Compensation Plan Quotes

Say farewell to luck when winning. It is the way of the gamblers of reputation. Quite as important as a gallant advance is a well-planned retreat. Lock up your winnings when they are enough, or when great. Continuous luck is always suspect; more secure is that which changes. Though half bitter and half sweet, it is more satisfying to the taste. The more luck pyramids, the greater the danger of slip and collapse. For luck always compensates her intensity by her brevity. Fortune wearies of carrying anyone long upon her shoulders.

the sales compensation plan is Batman, the sales contest is Robin.

In theory, the risk of business failure can be reduced to a number, the probability of failure multiplied by the cost of failure. Sure, this turns out to be a subjective analysis, but in the process your own attitudes toward financial risk and reward are revealed. By contrast, personal risk usually defies quantification. It's a matter of values and priorities, an expression of who you are. "Playing it safe" may simply mean you do not weigh heavily the compromises inherent in the status quo. The financial rewards of the moment may fully compensate you for the loss of time and fulfillment. Or maybe you just don't think about it. On the other hand, if time and satisfaction are precious, truly priceless, you will find the cost of business failure, so long as it does not put in peril the well-being of you or your family, pales in comparison with the personal risks of no trying to live the life you want today. Considering personal risk forces us to define personal success. We may well discover that the business failure we avoid and the business success we strive for do not lead us to personal success at all. Most of us have inherited notions of "success" from someone else or have arrived at these notions by facing a seemingly endless line of hurdles extending from grade school through college and into our careers. We constantly judge ourselves against criteria that others have set and rank ourselves against others in their game. Personal goals, on the other hand, leave us on our own, without this habit of useless measurement and comparison. Only the Whole Life Plan leads to personal success. It has the greatest chance of providing satisfaction and contentment that one can take to the grave, tomorrow. In the Deferred Life Plan there will always be another prize to covet, another distraction, a new hunger to sate. You will forever come up short.

If you're not a smart worker, it's about how hard you work double the amount from the heart; if you're not a hard worker, it's about how smart you work but times two from the brain.

Working in the fields is not in itself a degrading job. It’s hard, but if you’re given regular hours, better pay, decent housing, unemployment and medical compensation, pension plans—we have a very relaxed way of living. But the growers don’t recognize us as persons. That’s the worst thing, the way they treat you. Like we have no brains. Now we see they have no brains. They have only a wallet in their head. The more you squeeze it, the more they cry out.

For Anne to take things calmly would have been to change her nature. All 'spirit and fire and dew,' as she was, the pleasures and pains of life came to her with trebled intensity. Marilla felt this and was vaguely troubled over it, realizing that the ups and downs of existence would probably bear hardly on this impulsive soul and not sufficiently understanding that the equally great capacity for delight might more than compensate. Therefore Marilla conceived it to be her duty to drill Anne into a tranquil uniformity of disposition as impossible and alien to her as to a dancing sunbeam in one of the brook shallows. She did not make much headway, as she sorrowfully admitted to herself. The downfall of some dear hope or plan plunged Anne into 'deeps of affliction.' The fulfillment thereof exalted her to dizzy realms of delight. Marilla had almost begun to despair of ever fashioning this waif of the world into her model little girl of demure manners and prim deportment. Neither would she have believed that she really liked Anne much better as she was.

The general function of dreams is to try to restore our psychological balance by producing dream material that re-establishes, in a subtle way, the total psychic equilibrium. This is what I call the complementary (or compensatory) role of dreams in our psychic make-up. It explains why people who have unrealistic ideas or too high an opinion of themselves, or who make grandiose plans out of proportion to their real capacities, have dreams of flying or falling. The dream compensates for the deficiencies of their personalities, and at the same time it warns them of the dangers in their present course. If the warnings of the dream are disregarded, real accidents may take their place. The victim may fall downstairs or may have a motor accident.

Life was beautiful, and America was truly “the land of the free and the home of the brave,” a land where someone like Gregory could become President; all you had to do was stay pure of heart, love God and your mother, be forever faithful to one girl, respect the law, defend the weak, and scorn money—because heroes never expected to be compensated.

Now, years later and with Carnegie’s blessing, Frick had launched his plan to further consolidate his rule over their industrial kingdom by destroying the Amalgamated Association of Iron and Steel Workers. The labor union, formed in 1876, was one of many that emerged in the industrial age to combat the cruel and oppressive treatment of workers. In the steel mills, workers typically put in 12-hour days, six days a week, for less than a dime an hour. There were no government agencies to inspect the work sites, no forms of compensation in case of injury, and more than 35,000 workers died each year in industrial accidents. Only the unions offered some hope by fighting for higher wages, eight-hour workdays, and improved working conditions.

A short treatment of anti-nausea agents can be considered. A person may use benzodiazepines or meclizine to reduce the vertigo, but it is vital to remember NOT to use such medications for more than 2-3 days. After vestibular neuritis, the brain needs to adapt to the loss of inner ear function and reorganize the balance system (a process called central compensation). These medications impede central compensation, and will cause a person to feel off balance and dizzy for a very long time. On the other hand, vestibular rehabilitation therapy helps improve central compensation, and should be started as soon as possible after vestibular neuritis.

Whether she was engaged, married or single, nothing could or ever would come of the weakness he was forced to acknowledge that he had developed. He would re-establish the professional distance that had somehow ebbed away with her drunken confessions and the camaraderie of their trip up north, and temporarily shelve his half-acknowledged plan to end the relationship with Elin. It felt safer just now to have another woman within reach, and a beautiful one at that, whose enthusiasm and expertise in bed ought surely to compensate for an undeniable incompatibility outside it. He fell to wondering how long Robin would continue working for him after she became Mrs. Cunliffe. Matthew would surely use every ounce of his husbandly influence to pry her away from a profession as dangerous as it was poorly paid. Well, that was her lookout: her bed, and she could lie in it. Except that once you had broken up, it was much easier to do so again. He ought to know. How many times had he and Charlotte split? How many times had they tried to reassemble the wreckage? There had been more cracks than substance by the end: they had lived in a spider's web of fault lines, held together by hope, pain, and delusion. Robin and Matthew had just two months to go before the wedding. There was still time.

Inequality of wealth grounded in unequal abilities is different. For most of us, the luck of the draw cuts several ways: one person is not handsome, but is smart; another is not as smart, but is industrious; and still another is not as industrious, but is charming. This kind of inequality of human capital is enriching, making life more interesting for everyone. But some portion of the population gets the short end of the stick on several dimensions. As the number of dimensions grows, so does the punishment for being unlucky. When a society tries to redistribute the goods of life to compensate the most unlucky, its heart is in the right place, however badly the thing has worked out in practice.

A good list of questions to ask your advisor will include the following: Where will my money be held? Right answer: Somewhere else! Are you a broker? Right answer: No! Are you a dually registered advisor? Right answer: No! Do you or any affiliate have proprietary investments of any kind? Right answer: No! How are you compensated? Right answer: Total disclosure in writing and never make commissions on any investment product. What are the credentials of you and/or your team? Right answer: If planning is involved, a CFP is ideal to have on the team. What is your planning and investment management approach? Right answer: The firm should follow a coherent philosophy rather than a bunch of different strategies (unprincipled) and should follow an approach that does not involve market timing or active trading.

An existence devoted to reading would have been his ultimate fulfillment, but it had not been given to him. He would have had to choose that path much earlier, to have known what he wanted to do...To have had a life plan. At first it had been interested to be recognized as a promising young banker, to climb the hierarchy, to have responsibilities and to earn a lot of money. Up until the day he had started to feel, dimly at first, then more and more clearly, that the man he had become was the absolute opposite of what he really was. Although the dichotomy weighed heavily on him, for a while the money he was earning was compensation enough, but then it could no longer make up for it. The gap between his ideal and his reality was too great. The weight turned into an anguish that was succeeded by the intolerable idea that he was wasting his life --or even that he had already wasted it.

