Customers Come First Quotes

Paine suffered then, as now he suffers not so much because of what he wrote as from the misinterpretations of others... He disbelieved the ancient myths and miracles taught by established creeds. But the attacks on those creeds - or on persons devoted to them - have served to darken his memory, casting a shadow across the closing years of his life. When Theodore Roosevelt termed Tom Paine a 'dirty little atheist' he surely spoke from lack of understanding. It was a stricture, an inaccurate charge of the sort that has dimmed the greatness of this eminent American. But the true measure of his stature will yet be appreciated. The torch which he handed on will not be extinguished. If Paine had ceased his writings with 'The Rights of Man' he would have been hailed today as one of the two or three outstanding figures of the Revolution. But 'The Age of Reason' cost him glory at the hands of his countrymen - a greater loss to them than to Tom Paine. I was always interested in Paine the inventor. He conceived and designed the iron bridge and the hollow candle; the principle of the modern central draught burner. The man had a sort of universal genius. He was interested in a diversity of things; but his special creed, his first thought, was liberty. Traducers have said that he spent his last days drinking in pothouses. They have pictured him as a wicked old man coming to a sorry end. But I am persuaded that Paine must have looked with magnanimity and sorrow on the attacks of his countrymen. That those attacks have continued down to our day, with scarcely any abatement, is an indication of how strong prejudice, when once aroused, may become. It has been a custom in some quarters to hold up Paine as an example of everything bad. The memory of Tom Paine will outlive all this. No man who helped to lay the foundations of our liberty - who stepped forth as the champion of so difficult a cause - can be permanently obscured by such attacks. Tom Paine should be read by his countrymen. I commend his fame to their hands. {The Philosophy of Paine, June 7, 1925}

In every company which I have done strategic planning, the number-one value people choose is always integrity. The second values may be quality of products and services, caring about people, excellent customer service, profitability , innovation, entrepreneurship, and others. But integrity always comes first.

When you first start off trying to solve a problem, the first solutions you come up with are very complex, and most people stop there. But if you keep going, and live with the problem and peel more layers of the onion off, you can oftentimes arrive at some very elegant and simple solutions. Most people just don't put in the time or energy to get there.

When we first come here in 1973, two men came to restaurant and say, ‘Go back to China and take your filthy, foreign food with you.’ I say, ‘You are angry. Anger comes from stomach. Sit. I bring you soup. For free. It will make you feel better.’ They ate my wonton soup. Recipe from my grandmother. They have been customers of restaurant for forty years. Meet force with softness. Recipe for life. Now you understand.” And, strangely, he did.

There’s barely a product or service on the market today that customers can’t buy from someone else for about the same price, about the same quality, about the same level of service and about the same features. If you truly have a first-mover’s advantage, it’s probably lost in a matter of months. If you offer something truly novel, someone else will soon come up with something similar and maybe even better. But if you ask most businesses why their customers are their customers, most will tell you it’s because of superior quality, features, price or service. In other words, most companies have no clue why their customers are their customers. This is a fascinating realization.

I was lost a long time, without knowing it. Without the Faith, one is free, and that is a pleasant feeling at first. There are no questions of conscience, no constraints, except the constraints of custom, convention and the law, and these are flexible enough for most purposes. It is only later that terror comes. One is free - but free in chaos, in an unexplained and unexplainable world. One is free in a desert, from which there is no retreat but inward, toward the hollow core of oneself. There is nothing to build on but the small rock of one's own pride, and this is a nothing, based on nothing... I think, therefore I am. But what am I? An accident of disorder, going no place.

Which comes first, the customer or the designer? Do we make fashion, or does fashion make us? The more we think about the question, the more the answer slips through our fingers.

Six Strategy Traps 1) The do-it-all strategy: failing to make choices, and making everything a priority. Remember, strategy is choice. 2) The Don Quixote strategy: attacking competitive "walled cities" or taking on the strongest competitor first, head-to-head. Remember, where to play is your choice. Pick somewhere you can have a choice to win. 3) The Waterloo Strategy: starting wars on multiple fronts with multiple competitors at the same time. No company can do everything well. If you try to do so, you will do everything weakly. 4) The something-for-everyone strategy: attempting to capture all consumer or channel or geographic or category segments at once. Remember, to create value, you have to choose to serve some constituents really well and not worry about the others. 5) The dreams-that-never-come-true strategy: developing high-level aspirations and mission statements that never get translated into concrete where-to-play and how-to-win choices, core capabilities, and management systems. Remember that aspirations are not strategy. Strategy is the answer to all five questions in the choice cascade. 6) The program-of-the-month strategy: settling for generic industry strategies, in which all competitors are chasing the same customers, geographies, and segments in the same way. The choice cascade and activity system that supports these choices should be distinctive. The more your choices look like those of your competitors, the less likely you will ever win.

The year was 1987, but it might as well have been the Summer of Love: I was twenty, had hair down to my shoulders, and was dressed like an Indian rickshaw driver. For those charged with enforcing our nation’s drug laws, it would have been only prudent to subject my luggage to special scrutiny. Happily, I had nothing to hide. “Where are you coming from?” the officer asked, glancing skeptically at my backpack. “India, Nepal, Thailand…” I said. “Did you take any drugs while you were over there?” As it happens, I had. The temptation to lie was obvious—why speak to a customs officer about my recent drug use? But there was no real reason not to tell the truth, apart from the risk that it would lead to an even more thorough search of my luggage (and perhaps of my person) than had already commenced. “Yes,” I said. The officer stopped searching my bag and looked up. “Which drugs did you take? “I smoked pot a few times… And I tried opium in India.” “Opium?” “Yes.” “Opium or heroin? “It was opium.” “You don’t hear much about opium these days.” “I know. It was the first time I’d ever tried it.” “Are you carrying any drugs with you now?” “No.” The officer eyed me warily for a moment and then returned to searching my bag. Given the nature of our conversation, I reconciled myself to being there for a very long time. I was, therefore, as patient as a tree. Which was a good thing, because the officer was now examining my belongings as though any one item—a toothbrush, a book, a flashlight, a bit of nylon cord—might reveal the deepest secrets of the universe. “What is opium like?” he asked after a time. And I told him. In fact, over the next ten minutes, I told this lawman almost everything I knew about the use of mind-altering substances. Eventually he completed his search and closed my luggage. One thing was perfectly obvious at the end of our encounter: We both felt very good about it.

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.

The secret to success in business, and in life, is to serve others. Put others first in all you do.

The customer always comes first.

The sexual eagle exults he will gild the earth once more his descending wing his ascending wing sways imperceptibly the sleeves of the peppermint and all the water's adorable undress Days are counted so clearly that the mirror has yielded to a froth of fronds of the sky i see but one star now around us there is only the milk describing its dizzy ellipsis from which sometimes soft intuition with pupils of eyed agate rises to poke its umbrella tip in the mud of the electric light then great reaches cast anchor stretch out in the depths of my closed eyes icebergs radiating the customs of all the worlds yet to come bron from a fragment of you fragment unkown and iced on the wing your existence the giant bouquet escaping fr4om my arms is badly tied it didgs out walls unrolls the stairs of houses loses its leaves in the show windows of the street to gether the news i am always leaving to gather the news the newspaper is glass today and if letters no longer arrive it's that the train has been consumed the great incision of the emerald which gaave birth to the foliage is scarred for always the sawdust of blinding snow and the quarries of flesh are sounding along on the first shelf reversed on this shelf i take the impression of death and life to the liquid air

In 2011 a pharmacy opened in San Francisco manned by a single robot. When a human comes to the pharmacy, within seconds the robot receives all of the customer’s prescriptions, as well as detailed information about any other medicines she takes, and her suspected allergies. The robot ensures that the new medications don’t interact adversely with any other medicine or allergy, and then dispenses the required drug to the customer. In its first year of operation the robotic pharmacist provided 2 million prescriptions, without making a single mistake.

Behold Lucius I am come, thy weeping and prayers hath mooved mee to succour thee. I am she that is the naturall mother of all things, mistresse and governesse of all the Elements, the initiall progeny of worlds, chiefe of powers divine, Queene of heaven! the principall of the Gods celestiall, the light of the goddesses: at my will the planets of the ayre, the wholesome winds of the Seas, and the silences of hell be diposed; my name, my divinity is adored throughout all the world in divers manners, in variable customes and in many names, for the Phrygians call me the mother of the Gods: the Athenians, Minerva: the Cyprians, Venus: the Candians, Diana: the Sicilians Proserpina: the Eleusians, Ceres: some Juno, other Bellona, other Hecate: and principally the Aethiopians which dwell in the Orient, and the Aegyptians which are excellent in all kind of ancient doctrine, and by their proper ceremonies accustome to worship mee, doe call mee Queene Isis. Behold I am come to take pitty of thy fortune and tribulation, behold I am present to favour and ayd thee, leave off thy weeping and lamentation, put away all thy sorrow, for behold the healthfull day which is ordained by my providence, therefore be ready to attend to my commandement. This day which shall come after this night, is dedicated to my service, by an eternall religion, my Priests and Ministers doe accustome after the tempests of the Sea, be ceased, to offer in my name a new ship as a first fruit of my Navigation.

The knowledge both of the Poet and the Man of science is pleasure; but the knowledge of the one cleaves to us as a necessary part of our existence, our natural and unalienable inheritance; the other is a personal and individual acquisition, slow to come to us, and by no habitual and direct sympathy connecting us with our fellow-beings. The Man of science seeks truth as a remote and unknown benefactor; he cherishes and loves it in his solitude: the Poet, singing a song in which all human beings join with him, rejoices in the presence of truth as our visible friend and hourly companion. Poetry is the breath and finer spirit of all knowledge; it is the impassioned expression which is in the countenance of all Science. Emphatically may it be said of the Poet, as Shakespeare hath said of man, ‘that he looks before and after.’ He is the rock of defence for human nature; an upholder and preserver, carrying everywhere with him relationship and love. In spite of difference of soil and climate, of language and manners, of laws and customs: in spite of things silently gone out of mind, and things violently destroyed; the Poet binds together by passion and knowledge the vast empire of human society, as it is spread over the whole earth, and over all time. The objects of the Poet’s thoughts are everywhere; though the eyes and senses of man are, it is true, his favourite guides, yet he will follow wheresoever he can find an atmosphere of sensation in which to move his wings. Poetry is the first and last of all knowledge—it is as immortal as the heart of man.

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.

The difference of natural talents in different men, is, in reality, much less than we are aware of; and the very different genius which appears to distinguish men of different professions, when grown up to maturity, is not upon many occasions so much the cause, as the effect of the division of labour. The difference between the most dissimilar characters, between a philosopher and a common street porter, for example, seems to arise not so much from nature, as from habit, custom, and education. When they came in to the world, and for the first six or eight years of their existence, they were, perhaps, very much alike, and neither their parents nor play-fellows could perceive any remarkable difference. About that age, or soon after, they come to be employed in very different occupations. The difference of talents comes then to be taken notice of, and widens by degrees, till at last the vanity of the philosopher is willing to acknowledge scarce any resemblance.

