Consulting Company Quotes

I have noticed that doctors who fail in the practice of medicine have a tendency to seek one another's company and aid in consultation.

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.

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.

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

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

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.

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

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

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

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

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

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.

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.

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?

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.

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

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

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

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.

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

[...] we are on the payrolls of two dozen different companies as consultants, but we do absolutely nothing for our paychecks, just like normal consultants.

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

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

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.

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.

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

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

Companies pay amazing amounts of money to get answers from consultants with overdeveloped confidence in their own intuition,’ he

Companies preach creativity, hire for conformity and call consultants when they fail who tell them to be more creative.

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.

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

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.

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.

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

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.

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

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

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

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.

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

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

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.

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.

Marx wrote about finance and industry all his life but he only knew two people connected with financial and industrial processes. One was his uncle in Holland, Lion Philips, a successful businessman who created what eventually became the vast Philips Electric Company. Uncle Philips' views on the whole capitalist process would have been well-informed and interesting, had Marx troubled to explore them. But he only once consulted him, on a technical matter of high finance, and though he visited Philips four times, these concerned purely personal mattes of family money. The other knowledgeable man was Engels himself. But Marx declined Engel's invitation to accompany him on a visit to a cotton mill, and so far as we know Marx never set foot in a mill, factory, mine or other industrial workplace in the whole of his life.

Crisis management involves anticipating potential crises, developing response plans, and establishing clear communication channels to effectively address stakeholder concerns and mitigate reputational damage.

McKinsey partners tend to be designers of ditches, not diggers of ditches. When it comes to executing their lofty theories, well, consultants lean toward leaving those messy realities to the companies themselves.

And yet the most jarring part of the grassroots anti-extraction uprising has been the rude realization that most communities do appear to lack this power; that outside forces—a far-off central government, working hand-in-glove with transnational companies—are simply imposing enormous health and safety risks on residents, even when that means overturning local laws. Fracking, tar sands pipelines, coal trains, and export terminals are being proposed in many parts of the world where a clear majority of the population has made its opposition unmistakable, at the ballot box, through official consultation processes, and in the streets.

Arbogast had then assembled a dream team of creative consultants and contractors to help make his bold claim a reality, luring some of the videogame industry’s brightest stars away from their own companies and projects, with the sole promise of collaborating on his groundbreaking new MMOs. That was how gaming legends like Chris Roberts, Richard Garriott, Hidetaka Miyazaki, Gabe Newell, and Shigeru Miyamoto had all wound up as consultants on both Terra Firma and Armada—along with several big Hollywood filmmakers, including James Cameron, who had contributed to the EDA’s realistic ship and mech designs, and Peter Jackson, whose Weta Workshop had rendered all of the in-game cinematics.

Maximilien,' the count said, 'the friends whom we have lost do not rest in the earth, they are buried in our hearts, and that is how God wanted it, so that we should always be in their company. I have two friends who are always with me, in that way: one is the man who gave me life, the other is the one who gave me understanding. The spirit of both lives in me. I consult them when I am in doubt and, if I have done any good, I owe it to their advice. Look into your heart, Morrel, and ask it if you should continue to show me that sorry face.

One former McKinsey consultant wrote anonymously, ¨To those convinced that a secretive cabal controls the world, the usual suspect are Illuminati, Lizard People, or ´globalists.' They are wrong, naturally. There is no secret society shaping every major decision and determining the direction of human history. There is, however, McKinsey & Company.

Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.

Providing the ultimate solution to work/life balance: not escaping from work but living the way you want to at work.

The heart of a company’s performance is hardwired to the hearts of its managers.

The high quality of a company’s customer experience rarely has anything to do with the high price of their product.

To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.

Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.

Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.

Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.

Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.

Emotional commitment is a personal choice. Managers understand this even if their companies don’t.

A manager’s emotional commitment is worth more than their financial, intellectual and physical commitment combined.

What managers want most from companies they stop themselves from getting. What companies want most from managers they stop them from giving.

What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from getting.

Indifference to growth is heresy among Western capitalists. Yet no-growth business makes up a large part of the economy already. No one expects their local family-run restaurant to endlessly enlarge. That same model is common among the longest-lived businesses, said Tetsuya O'Hara, a product innovation consultant who has worked with Gap Inc. and Patagonia....Japan is a hotbed for them (long lived-businesses) with nearly thirty-five thousand companies that are more than a century old, and dozens that have endured for more than five hundred years.

