Contract Management Quotes

An author who gives a manager or publisher any rights in his work except those immediately and specifically required for its publication or performance is for business purposes an imbecile.

Spectacles, on that strong-featured face…and his hair mussed as if he had been tugging absently on the front locks. All that combined with a plenitude of muscles and masculine virility was astonishingly…erotic. “When did you start wearing those?” Daisy managed to ask. “About a year ago.” He smiled ruefully and removed the spectacles with one hand. “I need them to read. Too many late nights poring over contracts and reports.” “They…they are very becoming.” “Are they?” Continuing to smile, Swift shook his head, as if it had not occurred to him to wonder about his appearance.

In Venezuela Chavez has made the co-ops a top political priority, giving them first refusal on government contracts and offering them economic incentives to trade with one another. By 2006, there were roughly 100,000 co-operatives in the country, employing more than 700,000 workers. Many are pieces of state infrastructure – toll booths, highway maintenance, health clinics – handed over to the communities to run. It’s a reverse of the logic of government outsourcing – rather than auctioning off pieces of the state to large corporations and losing democratic control, the people who use the resources are given the power to manage them, creating, at least in theory, both jobs and more responsive public services. Chavez’s many critics have derided these initiatives as handouts and unfair subsidies, of course. Yet in an era when Halliburton treats the U.S. government as its personal ATM for six years, withdraws upward of $20 billion in Iraq contracts alone, refuses to hire local workers either on the Gulf coast or in Iraq, then expresses its gratitude to U.S. taxpayers by moving its corporate headquarters to Dubai (with all the attendant tax and legal benefits), Chavez’s direct subsidies to regular people look significantly less radical.

When I’d checked into the bathroom with Seymour’s diary under my arm, and had carefully secured the door behind me, I spotted a message almost immediately. It was not, however, in Seymour’s handwriting but, unmistakably, in my sister Boo Boo’s. With or without soap, her handwriting was always almost indecipherably minute, and she had easily managed to post the following message up on the mirror; 'Raise high the roof beam, carpenters. Like Ares comes the bridegroom, taller far than a tall man. Love, Irving Sappho, formerly under contract to Elysium Studios Ltd. Please be happy happy happy with your beautiful Muriel. This is an order. I outrank everybody on this block.

He's a pathetic fool, indeed. He was just some contracted worker for a no-name game developer, and his hobby was reading novels. His specialty is to run his cocky mouth off, and he has this habit of throwing his life away so that we can overcome any and all impossible situations hindering us. Someone like that managed to lead his companions this far. Regardless of what the incoming conclusion is, this world wouldn't have come this far without him around.

Y'know — Babylon once had two million people in it, and all we know about 'em is the names of the kings and some copies of wheat contracts . . . and contracts for the sale of slaves. Yet every night all those families sat down to supper, and the father came home from his work, and the smoke went up the chimney,— same as here. And even in Greece and Rome, all we know about the real life of the people is what we can piece together out of the joking poems and the comedies they wrote for the theatre back then. So I'm going to have a copy of this play put in the cornerstone and the people a thousand years from now'll know a few simple facts about us — more than the Treaty of Versailles and the Lind-bergh flight. See what I mean? So — people a thousand years from now — this is the way we were in the provinces north of New York at the beginning of the twentieth century. — This is the way we were: in our growing up and in our marrying and in our living and in our dying. Said by the Stage Manager

We’re creatures of habit when it comes to mobile contracts and the wires piping high-speed data into our homes. It’s a pain to deal with transfers, installations, and customer service interactions, so we shrug and keep paying a premium.

And under the contract, management couldn’t fire a Teamster unless they had certain grounds. They had none. Stealing was grounds only if they could prove it. Besides, I worked hard for them when I wasn’t stealing from them. But

When we dedicate ourselves to a plan and it isn’t going as we hoped, our first instinct isn’t usually to rethink it. Instead, we tend to double down and sink more resources in the plan. This pattern is called escalation of commitment. Evidence shows that entrepreneurs persist with failing strategies when they should pivot, NBA general managers and coaches keep investing in new contracts and more playing time for draft busts, and politicians continue sending soldiers to wars that didn’t need to be fought in the first place.

lawyers. An error at the hour of signing a big contract, or negotiating an acquisition, could easily cost you millions, or be the deciding factor between summers in Ibiza with your model girlfriend or taking a consolation-prize job as product manager at Oracle instead (look,

I told him I had, perhaps, different notions of matrimony from what the received custom had given us of it; that I thought a woman was a free agent as well as a man, and was born free, and, could she manage herself suitably, might enjoy that liberty to as much purpose as the men do; that the laws of matrimony were indeed otherwise, and mankind at this time acted quite upon other principles, and those such that a woman gave herself entirely away from herself, in marriage, and capitulated, only to be, at best, but an upper servant, and from the time she took the man she was no better or worse than the servant among the Israelites, who had his ears bored—that is, nailed to the door-post—who by that act gave himself up to be a servant during life; that the very nature of the marriage contract was, in short, nothing but giving up liberty, estate, authority, and everything to the man, and the woman was indeed a mere woman ever after—that is to say, a slave. Roxana: The Fortunate Mistress (1724)

He should have played baseball instead of being a quarterback since he’d managed to make it to third base

How hard is it to adjust to Earth life? Many incarnated adults only seem to be “grown up.” Inwardly they’re protesting humanity still; angels in human form who never manage to accept those harsh and dumbed-down vibrational frequencies, no matter how many years they breathe air and how strongly their human hearts beat. Understandably so. Every “normal” adjustment to human life could be considered a triumph, especially in the waning years of the Age of Faith. Even if nothing else were strange about human lifetimes in this era, growing into adulthood requires decades to learn how to run the body, gain a sense of self, manage money; then, depending upon the particulars of a Life Contract, additional challenges add to every lifetime intense potential for “education.

Japanese contracts were vague; they wouldn’t stand up in Canadian courts, for in Japan they didn’t have to. If an agreement wasn’t working out for both parties, company managers would just talk it over and settle any differences.

Over lunch he mentioned he’s been turning down modeling contracts, for sod’s sake. “It’s so embarrassing,” he said modestly. “I mean, what would Steinbeck have made of this?” I managed to smile, thinking how Modesty is Vanity’s craftier stepbrother.

My main working skill was Trade. The development tree for this skill featured at least thirteen different branches, including things like: Contracts, Clan Contracts, Direct Sales, Knowledge of Market, Management, Wholesale, Commission Contracts, and so on and so forth…

The federation isn’t callous. It recognizes the gravity of wiping out entire civilizations, entire species. It does so only when it has a high degree of certainty that the species in question is apt to reject any social contract that involves managed resource consumption.

Jobs’s successes came at a cost, since velvety diplomacy was still not part of his repertoire. When he decided that a division of Airborne Express wasn’t delivering spare parts quickly enough, he ordered an Apple manager to break the contract. When the manager protested that doing so could lead to a lawsuit, Jobs replied,

Perhaps managers still saw themselves in workers, people they considered their fellow Americans. I often picture it literally—three white men seated in a room, signing a contract: Walter Reuther of the United Automobile Workers; Charles Wilson, the General Motors chief executive; and President Dwight Eisenhower. Their handshakes seal the deal for a broad, white middle class. Then, in the mid-sixties, there’s a commotion at the door. Women and people of color are demanding a seat at the table, ready to join the contract for shared prosperity. But no longer able to see themselves reflected in the other signatories, the leaders of government and big business walk out, leaving workers on their own—and the Inequality Era was born.

Growing religious fundamentalism is directly linked to globalization and to privatization. The Indian government is talking about selling its entire power sector to foreign multinationals, but when the consequences of that become hard to manage, the government immediately starts saying, "Should we build the Ram temple in Ayodhya?" Everyone goes baying off in that direction. Meanwhile, contracts are signed. It's like a game. That's something we have to understand. It's like a pincer action. With one hand they're selling the country out to multinationals. With the other they're orchestrating this howling cultural nationalism. On the one hand you're saying that the world is a global village. On the other hand governments spend millions and millions patrolling their borders with nuclear weapons.

Her tone is flippant, but there’s a tension in her smile that makes me wonder. After all, I hid my own problem being a casual joke about Shakespeare. And her mother controls her music career and contracts as her manager. It reminds me that we’re all fighting here, even as we smile and study and behave like good little girls. Like Juliet. We’re all fighting to control our own destinies. Even if it ends in tragedy.

The only gold stars the CIA gives out are for death in the field, and then only to actual employees, not contracted assets. You get my appreciation.” She smiled. “You’ll get a gold star in a forgotten file when you die. It will have to wait for now, but I doubt it will wait for too long.” “With friends like you.” “All your friends fucked you over, Court. Face it, you are better off with a straight shooter like me managing you.

Some equestrians were involved in the potentially lucrative business of provincial taxation, thanks to another law of Gaius Gracchus. For it was he who first arranged that tax collecting in the new province of Asia should, like many other state responsibilities, be contracted out to private companies, often owned by equestrians. These contractors were known as publicani – ‘public service providers’ or ‘publicans’, as tax collectors are called in old translations of the New Testament, confusingly to modern readers. The system was simple, demanded little manpower on the part of the Roman state and provided a model for the tax arrangements in other provinces over the following decades (and was common in other early tax raising regimes). Periodic auctions of specific taxation rights in individual provinces took place at Rome. The company that bid the highest then collected the taxes, and anything it managed to rake in beyond the bid was its profit. To put it another way, the more the publicani could screw out of the provincials, the bigger their own take – and they were not liable to prosecution under Gaius’ compensation law. Romans had always made money out of their conquests and their empire, but increasingly there were explicitly, and even organised, commercial interests at stake.

