Cote Quotes

He dug so deeply into her sentiments that in search of interest he found love, because by trying to make her love him he ended up falling in love with her. Petra Cotes, for her part, loved him more and more as she felt his love increasing, and that was how in the ripeness of autumn she began to believe once more in the youthful superstition that poverty was the servitude of love. Both looked back then on the wild revelry, the gaudy wealth, and the unbridled fornication as an annoyance and they lamented that it had cost them so much of their lives to find the paradise of shared solitude. Madly in love after so many years of sterile complicity, they enjoyed the miracle of living each other as much at the table as in bed, and they grew to be so happy that even when they were two worn-out people they kept on blooming like little children and playing together like dogs.

Thus the dream house must possess every virtue. How­ ever spacious, it must also be a cottage, a dove-cote, a nest, a chrysalis. Intimacy needs the heart of a nest. Erasmus, his biographer tells us, was long "in finding a nook in his fine house in which he could put his little body with safety. He ended by confining himself to one room until he could breathe the parched air that was necessary to him.

He dug so deeply into her sentiments that in search of interest he found love, because by trying to make her love him he ended up falling in love with her. Petra Cotes, for her part, loved him more and more as she felt his love increasing

Know that you are loved and you are able." -Gillamon

What a sad world sin had caused.

When I was a child growing up in Salinas we called San Francisco “the City”. Of course it was the only city we knew, but I still think of it as the City, and so does everyone else who has ever associated with it. A strange and exclusive work is “city”. Besides San Francisco, only small sections of London and Rome stay in the mind as the City. New Yorkers say they are going to town. Paris has no title but Paris. Mexico City is the Capital. Once I knew the City very well, spent my attic days there, while others were being a lost generation in Paris. I fledged in San Francisco, climbed its hills, slept in its parks, worked on its docks, marched and shouted in its revolts. In a way I felt I owned the City as much as it owned me. San Francisco put on a show for me. I saw her across the bay, from the great road that bypasses Sausalito and enters the Golden Gate Bridge. The afternoon sun painted her white and gold---rising on her hills like a noble city in a happy dream. A city on hills has it over flat-land places. New York makes its own hills with craning buildings, but this gold and white acropolis rising wave on wave against the blue of the Pacific sky was a stunning thing, a painted thing like a picture of a medieval Italian city which can never have existed. I stopped in a parking place to look at her and the necklace bridge over the entrance from the sea that led to her. Over the green higher hills to the south, the evening fog rolled like herds of sheep coming to cote in the golden city. I’ve never seen her more lovely. When I was a child and we were going to the City, I couldn’t sleep for several nights before, out of busting excitement. She leaves a mark.

Anger tried to boil up higher inside her. She closed her eyes, praying for God’s peace. Human wrath was against the will of God and only gave Satan influence over a soul. Honor must leave these evil men to God’s justice.

Life is like reading a book... Sometimes when you need to move forward you just have to start the next chapter.

Then she told him to look in the bedroom and Aureliano Segundo saw the mule. Its skin was clinging to its bones like that of its mistress, but it was just as alive and resolute as she. Petra Cotes had fed it with her wrath, and when there was no more hay or corn or roots, she had given it shelter in her own bedroom and fed it on the percale sheets, the Persian rugs, the plush bedspreads, the velvet drapes, and the canopy embroidered with gold thread and silk tassels on the episcopal bed.

My mother is bold in her caused,” George said. “We have never had a runaway slave come to our door, but I too would help him. My mother and I were forced to leave North Carolina when we freed our slaves. The anger our former neighbors and friends turned on us told us much. When a person does what is right, it stirs the rage of those who will not turn from doing the same evil.

The Riviera isn't only a sunny place for shady people

We inter-change ideas. You can stay in the United States and inspire people in Indonesia. You can stay in Ghana and inspire people in Turkey. You can stay in Nigeria and inspire people in cote'd voire. You can stay in Senegal and inspire people in China and vice versa.

He wasn’t kissing me like I was going to break; he was kissing me like he thought he would break without this kiss.

It's funny how one life-changing event could make you forget what happiness felt like.

There is a flaw to your plan.” A sly grin crept onto his face once again. My eyebrow arched at him questioningly. “I live across the street,” he told me; and, without another word, he turned around toward his house and I realized what he meant. I told my problems to a stranger that I would probably see again.

