Cost Management Quotes

The spell. Victor said you had to want me... to care about me... for it to work." When he didn't say anything, I tried to grip his shirt, but my fingers were too weak. "Did you? Did you want me?" His words came out thickly. "Yes, Roza. I did want you. I still do. I wish... we could be together." "Then why did you lie to me?" We reached the clinic, and he managed to open the door while still holding me. As soon as he stepped inside, he began yelling for help. "Why did you lie?" I murmured again. Still holding me in his arms, he looked down at me. I could hear voices and footsteps getting closer. "Because we can't be together." "Because of the age thing, right?" I asked. "Because you're my mentor?" His fingertip gently wiped away a tear that had escaped down my cheek. "That's part of it," he said. "But also... well, you and I will both be Lissa's gaurdians someday. I need to protect her at all cost. If a pack of Strogoi come, I need to throw my body between them and her." I know that. Of course that's what you have to do." The black sparkles were dancing in front of my eyes again. I was fading out. "No. If I let myself love you, I won't throw myself in front of her. I'll throw myself in front of you.

The reason that the rich were so rich, Vimes reasoned, was because they managed to spend less money. Take boots, for example. He earned thirty-eight dollars a month plus allowances. A really good pair of leather boots cost fifty dollars. But an affordable pair of boots, which were sort of OK for a season or two and then leaked like hell when the cardboard gave out, cost about ten dollars. Those were the kind of boots Vimes always bought, and wore until the soles were so thin that he could tell where he was in Ankh-Morpork on a foggy night by the feel of the cobbles. But the thing was that good boots lasted for years and years. A man who could afford fifty dollars had a pair of boots that'd still be keeping his feet dry in ten years' time, while the poor man who could only afford cheap boots would have spent a hundred dollars on boots in the same time and would still have wet feet. This was the Captain Samuel Vimes 'Boots' theory of socioeconomic unfairness.

You must avoid at all cost the idea that you can manage learning several skills at a time. You need to develop your powers of concentration, and understand that trying to multitask will be the death of the process.

Management cares about only one thing. Paperwork. They will forgive almost anything else - cost overruns, gross incompetence, criminal indictments - as long as the paperwork's filled out properly. And in on time.

Alex, the piece costs $40,000.” “Really? Shit.” “I’m sure we can—” “I thought it was expensive.” I allowed myself a soft laugh at her stunned expression. “It’s not a big deal. I’ll own a new piece of art, you’ll receive a hefty commission, and your manager will kiss your ass until the end of days. Win-win.

There’s a reason that God gave us two ears, two eyes and one mouth. It’s so you can listen and watch twice as much as you talk. Best of all, listening costs you nothing.

The reason that the rich were so rich, Vimes reasoned, was because they managed to spend less money. Take boots, for example. He earned thirty-eight dollars a month plus allowances. A really good pair of leather boots cost fifty dollars. But an affordable pair of boots, which were sort of OK for a season or two and then leaked like hell when the cardboard gave out, cost about ten dollars. Those were the kind of boots Vimes always bought, and wore until the soles were so thin that he could tell where he was in Ankh-Morpork on a foggy night by the feel of the cobbles. But the thing was that good boots lasted for years and years. A man who could afford fifty dollars had a pair of boots that’d still be keeping his feet dry in ten years’ time, while a poor man who could only afford cheap boots would have spent a hundred dollars on boots in the same time and would still have wet feet. This was the Captain Samuel Vimes “Boots” theory of socioeconomic unfairness.

Task switching exacts a cost few realize they are even paying.

I'm not sneering at sex. It's necessary and it doesn't have to be ugly. But it always has to be managed. Making it glamorous is a billion-dollar industry and it costs every cent of it.

World can run without money and currencies but not without business and trade.

The important person in a free economy is not the manager but the entrepreneur – the one who takes risks and meets the cost of them.

The problem is, it's just not enough to live according to the rules. Sure, you manage to live according to the rules. Sometimes it's tight, extremely tight, but on the whole you manage it. Your tax papers are up to date. Your bills paid on time. You never go out without your identity card (and the special little wallet for your Visa!). Yet you haven’t any friends. The rules are complex, multiform. There’s the shopping that needs doing out of working hours, the automatic dispensers where money has to be got (and where you so often have to wait). Above all there are the different payments you must make to the organizations that run different aspects of your life. You can fall ill into the bargain, which involves costs, and more formalities. Nevertheless, some free time remains. What’s to be done? How do you use your time? In dedicating yourself to helping people? But basically other people don’t interest you. Listening to records? That used to be a solution, but as the years go by you have to say that music moves you less and less. Taken in its widest sense, a spot of do-it-yourself can be a way out. But the fact is that nothing can halt the ever-increasing recurrence of those moments when your total isolation, the sensation of an all-consuming emptiness, the foreboding that your existence is nearing a painful and definitive end all combine to plunge you into a state of real suffering. And yet you haven’t always wanted to die. You have had a life. There have been moments when you were having a life. Of course you don't remember too much about it; but there are photographs to prove it. This was probably happening round about the time of your adolescence, or just after. How great your appetite for life was, then! Existence seemed so rich in new possibilities. You might become a pop singer, go off to Venezuela. More surprising still, you have had a childhood. Observe, now, a child of seven, playing with his little soldiers on the living room carpet. I want you to observe him closely. Since the divorce he no longer has a father. Only rarely does he see his mother, who occupies an important post in a cosmetics firm. And yet he plays with his little soldiers and the interest he takes in these representations of the world and of war seems very keen. He already lacks a bit of affection, that's for sure, but what an air he has of being interested in the world! You too, you took an interest in the world. That was long ago. I want you to cast your mind back to then. The domain of the rules was no longer enough for you; you were unable to live any longer in the domain of the rules; so you had to enter into the domain of the struggle. I ask you to go back to that precise moment. It was long ago, no? Cast your mind back: the water was cold.

Profit is good. Profit compells people to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit. And there’s no scarcity of possible profits. Every business should be profiting. When every business is profiting, that’s a lot of increased value going around.

The more there is about the individual that deviates in an undesirable direction from what might have been expected to be true of him, the more he is obliged to volunteer information about himself, even though the cost to him of candor may have increased proportionally.

Don't hire someone whose values don't align with the companies values. They'll cost more than they're worth.

As soon as we become aware of money, we develop beliefs about it-- beliefs we cling to, sometimes for the rest of our lives, often at the cost of our souls.

It was the American middle class. No one's house cost more than two or three year's salary, and I doubt the spread in annual wages (except for the osteopath) exceeded more than five thousand dollars. And other than the doctor (who made house calls), the store managers, the minister, the salesman, and the banker, everyone belonged to a union. That meant they worked a forty-hour week, had the entire weekend off (plus two to four weeks' paid vacation in the summer), comprehensive medical benefits, and job security. In return for all that, the country became the most productive in the world and in our little neighborhood it meant your furnace was always working, your kids could be dropped off at the neighbors without notice, you could run next door anytime to borrow a half-dozen eggs, and the doors to all the homes were never locked -- because who would need to steal anything if they already had all that they needed?

Antidemocracy, executive predominance, and elite rule are basic elements of inverted totalitarianism. Antidemocracy does not take the form of overt attacks upon the idea of government by the people. Instead, politically it means encouraging what I have earlier dubbed “civic demobilization,” conditioning an electorate to being aroused for a brief spell, controlling its attention span, and then encouraging distraction or apathy. The intense pace of work and the extended working day, combined with job insecurity, is a formula for political demobilization, for privatizing the citizenry. It works indirectly. Citizens are encouraged to distrust their government and politicians; to concentrate upon their own interests; to begrudge their taxes; and to exchange active involvement for symbolic gratifications of patriotism, collective self-righteousness, and military prowess. Above all, depoliticization is promoted through society’s being enveloped in an atmosphere of collective fear and of individual powerlessness: fear of terrorists, loss of jobs, the uncertainties of pension plans, soaring health costs, and rising educational expenses.

Great leaders catch and correct problems while they’re still small and able to be managed without a lot of hassle. If ignored too long, small problems will morph into much bigger issues that will require more time and effort and at a high cost, causing a great deal of disruption and stress.

Be aware of the cost of constant connection. If your focus is always on others—and quenching your appetite for information and external validation—you will miss out on the opportunity to mine the potential of your own mind. Recognize

In a sense, blowback is simply another way of saying that a nation reaps what it sows. Although people usually know what they have sown, our national experience of blowback is seldom imagined in such terms because so much of what the managers of the American empire have sown has been kept secret.

By making the Word our final authority and making a quality decision to place our faith in God at all costs, we experience His best in every situation.

Whatever the tax rate is, pay it. The cost of non-compliance is greater than the cost of reduction of profits.

To acquire an asset at greater cost than value is simply unwise.

If you’re an adrenaline junkie, I understand why you’d find that exciting. But I’m not, and I don’t. To me, the only good reason to take a risk is that there’s a decent possibility of a reward that outweighs the hazard. Exploring the edge of the universe and pushing the boundaries of human knowledge and capability strike me as pretty significant rewards, so I accept the risks of being an astronaut, but with an abundance of caution: I want to understand them, manage them and reduce them as much as possible. It’s almost comical that astronauts are stereotyped as daredevils and cowboys. As a rule, we’re highly methodical and detail-oriented. Our passion isn’t for thrills but for the grindstone, and pressing our noses to it. We have to: we’re responsible for equipment that has cost taxpayers many millions of dollars, and the best insurance policy we have on our lives is our own dedication to training. Studying, simulating, practicing until responses become automatic—astronauts don’t do all this only to fulfill NASA’s requirements. Training is something we do to reduce the odds that we’ll die.