The producer’s responsibilities include hiring and building teams; writing contracts; contributing to the game’s design; managing the team’s work schedule; balancing the game’s budget; resolving disputes between creative and programming leads; acting as the team representative to upper management and publishers; coordinating the creation of outside resources such as art, music, and cutscenes; and arranging testing and localization.

Once the managers consoldiate their position within an institution, their objective interests no longer fully correspond to the interests of the other groups involved – voters, owners, members, teachers, students or consumers. A decision on dividends, mergers, labor contracts, prices, curriculum, class size, scope of government operations, armament, strikes, etc. may serve the best interests of the manager without necessarily contributing to the well-being of the other groups.

I waited for years for my infatuation to blow over, managing it like a chronic illness. But suppression only sustains and intensifies passion instead of letting it peter out into domesticity, the way the narrow glass canyons of Manhattan Venturi the winds to a pitch that rips umbrellas inside out. Kati Jo used to say she wished Lauren and I could just fuck so I'd get it out of my system, but I never wanted anything as feasible as an affair. I never imagined that Lauren might leave her husband, or entertained shameful little daydreams about his death. The only scenario I could plausibly picture that would bring us together was not Lars's death but my own. I would contract some painless terminal illness that would entitle me to ask Lauren to sit at my bedside in my last months and read to me or bring me little sandwiches. I couldn't envision any realistic way of changing this world; what I wanted was to live in a different one. I was never really a reformer, but a utopian.

the market economy is based on cyclical consumption and it really doesn’t matter what is being produced, how it is being produced, or why. If demand or production slows, so too does the movement of money, and when this happens, the economy contracts, systemically reducing the standard of living for many. Ecologically, this means capitalism is structurally oblivious to humanity’s existence on a finite planet. The system wants to produce, not conserve. In fact, if you think about it, you will discover an interesting paradox to market logic: the fact that capitalism is a scarcity-based economic system that actually seeks infinite consumption. In other words, it favors a threshold of goods scarcity to secure competitive profits, theorized as a model to properly manage scarcity, optimizing resource use and distribution. Yet, at the same time, the system demands more and more human dissatisfaction and “want” in order to function and grow. It rewards consumption, with no inherent incentive to conserve anything.

The upper management team had informed me that an employee that worked for me was a poor performer and would be terminated soon. This employee was clearly displaying mental health issues that were causing problems in the workplace. When I followed the company procedures and reported this to human resources, their response was to inform me that my contract would not be renewed and I would be immediately fired if anyone complained about me. This was my introduction to how mental health issues are handled in the USA.

Originally, the word power meant able to be. In time, it was contracted to mean to be able. We suffer the difference. Iwas waiting for a plane when I overheard two businessmen. One was sharing the good news that he had been promoted, and the other, in congratulation, said, “More power to you.” I've heard this expression before, but for some reason, I heard it differently this time and thought, what a curious sentiment. As a good wish, the assumption is that power is the goal. Of course, it makes a huge difference if we are wishing others worldly power or inner power. By worldly power, I mean power over things, people, and situations—controlling power. By inner power, I mean power that comes from being a part of something larger—connective power. I can't be certain, but I'm fairly sure the wish here was for worldly power, for more control. This is commonplace and disturbing, as the wish for more always issues from a sense of lack. So the wish for more power really issues from a sense of powerlessness. It is painfully ironic that in the land of the free, we so often walk about with an unspoken and enervating lack of personal freedom. Yet the wish for more controlling power will not set us free, anymore than another drink will quench the emptiness of an alcoholic in the grip of his disease. It makes me think of a game we played when I was nine called King of the Hill, in which seven or eight of us found a mound of dirt, the higher the better, and the goal was to stand alone on top of the hill. Once there, everyone else tried to throw you off, installing themselves as King of the Hill. It strikes me now as a training ground for worldly power. Clearly, the worst position of all is being King of the Hill. You are completely alone and paranoid, never able to trust anyone, constantly forced to spin and guard every direction. The hills may change from a job to a woman to a prized piece of real estate, but those on top can be so enslaved by guarding their position that they rarely enjoy the view. I always hated King of the Hill—always felt tense in my gut when king, sad when not, and ostracized if I didn't want to play. That pattern has followed me through life. But now, as a tired adult, when I feel alone and powerless atop whatever small hill I've managed to climb, I secretly long for anyone to join me. Now, I'm ready to believe there's more power here together.

I was wondering how Ms. Hetley, who seemed to occupy just about every slot on the New York Times hardback, paperback, and e-book bestseller lists, had managed to wring eight five-hundred-page installments out of the concept of wars between rival gangs of vampires and wizards when it seemed obvious to me that all a wizard would have to do to kick a vampire's ass was pounce on it during the day while it was sleeping. How could anyone take this stuff seriously, I wondered. Hetley's graphic depictions of wizard-on-vampire sex, which was creating a bloodthirsty, mutant race of evil, soulless 'vampards', seemed absurd.

Fitz sat in a green leather armchair. To Ethel’s surprise, Albert Solman was there, too, in a black suit and a stiff-collared shirt. A lawyer by training, Solman was what Edwardian gentlemen called a man of business. He managed Fitz’s money, checking his income from coal royalties and rents, paying the bills, and issuing cash for staff wages. He also dealt with leases and other contracts, and occasionally brought lawsuits against people who tried to cheat Fitz. Ethel had met him before and did not like him. She thought he was a know-all. Perhaps all lawyers were; she did not know: he was the only one she had ever met.

The explosion was deafening; a huge cloud of fire rolled out the window after us, its immense heat brushing my face as we tumbled into the snow. We hit the ground and rolled. Flaming debris from the house came down around us; Griffin shoved me flat on my back, covering us both with his heavy coat. The echoes of the explosion reflected back across the river, then slowly dwindled away, like dying thunder. The leaping flames threw warm light onto the falling snow, turning it into a storm of sparks pouring down from the heavens. Griffin started to push himself off of me, then stoped. His hands were braced on either side of my shoulders, his legs twined with mine. Mt heart pounded, my palms sweated, and I was suddenly, acutely aware of how close his face was to mine. "You're a madman," he whispered. "An utter madman." "Perhaps," I allowed. "But it worked." The leaping light from the burning house painted his features in gold, highlighting his patrician nose and finding threads of brown and blue in his green eyes. His pupils widened, the irises contracting to silver. "Whatever am I going to do with you?" he murmured. The warmth of his breath feathered over my skin. Heat collected in my groin, my lips. My mouth was dry, my voice hoarse, and perhaps he was right and it was madness when I whispered, "Whatever you want." A shiver went through his body, perhaps because we were lying on the cold ground. But instead of getting up, he leaned closer, his overlong hair tumbling over his forehead. He paused, his mouth almost touching mine, his eyes seeming to ask a question. It was madness; it was folly; it was sheer selfishness. I was delusional, misguided, wrong, out of control. I needed to pull back, to say something sane, to re-establish mastery over myself. I could not do this. I could not take the risk. Later tonight, I'd relive this moment in my lonely bed and wonder if I'd done the right thing. But at least that would be familiar, would be something I knew how to cope with. And yet the very thought felt like dying. I surged forward, crossing the final, tiny gap and pressing my lips to his. It was awkward and desperate and frantic, but the feel of his mouth against mine sent a bolt of electricity straight down my spine. Just a moment, just this one kiss, surely that would be enough... Then he kissed me back, and it would never be enough, a thousand years of this would not be enough. His mouth was hungry and insistent, his tongue probing my lips, asking for greater intimacy. I granted it, tongues swirling together, mine followed his when it retreated and tasting him in return. There came the clanging of bells in the distance, the fire company alerted to the explosion. Griffin drew back a fraction. His breath was as raged as mine, which left me dazed with wonder. "My dear," he whispered against my lips. Then he swallowed convulsively. "We should leave, before the fire companies come." "Y-Yes." It was amazing I managed that much coherence. He closed his eyes and leaned his forehead against mine, our breaths mingling. "Will you come home with me?" Was he asking...? "Yes." Oh, God, yes. His lips curved into a smile.

Hey Blake, how’s it hanging?” She questioned, looking through me at Blake, obviously ignoring my presence. She looked smug at the double meaning in her sentence. Blake furrowed his eyebrows. Brianna only talked to him on rare occasions when she bumped into us at my house. He must have been confused as to why she approached us in public, considering how she and I weren’t friends even in the slightest sense. Ignoring the fact that she was talking to Blake and not me, I spoke. “Longer than anything you’ve ever sucked.” Blake’s eyes widened for a second before he bit his lip to keep from laughing. Brianna turned toward me with cold eyes, her smile gone. “Not like you would know, Virgin Violet.” Her cohorts laughed and smiled like that was the funniest thing they had heard in their entire lives. “You know I really do admire you, Bri Bri.” I smiled sweetly, leaning forward as I placed my hand on her shoulder. “The fact that you’ve had so many fuck buddies this summer and still have not managed to contract some kind of STI or gotten pregnant really does inspire me.” I smirked wickedly. “At least from my knowledge you haven’t.” The look that came to her face made me want to buckle over with laughter. She looked flustered, angry, and embarrassed all at the same time. Maybe I hit a soft spot.