Our digital devices and the outlooks they inspired allowed us to break free of the often repressive timelines of our storytellers, turning us from creatures led about by future expectations into more fully present-oriented human beings. The actual experience of this now-ness, however, is a bit more distracted, peripheral, even schizophrenic than that of being fully present. For many, the collapse of narrative led initially to a kind of post-traumatic stress disorder—a disillusionment, and the vague unease of having no direction from above, no plan or story. But like a dose of adrenaline or a double shot of espresso, our digital technologies compensate for this goalless drifting with an onslaught of simultaneous demands. We may not know where we're going anymore, but we're going to get there a whole lot faster. Yes, we may be in the midst of some great existential crisis, but we're simply too busy to notice.

Corvallis sometimes thought back on the day, three decades ago, when Richard Forthrast had reached down and plucked him out of his programming job at Corporation 9592 and given him a new position, reporting directly to Richard. Corvallis had asked the usual questions about job title and job description. Richard had answered, simply, “Weird stuff.” When this proved unsatisfactory to the company’s ISO-compliant HR department, Richard had been forced to go downstairs and expand upon it. In a memorable, extemporaneous work of performance art in the middle of the HR department’s open-plan workspace, he had explained that work of a routine, predictable nature could and should be embodied in computer programs. If that proved too difficult, it should be outsourced to humans far away. If it was somehow too sensitive or complicated for outsourcing, then “you people” (meaning the employees of the HR department) needed to slice it and dice it into tasks that could be summed up in job descriptions and advertised on the open employment market. Floating above all of that, however, in a realm that was out of the scope of “you people,” was “weird stuff.” It was important that the company have people to work on “weird stuff.” As a matter of fact it was more important than anything else. But trying to explain “weird stuff” to “you people” was like explaining blue to someone who had been blind since birth, and so there was no point in even trying. About then, he’d been interrupted by a spate of urgent text messages from one of the company’s novelists, who had run aground on some desolate narrative shore and needed moral support, and so the discussion had gone no further. Someone had intervened and written a sufficiently vague job description for Corvallis and made up a job title that would make it possible for him to get the level of compensation he was expecting. So it had all worked out fine. And it made for a fun story to tell on the increasingly rare occasions when people were reminiscing about Dodge back in the old days. But the story was inconclusive in the sense that Dodge had been interrupted before he could really get to the essence of what “weird stuff” actually was and why it was so important. As time went on, however, Corvallis understood that this very inconclusiveness was really a fitting and proper part of the story.

The family is not of man's making; it is a gift of God and full of life. Upbringing in the family bears a quite special character. No school or educational institution can replace or compensate for the family. "Everything educates in the family, the handshake of the father, the voice of the mother, the older brother, the younger sister, the baby in the cradle, the sick loved one, the grandparents and the grandchildren, the uncles and the aunts, the guests and friends, prosperity and adversity, the feast day and the day of mourning, Sundays and workdays, the prayer and the thanksgiving at the table and the reading of God's Word, the morning and evening prayer. Everything is engaged to educate one another, from day to day, from hour to hour, unintentionally, without previously devised plan, method or system. From everything proceeds an educative influence though it can neither be analyzed nor calculated. A thousand insignificant things, a thousand trifles, a thousand details, all have their effect. It is life itself that here educates, life in its greatness, the rich, inexhaustible, universal life. The family is the school of life, because there is its spring and its hearth.' In A.B.W.M. Kok, Herman Bavinck, Amsterdam, 1945, pp. 1819.]

Extract from 'Quixotic Ambitions': The crowd stared at Katy expectantly. She looked at them - old women in black, exhausted young women with pasty-faced children, youths in jeans and leather blousons chewing gum. She tried to speak but the words wouldn’t come. Then, with a sudden burst of energy, she blurted out her short speech, thanking the people of Shkrapova for their welcome and promising that if she won the referendum she would work for the good of Maloslavia. There was some half-hearted applause and an old lady hobbled up to her, knelt down with difficulty, and kissed the hem of her skirt. She looked at Katy with tears rolling down her face and gabbled something excitedly. Dimitar translated: ‘She says that she remembers the reign of your grandfather and that God has sent you to Maloslavia.’ Katy was embarrassed but she smiled at the woman and helped her to her feet. At this moment the People’s Struggle Pioneers appeared on the scene, waving their banners and shouting ‘Doloy Manaheeyoo! Popnikov President!’ Police had been stationed at strategic points and quickly dispersed the demonstrators without any display of violence, but the angry cries of ‘Down with the monarchy!’ had a depressing effect on the entertainment that had been planned; only a few people remained to watch it. A group of children aged between ten and twelve ran into the square and performed a series of dances accompanied by an accordian. They stamped their feet and clapped their hands frequently and occasionally collided with one another when they forgot their next move. The girls wore embroidered blouses, stiffly pleated skirts and scarlet boots and the boys were in baggy linen shirts and trousers, the legs of which were bound with leather thongs. Their enthusiasm compensated for their mistakes and they were loudly applauded. The male voice choir which followed consisted of twelve young men who sang complicated polyphonic melodies with a high, curiously nasal tenor line accompanied by an unusually deep droning bass. Some of their songs were the cries of despair of a people who had suffered under Turkish occupation; others were lively dance tunes for feast days and festivals. They were definitely an acquired taste and Katy, who was beginning to feel hungry, longed for them to come to an end. At last, at two o’clock, the performance finished and trestle tables were set up in the square. Dishes of various salads, hors-d’oeuvres and oriental pastries appeared, along with casks of beer and bottles of the local red wine. The people who had disappeared during the brief demonstration came back and started piling food on to paper plates. A few of the People’s Struggle Pioneers also showed up again and mingled with the crowd, greedily eating anything that took their fancy.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

In Andhra, farmers fear Naidu’s land pool will sink their fortunes Prasad Nichenametla,Hindustan Times | 480 words The state festival tag added colour to Sankranti in Andhra Pradesh this time. But the hue of happiness was missing in 29 villages along river Krishna in Guntur district. The villagers knew it was their last Sankranti, a harvest festival celebrated to seek agricultural prosperity. For in two months, more than 30,000 acres of fertile farmland would be acquired for a brand new capital planned in collaboration with Singapore. The Nara Chandrababu Naidu government went about the capital project by setting aside the Centre’s land acquisition act and drawing up a compensation package for land-owning and tenant farmers and labourers. Many are opposed to it, and are not keen on snapping their centuries-old bond with their land and livelihood. In Penumaka village, Nageshwara Rao, 50, fears the future as he does not possess a tenancy certificate that could have brought some relief under the compensation package. “The entire village is against land-pooling but we hear the government is adamant,” Rao says, referring to municipal minister P Narayana’s alleged assertion that land would be taken with or without the farmers’ consent. Narayana is supervising the land-pooling process. “Naidu says he would give us Rs 50,000 per year in lieu of annual crops. We earn that much in a month here,” villager Meka Koti Reddy says. To drive home the point, locals in Undavalli village nearby have put up a board asking officials to keep off their lands that produce three crops a year. Unlike other parts of Andhra Pradesh, the water-rich land here is highly productive yielding 200 varieties of crops. Some farmers are also suspicious about the compensation because Naidu is yet to deliver on the loan-waiver promise. They are now weighing legal options besides seeking Prime Minister Narendra Modi’s intervention to retain their land. While the villagers opposing land-pooling are allegedly being backed by Jaganmohan Reddy’s YSR Congress Party, those belonging to the Kamma community — the support base for Naidu’s Telugu Desam Party — are said to be cooperative.  It is also believed that Naidu chose this location over others suggested by experts to primarily benefit the Kamma industrialists who own large swathes of land in Krishna and Guntur districts. But even the pro-project villagers cannot help feel insecure. “We are clueless about where our developed area would be. What if the project is not executed within Naidu’s tenure? Is there a legal recourse?” Idupulapati Rambabu of Mandadam says. This is despite Naidu’s assurance on January 1 at nearby Thulluru, where he launched the land-pooling process, asking farmers to give land without any apprehension. He said the deal in its present form would make them richer than him in a decade. “We are not building a mere city but a hub of economic activity loaded with superior infrastructure that is aimed at generating wealth. This would be a win-win situation for all,” Naidu tells HT. As of now, villages like Nelapadu struggling with low soil fertility seem to be winning from the package.

