Customer Experience Quotes

We see our customers as invited guests to a party, and we are the hosts. It’s our job every day to make every important aspect of the customer experience a little bit better.

It feels amazing to know that there is an increased demand for your product, but customer experience and satisfaction are consequential for long-lasting business growth.

One way to improve your business is to increase its capabilities. The more capable your business is of providing value to it's customers, the more success your business will experience.

Grief turns out to be a place none of us know until we reach it. We anticipate (we know) that someone close to us could die, but we do not look beyond the few days or weeks that immediately follow such an imagined death. We misconstrue the nature of even those few days or weeks. We might expect if the death is sudden to feel shock. We do not expect the shock to be obliterative, dislocating to both body and mind. We might expect that we will be prostrate, inconsolable, crazy with loss. We do not expect to be literally crazy, cool customers who believe that their husband is about to return and need his shoes. In the version of grief we imagine, the model will be "healing." A certain forward movement will prevail. The worst days will be the earliest days. We imagine that the moment to most severely test us will be the funeral, after which this hypothetical healing will take place. When we anticipate the funeral we wonder about failing to "get through it," rise to the occasion, exhibit the "strength" that invariably gets mentioned as the correct response to death. We anticipate needing to steel ourselves the for the moment: will I be able to greet people, will I be able to leave the scene, will I be able even to get dressed that day? We have no way of knowing that this will not be the issue. We have no way of knowing that the funeral itself will be anodyne, a kind of narcotic regression in which we are wrapped in the care of others and the gravity and meaning of the occasion. Nor can we know ahead of the fact (and here lies the heart of the difference between grief was we imagine it and grief as it is) the unending absence that follows, the void, the very opposite of meaning, the relentless succession of moments during which we will confront the experience of meaninglessness itself.

Customers want someone just like them, even when it comes to picking a company.

Technology is unavoidable and it’s not about what they feel, it’s about what their customers want.

You want to become more open-minded, challenge your ideas without being offended. Don’t let your ego ruin your learning experience.

Building positive customer experiences will help create passionate customers who will spread your message on their behalf - almost like an evangelist.

If your business can substantially cut costs and pass along those cost savings to customers... Then your business will likely experience an increase in demand for it's products or services.

Sunset's Passions," he read, and opened the book to a random page to read aloud. "'His hands gently caressed her ivory, silky br- " His eyes widened. "By the Wyrd! Do you actually read this rubbish? What happened to Symbols of Power and Eyllwe Customs and Culture?" ... "You may borrow it when I'm done. If you read it, your literary experience will be complete. And," she added with a coy smile, "it will give you some creative ideas of things to do with your lady friends.

To be successful in business, you need to understand what you’re selling and you need to understand the people who are buying. And the more holistic your understanding, the more success the business will experience.

Art, literature, and philosophy are attempts to found the world anew on a human freedom: that of the creator; to foster such an aim, one must first unequivocally posit oneself as a freedom. The restrictions that education and custom impose on a woman limit her grasp of the universe...Indeed, for one to become a creator, it is not enough to be cultivated, that is, to make going to shows and meeting people part of one's life; culture must be apprehended through the free movement of a transcendence; the spirit with all its riches must project itself in an empty sky that is its to fill; but if a thousand fine bonds tie it to the earth, its surge is broken. The girl today can certainly go out alone, stroll in the Tuileries; but I have already said how hostile the street is: eyes everywhere, hands waiting: if she wanders absentmindedly, her thoughts elsewhere, if she lights a cigarette in a cafe, if she goes to the cinema alone, an unpleasant incident can quickly occur; she must inspire respect by the way she dresses and behaves: this concern rivets her to the ground and self. "Her wings are clipped." At eighteen, T.E. Lawrence went on a grand tour through France by bicycle; a young girl would never be permitted to take on such an adventure...Yet such experiences have an inestimable impact: this is how an individual in the headiness of freedom and discovery learns to look at the entire world as his fief...[The girl] may feel alone within the world: she never stands up in front of it, unique and sovereign.

There is very little real liberty in the world; even those who seem freest are often the most tightly bound. Law, custom, public opinion, fear or shame make slaves of us all, as you will find when you try your experiment," said Tempest with a bitter smile. Law and custom I know nothing of, public opinion I despise, and shame and fear I defy, for everyone has a right to be happy in their own way.

Once again she would arrive at a foreign place. Once again be the newcomer, an outsider, the one who did not belong. She knew from experience that she would quickly have to ingratiate herself with her new masters to avoid being rejected or, in more dire cases, punished. Then there would be the phase where she would have to sharpen her senses in order to see and hear as acutely as possible so that she could assimilate quickly all the new customs and the words most frequently used by the group she was to become a part of--so that finally, she would be judged on her own merits.

A Value Proposition creates value for a Customer Segment through a distinct mix of elements catering to that segment’s needs. Values may be quantitative (e.g. price, speed of service) or qualitative (e.g. design, customer experience).

But how can we be free to look and learn when our minds from the moment we are born to the moment we die are shaped by a particular culture in the narrow pattern of the ‘me’? For centuries we have been conditioned by nationality, caste, class, tradition, religion, language, education, literature, art, custom, convention, propaganda of all kinds, economic pressure, the food we eat, the climate we live in, our family, our friends, our experiences – every influence you can think of – and therefore our responses to every problem are conditioned.

The goal is to have customers who appreciate the value your business is selling; and customers who are willing and able to pay for that value. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

After each customer interaction, notice if you gave them a “happy to see you” kind of experience.

If you don't appreciate your customers, someone else will.

Anything those customers experience from their interaction with a company should be considered part of that company’s product.

Also in contemporary Western society the union with the group is the prevalent way of overcoming separateness. It is a union which the individual self disappears to a large extent, and where the aim is to belong to the heard. If I am like everybody else, if I have no feeling or thoughts which make me different, if I conform in custom, dress, ideas, to the pattern of the group, I am saved: saved from the frightening experience of aloneness.

New products succeed not because of the features and functionality they offer but because of the experiences they enable. If

the role of customer service is to mitigate disloyalty by reducing customer effort.

If your customers are your building blocks, it becomes crucial for you to understand their needs and keep them satisfied all the time.

