Custom Calendars Quotes

The most important thing to understand is that while we courted, Americans dated, a pragmatic custom whereby a male and a female set a mutually agreeable time to meet, as if to negotiate a potentially profitable business venture. Americans understood dating to be about investments and gains, short or long term , but we saw romance and courtship as being about losses. After all, the only worthwhile courtship involved persuading a woman who could not be persuaded, not a woman already predisposed to examine her calendar for her availability.

You need a formal business reinvention process. Put it in your calendar. Every three months, take your most trusted advisers, employees, backers, and even customers and get away from the phones for a little while. Start from scratch. “If we were starting over—no office, no employees, no customers—would we choose to be where we are today?” If the answer isnʼt, yes, then itʼs time to take a hard look at the path you took and the impact it has had on your business.

Significance of madness in the history of morality. — When in spite of that fearful pressure of ‘morality of custom’ under which all the communities of mankind have lived, many millennia before the beginnings of our calendar and also on the whole during the course of it up to the present day (we ourselves dwell in the little world of the exceptions and, so to speak, in the evil zone): — when, I say, in spite of this, new and deviate ideas, evaluations, drives again and again broke out, they did so accompanied by a dreadful attendant: almost everywhere it was madness which prepared the way for the new idea, which broke the spell of a venerated usage and superstition. Do you understand why it had to be madness which did this? Something in voice and bearing as uncanny and incalculable as the demonic moods of the weather and the sea and therefore worthy of a similar awe and observation? something that bore so visibly the sign of total unfreedom as the convulsions and froth of the epileptic, that seemed to mark the madman as the mask and speaking-trumpet of a divinity? Something that awoke in the bearer of a new idea himself reverence for and dread of himself and no longer pangs of conscience and drove him to become the prophet and martyr of his idea? — while it is constantly suggested to us today that, instead of his grain of salt, a grain of spice of madness is joined to genius, all earlier people found it much more likely that wherever there is madness there is also a grain of genius and wisdom — something ‘divine’, as one whispered to oneself. Or rather: as one said aloud forcefully enough. ‘It is through madness that the greatest good things have come to Greece’, Plato said, in concert with all ancient mankind.

The more respect that different objects, customs, or laws are given, the more attentively you have to question the right these things have to this respect.

Cultural Awareness Capabilities for Social MDM As we have worked with customers around the world, we have encountered numerous situations that have taught us to broaden our understanding, handling, and use of information about people—once again reminding us of the diversity and richness of human nature. Following are some of the things we have learned: • Birth dates can be surprisingly tricky. In some cultures, people have a religious birth date that is different from the birth date tracked by the government. This could be due to differences between religious calendars and secular calendars, or it could be that the religious birth date is selected for other reasons. Depending on how you ask people for their birth date, you may get either their actual or religious birth date. In other situations, the government may assign a birth date. For example, in some rural areas of India, children are assigned a legal birth date based on their first day in elementary school. So you need to exercise caution in using birth date as an attribute in matching individuals, and you also have to consider how information is gathered. • Names can also be challenging. In some cultures, people have official and religious names. So again, it is important to understand how and why an individual might give one or the other and perhaps provide the capability to support both. • In some countries, there are multiple government identification systems for taxation, social services, military service, and other purposes. In some of these schemes, an individual may, for instance, have multiple tax ID numbers: one that represents the individual and another that might represent individuals in their role as head of household or head of clan. • Different languages and cultures represent family relationships in different ways. In some languages, specific terms and honorifics reflect relationships that don’t have equivalents in other languages. Therefore, as you look at understanding relationships and householding, you have to accommodate these nuances. • Address information is country-specific and, in some cases, also region-specific within a country. Not all countries have postal codes. Many countries allow an address to be descriptive, such as “3rd house behind the church.” We have found this in parts Europe as well as other parts of the world.