Fiction is really often much more useful than lived experience; it takes much less time, costs nothing (from the library), and it comes in a manageable, orderly form. You can understand it. Experience just steamrollers over you and you begin to see what happened only years and years later, if ever. Fiction is much better than reality at providing factual, psychological, and moral understanding.

There seems to be a vicious cycle at work here, making ours not just an economy but a culture of extreme inequality. Corporate decision makers, and even some two-bit entrepreneurs like my boss at The Maids, occupy an economic position miles above that of the underpaid people whose labor they depend on. For reasons that have more to do with class — and often racial — prejudice than with actual experience, they tend to fear and distrust the category of people from which they recruit their workers. Hence the perceived need for repressive management and intrusive measures like drug and personality testing. But these things cost money — $20,000 or more a year for a manager, $100 a pop for a drug test, and so on — and the high cost of repression results in ever more pressure to hold wages down. The larger society seems to be caught up in a similar cycle: cutting public services for the poor, which are sometimes referred to collectively as the 'social wage,' while investing ever more heavily in prisons and cops. And in the larger society, too, the cost of repression becomes another factor weighing against the expansion or restoration of needed services. It is a tragic cycle, condemning us to ever deeper inequality, and in the long run, almost no one benefits but the agents of repression themselves.

Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, and of machine-time, all of which raise the manufacturer’s cost and price that the purchaser must pay. The consumer is not always willing to subsidize this waste. The inevitable result is loss of market. Loss of market begets unemployment.

There are marriages that never happened, children never born, chances never taken, because the struggle to hang on to what you have is so great that it hurts your heart to hope for more. You can’t afford the literal cost, and you can’t afford the psychic cost. In the postemployment economy, a generation learned to manage its expectations.

You think I don’t know, that I don’t understand what that cost you. But you’re wrong.” She couldn’t keep her voice steady, gave up trying. “You’re wrong, Roarke. I do know. There’s no one else in the world who would want, who would need to kill for me. No one else in the world who would step back from it because I asked it. Because I needed it.” She turned, and the first tear spilled over. “No one but you.” “Don’t. You’ll do me in if you cry.” “I never in my life expected anyone would love me, all of me. How would I deserve that? What would I do with it? But you do. Everything we’ve managed to have together, to be to each other, this is more. I’ll never be able to find the words to tell you what you just gave me.” “You undo me, Eve. Who else would make me feel like a hero for doing nothing.” “You did everything. Everything. Are everything.

To get acceptable quality at the lowest cost, it is vitally important to reject defective material at a stage where its accumulated value is at the lowest possible level. Thus, as noted, we are better off catching a bad raw egg than a cooked one, and screening out our college applicant before he visits Intel. In short, reject before investing further value.

Business Paradigm Shifting allows companies to transform before they're forced to. Voluntary change is expensive, but it always costs less than forced change.

having a strong balance sheet, making sure the right leaders are in place, and keeping costs in line as some of Dimon’s other management qualities.

Where finite-minded organizations view people as a cost to be managed, infinite-minded organizations prefer to see employees as human beings whose value cannot be calculated as if they were a piece of machinery. Investing in human beings goes beyond paying them well and offering them a great place to work. It also means treating them like human beings. Understanding that they, like all people, have ambitions and fears, ideas and opinions and ultimately want to feel like they matter.

Any daily work task that takes 5 minutes will cost over 20 hours a year, or over half of a work week. Even if it takes 20 hours to automate that daily 5 minute task, the automation will break even in a year.

Although I had a moral dread of human beings I seemed quite unable to renounce their society. I managed to maintain on the surface a smile which never deserted my lips; this was the accommodation I offered to others, a most precarious achievement preformed by me only at the cost of excruciating efforts within.

I am describing again an interrupted revolution, the so-called Sexual Revolution. We see now the organized system of production and sales manages to profit by the confusion of the interruption, whereas a finished revolution would be a dead loss, since good sexual satisfaction costs nothing, it needs only health and affection.

First, it is essential that you begin with one skill that you can master, and that serves as a foundation for acquiring others. You must avoid at all cost the idea that you can manage learning several skills at a time.

The [carried-interest] loophole was in essence an accounting trick that enabled hedge fund and private equity managers to categorize huge portions of their income as ‘interest,’ which was taxed at the 15 percent rate then applied to long-term capital gains. This was less than half the income tax rate paid by other top-bracket wage earners. Critics called the loophole a gigantic subsidy to millionaires and billionaires at the expense of ordinary taxpayers. The Economic Policy Institute, a progressive think tank, estimated that the hedge fund loophole cost the government over $6 billion a year—the cost of providing health care to three million children. Of that total, it said, almost $2 billion a year from the tax break went to just twenty-five individuals.

When considering the acquisition of new sources of revenue, the business must account for the costs that must be incurred prior to the acquisition, and the costs associated with the maintenance of that source of revenue.

It is imperative to acquire assets at a financial cost that is less than their value. Timing the purchase based on changes in the marketplace or other factors may present great opportunity to widen the margin between cost and value.

The psychologist Paul Slovic has proposed an affect heuristic in which people let their likes and dislikes determine their beliefs about the world. Your political preference determines the arguments that you find compelling. If you like the current health policy, you believe its benefits are substantial and its costs more manageable than the costs of alternatives.

His master plan to get them all out the door early met its first check of the day when he opened his closet door to discover that Zap the Cat, having penetrated the security of Vorkosigan House through Miles's quisling cook, had made a nest on the floor among his boots and fallen clothing to have kittens. Six of them. Zap ignored his threats about the dire consequences of attacking an Imperial Auditor, and purred and growled from the dimness in her usual schizophrenic fashion. Miles gathered his nerve and rescued his best boots and House uniform, at a cost of some high Vor blood, and sent them downstairs for a hasty cleaning by the overworked Armsman Pym. The Countess, delighted as ever to find her biological empire increasing, came in thoughtfully bearing a cat-gourmet tray prepared by Ma Kosti that Miles would have had no hesitation in eating for his own breakfast. In the general chaos of the morning, however, he had to go down to the kitchen and scrounge his meal. The Countess sat on the floor and cooed into his closet for a good half-hour, and not only escaped laceration, but managed to pick up, sex, and name the whole batch of little squirming furballs before tearing herself away to hurry and dress.

She started out, then pressed a hand on the door to brace herself. “You think I don’t know, that I don’t understand what that cost you. But you’re wrong.” She couldn’t keep her voice steady, gave up trying. “You’re wrong, Roarke. I do know. There’s no one else in the world who would want, who would need to kill for me. No one else in the world who would step back from it because I asked it. Because I needed it.” She turned, and the first tear spilled over. “No one but you.” “Don’t. You’ll do me in if you cry.” “I never in my life expected anyone would love me, all of me. How would I deserve that? What would I do with it? But you do. Everything we’ve managed to have together, to be to each other, this is more. I’ll never be able to find the words to tell you what you just gave me.” “You undo me, Eve. Who else would make me feel like a hero for doing nothing.” “You did everything. Everything. Are everything.” Mira was right, again. Love, that strange and terrifying entity, was the answer after all. “Whatever there is, whatever happened to me, or how it comes back on me, you have to know, you need to know that what you did here gave me more peace than I ever thought I’d find. You have to know that I can face anything knowing you love me.” “Eve.” He stepped away from the slot, away from what was gone. And toward her, toward what mattered. “I can’t do anything but love you.

The reason that the rich were so rich, Vimes reasoned, was because they managed to spend less money. Take boots, for example. He earned thirty-eight dollars a month plus allowances. A really good pair of leather boots cost fifty dollars. But an affordable pair of boots, which were sort of okay for a season or two and then leaked like hell when the cardboard gave out, cost about ten dollars. Those were the kind of boots Vimes always bought, and wore until the soles were so thin that he could tell where he was in Ankh-Morpork on a foggy night by the feel of the cobbles. But the thing was that good boots lasted for years and years. A man who could afford fifty dollars had a pair of boots that’d still be keeping his feet dry in ten years’ time, while a poor man who could only afford cheap boots would have spent a hundred dollars on boots in the same time and would still have wet feet. This was the Captain Samuel Vimes ‘Boots’ theory of socio-economic unfairness.

With the managed care movement of the 1980s and 1990s, insurance companies cut costs and reduced what services they’d pay for. They required that patients give up their longtime physicians for those on a list of approved providers. They negotiated lower fees with doctors. To make up the difference, primary care docs had to fit more patients into a day. (A Newsweek story claimed that to do a good job a primary care doctor ought to have a roster of eighteen hundred patients. The average load today is twenty-three hundred, with some seeing up to three thousand.)