Then Jip went up to the front of the ship and smelt the wind; and he started muttering to himself, "Tar; Spanish onions; kerosene oil; wet raincoats; crushed laurel-leaves; rubber burning; lace-curtains being washed--No, my mistake, lace-curtains hanging out to dry; and foxes--hundreds of 'em--cubs; and--" "Can you really smell all those different things in this one wind?" asked the Doctor. "Why, of course!" said Jip. "And those are only a few of the easy smells--the strong ones. Any mongrel could smell those with a cold in the head. Wait now, and I'll tell you some of the harder scents that are coming on this wind--a few of the dainty ones." Then the dog shut his eyes tight, poked his nose straight up in the air and sniffed hard with his mouth half-open. For a long time he said nothing. He kept as still as a stone. He hardly seemed to be breathing at all. When at last he began to speak, it sounded almost as though he were singing, sadly, in a dream. "Bricks," he whispered, very low--"old yellow bricks, crumbling with age in a garden-wall; the sweet breath of young cows standing in a mountain-stream; the lead roof of a dove-cote--or perhaps a granary--with the mid-day sun on it; black kid gloves lying in a bureau-drawer of walnut-wood; a dusty road with a horses' drinking-trough beneath the sycamores; little mushrooms bursting through the rotting leaves; and--and--and--" "Any parsnips?" asked Gub-Gub. "No," said Jip. "You always think of things to eat. No parsnips whatever.

After the hardy baldness of the Norfolk landscape, which Julia appreciated had its own raw beauty, the Cote d'Azur offered spectacular, colorful intricacy. It was rather like comparing a rough diamond to an exquisitely fashioned and polished sapphire, yet they both had their own unique charms.

There is a flaw to your plan.” A sly grin crept onto his face once again. My eyebrow arched at him questioningly. “I live across the street,” he told me; and, without another word, he turned around toward his house. Then I realized what he’d meant. I’d told my problems to a stranger I would probably see again.

Visionaries light the way. Pragmatists lead the way.

She’d been shunned by the living and betrayed by the dead.

Royale’s confidence tore something inside Honor. For a moment Honor hated her white skin, hated that this woman would fear her on that basis alone.

¿Y si todo lo bueno que uno tuviera fuera otra persona? Alguien diferente a lo que uno es. La única persona que podría hacer que esta vida mereciera la pena. Christian Dubois

No se preocupen, a mí las reinas me hacen los mandados

I’m not fragile,” I teased and kissed him harder. I supposed my bruise would say otherwise, but I didn’t want to be treated like I was going to shatter if someone touched me.

Les faits ne pénètrent pas dans le monde où vivent nos croyances, ils n'ont pas fait naître celles-ci, ils ne les détruisent pas.

Acum scriu din postura unuia care și-a venit în fire și care, în mare, s-a distanțat de toate. Dar cum să-mi prezint tristețea(pe care mi-o amintesc acum foarte viu) care mi s-a așezat atunci pe suflet, mai ales emoția mea din acea vreme, care atinsese cote atât de înalte și de fierbinți, încât nici măcar nu puteam să dorm noaptea-din cauza nerăbdării, a tainelor pe care singur le întrețineam?

Kyle must have seen my panic, because when I looked up at him again, his jacket and shirt were off and he was handing me his shirt. The sight of him with no shirt on hit me. Holy hell, what was he doing?

Three Principles of Short- and Long-Term Performance 1.​Scrub accounting and business practices down to what is real. 2.​Invest in the future, but not excessively. 3.​Grow while keeping fixed costs constant.

I was about to sit down when Kyle’s hand wrapped around my left wrist lightly and pulled up my arm. The suddenness of his touch was startling. I looked at him, confused, and saw fire in his eyes—raw anger I didn’t understand. His eyes looked up at me and penetrated mine.

reflue entre les colonnes, vers les bas cotes,--ou l'on distingue dans des compartiments de bois, des autels, des lits, des chainettes de petites pierres bleues, et des constellations peintes sur les murs. Au milieu de la foule, des groupes, ca et la, stationnent. Des hommes, debout sur des escabeaux, haranguent le doigt leve; d'autres prient les bras en croix, sont couches par terre, chantent des hymnes, ou boivent du vin; autour d'une table, des fideles font les agapes; des martyrs demaillotent leurs membres pour montrer leurs blessures; des vieillards, appuyes sur des batons, racontant leurs voyages.

The heated public discourse about the frequency of false rape allegations often makes no reference to actual research. When the discourse does make reference to research, it often founders on the stunning variability in research findings on the frequency of false rape reports. A recently published comprehensive review of studies and reports on false rape allegations listed 20 sources whose estimates ranged from 1.5% to 90% (Rumney, 2006). However, when the sources of these estimates are examined carefully it is clear that only a fraction of the reports represent credible studies and that these credible studies indicate far less variability in false reporting rates." Lisak, D., Gardinier, L., Nicksa, S. C., & Cote, A. M. (2010). False allegations of sexual assualt: an analysis of ten years of reported cases. Violence Against Women, 16(12), 1318-1334.

