Customer Follow Up Quotes

Always remember that your audience is not made up of bots. They don’t follow fixed algorithms and make decisions based on that.

Art isn't only a painting. Art is anything that's creative, passionate, and personal. And great art resonates with the viewer, not only with the creator. What makes someone an artist? I don't think is has anything to do with a paintbrush. There are painters who follow the numbers, or paint billboards, or work in a small village in China, painting reproductions. These folks, while swell people, aren't artists. On the other hand, Charlie Chaplin was an artist, beyond a doubt. So is Jonathan Ive, who designed the iPod. You can be an artists who works with oil paints or marble, sure. But there are artists who work with numbers, business models, and customer conversations. Art is about intent and communication, not substances. An artists is someone who uses bravery, insight, creativity, and boldness to challenge the status quo. And an artists takes it personally. That's why Bob Dylan is an artist, but an anonymous corporate hack who dreams up Pop 40 hits on the other side of the glass is merely a marketer. That's why Tony Hsieh, founder of Zappos, is an artists, while a boiler room of telemarketers is simply a scam. Tom Peters, corporate gadfly and writer, is an artists, even though his readers are businesspeople. He's an artists because he takes a stand, he takes the work personally, and he doesn't care if someone disagrees. His art is part of him, and he feels compelled to share it with you because it's important, not because he expects you to pay him for it. Art is a personal gift that changes the recipient. The medium doesn't matter. The intent does. Art is a personal act of courage, something one human does that creates change in another.

When He was challenged by Jesus to accept a life of voluntary poverty, the rich young man knew he was faced with the simple alternative of obedience or disobedience. When Levi was called from the receipt of custom and Peter from his nets, there was no doubt that Jesus meant business. Both of them were to leave everything and follow. Again, when Peter was called to walk on the rolling sea, he had to get up and risk his life. Only one thing was required in each case-to rely on Christ's word, and cling to it as offering greater security than all the securities in the world.

I’ll not be a hypocrite and dispute you over that. It’s the custom and culture that up brings us to what’s right and what’s wrong. It’s just easier to follow than to dispute.

Oh!” Pattern said suddenly, bursting up from the bowl to hover in the air. “You were talking about mating! I’m to make sure you don’t accidentally mate, as mating is forbidden by human society until you have first performed appropriate rituals! Yes, yes. Mmmm. Dictates of custom require following certain patterns before you copulate. I’ve been studying this!

Following the Civil War, it was unclear what institutions, laws, or customs would be necessary to maintain white control now that slavery was gone. Nonetheless, as numerous historians have shown, the development of a new racial order became the consuming passion for most white Southerners. Rumors of a great insurrection terrified whites, and blacks increasingly came to be viewed as menacing and dangerous. In fact, the current stereotypes of black men as aggressive, unruly predators can be traced to this period, when whites feared that an angry mass of black men might rise up and attack them or rape their women.

The best leaders are those that lead by example and are both team followers as well as team leaders. We believe that in general, the best ideas and decisions are made from the bottom up, meaning by those on the front lines that are closest to the issues and/or the customers. The role of a manager is to remove obstacles and enable his/her direct reports to succeed. This means the best leaders are servant-leaders. They serve those they lead.

Brainstorm your big idea(s). (2 hrs) Identify your product, customer, competition, and sales/marketing strategy. (2 hrs) Identify your plan for operations, management, capitalization, and finances. (4 hrs) Create a life plan. (4 hrs) Validate your business idea. (8 hrs) Type up your finished business plan. (4 hrs) Execute and follow through on your plan.

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.

I ask them, “If the product were free, how many would you actually deploy or use?” The goal is to take pricing away as an issue and see whether the product itself gets customers excited. If it does, I follow up with: “OK, it’s not free. In fact, imagine I charged you $1 million. Would you buy it?” While this may sound like a facetious dialog, I use it all the time. Why? Because more than half the time customers will say something like, “Steve, you’re out of your mind. This product isn’t worth more than $250,000.” I’ve just gotten customers to tell me how much they are willing to pay. Wow.

The berth belongs to you too. It will always be there when—if you want to come back.” Inej could not speak. Her heart felt too full, a dry creek bed ill-prepared for such rain. “I don’t know what to say.” His bare hand flexed on the crow’s head of his cane. The sight was so strange Inej had trouble tearing her eyes from it. “Say you’ll return.” “I’m not done with Ketterdam.” She hadn’t known she meant it until she said the words. Kaz cast her a swift glance. “I thought you wanted to hunt slavers.” “I do. And I want your help.” Inej licked her lips, tasted the ocean on them. Her life had been a series of impossible moments, so why not ask for something impossible now? “It’s not just the slavers. It’s the procurers, the customers, the Barrel bosses, the politicians. It’s everyone who turns a blind eye to suffering when there’s money to be made.” “I’m a Barrel boss.” “You would never sell someone, Kaz. You know better than anyone that you’re not just one more boss scraping for the best margin.” “The bosses, the customers, the politicians,” he mused. “That could be half the people in Ketterdam—and you want to fight them all.” “Why not?” Inej asked. “One the seas and in the city. One by one.” “Brick by brick,” he said. Then he gave a single shake of his head, as if shrugging off the notion. “I wasn’t made to be a hero, Wraith. You should have learned that by now. You want me to be a better man, a good man. I—“ “This city doesn’t need a good man. It needs you.” “Inej—“ “How many times have you told me you’re a monster? So be a monster. Be the thing they all fear when they close their eyes at night. We don’t go after all the gangs. We don’t shut down the houses that treat fairly with their employees. We go after women like Tante Heleen, men like Pekka Rollins.” She paused. “And think about it this way…you’ll be thinning the competition.” He made a sound that might almost have been a laugh. One of his hands balanced on his cane. The other rested at his side next to her. She’d need only move the smallest amount and they’d be touching. He was that close. He was that far from reach. Cautiously, she let her knuckles brush against his, a slight weight, a bird’s feather. He stiffened, but he didn’t pull away. “I’m not ready to give up on this city, Kaz. I think it’s worth saving.” I think you’re worth saving. Once they’d stood on the deck of a ship and she’d waited just like this. He had not spoken then and he did not speak now. Inej felt him slipping away, dragged under, caught in an undertow that would take him farther and farther from shore. She understood suffering and knew it was a place she could not follow, not unless she wanted to drown too. Back on Black Veil, he’d told her they would fight their way out. Knives drawn, pistols blazing. Because that’s what we do. She would fight for him, but she could not heal him. She would not waste her life trying. She felt his knuckles slide again hers. Then his hand was in her hand, his palm pressed against her own. A tremor moved through him. Slowly, he let their fingers entwine.

Why do we need to be pardoned? What are we to be pardoned for? For not dying of hunger? For not accepting humbly the historic burden of disdain and abandonment? For having risen up in arms after we found all other paths closed? For not heeding the Chiapas penal code, one of the most absurd and repressive in history? For showing the rest of the country and the whole world that human dignity still exists even among the world’s poorest peoples? For having made careful preparations before we began our uprising? For bringing guns to battle instead of bows and arrows? For being Mexicans? For being mainly indigenous? For calling on the Mexican people to fight by whatever means possible for what belongs to them? For fighting for liberty, democracy and justice? For not following the example of previous guerrilla armies? For refusing to surrender? For refusing to sell ourselves out? Who should we ask for pardon, and who can grant it? Those who for many years glutted themselves at a table of plenty while we sat with death so often, we finally stopped fearing it? Those who filled our pockets and our souls with empty promises and words? Or should we ask pardon from the dead, our dead, who died “natural” deaths of “natural causes” like measles, whooping cough, break-bone fever, cholera, typhus, mononucleosis, tetanus, pneumonia, malaria and other lovely gastrointestinal and pulmonary diseases? Our dead, so very dead, so democratically dead from sorrow because no one did anything, because the dead, our dead, went just like that, with no one keeping count with no one saying, “Enough!” which would at least have granted some meaning to their deaths, a meaning no one ever sought for them, the dead of all times, who are now dying once again, but now in order to live? Should we ask pardon from those who deny us the right and capacity to govern ourselves? From those who don’t respect our customs and our culture and who ask us for identification papers and obedience to a law whose existence and moral basis we don’t accept? From those who oppress us, torture us, assassinate us, disappear us from the grave “crime” of wanting a piece of land, not too big and not too small, but just a simple piece of land on which we can grow something to fill our stomachs? Who should ask for pardon, and who can grant it?

Nowadays, when more subtle studies and more refined taste have reduced the art of pleasing into principles, a vile and misleading uniformity governs our customs, and all minds seem to have been cast in the same mould: incessantly politeness makes demands, propriety issues orders, and incessantly people follow customary usage, never their own inclinations. One does not dare to appear as what one is. And in this perpetual constraint, men who make up this herd we call society, placed in the same circumstances, will all do the same things, unless more powerful motives prevent them. Thus, one will never know well the person one is dealing with.

Association of Sales Executives revealed that 81 percent of all sales happens on or after the fifth contact. If you’re a small business owner and you’re only doing one or two follow-ups, imagine all the business you’re losing.

But this was not enough on its own to generate the kind of terror that Mao wanted. On 18 August, a mammoth rally was held in Tiananmen Square in the center of Peking, with over a million young participants. Lin Biao appeared in public as Mao's deputy and spokesman for the first time. He made a speech calling on the Red Guards to charge out of their schools and 'smash up the four olds' defined as 'old ideas, old culture, old customs, and old habits." Following this obscure call, Red Guards all over China took to the streets, giving full vent to their vandalism, ignorance, and fanaticism. They raided people's houses, smashed their antiques, tore up paintings and works of calligraphy. Bonfires were lit to consume books. Very soon nearly all treasures in private collections were destroyed. Many writers and artists committed suicide after being cruelly beaten and humiliated, and being forced to witness their work being burned to ashes. Museums were raided. Palaces, temples, ancient tombs, statues, pagodas, city walls anything 'old' was pillaged. The few things that survived, such as the Forbidden City, did so only because Premier Zhou Enlai sent the army to guard them, and issued specific orders that they should be protected. The Red Guards only pressed on when they were encouraged. Mao hailed the Red Guards' actions as "Very good indeed!" and ordered the nation to support them. He encouraged the Red Guards to pick on a wider range of victims in order to increase the terror. Prominent writers, artists, scholars, and most other top professionals, who had been privileged under the Communist regime, were now categorically condemned as 'reactionary bourgeois authorities." With the help of some of these people's colleagues who hated them for various reasons, ranging from fanaticism to envy, the Red Guards began to abuse them. Then there were the old 'class enemies': former landlords and capitalists, people with Kuomintang connections, those condemned in previous political campaigns like the 'rightists' and their children.

It is now time for us to ask the personal question put to Jesus Christ by Saul of Tarsus on the Damascus road, ‘What shall I do Lord?’ or the similar question asked by the Philippian jailer, ’What must I do to be saved?’ Clearly we must do something. Christianity is no mere passive acquiescence in a series of propositions, however true. We may believe in the deity and the salvation of Christ, and acknowledge ourselves to be sinners in need of his salvation, but this does not make us Christians. We have to make a personal response to Jesus Christ, committing ourselves unreservedly to him as our Savior and Lord … At its simplest Christ’s call was “Follow me.” He asked men and women for their personal allegiance. He invited them to learn from him, to obey his words and to identify themselves with his cause … Now there can be no following without a previous forsaking. To follow Christ is to renounce all lesser loyalties … let me be more explicit about the forsaking which cannot be separated from the following of Jesus Christ. First, there must be a renunciation of sin. This, in a word, is repentance. It is the first part of Christian conversion. It can in no circumstances be bypassed. Repentance and faith belong together. We cannot follow Christ without forsaking sin … Repentance is a definite turn from every thought, word, deed, and habit which is known to be wrong … There can be no compromise here. There may be sins in our lives which we do not think we could ever renounce, but we must be willing to let them go as we cry to God for deliverance from them. If you are in doubt regarding what is right and what is wrong, do not be too greatly influenced by the customs and conventions of Christians you may know. Go by the clear teaching of the Bible and by the prompting of your conscience, and Christ will gradually lead you further along the path of righteousness. When he puts his finger on anything, give it up. It may be some association or recreation, some literature we read, or some attitude of pride, jealousy or resentment, or an unforgiving spirit. Jesus told his followers to pluck out their eye and cut off their hand or foot if it caused them to sin. We are not to obey this with dead literalism, of course, and mutilate our bodies. It is a figure of speech for dealing ruthlessly with the avenues along which temptation comes to us.

Taking Initiative is everything - waiting for customers to call back is simply a process of allowing the customers to look for other options. A follow-up call ensures that from being the only one you don't become one of the many options.

