Consulting Business Quotes

Our Investments should be consistent with our values.

The economy is always changing. So your business should always be changing. Managing a business includes adapting to change, evolving with change and sometimes pioneering those changes and evolutions.

Mayflower-Plymouth is a company, and it's an ecosystem. We are an Investment Holdings company that holds mostly small and medium sized businesses in our portfolio. And we also provide a variety of resources and business services such as consulting - in the interest of helping businesses to be better.

We all have a responsibility to be efficient stewards of resources.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

You can’t sell it outside if you can’t sell it inside.

As long as businesses have problems that need solutions, consultants will be valuable.

At Mayflower-Plymouth, we’re helping businesses and cities make significant improvements with our management consulting services. And for that, we’re making the world a better place. And we’re making a lot of money - many millions of dollars - by helping others and making their lives better.

People of age object too much, consult too long, adventure too little, repent too soon and seldom drive business home to it's conclusion, but content themselves with a mediocrity of success.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

In today's constantly evolving economy, business models cannot be static. The business model of each business must be consistently changing and evolving in order to stay relevant and to succeed.

Every business can benefit from good quality management consulting services. Consultants are able to gather, assemble and utilize data in unique ways. Consultants also have perspectives that are likely to be unique compared to the perspectives you find internal to your business.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

In the business world, there is no gray. Either you are black, or you are white-washed.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

The first step to solving any problem is to accept one’s own accountability for creating it.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

Effective consulting is about gathering and presenting actionable data, and helping businesses solve problems, implement solutions, and innovate.

In an economy where problems are prevalent, solutions are profitable commodities. And in an economy where solutions are profitable commodities and many consultants look to easy profit by productizing things; providing holistic solutions is a strategic advantage. And that's what we do at Mayflower-Plymouth. We provide holistic solutions.

We must learn to close doors. A business strategy is primarily a statement on what not to engage in. Adopt a life strategy similar to a corporate strategy: Write down what not to pursue in your life. In other words, make calculated decisions to disregard certain possibilities and when an option shows up, test it against your not-to-pursue list. It will not only keep you from trouble but also save you lots of thinking time. Think hard once and then just consult your list instead of having to make up your mind whenever a new door cracks open. Most doors are not worth entering, even when the handle seems to turn so effortlessly.

The affairs of life embrace a multitude of interests, and he who reasons in any one of them, without consulting the rest, is a visionary unsuited to control the business of the world.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

True leaders live their values everywhere, not just in the workplace.

...while extraordinary products and unique services still afford a competitive advantage, the one advantage that stands the test of time...is people.

As Consultants, we add immense value. With our insights, we are able to give quality guidance to companies, businesses, governments, organizations, municipalities, groups and individuals - and ultimately provide them with resources to help them make better choices. And with everyone making better choices, the world is a better place.

In business, its very important to do consistent market research. It's very important to understand your customers and potential customers. The more you understand them, the better you'll be able to add value to their lives, and the more they'll pay for that value. At Mayflower-Plymouth, we're here to help your business thrive in this way.

If your business is serious about becoming the best version of itself, consult with Mayflower-Plymouth. If the company or government you lead has major problems that need major solutions or major opportunities that inspire action, consult with Mayflower-Plymouth. We provide holistic solutions with our consulting services.

At Mayflower-Plymouth, we pride ourselves on providing holistic solutions. Businesses have problems, cities have problems, society has problems… and we have solutions to those problems. And me being a polymath and the founder of the company means that polymath spirit is embedded in the company’s nature. We like to solve all kinds of problems and present all kinds of solutions across various industries.

Profits are a standard, not a priority. The business should price its products and services maximally above its expenses. But the priority and main focus should always be adding value to the customers lives. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

Entire industries, including strategic consulting, are built on selling you frameworks for defining, tiering, and quantifying levels of uncertainty, but these calculated bets or residual risks tend to be modeled on assumptions that make them useless, or even dangerous.

Left untended, knowledge and skill, like all assets, depreciate in value—surprisingly quickly. —DAVID MAISTER, BUSINESS AUTHOR AND CONSULTANT

Look for the positive qualities in your client's negative behavior.

