, and the separate parts of life will fit together—and each activity will “make sense” in the present, as well as in view of the past and of the future. In such a way, it is possible to give meaning to one’s entire life. But isn’t it incredibly naive to expect life to have a coherent overall meaning? After all, at least since Nietzsche concluded that God was dead, philosophers and social scientists have been busy demonstrating that existence has no purpose, that chance and impersonal forces rule our fate, and that all values are relative and hence arbitrary. It is true that life has no meaning, if by that we mean a supreme goal built into the fabric of nature and human experience, a goal that is valid for every individual. But it does not follow that life cannot be given meaning. Much of what we call culture and civilization consists in efforts people have made, generally against overwhelming odds, to create a sense of purpose for themselves and their descendants. It is one thing to recognize that life is, by itself, meaningless. It is another thing entirely to accept this with resignation. The first fact does not entail the second any more than the fact that we lack wings prevents us from flying. From the point of view of an individual, it does not matter what the ultimate goal is—provided it is compelling enough to order a lifetime’s worth of psychic energy. The challenge might involve the desire to have the best beer-bottle collection in the neighborhood, the resolution to find a cure for cancer, or simply the biological imperative to have children who will survive and prosper. As long as it provides clear objectives, clear rules for action, and a way to concentrate and become involved, any goal can serve to give meaning to a person’s life. In the past few years I have come to be quite well acquainted with several Muslim professionals—electronics engineers, pilots, businessmen, and teachers, mostly from Saudi Arabia and from the other Gulf states. In talking to them, I was struck with how relaxed most of them seemed to be even under strong pressure. “There is nothing to it,” those I asked about it told me, in different words, but with the same message: “We don’t get upset because we believe that our life is in God’s hands, and whatever He decides will be fine with us.” Such implicit faith used to be widespread in our culture as well, but it is not easy to find it now. Many of us have to discover a goal that will give meaning to life on our own, without the help of a traditional faith.

Fost.  So (said he), I understand: but well, if you will promise to call the people no more together, you shall have your liberty to go home; for my brother is very loath to send you to prison, if you will be but ruled. Bun.  Sir (said I), pray what do you mean by calling the people together? my business is not anything among them, when they are come together, but to exhort them to look after the salvation of their souls, that they may be saved, etc. Fost.  Saith he, We must not enter into explication, or dispute now; but if you will say you will call the people no more together, you may have your liberty; if not, you must be sent away to prison. Bun.  Sir, said I, I shall not force or compel any man to hear me; but yet, if I come into any place where there is a people met together, I should, according to the best of my skill and wisdom, exhort and counsel them to seek out after the Lord Jesus Christ, for the salvation of their souls.

Jakobson gives the following example. If I say in English, “I spent yesterday evening with a neighbor,” you may well wonder whether my companion was male or female, but I have the right to tell you politely that it’s none of your business. But if we are speaking French or German or Russian, I don’t have the privilege to equivocate, because I am obliged by the language to choose between voisin or voisine, Nachbar or Nachbarin, sosed or sosedka. So French, German, and Russian would compel me to inform you about the sex of my companion whether or not I felt it was your business. This does not mean, of course, that English speakers are oblivious to the differences between evenings spent with male or female neighbors. Nor does it mean that English speakers cannot express the distinction should they want to. It only means that English speakers are not obliged to specify the sex each time the neighbor is mentioned, while speakers of some languages are.

Framing isn’t about lying and deception; it’s about knowing how to present your product or service through the most factual and compelling lens. For example, it’s more appealing to say a food product is 90 per cent lean than to say it contains 10 per cent fat. Both are true, but one frame is more psychologically alluring. These examples illustrate an important but too often forgotten principle in branding, marketing and business: reality is nothing more than perception and context is king.

There’s nothing like the first time ten thousand honeybees surround you. Not that a second time is any more charming, but it’s the sheer terror that grips one’s heart when such an encounter takes place for the first time. Words do not do justice to the experience as you can never convey to someone how nerve-racking it is to stand next to ten thousand honeybees looking to sting you. Yet, despite the sheer terror you experience, your heart threatening to jump out of your chest, you feel compelled to take a closer look;

The impotence of liberal humanism is a symptom of its essentially contradictory relationship to modern capitalism. For although it forms part of the ‘official’ ideology of such society, and the ‘humanities’ exist to reproduce it, the social order within which it exists has in one sense very little time for it at all. Who is concerned with the uniqueness of the individual, the imperishable truths of the human condition or the sensuous textures of lived experience in the Foreign Office or the boardroom of Standard Oil? Capitalism’s reverential hat-tipping to the arts is obvious hypocrisy, except when it can hang them on its walls as a sound investment. Yet capitalist states have continued to direct funds into higher education humanities departments, and though such departments are usually the first in line for savage cutting when capitalism enters on one of its periodic crises, it is doubtful that it is only hypocrisy, a fear of appearing in its true philistine colours, which compels this grudging support. The truth is that liberal humanism is at once largely ineffectual, and the best ideology of the ‘human’ that present bourgeois society can muster. The ‘unique individual’ is indeed important when it comes to defending the business entrepreneur’s right to make profit while throwing men and women out of work; the individual must at all costs have the ‘right to choose’, provided this means the right to buy one’s child an expensive private education while other children are deprived of their school meals, rather than the rights of women to decide whether to have children in the first place.

Yet what happens if the greedy shoemaker increases his profits by paying employees less and increasing their work hours? The standard answer is that the free market would protect the employees. If our shoemaker pays too little and demands too much, the best employees would naturally abandon him and go to work for his competitors. The tyrant shoemaker would find himself left with the worst labourers, or with no labourers at all. He would have to mend his ways or go out of business. His own greed would compel him to treat his employees well.