Complex operations, in which agencies assume complementary roles and operate in close proximity-often with similar missions but conflicting mandates-accentuate these tensions. The tensions are evident in the processes of analyzing complex environments, planning for complex interventions, and implementing complex operations. Many reports and analyses forecast that these complex operations are precisely those that will demand our attention most in the indefinite future. As essayist Barton and O'Connell note, our intelligence and understanding of the root cause of conflict, multiplicity of motivations and grievances, and disposition of actors is often inadequate. Moreover, the problems that complex operations are intended and implemented to address are convoluted, and often inscrutable. They exhibit many if not all the characteristics of "wicked problems," as enumerated by Rittel and Webber in 1973: they defy definitive formulations; any proposed solution or intervention causes the problem to mutate, so there is no second chance at a solution; every situation is unique; each wicked problem can be considered a symptom of another problem. As a result, policy objectives are often compound and ambiguous. The requirements of stability, for example, in Afghanistan today, may conflict with the requirements for democratic governance. Efforts to establish an equitable social contract may well exacerbate inter-communal tensions that can lead to violence. The rule of law, as we understand it, may displace indigenous conflict management and stabilization systems. The law of unintended consequences may indeed be the only law of the land. The complexity of the challenges we face in the current global environment would suggest the obvious benefit of joint analysis - bringing to bear on any given problem the analytic tools of military, diplomatic and development analysts. Instead, efforts to analyze jointly are most often an afterthought, initiated long after a problem has escalated to a level of urgency that negates much of the utility of deliberate planning.

Bob Cavallo remembers early on in the process, ‘We were at odds with each other. Our contract was up; five years had gone by since Purple Rain. We met at the Four Seasons with his lawyer and his accountant, me and Steve Fargnoli to discuss some kind of rapprochement because he had fired us. Basically he said, “I’ll work with you again but you’ve got to help me make this movie.” I read the treatment and said, “This could be an interesting thing,” and I said, “I’ll try to put you together with some young hip writers and maybe we can come up with a script quickly, ’cause this is pretty detailed.” And he went, “What are you talking about? That is the script.” It was thirty pages. And he said, “I’m going to shoot it, I know exactly how to do it.” So I said, “Maybe we could get this on Broadway for you. Would you be interested in that?” And he said, “No.” Now he was pissed that I didn’t think this was a good enough script, so we shook hands and that was the end of it. Then, about a year later, we were suing each other. But even when we sued each other, it was kinda funny. I said, “How could you not pay me?” He said, “How could you sue me?” He said, “You can’t have my children, those songs. You’re gonna give your involvement in those songs to your grandchildren?” And I said, “Yeah, I put ten years of my life into you, and you sucked all the air out of the room. I couldn’t really manage anybody else except for your friends.

With unsteady hands, Phillip yanked on the mare’s bridle straps while trying to loosen one of the stubborn buckles. She snorted at his rough handling. Totka appeared beside him. “Let me.” Phillip gratefully released the task, an unexpected sense of brotherhood filling him. If anyone knew the heartache of separation, it was the man whose deft brown hands readied Phillip’s mount for the long road ahead. Totka’s own road had been lengthy. And yet, after two years, he somehow managed to continue to place one foot in front of the other. His breath still entered and left his body in the same monotonous pattern. How? When already several times over the half-day since Grayson had ridden out with Milly, Phillip had wondered if his chest might explode with the effort of expanding and contracting without 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.

The sexual segregation of the labour force, and the preservation of workplaces as arenas for fraternal solidarity, have remained remarkably stable during the twentieth century.59 Most women can find paid employment only in a narrow range of low-status, low-paid occupations, where they work alongside other women and are managed by men, and, despite equal-pay legislation, they earn less than men. Marriage thus remains economically advantageous for most women. Moreover, the social pressures for women to become wives are as compelling as the economic. Single women lack a defined and accepted social place; becoming a man’s wife is still the major means through which most women can find a recognized social identity. More fundamentally, if women exercised their freedom to remain single on a large scale, men could not become husbands – and the sexual contract would be shaken.

This is related to the phenomenon of the Professional Smile, a national pandemic in the service industry; and noplace in my experience have I been on the receiving end of as many Professional Smiles as I am on the Nadir, maître d’s, Chief Stewards, Hotel Managers’ minions, Cruise Director—their P.S.’s all come on like switches at my approach. But also back on land at banks, restaurants, airline ticket counters, on and on. You know this smile—the strenuous contraction of circumoral fascia w/ incomplete zygomatic involvement—the smile that doesn’t quite reach the smiler’s eyes and that signifies nothing more than a calculated attempt to advance the smiler’s own interests by pretending to like the smilee. Why do employers and supervisors force professional service people to broadcast the Professional Smile? Am I the only consumer in whom high doses of such a smile produce despair? Am I the only person who’s sure that the growing number of cases in which totally average-looking people suddenly open up with automatic weapons in shopping malls and insurance offices and medical complexes and McDonald’ses is somehow causally related to the fact that these venues are well-known dissemination-loci of the Professional Smile? Who do they think is fooled by the Professional Smile? And yet the Professional Smile’s absence now also causes despair. Anybody who’s ever bought a pack of gum in a Manhattan cigar store or asked for something to be stamped FRAGILE at a Chicago post office or tried to obtain a glass of water from a South Boston waitress knows well the soul-crushing effect of a service worker’s scowl, i.e. the humiliation and resentment of being denied the Professional Smile. And the Professional Smile has by now skewed even my resentment at the dreaded Professional Scowl: I walk away from the Manhattan tobacconist resenting not the counterman’s character or absence of goodwill but his lack of professionalism in denying me the Smile. What a fucking mess.

The flowering of the consumerist ethic is manifested most clearly in the food market. Traditional agricultural societies lived in the awful shade of starvation. In the affluent world of today one of the leading health problems is obesity, which strikes the poor who stuff themselves with hamburgers and pizzas even more severely than the rich who eat organic salads and fruit smoothies. Each year the US population spends more money on diets than the amount needed to feed all the hungry people in the rest of the world. Obesity is a double victory for consumerism. Instead of eating little, which will lead to economic contraction, people eat too much and then buy diet products – contributing to economic growth twice over. In medieval Europe, aristocrats spent their money carelessly on extravagant luxuries, whereas peasants lived frugally, minding every penny. Today, the tables have turned. The rich take great care managing their assets and investments, while the less well heeled go into debt buying cars and televisions they don’t really need.

Seeing that I would never manage to fall asleep, I arose, lit a candle, and after dressing went outside. Beneath the dull glow of the winter moon the snow glowed like pale blue china. The sidewalks sparkled weakly beneath the rays of the flickering street lamps; the benumbed streets slumbered forlornly. I walked, passing one corner after the other, and suddenly found myself on the edge of town. Further, beyond the square, an endless expanse began to glisten with a somber silverness. I stopped just before the gates. My intent gaze could distinguish nothing in the distant white expanse. Before me rose the imposing bank of the Volga like a gigantic snowdrift. So barren and uninviting was this deserted view resembling eternity that my heart contracted. I turned to the right and approached quite close to the monastery enclosure. From behind the bronze gates, glimmered a dense net of crosses and gravestones. The ancient eyes of the church gazed forbiddingly down on me, and with an eerie feeling I thought of the monks sleeping at this moment in tomb-like cells together with corpses. Were any of them thinking of the hour of death on this night? ("Lamia")

The damned alarm went off in the middle of the hottest fuck Nick had ever had. He came up out of the dream roaring like an angry bear and practically slapped the clock off the nightstand in his efforts to shut it off. There was no going back to sleep, not with his heart hammering and his dick stretching out between his legs like it owned the place. Cursing between his teeth, he stumbled to the bathroom with only one eye half open. Not bothering with the stop at the commode for the piss he knew he couldn’t manage as hard as he was, he shoved his way into the shower and cranked the hot water. No cold showers this morning. He had every intention of giving this dream a good send-off. For a minute he leant against the wall, letting the jets from the shower massage work their magic. Then, when he was nice and wet, he soaped up, still not bothering to open his eyes, still doing his best to capture the vivid images from his dream. Once his chest and armpits, lower back and arse were well lathered, he went to work where he needed it most. And when his pubes felt like they were mounded in thick whipped cream, he closed his fist around his sudsy hard-on and began to stroke, letting the dream flood full-on back into his head.

It takes the better part of those months for Herr Thiessen to complete the clock. He works on little else, though the sum of money involved makes the arrangement more than manageable. Weeks are spent on the design and the mechanics. He hires an assistant to complete some of the basic woodwork, but he takes care of all the details himself. Herr Thiessen loves details and he loves a challenge. He balances the entire design on that one specific word Mr. Barris used. Dreamlike. The finished clock is resplendent. At first glance it is simply a clock, a rather large black clock with a white face and a silver pendulum. Well crafted, obviously, with intricately carved woodwork edges and a perfectly painted face, but just a clock. But that is before it is wound. Before it begins to tick, the pendulum swinging steadily and evenly. Then, then it becomes something else. The changes are slow. First, the color changes in the face, shifts from white to grey, and then there are clouds that float across it, disappearing when they reach the opposite side. Meanwhile, bits of the body of the clock expand and contract, like pieces of a puzzle. As thought clock is falling apart, slowly and gracefully. All of this takes hours. The face of the clock becomes a darker grey, and then black, with twinkling stars where the numbers had been previously. The body of the clock, which has been methodically turning itself inside out and expanding, is now entirely subtle shades of white and grey. And it is not just pieces, it is figures and objects, perfectly carved flowers and planets and tiny books with actually paper pages that turn. There is a silver dragon curls around part of the now visible clockwork, a tiny princess in a carved tower who paces in distress awaiting an absent prince. Teapots that our into teacups and minuscule curls of steam that rise from them as the seconds tick. Wrapped presents open. Small cats chase small dogs. An entire game of chess is played. At the center, where a cuckoo bird would live in a more traditional timepiece, is the juggler. Dressed in harlequin style with a grey mask, he juggles shiny silver balls that correspond to each hour. As the hour chimes, another ball joins the rest until at midnight he juggles twelve balls in a complex pattern. After midnight the clock begins once more to fold in upon itself. The face lightens and the colds return. The number of juggled balls decreases until the juggler himself vanishes. By noon it is a clock again, and no longer a dream.