If you don’t drink coffee, you should think about two to four cups a day. It can make you more alert, happier, and more productive. It might even make you live longer. Coffee can also make you more likely to exercise, and it contains beneficial antioxidants and other substances associated with decreased risk of stroke (especially in women), Parkinson’s disease, and dementia. Coffee is also associated with decreased risk of abnormal heart rhythms, type 2 diabetes, and certain cancers.12, 13 Any one of those benefits of coffee would be persuasive, but cumulatively they’re a no-brainer. An hour ago I considered doing some writing for this book, but I didn’t have the necessary energy or focus to sit down and start working. I did, however, have enough energy to fix myself a cup of coffee. A few sips into it, I was happier to be working than I would have been doing whatever lazy thing was my alternative. Coffee literally makes me enjoy work. No willpower needed. Coffee also allows you to manage your energy levels so you have the most when you need it. My experience is that coffee drinkers have higher highs and lower lows, energywise, than non–coffee drinkers, but that trade-off works. I can guarantee that my best thinking goes into my job, while saving my dull-brain hours for household chores and other simple tasks. The biggest downside of coffee is that once you get addicted to caffeine, you can get a “coffee headache” if you go too long without a cup. Luckily, coffee is one of the most abundant beverages on earth, so you rarely have to worry about being without it. Coffee costs money, takes time, gives you coffee breath, and makes you pee too often. It can also make you jittery and nervous if you have too much. But if success is your dream and operating at peak mental performance is something you want, coffee is a good bet. I highly recommend it. In fact, I recommend it so strongly that I literally feel sorry for anyone who hasn’t developed the habit.

The only acceptable hobby, throughout all stages of life, is cookery. As a child: adorable baked items. Twenties: much appreciated spag bol and fry-ups. Thirties and forties: lovely stuff with butternut squash and chorizo from the Guardian food section. Fifties and sixties: beef wellington from the Sunday Telegraph magazine. Seventies and eighties: back to the adorable baked items. Perfect. The only teeny tiny downside of this hobby is that I HATE COOKING. Don't get me wrong; I absolutely adore the eating of the food. It's just the awful boring, frightening putting together of it that makes me want to shove my own fists in my mouth. It's a lovely idea: follow the recipe and you'll end up with something exactly like the pretty picture in the book, only even more delicious. But the reality's rather different. Within fifteen minutes of embarking on a dish I generally find myself in tears in the middle of what appears to be a bombsite, looking like a mentally unstable art teacher in a butter-splattered apron, wondering a) just how I am supposed to get hold of a thimble and a half of FairTrade hazelnut oil (why is there always the one impossible-to-find recipe ingredient? Sesame paste, anyone?) and b) just how I managed to get flour through two closed doors onto the living-room curtains, when I don't recall having used any flour and oh-this-is-terrible-let's-just-go-out-and-get-a-Wagamama's-and-to-hell-with-the-cost, dammit.

I don’t think any other retail company in the world could do what I’m going to propose to you. It’s simple. It won’t cost us anything. And I believe it would just work magic, absolute magic on our customers, and our sales would escalate, and I think we’d just shoot past our Kmart friends in a year or two and probably Sears as well. I want you to take a pledge with me. I want you to promise that whenever you come within ten feet of a customer, you will look him in the eye, greet him, and ask him if you can help him. Now I know some of you are just naturally shy, and maybe don’t want to bother folks. But if you’ll go along with me on this, it would, I’m sure, help you become a leader. It would help your personality develop, you would become more outgoing, and in time you might become manager of that store, you might become a department manager, you might become a district manager, or whatever you choose to be in the company. It will do wonders for you. I guarantee it. Now, I want you to raise your right hand—and remember what we say at Wal-Mart, that a promise we make is a promise we keep—and I want you to repeat after me: From this day forward, I solemnly promise and declare that every time a customer comes within ten feet of me, I will smile, look him in the eye, and greet him. So help me Sam.

...nor do I want to suggest that the Amish are perfect people or that their way of life is perfect. What I want to recommend are some Amish principles: 1) They have preserved their families and communities. 2) They have maintained the practices of neighbourhood. 3) They have maintained the domestic arts of kitchen and garden, household and homestead. 4) They have limited their use of technology so as not to displace or alienate available human labour or available free source of power (the sun, wind, water, and so on). 5) They have their farms to a scale that is compatible both with the practice of neighborhood and with the optimum use of low-power technology. 6) By the practices and limits already mentioned, they have limited their costs. 7) They have educated their children to live at home and serve their communities. 8) They esteem farming as both a practical art and a spiritual discipline. These principles define a world to be lived by human beings, not a world to be exploited by managers, stockholders, and experts.

Trying to make sense of other people's responses to us is a basic human activity. Accepting a mother's [or anyone's] anger by concluding that i is justified is a way of making sense of a difficult relationship. But this acceptance comes at a great cost, for it means that we see their cruelty as our shame.

The second principle is to limit your work in progress. Perhaps the most appealing way to resist the truth about your finite time is to initiate a large number of projects at once; that way, you get to feel as though you’re keeping plenty of irons in the fire and making progress on all fronts. Instead, what usually ends up happening is that you make progress on no fronts—because each time a project starts to feel difficult, or frightening, or boring, you can bounce off to a different one instead. You get to preserve your sense of being in control of things, but at the cost of never finishing anything important.

Approaching the Williamsburg Bridge - not really certain of how he had managed to find himself there - he experienced an extraordinary moment of buoyancy, of grace. There was a lot more traffic now, but his shifting was smooth and the sturdy little car was adroit at changing lanes. He launched himself out over the East River. He could feel the bridge humming underneath his wheels and all around him could sense the engineering of it, the forces and tensions and rivets that were all conspiring to keep him aloft. To the south, he glimpsed the Manhattan Bridge, with its Parisian air, refined, elegant, its skirts hiked to reveal tapered steel legs, and, beyond, the Brooklyn Bridge, like a great ropy strand of muscle. In the other direction lay the Queensboro Bridge, like two great iron tsarinas linking hands to dance. And before him, the city that had sheltered him and swallowed him and made him a modest fortune loomed, gray and brown, festooned with swags and boas of some misty gray stuff, a compound of harbor fog and spring dew and its own steamy exhalations. Hope had been his enemy, a frailty that he must at all costs master, for so long now that it was a moment before he was willing to concede that he had let it back into his heart.

I can’t overstate how little I knew about myself at 22, or how little I’d thought about what I was doing. When I graduated from college I genuinely believed that the creative life was the apex of human existence, and that to work at an ordinary office job was a betrayal of that life, and I had to pursue that life at all costs. Management consulting, law school, med school, those were fine for other people — I didn’t judge! — but I was an artist. I was super special. I was sparkly. I would walk another path. And I would walk it alone. That was another thing I knew about being an artist: You didn’t need other people. Other people were a distraction. My little chrysalis of genius was going to seat one and one only.

An active manager must overcome the drag of about 3.25 percent in annual operating costs. If the fund manager is only to match the market’s historical 9 percent return, he or she must return 12.25 percent before all those costs. In other words, to do merely as well as the market, an active fund manager must be able to outperform the market return by over one-third or 34.1 percent!5

I don’t think it’s fair to say that people who died of anorexia didn’t fight their illness. I think they fought it for as long as they possibly could. There is something heroic about people who manage to get up every day and somehow stay alive with their most vicious, hateful bully living within them. I don’t think it’s fair to judge them or term their entire journey a defeat. But I don’t think they took the right path. I think they took the path of numbness, certainty and safety, and I think it was the safe choice that cost them their life. I think the safe path always leads to a dead end.

Companies should optimize working capital management because it allows them to maximize efficiency and profitability. Efficient management of working capital ensures that a company has enough liquidity to meet its short-term obligations while minimizing excess capital tied up in non-productive assets, ultimately enhancing cash flow, reducing financing costs, and improving overall financial health.

The U.S. has a so-called health care system that has nothing to do with the promotion of health. Those who run this system do not care about your health, and it's far from being a system. It's a fragmented patchwork of procedure-oriented services that are meshed in a voluminous trail of paper payments, with little relevance to community-based needs. This misdirected, disease-managed non-care system of symptom suppression demands more and more treatment at higher and higher costs. If they cared at all, you'd be treated like a human, not like a number resembling, quite frankly, the ear tags on a cattle herd.

The index fund is a most unlikely hero for the typical investor. It is no more (nor less) than a broadly diversified portfolio, typically run at rock-bottom costs, without the putative benefit of a brilliant, resourceful, and highly skilled portfolio manager. The index fund simply buys and holds the securities in a particular index, in proportion to their weight in the index. The concept is simplicity writ large.

the despair displayed by young children on loss of their mother is a normal response to frustration of their absolute need for her presence ... children usually manage to survive, it is true, but at the cost of developing a defensive attitude to emotional detachment, and by becoming self-absorbed and self-reliant to an unusual degree. Typically, they are left with lasting doubts about their capacity to elicit care and affection.

Candles blazing, the people closet to me in the world sang "Happy Birthday," and I grinned like a fool and tried not to cry because it was so wonderful and so disarming - almost like being transported back to a moment in childhood that I had not actually lived through. I blew out the candles and everyone cheered. "Thank you all for being here with me," I said, too choked up to manage more. It is so easy to go through your days stewing about someone stealing your parking spot without giving the same attention to your child's arms around your neck, to grumble about the ever-increasing cost of groceries without realizing just how good it is have warm toast and a fresh cup of coffee while sitting across from the one you love.