FOR MY SPIRITUAL LIFE... What’s the ONE Thing I can do to help others... ? What’s the ONE Thing I can do to improve my relationship with God... ? FOR MY PHYSICAL HEALTH... What’s the ONE Thing I can do to achieve my diet goals... ? What’s the ONE Thing I can do to ensure that I exercise... ? What’s the ONE Thing I can do to relieve my stress... ? FOR MY PERSONAL LIFE... What’s the ONE Thing I can do to improve my skill at ________... ? What’s the ONE Thing I can do to find time for myself... ? FOR MY KEY RELATIONSHIPS... What’s the ONE Thing I can do to improve my relationship with my spouse/partner... ? What’s the ONE Thing I can do to improve my children’s school performance... ? What’s the ONE Thing I can do to show my appreciation to my parents... ? What’s the ONE Thing I can do to make my family stronger... ? FOR MY JOB... What’s the ONE Thing I can do to ensure that I hit my goals... ? What’s the ONE Thing I can do to improve my skills... ? What’s the ONE Thing I can do to help my team succeed... ? What’s the ONE Thing I can do to further my career... ? FOR MY BUSINESS... What’s the ONE Thing I can do to make us more competitive... ? What’s the ONE Thing I can do to make our product the best... ? What’s the ONE Thing I can do to make us more profitable... ? What’s the ONE Thing I can do to improve our customer experience... ? FOR MY FINANCES... What’s the ONE Thing I can do to increase my net worth... ? What’s the ONE Thing I can do to improve my investment cash flow... ? What’s the ONE Thing I can do to eliminate my credit card debt... ? BIG IDEAS So how do you make The ONE Thing part of your daily routine? How do you make it strong enough to get extraordinary results at work and in the other areas of your life? Here’s a starter list drawn from our experience and our work with others. Understand and believe it. The first step is to understand the concept of the ONE Thing, then to believe that it can make a difference in your life. If you don’t understand and believe, you won’t take action. Use it. Ask yourself the Focusing Question. Start each day by asking, “What’s the ONE Thing I can do today for [whatever you want] such that by doing it everything else will be easier or even unnecessary?” When you do this, your direction will become clear. Your work will be more productive and your personal life more rewarding. Make it a habit. When you make asking the Focusing Question a habit, you fully engage its power to get the extraordinary results you want. It’s a difference maker. Research says this will take about 66 days. Whether it takes you a few weeks or a few months, stick with it until it becomes your routine. If you’re not serious about learning the Success Habit, you’re not serious about getting extraordinary results. Leverage reminders. Set up ways to remind yourself to use the Focusing Question. One of the best ways to do this is to put up a sign at work that says, “Until my ONE Thing is done—everything else is a distraction.” We designed the back cover of this book to be a trigger —set it on the corner of your desk so that it’s the first thing you see when you get to work. Use notes, screen savers, and calendar cues to keep making the connection between the Success Habit and the results you seek. Put up reminders like, “The ONE Thing = Extraordinary Results” or “The Success Habit Will Get Me to My Goal.” Recruit support. Research shows that those around you can influence you tremendously. Starting a success support group with some of your work colleagues can help inspire all of you to practice the Success Habit every day. Get your family involved. Share your ONE Thing. Get them on board. Use the Focusing Question around them to show them how the Success Habit can make a difference in their school work, their personal achievements, or any other part of their lives.

Under the name The Waterson Family, they made their recording debut for Topic, one of four upcoming acts on the showcase compilation Folk-Sound of Britain (1965). Dispensing with guitars and banjos, they hollered unadorned close harmonies into a stark, chapel-like hush. The consensus was that they ‘sounded traditional’, but in a way no other folk singers did at the time. It was the result of pure intuition: there was no calculation in their art. When Bert Lloyd once commented joyfully on their mixolydian harmonies, they had to resort to a dictionary. Later in 1965 the quartet gathered around the microphone set up in the Camden Town flat of Topic producer Bill Leader and exhaled the extraordinary sequence of songs known as Frost and Fire. In his capacity as an artistic director of Topic, Lloyd curated the album’s contents. Focusing on the theme of death, ritual sacrifice and resurrection, he subtitled it A Calendar of Ritual and Magical Songs. The fourteen tracks are divided by calendrical seasons, and the four Watersons begin and end the album as midwinter wassailers, a custom popularised in the late eighteenth and early nineteenth centuries as groups of singers – ‘waits’ – made the rounds of the towns and villages, proffering a decorated bowl of spiced ale or wine and asking – in the form of a song, or ‘wassail’ – for a charitable donation. Midwinter comes shortly before the time of the first ploughing in preparation for the sowing of that year’s new crop, and the waits’ money, or food and drink, can be considered a form of benign sacrifice against the success of the next growth and harvest. The wassail-bowl’s rounds were often associated with the singing of Christmas carols.