Fear never wrote a symphony or poem, negotiated a peace treaty, or cured a disease. Fear never pulled a family out of poverty or a country out of bigotry. Fear never saved a marriage or a business. Courage did that. Faith did that. People who refused to consult or cower to their timidities did that. But fear itself? Fear herds us into a prison and slams the doors. Wouldn’t it be great to walk out?

Hiring a management consulting company is an investment into the success of your business. Even if your business is the best, it can be better. And good consultants help businesses to be better.

The customers should be happy, but the business should not accept mediocre profits just to make the customers happy. The relationship between business and customer should be reciprocal. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

If you consulted your business experiences instead of your ugly individualistic philosophy, you would know that believing in himself is one of the commonest signs of a rotter.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

The world’s consultants spend their time advising on restructuring, optimizing processes and inventories, finding every possible source of cost savings and cost synergies. At the same time, the greatest cost of all is ignored: the cost of assumptions. The cost of relying on assumptions is going through the roof.

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

Traditional consultants see themselves as advisors. But at Mayflower-Plymouth we see ourselves as teachers, and the subject we teach is business. We're not here to just give advice - anyone can do that. We're here to teach business leaders how to ensure that their business thrives.

With managing a business, you need to Invest in good software and or good data mining systems. Run your numbers routinely. Take a look at your revenues - when is the money typically coming in, from where, can you identify any patterns in your revenues? Then take a look at your expenses - analyze the numbers and identify patterns. Why? Because Identifying patterns and extracting actionable items from your revenue and expense data will result in the clarity you need to make good business decisions.

The approach of old school consulting companies is to sell the transfer of knowledge. They see themselves as selling information and selling advice. But at Mayflower-Plymouth we see ourselves more like a teacher in the global classroom - we teach businesses and business people how to thrive in business. We provide not just knowledge but also skills and competencies and depth of character and culture and values and habits.

Our approach to consulting is to be more like educators. For us, it's not only about selling the transfer of knowledge... It's also about teaching and equipping businesses to utilize resources and evolve into the better version of themselves so that they can add more value in the world. Our goal is to help businesses to be more capable of adding value.

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Values are the individual biases that allow you to decide which actions are true for you alone.

Values are deeply held personal beliefs that form your own priority code for living.

running a business without marketing will kill it

Margins matter in business. If a business has $1,000,000 dollars in revenues but $1.5 million in expenses, the business is heading for self destruction due to a liquidity problem. Meanwhile, if another business only has $100,000 in revenues and $50,000 in expenses, it’s doing better than the first business even though it has less revenues. And a business with $60,000 in revenues but only $2,000 in expenses technically has a greater margin than both of the other businesses. Revenues are very important, but the key is to both maximize revenues and minimize expenses so that you have the widest profit margin possible.

Research published in 2018 by Boston Consulting Group found that although on average female business owners receive less than half the level of investment their male counterparts get, they produce more than twice the revenue.9 For every dollar of funding, female-owned start-ups generate seventy-eight cents, compared to male-owned start-ups which generate thirty-one cents.

A manager’s emotional commitment is the ultimate trigger for their discretionary effort, worth more than financial, intellectual & physical commitment combined.

The myth of management is that your personal values are irrelevant or inappropriate at work.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

Learning new systems and processes is not mandatory...but neither is staying in business

One aspect of effectiveness is to simply not do things that don’t contribute to the goals of the business.

We all create an outward self with which to face the world, and some people come to believe that is what they truly are. So they people the world with doctors who are nothing outside of the consulting-room, and judges who are nothing when they are not in court, and business men who wither with boredom when they have to retire from business, and teachers who are forever teaching. That is why they are such poor specimens when they are caught without their masks on. They have lived chiefly through the Persona.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to have it.

Suppose you’re called on to navigate some particularly difficult life dilemma, your own, or that of a close confidant. You yearn to talk matters over with your mentor, spouse, or best friend. Yet, for whatever reason, you can’t get a hold of these valued others—perhaps they’re traveling, busy, or even deceased. Research shows that simply imagining having a conversation with them is as good as actually talking with them. So consult them in your mind. Ask them what advice they’d offer. In this way, a cherished parent or mentor, even if deceased, leaves you with an inner voice that guides you through challenging times. Your past moments of love and connection make you lastingly wiser.