In the innovation age customer experience is key. Your impression defines their expression

Drug companies are spending billions of dollars to turn normal human experiences like fear or sadness into medical diseases. They aren’t developing cures; they’re creating customers.

Always remember that you’re in this business because of your customers. If they are not there, you will stop existing as well. So, start learning more about them. Don’t remain strangers.

My father had the spirit and integrity of a scientist, but he was a salesman. I remember asking him the question "How can a man of integrity be a salesman?" He said to me, "Frankly, many salesmen in the business are not straightforward--they think it's a better way to sell. But I've tried being straightforward, and I find it has its advantages. In fact, I wouldn't do it any other way. If the customer thinks at all, he'll realize he has had some bad experience with another salesman, but hasn't had that kind of experience with you. So in the end, several customers will stay with you for a long time and appreciate it.

People buy from businesses for many reasons. Among those reasons include: favorable price, favorable accessibility, demonstrated shared values, label identification, and more. The more reasons you can give people to buy from your business, the better sales numbers your business will experience.

The purpose of every business and organization is to get and keep customers.

Take good care of your customers and they will take care of your business.

A customer talking about their experience with you is worth ten times that which you write or say about yourself.

You can turn any business into a successful one, but only if you can figure out what customers really need, what current brands are offering to fill that need, and how big the gap between customer needs and the existing product is.

I have seen them stagger out of their movie palaces and blink their empty eyes in the face of reality once more, and stagger home, to read the Times, to find out what's going on in the world. I have vomited at their newspapers, read their literature, observed their customs, eaten their food, desired their women, gaped at their art. But I am poor, and my name ends with a soft vowel, and they hate me and my father, and my father's father, and they would have my blood and put me down, but they are old now, dying in the sun and in the hot dust of the road, and I am young and full of hope and love for my country and my times, and when I say Greaser to you it is not my heart that speaks, but the quivering of an old wound, and I am ashamed of the terrible thing I have done.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

There isn’t much room for ego in leading a business. The business will experience the greatest success when the leaders and employees of the business focus less on self and more on pleasing customers.

It is useful to know something of the manners of different nations, that we may be enabled to form a more correct judgment regarding our own, and be prevented from thinking that everything contrary to our customs is ridiculous and irrational, a conclusion usually come to by those whose experience has been limited to their own country.

Dorian looked down at the book. "This isn't one of the books that I sent you! I don't even own books like these!" She laughed weakly and took the tea from the servant as she approached. "Of course you don't, Dorian. I had the maids send for a copy today." "Sunset's Passions," he read, and opened the book to a random page to read aloud. "'His hands gently caressed her ivory, silky br-'" His eyes widened. "By the Wyrd! Do you actually read this rubbish? What happened to Symbols and Power and Eyllwe Customs and Culture?" She finished her drink, the ginger tea easing her stomach. "You may borrow it when I'm done. If you read it, you literary experience will be complete. And," she added with a coy smile, "it will give you some creative ideas of things to do with your lady friends." He hissed through his teeth. "I will not read this." She took the book from his hands, leaning back. "Then I suppose you're just like Chaol." "Chaol?" he asked, falling into the trap. "You asked Chaol to read this?" "He refused, of course," she lied. "He said it wasn't right for him to read this sort of material if I gave it to him." Dorian snatched the book from her hands. "Give me that, you demon-woman. I'll not have you matching us against each other." He glanced once more at the novel, then turned it over, concealing the title. She smiled, and resumed watching the falling snow.

Sometimes customizing is necessary because of an injury or the inability to do, for a short or long period, the kind of exercise you formerly did. When you're used to customizing for fun, doing it under duress won't seem like such an imposition. Either way, experiment until you find activities that make you happy as well as healthy. Choose your exercise using the same criteria you'd apply to choosing a date--that is, attractive to you and able to hold your interest for an hour.

from a customer’s perspective, when something goes wrong, the overriding sentiment is: Help me fix it.

You need to give your customers fewer reasons to be disloyal, and the best way to make that happen is to reduce customer effort.

Take good care of your customers and they will take care of your business

The buyer is always tuned in to one radio station: WIIFM (What's In It For Me). The rest is filtered out as noise.

Joseph Pine wrote that today's economy is an "experience economy", meaning that customers want more than a good product or service; they want to enjoy the experience of using a product or service, which begins with their first interaction with a company. So if, in spite of all your customer-service training and "customer-facing" procedures, policies, and scripts, customers aren't feeling the love, you're in trouble. Love? Yes.

We live, I suppose, in the unconfessed hope that the rules will at some point be broken, along with the normal course of things and custom and history, and that this will happen to us, that we will experience it, that we — that is, I alone — will be the ones to see it. We always aspire, I suppose, to being the chosen ones, and it is unlikely otherwise that we would be prepared to live out the entire course of an entire life, which, however short or long, gradually gets the better of us.

Each design is a proposed business solution — a hypothesis. Your goal is to validate the proposed solution as efficiently as possible by using customer feedback.

The personal values managers reported being the most under pressure to compromise to do their jobs successfully: 1. Family 2. Integrity.

Branding Through Customer Service Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.

Is it not the glory of the people of America, that, whilst they have paid a decent regard to the opinions of former times and other nations, they have not suffered a blind veneration for antiquity, for custom, or for names, to overrule the suggestions of their own good sense, the knowledge of their own situation, and the lessons of their own experience?

Custom, then, is the great guide of human life. It is that principle alone which renders our experience useful to us, and makes us expect, for the future, a similar train of events with those which have appeared in the past. Without the influence of custom, we should be entirely ignorant of every matter of fact beyond what is immediately present to the memory and senses. We should never know how to adjust means to ends, or to employ our natural powers in the production of any effect. There would be an end at once of all action, as well as of the chief part of speculation.

Your website is the center of your digital eco-system, like a brick and mortar location, the experience matters once a customer enters, just as much as the perception they have of you before they walk through the door.

When we're talking about implementing change in business, it's good have a holistic view and to consider all of the dynamics, including: What is the scope of the change? Who is being impacted (customers, employees, others)? How are people being impacted, and in what way? Are there different perspectives regarding the experience of the change? What exactly is being changed (systems, processes, jobs)? What is the expected timeline for the change?

Custom, then, is the great guide of human life. It is that principle alone which renders our experience useful to us, and makes us expect, for the future, a similar train of events with those which have appeared in the past.