...we are concluding falsely that we can deduce the justification, the rational admissibility of displeasure, from the fact that it exists; and from this false deduction Schopenhauer arrives at his fantastic conclusion of so-called intelligible freedom. But displeasure after the deed need not be rational at all: in fact, it certainly is not rational, for it rests on the erroneous assumption that the deed did not have to follow necessarily. Thus, because he thinks he is free (but not because he is free), man feels remorse and the pangs of conscience. Furthermore, this displeasure is a habit that can be given up; many men do not feel it at all, even after the same actions that cause many other men to feel it. Tied to the development of custom and culture, it is a very changeable thing, and present perhaps only within a relatively short period of world history. No one is responsible for his deeds, no one for his nature; to judge is to be unjust. This is also true when the individual judges himself. The tenet is as bright as sunlight, and yet everyone prefers to walk back into the shadow and untruth - for fear of the consequences.

In the course of my life I have had pre-pubescent ballerinas; emaciated duchesses, dolorous and forever tired, melomaniac and morphine-sodden; bankers' wives with eyes hollower than those of suburban streetwalkers; music-hall chorus girls who tip creosote into their Roederer when getting drunk... I have even had the awkward androgynes, the unsexed dishes of the day of the *tables d'hote* of Montmartre. Like any vulgar follower of fashion, like any member of the herd, I have made love to bony and improbably slender little girls, frightened and macabre, spiced with carbolic and peppered with chlorotic make-up. Like an imbecile, I have believed in the mouths of prey and sacrificial victims. Like a simpleton, I have believed in the large lewd eyes of a ragged heap of sickly little creatures: alcoholic and cynical shop girls and whores. The profundity of their eyes and the mystery of their mouths... the jewellers of some and the manicurists of others furnish them with *eaux de toilette*, with soaps and rouges. And Fanny the etheromaniac, rising every morning for a measured dose of cola and coca, does not put ether only on her handkerchief. It is all fakery and self-advertisement - *truquage and battage*, as their vile argot has it. Their phosphorescent rottenness, their emaciated fervour, their Lesbian blight, their shop-sign vices set up to arouse their clients, to excite the perversity of young and old men alike in the sickness of perverse tastes! All of it can sparkle and catch fire only at the hour when the gas is lit in the corridors of the music-halls and the crude nickel-plated decor of the bars. Beneath the cerise three-ply collars of the night-prowlers, as beneath the bulging silks of the cyclist, the whole seductive display of passionate pallor, of knowing depravity, of exhausted and sensual anaemia - all the charm of spicy flowers celebrated in the writings of Paul Bourget and Maurice Barres - is nothing but a role carefully learned and rehearsed a hundred times over. It is a chapter of the MANCHON DE FRANCINE read over and over again, swotted up and acted out by ingenious barnstormers, fully conscious of the squalid salacity of the male of the species, and knowledgeable in the means of starting up the broken-down engines of their customers. To think that I also have loved these maleficent and sick little beasts, these fake Primaveras, these discounted Jocondes, the whole hundred-franc stock-in-trade of Leonardos and Botticellis from the workshops of painters and the drinking-dens of aesthetes, these flowers mounted on a brass thread in Montparnasse and Levallois-Perret! And the odious and tiresome travesty - the corsetted torso slapped on top of heron's legs, painful to behold, the ugly features primed by boulevard boxes, the fake Dresden of Nina Grandiere retouched from a medicine bottle, complaining and spectral at the same time - of Mademoiselle Guilbert and her long black gloves!... Have I now had enough of the horror of this nightmare! How have I been able to tolerate it for so long? The fact is that I was then ignorant even of the nature of my sickness. It was latent in me, like a fire smouldering beneath the ashes. I have cherished it since... perhaps since early childhood, for it must always have been in me, although I did not know it!

We’ve started asking partners to use their intellect and creativity, rather than telling them ‘take the coffee out of the box, put the cup here, follow this rule,’ ” said Kris Engskov, a vice president at Starbucks. “People want to be in control of their lives.” Turnover has gone down. Customer satisfaction is up.

Learn to level sell and bring in a leader to speed up or unstick a deal. Use Gartner, idc, and Forrester studies to persuade your customer. Look at your prospect’s LinkedIn profile to learn who they follow and what groups they are a part of. If a sales professional wants to get to me, for example, they should invoke leadership guru Simon Sinek.

Another way to show interest is to pretend you're conducting a job interview or review. Ask follow up questions, praise accomplishments and recognize efforts. A word of caution: this technique does not work as well with wealthy or powerful people. They are used to receiving praise and accolades and are more guarded about opening up to this technique.

When have you seen me depart from the rules I have laid down to myself, and abandon my own principles? I say, my own principles, and I speak it with energy, for they are not like those of other women, dealt out by chance, received without scrutiny, and followed through custom; they are the proofs of my profound reflections; I have given them existence, and I can call them my own work. Introduced into the world whilst yet a girl, I was devoted by my situation to silence and inaction; this time I made use of for reflection and observation. Looked upon as thoughtless and heedless, paying little attention to the discourses that were held out to me, I carefully laid up those that were meant to be concealed from me.

Focus relentlessly and passionately on the customer. As he put it in his 1997 letter, “Obsess over Customers.” Each annual letter reinforces that mantra. “We intend to build the world’s most customer-centric company,” he wrote the following year. “We hold as axiomatic that customers are perceptive and smart.… But there is no rest for the weary. I constantly remind our employees to be afraid, to wake up every morning terrified. Not of our competition, but of our customers.

Kate, you and I cannot be confined within the weak list of a country’s fashion. We are the makers of manners, Kate, and the liberty that follows our places stops the mouth of all find-faults. …’ That’s Henry Fifth for you. Meaning that there’s one way for people at large and another for those that have something special to do. Which those at large have to have in front of them. It braces them up that there’s a privilege they can’t enjoy, as long as they know it’s there. Besides, there’s law, and then there’s Nature. There’s opinion, and then there’s Nature. Somebody has to get outside of law and opinion and speak for Nature. It’s even a public duty, so customs won’t have us all by the windpipe.” Einhorn had a teaching turn similar to Grandma Lausch’s, both believing they could show what could be done with the world, where it gave or resisted, where you could be confident and run or where you could only feel your way and were forced to blunder.

The third gentleman now stepped forth.  A mighty man at cutting and drying, he was; a government officer; in his way (and in most other people’s too), a professed pugilist; always in training, always with a system to force down the general throat like a bolus, always to be heard of at the bar of his little Public-office, ready to fight all England.  To continue in fistic phraseology, he had a genius for coming up to the scratch, wherever and whatever it was, and proving himself an ugly customer.  He would go in and damage any subject whatever with his right, follow up with his left, stop, exchange, counter, bore his opponent (he always fought All England) to the ropes, and fall upon him neatly.  He was certain to knock the wind out of common sense, and render that unlucky adversary deaf to the call of time.  And he had it in charge from high authority to bring about the great public-office Millennium, when Commissioners should reign upon earth.   ‘Very

The silence was oddly comfortable, broken by the clink of cutlery and passing of the dishes. She was torn between joining them at the table or shunning them as she’d done in the past. Finally she sat down, Red Shirt across from her. His plate was full, but he made no move to eat. Instead his tan fingers toyed with the knife and fork, turning them over as if contemplating what to do next. He shot a glance at her, lingering on her hands as she draped a napkin across her lap and took up her own utensils. Was he trying to copy her . . . perhaps please her? His hesitancy was so touching she swallowed down the ache in her throat with a forkful of potato. He followed with a forkful of his own and eyed her as she picked up her knife. He did the same, but slowly, cutting his meat by pinning it properly with his fork first. She could feel Pa’s eyes on them both—no doubt he was enjoying their peculiar interaction. At the end of the table sat Surrounded, missing nothing, but shunning utensils as was his custom.

I grew up with the strong impression that a person became spiritual by attending to these gray-area rules. For the life of me, I could not figure out much difference between the dispensations of Law and Grace. My visits to other churches have convinced me that this ladder-like approach to spirituality is nearly universal. Catholics, Mennonites, Churches of Christ, Lutherans, and Southern Baptists all have their own custom agenda of legalism. You gain the church’s, and presumably God’s, approval by following the prescribed pattern.

To be clear, splitting your time evenly between product and traction will certainly slow down product development. However, it counterintuitively won’t slow the time to get your product successfully to market. In fact, it will speed it up! That’s because pursuing product development and traction in parallel has a couple of key benefits. First, it helps you build the right product because you can incorporate knowledge from your traction efforts. If you’re following a good product development process, you’re already getting good feedback from early customers. However, these customers are generally too close to you. They often tell you what you want to hear.

Deacon met my glare with an impish grin. “Anyway, did you celebrate Valentine’s Day when you were slumming with the mortals?” I blinked. “Not really. Why?” Aiden snorted and then disappeared into one of the rooms. “Follow me,” Deacon said. “You’re going to love this. I just know it.” I followed him down the dimly-lit corridor that was sparsely decorated. We passed several closed doors and a spiral staircase. Deacon went through an archway and stopped, reaching along the wall. Light flooded the room. It was a typical sunroom, with floor-to-ceiling glass windows, wicker furniture, and colorful plants. Deacon stopped by a small potted plant sitting on a ceramic coffee table. It looked like a miniature pine tree that was missing several limbs. Half the needles were scattered in and around the pot. One red Christmas bulb hung from the very top branch, causing the tree to tilt to the right. “What do you think?” Deacon asked. “Um… well, that’s a really different Christmas tree, but I’m not sure what that has to do with Valentine’s Day.” “It’s sad,” Aiden said, strolling into the room. “It’s actually embarrassing to look at. What kind of tree is it, Deacon?” He beamed. “It’s called a Charlie Brown Christmas Tree.” Aiden rolled his eyes. “Deacon digs this thing out every year. The pine isn’t even real. And he leaves it up from Thanksgiving to Valentine’s Day. Which thank the gods is the day after tomorrow. That means he’ll be taking it down.” I ran my fingers over the plastic needles. “I’ve seen the cartoon.” Deacon sprayed something from an aerosol can. “It’s my MHT tree.” “MHT tree?” I questioned. “Mortal Holiday Tree,” Deacon explained, and smiled. “It covers the three major holidays. During Thanksgiving it gets a brown bulb, a green one for Christmas, and a red one for Valentine’s Day.” “What about New Year’s Eve?” He lowered his chin. “Now, is that really a holiday?” “The mortals think so.” I folded my arms. “But they’re wrong. The New Year is during the summer solstice,” Deacon said. “Their math is completely off, like most of their customs. For example, did you know that Valentine’s Day wasn’t actually about love until Geoffrey Chaucer did his whole courtly love thing in the High Middle Ages?” “You guys are so weird.” I grinned at the brothers. “That we are,” Aiden replied. “Come on, I’ll show you your room.” “Hey Alex,” Deacon called. “We’re making cookies tomorrow, since it’s Valentine’s Eve.” Making cookies on Valentine’s Eve? I didn’t even know if there was such a thing as Valentine’s Eve. I laughed as I followed Aiden out of the room. “You two really are opposites.” “I’m cooler!” Deacon yelled from his Mortal Holiday Tree room

It would therefore be a good thing for us to obey laws and customs because they are laws: to know that there is no right and just law to be brought in, that we know nothing about it and should consequently only follow those already accepted. In this way we should never give them up. But the people are not amenable to this doctrine, and thus, believing that truth can be found and resides in laws and customs, they believe them and take their antiquity as a proof of their truth (and not just of their authority, without truth). Thus they obey them but are liable to revolt as soon as they are shown to be worth nothing, which can happen with all laws if they are looked at from a certain point of view.

The representative system diffuses such a body of knowledge throughout a nation, on the subject of government, as to explode ignorance and preclude imposition. The craft of courts cannot be acted on that ground. There is no place for mystery; nowhere for it to begin. Those who are not in the representation, know as much of the nature of business as those who are. An affectation of mysterious importance would there be scouted. nations can have no secrets; and the secrets of courts, like those of individuals, are always their defects. In the representative system, the reason for everything must publicly appear. Every man is a proprietor in government, and considers it a necessary part of his business to understand. It concerns his interest, because it affects his property. He examines the cost, and compares it with the advantages; and above all, he does not adopt the slavish custom of following what in other governments are called Leaders. It can only be by blinding the understanding of man, and making him believe that government is some wonderful mysterious thing, that excessive revenues are obtained. Monarchy is well calculated to ensure this end. It is the popery of government; a thing kept up to amuse the ignorant, and quiet them into taxes. The government of a free country, properly speaking, is not in the persons, but in the laws. The enacting of those requires no great expense; and when they are administered, the whole of civil government is performed - the rest is all court contrivance.