The age of centralized, command-and-control, extraction-resource-based energy sources (oil, gas, coal and nuclear) will not end because we run out of petroleum, natural gas, coal, or uranium. It will end because these energy sources, the business models they employ, and the products that sustain them will be disrupted by superior technologies, product architectures, and business models. Compelling new technologies such as solar, wind, electric vehicles, and autonomous (self-driving) cars will disrupt and sweep away the energy industry as we know it.

It is unlike the industrial era, when corporations depended on people with a wide range of skills: managers and marketers, engineers and technicians, warehouse workers and salespeople. These jobs were often unionized, at least in the manufacturing and energy sectors, so that upper management was compelled at least to consider diverse views on how the business should operate. In contrast, tech firms are rarely unionized, and none of the largest internet-based firms are.7 Crucially, the tech giants employ relatively few people in proportion to their revenues.

You love me. But why do you love me? The thing in me that compels me to write is the very thing that draws your love. You love me because I am somehow different from the men you have known and might have loved. I was not made for the desk and counting-house, for petty business squabbling, and legal jangling. Make me do such things, make me like those other men, doing the work they do, breathing the air they breathe, developing the point of view they have developed, and you have destroyed the difference, destroyed me, destroyed the thing you love. My desire to write is the most vital thing in me.

Peter Lord said: “Oh, well, I suppose she and Roderick Welman will live happy ever afterwards.” Hercule Poirot said: “My dear friend, you suppose nothing of the sort!” “Why not? She’ll forgive him the Mary Gerrard business. It was only a wild infatuation on his part, anyway.” Hercule Poirot said: 'It goes deeper than that… There is, sometimes, a deep chasm between the past and the future. When one has walked in the valley of the shadow of death, and come out of it into the sunshine—then, mon cher, it is a new life that begins… The past will not serve….” He waited a minute and then went on: “A new life… That is what Elinor Carlisle is beginning now—and it is you who have given her that life.” “No.” “Yes. It was your determination, your arrogant insistence that compelled me to do as you asked. Admit now, it is to you she turns in gratitude, is it not?” Peter Lord said slowly: “Yes, she’s very grateful—now… She asked me to go and see her—often.” “Yes, she needs you.” Peter Lord said violently: “Not as she needs—him!” Hercule Poirot shook his head. “She never needed Roderick Welman. She loved him, yes, unhappily—even desperately.” Peter Lord, his face set and grim, said harshly: “She will never love me like that.” Hercule Poirot said softly: “Perhaps not. But she needs you, my friend, because it is only with you that she can begin the world again.

The busy 20th and 21st centuries have made Garfield's era seem remote and irrelevant, its leaders ridiculed for their very obscurity... to the generation of Americans then alive, though, their dramas, humanities, and dignity were a compelling part of daily life. For twenty years after the Civil War, America was led by a group of larger-than-life figures with clay feet who fought and raged and plied their craft with nerve and ambition while following a code of honor riddled with blind spots and inconsistencies; during that time, public involvement in politics reached levels far higher than today. Garfield held a special place: one of the most promising of his generation, shot down in his prime, martyred for taking a principled stand.

Before you can incorporate and communicate your chosen USP through various marketing avenues, focus and articulate it crisply and clearly—with impact. Don’t be cute or abstract. Think it through until you can articulate it in one crystal clear, compelling, alluring paragraph—or less. The USP is the nucleus around which you build your success, fame, and wealth. So you’d better be able to state it. If you can’t state it, your prospects won’t see it. Whenever a client needs the type of product or service you sell, your USP should bring you or your company immediately to mind. Clearly conveying the USP through your marketing and business performance will make business success inevitable. But you must boil down your USP to its bare essence.

Adolescents need to cocoon. Cocooning is a term coined in the early 1980s by Faith Popcorn, a social trend analyst with a bizarre and compelling name. (That’s neither here nor there, but it can’t go unsaid.) Popcorn describes cocooning as “the impulse to stay inside when the outside gets too tough and scary.” Since its introduction to our lexicon, it has come to be used regularly to describe adolescents and their relationship to their rooms. Tweens and teens cocoon because at a time when most things in their lives are changing—their bodies, brains, emotions, friends, and even their self-concepts—bedrooms are safe havens. There, they can think about any and all things ad nauseam, or push them aside and take a break from the mental turmoil of their busy minds.

THE RIVE BROTHERS used to be like a technology gang. In the late 1990s, they would jump on skateboards and zip around the streets of Santa Cruz, knocking on the doors of businesses and asking if they needed any help managing their computing systems. The young men, who had all grown up in South Africa with their cousin Elon Musk, soon decided there must be an easier way to hawk their technology smarts than going door-to-door. They wrote some software that allowed them to take control of their clients’ systems from afar and to automate many of the standard tasks that companies required, such as installing updates for applications. The software became the basis of a new company called Everdream, and the brothers promoted their technology in some compelling ways.

Richard Lovelace makes a compelling case that the best defense is a good offense. “The ultimate solution to cultural decay is not so much the repression of bad culture as the production of sound and healthy culture,” he writes. “We should direct most of our energy not to the censorship of decadent culture, but to the production and support of healthy expressions of Christian and non-Christian art.”10 Public protests and boycotts have their place. But even negative critiques are effective only when motivated by a genuine love for the arts. The long-term solution is to support Christian artists, musicians, authors, and screenwriters who can create humane and healthy alternatives that speak deeply to the human condition. Exploiting “Talent” The church must also stand against forces that suppress genuine creativity, both inside and outside its walls. In today’s consumer culture, one of the greatest dangers facing the arts is commodification. Art is treated as merchandise to market for the sake of making money. Paintings are bought not to exhibit, nor to grace someone’s home, but merely to resell. They are financial investments. As Seerveld points out, “Elite art of the New York school or by approved gurus such as Andy Warhol are as much a Big Business today as the music business or the sports industry.”11 Artists and writers have been reduced to “talent” to be plugged into the manufacturing process. That approach may increase sales, but it will suppress the best and highest forms of art. In the eighteenth century, the world nearly lost the best of Mozart’s music because the adults in the young man’s life treated him primarily as “talent” to exploit.