And so all the time the European brain has held onto two contradictory things. The first is the dominant established narrative of a generation: that anyone in the world can come to Europe and become a European, and that in order to become a European you merely need to be a person in Europe. The other part of the European brain has spent these years watching and waiting. This part could always recognise that the new arrivals were not only coming in unprecedented numbers but were bringing with them customs that, if not all unprecedented, had certainly not existed in Europe for a long time. The first part of the brain insists that the newcomers will assimilate and that, given time, even the most hard-to-swallow aspects of the culture of the new arrivals will become more recognisably European. Optimism favours the first part of the brain. Events favour the second, which increasingly begins to wonder whether anyone has the time for the changes that are meant to happen.

Yoruba people have a custom of naming twins Taiwo and Kehinde. Taiwo is the older twin, the one who comes out first. Kehinde, therefore, is the second-born twin. But Kehinde is also the older twin, because he says to Taiwo, “Go out first and test the world for me.

Being busy helping customers meant that I had no time to train the way I was used to, with an intense four-or five-hour workout each day. So I adopted the idea of training twice a day, two hours before work and two hours from seven to nine in the evening, when business slacked off and only the serious lifters were left. Split workouts seemed like an annoyance at first, but I realized I was onto something when I saw the results: I was concentrating better and recovering faster while grinding out longer and harder sets. On many days I would add a third training session at lunchtime. I'd isolate a body part that I thought was weak and give it thirty or forty minutes of my full attention, blasting twenty sets of calf raises, say, or one hundred triceps extensions. I did the same thing some nights after dinner, coming back to train for an hour at eleven o'clock. As I went to sleep in my snug little room, I'd often feel one or another muscle that I'd traumatized that day jumping and twitching-just a side effect of a successful workout and every pleasing, because I knew those fibers would now recover and grow.

This is the heart of it, the scared woman who does not want to go alone to the man any longer, because when she does, when she takes of her baggy dress, displaying to him rancid breasts each almost as big as his own head, or no breasts, or mammectomized scar tissues taped over with old tennis balls to give her the right curves; when, vending her flesh, she stands or squats waiting, congealing the air firstly with her greasy cheesey stench of unwashed feet confined in week-old socks, secondly with her perfume of leotards and panties also a week old, crusted with semen and urine, brown-greased with the filth of alleys; thirdly with the odor of her dress also worn for a week, emblazoned with beer-spills and cigarette-ash and salted with the smelly sweat of sex, dread, fever, addiction—when she goes to the man, and is accepted by him, when all these stinking skins of hers have come off (either quickly, to get it over with, or slowly like a big truck pulling into a weigh station because she is tired), when she nakedly presents her soul’s ageing soul, exhaling from every pore physical and ectoplasmic her fourth and supreme smell which makes eyes water more than any queen of red onions—rotten waxy smell from between her breasts, I said, bloody pissy shitty smell from between her legs, sweat-smell and underarm-smell, all blended into her halo, generalized sweetish smell of unwashed flesh; when she hunkers painfully down with her customer on bed or a floor or in an alley, then she expects her own death. Her smell is enough to keep him from knowing the heart of her, and the heart of her is not the heart of it. The heart of it is that she is scared.

We’re finally living,” she whispered, putting her hand on her chest. “I’m doing things I never dreamed I’d get to do. I’m loving! I wanted to die because it hurt too much to live and you,” she gasped, tossing her hand at him. “You make me forget I was ever a whore.” “Come here,” he whispered. She slowly scooted over onto the seat, eyeing his harsh gaze. “Closer,” he said. “Until your lips are pressed into mine.” She took hold of his face and ran him over with a kiss, laughing when he smiled under the attack. He held her face, stroking her hair. “I think you should be a life coach,” he muttered. “Done. You’ll have to be my first customer.” “How much will this cost me?” “Everything,” she giggled. “And all your time.” “That’s

It’s estimated that more than forty thousand RVers dwell in the desert near Quartzsite from December through February. Bill Alexander has watched them come and go for what seems like forever. The outdoor recreation planner and lead park ranger at the Bureau of Land Management’s Yuma Field Office, he’s been working in this region for seventeen years. And after all that time, he says, he’s still impressed by the campers’ neighborliness. “We can have that guy who rides up on a bike with his dog on a leash and throws down his tent next to a guy in a $500,000 custom-built motorhome, and they get along just fine,” Bill told me. “That ability to coexist is based simply on their desire to enjoy the public land, and the fact that it belongs equally to the guy riding the bicycle as to the guy in the motorhome.

The ideal chopped-salad customer is himself efficient: he needs to eat his twelve-dollar salad in ten minutes because he needs the extra time to keep functioning within the job that allows him to afford a regular twelve-dollar salad in the first place. He feels a physical need for this twelve-dollar salad, as it’s the most reliable and convenient way to build up a vitamin barrier against the general malfunction that comes with his salad-requiring-and-enabling job.

My first impression was of handsome women wearing classic evening gowns and marvelous tiaras and necklaces. I imagined those heirloom diamonds and pearls coming out of the family vault or the bank safe-deposit box especially for this gala evening. The men looked dignified in tuxedos, tails, or uniforms with ribbons and medals--very English and very military. This was the British aristocracy as I’d always imagined it--the epitome of long-standing tradition, secure in its lineage and customs.

What's important to remember is that every customer interaction should be treated like a first impression. Until your on-demand customer becomes a loyal follower, he's probably already forgotten what his last touch was, so you'd better wow him or her this time. Don't skimp and don't cut corners when it comes to the external touches your brand makes. From experience I can tell you that you'll pay a much bigger price in customer retention if you go cheap when it comes to customer outreach and service.

Visionaries are especially afraid of a false negative: that customers will reject a flawed MVP that is too small or too limited. […] The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plan right into the ground. Instead, they process a unique combination of perseverance and flexibility.

8 Ways to Shine a Positive Light on Others 1. Let the other person appear smart. The person who desperately tries to be the smartest person in the room inevitably comes off as the least. 2. Don’t bring attention to anything which may embarrass another person. Whether your conversation partner has poor grammar, a pimple on his chin, or lacks social grace, a discreet person does not say or do anything which would make another feel ashamed, embarrassed, or humiliated. Allow the other person to maintain his own grace and dignity. 3. Ask their opinions, seek their advice, ask them inquiring questions. By allowing them to reveal their opinions and knowledge, you will demonstrate respect and make them feel important. 4. Practice patience. Sometimes it takes a person a moment to gather her thoughts, process information, or respond appropriately. Your patience is respectful and appreciated. 5. Maintain your calm. Rather than react with anger or defensiveness, regulate your response and shift the energy into a more positive direction. 6. Put your ego aside. Allow another to triumph and enjoy the spotlight. 7. Be aware and concerned for the feelings of others. 8. Purposely seek ways to put others at ease and make them feel comfortable.

that speaks to the little secret behind the relationships that small giants have with their suppliers and customers. It’s generally not the people at the top of the organization who create the intimate bonds. It’s the managers and employees who do the work of the business day in and day out. They are the ones who convey the spirit of the company to the outside world. Accordingly, they are the company’s first priority—which, from one perspective, is ironic. For all the extraordinary service and enlightened hospitality that the small giants offer, what really sets them apart is their belief that the customer comes second.

The wine club was something she’d started two years ago. As often as customers asked for her and Martin’s recommendations, it had seemed to be a worthwhile endeavor. Each month, she and Martin selected two wines with a combined value ranging from one hundred to one hundred and fifty dollars. She’d hesitated at first at the price, and had asked Martin whether they should consider offering more budgetfriendly wines. She’d worried that at those prices, people wouldn’t be willing to sign up for memberships. “If I pick it, they will come,” Martin had whispered dramatically. She’d given him six months to prove he was right. He had been.

There’s barely a product or service on the market today that customers can’t buy from someone else for about the same price, about the same quality, about the same level of service and about the same features. If you truly have a first-mover’s advantage, it’s probably lost in a matter of months. If you offer something truly novel, someone else will soon come up with something similar and maybe even better. But if you ask most businesses why their customers are their customers, most will tell you it’s because of superior quality, features, price or service. In other words, most companies have no clue why their customers are their customers.

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

I wished Adam weren’t jumping in for his turn. Because watching Adam wakeboard was not relaxing. He wasn’t careful when wakeboarding. Or in general. He was the opposite of careful. His life was one big episode of Jackass. He would do anything on a dare, so the older boys dared him a lot. My role in this game was to run and tell their mom. If I’d been able to run faster when we were kids, I might have saved Adam from a broken arm, several cracked ribs, and a couple of snake bites. Knowing this, it might not make a lot of sense that Mr. Vader let us wakeboard for the marina. But we’d come to wakeboarding only gradually. When we first started out, it was more like, Look at the very young children on water skis! How adorable. One time the local newspaper ran a photo of me and Adam waterskiing double, each of us holding up an American flag. It’s okay for you to gag now. I can take it. But Mr. Vader was no fool. He understood things changed. After the second time Adam broke his collarbone, Mr. Vader put us under strict orders not to get hurt, because it was bad for business. Customers might not be so eager to buy a wakeboard and all the equipment if they witnessed our watery death. To enforce this rule, the punishment for bleeding in the boat was that we had to clean the boat. Adam cleaned the boat a lot last summer.

In reality, electrons move in “probability clouds.” So what do you tell a sixth grader? Do you talk about the motion of planets, which is easy to understand and nudges you closer to the truth? Or do you talk about “probability clouds,” which are impossible to understand but accurate? The choice may seem to be a difficult one: (1) accuracy first, at the expense of accessibility; or (2) accessibility first, at the expense of accuracy. But in many circumstances this is a false choice for one compelling reason: If a message can’t be used to make predictions or decisions, it is without value, no matter how accurate or comprehensive it is. Herb Kelleher could tell a flight attendant that her goal is to “maximize shareholder value.” In some sense, this statement is more accurate and complete than that the goal is to be “THE low-fare airline.” After all, the proverb “THE low-fare airline” is clearly incomplete—Southwest could offer lower fares by eliminating aircraft maintenance, or by asking passengers to share napkins. Clearly, there are additional values (customer comfort, safety ratings) that refine Southwest’s core value of economy. The problem with “maximize shareholder value,” despite its accuracy, is that it doesn’t help the flight attendant decide whether to serve chicken salad. An accurate but useless idea is still useless.

In Webvan’s case premature scaling was an integral part of the company culture and the prevailing venture capital “get big fast” mantra. Webvan spent $18 million to develop proprietary software and $40 million to set up its first automated warehouse before it had shipped a single item. Premature scaling had dire consequences since Webvan’s spending was on a scale that ensures it will be taught in business school case studies for years to come. As customer behavior continued to differ from the predictions in Webvan’s business plan, the company slowly realized it had overbuilt and over-designed. The business model made sense only at the high volumes predicted on the spreadsheet.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

The conduct of a new sedoretu is to some extent, and wisely, prescribed by custom and sanctioned by religion. The first night after the ceremony of marriage belongs to the Morning and Evening couples; the second night to the Day and Night couples. Thereafter the four spouses may join as and when they please, but always and only by invitation given and accepted, and the arrangements are to be known to all four. Four souls and bodies and all the years of their four lives to come are in the balance in each of those decisions and invitations; passion, negative and positive, must find its channels, and trust must be established, lest the whole structure fail to found itself solidly, or destroy itself in selfishness and jealousy and grief.