Uh, got into a fight with the kitchen or something?” he asked, smirking. I ran my hands through my hair and felt remains of the fruit as I did and cringed. Well, this must be attractive. I motioned for him to come into the living room and shut the door behind him. “Something like that,” I replied coolly. He walked past me and went to the kitchen, probably to get a better look. “Well, I see you won. The fruit won’t be going anywhere anytime soon. Maybe the apples. Those look like they need some more killing.

რომ დაეჯერებინა, იგი ცრუობსო, წინასწარი ეჭვი აუცილებელი პირობა იყო. და იმავდროულად, საკმარისიც. რის შემდეგაც, ყველაფერი, რასაც ოდეტა იტყოდა, საეჭვო ეჩვენებოდა. სახელს ახსენებდა? ნამდვილად მისი ერთ-ერთი საყვარლის უნდა ყოფილიყო; რაკი ასეთ აზრს ჩაიბეჭდავდა თავში, კვირაობით იტანჯავდა თავს; ისე რომ ერთხელ ცნობათა ბიუროსაც კი მიმართა, რათა გაეგო მისამართი და ყოველდღიურობა უცნობისა, რომელიც სუნთქვის საშუალებას არ მისცემდა მანამ, სანამ სადმე არ გაემგზავრებოდა, და რომელზეც საბოლოოდ გაიგო, რომ ოდეტას ბიძა იყო ოცი წლის წინ გარდაცვლილი.

On this earth, you live on the underside, the preview, of the Godhead’s power and magnificence. Your journey to the mature stature where the mind of Christ opens your eyes to perceive the topside, your situation in spirit and in truth, is what this book is about. Your journey—your narrow path—is the holy, plodding climb to where the height you acquire allows you to rise above and overcome everything you judge as bad. This is where you will experience the joy-filled state of the overcomer! Beloved Christian, you have been adopted into God’s glorious Kingdom!

« Les lutteurs de l’université, avec lesquels s’entraînait Garp parfois, avaient un vocabulaire très précis pour désigner les photos de ce genre. Le vocabulaire en question, Garp le connaissait, n’avait pas changé depuis l’époque où il était élève à Steering et où ses camarades commentaient en termes identiques ce genre de photos. Une seule chose avait changé, ces photos circulaient désormais en toute liberté, mais le vocabulaire était le même. La photo que Garp contemplait dans son rêve se situait tout en haut de l’échelle dans la hiérarchie des photos pornographiques. Pour les photos de femmes nues, les appellations variaient ce que l’on pouvait voir. Si la toison pubienne était visible, mais non les parties génitales, cela s’appelait une « photo de buisson » – ou simplement un « buisson ». Si les organes génitaux étaient visibles, même partiellement dissimulés sous les poils, on disait un « castor » ; un « castor » avait davantage la cote qu’un buisson ; un castor montrait tout : les poils et les organes. Si les organes étaient ouverts, on disait un « castor fendu ». Et si le tout luisait, c’était, en manière de pornographie, le nec plus ultra : un « castor fendu et mouillé ». La moiteur impliquait que non seulement la femme était nue, offerte et ouverte, mais qu’en outre elle était prête. »

And by his side rode loathsome Gluttony, Deformed creature, on a filthie swyne, His belly was vp-blowne with luxury, And eke with fatnesse swollen were his eyne, And like a Crane his necke was long and fyne, With which he swallowd vp excessiue feast; For want whereof poore people oft did pyne; And all the way, most like a brutish beast, He spued vp his gorge, that all did him deteast. In greene vine leaues he was right fitly clad; For other clothes he could not weare for heat, And on his head an yuie girland had, From vnder which fast trickled downe the sweat: Still as he rode, he somewhat still did eat, And in his hand did beare a bouzing can, “Of which he supt so oft, that on his seat His dronken corse he scarse vpholden can, In shape and life more like a monster, then a man. Vnfit he was for any worldly thing, And eke vnhable once to stirre or go, Not meet to be of counsell to a king, Whose mind in meat and drinke was drowned so, That from his friend he seldome knew his fo: Full of diseases was his carcas blew, And a dry dropsie through his flesh did flow And next to him rode lustfull Lechery, Vpon a bearded Goat, whose rugged haire, And whally eyes (the signe of gelosy,) Was like the person selfe, whom he did beare: Who rough, and blacke, and filthy did appeare, Vnseemely man to please faire Ladies eye; Yet he of Ladies oft was loued deare, When fairer faces were bid standen by: O who does know the bent of womens fantasy? In a greene gowne he clothed was full faire, Which vnderneath did hide his filthinesse, And in his hand a burning hart he bare, Full of vaine follies, and new fanglenesse: For he was false, and fraught with ficklenesse, And learned had to loue with secret lookes, And well could daunce, and sing with ruefulnesse, And fortunes tell, and read in louing bookes, And thousand other wayes, to bait his fleshly hookes. And greedy Auarice by him did ride, Vpon a Camell loaden all with gold; Two iron coffers hong on either side, With precious mettall full, as they might hold, And in his lap an heape of coine he told; For of his wicked pelfe his God he made, And vnto hell him selfe for money sold; Accursed vsurie was all his trade, And right and wrong ylike in equall ballaunce waide. His life was nigh vnto deaths doore yplast, And tired-bare cote, and cobled shoes he ware, Ne scarse good morsell all his life did tast, But both from backe and belly still did spare, To fill his bags, and richesse to compare; Yet chylde ne kinsman liuing had he none To leaue them to; but thorough daily care To get, and nightly feare to lose his owne, He led a wretched life vnto himselfe vnknowne. And next to him malicious Enuie rode, Vpon a rauenous wolfe, and still did chaw Betweene his cankred teeth a venemous tode, That all the poison ran about his chaw; But inwardly he chawed his owne maw At neighbours wealth, that made him euer sad For death it was, when any good he saw, And wept, that cause of weeping none he had But when he heard of harme, he wexed wondrous glad. And him beside rides fierce reuenging Wrath, Vpon a Lion, loth for to be led; And in his hand a burning brond he hath, The which he brandisheth about his hed; His eyes did hurle forth sparkles fiery red, And stared sterne on all, that him beheld, As ashes pale of hew and seeming ded; And on his dagger still his hand he held, Trembling through hasty rage, when choler in him sweld.