According to one recent study [...] the [climate change] denial-espousing think tanks and other advocacy groups making up what sociologist Robert Brulle calls the “climate change counter-movement” are collectively pulling in more than $ 900 million per year for their work on a variety of right-wing causes, most of it in the form of “dark money”— funds from conservative foundations that cannot be fully traced. This points to the limits of theories like cultural cognition that focus exclusively on individual psychology. The deniers are doing more than protecting their personal worldviews - they are protecting powerful political and economic interests that have gained tremendously from the way Heartland and others have clouded the climate debate. The ties between the deniers and those interests are well known and well documented. Heartland has received more than $ 1 million from ExxonMobil together with foundations linked to the Koch brothers and the late conservative funder Richard Mellon Scaife. Just how much money the think tank receives from companies, foundations, and individuals linked to the fossil fuel industry remains unclear because Heartland does not publish the names of its donors, claiming the information would distract from the “merits of our positions.” Indeed, leaked internal documents revealed that one of Heartland’s largest donors is anonymous - a shadowy individual who has given more than $ 8.6 million specifically to support the think tank’s attacks on climate science. Meanwhile, scientists who present at Heartland climate conferences are almost all so steeped in fossil fuel dollars that you can practically smell the fumes. To cite just two examples, the Cato Institute’s Patrick Michaels, who gave the 2011 conference keynote, once told CNN that 40 percent of his consulting company’s income comes from oil companies (Cato itself has received funding from ExxonMobil and Koch family foundations). A Greenpeace investigation into another conference speaker, astrophysicist Willie Soon, found that between 2002 and 2010, 100 percent of his new research grants had come from fossil fuel interests.

Before he came back three doctors came into the room. I have noticed that doctors who fail in the practice of medicine have a tendency to seek one another’s company and aid in consultation. A doctor who cannot take out your appendix properly will recommend to you a doctor who will be unable to remove your tonsils with success. These were three such doctors

In 2011, Mark Brooks, a consultant to online-dating companies, published the results of an industry survey titled “How Has Internet Dating Changed Society?” The survey responses, from 39 executives, produced the following conclusions: “Internet dating has made people more disposable.” “Internet dating may be partly responsible for a rise in the divorce rates.” “Low quality, unhappy and unsatisfying marriages are being destroyed as people drift to Internet dating sites.” “The market is hugely more efficient … People expect to—and this will be increasingly the case over time—access people anywhere, anytime, based on complex search requests … Such a feeling of access affects our pursuit of love … the whole world (versus, say, the city we live in) will, increasingly, feel like the market for our partner(s). Our pickiness will probably increase.” “Above all, Internet dating has helped people of all ages realize that there’s no need to settle for a mediocre relationship.” From "A Million First Dates How online romance is threatening monogamy" in January/February 2013

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?

In four months Miranda will be back in Toronto, divorced at twenty-seven, working on a commerce degree, spending her alimony on expensive clothing and consultations with stylists because she’s come to understand that clothes are armor; she will call Leon Prevant to ask about employment and a week later she’ll be back at Neptune Logistics, in a more interesting job now, working under Leon in Client Relations, rising rapidly through the company until she comes to a point after four or five years when she travels almost constantly between a dozen countries and lives mostly out of a carry-on suitcase, a time when she lives a life that feels like freedom and sleeps with her downstairs neighbor occasionally but refuses to date anyone, whispers “I repent nothing” into the mirrors of a hundred hotel rooms from London to Singapore and in the morning puts on the clothes that make her invincible, a life where the moments of emptiness and disappointment are minimal, where by her midthirties she feels competent and at last more or less at ease in the world, studying foreign languages in first-class lounges and traveling in comfortable seats across oceans, meeting with clients and living her job, breathing her job, until she isn’t sure where she stops and her job begins, almost always loves her life but is often lonely, draws the stories of Station Eleven in hotel rooms at night.

What have they fixed?” asked former McKinsey consultant Michael Lanning. “What have they changed? Did they take any voice in the way banking has evolved in the past thirty years? They did study after study at GM, and that place needed the most radical kind of change you can imagine. The place was dead, and it was just going to take a long time for the body to die unless they changed how they operated. McKinsey was in there with huge teams, charging huge fees, for several decades. And look where GM came out.”13 In the end, all the GM work did was provide a revenue stream to enrich a group of McKinsey partners, especially those working with the automaker. The last time McKinsey was influential at Apple Computer was when John Sculley was there, and that’s because he’d had a brand-marketing heritage from Pepsi. And Sculley was a disaster. Did McKinsey do anything to help the great companies of today become what they are? Amazon, Microsoft, Google? In short, no.