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

Danny Meyer of Union Square Hospitality Group talked about businesses having soul. He believed soul was what made a business great, or even worth doing at all. “A business without soul is not something I’m interested in working at,” he said. He suggested that the soul of a business grew out of the relationships a company developed as it went along. “Soul can’t exist unless you have active, meaningful dialogue with stakeholders: employees, customers, the community, suppliers, and investors. When you launch a business, your job as the entrepreneur is to say, ‘Here’s a value proposition that I believe in. Here’s where I’m coming from. This is my point of view.’ At first, it’s a monologue. Gradually it becomes a dialogue and then a real conversation.

the right way.’ Each went something like this: Step 1: They got me excited about all the new leads they would bring.   Step 2: I’d go through an onboarding process that felt valuable (and sometimes was).   Step 3: They assigned their “best” senior rep to my account.   Step 4: I saw some results.   Step 5: They moved my senior rep to the newest customer...   Step 6: A junior rep starts managing my account. My results suffered.   Step 7: I complained.   Step 8: The senior rep would come back once in a while to make me feel better.   Step 9: Results still suffered. And I’d eventually cancel.   Step 10: I’d search for another agency and repeat the cycle of insanity.   Step 11: For the zillionth time–Start wondering why I wasn’t getting results like the first time.

As entrepreneurs, product managers, developers, and designers, we love to spend our time coming up with cool new feature ideas and designing great user experiences. However, those items sit at the top two levels of the pyramid of user needs. First and foremost, the product needs to be available when the user wants to use it. After that, the product's response time needs to be fast enough to be deemed adequate. The next tier pertains to the product's quality: Does it work as it is supposed to? We then arrive at the feature set tier, which deals with functionality. At the top, we have user experience (UX) design, which governs how easy—and hopefully how enjoyable—your product is to use. As with Maslow's hierarchy, lower-level needs have to be met before higher-level needs matter.

Mrs. Indianapolis was in town again. She looked like a can of Sprite in her green and yellow outfit. She always likes to come down to the front desk just to chat. It was 4:04 am and thankfully I was awake and at the front desk when she got off the elevator and walked towards me. 
 “Good morning, Jacob,” she said.
 “My name is Jarod,” I replied.
 “When did you change your name?” “I was born Jarod, and I’ll probably die. Maybe.”
 “You must be new here. You look like a guy named Jacob that used to work at the front desk.”
 “Nope, I’m not new. And there’s no Jacob that’s worked the front desk, nor anybody who looks or looked like me. How can I assist you, Mrs. Indianapolis?”
 “I’d like to inform you that the pool is emitting a certain odor.”
 “What sort of odor?”
 “Bleach.”
 “Ah, that’s what we like to call chlorine. It’s the latest craze in the sanitation of public pools. Between you and me, though, I think it’s just a fad.”
 “Don’t get sassy with me, young man. I know what chlorine is. I expect a clean pool when I go swimming. But what I don’t expect is enough bleach to get the grass stain out of a shirt the size of Kentucky.”
 “That’s not our policy, ma’am. We only use about as much chlorine as it would take to remove a coffee stain the size of Seattle from a light gray shirt the size of Washington.” “Jerry, I don’t usually give advice to underlings, but I’m feeling charitable tonight. So I’ll tell you that if you want to get ahead in life, you have to know when to talk and when not to talk. And for a guy like you, it’d be a good idea if you decided not to talk all the time. Or even better, not to talk at all.”
 “Some people say some people talk too much, and some people, the second some people, say the first some people talk to much and think too little. Who is first and who is second in this case? Well, the customer—that’s you, lady—always comes first.”
 “There you go again with the talking. I’d rather talk to a robot than to you.”
 “If you’d rather talk to a robot, why don’t you just find your husband? He’s got all the personality and charm of a circuit board. Forgive me, I didn’t mean that.”
 “I should hope not!”
 “What I meant to say was fried circuit board. It’d be quite absurd to equate your husband’s banter to a functioning circuit board.”
 “I’m going to have a talk to your manager about your poor guest service.”
 “Go ahead. Tell him that Jerry was rude and see what he says. And by the way, the laundry room is off limits when no lifeguard is on duty.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

What could be more subtle, for instance, than the instinct which had prompted her to hang on the walls of her drawing-room three paintings, all by Douanier Rousseau? Her guests, on coming into this room, were put at ease by the presence of pictures, and ‘modern’ pictures at that, which they could recognize at first sight. Faced by the work of Seurat, of Matisse, even of Renoir, who knows but that they might hesitate, the name of the artist not rising immediately to their lips? But at the sight of those fantastic foliages, those mouthing monkeys, there could arise no doubt; even the most uncultured could murmur: ‘What gorgeous Rousseaus you have here. I always think it is so wonderful that they were painted by a common customs official – abroad, of course.’ And buoyed up by a feeling of intellectual adequacy, they would thereafter really enjoy themselves.

Then one day Chip showed up with the back of his pickup truck just loaded with old metal letters he’d found at a flea market--big, oddly shaped letters taken from various old signs. They were mismatched and rusty and dented--and I loved them. We tacked them up on the front of the shop, spelling out the name that would come to mean so much: Magnolia. The letters were uneven and looked a little handmade and ragged, but it seemed to work. I loved this sign because Chip designed it and made it with his own two hands. It came together in such an imperfectly perfect way, and I hoped people would get it. To this day that sign is one of my proudest accomplishments. I’m no Joanna Gaines, but I certainly see things differently and love design in my own unique way. That first sign really reflected that for me. I would glow when I would hear a customer come in the shop and say, “I saw the sign and just had to stop in.

everything that has life gives sign of satisfaction, and the cattle that lie on the ground seem to have great and tranquil thoughts. These halcyons may be looked for with a little more assurance in that pure October weather which we distinguish by the name of the Indian summer. The day, immeasurably long, sleeps over the broad hills and warm wide fields. To have lived through all its sunny hours, seems longevity enough. The solitary places do not seem quite lonely. At the gates of the forest, the surprised man of the world is forced to leave his city estimates of great and small, wise and foolish. The knapsack of custom falls off his back with the first step he takes into these precincts. Here is sanctity which shames our religions, and reality which discredits our heroes. Here we find Nature to be the circumstance which dwarfs every other circumstance, and judges like a god all men that come to her. Nature, Ralph Waldo Emerson

The most insidious part of the traditional marketing model is that “big blowout launch” mythology. Of course, equally seductive is the “build it and they will come” assumption that too many people associate with the Web. Both are too simple and rarely effective. Remember what Aaron Swartz realized. Users have to be pulled in. A good idea is not enough. Your customers, in fact, have to be “acquired.” But the way to do that isn’t with a bombardment. It’s with a targeted offensive in the right places aimed at the right people. Your start-up is designed to be a growth engine—and at some point early on, that engine has to be kick-started. The good news is that we have to do that only once. Because the next step isn’t about getting more attention or publicity. The endless promotional cycle of traditional marketing is not our destiny. Because once we bring our first customers in, our next move is to set about turning them into an army.

With this single maneuver, Vincent engaged several important principles of influence. First, even those who did not take his suggestions felt Vincent had done them a favor by offering valuable information to help them order. Everyone felt grateful, and consequently, the rule of of reciprocation worked in his favor when it came time to decide on his gratuity. Besides hiking up the percentage of his tip, Vincent’s ploy also placed him in a position to increase the size of the party’s order. It established him as an authority on the current stores of the house: he clearly knew what was and wasn’t good that night. Moreover—and here is where seeming to argue against his own interests comes in—it proved him to be a trustworthy informant because he recommended dishes slightly less expensive than the one originally ordered. Rather than having appeared to try to line his own pockets, he seemed to have the customers’ best interests at heart.

The first thing he did was to attempt to analyse a mental device he was in the habit of resorting to - a device that supplied him with the secret substratum of his whole life. This was a certain trick he had of doing what he called 'sinking into his soul’. This trick had been a furtive custom with him from very early days. In his childhood his mother had often rallied him about it in her light-hearted way, and had applied to these trances, or these fits of absent-mindedness, an amusing but rather indecent nursery name. His father, on the other hand, had encouraged him in these moods, taking them very gravely, and treating him, when under their spell, as if he were a sort of infant magician. It was, however, when staying in his grandmother's house at Weymouth that the word had come to him which he now always used in his own mind to describe these obsessions. It was the word ‘mythology’ ; and he used it entirely in a private sense of his own.

So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.

The crowding of the people out of the country into the city aggravated the misery; and the newly-arrived suffered most. For, having no houses of their own, but inhabiting in the height of summer stifling huts, the mortality among them was dreadful, and they perished in wild disorder. The dead lay as they had died, one upon another, while others hardly alive wallowed in the streets and crawled about every fountain craving for water.The temples in which they lodged were full of the corpses of those who died in them; for the violence of the calamity was such that men, not knowing where to turn, grew reckless of all law, human and divine.The customs which had hitherto been observed at funerals were universally violated, and they buried their dead each one as best he could. Many, having no proper appliances, because the deaths in their household had been so numerous already, lost all shame in the burial of the dead.When one man had raised a funeral pile, others would come, and throwing on their dead first, set fire to it; or when some other corpse was already burning, before they could be stopped, would throw their own dead upon it and depart. (Book 2 Chapter 52)

Among the fraudulent farmworker amnesties approved by the INS was one from Egyptian Mahmud Abouhalima,7 or—as he was known in the terrorist community—“Mahmud the Red.” Mahmud had come to the United States as a “tourist” from Germany—where he had been denied political asylum, but got around that by marrying an emotionally disturbed alcoholic, and then married another German woman after divorcing the first when she objected to his taking a second wife.8 At the end of 1985, Mahmud and his second wife took a “three-week” trip to the United States on tourist visas and promptly settled into an apartment in Brooklyn.9 Luckily for Mahmud, just as his tourist visa was expiring six months later, Schumer’s farmworker amnesty became law. So Mahmud submitted an application, claiming to have worked on a farm in South Carolina, despite having never left New York, except one short visit to the Michigan Islamic community.10 Mahmud was approved. Otherwise, crops would rot in the fields! And what a wonderful agricultural worker Mahmud was. He became a limo driver in New York, where he repeatedly had his license suspended for ripping off customers and speeding through red lights because he was busy reading the Koran.