Lia wondered if all postal employees were failed artists, or if it was just everyone who lived in a college town who wasn’t in college.

Dacă vrem cu adevărat să trăim la cote maxime experiența afectivă, atunci ce ne împiedică? Ce ne lipsește sau ce ne este de prisos? De ce nu ne încumetăm să-i iubim cu toate forțele pe oamenii care ne ies în cale? Când vorbesc despre o „zonă endemică” mă refer de fapt la un ansamblu de factori, cu precădere psihosociali, care îngreunează manifestarea afectivității în rândul bărbaților. Deși unele triburi pot face excepție de la această regulă, dovezile psihologiei indică faptul că majoritatea bărbaților civilizați sunt împovărați cu o serie de dileme cu care femeile n-au de-a face. Pe lângă faptul că habar n-avem ce să facem cu iubirea, de parcă ne-ar frige, de multe ori nici nu reușim să o trăim cu adevărat din cauza atâtor poveri negative. Ca să putem iubi în pace este important atât să descoperim noi moduri de a lega relații, cât și să ne lepădăm de cele vetuste.

In driving for cultural change, it’s a mistake to become overly constrained by your desired culture as you’ve defined it. Are there any other, related behaviors, values, or principles that support high performance than the ones you’ve formally adopted? If so, don’t hesitate to push these as well.

Recognizing the limitations of our existing policy, we changed it to a so-called sunshine policy, allowing employees to accept a gift as long as they disclosed it to their boss. The message I wanted to send was that we expected our buyers to use their own judgment and not just adhere mindlessly to a given rule.

The Five Initiatives 1.​Growth (via customer service, globalization, and technology) 2.​Productivity (went hand-in-hand with growth) 3.​Cash (improve working capital and have high-quality earnings) 4.​People (keep the best talent, organized the right way and motivated) 5.​Organizational enablers (including Six Sigma, Honeywell Operating System, and Functional Transformation)

The Twelve Behaviors 1.​Focus on customers and growth (serve customers well and aggressively pursue growth). 2.​Lead impactfully (think like a leader and serve as a role model). 3.​Get results (consistently meet any commitments that you make). 4.​Make people better (encourage excellence in peers, subordinates, and/or managers). 5.​Champion change (drive continuous improvement in our operations). 6.​Foster teamwork and diversity (define success in terms of the entire team). 7.​Adopt a global mind-set (view the business from all relevant perspectives, and see the world in terms of integrated value chains). 8.​Take risks intelligently (recognize that we must take greater but smarter risks to generate better returns). 9.​Be self-aware (recognize your behavior and how it affects those around you). 10.​Communicate effectively (provide information to others in a timely, concise, and thoughtful way). 11.​Think in an integrative fashion (make more holistic decisions beyond your own bailiwick by applying intuition, experience, and judgment to the available data). 12.​Develop technical or functional excellence (be capable and effective in your particular area of expertise).

To Never Overpay . . . •​Develop a standardized valuation model of your own. •​Use your own estimates of sales and margins. •​Factor in anticipated cost savings, but not sales synergies. •​Value acquisitions conservatively and walk away if the deal becomes too rich. •​Don’t let the dealmakers negotiate the terms. •​Exercise final oversight, exploring the downsides and scuttling the deal if you risk overpaying. •​Maintain a great pipeline of potential deals so that no single deal seems like a must-have.