The fact that the information platform requires an extension of sensors means that it is countering the tendency towards a lean platform. These are not asset-less companies – far from it; they spend billions of dollars to purchase fixed capital and take other companies over. Importantly, ‘once we understand this [tendency], it becomes clear that demanding privacy from surveillance capitalists or lobbying for an end to commercial surveillance on the Internet is like asking Henry Ford to make each Model T by hand’.15 Calls for privacy miss how the suppression of privacy is at the heart of this business model. This tendency involves constantly pressing against the limits of what is socially and legally acceptable in terms of data collection. For the most part, the strategy has been to collect data, then apologise and roll back programs if there is an uproar, rather than consulting with users beforehand.16 This is why we will continue to see frequent uproars over the collection of data by these companies.

She’d just come back when Marvel tapped the computer screen and said, “See, what happened was, this guy, Representative Diller, got the licensing fees on semi-trailers reduced by about half, so they’d supposedly be in line with what they were in the surrounding states. He said he wanted to do that so the trucking companies wouldn’t move out of Minnesota. But what you see over here is a bunch of 1099 forms that were sent by trucking companies to Sisseton High-Line Consulting, LLC, of Sisseton, South Dakota. Over here is the South Dakota LLC form and we find out that a Cheryl Diller is the president of Sisseton High-Line Consulting. And we see that she got, mmm, fifty-five thousand dollars for consulting work that year, from trucking companies.” “So if these two Dillers are related . . .” Lucas began. “I promise you, they are,” Marvel said. Kidd said, “Marvel’s a state senator. In Arkansas.” Marvel added, “This shit goes on all the time. On everything you can think of, and probably a lot you can’t think of.

When it comes to government as it is – and all that government ever could be – we are never really talking about two sides of the table. You get a letter in the mail informing you that your property taxes are going to increase 5% – there is no negotiation; no one offers you an alternative; your opinion is not consulted beforehand, and your approval is not required afterwards, because if you do not pay the increased tax, you will, after a fairly lengthy sequence of letters and phone calls, end up without a house. It is certainly true that your local cable company may also send you a notice that they’re going to increase their charges by 5%, but that is still a negotiation! You can switch to satellite, or give up on cable and rent DVDs of movies or television shows, or reduce some of the extra features that you have, or just decide to get rid of your television and read and talk instead. None of these options are available with the government – with the government, you either pay them, give up your house, go to jail, or move to some other country, where the exact same process will start all over again.

PATRICK HENRY HIGH SCHOOL  Department of Social Studies   SPECIAL NOTICE to all students Course 410    (elective senior seminar) Advanced Survival, instr. Dr. Matson, 1712-A MWF   1. There will be no class Friday the 14th. 2. Twenty-Four Hour Notice is hereby given of final examination in Solo Survival. Students will present themselves for physical check at 0900 Saturday in the dispensary of Templeton Gate and will start passing through the gate at 1000, using three-minute intervals by lot. 3. TEST CONDITIONS: a) ANY planet, ANY climate, ANY terrain; b) NO rules, ALL weapons, ANY equipment; c) TEAMING IS PERMITTED but teams will not be allowed to pass through the gate in company; d) TEST DURATION is not less than forty-eight hours, not more than ten days. 4. Dr. Matson will be available for advice and consultation until 1700 Friday. 5. Test may be postponed only on recommendation of examining physician, but any student may withdraw from the course without administrative penalty up until 1000 Saturday. 6. Good luck and long life to you all!   (s) B. P. Matson, Sc.D.    Approved: J. R. Roerich, for the Board

I spoke off the record to a database consultant who was working with a company in Italy. They had a lot of clients, and their database would generate a client ID for each one by using something like the current year, the first letter of the client company name and then an index number to make sure each ID was unique. For some reason their database was losing companies whose names started with the letter E. It was because they were using Excel and it was converting those client IDs to be a scientific notation number, which was no longer recognized as an ID.

Fitza estimates than in addition to these uncontrollable elements, about 70 percent of a company’s performance, for which the CEO normally gets credit and blame, is a matter of pure random chance. When a corporation sets out to find a new chief executive, it often hires headhunters and consulting firms, spending months of work and millions of dollars to pick just the right candidate. Fitza’s research suggests that they might as well have identified a pool of applicants with the general qualifications required for the job, and then just pulled names out of a hat.