Payton “Sin” Sinclair was an unapologetic people-watcher. As a sports consultant, working with some of the biggest and most recognizable athletes in sports and business, he had to be able to read the smallest nuances of others. That ability was just one of the unique attributes that set him apart from the competition and made him the go-to person when corporations wanted to align themselves with the top professional athletes in the country.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.

Try not to take this the wrong way, but your brain is smarter than you are.

You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.

There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.

The economy is in ruins! Bottom line? Good management will defeat a bad economy.

Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand.

Leadership creates performance in people because it impacts willingness; it’s a matter of modeling, inspiring, and reinforcing.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

When you don’t know what true for you, everyone else has unusual influence.

Let’s get right on top of the bottom line: You must live your personal values at work.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

This is your one and only precious life. Somebody’s going to decide how it’s going to be lived and that person had better be you.

Management controls performance in people because it impacts skills; it’s a matter of monitoring, analyzing and directing.

Companies should be the best possible place to practice fulfillment, to live out values and to realize deep connectivity and purpose.

When you’re not on your own agenda, you’re prey to the agenda of others.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

I often hear skeptics say that, if psychic behavior was real, the psychics would be playing the stock markets or the ponies. In my experience, many of them do. There is, in fact, a kind of secret level of activity in which psychics consult to major corporations and businesses. People seem embarrassed to admit this activity but it takes place, just as you'd expect it to.

Starkly in an instant she saw herself as she really was-alone in a wood standing among blue shadows with no sounds and the air a sort of black ice. She had no coat. All the people she’d known had forgotten her. Her mother, biting off thread between her teeth, couldn’t hear her, and her father with his eyes turned sorrowfully inward did not see her. They never had. Those she loved did not need her. Lila and Carl danced together in a bubble. Ralph Eastman picked lint from his sleeve. Buddy tucked in his shirttails, jumped in a truck and drove away. Fiona Speed showed the back of her hat, heading downtown in a cab. They all had more important concerns, they were all in their own lives, and there was no room for her. At night their doors were shut and through lit windows she could see them consulting one another, checking the baby, looking after business, licking envelopes, turning back the bedcover, shutting off the light switch, while she was left stranded out in the chill night in the true human state, lost, in the dark, alone.

During the 1992 election I concluded as early as my first visit to New Hampshire that Bill Clinton was hateful in his behavior to women, pathological as a liar, and deeply suspect when it came to money in politics. I have never had to take any of that back, whereas if you look up what most of my profession was then writing about the beefy, unscrupulous 'New Democrat,' you will be astonished at the quantity of sheer saccharine and drool. Anyway, I kept on about it even after most Republicans had consulted the opinion polls and decided it was a losing proposition, and if you look up the transcript of the eventual Senate trial of the president—only the second impeachment hearing in American history—you will see that the last order of business is a request (voted down) by the Senate majority leader to call Carol and me as witnesses. So I can dare to say that at least I saw it through.

This sounds easy, but it’s difficult to do. All of us come into this business with the hope of recruiting some great people. It’s hard to disconnect from those expectations. But you need to remember, we’re not hunters. We’re not sharks. Our job is to educate people and help them understand what we have to offer. We act as consultants offering suggestions on how people can live a better life.

This should not come as a surprise: overly optimistic forecasts of the outcome of projects are found everywhere. Amos and I coined the term planning fallacy to describe plans and forecasts that are unrealistically close to best-case scenarios could be improved by consulting the statistics of similar cases Examples of the planning fallacy abound in the experiences of individuals, governments, and businesses.

If marketing is taking up 1/3 of your revenues or more, something is wrong. Yes you’ve gotta get the word out about your products and services, especially if you’re in a saturated market. But your products and services should attract customers like pollen attracts honeybees. The value of what your business offers should be a magnet to customers. You shouldn’t be chasing after customers begging them to do business with you.

Mom sez I like talk radio, teaching, and consulting 'cuz they ensure captive audiences. True or not (let Freudians decide), I'm driven by a "four eyed" mission to inform, instruct, intrigue, and inspire. Moreover, I like interactivity: If you're listening, I'm listening. Talk with me!

Too many consultants fall in love with their own methodology. Success in this business comes from marketing, not from the depth of consulting expertise. I know that this is heresy to many of you, but all the nonrainmaking consulting gurus are working for somebody else and merely earning a paycheck.