When I was a kid,” he said, “my mother had lovebirds. She used to clip their wings so when she let them out of their cage, they wouldn’t fly away. The lovebirds always tried, but they never got far with their short, fucked-up wings.” I inched the bedroom door open and stepped into the pool of warm light spilling from the street outside. He moved behind me, tucking my hair behind my right ear aside, pressing his face to it. “Until one day, one managed to escape. My mother forgot to clip her wings. A moment of distraction cost her her favorite lovebird.” I knew why he was telling me this, and the happiness in my gut swirled with a shot of sudden pain. “Failure is inevitable,” he continued in a flat tone that didn’t hold much emotion or hope, “and heartache is unstoppable. One day, I’ll forget to clip your wings. When that day arrives, when you run away, I guess I’d be happy to know you’ll still have some money and the means to make it in this wild, tough world.

I cannot but think that if we had more true wisdom in these respects, not only less education would be needed, because, forsooth, more would already have been acquired, but the pecuniary expense of getting an education would in a great measure vanish. Those conveniences which the student requires at Cambridge or elsewhere cost him or somebody else ten times as great a sacrifice of life as they would with proper management on both sides. Those things for which the most money is demanded are never the things which the student most wants. Tuition, for instance, is an important item in the term bill, while for the far more valuable education which he gets by associating with the most cultivated of his contemporaries no charge is made.

Girls mature faster than boys, cost more to raise, and statistics show that the old saw about girls not knowing about money and figures is a myth. Girls start to outspend boys before puberty—and they manage to maintain this lead until death or an ugly credit manager, whichever comes first. Males are born with a closed fist. Girls are born with the left hand cramped in a position the size of an American Express card. Whenever a girl sees a sign reading, “Sale, Going Out of Business, Liquidation,” saliva begins to form in her mouth, the palms of her hands perspire and the pituitary gland says, “Go, Mama.” In the male, it is quite a different story. He has a gland that follows a muscle from the right arm down to the base of his billfold pocket. It's called “cheap.” Girls can slam a door louder, beg longer, turn tears on and off like a faucet, and invented the term, “You don't trust me.” So much for “sugar and spice and everything nice” and “snips and snails and puppydog tails.

Industrial innovations are costly, and managers must justify their high cost by producing measurable proof of their superiority... [P]eriodic innovations in goods or tools foster the belief that anything new will be proven better. This belief has become an integral part of the modern world view. It is forgotten that whenever a society lives by this delusion, each marketed unit generates more wants than it satisfies. If new things are made because they are better, then the things most people use are not quite good. New models constantly renovate poverty. The consumer feels the lag between what he has and what he ought to get. He believes that products can be made measurably more valuable and allows himself to be constantly re-educated for their consumption. The "better" replaces the "good" as the fundamental normative concept.

Scale is the elephant in the room. When Silicon Valley executives excuse themselves and say their platform’s scale is so big that it’s really hard to prevent mass shootings from being broadcast or ethnic cleansing from being incited on their platforms, this is not an excuse—they are implicitly acknowledging that what they have created is too big for them to manage on their own. And yet, they also implicitly believe that their right to profit from these systems outweighs the social costs others bear. So when companies like Facebook say, “We have heard feedback that we must do more,” as they did when their platform was used to live-broadcast mass shootings in New Zealand, we should ask them a question: If these problems are too big for you to solve on the fly, why should you be allowed to release untested products before you understand their potential consequences for society?

Not only that, but the Swedes managed to be rich and successful as well, unlike Britain, say, where the primary goal of socialists always seemed to be to make everyone as poor and backward as a shop steward in a British Leyland factory. For years, Sweden was to me the perfect society. It was hard enough to come to terms with the fact that the price to be paid for this was a scandalously high cost of living and an approach to life that had all the gusto of an undertakers’ convention, but to find now that there was litter everywhere and educated people peeing on shop fronts was almost too much.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

One also, in our milieu, simply didn't meet enough Americans to form an opinion. And when one did—this was in the days of crew-cuts and short-legged pants—they, too, often really did sport crew-cuts and trousers that mysteriously ended several inches short of the instep. Why was that? It obviously wasn't poverty. A colleague of my father's had a daughter who got herself married and found that an American friend she had met on holiday had offered to pay the whole cost of the nuptial feast. I forget the name of this paladin, but he had a crew-cut and amputated trouser-bottoms and a cigar stub and he came from a place called Yonkers, which seemed to me a ridiculous name to give to a suburb. (I, who had survived Crapstone… ) Anyway, once again one received a Henry Jamesian impression of brash generosity without overmuch refinement. There was a boy at my boarding school called Warren Powers Laird Myers, the son of an officer stationed at one of the many U.S. Air Force bases in Cambridgeshire. Trousers at The Leys School were uniform and regulation, but he still managed to show a bit of shin and to buzz-cut his hair. 'I am not a Yankee,' he informed me (he was from Norfolk, Virginia). 'I am a CON-federate.' From what I was then gleaning of the news from Dixie, this was unpromising. In our ranks we also had Jamie Auchincloss, a sprig of the Kennedy-Bouvier family that was then occupying the White House. His trousers managed to avoid covering his ankles also, though the fact that he shared a parent with Jackie Kennedy meant that anything he did was accepted as fashionable by definition. The pants of a man I'll call Mr. 'Miller,' a visiting American master who skillfully introduced me to J.D. Salinger, were also falling short of their mark. Mr. Miller's great teacher-feature was that he saw sexual imagery absolutely everywhere and was slightly too fond of pointing it out [...]. Meanwhile, and as I mentioned much earlier, the dominant images projected from the United States were of the attack-dog-and-firehose kind, with swag-bellied cops lying about themselves and the political succession changed as much by bullets as by ballots.

Addiction to softer drugs like alcohol or pot can be just as damaging but more insidious. The costs mount so slowly that they can be difficult to detect. That’s especially true of pot. If she’s using daily, don’t accept her protestations that marijuana has no deleterious effect on her. I don’t care how many cannabis evangelists she can rally to her cause, researchers tell a different story about heavy pot use. Heavy pot use lowers IQ (Meier et al. 2012); it damages memory (Solowij and Battisti 2008); it impairs decision-making (Tamm et al. 2013); it devastates motivation (Treadway et al. 2012; Smirnov and Kiyatkin 2008; Bloomfield et al. 2014); and it increases anxiety (Zvolensky et al. 2008). Finally, no matter what you might have heard, pot is addictive. In part, this is because it lowers the amount of available dopamine in the brain, necessitating its continued use to maintain normal levels (Hirvonen et al. 2011).

If a man has been his mother’s undisputed darling,” Freud wrote, “he retains throughout life the triumphant feeling, the confidence in success, which not seldom brings success with it.” The reverse might also be said, and a man who has been denied maternal esteem has also been denied that easy confidence, that wonderful feeling of triumph, with which the mother’s darling automatically greets every morning. If he does manage to achieve success, he often views it not as a gift, not as a birthright, but as a loan, and for the rest of his life he worries that it may be snatched away and given to someone more deserving. The emotional cost, the tension and the anxiety, may be considerable. Such

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.

We have good news and bad news. The good news is that the dismal vision of human sexuality reflected in the standard narrative is mistaken. Men have not evolved to be deceitful cads, nor have millions of years shaped women into lying, two-timing gold-diggers. But the bad news is that the amoral agencies of evolution have created in us a species with a secret it just can’t keep. Homo sapiens evolved to be shamelessly, undeniably, inescapably sexual. Lusty libertines. Rakes, rogues, and roués. Tomcats and sex kittens. Horndogs. Bitches in heat.1 True, some of us manage to rise above this aspect of our nature (or to sink below it). But these preconscious impulses remain our biological baseline, our reference point, the zero in our own personal number system. Our evolved tendencies are considered “normal” by the body each of us occupies. Willpower fortified with plenty of guilt, fear, shame, and mutilation of body and soul may provide some control over these urges and impulses. Sometimes. Occasionally. Once in a blue moon. But even when controlled, they refuse to be ignored. As German philosopher Arthur Schopenhauer pointed out, Mensch kann tun was er will; er kann aber nicht wollen was er will. (One can choose what to do, but not what to want.) Acknowledged or not, these evolved yearnings persist and clamor for our attention. And there are costs involved in denying one’s evolved sexual nature, costs paid by individuals, couples, families, and societies every day and every night. They are paid in what E. O. Wilson called “the less tangible currency of human happiness that must be spent to circumvent our natural predispositions.”2 Whether or not our society’s investment in sexual repression is a net gain or loss is a question for another time. For now, we’ll just suggest that trying to rise above nature is always a risky, exhausting endeavor, often resulting in spectacular collapse. Any attempt to understand who we are, how we got to be this way, and what to do about it must begin by facing up to our evolved human sexual predispositions. Why do so many forces resist our sustained fulfillment? Why is conventional marriage so much damned work? How has the incessant, grinding campaign of socio-scientific insistence upon the naturalness of sexual monogamy combined with a couple thousand years of fire and brimstone failed to rid even the priests, preachers, politicians, and professors of their prohibited desires? To see ourselves as we are, we must begin by acknowledging that of all Earth’s creatures, none is as urgently, creatively, and constantly sexual as Homo sapiens.