HR can and should serve as advisors to organizational leadership to develop strategic workforce plans that link to the organization’s strategic plan to ensure that the right people are on board so that the firm can meet its objectives and fulfill its mission. HR partners with line management to provide development opportunities to maximize the potential of each and every employee. HR advises management on total rewards programs (compensation and benefits) and rewards and recognition programs designed to minimize costly employee turnover and to maximize employee engagement and retention.

DEVOTION TO GOD’S KINGDOM OVER SELF OR TRIBE ENABLES SACRIFICE People in a church with movement dynamics put the vision ahead of their own interests and needs. What matters to the members and staff is not their own individual interests, power, and perks, but the fulfillment of the vision. They want to see it realized through them, and this satisfaction is their main compensation. The willingness to sacrifice on the part of workers and members is perhaps the key practical index of whether you have become a movement or have become institutionalized. Members of a church with movement dynamics tend to be more self-motivated and need less direct oversight. They are self-starters. How does this happen? Selfless devotion is not something that leaders can create — indeed, it would be dangerous emotional manipulation to try to bring this about directly. Only leaders who have the vision and devotion can kindle this sacrificial spirit in others. A dynamic Christian movement convinces its people — truthfully — that they are participating in God’s redemptive plan in a profoundly important and practical way. Participants say things like, “I’ve never felt more useful to the Lord and to others.” Church meetings in movement-oriented churches feel deeply spiritual. There is much more “majoring in the majors” — the cross, the Spirit, the grace of Jesus. People spend more time in worship and prayer.

APRIL 16 Confidence in Christ Do not, therefore, fling away your fearless confidence, for it carries a great and glorious compensation of reward. For you have need of steadfast patience and endurance, so that you may perform and fully accomplish the will of God, and thus receive and carry away [and enjoy to the full] what is promised. HEBREWS 10:35-36 What is confidence? It has been defined as the quality of assurance that leads one to undertake something; the belief that one is able and acceptable; the certainty that causes one to be bold, open, and plain. The devil begins his assault on personal confidence wherever he can find an opening, especially during the vulnerable years of childhood. His goal is to undermine the person because an individual without confidence will never fulfill the plan of God for his life. Christ is in you, ready to help with everything you do for Him. Jesus can restore your confidence and give you the strength, power, and boldness to do what you could never do on your own. Be confident—it is part of your spiritual inheritance!

comprehensive compensation plan, providing a precise method for determining the amount of compensation

Core Compensation Plan “We have a great pay plan that

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

What is the most important goal the company needs to achieve? Customer count? Profitability? Customer success? Market share? New product distribution? New market penetration?” Then ask yourself, “How can the sales compensation plan be aligned with this goal?” Do not underestimate the power of the compensation plan. You

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

In order for a person to work at a church legally as an independent contractor, we believe it is prudent to consider the following guidelines:   ·       The church cannot substantially direct the person’s duties; the church can only give them overall tasks to complete.   ·       The church cannot control or set their hours that they work.   ·       Since their “company” provides the service, they can send anyone to do the job.   ·       They cannot have an office at the church that is their primary office.   ·       It cannot be their only source of income.   ·       The church needs to have a written contract in place including cost, delivery of Services, duration (i.e. six months, one year, etc.) and a termination clause.   ·       They cannot participate in any employee benefits plans (insurance, retirement plans, etc).   ·       The contractor must provide annual proof of worker’s comp and liability insurance naming the church as additionally insured or the church could be held liable in the event of a claim.   ·       The church must issue a 1099 at the end of the year for all contract wages paid if the total amount for the year exceeds $600.00 to one contractor. We strongly recommend that no payments are made until an accurate and fully completed W-9 is completed by the contractor and on file at the church.        Given these requirements, many workers such as those in the nursery, kitchens, and other service areas are not 1099 contractors, but employees.     Regarding interim pastors, there is disagreement over whether they should receive a W-2 or 1099. Factors such as length of service, who supervises them, and whether they are a contractor, come into play in the decision on how to report their salary. For the best practice we recommend always using the W-2 to report salaries, but seeking tax and legal counsel would be wise to avoid any future IRS issues.      While there are advantages to the church to pay independent contractors who regularly work for the church such as avoiding the need to pay the employer's part of the FICA tax and the ease of terminating their services, we would recommend against their regular use.      We recommend against the use of independent contractors (that regularly work at the church) because we believe it can create the following problems for the church:   ·       Less control over the position   ·       Leaves the church open to an IRS challenge, which the church only has a 50/50 chance of defending, not to mention the cost and hassle of litigation   ·       In the event of insurance claims, the church may encounter issues with worker’s compensation coverage or liability insurance coverage such as sexual misconduct, etc.   ·       The church is open to contract disputes with the independent contractor   ·       Based on how the individual/company is filing their taxes, it could bring an unwanted tax audit to the church        Our conclusion is that we do not see enough cost-saving advantages for the church to move in this direction. It also creates unnecessary red flags for the IRS. The other looming question is, why is this such an important issue for such a small incremental (if any) tax break for the individual? Because the independent contractor will have to pay employer FICA, we don’t see any large tax advantage for this shift. They can claim mileage and some home office expense (maybe), but it just does not amount to enough to place the church at risk.      Here are some detailed guidelines

If they are looking for a rewarding long term business with a plumber to perform tasks There are many companies who are working to decide what kind of vocational schools, replacement or installation of higher education institutions. For your education initiative must be the only option that is able to provide intensive plumber work relevant by the classic Nationwide Plumbing Code. After completing the program, each providing accreditation to another relevant effort and hard work as a plumber. The program includes training in the relevant programs to install and configure resources. It also includes mechanical design, troubleshooting, piping plans and key ingredients. Bacteriology and sanitation is also part of an important program for plumbers exercise. Although few plumbing works carried out in the classroom, the most important part of the class exercise is comfortable on the stage. The most important bands in principle were supposed to be a plumber in the direction of the company to do the exercises. It is organized in such a way that the student really easy, because you need a plumber's apprentice as an assistant purchasing palms running plumbing parts training. The student gets serious compensated despite the hour discovery replacement rate. He always takes four-year students to get the name of the certificate. In this position, the plumber will be held against the craftsman marketing consultant. When the full study plumbing, plumber charges may choose the next action plan for the office or a plumber, or may be may decide to acquire its own plumber in person in the office. System officeholder has more tasks and also includes all However, more flexibility. He came to power to decide employment opportunities for leadership simply do not want to take, and it can also maintain services in other management plumbers enough to have a lot less work if you need a cute hat.

Communication.  Communication is an often-overlooked aspect of incentive plan implementation and can be one of the most critical aspects of ensuring plan effectiveness.

The government’s plan for my disabling sickness was to send me into poverty.

By identifying the money sources inside and outside of your business, and then applying these methods, you are better able to control the Flow in your business. But what are these sources? They include how you: Plan a project Buy materials Compensate your people Plan people’s time Estimate a job Sell a job Manage a job Collect receivables

described in chapter 1: identifying mislabeled colors. If you see the word green printed in green ink, you can quickly identify the color of the ink, but it takes longer if the green ink is being used to form the word blue. And it takes still longer if your willpower has been depleted beforehand, as English researchers did with the people in one experiment. But they found it was possible to compensate for this weaker willpower by training people to ease the strain on their minds. Before the ink-color-identifying task began, the people would form an implementation plan: If I see a word, I will ignore its meaning and look only at the second letter and the color of the ink. This specific if-then plan made their task more automatic, requiring less conscious mental effort, and therefore doable even when their willpower was already weakened.

Instead, they doped me up on antipsychotics that made me ill, taught me to binge eat as compensation for my starvation, and fed me lies about my own life story. I left that program filled with even faultier coping skills than I’d brought with me on admission and with zero plans for what would come next.