other gentlemen had come out with him. One was a low-spirited gentleman of middle age, of a meagre habit, and a disconsolate face; who kept his hands continually in the pockets of his scanty pepper-and-salt trousers, very large and dog’s-eared from that custom; and was not particularly well brushed or washed. The other, a full-sized, sleek, well-conditioned gentleman, in a blue coat with bright buttons, and a white cravat. This gentleman had a very red face, as if an undue proportion of the blood in his body were squeezed up into his head; which perhaps accounted for his having also the appearance of being rather cold about the heart. He who had Toby’s meat upon the fork, called to the first one by the name of Filer; and they both drew near together. Mr. Filer being exceedingly short-sighted, was obliged to go so close to the remnant of Toby’s dinner before he could make out what it was, that Toby’s heart leaped up into his mouth. But Mr. Filer didn’t eat it. “This is a description of animal food, Alderman,” said Filer, making little punches in it, with a pencil-case, “commonly known to the labouring population of this country, by the name of tripe.” The Alderman laughed, and winked; for he was a merry fellow, Alderman Cute. Oh, and a sly fellow,

There is far more to the Islamic way of life than fasting and segregating women, of course. Praying five times a day, avoiding alcohol, the custom of eating with the right hand, leaving the left for ablutions and many health measures associated with Islam, such as ritual washing. Then there is the Qur’an itself and the sonorous power of the Arabic language, with an attractive system of ethics including a focus on alms-giving and the equality of believers. Putting all this together created a powerful religious technology which made its followers more aggressive, confident, united and with a higher birth rate than any competing civilization. [...] People in the West see the traditional culture of the Muslim Middle East as primitive and “backward,” and there are constant calls for modernization. In fact, as had been seen, Islamic culture is anything but backward. Civilization first arose in Egypt, Mesopotamia and the Indus Valley in what is now Pakistan. It is no coincidence that these lands, with the longest experience of civilization, are now strongly and fervently Muslim. Long experience of civilization has bred a high-S genotype and culture which perfectly adapt people to survive and expand their numbers in dense agricultural and urban populations. Such countries tend to be poor (if we leave out the anomalous effects of oil wealth), since their peoples lack the temperament for industrialization. But wealth at that level is of no benefit in the long-term struggle for survival and success. To paraphrase Christian scripture, what does it benefit a civilization if it gains wealth but loses its strength and vigor? The advantages of Islam can be clearly seen in countries with mixed populations. Lebanon once had a Christian majority but is now 54% Muslim. In Communist Yugoslavia the provinces with Muslim populations grew much faster and received tax revenue from the wealthier Christian states. The population of Kosovo, the spiritual homeland of Christian Serbia, grew from 733,000 in 1948 to over two million in 1994, with the Muslim component surging from 68% to 90%, and lately going even higher. Meanwhile, Muslims are migrating into Europe where Christianity is in decline, the birth rate is far below replacement level, and people no longer have much faith in their own culture. Over the next few decades, as the next chapter will indicate, the native peoples of the West will become feebler and fewer. This means that on current trends Europe will become an Islamic continent in a century or so. The 1,400-year struggle between Islam and the West is coming to end. pp. 227 & 229-230

. . . everything that has life gives sign of satisfaction, and the cattle that lie on the ground seem to have great and tranquil thoughts. These halcyons may be looked for with a little more assurance in that pure October weather which we distinguish by the name of the Indian summer. The day, immeasurably long, sleeps over the broad hills and warm wide fields. To have lived through all its sunny hours, seems longevity enough. The solitary places do not seem quite lonely. At the gates of the forest, the surprised man of the world is forced to leave his city estimates of great and small, wise and foolish. The knapsack of custom falls off his back with the first step he takes into these precincts. Here is sanctity which shames our religions, and reality which discredits our heroes. Here we find Nature to be the circumstance which dwarfs every other circumstance, and judges like a god all men that come to her. Nature, Ralph Waldo Emerson Aye, and poets send out the sick spirit to green pastures, like lame horses turned out unshod to the turf to renew their hoofs. A sort of yarb-doctors in their way, poets have it that for sore hearts, as for sore lungs, nature is the grand cure. But who froze to death my teamster on the prairie? And who made an idiot of Peter the Will Boy? The Confidence Man, Herman Melville

The market is the first force that has led to the shriveling of citizenship. The classic case is the Wal-Mart effect. A town has a Main Street of small businesses and mom-and-pop shops. The shopkeepers and their customers have relationships that are not just about economic transactions but are set in a context of family, neighborhood, people, and place. Then Wal-Mart comes to town. It offers lower prices. It offers convenience. Because of its scale and might in the marketplace, it can compensate its workers stingily and drive out competition.   The presence of Wal-Mart leads the townspeople to think of themselves primarily as consumers, and to shed other aspects of their identities, like being neighbors or parishioners or friends. As consumers first, they gravitate to the place with the lowest prices. Wal-Mart thrives. The small businesses struggle and lay off workers. They cut back on their sponsorship of tee ball, their support of the food bank. As the mom-and-pops give way to the big box, and commutes become necessary, lives become more frenetic and stressful. People see each other less often. The sense of mutual obligation that townsfolk once shared starts to evaporate. Microhabits of caring and sociability fall away. In this tableau of libertarian citizenship, market forces triumph and everyone gets better deals—yet everyone is now in many senses poorer.

The two techniques I refer to are undoing what has been done and isolating. The first of these has a wide range of application and goes back very far. It is, as it were, negative magic, and endeavours, by means of motor symbolism, to ‘blow away’ not merely the consequences of some event (or experience or impression) but the event itself. I choose the term ‘blow away’ advisedly, so as to remind the reader of the part played by this technique not only in neuroses but in magical acts, popular customs and religious ceremonies as well. [...] The same purpose may perhaps account for the obsession for repeating which is so frequently met with in this neurosis and the carrying out of which serves a number of contradictory intentions at once. When anything has not happened in the desired way it is undone by being repeated in a different way; and thereupon all the motives that exist for lingering over such repetitions come into play as well. [...] The second of these techniques which we are setting out to describe for the first time, that of isolation, is peculiar to obsessional neurosis. It, too, takes place in the motor sphere. When something unpleasant has happened to the subject or when he himself has done something which has a significance for his neurosis, he interpolates an interval during which nothing further must happen—during which he must perceive nothing and do nothing.

The direction of this new force, liberated by the love, vanity, and inspiration of a sharp little shop assistant, was through the spirit of the times to a personal power that were content to wish as large as possible, without any limitation or detailed idea. This spirit, since it was the Age of Reason, was love of Mystery. For it cannot be disguised that the prime effect of knowledge of the universe in which we are shipwrecked is a feeling of despair and disgust, often developing into an energetic desire to escape reality altogether. The age of Voltaire is also the age of fairy tales; the vast Cabinet de Fèes, some volumes of which Marie Antoinette took into her cell to console her, it is said, stood alongside the Encyclopèdie ... This impression of disgust, and this impulse to escape were naturally very strong in the eighteenth century, which had come to a singularly lucid view of the truth of the laws that govern our existence, the nature of mankind, its passions and instincts, its societies, customs, and possibilities, its scope and cosmical setting and the probable length and breadth of its destinies. This escape, since from Truth, can only be into Illusion, the sublime comfort and refuge of that pragmatic fiction we have already praised. There is the usual human poverty of all its possible varieties ... there are all the drugs, from subtle, all conquering opium to cheating, cozening cocaine. There is religion, of course, and music, and gambling; these are the major euphorias. But the queerest and oldest is the sidepath of Magic... At its deepest, this Magic is concerned with the creative powers of the will; at lowest it is but a barbarous rationalism, the first of all our attempts to force the heavens to be reasonable.

THE INSTRUCTION OF PTAHHOTEP Part II If you are one among guests At the table of one greater than you, Take what he gives as it is set before you; Look at what is before you, Don’t shoot many glances at him, Molesting him offends the ka. Don’t speak to him until he summons, One does not know what may displease; Speak when he has addressed you, Then your words will please the heart. The nobleman, when he is behind food, Behaves as his ka commands him; He will give to him whom he favors, It is the custom when night has come. It is the ka that makes his hands reach out, The great man gives to the chosen man; Thus eating is under the counsel of god, A fool is who complains of it. If you are a man of trust, Sent by one great man to another, Adhere to the nature of him who sent you. Give his message as he said it. Guard against reviling speech, Which embroils one great with another; Keep to the truth, don't exceed it, But an outburst should not be repeated. Do not malign anyone, Great or small, the ka abhors it. If you plow and there’s growth in the field, And god lets it prosper in your hand, Do not boast at your neighbors’ side, One has great respect for the silent man: Man of character is man of wealth. If he robs he is like a crocodile in court. Don’t impose on one who is childless, Neither decry nor boast of it; There is many a father who has grief, And a mother of children less content than another; It is the lonely whom god fosters, While the family man prays for a follower. If you are poor, serve a man of worth, That all your conduct may be well with the god. Do not recall if he once was poor, Don’t be arrogant toward him For knowing his former state; Respect him for what has accrued to him. For wealth does not come by itself. It is their law for him whom they love, His gain, he gathered it himself ; It is the god who makes him worthy And protects him while he sleeps. Follow your heart as long as you live, Do no more than is required, Do not shorten the time of “follow-the-heart,” Trimming its moment offends the ka Don’t waste time on daily cares Beyond providing for your household; When wealth has come, follow your heart, Wealth does no good if one is glum! If you are a man of worth And produce a son by the grace of god, If he is straight, takes after you, Takes good care of your possessions. Do for him all that is good, He is your son, your ka begot him, Don’t withdraw your heart from him. But an offspring can make trouble: If he strays, neglects your counsel, Disobeys all that is said, His mouth spouting evil speech, Punish him for all his talk They hate him who crosses you, His guilt was fated in the womb; He whom they guide can not go wrong, Whom they make boatless can not cross. If you are in the antechamber, Stand and sit as fits your rank Which was assigned you the first day. Do not trespass — you will be turned back, Keen is the face to him who enters announced, Spacious the seat of him who has been called. The antechamber has a rule, All behavior is by measure; It is the god who gives advancement, He who uses elbows is not helped. If you are among the people, Gain supporters through being trusted The trusted man who does not vent his belly’s speech, He will himself become a leader, A man of means — what is he like ? Your name is good, you are not maligned, Your body is sleek, your face benign, One praises you without your knowing. He whose heart obeys his belly Puts contempt of himself in place of love, His heart is bald, his body unanointed; The great-hearted is god-given, He who obeys his belly belongs to the enemy.