The faster you run high quality experiments, the more likely you’ll find scalable, effective growth tactics. Determining the success of a customer acquisition idea is dependent on an effective tracking and reporting system, so don’t start testing until your tracking/reporting system has been implemented.

Golden Krishna, an expert in user experience who currently works on design strategy at Google, astutely pointed out during one of our conversations that the only people who refer to their customers as “users” are drug dealers—and technologists.

And what impels him to repeat this process at every single lesson, and, with the same remorseless insistence, to make his pupils copy it without the least alteration? He sticks to this traditional custom because he knows from experience that the preparations for working put him simultaneously in the right frame of mind for creating. The meditative repose in which he performs them gives him that vital loosening and equability of all his powers, that collectedness and presence of mind, without which no right work can be done.

Her mind was as destitute of beauty and mystery as the prairie school-house in which she had been educated; and her ideals seemed to Ralph as pathetic as the ornaments made of corks and cigar-bands with which her infant hands had been taught to adorn it. He was beginning to understand this, and learning to adapt himself to the narrow compass of her experience.

Some of you, we all know, are poor, find it hard to live, are sometimes, as it were, gasping for breath. I have no doubt that some of you who read this book are unable to pay for all the dinners which you have actually eaten, or for the coats and shoes which are fast wearing or are already worn out, and have come to this page to spend borrowed or stolen time, robbing your creditors of an hour. It is very evident what mean and sneaking lives many of you live, for my sight has been whetted by experience; always on the limits, trying to get into business and trying to get out of debt, a very ancient slough, called by the Latins aes alienum, another's brass, for some of their coins were made of brass; still living, and dying, and buried by this other's brass; always promising to pay, promising to pay, tomorrow, and dying today, insolvent; seeking to curry favor, to get custom, by how many modes, only not state-prison offences; lying, flattering, voting, contracting yourselves into a nutshell of civility or dilating into an atmosphere of thin and vaporous generosity, that you may persuade your neighbor to let you make his shoes, or his hat, or his coat, or his carriage, or import his groceries for him; making yourselves sick, that you may lay up something against a sick day, something to be tucked away in an old chest, or in a stocking behind the plastering, or, more safely, in the brick bank; no matter where, no matter how much or how little.

Nobody can tell you what to stand for, or how your values, wants and needs should intersect with those of your customers and then manifest as a business, an idea or an experience. Figuring out the destination is hard—but recognising it is more valuable than knowing exactly how you’re going to get there.

how the now-ubiquitous humble shopping cart was invented and adopted eighty years ago. Sylvan Goldman, a grocery store owner from Oklahoma, noticed that when his customers’ baskets became too heavy or too full, people stopped shopping. Clearly their problem was his problem, too. He began to think of ways to improve the experience for his customers. In 1936 he came up with the idea of a basket carrier on wheels.

Man is not only ruled by evil passions; but his rational capacity is severely limited as well. Without the warm cloak of custom, tradition, experience, history, religion, and social hierarchy—all of which radical man would rip off—man is shivering and naked. Free man from all mystery, demystify his institutions and his intellectual world, and you leave him alone in a universe of insignificance, incapacity, and inadequacy.

The boardroom is more than just a meeting space; it's a crucible where the future of a company is forged. It's a dynamic arena where individuals with diverse backgrounds, experiences, and perspectives converge to make decisions that can profoundly impact the lives of employees, shareholders, customers, and communities.

In addition, the most reliable and recent studies of African tribal culture demonstrated that slavery was a long-standing custom among the Africans themselves, so enslaved Africans in America were simply experiencing a condition here that they would otherwise experience, probably in more oppressive fashion, in their mother country.

So that, upon the whole, we may conclude, that the Christian Religion not only was at first attended with miracles, but even at this day cannot be believed by any reasonable person without one. Mere reason is insufficient to convince us of its veracity: and whoever is moved by Faith to assent to it, is conscious of a continued miracle in his own person, which subverts all the principles of his understanding, and gives him a determination to believe what is most contrary to custom and experience.

Early entry is appropriate when the following general circumstances hold:   Image and reputation of the firm are important to the buyer, and the firm can develop an enhanced reputation by being a pioneer. Early entry can initiate the learning process in a business in which the learning curve is important, experience is difficult to imitate, and it will not be nullified by successive technological generations. Customer loyalty will be great, so that benefits will accrue to the firm that sells to the customer first. Absolute cost advantages can be gained by early commitment to supplies of raw materials, distribution channels, and so on.

Out of every hundred new ideas ninety-nine or more will probably be inferior to the traditional responses which they propose to replace. No one man, however brilliant or well-informed, can come in one lifetime to such fullness of understanding as to safely judge and dismiss the customs or institutions of his society, for those are the wisdom of generations after centuries of experiment in the laboratory of history.

When it first emerged, Twitter was widely derided as a frivolous distraction that was mostly good for telling your friends what you had for breakfast. Now it is being used to organize and share news about the Iranian political protests, to provide customer support for large corporations, to share interesting news items, and a thousand other applications that did not occur to the founders when they dreamed up the service in 2006. This is not just a case of cultural exaptation: people finding a new use for a tool designed to do something else. In Twitter's case, the users have been redesigning the tool itself. The convention of replying to another user with the @ symbol was spontaneously invented by the Twitter user base. Early Twitter users ported over a convention from the IRC messaging platform and began grouping a topic or event by the "hash-tag" as in "#30Rock" or "inauguration." The ability to search a live stream of tweets - which is likely to prove crucial to Twitter's ultimate business model, thanks to its advertising potential - was developed by another start-up altogether. Thanks to these innovations, following a live feed of tweets about an event - political debates or Lost episodes - has become a central part of the Twitter experience. But for the first year of Twitter's existence, that mode of interaction would have been technically impossible using Twitter. It's like inventing a toaster oven and then looking around a year later and discovering that all your customers have, on their own, figured out a way to turn it into a microwave.