Hamilton argued that the security of liberty and property were inseparable and that governments should honor their debts because contracts formed the basis of public and private morality: “States, like individuals, who observe their engagements are respected and trusted, while the reverse is the fate of those who pursue an opposite conduct.”The proper handling of government debt would permit America to borrow at affordable interest rates and would also act as a tonic to the economy. Used as loan collateral, government bonds could function as money—and it was the scarcity of money, Hamilton observed, that had crippled the economy and resulted in severe deflation in the value of land. America was a young country rich in opportunity. It lacked only liquid capital, and government debt could supply that gaping deficiency. The secret of managing government debt was to fund it properly by setting aside revenues at regular intervals to service interest and pay off principal. Hamilton refuted charges that his funding scheme would feed speculation. Quite the contrary: if investors knew for sure that government bonds would be paid off, the prices would not fluctuate wildly, depriving speculators of opportunities to exploit. What mattered was that people trusted the government to make good on repayment: “In nothing are appearances of greater moment than in whatever regards credit. Opinion is the soul of it and this is affected by appearances as well as realities.” Hamilton intuited that public relations and confidence building were to be the special burdens of every future treasury secretary.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

There’s no efficient way to kill yourself with a dressmaker’s pin (I wouldn’t call contracting gangrene an efficient way to kill yourself) – I puzzled over it for a long time, seeing as they’d left the pins there, but it’s just not possible. Useful for picking locks though. I so loved the burglary lessons we got when we were training. Didn’t so much enjoy the bleak aftermath of my unsuccessful attempt to put them to use – very good at picking locks but not so good at getting out of the building. Our prison cells are only hotel bedrooms, but we are guarded like royalty. And also, there are dogs. After that episode with the pins, they had a good go at making sure I wouldn’t be able to walk if I did manage to get out – don’t know where you pick up the skills for disabling a person without actually breaking her legs, Nazi School of Assault and Battery? Like everything else it wasn’t permanent damage, nothing left this week but the bruises, and they check me carefully now for stray bits of metal. I got caught yesterday trying to hide a pen nib in my hair (I didn’t have a plan for it, but you never know). Oh – often I forget I am not writing this for myself, and then it’s too late to scratch it out. The evil Engel always snatches everything away from me and raises an alarm if she sees me trying to retract anything. Yesterday I tried ripping off the bottom of the page and eating it, but she got to it first. (It was when I realised I had thoughtlessly mentioned the factory at Swinley. It is refreshing sometimes to fight with her. She has the advantage of freedom, but I am a lot more imaginative. Also I am willing to use my teeth which she is squeamish about.) Where was I? Hauptsturmführer von Linden has taken away everything I wrote yesterday. It is your own fault, you cold and soulless Jerry bastard, if I repeat myself.

Then, as if he’d figured out what produced the maximum reaction in her, he switched back to Chopin. Just like that night in her childhood, the music slipped past her defenses and produced a deep contraction inside her, equal parts pain and pleasure. It went deeper still, until the tears began to rise, and she could only sit there, crying, trying to display only her expressionless left side so he wouldn’t notice. She’d been numb and it had felt good. Okay, not good. But safe. Manageable. He kept playing, soulful, stirring pieces that seemed chosen for their ability to pierce her heart deeper, deeper. She was crying audibly now, and he stopped and regarded her impassively. It couldn’t have been more awkward. She worked to compose herself and only then did she look up and meet his eyes. “Well,” he said, “I think it’s safe to say that dance is not done with you yet.” She stared at him in disbelief. “You did this on purpose. Tried to provoke a reaction.” “I suppose I did.” What a horrible, disreputable person he was. No wonder Misha had seemed anxious about having him around this weekend. “That was a pretty shitty thing to do.” “Not at all,” he replied. “I was just helping you see where you stand with your art. You need it. It nourishes you. That’s not going to go away just because you’re sidelined for a year or two.” “Two years?” She wasn’t sure which appalled her more, his words or his casual attitude. “Whatever. Point being, you’re still a dancer. It couldn’t be more obvious. That gorgeous body of yours, the way it moves. The way you’re sitting there now, all swept away by the music. You’re a dancer. You can’t not be one. Ever.” The truth of this, the twin emotions of fragile hope and crushing despair, crashed into her. He was right. And right then, the truth hurt. Now that the numbness was gone, it all hurt. The tears rose up again and spilled out. She heard Misha come in through the front door. David looked anxious. “Look, Dena. I just want to make sure you’re looking at the issue clearly.” Misha

In the very midst of this panic came the news that the steamer Central America, formerly the George Law, with six hundred passengers and about sixteen hundred thousand dollars of treasure, coming from Aspinwall, had foundered at sea, off the coast of Georgia, and that about sixty of the passengers had been providentially picked up by a Swedish bark, and brought into Savannah. The absolute loss of this treasure went to swell the confusion and panic of the day. A few days after, I was standing in the vestibule of the Metropolitan Hotel, and heard the captain of the Swedish bark tell his singular story of the rescue of these passengers. He was a short, sailor-like-looking man, with a strong German or Swedish accent. He said that he was sailing from some port in Honduras for Sweden, running down the Gulf Stream off Savannah. The weather had been heavy for some days, and, about nightfall, as he paced his deck, he observed a man-of-war hawk circle about his vessel, gradually lowering, until the bird was as it were aiming at him. He jerked out a belaying pin, struck at the bird, missed it, when the hawk again rose high in the air, and a second time began to descend, contract his circle, and make at him again. The second time he hit the bird, and struck it to the deck. . . . This strange fact made him uneasy, and he thought it betokened danger; he went to the binnacle, saw the course he was steering, and without any particular reason he ordered the steersman to alter the course one point to the east. After this it became quite dark, and he continued to promenade the deck, and had settled into a drowsy state, when as in a dream he thought he heard voices all round his ship. Waking up, he ran to the side of the ship, saw something struggling in the water, and heard clearly cries for help. Instantly heaving his ship to, and lowering all his boats, he managed to pick up sixty or more persons who were floating about on skylights, doors, spare, and whatever fragments remained of the Central America. Had he not changed the course of his vessel by reason of the mysterious conduct of that man-of-war hawk, not a soul would probably have survived the night.

Dammit, Holly, I'd never have believed you'd do something so harebrained. Do you understand that the building could have collapsed around you and those henwits? I know what condition those places are in, and I wouldn't let a dog of mine venture past the threshold, much less my wife. And the men—good God, when I think of the low-living bastards who were in your vicinity, it makes my blood curdle! Sailors and drunkards on every corner—do you know what would happen if one of them took it into his head to snap up a little treat like you?” As the thought seemed to temporarily render him incapable of speech, Holly took the opportunity to defend herself. “I was with companions, and—” “Ladies,” he said savagely. “Armed with umbrellas, no doubt. Just what do you think they would have been able to do, had you met with bad company?” “The few men we encountered in the neighborhood were harmless,” Holly argued. “In fact, it was the very same place you lived in during your childhood, and those men were no different from you—” “In those days, I'd have played merry hell with you, if I'd managed to get my hands on you,” he said harshly. “Have no illusions, milady… you'd have ended face-to-the wall in Maidenhead Lane with your skirts around your waist. The only wonder is that you didn't meet that fate with some randy sailor yesterday.” “You're exaggerating,” Holly said defensively, but that only roused his temper to a higher pitch. He continued to blister her ears with a lecture that was furious and insulting by turns, naming the various diseases she could have contracted and the vermin she had likely encountered, until Holly couldn't bear another word. “I've heard enough,” she cried hotly. “It's clear to me that I'm not to make a single decision without asking your permission first—I'm to be treated as a child, and you will act as a dictator.” The accusation was unfair, and she knew it, but she was too incensed to care. Suddenly his fury seemed to evaporate, and he stared at her with an inscrutable gaze. A long moment passed before he spoke again. “You wouldn't have taken Rose to such a place, would you?” “Of course not! But she is a little girl, and I'm—” “My life,” he interrupted quietly. “You're my entire life. If anything ever happens to you, Holly, there is nothing left for me.