On May 17, 1913, Domingo Rosillo and Agustín Parlá attempted the first international flights to Latin America, by trying to fly their airplanes from Key West to Havana. At 5:10 a.m., Rosillo departed from Key West and flew for 2 hours, 30 minutes and 40 seconds before running out of gas. He had planned to land at the airfield at Camp Columbia in Havana, but instead managed to squeak in at the camp’s shooting range, thereby still satisfactorily completing the flight. Parlá left Key West at 5:57 in the morning. Just four minutes later, at 6:01 a.m., he had to carefully turn back to the airstrip he had just left, since the aircraft didn’t properly respond to his controls. Parlá said, “It would not let me compensate for the wind that blew.” When he returned to Key West, he discovered that two of the tension wires to the aircraft’s elevators were broken. Two days later, Parlá tried again and left Key West, carrying the Cuban Flag his father had received from José Martí. This time he fell short and had to land at sea off the Cuban coast near Mariel. Sailors from the Cuban Navy rescued him from his seaplane. Being adventuresome, while attending the Curtiss School of Aviation in 1916, Parlá flew over Niagara Falls. In his honor, the Cuban flag was hoisted and the Cuban national anthem was played. The famous Cuban composer, pianist, and bandleader, Antonio M. Romeu, composed a song in his honor named “Parlá over the Niagara” and Agustín Parlá became known as the “Father of Cuban Aviation.

Of course, to properly reward the “doers” you must correctly define what a doer is. This is central to the idea of execution. Simply put, a doer is a person who gets things done. Doing is meeting goals. Some goals are legitimately short-term goals that yield short-term results and are properly compensated on a short-term basis. But other goals are long-term and by definition we will not know if we have achieved those goals for some time. Consequently the people striving to meet those goals should be compensated on a long-term basis, with some portion of that long- term compensation based on achieving critical milestones toward the goal. And there are some goals that are so long- term that compensation should only be awarded when a person retires and his or her contributions to meeting those extremely long-term goals can be assessed. Leaders must take responsibility for setting the right rewards for doers. This is particularly true of boards of directors, many of which made egregiously bad calls in rewarding poor performance by the CEOs of their companies. Linked together as these behaviors are, rewarding the doers must be based on the correct metrics. For too long companies—and this often involved boards of directors— set “shareholder value” as one of the goals to be measured and rewarded in compensation plans. But the directors and CEOs who set shareholder value as a goal missed an essential point. Increasing shareholder value is an outcome, not a goal. If you set the right strategy with the right goals and execute well to implement the strategy and achieve the goals—growth in earnings per share, good cash flow, improved market share, for example—then shareholder value is the result. Get everything else right and shareholder value will take care of itself. EXPAND

Agustín Parlá Orduña was among the early Cuban aviation aces. He was born in Key West, Florida, on October 10, 1887, and received his early education there. After Cuba was liberated from Spain, the family returned to Havana, where he continued his education. On April 20, 1912, he received his pilot’s license at the Curtiss School of Aviation in Miami. On July 5, 1913, when the Cuban Army Air Corps was formed, Agustín Parlá was commissioned as a captain in the Cuban Armed Forces. On May 17, 1913, Domingo Rosillo and Agustín Parlá attempted the first international flights to Latin America, by trying to fly their airplanes from Key West to Havana. At 5:10 a.m., Rosillo departed from Key West and flew for 2 hours, 30 minutes and 40 seconds before running out of gas. He had planned to land at the airfield at Camp Columbia in Havana, but instead managed to squeak in at the shooting range, thereby still satisfactorily completing the flight. Parlá left Key West at 5:57 in the morning. Just four minutes later, at 6:01 a.m., he had to carefully turn back to the airstrip he had just left, since the aircraft didn’t properly respond to his controls. Parlá said, “It would not let me compensate for the wind that blew.” When he returned to Key West, he discovered that two of the tension wires to the elevator were broken. On May 19, 1913, Parlá tried again and left Key West, carrying the Cuban Flag his father had received from José Martí. This time he fell short and had to land at sea off the Cuban coast near Mariel, where sailors rescued him from his seaplane.

The 8 Basic Headers Work Family & Kids Spouse Health & Fitness Home Money Recreation & Hobbies Prospects for the Future Work The Boss Time Management Compensation Level of interest Co-workers Chances of promotion My Job Description Subordinates Family Relationship with spouse Relationship with children Relationship with extended family Home, chores and responsibilities Recreation & hobbies Money, expenses and allowances Lifestyle and standard of living Future planes and arrangements Spouse Communication type and intensity Level of independence Sharing each other's passions Division of roles and responsibilities Our time together Our planes for our future Decision making Love & Passion Health & Fitness General health Level of fitness Healthy lifestyle Stress factors Self awareness Self improvement Level of expense on health & fitness Planning and preparing for the rest of my life Home Comfort Suitability for needs Location Community and municipal services Proximity and quality of support/activity centers (i.e. school. Medical aid etc) Rent/Mortgage Repair / renovation Emotional atmosphere Money Income from work Passive income Savings and pension funds Monthly expenses Special expenses Ability to take advantage of opportunities / fulfill dreams Financial security / resilience Financial IQ / Understanding / Independent decision making Social, Recreation & Hobbies Free time Friends and social activity Level & quality of social ties Level of spending on S, R&H Culture events (i.e. theater, fairs etc) Space & accessories required Development over time Number of interests Prospect for the future Type of occupation Ratio of work to free time Promotion & Business development (for entrepreneurs) Health & Fitness Relationships Family and Home Financial security Fulfillment of vision / dreams  Creating Lenses with Excel If you wish to use Excel radar diagrams to simulate lenses, follow these steps: Open a new Excel spreadsheet.

There are cases when the company can’t compensate you monetarily, so be prepared with a plan B: You may want to opt for additional vacation leave days, a bigger medical allowance, shares of the company’s stock, and other perks and benefits instead. When you approach the negotiating table, do so with an open mind and don’t focus solely on money.

It may not feel so good during the planning process to include this focus on the negative space. Over the long run, however, seeing the world more objectively and making better decisions will feel better than turning a blind eye to negative scenarios. In a way, backcasting without premortems is a form of temporal discounting: if we imagine a positive future, we feel better now, but we’ll more than compensate for giving up that immediate gratification through the benefits of seeing the world more accurately, making better initial decisions, and being nimbler about what the world throws our way.

whether with loans or grants, you expect some to go under. Since its inception, the Loan Programs Office has lent or guaranteed more than $35 billion. Less than 3 percent of the loans have defaulted, with current and future interest payments more than compensating for the losses.

Now, as it came time to negotiate a new compensation package, Musk demanded the board give him a plan that would make him the highest paid CEO ever and, in theory, if fully paid out, one of the richest people in the world. The ten-year plan he wanted would be worth more than $50 billion if Tesla achieved a variety of financial targets, including reaching a market value of $650 billion—an almost $600 billion increase from its present value. The

Q Will a plan based upon immoral or unjust ends succeed as quickly as one motivated by a keen sense of justice and morality? A Through the operation of the law of compensation, everyone reaps that which he sows. Plans based on unjust or immoral motives may bring temporary success, but enduring success must take into consideration the fourth dimension, time. Time is the enemy of immorality and injustice. It is the friend of justice and morality. Failure to recognize this fact has been responsible for the crime wave among the youths of the world. The youthful, inexperienced mind is apt to mistake temporary success for permanency. The youth often makes the mistake of coveting the temporary gains of immoral, unjust plans, but neglects to look ahead and observe the penalties which follow as definitely as night follows day.

But man has almost constant occasion for the help of his brethren” (WN: 26), both because our needs and wants are more complex than those of other animals and because human beings do not have the equipment—fur, claws, wings, and so on—that nature provided other animals to enable them to satisfy their needs. What do human beings have to compensate for their relative physical weaknesses? They have “the faculties of reason and speech” (WN: 25), which enables them to discover and construct plans for cooperating with one another in ways that makes all parties better off.

But man has almost constant occasion for the help of his brethren” (WN: 26), both because our needs and wants are more complex than those of other animals and because human beings do not have the equipment—fur, claws, wings, and so on—that nature provided other animals to enable them to satisfy their needs. What do human beings have to compensate for their relative physical weaknesses? They have “the faculties of reason and speech” (WN: 25), which enables them to discover and construct plans for cooperating with one another in ways that makes all parties better off. This is why “man has almost constant occasion for the help of his brethren.

