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.

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.

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.

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.

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.

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.

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.

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

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.

A pair of wood thrushes is more valuable to a village than a Saturday evening band concert, and costs less.

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.

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

Repeat after me: I didn’t deserve what they did to me.”​ Rhemann didn’t know what he was asking; he didn’t know what this would cost. Panic chewed a line from Jean’s gut to his heart. He couldn’t refuse a coach’s direct order, but he could beg: “Please don’t make me, Coach.” ​“I need you to say it and mean it, Jean,” Rhemann said. “Please.”​ Please was so uncalled-for Jean could only stare at him, heart hammering louder than his thoughts. He could feel every chain straining, waiting for the words that would rend them powerless at last. He was afraid to open his mouth again lest he get sick, but at length managed a hesitant, “I didn’t deserve—” heavy hands, heavier racquets, dark rooms, darker blood, teeth and knives and drowning, I’m drowning, I’m drowning “—what they did to me.

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.

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.

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.

...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.

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.

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.

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.)

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.

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.

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 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.

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.

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.

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.

email, that ingenious twentieth-century invention whereby any random person on the planet can pester you, at any time they like, and at almost no cost to themselves, by means of a digital window that sits inches from your nose, or in your pocket, throughout your working day, and often on weekends, too. The “input” side of this arrangement—the number of emails that you could, in principle, receive—is essentially infinite. But the “output” side—the number of messages you’ll have time to read properly, reply to, or just make a considered decision to delete—is strictly finite.

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?

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).

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.

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.

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

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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?

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.

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.

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.

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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.

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

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no matter how you look at the issue, prevention is a fundamentally preferable and more cost-effective way to promote health and longevity. Most people agree that we invest insufficiently in prevention, but they would also surmise that it is difficult to get young, healthy people to avoid behaviors that increase their risk of future illness. Consider smoking, which causes more preventable deaths than any major risk factor (the other big ones being physical inactivity, poor diet, and alcohol abuse). After prolonged legal battles, public health efforts to discourage smoking have managed to halve the percentage of Americans who smoke since the 1950s.19 Yet 20 percent of Americans still smoke, causing 443,000 premature deaths in 2011 at a direct cost of $96 billion per year. Likewise, most Americans know they should be physically active and eat a healthy diet, yet only 20 percent of Americans meet the government’s recommendations for physical activity, and fewer than 20 percent meet government dietary guidelines.20 There are many, diverse reasons we are bad at persuading, nudging, or otherwise encouraging people to use their bodies more as they evolved to be used (more on this later), but one contributing factor could be that we are still following in the footsteps of the marquis de Condorcet, waiting for the next promised breakthrough. Scared of death and hopeful about science, we spend billions of dollars trying to figure out how to regrow diseased organs, hunting for new drugs, and designing artifical body parts to replace the ones we wear out. I am in no way suggesting that we cease investing in these and other areas. Quite the contrary: let’s spend more! But let’s not do so in a way that promotes the pernicious feedback loop of just treating mismatch diseases rather than preventing them. In practical

The more we have of something, the less happiness we derive from it. We continuously raise the bar for what we want or feel we need in order to be happy—and the hedonic treadmill spins faster with ambition. In other words, the downside to being ambitious is a constant sense of dissatisfaction with our achievements. What works well in Denmark is that enjoying a good quality of life does not have to cost a lot of money. If I lost my job and my savings, I would still be able to enjoy most of the same things I enjoy today. It is not only about how much money we make, it is also about what we do with the money we have. See experiences as an investment in happy memories and in your personal story and development. Our happiness has an impact on our health. A greater level of happiness predicts better future physical health. The biggest obstacles to happiness are feeling inferior or excluded. Some of the best decisions we make come from that inner voice that says, ‘Why not?’ You are likely to be more efficient if you have less time. Meetings are employees talking about work that they have done or work that they are going to do, and managers are people whose job it is to interrupt people. Both are killing our productivity.

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.

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.

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!

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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.

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