Declan Lynch was a liar. He'd been a liar his entire life. Lies came to him fluidly, easily, instinctively. What does your father do for a living? He sells high-end sports cars in the summer, life insurance in the winter. He's an anesthesiologist. He does financial consulting for divorcees. He does advertising work for international companies in English-speaking markets. He's in the FBI. Where did he meet your mother? They were on yearbook together in high school. They were set up by friends. She took his picture at the county fair, said she wanted to keep his smile forever. Why can't Ronan come to a sleepover? He sleepwalks. Once he walked out to the road and my father had to convince a trucker who'd stopped before hitting him he was really his son. How did your mother die? Brain bleed. Rare. Genetic. Passes from mother to daughter, which is the only good thing, 'cause she only had sons. How are you doing? Fine. Good. Great. At a certain point, the truth felt worse. Truth was a closed-casket funeral attended by its estranged living relatives, Lies, Safety, Secrets. He lied to everyone. He lied to his lovers, his friends, his brothers. Well. More often he simply didn't tell his brothers the truth.

these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential.

Mr. Lawrence drank from his beer. Do you know how I figure out what to do? I look under rocks for slime. I lick the slime with my own tongue. I see the problem for what it is, not what a consultant's methodology says it should be. I find people who are working on something that no one told them to work on, who solve a problem because they can't let it stay unsolved, who don't eat or bathe because it takes too much time. I find the ones selling their ideas to customers without going through the marketing department first. I've gotten good at picking molds off cheeses and turning them into penicillin. People used to wonder where my ideas came from. It was simple: I looked for slimy rocks and moldy cheese, and I watched the bank account like a hawk. It worked well for this company for a long time.

Well, she would marry a man who didn't need or want her fortune. Mr. Pinter didn't fall into that category. And given how blank his expression became as his gaze met hers, she'd been right to be skeptical. he would never be interested in her in that way. He confirmed it by saying, with his usual formality, "I doubt any man would consider your ladyship unacceptable as a wife." Oh, when he turned all hoity-toity, she could just murder him. "Then we agree that the gentlemen in question would find me satisfactory," she said, matching his cold tone. "So I don't see why you assume they'd be unfaithful." "Some men are unfaithful no matter how beautiful their wives are," Mr. Pinter growled. He thought her beautiful? There she went again, reading too much into his words. He was only making a point. "But you have no reason to believe that these gentleman would be. Unless there's some dark secret you already know about them that I do not?" Glancing away, he muttered a curse under his breath. "No." "Then here's your chance to find out the truth about their characters. Because I prefer facts to opinions. And I was under the impression that you do, too." Take that, Mr. Pinter! Hoist by your own petard. The man always insisted on sticking to the facts. And he was well aware that she'd caught him out, for he scowled, then crossed his arms over his chest. His rather impressive chest, from what she could tell beneath his black coat and plain buff waistcoat. "I can't believe I'm the only person who would object to these gentlemen," he said. "What about your grandmother? Have you consulted her?" She lifted her eyes heavenward. He was being surprisingly resistant to her plans. "I don't need to. Every time one of them asks to dance with me, she beams. She's forever urging me to smile at them or attempt flirtation. And if they so much as press my hand or take my for a stroll, she quizzes me with great glee on what was said and done." "She's been letting you go out on private strolls with these scoundrels?" Mr. Pinter said in sheer outrage. "They aren't scoundrels." "I swear to God, you're a lamb among the wolves," he muttered. That image of her, so unlike how she saw herself, made her laugh. "I've spent half my life in the company of my brothers. Every time Gabe went to shoot, I went with him. At every house party that involved his friends, I was urged to show off my abilities with a rifle. I think I know how to handle a man, Mr. Pinter." His glittering gaze bored into her. "There's a vast difference between gamboling about in your brother's company with a group of his friends and letting a rakehell like Devonmont or a devilish foreigner like Basto stroll alone with you down some dark garden path." A blush heated her cheeks. "I didn't mean strolls of that sort, sir. I meant daytime walks about our gardens and such, with servants in plain view. All perfectly innocent." He snorted. "I doubt it will stay that way." "Oh, for heaven's sake, why are you being so stubborn? You know I must marry. Why do you even care whom I choose?" "I don't care," he protested. "I'm merely thinking of how much of my time will be wasted investigating suitors I already know are unacceptable." She let out an exasperated breath. Of course. With him, it was always about money. Heaven forbid he should waste his time helping her.