Rework Your Network As you advance in your career, the advice you need changes. Preparing yourself for a new role calls for proactively restructuring your advice-and-counsel network. Early in your career, there is a premium on cultivating good technical advisers—experts in certain aspects of marketing or finance, for instance, who can help you get your work done. As you move to higher levels, however, it becomes increasingly important to get good political counsel and personal advice. Political counselors help you understand the politics of the organization, an understanding that is especially important when you plan to implement change. Personal advisers help you keep perspective and equilibrium in times of stress. Transforming your advice-and-counsel network is never easy; your current advisers may be close friends, and you may feel comfortable with technical advisers whose domains you know well. But it is essential to step back and recognize where you need to build your networks to compensate for blind spots and gaps in your own expertise or experience.

But we will never allow Berkshire to become some monolith that is overrun with committees, budget presentations and multiple layers of management. Instead, we plan to operate as a collection of separately-managed medium-sized and large businesses, most of whose decision-making occurs at the operating level. Charlie and I will limit ourselves to allocating capital, controlling enterprise risk, choosing managers and setting their compensation.

Traits of Companies That Attract Intrapreneurs 1. Their executives are comfortable taking calculated risks and encouraging creativity. 2. Their compensation plan incentivizes innovation and outstanding performers. 3. Their executives play offense (improve) instead of just playing defense (cover their asses). 4. Their executives elevate potential stars rather than hold them back. 5. Their executives actively seek out ideas from all layers of the organization. 6. Their executives actively look for young talent to keep the company vibrant and innovative.

For the sake of clarity, I would like to reduce the discussion in these first five chapters to its simplest form. First of all, we choose our partners for two basic reasons: 1. They have both the positive and the negative qualities of the people who raised us. 2. They compensate for positive parts of our being that were cut off in childhood. We enter the relationship with the unconscious assumption that our partner will become a surrogate parent and make up for all the deprivation of our childhood. All we have to do to be healed is to form a close, lasting relationship. After a time we realize that our strategy is not working. We are “in love,” but not whole. We decide that the reason our plan is not working is that our partners are deliberately ignoring our needs. They know exactly what we want, and when and how we want it, but for some reason they are deliberately withholding it from us. This makes us angry, and for the first time we begin to see our partners’ negative traits. We then compound the problem by projecting our own denied negative traits onto them. As conditions deteriorate, we decide that the best way to force our partners to satisfy our needs is to be unpleasant and irritable, just as we were in the cradle. If we yell loud enough and long enough, we believe, our partners will come to our rescue. And, finally, what gives the power struggle its toxicity is the underling unconscious belief that, if we cannot entice, coerce, or seduce our partners into taking care of us, we will face the fear greater than all other fears – the fear of the death.

Thus, for entrepreneurs, asking for £25 million up front, as Cassani did, is usually a bad idea. Why? All the risks lie ahead of you, and your investors will want to be compensated for those risks through a larger stake in your company. Staging your investment so that more capital comes in after key leaps of faith are tested and milestones met will probably leave you and your team with a larger share of the company than if you ask for too much cash too early. Perhaps more important, if Plan A does not work and you must move on to Plan B, you’ll have a better chance of raising more capital if you’ve not already burned too much of it. Who wants to give money to someone who goes through capital like it’s water?

FOR THE SAKE of clarity, I would like to reduce the discussion in these first five chapters to its simplest form. First of all, we choose our partners for two basic reasons: (1) they have both the positive and the negative qualities of the people who raised us, and (2) they compensate for positive parts of our being that were cut off in childhood. We enter the relationship with the unconscious assumption that our partner will become a surrogate parent and make up for all the deprivation of our childhood. All we have to do to be healed is to form a close, lasting relationship. After a time we realize that our strategy is not working. We are “in love,” but not whole. We decide that the reason our plan is not working is that our partners are deliberately ignoring our needs. They know exactly what we want, and when and how we want it, but for some reason they are deliberately withholding it from us. This makes us angry, and for the first time we begin to see our partners’ negative traits. We then compound the problem by projecting our own denied negative traits onto them. As conditions deteriorate, we decide that the best way to force our partners to satisfy our needs is to be unpleasant and irritable, just as we were in the cradle. If we yell loud enough and long enough, we believe, our partners will come to our rescue. And, finally, what gives the power struggle its toxicity is the underlying unconscious belief that, if we cannot entice, coerce, or seduce our partners into taking care of us, we will face the fear greater than all other fears—the fear of death.

Over the course of many years, Amazon has put in place mechanisms to ensure that the Leadership Principles translate into action. Three foundational mechanisms are: the annual planning process; the S-Team goals process (the S-Team consists of the senior vice presidents and direct reports to Jeff Bezos); and Amazon’s compensation plan, which aligns incentives with what’s best for customers and the company over the long term.

Diamond Hill—what a glorious name for a place. No one outside of Hong Kong would have guessed it was the moniker of a squatter village in Kowloon East. In the fifties and sixties, it was a ghetto with its share of grime and crime, and sleaze oozing from brothels, opium dens, and underground gambling houses. There and then, you found no diamonds but plenty of poor people residing on its muddy slopes. Most refugees from mainland China settled in dumps like this because the rent was dirt cheap. Hong Kong began prospering in the seventies and eighties, and its population exploded, partly due to the continued influx of refugees. Large-scale urbanization and infrastructure development moved at breakneck speed. There was no longer any room for squatter villages or shantytowns. By the late eighties, Diamond Hill was chopped into pieces and demolished bit by bit with the construction of the six-lane Lung Cheung Road in its north, the Tate’s Cairn Tunnel in its northwest, and its namesake subway station in its south. Only its southern tip had survived. More than two hundred families and businesses crammed together in this remnant of Diamond Hill, where the old village’s flavor lingered. Its buildings remained a mishmash of shoddy low-rise brick houses and bungalows, shanties, tin huts, and illegal shelters made of planks and tar paper occupying every nook and cranny. There was not a single thoroughfare wide enough for cars. The only access was by foot using narrow lanes flanked by gutters. The lanes branched out and merged, twisted and turned, and dead-ended at tall fences built to separate the village from the outside world. The village was like a maze. The last of Diamond Hill’s residents were on borrowed time and borrowed land. They had already received eviction notices from the Hong Kong government, and all had made plans for the future. The government promised to compensate longtime residents for vacating the land, but not the new arrivals.

Publicity has another important social function. The fact that this function has not been planned as a purpose by those who make and use publicity in no way lessens its significance. Publicity turns consumption into a substitute for democracy. The choice of what one eats (or wears or drives) takes the place of significant political choice. Publicity helps to mask and compensate for all that is undemocratic within society. And it also masks what is happening in the rest of the world.

As time passed, my father and other Palestinian leaders realized that King Abdullah was not working towards the return of the refugees but planned to keep them as citizens of Jordan, relieving Israel of the problem of refugees returning to their former homes. Israel could then take these homes and lands without paying compensation.

If the widget company consistently earned a superior return on capital throughout the period, or if capital employed only doubled during the CEO’s reign, the praise for him may be well deserved. But if return on capital was lackluster and capital employed increased in pace with earnings, applause should be withheld. A savings account in which interest was reinvested would achieve the same year-by-year increase in earnings—and, at only 8% interest, would quadruple its annual earnings in 18 years. The power of this simple math is often ignored by companies to the detriment of their shareholders. Many corporate compensation plans reward managers handsomely for earnings increases produced solely, or in large part, by retained earnings—i.e., earnings withheld from owners. For example, ten-year, fixed-price stock options are granted routinely, often by companies whose dividends are only a small percentage of earnings. An example will illustrate the inequities possible under such circumstances. Let’s suppose that you had a $100,000 savings account earning 8% interest and “managed” by a trustee who could decide each year what portion of the interest you were to be paid in cash. Interest not paid out would be “retained earnings” added to the savings account to compound. And let’s suppose that your trustee, in his superior wisdom, set the “pay-out ratio” at one-quarter of the annual earnings.