As actor and comedian Lily Tomlin once said, “The road to success is always under construction.” So don’t allow yourself to be detoured from getting to your ONE Thing. Pave your way with the right people and place. BIG IDEAS Start saying “no.” Always remember that when you say yes to something, you’re saying no to everything else. It’s the essence of keeping a commitment. Start turning down other requests outright or saying, “No, for now” to distractions so that nothing detracts you from getting to your top priority. Learning to say no can and will liberate you. It’s how you’ll find the time for your ONE Thing. Accept chaos. Recognize that pursuing your ONE Thing moves other things to the back burner. Loose ends can feel like snares, creating tangles in your path. This kind of chaos is unavoidable. Make peace with it. Learn to deal with it. The success you have accomplishing your ONE Thing will continually prove you made the right decision. Manage your energy. Don’t sacrifice your health by trying to take on too much. Your body is an amazing machine, but it doesn’t come with a warranty, you can’t trade it in, and repairs can be costly. It’s important to manage your energy so you can do what you must do, achieve what you want to achieve, and live the life you want to live. Take ownership of your environment. Make sure that the people around you and your physical surroundings support your goals. The right people in your life and the right physical environment on your daily path will support your efforts to get to your ONE Thing. When both are in alignment with your ONE Thing, they will supply the optimism and physical lift you need to make your ONE Thing happen. Screenwriter Leo Rosten pulled everything together for us when he said, “I cannot believe that the purpose of life is to be happy. I think the purpose of life is to be useful, to be responsible, to be compassionate. It is, above all, to matter, to count, to stand for something, to have made some difference that you lived at all.” Live with Purpose, Live by Priority, and Live for Productivity. Follow these three for the same reason you make the three commitments and avoid the four thieves—because you want to leave your mark. You want your life to matter. 18

Decide you’ll only ask questions that help you move forward instead of feeling stuck in the reasons something happened. “What” questions increase our ability to become more self-aware, while “why” questions only focus on things out of our control. Pride loves to whisper, “It’s their issue. Not yours.” Insecurity loves to whisper, “You are a mess. You are the issue.” But what a tragedy it would be to suffer this hurt and refuse the precious and costly gifts of humility and maturity this situation could very well give you. Questions I’ve found helpful: What is one good thing I’ve learned from this? What was a downside to this situation that I can be thankful is no longer my burden to carry? What were the unrealistic expectations I had, and how can I better manage these next time? What do I need to do to boost my courage to pursue future opportunities? What is one positive change I could make in my attitude about the future? What are some lingering negative feelings about this situation that I need to pray through and shake off to be better prepared to move forward? What is one thing God has been asking me to do today to make tomorrow easier?

Ironically, many of the institutions that run the economy, such as medicine, education, law and even psychology are largely dependent upon failing health. If you add up the amounts of money exchanged in the control, anticipation and reaction to failing health (insurance, pharmaceutical research and products, reactive or compensatory medicine, related legal issues, consultation and therapy for those who are unwilling to improve their physical health and claim or believe the problem is elsewhere, etc.), you end up with an enormous chunk. To keep that moving, we need people to be sick. Then we have the extreme social emphasis placed on the pursuit and maintenance of a lifestyle based on making money at any cost, often at the sacrifice of health, sanity and well-being.

Because by definition they lack any such sense of mutuality or wholeness, our specializations subsist on conflict with one another. The rule is never to cooperate, but rather to follow one's own interest as far as possible. Checks and balances are all applied externally, by opposition, never by self-restraint. Labor, management, the military, the government, etc., never forbear until their excesses arouse enough opposition to force them to do so. The good of the whole of Creation, the world and all its creatures together, is never a consideration because it is never thought of; our culture now simply lacks the means for thinking of it. It is for this reason that none of our basic problems is ever solved. Indeed, it is for this reason that our basic problems are getting worse. The specialists are profiting too well from the symptoms, evidently, to be concerned about cures -- just as the myth of imminent cure (by some 'breakthrough' of science or technology) is so lucrative and all-justifying as to foreclose any possibility of an interest in prevention. The problems thus become the stock in trade of specialists. The so-called professions survive by endlessly "processing" and talking about problems that they have neither the will nor the competence to solve. The doctor who is interested in disease but not in health is clearly in the same category with the conservationist who invests in the destruction of what he otherwise intends to preserve. The both have the comfort of 'job security,' but at the cost of ultimate futility. ... This has become, to some extent at least, an argument against institutional solutions. Such solutions necessarily fail to solve the problems to which they are addressed because, by definition, the cannot consider the real causes. The only real, practical, hope-giving way to remedy the fragmentation that is the disease of the modern spirit is a small and humble way -- a way that a government or agency or organization or institution will never think of, though a person may think of it: one must begin in one's own life the private solutions that can only in turn become public solutions.

Most families have increased the speed of their lives and the number of their activities gradually--even unconsciously--over time. They realize that there are costs to a consistently fast-paced, hectic schedule, but they've adjusted. And looking around, there always seems to be another family that does everything you do, and more, managing to squeeze in skiing, or Space Camp, or French horn lessons on top of everything else. How do they do it? They do it by never asking 'Why?' Why do our kids need to be busy all of the time? Why does our son, age twelve, need to explore the possibility of space travel? Why do we feel we must offer everything? Why must it all happen now? Why does tomorrow always seem a bit late? Why would we rather squeeze more things into our schedules than to see what happens over time? What happens when we stop, when we have free time?

In previous centuries national identities were forged because humans faced problems and opportunities that were far beyond the scope of local tribes and which only countrywide cooperation could hope to handle. In the twenty-first century, nations find themselves in the same situation as the old tribes: they are no longer the right framework to manage the most important challenges of the age. We need a new global identity because national institutions are incapable of handling a set of unprecedented global predicaments. We now have a global ecology, a global economy, and a global science—but we are still stuck with only national politics. This mismatch prevents the political system from effectively countering our main problems. To have effective politics, either we must deglobalize the ecology, the economy, and the march of science or we must globalize our politics. Since it is impossible to deglobalize the ecology and the march of science, and since the cost of deglobalizing the economy would probably be prohibitive, the only real solution is to globalize politics. This does not mean establishing a “global government”—a doubtful and unrealistic vision. Rather, to globalize politics means that political dynamics within countries and even cities should give far more weight to global problems and interests.

In recent years I had begun to be interested in fashion. But sometimes—especially when I had dressed not only to make a good impression in general but for a man—preparing myself (this was the word) seemed to me to have something ridiculous about it. All that struggle, all that time spent camouflaging myself when I could be doing something else. The colors that suited me, the ones that didn’t, the styles that made me look thinner, those that made me fatter, the cut that flattered me, the one that didn’t. A lengthy, costly preparation. Reducing myself to a table set for the sexual appetite of the male, to a well-cooked dish to make his mouth water. And then the anguish of not succeeding, of not seeming pretty, of not managing to conceal with skill the vulgarity of the flesh with its moods and odors and imperfections. But I had done it. I had done it also for Nino, recently. I had wanted to show him that I was different. But now, enough. He had brought his wife and it seemed to me a mean thing. I hated competing in looks with another woman, especially under the gaze of a man, and I suffered at the thought of finding myself in the same place with the beautiful girl I had seen in the photograph, it made me sick to my stomach. She would size me up, study every detail with the pride of a woman of Via Tasso taught since birth to attend to her body; then, at the end of the evening, alone with her husband, she would criticize me with cruel lucidity.

For the existing enterprise, whether business or public-service institution, the controlling word in the term ‘entrepreneurial management’ is ‘entrepreneurial’. For the new venture, it is ‘management’. In the existing business, it is the existing that is the main obstacle to entrepreneurship. In the new venture, it is its absence. The new venture has an idea. It may have a product or a service. It may even have sales, and sometimes quite a substantial volume of them. It surely has costs. And it may have revenues and even profits. What it does not have is a ‘business’, a viable, operating, organized ‘present’ in which people know where they are going, what they are supposed to do, and what the results are or should be. But unless a new venture develops into a new business and makes sure of being ‘managed’, it will not survive no matter how brilliant the entrepreneurial idea, how much money it attracts, how good its products, nor even how great the demand for them.