Shouldn't we get up?" With unexpected strength,he grabbed her waist and rolled her over at the same time, poisitioning her so that she was astride him. "I don't think so." Bronwyn licked her lips. "It is Saint Stephen's Day. The people will be waiting." "For their pots full of money." "So you know the custom," she purred, letting her fingers play with the hairs on his chest. "Of course," he groaned. "I ordered the clay pots as soon as we got back after we went hunting.I'll pass them out tonight." "Did you know that you,too,get a present?" Bronwyn asked as she leaned down to kiss his naval, smiling with delight as his stomach contracted. Ranulf grinned back. "Really?And just what is in my clay pot?" "Your present doesn't come in a pot," she purred, smiling as her hand slowly moved lower,making a trail for her mouth and tongue to follow. "And even more lucky,you don't have to wait until tonight either.

Lareau calls the middle-class parenting style "concerted cultivation." It’s an attempt to actively "foster and assess a child’s talents, opinions and skills." Poor parents tend to follow, by contrast, a strategy of "accomplishment of natural growth." They see as their responsibility to care for their children but to let them grow and develop on their own. Lareau stresses that one style isn’t morally better than the other. The poorer children were, to her mind, often better behaved, less whiny, more creative in making use of their own time, and had a well-developed sense of independence. But in practical terms, concerted cultivation has enormous advantages. The heavily scheduled middleclass child is exposed to a constantly shifting set of experiences. She learns teamwork and how to cope in highly structured settings. She is taught how to interact comfortably with adults, and to speak up when she needs to. In Lareau’s words, the middle-class children learn a sense of "entitlement." That word, of course, has negative connotations these days. But Lareau means it in the best sense of the term: "They acted as though they had a right to pursue their own individual preferences and to actively manage interactions in institutional settings. They appeared comfortable in those settings; they were open to sharing information and asking for attention It was common practice among middle-class children to shift interactions to suit their preferences." They knew the rules. "Even in fourth grade, middle-class children appeared to be acting on their own behalf to gain advantages. They made special requests of teachers and doctors to adjust procedures to accommodate their desires." By contrast, the working-class and poor children were characterized by "an emerging sense of distance, distrust, and constraint." They didn’t know how to get their way, or how to "customize"—using Lareau’s wonderful term—whatever environment they were in, for their best purposes.

A large brand will typically spend between 10 and 20 percent of their media buy on creative,” DeJulio explains. “So if they have a $500 million media budget, there’s somewhere between $50 to $100 million going toward creating content. For that money they’ll get seven to ten pieces of content, but not right away. If you’re going to spend $1 million on one piece of content, it’s going to take a long time—six months, nine months, a year—to fully develop. With this budget and timeline, brands have no margin to take chances creatively.” By contrast, the Tongal process: If a brand wants to crowdsource a commercial, the first step is to put up a purse—anywhere from $50,000 to $200,000. Then, Tongal breaks the project into three phases: ideation, production, and distribution, allowing creatives with different specialties (writing, directing, animating, acting, social media promotion, and so on) to focus on what they do best. In the first competition—the ideation phase—a client creates a brief describing its objective. Tongal members read the brief and submit their best ideas in 500 characters (about three tweets). Customers then pick a small number of ideas they like and pay a small portion of the purse to these winners. Next up is production, where directors select one of the winning concepts and submit their take. Another round of winners are selected and these folks are given the time and money to crank out their vision. But this phase is not just limited to these few winning directors. Tongal also allows anyone to submit a wild card video. Finally, sponsors select their favorite video (or videos), the winning directors get paid, and the winning videos get released to the world. Compared to the seven to ten pieces of content the traditional process produces, Tongal competitions generate an average of 422 concepts in the idea phase, followed by an average of 20 to 100 finished video pieces in the video production phase. That is a huge return for the invested dollars and time.

Macrinus was a Moor by birth, from [Mauretania] Caesarea, and the son of most obscure parents, so that he was very appropriately likened to the ass that was led up to the palace by the spirit; in particular, one of his ears had been bored in accordance with the custom followed by most of the Moors. But his integrity threw even this drawback into the shade. As for his attitude toward law and precedent, his knowledge of them was not so accurate as his observance of them was faithful. It was thanks to this latter quality, as displayed in his advocacy of a friend's cause, that he had become known to Plautianus, whose steward he then became for a time. Later he came near perishing with his patron, but was unexpectedly saved by the intercession of Cilo, and was appointed by Severus as superintendent of traffic along the Flaminian Way. From Antoninus he first received some brief appointments as procurator, than was made prefect, and discharged the duties of this office in a most satisfactory and just manner, in so far as he was free to follow his own judgment. Book 79 - 11

Angus had little taste for the moral disaster that the public realm had become, and had come to the realisation that there was no essential merit in knowing what was going on in this fraught and distasteful arena. If he did not follow the parliamentary debates in the Scottish Parliament, did it make the slightest difference to anything? It did not, he decided. If he declined to read what the President of France had been up to, would this be noticed in Paris? Or anywhere else? He thought not. And so, in search of inner peace, he had instituted a new custom: on one day each week he would neither read a newspaper nor listen to the news on the radio, nor watch it on television. Isolated from the world of events, he would give his attention to the world itself; he would inhabit his moment and his place, rather than the fevered world reflected in the news. And with that detachment he was delighted to discover a sense of peace and resolution that in the normal course of events eluded him, and eluded, too, he suspected, many of those who were enmeshed in the world of current events. He

What the..." Ranulf barked behind her. "Where's the meat? The butter?" Bronwyn smiled. It was going to be a hard few days for everyone at Hunswick,suddenly observing Advent, but it might inspire the new residents to not just enjoy the fruits of everyone's labor,but appreciate and contribute. Turning around,Bronwyn pasted on what she hoped to be an incredulous look and said, "During Advent Fast?Now,my lord, you wouldn't want others to think you a heathen." Ranulf picked up the mug,sniffed the tea with disdain,and put it back down before flopping into one of the hearth chairs. "I know a hell of a lot more about the topic than you.And I could care less about the opinion of others." "I doubt that," Bronwyn murmured, just loud enough for him to hear, "on either point." Ranulf leaned forward and grabbed the plate of fish and potatoes. He took several bites and waved his fork around the platter. "The Church calls for their followers to celebrate the season of Advent the four weeks before Christmas, which is nonsense because I know of no one who rejoices in the idea of starvation and...abstinence." Bronwyn's heartbeat suddenly doubled its pace and she had to fight to remain looking relaxed and unaffected. "I believe humility is a large purpose behind the fast." "And control," Ranulf replied with a grunt. "If I kept such an absurd custom, I and my men would have starved many a year.

Motor-scooter riders with big beards and girl friends who bounce on the back of the scooters and wear their hair long in front of their faces as well as behind, drunks who follow the advice of the Hat Council and are always turned out in hats, but not hats the Council would approve. Mr. Lacey, the locksmith,, shups up his shop for a while and goes to exchange time of day with Mr. Slube at the cigar store. Mr. Koochagian, the tailor, waters luxuriant jungle of plants in his window, gives them a critical look from the outside, accepts compliments on them from two passers-by, fingers the leaves on the plane tree in front of our house with a thoughtful gardener's appraisal, and crosses the street for a bite at the Ideal where he can keep an eye on customers and wigwag across the message that he is coming. The baby carriages come out, and clusters of everyone from toddlers with dolls to teenagers with homework gather at the stoops. When I get home from work, the ballet is reaching its cresendo. This is the time roller skates and stilts and tricycles and games in the lee of the stoop with bottletops and plastic cowboys, this is the time of bundles and packages, zigzagging from the drug store to the fruit stand and back over to the butcher's; this is the time when teenagers, all dressed up, are pausing to ask if their slips shows or their collars look right; this is the time when beautiful girls get out of MG's; this is the time when the fire engines go through; this is the time when anybody you know on Hudson street will go by. As the darkness thickens and Mr. Halpert moors the laundry cart to the cellar door again, the ballet goes under lights, eddying back nad forth but intensifying at the bright spotlight pools of Joe's sidewalk pizza, the bars, the delicatessen, the restaurant and the drug store. The night workers stop now at the delicatessen, to pick up salami and a container of milk. Things have settled down for the evening but the street and its ballet have not come to a stop. I know the deep night ballet and its seasons best from waking long after midnight to tend a baby and, sitting in the dark, seeing the shadows and hearing sounds of the sidewalk. Mostly it is a sound like infinitely patterning snatches of party conversation, and, about three in the morning, singing, very good singing. Sometimes their is a sharpness and anger or sad, sad weeping, or a flurry of search for a string of beads broken. One night a young man came roaring along, bellowing terrible language at two girls whom he had apparently picked up and who were disappointing him. Doors opened, a wary semicircle formed around him, not too close, until police came. Out came the heads, too, along the Hudsons street, offering opinion, "Drunk...Crazy...A wild kid from the suburbs" Deep in the night, I am almost unaware of how many people are on the street unless someone calls the together. Like the bagpipe. Who the piper is and why he favored our street I have no idea.

Chip asked me about New York and what I wanted to do, and how long my dad had owned the shop, and what it was I loved about Waco. He asked about my sisters and my family in general, and what I’d done at Baylor, and if I’d known a few communications majors he’d run around with at school. (I told y’all he was chatty!) Somehow none of these questions seemed intrusive or strange to me at the time, which is funny, because thinking back I find them particularly telling. At the time, it was just like talking with an old friend. John finally stood up, and this baseball-cap-wearing customer that John had introduced as Chip followed. “Well, nice talking to you,” he said. “Nice talking to you too,” I replied, and that was it. I went back inside. The guys in the shop wanted to know what I thought about Hot John, and I just laughed. “Sorry, guys, I don’t think it’s gonna work out.” The next day I came back from my lunch break to find a note on my desk: “Chip Gaines called. Call him back.” I thought, Oh, that must be the guy I met yesterday. So I called him. I honestly thought he was going to ask me about getting a better price on his brakes or something, but instead he said, “Hey, I really enjoyed our conversation yesterday. I was wondering…you want to go out sometime?” And for some reason I said okay--just like that, without any hesitation. It wasn’t like me at all. When I hung up the phone, I went, “What in the world just happened!” So you said okay immediately? I don’t even remember that. That’s fun! No reservations? Man, I must’ve been good-lookin’. What Chip didn’t know was I didn’t even give myself time to have reservations. Something told me to just go for it. Cute, Joey. This story makes me love you all over again.

robbery by European nations of each other's territories has never been a sin, is not a sin to-day. To the several cabinets the several political establishments of the world are clotheslines; and a large part of the official duty of these cabinets is to keep an eye on each other's wash and grab what they can of it as opportunity offers. All the territorial possessions of all the political establishments in the earth—including America, of course—consist of pilferings from other people's wash. No tribe, howsoever insignificant, and no nation, howsoever mighty, occupies a foot of land that was not stolen. When the English, the French, and the Spaniards reached America, the Indian tribes had been raiding each other's territorial clothes-lines for ages, and every acre of ground in the continent had been stolen and re-stolen 500 times. The English, the French, and the Spaniards went to work and stole it all over again; and when that was satisfactorily accomplished they went diligently to work and stole it from each other. In Europe and Asia and Africa every acre of ground has been stolen several millions of times. A crime persevered in a thousand centuries ceases to be a crime, and becomes a virtue. This is the law of custom, and custom supersedes all other forms of law. Christian governments are as frank to-day, as open and above-board, in discussing projects for raiding each other's clothes-lines as ever they were before the Golden Rule came smiling into this inhospitable world and couldn't get a night's lodging anywhere. In 150 years England has beneficently retired garment after garment from the Indian lines, until there is hardly a rag of the original wash left dangling anywhere. In 800 years an obscure tribe of Muscovite savages has risen to the dazzling position of Land-Robber-in-Chief; she found a quarter of the world hanging out to dry on a hundred parallels of latitude, and she scooped in the whole wash. She keeps a sharp eye on a multitude of little lines that stretch along the northern boundaries of India, and every now and then she snatches a hip-rag or a pair of pyjamas. It is England's prospective property, and Russia knows it; but Russia cares nothing for that. In fact, in our day land-robbery, claim-jumping, is become a European governmental frenzy. Some have been hard at it in the borders of China, in Burma, in Siam, and the islands of the sea; and all have been at it in Africa. Africa has been as coolly divided up and portioned out among the gang as if they had bought it and paid for it. And now straightway they are beginning the old game again—to steal each other's grabbings. Germany found a vast slice of Central Africa with the English flag and the English missionary and the English trader scattered all over it, but with certain formalities neglected—no signs up, "Keep off the grass," "Trespassers-forbidden," etc.—and she stepped in with a cold calm smile and put up the signs herself, and swept those English pioneers promptly out of the country. There is a tremendous point there. It can be put into the form of a maxim: Get your formalities right—never mind about the moralities. It was an impudent thing; but England had to put up with it. Now, in the case of Madagascar, the formalities had originally been observed, but by neglect they had fallen into desuetude ages ago. England should have snatched Madagascar from the French clothes-line. Without an effort she could have saved those harmless natives from the calamity of French civilization, and she did not do it. Now it is too late. The signs of the times show plainly enough what is going to happen. All the savage lands in the world are going to be brought under subjection to the Christian governments of Europe. I am