How did you convince her to remarry you?” Tomas asked curiously, drawing Radcliffe from his thoughts. Making a face, he admitted, “I had to draw up a contract stating that I would never again condescend to her. That I would discuss business with her on a daily basis were she interested, and…” “And?” He sighed unhappily. “And that I would take her to my club dressed as a man.” Tomas gave a start. “What?” “Shh,” Radcliffe cautioned, glancing nervously around to be sure that they had not been overheard. No one seemed to be paying attention to them. Most of the guests were casting expectant glances toward the back of the church, hoping to spot the brides who should have been there by now. Glancing back to Tomas, he nodded. “She was quite adamant about seeing the club. It seems she was jealous of Beth’s getting with those ‘hallowed halls’-her words, not mine-and she was determined to see inside for herself.” “Have you taken her there yet?” “Nay, nay. I managed to put her off for quite some time, and then by the time she lost her patience with my stalling, she was with child and did not think the smoky atmosphere would be good for the baby. I am hoping by the time it is born and she is up and about again, she will have forgotten-“ A faint shriek from outside the church made him pause and stiffen in alarm. “That sounded like Charlie.” Turning, he hurried toward the back of the church with Tomas on his heel. Crashing through the church doors, they both froze at the top of the steps and gaped at the spectacle taking place on the street below. Charlie and Beth, in all their wedding finery, were in the midst of attacking what appeared to be a street vendor. Flowers were flying through the air as they both pummeled the man with their bouquets and shouted at him furiously. “Have I mentioned, Radcliffe, how little I appreciate the effect your wife has had on mine?” Tomas murmured suddenly, and Radcliffe glanced at him with amazement. “My wife? Good Lord, Tomas, you cannot blame Beth’s sudden change on Charlie. They grew up together, for God’s sake. After twenty years of influence, she was not like this.” Tomas frowned. “I had not thought of that. What do you suppose did it, then?” Radcliffe grinned slightly. “The only new thing in her life is you.” Tomas was gaping over that truth when Stokes slipped out of the church to join them. “Oh, dear. Lady Charlie and Lady Beth are hardly in the condition for that sort of behavior.

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.

Another dangerous neoliberal word circulating everywhere that is worth zooming in on is the word ‘resilience’. On the surface, I think many people won’t object to the idea that it is good and beneficial for us to be resilient to withstand the difficulties and challenges of life. As a person who lived through the atrocities of wars and sanctions in Iraq, I’ve learnt that life is not about being happy or sad, not about laughing or crying, leaving or staying. Life is about endurance. Since most feelings, moods, and states of being are fleeting, endurance, for me, is the common denominator that helps me go through the darkest and most beautiful moments of life knowing that they are fleeing. In that sense, I believe it is good for us to master the art of resilience and endurance. Yet, how should we think about the meaning of ‘resilience’ when used by ruling classes that push for wars and occupations, and that contribute to producing millions of deaths and refugees to profit from plundering the planet? What does it mean when these same warmongers fund humanitarian organizations asking them to go to war-torn countries to teach people the value of ‘resilience’? What happens to the meaning of ‘resilience’ when they create frighteningly precarious economic structures, uncertain employment, and lay off people without accountability? All this while also asking us to be ‘resilient’… As such, we must not let the word ‘resilience’ circulate or get planted in the heads of our youth uncritically. Instead, we should raise questions about what it really means. Does it mean the same thing for a poor young man or woman from Ghana, Ecuador, Afghanistan vs a privileged member from the upper management of a U.S. corporation? Resilience towards what? What is the root of the challenges for which we are expected to be resilient? Does our resilience solve the cause or the root of the problem or does it maintain the status quo while we wait for the next disaster? Are individuals always to blame if their resilience doesn’t yield any results, or should we equally examine the social contract and the entire structure in which individuals live that might be designed in such a way that one’s resilience may not prevail no matter how much perseverance and sacrifice one demonstrates? There is no doubt that resilience, according to its neoliberal corporate meaning, is used in a way that places the sole responsibility of failure on the shoulders of individuals rather than equally holding accountable the structure in which these individuals exist, and the precarious circumstances that require work and commitment way beyond individual capabilities and resources. I find it more effective not to simply aspire to be resilient, but to distinguish between situations in which individual resilience can do, and those for which the depth, awareness, and work of an entire community or society is needed for any real and sustainable change to occur. But none of this can happen if we don’t first agree upon what each of us mean when we say ‘resilience,’ and if we have different definitions of what it means, then we should ask: how shall we merge and reconcile our definitions of the word so that we complement not undermine what we do individually and collectively as people. Resilience should not become a synonym for surrender. It is great to be resilient when facing a flood or an earthquake, but that is not the same when having to endure wars and economic crises caused by the ruling class and warmongers. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

When I took a good look at myself, my stomach flipped. I was a jumble of bruises and ripped clothes. Most people said blood tasted metallic, but to me it tasted like ashes. It tasted like my own funeral. Bile rose in my throat, but I managed to keep it down. The spasms that made my ribcage expand and contract in an increasing tempo created a melody without interlude. I must be crying. I waited, not daring to move, for a long time to turn into a puddle on the floor.

An automobile yields to its driver regardless of his expertise and dexterity. If a driver decides to run a car into a solid wall, the car will hit the wall without objection. Riding a horse, however, presents a different perspective. It matters to the horse who the rider is, and a proper ride can be achieved only after a series of information exchanges between the horse and the rider. Horse and rider form an information-bonded system in which guidance and control are achieved by a second degree agreement (agreement based on a common perception) preceded by a psychological contract.

You will rapidly discover that a mutually agreed understanding—a contract of sorts—is a wonderful device for fostering a sense of responsibility among the people at your company. Because they have to consider, think, and agree, rather than acquiesce, you will sense increased morale and improved dedication. All of this, of course, reinforces mutual trust and implicit communication, which, as we have seen, are critical elements in increasing your OODA loop speed. Perhaps the greatest value of viewing responsibility as a contract is that it provides an alternative to over-control. Micromanaging is simply not allowed: Once he or she accepts the contract, the subordinate has total freedom within the constraints of the contract as to how to proceed. There is no place for the stack of reports that allow managers or headquarters staffers to second guess every decision.

On a psychological and physiological level, the habits of contraction are often caused by the desire to control or acquire, even to acquire generosity or devotion or emptiness. These are subtle and take time to identify and release. Under this is the desire for self-gain or improvement, to win something or better something. Those intentions are healthy enough up to a point, but to really see and engage what you have in front of you, you have to intend that it gains or wins.

The challenge is that the demand in our lives increasingly exceeds our capacity. Think of capacity as the fuel that makes it possible to bring your skill and talent fully to life. Most of us take our capacity for granted, because for most of our lives we’ve had enough. What’s changed is that between digital technology and rising complexity, there’s more information and more requests coming at us, faster and more relentlessly than ever. Unlike computers, however, human beings aren’t meant to operate continuously, at high speeds, for long periods of time. Rather, we’re designed to move rhythmically between spending and renewing our energy. Our brains wave between high and low electrical frequencies. Our hearts beat at varying intervals. Our lungs expand and contract depending on demand. It’s not sufficient to be good at inhaling. Indeed, the more deeply you exhale, the calmer and more capable you become. Instead, we live linear lives, progressively burning down our energy reservoirs throughout the day. It’s the equivalent of withdrawing funds from a bank account without ever making a deposit. At some point, you go bankrupt. The good news is that we can influence the way we manage our energy. By doing so skillfully, you can get more done in less time, at a higher level of quality, in a more sustainable way. A couple of key scientific findings point the way. The first is that sleep is more important than food. You can go a week without eating and the only thing you’ll lose is weight. Give up sleep for even a couple of days and you’ll become completely dysfunctional. Even so, we’re all too willing to trade away an hour of sleep in the false belief that it will give us one more hour of productivity. In fact, even very small amounts of sleep deprivation take a significant toll on our cognitive capacity. The notion that some of us can perform adequately with very little sleep is largely a myth. Less than 2.5 percent of the population—that’s one in forty people—feels fully rested with less than seven to eight hours of sleep a night. The second key finding is that our bodies follow what are known as ultradian

Poor project management is the leading cause of failure in technical projects,

It's essential to do exhaustive due diligence and consult with specialized legal counsel before committing your technology to a VC contract. Interview management and staff at other companies in the VC firm's portfolio including some that failed. Research the history of how employees and other common stock holders fared as the companies grew. When in doubt, listen to your gut and speak up-and get any promises in writing.

Companies kept stricter control of their labour costs, increasingly contracting out production in industrial businesses and re-engineering middle-management. Computerisation and improved communications then sped the process up, making it easier for companies to export jobs abroad, to reshape them so that they could be done by less skilled contract workers, or to eliminate them entirely. This has all resulted in a more rootless and flexible labour force.

As yet infrequent in some professions (such as law), fixed-price contracts or bids are increasingly common in investment banking, medicine, consulting, and architecture.

There’s honor in soldiering on when you feel like giving up and giving in. Then there’s the wisdom to know when your health and very life are at stake. College kids and young professionals don’t dare tell the truth and risk their scholarships or contracts. Kids in youth sports think they’re invincible, don’t want to be accused of being cowards, and don’t recognize when they could have been seriously hurt. It falls to us adults to do the right thing, to stand in the gap, and to do everything in our power to guarantee that nothing close to what happened to me—and so many others—ever happens to a player who has been entrusted to us.