Nationalism, originally a progressive movement, replaced the bonds of feudalism and absolutism. The average man today obtains his sense of identity from his belonging to a nation, rather than from his being a "Son of Man." His objectivity, that is, his reason, is warped by this fixation. He judges the "stranger" with different criteria than the members of his own clan. His feelings toward the stranger are equally warped. Those who are not "familiar" by bonds of blood and soil (expressed a common language, customs, food, song, etc.) are looked upon with suspicion, and paranoid delusions about them can spring up at the slightest provocation. This incestuous fixation not only poisons the relationship of the individual to the stranger, but to the members of his own clan and to himself. The person who has not freed himself from the ties to blood and soil is not yet fully born as a human being; his capacity for love and reason are crippled; he does not experience himself nor his fellow man in their-and his own-human reality.

As man gradually advanced in intellectual power, and was enabled to trace the more remote consequences of his actions; as he acquired sufficient knowledge to reject baneful customs and superstitions; as he regarded more and more, not only the welfare, but the happiness of his fellow-men; as from habit, following on beneficial experience, instruction and example, his sympathies became more tender and widely diffused, extending to men of all races, to the imbecile, maimed, and other useless members of society, and finally to the lower animals,—so would the standard of his morality rise higher and higher.

The portraits, of more historical than artistic interest, had gone; and tapestry, full of the blue and bronze of peacocks, fell over the doors, and shut out all history and activity untouched with beauty and peace; and now when I looked at my Crevelli and pondered on the rose in the hand of the Virgin, wherein the form was so delicate and precise that it seemed more like a thought than a flower, or at the grey dawn and rapturous faces of my Francesca, I knew all a Christian's ecstasy without his slavery to rule and custom; when I pondered over the antique bronze gods and goddesses, which I had mortgaged my house to buy, I had all a pagan's delight in various beauty and without his terror at sleepless destiny and his labour with many sacrifices; and I had only to go to my bookshelf, where every book was bound in leather, stamped with intricate ornament, and of a carefully chosen colour: Shakespeare in the orange of the glory of the world, Dante in the dull red of his anger, Milton in the blue grey of his formal calm; and I could experience what I would of human passions without their bitterness and without satiety. I had gathered about me all gods because I believed in none, and experienced every pleasure because I gave myself to none, but held myself apart, individual, indissoluble, a mirror of polished steel: I looked in the triumph of this imagination at the birds of Hera, glowing in the firelight as though they were wrought of jewels; and to my mind, for which symbolism was a necessity, they seemed the doorkeepers of my world, shutting out all that was not of as affluent a beauty as their own; and for a moment I thought as I had thought in so many other moments, that it was possible to rob life of every bitterness except the bitterness of death; and then a thought which had followed this thought, time after time, filled me with a passionate sorrow.

Morality makes stupid. — Custom represents the experiences of men of earlier times as to what they supposed useful and harmful — but the sense for custom (morality) applies, not to these experiences as such, but to the age, the sanctity, the indiscussability of the custom. And so this feeling is a hindrance to the acquisition of new experiences and the correction of customs: that is to say, morality is a hindrance to the development of new and better customs: it makes stupid.

The rest of us are still living on the borrowed fuel of potential and so far have not left deep footprints. But together we carry a brackish air of importance. As if we are doing something worthy in the world. Maybe how we live our lives is the grand experiment? Mixing company, throwing out customs, using first names, waiting to marry, ignoring the rules, and choosing what to care about. Is that why we matter? Or perhaps Miss Warre-Cornish is right and we do not matter in the least.

I often see teams that maniacally focus on their metrics around customer acquisition and retention. This usually works well for customer acquisition, but not so well for retention. Why? For many products, metrics often describe the customer acquisition goal in enough detail to provide sufficient management guidance. In contrast, the metrics for customer retention do not provide enough color to be a complete management tool. As a result, many young companies overemphasize retention metrics and do not spend enough time going deep enough on the actual user experience. This generally results in a frantic numbers chase that does not end in a great product.

Individual sovereignty—that is, the unalienable individual rights of life, liberty, and the pursuit of happiness—is denounced as a quaint and outdated notion of a bygone era, as are the traditions, customs, and institutions that have developed over time and through generational experience. They must give way to notions of modernity and progressivism, hatched by self-anointed and deluded masterminds who claim to act for “the greater good” and “the public interest,” requiring the endless reshuffling and rearranging of society.

There’s something else about this list that really jumps out. Take another look at the top five attributes listed there—the key characteristics defining a world-class sales experience: Rep offers unique and valuable perspectives on the market. Rep helps me navigate alternatives. Rep provides ongoing advice or consultation. Rep helps me avoid potential land mines. Rep educates me on new issues and outcomes. Each of these attributes speaks directly to an urgent need of the customer not to buy something, but to learn something. They’re looking to suppliers to help them identify new opportunities to cut costs, increase revenue, penetrate new markets, and mitigate risk in ways they themselves have not yet recognized. Essentially this is the customer—or 5,000 of them at least, all over the world—saying rather emphatically, “Stop wasting my time. Challenge me. Teach me something new.

Here, Elizabeth thought, was an answer for her strange new client. How could United Airlines make its customers happy with a below-average experience? By making the experience much, much worse, and making people voluntarily choose to endure it. This was the solution! Make the seats even narrower, the lines even longer, the competition for overhead space even more cutthroat—make it all famously bad and then tell people that they could avoid all of it and have a more or less normally below-average experience for a modest fee. Thus, if they knew beforehand that the experience would be dreadful but they didn’t pay the fee to avoid it, they would be less unhappy about the dreadful experience because, ultimately, they chose to have it. They did it to themselves. It

Trust does not emerge simply because a seller makes a rational case why the customer should buy a product or service, or because an executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. We trust some people and companies even when things go wrong, and we don’t trust others even though everything might have gone exactly as it should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do.

Time can lessen the hurt; the empty place we have can seem smaller as other things and experiences fill our life; we can forget for periods and feel as if our loved one didn't die; we can find sense in the death and understand that perhaps this death does fit into a bigger design in the world; we can learn to remember the good and hold on to that. But we cannot 'get over it,' because to get over it would mean we were not changed by the experience. It would mean we did not grow by the experience. It would mean that our loved one's death made no difference in our life. There is an interesting discussion in the Talmud, an ancient Jewish writing. Those Jews had the custom of rending their garments - literally tearing their clothes —to symbolize the ripping apart that death brings. But the question was raised, after the period of mourning, could you sew the garment up and use it again? The teachers answered yes, but when you mended it, you should not tuck the edges under so it would look as if it had never been torn. This symbolized the fact that life after grief is not the same as before. The rent will show.

