Customs Officer Quotes

People who have recently lost someone have a certain look, recognizable maybe only to those who have seen that look on their own faces. I have noticed it on my face and I notice it now on others. The look is one of extreme vulnerability, nakedness, openness. It is the look of someone who walks from the ophthalmologist's office into the bright daylight with dilated eyes, or of someone who wears glasses and is suddenly made to take them off. These people who have lost someone look naked because they think themselves invisible. I myself felt invisible for a period of time, incorporeal. I seemed to have crossed one of those legendary rivers that divide the living from the dead, entered a place in which I could be seen only by those who were themselves recently bereaved. I understood for the first time the power in the image of the rivers, the Styx, the Lethe, the cloaked ferryman with his pole. I understood for the first time the meaning in the practice of suttee. Widows did not throw themselves on the burning raft out of grief. The burning raft was instead an accurate representation of the place to which their grief (not their families, not the community, not custom, their grief) had taken them.

When we pulled in, the customs officer looked in the back. The back of the wagon was filled with cases stenciled PINK FLOYD--LONDON. 'Got Pink Floyd in the back of the car, do you?' he asked. 'Righto, mate. We shrunk 'em and stuck 'em in fookin' boxes, we did,' said Nigel. Amazingly, the customs officer laughed and waved us through.

Henri Rousseau was a simple, poorly educated man with an air of innocent naïveté. The Montmartre crowd gave him the nickname “Le Douanier,” meaning “customs officer,” referring to his job as a tax collector.

When people discuss his plays, he says that he feels like he's standing at customs watching an official ransack his luggage. He cheerfully declares responsibility for a play about two people, and suddenly the officer is finding all manner of exotic contraband like the nature of God and identity, and while he can't deny that they're there, he can't for the life of him remember putting them there. In the end, a play is not the product of an idea; an idea is the product of a play.

Those venerable and feeble persons were always seen by the public in the act of bowing, and were popularly believed, when they had bowed a customer out, still to keep on bowing in the empty office until they bowed another customer in.

In the long run, our customers are going to determine whether we have a job or whether we do not. Their attitude toward us is going to be the factor determining our success.

When she was taken too bad she went off quite alone to the sea-shore, so that the customs officer, going his rounds, often found her lying flat on her face, crying on the shingle. Then, after her marriage, it went off, they say." "But with me," replied Emma, "it was after marriage that it began.

VJ had gone to the Naval Academy, where he competed as a powerlifter and developed a distaste for military customs such as short hair and addressing people by rank.

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.

Even today there still exists in the South--and in certain areas of the North--the license that our society allows to unjust officials who implement their authority in the name of justice to practice injustice against minorities. Where, in the days of slavery, social license and custom placed the unbridled power of the whip in the hands of overseers and masters, today--especially in the southern half of the nation--armies of officials are clothed in uniform, invested with authority, armed with the instruments of violence and death and conditioned to believe that they can intimidate, maim or kill Negroes with the same recklessness that once motivated the slaveowner. If one doubts this conclusion, let him search the records and find how rarely in any southern state a police officer has been punished for abusing a Negro.

Who made the 999 call?" "Dunno," said Purdy. "Mobile, probably." It's officers like Purdy that give the Metropolitan Police its sterling reputation for customer service that makes us the envy of the civilised world.

Let us affront and reprimand the smooth mediocrity and squalid contentment of the times, and hurl in the face of custom and trade and office, the fact which is the upshot of all history, that there is a great responsible Thinker and Actor working wherever a man works; that a true man belongs to no other time or place, but is the centre of things. Where he is, there is nature. He measures you and all men and all events.

What about the contacts your mum had?” his dad asked. “I rang and spoke to four very polite computers who gave me all these options and then cut out on me. Then I tried the post office, because they were advertising, and I spoke to another computer. Very rude, that one. Don’t think it recognized ‘Are you shitting me?’ as an option.” “You know why that is?” “Why is that, Dominic?” Tom had asked drolly, because he knew he was going to be told why. “Because we don’t live in a society anymore, Tom. We live in an economy. We’re not citizens. We’re customers. That’s what this government’s done to us.