If you have an iPhone, Apple could have your address book, your calendar, your photos, your texts, all the music you listen to, all the places you go—and even how many steps it took to get there, since phones have a little gyroscope in them. Don’t have an iPhone? Then replace “Apple” with Google or Samsung or Verizon. Wear a FuelBand? Nike knows how well you sleep. An Xbox One? Microsoft knows your heart rate.1 A credit card? Buy something at a retailer, and your PII (personally identifiable information) attaches the UPC to your Guest ID in the CRM (customer relations management) software, which then starts working on what you’ll want next.

was a small lavatory. The door to the lavatory was missing and Myers screwed his face up at the sight of the mess inside. The place didn’t need cleaning. It needed burning. There were a few random, oil-stained chairs dotted about and a collection of torn car magazines. It was the poorest attempt at a customer waiting area Myers had ever seen. Along the back wall, however, was a large workbench and two tall tool chests. They were red with silver handles and covered in stickers. On the wall above the bench, which was covered in spare parts, drinks cans, and oily rags, were several calendars which fell into the category of cliché garage topless pictures. To the right of the workbench was a fire escape door with a long, silver push-handle and Myers thought that even hovels like the garage needed to have some form of emergency exit. He wondered what he’d find out there, then shuddered at the thought. He stepped into the space and felt a strange guilty pang of combined intrusion and fear. There were no cars in the garage, but the air retained a thick, oily smell borne of years of spilt oil and vapour seeping into the pores of every surface in there. He pulled his jacket in tight around him. It seemed as if every surface was coated in a thick layer of grease. But there was something else in that smell. Something that had combined with the oil to form a sickly aroma. He knew the smell, but it had been tainted by the oil and he couldn’t put his finger on it. There was something not quite right about the place. It was the first time he actually wished Fox had been there with him. Another pair of eyes would be useful, and despite her annoying traits, she was actually turning out to be a smart thinker. It was she who had seen the slight variation in the forms. It was she who had known the format of the numbers reflected a container number. And it was she who had theorised that Donald Cartwright could be in trouble. The fact that Donald Cartwright was not in the garage did not mean he wasn’t in trouble. In fact, it only gave weight to the theory. Something had happened in the garage. And Myers was sure the two were connected. Donald Cartwright’s shipment had been delivered to the garage, the only delivery for years that hadn’t been delivered to his father’s warehouse. The form was different and the adviser, Sergio, hadn’t countersigned it. The

The most important mystery of ancient Egypt was presided over by a priesthood. That mystery concerned the annual inundation of the Nile flood plain. It was this flooding which made Egyptian agriculture, and therefore civilisation, possible. It was the centre of their society in both practical and ritual terms for many centuries; it made ancient Egypt the most stable society the world has ever seen. The Egyptian calendar itself was calculated with reference to the river, and was divided into three seasons, all of them linked to the Nile and the agricultural cycle it determined: Akhet, or the inundation, Peret, the growing season, and Shemu, the harvest. The size of the flood determined the size of the harvest: too little water and there would be famine; too much and there would be catastrophe; just the right amount and the whole country would bloom and prosper. Every detail of Egyptian life was linked to the flood: even the tax system was based on the level of the water, since it was that level which determined how prosperous the farmers were going to be in the subsequent season. The priests performed complicated rituals to divine the nature of that year’s flood and the resulting harvest. The religious elite had at their disposal a rich, emotionally satisfying mythological system; a subtle, complicated language of symbols that drew on that mythology; and a position of unchallenged power at the centre of their extraordinarily stable society, one which remained in an essentially static condition for thousands of years. But the priests were cheating, because they had something else too: they had a nilometer. This was a secret device made to measure and predict the level of flood water. It consisted of a large, permanent measuring station sited on the river, with lines and markers designed to predict the level of the annual flood. The calibrations used the water level to forecast levels of harvest from Hunger up through Suffering through to Happiness, Security and Abundance, to, in a year with too much water, Disaster. Nilometers were a – perhaps the – priestly secret. They were situated in temples where only priests were allowed access; Herodotus, who wrote the first outsider’s account of Egyptian life the fifth century BC, was told of their existence, but wasn’t allowed to see one. As late as 1810, thousands of years after the nilometers had entered use, foreigners were still forbidden access to them. Added to the accurate records of flood patters dating back centuries, the nilometer was an essential tool for control of Egypt. It had to be kept secret by the ruling class and institutions, because it was a central component of their authority. The world is full of priesthoods. The nilometer offers a good paradigm for many kinds of expertise, many varieties of religious and professional mystery. Many of the words for deliberately obfuscating nonsense come from priestly ritual: mumbo jumbo from the Mandinka word maamajomboo, a masked shamanic ceremonial dancer; hocus pocus from hoc est corpus meum in the Latin Mass. On the one hand, the elaborate language and ritual, designed to bamboozle and mystify and intimidate and add value; on the other the calculations that the pros make in private. Practitioners of almost every métier, from plumbers to chefs to nurses to teachers to police, have a gap between the way they talk to each other and they way they talk to their customers or audience. Grayson Perry is very funny on this phenomenon at work in the art world, as he described it in an interview with Brian Eno. ‘As for the language of the art world – “International Art English” – I think obfuscation was part of its purpose, to protect what in fact was probably a fairly simple philosophical point, to keep some sort of mystery around it. There was a fear that if it was made understandable, it wouldn’t seem important.