Vegas is more than a city, it's the remedy to mankind's ... derailment. The city's economy is a blast furnace, in which can be forged the steel of a new rail line running straight to a new horizon. What is the NCR? A society of people desperate to experience comfort, ease, luxury. A society of customers. Give me 20 years and I'll reignite the high technology development sectors. 50 years and I'll have people in orbit. 100 years and my colony ships will be heading for the stars to search for planets unpolluted by the wrath and folly of a bygone generation. What I'm offering you is a ground floor opportunity in the most important enterprise on earth. What I'm offering is a future - for you, and for what remains of the human race.

Experience teaches,” said Gletkin, “that the masses must be given for all difficult and complicated processes a simple, easily grasped explanation. According to what I know of history, I see that mankind could never do without scapegoats. I believe it was at all times an indispensable institution; your friend Ivanov taught me that it was of religious origin. As far as I remember, he explained that the word itself came from a custom of the Hebrews, who once a year sacrificed to their god a goat, laden with all their sins.” Gletkin paused and shoved his cuffs into place. “Besides, there are also examples in history of voluntary scapegoats. At the age when you were given a watch, I was being taught by the village priest that Jesus Christ called himself a lamb, which had taken on itself all sin. I have never understood in what way it could help mankind if someone declares he is being sacrificed for its sake. But for two thousand years people have apparently found it quite natural.

Everything I am is based on this ugly building on its lonely lawn—lit up during winter darkness; open in the slashing rain—which allowed a girl so poor she didn’t even own a purse to come in twice a day and experience actual magic: traveling through time, making contact with the dead—Dorothy Parker, Stella Gibbons, Charlotte Brontë, Spike Milligan. A library in the middle of a community is a cross be-tween an emergency exit, a life raft and a festival. They are cathedrals of the mind; hospitals of the soul; theme parks of the imagination. On a cold, rainy island, they are the only sheltered public spaces where you are not a consumer, but a citizen, instead. A human with a brain and a heart and a desire to be uplifted, rather than a customer with a credit card and an inchoate “need” for “stuff.” A mall—the shops—are places where your money makes the wealthy wealthier. But a library is where the wealthy’s taxes pay for you to become a little more extraordinary, instead. A satisfying reversal. A balancing of the power.

The advantages of a hereditary Monarchy are self-evident. Without some such method of prescriptive, immediate and automatic succession, an interregnum intervenes, rival claimants arise, continuity is interrupted and the magic lost. Even when Parliament had secured control of taxation and therefore of government; even when the menace of dynastic conflicts had receded in to the coloured past; even when kingship had ceased to be transcendental and had become one of many alternative institutional forms; the principle of hereditary Monarchy continued to furnish the State with certain specific and inimitable advantages. Apart from the imponderable, but deeply important, sentiments and affections which congregate around an ancient and legitimate Royal Family, a hereditary Monarch acquires sovereignty by processes which are wholly different from those by which a dictator seizes, or a President is granted, the headship of the State. The King personifies both the past history and the present identity of the Nation as a whole. Consecrated as he is to the service of his peoples, he possesses a religious sanction and is regarded as someone set apart from ordinary mortals. In an epoch of change, he remains the symbol of continuity; in a phase of disintegration, the element of cohesion; in times of mutability, the emblem of permanence. Governments come and go, politicians rise and fall: the Crown is always there. A legitimate Monarch moreover has no need to justify his existence, since he is there by natural right. He is not impelled as usurpers and dictators are impelled, either to mesmerise his people by a succession of dramatic triumphs, or to secure their acquiescence by internal terrorism or by the invention of external dangers. The appeal of hereditary Monarchy is to stability rather than to change, to continuity rather than to experiment, to custom rather than to novelty, to safety rather than to adventure. The Monarch, above all, is neutral. Whatever may be his personal prejudices or affections, he is bound to remain detached from all political parties and to preserve in his own person the equilibrium of the realm. An elected President – whether, as under some constitutions, he be no more than a representative functionary, or whether, as under other constitutions, he be the chief executive – can never inspire the same sense of absolute neutrality. However impartial he may strive to become, he must always remain the prisoner of his own partisan past; he is accompanied by friends and supporters whom he may seek to reward, or faced by former antagonists who will regard him with distrust. He cannot, to an equal extent, serve as the fly-wheel of the State.

In the early months of World War II, San Francisco's Fill-more district, or the Western Addition, experienced a visible revolution. On the surface it appeared to be totally peaceful and almost a refutation of the term “revolution.” The Yakamoto Sea Food Market quietly became Sammy's Shoe Shine Parlor and Smoke Shop. Yashigira's Hardware metamorphosed into La Salon de Beauté owned by Miss Clorinda Jackson. The Japanese shops which sold products to Nisei customers were taken over by enterprising Negro businessmen, and in less than a year became permanent homes away from home for the newly arrived Southern Blacks. Where the odors of tempura, raw fish and cha had dominated, the aroma of chitlings, greens and ham hocks now prevailed. The Asian population dwindled before my eyes. I was unable to tell the Japanese from the Chinese and as yet found no real difference in the national origin of such sounds as Ching and Chan or Moto and Kano. As the Japanese disappeared, soundlessly and without protest, the Negroes entered with their loud jukeboxes, their just-released animosities and the relief of escape from Southern bonds. The Japanese area became San Francisco's Harlem in a matter of months. A person unaware of all the factors that make up oppression might have expected sympathy or even support from the Negro newcomers for the dislodged Japanese. Especially in view of the fact that they (the Blacks) had themselves undergone concentration-camp living for centuries in slavery's plantations and later in sharecroppers' cabins. But the sensations of common relationship were missing. The Black newcomer had been recruited on the desiccated farm lands of Georgia and Mississippi by war-plant labor scouts. The chance to live in two-or three-story apartment buildings (which became instant slums), and to earn two-and even three-figured weekly checks, was blinding. For the first time he could think of himself as a Boss, a Spender. He was able to pay other people to work for him, i.e. the dry cleaners, taxi drivers, waitresses, etc. The shipyards and ammunition plants brought to booming life by the war let him know that he was needed and even appreciated. A completely alien yet very pleasant position for him to experience. Who could expect this man to share his new and dizzying importance with concern for a race that he had never known to exist? Another reason for his indifference to the Japanese removal was more subtle but was more profoundly felt. The Japanese were not whitefolks. Their eyes, language and customs belied the white skin and proved to their dark successors that since they didn't have to be feared, neither did they have to be considered. All this was decided unconsciously.