Today there is much talk about democratic ideals in the outside world. But not in Germany! For here in Germany we had more than enough time-fifteen years-to acquaint ourselves with these democratic ideals. And we ourselves had to pick up the legacy left behind by this democracy. Now we are being credited with many a truly astounding war aim, especially by the English. After all, England is quite experienced in issuing proclamations of objectives in warfare as it has waged the greatest number of wars the world over. Truly astounding are the war aims announced to us today. A new Europe will arise. This Europe will be characterized by justice. This justice will render armament obsolete. This will lead to disarmament at last. This disarmament in turn will bring about an economic blossoming. Change and trade will spring up-much trade-free trade. And with the sponsorship of this trade, culture shall once more blossom, and not only culture will benefit, but religion will also prosper. In other words: we are heading towards a golden age! Well, we have heard of this golden age before. Many times precisely the same people attempted to illustrate its virtues to us who are now flooding us with descriptions of its benefits. The records are old ones, played once too often. We can only pity these gentlemen who cannot even come up with a new idea to trap a great people. For all this they had already promised us in 1918. Then, too, England’s objectives in the war were the creation of this “new Europe,” the establishment of a “new justice,” of which the “right to selfdetermination of the peoples” was to form an integral part. Back then already they promised us justice to render obsolete-for all time-the bearing of any sort of weaponry. Back then already they submitted to us a program for disarmament-one for global disarmament. To make this disarmament more evident, it was to be crowned by the establishment of an association of nations bearing no arms. These were to settle their differences in the future-for even back then there was no doubt that differences would still arise-by talking them to death in discussion and debate, just as is the custom in democratic states. There would be no more shooting under any circumstances! In 1918, they declared a blessed and pious age to come! What came to pass in its stead we all lived to see: the old states were destroyed without even as much as asking their citizenry. Historic, ancient structures were severed, not only state bodies but grown economic structures as well, without anything better to take their place. In total disregard of the principle of the right to self-determination of the peoples, the European peoples were hacked to pieces, torn apart. Great states were dissolved. Nations were robbed of their rights, first rendered utterly defenseless and then subjected to a division which left only victors and vanquished in this world. And then there was no more talk of disarmament. To the contrary, armament went on. Nor did any efforts materialize to settle conflicts peacefully. The armed states waged wars just as before. Yet those who had been disarmed were no longer in a position to ward off the aggressions of those well armed. Naturally, this did not herald economic prosperity but, to the contrary, produced a network of lunatic reparations payments which led to increasing destitution for not only the vanquished, but also the so-called victors themselves. The consequences of this economic destitution were felt most acutely by the German Volk. International finance remained brutal and squeezed our Volk ruthlessly. Adolf Hitler – speech in the Sportpalast Berlin, January 30, 1940

Nations disappear, but their effect remains on the way of society, industry and craft. The manner of thinking and the character of literature and art; languages become dead but their words, proverbs, symbols and metaphors enter new languages to become a part of them; the divinity of old beliefs comes to an end, but old idols remain in the sleeve of every new religion and every fold of the turban and tiara; civilisations vanish but the palaces of a new civilisation keep dazzling with their marks and decorations Five thousand years ago such a civilisation arose in the valley of the Tigris and the Euphrates and before the eyes, it spread across the entire East. This civilisation established its authority for 2500 years from the Mediterranean to the Arabia Sea. Then the chants of the worshippers of Zoroaster arose in the fire temples of Persia, and the Achaemenid rulers raised the buildings of Iranian civilization over the rubble of Babylon and Nineveh. The civilisational current of the Tigris and the Euphrates mixed with the Iranian civilisation and neither the religion of the land between the two rivers remained nor the language; but we cannot forget the favour which the inhabitants there have bestowed on the world by introducing man to the knowledge and arts for the first time. The world’s oldest villages have been found in this same land between the two rivers; cultivation became a custom there for the first time indeed; the potter’s wheel was first invented there; the remains of the most ancient cities were found there; city-states were established for the first time in the same valley; and the first code of law was compiled on this very land. But the greatest feat of the ancient inhabitants is the invention of the art of writing. The first schools were also opened on the coasts of the Tigris and the Euphrates. The oldest libraries have also been available there and the oldest epics are also the creation of this area.

The people are pieces of software called avatars. They are the audiovisual bodies that people use to communicate with each other in the Metaverse. Hiro's avatar is now on the Street, too, and if the couples coming off the monorail look over in his direction, they can see him, just as he's seeing them. They could strike up a conversation: Hiro in the U-Stor-It in L.A. and the four teenagers probably on a couch in a suburb of Chicago, each with their own laptop. But they probably won't talk to each other, any more than they would in Reality. These are nice kids, and they don't want to talk to a solitary crossbreed with a slick custom avatar who's packing a couple of swords. Your avatar can look any way you want it to, up to the limitations of your equipment. If you're ugly, you can make your avatar beautiful. If you've just gotten out of bed, your avatar can still be wearing beautiful clothes and professionally applied makeup. You can look like a gorilla or a dragon or a giant talking penis in the Metaverse. Spend five minutes walking down the Street and you will see all of these. Hiro's avatar just looks like Hiro, with the difference that no matter what Hiro is wearing in Reality, his avatar always wears a black leather kimono. Most hacker types don't go in for garish avatars, because they know that it takes a lot more sophistication to render a realistic human face than a talking penis. Kind of the way people who really know clothing can appreciate the fine details that separate a cheap gray wool suit from an expensive hand-tailored gray wool suit. You can't just materialize anywhere in the Metaverse, like Captain Kirk beaming down from on high. This would be confusing and irritating to the people around you. It would break the metaphor. Materializing out of nowhere (or vanishing back into Reality) is considered to be a private function best done in the confines of your own House. Most avatars nowadays are anatomically correct, and naked as a babe when they are first created, so in any case, you have to make yourself decent before you emerge onto the Street. Unless you're something intrinsically indecent and you don't care.

Her mind escaped between them, and went exploring for itself through the great gaps they had made in the simple obedient assumptions of her girlhood. That question originally put in Paradise, "Why shouldn't we?" came into her mind and stayed there. It is a question that marks a definite stage in the departure from innocence. Things that had seemed opaque and immutable appeared translucent and questionable. She began to read more and more in order to learn things and get a light upon things, and less and less to pass the time. Ideas came to her that seemed at first strange altogether and then grotesquely justifiable and then crept to a sort of acceptance by familiarity. And a disturbing intermittent sense of a general responsibility increased and increased in her. You will understand this sense of responsibility which was growing up in Lady Harman's mind if you have felt it yourself, but if you have not then you may find it a little difficult to understand. You see it comes, when it comes at all, out of a phase of disillusionment. All children, I suppose, begin by taking for granted the rightness of things in general, the soundness of accepted standards, and many people are at least so happy that they never really grow out of this assumption. They go to the grave with an unbroken confidence that somewhere behind all the immediate injustices and disorders of life, behind the antics of politics, the rigidities of institutions, the pressure of custom and the vagaries of law, there is wisdom and purpose and adequate provision, they never lose that faith in the human household they acquired amongst the directed securities of home. But for more of us and more there comes a dissolution of these assurances; there comes illumination as the day comes into a candle-lit uncurtained room. The warm lights that once rounded off our world so completely are betrayed for what they are, smoky and guttering candles. Beyond what once seemed a casket of dutiful security is now a limitless and indifferent universe. Ours is the wisdom or there is no wisdom; ours is the decision or there is no decision. That burthen is upon each of us in the measure of our capacity. The talent has been given us and we may not bury it.

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

Liberal anticulture rests on three pillars: first, the wholesale conquest of nature, which consequently makes nature into an independent object requiring salvation by the notional elimination of humanity; second, a new experience of time as a pastless present in which the future is a foreign land; and third, an order that renders place fungible and bereft of definitional meaning. These three cornerstones of human experience—nature, time and place—form the basis of culture, and liberalism’s success is premised upon their uprooting and replacement with facsimiles that bear the same names. The advance of this anticulture takes two primary forms. Anticulture is the consequence of a regime of standardizing law replacing widely observed informal norms that come to be discarded as forms of oppression; and it is the simultaneous consequence of a universal and homogenous market, resulting in a monoculture that, like its agricultural analogue, colonizes and destroys actual cultures rooted in experience, history, and place. These two visages of the liberal anticulture thus free us from other specific people and embedded relationships, replacing custom with abstract and depersonalized law, liberating us from personal obligations and debts, replacing what have come to be perceived as burdens on our individual autonomous freedom with pervasive legal threat and generalized financial indebtedness. In the effort to secure the radical autonomy of individuals, liberal law and the liberal market replace actual culture with an encompassing anticulture. This anticulture is the arena of our liberty—yet increasingly, it is rightly perceived as the locus of our bondage and even a threat to our continued existence. The simultaneous heady joy and gnawing anxieties of a liberated humanity, shorn of the compass of tradition and inheritance that were the hallmarks of embedded culture, are indicators of liberalism’s waxing success and accumulating failure. The paradox is our growing belief that we are thralls to the very sources of our liberation—pervasive legal surveillance and control of people alongside technological control of nature. As the empire of liberty grows, the reality of liberty recedes. The anticulture of liberalism—supposedly the source of our liberation—accelerates liberalism’s success and demise.

I’d met Madison, as I’ve already mentioned, two months earlier, in Budapest. I’d been at a conference. She’d been there with some girlfriends. We’d got talking in the hotel bar. An anthropologist, she’d said; that’s … exotic. Not at all, I’d replied; I work for an incorporated business, in a basement. Yes, she said, but … But what? I asked. Dances, and masks, and feathers, she eventually responded: that’s the essence of your work, isn’t it? I mean, even if you’re writing a report on workplace etiquette, or how to motivate employees or whatever, you’re seeing it all through a lens of rituals, and rites, and stuff. It must make the everyday all primitive and strange—no? I saw what she was getting at; but she was wrong. For anthropologists, even the exotic’s not exotic, let alone the everyday. In his key volume Tristes Tropiques, Claude Lévi-Strauss, the twentieth century’s most brilliant ethnographer, describes pacing the streets, all draped with new electric cable, of Lahore’s Old Town sometime in the nineteen-fifties, trying to piece together, long after the event, a vanished purity—of local colour, texture, custom, life in general—from nothing but leftovers and debris. He goes on to describe being struck by the same impression when he lived among the Amazonian Nambikwara tribe: the sense of having come “too late”—although he knows, from having read a previous account of life among the Nambikwara, that the anthropologist (that account’s author) who came here fifty years earlier, before the rubber-traders and the telegraph, was struck by that impression also; and knows as well that the anthropologist who, inspired by the account that Lévi-Strauss will himself write of this trip, shall come back in fifty more will be struck by it too, and wish—if only!—that he could have been here fifty years ago (that is, now, or, rather, then) to see what he, Lévi-Strauss, saw, or failed to see. This leads him to identify a “double-bind” to which all anthropologists, and anthropology itself, are, by their very nature, prey: the “purity” they crave is no more than a state in which all frames of comprehension, of interpretation and analysis, are lacking; once these are brought to bear, the mystery that drew the anthropologist towards his subject in the first place vanishes. I explained this to her; and she seemed, despite the fact that she was drunk, to understand what I was saying. Wow, she murmured; that’s kind of fucked. 2.8 When I arrived at Madison’s, we had sex. Afterwards,

As I write this, I know there are countless mysteries about the future of business that we’ve yet to unravel. That’s a process that will never end. When it comes to customer success, however, I have achieved absolute clarity on four points. First, technology will never stop evolving. In the years to come, machine learning and artificial intelligence will probably make or break your business. Success will involve using these tools to understand your customers like never before so that you can deliver more intelligent, personalized experiences. The second point is this: We’ve never had a better set of tools to help meet every possible standard of success, whether it’s finding a better way to match investment opportunities with interested clients, or making customers feel thrilled about the experience of renovating their home. The third point is that customer success depends on every stakeholder. By that I mean employees who feel engaged and responsible and are growing their careers in an environment that allows them to do their best work—and this applies to all employees, from the interns to the CEO. The same goes for partners working to design and implement customer solutions, as well as our communities, which provide the schools, hospitals, parks, and other facilities to support us all. The fourth and most important point is this: The gap between what customers really want from businesses and what’s actually possible is vanishing rapidly. And that’s going to change everything. The future isn’t about learning to be better at doing what we already do, it’s about how far we can stretch the boundaries of our imagination. The ability to produce success stories that weren’t possible a few years ago, to help customers thrive in dramatic new ways—that is going to become a driver of growth for any successful company. I believe we’re entering a new age in which customers will increasingly expect miracles from you. If you don’t value putting the customer at the center of everything you do, then you are going to fall behind. Whether you make cars, solar panels, television programs, or anything else, untold opportunities exist. Every company should invest in helping its customers find new destinations, and in blazing new trails to reach them. To do so, we have to resist the urge to make quick, marginal improvements and spend more time listening deeply to what customers really want, even if they’re not fully aware of it yet. In the end, it’s a matter of accepting that your success is inextricably linked to theirs.