Based on Better Work's experience with hundred's of enterprises, there have emerged 5 critical areas of conversation between manager and contributor 1- goal setting and reflection - where the employee's OKR plan are set for the upcoming cycle. The discussion focuses on how best to align individual objectives and key results with organizational priorities. 2- ongoing progress updates, which are brief, data-driven check-ins based on the employee's real-time progress with problem-solving as needed. Progress updates really entail two basic questions - what's going well and what's not working well 3 - two-way coaching to help contributors to reach their potential and managers do a better job 4- career growth to develop skills, identify growth opportunities and expand employee's vision of their future at the company 5- light-weight performance reviews. A feedback mechanism to gather input, and summarize what the employee has accomplished since the last meeting in the context of the organization's needs. And note this conversation is held apart from the employee's annual compensation performance review.

However, life does not always go to plan. The development of the Self, like any process, can be disrupted and grow dysfunctional. It is here that narcissism often evolves to compensate, spreading like a virus which infects all levels of society. PART II: THE AGE OF NARCISSISM

The Test of Death -Would you believe someone you trust and swear to tell you the truth? -No -Why? -He may say what he thinks is the truth, which is not so, and I believe that the truth is not given, but taken, snatched, you have to fight to get it, the truth is not free. – We sent you to carry out a dangerous, sensitive task, a matter of life or death, and we sent someone you know is a deceiver and a liar to share it with you, we do not trust him either, but we need him? Do you accept it with him? -Maybe yes and maybe no -How? -Trust here has no place, even if I trust him, I may not implement it with him, and I may implement it with someone I do not trust, everyone in a certain circumstance has the ability of betrayal and treachery, as they have the capacity for honesty and sincerity, I will not trust anyone with a dangerous operation like this, but I will trust the plan; if the plan had taken all possibilities into consideration, including the possibilities of treachery, and if we put alternative plans in case of emergency, I would trust the plan itself, and implement it with those whose presence is required. -What is brainwashing? -It is a radical transformation of ideas in a short period of time, without a convincing reason or explanation. – How does the process work? -The primitive method is by coercive means, such as physical or psychological torture, to implant thoughts directly into the victim’s head. -What is the most advanced method? -By manipulating the surrounding environment of the victim, and passing ideas into his brain indirectly, to convince him that it is the product of chance, or for supernatural reasons such as your pre-written destiny, or that God has chosen you for this moment, and the more convincing the environment, and the more serendipitous, the quality of the process better. -How do you know you are being brainwashed? -I watch my thoughts, if I suddenly decide to switch them without a clear and convincing reason, and within a short period of time, then I have to study the changes in the environment around me, new people, targeted ads on social media, random videos, and everything around me seem to happen by chance It is directly or indirectly related to new ideas. Then research and focus, analyze and elicit, to try and discover the process. -What is long-term brainwashing? -A traditional brainwashing process, but it takes a relatively long time, such as repeating the idea to be cultivated weekly instead of repeating it daily, and this happens if the victim is intelligent and careful observation, so the process is done carefully and slowly so as not to discover it. -Which is more powerful, short-term or long-term brainwashing? -The short; the mind quickly ignores, when passing the idea in separate periods of time, it ignores the old ones, and buries them away in its memory, thus their impact decreases, so we are forced to plant the idea a thousand times instead of a hundred, to increase the momentum and compensate for the lack of influence of the old ideas, and with the presence of spaced periods of time when the process takes a long time, and the chance of discovering the target becomes greater. -What is a mind injection, and how is it done? -It is the process of implanting the ideas that are required to be implanted in it, in direct or indirect ways, and each has its own method and method of injection, some of them rush and some of them take longer than the necessary time, and in both cases, the injection does not take its desired effect, but it is possible that the effect is completely reversed. -How do you know that the injection process is going well? -The new and reprehensible reactions of the victim, especially the spontaneous ones. Which is issued near the end of the injection process.

+1 to the Bomb Surgeon Skill +1 to the Trap Engineer Skill +1 to Unarmed Combat Skill -25% Damage when using bladed weapons +25% Mana cost for damage-dealing spells +5% skill progression speed in all trap-making and bomb-making skills. + 2 Hide in Shadows Skill + Fear spell + 1 Intelligence + 5 Charisma +5 to the Find Trap Skill +5 to the Backfire Skill +5 to the Escape Plan Skill Access to the Desperado Club (already obtained) Access to the Naughty Boys Employment Agency This is an Earth Class. As an incentive to choose an Earth Class, you will receive a Silver Earth Box upon choosing this class. Compensated Anarchists must choose a subclass upon descent to the sixth floor.

Market research professionals routinely assume that survey respondents will overstate their purchase intent relative to their true plans, and researchers have elaborate ways to adjust projections downward to compensate for this bias. But these methods are much less effective with radical new products, since respondents find it difficult to express preferences regarding products with which they’ve had no direct experience. A quote attributed to Henry Ford makes the risk clear: “If I had asked people what they want, they would have said faster horses.

You will now be instructed how to build plans which will be practical, viz:— (a)   Ally yourself with a group of as many people as you may need for the creation and carrying out of your plan or plans for the accumulation of money—making use of the “Master Mind” principle described in a later chapter. (Compliance with this instruction is absolutely essential. Do not neglect it). (b)   Before forming your “Master Mind” alliance, decide what advantages and benefits you may offer the individual members of your group, in return for their cooperation. No one will work indefinitely without some form of compensation. No intelligent person will either request or expect another to work without adequate compensation, although this may not always be in the form of money. (c)   Arrange to meet with the members of your “Master Mind” group at least twice a week, and more often if possible, until you have jointly perfected the necessary plan or plans for the accumulation of money. (d)   Maintain perfect harmony between yourself and every member of your “Master Mind” group. If you fail to carry out this instruction to the letter, you may expect to meet with failure. The “Master Mind” principle cannot obtain where perfect harmony does not prevail. Keep in mind these facts:— First: you are engaged in an undertaking of major importance to you. To be sure of success, you must have plans which are faultless. Second: you must have the advantage of the experience, education, native ability and imagination of other minds. This is in harmony with the methods followed by every person who has accumulated a great fortune. No individual has sufficient experience, education, native ability, and knowledge to insure the accumulation of a great fortune, without the cooperation of other people. Every plan you adopt, in your endeavor to accumulate wealth, should be the joint creation of yourself and every other member of your “Master Mind” group. You may originate your own plans, either in whole or in part, but see that those plans are checked, and approved by the members of your “Master Mind” alliance.

L'Islam a perpétué jusqu'à nos jours le monde biblique, que le Christianisme, une fois européanisé, ne pouvait plus représenter ; sans islam, le Catholicisme eût vite fait d'envahir tout le Proche Orient, ce qui eût signifié la destruction de l'Orthodoxie et des autres Eglises d'Orient et la romanisation – donc l'européanisation – de notre monde jusqu'aux confins de l'Inde ; le monde biblique serait mort. On peut dire que l'Islam a eu le rôle providentiel d'arrêter le temps – donc d'exclure l'Europe – sur la partie biblique du globe et de stabiliser, tout en l'universalisant, le monde d'Abraham, qui fut aussi celui de Jésus ; le Judaïsme étant émigré et dispersé, et le Christianisme s'étant romanisé, hellénisé et germanisé, Dieu « se repentit » - pour employer le mot de la Genèse – de ce développement unilatéral et suscita l'Islam, qu'il fit surgir du désert, ambiance ou arrière-plan du Monothéisme originel. Il y a là un jeu d'équilibre et de compensation dont les exotérismes ne sauraient rendre compte, et il serait absurde de le leur demander (1). (1) Titus Burckhardt, ayant lu ces lignes, nous a communiqué au sujet du cycle Abraham-Mohammed les réflexions suivantes : « Il est significatif que la langue arabe soit la plus archaïque de toutes les langues sémitiques vivantes : son phonétisme conserve, à un son près, tous les sons indiqués par les plus anciens alphabètes sémitiques, et sa morphologie se retrouve dans le célèbre code de Hammourabi, qui est à peu près contemporain d'Abraham. » - « En fait, la Mecque avec la Kaaba construite par Abraham et Ismaël, est la ville sacrée oubliée, - oubliée à la fois par le Judaïsme, qui ignore le rôle prophétique d'Ismaël, et par le Chrisianisme, qui a hérité le même point de vue. Le sanctuaire de la Mecque, lequel est au Prophète ce que le Temple de Jérusalem est au Christ, - en un certain sens tout au moins, - est comme la « pierre rejetée par les bâtisseurs » et qui devient la pierre d'angle. Cette oublie du sanctuaire ismaélien, en même temps que la continuité Abraham-Ismaël-Mohammed, - le Prophète arabe étant de descendance ismaélienne, - ce double facteur nous montre comment l'économie divine aime à combiner le géométrique avec l'imprévu. Sans aucune importance est ici l'opinion de ceux qui voient dans l'origine abrahamique de la Kaaba un mythe musulman rétrospectif, et qui perdent totalement de vue que les anciens Arabes possédaient une mémoire généalogique à la fois extraordinaire et méticuleuse, comme d'ailleurs la plupart des nomades ou semi-nomades.

He therefore determined to hire a hatchet man to do the nasty work for him, bringing in a former McKinsey operative and giving him the title of Chief Operating Officer. This COO was himself quite expensive, his salary, bonus, long-term compensation, and perquisites amounting to the cost of several hundred smaller jobs. He at once targeted Law, Accounting, Public Relations, Event Planning, Office Services, and several other formerly integrated departments for extreme unction, although he did spare the executive chef. “This place is way fat,” he told the CEO, who knew he was full of shit but admired the zeal with which he justified his compensation.

4. Be ready to handle the subject of salary. If the subject of salary comes up during the interview, the general rule is to try and avoid it until an offer has been made. This is because the greatest leverage you have is after the job offer but before acceptance. However, you may have no choice but to discuss salary when asked about your salary requirements or salary history. You must know, in advance, the salary range for the job you are seeking and then provide a realistic range; “I would expect the job to pay between $30,000 and $40,000, and I believe, based on my value to your company, we can agree to an amicable number.” Or “Over the past five years, my salary has been between $80,000 and $93,000. I plan to make a significant contribution to your sales efforts, so my starting salary is less important than the ability to demonstrate to you that I can produce results. And I am sure when you see the results I can produce, my salary will reflect those contributions.” Once again, I emphasize that if you know your value and how you can contribute in a notable way, you’ll feel in control when negotiating a win-win compensation arrangement.

Leadership and Culture” may seem like a vague or general catch-all phrase. Let me offer some questions to guide you down the path and to set the stage for upcoming chapters on this important first piece of the framework. What does it feel like to be part of your company’s sales team? Is it a high-performance culture? Why do you feel that way? Are team members laser-focused on goals and results? What’s the vibe in the sales department (whether it is local or based remotely)? What does accountability look like on this team? How often, how big, and how loud are victories celebrated? Is the manager leading the team or just reacting to circumstances? Are sales team meetings valuable? Do salespeople leave those meetings better equipped, envisioned, and energized, or drained and discouraged? Do members of the sales team feel supported, valued, and appreciated? Does the existing compensation plan make sense and does it drive the desired behaviors and results? In what ways is the manager putting his or her fingerprints on the team? How much of the sales leader’s time is devoted to non-sales activities and executive and administrative burdens? What’s the level of intensity, passion, and heart-engagement of team members? I don’t believe that anyone would doubt that we can create significant lift in a sales organization by improving the answers to these questions.

My fear is that by the end of this century, traditional Christianity will be in sharp decline, and we must make sure that people won’t throw away our precious Baby with what is apparently bathwater. I still love the Christianity I used to practice. I can sing so many hymns by heart! And the comfort of knowing that just by being the right kind of Christian I was on God’s A-list is something I so fondly remember. But in compensation for my lost faith, I have found a glorious certainty. I have learned that Jesus is more important than I ever in my wildest dreams imagined, and God’s plan for what is possible on earth is more wonderful than the human mind can dream.

When evaluating a new client for degree of independence, I consider four factors: 1. Emotional issues: Does the person have good resources within himself or herself for coping independently with emotional issues that come up, or does he or she turn to parents not only for advice, but for cues as to how to react to the event in question? 2. Financial issues: Does the adult child earn an adequate living on his or her own, or does he or she rely heavily on parental input for things such as job contacts, supplemental funds, or housing? 3. Practical issues/interactive situations: Can the person manage day-to-day living, finances, nutrition, exercise, and housekeeping? 4. Career/Education issues: Does the person have a rewarding job or career that is commensurate with his or her abilities and offers the potential for further success? Is the person willing to learn new things to increase his or her productivity or compensation? These are the basic skills of living, many of which are addressed in the social ability questionnaire. Just as there are levels of social functioning, so too there are levels of independent functioning. All three of the following levels describe an adult with some degree of dependency problems. A healthy adult is someone who is independent financially, is able to manage practical and interactive issues, and who stays in touch with family but does not rely almost solely on family for emotional support. Level 1—Low Functioning Emotional issues: Lives at home with parent(s) or away from home in a fully structured or supervised environment. Financial issues: Contributes virtually nothing financially to the running of the household. Practical issues: Chooses clothes to wear that day, but does not manage own wardrobe (i.e., laundry, shopping, etc.). Relies on family members to buy food and prepare meals. Does few household chores, if any. May try a few tasks when asked, but seldom follows through until the job is finished. Career/education issues: Is not table to keep a job, and therefore does not earn an independent living. Extremely resistant to learning new skills or changing responsibilities. Level 2: Moderately functioning Emotional issues: Lives either at home or nearby and calls home every day. Relies on parents to discuss all details of daily life, from what happened at work or school that day to what to wear the next day. Will call home for advice rather than trying to figure something out for him- or herself. Financial issues: May rely on parents for supplemental income—parents may supply car, apartment, etc. May be employed by parents at an inflated salary for a job with very few responsibilities. May be irresponsible about paying bills. Practical issues: Is able to make daily decisions about clothing, but may rely on parents when shopping for clothing and other items. Neglects household responsibilities such as laundry, cleaning and meal planning. Career/education issues: Has a job, but is unable to cope with much on-the-job stress; job is therefore only minimally challenging, or a major source of anxiety—discussed in detail with Mom and Dad. Level 3: Functioning Emotional issues: Lives away from home. Calls home a few times a week, relies on family for emotional support and most socializing. Few friends. Practical issues: Handles all aspects of daily household management independently. Financial issues: Is financially independent, pays bills on time. Career/education issues: Has achieved some moderate success at work. Is willing to seek new information, even to take an occasional class to improve skills.

Briette sighed. “I don’t think your intentions were bad, Sir Ansley. And in the end, you warned Calister of what the king planned to do. I simply have a favor to ask.” She smiled. “Which brings me to Calister.” Calister stiffened. “At your service, my lady.” Briette raised her voice so they would all hear. “At the castle, King Jarrod tried to have me arrested. Calister not only fended off the knights, he fought actually King Jarrod himself. A man nearly a foot taller and three times his weight. I have never seen such courage. Noble deeds deserve a noble reward, don’t you think? Calister… come here, please.” Calister crept toward her, uncertain. Briette carefully extracted the long sword she wore at her side. “I must ask you to kneel before me.” “Kneel?” Calister looked confused, then his eyes popped with understanding. “Oh!” He dropped to one knee. Briette lifted the sword and touched the flat of it to his shoulder. “Calister, do swear that you will honor and defend the kingdom of Runa under Princess Maelyn?” “I will,” said Calister. “That you will defend truth and justice, and strive to protect those weaker than yourself?” “I will,” said Calister. “And that you will uphold the noble ideals of chivalry to the benefit of your good name and the greater glory of our land?” “I will,” said Calister. Briette smiled. “Then, by the power invested in me, I now dub you Sir Calister, a knight of Runa Realm. Quite possibly the youngest knight this kingdom has ever known. You may rise.” Calister stood, blinking hard to hold back tears. “Th-thank you, my lady. I – I promise to be a faithful knight, and….” His face crumpled and he fell against Briette and squeezed her tightly. “Thank you, my lady!” “Bree. I am always Bree to you,” she said, returning the hug. She could see the servants over his shoulder. Rupy sobbed openly, Sir Ansley beamed with pride, Old Shivey nodded her head, and Havi wore a crooked smile. The duke, however, remained hard and impassive, his eyes turned away. Calister released her and wiped his eyes. Briette turned back to the group. “I will send for Calister in a few days. We shall make arrangements for him to be transferred to Lumen Fortress where he will continue his training with the knights there. Sir Ansley, I will rely on you to check on him regularly and see that he is progressing in his studies. Can you do this?” “Of course I can! Gladly!” said Sir Ansley. “Thank you. His lost hand is but a minor setback and I intend to have equipment made that will compensate for it. And please continue taking him to visit his mother. I’m sure she will be very proud of him.” Calister smiled, his face red. He rubbed his eyes again and laughed at himself. “I’m sorry, a knight shouldn’t cry.” “The good ones do.” Briette grinned and held out the sword. “Here. Take this as my gift to you. And wear it proudly! I’m sure you will have many adventures, Sir Calister.” Calister clasped the sword and bowed grandly. “I will strive to be worthy of this honor, my lady Bree.” “Oh, he’s adorable!” Miriella cried. Maelyn’s smile was more reserved. Briette hadn’t told her that she would knight a fourteen-year-old

Business Owner Planning Business owners have additional and complex Retirement Planning needs. Counting only on the sale of your business requires tremendous luck and success. If business owners consider the business as simply one asset among many, then they should seriously consider additional assets such as: -Executive Bonus Arrangements -Nonqualified deferred compensation plans -Qualified retirement plans -General investment portfolio Motto for Business Owner Planning As I look back on thirteen years of entrepreneurship, I can see that the best and smartest thing to do is to have a plan with the end in mind and you in mind. The time still goes by and time is expensive. That sentence is really a whole book and you should or will understand sooner than later, hopefully. That would have looked like business succession planning. Proper business succession planning requires sound preparation in order to have a smooth and equitable transition. Financial, tax and legal planning are all necessary for a success.

Frida Kahlo once told her class of painting students that there is not one single teacher in the world capable of teaching art. The truth in these words comes to mind in every art class I teach. I believe you can teach technique and theory, but it is up to the individual to do the art part. For the student, this means giving yourself permission to work your way, whatever way that is. Once you accept that permission, you can incorporate foundation skills. This is no longer the Renaissance, and artists are no longer judged (or compensated) solely for realism and representation. There was a time when painting and drawing, coiling a clay pot, or fashioning a bucket to draw water from a well was part of daily life. Now we peck at keyboards, buy Tupperware, and drink from plastic bottles. By not using our hands, we lose our senses. I see this in my students. Proficient on the computer, they click out sophisticated graphics. But they are baffled by and fumble with a brush, frustrated at the time it takes to manually create what they can Photoshop in a flash. I’ve taught art for a quarter of a century and rely on sound lesson plans and discipline as well as creative freedom. Still, during each drawing, painting, and ceramic class I teach, I remind myself how I felt when I scratched out my first drawings, brushed paint on a surface, or learned to center porcelain on a wheel—how it felt to tame and be liberated by the media. And, how it felt to become discouraged by an instructor’s insistence on controlling a pencil, paintbrush, or lump of clay her or his way. For most of my Kuwaiti students, a class taken with me will be their first and last studio arts class. I work at creating a learning environment both structured and free, one that cultivates an atmosphere where one learns to give herself permission to see.

When there is dysbiosis and hyperpermeability, the brain in the gut diverts its attention to coordinate the responses of the GALT and compensates for many other imbalances that occur as a result of our Achilles’ Heel injury. The second brain quickly becomes so busy coordinating these other “emergency” functions that the normal everyday functions also get affected. Peristalsis is one of the first to feel the pinch. Constipation is the most common symptom on the planet, even if most people suffering from it don’t know it. One bowel movement a day is considered great by a lot of people, but it is really constipation’s mildest expression.

In Chapter two, you were instructed to take six definite, practical steps, as your first move in translating the desire for money into its monetary equivalent. One of these steps is the formation of a DEFINITE, practical plan, or plans, through which this transformation may be made. You will now be instructed how to build plans which will be practical, viz:- (a) Ally yourself with a group of as many people as you may need for the creation, and carrying out of your plan, or plans for the accumulation of money-making use of the "Master Mind" principle described in a later chapter. (Compliance with this instruction is absolutely essential. Do not neglect it.) (b) Before forming your "Master Mind" alliance, decide what advantages, and benefits, you may offer the individual embers of your group, in return for their cooperation. No one will work indefinitely without some form of compensation. No intelligent person will either request or expect another to work without adequate compensation, although this may not always be in the form of money. (c) Arrange to meet with the members of your "Master Mind" group at least twice a week, and more often if possible, until you have jointly perfected the necessary plan, or plans for the accumulation of money. (d) Maintain PERFECT HARMONY between yourself and every member of your "Master Mind" group. If you fail to carry out this instruction to the letter, you may expect to meet with failure. The "Master Mind" principle cannot obtain where PERFECT HARMONY does not prevail.

Otherwise we run the risk of failing God in the one thing that so greatly determined His choice of us; and in failing God, we shall fail ourselves. Find your personal worth in your special calling from God Our Christian vocation carries responsibility, but it has its compensations, too. One such compensation is the wholesome feeling of personal worth that should be mine. If I am important to God, I am indeed an important person. Other people may not rate me very highly. My talents may be quite limited, and to those who know me, I may be just an average sort of person. My job may be a relatively humble one, and I may be tempted to feel inferior as I see others around me making their mark in the world. Then I remember that money, position, and popularity - all the yardsticks by which the world measures success - are to God nothing more than a child's playthings. Eventually they must be cast aside and left behind. In the meantime, if I am in a state of grace and am following God's will as my road map through life, then every least action of mine has an everlasting value. However lowly the world may esteem me, every breath I draw is precious to God. Speaking again in human terms, God made me because He needs me. There is something that has to be done that only I can do. What greater personal worth could there be than to be needed by God? It matters little that I do not know the nature of my essential role in God's plan. It is enough to know that I am as valuable to God as the most distinguished person the world has ever acclaimed. This sense of personal worth is not pride. It is not even vanity. Pride consists in declaring my independence of God, as though I alone were responsible for whatever merit I possess. Vanity is simply a silly preoccupation with God's lesser natural gifts, such as looks or talents. It would not be humility - it would be a belittling of God's wisdom and goodness - to pretend that I do not amount to much, that my life is meaningless, that I would never have been missed if I had not been born. It is quite true that apart from God I am nothing. It is just as true that God's love has made me great. To admit this is to do simple justice to God. I must never surrender to the temptation to think, "I am no good. I am a failure." Neither must I surrender - ever - to self-pity; to the feeling that nobody loves me, nobody cares about me. How awful it would be, after all the love God has expended and is expending on me, to brood and sorrow because I do not receive as much human love as I might wish. That would be about as silly as the complaint of a millionaire at not winning on the penny slot machine. A self-pitying person can only be one who is weak in faith or ignorant in religion. God's love for me is such a tremendous thing! From my sense of Christian vocation there follows another effect: freedom from serious worry. If I really believe that God loves me with an infinite love (as He does) and that He wants what is best for me (as He does), I cannot worry very long or very intensely. God is infinitely wise; He always knows what is best. God is infinitely powerful; He can accomplish anything

Start by redistributing a chunk of your own authority. Step back from critical decisions and let your team decide. (We’ll say more about this in chapter 15.) If your company doesn’t have a profit-sharing plan, lobby for one and make sure it’s available to every employee. In a good year, profit sharing should raise average compensation by 10 percent or more. Wherever possible, disaggregate big units into small ones. In general, keep operating units to fewer than fifty people. Give every unit a full-fledged P&L. Minimize corporate overhead allocations and avoid building targets around detailed KPIs. Expand the decision-making prerogatives of frontline operating teams. Give them responsibility for decisions around unit strategy, operations, and people. Roll back legacy policies that have truncated the freedom of frontline units. Give businesses the right to negotiate the price of centrally provided services and opt out if they don’t think they’re getting a good deal. Once every unit has a genuine P&L, significantly increase the proportion of individual or team compensation that’s at risk. Ensure that above-average performance brings above-average rewards.