Before he got out of the house, which he did after a most affectionate farewell, Johnny felt himself compelled to promise that he would come to Miss Demolines again as soon as he got back to town; and as the door was closed behind him by the boy in buttons, he made up his mind that he certainly would call as soon as he returned to London. “It’s as good as a play,” he said to himself. Not that he cared in the least for Miss Demolines, or that he would take any steps with the intention of preventing the painting of the picture. Miss Demolines had some battle to fight, and he would leave her to fight it with her own weapons. If his friend chose to paint a picture of Jael, and take Miss Van Siever as a model, it was no business of his. Nevertheless he would certainly go and see Miss Demolines again, because, as he said, she was as good as a play.

Young men are fitter to invent than to judge, fitter for execution than for counsel, and fitter for new projects than for settled business; for the experience of age in things that fall within the compass of it, directeth them; but in new things abuseth them . . . . Young men, in the conduct and management of actions, embrace more than they can hold, stir more than they can quiet; fly to the end without consideration of the means and degrees; pursue absurdly some few principles which they have chanced upon; care not to” (i.e., how they) “innovate, which draws unknown inconveniences . . . . Men of age object too much, consult too long, adventure too little, repent too soon, and seldom drive business home to the full period, but content themselves with a mediocrity of success. Certainly it is good to compel employments of both, . . . because the virtues of either may correct the defects of both.

Even if there is only one possible unified theory, it is just a set of rules and equations. What is it that breathes fire into the equations and makes a universe for them to describe? The usual approach of science of constructing a mathematical model cannot answer the questions of why there should be a universe for the model to describe. Why does the universe go to all the bother of existing? Is the unified theory so compelling that it brings about its own existence? Or does it need a creator, and, if so, does he have any other effect on the universe? And who created him? Up to now, most scientists have been too occupied with the development of new theories that describe what the universe is to ask the question why. On the other hand, the people whose business it is to ask why, the philosophers, have not been able to keep up with the advance of scientific theories. In the eighteenth century, philosophers considered the whole of human knowledge, including science, to be their field and discussed questions such as: did the universe have a beginning? However, in the nineteenth and twentieth centuries, science became too technical and mathematical for the philosophers, or anyone else except a few specialists. Philosophers reduced the scope of their inquiries so much that Wittgenstein, the most famous philosopher of this century, said, “The sole remaining task for philosophy is the analysis of language.” What a comedown from the great tradition of philosophy from Aristotle to Kant! However, if we do discover a complete theory, it should in time be understandable in broad principle by everyone, not just a few scientists. Then we shall all, philosophers, scientists, and just ordinary people, be able to take part in the discussion of the question of why it is that we and the universe exist. If we find the answer to that, it would be the ultimate triumph of human reason – for then we would know the mind of God.

That said, many people who are transgender choose not to undergo surgery, even if they can afford it. There could be a number of reasons: pain, risk, fear, uncertain results, lack of support, or just being happy with their body the way it is and not feeling the need. Which brings me to an important point: You should never ask someone who is transgender if they have had or plan to have surgery. First, it’s none of your business. Second, it’s offensive because by asking that question you are implying that the person is not the gender they feel they are unless they alter their genitals. The fact is gender identity is not defined by what’s inside your pants; it’s defined by what’s inside your brain. It’s also something nobody questions or even thinks about unless it doesn’t match the body they were born with. This is why people who are not transgender have so much trouble understanding what it’s like to be in our shoes, and often why they are compelled to ask so many questions. While

I awoke to the fraud that had been committed in socialism’s name, and felt an immediate obligation to do something about it. All those laws formulated by the British Labour Party, which set out to organize society for the greater good of everyone, by controlling, marginalizing or forbidding some natural human activity, took on another meaning for me. I was suddenly struck by the impertinence of a political party that sets out to confiscate whole industries from those who had created them, to abolish the grammar schools to which I owed my education, to force schools to amalgamate, to control relations in the workplace, to regulate hours of work, to compel workers to join a union, to ban hunting, to take property from a landlord and bestow it on his tenant, to compel businesses to sell themselves to the government at a dictated price, to police all our activities through quangos designed to check us for political correctness. And I saw that this desire to control society in the name of equality expresses exactly the contempt for human freedom that I encountered in Eastern Europe.

Still, it’s important to use the term “behavioral addiction” carefully. A label can encourage people to see a disorder everywhere. Shy kids were suddenly labeled “Asperger’s sufferers” when the term became popular; people with volatile emotions were similarly labeled “bipolar.” Allen Frances, a psychiatrist and expert on addiction, is concerned about the term “behavioral addiction.” “If 35 percent of people suffer from a disorder, then it’s just a part of human nature,” he says. “Medicalizing behavioral addiction is a mistake. What we should be doing is what they do in Taiwan and Korea. There they see behavioral addiction as a social issue rather than a medical issue.” I agree. Not everyone who uses a smartphone for more than ninety minutes a day should be in treatment. But what is it about smartphones that makes them so compelling? Should we introduce structural checks and balances on the growing role they play in our collective lives? A symptom affecting so many people is no less real or more acceptable simply because it becomes a new norm; we need to understand that symptom to decide whether and how to deal with it.