OR. I will tell you, but these are the beginning for me of many [125] woes. After these evil things concerning my mother, on which I keep silence, had been wrought, I was driven an exile by the pursuits of the Erinnyes, when Loxias sent my foot [126] to Athens, that I might render satisfaction to the deities that must not be named. For there is a holy council, that Jove once on a time instituted for Mars on account of some pollution of his hands. [127] And coming thither, at first indeed no one of the strangers received me willingly, as being abhorred by the Gods, but they who had respect to me, afforded me [128] a stranger's meal at a separate table, being under the same house roof, and silently devised in respect to me, unaddressed by them, how I might be separated from their banquet [129] and cup, and, having filled up a share of wine in a separate vessel, equal for all, they enjoyed themselves. And I did not think fit to rebuke my guests, but I grieved in silence, and did not seem to perceive [their conduct,] deeply groaning, because I was my mother's slayer. [130] But I hear that my misfortunes have been made a festival at Athens, and that this custom still remains, that the people of Pallas honor the Libation Vessel. [131] But when I came to the hill of Mars, and stood in judgment, I indeed occupying one seat, but the eldest of the Erinnyes the other, having spoken and heard respecting my mother's death, Phœbus saved me by bearing witness, but Pallas counted out for me [132] the equal votes with her hand, and I came off victor in the bloody trial. [133] As many then as sat [in judgment,] persuaded by the sentence, determined to hold their dwelling near the court itself. [134] But as many of the Erinnyes as did not yield obedience to the sentence passed, continually kept driving me with unsettled wanderings, until I again returned to the holy ground of Phœbus, and lying stretched before the adyts, hungering for food, I swore that I would break from life by dying on the spot, unless Phœbus, who had undone, should preserve me. Upon this Phœbus, uttering a voice from the golden tripod, sent me hither to seize the heaven-sent image, and place it in the land of Athens. But that safety which he marked out for me do thou aid in. For if we can lay hold on the image of the Goddess, I both shall cease from my madness, and embarking thee in the bark of many oars, I shall settle thee again in Mycenæ. But, O beloved one, O sister mine, preserve my ancestral home, and preserve me, since all my state and that of the Pelopids is undone, unless we seize on the heavenly image of the Goddess.

If we take God’s Word seriously, we should avoid debt when possible. In those rare cases where we go into debt, we should make every effort to get out as soon as we can. We should never undertake debt without prayerful consideration and wise counsel. Our questions should be, Why go into debt? Is the risk called for? Will the benefits of becoming servants to the lender really outweigh the costs? What should we ask ourselves before going into debt? Before we incur debt, we should ask ourselves some basic spiritual questions: Is the fact that I don’t have enough resources to pay cash for something God’s way of telling me it isn’t his will for me to buy it? Or is it possible that this thing may have been God’s will but poor choices put me in a position where I can’t afford to buy it? Wouldn’t I do better to learn God’s lesson by foregoing it until—by his provision and my diligence—I save enough money to buy it? What I would call the “debt mentality” is a distorted perspective that involves invalid assumptions: • We need more than God has given us. • God doesn’t know best what our needs are. • God has failed to provide for our needs, forcing us to take matters into our own hands. • If God doesn’t come through the way we think he should, we can find another way. • Just because today’s income is sufficient to make our debt payments, tomorrow’s will be too (i.e., our circumstances won’t change). Those with convictions against borrowing will normally find ways to avoid it. Those without a firm conviction against going into debt will inevitably find the “need” to borrow. The best credit risks are those who won’t borrow in the first place. The more you’re inclined to go into debt, the more probable it is that you shouldn’t. Ask yourself, “Is the money I’ll be obligated to repay worth the value I’ll receive by getting the money or possessions now? When it comes time for me to repay my debt, what new needs will I have that my debt will keep me from meeting? Or what new wants will I have that will tempt me to go further into debt?” Consider these statements of God’s Word: • “True godliness with contentment is itself great wealth. After all, we brought nothing with us when we came into the world, and we can’t take anything with us when we leave it. So if we have enough food and clothing, let us be content” (1 Timothy 6:6-8). • “Those who love money will never have enough. How meaningless to think that wealth brings true happiness!” (Ecclesiastes 5:10). • “My child, don’t lose sight of common sense and discernment. Hang on to them, for they will refresh your soul. They are like jewels on a necklace. They keep you safe on your way, and your feet will not stumble. You can go to bed without fear; you will lie down and sleep soundly. You need not be afraid of sudden disaster or the destruction that comes upon the wicked, for the LORD is your security. He will keep your foot from being caught in a trap” (Proverbs 3:21-26). • “Don’t copy the behavior and customs of this world, but let God transform you into a new person by changing the way you think. Then you will learn to know God’s will for you, which is good and pleasing and perfect” (Romans 12:2).

Any prize off this bottom row,” the guy tells us, walking away to a waiting customer. “You did it!” I jump down off the counter and wrap my arms around his neck. “You won me a prize!” “Thank fuck.” His arms wrap around me. “I was starting to worry for a moment there. Felt like I was losing my man card.” I reach up on my tiptoes and kiss his lips. “Never. And thank you.” I tip my head back to look into his face. His hands slide down my back to my ass, and he gives it a squeeze. “Go pick your prize, Boston.” Leaving Liam, I head back to the counter and lean over, looking at the bottom row of prizes. I see all kinds of crap here, including really cheap-looking stuffed animals and dolls. I definitely do not want a doll. They freak me out. Then, I spy this sad-looking odd toy. Reaching over, I grab it. Liam comes up behind me as I right myself. His chest is pressed to my back. “Is that a…fucking knitted jellyfish?” I turn my head to look up at him. He’s squinting at the toy I’ve picked up. I look back down at it in my hands, and I think he’s right. It is a knitted jellyfish toy. “I think so.” It’s white and pink and looks like a little princess jellyfish. And the more I look at it, the cuter it becomes…in a weird knitted jellyfish way. “She looks like a jellyfish princess,” I say. “It looks like a piece of shit.” “Hey! You’ll hurt her feelings.” I jab him in the arm. Then, I hug her. “I shall call her Squishy, and she shall be mine.” I laugh, meeting Liam’s blank expression. “Finding Nemo? No?” I say. Liam slowly shakes his head, looking at me like I’ve lost my mind. “Okay, makes sense. You were probably too old to watch it when it first came out—you know, when I was still in diapers and you were out serenading teenage girls with the Backstreet Boys—hey!” I squeal when he digs me in the ribs with his fingers. “We’ll watch Nemo later, and then you’ll get the reference.” I turn to the guy. “I’ll take Squishy,” I tell him, holding the stuffed animal up. “Okay, what’s next?” I hook my arm through Liam’s, holding Squishy to my chest. “Hook a Duck.” “Hook a what?” I give him a confused look. “Duck.” “And what’s Hook a Duck?” “You don’t know what Hook a Duck is?” Liam looks appalled. “No…but I feel like I should.” “You should.” “What’s so special about it?” “Well, nothing special per se, but it’s like a rite of passage. Every kid plays Hook a Duck when they come to the fair.” “Hate to break it to you, Hunter, but we’re not kids.” “Maybe not. But it’s your first time at a fair in England, and you have to play.” Liam grabs my hand and sets off, I assume, in search of this Hook a Duck game. We find one a few minutes later, and it’s closed. All shut up with the tarpaulin covering the booth. “It’s closed. Never mind,” I say to him. I start to walk away, but Liam tugs me back by the hand he’s holding. “Like a little thing like it being closed is going to stop us from playing.” He gives me a grin and drops my hand. I watch as he unhooks the tarpaulin at the bottom and lifts it just enough so that he can sneak in underneath it. “Hunter, what are you doing?” I hiss. He ducks his head back out. “Come on,” he whispers, holding the material up for me to go under. “I’m not going in there.” “Yes you are. Now hurry the fuck up, or you’ll get me arrested for breaking into a Hook a Duck tent,” he whispers. “Ugh,” I complain.

order a bottle of wine, drink a toast to his wife’s pregnancy, and forget all about Jackson for a few hours. Instead, he paid his bill and headed out. The warrant for Logjam was a month old and no dealer could stay out of sight much longer than that before his customers migrated to a new supplier. Logjam would have resurfaced by now. The first place he visited was a washout. So was the second. He moved on to a zydeco joint. It stank of flat beer and stale smoke. The customers paid him little heed as he nursed a Canadian Club and ginger at the bar. He hadn’t long to wait until he spotted who held the concession. The bartender handed three customers a complimentary book of matches each as he set down their drinks. Two of them already had cigarettes lit, their lighters squared neatly on top of their cigarette packets. Val called him over. “I’m looking for a friend of mine.” The man eyeballed him. “A guy like you has no friends.” “His name’s Logjam. Have you seen him recently?” The bartender wiped the zinc counter with a sponge cloth. “Never heard of him. Does he come in here?” Val set his shield on the bar. “Have you

Sorabji's hair was long and matted, as was his beard. He'd spent six months in a tropical sun, and was now dark brown. His clothes had been disgusting after the first week; following local custom he had taken to wearing his shirt as a loincloth. Sorabji always liked to say that the unfortunate consul had travelled hundreds of miles into the interior to rescue a British citizen, only to find Gunga Din. It was true that the loincloth had come from Gieves & Hawkes, but this was not something you'd notice on a casual inspection.

I well remember the first great hemp shop that was opened in San Francisco around 1976. It was essentially a long wooden bar with stools for the customers. On the bar itself were a few large crocks containing the basic and cheaper forms of the weed—Panama Red, Acapulco Gold, Indian Ganja, and Domestic Green. But against the wall behind the bar stood a long cabinet furnished with hundreds of small drawers that a local guitar maker had decorated with intricate ivory inlays in the Italian style. Each drawer carried a label indicating the precise field and year of the product, so that one could purchase all the different varieties from Mexico, Lebanon, Morocco, Egypt, India, and Vietnam, as well as the carefully tended plants of devout cannabinologists here at home. Business was conducted with leisure and courtesy, and the salesmen offered small samples for testing at the bar, along with sensitive and expert discussion of their special effects. I might add that the stronger psychedelics, such as LSD, were coming to be used only rarely—for psychotherapy, for retreats in religious institutions, and in our special hospitals for the dying.