THE ROAR of the death blast on the Avenue of the Americas cannot be heard in faraway Johannesburg. With eight weeks to go to the opening game in Soccer City, Sepp Blatter and his South African capos have enough problems. Outraged by price gouging, fans are staying home. In the townships citizens protest every day; ‘Service riots’ send messages to politicians that public money should be spent on homes, water, sewage plants and jobs, not stadiums that will become white elephants. Why should they listen? They have the police beat back the protestors. The World Cup is good news for Danny Jordaan, leader of the bid and now chief executive for the tournament. Quietly, his brother Andrew has been given a well-paid job as Hospitality liaison with MATCH Event Services at the Port Elizabeth stadium. A stakeholder in the MATCH company is Sepp Blatter’s nephew Philippe Blatter. The majority owners are Mexican brothers Jaime and Enrique Byrom, based in Manchester, England, Zurich, Switzerland and with some of their bank accounts in Spain and the Isle of Man. The Brothers are not happy. Sepp Blatter awarded them the lucrative 2010 hospitality contract aimed at wealthy football patrons, mostly from abroad. If that wasn’t enough, Blatter also gave them the contract to manage and distribute the three million tickets. The brothers are charging top rates for hotels and internal flights and expected to make huge profits. Instead, they are on their way to losing $50 million. They plan to recoup these losses in Brazil in four years time.

example, there’s a popular national radio personality who lives here, who is only on the air for 15 minutes in the morning, and 15 minutes in the evening. He occasionally complains about the federal government, but you will never hear him complain about Chicago. The reason being, I own his radio station, and I had the general manager get this radio star to sign a lifetime contract. In effect, I own him, and he will never speak out. I’m the puppeteer who pulls the strings in that city,

Real empowerment comes from having both the principles and the practices understood and applied at all levels of the organization. Practices are the what to do’s, specific applications that fit specific circumstances. Principles are the why to do’s, the elements upon which applications or practices are built. Without understanding the principles of a given task, people become incapacitated when the situation changes and different practices are required to be successful. When training people, we often teach skills and practices, the specific how to of a given task. But when we teach practices without principles, we tend to make people dependent on us or others for further instruction and direction. Principle-centered leaders are men and women of character who work with competence “on farms” with “seed and soil” on the basis of natural principles and build those principles into the center of their lives, into the center of their relationships with others, into the center of their agreements and contracts, into their management processes, and into their mission statements. The challenge is to be a light, not a judge; to be a model, not a critic.

For my last 15 years at United I had a rolling one-year contract and an agreement that if I was sacked I would be entitled to two years’ salary, even if I turned up and started managing Manchester City the day after I was fired. That was more than enough for me.

No, no, keep your shoes on. It’s just a habit of mine. I have a lot of habits I can’t manage to break, which is sort of a pain in the ass, but what can you do?” He closed the door and turned all the locks. At a glance, Lucie noted that it wasn’t really the apartment of a single man. Several feminine touches—thick plants all around, a pair of rather retro high heels in a corner. But there was only one place setting on the table in the dining area, already set for a meal, facing the wall. She thought of Luc Besson’s film The Professional. In some ways, Sharko gave off the same sadness as Léon, the contract killer, but also an incomprehensible sympathy that made you want to learn more about him.

Fortunately, it is eminently possible to transform our economy so that it is less resource-intensive, and to do it in ways that are equitable, with the most vulnerable protected and the most responsible bearing the bulk of the burden. Low-carbon sectors of our economies can be encouraged to expand and create jobs, while high-carbon sectors are encouraged to contract. The problem, however, is that this scale of economic planning and management is entirely outside the boundaries of our reigning ideology. The only kind of contraction our current system can manage is a brutal crash, in which the most vulnerable will suffer most of all.

Real empowerment comes from having both the principles and the practices understood and applied at all levels of the organization. Practices are the what to do’s, specific applications that fit specific circumstances. Principles are the why to do’s, the elements upon which applications or practices are built. Without understanding the principles of a given task, people become incapacitated when the situation changes and different practices are required to be successful. When training people, we often teach skills and practices, the specific how to of a given task. But when we teach practices without principles, we tend to make people dependent on us or others for further instruction and direction. Principle-centered leaders are men and women of character who work with competence “on farms” with “seed and soil” on the basis of natural principles and build those principles into the center of their lives, into the center of their relationships with others, into the center of their agreements and contracts, into their management processes, and into their mission statements. The challenge is to be a light, not a judge; to be a model, not a critic. Section 1 PERSONAL     and INTERPERSONAL EFFECTIVENESS  

February 29: Marilyn’s management contract with John Carroll and Lucille Ryman expires.

How do you do? I’m Henry.” So he was Henry Jenkins. “I’m still Jane,” she said. Or, squeaked, rather. He was trying to fasten his seat belt and his look of confusion was so adorable, she wanted to reach over and help, but that wouldn’t be in keeping with the…wait, they were on a plane. There were no more Rules. There was no more game. She felt her hopes rise so that she thought she’d float away before the plane took off, so she pushed her feet flat against the floor. She reminded herself that she was the predator now. Tallyho. “This is a bit far to go, even for Mrs. Wattlesbrook.” “She didn’t send me,” said Nobley-Henry. “Not before, not now. I sent myself, or rather I came because I…I had to try it. Look, I know this is crazy, but the ticket was nonrefundable. Could I at least accompany you home?” “This is hardly a stroll through the park.” “I’m tired of parks.” She noticed that his tone was more casual now. He lost the stilted Regency air, his words relaxed enough to allow contractions--but besides that, so far Henry didn’t seem much different from Mr. Nobley. He leaned back, as if trying to calm down. “It was a good gig, but the pay wasn’t astronomical, so you can imagine my relief to find you weren’t flying first class. Though I’d prefer a cargo ship, frankly. I hate planes.” “Mr. Nob--uh, Henry, it’s not too late to get off the plane. I’m not writing an article for the magazine.” “What magazine?” “Oh. And I’m not rich.” “I know. Mrs. Wattlesbrook outlines every guest’s financials along with their profiles.” “Why would you come after me if you knew I wasn’t…” “That’s what I’m trying to tell you. You’re irresistible.” “I am not.” “I’m not happy about it. You really are the most irritating person I’ve ever met. I’d managed to avoid any women of any temptation whatsoever for four years--a very easy task in Pembrook Park. Things were going splendidly, I was right on track to die alone and unnoticed. And then…” “You don’t know me! You know Miss Erstwhile, but--” “Come now, ever since I witnessed your abominable performance in the theatrical, it’s been clear that you can’t act to save your life. All three weeks, that was you.” He smiled. “And I wanted to keep knowing you. Well, I didn’t at first. I wanted you to go away and leave me in peace. I’ve made a career out of avoiding any possibility of a real relationship. And then to find you in that circus…it didn’t make sense. But what ever does?” “Nothing,” said Jane with conviction. “Nothing makes sense.

When testifying before a senate committee investigating his behavior, he said, “I got that patronage from the sheriff, the county clerk, the county treasurer, all the clerks of the different courts, the State administration … It rarely happened … that any appointments of any kind, big or little, were made in the section of the city in which I lived without my recommendation.” Lorimer also owned a number of businesses that did contracting for the city, and through a process of what he suggested was “honest graft” managed to accumulate considerable wealth. His machine, like those in other cities, catered to the interests of the huge number of immigrants and working-class voters who were flocking into the city to work in its new industries.

All we believe is the roads, the bridges, the railways, the electricity they build only on televisions. I always ask my self these questions: 1. Where are the roads? ✏The Abuja - Lokoja road was awarded by Obasanjo's administration. He spent 8 years in the office. Then Yaradua and Goodluck spent another 4 years. Now if Goodluck is elected, he will be spending another 8 years. This will amount to 20 years and 180 km road is yet to be completed. ✏Enugu - Onitsha road was also awarded by the Obasanjo administration and till date, a journey that is supposed to take 45 minutes can take you 8 hours if it rains. ✏Enugu- PH road is on the same series. ✏What about Uyo - Calabar route? Just to mention a few. 2. Where is the power? They sold all the NEPA to their friends. We pay for the light that was not supplied. 3. Our education and health system go bad everyday. Lecturers and Health workers spent more time at home than in the schools and hospitals as a result of incessant strikes. 4. The government failed to provide us with security. People are being killed everyday and yet government comes out to tell us they are in control. 5. Why are we pretending that all is well? It is only in Nigeria where monies develop wings and fly. $20 billion oil money disappeared and they said it was $10 billion. Forensic investigators were hired and that was the end of the story. N20 billion pension fund stolen and nothing came out of it. $9.3 million seized in South Africa and government claimed it was meant for ammunition purchase. The immigration scandal has also been swept under the carpet because the senate could not proceed with their investigation. The man behind the contract is sitting among the high seats in the senate. Innocent people were defrauded and they at the same time lost their lives yet, we have a transparent governance. 6. Why are we praising government as if they are doing whatever with their personal money. How many people in their various communities have they provided scholarship with their personal money before they got elected? The reason they got elected is to manage our resources and not to loot us dry. One thing I know is that we will not have any meaningful development except if we make a CHANGE.

The ‘SAFe managed-investment contract’ describes an Agile approach to contracts and can be found on the SAFe website.

Respect yourself, others, the elders and the young ones Respect your peers, colleagues, manager, and your clients or customers Respect yours and other people’s partner, relationship and marriage Respect yours and others culture, religion, faith and God. Respect time, business meetings, appointment, agreements or contracts. Respect life, nature, rules and the law. Respect if you want to be respect and respect if you want to make it in life.

We’ve looked at over a dozen policies and processes that most companies have but that we don’t have at Netflix. These include: Vacation Policies Decision-Making Approvals Expense Policies Performance Improvement Plans Approval Processes Raise Pools Key Performance Indicators Management by Objective Travel Policies Decision Making by Committee Contract Sign-Offs Salary Bands Pay Grades Pay-Per-Performance Bonuses These are all ways of controlling people rather than inspiring them.