Hey, can I help you—whoa!” As he wheeled around and settled into his attack stance, the black human salesperson jumped back and put his palms up. “Forgive me,” Xcor muttered. At least he hadn’t outed one of his weapons. “No problem.” The handsome, well-dressed man smiled. “You looking for something specific?” Xcor glanced around, and nearly walked back to that fancy stairwell. “I require a new shirt.” “Oh, cool, you got a hot date?” “And pants. And socks.” Come to think of it, he never wore underwear. “And undergarments. And a jacket.” The salesman smiled and raised a hand as if he were going to clap his customer on the shoulder—but then caught himself as he clearly rethought the contact. “What kind of look are you going for?” he asked instead. “Clothed.” The guy paused like he wasn’t sure whether that was a joke. “Ah . . . okay, I can work with non-naked. Plus it’s legal. Come on with me.” Xcor followed, because he didn’t know what else to do—he’d gotten this ball rolling; there was no reason not to follow through. The man stopped in front of a display of shirts. “So I’m going to go with the it’s-a-date thing, unless you tell me otherwise. Casual? You didn’t mention a suit.” “Casual. Yes. But I want to look. . . .” Well, not like himself, at any rate. “Presentable.” “Then I think what you’re going to want is a button-down.” “A button-down.” The guy regarded him steadily. “You’re not from here, are you.” “No, I’m not.” “I can tell by the accent.” The salesman passed a hand over the dizzying array of folded-up squares with collars. “These are our traditional cuts. I can tell without measuring you that the European stuff isn’t going to do you right—you’re too muscled in the shoulders. Even if we could get the neck and arm size right, you’d bust out of them. Do you like any of these colors?” “I don’t know what to like.” “Here.” The man picked up a blue one that reminded Xcor of the backdrop on his phone. “This is good with your eyes. Not that I go that way—but you gotta work with what you got. Do you have any idea of your size?” “XXXL.” “We need to be a little more exact.

Agnes leaned over the edge of the crate and cooed at the chicks. “Oh, they’re all so adorable at this age…” “Focus,” said the dust-wife. “Oh, yes, of course. I suppose we’ll have to keep it, won’t we? He won’t just let us borrow a chicken…” The chicken seller did not look like a man who would routinely let customers borrow chickens. Marra shoved her hands in her pockets and tried to look like someone who was possibly a nun and definitely not the queen’s runaway sister. After a minute or two, though, it became obvious that she didn’t need to bother. The chicken seller gazed at Agnes, who was picking up each chick and whispering to it, then slowly turned to Fenris. He didn’t say anything, but his eyebrows were eloquent. “She’s very particular about her chickens,” said Fenris. “Very particular.” “It’s not taking,” Agnes whispered to the dust-wife, just loud enough for Marra to make out the words. “It won’t take. Oh, it was a silly idea. I don’t know why I thought it would ever work…” “Keep trying,” ordered the dust-wife. The chicken seller looked back at Agnes, then to Fenris again. His eyebrows inched higher up his skull. Fenris remained absolutely deadpan, as if it were perfectly normal for women to whisper to chicks before buying them. Marra didn’t dare look at Agnes, because if she did, she was going to burst into hysterical laughter. “Fine,” said Agnes in the tone of someone reaching her limits. Marra’s ears popped. “There!” “That took,” observed the dust-wife dispassionately. “Not well at all and I have to keep…I’m pushing it…it doesn’t want to stick; it’s like jelly sliding down a bowl!” “Keep pushing,” said the dust-wife. “Keep blessing it over and over if you have to.” “Oh dear…” Marra darted a glance at the chick in question. It was a dark, fuzzy, little lump with a bright yellow bill and, for a chicken, a remarkably phlegmatic expression. The chicken seller’s eyebrows did a complex dance across his forehead. He named a price that was frankly ridiculous for a day-old chick. “Don’t be absurd,” said Marra, stung out of her silence. “It’s a chicken, not a phoenix.” The chicken seller’s eyes drifted back over to Agnes, followed by his eyebrows. “The sooner we pay,” rumbled Fenris, “the sooner we will go away.” The price mysteriously plummeted.

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

There was worse. Philosophers needed to be able to think freely and to follow their ideas wherever they might lead. There was a kind of sociopathic madness to their endeavor. They were the ultimate iconoclasts, subversive by their very nature, because social and political activity was based on popular opinion, public dogma, and unexamined tradition, whereas philosophy existed to scrutinize all opinions, dogmas, and traditions. For those bounded by a belief in common morality, which is to say just about everyone, philosophers were immoralists or, at best, amoralists. These suspicions of the general public were not unfounded. Philosophers really were subversive! (Here, too, Strauss and Arendt shared a common—one might say Nietzschean—perspective. “Thinking,” Arendt wrote, “inevitably has a destructive, undermining effect on all established criteria, values, measurements for good and evil, in short on those customs and rules of conduct we treat of in morals and ethics.”) To survive in a world intrinsically hostile to freethinking, philosophers had to employ “esoteric writing” while presenting a public face of moderation and quiescence, whatever radical ideas they might be harboring. “Thought must be not moderate, but fearless, not to say shameless. But moderation is a virtue controlling the philosopher’s speech.” Or as Strauss also put it: “In political things it is a sound rule to let sleeping dogs lie.” The best hope for the preservation of freedom of thought was to remain inconspicuous. The wise knew not to poke the beast. Inconspicuousness was not always possible. Constantly vulnerable to tyrants and to tyrannical majorities, philosophers were in need of friends, not only other philosophers with whom they could exchange ideas but also more practical people who could mediate between the contemplative elite and the vulgar masses. The philosophers’ best friends in the ordinary world were the people Strauss called “gentlemen.” Philosophers were not equipped to plunge into the political world, which consisted of “very long conversations with very dull people on very dull subjects.” Neither did they have the power to impose their will on the majority even if they had wanted to, which they didn’t. Instead, they needed the help of gentlemen who appreciated the value of freedom of thought yet could function among the ignorant populace. Philosophers, who were disinterested by definition, could instruct these gentlemen to shun private advantage and personal gain for the common good—and it would help if the gentlemen were wealthy so that the prospect of acquiring riches at the public expense would be less enticing—but it was up to the gentlemen to act as the bridge between the pure thinking of the minority and the material self interest of the majority and to win the support of the citizenry at large.

Unconditional Love - Love Without Condition I love you as you are, as you seek to find your own special way to relate to the world. I honour your choices to learn in the way you feel is right for you. I know it is important that you are the person you want to be and not someone that I or others think you "should" be. I realise that I cannot know what is best for you, although perhaps sometimes I think I do. I have not been where you have been, viewing life from the angle you have. I do not know what you have chosen to learn, how you have chosen to learn it, with whom or in what time period. I have not walked life looking through your eyes, so how can I know what you need. I allow you to be in the world without a thought or word of judgement from me about the deeds you undertake. I see no error in the things you say and do. In this place where I am, I see that there are many ways to perceive and experience the different facets of our world. I allow without reservation the choices you make in each moment. I make no judgement of this, for if I would deny your right to your evolution, then I would deny that right for myself and all others. To those who would choose a way I cannot walk, whilst I may not choose to add my power and my energy to this way, I will never deny you the gift of love that God has bestowed within me, for all creation. As I love you, so I shall be loved. As I sow, so shall I reap. I allow you the Universal right of Free Will to walk your own path, creating steps or to sit awhile if that is what is right for you. I will make no judgement that these steps are large or small, nor light or heavy or that they lead up or down, for this is just my viewpoint. I may see you do nothing and judge it to be unworthy and yet it may be that you bring great healing as you stand blessed by the Light of God. I cannot always see the higher picture of Divine Order. For it is the inalienable right of all life to choose their own evolution and with great Love I acknowledge your right to determine your future. In humility I bow to the realisation that the way I see as best for me does not have to mean it is also right for you. I know that you are led as I am, following the inner excitement to know your own path. I know that the many races, religions, customs, nationalities and beliefs within our world bring us great richness and allow us the benefit and teachings of such diverseness. I know we each learn in our own unique way in order to bring that Love and Wisdom back to the whole. I know that if there were only one way to do something, there would need only be one person. I will not only love you if you behave in a way I think you should, or believe in those things I believe in. I understand you are truly my brother and my sister, though you may have been born in a different place and believe in another God than I. The love I feel is for all of God's world. I know that every living thing is a part of God and I feel a Love deep within for every person, animal, tree and flower, every bird, river and ocean and for all the creatures in all the world. I live my life in loving service, being the best me I can, becoming wiser in the perfection of Divine Truth, becoming happier in the joy of ... Unconditional Love

And indeed at the hotel where I was to meet Saint-Loup and his friends the beginning of the festive season was attracting a great many people from near and far; as I hastened across the courtyard with its glimpses of glowing kitchens in which chickens were turning on spits, pigs were roasting, and lobsters were being flung alive into what the landlord called the ‘everlasting fire’, I discovered an influx of new arrivals (worthy of some Census of the People at Bethlehem such as the Old Flemish Masters painted), gathering there in groups, asking the landlord or one of his staff (who, if they did not like the look of them; would recommend accommodation elsewhere in the town) for board and lodging, while a kitchen-boy passed by holding a struggling fowl by its neck. Similarly, in the big dining-room, which I had passed through on my first day here on my way to the small room where my friend awaited me, one was again reminded of some Biblical feast, portrayed with the naïvety of former times and with Flemish exaggeration, because of the quantity of fish, chickens, grouse, woodcock, pigeons, brought in garnished and piping hot by breathless waiters who slid along the floor in their haste to set them down on the huge sideboard where they were carved immediately, but where – for many of the diners were finishing their meal as I arrived – they piled up untouched; it was as if their profusion and the haste of those who carried them in were prompted far less by the demands of those eating than by respect for the sacred text, scrupulously followed to the letter but naïvely illustrated by real details taken from local custom, and by a concern, both aesthetic and devotional, to make visible the splendour of the feast through the profusion of its victuals and the bustling attentiveness of those who served it. One of them stood lost in thought by a sideboard at the end of the room; and in order to find out from him, who alone appeared calm enough to give me an answer, where our table had been laid, I made my way forward through the various chafing-dishes that had been lit to keep warm the plates of latecomers (which did not prevent the desserts, in the centre of the room, from being displayed in the hands of a huge mannikin, sometimes supported on the wings of a duck, apparently made of crystal but actually of ice, carved each day with a hot iron by a sculptor-cook, in a truly Flemish manner), and, at the risk of being knocked down by the other waiters, went straight towards the calm one in whom I seemed to recognize a character traditionally present in these sacred subjects, since he reproduced with scrupulous accuracy the snub-nosed features, simple and badly drawn, and the dreamy expression of such a figure, already dimly aware of the miracle of a divine presence which the others have not yet begun to suspect. In addition, and doubtless in view of the approaching festive season, the tableau was reinforced by a celestial element recruited entirely from a personnel of cherubim and seraphim. A young angel musician, his fair hair framing a fourteen-year-old face, was not playing any instrument, it is true, but stood dreaming in front of a gong or a stack of plates, while less infantile angels were dancing attendance through the boundless expanse of the room, beating the air with the ceaseless flutter of the napkins, which hung from their bodies like the wings in primitive paintings, with pointed ends. Taking flight from these ill-defined regions, screened by a curtain of palms, from which the angelic waiters looked, from a distance, as if they had descended from the empyrean, I squeezed my way through to the small dining-room and to Saint-Loup’s table.