Soul can’t exist unless you have active, meaningful dialogue with stakeholders: employees, customers, the community, suppliers, and investors. When you launch a business, your job as the entrepreneur is to say, ‘Here’s a value proposition that I believe in. Here’s where I’m coming from. This is my point of view.’ At first, it’s a monologue. Gradually it becomes a dialogue and then a real conversation. Like breaking in a baseball glove. You can’t will a baseball glove to be broken in; you have to use it. Well, you have to use a new business, too. You have to break it in. If you move on to the next thing too quickly, it will never develop its soul. Look what happens when a new restaurant opens. Everyone rushes in to see it, and it’s invariably awkward because it hasn’t yet developed soul. That takes time to emerge, and you have to work at it constantly.

As we go ahead in our life, we become immobile with the old age and we lose all confidence. We find it very difficult to move out and we have to stay inside. But now you need not stay at one place and you can go out and see the beauty. We are the best mobility shop in London and we will get you the perfect scooters those are tailor made. At out shop you can get the best affordable mobility scooters in UK. We have out of the ordinary Disability Scooters London for disable people and we give them this opportunity to move with the great confidence. We have a varied range of scooters and you can get the one that is as per your needs and expectations. We make the scooters the way you want and this is the reason many people come to us. We will first have a word with you regarding the requirements and then make your scooter. This is the manner we get the customers satisfaction. We can also support you with the best brand Electric Mobility Scooter and you can get these in the most reasonable prices. You can also attempt our Portable Mobility Scooters and that can be the best for you. We like to make our customers happy and we can get them the best cheap Mobility Scooter UK. You can get the desired scooter in the most reasonable prices. It is not that we just give you the right scooters to you but once you take from us the scooters we will also get you the after sales service. We can get you the top quality Lightweight Mobility Scooters. For disabled persons we have Disability Scooters. If you are fining difficulty in walking then we can get you the Electric Wheelchairs and we can get you the best Electric Wheelchairs UK. We also have a huge variety of chairs and you can also try our Power Chairs UK. If you want some kinds of chair that can make you relaxed then you can get the best Recliner Chairs UK. We will get you all the mobility solutions. You can also take a trial of our Riser Chairs those are very comfortable. We will help you to save your money and w will get you the best type of cheap Electric Mobility Scooters and Cheap Mobility Scooters. We will help you to make huge savings and you can get from us Discount Mobility Scooters. You can depend on us for the quality matter and you can count on us as we are the best Mobility Shop UK. We deal with different types of chairs and you can get the best Mobility Chairs UK. We will also assist you to get the best kind of Mobility Scooters London. So if you think that you have become immobile then come to us and we will help you at our best! Now be mobile and enjoy yourselves

Uses of Custom Blinds Customized blinds may also be used to control the temperature in any room. For example, if the room in a home is chilly during the day time, the owner of the house and their family members can simply open up the blinds so that they'll let the sunlight in. The daylight helps to heat up the room without changing the temperature on the wall. Additionally, when it will get too sizzling, the household can shut the blinds so that they can cool the room down as nicely. Whatever the scenario, these blinds can be utilized for a wide variety of various purposes. Out there, there are various kinds of window shades. Choosing the right window blind is usually a bit hectic if it’s your first time. Listed below are some various varieties of window shades that you can choose from. Venetian blinds are the commonest and in style at this time. They're constructed from horizontal slates connected to one another. They function on a change or pull string. Some are product of wooden, plastic or composites. They are appropriate for each houses and places of work. Vertical blinds are among the most unique varieties of window blinds you can get. They are good insulators and can be used to Custom Blinds utterly block daylight penetration. The vertical shades are also robust enough to stop any harm from strong winds. They are low cost but stylish. Some are constructed with the power to adjust themselves in response to the time of day. Customs blinds can be used for each casual and office settings. This innovative thought means that you can use pictures as blind. With regards to makes use of of custom blinds, there are different options. Using your individual imagination, customized blinds might be adorned with completely different colors, designs and patterns. If your window is of an additional ordinary size, there are basic window blinds which can be customized to slot in. These are the roller blinds. Attributable to know-how, they've been advanced to be extra reliable and durable than earlier than. They're now less likely to breakdown. You possibly can select from all kinds of colours and patterns. Before coming to a conclusion on the perfect kinds of window blinds, it is very important do some extensive research. The images can be printed on a high quality curler and you should utilize vertical blinds, that are fade resistant, easier to clean and final for a number of years. In case your home windows varies in sizes, contemplate the images that will look one of the best. For a big window, a large panorama image can be effective. If the window is kind of slim, you need to consider photos corresponding to flowers or bushes.

When you live in China as a foreigner, there are two critical moments of recognition. The first comes immediately upon arrival, when you are confronted with your own ignorance. Language, customs, history- all of it has to be learned, and the task seems impossible. Then, just as you begin to catch on, you realize that everybody else feels pretty much the same way. The place changes too fast; nobody in China has the luxury of being confident in his knowledge. Who shows a peasant how to find a factory job? How does a former Maoist learn to start a business? Who has the slightest clue how to run a car rental agency? Everything is figured out on the fly; the people are masters at improvisation. This is the second moment of recognition, and it's even more frightening than the first. Awareness of your own ignorance is a lonely feeling, but there's little consolation in sharing it with 1.3 billion neighbors

Amateur musical performances were extremely important for all of us during the war, and my experience of them started at the age of ten or eleven, when my friends and I took part in a custom that was very popular back then but now seems to have died out altogether. It was carried out at Halloween, but instead of going round asking for trick or treats we did something called ‘Guising’. A group of us lads would go to the front door of a house we thought might be welcoming and politely ask if we could come in and perform. Our particular playlet was suggested by my father; it was one he had performed when he was a lad, although whether there was any deeper tradition behind the verses we recited I cannot say. We were all dressed up in costumes, with one boy dressed as a king with a cardboard crown on his head. Once all were in the house most of us would cluster behind the sitting-room door, then the first boy would enter the room on his own and say, ‘Red up sticks and red up stools here comes in a pack of fools, a pack of fools behind that door. Step in King George and clear the floor.’ The boy with the crown on his head would enter and recite, ‘King George is my name, sword and pistol by my side, I hope to win the game.’ The first boy would answer, ‘The game, sir, the game, sir, is not within your power. I will slash you and slay you within half an hour.’ These two boys would then have a duel with toy swords and the first boy would drop down as though dead, at which the king would kneel down and say, ‘Is there a doctor in the town?’ A small boy with a little attaché case would then pop out from behind the door saying, ‘My name is Doctor Brown, the best little doctor in the town. A little to his nose and a little to his bum, now rise up, jock, and sing a song.’ It was an absurd little sketch, but we used to get showered with pieces of cake and home-made toffees and fudge, and we would pass from house to house performing the same sketch. Even now I can recall the words perfectly.

J. Edgerton/ The Spirit of Christmas Page 11 Mr. Angel smiled warmly at the vision of the two boys playing in the snow. “All God’s creatures . . . one and all . . . large and small! But some more important than others, in their magnificence. And I’ve found you both . . . at last”. Jonas took off racing through the snow, the cup in his hand. “Come on James!” James scrambled after him, the snow crunching pleasantly beneath his tiny feet. “Jonas wait for me!” The taller Nicholas stopped before a Cinder Vendor. “Two warm Ciders please, with extra spices.” The Cider Vendor raised an eyebrow as he took in the smudged face of the boy and his shabby clothes. “Very well, young Sir. Have you money? I’m not a charity you know!” Jonas quickly fished out coins and showed him the silver. “Oh yes Sir. I know of charities Sir and you’re better off not being one. They’re a cheat!” The Cider Vendor began filling two cups with steaming apple cider. The sweet smell of it made the boy’s mouth water. The burly Cider Vendor handed him the first cup of sweet, steaming, mouth puckering cider. “Many are, young master!” He replied. “I grew up in the system meself and it was a poor boy’s torment. That’ll be 2 cents!” The littlest Nicholas raced up and slid to a halt in the snow beside him. Jonas handed James the cup of cider. Then he paid the vendor with coins from the tin cup. “That’s highway robbery . . . but very well!” The Cider Vendor squinted through one eye, his thick eyebrow nearly obscuring it. “It’s very good cider, with extra spices.” James face lit up with joy as he took a sip. “M-mmm! It is good cider! J. Edgerton/ The Spirit of Christmas Page 12 The Vendor handed Jonas the second cup of steaming cider. “I’ve not had any complaints. I work hard to make my cider. It’s worth the money.” His lips smacking, Jonas sipped in the warm cider. “I’m sure it is Sir.” The angelic faced little one smiled up at him. “It’s yummy!” The Cider Vendor smiled down at him and tipped his hat to him “Yes it tis! Yummy!” Then he chuckled cheerfully with another satisfied customer, no matter how small. “Ummm, good!” Jonas agreed with them. The Cider Vendor took a sip of his own brew himself, his mouth puckering. “It’ll put the spirit of life back in you on a cold day like this, that Cider.” Two men in tall top hats and fine suits halted in front of the Cider Vendor. “Sir, we are collecting for the poor and wondered if a fine fellow such as yourself might have something to contribute.” Jonas glanced up at them in a wizened way. “We’ve a couple coins to contribute but it better get to the poor, understand?” “Of course, my fine fellow! “The taller of the two sharply dressed gentlemen spoke. Smiling a satisfied smile, Jonas dropped two silver coins into the gentleman’s hands. The tall gentleman took them and tipped his hat, smiling down at them both. “Very generous!” He glanced stone faced at the vendor, who immediately forked over several dollars. “A very Merry Christmas to you both!” They trod off through the snow in their finery, to the welcome crunch of the snow drifts beneath their feet. Mr. Angel paused at the Cheese vendor next to them, where a raggedy young girl was staring wide eyed at the rows and rows of cheeses above her.

In other words, the customer doesn’t come first; leadership comes first.

In 2009 Southwest Airlines was the largest airline in the world based on the number of passengers that fly the airline each year,30 and in 2011 it was not only America’s leading low-cost carrier but was also rated America’s favorite airline by Consumer Reports.31 Joe Harris, a labor lawyer for Southwest, explains that the company’s harmonious employee relations are no accident. “At Southwest, our employees come first; our customers come second; and our stockholders come third,” he said. “The rationale is pretty simple. If we treat our employees right, they’re going to treat our customers right. If our customers are treated right, they will come back and our stockholders will benefit.

The movie marketing paradigm says throw an expensive premiere and hope that translates into ticket sales come opening weekend. A growth hacker says, “Hey, it’s the twenty-first century, and we can be a lot more technical about how we acquire and capture new customers.” The start-up world is full of companies taking clever hacks to drive their first set of customers into their sales funnel. The necessity of that jolt—needing to get it any way they can—has made start-ups very creative.

Companies spend as much as 70 percent of their marketing budget to attract new customers while 90 percent of their revenues come from current customers. Many companies lose money on their new customers during the first few years. By overfocusing on acquiring new customers and neglecting current customers, companies experience a customer attrition rate of between 10 and 30 percent a year. Then they waste further money on a neverending effort to attract new customers or win back ex-customers to replace those they just lost.