Grief turns out to be a place none of us know until we reach it...We might expect that we will be prostrate, inconsolable, crazy with loss. We do not expect to be literally crazy, cool customers who believe that their husband is about to return and need his shoes. In the version of grief we imagine, the model will be 'healing.' A Certain forward movement will prevail. The worst days will be the earliest days. We imagine that the moment to most severely test us will be the funeral, after which this hypothetical healing will take place. When we anticipate the funeral we wonder about failing to 'get through it,' rise to the occasion, exhibit the 'strength' that invariably gets mentioned as the correct response to death. We anticipate needing to steel ourselves for the moment: will I be able to greet people, will I be able to leave the scene, will I be able even to get dressed that day? We have no way of knowing that this will not be the issue. We have no way of knowing that the funeral itself will be anodyne, a kind of narcotic regression in which we are wrapped in the care of others and the gravity and meaning of the occasion. Nor can we know ahead of the fact the unending absence that follows, the void, the very opposite of meaning, the relentless succession of moments during which we will confront the experience of meaninglessness itself.

Much read in history and much practiced in the conduct of political affairs, [Edmund] Burke knew that men are not naturally good, but are beings of mingled good and evil, kept in obedience to a moral law chiefly by the force of custom and habit, which the revolutionaries would discard as so much antiquated rubbish. He knew that all the advantages of society are the product of intricate human experience over many centuries, not to be amended overnight by some coffee-house philosopher. He knew religion to be man's greatest good, and established order to be the fundamental of civilization, and hereditary possessions to be the prop of liberty and justice, and the mass of beliefs we often call "prejudices" to be the moral sense of humanity. He set his face against the revolutionaries like a man who finds himself suddenly beset by robbers.

And I have always had an especially great desire to learn to distinguish the true from the false, in order to see my way clearly in my actions, and to go forward with confidence in this life. It is true that, so long as I merely considered the customs of other men, I found hardly anything there about which to be confident, and that I noticed there was about as much diversity as I had previously found among the opinions of philosophers. Thus the greatest profit I derived from this was that, on seeing many things that, although they seem to us very extravagant and ridiculous, do not cease to be commonly accepted and approved among other great peoples, I learned not to believe anything too firmly of which I had been persuaded only by example and custom; and thus I little by little freed myself from many errors that can darken our natural light and render us less able to listen to reason. But after I had spent some years thus studying in the book of the world and in trying to gain some experience, I resolved one day to study within myself too and to spend all the powers of my mind in choosing the paths that I should follow.

On a broad level, speculative fiction is about encounters with the unknown, whether that takes the form of aliens or werewolf or eldritch creatures beyond mortal ken. Similarly, much of the diaspora experience is tied to uncertainty. You journey to a strange land you’ve only heard about in stories, one where the language is unfamiliar and the customs perplexing. You have a few things with you—a sword, a bow, a bag full of spells and paperwork for a Green Card application—but it’s still a terrifying experience. While part of that terror is necessarily tied to survival, another element is the fear of change—the literal change in environment and the ways you change in response. For both SFF protagonists and new immigrants, there’s the major question of how much you choose to fight against or welcome those change while maintaining vestiges of your previous self.

What—in other words—would modern boredom be without terror? One of the most boring documents of all time is the thick volume of Hitler’s Table Talk. He too had people watching movies, eating pastries, and drinking coffee with Schlag while he bored them, while he discoursed theorized expounded. Everyone was perishing of staleness and fear, afraid to go to the toilet. This combination of power and boredom has never been properly examined. Boredom is an instrument of social control. Power is the power to impose boredom, to command stasis, to combine this stasis with anguish. The real tedium, deep tedium, is seasoned with terror and with death. There were even profounder questions. For instance, the history of the universe would be very boring if one tried to think of it in the ordinary way of human experience. All that time without events! Gases over and over again, and heat and particles of matter, the sun tides and winds, again this creeping development, bits added to bits, chemical accidents—whole ages in which almost nothing happens, lifeless seas, only a few crystals, a few protein compounds developing. The tardiness of evolution is so irritating to contemplate. The clumsy mistakes you see in museum fossils. How could such bones crawl, walk, run? It is agony to think of the groping of the species—all this fumbling, swamp-creeping, munching, preying, and reproduction, the boring slowness with which tissues, organs, and members developed. And then the boredom also of the emergence of the higher types and finally of mankind, the dull life of paleolithic forests, the long long incubation of intelligence, the slowness of invention, the idiocy of peasant ages. These are interesting only in review, in thought. No one could bear to experience this. The present demand is for a quick forward movement, for a summary, for life at the speed of intensest thought. As we approach, through technology, the phase of instantaneous realiza-tion, of the realization of eternal human desires or fantasies, of abolishing time and space the problem of boredom can only become more intense. The human being, more and more oppressed by the peculiar terms of his existence—one time around for each, no more than a single life per customer—has to think of the boredom of death. O those eternities of nonexistence! For people who crave continual interest and diversity, O! how boring death will be! To lie in the grave, in one place, how frightful!

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?

People always talk about the health benefits of Japanese food,’ he said, ‘but I’m fascinated by other aspects of the Japanese dining experience. Like the whole system of serving food at a counter like this, with the customers all facing the same direction, instead of each other. It’s strange when you think about it. At a sushi bar, for example, everyone’s facing the itamae-san, and you discuss the things you’re eating – what type of squid this is, and where they’re caught, and how this is the season for them but they’ll only be at their best for another couple of weeks, and so on. Discussing the food with the chef even as you eat it – that’s a peculiar system.’ ‘I suppose it is, isn’t it? I don’t go to sushi restaurants very often – they’re so expensive – and I could probably count the number of times I’ve sat at the counter, but I know what you mean. There’s something about that atmosphere.’ ‘At its worst, it’s almost an atmosphere of collusion.’ ‘Collusion?’ ‘Everyone at the counter becomes a member of the group. In some sushi bars, all the customers are regulars and they all know each other. As an outsider, you need courage to walk into a place like that and take a seat. It’s a tight-knit little community, and harmony is of the utmost importance. Nobody’s confronting anyone else individually. The conversation all proceeds through the chef, who’s like a moderator or a master of ceremonies. You couldn’t spend some quiet time with a lover, for example, in a place like that, because you’d be isolating yourselves from the others and spoiling the atmosphere for everyone.