Farmers in the South, West, and Midwest, however, were still building a major movement to escape from the control of banks and merchants lending them supplies at usurious rates; agricultural cooperatives—cooperative buying of supplies and machinery and marketing of produce—as well as cooperative stores, were the remedy to these conditions of virtual serfdom. While the movement was not dedicated to the formation of worker co-ops, in its own way it was at least as ambitious as the Knights of Labor had been. In the late 1880s and early 1890s it swept through southern and western states like a brushfire, even, in some places, bringing black and white farmers together in a unity of interest. Eventually this Farmers’ Alliance decided it had to enter politics in order to break the power of the banks; it formed a third party, the People’s Party, in 1892. The great depression of 1893 only spurred the movement on, and it won governorships in Kansas and Colorado. But in 1896 its leaders made a terrible strategic blunder in allying themselves with William Jennings Bryan of the Democratic party in his campaign for president. Bryan lost the election, and Populism lost its independent identity. The party fell apart; the Farmers’ Alliance collapsed; the movement died, and many of its cooperative associations disappeared. Thus, once again, the capitalists had managed to stomp out a threat to their rule.171 They were unable to get rid of all agricultural cooperatives, however, even with the help of the Sherman “Anti-Trust” Act of 1890.172 Nor, in fact, did big business desire to combat many of them, for instance the independent co-ops that coordinated buying and selling. Small farmers needed cooperatives in order to survive, whether their co-ops were independent or were affiliated with a movement like the Farmers’ Alliance or the Grange. The independent co-ops, moreover, were not necessarily opposed to the capitalist system, fitting into it quite well by cooperatively buying and selling, marketing, and reducing production costs. By 1921 there were 7374 agricultural co-ops, most of them in regional federations. According to the census of 1919, over 600,000 farmers were engaged in cooperative marketing or purchasing—and these figures did not include the many farmers who obtained insurance, irrigation, telephone, or other business services from cooperatives.173

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

Or I can stay with Colby when he comes back,” she added deliberately. She even smiled. “He’ll take care of me.” His black eyes narrowed. “He can barely take care of himself,” he said flatly. “He’s a lost soul. He can’t escape the past or face the future without Maureen. He isn’t ready for a relationship with anyone else, even if he thinks he is” She didn’t rise to the bait. “I can count on Colby. He’ll help me if I need it.” He looked frustrated. “But you won’t let me help you.” “Colby isn’t involved with anyone who’d be jealous of the time he spent looking out for me. That’s the difference.” He let out an angry breath and his eyes began to glitter. “You have to beat the subject to death, I guess.” She managed to look indifferent. “You have your own life to live, Tate. I’m not part of it anymore. You’ve made that quite clear.” His teeth clenched. “Is it really that easy for you to throw the past away?” he asked. “That’s what you want,” she reminded him. There was a perverse pleasure in watching his eyes narrow. “You said you’d never forget or forgive me,” she added evenly. “I took you at your word. I’ll always have fond memories of you and Leta. But I’m a grown woman. I have a career, a future. I’ve dragged you down financially for years, without knowing it. Now that I do…” “For God’s sake!” he burst out, rising to pace with his hands clenched in his pockets. “I could have sent you to Harvard if you’d wanted to go there, and never felt the cost! “You’re missing the point,” she said, feeling nausea rise in her throat and praying it wouldn’t overflow. “I could have worked my way through school, paid for my own apartment and expenses. I wouldn’t have minded. But you made me beholden to you in a way I can never repay.” He stopped pacing and glared at her. “Have I asked for repayment?” She smiled in spite of herself. “You look just like Matt when you glower that way.” The glare got worse. She held up a hand. “I know. You don’t want to talk about that. Sorry.” “Everyone else wants to talk about it,” he said irritably. “I’ve done nothing but dodge reporters ever since the story broke. What a hell of a way to do it, on national television!

She sorted through the clothes. “Do you mind wearing Emilio’s underwear?” She turned back to him with the two different styles that she’d found. “You’re about the same size. And they’re clean. They were wrapped in a paper package, like from a laundry service.” Max gave her a look, because along with the very nice, very expensive pair of black silk boxers she’d pilfered from Emilio, she’d also borrowed one of his thongs. “What?” Gina said. It was definitely a man-thong. It had all that extra room for various non-female body parts. “Don’t be ridiculous.” “I’m not,” she said, trying to play it as serious. “One, it’s been a while, maybe your tastes have changed. And two, these might actually be more comfortable, considering the placement of your bandage and—” He took the boxers from her. “Apparently I was wrong.” She turned away and started sorting through the pairs of pants and Bermuda shorts she’d grabbed, trying not to be too obvious about the fact that she was watching him out of the corner of her eye. To make sure he didn’t fall over. Right. After he got the boxers on, he took off the bathrobe and . . . Okay, he definitely wasn’t as skinny as he’d been after his lengthy stint in the hospital. Emilio’s pants probably weren’t going to fit him, after all. Although, there was one pair that looked like they’d be nice and loose . . . There they were. The Kelly green Bermuda shorts. Max gave her another one of those you’ve-got-to-be-kidding glances as he put the bathrobe over the back of another chair. “Do I really look as if I’ve ever worn shorts that color in my entire life?” She tried not to smile. “I honestly don’t think you have much choice.” She let herself look at him. “You know, you could just go with the boxers. At least until your pants dry. You know what would really work with that, though? A bowtie.” She turned, as if to go back to the closet. “I’m sure Emilio has a tux. Judging from his other clothes, it’s probably polyester and chartreuse, but maybe the bowtie is—” “Gina.” Max stopped her before she reached the door. He motioned for her to come back. She held out the green shorts, but instead of taking them, he took her arm, pulled her close. “I love you,” Max said, as if he were dispatching some terrible, dire news that somehow still managed to amuse him at least a little. Gina had been hoping that he’d say it, praying even, but the fact that he’d managed to smile, even just a bit while he did, was a miracle. And then, before her heart even had a chance to start beating again, he kissed her. And oh, she was also beyond ready for that particular marvel, for the sweet softness of his mouth, for the solidness of his arms around her. There was more of him to hold her since he’d regained his fighting weight—and that was amazing, too. She skimmed her hands across the muscular smoothness of his back, his shoulders, as his kiss changed from tender to heated. And, God. That was a miracle, too. Except she couldn’t help but wonder about those words, wrenched from him, as if it cost him his soul to speak them aloud. Why tell her this right now? Yes, she’d been waiting for years for him to say that he loved her, but . . . Max laughed his surprise. “No. Why do you . . .?” He figured it out himself. “No, no, Gina, just . . . I should’ve said it before. I should have said it years ago, but I really should have said it, you know, instead of hi.” He laughed again, clearly disgusted with himself. “God, I’m an idiot. I mean, hi? I should have walked in and said, ‘Gina, I need you. I love you, don’t ever leave me again.’” She stared at him. It was probably a good thing that he hadn’t said that at the time, because she might’ve fainted. It was obvious that he wanted her to say something, but she was completely speechless.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

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 twentieth-century mystic Thomas Merton wrote, “There can be an intense egoism in following everybody else. People are in a hurry to magnify themselves by imitating what is popular—and too lazy to think of anything better. Hurry ruins saints as well as artists. They want quick success, and they are in such a haste to get it that they cannot take time to be true to themselves. And when the madness is upon them, they argue that their very haste is a species of integrity.”20 Merton elegantly articulates how the pressure of the create-on-demand world can cause us to look sideways at our peers and competitors instead of looking ahead. The process of discovering and refining your voice takes time. Unnecessary Creation grants you the space to discover your unique aptitudes and passions through a process of trial, error, and play that won’t often be afforded to you otherwise. Initiating a project with no parameters and no expectations from others also forces you to stay self-aware while learning to listen to and follow your intuition. Both of these are crucial skills for discovering your voice. It’s completely understandable if you’re thinking, “But wait—I hardly have time to breathe, and now you want me to cram something else into my schedule, just for my own enjoyment?” It’s true that every decision about where we spend our time has an opportunity cost, and dedicating time to Unnecessary Creation seems like a remarkably inefficient choice. In truth, it is inefficient. Consider, however, the opportunity cost of spending your life only on pragmatics. You dedicate your time to pleasing everyone else and delivering on their expectations, but you never get around to discovering your deeper aptitudes and creative capacities. Nothing is worth that.

And so I learned things, gentlemen. Ah, one learns when one has to; one learns when one needs a way out; one learns at all costs. One stands over oneself with a whip; one flays oneself at the slightest opposition. My ape nature fled out of me, head over heels and away, so that my first teacher was almost himself turned into an ape by it and was taken away to a mental hospital. Fortunately he was soon let out again. But I used up many teachers, several teachers at once. As I became more confident of my abilities, as the public took and interest in my progress and my future began to look bright, I engaged teachers for myself, engaged them in five communicating rooms, and took lessons from all at once by dint of leaping from one room to the other. That progress of mine! How the rays of knowledge penetrated from all sides into my awakening brain? I do not deny it: I found it exhilarating. But I must also confess: I did not overestimate it, not even then, much less now. With an effort which up till now has never been repeated I managed to reach the cultural level of an average European. In itself that might be nothing to speak of, but it is something insofar as it has helped me out of my cage and opened a special way out for me, the way of humanity. There is an excellent idiom: to fight one’s way through the thick of things; that is what I have done, I have fought through the thick of things. There was nothing else for me to do, provided that freedom was not to be my choice. As I look back on my development and survey what I have achieved so far, I do not complain, but I am not complacent either. With my hands in my trouser pockets, my bottle of wine on the table, I half lie and half sit in my rocking chair and gaze out of the window: If a visitor arrives I receive him with propriety. My manager sits in the anteroom; when I ring, he comes and listens to what I have to say. Nearly every evening I give a performance, and I have a success that could hardly be increased. When I come home late at night from banquets, from scientific receptions, from social gatherings, there sits waiting for me a half-trained chimpanzee and I take comfort from her as apes do. By day I cannot bear to see her; for she has the insane look of the bewildered half-broken animal in her eye, no one else sees it, but I do, and I cannot bear it. On the whole, at any rate, I have achieved what I have set out to achieve. But do not tell me that it was not worth the trouble. In any case, I am not appealing to any man’s verdict. I am only imparting knowledge, I am only making a report. To you also, honored Members of the Academy, I have only made a report.