To Bring Acquisitions into the Fold . . . •​Put integration plans in place before the deal closes, covering management, metrics, and other relevant topics. •​Personally review and approve the plan. •​Tighten up the executional details. •​Put dedicated, full-time integration teams in place, and assemble these teams early. •​Make changes and communicate them immediately to shape the mind-set. •​Stay alert for processes in acquired companies that you like, and introduce them as innovations into your own company. •​Personally perform regular follow-up to ensure that the acquisition really is performing even better than predicted by the valuation model.

As the decision-maker in your organization, you must become intimately engaged with leadership development, hiring, and firing.

In 2006, we created a special restricted stock units (RSUs) award program for about sixty of our key lower-level executives. We would select these sixty people each year to receive awards representing between 50 and 120 percent of their respective salaries. Once a leader received this award, he or she couldn’t receive it again for three years, allowing us to touch almost two hundred high-potential, lower-level leaders during that period. Each August I called every recipient to discuss the reward, what they had done to merit it, and what the award represented. That took a fair amount of time, but it was worth it. When these up-and-coming leaders received a call from me, they sometimes thought it was a practical joke. In an organization of over 100,000 people, why was the CEO calling them? Personalizing the award left a positive impression, contributing to the significantly higher retention rates we saw among these executives as compared with the rest of their cohort.

Regarding a prospective company’s position in its industry, think hard about whether you might roll up multiple players in a fragmented industry to create a juggernaut. When we entered the gas detection business, there were no big players, but over an eight-year period we were able to acquire several companies, roll them up into a single Honeywell business, and become number one in the industry.

When institutionalizing the culture, don’t just graft it blithely onto existing processes or practices. Go deeper and question whether those processes or practices themselves need improvement.

Over the next six months, we discovered the company had been pursuing deals in an ad hoc, opportunistic way, struggling in four key areas: identifying which companies to acquire, performing due diligence on these companies, calculating their value, and integrating acquisitions into our business. Taking stock of our deficits led us to a powerful, four-step model for pursuing M&A,

We never minded paying a fair price, but overpaying was anathema to us—and it should be to you.

Most companies have succession plans for their leadership ranks, but it devolves into a rote exercise, and the organization lacks a clear sense of who will fill key roles in case of departure. It’s another instance of what I call “compliance with words rather than compliance with intent.

If you want to perform well over both the short and long term, pay close attention to executive leadership in general. As much as you might invest in areas like culture, process transformation, and M&A, you’ll only make progress if you have talented senior leaders who are both committed to the company’s strategies and capable of executing on them. Having the right number of those leaders matters too.

Just as you’re pushing for more efficiency throughout the organization via process change, you can also keep your organization increasingly slender and nimble as you grow by maintaining a leadership corps that is relatively small and stable but that punches far above its weight.

We made performance reviews more substantive and serious by changing them to include a measure on each of the Twelve Behaviors, and by requiring that each manager secure his or her boss’s approval of each appraisal (see chapter 5

If you have a great strategy but overpay for a company, someone else’s shareholders will see the benefits of your strategy, not yours.

While at General Electric, I’d noticed firsthand what a big difference it made to be in a good industry. When I ran General Electric’s major appliance business, we had a great position but were in a crummy, highly competitive, low-growth industry. No matter how hard we worked, we stood little chance of excelling—the pressure on prices was just too intense. It was far easier, I found, to make progress with a business that occupied a bad position in a good industry.

To Build a Robust Pipeline . . . •​Don’t wait for bankers to knock on your door with potential deals. Instead, scour the market proactively. •​Seek out businesses that have great positions in good, high-growth industries. •​Look for bolt-on acquisitions as well as companies in good industries adjacent to yours. •​Not all perceived adjacencies are the same. If the adjacency is too far removed from your existing business, you will lose your shirt. •​Make identifying targets a day-to-day priority. •​Be patient. Nurture long-term relationships with potential acquisitions.

Demand that your people pursue two seemingly conflicting things at the same time. Make it your mission to understand the nuances of your businesses so that you can shape and guide your teams’ intellectual inquiry. Allocate your time thoughtfully; don’t become a victim of your calendar. Carve out time to read, research, and think. Turn your meetings into vigorous, instructive debates.

Show some courage—be the leader you want to be. Without legacy issues hanging over your head, you’ll be able to focus on building up your business to compete better and win, and you’ll channel the money you save by resolving issues proactively back into the business. You won’t reap all of the financial benefits—your successors will inherit them as well. What you will reap is a legacy; a reputation as a strong, transformational leader.

We had to scrub our books and practices so that they reflected the reality of our underlying businesses. We also had to shake our executives out of their blinding fixation on quarterly results. Only then could we make planning decisions that supported long-term growth.