THE DIFFERENCE If I buy a photocopier from you, I have made a transaction and am considered a customer. However, if I start buying all my office equipment from you, I have developed a relationship and have become a client. I have developed a relationship because of which I (the client) keep buying more and more. That’s the difference between transactional and relationship selling. A salesperson’s philosophy is reflected in his behavior and

And so we walked through customs arm in arm; while the officer barely looked at my passport, he did look twice at Eva Maria’s cleavage.

Clothes, whips, reading material,” the customs officer had summarized, in Spanish and English, to the young American. “Just the bare essentials!” Edward Bonshaw

Paste them beneath the photos and make me wanted posters. I want every law enforcement and customs officer on the island to have a copy within the hour. Put COP KILLERS on the top in big bold letters.

In the market economy the consumers are supreme. Consumers determine, by their buying or abstention from buying, what should be produced, by whom and how, of what quality and in what quantity. The entrepreneurs, capitalists, and landowners who fail to satisfy in the best possible and cheapest way the most urgent of the not yet satisfied wishes of the consumers are forced to go out of business and forfeit their preferred position. In business offices and in laboratories the keenest minds are busy fructifying the most complex achievements of scientific research for the production of ever better implements and gadgets for people who have no inkling of the scientific theories that make the fabrication of such things possible. The bigger an enterprise is, the more it is forced to adjust its production activities to the changing whims and fancies of the masses, its masters. The fundamental principle of capitalism is mass production to supply the masses. It is the patronage of the masses that makes enterprises grow into bigness. The common man is supreme in the market economy. He is the customer “who is always right.

No honking the horn or flashing the lights because you get bored,” she warned Irma. “Dweezil’s threatened to blow up the car if you throw a tantrum out here. He said you freak out the customers when you do that.” “The man who looks like an olive claims I freak people out?” She gestured to a troll that exited the office. “Oh yes, I’m the odd one here.” Jazz swallowed her laughter. The last thing she needed to do was encourage the irascible ghost.

To everything, in other words, there is a season, and McCarthy’s hubris hastened the end of his hour upon the stage. “I was fully aware of McCarthy’s faults, which were neither few nor minor,” Cohn recalled. “He was impatient, overly aggressive, overly dramatic. He acted on impulse. He tended to sensationalize the evidence he had—in order to draw attention to the rock-bottom seriousness of the situation. He would neglect to do important homework and consequently would, on occasion, make challengeable statements.” The urge to overstate, to overdramatize, to dominate the news, could be costly, and so it proved to be for McCarthy. The Wisconsin senator, Cohn said, was essentially a salesman. “He was selling the story of America’s peril,” Cohn recalled. “He knew that he could never hope to convince anybody by delivering a dry, general-accounting-office type of presentation. In consequence, he stepped up circumstances a notch or two”—and in so doing he opened himself to attacks that proved fatal. He oversold, and the customers—the public—tired of the pitch, and the pitchman.

The fact is, that there was considerable difficulty in inducing Oliver to take upon himself the office of respiration,—a troublesome practice, but one which custom has rendered necessary to our easy existence; and for some time he lay gasping on a little flock mattress, rather unequally poised between this world and the next: the balance being decidedly in favour of the latter.

One may denounce corruption in the developing world and the developed world alike, but in the age when billionaires stalk a globe on which 50 percent of its people live on less than two dollars a day, can one really be surprised that customs officers, policemen, judges, politicians, and bureaucrats are often tempted?

Got some more customers for ya," said Camden, taking off his baseball cap to bend the brim, and then putting it back on again. "Wait, she deals drugs too?" asked Brad. I couldn't tell if he was serious or not. Apparently, neither could the student teacher passing by us in the hallway; she whipped her head around to stare suspiciously for a moment before either deciding that we were harmless or deciding to stroll on over to Principal Davis's office in an exceedingly casual manner.

Holiday or business, monsieur?” The customs officer looked unconcerned as he stamped Peter’s passport, and barely glanced up at him after looking at the picture. He had blue eyes and dark hair and looked younger than his forty-four years. He had fine features, he was tall, and most people would have agreed that he was handsome.

For decades, he held a steady job at a customs office. He always arrived on time, worked without complaining and was the model employee. But those who got ahead, it seemed, were the bullshitters and the backstabbers. Being the good employee counted for little. He was passed over for promotions and raises . . . and remained poor.

Forcing everyone into the office every day is an organizational SPoF (Single Point of Failure). If the office loses power or Internet or air conditioning, it's no longer functional as a place to do work. If a company doesn't have any training or infrastructure to work around that, it means it's going to be unavailable to its customers.