Paying for power was so common that in 2012 the Modern Chinese Dictionary, the national authority on language, was compelled to add the word maiguan—“to buy a government promotion.” In some cases, the options read like a restaurant menu. In a small town in Inner Mongolia, the post of chief planner was sold for $103,000. The municipal party secretary was on the block for $101,000. It followed a certain logic: in weak democracies, people paid their way into office by buying votes; in a state where there were no votes to buy, you paid the people who doled out the jobs. Even the military was riddled with patronage; commanders received a string of payments from a pyramid of loyal officers beneath them. A one-star general could reportedly expect to receive ten million dollars in gifts and business deals; a four-star commander stood to earn at least fifty million. Every country has corruption, but China’s was approaching a level of its own. For those at the top, the scale of temptation had reached a level unlike anything ever encountered in the West. It was not always easy to say which Bare-Handed Fortunes were legitimate and which were not, but political office was a reliable pathway to wealth on a scale of its own. By 2012 the richest seventy members of China’s national legislature had a net worth of almost ninety billion dollars—more than ten times the combined net worth of the entire U.S. Congress.

I didn’t answer right away; I was too busy savoring the moment. The delicious night air, the music of mama cows in a distant pasture, the trillions of stars overhead, the feeling of his fingers entwined in mine. The night couldn’t have gone any more perfectly. I’m not sure anything, even going home with him, could possibly make it any better. I started to open my mouth, but Marlboro Man beat me to it. Standing up and lifting me off the tailgate of his pickup, he carried me, Rhett Butler-style, toward the passenger door. Setting me down and opening my door, he said, “On second thought…I think I’d better take you home.” I smiled, convinced he must have read my mind. Whether he had or not, the fact was that instantly and noticeably the whole vibe between us had changed. Before I’d dumped my Chicago apartment and told him my plans to stay, the passion between us had sometimes felt urgent, rushed, almost as if some imaginary force was compelling us to get it all out right here, right now, because before too long we wouldn’t have the chance. There’d been a quiet desperation in our romance up until that point, feelings of excitement and lust mixed with an uncomfortable hint of doom and dread. But now that my move had all but been eliminated from the equation, the doom and dread had been replaced with a beautiful sense of comfort. In the blink of an eye, Marlboro Man and I, while madly and insanely in love, were no longer in any hurry. “Yeah,” I said, nodding my head. “I agree.” Man, did I ever have a way with words.

Along the way to Seattle, he wrote his business plan. He identified several reasons why the book category was underserved and well suited to online commerce. He outlined how he could create a new and compelling experience for book-buying customers. To begin with, books were relatively lightweight and came in fairly uniform sizes, meaning they would be easy and inexpensive to warehouse, pack, and ship. Second, while more than 100 million books had been written and more than a million titles were in print in 1994, even a Barnes & Noble mega-bookstore could stock only tens of thousands of titles. An online bookstore, on the other hand, could offer not just the books that could fit in a brick-and-mortar store but any book in print. Third, there were two large book-distribution companies, Ingram and Baker & Taylor, that acted as intermediaries between publishers and retailers and maintained huge inventories in vast warehouses. They kept detailed electronic catalogs of books in print to make it easy for bookstores and libraries to order from them. Jeff realized that he could combine the infrastructure that Ingram and Baker & Taylor had created—warehouses full of books ready to be shipped, plus an electronic catalog of those books—with the growing infrastructure of the Web, making it possible for consumers to find and buy any book in print and get it shipped directly to their homes. Finally, the site could use technology to analyze the behavior of customers and create a unique, personalized experience for each one of them.

Give the Audience Something to Cheer For Austin Madison is an animator and story artist for such Pixar movies as Ratatouille, WALL-E, Toy Story 3, Brave, and others. In a revealing presentation Madison outlined the 7-step process that all Pixar movies follow. 1. Once there was a ___. 3 [A protagonist/ hero with a goal is the most important element of a story.] 2. Every day he ___. [The hero’s world must be in balance in the first act.] 3. Until one day ___. [A compelling story introduces conflict. The hero’s goal faces a challenge.] 4. Because of that ___. [This step is critical and separates a blockbuster from an average story. A compelling story isn’t made up of random scenes that are loosely tied together. Each scene has one nugget of information that compels the next scene.] 5. Because of that ___. 6. Until finally ____. [The climax reveals the triumph of good over evil.] 7. Ever since then ___. [The moral of the story.] The steps are meant to immerse an audience into a hero’s journey and give the audience someone to cheer for. This process is used in all forms of storytelling: journalism, screenplays, books, presentations, speeches. Madison uses a classic hero/ villain movie to show how the process plays out—Star Wars. Here’s the story of Luke Skywalker. Once there was a farm boy who wanted to be a pilot. Every day he helped on the farm. Until one day his family is killed. Because of that he joins legendary Jedi Obi-Wan Kenobi. Because of that he hires the smuggler Han Solo to take him to Alderaan. Until finally Luke reaches his goal and becomes a starfighter pilot and saves the day. Ever since then Luke’s been on the path to be a Jedi knight. Like millions of others, I was impressed with Malala’s Nobel Peace prize–winning acceptance speech. While I appreciated the beauty and power of her words, it wasn’t until I did the research for this book that I fully understood why Malala’s words inspired me. Malala’s speech perfectly follows Pixar’s 7-step storytelling process. I doubt that she did this intentionally, but it demonstrates once again the theme in this book—there’s a difference between a story, a good story, and a story that sparks movements.