One of my top priorities as CEO was to eradicate the BS and reinvent planning. Every year, starting in 2003, I required teams presenting to me to write a three-to-four-page executive summary that highlighted the basic plan. That document would allow us to cut through the pages of obfuscating charts and bullet points.

father’s door in the middle of the night, I’d probably do the same thing.

I am a composite of the women I have loved. I am built and reconstituted from my memories of them: words and embraces exchanged, the smell of their hair and the soap smoothed into their skin.

You don’t need to be a twit in articulating these expectations, and you shouldn’t ask people to do the truly impossible. But you do need to request the seemingly impossible, putting it to them in a kindly way and even with a sense of humor. It is possible to overdo it, as I have on occasion. On balance, though, organizations, people, and leaders would do well to be much more demanding of themselves than they are. Whatever you do, stay hungry. Investors often asked us what would cause us to miss our numbers, thinking I would name some industry or economic issue, but I always gave the same answer: “If we ever lose our hunger.” That hunger starts with the leader.

Work, too, on the quality of your own thinking. Carve out the time you need for blue book sessions, and make use of the other techniques I’ve described. Challenge yourself to reflect on your business or organization. And challenge yourself to think independently. Remember, smart leaders abound, but leaders who can think independently are rare.

We cannot remedy the cruelest parts of being human: heartbreak and loss and the torments we endure as we excavate severe self-truths. But we can, I believe, build little harbors for one another.

My Dad used to say that if every man just took care of his own family, the world would be a much better place.

Maggots in the cheese at Bernard Loiseau's then two-star Cote d'Or, the water shrugging as if to say, 'Et alors? C'est du fromage!

Dans les personnes que nous aimons, il y a, immanent à elles, un certain rêve que nous ne savons pas toujours discerner mais que nous poursuivons.

Aureliano Segundo gave himself over to her again with the fury of adolescence, as before, when Petra Cotes had not loved him for himself but because she had him mixed up with his twin brother and as she slept with both of them at the same time she thought that God had given her the good fortune of having a man who could make love like two. The restored passion was so pressing that on more than one occasion they would look each other in the eyes as they were getting ready to eat and without saying anything they would cover their plates and go into the bedroom dying of hunger and love.

Aureliano Segundo thought without saying so that the evil was not in the world but in some hidden place in the mysterious heart of Petra Cotes, where something had happened during the deluge that had turned the animals sterile and made money scarce. Intrigued by that enigma, he dug so deeply into her sentiments that in search of interest he found love, because by trying to make her love him he ended up falling in love with her. Petra Cotes, for her part, loved him more and more as she felt his love increasing, and that was how in the ripeness of autumn she began to believe once more in the youthful superstition that poverty was the servitude of love. Both looked back then on the wild revelry, the gaudy wealth, and the unbridled fornication as an annoyance and they lamented that it had cost them so much of their lives to find the paradise of shared solitude. Madly in love after so many years of sterile complicity, they enjoyed the miracle of loving each other as much at the table as in bed, and they grew to be so happy that even when they were two worn-out old people they kept on blooming like little children and playing together like dogs.

Sarebbe impossibile narrarvi delle bellezze delle spiagge, della pianura che s'innalza man mano ad anfiteatro, della poesia delle barche: golette, bilancine e speronare che solcano le onde. Impressioni di questo genere mettono l'animo in subbuglio, ma rendono impotente la penna. (Valentine Fréville, Mes voyage sur le cotes de l'Adriatique, 1872)

Two of Ramona’s most prickling fears are impossibly intertwined: first, that her affection for all those most important to her goes unrequited, and second, that she cannot be loved for precisely who she is—impetuous, temperamental, profoundly sensitive, and, yes, a little bit of a show-off.

Democracy is the rule of the best con artist. Let those who have true power rule over those who do not." -Dibian

Jesus did more work with His hands and feet disabled than any man has ever done.