{Excerpt from a message from one of the Cherokee chiefs - Onitositaii, commonly known as Old Tassle} ... 'If, therefore, a bare march, or reconnoitering a country is sufficient reason to ground a claim to it, we shall insist upon transposing the demand, and your relinquishing your settlements on the western waters and removing one hundred miles back towards the east, whither some of our warriors advanced against you in the course of last year's campaign. Let us examine the facts of your present eruption into our country, and we shall discover your pretentions on that ground. What did you do? You marched into our territories with a superior force; our vigilance gave us no timely notice of your manouvres [sic]; your numbers far exceeded us, and we fled to the stronghold of our extensive woods, there to secure our women and children. Thus, you marched into our towns; they were left to your mercy; you killed a few scattered and defenseless individuals, spread fire and desolation wherever you pleased, and returned again to your own habitations. If you meant this, indeed, as a conquest you omitted the most essential point; you should have fortified the junction of the Holstein and Tennessee rivers, and have thereby conquered all the waters above you. But, as all are fair advantages during the existence of a state of war, it is now too late for us to suffer for your mishap of generalship! Again, were we to inquire by what law or authority you set up a claim, I answer, none! Your laws extend not into our country, nor ever did. You talk of the law of nature and the law of nations, and they are both against you. Indeed, much has been advanced on the want of what you term civilization among the Indians; and many proposals have been made to us to adopt your laws, your religion, your manners, and your customs. But, we confess that we do not yet see the propriety, or practicability of such a reformation, and should be better pleased with beholding the good effect of these doctrines in your own practices than with hearing you talk about them, or reading your papers to us upon such subjects. You say: Why do not the Indians till the ground and live as we do? May we not, with equal propriety, ask, Why the white people do not hunt and live as we do? You profess to think it no injustice to warn us not to kill our deer and other game for the mere love of waste; but it is very criminal in our young men if they chance to kill a cow or a hog for their sustenance when they happen to be in your lands. We wish, however, to be at peace with you, and to do as we would be done by. We do not quarrel with you for killing an occasional buffalo, bear or deer on our lands when you need one to eat; but you go much farther; your people hunt to gain a livelihood by it; they kill all our game; our young men resent the injury, and it is followed by bloodshed and war. This is not a mere affected injury; it is a grievance which we equitably complain of and it demands a permanent redress. The Great God of Nature has placed us in different situations. It is true that he has endowed you with many superior advantages; but he has not created us to be your slaves. We are a separate people! He has given each their lands, under distinct considerations and circumstances: he has stocked yours with cows, ours with buffaloe; yours with hogs, ours with bear; yours with sheep, ours with deer. He has indeed given you an advantage in this, that your cattle are tame and domestic while ours are wild and demand not only a larger space for range, but art to hunt and kill them; they are, nevertheless, as much our property as other animals are yours, and ought not to be taken away without consent, or for something equivalent.' Those were the words of the Indians. But they were no binding on these whites, who were living beyond words, claims ...

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

Tough times brought on by the Gulf War were testing such assumptions, forcing us to consider our response. We needed to come up with new ideas, do more with less, make short-term gains through greater efficiency, and prepare for long-term gains. That meant cutting every dollar possible in overhead and procedures while maintaining or boosting spending in three vital competitive areas. Number one was product quality. World leadership demanded that we maintain world-class quality, and recession is generally a period when material and labor prices are lowest and room occupancies are down. So we renovated and refurbished at such normally busy properties as the Inn on the Park in London and The Pierre in New York at a time when revenue would be little affected and customers least inconvenienced. That meant we were spending when others were retrenching. We had followed that strategy in 1981-82, and the rebound from that recession had given us nine years of steady growth. I thought the odds were in our favor to score the same way again. The second area was marketing. It’s tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn’t cut their ads had, in the recovery, captured the most market share. So we didn’t cut our ad budget. In fact, we raised it modestly to gain brand recognition, which continued advertising sustains. As studies show, it’s much easier to sustain momentum than restart it. Third, we eased the workload and reduced costs by simplifying reporting methods. We set up a new system that allowed each hotel to recalculate its forecast, with minimal input, to year’s end, then send it in electronically along with a brief monthly commentary.

Paul suffered and struggled mightily in the service of his faith. Perhaps you could argue that he simply wasn’t the best example after which to model our own behavior. What if we look at the ultimate example of a Christian teacher and expositor, Christ Himself? Surely then we’ll see how to handle this unappealing message of a crucified Savior whom only the dregs of society preached. Surely at last we’ll see a glimmer of success. But by worldly standards, when Jesus began preaching His own gospel in His own hometown, He was an even more spectacular failure than Paul! This episode in Jesus’ life is one of the most gripping and powerful portions of the Bible. His words in Scripture capture the shock and emotion of the moment, and they still stun us with their power and their force. The riveting drama begins in Luke 4, verses 16 through 21: So He came to Nazareth, where He had been brought up. And as His custom was, He went into the synagogue on the Sabbath day, and stood up to read. And He was handed the book of the prophet Isaiah. And when He had opened the book, He found the place where it was written: “The Spirit of the LORD is upon Me, Because He anointed Me To preach the gospel to the poor; He has sent Me to heal the brokenhearted, To proclaim liberty to the captives And recovery of sight to the blind, To set at liberty those who are oppressed; To proclaim the acceptable year of the LORD.” Then He closed the book, and gave it back to the attendant and sat down. And the eyes of all who were in the synagogue were fixed on Him. And He began to say to them, “Today this Scripture is fulfilled in your hearing.” Imagine going to church next Sunday, expecting to hear your pastor preaching, and having the Lord Jesus Christ appear in person to tell you that He had come to fulfill all the prophecies of His second coming—all the prophecies of the glory of His kingdom of salvation on earth! Imagine that you had gone that morning, and Jesus was standing in the pulpit to tell you that the time was now for the fulfillment of all divine promises connected to His return. Well, that’s something like what the Jews in the Nazareth synagogue experienced that day. They had attended that synagogue all their lives, and they had heard reading after reading of the Torah, the Law, and the Haftarah, the prophets, and sermon after sermon on Sabbath after Sabbath throughout their lifetimes. They had heard much teaching about the Messiah, and they had been reading many Scriptures about His coming and kingdom. But all of a sudden, on this Sabbath in the year A.D. 28, in an obscure synagogue in a nothing blue-collar town called Nazareth, He was there!

Selling is not complicated. If salespeople consistently practice the fundamentals—getting up early, contacting prospective clients, sharing their belief in their products and services, following up with customers—they’ll be successful.

In this matter of monastic tradition, we must carefully distinguish between tradition and convention. In many monasteries there is very little living tradition, and yet the monks think themselves to be traditional. Why? Because they cling to an elaborate set of conventions. Convention and tradition may seem on the surface to be much the same thing. But this superficial resemblance only makes conventionalism all the more harmful. In actual fact, conventions are the death of real tradition as they are of all real life. They are parasites which attach themselves to the living organism of tradition and devour all its reality, turning it into a hollow formality. Tradition is living and active, but convention is passive and dead. Tradition does not form us automatically: we have to work to understand it. Convention is accepted passively, as a matter of routine. Therefore convention easily becomes an evasion of reality. It offers us only pretended ways of solving the problems of living— a system of gestures and formalities. Tradition really teaches us to live and shows us how to take full responsibility for our own lives. Thus tradition is often flatly opposed to what is ordinary, to what is mere routine. But convention, which is a mere repetition of familiar routines, follows the line of least resistance. One goes through an act, without trying to understand the meaning of it all, merely because everyone else does the same. Tradition, which is always old, is at the same time ever new because it is always reviving - born again in each new generation, to be lived and applied in a new and particular way. Convention is simply the ossification of social customs. The activities of conventional people are merely excuses for not acting in a more integrally human way. Tradition nourishes the life of the spirit: convention merely disguises its interior decay. Finally, tradition is creative. Always original, it always opens out new horizons for an old journey. Convention, on the other hand, is completely unoriginal. It is slavish imitation. It is closed in upon itself and leads to complete sterility. Tradition teaches us how to love, because it develops and expands our powers, and shows us how to give ourselves to the world in which we live, in return for all that we have received from it. Convention breeds nothing but anxiety and fear. It cuts us off from the sources of all inspiration. It ruins our productivity. It locks us up within a prison of frustrated effort. It is, in the end, only the mask for futility and for despair. Nothing could be better than for a monk to live and grow up in his monastic tradition, and nothing could be more fatal than for him to spend his life tangled in a web of monastic conventions.

Holland employed a full-time telemarketer who called people who had ordered a $7 case study. First, the telemarketer would ensure that the customer had received the case study and then would follow up with an invitation to a live event on the same topic. “We ended up selling 900 tickets to a $1,500 conference just because we called someone who bought a $7 article.

In setting Strategy, follow the definition from the great business strategist Gary Hamel. You don’t have a real strategy if it doesn’t pass two tests: First, what you’re planning to do really matters to enough customers; and second, it differentiates you from your competition.

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Legal risks may be daunting, but you may be surprised to learn that the most common objection I have heard over the years to building an MVP is fear of competitors—especially large established companies—stealing a startup’s ideas. If only it were so easy to have a good idea stolen! Part of the special challenge of being a startup is the near impossibility of having your idea, company, or product be noticed by anyone, let alone a competitor. In fact, I have often given entrepreneurs fearful of this issue the following assignment: take one of your ideas (one of your lesser insights, perhaps), find the name of the relevant product manager at an established company who has responsibility for that area, and try to get that company to steal your idea. Call them up, write them a memo, send them a press release—go ahead, try it. The truth is that most managers in most companies are already overwhelmed with good ideas. Their challenge lies in prioritization and execution, and it is those challenges that give a startup hope of surviving.10 If a competitor can outexecute a startup once the idea is known, the startup is doomed anyway. The reason to build a new team to pursue an idea is that you believe you can accelerate through the Build-Measure-Learn feedback loop faster than anyone else can. If that’s true, it makes no difference what the competition knows. If it’s not true, a startup has much bigger problems, and secrecy won’t fix them. Sooner or later, a successful startup will face competition from fast followers. A head start is rarely large enough to matter, and time spent in stealth mode—away from customers—is unlikely to provide a head start. The only way to win is to learn faster than anyone else. Many startups plan to invest

A poignant example of what it often takes to bring about an end to a superstitious barbaric act may be seen in the Indian practice of suttee, or the burning of widows. The British government abolished suttee by outlawing it, and followed up by severely punishing transgressors. As the nineteenth-century British commander in chief in India, General Charles Napier, told his charges who complained that suttee was their cultural custom that the British should respect: “Be it so. This burning of widows is your custom; prepare the funeral pile. But my nation has also a custom. When men burn women alive we hang them, and confiscate all their property. My carpenters shall therefore erect gibbets on which to hang all concerned when the widow is consumed. Let us all act according to national customs.

I choose you,” I said, leaning toward him, and his mouth met mine with such ardor that my senses reeled all over again. He lay down with me on top of him, and it took all my strength of will to pull away. “But we have to be married.” He studied me, concluding that I truly believed in what I said. “Then let’s go get married.” “Now?” I blurted, eyes wide. “Is now a problem?” “The banns need to be published six weeks in advance of the wedding!” “Banns?” He rolled me sideways off him so that we lay facing each other, his voice dubious. “The banns announce our betrothal,” I elaborated, hoping not to dampen his enthusiasm or his readiness to tolerate Hytanican tradition. “They give time for anyone who might have an objection to our union to come forward.” I recognized the problem even as the words left my mouth, but he was first to say it. “And when the entire province objects, what then?” He pushed himself into a sitting position, then took my hands and gently pulled me up beside him. “Alera, how important is this custom to you?” I peered out the window at the stars while I gave the matter serious thought, pondering Narian’s way of life and if I could reconcile myself to it. I wanted to, but part of me was afraid of it--of going against the doctrines I had been raised to follow. I believed strongly in my kingdom’s religion. I also knew I had to uphold the traditions my people valued if they were to believe in me and accept me as their leader. If I were to switch now to Cokyrian custom, their trust would be betrayed. “It’s very important,” I ultimately answered, not looking at him. “Don’t be embarrassed,” he said, cupping my chin to raise my eyes to his. “I wouldn’t deserve you if I didn’t respect your beliefs.” He gave me a light kiss, signifying that things were resolved between us, although the real problem remained. “I don’t know when the people will accept you, but I cannot go behind their backs. It may be a long wait.” Narian’s expression was resigned. “So we wait.” His attitude lifted my spirits, and a splendid idea struck me. “Our priests are sworn to keep confidences--we could be betrothed.” “And betrothal--it doesn’t involve banns or ceremonies or parades in this kingdom?” He was teasing me, assuring me he was fine with my decision. “No.” I laughed. “Just an exchange of rings. I’ll wear mine around my neck.” “I’ll wear mine on my hand where I should. My soldiers will be oblivious.” He smirked, then added, “And it will confirm your countrymen’s suspicions that I am ignorant.” I gazed into his eyes, at the love that shone within them, and laid my head upon his chest, content, for now, to have him hold me.

Take another example. An Intel development engineer who has uniquely detailed knowledge of a particular manufacturing process effectively controls how it is used. Since the process will eventually provide the foundation for the work of many product designers all over the company, the leverage the development engineer exerts is enormous. The same is true for a geologist in an oil company or an actuary in an insurance firm. All are specialists whose work is important for the work of their organization at large. The person who comprehends the critical facts or has the critical insights—the “knowledge specialist” or the “know-how manager”—has tremendous authority and influence on the work of others, and therefore very high leverage. The art of management lies in the capacity to select from the many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them. For me, paying close attention to customer complaints constitutes a high-leverage activity. Aside from making a customer happy, the pursuit tends to produce important insights into the workings of my own operation. Such complaints may be numerous, and though all of them need to be followed up by someone, they don’t all require or wouldn’t all benefit from my personal attention. Which one out of ten or twenty complaints to dig into, analyze, and follow up is where art comes into the work of a manager. The basis of that art is an intuition that behind this complaint and not the other lurk many deeper problems.