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ONE of the evil results of the political subjection of one people by another is that it tends to make the subject nation unnecessarily and excessively conscious of its past. Its achievements in the old great days of freedom are remembered, counted over and exaggerated by a generation of slaves, anxious to convince the world and themselves that they are as good as their masters. Slaves cannot talk of their present greatness, because it does not exist; and prophetic visions of the future are necessarily vague and unsatisfying. There remains the past. Out of the scattered and isolated facts of history it is possible to build up Utopias and Cloud Cuckoo Lands as variously fantastic as the New Jerusalems of prophecy. It is to the past — the gorgeous imaginary past of those whose present is inglorious, sordid, and humiliating — it is to the delightful founded-on-fact romances of history that subject peoples invariably turn. Thus, the savage and hairy chieftains of Ireland became in due course “the Great Kings of Leinster,” “the mighty Emperors of Meath.” Through centuries of slavery the Serbs remembered and idealised the heroes of Kossovo. And for the oppressed Poles, the mediaeval Polish empire was much more powerful, splendid, and polite than the Roman. The English have never been an oppressed nationality; they are in consequence most healthily unaware of their history. They live wholly in the much more interesting worlds of the present — in the worlds of politics and science, of business and industry. So fully, indeed, do they live in the present, that they have compelled the Indians, like the Irish at the other end of the world, to turn to the past. In the course of the last thirty or forty years a huge pseudo-historical literature has sprung up in India, the melancholy product of a subject people’s inferiority complex. Industrious and intelligent men have wasted their time and their abilities in trying to prove that the ancient Hindus were superior to every other people in every activity of life. Thus, each time the West has announced a new scientific discovery, misguided scholars have ransacked Sanskrit literature to find a phrase that might be interpreted as a Hindu anticipation of it. A sentence of a dozen words, obscure even to the most accomplished Sanskrit scholars, is triumphantly quoted to prove that the ancient Hindus were familiar with the chemical constitution of water. Another, no less brief, is held up as the proof that they anticipated Pasteur in the discovery of the microbic origin of disease. A passage from the mythological poem of the Mahabharata proves that they had invented the Zeppelin. Remarkable people, these old Hindus. They knew everything that we know or, indeed, are likely to discover, at any rate until India is a free country; but they were unfortunately too modest to state the fact baldly and in so many words. A little more clarity on their part, a little less reticence, and India would now be centuries ahead of her Western rivals. But they preferred to be oracular and telegraphically brief. It is only after the upstart West has repeated their discoveries that the modern Indian commentator upon their works can interpret their dark sayings as anticipations. On contemporary Indian scholars the pastime of discovering and creating these anticipations never seems to pall. Such are the melancholy and futile occupations of intelligent men who have the misfortune to belong to a subject race. Free men would never dream of wasting their time and wit upon such vanities. From those who have not shall be taken away even that which they have.

WHILE I THINK the reasons for postmortems are compelling, I know that most people still resist them. So I want to share some techniques that can help managers get the most out of them. First of all, vary the way you conduct them. By definition, postmortems are supposed to be about lessons learned, so if you repeat the same format, you tend to uncover the same lessons, which isn’t much help to anyone. Even if you come up with a format that works well in one instance, people will know what to expect the next time, and they will game the process. I’ve noticed what might be called a “law of subverting successful approaches,” by which I mean once you’ve hit on something that works, don’t expect it to work again, because attendees will know how to manipulate it the second time around. So try “mid-mortems” or narrow the focus of your postmortem to special topics. At Pixar, we have had groups give courses to others on their approaches. We have occasionally formed task forces to address problems that span several films. Our first task force dramatically altered the way we thought about scheduling. The second one was an utter fiasco. The third one led to a profound change at Pixar, which I’ll discuss in the final chapter.

make it happen. When discussing the notion of grand strategy, Boyd concluded that: What is needed is a vision rooted in human nature so noble, so attractive that it not only attracts the uncommitted and magnifies the spirit and strength of its adherents, but also undermines the dedication and determination of any competitors or adversaries. Moreover, such a unifying notion should be so compelling that it acts as a catalyst or beacon around which to evolve those qualities that permit a collective entity or organic whole to improve its stature in the scheme of things.95

People still do that today. Many business people feel compelled to use elaborate Power Point presentations to drive home their point. Between the slides, and their high faluting words, most of it flies right over people’s heads. There’s a reason newspapers and mass magazines write their stories at the fifth grade level. Everyone can understand it. Remember this the next time you’re giving a talk to the troops, or a sales pitch to that big client, keep it simple. Don’t use a five dollar word, when a five cent word will get your point across just as well.

your best interests and the company’s best interests in mind.” Grant adds: “The hardest thing that I struggle to explain to people is that being a giver is not the same as being nice.” When I thought back to some of the most compelling people I’ve interviewed in business, Grant’s words rang true. Intel’s Andy Grove immediately came to mind. Ask Grove a dumb question, I once learned, and he’ll tell you it’s not the right question. He’s the one who largely built Intel’s culture of what the company calls “constructive confrontation,” in which you challenge ideas, but not the people who expound them. It’s not personal. He just wants his point to be understood. The result is that you do your homework. You come prepared. The distinction that needs to be made is this: Jerks, narcissists, and takers engage in behaviors to satisfy their own ego, not to benefit the group. Disagreeable givers aren’t getting off on being tough; they’re doing it to further a purpose. So here’s what we know works. Photograph by Peter Yang Smile at the customer. Take the initiative. Tweak a few rules. Steal cookies for your colleagues. Don’t puncture the impression that you know what you’re doing. Let the other person fill the silence. Get comfortable with discomfort. Don’t privilege your own feelings. Ask who you’re really protecting. Be tough and humane. Challenge ideas, not the people who hold them. Don’t be a slave to type. And above all, don’t affix nasty, scatological labels to people. It’s a jerk move. Jerry Useem has covered business

To keep this from happening, establish a culture of Yes. Growing companies spawn chaos, which most managers try to control by creating more processes. While some of these processes may be necessary to help the company scale, they should be delayed for as long as possible. Set the bar high for that new process or approval gate; make sure there are very compelling business reasons for it to be created. We like this quote from American academic and former University of Connecticut president Michael Hogan: “My first word of advice is this: Say yes. In fact, say yes as often as you can. Saying yes begins things. Saying yes is how things grow. Saying yes leads to new experiences, and new experiences will lead you to knowledge and wisdom. … An attitude of yes is how you will be able to go forward in these uncertain times.”48 A few years ago the former head of YouTube, Salar