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.

This is a small book about a very important subject. A lot has been written about trust: about what it is and what it can do for people, families, companies, communities and countries. As an executive coach and consultant I often find myself engaged by companies where good work is being sabotaged by interpersonal conflict, political infighting, paralysis, stagnation, apathy, or cynicism. I almost always trace these problems to a breakdown in trust. It not only kills good work, it also inevitably creates some degree of misery, annoyance, fear, anger, frustration, resentment, and resignation. By contrast, in successful companies where people are innovative, engage in productive conflict and debate about ideas, and have fun working together, I find strong trusting relationships. As a result, I’ve come to believe having the trust of those you work with is too important not to be intentional about building and maintaining it.

The slave trade was not controlled by any state or government. It was a purely economic enterprise, organised and financed by the free market according to the laws of supply and demand. Private slave-trading companies sold shares on the Amsterdam, London and Paris stock exchanges. Middle-class Europeans looking for a good investment bought these shares. Relying on this money, the companies bought ships, hired sailors and soldiers, purchased slaves in Africa, and transported them to America. There they sold the slaves to the plantation owners, using the proceeds to purchase plantation products such as sugar, cocoa, coffee, tobacco, cotton and rum. They returned to Europe, sold the sugar and cotton for a good price, and then sailed to Africa to begin another round. The shareholders were very pleased with this arrangement. Throughout the eighteenth century the yield on slave-trade investments was about 6 per cent a year – they were extremely profitable, as any modern consultant would be quick to admit.

When I started my marketing company, I fell into the same trap most entrepreneurs do in the early stages of their business. Desperate for sales I created page after page on my website, offering everything and anything from logo design and email marketing to Google AdWords and SEO. It was only when I stripped all of this noise away and focused almost exclusively on Google AdWords and PPC marketing that things started to happen for me. It was easier to rank my website on Google because the whole website was optimised around specific niche keywords. It was easier to close customers, because they wanted professional PPC services and I could demonstrate with little effort that I was a PPC specialist. In most cases I didn't even need to demonstrate this point because 5 seconds spent on my website would tell the client that my whole business was Google AdWords PPC. By making it look like the only thing I specialised in was PPC consultancy, I cornered the market in every channel my services were advertised.   But

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.

We’ve lost our way” is how another manifesto author, Andrew Hunt, put it in a 2015 essay titled “The Failure of Agile.” Hunt tells me the word agile has become “meaningless at best,” having been hijacked by “scads of vocal agile zealots” who had no idea what they were talking about. Agile has split into various camps and methodologies, with names like Large-Scale Scrum (LeSS) and Disciplined Agile Delivery (DAD). The worst flavor, Hunt tells me, is Scaled Agile Framework, or SAFe, which he and some other original manifesto authors jokingly call Shitty Agile for Enterprise. “It’s a disaster,” Hunt tells me. “I have a few consultant friends who are making big bucks cleaning up failed SAFe implementations.” SAFe is the hellspawn brainchild of a company called Scaled Agile Inc., a bunch of mad scientists whose approach consists of a nightmare world of rules and charts and configurations. SAFe itself comes in multiple configurations, which you can find on the Scaled Agile website. Each one is an abomination of corporate complexity and Rube Goldberg-esque interdependencies.

SINCE the financial crisis, it has become commonplace to argue that banks should be run as utilities, not casinos. At least in terms of their financial performance, that seems to be happening. In 2006, the eight American banks that regulators have since labelled “globally systemically important” generated casino-like profits, with returns on equity of 30% on average, according to Oliver Wyman, a consultancy. They are currently managing less than 11%, and there is worse to come: the Federal Reserve recently announced plans to oblige them to raise extra capital. By one calculation that would reduce their return on equity to little over 8%, other things being equal—a lower return than America’s water companies make. And other things are unlikely to be equal. American regulators continue to biff big banks with blistering fines. Then there is the requirement that banks produce “living wills”, explaining how they could be wound down if disaster strikes: the regulators have rejected every single “will” they have received so far as too flimsy. Making banks easier to close down will probably leave them even less profitable.