You have to free your brain to roam to places that are a little impractical, and innovation consultants have come up with some great ways to encourage that. One of my favorites comes from Legrand, who tells people in group brainstorming sessions to try to come up with the WORST possible ideas that they can think of. ... Once you have a list of really, really bad suggestions - and coming up with them does force your brain to work in a different way - you try to flip them over into the positive.

NOBODY knows better than you what's right for you. NOBODY. Let me say what I really mean: NOBODY. Advice? Get some. Oracles? Consult them. Friends? Worship them. Actual gurus? Honour them. Final say? YOU. All you. No matter what. No matter how psychic that psychic is, or how rich the business consultant is, or how magical the healer, or bendy the yoga instructor. All that experts offer you is data for you to take into consideration. YOU are the centrifugal force that must filter, interpret, and give meaning to that data.

The publisher said of somebody, 'That man will get on; he believes in himself.' [...] I said to him, 'Shall I tell you where the men are who believe most in themselves? For I can tell you. I know of men who believe in themselves more colossally than Napoleon or Caesar. I know where flames the fixed star of certainty and success. I can guide you to the thrones of Supermen. The men who really believe in themselves are all in lunatic asylums.' He said mildly that there were a good many men after all who believed in themselves and who were not in lunatic asylums. 'Yes, there are,' I retorted, 'and you of all men ought to know them. The drunken poet from whom you would not take a dreary tragedy, he believed in himself. That elderly minister with an epic from whom you were hiding in a back room, he believed in himself. If you consulted your business experiences instead of your ugly individualistic philosophy, you would know that believing in himself is one of the commonest signs of a rotter. Actors who can't act believe in themselves; and debtors who won't pay. It would be much truer to say that a man will certainly fail, because he believes in himself. Complete self confidence is not merely a sin; complete self-confidence is a weakness.

As Page puts it, “Good ideas are always crazy until they’re not.” It’s a principle he’s tried to apply at Google. When Page and Sergey Brin began wondering aloud about developing ways to search the text inside of books, all of the experts they consulted said it would be impossible to digitize every book. The Google cofounders decided to run the numbers and see if it was actually physically possible to scan the books in a reasonable amount of time. They concluded it was, and Google has since scanned millions of books. “I’ve learned that your intuition about things you don’t know that much about isn’t very good,” Page said. “The way Elon talks about this is that you always need to start with the first principles of a problem. What are the physics of it? How much time will it take? How much will it cost? How much cheaper can I make it? There’s this level of engineering and physics that you need to make judgments about what’s possible and interesting. Elon is unusual in that he knows that, and he also knows business and organization and leadership and governmental issues.

This style of teaching reflects the business community,” one fifth-grade teacher in a Manhattan public school told me, “where people’s respect for others is based on their verbal abilities, not their originality or insight. You have to be someone who speaks well and calls attention to yourself. It’s an elitism based on something other than merit.” “Today the world of business works in groups, so now the kids do it in school,” a third-grade teacher in Decatur, Georgia, explained. “Cooperative learning enables skills in working as teams—skills that are in dire demand in the workplace,” writes the educational consultant Bruce Williams.