Ms. Ellie Bockert Augsburger, owner of Creative Digital Studios, did a most excellent job. I feel compelled to mention that she had great ideas for Storm Warning. When asked to switch, she did so with ease, for this and many other reasons, I highly recommend her. In addition to cover art, she does graphic designs for businesses. She did a silhouette of an eagle similar to the one on Call Sign: Wrecking Crew (Wings of Eagles) for our business logo.

why people open and respond to e-mail listed these factors: • Products or services featured (54 percent) • Written copy (40 percent) • Subject line (35 percent) • Compelling offers (discounts, free shipping) (33 percent)

In other words, the best marketing decision you can make is to have a product or business that fulfills a real and compelling need for a real and defined group of people—no matter how much tweaking and refining this takes.

WHY HABITS ARE GOOD FOR BUSINESS If our programmed behaviors are so influential in guiding our everyday actions, surely harnessing the same power of habits can be a boon for industry. Indeed, for those able to shape them in an effective way, habits can be very good for the bottom line. Habit-forming products change user behavior and create unprompted user engagement. The aim is to influence customers to use your product on their own, again and again, without relying on overt calls to action such as ads or promotions. Once a habit is formed, the user is automatically triggered to use the product during routine events such as wanting to kill time while waiting in line. However, the framework and practices explored in this book are not “one size fits all” and do not apply to every business or industry. Entrepreneurs should evaluate how user habits impact their particular business model and goals. While the viability of some products depends on habit-formation to thrive, that is not always the case. For example, companies selling infrequently bought or used products or services do not require habitual users—at least, not in the sense of everyday engagement. Life insurance companies, for instance, leverage salespeople, advertising, and word-of-mouth referrals and recommendations to prompt consumers to buy policies. Once the policy is bought, there is nothing more the customer needs to do. In this book I refer to products in the context of businesses that require ongoing, unprompted user engagement and therefore need to build user habits. I exclude companies that compel customers to take action through

Again, Ms. Minto applied her SCQA framework to creating structured, concise, and compelling introductions to written communications – especially memos and reports. In story parlance, the situation describes the recent context of “Once upon a time… and every day…” The complication includes the inciting incident and its consequences or “… until one day… and because of that…” The question captures the most intense query raised in a reader’s mind in response to the complication – often “why?” or “how?” Note the question is often implied and therefore not typically written into the introduction. Finally, the answer offers a solution to the problem set up by the situation and complication inclusive of the climax and the aftermath, or “… until finally... and after that…

The thesis of this book is that there are many blocks to creativity, but there are active steps we can take to protect the creative process. In the coming pages, I will discuss many of the steps we follow at Pixar, but the most compelling mechanisms to me are those that deal with uncertainty, instability, lack of candor, and the things we cannot see. I believe the best managers acknowledge and make room for what they do not know—not just because humility is a virtue but because until one adopts that mindset, the most striking breakthroughs cannot occur. I believe that managers must loosen the controls, not tighten them. They must accept risk; they must trust the people they work with and strive to clear the path for them; and always, they must pay attention to and engage with anything that creates fear. Moreover, successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don’t know can we ever hope to learn it.

They spend year after year just trying to get by versus designing a compelling future.

You have a passionate, unfiltered, messy, provocative discussion that ends when the leader of the team decides all the information has been aired. At that point, if no one has made a compelling enough argument for making a decision, the leader breaks the tie.

The dark triad pushes people in the direction of manipulation—Christie and Geis found that the highest Mach scorers among doctors had consistently chosen to be psychiatrists, a field where manipulation and mental control are central, while, in a separate study, Machiavellian students were more likely to specialize in business and law than any other areas—but it does not compel them to push that manipulation beyond a point that’s generally socially accepted.

Westcliff turned to the black-haired man beside him. “Hunt, I would like to introduce Matthew Swift—the American I mentioned to you earlier. Swift, this is Mr. Simon Hunt.” They shook hands firmly. Hunt was five to ten years older than Matthew and looked as if he could be mean as hell in a fight. A bold, confident man who reputedly loved to skewer pretensions and upper-class affectations. “I’ve heard of your accomplishments with Consolidated Locomotive Works,” Matthew told Hunt. “There is a great deal of interest in New York regarding your merging of British craftsmanship with American manufacturing methods.” Hunt smiled sardonically. “Much as I would like to take all the credit, modesty compels me to reveal that Westcliff had something to do with it. He and his brother-in-law are my business partners.” “Obviously the combination is highly successful,” Matthew replied. Hunt turned to Westcliff. “He has a talent for flattery,” he remarked. “Can we hire him?” Westcliff’s mouth twitched with amusement. “I’m afraid my father-in-law would object. Mr. Swift’s talents are needed to built a factory and start a company office in Bristol.” Matthew decided to nudge the conversation in a different direction. “I’ve read of the recent movement in Parliament for nationalization of the British railroad industry,” he said to Westcliff. “I would be interested in hearing your thoughts on the matter, my lord.” “Good God, don’t get him started on that,” Hunt said. The subject caused a scowl to appear on Westcliff’s brow. “The last thing the public needs is for government to take control of the industry. God save us from yet more interference from politicians. The government would run the railroads as inefficiently as they do everything else. And the monopoly would stifle the industry’s ability to compete, resulting in higher taxes, not to mention—” “Not to mention,” Hunt interrupted slyly, “the fact that Westcliff and I don’t want the government cutting into our future profits.” Westcliff gave him a stern glance. “I happen to have the public’s best interest in mind.” “How fortunate,” Hunt commented, “that in this case what is best for the public also happens to be best for you.” Matthew bit back a smile. Rolling his eyes, Westcliff told Matthew, “As you can see, Mr. Hunt overlooks no opportunity to mock me.” “I mock everyone,” Hunt said. “You just happen to be the most readily available target.