Constantly trying to optimize—maximize user engagement, minimize customer wait time, find the ideal values for some complex function so a computer could translate between two languages or recognize faces or categorize images. Tiny granular steps in the right direction. She had, at one point, wrapped up the whole of her life in such a philosophy, believed wholeheartedly there was a way to optimize every day, an ideal way to arrange tasks on her calendar. There was a cost function that could be applied to every decision and if only she could find it, she could solve it. She could live perfectly. But optimal wasn't the same as perfect, was it? Perfect implied so much more; it encapsulated some completeness that optimal dared not touch.

Its track record in services was mixed. iTunes had been a runaway success that had transformed the music industry, but Apple Maps had been a bust. MobileMe, a 2008 online service for email, contacts, and calendar, hadn’t worked, and Siri, Apple’s novel voice assistant, had fallen behind its rivals in performance. In the absence of the next game-changing device, Cook was betting that he could persuade customers to stick with iPhones by getting them as tethered to Apple Music and other services as they had been

The tendency to focus on the positive comes long before the customer actually makes a purchase decision. Early in the sales process, for example, when sellers are trying to get to higher levels within the account, a salesperson might say, “Mr. Customer, I would like to get a few minutes with your CFO to show him how cost-effective our products are relative to increasing productivity and maximizing the return on your investment.” Sounds like a mini elevator pitch, doesn’t it? Here’s the reverse. “Mr. Customer, would it make sense to spend a few minutes and bring your CFO up to speed, so he doesn’t have a knee-jerk reaction and torpedo the idea?” In preparation for QBS training events, I always ask for a conference call to customize the material for the intended audience. But I don’t ask for a manager’s time so I can “understand their business and deliver better training.” Although these are positive benefits, they don’t necessarily create a sense of urgency. Therefore, I am more inclined to ask a vice president of sales for time on their calendar, “so we don’t completely miss the boat at the upcoming training event.” Both of these questions refer to benefits that would come from strategizing in advance. But how you ask does make a difference.

Have a Brainstorming Session Brainstorm every question you’ve ever been asked by a prospect or customer. Focus on their fears, issues, concerns, and worries. State them on paper exactly as the buyer would ask (or search) them, not the way you (as the business) would state them. Once you’ve completed this list, you have the foundation for your entire digital marketing editorial calendar—be it articles, videos, podcasts, and so on—to put on your company website. Note: If you struggle coming up with these questions, there’s a frank reason why—you’ve lost touch with your ideal customer or client. If this is the case, it’s time to get with your sales team, customer service team, and everyone else, and relearn what your ideal customer wants to know to be able to make an informed buying decision.

Back in the year 960, Christian missionaries invaded Scandinavia and threatened the Vikings: if you persist in your pagan customs you will end up in hell where eternal fires burn. The Vikings welcomed the good news. They trembled from cold, not fear.

You should have one lookup table for each “object” that you need for reporting purposes. For example, in the data being used here, these objects are customers, products, territories, and time (i.e., calendar). A key feature of a lookup table is that it contains one and only one row for each individual item in the table, and it has as many columns as needed to describe the object.

Perhaps you could send useful “how to” tips. You could clip news items out of the paper and send them to your customers with a little note that just says, “Hi John, thought this might interest you. Joe Girard.” Some salesmen send expensive personalized calendars. This keeps their name in front of the customer all year long. Another salesman I know keeps postcards in his briefcase and jots off a personal note to his good customers while waiting for an appointment or a plane. Watch the ways in which the giant companies spend millions just to keep their name in front of the public. I have learned from them, and you should too, because we have businesses just like them, only maybe not so big.