le vocabulaire présent certaines obligations bloque ma perception une autre dimension une vision sans altération sans mur d'illusion bloquant ma perception oublier les présentations aucune prescription ni medication en phase création j'y mais toutes mes émotions aucune intention de vous parler de mes erreurs passer je représente le vocabulaire présent soyez indulgent ne regarder pas devant ne regarder pas derrière regarder sur place ne soyer pas vorace fait vous une place as la chaleur de votre sueur apprenez de vos erreurs de votre malheur et oblitérer votre peur soyer indulgent guarder ce qui est amené à se dissiper est impossible si tu ne veux pas couler tu dois apprendre à nager et prenez de la force car se monde et devenu bien trop féroce je n'ai aucunement l'intention d'être pour toi une recréation attention a toute division de la concentration comme une vision d'illusion l'exclusion de toutes perceptions des émotions sans aucune compréhension des bonnes et des mauvaises intentions mode concentration, attention à la reverberation, de mauvaise réaction, un pion tu veux de l'action, retourne faire ta preparation sans aucune interaction aucun besoin d'explication pas besoin de présentations aucune prescription ni medication en phase création j'y mais toutes mes émotions toutes ces voix un endroit empreint au désarroi au milieu de toutes ces voix les combats sont sans foi, ni loi au milieu de toutes ces voix aucun cote pour s'échapper se coucher et auctanperer tu peux oublier mon esprit et là pour cree prisonnier jamais je suis là pour te montrer avec les penser des moments passer et le vocabulaire de l'instant présent pour un futur décent absent non écrivant insistant sur des jours bien plus clement pour mon présent et l'esprit rempli d'écrit il n'est pas abruti par de la technologie Élaborer de ma penser souvent plein de mots entreposer pas le temps de me reposer je ne vais pas abandonner où me dérober aucune prescription ni medication en phase création j'y mais toutes mes émotions enfermer entre deux dimensions aucun besoin de présentation ou de te parler de mes intentions des erreurs sont passé et maintenant je représente le vocabulaire présent.

Volnay is prancing, head up proudly; her squat little bowlegs producing a smooth gait that would make the dog show people preen. She carries herself like a supermodel. Weiner dog or no, she is a fairly perfect specimen of her breed. And I know I'm supposed to be all about the rescue mutts, and I give money to PAWS every year, but there is something about having a dog with a pedigree that makes me smile. Her AKC name is The Lady Volnay of Cote de Beaune. The French would call her a jolie laide, "beautiful ugly," like those people whose slightly off features, sort of unattractive and unconventional on their own, come together to make someone who is compelling, striking, and handsome in a unique way. I'm always so proud that I'm her person.

Aureliano Segundo thought without saying so that the evil was not in the world but in some hidden place in the mysterious heart of Petra Cotes, where something had happened during the deluge that had turned the animals sterile and made money scarce. Intrigued by that enigma, he dug so deeply into her sentiments that in search of interest he found love, because by trying to make her love him he ended up falling in love with her. Petra Cotes, for her part, loved him more and more as she felt his love increasing, and that was how in the ripeness of autumn she began to believe once more in the youthful superstition that poverty was the servitude of love. Both looked back then on the wild revelry, the gaudy wealth, and the unbridled fornication as an annoyance and they lamented that it had cost them so much of their lives to fund the paradise of shared solitude. Madly in love after so many years of sterile complicity, they enjoyed the miracle of loving each other as much at the table as in bed, and they grew to be so happy that even when they were two worn-out old people they kept on blooming like little children and playing together like dogs.

one big, happy family. That Dr. Pleasant was a brilliant, hard-working practitioner and jovial, well-liked colleague who had a lovely wife and family in Cape Elizabeth. That being said, he wanted me to go home without learning a damned thing about the victim. How, exactly, was that supposed to help our investigation?" "You stepped on his toes, Joe." "I didn't put my weight down. And only after he'd rebuffed a couple of polite questions. I didn't go there to make nice. I went to learn about a murder victim." "You know what I'm saying. You can't go in there and strong arm these people. You have to be tactful." Cote paused for effect, but what effect Burgess didn't know. Waiting for the words to sink in? Did Cote think he was some impermeable soil, thick with clay and slow to percolate? Finally, Cote sighed and said, "Report to me daily. I want to know everything that's happening. I'll handle the press.

J'ai repondu qu'on ne changeait jamais de vie, qu'en tout cas toutes se valaient et que la mienne ici ne me deplaisait pas du tout. Il a eu l'air mecontent, m'a dit que je repondais toujours a cote, que je n'avais pas d'ambition et que cela etait desastreux dans les affaires. Je suis retourne travailler alors... (46)

tried to do you proud.

Your mind is like a parachute : it’s no use unless it’s open. -the Spectator, 1883