Are you attracting money, or repelling it? This is important to understand. If you were conditioned and programmed your whole life that “money is the root of all evil” or “money makes people do bad things,” no wonder you do not have an abundance of it. You are repelling it away from you. Subconsciously, because you do not like money, your actions are causing you to get rid of what money you do earn. If you can change your mind, you can change your bank account. Money is not evil, it is paper. The greed of, or doing bad things for or with the money, is the issue. Money can make you more of what you already are. If you are a bad person, you can now afford to be a worse person. If you are a good person, you can now do more nice things for others. So decide today to respect and appreciate why money is an instrument for good. Begin to attract money rather than repel it. This mental shift will have an enormous effect on your life from today forward if you make this shift in thinking. Decide today that you want more money, and determine what you need the money for. Then attach those good reasons for the need to your dominating thoughts about money. When you connect money with those reasons that compel you to want to earn more, you will begin to attract more.

Marketing should persuade people to view your products or services as highly desirable and point out compelling reasons to buy them.

WHILE I THINK the reasons for postmortems are compelling, I know that most people still resist them. So I want to share some techniques that can help managers get the most out of them. First of all, vary the way you conduct them. By definition, postmortems are supposed to be about lessons learned, so if you repeat the same format, you tend to uncover the same lessons, which isn’t much help to anyone. Even if you come up with a format that works well in one instance, people will know what to expect the next time, and they will game the process. I’ve noticed what might be called a “law of subverting successful approaches,” by which I mean once you’ve hit on something that works, don’t expect it to work again, because attendees will know how to manipulate it the second time around. So try “mid-mortems” or narrow the focus of your postmortem to special topics. At Pixar, we have had groups give courses to others on their approaches. We have occasionally formed task forces to address problems that span several films. Our first task force dramatically altered the way we thought about scheduling. The second one was an utter fiasco. The third one led to a profound change at Pixar, which I’ll discuss in the final chapter. Next, remain aware that, no matter how much you urge them otherwise, your people will be afraid to be critical in such an overt manner. One technique I’ve used to soften the process is to ask everyone in the room to make two lists: the top five things that they would do again and the top five things that they wouldn’t do again. People find it easier to be candid if they balance the negative with the positive, and a good facilitator can make it easier for that balance to be struck. Finally, make use of data. Because we’re a creative organization, people tend to assume that much of what we do can’t be measured or analyzed. That’s wrong. Many of our processes involve activities and deliverables that can be quantified. We keep track of the rates at which things happen, how often something has to be reworked, how long something actually took versus how long we estimated it would take, whether a piece of work was completely finished or not when it was sent to another department, and so on. I like data because it is neutral—there are no value judgments, only facts. That allows people to discuss the issues raised by data less emotionally than they might an anecdotal experience.

An Account Management process is used to maximize the long-term value of selected customers. It helps you to align your company’s goals with those of your customer and to find compelling ways to strengthen your business relationship.

Naturally, every person should have a fair opportunity to present his or her solution and explain the rationale behind it. Well . . . that may be natural, but you’re not going to do it. Explaining ideas has all kinds of downsides. If someone makes a compelling case for his or her idea or is a bit more charismatic, your opinion will be skewed. If you associate the idea with its creator (“Jamie always has great ideas”), your opinion will be skewed. Even just by knowing what the idea is about, your opinion will be skewed. It’s not hard for creators to make great arguments for their mediocre ideas, or give great explanations for their indecipherable ideas. But in the real world, the creators won’t be there to give sales pitches and clues. In the real world, the ideas will have to stand on their own. If they’re confusing to the experts in a sprint, chances are good they’ll be confusing to customers. The heat map exercise ensures you make the most of your first, uninformed look at the sketches. So before the team begins looking, hand everyone a bunch of small dot stickers (twenty to thirty dots each). Then

Anyway, it's a good thing we're human. We design business spreadsheets, paint programs, and word processing equipment. So that tells you where we're at as a species. What is the search for the next great compelling application but a search for the human identity?

the best marketing decision you can make is to have a product or business that fulfills a real and compelling need for a real and defined group of people—no matter how much tweaking and refining this takes.

The Storyteller’s Secret Storytellers who simplify complexity speak succinctly. They practice their pitch until they can tell a compelling story in as little as 60 seconds.

There’s a great Pixar video about telling stories. The video—“Pixar in a Box”—featured Pete Docter, director of the films Inside Out, Up, and Monsters, Inc. According to Docter, the power of story is that “it has an ability to connect with people on an emotional level.” He gives a bit of advice that I think is worth keeping in mind when you create a compelling story: Write what you know. Says Docter, even though you may be writing a story about explosions or monsters or car chases, “put something into it that talks about your own life—how you feel…. Something from your own life will make that story come alive.” Every good story has three elements: Characters. In a work situation, that might be you, your teammates, your customers or clients, and your boss. Who is in the story? Get your audience to feel an emotional investment in the characters. Plot. This could be, for example, the process of digitally transforming your business. A good plot keeps your audience engaged, wondering what’s coming up next. Story arc. This is the movement of the story from beginning to middle to end. You’ve got a problem and, through much trial and tribulation, you find a solution and become the hero of your team. Every story you tell—even if you’re writing about a technical problem, or starting your own business, or whatever it might be—needs to have these three elements. If you do this right, then people will care about your story. They don’t care about features, they care about the benefits of your idea—how what you’re pitching makes them better, smarter, more successful, happier, more fulfilled, more respected, and so on. They want to feel like a hero. And if you can make your audience feel like heroes, they will be engaged in your story and deeply connect with it on an emotional level.