Somewhere in all the looking around at others for validation, we’ve stopped looking up. If we are living honest lives that honor God, we must not forget that people not liking our boundary does not mean we aren’t living right before God. When someone says something that hurts or offends us when we draw a boundary, it can be good to check ourselves. Is any part of this an attempt on our part to do harm, control, retaliate, check out, or give ourselves permission to be irresponsible? While checking ourselves is healthy, questioning our identity is not. Checking ourselves means looking at a current attitude or behavior to see if it is in line with God’s instructions and wisdom. Questioning our identity is doubting who we are because we have given too much power to other people by letting their opinions define us. I don’t know any other way to say this except to be absolutely direct: If our identity, the foundational belief we hold of who we are, is tied to an opinion someone has of us, we need to reassess. We must be honest with how much access to our heart we’ve given to this person. It’s not bad to give someone access to our heart but when we give an unhealthy person too much access, it can shake us to our core. When their opinion of us starts to affect how we see ourselves, we can lose sight of the best parts of who we are because we get entangled in the exhausting pursuit of trying to keep that relationship intact no matter the cost. And when this is the cycle we are caught in, sometimes we would rather manage people’s perceptions of us than care for ourselves and the relationship by putting appropriate boundaries in place. Remember, we talked about personal access and responsibility in previous chapters. When we give people personal access to us, those people must be responsible with it. And emotional access to our hearts is especially important.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Why don't you make everybody an Alpha Double Plus while you're about it?" Mustapha Mond laughed. "Because we have no wish to have our throats cut," he answered. "We believe in happiness and stability. A society of Alphas couldn't fail to be unstable and miserable. Imagine a factory staffed by Alphas–that is to say by separate and unrelated individuals of good heredity and conditioned so as to be capable (within limits) of making a free choice and assuming responsibilities. Imagine it!" he repeated. The Savage tried to imagine it, not very successfully. "It's an absurdity. An Alpha-decanted, Alpha-conditioned man would go mad if he had to do Epsilon Semi-Moron work–go mad, or start smashing things up. Alphas can be completely socialized–but only on condition that you make them do Alpha work. Only an Epsilon can be expected to make Epsilon sacrifices, for the good reason that for him they aren't sacrifices; they're the line of least resistance. His conditioning has laid down rails along which he's got to run. He can't help himself; he's foredoomed. Even after decanting, he's still inside a bottle–an invisible bottle of infantile and embryonic fixations. Each one of us, of course," the Controller meditatively continued, "goes through life inside a bottle. But if we happen to be Alphas, our bottles are, relatively speaking, enormous. We should suffer acutely if we were confined in a narrower space. You cannot pour upper-caste champagne-surrogate into lower-caste bottles. It's obvious theoretically. But it has also been proved in actual practice. The result of the Cyprus experiment was convincing." "What was that?" asked the Savage. Mustapha Mond smiled. "Well, you can call it an experiment in rebottling if you like. It began in A.F. 473. The Controllers had the island of Cyprus cleared of all its existing inhabitants and re-colonized with a specially prepared batch of twenty-two thousand Alphas. All agricultural and industrial equipment was handed over to them and they were left to manage their own affairs. The result exactly fulfilled all the theoretical predictions. The land wasn't properly worked; there were strikes in all the factories; the laws were set at naught, orders disobeyed; all the people detailed for a spell of low-grade work were perpetually intriguing for high-grade jobs, and all the people with high-grade jobs were counter-intriguing at all costs to stay where they were. Within six years they were having a first-class civil war. When nineteen out of the twenty-two thousand had been killed, the survivors unanimously petitioned the World Controllers to resume the government of the island. Which they did. And that was the end of the only society of Alphas that the world has ever seen." The Savage sighed, profoundly. "The optimum population," said Mustapha Mond, "is modelled on the iceberg–eight-ninths below the water line, one-ninth above." "And they're happy below the water line?" "Happier than above it.

Eena worried to Ian in her thoughts. (You’re not going to let him walk away thinking what I think he’s thinking, are you?) (You won't change his mind. The evidence is a little suggestive. You should have just stayed behind me.) (Oh, this is all my fault?) (Well, you were the one swimming in your underwear.) (And you’re the one who took your shirt off!) (You think the alternative would have been better?) She shuttered at the thought of the Braetic stumbling across her in her underclothes. “Cale,” Eena said in another attempt to convince the stranger. Somehow she managed to sidestep Ian’s effort to halt her, and she approached the man. “I am not messing around with my protector. I am, and always have been, true and faithful to Derian. It’s just……a lot of weird things have happened lately.” The Braetic looked willing to consider a good excuse. “Such as?” “Well,” she started, casting a furtive glance at Ian. He was shaking his head, conveying strong disapproval. She ignored him. “Okay, well…..I’ve been fighting these immortals who are bent on using me to break free from an imprisoning gem where they were sentenced to stayed locked up for eternity. They nearly annihilated a world of Viiduns—that’s how awful they are! But one of these immortals has control over my necklace, and her brother keeps transporting me and my protector all over Moccobatra in search of pieces to a star-shaped platform they intend to use to free their bodies which have been trapped for over three-thousand years now. We were sent here at an inopportune—and highly embarrassing—moment to find the final piece to the platform. It’s been a nightmare just trying to stay alive!” “Wow,” Cale breathed, not looking half as concerned as Eena thought he ought to. “So these immortals are using you and trying to kill you at the same time?” She shook her head. “No, no, only the dragons are trying to kill me…or they were trying to kill me until Naga put a stop to them.” Eena heard Ian’s hand smack against his forehead. She saw humor sweep over the Braetic’s face. It made her angry. “Dragons too, huh?” Cale snickered. “It’s the truth!” she insisted. (Eena, just forget it. You’re only making it worse.) She ignored her protector’s advice again. “Cale, I’m telling you the honest-to-goodness truth. Do you know the story of Wanyaka Cave? The red-gemmed prison and the two spirit sisters?” Completely out of patience, Ian broke into the conversation, rudely speaking over his queen. “We’ll be on our way now, sir. We apologize for trespassing.” With a big grin on his face, the Braetic offered a friendly alternative. “Why don’t the pair of you accompany me home. I’m sure my wife can round up some suitable clothing for you. Those immortals must have a ripe sense of humor, leaving you alone in the woods without any decent attire.” He caught a chuckle in his throat. “That is unless it was the dragons who took the shirt off your back.” “Dragons are immortals!” Eena snapped, as if any fool ought to know it. Ian flashed her a harsh look. “We would greatly appreciate the help, sir.” “Oh, it’ll cost you something,” Cale informed them, “but we can discuss that on our way.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

I want to end here with the most common and least understood sexual problem. So ordinary is this problem, so likely are you to suffer from it, that it usually goes unnoticed. It doesn't even have a name. The writer Robertson Davies dubs it acedia. “Acedia” used to be reckoned a sin, one of the seven deadly sins, in fact. Medieval theologians translated it as “sloth,” but it is not physical torpor that makes acedia so deadly. It is the torpor of the soul, the indifference that creeps up on us as we age and grow accustomed to those we love, that poisons so much of adult life. As we fight our way out of the problems of adolescence and early adulthood, we often notice that the defeats and setbacks that troubled us in our youth are no longer as agonizing. This comes as welcome relief, but it has a cost. Whatever buffers us from the turmoil and pain of loss also buffers us from feeling joy. It is easy to mistake the indifference that creeps over us with age and experience for the growth of wisdom. Indifference is not wisdom. It is acedia. The symptom of this condition that concerns me is the waning of sexual attraction that so commonly comes between lovers once they settle down with each other. The sad fact is that the passionate attraction that so consumed them when they first courted dies down as they get to know each other well. In time, it becomes an ember; often, an ash. Within a few years, the sexual passion goes out of most marriages, and many partners start to look elsewhere to rekindle this joyous side of life. This is easy to do with a new lover, but acedia will not be denied, and the whole cycle happens again. This is the stuff of much of modern divorce, and this is the sexual disorder you are most likely to experience call it a disorder because it meets the defining criterion of a disorder: like transsexuality or S-M or impotence, it grossly impairs sexual, affectionate relations between two people who used to have them. Researchers and therapists have not seen fit to mount an attack on acedia. You will find it in no one’s nosology, on no foundation's priority list of problems to solve, in no government mental health budget. It is consigned to the innards of women's magazines and to trashy “how to keep your man” paperbacks. Acedia is looked upon with acceptance and indifference by those who might actually discover how it works and how to cure it. It is acedia I wish to single out as the most painful, the most costly, the most mysterious, and the least understood of the sexual disorders. And therefore the most urgent.