At the conclusion of the vows, despite Mercedes’s previous stern admonitions that the groom was not to kiss the bride, as the custom was never followed by people in the best society…Matthew tugged Daisy up to him and crushed a hard kiss on her lips in full view of everyone. There was a gasp or two, and a ripple of friendly laughter through the crowd. Daisy glanced up into her husband’s sparkling eyes. “You’re being scandalous, Mr. Swift,” she whispered. “This is nothing,” Matthew replied in an undertone, his expression soft with love. “I’m saving my worst behavior for tonight.

WordPress Site If done right, a self-hosted WordPress site can act as your online business card for your freelance SEO writing services.  You can refer potential clients to it for a listing of your services and rates, plus to see your writing samples and client testimonials.   Details on how to set up a self-hosted Wordpress site are beyond the scope of this book, but it’s easy to do.  In a nutshell, all you do is purchase a domain name, purchase web hosting, install Wordpress on your site, and customize it the way you want it. If you are interested in setting up your own website for your business, sign up for the Money Machine Inner Circle (it’s FREE!) and you’ll get instant access to a free report listing exactly which services I recommend for setting up your site.  Especially if you’re new to the world of setting up a website, this will save you a ton of time since you won’t have to waste time researching which services are the best or easiest to use for a non-techie. A basic website should have the following pages: Home Page This is where you describe your freelance SEO writing services, and even include a testimonial or two once you’ve worked with clients for a while. Samples Page Use this page to show off the sample articles that you’ve written. About Page This is where you explain who you are, your experience (if any), and why someone should hire you. Contact Page This is where you set up a simple contact form that visitors to your website can use to get in touch with you. Action Steps 1. On days 1 and 2, make sure you have a reliable computer, access to high-speed internet, and a PayPal account set up.  If you don’t have

Regular-Cal Food Guidelines The following Serving Size Simplifier should be used as a portion quantity guideline for each meal. Its intuitive approach is customized to your body size and will help you put calorie counting to rest for good. It was originally inspired by the amazing work done by my friends at Precision Nutrition. •Fibrous veggies: 2 to 4 handfuls •Clean protein: 1 palm-size portion for women, 1 to 2 palm-size portions for men •Starchy carbs and fruits: 1 handful for women, 1 to 2 handfuls for men •Fit fats: ½ shot glass (1½ tablespoons) for oils and butter (easier to measure/eyeball since these are generally poured); for nuts and seeds, 1 thumb-size serving for women, 2 thumb-size servings for men Each element needs not be present at each meal, but do your best to keep them all in mind throughout the day. For instance, normally a green juice would consist of only leafy greens and other vegetables. However, you can power it up with a shot of flax oil or fish oil. Adding in these fats will not only stabilize your blood sugar but also improve your absorption of the fat-soluble vitamins found in the greens. With that said, I would strongly recommend that each time you eat (other than the odd apple here and there), you include protein and fiber in your meal. Doing so will prevent your blood sugar from rising and keep you full longer, both of which will help you lose fat instead of storing it. For dinner, you might have a fillet of salmon (protein) cooked in butter (oil and fats) with a side of steamed greens (fibrous vegetables) and a small amount of quinoa (starchy carbs). Nuts and seeds would not be present in this meal—again, no big deal. You can always have a few almonds throughout the day. For solid meals (not smoothies or juices), these guidelines should yield a plate that is:

We call that number the average cart value, or ACV. After the customer bought the book, we used a follow-up funnel via emails, retargeting, Messenger, and other follow-up tools to introduce them to ClickFunnels over the next 90 days.

With traffic I own, I can follow up with my leads and customers anytime I like.

FOLLOW-UP FUNNELS

What if a job interview tested one’s ability to ask questions, as well as answer them? The logical way to achieve that would be to ask interviewees to generate questions. While job interviews often end with the interviewee being asked, Do you have any questions?, that’s treated more as a rote throwaway line, and if anything it invites only closed, practical questions (When would I start? How much travel will there be?) as opposed to thoughtful, creative questions. As an alternative approach, tell every person coming in for an interview to bring a few questions with them. Make it clear those questions should be ambitious and open-ended—Why, What If, and How questions are recommended. These should also be relevant to your company or industry. The questions might inquire about ways the company or its offerings could be expanded or improved; a customer or societal challenge that could be tackled by the company; an untapped opportunity to be explored. The questions this person brings will reveal a lot about him or her. Are the questions audacious and imaginative, or more modest and practical? Do the questions indicate that the candidate did some research before forming them (if so, good sign: it indicates the candidate knows how to do contextual inquiry). To test whether the person can question on the fly, you might ask, during the interview, that the candidate build upon one or more of the prepared questions with additional questions (using the Right Question Institute practice of follow-up questioning to improve and advance existing questions). For example, if she has suggested a What If scenario, ask her to now challenge her own assumptions with Why questions, or get her to take her idea to a more practical level by generating How questions. This will show if a person knows how to “think in questions.” If the candidate has come up with at least one interesting question and then improved on that question during the interview, that person is clearly a gifted questioner and is likely a welcome addition to a company’s culture of inquiry.

In his book-length review of the executive functions, Dr. Russell Barkley (2012) explored the reasons that these skills evolved in humans in the first place. He makes the compelling case that it was the selection pressures associated with humans living in larger groups of genetically unrelated individuals, which made it selectively advantageous to have good self-regulation skills. That is, these abilities became more important to survival as humans became more interdependent with and reliant on dealings with people who were not family. Attention-Deficit/Hyperactivity Disorder (ADHD) and executive dysfunction continue to have effects on the myriad relationships and social interactions in daily life. These connections include romantic and committed relationships/marriage, relationships with parents, siblings, children, and other relatives, friendships, and interactions with employers, coworkers, and customers. The executive functions in relationships also figure in the capacity for empathy and tracking social debt, that is, the balance of favors you owe others and favors owed to you. The ability to effectively organize behavior across time in goal-directed activities gains you “social collateral.” That is, the more you deliver on promises and projects, the more that you will be sought out by others and maintain bonds with them. Some of the common manifestations of ADHD and executive dysfunction that may create problems in relationships include: • Distractibility during conversations • Forgetfulness about matters relevant to another person • Verbal impulsivity—talking over someone else • Verbal impulsivity—saying the “wrong thing” • Breaking promises (acts of commission, e.g., making an expensive purchase despite agreeing to stay within a household budget) • Poor follow-through on promises (acts of omission, e.g., forget to pick up dry cleaning) • Disregarding the effects of one’s behavior on others (e.g., building up excessive debt on a shared credit card account) • Poor frustration tolerance, anger (e.g., overreacting to children’s behavior) • Lying to cover up mistakes • Impulsive behaviors that reduce trust (e.g., romantic infidelity)

We can prospect for new clients for 30 minutes, send follow-up, follow-through, and follow-back emails and texts for another 30 minutes, and strategize with our manager on an incentive-of-the-day to offer to customers if they buy TODAY. Trolling Facebook for an hour is only OK if you’re finding clients. Serhant Secret #18 No customers in front of you?

Even stranger, over the course of the eighteenth and nineteenth centuries it was political self-consciousness that European philosophers came to see as some kind of amazing historical achievement: as a phenomenon which only really became possible with the Enlightenment itself, and the subsequent American and French Revolutions. Before that, it was assumed, people blindly followed traditions, or what they assumed to be the will of God. Even when peasants or popular rebels rose up to try to overthrow oppressive regimes they couldn’t admit they were doing so, but convinced themselves they were restoring ‘ancient customs’ or acting on some kind of divine inspiration.

Principles of Product Vision These are the 10 key principles for coming up with an effective product vision. Start with why. This is coincidentally the name of a great book on the value of product vision by Simon Sinek. The central notion here is to use the product vision to articulate your purpose. Everything follows from that. Fall in love with the problem, not with the solution. I hope you've heard this before, as it's been said many times, in many ways, by many people. But it's very true and something a great many product people struggle with. Don't be afraid to think big with vision. Too often I see product visions that are not nearly

Six Simple Listening Tips Here are six simple tips for not only practicing good listening in your customer conversations but also for creating a high-impact customer experience by showing them that you’re engaged. 1. Don’t speak: This is easy to say but sometimes hard to do. You simply cannot listen if you’re speaking or poised on the edge of interrupting the other person. So what should you do? Just shut up and pay attention to what your customer is saying. 2. Make eye contact: Since a majority of our communication is non-verbal, looking at a person is one of the best ways to clearly demonstrate focus and attention. Even when you’re on a video call, customers can often tell (by the way your eyes dart around) if you’re looking at them on the screen or if you are distracted. Keep that gaze locked! (But a nice, friendly gaze… not a creepy one.) 3. Use visual/auditory cues: Smiling, nodding, and appearing pensive are all great ways to communicate understanding and acknowledgment. Even small auditory cues like the occasional “yes” or “uh-huh” can show your customer that you’re following along. 4. Write things down: Writing things down not only helps you remember key pieces of information later on, but it also demonstrates to the customer that you’re interested enough in their insights to memorialize them in writing. But what if they can’t see you taking notes, for example, on a phone or video call? No problem. Just tell them you are! After your customer finishes telling you something, simply pause for a moment and say “I’m just writing this down” to produce the same effect. 5. Recap: Nothing illustrates great attention to detail like repeating back or summarizing the insights the customer shared with you. This is especially powerful when the insights were shared earlier in the conversation. For extra impact, quote them directly using their exact words, prefaced by the phrase “What I heard you say was… ” Echoing someone’s exact words is a powerful and scientifically proven persuasive technique (we’ll be exploring this tactic in more detail as it relates to handling customer objections in chapter 7). 6. Ask good follow-up questions: When a customer answers your question, resist the temptation to say, “That’s great” or “Awesome!” and then move on to the next question. Asking killer follow-up questions like “Tell me more about that,” “Can you give me an example?” or “How long has that been going on?” is a great way to demonstrate your interest in the customer’s perspective and leave the call with high-impact insights. In fact, when it comes to addressing customer objections, a study by Gong.io found that top performers ask follow-up questions 54 percent of the time, versus 31 percent for average performers.6

Simple Fast Funnels may be the new kid on the block when it comes to a complete bumper to bumper CRM system, but it’s a force to be reckoned with! Business owners are switching over right and left and I’m going to outline 10 of the best features of Simple Fast Funnels so you can see what all the buzz is about! Funnel builder: Simple Fast Funnels has easy intuitive software so you can build your own landing pages, funnels, websites, sales pages etc. No developer needed, everything included and simple to use Email Software: Instead of paying hundreds or thousands per month to send emails, this software does it for you! You can have your entire email list automated or send emails on the fly, whatever fits the bill for you, they’ve got you covered and it’s so easy to track your email results so you can modify and make improvements as you go. Online Membership Area: Now, for no additional fees that lot’s of CRM software likes to charge, you can build glorious membership areas for your clients. You can control timing on video releases, give access for certain time periods upset packages… whatever your business looks like, if you can dream it, you can build it in the membership area. Survey and quiz generator: Ramp up your lead capture game to grow your customer list! One of the best ways to get leads is to get your customers talking about themselves. Not only do people love to take surveys and quizzes, but it can help you gather information about your clients to serve them better and grow your sales! SMS Marketing Software: If you’re not messaging your customers, you’re missing out, and if you are messaging your customers you’re probably over paying. Amazing automated intuitive SMS marketing can make your life much easier and allow you to reach your customers in more ways. Being where your customers are more present is always good for business. Simple Fast Funnels helps you get the cheapest SMS rates around and it automatically integrates into the system for your unified messages. Appointment booking: Another expensive thing you used to have to pay for and try to get to work properly with your website AND look decent is also built right in. Now, without leaving Simple Fast Funnels, you’re able to capture the lead, follow up with the lead all over the place, engage with them, build trust, book appointments, schedule calls and even send them automated text reminders. E com Purchases: Directly on your website, you’ll be able to take payments. No more invoices sent from other platforms, everything buttoned up nice and clean. Unified messaging: From now on, whether a client emails, texts, calls etc, it all shows up in one place at your end. This might not seem like a big deal, but it’s a HUGE pain to have to follow customers about and keep track of conversations. Now you see all your communication with customers in a neat little area. Blogs: Blogs these days can really help your marketing efforts across the board, and of course your blogs will be a perfect fit in your simple fast funnel account. Analytics: Data tracking when you’re dealing with features on various platforms is a nightmare. If you capture a lead on a Word press landing page, send it an email software like Keep, mail chimp or whatever, send them to a new website to schedule calls and another to make purchases… How could you possibly expect to get good customer data? Hosting all of your “business” in one location makes tracking flawless. The more customers you have the more data you need to be efficient. Cheers to making it easy. All that software and that’s just the top 10, guys there’s more. Simplefastfunnels.com also lets you have a 2 week free trial. Don’t take anyone word for anything. Go try it for yourself.