I've been living like this for a long time - about twenty years. I'm forty now. I used to be in the civil service; I no longer am. I was a wicked official. I was rude, and took pleasure in it. After all, I didn't accept bribes, so I had to reward myself at least with that. (A bad witticism, but I won't cross it out. I wrote it thinking it would come out very witty; but now, seeing for myself that I simply had a vile wish to swagger - I purposely won't cross it out!) When petitioners would come for information to the desk where I sat - I'd gnash my teeth at them, and felt an inexhaustible delight when I managed to upset someone. I almost always managed. They were timid people for the most part: petitioners, you know. But among the fops there was one officer I especially could not stand. He simply refused to submit and kept rattling his sabre disgustingly. I was at war with him over that sabre for a year and a half. In the end, I prevailed. He stopped rattling. However, that was still in my youth. But do you know, gentlemen, what was the main point about my wickedness? The whole thing precisely was, the greatest nastiness precisely lay in my being shamefully conscious every moment, even in moments of the greatest bile, that I was not only not a wicked but was not even an embittered man, that I was simply frightening sparrows in vain, and pleasing myself with it. I’m foaming at the mouth, but bring me some little doll, give me some tea with a bit of suger, and maybe I’ll calm down. I’ll even wax tenderhearted, though afterwards I’ll certainly gnash my teeth at myself and suffer from insomnia for a few months out of shame. Such is my custom. And I lied about myself just now when I said I was a wicked official. I lied out of wickedness. I was simply playing around both with the petitioners and with the officer, but as a matter of fact I was never able to become wicked.

Underlying all this activity—in the customhouses, on the wharves, in every place of business—were numbers. Merchants measured out their wares and negotiated prices; customs officers calculated taxes to be levied on imports; scribes and stewards prepared ships’ manifests, recording the values in long columns using Roman numerals. They would have put their writing implements to one side and used either their fingers or a physical abacus to perform the additions, then picked up pen and parchment once again to enter the subtotals from each page on a final page at the end. With no record of the computation itself, if anyone questioned the answer, the entire process would have to be repeated.

At the time, I couldn’t relate to some of the Asian American fiction and poetry I came across. It seemed, for the lack of a better word, inauthentic, as if it were staged by white actors. I thought maybe English was the problem. It was certainly a problem for me. English tuned an experience that should be in the minor key to a major key; there was an intimacy and melancholy in Korean that were lost when I wrote in English, a language which I, from my childhood, associated with customs officers, hectoring teachers, and Hallmark cards. Even after all those years since I learned English, I still couldn’t shake the feeling that to write anything was to fill in a blank or to recite back the original.

In his Apple office, 1982: Asked if he wanted to do market research, he said, “No, because customers don’t know what they want until we’ve shown them.

Books, eh?” he said. “And what sort of books, may I ask?” “Look for yourself.” “Thank you, that’s what I mean to do. Books, indeed.” Adam wearily unstrapped and unlocked his suitcase. “Yes,” said the Customs officer menacingly, as though his worst suspicions had been confirmed, “I should just about say you had got some books.” One by one he took the books out and piled them on the counter. A copy of Dante excited his especial disgust. “French, eh?” he said. “I guessed as much, and pretty dirty, too, I shouldn’t wonder. Now just you wait while I look up these here books”—how he said it!—“ in my list. Particularly against books the Home Secretary is. If we can’t stamp out literature in the country, we can at least stop its being brought in from outside.

But the long hours of mechanical drudgery were telling on his active body and undisciplined nerves. He had begun too late to subject himself to the persistent mortification of spirit and flesh which is a condition of the average business life; and after the long dull days in the office the evenings at his grandfather's whist-table did not give him the counter-stimulus he needed.

The Oakland chapter’s “bondsman” is a handsome middle-aged woman with platinum-blond hair named Dorothy Connors. She has a pine-paneled office, drives a white Cadillac and treats the Angels gently, like wayward children. “These boys are the backbone of the bail-bond business,” she says. “Ordinary customers come and go, but just like clockwork, the Angels come down to my office each week to make their payments. They really pay the overhead.