The Amazon Echo is a new, revolutionary voice-activated, feature rich interface, Bluetooth speaker, streaming device and smart home controller. With powerful voice-recognition capability, cloud connectivity and wireless access to Wi-Fi––the Amazon Echo offers users erstwhile unimagined interactivity between technology and daily life. The Amazon Echo represents a new paradigm of interactive artificial intelligence; connecting users to their homes with a variety of options from interior lighting operations to full control of TV and sound systems––all of which are commanded by voice-activation. The Amazon Echo is a single device capable of retrieving information instantly; it offers users wide access to a wealth of custom features and merges media devices into one stunning interface. Amazon Echo is undeniable a step into the future. Originally released in November 2015, Echo has already developed in leaps and bounds. With Amazon and individual developers continuously evolving the cloud-based voice recognition software, Alexa. There is no doubt about it, there’s lot to envy about Echo. The digital assistant that is Alexa will help you organize your life in a variety of aspects. Alexa can manage your alarms, calendars and to-do lists. There’s plenty more to learn about Alexa, including how Echo can integrate with your smart home devices. In this simple guide we will teach you all about the basics and supply you with exactly what you need to say to get to grips with Alexa. Step into the world of Alexa and ‘hands-free’ your life in more ways than you can imagine.

In his acclaimed work Built to Last, Jim Collins describes the culture of “visionary companies.” Two of the four traits he observed in the culture of great companies are related to their actual beliefs. A strong culture has, according to Collins, a fervently held ideology and indoctrination of that ideology.3 Surely a company should not have a more fervently held ideology than a local body of believers. Surely a company should not be more passionate about indoctrination than a local church. While not everything that is articulated is really believed, what is really believed is always articulated. If something is really valued, it is declared. Language and words help create the culture one lives in. When the Babylonians, for example, took Daniel and his contemporaries into captivity, they schooled the people of God in their language and literature (Dan. 1:4). The Babylonian leaders knew the power of words, both spoken and read, in attempting to form culture. The articulated beliefs and even how they are articulated help form the culture. How a church speaks of those outside the church, of the Scripture, and of the mission influences the culture greatly. The artifacts of church culture are the visible, tangible expressions of a church’s actual and articulated beliefs. Artifacts include common behaviors, informal rules for interaction, and other customs. Artifacts also include the formal behavioral management systems like policies, organizational structures, meeting formats, and required procedures. Church cultures even express their beliefs through artifacts that are nonhuman. Our buildings, technology, art, music, and other resources and tools constitute expression of our culture. Our programs and church calendars are expressions of who we are and are embedded in our cultures. Artifacts reveal a church’s worldview and simultaneously shape the church to continue believing it.

Here’s a proven sales meeting checklist of pre-meeting, during meeting, and post-meeting best practices and tips to follow and live by every day: Have clear meeting goals and expected outcomes documented and stated in email before and after meetings. Put agendas that are agreed to by your customers in meeting calendar invites. Meeting agendas should start with introductions and customers’ priorities/challenges review. Meeting agendas should close with discussion and time for questions. Research the company and recent announcements and know how their business is doing. Understand the context of their industry, too. Research the people attending your meeting and identify shared interests and shared executive connections. Connect with meeting attendees on LinkedIn before meeting. Some people believe this should be done after a meeting. My point of view is that it’s an important touch point when a prospect accepts your request to connect. Make the connection, and use your connection’s response and speed of response as a gauge of their awareness. If they connect fast, then it may mean they are excited to meet with you. If they don’t connect quickly, it could mean it’s not top of mind. Both are important to know. Don’t forget to personalize the message. Reconfirm agenda and meeting attendee participation. It’s good to do this the day before the meeting is scheduled to happen. Prepare a list of discovery and qualification questions to ask the prospect. The questions should preferably be open ended. Share the questions with your internal team to get alignment. It’s a requirement and best practice to brief executives attending the meeting with you beforehand. Share with your executives the context, current situation, and everything you learned during company, industry, and executive research. Your executives are busy. Help them help you. Be clear on what their role in the meeting is. Introduce meeting attendees at meeting outset, and let everyone have a voice. Go around and have people share their role and what they hope to get out of the meeting. Take thorough notes, capturing your customer’s words. Listen more and talk less. Watch the clock to begin and end meetings as promised. Leave time for questions and discussion at the end. Recap meeting outcomes and next steps before ending the call. Send meeting follow-up notes with clear action items the same day of the meeting using your customer’s words.

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