One can of stewed tomatoes, and her meager grocery shopping list would be complete. From its position on the upper shelf beyond her reach, the can taunted her with its flashy red label and bright green letters. It practically goaded her to come and get it. Her gaze darted to the plaque hung from a nail on the center shelf: “Please Let Us Assist You.” She’d be happy to if Mr. Reilly noticed anyone in the store besides the customers with money. As it was, she had no choice but to take matters into her own hands. Hannah glanced from the sign to the stout, long-nosed grocer. Behind the counter, he continued his chatty dialogue with the banker’s wife, turning a blind eye as her five-year-old son skipped around the mercantile like a child at the fair. Easing the wheeled ladder back and forth a few inches on its rail, Hannah watched to see if Mr. Reilly noticed. When he didn’t turn her direction, she hiked up her skirt. With one foot firmly planted on the ladder’s first step, Hannah rolled the ladder a yard to the right. After stopping beneath the elusive tomatoes, she scurried up the three flat rungs and clasped the can in her hand before hoisting it aloft like a trophy.

There was Customer Service, a chirpy brunette with a permanent smile behind the desk. And there was someone waiting there, someone dressed in jeans and a sweater, devilishly normal in the twenty-first-century crowd. He saw her, and he straightened, his eyes hopeful. Apparently, Mrs. Wattlesbrook’s barrister hadn’t been in his office to assure her that being a magazine writer doesn’t nullify a confidentially agreement. “Jane.” “Martin. You whistled?” She laid the rancor on thick. No need to tap dance around. “Jane, I’m sorry. I was going to tell you today. Or tonight. The point is, I was going to tell you, and then we could still see if you and I--” “You’re an actor,” Jane said as though “actor” and “bastard” were synonymous. “Yes, but, but…” He looked around as though for cue cards. “But you’re desperately in love with me,” she prompted him. “I’m unbelievably beautiful, and I make you feel like yourself. Oh, and I remind you of your sister.” The chirpy brunette behind the counter furiously refused to look up from her monitor. “Jane, please.” “And the suddenly passionate feelings that sent you running after me at the airport have nothing to do with Mrs. Wattlesbrook’s fear that I’ll write a negative review of Pembrook Park.” “No! Listen, I know I was a cad, and I lied and was misleading, and I’ve never actually been an NBA fan--go United--but romances have bloomed on stonier ground.” “Romances…stonier ground…Did Mrs. Wattlesbrook write that line?” Martin exhaled in exasperation. Thinking of Molly’s dead end on the background check, she asked, “Your name’s not really Martin Jasper, is it?” “Well,” he looked at the brunette as though for help. “Well, it is Martin.” The brunette smiled encouragement. Then, impossibly, another figure ran toward her. The sideburns and stiff-collared jacket looked ridiculous out of the context of Pembrook Park, though he’d stuck on a baseball cap and trench coat, trying to blend. His face was flushed from running, and when he saw Jane, he sighed with relief. Jane dropped her jaw. Literally. She had never, even in her most ridiculous daydreaming, imagined that Mr. Nobley would come after her.

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.

- Come Inanna, enter, Neti said to her, and as Inanna entered the first gate, the sugurra, crown of the steppe, was taken from her head. - What is this? asked Inanna - Quiet, Inanna, she was told. The customs of the city of the dead are perfect. They may not be questioned.

The entrepreneurs in this book sell. They frequent public parks to see if anyone will buy their custom, typewritten stories. They use crowdfunding websites to raise money from customers before their products even exist. They post their ideas to massive web forums to gauge interest, or set up online shops the second they have a product to sell. Sales come first, not last. Finally, the entrepreneurs in this book try again. In almost every instance, the first versions of their products don’t work properly, or customers don’t want them. Instead of giving up, they tinker – sometimes for years – until they get things right. They hit roadblocks and spend late nights anguishing over seemingly insurmountable obstacles, until one day, through sheer force of will, they make it. The ones who survive are the ones who don’t quit.

It was fair to say almost everyone was burned out by now. Morale was so low that the team, as a whole, didn’t crunch. The artists didn’t need to review their work in meetings anymore because everyone had the Warcraft look-and-feel down; they just moved from one art task to the next. Programming inched forward, mole-like, worrying only about the task immediately in front of them. Releasing the game in February didn’t look likely anymore. That meant more time crunching and bug hunting, and few were happy at the prospect. The game designers had the functionality they needed, but wowedit’s tools weren’t streamlined because David Ray had been reassigned to working on the god tool, an application that would be used by our GMs for in-game customer support. Most of the designers were too busy to socialize. The classes and combat were getting overhauled again, and the item system was getting revisited by adding procedurally created items to keep the loot tables feeling fresh. This meant possible delays for the friends-and-family alpha test, and everyone was tired of telling their nearest and dearest that our game wasn’t ready to play yet (and that they’d be the first to know when it was). Even the producers had resigned themselves to the fact that we wouldn’t be shipping in the first quarter of 2004. They were seeing stability problems, and we were having a hard time getting a playable build. This made things especially hard for the game designers, who needed to test their data, but no one was really coming down on the programmers, as they were already haggard. Nevertheless, when the game crashed, people were getting visibly upset. Our shipping date was pushed to June, although some people doubted even that was possible.

Applying this approach to measuring the value of impact investments generates thorny methodological problems. The first is that blended value often comes with public and collective good characteristics. Like the meadow that creates a feeding ground for migratory birds, they often create value that is enjoyed by those who do not pay for it. They also often require coordination between both customers and others, such as a drinking water business that relies on many noncustomers to keep the aquifer where it sources the water clean.

Meanwhile I was trying to stave off the ache I'd developed. I noticed it first at the airport, coming home from a trip. There was a crowd on the other side of customs, holding flowers, the little kids dressed up and excited, waiting for their loved ones, who were returning home. I hated walking past that gauntlet of waiting people, because none of them were waiting for me. I stood in the cab line and felt the weight of my aloneness come down on me.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

When I thought about our thicket of challenges both known and unknown, the word that came to mind was familiar and apt: “Onward.” More than just a rallying cry or an attitude, “onward” seemed to connote the dual nature of how Starbucks had to do battle and do business in these increasingly complex, uncertain times. “Onward” implied optimism with eyes wide open, a never-ending journey that honored the past while reinventing the future. “Onward” meant fighting with not just heart and hope, but also intelligence and operational rigor, constantly striving to balance benevolence with accountability. “Onward” was about forging ahead with steadfast belief in ourselves while putting customers’ needs first and respecting the power of competition. Yes, everyone at Starbucks could indulge his or her passion—be it for coffee, the environment, marketing, or design—but only if we did not lose sight of the need for profits. “Onward” was about getting dirty but coming out clean; balancing our responsibility to shareholders with social conscience; juggling research and finances with instinct and humanity. And “onward” described the fragile act of balancing by which Starbucks would survive our crucible and thrive beyond it. With heads held high but feet firmly planted in reality. This was how we would win. I knew this to be true.

yourselves properly.” The tall guy smiled. “What can I do for you?” “You can call someone for me. Sergeant Leach at the 110th. Tell her where I am. She might have a message for me. If she does, you can come and tell me what it is.” “You want me to feed your dog and pick up your dry cleaning, too?” “I don’t have dry cleaning. Or a dog. But you can call Major Sullivan, at JAG, if you like. She’s my lawyer. Tell her I want to see her, here, by the close of business today. Tell her I need a client conference. Tell her it’s extremely important.” “That it?” “No. Next you can call Captain Edmonds, at HRC. She’s my other lawyer. Tell her I want to see her right after Major Sullivan. Tell her I have urgent things to discuss.” “Anything else?” “How many customers do you have today?” “Just you and one other.” “Which would be Major Turner, right?” “Correct.” “Is she nearby?” “This is the only cell block we got.” “She needs to know her lawyer is out of action. She needs to get another one. You need to go see her and make sure she does.” “That’s a weird thing for you to say.” “What happened to Moorcroft was nothing to do with me. You’ll know that soon enough. And the best way of getting the egg off your face is not to get it on in the first place.” “Still a weird thing for you to say. Who died and made you president of the ACLU?” “I swore an oath to uphold the Constitution. So did you. Major Turner is entitled to competent representation at all times. That’s the theory. And a gap will look bad, when the appeals kick in. So tell her she needs to meet with someone new. As soon as possible. This afternoon would be good. Make sure she grasps that.” “Anything else?” “We’re all good now,” Reacher said. “Thank you, captain.” “You’re welcome,” the tall

With a StoryBrand-inspired narrative, ordinary jobs become extraordinary adventures. With a unifying BrandScript, the above story would have gone more like this: Before even applying for a job, the prospective employee has already heard the buzz on the street about this cool company. It’s somehow more alive. The people who work there love it and so do their customers. They exude a sense of competence within their industry as well as across the community in general. Their leaders are respected. Even their former employees talk about it with a hint of sentimental longing. On the list of ideal places to work, there are few that compare. During the first interview, the candidate starts to understand where the buzz has been coming from. The hiring manager describes the company the way you might describe Lewis and Clarke preparing to tame the western frontier. There are interesting characters whose lives have led them to this place. Business goals sound like plot twists. There are mountains to climb and rivers to cross. There are storms to weather, bears to hunt, and treasure to find. The hiring manager is visibly excited as she walks effortlessly through the seven categories of the company’s narrative. But not just anyone gets selected for this expedition. The employees of this company aren’t trying to be snobs; they’re just staying true to the story they’re following and they don’t want to compromise the plot. If you happen to be selected, it’s because destiny basically demands it. Instantly the candidate’s concept of work shifts up a level. It’s no longer just about what he can get out of it. It’s also about who he will become if he’s allowed to enter the story. He senses that working for this company will transform him. By the second and third interviews, the candidate has met most of the team and even been interviewed by them. Everyone he meets tells the exact same story he heard on the street and in the first interview. The story is growing on him. He realizes he needs to be part of a story like this to be fully satisfied in life. We all do. Finally, his first day on the job arrives, and the onboarding experience is more like being adopted than getting hired. He spends quality time with a facilitator who takes a small, new team through a curriculum explaining the story of their customer and how the company positions themselves as the guide in their customers’ story. Amazingly, the onboarding is more about the company’s customers than it is about the company itself. This organization loves their customers and is obsessed with seeing them win the day. Finally, the new employee discovers the secret. These people are here to serve a customer they love.

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director of product management) where some number of product managers (usually somewhere between 3 and 10) report directly to you. The director of product management is really responsible for two things. The first is ensuring his or her product managers are all strong and capable. The second is product vision and strategy and connecting the dots between the product work of the many teams. This is also referred to as holistic view of product. But lots of strong senior product managers are not sure about their preferred career path at this stage, and the GPM role is a great way to get a taste of both worlds. The GPM is the actual product manager for one product team, but in addition, she is responsible for the development and coaching of a small number of additional product managers (typically, one to three others). While the director of product management may have product managers who work across many different areas, the GPM model is designed to facilitate tightly coupled product teams.

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