Exchanging Hats Unfunny uncles who insist in trying on a lady's hat, --oh, even if the joke falls flat, we share your slight transvestite twist in spite of our embarrassment. Costume and custom are complex. The headgear of the other sex inspires us to experiment. Anandrous aunts, who, at the beach with paper plates upon your laps, keep putting on the yachtsmen's caps with exhibitionistic screech, the visors hanging o'er the ear so that the golden anchors drag, --the tides of fashion never lag. Such caps may not be worn next year. Or you who don the paper plate itself, and put some grapes upon it, or sport the Indian's feather bonnet, --perversities may aggravate the natural madness of the hatter. And if the opera hats collapse and crowns grow draughty, then, perhaps, he thinks what might a miter matter? Unfunny uncle, you who wore a hat too big, or one too many, tell us, can't you, are there any stars inside your black fedora? Aunt exemplary and slim, with avernal eyes, we wonder what slow changes they see under their vast, shady, turned-down brim.

OPEN YOURSELF TO SERENDIPITY Chance encounters can also provide enormous benefits for your projects—and your life. Being friendly while standing in line for coffee at a conference might lead to a conversation, a business card exchange, and the first investment in your company a few months later. The person sitting next to you at a concert who chats you up during intermission might end up becoming your largest customer. Or, two strangers sitting in a nail salon exchanging stories about their families might lead to a blind date, which might lead to a marriage. (This is how I met my wife. Lucky for me, neither stranger had a smartphone, so they resorted to matchmaking.) I am consistently humbled and amazed by just how much creation and realization is the product of serendipity. Of course, these chance opportunities must be noticed and pursued for them to have any value. It makes you wonder how much we regularly miss. As we tune in to our devices during every moment of transition, we are letting the incredible potential of serendipity pass us by. The greatest value of any experience is often found in its seams. The primary benefits of a conference often have nothing to do with what happens onstage. The true reward of a trip to the nail salon may be more than the manicure. When you value the power of serendipity, you start noticing it at work right away. Try leaving the smartphone in your pocket the next time you’re in line or in a crowd. Notice one source of unexpected value on every such occasion. Develop the discipline to allow for serendipity.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

Masculinity is not about being the biggest, the fastest, the strongest, the one who sleeps with the most girls, and the one who has the most money. The one who has the most accomplishments is not the most masculine. In fact, it is often the men who covet these things most who are covering and compensating for the greatest insecurities. Let us revere the one who loves others deeply, loves himself deeply, and has a dream that he is inspired to live with and by and through. He is a man. He does not stand unmoved or untouched in the face of truly moving experiences. He does not judge the totality of his life or anyone else’s life by the totals on the scoreboard as the clock ticks down to zero. He does not use money as a proxy for emotional connection nor material possessions as the measure of his self-worth. He does not define his manhood by the number of women he has conquered. He does not always fight fire with fire; sometimes he doesn’t need to fight at all. He does not meet seriousness with silliness when it is seriousness that is required. He does not take risks for risks’ sake, because he does not hide from his frailty, his mortality, or his humanity. He does not pretend to know everything about anything, nor is he afraid to admit when he knows nothing about something. And perhaps most important of all, he does not walk around thinking he’s The Man. No, the masculine man goes through a journey, a process of self-discovery, and figures out what he needs to do to acquire the tools, knowledge, wisdom, grace, love, passion, and joy to pursue his destiny. His destiny is his dreams. Those may evolve over time, but in their pursuit, he is not breaking down anyone else or hurting anyone else. He is not at war with other people, conquering them. He is the one joining forces, searching for the win-win. He is the one who is lifting others up, inspiring others through his journey and his own process (in which he is finding ways to create value along the way). He is the hero of his own journey. And in so being, he is looking for every way to have the best relationships possible with his family, friends, his romantic partner, his colleagues, or his customers. He’s finding ways to be the best possible version of himself. Masculinity is about discovering yourself and owning what you find. It’s about being kind to others, and pursuing your dreams with all the passion and energy you can muster. It’s about doing something that is meaningful to you that brings value to others. That’s how you build a legacy.

Saturday evening, on a quiet lazy afternoon, I went to watch a bullfight in Las Ventas, one of Madrid's most famous bullrings. I went there out of curiosity. I had long been haunted by the image of the matador with its custom made torero suit, embroidered with golden threads, looking spectacular in his "suit of light" or traje de luces as they call it in Spain. I was curious to see the dance of death unfold in front of me, to test my humanity in the midst of blood and gold, and to see in which state my soul will come out of the arena, whether it will be shaken and stirred, furious and angry, or a little bit aware of the life embedded in every death. Being an avid fan of Hemingway, and a proponent of his famous sentence "About morals, I know only that what is moral is what you feel good after and what is immoral is what you feel bad after,” I went there willingly to test myself. I had heard atrocities about bullfighting yet I had this immense desire to be part of what I partially had an inclination to call a bloody piece of cultural experience. As I sat there, in front of the empty arena, I felt a grandiose feeling of belonging to something bigger than anything I experienced during my stay in Spain. Few minutes and I'll be witnessing a painting being carefully drawn in front of me, few minutes and I will be part of an art form deeply entrenched in the Spanish cultural heritage: the art of defying death. But to sit there, and to watch the bull enter the arena… To watch one bull surrounded by a matador and his six assistants. To watch the matador confronting the bull with the capote, performing a series of passes, just before the picador on a horse stabs the bull's neck, weakening the neck muscles and leading to the animal's first loss of blood... Starting a game with only one side having decided fully to engage in while making sure all the odds will be in the favor of him being a predetermined winner. It was this moment precisely that made me feel part of something immoral. The unfair rules of the game. The indifferent bull being begged to react, being pushed to the edge of fury. The bull, tired and peaceful. The bull, being teased relentlessly. The bull being pushed to a game he isn't interested in. And the matador getting credits for an unfair game he set. As I left the arena, people looked at me with mocking eyes. Yes, I went to watch a bull fight and yes the play of colors is marvelous. The matador’s costume is breathtaking and to be sitting in an arena fills your lungs with the sands of time. But to see the amount of claps the spill of blood is getting was beyond what I can endure. To hear the amount of claps injustice brings is astonishing. You understand a lot about human nature, about the wars taking place every day, about poverty and starvation. You understand a lot about racial discrimination and abuse (verbal and physical), sex trafficking, and everything that stirs the wounds of this world wide open. You understand a lot about humans’ thirst for injustice and violence as a way to empower hidden insecurities. Replace the bull and replace the matador. And the arena will still be there. And you'll hear the claps. You've been hearing them ever since you opened your eyes.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