The most widely cited figure for the number of women suffering from Female Sexual Dysfunction comes from 1999: according to this, some 43 per cent of all women have a medical problem around their sex drive.27 This survey was published in the Journal of the American Medical Association (JAMA), one of the most influential journals in the world. It looked at questionnaire data asking about things like lack of desire for sex, poor lubrication, anxiety over sexual performance, and so on. If you answered ‘yes’ to any one of these questions, you were labelled as having Female Sexual Dysfunction. For the avoidance of any doubt about the influence of this paper, it has – as of a sunny evening in March 2012 – been cited 1,691 times. That is a spectacular number of citations. At the time, no financial interest was declared by the study’s authors. Six months later, after criticism in the New York Times, two of the three authors declared consulting and advisory work for Pfizer.28 The company was gearing up to launch Viagra for the female market at this time, and had lots to gain from more women being labelled as having a medical sexual problem.

It's possible to see how much the brand culture rubs off on even the most sceptical employee. Joanne Ciulla sums up the dangers of these management practices: 'First, scientific management sought to capture the body, then human relations sought to capture the heart, now consultants want tap into the soul... what they offer is therapy and spirituality lite... [which] makes you feel good, but does not address problems of power, conflict and autonomy.'¹0 The greatest success of the employer brand' concept has been to mask the declining power of workers, for whom pay inequality has increased, job security evaporated and pensions are increasingly precarious. Yet employees, seduced by a culture of approachable, friendly managers, told me they didn't need a union - they could always go and talk to their boss. At the same time, workers are encouraged to channel more of their lives through work - not just their time and energy during working hours, but their social life and their volunteering and fundraising. Work is taking on the roles once played by other institutions in our lives, and the potential for abuse is clear. A company designs ever more exacting performance targets, with the tantalising carrot of accolades and pay increases to manipulate ever more feverish commitment. The core workforce finds itself hooked into a self-reinforcing cycle of emotional dependency: the increasing demands of their jobs deprive them of the possibility of developing the relationships and interests which would enable them to break their dependency. The greater the dependency, the greater the fear of going cold turkey - through losing the job or even changing the lifestyle. 'Of all the institutions in society, why let one of the more precarious ones supply our social, spiritual and psychological needs? It doesn't make sense to put such a large portion of our lives into the unsteady hands of employers,' concludes Ciulla. Life is work, work is life for the willing slaves who hand over such large chunks of themselves to their employer in return for the paycheque. The price is heavy in the loss of privacy, the loss of autonomy over the innermost workings of one's emotions, and the compromising of authenticity. The logical conclusion, unless challenged, is capitalism at its most inhuman - the commodification of human beings.

You may find this hard to believe, Mr. Pinter," she went on defensively, "but some men enjoy my company. They consider me easy to talk to." A ghost of a smile touched his handsome face. "You're right. I do find that hard to believe." Arrogant wretch. "All the same, there are three men who might consider marrying me, and I could use your help in securing them." She hated having to ask him for that, but he was necessary to her plan. She just needed one good offer of marriage, one impressive offer that would show Gran she was capable of gaining a decent husband. Gran didn't believe she could, or she wouldn't be holding to that blasted ultimatum. If Celia could prove her wrong, Gran might allow her to choose a husband in her own good time. And if that plan didn't work, Celia would at least have a man she could marry to fulfill Gran's terms. "So you've finally decided to meet Mrs. Plumtree's demands," he said, his expression unreadable. She wasn't about to let him in on her secret plan. Oliver might have employed him, but she was sure Mr. Pinter also spied for Gran. He would run right off and tell her. "It's not as if I have a choice." Bitterness crept into her tone. "In less than two months, if I remain unmarried, my siblings will be cut off. I can't do that to them, no matter how much I resent Gran's meddling." Something that looked oddly like sympathy flickered in his gaze. "Don't you want to marry?" "Of course I want to marry. Doesn't every woman?" "You've shown little interest in it before," he said skeptically. That's because men had shown little interest in her. Oh, Gab's friends loved to stand about with her at balls and discuss the latest developments in cartridges, but they rarely asked her to dance, and if they did, it was only to consult her on rifles. She'd tried flirting, but she was terrible at it. It seemed so...false. So did men's compliments, the few that there were. It was easier to laugh them off than to figure out which ones were genuine, easier to pretend to be one of the lads. She secretly wished she could find a man she could love, who would ignore the scandals attached to he family's name and indulge her hobby of target shooting. One who could shoot as well as she, since she could never respect a man who couldn't hit what he aimed at. I'll bet Mr. Pinter knows his way around a rifle.

Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.