Some areas of opportunity: •   First, stop saying, “Well, this is just the way it is in our industry.” •   Have your available cash reported DAILY, with a short explanation of why it changed in the last 24 hours, and chart it against accounts receivable (AR) and accounts payable (AP) weekly. You’ll learn so much more about your business when you see how the cash is flowing on a daily basis. •   If you want to be paid sooner, ask. Small firms are finding that large companies (and governments!!) will pay considerably faster or even prepay if they simply ask, ask, ask, ask, and ask some more. •   Give value back to customers who pay on time or in advance. •   Get your invoices out more quickly. Hire one more person in accounting to do nothing but make sure invoicing is timely and follow up on payments. •   Send friendly reminders five days before the deadline that payments are due. Many customers are disorganized and will appreciate the reminders, resulting in faster payment. •   If invoices are recurring, obtain recurring credit card authorization from your customers to automate on-time payments. •   Understand why your clients are paying late. They might be unhappy with your product or service. Or perhaps an invoice has recurring mistakes, or it is not structured to flow through the customer’s automated invoicing system. •   Understand each customer’s payment cycles, and time your billings to coincide. •   Pay many of your own expenses with a credit card so you can play the float. Get your own customers to pay by credit card, so they can pay you quickly even if their cash flow is slow. •   Help your customers improve their cash flow so they can pay you on time. Offer them leasing options, for instance. •   Shorten cycles for delivery of your product or service. All of you have some kind of “work in progress.” The faster you complete projects, the faster you get paid. •   Offer a product or service so valuable that you have some leverage with your customers to get them to pay sooner. • Remember, improving margins and profit improves cash.

The perfect salesperson will naturally attract prospects, set a polished first impression, keep prospects engaged as well as educate them, follow up with them at just the right time and handle any objections with expert salesmanship, skillfully close the sale while simultaneously looking for upsell opportunities, and get referrals while retaining them as customers for life. Whether your top salesperson is you or someone on your team, that person will inevitably have a bad day, take vacations, and need benefits. The ASP™ takes the perfect version of your sales process and permanently stamps it into a technology system that works for you 24/7/365, never having a bad day, never needing a vacation, and never requiring benefits. The ASP™ is the growth-hacking framework we implement for our clients that range from traditional brick-and-mortar businesses to venture-backed technology start-ups. It’s a framework that can be applied to any type of business, and in the next several chapters, we’ll dive into ASP™ and its six individual components and show you how best to implement them for your business.

How exactly does social selling work? For the purposes of prospecting for new business, social selling involves contacting prospective customers on social media platforms, most commonly LinkedIn and Twitter. Here are some pointers: Cultivate a relationship: Social selling is not for the quick wins, generally speaking. You can start simply by following a prospect, engaging with their content, and then inviting them to connect. You want to draw their attention, but not overwhelm them. Don’t pitch right away: In the early days of social selling, it was possible to immediately pitch a prospect online with some success. That time has passed, so don’t assume that when someone accepts your connection request it means they want to buy from you. Be someone worth talking to: Your prospects will see your public profile, so be sure to demonstrate your expertise in your profile and content. If you’re still using your LinkedIn account as a resume, you’re doing it wrong. Move from online to offline: The goal of social selling is not to run through the entire sale over social media. As with all initial contacting, your goal is to set up a real-time conversation over the phone or in person. While nearly all great salespeople communicate with prospects across all three of these channels, it’s best to become confident with one before adding another. Cold calling, while unattractive to many, will yield the greatest number of opportunities to learn which offers and messaging resonate with our prospects. The skill of adapting to prospects in live conversation is invaluable throughout the sales process. In fact, it’s one of the most important skills to master in order to advance your sales career.

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2. Obvious Calls to Action If you’re not sure what a call to action is, go back and read chapter 8 in this book. It’s important. For now, know that the whole point of your website is to create a place where the direct call to action button makes sense and is enticing. While we’re in business to serve our customers and better the world, we’ll be out of business soon if people don’t click that “Buy Now” button. Let’s not hide it. There are two main places we want to place a direct call to action. The first is at the top right of our website and the second is in the center of the screen, above the fold. Your customer’s eye moves quickly in a Z pattern across your website, so if the top left is your logo and perhaps tagline, your top right is a “Buy Now” button, and the middle of the page is an offer followed by another “Buy Now” button, then you’ve likely gotten through all the noise in your customer’s mind and they know what role you can play in their story. For best results the “Buy Now” buttons should be a different color from any other button on the site (preferably brighter so it stands out), and both buttons should look exactly the same. I know this sounds like overkill, but remember, people don’t read websites, they scan them. You want that button to keep showing up like a recurring theme. A person has to hear something (or read something) many times before they process the information, so we want to repeat our main call to action several times. Your transitional call to action should also be obvious, but don’t let it distract from the direct call to action. I like featuring the transitional call to action in a less-bright button next to the call to action so the “Will you marry me?” and “Can we go out again?” requests are right next to each other. Remember, if you aren’t asking people to place an order, they won’t.

I turned to the next customer, but all the lights went out, leaving us in pitch-black darkness. The crowd gasped, and a scream came from the corner. I glanced up and waited. The hallowed organ music filled the club, followed by three spotlights aimed at the three cages.

The revolver was chambered for .442 rounds, which meant there was only room for five. "These are large caliber bullets for such a short gun," Merritt remarked. "It's designed to stop someone at close range," Ethan said, absently arching up to rub a spot on his chest. "Being hit by one of those bullets feels like a kick from a mule." "Why is the hammer bobbed?" "To keep it from catching on the holster or clothing, if I have to draw it fast." Keeping the muzzle of the gun pointed away from him, Merritt reassembled the revolver, slid the extractor rod into place, and locked it deftly. "Well done," Ethan commented, surprised by her assurance. "You're familiar with guns, then." "Yes, my father taught me. May I shoot it?" "What are you going to aim for?" By this time, the others had come out from the parlor to watch. "Uncle Sebastian," Merritt asked, "are those pottery rabbits on the stone wall valuable?" Kingston smiled slightly and shook his head. "Have at it." "Wait," Ethan said calmly. "That's a twenty-yard distance. You'll need a longer-range weapon." With meticulous care, he took the revolver from her and replaced it in his coat. "Try this one." Merritt's brows lifted slightly as he pulled a gun from a cross-draw holster concealed by his coat. This time, Ethan handed the revolver to her without bothering to disassemble it first. "It's loaded, save one chamber," he cautioned. "I put the hammer down to prevent accidental discharge." "A Colt single-action," Merritt said, pleased, admiring the elegant piece, with its four-and-a-half-inch barrel and custom engraving. "Papa has one similar to this." She eased the hammer back and gently rotated the cylinder. "It has a powerful recoil," Ethan warned. "I would expect so." Merritt held the Colt in a practiced grip, the fingers of her support hand fit neatly underneath the trigger guard. "Cover your ears," she said, cocking the hammer and aligning the sights. She squeezed the trigger. An earsplitting report, a flash of light from the muzzle, and one of the rabbit sculptures on the wall shattered. In the silence that followed, Merritt heard her father say dryly, "Go on, Merritt. Put the other bunny out of its misery." She cocked the hammer, aimed and fired again. The second rabbit sculpture exploded. "Sweet Mother Mary," Ethan said in wonder. "I've never seen a woman shoot like that." "My father taught all of us how to shoot and handle firearms safely," Merritt said, giving the revolver back to him grip-first.

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Key Elements of Five Year Plan ’77 What follows did not happen overnight. Among the guidelines set in February 1977 (remember, Fair Trade on alcohol was not finally ended until 1978): Emphasize edibles vs. non-edibles. I figured that the supermarkets would raise their prices on foods to make up for the newly reduced margins on milk and alcohol. This would give us all the more room to underprice them. During the next five years we got rid of film, hosiery, light bulbs and hardware, greeting cards, batteries, magazines, all health and beauty aids except those with a “health food” twist. We began to cut back sharply on soaps and cleaners and paper goods. The only non-edibles we emphasized were “tabletop” items like wineglasses, cork pullers, and candles. It was quite clear that we should put more emphasis on food and less on alcohol and milk. Within edibles, drop all ordinary branded products like Best Foods, Folgers, or Weber’s bread. I felt that a dichotomy was developing between “groceries” and “food.” By “groceries,” I mean the highly advertised, highly packaged, “value added” products being emphasized by supermarkets, the kinds that brought slotting allowances and co-op advertising allowances. By embracing these “plastic” products, I felt the supermarkets were abandoning “food” and the product knowledge required to buy and sell it. But this position wasn’t entirely altruistic. The plan of February 20, 1977, declared, “Most independent supermarkets have been driven out of business, because they stupidly tried to compete with the big chains in plastic goods, in which the big chains excel.” Focus on discontinuity of supplies. Be willing to discontinue any product if we are unable to offer the right deal to the customer. Instead of national brands, focus on either Trader Joe’s label products or “no label” products like nuts and dried fruits. This was intended to enable the Trader Joe’s label to pick up momentum in the stores. And it worked.

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And then someone asks if Callum is as skilled in the bedroom as he is in the kitchen. That's when my blood turns to magma. I slam my hand on top of the metal countertop. "Listen the hell up!" My shout silences every last one of the vloggers. The high schooler looks on with a shocked expression and mutters, "Yes, ma'am." "My personal life isn't up for discussion. I'm also not interested in name-dropping any of you in a commercial when you've been harassing me and my customers every day since the festival. I'm here to cook and serve food, and you goddamn piranhas are crowding around my truck, making it impossible for my mother and me to serve our customers. Either get the hell out of the way so my customers can order, or else." There's silence, followed by soft mutters. A scrawny, white guy in the back of the crowd tucks his phone into his pocket and crosses his arms, stubborn written across his frown. "Or else what?" Leaning my head back, I puff out all the hot air pent up in my body. He's the pissant who asked about Callum's bedroom performance. I swipe a bottle of lemon-lime soda from the counter and give it a dozen of the most violent shakes I can manage. I stomp out of the truck and up to the offending vlogger. Even when I'm standing two inches from him, he has the audacity to smirk. But when I twist off the cap, a stream of soda smashes him square in the face. My frustration dissipates with each violent burst of carbonated liquid.

Over the years, Facebook has executed an effective playbook that does exactly this, at scale. Take Instagram as an example—in the early days, the core product tapped into Facebook’s network by making it easy to share photos from one product to the other. This creates a viral loop that drives new users, but engagement, too, when likes and comments appear on both services. Being able to sign up to Instagram using your Facebook account also increases conversion rate, which creates a frictionless experience while simultaneously setting up integrations later in the experience. A direct approach to tying together the networks relies on using the very established social graph of Facebook to create more engagement. Bangaly Kaba, formerly head of growth at Instagram, describes how Instagram built off the network of its larger parent: Tapping into Facebook’s social graph became very powerful when we realized that following your real friends and having an audience of real friends was the most important factor for long-term retention. Facebook has a very rich social graph with not only address books but also years of friend interaction data. Using that info supercharged our ability to recommend the most relevant, real-life friends within the Instagram app in a way we couldn’t before, which boosted retention in a big way. The previous theory had been that getting users to follow celebrities and influencers was the most impactful action, but this was much better—the influencers rarely followed back and engaged with a new user’s content. Your friends would do that, bringing you back to the app, and we wouldn’t have been able to create this feature without Facebook’s network. Rather than using Facebook only as a source of new users, Instagram was able to use its larger parent to build stronger, denser networks. This is the foundation for stronger network effects. Instagram is a great example of bundling done well, and why a networked product that launches another networked product is at a huge advantage. The goal is to compete not just on features or product, but to always be the “big guy” in a competitive situation—to bring your bigger network as a competitive weapon, which in turn unlocks benefits for acquisition, engagement, and monetization. Going back to Microsoft, part of their competitive magic came when they could bring their entire ecosystem—developers, customers, PC makers, and others—to compete at multiple levels, not just on building more features. And the most important part of this ecosystem was the developers.