Well, forgive the fuck out of me for being shocked senseless when I realized he wasn’t dead. Why didn’t you tell me he was the beast, Ryodan? Why did we have to kill him? I know it’s not because he can’t control himself when he’s the beast. He controlled himself last night when he rescued me from the Book. He can change at will, can’t he? What happened in the Silvers? Does the place have some kind of effect on you, make you uncontrollable?” I almost slapped myself in the forehead. Barrons had told me that the reason he tattooed himself with black and red protection runes was because using dark magic called a price due, unless you took measures to protect yourself against the backlash. Did using IYD require the blackest kind of magic to make it work? Would it grant his demand to magically transport him to me no matter where I was but devolve him into the darkest, most savage version of himself as the price? “It was because of how he got there, wasn’t it?” I said. “The spell you two worked sent him to me like was it was supposed to, but the cost was that it turned him into the lowest common denominator of himself. An insane killing machine. Which he figured was all right, because if I was dying, I’d probably need a killing machine around. A champion to show up and decimate all my enemies. That was it, wasn’t it?” Ryodan had gone completely still. Not a muscle twitched. I wasn’t sure he was breathing. “He knew what would happen if I pressed IYD, and he made plans with you to handle it.” That was Barrons, always thinking, always managing risks where I was concerned. “He tattooed me so he would sense his mark on me and not kill me. And you were supposed to track him—that’s why you both wear those cuffs, so you can find each other—and kill him so he’d come back as the man form of himself, and I’d never be any wiser. I’d get rescues and have no clue it was Barrons who’d done it or that he sometimes turns into a beast. But you screwed up. And that’s what he was mad at you about this morning on the phone. It was your failure to kill him that let the cat out of the bag.” A tiny muscle twitched in his jaw. He was pissed. I was definitely right. “He can always circumvent the price of black magic,” I marveled. “When you kill him, he comes back exactly the same as before, doesn’t he? He could tattoo his whole body with protection runes and, when he ran out of skin, kill himself so he could come back with a clean slate, to start all over.” That was why his tattoos weren’t always the same. “Talk about your ultimate get-out-of-jail-free card! And if you hadn’t botched the plan, I would never have known. It’s your fault I know, Ryodan. I think that means it’s not me you should kill, it’s yourself. Oh, gee, wait,” I said sarcastically, “that wouldn’t work, would it?

Where are you from?" She asked without thinking. "I was born in the mountains." Runach said with a shrug. "The place doesn't matter." "Do you have siblings?" "Yes, several. Not all are still living. He smiled faintly. "You are full of questions this afternoon." "The library was a bad influence on me." Runach smiled briefly. "And I believe that was three questions you asked me, which leaves me with three of my own for you to answer." "That was two." "I don't count very well." "I think you count very well," she said grimly. He only smiled again. "I'll contemplate which answers I'll have and let you know." Aisling thought she just might be dreading them, but couldn't bring herself to say as much. "What was your home like?" she asked. "Another question." "You look distracted." He smiled and a dimple peeked out at her from his unscarred cheek. "You are more devious than I give you credit for being. I am keeping a tally, you know. I will expect a like number of answers from you." She stared at him for a moment or two. It was difficult not to, but he didnt seem to mind. "Why?" She asked finally. "Beacause you are a mystery." "And do you care for a mystery?" "I am obsessed by a good mystery," he said frankly. "More than enough to pry a few answers out of you, however I am able." "And what if I am not inclined to give them?" She asked, her mouth suddenly dry. "Then I will wonder about you silently." "In truth?" she asked, surprised. Runach smiled, looking just as surprised. "What else would I do? Beat the answers from you?" "I don't know." She said slowly. "I don't know what soldiers do." He shook his head. "Hedge all you like, if you like." "Your mother must have been a well-bred lady." She said, frowning. "Why do you say that?" "She seems to have taught you decent manners, for your being a mere soldier." "She tried," he agreed, looking out over the sea. Aisling turned and looked at him. "How long ago did you lose her?" Runach took a deep breath and dragged his hand through his hair, before he bowed his head and slid her a look. "That answer will cost you dearly." Her first instinct, as always, was to say nothing. But the truth was, she lived and breathed still. She could tell him perhaps a bit about herself, without bringing the curse down upon her head. Aisling took her own deep breath. "Very well." "My mother died twenty years ago, though I vow it feels like yesterday." "How did she die?" Runach was very still. "My father slew her and half my siblings. Time has done the rest of that terrible work I suppose. She shut her mouth, and put her hand on his arm. "I'm sorry." "I am too," he agreed. Runach shook his head, then reached for her hand to draw it through his arm. "Let's walk whilst you spew out the answers you owe me. You'll be more comfortable that way, I'm sure." "I'm not sure you should worry about my comfort" Aisling managed, "not after those questions." "But I do. And now that I have bared my soul, I think you should worry about my comfort and do the same.

Add your typical shower and claw feet Owners claw foot tub, consider incorporating the most traditional sense of joy in the ease and comfort revolutionary shower, governments are mainly engaged in the race just to check in early for power within very ready. Clawfoot tubs wear’s now includes a shower; there are many strategies to use the shower in the bathroom now. Even if a person must be determined in those particular individual hairs, can be costly and impractical. Although the site has a separate shower grow, keep in mind that you want the products and save more modern maintenance. Value management easier and more efficient to add a shower curtain and bath address. The information is not expensive, there are some ideas that you can include in the acquired shower. Contractor or plumber can provide ideas and even to make for you. The original can take water heater shower bath in the direction of the feet and the creation of a rod with an en suite shower room, and when the curtain. Shower curtains apartment surrounded significantly reduces splash of water leaks. Another option would be surplus tiles on the long term, the use of H2O "enemy" and shower rod and curtain also furnished, "L" of the aspects described in determining the bath. What will be more expensive and bathroom alone for a long time, some people are afraid of this option. On the way to the drain in the shower, you could be the cables hidden in the bathroom near the wall. The second course in the HVAC responsible for pre-tube immediately describes the bath to the option in the direction of the traditional classical appearance. There are several different types of decorative lighting and lids which are made in such a way that appears to choose in the hoses pin and presented a lot of good taste on the market. For those who are willing to deal with their own tasks, traders improving the registered owner of the Depot and Lowe's contain a number of "do it yourself" kits are unique measurements. Such kits are barrels and other containers, as defined above use’s shower built for joint legs. Everything requires a few simple policies and lower resistance to the purchase is detected. This kind of "precursors" of the water, you can judge for yourself in the shower longitudinal shower, shower curtains and thoughts. If you take even more concerned that the easiest only independent bathroom each provider in the health of office workers only in the direction of the support of others and crank implementing rules. Have a good friend or spouse and children of a member who keep an eye on your health, as it is commonly known. No need for the resolution, that the decision to migrate to an item in the shower of his classic bathroom was somewhat effortlessly came to rise. It goes in the direction of maximizing claw foot tub, or take an impressive ease of use aerosol own desire. Many decisions wonderful shower curtain in the direction of the changes the rest of the room was coming towards a holistic view of their cosmetics, and a lot of fun to drive in the direction of your claw foot tub.

In the EPJ results, there were two statistically distinguishable groups of experts. The first failed to do better than random guessing, and in their longer-range forecasts even managed to lose to the chimp. The second group beat the chimp, though not by a wide margin, and they still had plenty of reason to be humble. Indeed, they only barely beat simple algorithms like “always predict no change” or “predict the recent rate of change.” Still, however modest their foresight was, they had some. So why did one group do better than the other? It wasn’t whether they had PhDs or access to classified information. Nor was it what they thought—whether they were liberals or conservatives, optimists or pessimists. The critical factor was how they thought. One group tended to organize their thinking around Big Ideas, although they didn’t agree on which Big Ideas were true or false. Some were environmental doomsters (“We’re running out of everything”); others were cornucopian boomsters (“We can find cost-effective substitutes for everything”). Some were socialists (who favored state control of the commanding heights of the economy); others were free-market fundamentalists (who wanted to minimize regulation). As ideologically diverse as they were, they were united by the fact that their thinking was so ideological. They sought to squeeze complex problems into the preferred cause-effect templates and treated what did not fit as irrelevant distractions. Allergic to wishy-washy answers, they kept pushing their analyses to the limit (and then some), using terms like “furthermore” and “moreover” while piling up reasons why they were right and others wrong. As a result, they were unusually confident and likelier to declare things “impossible” or “certain.” Committed to their conclusions, they were reluctant to change their minds even when their predictions clearly failed. They would tell us, “Just wait.” The other group consisted of more pragmatic experts who drew on many analytical tools, with the choice of tool hinging on the particular problem they faced. These experts gathered as much information from as many sources as they could. When thinking, they often shifted mental gears, sprinkling their speech with transition markers such as “however,” “but,” “although,” and “on the other hand.” They talked about possibilities and probabilities, not certainties. And while no one likes to say “I was wrong,” these experts more readily admitted it and changed their minds. Decades ago, the philosopher Isaiah Berlin wrote a much-acclaimed but rarely read essay that compared the styles of thinking of great authors through the ages. To organize his observations, he drew on a scrap of 2,500-year-old Greek poetry attributed to the warrior-poet Archilochus: “The fox knows many things but the hedgehog knows one big thing.” No one will ever know whether Archilochus was on the side of the fox or the hedgehog but Berlin favored foxes. I felt no need to take sides. I just liked the metaphor because it captured something deep in my data. I dubbed the Big Idea experts “hedgehogs” and the more eclectic experts “foxes.” Foxes beat hedgehogs. And the foxes didn’t just win by acting like chickens, playing it safe with 60% and 70% forecasts where hedgehogs boldly went with 90% and 100%. Foxes beat hedgehogs on both calibration and resolution. Foxes had real foresight. Hedgehogs didn’t.