We must be willing, too, to seek common ground and shared interests. Perhaps you and the other person have very different views on some things but both share a concern for the emotional health of gay people who feel hurt by the church. If so, that’s a starting point. You can find ways to build on that without having to compromise on your most deeply held values. This kind of gracious dialogue is hard for a lot of people. It feels wishy-washy to them, as if it requires that they stop thinking the other side is wrong. However, it’s not as if there are only two ways of relating to a person—either agree on everything, or preach at them about the things you disagree on. We already know this. Every day, we all interact with many people in our lives, and we probably disagree with the vast majority of them on a lot of things: politics, religion, sex, relationships, morality, you name it. Very few of my friends share my theological beliefs, and yet I don’t feel compelled to bring those differences up time and time again, making them feel self-conscious about them. If I did, I’d probably lose those people as friends. Most of the time, I’m not even thinking about our differences; I’m just thinking about who they are as people and the many reasons I like them. Grace sees people for what makes them uniquely beautiful to God, not for all the ways they’re flawed or all the ways I disagree with them. That kind of grace is what enables loving bridges to be built over the strongest disagreements. Gracious dialogue is hard work. It requires effort and patience, and it’s tempting to put it off. All of us have busy lives and a lot of other issues to address. But for anyone who cares about the future of the church, this can’t be put off. The next generation is watching how we handle these questions, and they’re using that to determine how they should treat people and whether this Christianity business is something they want to be involved in. Moms like Cindy are waiting to know that their churches are willing to stand with them in working through a difficult issue. And gay Christians everywhere, in every church and denomination, are trying to find their place in the world. Will we rise to the challenge? Will we represent Jesus well? Or will we be more like modern-day Pharisees?

Much of the negation poisoning the democratic process has stemmed from a confusion of the personal and the statistical. I may hold down an excellent job, but the failure of the stimulus to meet its targets infuriates me. I may live in peaceful Vienna, Virginia, safe from harm—but a report that several Americans have died violently in Kabul appears like a fatal failure of authority. By dwelling on the plane of gross statistics, I become vulnerable to grandiose personal illusions: that if I compel the government to move in this direction or that, I can save the Constitution, say, or the earth, or stop the war, or end poverty now. Though my personal sphere overflows with potentiality, I join the mutinous public and demand the abolition of the established order. This type of moral and political displacement is nothing new. The best character in the best novel by Dickens, to my taste, is Mrs. Jellyby of Bleak House, who spent long days working to improve “the natives of Borrioboola-Gha, on the left bank of the Niger,” while, in her London home, her small children ran wild and neglected. Dickens termed this “telescopic philanthropy”—the trampling of the personal sphere for the sake of a heroic illusion. Mrs. Jellyby, sitting in quite a nest of waste paper, drank coffee all the evening and dictated at intervals to her eldest daughter. She also held a discussion with Mr. Quale, the subject of which seemed to be—if I understood it—the brotherhood of humanity, and gave utterance to some beautiful sentiments. I was not so attentive an auditor as I might have wished to be, however, for Peepy and the other children came flocking about Ada and me in a corner of the drawing-room to ask for another story; so we sat down among them and told them in whispers “Puss in Boots” and I don’t know what else until Mrs. Jellyby, accidentally remembering them, sent them to bed.3 The revolt of the public has had a telescopic and Jellybyan aspect to it. Though they never descended to details, insurgents assumed that, by symbolic gestures and sheer force of desire, they could refashion the complex systems of democracy and capitalism into a personalized utopia. Instead, unknowingly, they crossed into N. N. Taleb’s wild “Extremistan,” where “we are subjected to the tyranny of the singular, the accidental, the unseen, and the unpredicted.” In that unstable country, “you should always be suspicious of the knowledge you derive from data.”4 I can’t command a complex social system like the United States, but I can control my political expectations of it: I can choose to align them with reality. To seize this alternative, I must redirect the demands I make on the world from the telescopic to the personal, because actionable reality resides in the personal sphere. I can do something about losing my job, for example, but I have no clue what could or should be done about the unemployment rate. I know directly whether a law affects my business for better or worse, but I have no idea of its effect on the gross domestic product. I can assist a friend in need, but I have little influence over the natives of Borrioboola-Gha, on the left bank of the Niger. Control, however tenuous, and satisfaction, however fleeting, can only be found in the personal sphere, not in telescopic numbers reported by government. A

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So how do you help your Band-Aid solution stand out with people who don’t know they’re cut? You cut them! Of course, I’m not suggesting you cause any physical harm to your customers. Rather, you should adopt an approach that clearly conveys the problem you solve in advance of communicating the way you solve it. For example, back at my third start-up, when positioning our new-age feedback, coaching, and recognition solution, we could have invoked statements like: “We help employees get the feedback they need to perform their best and grow their careers.” “We help managers become great coaches.” “We help promote your amazing culture by making winning behaviors visible.” All imply that employees don’t get enough feedback at work, managers can often be poor coaches, and your people do amazing things that not everyone sees: fair points and all problems there is value in addressing. But they are also statements that are easy to dismiss. After all, many organizations already feel they provide their employees with sufficient levels of the feedback, coaching, and recognition they crave. We found prospects were much more responsive to our pitch when we preceded those statements with messages like: “Seventy percent of people leave their company because of a poor relationship with their manager.” “Most millennial employees use the word ‘hate’ to describe how they feel about performance reviews.” “Four out of ten employees are actively disengaged at work and cost companies millions in lost productivity.” Why did this approach work so well? The messages were striking. They were laden with specific and compelling statistics. And they invoked real business pains. They made the customer realize that they were already experiencing a loss. In other words, they were bleeding and in need of a Band-Aid.