In their book Warrior Lovers, an analysis of erotic fiction by women, the psychologist Catherine Salmon and the anthropologist Donald Symons wrote, "To encounter erotica designed to appeal to the other sex is to gaze into the psychological abyss that separates the sexes.... The contrasts between romance novels and porn videos are so numerous and profound that they can make one marvel that men and women ever get together at all, much less stay together and successfully rear children." Since the point of erotica is to offer the consumer sexual experiences without having to compromise with the demands of the other sex, it is a window into each sex's unalloyed desires. ... Men fantasize about copulating with bodies; women fantasize about making love to people. Rape is not exactly a normal part of male sexuality, but it is made possible by the fact that male desire can be indiscriminate in its choice of a sexual partner and indifferent to the partner's inner life--indeed, "object" can be a more fitting term than "partner." The difference in the sexes' conception of sex translates into a difference in how they perceive the harm of sexual aggression. ... The sexual abyss offers a complementary explanation of the callous treatment of rape victims in traditional legal and moral codes. It may come from more than the ruthless exercise of power by males over females; it may also come from a parochial inability of men to conceive of a mind unlike theirs, a mind that finds the prospect of abrupt, unsolicited sex with a stranger to be repugnant rather than appealing. A society in which men work side by side with women, and are forced to take their interests into account while justifying their own, is a society in which this thick-headed incuriosity is less likely to remain intact. The sexual abyss also helps to explain the politically correct ideology of rape. ... In the case of rape, the correct belief is that rape has nothing to do with sex and only to do with power. As (Susan) Brownmiller put it, "From prehistoric times to the present, I believe, rape has played a critical function. It is nothing more or less than a conscious process of intimidation by which all men keep all women in a state of fear." ... Brownmiller wrote that she adapted the theory from the ideas of an old communist professor of hers, and it does fit the Marxist conception that all human behavior is to be explained as a struggle for power between groups. But if I may be permitted an ad feminam suggestion, the theory that rape has nothing to do with sex may be more plausible to a gender to whom a desire for impersonal sex with an unwilling stranger is too bizarre to contemplate. Common sense never gets in the way of a sacred custom that has accompanied a decline of violence, and today rape centers unanimously insist that "rape or sexual assault is not an act of sex or lust--it's about aggression, power, and humiliation, using sex as the weapon. The rapist's goal is domination." (To which the journalist Heather MacDonald replies: "The guys who push themselves on women at keggers are after one thing only, and it's not reinstatement of the patriarchy.")

To narrow natural rights to such neat slogans as "liberty, equality, fraternity" or "life, liberty, property," . . . was to ignore the complexity of public affairs and to leave out of consideration most moral relationships. . . . Burke appealed back beyond Locke to an idea of community far warmer and richer than Locke's or Hobbes's aggregation of individuals. The true compact of society, Burke told his countrymen, is eternal: it joins the dead, the living, and the unborn. We all participate in this spiritual and social partnership, because it is ordained of God. In defense of social harmony, Burke appealed to what Locke had ignored: the love of neighbor and the sense of duty. By the time of the French Revolution, Locke's argument in the Second Treatise already had become insufficient to sustain a social order. . . . The Constitution is not a theoretical document at all, and the influence of Locke upon it is negligible, although Locke's phrases, at least, crept into the Declaration of Independence, despite Jefferson's awkwardness about confessing the source of "life, liberty, and the pursuit of happiness." If we turn to the books read and quoted by American leaders near the end of the eighteenth century, we discover that Locke was but one philosopher and political advocate among the many writers whose influence they acknowledged. . . . Even Jefferson, though he had read Locke, cites in his Commonplace Book such juridical authorities as Coke and Kames much more frequently. As Gilbert Chinard puts it, "The Jeffersonian philosophy was born under the sign of Hengist and Horsa, not of the Goddess Reason"--that is, Jefferson was more strongly influenced by his understanding of British history, the Anglo-Saxon age particularly, than by the eighteenth-century rationalism of which Locke was a principal forerunner. . . . Adams treats Locke merely as one of several commendable English friends to liberty. . . . At bottom, the thinking Americans of the last quarter of the eighteenth century found their principles of order in no single political philosopher, but rather in their religion. When schooled Americans of that era approved a writer, commonly it was because his books confirmed their American experience and justified convictions they held already. So far as Locke served their needs, they employed Locke. But other men of ideas served them more immediately. At the Constitutional Convention, no man was quoted more frequently than Montesquieu. Montesquieu rejects Hobbes's compact formed out of fear; but also, if less explicitly, he rejects Locke's version of the social contract. . . . It is Montesquieu's conviction that . . . laws grow slowly out of people's experiences with one another, out of social customs and habits. "When a people have pure and regular manners, their laws become simple and natural," Montesquieu says. It was from Montesquieu, rather than from Locke, that the Framers obtained a theory of checks and balances and of the division of powers. . . . What Madison and other Americans found convincing in Hume was his freedom from mystification, vulgar error, and fanatic conviction: Hume's powerful practical intellect, which settled for politics as the art of the possible. . . . [I]n the Federalist, there occurs no mention of the name of John Locke. In Madison's Notes of Debates in the Federal Convention there is to be found but one reference to Locke, and that incidental. Do not these omissions seem significant to zealots for a "Lockean interpretation" of the Constitution? . . . John Locke did not make the Glorious Revolution of 1688 or foreordain the Constitution of the United States. . . . And the Constitution of the United States would have been framed by the same sort of men with the same sort of result, and defended by Hamilton, Madison, and Jay, had Locke in 1689 lost the manuscripts of his Two Treatises of Civil Government while crossing the narrow seas with the Princess Mary.