Then the voice - which identified itself as the prince of this world, the only being who really knows what happens on Earth - began to show him the people around him on the beach. The wonderful father who was busy packing things up and helping his children put on some warm clothes and who would love to have an affair with his secretary, but was terrified on his wife's response. His wife who would like to work and have her independence, but who was terrified of her husband's response. The children who behave themselves because they were terrified of being punished. The girl who was reading a book all on her own beneath the sunshade, pretending she didn't care, but inside was terrified of spending the rest of her life alone. The boy running around with a tennis racuqet , terrified of having to live up to his parents' expectations. The waiter serving tropical drinks to the rich customers and terrified that he could be sacket at any moment. The young girl who wanted to be a dance, but who was studying law instead because she was terrified of what the neighbours might say. The old man who didn't smoke or drink and said he felt much better for it, when in truth it was the terror of death what whispered in his ears like the wind. The married couple who ran by, splashing through the surf, with a smile on their face but with a terror in their hearts telling them that they would soon be old, boring and useless. The man with the suntan who swept up in his launch in front of everybody and waved and smiled, but was terrified because he could lose all his money from one moment to the next. The hotel owner, watching the whole idyllic scene from his office, trying to keep everyone happy and cheerful, urging his accountants to ever greater vigilance, and terrified because he knew that however honest he was government officials would still find mistakes in his accounts if they wanted to. There was terror in each and every one of the people on that beautiful beach and on that breathtakingly beautiful evening. Terror of being alone, terror of the darkness filling their imaginations with devils, terror of doing anything not in the manuals of good behaviour, terror of God's punishing any mistake, terror of trying and failing, terror of succeeding and having to live with the envy of other people, terror of loving and being rejected, terror of asking for a rise in salary, of accepting an invitation, of going somewhere new, of not being able to speak a foreign language, of not making the right impression, of growing old, of dying, of being pointed out because of one's defects, of not being pointed out because of one's merits, of not being noticed either for one's defects of one's merits.

If you’re not trusted to work remotely, why are you trusted to do anything at all? If you’re held in such low regard, why are you able to talk to customers, write copy for an ad, design the next product, assess insurance claims, or do tax returns?

Civil Service Commissioner William Dudley Foulke recorded his interview with Pat Garrett, slayer of Billy the Kid and candidate for Customs Collectorship of El Paso, Texas: ROOSEVELT How many men have you killed? GARRETT Three. ROOSEVELT How did you come to do it? GARRETT In the discharge of my duty as a public officer. ROOSEVELT (looking pleased) Have you ever played poker? GARRETT Yes. ROOSEVELT Are you going to do it when you are in office? GARRETT No. ROOSEVELT All right, I am going to appoint you. But see you observe the civil service law. The appointment dismayed many Texans, not because of Garrett’s bloody record but because he was an agnostic. “In El Paso,” the President said approvingly, “the people are homicidal but orthodox.

One day a man walked into a London agency and asked to see the boss. He had bought a country house and was about to open it as a hotel. Could the agency help him to get customers? He had $500 to spend. Not surprisingly, the head of the agency turned him over to the office boy, who happened to be the author of this book. I invested his money in penny postcards and mailed them to well-heeled people living in the neighborhood. Six weeks later the hotel opened to a full house. I had tasted blood.

A survivor of incest and occultism himself, Greg Reid had cause to be aware of mind control ops that transported our nation’s missing blonde haired blue-eyed children over the Mexican border and on to various Arab destinations3. Every border guard, Customs official, and police officer in attendance was aware of this mind control ring. Photos of Columbian and Saudi private jets full of traumatized children were in abundance, yet “National Security” prevented them from bringing the perpetrators to justice.

You just never know when you’ll want an escape hatch: mile-long lines at tollbooth plazas, the fifteen minutes you have to spend in the hall of some boring college building waiting for your advisor (who’s got some yank-off in there threatening to commit suicide because he/she is flunking Custom Kurmfurling 101) to come out so you can get his signature on a drop-card, airport boarding lounges, laundromats on rainy afternoons, and the absolute worst, which is the doctor’s office when the guy is running late and you have to wait half an hour in order to have something sensitive mauled. At such times I find a book vital. If I have to spend time in purgatory before going to one place or the other, I guess I’ll be all right as long as there’s a lending library

I now realize this was out of fear: I feared that, like so many stones I have met, it would fail to dance. There was a small part of me that wanted the world to be a place where, despite planning officers and EU directives and policemen, a stone might dance. And

Silver latticed with red fire glimmered through industrial smog. