Completing One Year In Company Quotes

Share and Enjoy' is the company motto of the hugely successful Sirius Cybernetics Corporation Complaints Division, which now covers the major land masses of three medium-sized planets and is the only part of the Corporation to have shown a consistent profit in recent years. The motto stands-- or rather stood-- in three mile high illuminated letters near the Complaints Department spaceport on Eadrax. Unfortunately its weight was such that shortly after it was erected, the ground beneath the letters caved in and they dropped for nearly half their length through the offices of many talented young Complaints executives-- now deceased. The protruding upper halves of the letters now appear, in the local language, to read "Go stick your head in a pig," and are no longer illuminated, except at times of special celebration.

By the time I walked down the aisle—or rather, into a judge’s chambers—I had lived fourteen independent years, early adult years that my mother had spent married. I had made friends and fallen out with friends, had moved in and out of apartments, had been hired, fired, promoted, and quit. I had had roommates I liked and roommates I didn’t like and I had lived on my own; I’d been on several forms of birth control and navigated a few serious medical questions; I’d paid my own bills and failed to pay my own bills; I’d fallen in love and fallen out of love and spent five consecutive years with nary a fling. I’d learned my way around new neighborhoods, felt scared and felt completely at home; I’d been heartbroken, afraid, jubilant, and bored. I was a grown-up: a reasonably complicated person. I’d become that person not in the company of any one man, but alongside my friends, my family, my city, my work, and, simply, by myself. I was not alone.

Once a year Jobs took his most valuable employees on a retreat, which he called " The Top 100." They were picked based on a simple guideline: the people you would bring if you could take only a hundred people with you on a lifeboat to your next company. At the end of each retreat, Jobs would stand in front of the whiteboard( he loved whiteboards because they gave him complete control of a situation and they engendered focus) and ask, " What are ten things we should be doing next?" People would fight to their suggestions on the list. Jobs would write them down, and then cross off the ones he decreed dumb. After much jockeying, the group would come up with a list of ten.Then Jobs would slash the bottom seven and announce, " We can only do three.

-Prayer In My Life- Every person has his own ideas of the act of praying for God's guidance, tolerance and mercy to fulfill his duties and responsibilities. My own concept of prayer is not a plea for special favors, nor as a quick palliation for wrongs knowingly committed. A prayer, it seems to me, implies a promise as well as a request; at the highest level, prayer not only is supplication for strength and guidance, but also becomes an affirmation of life and thus a reverent praise of God. Deeds rather than words express my concept of the part religion should play in everyday life. I have watched constantly that in our movie work the highest moral and spiritual standards are upheld, whether it deals with fable or with stories of living action. This religious concern for the form and content of our films goes back 40 years to the rugged financial period in Kansas City when I was struggling to establish a film company and produce animated fairy tales. Thus, whatever success I have had in bringing clean, informative entertainment to people of all ages, I attribute in great part to my Congregational upbringing and lifelong habit of prayer. To me, today at age 61, all prayer by the humble or highly placed has one thing in common: supplication for strength and inspiration to carry on the best impulses which should bind us together for a better world. Without such inspiration we would rapidly deteriorate and finally perish. But in our troubled times, the right of men to think and worship as their conscience dictates is being sorely pressed. We can retain these privileges only by being constantly on guard in fighting off any encroachment on these precepts. To retreat from any of the principles handed down by our forefathers, who shed their blood for the ideals we all embrace, would be a complete victory for those who would destroy liberty and justice for the individual.

one is always in respectable company among rather well-to-do bourgeois, one does not notice this so much perhaps, but if one has dined for years on la vache enragée, as I have, one cannot deny that great misery is a fact that weights the scale.

Sippy had described them as England's premier warts, and it looked to me as if he might be about right. Professor Pringle was a thinnish, baldish, dyspeptic-lookingish cove with an eye like a haddock, while Mrs Pringle's aspect was that of one who had had bad news round about the year 1900 and never really got over it. And I was just staggering under the impact of these two when I was introduced to a couple of ancient females with shawls all over them. "No doubt you remember my mother?" said Professor Pringle mournfully, indicating Exhibit A. "Oh - ah!" I said, achieving a bit of a beam. "And my aunt," sighed the Prof, as if things were getting worse and worse. "Well, well, well!" I said shooting another beam in the direction of Exhibit B. "They were saying only this morning that they remembered you," groaned the Prof, abandoning all hope. There was a pause. The whole strength of the company gazed at me like a family group out of one of Edgar Allan Poe's less cheery yarns, and I felt my joie de vivre dying at the roots. "I remember Oliver," said Exhibit A. She heaved a sigh. "He was such a pretty child. What a pity! What a pity!" Tactful, of course, and calculated to put the guest completely at his ease.

I was extremely shy of approaching my hero but he, as I found out, was sorely in need of company. By then almost completely blind, he was claustrated and even a little confused and this may help explain the rather shocking attitude that he took to the blunt trauma that was being inflicted in the streets and squares around him. 'This was my country and it might be yet,' he intoned to me when the topic first came up, as it had to: 'But something came between it and the sun.' This couplet he claimed (I have never been able to locate it) was from Edmund Blunden, whose gnarled hand I had been so excited to shake all those years ago, but it was not the Videla junta that Borges meant by the allusion. It was the pre-existing rule of Juan Perón, which he felt had depraved and corrupted Argentine society. I didn't disagree with this at all—and Perón had victimized Borges's mother and sister as well as having Borges himself fired from his job at the National Library—but it was nonetheless sad to hear the old man saying that he heartily preferred the new uniformed regime, as being one of 'gentlemen' as opposed to 'pimps.' This was a touch like listening to Evelyn Waugh at his most liverish and bufferish. (It was also partly redeemed by a piece of learned philology or etymology concerning the Buenos Aires dockside slang for pimp: canfinflero. 'A canfinfla, you see,' said Borges with perfect composure, 'is a pussy or more exactly a cunt. So a canfinflero is a trafficker in cunt: in Anglo-Saxon we might say a 'cunter."' Had not the very tango itself been evolved in a brothel in 1880? Borges could talk indefinitely about this sort of thing, perhaps in revenge for having had an oversolicitous mother who tyrannized him all his life.)

Using Hollerith’s tabulators, the 1890 census was completed in one year rather than eight. It was the first major use of electrical circuits to process information, and the company that Hollerith founded became in 1924, after a series of mergers and acquisitions, the International Business Machines Corporation, or IBM.

With an IQ of 160, Alex Volkov was a genius, or close to it. He was the only person in Thayer’s history to complete its five-year joint undergrad/MBA program in three years, and at age twenty-six, he was the COO of one of the most successful real estate development companies in the country. He was a legend, and he knew it.

The original paraphernalia for the lottery had been lost long ago, and the black box now resting on the stool had been put into use even before Old Man Warner, the oldest man in town, was born. Mr. Summers spoke frequently to the villagers about making a new box, but no one liked to upset even as much tradition as was represented by the black box. There was a story that the present box had been made with some pieces of the box that had preceded it, the one that had been constructed when the first people settled down to make a village here. Every year, after the lottery, Mr. Summers began talking again about a new box, but every year the subject was allowed to fade off without anything's being done. The black box grew shabbier each year: by now it was no longer completely black but splintered badly along one side to show the original wood color, and in some places faded or stained. Mr. Martin and his oldest son, Baxter, held the black box securely on the stool until Mr. Summers had stirred the papers thoroughly with his hand. Because so much of the ritual had been forgotten or discarded, Mr. Summers had been successful in having slips of paper substituted for the chips of wood that had been used for generations. Chips of wood, Mr. Summers had argued, had been all very well when the village was tiny, but now that the population was more than three hundred and likely to keep on growing, it was necessary to use something that would fit more easily into he black box. The night before the lottery, Mr. Summers and Mr. Graves made up the slips of paper and put them in the box, and it was then taken to the safe of Mr. Summers' coal company and locked up until Mr. Summers was ready to take it to the square next morning. The rest of the year, the box was put way, sometimes one place, sometimes another; it had spent one year in Mr. Graves's barn and another year underfoot in the post office. and sometimes it was set on a shelf in the Martin grocery and left there.

The Heiligenstadt Testament" Oh! ye who think or declare me to be hostile, morose, and misanthropical, how unjust you are, and how little you know the secret cause of what appears thus to you! My heart and mind were ever from childhood prone to the most tender feelings of affection, and I was always disposed to accomplish something great. But you must remember that six years ago I was attacked by an incurable malady, aggravated by unskillful physicians, deluded from year to year, too, by the hope of relief, and at length forced to the conviction of a lasting affliction (the cure of which may go on for years, and perhaps after all prove impracticable). Born with a passionate and excitable temperament, keenly susceptible to the pleasures of society, I was yet obliged early in life to isolate myself, and to pass my existence in solitude. If I at any time resolved to surmount all this, oh! how cruelly was I again repelled by the experience, sadder than ever, of my defective hearing! — and yet I found it impossible to say to others: Speak louder; shout! for I am deaf! Alas! how could I proclaim the deficiency of a sense which ought to have been more perfect with me than with other men, — a sense which I once possessed in the highest perfection, to an extent, indeed, that few of my profession ever enjoyed! Alas, I cannot do this! Forgive me therefore when you see me withdraw from you with whom I would so gladly mingle. My misfortune is doubly severe from causing me to be misunderstood. No longer can I enjoy recreation in social intercourse, refined conversation, or mutual outpourings of thought. Completely isolated, I only enter society when compelled to do so. I must live like art exile. In company I am assailed by the most painful apprehensions, from the dread of being exposed to the risk of my condition being observed. It was the same during the last six months I spent in the country. My intelligent physician recommended me to spare my hearing as much as possible, which was quite in accordance with my present disposition, though sometimes, tempted by my natural inclination for society, I allowed myself to be beguiled into it. But what humiliation when any one beside me heard a flute in the far distance, while I heard nothing, or when others heard a shepherd singing, and I still heard nothing! Such things brought me to the verge of desperation, and well-nigh caused me to put an end to my life. Art! art alone deterred me. Ah! how could I possibly quit the world before bringing forth all that I felt it was my vocation to produce? And thus I spared this miserable life — so utterly miserable that any sudden change may reduce me at any moment from my best condition into the worst. It is decreed that I must now choose Patience for my guide! This I have done. I hope the resolve will not fail me, steadfastly to persevere till it may please the inexorable Fates to cut the thread of my life. Perhaps I may get better, perhaps not. I am prepared for either. Constrained to become a philosopher in my twenty-eighth year! This is no slight trial, and more severe on an artist than on any one else. God looks into my heart, He searches it, and knows that love for man and feelings of benevolence have their abode there! Oh! ye who may one day read this, think that you have done me injustice, and let any one similarly afflicted be consoled, by finding one like himself, who, in defiance of all the obstacles of Nature, has done all in his power to be included in the ranks of estimable artists and men. My brothers Carl and [Johann], as soon as I am no more, if Professor Schmidt be still alive, beg him in my name to describe my malady, and to add these pages to the analysis of my disease, that at least, so far as possible, the world may be reconciled to me after my death. I also hereby declare you both heirs of my small fortune (if so it may be called). Share it fairly, agree together and assist each other. You know that any

In 1970, Alix Kates Shulman, a wife, mother, and writer who had joined the Women's Liberation Movement in New York, wrote a poignant account of how the initial equality and companionship of her marriage had deteriorated once she had children. "[N]ow I was restricted to the company of two demanding preschoolers and to the four walls of an apartment. It seemed unfair that while my husband's life had changed little when the children were born, domestic life had become the only life I had." His job became even more demanding, requiring late nights and travel out of town. Meanwhile it was virtually impossible for her to work at home. "I had no time for myself; the children were always there." Neither she nor her husband was happy with the situation, so they did something radical, which received considerable media coverage: they wrote up a marriage agreement... In it they asserted that "each member of the family has an equal right to his/her own time, work, values and choices... The ability to earn more money is already a privilege which must not be compounded by enabling the larger earner to buy out of his/her duties and put the burden on the one who earns less, or on someone hired from outside." The agreement insisted that domestic jobs be shared fifty-fifty and, get this girls, "If one party works overtime in any domestic job, she/he must be compensated by equal work by the other." The agreement then listed a complete job breakdown... in other worde, the agreement acknowledged the physical and the emotional/mental work involved in parenting and valued both. At the end of the article, Shulman noted how much happier she and her husband were as a result of the agreement. In the two years after its inception, Shulman wrote three children's books, a biography and a novel. But listen, too, to what it meant to her husband, who was now actually seeing his children every day. After the agreement had been in effect for four months, "our daughter said one day to my husband, 'You know, Daddy, I used to love Mommy more than you, but now I love you both the same.

A bare two years after Vasco da Gama’s voyage a Portuguese fleet led by Pedro Alvarez Cabral arrived on the Malabar coast. Cabral delivered a letter from the king of Portugal to the Samudri (Samudra-raja or Sea-king), the Hindu ruler of the city-state of Calicut, demanding that he expel all Muslims from his kingdom as they were enemies of the ‘Holy Faith’. He met with a blank refusal; then afterwards the Samudra steadfastly maintained that Calicut had always been open to everyone who wished to trade there… During those early years the people who had traditionally participated in the Indian Ocean trade were taken completely by surprise. In all the centuries in which it had flourished and grown, no state or kings or ruling power had ever before tried to gain control of the Indian Ocean trade by force of arms. The territorial and dynastic ambitions that were pursued with such determination on land were generally not allowed to spill over into the sea. Within the Western historiographical record the unarmed character of the Indian Ocean trade is often represented as a lack, or failure, one that invited the intervention of Europe, with its increasing proficiency in war. When a defeat is as complete as was that of the trading cultures of the Indian Ocean, it is hard to allow the vanquished the dignity of nuances of choice and preference. Yet it is worth allowing for the possibility that the peaceful traditions of the oceanic trade may have been, in a quiet and inarticulate way, the product of a rare cultural choice — one that may have owed a great deal to the pacifist customs and beliefs of the Gujarati Jains and Vanias who played such an important part in it. At the time, at least one European was moved to bewilderment by the unfamiliar mores of the region; a response more honest perhaps than the trust in historical inevitability that has supplanted it since. ‘The heathen [of Gujarat]’, wrote Tomé Pires, early in the sixteenth century, ‘held that they must never kill anyone, nor must they have armed men in their company. If they were captured and [their captors] wanted to kill them all, they did not resist. This is the Gujarat law among the heathen.’ It was because of those singular traditions, perhaps, that the rulers of the Indian Ocean ports were utterly confounded by the demands and actions of the Portuguese. Having long been accustomed to the tradesmen’s rules of bargaining and compromise they tried time and time again to reach an understanding with the Europeans — only to discover, as one historian has put it, that the choice was ‘between resistance and submission; co-operation was not offered.’ Unable to compete in the Indian Ocean trade by purely commercial means, the Europeans were bent on taking control of it by aggression, pure and distilled, by unleashing violence on a scale unprecedented on those shores.

He backed me even though he insisted that it would be a complete waste of my time. “I’ll teach you all you need to know about running a company in one afternoon, and we’ll both go home early to boot. You don’t need Harvard to teach you that it’s more important to listen than to talk. You can get straight A’s from all your Harvard profs, but you’ll never make the grade unless you are decisive: even a timely wrong decision is better than no decision. The final thing you’ll need to know is don’t half-heartedly wound problems—kill them dead. That’s all there is to it. Now you can run this goddam place. Now, go on home and pour yourself a drink.

What is the most beautiful place you’ve ever seen?” Dragging his gaze from the beauty of the gardens, Ian looked down at the beauty beside him. “Any place,” he said huskily, “were you are.” He saw the becoming flush of embarrassed pleasure that pinkened her cheeks, but when she spoke her voice was rueful. “You don’t have to say such things to me, you know-I’ll keep our bargain.” “I know you will,” he said, trying not to overwhelm her with avowals of love she wouldn’t yet believe. With a grin he added, “Besides, as it turned out after our bargaining session, I’m the one who’s governed by all the conditions, not you.” Her sideways glance was filled with laughter. “You were much too lenient at times, you know. Toward the end I was asking for concessions just to see how far you’d go.” Ian, who had been multiplying his fortune for the last four years by buying shipping and import-export companies, as well as sundry others, was regarded as an extremely tough negotiator. He heard her announcement with a smile of genuine surprise. “You gave me the impression that every single concession was of paramount importance to you, and that if I didn’t agree, you might call the whole thing off.” She nodded with satisfaction. “I rather thought that was how I ought to do it. Why are you laughing?” “Because,” he admitted, chuckling, “obviously I was not in my best form yesterday. In addition to completely misreading your feelings, I managed to buy a house on Promenade Street for which I will undoubtedly pay five times its worth.” “Oh, I don’t think so,” she said, and, as if she was embarrassed and needed a way to avoid meeting his gaze, she reached up and pulled a leaf off an overhanging branch. In a voice of careful nonchalance, she explained, “In matters of bargaining, I believe in being reasonable, but my uncle would assuredly have tried to cheat you. He’s perfectly dreadful about money.” Ian nodded, remembering the fortune Julius Cameron had gouged out of him in order to sign the betrothal agreement. “And so,” she admitted, uneasily studying the azure-blue sky with feigned absorption, “I sent him a note after you left itemizing all the repairs that were needed at the house. I told him it was in poor condition and absolutely in need of complete redecoration.” “And?” “And I told him you would consider paying a fair price for the house, but not one shilling more, because it needed all that.” “And?” Ian prodded. “He has agreed to sell it for that figure.” Ian’s mirth exploded in shouts of laughter. Snatching her into his arms, he waited until he could finally catch his breath, then he tipped her face up to his. “Elizabeth,” he said tenderly, “if you change your mind about marrying me, promise me you’ll never represent the opposition at the bargaining table. I swear to God, I’d be lost.” The temptation to kiss her was almost overwhelming, but the Townsende coach with its ducal crest was in the drive, and he had no idea where their chaperones might be. Elizabeth noticed the coach, too, and started toward the house. "About the gowns," she said, stopping suddenly and looking up at him with an intensely earnest expression on her beautiful face. "I meant to thank you for your generosity as soon as you arrived, but I was so happy to-that is-" She realized she'd been about to blurt out that she was happy to see him, and she was so flustered by having admitted aloud what she hadn't admitted to herself that she completely lost her thought. "Go on," Ian invited in a husky voice. "You were so happy to see me that you-" "I forgot," she admitted lamely.

Once a year Jobs took his most valuable employees on a retreat, which he called “The Top 100.” They were picked based on a simple guideline: the people you would bring if you could take only a hundred people with you on a lifeboat to your next company. At the end of each retreat, Jobs would stand in front of a whiteboard (he loved whiteboards because they gave him complete control of a situation and they engendered focus) and ask, “What are the ten things we should be doing next?” People would fight to get their suggestions on the list. Jobs would write them down, and then cross off the ones he decreed dumb. After much jockeying, the group would come up with a list of ten. Then Jobs would slash the bottom seven and announce, “We can only do three.

And now I set on foot my first project of a public nature, that for a subscription library. I drew up the proposals, got them put into form by our great scrivener, Brockden, and, by the help of my friends in the Junto, procured fifty subscribers of forty shillings each to begin with, and ten shillings a year for fifty years, the term our company was to continue. We afterwards obtain'd a charter, the company being increased to one hundred: this was the mother of all the North American subscription libraries, now so numerous. It is become a great thing itself, and continually increasing. These libraries have improved the general conversation of the Americans, made the common tradesmen and farmers as intelligent as most gentlemen from other countries, and perhaps have contributed in some degree to the stand so generally made throughout the colonies in defense of their privileges.

Someone said that people don’t really want to date other people. They don’t really want equal partnership—you know, two full people in a relationship. Two people with demands and desires and differences of opinion about everything. What they want is one-point-five people in the relationship. They want to be the complete one, the person who controls the relationship—and they want the other person to be half a person. You know, someone who gets them, but who doesn’t have their own demands. Someone who appears complete, with all these personality quirks and their own opinions and stories about the world—but not in an annoying way. Not in a way that would demand you change. So six or seven years ago, this big company in the SF-SD Axis that specializes in AI started cranking these things out. What you do is, you fill out this long questionnaire on your terminal, play a whole bunch of different simulations and puzzle games, and then they custom-produce one for you.

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

Xerox’s venture capital division wanted to be part of the second round of Apple financing during the summer of 1979. Jobs made an offer: “I will let you invest a million dollars in Apple if you will open the kimono at PARC.” Xerox accepted. It agreed to show Apple its new technology and in return got to buy 100,000 shares at about $10 each. By the time Apple went public a year later, Xerox’s $1 million worth of shares were worth $17.6 million. But Apple got the better end of the bargain. Jobs and his colleagues went to see Xerox PARC’s technology in December 1979 and, when Jobs realized he hadn’t been shown enough, got an even fuller demonstration a few days later. Larry Tesler was one of the Xerox scientists called upon to do the briefings, and he was thrilled to show off the work that his bosses back east had never seemed to appreciate. But the other briefer, Adele Goldberg, was appalled that her company seemed willing to give away its crown jewels. “It was incredibly stupid, completely nuts, and I fought to prevent giving Jobs much of anything,” she recalled.

A specialist might work for years only on understanding a type of plastic composed of a particular small group of chemical elements. Generalists, meanwhile, might start in masking tape, which would lead to a surgical adhesives project, which spawned an idea for veterinary medicine. Their patents were spread across many classes. The polymaths had depth in a core area—so they had numerous patents in that area—but they were not as deep as the specialists. They also had breadth, even more than the generalists, having worked across dozens of technology classes. Repeatedly, they took expertise accrued in one domain and applied it in a completely new one, which meant they were constantly learning new technologies. Over the course of their careers, the polymaths’ breadth increased markedly as they learned about “the adjacent stuff,” while they actually lost a modicum of depth. They were the most likely to succeed in the company and to win the Carlton Award. At a company whose mission is to constantly push technological frontiers, world-leading technical specialization by itself was not the key ingredient to success.

Rejecting failure and avoiding mistakes seem like high-minded goals, but they are fundamentally misguided. Take something like the Golden Fleece Awards, which were established in 1975 to call attention to government-funded projects that were particularly egregious wastes of money. (Among the winners were things like an $84,000 study on love commissioned by the National Science Foundation, and a $3,000 Department of Defense study that examined whether people in the military should carry umbrellas.) While such scrutiny may have seemed like a good idea at the time, it had a chilling effect on research. No one wanted to “win” a Golden Fleece Award because, under the guise of avoiding waste, its organizers had inadvertently made it dangerous and embarrassing for everyone to make mistakes. The truth is, if you fund thousands of research projects every year, some will have obvious, measurable, positive impacts, and others will go nowhere. We aren’t very good at predicting the future—that’s a given—and yet the Golden Fleece Awards tacitly implied that researchers should know before they do their research whether or not the results of that research would have value. Failure was being used as a weapon, rather than as an agent of learning. And that had fallout: The fact that failing could earn you a very public flogging distorted the way researchers chose projects. The politics of failure, then, impeded our progress. There’s a quick way to determine if your company has embraced the negative definition of failure. Ask yourself what happens when an error is discovered. Do people shut down and turn inward, instead of coming together to untangle the causes of problems that might be avoided going forward? Is the question being asked: Whose fault was this? If so, your culture is one that vilifies failure. Failure is difficult enough without it being compounded by the search for a scapegoat. In a fear-based, failure-averse culture, people will consciously or unconsciously avoid risk. They will seek instead to repeat something safe that’s been good enough in the past. Their work will be derivative, not innovative. But if you can foster a positive understanding of failure, the opposite will happen. How, then, do you make failure into something people can face without fear? Part of the answer is simple: If we as leaders can talk about our mistakes and our part in them, then we make it safe for others. You don’t run from it or pretend it doesn’t exist. That is why I make a point of being open about our meltdowns inside Pixar, because I believe they teach us something important: Being open about problems is the first step toward learning from them. My goal is not to drive fear out completely, because fear is inevitable in high-stakes situations. What I want to do is loosen its grip on us. While we don’t want too many failures, we must think of the cost of failure as an investment in the future.

In the nineteen-forties in Nazi-occupied Paris, an artist named Marcel Carné made a movie. He filmed it on location on the Street of Thieves, the old Parisian theater street where at one time there was everything from Shakespearean companies to flea circuses, from grand opera to girlie shows. Carné's film was a period piece and required hundreds of extras in nineteenth-century costume. It required horses and carriages and jugglers and acrobats. The movie turned out to be over three hours long. And Carné made it right under the Nazi's noses. The film is a three hour affirmation of life and an examination of the strange and sometimes devastating magnetism of love. Romantic? Oh, babe, it's romantic enough to make a travel poster sigh and a sonnet blush. But completely uncompromising. It's a celebration of the human spirit in all of its goofy, gentle, and grotesque guises. And he made it in the very midst of Nazi occupation, filmed this beauty inside the belly of the beast. He called it Les Enfants du Paradis–Children of Paradise–and forty years later it's still moving audiences around the world. Now, I don't want to take anything away from the French resistance. Its brave raids and acts of sabotage undermined the Germans and helped bring about their downfall. But in many ways Marcel Carné's movie, his Children of Paradise, was more important than the armed resistance. The resisters might have saved the skin of Paris, Carné kept alive its soul.

Clarissa once, going on top of an omnibus with him somewhere, Clarissa superficially at least, so easily moved, now in despair, now in the best of spirits, all aquiver in those days and such good company, spotting queer little scenes, names, people from the top of a bus, for they used to explore London and bring back bags full of treasures from the Caledonian market – Clarissa had a theory in those days – they had heaps of theories, always theories, as young people have. It was to explain the feeling they had of dissatisfaction; not knowing people; not being known. For how could they know each other? You met every day; then not for six months, or years. It was unsatisfactory, they agreed, how little one knew people. But she said, sitting on the bus going up Shaftesbury Avenue, she felt herself everywhere; not 'here, here, here'; and she tapped the back of the seat; but everywhere. She waved her hand, going up Shaftesbury Avenue. She was all that. So that to know her, or anyone, one must seek out the people who completed them; even the places. Odd affinities she had with people she had never spoken to, some woman in the street, some man behind a counter – even trees, or barns. It ended in a transcendental theory which, with her horror of death, allowed her to believe, or say that she believed (for all her scepticism), that since our apparitions, the part of us which appears, are so momentary compared with the other, the unseen part of us, which spreads wide, the unseen might survive, be recovered somehow attached to this person or that, or even haunting certain places, after death. Perhaps – perhaps.

The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

One by one, the sharers in this mortal damage have borne its burden out of the present world: Uncle Andrew, Grandpa Catlett, Grandma, Momma-pie, Aunt Judith, my father, and many more. At times perhaps I could wish them merely oblivious, and the whole groaning and travailing world at rest in their oblivion. But how can I deny that in my belief they are risen? I imagine the dead waking, dazed, into a shadowless light in which they know themselves altogether for the first time. It is a light that is merciless until they can accept its mercy; by it they are at once condemned and redeemed. It is Hell until it is Heaven. Seeing themselves in that light, if they are willing, they see how far they have failed the only justice of loving one another; it punishes them by their own judgment. And yet, in suffering that light’s awful clarity, in seeing themselves within it, they see its forgiveness and its beauty, and are consoled. In it they are loved completely, even as they have been, and so are changed into what they could not have been but what, if they could have imagined it, they would have wished to be. That light can come into this world only as love, and love can enter only by suffering. Not enough light has ever reached us here among the shadows, and yet I think it has never been entirely absent. Remembering, I suppose, the best days of my childhood, I used to think I wanted most of all to be happy—by which I meant to be here and to be undistracted. If I were here and undistracted, I thought, I would be at home. But now I have been here a fair amount of time, and slowly I have learned that my true home is not just this place but is also that company of immortals with whom I have lived here day by day. I live in their love, and I know something of the cost. Sometimes in the darkness of my own shadow I know that I could not see at all were it not for this old injury of love and grief, this little flickering lamp that I have watched beside for all these years.

It is the custom in Germany for students to pass from one university to another during the course of their studies—a custom, incidentally, which no other country has. But it would be false to assume that this variety in instruction is a safeguard afainst uniformity of outlook, for although the professors of the various universities fight among themselves, they are all, fundamentally and at heart, in complete agreement. I came to realise this clearly through my contacts with the economists. This must have been about 1929. At that time we published a paper on certain aspects of the economic problem. Immediately a whole company of national economists of all sorts, and from a variety of universities, joined forces and signed a circular in which they unaminously condemned our economic proposals. I made one attempt to have a serious discussion with one of the most renowned of them, and one who was regarded by his colleagues as a revolutionary in economic thought Zwiedineck. The results were disastrous! At the time the State had floated a loan of two million seven hundred thousand marks for the construction of a road. I told Zwiedineck that I regarded this way of financing a project as foolish in the extreme. The life of the road in question would be some fifteen years ; but the amortisation of the capital involved would continue for eighty years. What the Government was really doing was to evade an immediate financial obligation by transferring the charges to the men of the next generation and, indeed, of the generation after. I insisted that nothing could be more unsound, and that what the Government should really do was to take radical steps to reduce the rate of interest and thus to render capital more fluid. I next argued that the gold standard, the fixing of rates of exchange and so forth were shibboleths which I had never regarded and never would regard as weighty and immutable principles of economy. Money, to me, was simply a token of exchange for work done, and its value depended absolutely on the value of the work accomplished. Where money did not represent services rendered, I insisted, it had no value at all. Zwiedineck was horrified and very excited. Such ideas, he declared, would upset the accepted economic principles of the entire world, and the putting of them into practice would cause a breakdown of the world's political economy. When, later, after our assumption of power, I put my theories into practice, the economists were not in the least discountenanced, but calmly set to work to prove by scientific argument that my theories were, indeed, sound economy !

Although he always talked about technology and Oracle with passion and intensity, he didn’t have the methodical relentlessness that made Bill Gates so formidable and feared. By his own admission, Ellison was not an obsessive grinder like Gates: “I am a sprinter. I rest, I sprint, I rest, I sprint again.” Ellison had a reputation for being easily bored by the process of running a business and often took time off, leaving the shop to senior colleagues. One of the reasons often trotted out for Oracle’s success in the 1990s was Ellison’s decision to hire Ray Lane, a senior executive credited with bringing order and discipline to the business, allowing Ellison just to do the vision thing and bunk off to sail his boats whenever he felt like it. But Lane had left Oracle nearly eighteen months before after falling out with Ellison. Since then, Ellison had taken full control of the company—how likely was it that he would he stay the course? One reason to be skeptical was that Ellison just seemed to have too many things going on in his life besides Oracle. During the afternoon, we took a break from discussing the future of computing to take a tour of what would be his new home—nearly a decade in the making, and at that time, still nearly three years from completion. In the hills of Woodside, California, framing a five-acre artificial lake, six wooden Japanese houses, perfect replicas of the fifteenth- and sixteenth-century originals in Kyoto, were under construction. The site also contained two full-size ornamental bridges, hundreds of boulders trucked in from the high Sierras and arranged according to Zen principles and an equal number of cherry trees jostling for attention next to towering redwoods. Ellison remarked: “If I’m remembered for anything, it’s more likely to be for this than Oracle.”3 In the evening, I noticed in Ellison’s dining room a scale model of what would become his second home: a graceful-looking 450-foot motor-yacht capable of circumnavigating the globe. Already the owner of two mega-yachts, bought secondhand and extensively modified (the 192-foot Ronin based in Sausalito and the 244-foot Katana, which was kept at Antibes in the South of France), Ellison wanted to create the perfect yacht. The key to achieving this had been his successful courtship of a seventy-two-year-old Englishman, Jon Bannenberg, recognized as the greatest designer of very big, privately-owned yachts. With a budget of $200 million—about the same as that for the Japanese imperial village in Woodside—it would be Bannenberg’s masterpiece. Bannenberg had committed himself to “handing over the keys” to Ellison in time for his summer holiday in 2003.

You are claiming that the Soviet authorities began and influenced the existence of the Democratic Party [in Iran]. That is the basis of all your statements. The simplest way to discredit your absurd claim si to tell you about Iran, of which you are apparently ignorant. The people of Iran are oppressed, poverty-stricken, and miserable with hunger and disease. Their death rate is among the highest in the world, and their infant mortality rate threatens Iran with complete extinction. They are ruled without choice by feudalistic landowners, ruthless Khans, and venal industrialists. The peasants are slaves and the workers are paid a few pennies for a twelve hour day--not enough to keep their families in food. I can quote you all the figures you like to support these statements, quote them if necessary from British sources. I can also quote you the figures of wealth which is taken out of Iran yearly by the Anglo-Iranian Oil Company, of which the British Governemtn is the largest shareholder. 200 million pounds sterling have been taken out of Iran by your Oil company: a hundred times the total amount of Iran's national income and ten thousand times the total national income of the working people of Iran. By such natural resources as oil, Iran is by nature one of the wealthiest countries on earth. That wealth goes to Britain, while Iran remains poverty-ridden and without economic stability at all. It has no wage policies, no real trade unions, few hospitals, no sanitation and drainage, no irrigation, no proper housing, and no adequate road system. Its people have no rights before the law; their franchise in non-existent, and their parliamentary rights are destroyed by the corrupt method of election and political choice. The Iranian people suffer the terrors of a police regime, and they are prey to the manipulations of the grain speculators and the money operators. The racial minorities suffer discrimination and intolerance, and religious minorities are persecuted for political ends. Banditry threatens the mountain districts, and British arms have been used to support one tribe against another. I could go on indefinitely, painting you a picture of misery and starvation and imprisonment and subjection which must shame any human being capable of hearing it. Yet you say that the existence of a Democratic Party in Iran has been created by the Soviet authorities. You underestimate the Iranian people, Lord Essex! The Democratic Party has arisen out of all this misery and subjection as a force against corruption and oppression. Until now the Iranian people have been unable to create a political party because the police system prevented by terror and assassination. Any attempt to organize the workers and peasants was quickly halted by the execution of party leaders and the vast imprisonment of its followers. The Iranian people, however, have a long record of struggle and persistence, and they do not have to be told by the Soviet Union where their interests lie. They are not stupid and they are not utterly destroyed. They still posses the will to organize a democratic body and follow it into paths of Government. The Soviet Union has simply made sure that the police assassins did not interfere.... To talk of our part in 'creating' the democratic movement is an insult to the people and a sign of ignorance. We do not underestimate the Iranian people, and as far as we are concerned the Democratic Party...belongs to the people. It is their creation and their right, and it cannot be broken by wild charges which accuse the Soviet Union of its birth. We did not create it, and we have not interfered in the affairs of Iran. On the contrary, it is the British Government which has interfered continuously and viciously in Iran's affairs.

The Western medical model — and I don't mean the science of it, I mean the practice of it, because the science is completely at odds with the practice — makes two devastating separations. First of all we separate the mind from the body, we separate the emotions from the physiology. So we don't see how the physiology of people reflects their lifelong emotional experience. So we separate the mind from the body, which is not something that traditional medicine has done, I mean, Ayuverdic or Chinese medicine or shamanic tribal cultures and medicinal practices throughout the world have always recognized that mind and body are inseparable. They intuitively knew it. Many Western practitioners have known this and even taught it, but in practice we ignore it. And then we separate the individual from the environment. The studies are clear, for example, that when people are emotionally isolated they tend to get sick more quickly and they succumb more rapidly to their disease. Why? Because people's physiology is completely related to their psychological, social environment and when people are isolated and alone their stress levels are much higher because there's nothing there to help them moderate their stress. And physiologically it is straightforward, you know, it takes a five-year-old kid to understand it. However because in practice we separate them... when somebody shows up with an inflamed joint, all we do is we give them an anti-inflammatory or because the immune system is hyperactive and is attacking them we give them a medication to suppress their immune system or we give them a stress hormone like cortisol or one of its analogues, to suppress the inflammation. But we never ask: "What does this manifest about your life?", "What does this say about your relationships?", "How stressful is your job?", "To what extent do you lack control in your life?", "Where are you not authentic?", "How are you trying to work so hard to meet your attachment needs by suppressing yourself?" (because that is what you learn to do as a kid). Then we do all this research that has to do with cell biology, so we keep looking for the cause of cancer in the cell. Now there's a wonderful quote in the New York Times a couple of years ago they did a series on cancer and somebody said: "Looking for the cause of cancer inside the individual cell is like trying to understand a traffic jam by studying the internal combustion engine." We will never understand it, but we spend hundreds of billions of dollars a year looking for the cause of cancer inside the cell, not recognizing that the cell exists in interaction with the environment and that the genes are modulated by the environment, they are turned on and off by the environment. So the impact of not understanding the unity of emotions and physiology on one hand and in the other hand the relationship between the individual and the environment.. in other words.. having a strictly biological model as opposed to what has been called a bio-psycho-social, that recognizes that the biology is important, but it also reflects our psychological and social relationships. And therefore trying to understand the biology in isolation from the psychological and social environment is futile. The result is that we are treating people purely through pharmaceuticals or physical interventions, greatly to the profit of companies that manufacture pharmaceuticals and which fund the research, but it leaves us very much in the dark about a) the causes and b) the treatment, the holistic treatment of most conditions. So that for all our amazing interventions and technological marvels, we are still far short of doing what we could do, were we more mindful of that unity. So the consequences are devastating economically, they are devastating emotionally, they are devastating medically.

Man embarks upon old age unprepared. For as long as childhood, adolescence, youth and maturity last, man dwells on this earth with his own generation, with those who are a little older and a little younger than he is, as if they are all traveling together in one company. At school, at work, in the street, in a meeting, in a shop, in the bathhouse and the movie theater, by and large he always meets the same people–some he knows well, some he knows to say hello to and some he has simply seen somewhere at some time or other. And some are older than he is, some are younger, and yet others are just like him. A man can be imagined as walking along in the middle of a long column: there are still plenty of people ahead of him and people keep joining in behind. The man walks on and on, and suddenly he realizes that he has reached the front and there is no one left ahead of him. There are no more people who are twenty years older, ten years older, five years older, and even most of his contemporaries have died. And no matter which way he turns, everywhere he is the oldest. He looks back over his shoulder and there are many people who are younger, but they have grown up after the man glancing back has already stopped working; he has never associated with them and does not know them. And so it turns out that an old man, although he still has other people around him, is alone. Surrounded by the buzz of other people’s lives. Other people’s ways, passions, interests. And he doesn’t even completely understand the way they speak. And the old man begins to feel as if he has been transported to a foreign country even though he has stayed put in the same place all his life.

FINDING A GESTATIONAL SURROGATE: A gestational surrogate may be known to the commissioning couple (typically relatives or friends who volunteer to carry the pregnancy) or unknown to the commissioning couple (usually introduced through a third party). Since it is illegal to pay for surrogacy services or to advertise to pay for surrogacy services in Canada, finding a gestational surrogate can be time consuming and difficult. While there are agencies and consultants that assist in making connections between gestational surrogates and recipient couples, patients should be aware that current law also prohibits these companies and consultants from charging for this service. In a majority of cases, gestational surrogates are already known to the commissioning couple. We highly recommend that intended parents review the laws in Canada with respect to compensating surrogates and egg donors. Must be over 21 years of age and under 41 years of age It is highly recommended that the surrogate have completed her family or have had at least one child previously Ethically, the relationship between the commissioning couple and the surrogate should not be one where there is a power imbalance. (For example, where a commissioning couple is the employer of the surrogate). When searching for a surrogate, patients must also consider ethical, medical, psychosocial and legal issues.

If you had an Internet connection and lived in North America at the time, you may have seen it. Vasquez is the man behind the “Double Rainbow” video, which at last check had 38 million views. In the clip, Vasquez pans his camera back and forth to show twin rainbows he’d discovered outside his house, first whispering in awe, then escalating in volume and emotion as he’s swept away in the moment. He hoots with delight, monologues about the rainbows’ beauty, sobs, and eventually waxes existential. “What does it mean?” Vasquez crows into the camera toward the end of the clip, voice filled with tears of sheer joy, marveling at rainbows like no man ever has or probably ever will again. It’s hard to watch without cracking up. That same month, the viral blog BuzzFeed boosted a different YouTuber’s visibility. Michelle Phan, a 23-year-old Vietnamese American makeup artist, posted a home video tutorial about how to apply makeup to re-create music star Lady Gaga’s look from the recently popular music video “Bad Romance.” BuzzFeed gushed, its followers shared, and Lady Gaga’s massive fanbase caught wind of the young Asian girl who taught you how to transform into Gaga. Once again, the Internet took the video and ran with it. Phan’s clip eventually clocked in at roughly the same number of views as “Double Rainbow.” These two YouTube sensations shared a spotlight in the same summer. Tens of millions of people watched them, because of a couple of superconnectors. So where are Vasquez and Phan now? Bear Vasquez has posted more than 1,300 videos now, inspired by the runaway success of “Double Rainbow.” But most of them have been completely ignored. After Kimmel and the subsequent media flurry, Vasquez spent the next few years trying to recapture the magic—and inadvertent comedy—of that moment. But his monologues about wild turkeys or clips of himself swimming in lakes just don’t seem to find their way to the chuckling masses like “Double Rainbow” did. He sells “Double Rainbow” T-shirts. And wears them. Today, Michelle Phan is widely considered the cosmetic queen of the Internet, and is the second-most-watched female YouTuber in the world. Her videos have a collective 800 million views. She amassed 5 million YouTube subscribers, and became the official video makeup artist for Lancôme, one of the largest cosmetics brands in the world. Phan has since founded the beauty-sample delivery company Ipsy.com, which has more than 150,000 paying subscribers, and created her own line of Sephora cosmetics. She continues to run her video business—now a full-blown production company—which has brought in millions of dollars from advertising. She’s shot to the top of a hypercompetitive industry at an improbably young age. And she’s still climbing. Bear Vasquez is still cheerful. But he’s not been able to capitalize on his one-time success. Michelle Phan could be the next Estée Lauder. This chapter is about what she did differently.

Hardie Boys- Exterior Millwork Exterior spaces on your property are largely exposed to the elements and that means they have to endure considerable wear and tear. This is why it becomes important to make sure that the structures, features and elements are manufactured by specialists that use high-quality, weather-resistant materials and products. We at Hardie Boys, Inc. are a leading manufacturer of various type of exterior architectural work. Since our inception in 1997, we have moved from strength to strength and created a niche for ourselves in this space. Today, when property owners across the region want any exterior millwork done, the first company they think of is us. Not only do we design, manufacture & install a variety of columns, soffit systems, brackets and louvers and a number of other similar products, but use very unique materials and techniques in making these features. Take a look at how our products differ from standard ones used in these applications: • Longevity- Traditionally, these features are made using materials such as foam, wood, concrete, plaster, brick, aluminum, iron etc. While most of these materials are quite hardy they aren’t always able to withstand the elements well. Wood can rot, while metal can rust and corrode over time; concrete tends to develop cracks when exposed to temperature fluctuations and plaster loses its resilience over time. All our products are made with a unique cellular PVC material which is extremely resilient and lasts for a number of years without any trouble. • Minimal maintenance- When you have exterior structures made of wood, they require specialized treatment and have to be polished or painted with regularity. Metal features have to be sanded and painted regularly as well and concrete needs to be resurfaced when it develops cracks. In comparison, the cellular PVC material we use is low-maintenance and only requires basic cleaning. • Aesthetics- As mentioned earlier, the material we use in exterior millwork is weather-resistant and doesn’t fade or deteriorate as much as traditionally-used materials do. This means the features and installations on your property continue to look attractive and add to the aesthetics and value of your property. • Fast and simple installation-The installation of the features made of cellular PVC is easy and quick. This means the project can be completed within a shorter timeframe and with the least amount of disruption to the daily activities on your property. • Versatility- This material is extremely versatile and can be used in the manufacture of various features and installation. We are also very creative and innovative in our approach and keep adding new products to our existing line of premium products. We are a customer-centric company that focuses on customization; and work very closely with our customers and provide beautifully-designed custom exterior millwork installations that are resilient and durable. While the British West Indies style is what we are more inclined towards, our products complement architectural styles including Dutch West Indies, Florida Vernacular, Coastal, Key West and more. For any more information about our custom designed cellular PVC, exterior millwork, contact Hardie Boys, Inc. on this number- 954-784-8216.

Driving through the “Túnel de la Bahía,” which was started two years after I was in Havana last, was completed in 1958 by the French company “French Societé des Grand Travaux de Marseille.” The 2,405 foot long tunnel takes you to the eastern side of the entrance of Havana harbor, on the “Via Monumental highway” located just behind the famous Morro Castle. Continuing east along Cuba’s northern coast through the rather grim Pan Americana, a Russian style housing development, on the Carretera Del Morro, brings you to “Cojimar,” one of the most charming Cuban towns near Havana. This picturesque fishing village is where Hemingway docked his boat “El Pilar” and was the inspiration for one of his most famous books, “The Old Man and the Sea.” It is said that the old man referred to in his book, was Gregorio Fuentes, a resident of Cojimar.

briefly how she had managed to unlock the back door and why she should have seemed so resentful of him. She had, he decided, been musing and had made her way to this particular room for that purpose. Her pose over there by the window had betrayed as much and his sudden appearance breaking into her reflections, had startled her, so that, in a sense, her anger had been counterfeit. He remained standing where she had stood, wondering if she would circle the west wing and appear at the crest of the drive, but when he heard or saw something of her he fell to thinking about women in general and his relations with them in the past. His experience with women had been limited but although technically still a virgin he was not altogether innocent. There had been a very forward fourteen-year-old called Cherry, who had lived in an adjoining house in Croydon, when he came home for school holidays and Cherry had succeeded in bewitching but ultimately terrifying him, for one day when they were larking about in the stable behind her house, she had hinted at the mysterious differences between the sexes and when, blushing, he had encouraged her to elaborate, she had promptly hoisted her skirt and pulled down her long cotton drawers, whereupon he had fled as though the Devil was after him and had never sought her company again, although he watched her closely in church on successive Sundays, expecting any moment to see forked lightning descend on her in the middle of ‘For all the Saints’. Then there had been a little clumsy cuddling at Christmas parties, and after that a flaxen-haired girl called Daphne whom he had mooned over as an adolescent and had thought of a good deal in the Transvaal but now he had almost forgotten what Daphne looked like and had not recalled her name until now. Finally there had been an abortive foray

To complete its task, Nekomata ran for seven hours at a cost of under $9,000.00. It was, during its brief life, a supercomputer, one of the world’s five hundred fastest. If a sole PC had taken on the job, it would’ve taken eleven years. Cycle Computing’s scientists set up the Amazon EC2 cloud array remotely, from their own offices, but software managed the work. That’s because, as a company spokesman put it, “There is no way that any mere human could keep track of all of the moving parts on a cluster of this scale.

Exercise A “warm” niche is a niche where you have some kind of association. Perhaps you worked for a credit card company for a few years, your wife is a lawyer, you collect comic books, or your brother is a plumber. Each of these would be considered a warm niche, and introducing a product into this niche will be much easier than choosing a completely unknown market. Remember, you stand a better chance when you know who you’re selling to. Make two columns on a piece of paper. In the header of the left column write “Person” and in the right one write “Hobby or Work Experience.” Now for each row write the name of someone you know, including yourself, friends, relatives or colleagues, and write their work experience or hobby in the right column.

She let him into the house secretly, saw him privately, and kept him out of his father’s sight.53 And yet, even Corneil, this creature of deceit, could not deny the truth about himself. He alternated his bombast with references to “my shame & mortification & sorrow.” He was literally fatalistic about his hope of reform. He wrote to Greeley of his “determination to humbly forfeit my life as the penalty of further vice.” It was the one prediction about himself that would come true.54 ON FEBRUARY 15, 1866, the locomotive Augustus Schell chuffed onto the Albany bridge and rolled westward along its 2,020-foot span, over a total of nineteen piers, across an iron turntable above the center of the river below, and rattled down into Albany itself. Following this symbolic inauguration, the first passenger train crossed one week later. After four years of construction (and many more of litigation), the bridge gave the New York Central a continuous, direct connection to the Hudson River Railroad, and thus to Manhattan. But its completed track became a lighted fuse.55 The Commodore’s cold response to Corneil’s backsliding revealed the icy judge who had always lurked behind the encouraging father. So, too, did the implacable warrior remain within the diplomat who had negotiated with Corning and Richmond. In December 1865, for example, the New York Court of Appeals handed down final judgment in the long-running court battle between Vanderbilt and the New York & New Haven Railroad over the shares that Schuyler had fraudulently issued in 1854. Over the years, weary shareholders had settled with the company—but the Commodore refused. He had waged his battle until the court ruled that the company owed $900,000 to Schuyler’s victims. “The great principle is now settled by the highest court in this State,” wrote the Commercial and Financial Chronicle, “that railroad and other corporations are bound by the fraudulent acts of their own agents.”56 It was, indeed, a great principle—but businessmen also saw a more personal lesson in the Schuyler fraud case. “The Commodore’s word is as good as his bond when it is fairly

June Brought, a leadership collaborator of mine, works in corporate wellness for the successful women’s clothing company Eileen Fisher. The company has flourished since its founding in 1984, currently earning revenue of more than $300 million a year. What truly sets the company apart, however, is its early adoption of conscious capitalism and a sincere desire to enhance the lives of all its stakeholders. Eileen Fisher was one of the first clothing companies that insisted on using sustainable materials such as organic cotton, and implemented programs to reduce fabric and fiber waste. Eileen Fisher’s philanthropic efforts focus on business leadership grants to develop and benefit the careers of young women around the world. The company is also committed to enhancing the well-being of its own employees at every level, which is why June was hired. According to June, “Eileen Fisher is not just another company that claims to care about the well-being of its employees but really only cares about how they can contribute to the well-being of the bottom line. Eileen Fisher truly is concerned with its staff as human beings first.” One of the tools June uses to help individuals at Eileen Fisher and elsewhere find a healthy balance between life and work involves what she calls “completing your own circuit.” She believes it is essential that we plug into our own beings first in order to feel empowered, fulfilled, and complete. As June explains, when we outsource our power to a job, a romantic relationship, or any external condition, “we compromise our emotional welfare and risk having someone cut off our power.” She says that completing our own circuit involves a deep internal knowing that “we are fully charged and complete unto ourselves without any need for outside support or validation.

Kim Dokja x Hansooyoung PART 1 [I shall kill you, Yoo Joonghyuk.] ~ Kim Dokja pg 4110 46. ⸢(Looks like you still don't know how it works. The heroine loses her consciousness, her hand falling away. And the male hero awakens! You see, in all the movies I've seen so far…) pg 4112 47. These idiots, I even died so that you two could talk to each other, but this…' She figured that she really needed to give these two men a harsh earful when she arrived there. But, when she pushed past the bushes and stepped forward, the ensuing spectacle freaked her out in a rather grand manner. Kwa-aaang!! Bang!!! Yoo Joonghyuk was mercilessly slamming his sword down on Kim Dokja, currently sprawled out on the ground. "Hey!! You crazy son of a bitch!!" pg 4125 48. There were plenty of things she wanted to ask, but she chose not to. Instead, she poked Kim Dokja's cheek and spoke up. "Still, this guy looks like he got completely fooled, doesn't he." "Looks that way." "How did it go?" "He went crazy and attacked me." Han Sooyoung smirked and lightly pinched Kim Dokja's cheek as if she was proud of him. pg 4127 49. the events of her dying at Yoo Joonghyuk's sword, me fighting against him, and then, passing out from his attack, and finally, sharing a conversation with Yoo Sangah inside the Library… Han Sooyoung approached the bed before I noticed it and pinched my cheek. "In any case, Kim Dokja. You can be really adorable sometimes." pg 4144 50. The moment Han Sooyoung's fist bumped into mine, she was completely enveloped in bright light. As I watched her figure disappear, I became aware once more that she had become my companion for real. pg 4165 51. ⸢And…⸥ My heart began powerfully pounding away. ⸢The woman that I used to love.⸥ pg 4189 52. Her emotionless eyes; the beauty spot just below one of them; and her lips that always mocked me for fun, now arching up in a smooth line. "Proceed with the execution pg 4191 53. "But, should you be doing something like that? She's originally your bride, isn't she?" "Correction. She was supposed to be one. The throne was usurped on the first day of the wedding, however." Oh, I see. So, it's that sort of development? I felt just a bit relieved now. Han Sooyoung and Yoo Joonghyuk as a couple? hadn't allowed any dating at the workplace yet, so hell no. pg 4202 54. ⸢By the time you're reading this book, I…⸥ I steeled my heart and read the next line of the text. ⸢…I'd still be living a pretty good life, I guess. Hahah, were you scared?⸥ This idiot… pg 4212 55. The following words were eerily similar to a certain body of text that I was familiar with. ⸢The you reading this story will definitely make it out of here alive.⸥ Han Sooyoung's afterwords came to an end there. For the longest time, I couldn't tear my eyes away from the full-stop at the end of the sentencepg4216 56. "Looks like the company's internal rules need to be changed somewhat…" pg 4234 57. She spoke in a fed-up tone of voice. And then, issued an order to me. "Marry me, Ricardo Von Kaizenix." pg 4244 58. "I didn't want to extend her 50 years by even one minute if I could help it." I was being serious here. The moment I arrived in this world and realized that Han Sooyoung had to spend 50 years here, I just couldn't escape from this one overwhelming emotion. Someone was sacrificed again because of me. Han Sooyoung who had to endure the time frame of 50 years – could she still maintain a normal, functioning mind? Was she able to maintain the ego of the Han Sooyoung that I know of?pg4254 59. Her palm smacked me in the back of the head again. God damn it, this punk… "The third method, 'Romance'." "And its contents are?" "Marry Yuri di Aristel." "And just what did you choose?" "The third method?" "And are we currently married?" "Nope." "And why the hell not?!" pg 4256

Global Talent Visa programs around the world: Opportunities similar to Australia's Global Talent Visa Many countries have created programs like Australia's Global Talent Visa as they compete for the best talent to drive economic growth and innovation. These initiatives seek to attract highly skilled workers from a range of industries and provide them with opportunities to live and work in a foreign country. This blog will explore a number of nations with comparable visa policies and highlight their distinctive features, benefits and application procedures if you are considering opportunities outside of Australia. 1. United Kingdom: Global Talent Visa People who have been recognized as leaders or have the potential to be leaders in disciplines like science, engineering, the humanities, medicine, digital technology, and the arts are eligible for the UK Global Talent Visa. Compared to other visa categories, this one has less limits on the successful applicant's ability to live and work in the UK. Key Features: Endorsement required: Applicants must secure endorsement from a recognized body in their field such as UK Research and Innovation or the Royal Society. Flexible work options: Visa holders can work for themselves, start a business or work for any employer in the UK. Processing Path: After three years (or two years for exceptional talent), visa holders can apply for indefinite leave to remain leading to permanent residence. Application process: Get support: Gather evidence of your achievements and submit your application to the approving body. Submitting your visa application: Once confirmed, complete your visa application online and provide the necessary documentation. 2. Canada: Global Talent Stream The Global Talent Stream is part of Canada's Temporary Foreign Worker Program, which aims to attract highly skilled talent in specific occupations. This program is especially beneficial for technology companies that want to hire specialized workers quickly. Key Features: Two categories: Category A: For employers who have been referred by a Designated Partner and are hiring unique talent. Category B: For employers looking to fill positions in high-demand occupations on Canada's Global Talent Occupations List. Expedited processing: Applications are processed within two weeks, making it an attractive option for businesses. Application process: Employer application: Employers must apply for a labor market benefits plan and demonstrate that they need a foreign worker. Worker Application: Once approved, the foreign worker can apply for a work permit. 3. United States of America: Employment-Based Immigration (EB-2 and EB-1 Visas) In the US, the EB-2 and EB-1 visas are for highly skilled individuals. The EB-1 visa is for individuals with exceptional ability, while the EB-2 is for individuals with advanced education or exceptional ability. Key Features: EB-1 Visa: Does not require a job offer, allows self-petition for individuals with exceptional ability in their field. EB-2 Visa: Requires a job offer, but individuals with exceptional ability can apply for a National Interest Waiver (NIW), which allows them to submit their own application. Permanent Residency: Both types of visas provide a pathway to permanent residence in the US. Application process: Eligibility Determination: Assess which visa category you are eligible for based on your qualifications and achievements. File Petition: Submit Form I-140 for EB-1 or EB-2, including supporting documentation. Apply for adjustment of status: If you are already in the US, you can apply for adjustment of status to become a permanent resident. 4. Germany: EU Blue Card The German EU Blue Card is designed to attract highly skilled workers from countries outside the European Union. This program aims to fill labor shortages in specific sectors and provides an attractive option for professionals who want to work in Germany.

One day in 1885, the twenty-three-year old Henry Ford got his first look at the gas-powered engine, and it was instant love. Ford had apprenticed as a machinist and had worked on every conceivable device, but nothing could compare to his fascination with this new type of engine, one that created its own power. He envisioned a whole new kind of horseless carriage that would revolutionize transportation. He made it his Life’s Task to be the pioneer in developing such an automobile. Working the night shift at the Edison Illuminating Company as an engineer, during the day he would tinker with the new internal-combustion engine he was developing. He built a workshop in a shed behind his home and started constructing the engine from pieces of scrap metal he salvaged from anywhere he could find them. By 1896, working with friends who helped him build a carriage, he completed his first prototype, which he called the Quadricycle, and debuted it on the streets of Detroit. At the time there were many others working on automobiles with gas-powered engines. It was a ruthlessly competitive environment in which new companies died by the day. Ford’s Quadricycle looked nice and ran well, but it was too small and incomplete for large-scale production. And so he began work on a second automobile, thinking ahead to the production end of the process. A year later he completed it, and it was a marvel of design. Everything was geared toward simplicity and compactness. It was easy to drive and maintain. All that he needed was financial backing and sufficient capital to mass-produce it. To manufacture automobiles in the late 1890s was a daunting venture. It required a tremendous amount of capital and a complex business structure, considering all of the parts that went into production. Ford quickly found the perfect backer: William H. Murphy, one of the most prominent businessmen in Detroit. The new company was dubbed the Detroit Automobile Company, and all who were involved had high hopes. But problems soon arose. The car Ford had designed as a prototype needed to be reworked—the parts came from different places; some of them were deficient and far too heavy for his liking. He kept trying to refine the design to come closer to his ideal. But it was taking far too long, and Murphy and the stockholders were getting restless. In 1901, a year and a half after it had started operation, the board of directors dissolved the company. They had lost faith in Henry Ford.

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

God is not a robot. He isn’t a comptroller of an accounting company trying to make things add up or work out. He is a being full of deep emotion, longing, and memories of what it used to be like. The incarnation therefore isn’t about an equation but about remembering what home used to be like and making a plan to get back there. Consider this reboot of the Genesis creation account. It may help you see God’s emotion a little better. First off, nothing … but God. No light, no time, no substance, no matter. Second off, God says the word and WHAP! Stuff everywhere! The cosmos in chaos: no shape, no form, no function—just darkness … total. And floating above it all, God’s Holy Spirit, ready to play. Day one: Then God’s voice booms out, “Lights!” and, from nowhere, light floods the skies and “night” is swept off the scene. God gives it the big thumbs up, calls it “day”. Day two: God says, “I want a dome—call it ‘sky’—right there between the waters above and below.” And it happens. Day three: God says, “Too much water! We need something to walk on, a huge lump of it—call it ‘land’. Let the ‘sea’ lick its edges.” God smiles, says, “Now we’ve got us some definition. But it’s too plain! It needs colour! Vegetation! Loads of it. A million shades. Now!” And the earth goes wild with trees, bushes, plants, flowers and fungi. “Now give it a growth permit.” Seeds appear in every one. “Yesss!” says God. Day four: “We need a schedule: let’s have a ‘sun’ for the day, a ‘moon’ for the night; I want ‘seasons’, ‘years’; and give us ‘stars’, masses of stars—think of a number, add a trillion, then times it by the number of trees and we’re getting there: we’re talking huge! Day five: “OK, animals: amoeba, crustaceans, insects, fish, amphibians, reptiles, birds, mammals … I want the whole caboodle teeming with a million varieties of each—and let’s have some fun with the shapes, sizes, colours, textures!” God tells them all, “You’ve got a growth permit—use it!” He sits back and smiles, says, “Result!” Day six: Then God says, “Let’s make people—like us, but human, with flesh and blood, skin and bone. Give them the job of caretakers of the vegetation, game wardens of all the animals.” So God makes people, like him, but human. He makes male and female.… He smiles at them and gives them their job description: “Make babies! Be parents, grandparents, great-grandparents—fill the earth with your families and run the planet well. You’ve got all the plants to eat from, so have all the animals—plenty for all. Enjoy.” God looks at everything he’s made, and says, “Fantastic. I love it!” Day seven: Job done—the cosmos and the earth complete. God takes a bit of well-earned R&R and just enjoys. He makes an announcement: “Let’s keep this day of the week special, a day off—battery-recharge day: Rest Day.”2 I’m not normally a paraphrase guy, but we always read the creation story like a textbook. I love this rendition because it captures the enthusiastic emotion that God felt about everything He created, especially humans. He loved it all. He loved us. Most of all, He loved the way things were.

The phrase “conflict of interest” barely begins to describe Tom Lanphier’s rabidly partisan approach to advising one of the most powerful congressional allies of the American military-industrial complex. Yet he was in good company. Air force intelligence was crammed with highly competitive analysts who believed they were in a zero-sum game not only with the Russians but also with the army and the navy. If they could make the missile-gap theory stick, America would have to respond with a crash ICBM program of its own. The dominance of the Strategic Air Command in the U.S. military hierarchy would be complete—and Convair would profit mightily. It is hardly surprising that the information Lanphier fed to Symington and Symington to every politician and columnist who would listen was authoritative, alarming, and completely, disastrously wrong. Symington’s “on the record” projection of Soviet nuclear strength, given to Senate hearings on the missile gap in late 1959, was that by 1962 they would have three thousand ICBMs. The actual number was four. Symington’s was a wild guess, an extrapolation based on extrapolations by air force generals who believed it was only responsible to take Khrushchev at his word when, for example, he told journalists in Moscow that a single Soviet factory was producing 250 rockets a year, complete with warheads. Symington knew what he was doing. He wanted to be president and believed rightly that missile-gap scaremongering had helped the Democrats pick up nearly fifty seats in Congress in the 1958 midterm elections. But everyone was at it. The 1958 National Intelligence Estimate had forecast one hundred Soviet ICBMs by 1960 and five hundred by 1962. In January 1960 Allen Dulles, who should have known better because he did know better, told Eisenhower that even though the U-2 had shown no evidence of mass missile production, the Russians could still somehow conjure up two hundred of them in eighteen months. On the political left a former congressional aide called Frank Gibney wrote a baseless five-thousand-word cover story for Harper’s magazine accusing the administration of giving the Soviets a six-to-one lead in ICBMs. (Gibney also recommended putting “a system of really massive retaliation” on the moon.) On the right, Vice President Nixon quietly let friends and pundits know that he felt his own boss didn’t quite get the threat. And in the middle, Joe Alsop wrote a devastating series of columns syndicated to hundreds of newspapers in which he calculated that the Soviets would have 150 ICBMs in ten months flat and suggested that by not matching them warhead for warhead the president was playing Russian roulette with the national future. Alsop, who lived well but expensively in a substantial house in Georgetown, was the Larry King of his day—dapper, superbly well connected, and indefatigable in the pursuit of a good story. His series ran in the last week of January 1960. Khrushchev read it in translation and resolved to steal the thunder of the missile-gap lobby, which was threatening to land him with an arms race that would bankrupt Communism. Before the four-power summit, which was now scheduled for Paris in mid-May, he would offer to dismantle his entire ICBM stockpile. No one needed to know how big or small it was; they just needed to know that he was serious about disarmament. He revealed his plan to the Presidium of the Central Committee of the Communist Party of the Soviet Union at a secret meeting in the Kremlin on

when I was near your ages, my dad told me about this huge construction project that was going on out here. The federal government didn’t allow any local, or even any nationally owned, construction companies to build it. It was considered completely off-limits to everyone,” “Who was building it?” Alicia asked. “My dad found out it was the Chinese who got the contract for it, and they were the ones who built it. I think it took them ten years to do it too,” “Why that long?” asked Greg. “They were building it underground and all that dirt had to be hauled away somewhere. According to my dad, they didn’t want anyone to see the construction if a satellite happened to take a picture from above, and then for the masses to see it on Google Earth, which is partially why it was built underground. I’ve heard rumors that each state has at least two, but I don’t know that for sure,

Caroline’s project faces extreme uncertainty: there had never been a volunteer campaign of this magnitude at HP before. How confident should she be that she knows the real reasons people aren’t volunteering? Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than 170 countries? Barlerin’s goal is to inspire her colleagues to make the world a better place. Looked at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various departments and other managers, and preparing a road map of initiatives for the first eighteen months of her project. She also has a strong accountability framework with metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, she has a business plan that lays out her intentions nicely. Yet despite all that work, she is—so far—creating one-off wins and no closer to knowing if her vision will be able to scale. One assumption, for example, might be that the company’s long-standing values included a commitment to improving the community but that recent economic trouble had resulted in an increased companywide strategic focus on short-term profitability. Perhaps longtime employees would feel a desire to reaffirm their values of giving back to the community by volunteering. A second assumption could be that they would find it more satisfying and therefore more sustainable to use their actual workplace skills in a volunteer capacity, which would have a greater impact on behalf of the organizations to which they donated their time. Also lurking within Caroline’s plans are many practical assumptions about employees’ willingness to take the time to volunteer, their level of commitment and desire, and the way to best reach them with her message. The Lean Startup model offers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to complete; these experiments could begin immediately. By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Here’s what it might look like if Caroline were to treat her project as an experiment.

two entertainers got together to create a 90-minute television special. They had no experience writing for the medium and quickly ran out of material, so they shifted their concept to a half-hour weekly show. When they submitted their script, most of the network executives didn’t like it or didn’t get it. One of the actors involved in the program described it as a “glorious mess.” After filming the pilot, it was time for an audience test. The one hundred viewers who were assembled in Los Angeles to discuss the strengths and weaknesses of the show dismissed it as a dismal failure. One put it bluntly: “He’s just a loser, who’d want to watch this guy?” After about six hundred additional people were shown the pilot in four different cities, the summary report concluded: “No segment of the audience was eager to watch the show again.” The performance was rated weak. The pilot episode squeaked onto the airwaves, and as expected, it wasn’t a hit. Between that and the negative audience tests, the show should have been toast. But one executive campaigned to have four more episodes made. They didn’t go live until nearly a year after the pilot, and again, they failed to gain a devoted following. With the clock winding down, the network ordered half a season as replacement for a canceled show, but by then one of the writers was ready to walk away: he didn’t have any more ideas. It’s a good thing he changed his mind. Over the next decade, the show dominated the Nielsen ratings and brought in over $1 billion in revenues. It became the most popular TV series in America, and TV Guide named it the greatest program of all time. If you’ve ever complained about a close talker, accused a partygoer of double-dipping a chip, uttered the disclaimer “Not that there’s anything wrong with that,” or rejected someone by saying “No soup for you,” you’re using phrases coined on the show. Why did network executives have so little faith in Seinfeld? When we bemoan the lack of originality in the world, we blame it on the absence of creativity. If only people could generate more novel ideas, we’d all be better off. But in reality, the biggest barrier to originality is not idea generation—it’s idea selection. In one analysis, when over two hundred people dreamed up more than a thousand ideas for new ventures and products, 87 percent were completely unique. Our companies, communities, and countries don’t necessarily suffer from a shortage of novel ideas. They’re constrained by a shortage of people who excel at choosing the right novel ideas. The Segway was a false positive: it was forecast as a hit but turned out to be a miss. Seinfeld was a false negative: it was expected to fail but ultimately flourished.

Noah Kagan went to UC Berkeley and graduated with degrees in Business and Economics. He worked at Intel for a short stint, and then found himself at Facebook, as employee #30. You’d think this is where the story would get really good: Noah went on to become the head of product and is now worth 10 billion dollars! That’s not what happened. Instead, he was fired after eight months. Noah has been very public about this, and it’s well documented. He even wrote about why it happened, which mostly comes down to the fact that he was young and inexperienced. Here’s where the real story gets interesting. After being fired, Noah spent ten months at Mint, another successful startup. For Noah, that was a side-hustle. After Mint, he founded KickFlip, a payment provider for social games. He also started an ad company called Gambit. Both of those companies fluttered around for a while and then fizzled out. Next came AppSumo, a daily deals website for tech software. AppSumo has done very well, and it’s still in business as of this writing, but Noah eventually turned his attention to another opportunity. While building up his other businesses, he had become an expert at email marketing, and realized there was a huge need for effective marketing tools. So he created SumoMe, a software company that helps people and companies build their email lists. SumoMe has exploded since its launch. Over 200,000 sites now use it in some capacity, and that number is growing every day. It’s easy to imagine SumoMe becoming a $100 million dollar company in a matter of years, and it’s completely bootstrapped. The company has taken zero funding from venture capitalists. That means Noah can run the business exactly how he wants. I’ve known Noah for almost ten years. I met him when my first company was getting off the ground. Several months ago, we were emailing back and forth about promoting my first book. He ended one of the emails with, “Keep the hustle strong.” I smiled when I read that. Noah is, and always will be, a hustler. He’s been hustling for his entire career―for over a decade. And he deserves everything that’s coming his way. Hustle never comes without defeat. It never comes without detours and side-projects. But the best hustlers all know this simple truth: All that matters is that you keep on hustling.

One of the masters of trendspotting is Rohit Bhargava, author of Non-Obvious. He curates the biggest trends each year and packages them up into a book. Then he explains how people and businesses can take advantage of these trends to improve their position in the marketplace. Thinking deliberately about trends is a secret sauce for most successful hustlers, because it creates an unfair advantage. When Evan Spiegel built Snapchat, he was capitalizing on a trend. He saw people using Facebook and their phones to share photos, but noticed they felt inhibited by the fact that the images were either permanent, or public. By reversing those two elements―making image-sharing ephemeral and private, he solved a big problem. Snapchat exploded across the younger demographics and quickly became a multibillion-dollar business. Another example is Kik, a popular messaging app. When Kik launched, plenty of messaging services already existed. In fact, the ultimate messaging services seemed to be the ones already  built into everyone's phones. Apple had a messaging app, and so did Android. So, why reinvent the wheel? Ted Livingston, the founder of Kik, had other ideas. Why? Because he had identified a trend. Consumers were clearly upset with the built-in messaging services. First, the telecom companies were charging per message sent and received, which was a horrible experience. It felt like classic, capitalistic highway robbery. Second―and this was a big problem for teens: You could only exchange messages by giving out your phone number. Livingston noticed that teens wanted to chat with other people they met online, but had no safe way of doing that without giving out their number. So he created Kik, which allows people to create a username instead. Kiksters can then share their username to start chatting, while keeping their digits private. But even better, messaging is unlimited, and completely free. By examining the trends happening in the messaging market, Livingston was able to build a product that rivaled the multi-billion dollar incumbents. Now his company is valued at over a billion.   

I really don’t dance, Davis, but thank you for the offer.” “I don’t actually know the steps, Miss Millie, but it seems a shame that you and Miss Plum are looking so lovely tonight, but haven’t been given the opportunity to waltz.” “It’s a shame indeed.” Millie’s breath left her in a split second as Everett strolled across the terrace, smiling her way and looking remarkably handsome, at least to her, even though his face was still a bit of a disaster. Coming to a stop right in front of her, he nodded to Davis. “Perhaps you could offer Miss Plum a dance instead?” Davis’s eyes widened. He leaned closer to Everett and lowered his voice. “Miss Plum scares me, Mr. Mulberry. That’s why I asked Miss Millie. She’s safer.” “I’m completely safe, Davis,” Lucetta said with a huff before she took the poor man by the arm and grabbed hold of his other hand. “Allow me to teach you the basic steps of the waltz.” With Davis turning bright red, Lucetta sent Millie a wink and then spun Davis around, not giving the man an opportunity to refuse her demand of a waltz. “That’ll be something he’ll be able to talk about for years,” Millie said, catching Everett’s eye, which immediately had all the breath leaving her again. To her confusion, Everett frowned. “I must beg your pardon, Millie. I rather rudely stepped in between you and Davis. It has not escaped my notice that he seems a little . . . keen to be around you, and . . . if you’re, ah, keen to be around him, I won’t stand in your way.” Millie scrunched up her nose. “Davis has been secretly seeing one of the maids, Ann, for over a year now, so any keenness on his part has probably just been a ruse to hide that relationship. But don’t go letting anyone know about that relationship, and don’t even think about letting either Ann or Davis go from their positions.” “Since you told me you’re planning to tell Harriet about Davis and his tailoring skills, I have a feeling he won’t be in my employ long, but of course I won’t let him or Ann go.” “Wonderful, and . . . thank you for that.” “You’re welcome, and since that’s settled . . . shall we waltz?” “I should warn you that what we’re about to do will not remotely be considered a waltz, not given my two left feet.” “We’ll see about that.” Laughter rumbled in Everett’s chest but the rumbling died a sudden death when he pulled her close, his breath fanning her face. “Did I tell you how lovely you look tonight?” “I don’t believe so,” Millie managed to whisper. “Well, now you know, and . . . we’re waltzing.” Millie

She came to a complete stop when she realized that the fountain, one that sported stone mermaids spouting water out of their mouths, seemed to have acquired additional statues. These statues, however, did not fit in with the mermaids but instead seemed to be mud-covered blobs with lily pads stuck all over them. When one of the blobs suddenly raised a hand and rubbed what surely had to be a nose, Millie moved forward again as amusement bubbled up inside her. “How absolutely brilliant!” she exclaimed as she stopped right next to the fountain, earning a smile from little James, his teeth looking remarkably bright against the mud he’d used to cover his face. The blob next to him, six-year-old Edith, rose to her feet and let out a dramatic sigh. “Mother ruined everything by pointing us out to you.” She pulled a lily pad from her arm and dropped it into the shallow water pooling in the bottom of the fountain. “It’s a good thing she did point me in the right direction, or I could have been searching for the two of you for hours.” Millie grinned. “I’ve played many a game of hide-and-seek, and yet I’ve never seen children use such inventive means to disguise themselves. It was completely ingenious—which means clever, by the way—to choose the fountain to hide in.” “It was nothing of the sort,” Mrs. Cutling argued, marching up to join them, apparently unimpressed with Millie’s attempt at broadening the children’s vocabulary. She leveled a stern look at her children before turning her disapproval on Millie. “I’m holding you responsible for their current condition.” “It wasn’t Miss Longfellow’s fault, Mother,” James hurried to say. “It was my idea to hide here, so you shouldn’t be cross with her.” “And it’s been great fun,” Edith added. Mrs. Cutling drew herself up. “I see nothing fun about this, Edith. In fact, you and your brother have embarrassed me no small amount this afternoon. Because of that, the two of you will be spending the rest of your day in your rooms—after you bathe, of course—contemplating the ridiculousness of your actions.” She pointed a finger to the dry courtyard. “Both of you . . . out . . . now.” Millie watched as the two children scrambled out of the fountain, lily pads and slime dripping off them, which earned them a thinning of the lips from their mother. They sent Millie pitiful looks that clearly begged for help, but then two sets of little shoulders sagged when it evidently became clear Millie had no help to offer them. A

Have you been crying?” She glanced away. “I’m sorry. I had one of those days.” He put his thumb and forefinger on her chin and pulled her eyes back to his. “What’s up?” he asked softly. “Need to talk about it?” “No,” she said, shaking her head. “I know you don’t want to—” “It’s okay. What made you cry? Homesick? Lonesome?” She took a deep breath. “It was a year ago today. Snuck up on me, I guess.” “Ah,” he said. He put his big arms around her. “That would make some tears, I guess. I’m sorry, Marcie. I’m sure it still hurts sometimes.” “That’s just it—it doesn’t exactly hurt. It’s just that I feel so useless.” She leaned against him. “Sometimes I feel all alone. I have lots of people in my life and can still feel so alone without Bobby.” She laughed softly. “And God knows, he wasn’t much company.” He tightened his embrace. “I think I understand.” Yeah, she thought, he might. Here was a guy who was around people regularly, yet completely unconnected to them. She pulled away and asked, “Why did you do this?” “I thought I could clean up a little and take you somewhere.” “Wait. You didn’t think I needed you to do this for me, did you? Because of Erin?” He laughed, and she could actually see the emotion on his face, given the absence of wild beard. “Actually, if you’d asked me to, I probably wouldn’t have. You really think you can match me for stubborn? Probably not. I kept the beard because of the scar,” he said, leaning his left cheek toward her. “That, and maybe a bit of attitude of who cares?” She gently fingered the beard apart to reveal a barely noticeable scar. “It’s hardly there at all. Ian, it’s only a thin line. You don’t have to cover it. You’re not disfigured.” She smiled at him. “You’re handsome.” “Memories from the scar, probably. Anyway, tonight is the truckers’ Christmas parade. A bunch of eighteen-wheelers in the area dress up their rigs and parade down the freeway. I see it every year—fantastic. You think you’re up to it? With it being that anniversary?” “Maybe it’s a good idea,” she said. “Getting out, changing the mood.” “We’ll eat out and—” “What’s all this?” she asked, looking at the bags and boxes. “Snow’s forecast. It’s just what you do up here. Be ready. But this time I got some different things, in case you’re sick of stew. And I never do this—but you’re a girl, so I bought some fresh greens. And fresh eggs. Just enough to last a couple of days. No fridge; and they’ll freeze if we leave ’em in the shed.” “Ian, what about the bathroom? What will we do about the bathroom if there’s a heavy snow?” He laughed at her. “No problem. We’ll tromp out there fine—but I’ll shovel a path. And I’ll plow out to the road, but it’s slow going and if the snow keeps coming, it’s going to be even slower.” “Wow. Is it safe to leave tonight? For the parade? Will we get back in?” “We don’t have blizzards, Marcie. Snow falls slow, but steady. Now, I’m thinking bath day. How about you?” She put her hands on her hips and looked up at him with a glare. “All right, be very careful here. I’ve had my bath. And a hair wash. I’m wearing makeup, Ian. Jesus. You wanna try to clean me up?” His eyes grew large for a moment. Then he said. “Bath day for me, I meant. I knew. You look great.” His thumb ran along her cheek under one eye. “Just a couple of tear marks, but you can take care of that. Let me put this stuff away and get my water ready. You have something to read? Or are you looking for the thrill of your life?” “I have something to read,” she said. And, she thought, at the end of the day, they all turn out to be just men. *

The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.

This is one of the most profoundly serious decisions we can make. Program a machine that can foreseeably lead to someone’s death,” Lin said. “When we make programming decisions, we expect those to be as right as we can be.” What right looks like may differ from company to company, but according to Lin, automakers have a duty to show that they have wrestled with these complex questions — and publicly reveal the answers they reach. Lin said he has discussed the ethics of driverless cars with Google, as well as automakers including Tesla, Nissan and BMW. As far as he knows, only BMW has formed an internal group to study the issue. Many automakers remain skeptical that cars will operate completely without drivers, at least not in the next five or 10 years. Uwe Higgen, head of BMW’s group technology office in Silicon Valley, said the automaker has brought together specialists in technology, ethics, social impact, and the law to discuss a range of issues related to cars that do ever-more driving instead of people.

Florida Adoption Step Parent Adoption Forms There is more blended families in Florida than any time in the past. There are also many more parents who are looking to do a stepparent adoption to unify their family. The sad fact is that many children who are in a new home environment don?t have relationship with their natural mother or father. This leaves children looking to their step parent to fill that role. In most cases, the step parent will take on the responsibility of raising and supporting his or her step child, and will develop a relationship with their step child which has the same bond as if the child was the stepparent?s biological child. In these situations, when the step child has been abandoned by an absent parent, a stepparent adoption can bring unity in the family, and provide many legal benefits for the child. A Florida adoption Step Parent Adoption Forms is a straight-forward process. If one of the child?s biological parents has either abandoned the child, or is willing to sign a consent to adoption, then the adoption can be completed fairly easy, even if that parent?s whereabouts are unknown. A stepparent adoption in Florida consists of filing the appropriate adoption documents with the court, serving the absent parent, and going through certain steps that are required to complete the adoption. In Florida, both the stepparent and the child?s biological parent will file a ?Joint Petition for Adoption by Stepparent?. The adoption petition will outline who the parties are, and will let the court know that the stepparent is desiring to adopt his or her step child. Who is required to consent to a Florida adoption Step Parent Adoption Forms? After the adoption paperwork has been filed with the Circuit Court in the county where you reside in Florida, the court will process the adoption forms. The adoption department at the Circuit Court will look to see if the consent from the absent parent can be waived due to abandonment, or if a signed consent is included in the forms. In addition, the court will look to see that the consent to adoption has been signed by any child being adopted who is at least 12 years of age. If the absent parent has abandoned the child, meaning that he has failed to maintain a reasonable degree of interest, concern or responsibility as to the child?s welfare, and has failed to support the financial needs of the child, then the consent of the absent parent will not be required. What happens when the Florida Stepparent Adoption is final? The court will have a final hearing where the Judge will review all the information that has been presented and finalize the adoption. When the Judge signs a ?Final Judgment of Stepparent Adoption?, then the adoption is final. When the adoption is final, the Judge will order the clerk of the court to have a new birth certificate issued, listing the stepparent as the child?s parent on the birth certificate, and also showing the child?s new name on the birth certificate. As far as the birth certificate is concerned, the child was born with the new name and that the adoptive parents were the child?s birth parents. How to start a stepparent adoption in Florida. For anyone who has spoken to an adoption attorney regarding completing a Florida stepparent adoption, they quickly realize how expensive the process can be if they go through an attorney. The good news is that people in Florida have been doing their own step parent adoptions for decades, with the help from an online company, StepparentAdoptionForms.com. Using an online adoption company like StepparentAdoptionForms.com allows you to complete your own Florida stepparent adoption, and save thousands over the cost of an attorney. Their experienced adoption specialists will prepare all your documents for you and send them to you ready to sign and file with the court. You can do your own Florida stepparent adoption

Their era was ending when Jim Clyman got to Independence in ’44 and found Bill Sublette, who had first taken wagons up the Platte Valley in 1830, now taking invalids to Brown’s Hole for a summer’s outing. It was twenty-one years since Jim had first gone up the Missouri, forty years since Lewis and Clark wintered at the Mandan villages, thirty-three years since Wilson Hunt led the Astorians westward, twenty years since Clyman with Smith and Fitzpatrick crossed South Pass, eighteen years since Ashley, in the Wasatch Mountains, sold his fur company to Smith, Sublette, and Jackson. Thirty-two years ago Robert McKnight had been imprisoned by the Spanish for taking goods to Santa Fe. Twenty-three years ago William Becknell had defied the prohibition and returned from Santa Fe in triumph. Eighteen years ago the Patties had got to San Diego by the Gila route and Jed Smith had blazed the desert trail to San Bernardino Valley; fourteen years ago Ewing Young, with Kit Carson, had come over the San Bernardino Mountains, making for the San Joaquin. There had been a trading post at the mouth of Laramie Creek for just ten years. Bent’s Fort was fifteen years old. Now the streams were trapped out, and even if beaver should come back, the price of plews would never rise again. There were two or three thousand Americans in Oregon, a couple of hundred in California, and in Independence hundreds of wagons were yoking up. Bill Sublette and Black Harris were guiding movers. Carson and Fitzpatrick were completing the education of John Charles Frémont. Forty years since Lewis and Clark. Think back to that blank paper with some names sketched in, the Wind River peaks, the Tetons, the Picketwire River, the Siskidee, names which, mostly, the mountain men sketched in — something under a million square miles, the fundamental watershed, a thousand mountain men scalped in this wilderness, the deserts crossed, the trails blazed and packed down, the mountains made known, the caravans carrying freight to Santa Fe, Bill Bowen selling his place to go to Oregon, half a dozen wagonwrights setting up at Independence … and, far off, like a fly buzzing against a screen, Joe Meek’s cousin, Mr. Polk, preparing war. Whose country was it? III Pillar of Cloud ALL through February Congress debated the resolution to terminate the joint occupancy of Oregon, and by its deliberation, Polk thought, informed the British that we were irresolute.

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Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

Title: Who's your website for? One of my tasks as a person that (muzemultimedia.com) develops websites is ensuring the web site I develop is made to work for the owner, which is a whole lot distinct from developing it for the actual owner. For those who own a small business and are intending to get a website developed, you'll need to consider who's going to use your website. Those who use your website are your audience. If you need your site to get results for you, meaning, the fact that those who land on it convert from website visitors into customers, then you've to provide them what they really want. You should take a look at website from the viewpoint of your customer, rather than from your very own perspective which is actually, really challenging for businesses. So frequently, what a company owner wants and what's great for their business website are two completely different things, and it may be difficult to persuade them that their consumers possibly don’t want exactly the same things they desire. It’s very important to know who your target audience is. The more you are able to narrow it down, the better we are able to build a website that provides them what they need. For this reason it’s essential to understand who your potential audience is. It’s the 1st question we’ll ask you when we speak with you regarding your website requirements. For those who don’t know, you'll need to find out. In case you say “anyone and everyone” you might not completely understand your products or services or what you're selling. Yes, you might want to sell $1,1,000 coat coats to “anyone and everyone” but most likely 20 year-old university students will not be in your demographic. It’s vital that you design an experience for your user that fits their desires. If you fulfill their desires, then they’ll become more prone to turn into a customer. And that’s the objective.

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

The men in her life were clean-cut, well-bred, reliable, unpretentious and good company. “Diana is an Uptown girl who has never gone in for downtown men,” observes Rory Scott. If they wore a uniform or had been cast aside by Sarah so much the better. She felt rather sorry for Sarah’s rejects and often tried, unsuccessfully, to be asked out by them. So she did washing for William van Straubenzee, one of Sarah’s old boyfriends, and ironed the shirts of Rory Scott, who had then starred in a television documentary about Trooping the Colour, and Diana regularly stayed for weekends at his parents’ farm near Petworth, West Sussex. She continued caring for his wardrobe during her royal romance, on one occasion delivering a pile of freshly laundered shirts to the back entrance of St. James’s Palace, where Rory was on duty, in order to avoid the press. James Boughey was another military man who took her out to restaurants and the theatre and Diana visited Simon Berry and Adam Russell at their rented house on the Blenheim estate when they were undergraduates at Oxford. There were lots of boyfriends but none became lovers. The sense of destiny which Diana had felt from an early age shaped, albeit unconsciously, her relationships with the opposite sex. She says: “I knew I had to keep myself tidy for what lay ahead.” As Carolyn observes: “I’m not a terrible spiritual person but I do believe that she was meant to do what she is doing and she certainly believes that. She was surrounded by this golden aura which stopped men going any further, whether they would have liked to or not, it never happened. She was protected somehow by a perfect light.” It is a quality noted by her old boyfriends. Rory Scott says roguishly: “She was very sexually attractive and the relationship was not a platonic one as far as I was concerned but it remained that way. She was always a little aloof, you always felt that there was a lot you would never know about her.” In the summer of 1979 another boyfriend, Adam Russell, completed his language degree at Oxford and decided to spend a year travelling. He left unspoken the fact that he hoped the friendship between himself and Diana could be renewed and developed upon his return. When he arrived home a year later it was too late. A friend told him: “You’ve only got one rival, the Prince of Wales.

Benoit began life in the year 1889, with the coming of the Yazoo and Mississippi Valley Railroad. There was never any plan to run track through the plantations south of Rosedale, but James Richardson, the largest individual cotton grower in the world at that time, offered the railroad free use of his land if, in turn, the company built him a station. James was the eldest son of Edmund Richardson, a planter whose holdings at one time included banks, steamboats, and railroads. He owned three-dozen cotton plantations and had a controlling interest in Mississippi Mills, the largest textile plant in the Lower South. His New Orleans-based brokerage house, Richardson and May, handled more than 250,000 bales of cotton every year. Edmund Richardson was not always so prosperous. By the end of the Civil War, he had lost almost his entire net worth, close to $1 million. So in 1868, Richardson struck a deal with the federal authorities in Mississippi to contract labor from the state penitentiary, which was overflowing with ex-slaves, and work the men outside prison walls. He promised to feed and clothe the prisoners, and in return, the government agreed to pay him $18,000 a year for their maintenance. The contract struck between Richardson and the State of Mississippi began an era of convict leasing that would spread throughout the South. Before it was over, a generation of black prisoners would suffer and die under conditions that were in many cases worse than anything they had ever experienced as slaves. Confining his laborers to primitive camps, Richardson forced the convicts to clear hundreds of acres of dense woodland throughout the Yazoo Delta. When the land was cleared, he put prisoners to work raising and picking cotton on the plowed gound. Through this new system, Richardson regained his fortune. By 1880 he had built a mansion in New Orleans, another in Jackson, and a sprawling plantation house known as Refuge in the Yazoo Delta. When he died in 1886, he left his holdings to his eldest son, James. As an inveterate gambler and drunk, James decided to spend his inheritance building a new town, developed solely as a center for sport. He bought racehorses and designed a racetrack. He built five brick stores and four homes. In 1889, when the station stop was finally completed for his new city, James told the railroad to call the town Benoit, after the family auditor. James’s sudden death in 1898 put an end to his ambitions for the town. But decades later, a Richardson Street still ran through Benoit, westward toward the river, in crumbling tribute to the man.

Musical Event Management Service– Make the right & sensible choice Music is essential to keep the spirit up in the day to day activities. It is known to elevate positive feelings and makes you a cheerful person. There is no one on this earth, who will not agree that listening to soulful songs is a great therapy to kick out stress. Not only this, it has become a great source of entertainment in modern day lifestyle. It keeps everyone upbeat and definitely lightens up everyone’s mood. With these benefits, there has been a massive rise in the demand of musical event management service. So, if you are someone who is planning to host such an event, it makes sense to take a right call by consulting the company SPRING OF RHYTHM. Well, this can be achieved by opting for a trustworthy event management firm like SPRING OF RHYTHM. Only consider the best, which can guarantee of top-notch musical event management solutions. In the market, you might come across to hundreds of companies, but never get fooled by their big promises. Sit down and perform extensive research to opt only the prominent one for your peace of mind. In case you compromise on this point, it can prove to be a costly affair. Of all, the event can turn out to be a major disappointment and this can harm your reputation in the society. This is why there is a need to be smart in the decision-making process. Firstly, one should get complete information about the musical event management service provider. Check their reputation in the industry and for how they have been performing. Give your vote of confidence to only the most experienced and the best one. With years of experience in their kitty, it can do wonders in the quality of service. Secondly, get an insight on the team members and their hands-on experience. Only a good team with superlative members can assure of exceptional service. Thirdly, check the industry connections of the firm and this is vital in terms of costing. This will prove to be decisive in a smooth event within the desired budget. Based on their industry connections, it helps to meet the requirements in a cost-effective way and without compromising on your end goals. A reputed musical event management service provider will assess the main objective of the occasion in a proficient manner. They can offer the customize service as per the necessities of the client in a clinical manner. SPRING OF RHYTHM possesses the much-needed expertise in organizing the best musical event. With the best pool of music artists, it gives the liberty to make the choice according to the budget and occasion. You certainly end up saving time by knowing which artist will be available for a particular day and what will be the charge. This can bring about a lot of clarity and make the decision-making process less stressful. Make the right decision to add the right enthusiasm to the event and make it unbelievable for everyone. SPRING OF RHYTHM is assuring you with the successful and entertaining event will give an immense satisfaction.

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

There’s a country that does something a little like this. Its young people, including its very best educational prospects from all different backgrounds, spend two or three years training and solving problems in a nonhierarchical environment and get together every year. Many then collaborate to start companies. This country leads the world in venture capital investments per capita (over $170, versus $75 in the United States in 2010).1 It has more companies on the NASDAQ than any non-US country except for China, despite having a population of less than eight million.2 Its quarterly gross domestic product (GDP) growth rate was above 5 percent in 2011 and it’s in the top thirty globally in per capita GDP, above Spain and Saudi Arabia, among others.3 This country is Israel, where eighteen-year-olds complete two- or three-year tours in the military, getting to know each other in highly selective military units. They operate at a high level of autonomy and responsibility and then travel the world for months before heading to college and/or grad school. In Dan Senor and Saul Singer’s book Start-up Nation, this network and training ground is credited as helping give rise to a culture of risk taking and entrepreneurship. By the time Israelis graduate from college, they’re in their midtwenties and mature; in many cases, they’ve already been in operating environments and borne life-and-death responsibilities. This cocktail of experience gives rise to a mixture of both courage and impatience. As one entrepreneur put it, “When an Israeli entrepreneur has a business idea, he will start it that week. The notion that one should accumulate credentials before launching a venture simply does not exist. . . . Too much time can only teach you what can go wrong, not what could be transformative.”4 Another observer commented, “Israelis . . .  don’t care about the social price of failure and they develop their projects regardless of the economic . . . situation.”5

She did not know, poor woman, that the true greatness wears an invisible cloak, under cover of which it goes in and out among men without being suspected; if its cloak does not conceal it from itself always, and from all others for many years, its greatness will ere long shrink to very ordinary dimensions. What, then, it may be asked, is the good of being great? The answer is that you may understand greatness better in others, whether alive or dead, and choose better company from these and enjoy and understand that company better when you have chosen it — also that you may be able to give pleasure to the best people and live in the lives of those who are yet unborn. This, one would think, was substantial gain enough for greatness without its wanting to ride rough-shod over us, even when disguised as humility.

With regulatory changes in nuclear power plant construction in the United States after the Three Mile Island anti-nuclear hysteria, producing years of added new delay in completion of existing power plants, nuclear energy as an investment for America’s electric utility companies became prohibitive under the Volcker interest rate regime. After that year, 1979, not one new nuclear reactor was ordered in the United States, and scores of half-built or planned nuclear projects were cancelled midstream because of prohibitive financing costs. One of the most advanced sector of the productive economy was allowed to die.

Since the middle years of the last century, the demand for Chinese tea has grown at such a pace in Britain and America that it is now the principal source of profit for the East India Company. The taxes on it account for fully one-tenth of Britain’s revenues. If one adds to this such goods as silk, porcelain and lacquerware it becomes clear that the European demand for Chinese products is insatiable. In China, on the other hand, there is little interest in European exports – the Chinese are a people who believe that their own products, like their food and their own customs, are superior to all others. In years past this presented a great problem for the British, for the flow of trade was so unequal that there was an immense outpouring of silver from Britain. This indeed was why they started to export Indian opium to China. Glancing over his shoulder, the General raised an eyebrow: Started? Commencé? You mean this trade has not always existed? No, Majesty – the trade was a mere trickle until about sixty years ago, when the East India Company adopted it as a means of rectifying the outflow of bullion. They succeeded so well that now the supply can barely keep pace with the demand. The flow of silver is now completely reversed, and it pours away from China to Britain, America and Europe.

Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar Phone +95 9972107002 1. Study Organizations in Myanmar: A Growing Demand for survey companies in Myanmar is a Southeast Asian nation steeped in culture and history. Over the past ten years, it has undergone rapid economic growth and modernization. This development has made an expanding market for different administrations, including statistical surveying. Businesses in Myanmar benefit greatly from the assistance of survey firms in comprehending consumer behavior, market trends, and the landscape of competition. Among the main players in this field is AMT Statistical surveying, an organization known for its complete administrations and neighborhood skill. The Role of survey companies in Myanmar Businesses wishing to establish or expand their presence in this dynamic market must conduct market research in Myanmar. Myanmar, which has a population of over 54 million people, presents significant opportunities for businesses operating in a variety of industries, including tourism, finance, consumer goods, and telecommunications. However, the market also faces unique obstacles like a diverse ethnic landscape, varying degrees of economic development across regions, and a regulatory environment that is constantly shifting. By providing insights into consumer preferences, purchasing patterns, and market dynamics, survey companies assist businesses in navigating these complexities. To get accurate and relevant data, they use a variety of methods, such as observational studies, qualitative interviews, focus groups, and quantitative surveys. Driving Overview Organizations in Myanmar A few overview organizations work in Myanmar, each offering a scope of administrations custom-made to address the issues of various clients. AMT Market Research stands out among these due to its extensive experience and thorough comprehension of the local market. AMT Statistical surveying AMT Statistical surveying is a noticeable player in Myanmar's statistical surveying industry. Surveys of customers' satisfaction, market research, brand health monitoring, and other services are all offered by the business. AMT's group of experienced scientists and examiners influence their neighborhood information and skill to convey noteworthy bits of knowledge for organizations. AMT Statistical surveying uses a blend of customary and current information assortment techniques. Depending on the research objectives and target audience, they conduct in-person interviews, telephone surveys, and online surveys. Their methodology guarantees top notch information assortment, even in remote and difficult to-arrive at areas of Myanmar. Myanmar Advertising Exploration and Advancement (MMRD) Laid out in 1992, MMRD is one of the most established statistical surveying firms in Myanmar. The organization offers an extensive variety of examination administrations, including market passage studies, contender investigation, and financial investigations. MMRD has gained notoriety for its intensive and solid exploration, making it a confided in accomplice for both neighborhood and worldwide organizations. Boondocks Myanmar Exploration Boondocks Myanmar Exploration is one more outstanding player on the lookout. The organization represents considerable authority in giving experiences into Myanmar's advancing business sector scene. Their administrations incorporate area explicit exploration, purchaser conduct studies, and effect evaluations. Wilderness Myanmar Exploration is known for its inventive philosophies and capacity to adjust to the quickly changing economic situations. Understanding Myanmar Understanding Myanmar is a somewhat new participant in the statistical surveying industry however has rapidly earned respect for its excellent exploration and client-driven approach.

COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

One notable example of this is the ever present “People You May Know” or “Friend suggestions” feature. Every social platform at scale has some kind of implementation of it for a reason: it works incredibly well. My friend Aatif Awan, formerly vice president of growth at LinkedIn—who helped them scale to hundreds of millions of users and spearheaded their acquisition by Microsoft—explains how their algorithm works: People You May Know was a key part of LinkedIn’s success, generating billions of connections within the network. It started with “completing the triangle”—if a bunch of your friends have all connected with Alice but you haven’t yet, then there’s a good chance you might know Alice, too. Later, we incorporated implicit signals—maybe Alice just updated her profile to say she works at your same company. Maybe she’s viewed your profile multiple times over several days. Putting all of these inputs into a machine learning model continued to give us mileage on this feature over many years.77

In his 1920 report, Ivar was arguing that the syndicate should abandon the traditional approach to book value. His reasoning was persuasive: if you know land is now worth 15,000 dollars, why would you continue to record its value at 10,000 dollars? The same was true of other investments. If the actual value of an investment increased, why shouldn’t the recorded value of that investment also increase? Thus, as Ivar argued, it was “completely justifiable to increase the book values.” He was simply marking those values to market. For example, the syndicate had purchased shares of one company for just over 4.4 million kronor. Ivar argued that those shares had increased in value to 6.8 million kronor. Why show the investment as worth just 4.4 million, when everyone knew it was worth 50 percent more? Ivar didn’t wait for Rydbeck or the syndicate members to endorse his “mark to market” reasoning. Instead, he simply increased the recorded, or “marked,” value of these shares to reflect the gains. A year later, he again increased the marked value of the same investment to 11.4 million kronor.9 Once more, he argued, the value of the investment had gone up, so the financial statements should show that.

Star businesses needn’t be anything to do with technology. Only one of my five stars is a technology venture. The longest-running star business is surely the Coca-Cola Company, incorporated in 1888 and a consistent star business until the 1990s. For over a century, despite two world wars, the stock market crash of 1929 and the ensuing Great Depression, Coca-Cola remained a star. The global market for cola increased on trend by more than 10 per cent every year and Coke remained the dominant player in that market. The value of the company increased with remarkable consistency, even bucking the trend and rising from 1929 to 1945.The company used World War Two to its immense advantage. After Pearl Harbor, Coke boss Robert Woodruff pledged to ‘see that every man in uniform gets a bottle of Coca-Cola for five cents, wherever he is and whatever it costs our company’. The US administration exempted Coca-Cola that was sold to the military from all sugar rationing. The US Army gave Coke employees installing plants behind the front lines the pseudo-military status of ‘technical observers’. These ‘Coca-Cola Colonels’ were exempt from the draft but actually wore Army uniforms and carried military rank according to their company salaries. General Eisenhower, a self-confessed Coke addict, cabled urgently from North Africa on 29 June, 1943: ‘On early convoy request shipment three million bottled Coca-Cola (filled) and complete equipment for bottling, washing, capping same quantity twice monthly . . .’2 Coke became familiar throughout Europe during the war and continued its remarkably cosy arrangement with the US military in Germany and Japan during the postwar occupation. From the 1950s, Coke rode the wave of internationalisation. Roberto Goizueta, the CEO from 1980 to 1997, created more wealth for shareholders than any other CEO in history. He became the first CEO who was not a founder to become a billionaire. The business now rates a value of $104 billion.

In my life I've done more suffering than thinking— though I believe one understands better that way. You see, dogs aren't enough any more. People feel so damned lonely, they need company, they need something bigger, stronger, to lean on, something that can really stand up to it all. Dogs aren't enough; what we need is elephants. . . It seems that the elephants Morel was trying to save were purely imaginary and symbolic, a parable, as they say, and that the poor bastard was really defending the old human rights, the rights of man, those noble, clumsy, gigantic, anachronistic survivals of another age - another geological epoch. . . you announce this salvation as coming *soon’— though I suppose that in the language of paleontology, which is not exactly that of human suffering, the word soon’ means a few trifling hun- dred thousands of years. Earth was his kingdom, his place, his field— he belonged. . The lorry was literally stuffed with ‘trophies’: tusks, tails, heads, skins— an orgy of butch- ery. De Vries, was certainly not collecting for museums, because most of them had been so riddled with shot as to be unrecognizable and in any case unsuitable for the pleasure of the eye. I suppose there are things that nothing can kill and that remain forever intact. It’s as if nothing could ever j^ppen to human beings. They’re a species over which it’s not easy to triumph. They’ve a way of rising from the ashes, smiling and holding hands. "Well, I finally got an idea. When he fails, do like me: think about free elephant ride through Africa for hundreds and hundreds of wonderful animals that nothing could be built—either a wall or a fence of barbed wire—passing large open spaces and crush everything in its path, and destroying everything—while they live, nothing is able to stop them—what freedom! And even when they are no longer alive, who knows, perhaps continue to race elsewhere still free. So you begin to torment your claustrophobia, barbed wire, reinforced concrete, complete materialism imagine herds of elephants of freedom, follow them with his eyes never left them on their run and will see you soon feel better ... " years of isolation in the depths of the jungle have no power against a tenacious hope, and that a hundred acres of land at the height of the rainy season are easier to clear than are certain little intimate nooks of our soul. she understood perfectly well how unconvincing this sounded, but she couldn’t help it: it was the truth. He felt that, at his age, patience was ceasing to be a virtue and was becoming a luxury he could less and less afford. He strove for one last time to look at the affair with all the detachment and all the serenity suitable to a man of science. the immense sky, filled with absence. with the impassive face of a man who feels perfectly sure of having the last word. Of course to the pure all things are pure.

I’ve always yearned to be a black man, to have a black man’s soul, a black man's laughter. You know why? Because I thought you were diflFerent from us. Yes, I thought you were something special, something difiFerent on this sad earth of ours. I wanted to escape with you from the white man’s hollow materialism, from his lack of faith, his humble and frustrated sexuality, from his lack of joy, of laughter, of magic, of faith in the richness of after-life. encouragement and signs of gratitude or recognition have been very few, if any, along my road. If humanity can be compared to a tribe, then you may say I’m completely de-tribalized. You love Negroes out of sheer misanthropy, because you think they aren’t really men. in the end all human faces look alike with nothing bright or hopeful around me, except those distant stars— and even there, let’s be frank: it’s only their distance that gives them that purity and beauty ideals don't die— obliged to live on shit sometimes, but don’t die! the company a great cause always keeps: men of good will and those who exploit them your skin, you know, is worth no more than the elephants’ hide. In Gennany, at Belsen, during the war, it seems we used to make lampshades out of human skin— for your information. And don’t forget, Monsieur Saint- Denis, that we Germans have always been forerunners in everything ‘Women,’ I concluded rather bitterly, ‘have at their command certain means of persuasion which the best- organized police forces do not possess.’ The number of animals who lived in cruel suffering, sometimes for years, with bullets in their bodies, wounds growing deeper and deeper, gangrenous and swarming with ticks and flies, could not be estimated to change species, to come over to the elephants and live in the wilds among honest animals Always cheerful, with the cheerfulness of a man who has gone deep down into things and come back reassured. No one knew the desert better than Scholscher, who had spent so many nights alone there on the starlit dunes, and no one understood better than he did that need for protection which sometimes grips men’s hearts and drives them to give a dog the affection they dream so desperately of receiving themselves. by ‘defending the splendors of nature . . .’ He meant liberty.” Islam calls that ’the roots of heaven.’ and to the Mexican Indians it is of life’— the thing that makes both of them fall on their knees and raise their eyes and beat their tormented breasts. A need for protection and company, from which obstinate people like Morel try to escape by means of petitions, fighting committees, by trying to take the protection of species in their own hands. Our needs- for justice, for freedom and dignity— are roots of heaven that are deeply imbedded in our hearts, but of heaven itself men know nothing but the gripping roots ...” . . . And that girl sitting there in front of him with her legs crossed, with her nylon stockings and cigarette and that silent gaze, in which could be read that stubborn need, not so different from what Morel had seen in the eyes of the stray dogs at the pound. but not even all that was comic and childish about him could deprive him of the dignity conferred upon him by his love for his Maker. that human mass whose physical strength was nothing compared to the faith and spirit that dwelt in him. Three quarters of the Oul6 traditions and magic rites had to do with war or hunting while it's easy to suppress a magic tradition it's difficult to fill up the strange voids which it leaves in what you call the primitive psychology and what I call the human soul The roots of heaven are forever planted in their hearts, yet of heaven itself they seem to know nothing but the gripping roots It must be very consoling to take refuge in cynicism and to try and drown your own remorse in a consoling vision of universal swinishness, and you can always

Since 1903 American interests had exercised virtually complete control over Cuba’s political and economic affairs. For $2000 a year the United States rented military bases at Guantanamo and Bahia Horda. During this time, Americans did little to improve conditions for the local population. Statistics showed that in 1920, there was only one doctor for every 3000 people; a third of the population had intestinal parasites; the average per capita income was two dollars a month; six out of every ten rural children never went to school; 75 per cent of Cuba’s arable land was controlled by American companies; U.S. control in the telephone and electric services exceeded 90 per cent.

Consistently successful companies often take the view that they are never more than a few years away from complete and total failure, and they must be constantly taking steps to avoid that failure. Others take the approach that they are always in the process of making what they do obsolete. They look ahead five or six years to see where their industry and their customers are going to be in order to be waiting for them when they arrive. Far from resisting change, they are running with change to create their own future rather than leave it to chance and circumstances that are out of their control.

Clothes Washer Hoses and Filters A couple of years ago, I came home from running an errand and heard the sound of rushing water (like a waterfall!) coming from my basement. I tore down the stairs and saw what looked like the Old Faithful geyser spewing water from behind my washing machine. I immediately cut off the water at the supply stop behind the washer, but there was quite a pool on the floor. I cut the power to the washing machine (at the electrical panel), then unplugged it and moved the appliance back from the wall. The washer was about 15 years old, and so were the hoses that ran from the supply valve to the machine. Made of rubber, they had grown brittle and corroded with minerals from our well water over the years. One of them finally split; that’s what caused the gusher. I’d never given them a thought before the split. If you’ve had your washing machine for eight years or more, it might be wise to replace the supply hoses now, before they do to you what mine did to me! Insurance companies—who often wind up paying out for the damage done by burst hoses—advise homeowners to replace supply hoses every 3 to 5 years.

I believe the technological industry is switching in a different direction that one may think in the Metaverse. Why spend trillions of dollars on big data when it is becoming more useless? We need dynamic content to create a boom in the tech industry for the next millennium. Why hire someone with a 4 year degree from college for a career in database administration when companies can't afford to pay 100k a year? We can manage it quite fine in google sheets or excel. The utilization of AI will then completely defeat the purpose of Data As A Service when a program can dynamically build hash objects in random access memory by simply using a small script like (via switch) while creating a [5th XYZ Stargate] just like the Diablo version, but with a smaller seed. You could then store those objects for the blockchain Inna virtualized file container ;)." - Jonathan Roy Mckinney

I believe the technology industry is going in a different direction in which one may think about the Metaverse. Why spend trillions of dollars on big data when big data is becoming more useless? We need dynamic content to create a boom in the tech industry for the next millennium. Why hire someone with a 4 year degree in college for a career in database administration when companies can't afford to pay 100k a year? We can manage that quite fine in Google sheets or excel. The creation of AI would then completely defeat the purpose of data as a service when a program can dynamically build meta searcheable objects in random access memory and store them Inna virtualized file container ;)." - Jonathan Roy Mckinney

David Christian, who, in March 2011, narrated the complete history of the universe for a TED audience and took all of 18 minutes to do it (17 minutes and 40 seconds, to be exact). Christian told me that he teaches a world-history course that examines the entire history of the universe—from the Big Bang 13 billion years ago to today. The Big History course is offered by The Teaching Company in a series of 48 half-hour lectures. Christian’s deep understanding of the subject helped him condense the content into just the right amount of time to grab the audience’s attention and inspire them to take better care of our fragile planet. “I’ve been teaching Big History now for over 20 years, so I have a pretty good feel for the story and that means I can tell it in many different versions,”6 Christian told me. E. F. Schumacher, economist and author of Small Is Beautiful, once said, “Any intelligent fool can make things bigger, more complex. It takes a touch of genius and a lot of courage to move in the opposite direction.” Courage is the key word. It takes courage to keep things simple. It takes courage to put one picture on a PowerPoint slide instead of filling it with tiny text that most people in the audience won’t even be able to read. It takes courage to reduce the number of the slides in a presentation. It takes courage to speak for 18 minutes instead of rambling on for much longer. Leonardo da Vinci once said, “Simplicity is the ultimate sophistication.” Be sophisticated. Keep your presentations and pitches short and simple.

In the morning, I jumped out of bed with a burst of excitement, the song “Child of Mine” playing in my head. Happy birthday to me! I’d been wanting a baby for the past several years, and finding a donor I felt so comfortable with seemed like the best birthday present ever. Heading to the computer, I smiled at my good fortune—I was really going to do this. I typed in the sperm bank’s URL, found the donor’s profile, and read it all over again. I was just as certain as I’d been the night before that he was The One—the one that would make sense to my child when he or she asked why, of all the possible donors, I chose this guy. I placed the donor in my online shopping cart—just as I might with a book on Amazon—double-checked the order, then clicked Purchase Vials. I’m having a baby! I thought. The moment felt monumental. As the order processed, I planned what I had to do next: Make an appointment for the insemination, buy prenatal vitamins, put together a baby registry, get the baby’s room set up. Between thoughts, I noticed that my order was taking a while to complete. The rotating circle on my screen, known as the “spinning wheel of death,” seemed to be spinning for an unusually long time. I waited, waited some more, and finally tried using the back button in case my computer was crashing. But nothing happened. Finally, the spinning wheel of death disappeared and a message popped up: Out of stock. Out of stock? I figured there must be some computer glitch—maybe when I pressed the back button?—so I speed-dialed the sperm bank and asked for Kathleen, but she was out and I got transferred to a customer-service rep named Barb. Barb looked into the matter and determined that this was no glitch. I’d selected a very popular donor, she said. She went on to explain that popular donors went quickly and that, while the company tried to “restock” their “inventory” often, there was a six-month hold for it so it could get quarantined and tested. Even when the inventory was made available, she said, there still might be a long wait, because some people had placed it on back order. As Barb spoke, I thought of how Kathleen had called just yesterday. Now it occurred to me that maybe she’d suggested this donor to several women. Like me, maybe many women had bonded with Kathleen over her honest appraisals of semen.

It’s completely different. The Amazon Bookstore, completely different. And we have ideas about how to merge Prime and Whole Foods to make Whole Foods a very differentiated experience. Amazon buys a lot of companies. Usually they’re much smaller than Whole Foods, but we buy a bunch of companies every year. When I meet with the entrepreneur who founded the company, I’m always trying to figure out one thing first and foremost: Is this person a missionary or a mercenary? The mercenaries are trying to flip their stock. The missionaries love their product or their service and love their customers, and they’re trying to build a great service. By the way, the great paradox here is that it’s usually the missionaries who make more money, and you can tell really quickly just by talking to people. Whole Foods is a missionary company, and John Mackey, the

Marilyn Monroe (born Norma Jeane Mortenson; June 1, 1926 – August 5, 1962) was an American actress, model, and singer, who became a major sex symbol, starring in a number of commercially successful motion pictures during the 1950s and early 1960s. After spending much of her childhood in foster homes, Monroe began a career as a model, which led to a film contract in 1946 with Twentieth Century-Fox. Her early film appearances were minor, but her performances in The Asphalt Jungle and All About Eve (both 1950), drew attention. By 1952 she had her first leading role in Don't Bother to Knock and 1953 brought a lead in Niagara, a melodramatic film noir that dwelt on her seductiveness. Her "dumb blonde" persona was used to comic effect in subsequent films such as Gentlemen Prefer Blondes (1953), How to Marry a Millionaire (1953) and The Seven Year Itch (1955). Limited by typecasting, Monroe studied at the Actors Studio to broaden her range. Her dramatic performance in Bus Stop (1956) was hailed by critics and garnered a Golden Globe nomination. Her production company, Marilyn Monroe Productions, released The Prince and the Showgirl (1957), for which she received a BAFTA Award nomination and won a David di Donatello award. She received a Golden Globe Award for her performance in Some Like It Hot (1959). Monroe's last completed film was The Misfits, co-starring Clark Gable with screenplay by her then-husband, Arthur Miller. Marilyn was a passionate reader, owning four hundred books at the time of her death, and was often photographed with a book. The final years of Monroe's life were marked by illness, personal problems, and a reputation for unreliability and being difficult to work with. The circumstances of her death, from an overdose of barbiturates, have been the subject of conjecture. Though officially classified as a "probable suicide", the possibility of an accidental overdose, as well as of homicide, have not been ruled out. In 1999, Monroe was ranked as the sixth greatest female star of all time by the American Film Institute. In the decades following her death, she has often been cited as both a pop and a cultural icon as well as the quintessential American sex symbol. 수면제,액상수면제,낙태약,여성최음제,ghb물뽕,여성흥분제,남성발기부전치유제,비아,시알,88정,드래곤,바오메이,정력제,남성성기확대제,카마그라젤,비닉스,센돔,,꽃물,남성조루제,네노마정,러쉬파퍼,엑스터시,신의눈물,lsd,아이스,캔디,대마초,떨,마리화나,프로포폴,에토미데이트,해피벌륜 등많은제품판매하고있습니다 원하시는제품있으시면 추천상으로 더좋은제품으로 모시겠습니다 qwe114.c33.kr 카톡【ACD5】텔레【KKD55】 I believe that everything happens for a reason. People change so that you can learn to let go, things go wrong so that you appreciate them when they're right, you believe lies so you eventually learn to trust no one but yourself, and sometimes good things fall apart so better things can fall together

Son of a bitch. Blake probably knew something like this would happen. He set me up. He did it on purpose. “I don’t have to negotiate in good faith,” I tell his father. “You brought money into this in the first place. That was a dick move. Why should I play fair?” “You’ve admitted that you’d sell him out,” he snaps. “That at some point, money is more important than he is.” “You’ve admitted the same thing. If I’m a faithless whore because I’ll take a check to break up with Blake, you’re the asshole who values his company and lifestyle more than your son.” “That’s not just my company. That’s my life. It’s his life. It’s—” “Oh, and you think it’s just money for me?” I glare at him. “You think that you’d give me fifty thousand dollars and I’d spend it all on shoes and diamond-studded cat collars? Fifty thousand dollars would pay for the rest of my college tuition. It would buy my dad a lawyer so that the next time his knee acted up, he could finally get disability instead of scrambling to find some job he can manage. It would make it so I didn’t have to work for the next year and could concentrate on my schoolwork. That’s a really ugly double standard, Mr. Reynolds. When money exists to make your life more pleasant, it’s not just money. But when it’s my family and my dreams at stake, it’s just pieces of green paper.” Blake smiles softly. His father reaches across the table and flicks Blake’s forehead. “Stop grinning.” “No way.” Blake is smiling harder. “She’s kicking your ass. This is the best day ever.” His father grunts. “The day I first went to lunch with Blake, I had less than twenty dollars in my possession. Total,” I tell his father. “I would completely sell Blake out for fifty thousand dollars. Some days I’d do it for ten. Dollars. Not thousands. None of this makes me a gold digger. It just means that I’m poor. When times get desperate, I’ll pawn anything of value to survive. I might cry when I do it, but I’m going to be realistic about it. So take your stupid does-she-love-Blake test and shove it.” Mr. Reynolds looks at me. He looks at Blake. And then, very slowly, he holds out his hands, palms up. “Well. Fuck me twice on Sundays,” he says. From the expression on his face, I take it that this is intended to be a good thing. “First time I talked to her,” Blake says with a nod that could only be described as prideful. “Before I asked her out. I knew I had to introduce her to you.” “Shit,” Mr. Reynolds says. He holds up a fist, and Blake fist bumps him in return. Now they’re both being dicks. “Smile,” Blake’s dad says to me. “You pass the test.” “Oh, thank goodness.” I put on a brilliant smile. “Do you really mean it? Do you mean that you, the one, the only, the incomparable Adam Reynolds, has deigned to recognize me as a human being? My life is changed forever.” Mr. Reynolds’s expression goes completely blank. “Why is she being sarcastic, Blake?” “Why is he talking to you like I’m not here, Blake?” Mr. Reynolds turns to me. “Fine. Why are you being sarcastic?” “You don’t get to test me,” I tell him. “You’re not my teacher. You don’t get to act like you’re the only one with a choice, and I have to be grateful if you accept me. I don’t have any illusions about me and Blake. Fitting our lives together is like trying to finish a thousand-piece puzzle with Lego bricks. But you know what? Bullshit like this is what’s going to break us up. You had a test, too. You could have treated me like a human being. You failed.” Blake reaches out and twines his fingers with mine.

At the age of five, she was forced to flee an area of the world that is now Pakistan. It was during the time of the bloody Indian subcontinent partition. Along with her family, my mother joined one of the largest human migrations in history. After arriving in India, she lived as a refugee for the next several years, struggling to survive. People in those refugee camps didn’t have the luxury of hopes, dreams, and aspirations. Yet her mother (my grandmother), Gopibai Hingorani, a woman who had completed only the fourth grade, told her she was going to make sure her daughter received something that no one could ever take away from her: an education. It still gives me shivers to imagine a young girl trapped in a camp being told she would one day become someone who mattered. By keeping her promise, my grandmother initially gave my mother her sense of purpose. My mom completed engineering college in India and made history as the first female engineer there. It was just the beginning of her life in a male-dominated space. After reading a biography of Henry Ford, she dreamed of working for the company that he’d built. Again, my grandparents came through. They took their savings of a lifetime to send my mom to the United States in 1965. At age twenty-four, she became the first woman hired as an engineer at Ford Motor Company. My parents are now retired in Florida, but they stay active, playing a lot of bridge, singing karaoke, and traveling. My mother spends a lot of time with her five granddaughters, teaching them the value of a life lived with purpose.

The circle between Madison Avenue and Wall Street was complete; they were inexorably linked, in a relationship developed in ten short years, during which the ad men had created an ambience invaluable to the continuing popularity of stock speculation. The limitless, desirable, and expensive goods coming onto the market—often products of companies quoted on the Stock Exchange—could only be sold by determined advertising campaigns. If those campaigns failed, the market would slump. To maintain his place in consumer society, a man was told he needed a car, radio, icebox, and refrigerator; his wife required a washing machine, automatic furnace, and one of the modish pastel-hued toilets. To complete their domestic bliss they would have the latest in bathrooms: a shrine of stunning magnificence, containing, among other items, “a dental lavatory of vitreous china, twice fired.” To buy it would cost the average American six months’ salary. But paying was no problem; there were the installment plans. It was also part of the advertising philosophy that it was no longer enough to buy a car, radio, or refrigerator. People must have the latest model—junking the old one, even though it was still useful. Failure to do so would cause factories to close from the Atlantic to the Pacific, ending what some newspapers called “the golden era.” To protect it, they told their readers, was the patriotic duty of every American; one way to express that was, “to buy until it hurts.

I was really suffering from my resolutions much more than from my [vices]. I ought to try and cure myself without making any resolutions. According to him my personality in the course of years had become divided in two, one of which gave orders while the other was only a slave which, directly when the supervision was relaxed, disobeyed the master’s orders out of sheer love of liberty. So what I ought to do was to give it absolute freedom and at the same time look my vice in the face as if it was something new and I were meeting it for the first time. I must not fight it, I must forget it, and treat it with complete indifference, turning my back on it as if it were not worthy to keep me company.

The answer lies partially in the hierarchy from values to tactics: Core Values and Beliefs: Change seldom, if ever. Purpose: Should last for 100 years. Mission: Changes whenever one mission is completed and a new one needs to be set (usually every ten to twenty-five years). Strategy: Revised annually, then totally recast with each new mission. Tactics: In constant flux, to adjust to changing conditions.