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

Cixi’s lack of formal education was more than made up for by her intuitive intelligence, which she liked to use from her earliest years. In 1843, when she was seven, the empire had just finished its first war with the West, the Opium War, which had been started by Britain in reaction to Beijing clamping down on the illegal opium trade conducted by British merchants. China was defeated and had to pay a hefty indemnity. Desperate for funds, Emperor Daoguang (father of Cixi’s future husband) held back the traditional presents for his sons’ brides – gold necklaces with corals and pearls – and vetoed elaborate banquets for their weddings. New Year and birthday celebrations were scaled down, even cancelled, and minor royal concubines had to subsidise their reduced allowances by selling their embroidery on the market through eunuchs. The emperor himself even went on surprise raids of his concubines’ wardrobes, to check whether they were hiding extravagant clothes against his orders. As part of a determined drive to stamp out theft by officials, an investigation was conducted of the state coffer, which revealed that more “than nine million taels of silver had gone missing. Furious, the emperor ordered all the senior keepers and inspectors of the silver reserve for the previous forty-four years to pay fines to make up the loss – whether or not they were guilty. Cixi’s great-grandfather had served as one of the keepers and his share of the fine amounted to 43,200 taels – a colossal sum, next to which his official salary had been a pittance. As he had died a long time ago, his son, Cixi’s grandfather, was obliged to pay half the sum, even though he worked in the Ministry of Punishments and had nothing to do with the state coffer. After three years of futile struggle to raise money, he only managed to hand over 1,800 taels, and an edict signed by the emperor confined him to prison, only to be released if and when his son, Cixi’s father, delivered the balance. The life of the family was turned upside down. Cixi, then eleven years old, had to take in sewing jobs to earn extra money – which she would remember all her life and would later talk about to her ladies-in-waiting in the court. “As she was the eldest of two daughters and three sons, her father discussed the matter with her, and she rose to the occasion. Her ideas were carefully considered and practical: what possessions to sell, what valuables to pawn, whom to turn to for loans and how to approach them. Finally, the family raised 60 per cent of the sum, enough to get her grandfather out of prison. The young Cixi’s contribution to solving the crisis became a family legend, and her father paid her the ultimate compliment: ‘This daughter of mine is really more like a son!’ Treated like a son, Cixi was able to talk to her father about things that were normally closed areas for women. Inevitably their conversations touched on official business and state affairs, which helped form Cixi’s lifelong interest. Being consulted and having her views acted on, she acquired self-confidence and never accepted the com“common assumption that women’s brains were inferior to men’s. The crisis also helped shape her future method of rule. Having tasted the bitterness of arbitrary punishment, she would make an effort to be fair to her officials.

There is a major difference between theoretical knowledge and experiential knowledge. Academics think they know how the economy should work; successful business owners know how the economy does work. They have been there and done it. Our government should be turning to those who have experiential knowledge when it comes to solving our fiscal problems. They would realize that many of their current policies may sound good but don’t work in the real world and must be abandoned. They would spend less and live within their means. They would be promoting the creation of more entrepreneurs and business owners, instead of hiring more bureaucrats, consulting more academics, and enlisting more lawyers to harass and prosecute the true wealth creators of this nation.

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

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

But we may fairly say that they alone are engaged in the true duties of life who shall wish to have Zeno, Pythagoras, Democritus, and all the other high priests of liberal studies, and Aristotle and Theophrastus, as their most intimate friends every day. No one of these will be "not at home," no one of these will fail to have his visitor leave more happy and more devoted to himself than when he came, no one of these will allow anyone to leave him with empty hands; all mortals can meet with them by night or by day. No one of these will force you to die, but all will teach you how to die; no one of these will wear out your years, but each will add his own years to yours; conversations with no one of these will bring you peril, the friendship of none will endanger your life, the courting of none will tax your purse. From them you will take whatever you wish; it will be no fault of theirs if you do not draw the utmost that you can desire. What happiness, what a fair old age awaits him who has offered himself as a client to these! He will have friends from whom he may seek counsel on matters great and small, whom he may consult every day about himself, from whom he may hear truth without insult, praise without flattery, and after whose likeness he may fashion himself. We are wont to say that it was not in our power to choose the parents who fell to our lot, that they have been given to men by chance; yet we may be the sons of whomsoever we will. Households there are of noblest intellects; choose the one into which you wish to be adopted; you will inherit not merely their name, but even their property, which there will be no need to guard in a mean or niggardly spirit; the more persons you share it with, the greater it will become. These will open to you the path to immortality, and will raise you to a height from which no one is cast down. This is the only way of prolonging mortality—nay, of turning it into immortality. Honours, monuments, all that ambition has commanded by decrees or reared in works of stone, quickly sink to ruin; there is nothing that the lapse of time does not tear down and remove. But the works which philosophy has consecrated cannot be harmed; no age will destroy them, no age reduce them; the following and each succeeding age will but increase the reverence for them, since envy works upon what is close at hand, and things that are far off we are more free to admire. The life of the philosopher, therefore, has wide range, and he is not confined by the same bounds that shut others in. He alone is freed from the limitations of the human race; all ages serve him as if a god. Has some time passed by? This he embraces by recollection. Is time present? This he uses. Is it still to come? This he anticipates. He makes his life long by combining all times into one. But those who forget the past, neglect the present, and fear for the future have a life that is very brief and troubled; when they have reached the end of it, the poor wretches perceive too late that for such a long while they have been busied in doing nothing.