J'etais arrete a regarder, dans une exposition d'oeuvres de Rodin, une enorme main de bronze, la ,,Main de Dieu''.La paume en etait a moitie fermee et dans cette paume, extatiques, enlaces, luttaient et se melaient un homme et une femme. Une jeune fille s'approcha et s'arreta a cote de moi.Troublee elle aussi, elle regardait l'inquietant et eternel enlacement de l'homme et de la femme.Elle etait mince, bien habillee, avec d'epais cheveux blonds, un menton fort, des levres etroites.Elle avait quelque chose de decide et de viril.Et moi qui deteste engager des conversations faciles, je ne sais ce qui me poussa.Je me retournai: -A quoi pensez-vous? -Si on pouvait s'echapper! murmura-t-elle avec depit. -Pour aller ou?La main de Dieu est partout.Pas de salut.Vous le regrettez? -Non.Il se peut que l'amour soit la joie la plus intense sur cette terre.C'est possible.Mais maintenant que je vois cette main de bronze, je voudrais m'echapper. -Vous preferez la liberte? -Oui. -Mais si ce n'est que lorsqu'on obeit a la main de bronze qu'on est libres?Si le mot "Dieu" n'avait pas le sens commode que lui donne la masse? Elle me regarda,inquiete.Ses yeux etaient d'un gris metallique, ses levres seches et ameres. -Je ne comprends pas, dit-elle, et elle s'eloigna, comme effrayee. Elle disparut.[...]Oui , je m'etais mal conduit, Zorba avait raison.C'etait un bon pretexte que cette main de bronze, la premiere prise de contact etait reussie, les premieres douces paroles amorcees, et nous aurions pu, sans en prendre conscience ni l'un ni l'autre, noue etreindre et nous unir en toute tranquillite dans la paume de Dieu.Mais moi je m'etais elance brusquement de la terre vers le ciel et la femme effarouchee s'etait enfuie.

they don’t need to love you. Do your best to address their concerns, be consistent in your messaging, and have faith they’ll come around eventually. If you move seriously to resolve these issues, and if you do it in a smart, disciplined fashion, they’ll eventually notice.

people sometimes use teamwork as an excuse for suppressing dissenting opinions.

I had found so far at Honeywell that executives and managers often made presentations far longer than necessary, overwhelming audience members with facts, figures, and commentary in an effort to preempt sharp, critical questioning.

let’s discuss the purpose of this presentation. If we’re here for the team to put on a show for me, then you’re right, I should sit back and listen. But if the point is for me to learn about your business and its issues, then we need to conduct the presentation in a way that facilitates my learning. I need to ask questions right away, get the answers I need, and then move on.

Instead of finding new ways to support innovation and investment while achieving short-term goals, they fall back on the same old strategies, policies, and procedures, relying on accounting sleight-of-hand to make it all work.

Great leaders, I came to believe, challenge themselves and others to understand their businesses better and rethink them so that they can achieve two seemingly conflicting things at the same time. That same intellectual discipline—that mind-set of rigor and curiosity—allows leaders to master what is arguably the most important conflict of all: attaining strong short-term results while also investing in the future to achieve great long-term results.

After hearing our presentation, audience members would raise their hands and ask, “So, what was the single big thing you did to achieve these great results?” “Well,” I said, “there was no single best practice. It was a mind-set of intellectual rigor we had adopted that made the difference. It’s this mind-set that you should be striving to replicate in your own organization.

My first and most enduring challenge as CEO was to dramatically improve the quality of both our individual thinking and our group discussions.

leadership boils down to three distinct tasks. First, leaders must know how to mobilize a large group of people. Second, they must pick the right direction toward which their team or organization should move. And third, they must get the entire team or organization moving in that direction to execute against that designated goal.

In truth, mobilizing people is only about 5 percent of the leader’s job. The best leaders dedicate almost all their time to the latter two elements: making great decisions and executing consistently with those decisions.

Listening closely to their answers, I’d follow up with still more queries, and make it clear when I wasn’t satisfied. Was I aggressive, demanding, maybe even a little (or more than a little) annoying? Absolutely. But, as the old saying goes, progress occurs because of the irrational demands of general management. I firmly believe that. Leaders must be demanding of their people, otherwise they’ll achieve only marginal results. People and organizations are capable of far more than they think possible.

In challenging other leaders intellectually, I strove specifically to push them beyond the incrementalism that usually exists inside organizations—the tendency to consider the short-term implications of a decision exclusively and to ignore the long term.

While reading a book about the construction of the Panama Canal, I came across an anecdote about the project’s chief engineer, whose math teacher used to say, “If you have five minutes to solve a problem, use the first three to figure out how you’re going to do it.

Not only did I spend time in advance of meetings generating some key questions for teams,

Simplicity and concision are tough. The French philosopher Blaise Pascal famously noted that he’d written a long letter, having lacked the time required to write a shorter one.2 As I believe, if you can’t convey a thought clearly and in a few words, then your comprehension of it is probably lacking.

Delegation and trust are of course vital—you can’t do everything yourself, and you shouldn’t try. That said, you don’t want delegation to verge into a total abdication of authority on your part. You must verify that employees and the organization are actually executing as they are supposed to.

The idea that as a leader you can focus on strategy and delegate its implementation to great people is a fallacy. You don’t want to micromanage, and you do need to tailor the amount of oversight you give to the leader in question.2 But time is limited, and faced with urgent priorities, even the most talented people will let difficult, longer-term projects slide. Leaders must get out in the field to confirm that these projects are actually happening. They also must make sure the “machinery” works everyday—that employees have the tools and processes they need to execute their decisions, and further, that they’re working hard to improve these tools and processes.