Learn All About The Benefits of Conversion Rate Optimization for Websites? A conversion rate tells the percentage of the users who finished the desired action, the desired action can be the completion of any web form, sign up, or purchase of any products, etc. The process in which a website and its content are enhanced to generate conversion is known as Conversion Rate Optimization (CRO). This process helps a business to increase the number of high leads, increase income, decrease the purchasing cost, gain valuable customers, and most importantly, provide business growth. conversion-rate-optimization A website can obtain many benefits from the Conversion Rate Optimization Strategies. We have discussed some of these benefits below. 1. Homepage A homepage does not only play the role of making the first impression on the website visitors. But it also is a great opportunity to attract more visitors and take them further into your website. This can easily be done by adding links to your product's information on the homepage, for instance, having a free sign-up option or adding a small chatbox on the homepage to ask questions from the website visitors during their browsing time. These strategies can be considered as Effective Conversion Optimization Strategies that you can use for your website. 2. Landing Pages The landing pages play a great role in obtaining visitors to your website. These pages guide the visitors to purchase products or services from you. For example, a page is describing a product and also has a link to the webpage where you can purchase the product. So, CRO strategies help increase your website conversions and business sales. 3. Blog A blog can be a big opportunity for the conversion of a website. Apart from publishing useful content about your industry, you can also add your product page links in the blogs. This process can invite blog visitors to learn more about your business and products also guide them to make a purchase on your website. With this approach, you can generate leads through your website blogs. Moreover, blogs can play an important role in describing your business. Conclusion The conversion rate optimization strategies are helpful for online businesses. It assists the companies in attracting customers to their websites. CRO is a great way to increase your business lead generation and success. You can get help from the Conversion Rate Optimization Services Providers. They will inform you about different strategies that you can follow to improve your website lead generation.

Crossroads On the call, use this checklist: Do you perform a demo for this prospect and spend 30–60 minutes with him or her? Do you add the user to a drip campaign and follow up later? Do you disqualify the user? Is the user willing to change their business requirements to make this software work? Some of our users change how they process orders to make Connex work for them. Avoid scope creep with the 15-minute call. Trial users are usually disrespectful of your company’s time. Find a way to “yes” If your software lacks a feature and there is a workaround, suggest it. For example, customers would ask us if we had an Etsy integration. We said we can sync with it if the they purchase a 3rd party add-on. If your company plans to build a feature, alert the trial user. Systems like UserVoice and UpVoty can ask users to subscribe to a feature request and receive an alert when it is made.

Technology partners What kind of customers are you trying to attract? If you give API access, then you attract software developers. Can you provide the support that they need, and is it worth your time? Most companies that built for us were very small, and we failed to generate significant revenue from API access. Almost all companies use a commercial website, and custom websites are rare. Here are the pros and cons of technology partners: Pros: You place 3rd party developers on the hook for support and maintenance. You free up developer time. You can expand your customer base. You lack developers to connect to a 3rd party system. When I built a QuickBooks integration for Kentico CMS, I asked them why they never built one themselves. Their response was that QuickBooks was not their business model. Connecting to QuickBooks is challenging and it requires a heavy lift for software developers. Cons: Building an integration could take several hours. Instead of building API access, can they integrate with you in another way? We pull orders from a variety of 3rd party shipping tools. Can the customer pull their sales into the shipping tool? Some developers fail to properly maintain and support their plugin. Your customers will call you and ask your company for help. If the 3rd party fails to respond, then you are in trouble. I advise gating your developer API to legitimate software companies only. Your company must provide developer support, which is also expensive and time-consuming. We had several instances where companies required multiple calls. It is difficult for some 3rd parties to follow developer guides and estimate costs. The 3rd party may have few clients and the cost to onboard the developer exceeds the sales.

When your team is stuck between conflicting goals or constraints, the question that will help them get unstuck and generate ideas is, “How can we?” This question starts with the confidence that your team can succeed. We can do this. But it also includes the humility to recognize you don’t have the answer yet. We can do this—but it will take all of us to figure it out. When you ask “How can we?” it’s often useful to follow up with finding the and between two seemingly disconnected or opposing goals.

Social Media Advertising - Different Options & Their Benefits How To Use Social Media Paid Ads Ideally? What is the most effective way to make use of social media ads? Choosing which social media platform to advertise on depends on your target audience. You need to understand which platforms are being used, the type of campaigns that can run on each platform, and what investment you’ll be required to make. Pew Research Center’s report helps give us an idea of the most preferred platform for various demographics. For example, if your product caters to the teenage group, consider advertising on Instagram, TikTok, or Snapchat. If you’re catering to a more B2B client, you can consider LinkedIn. Once you understand where your audience spends the most time, you can narrow down the platforms. However, we’d still advise on A/B testing various platforms. You’d be surprised by how many B2B clients you can find on TikTok! What Are The Most Popular Social Media Ads? Here is a brief rundown of the various social media ad options available. 1. Facebook Ads Facebook Ads are the most successful form of social media advertising. Statistics show that Facebook paid ads have an average conversion rate of 9.21%. They’re easy to set up and track, and allow you to measure campaign performance easily, giving insights into how well your ads are performing. They also offer a wide range of targeting options that help you reach people who might be interested in what you’re selling, which is why they’re so effective at generating sales leads. Facebook Ads are also highly targeted. You can target specific demographics or audiences based on gender, age range, location, and other details such as interests and behaviors or job titles. This helps ensure that only people who are interested in what you’re offering, see your ad on Facebook. 2. Twitter Ads Twitter ads are a great way to reach your target audience, especially if your company already has a presence on the platform. They’re easy to set up and manage so you can focus on other aspects of your business. As of 2022, they have an average conversion rate of 0.77%. Twitter ads also offer simple targeting options that let you get more followers, increase engagement with existing customers and gain new followers interested in what you have to offer. There are multiple ad options to choose from for accomplishing various advertising goals, including promoted ads, follower ads, amplify ads, and takeover ads. Promoted and follower ads have a much wider average cost range than their takeover counterparts. 3. LinkedIn Ads LinkedIn is a professional networking site, so it’s not as casual as other social media platforms like Instagram and Facebook. As a result, users are more likely to be interested in what you are promoting on the platform because they’re looking for something related to their professional lives. LinkedIn has an average click-through rate of 0.65%. In addition, the conversion rate for LinkedIn ads is also fairly decent (2.35%). They can have high or low conversion rates depending on factors like interests and demographics. But if your ad is effectively targeted, it will have more chances of enjoying a higher conversion rate. 4. Instagram Ads As a younger demographic, Instagram users make up a great target audience for social media advertising. They are highly engaged in the platform and are more likely to respond to call-to-action than other demographics. 5. YouTube Ads YouTube ads are excellent for marketers with video content to promote their business. Furthermore, the advertising options offered by this platform ensure that you needn't bother with YouTuber fame or even a large number of subscribers on your channel to spread the word on this platform.

1. How much did you know about the culture Julia Haart grew up in before you read the book? What were some things that surprised you? 2. Religions come with many rules. What do you think religious rules provide for followers? 3. Talk about the role of women in the cloistered community. What are their responsibilities? Are the ideal standards to which they are held consistent with their realities? What other faiths tout similar views? 4. Julia has a very complicated view of her mother. How do you think that this informs her own role as a mother to four children? What example do you think her journey sets for them? 5. What traits from her upbringing, if any, do you think Julia has brought with her to her new life? 6. Have you ever experienced a situation in which you had to set boundaries or leave behind a group in order to be true to yourself? What feelings did you have surrounding that? What was the result? 7. Julia references many of the difficulties that some people who leave her former community face. How do you think her assertion that the community “forced them to be unprepared for modernity” ultimately serves to ensure its continuity? 8. Ultra-Orthodox Jews cite modesty and simplicity as the foundation of their values, yet Julia describes the high costs associated with following the community’s strict traditions and customs. How does this materialism conflict with the community’s values? How is it similar to materialism in the secular world? 9. Discuss your reaction to the fact that Julia was not born into ultra-Orthodox Judaism. How do you think her life might have been different if her mother and father had not converted? 10. Toward the end of the book, Julia states, “Every time I win, it makes me stronger and more able to handle the next attack that comes my way…. Now I listen to my own voice.” In what other ways has Julia demonstrated that same resolve throughout her life? 11. Seven years after leaving behind her community, Julia says she feels closer to a higher power than she ever did when she was religious. What does her memoir say about religion versus spirituality? 12. The memoir takes place in the period before My Unorthodox Life aired on Netflix in 2021. Did you watch the show before you read Brazen? What surprised you about Julia’s story that wasn’t addressed in the show? Did learning more of her backstory from the book change your understanding of Julia’s life on screen in any way? ABOUT THE AUTHOR Julia Haart is the CEO, co-owner, and chief creative officer of Elite World Group.

When it comes to demonstrating results, there are two common problems leaders experience: blind trust and lost trust. Leaders who trust blindly assume that because everyone has understood and agreed, everything will happen as it should. They neglect to follow up because they get busy, they worry that inspecting conveys mistrust, or they don’t think they should have to follow up. Leaders who lose trust as they follow up typically focus exclusively on the numbers and neglect to lead the human beings on their team. A healthy Show will help your leaders avoid either of these problems and Galvanize the Genius you’ve worked so hard to build.

To work, your mission statement has to be all about the pain points (in other words, “what keeps your customers up at night?”) of your readers and followers. If it isn’t, it simply won’t work.

A trader will target you if you wish. It is up to your decision to become a customer. Corrupted civil servants will target you if you have to apply to them for a matter. The corrupted cops and intelligence officers will stand at your door with fake evidence and false witnesses, as soon as they are convinced that you have some money. But at least you can get rid of them by bribery. A killer will target you if he wants to. A terrorist will target you if you fit his purpose. But a racist will absolutely target you. You will be targeted as an enemy if you are a member of the minority, even if you are in your mother's womb. Because racists target the whole of humanity except those who follow them! And those who follow them are to be compelled to kill or impelled to be killed in the battlefield. -To be tried as a Jew-

Hire software, not humans. People are expensive. Software is not, usually because a lot of it is VC-subsidized in the name of growth. Take advantage of this by using Pilot or Bench instead of hiring an accountant or a CFO. Use Gusto to run payroll and benefits in five minutes. Because you are putting off hiring, you will also save money on all of the people-managing roles in your company, like an HR person and an office manager (see below). You may be surprised how far you can get with cheap software tools. For example, you can hire a human being to follow up with new customers every time someone signs up for your service or you can use automation tools like Zapier to send a follow-up email and to add those new customers to a queue to call later.

Amal, it's naïve to think that because somebody is ignorant they are a bad person. I feel so much for Leila because I know that she understands that she can be all she wants to be, not in spite of Islam, but because of it." "It's her mum's stupid fault." "Amal, Gulchin's just trying to bring up Leila in the only way she knows how. She married young. She never had the opportunity to gain an education. She can't read. She can't write. Her world has always been about raising her children and looking after her home. There's nothing wrong with that, if that's what she chooses." "Yeah, but she's forcing it on Leila!" "Which is wrong. But try to expand your mind and think about things from other people's perspectives. Everything is relative, If you want to understand a problem you look at its cause. You don't look at its manifestation." "How is that supposed to make Leila feel better?" She sighs, playing with my hair. "God knows... Sometimes, Amal, people are paralysed by their traditions and customs It's all they know, so you can't judge them for following and believing what they know." "Come off it, Mum! Any moron would realize that she following her village's culture, not Islam. So for her to g around and tell the world it's Islam when it's the exact opposite is so dumb!" "Yes, I know that. But from her point of view I believe she thinks she is simply trying to protect Leila." "Protect her from what? It's a crappy shopping spree" "Everybody's scared of what they don't know, Amal.

His next step was to detour ships on their way back from Vietnam, now empty of cargo, to Japan to pick up containers filled with inexpensive goods destined for U.S. customers. Manufacturers in the Asian “tigers”—South Korea, Taiwan, Hong Kong, and Singapore—followed suit. It was the spread of this innovation, and the networks and system that implemented it, that integrated East Asia into the world economy.

The thermostat was important, of course, but it occupied only a tiny fraction of the customer journey: 10% of our customers’ experience was the website, advertising, packaging, and in-store display: first we had to convince people to buy it or at least consider and research it. 10% was installation: following the instructions to get it onto your wall with minimal nervousness and power outages. 10% was looking at and touching the device: it had to be beautiful so people would want it in their homes. But after a week it learned what you liked and when you were away, so you didn’t really need to touch it much. If we did our job right, customers would only interact with it here and there, during unexpected cold snaps or heat waves. 70% of the customer experience was on people’s phones or laptops: you’d open the app to turn up the heat on the way home, or you’d see how long the AC was on in Energy History, or you’d tweak your schedule. Then you’d check your email and see a summary of how much energy you used that month. And if you had an issue, you’d go to our website and use the online troubleshooter or read a support article. If we didn’t execute well on any one of these parts of the customer experience, Nest would have failed. Each phase of the journey has to be great in order to move customers naturally into the next, to overcome the moments of friction between them.

To cut through the noise, the company in question worked to arm its reps to teach physicians new insights—not about their products, but about how to improve their own effectiveness as medical practitioners. Relying on the company’s wealth of knowledge on disease management, their marketing team built a series of “patient journeys” that reps could share with doctors. These journeys looked at the entire cycle of an illness, from the time symptoms appear to treatment and, finally, follow-up.