The solution to worker dissatisfaction in Europe involved blunting the edge of discontent. It involved adhering to an unwritten social contract, keeping levels of hunger and deprivation within manageable limits by making sure enough quantities of cheap food were available. The cheap food demanded slaves and low-paid agricultural workers.

Many a blue-collar father's dream is that his son never has to sweat or break his back on the job. His son can avoid the daily grind he endured. It was a well-intentioned hope for an easier future. What those fathers did not imagine was that their sons would lose all of those skills that generations of fathers found perfunctory. Those fathers did not imagine their sons would find emptiness and no sense of accomplishment in their comfortable, air-conditioned offices. There is no satisfaction in ten percent close ratios, contract evaluations, or supply chain management that compares to a newly-painted home, an assembled engine, or a finished cabinet.

And so Andy Malloy became the first of many managers I was to have throughout my career. Up to the time I teamed up with Jack Kearns, the managers I had were mostly my friends or well-meaning acquaintances who tried to help me get fights, arranging the small details so that I could dedicate myself to my training. I never signed a contract with any of them, not even Kearns. It just didn’t seem necessary in those days; a handshake was stronger and more meaningful than any inked signature. The only ingredients necessary were respect and trust. There is no doubt in my mind that a fighter needs a manager. Ideally, a manager gets up good likely bouts, arranges suitable dates and times and living accommodations, hires and sometimes fires sparring partners, “sells” his fighter’s ability and skill to others by taking scouting trips and being a good press agent, and honestly handles all accounts as well. This gives the fighter more time to keep himself in shape, running miles, punching bags, jumping rope, sleeping. Together the fighter and the manager are a team, pulling and pushing toward the same goal. If either takes advantage of the other, underestimates or oversteps the given role, then that’s it; a loss of respect sets in and the whole relationship is shot to hell. If such a split does take place, it is usually the fighter who winds up with the short end of the stick. I learned many things from my manager Andy Malloy. I learned to make my body a complete unit, the muscles of my feet, legs, waist, back and shoulders all contributing to the power of my arm. He taught me, in short, that my entire body was at stake in the ring, not just my fists. He was a good teacher.

Organizations need systematic approaches to creating alignment and managing achievement. Leaders within organizations own these responsibilities. Alan Branche, the author of a book called Implementation, said, "Strategy execution is the responsibility that makes or breaks executives" We look to our leaders to lead us to a better station in life first and foremost. There is an unwritten contract to followership. We trust our leaders to call their shot and make it.

The problems of European auto-and steelmakers relate primarily to a fall in demand as opposed to any recent overbuilding of domestic capacity in more favourable macroeconomic conditions. Other industries have suffered from disruptive new technologies or business models which have left legacy companies struggling to cope. Flag-carrier airlines, saddled with outdated employment contracts and national champion status, have suffered greatly from the growth of unencumbered low cost carriers. The CEO of struggling SAS in Scandinavia recently bemoaned the lack of a Chapter 11 process in Europe. Perhaps he is jealous of a system which in the US has led to the anti-Darwinian outcome of the survival of the least fit!

Warren Buffett, whose net worth is approximately $65 billion, lives in the same house he bought in 1958 for $31,500. John Urschel, a lineman for the Baltimore Ravens, makes millions but manages to live on $25,000 a year. San Antonio Spurs star Kawhi Leonard gets around in the 1997 Chevy Tahoe he’s had since he was a teenager, even with a contract worth some $94 million. Why? It’s not because these men are cheap. It’s because the things that matter to them are cheap. Neither Buffett nor Urschel nor Leonard ended up this way by accident. Their lifestyle is the result of prioritizing. They cultivate interests that are decidedly below their financial means, and as a result, any income would allow them freedom to pursue the things they most care about. It just happens that they became wealthy beyond any expectation. This kind of clarity—about what they love most in the world—means they can enjoy their lives. It means they’d still be happy even if the markets were to turn or their careers were cut short by injury. The more things we desire and the more we have to do to earn or attain those achievements, the less we actually enjoy our lives—and the less free we a

There was one major problem with this provision. International Match did not have 17 million dollars. Indeed, International Match did not have any money. Remember that Ivar previously had moved all of the cash International Match had raised from the gold debentures to Continental, the Liechtenstein subsidiary. Then, he had used the cash from the participating preferred shares to repay the gold debentures. That meant all the money was gone. In order to comply with the secret Poland contract, International Match would need to raise another 17 million dollars right away. In other words, Ivar had signed a promise to give Poland 17 million dollars he didn’t have. The second Poland agreement also contained some extraordinary protections for International Match, terms that would have impressed Lee Higginson’s bankers, if they had seen them. For example, Ivar obtained an agreement that if “for one reason or another” Garanta did not earn enough profit to pay the 24 percent interest payments due to Poland, those payments would be covered by “the income of the Polish Alcohol Monopoly or … the Polish Tobacco Monopoly.”34 In other words, Ivar obtained a promise of payment supported not only by the match monopoly, but by unaffiliated monopolies on alcohol and tobacco. Ivar also included a binary foreign exchange option, a kind of derivative contract, to protect International Match from any declines in the value of the dollar: “International Match Corporation shall have the right to obtain payment of interest in Dutch guilders or US dollars according to its choice and for all such payments one dollar shall be counted as 2½ guilders.”35 Given that Garanta’s shareholders would be nominated by Dr Glowacki, how would Ivar retain control of Garanta? Here, as well, Ivar created another innovative financial provision: During the first four years until October 1, 1929, International Match Corporation shall have the right to appoint the managing director of Garanta who is alone entitled to sign for the company. On or after October 1, 1929, International Match Corporation has the right to acquire 60 percent of the shares at par.36 This option term secured both initial control over Garanta and the right to own a majority of Garanta’s shares in the future. Either way, Ivar, not Dr Glowacki, would have control.

In June, ICOs raised around $620 million—and July 1 was the start of one of the buzziest ICOs, Tezos. The project, which had also received investment from Tim Draper, was seen as a potential competitor to Ethereum, with two features that improved upon it: formal verification, a way to mathematically prove that smart contracts would behave as the developers intended, to prevent DAO attack–like situations, and built-in governance, right on the blockchain, to manage questions like whether to fork after the DAO. It would go on to raise a record $232 million.

You can find event planners by doing an online search of the following key words: DESTINATION MANAGEMENT COMPANY GENERAL CONTRACTORS FOR EVENTS EVENTS PRODUCTION Then send an introduction e-mail that is short and to the point. It should mention that you are available for events and that you would like them to consider you for future clients. Include your PDF brochure and ask them to call should they have any questions. When you get an Account Manager on the phone from an event company, ask them questions to help you understand what their needs are. Here are a few: What do you look for when contracting with an artist? Who are your main clients? What type of companies? What seems to be the most popular theme of the events you do?

most of my first two years in office, Trump was apparently complimentary of my presidency, telling Bloomberg that “overall I believe he’s done a very good job”; but maybe because I didn’t watch much television, I found it hard to take him too seriously. The New York developers and business leaders I knew uniformly described him as all hype, someone who’d left a trail of bankruptcy filings, breached contracts, stiffed employees, and sketchy financing arrangements in his wake, and whose business now in large part consisted of licensing his name to properties he neither owned nor managed. In fact, my closest contact with Trump had come midway through 2010, during the Deepwater Horizon crisis, when he’d called Axe out of the blue to suggest that I put him in charge of plugging the well. When informed that the well was almost sealed, Trump had shifted gears, noting that we’d recently held a state dinner under a tent on the South Lawn and telling Axe that he’d be willing to build “a beautiful ballroom” on White House grounds—an offer that was politely declined.

Sometimes, the world's bad players so egregiously fractured the social contract that they surrendered their right to fairness in general, let alone a fair trial. They needed to be milked for information and then incinerated in the human trash heap. The bitter irony of it all was the inherent hypocrisy of the American people. As intense as their need for action when they were frightened was their self-righteous anger once a sense of peace was restored. This was why governments so often failed at their mission to keep people safe from terror. Law enforcement agencies were ultimately managed by elected politicians whose fealty to the will of the people made it ultimately impossible for the law enforcers to do their jobs. Justice and principle took a backseat to re-election and pandering. Politicians forgot what they ordered the street cops and soldiers to do, and in the end, they turned on them and vilified them for doing what they were told.

There are only three of these activities that the Systems Integrator MUST provide and MUST be expert at. These are: Project Management, Systems Engineering, and Subcontract Management. Everything else can be assigned to subcontractors to perform, but these three activities must be performed by the prime contractor.

We are promoting building a better business, increasing shareholder value, enhancing the business’s competitive position through securing a lower cost base, and ensuring we have a capable supplier portfolio. Further, through a skilled procurement team, we can strengthen the business through excellence in contract management discipline, supply chain assurance and align our supply base with the company’s strategic goals, be they technologically based or meet sustainability objectives. What’s not to get excited about that? The CEO’s door will always be open to hear these types of discussions.

First they told me: “build a following and the industry will follow.” So I spent my entire 20s building a following on zero budget, getting by on donations. Then they told me: “You need a literary agent. But a literary agent wants to see you have a following and something big going on.” So I started my own small press and self published 5 books and spent day and night connecting with my people until I’d sold over 35,000 copies in 35 different countries and now they tell me: “no agent wants to work with a self published author.” Sometimes I feel like I was doomed from the very start, the very day I sat my food on that plane to London 12 years ago. Like the whole world keeps saying “you can fight all you want but we won’t let you in.” But I do have freedom and I do have my following and I have vulnerable souls writing to me on Friday nights, about loss and hope and how my books or music or words played a small part in something they went through and sometimes I think I would throw all that away just to have a literary agent and a management and the contracts and headlines… because I’m tired.. of always fighting uphill.. but then I get that message, on a Monday night, and I take my computer to a bar close to where I live in Berlin, high above the city, and I write like never before because I have my people and vulnerable souls to find and I have so many books in me and time is not endless, time is crucial, and lately I’ve felt it running out, some nights, so I’m writing another book that won’t be noticed by the agents but I have my people and that’s all I will care about from now on. My people and my freedom, with time running out. That’s what I will focus on.

Where to touch? The worst of the waxy spikes were stuck from waist to groin. She swiped at his hip, managed to knock off a few. She made a wider sweep on his outer thigh, and cleared a few more. Her hand over his zipper. Shook. Cade was still picking needles off his abdomen. He widened his stance. "Don't be shy." There was challenge in his tone. He was getting even with her. She'd forced him to replace the bulbs. His request for her to remove the prickles seemed a fair exchange. Her heart gave an unfamiliar flutter. Her stomach knotted. They presently stood between the tall box of headstones and a privacy hedge. They weren't visible from the road. She decided to pick off the needles individually instead of making a palm-wide sweep. There'd be less touching. In her hurry, her knuckles bumped his sex. He sucked air. Enlarged. The tab on the zipper slid down an inch. He made the adjustment. "Good enough." He pushed her hand away. She sighed her relief. He twisted, struggled with the prickles on his back, stretching to brush those between his shoulder blades. Frustrated by those he couldn't reach, he snagged the hem on his T-shirt and tugged it over his head. Shook it out. Grace's eyes rounded and her mouth went dry. Her had a magnificent chest. Broad and bare, his chest tempted her. Her fingers itched to touch him. Even for a second. This was so unlike her. The need to satisfy her curiosity outweighed the consequences. She went with the urge. She traced his flat stomach and six-pack abs. His jeans hung low. Sharp hip bones, man dents, and sexy lick lines. The man was sculpted. Cade clutched his shirt to his thigh. Stood still. She felt his gaze on her, but couldn't meet his eyes. Not after she flattened her hand over his abdomen, and his heat suffused her palm. His stomach contracted. Her fingers flexed. She scratched him. He groaned.

In most states, a tenant without a rental contract is treated the same as a tenant on a month-to-month lease.

What are you trying to buy? Asset type? Size? Price? To determine the answer to the first question, do the following: Start with your own net worth. Add in friends and family. The total team net worth is your starting point. Choose a market. Consider travel time and expense. You must be able to be in your market to look at deals at least once a month. Determine the viability of your market. Job growth? Population growth? Get deal flow from the market. Real estate agents Find all commercial realty companies in the city. Get on all their mailing lists. Analyze deals online from realtors in the area. Call the realtors about their listings. Direct to owners Get lists of owners. Create a system to reach owners directly. Mail Text Cold calling Analyze deals. Income approach Income – Expenses = Net operating income Net operating income – Debt service = Cash flow Check with lenders for current terms on debt. What is the CoC return? Cap rate? Debt ratio? Comparable data Check the analyzed cap rate against cap rates in the area for similar properties. Check comparable sale prices. Comps should be close in size and age to the subject property. Comps should have similar amenities. Comps should be within a few miles of the subject property. Exit Hold and operate. Refinance. Sell or flip. Consider upcoming market conditions. Debt Check with lenders or a mortgage broker to determine the availability of loans for this type of property. What are the terms and conditions? Is this the information you used to analyze the deal originally? Make the offer. Use an LOI to submit the offer in writing. The LOI will summarize the main deal points. If your offer is less than 15 percent of the asking price, speak with the realtor before you submit the offer. Once the offer is accepted, send the LOI to your attorney and have them draft the purchase agreement. Draft the purchase and sale agreement. Now that you have a fully executed contract, the clock starts. Earnest money goes into escrow. Do your due diligence. Financial inspection Physical inspection Lease audit Begin your loan application. The lender will complete three inspections. Appraisal Environmental inspection Physical engineer inspection of the buildings Do your closing. The lender will wire the loan proceeds to the closing escrow. Wire your down payment funds to the closing escrow. You own a new property! Engage property management for takeover of operations.

Reduction of bureaucracy: Smart contracts and similar rights management solutions have the potential to reduce bureaucracy and the coordination costs of business transactions

Mary Mallon was born in 1869 in Cookstown, County Tyrone, then part of British-ruled Ireland. Like many of her countrymen, she immigrated to the United States at a young age, where she eventually found employment as a cook. During her lifetime, it was suspected that she has unintentionally (albeit perhaps negligently) infected over fifty people with typhoid. Typhoid fever is a bacterial disease caused by gastrointestinal infection by Salmonella enterica serovar Typhi. In most patients, it causes an unpleasant but manageable disease that resolves fully. However, as many as one in twenty patients become chronic carriers, who continue to be infectious for their lifetimes. Mary Mallon was one of the unfortunate few who fell into that category. It is hypothesised today that she contracted typhoid at birth. Her case, which involved prolonged quarantine on North Brother Island for almost half her life, raises complex moral and ethical questions about reconciling the interests of public health with the moral imperative to respect individual liberties and treat the sick (even if asymptomatic) with compassion.

Refusing to acknowledge the contracts of women in pornography places them in the same legal category as children or mental incompetents. In Indianapolis, the anti-pornography ordinance argued that women, like children, needed special protection under the law: "Children are incapable of consenting to engage in pornographic conduct.... By the same token, the physical and psychological well-being of women ought to be afforded comparable protection, for the coercive environment ... vitiates any notion that they consent or `choose' to perform in pornography." [2] This attitude of "I'm a helpless victim" could easily backfire on women who may be required to prove they are able to manage their own finances, or to handle custody of their own children. Moreover, the idea of men "emotionally or verbally coercing" women re-enforces the concept of men as intellectually and psychologically stronger than women. It is the old "Man of Steel/ Woman of Kleenex" myth.

Building on the Pentagon’s anthrax simulation (1999) and the intelligence agency’s “Dark Winter” (2001), Atlantic Storm (2003, 2005), Global Mercury (2003), Schwartz’s “Lockstep” Scenario Document (2010), and MARS (2017), the Gates-funded SPARS scenario war-gamed a bioterrorist attack that precipitated a global coronavirus epidemic lasting from 2025 to 2028, culminating in coercive mass vaccination of the global population. And, as Gates had promised, the preparations were analogous to “preparing for war.”191 Under the code name “SPARS Pandemic,” Gates presided over a sinister summer school for globalists, spooks, and technocrats in Baltimore. The panelists role-played strategies for co-opting the world’s most influential political institutions, subverting democratic governance, and positioning themselves as unelected rulers of the emerging authoritarian regime. They practiced techniques for ruthlessly controlling dissent, expression, and movement, and degrading civil rights, autonomy, and sovereignty. The Gates simulation focused on deploying the usual psyops retinue of propaganda, surveillance, censorship, isolation, and political and social control to manage the pandemic. The official eighty-nine-page summary is a miracle of fortune-telling—an uncannily precise month-by-month prediction of the 2020 COVID-19 pandemic as it actually unfolded.192 Looked at another way, when it erupted five years later, the 2020 COVID-19 contagion faithfully followed the SPARS blueprint. Practically the only thing Gates and his planners got wrong was the year. Gates’s simulation instructs public health officials and other collaborators in the global vaccine cartel exactly what to expect and how to behave during the upcoming plague. Reading through the eighty-nine pages, it’s difficult not to interpret this stunningly prescient document as a planning, signaling, and training exercise for replacing democracy with a new regimen of militarized global medical tyranny. The scenario directs participants to deploy fear-driven propaganda narratives to induce mass psychosis and to direct the public toward unquestioning obedience to the emerging social and economic order. According to the scenario narrative, a so-called “SPARS” coronavirus ignites in the United States in January 2025 (the COVID-19 pandemic began in January 2020). As the WHO declares a global emergency, the federal government contracts a fictional firm that resembles Moderna. Consistent with Gates’s seeming preference for diabolical cognomens, the firm is dubbed “CynBio” (Sin-Bio) to develop an innovative vaccine using new “plug-and-play” technology. In the scenario, and now in real life, Federal health officials invoke the PREP Act to provide vaccine makers liability protection.

The more ambitious the OKR, the greater the risk of overlooking a vital criterion. To safeguard quality while pushing for quantitative deliverables, one solution is to pair key results, to measure both effect and counter effect, as Grove wrote in High Output Management. When key results focus on output, Grove noted, 'the paired counterparts should stress the quality of work, thus in Accounts Payable, the number of vouchers processed should be paired with the number of errors found either by auditing or by our suppliers. For another example, the number of square feet cleaned by a custodial group should be paired with by rating of the quality of work as assessed by a senior manager with an office in that building.' -- Let the quantity goal be three new features, the paired quality goal will be fewer than 5 bugs per feature in quality assurance testing. The result - developers will write cleaner code. If the quantity goal is 50 million dollars in Q1 sales, the quality goal can be 10 million dollars in maintenance contracts, because sustained retention by sales professionals will increase customer success and satisfaction.

What saved the land, this study found, was what Hugh Bennett had started: getting farmers to enter contracts with a soil conservation district and manage the land as a single ecological unit.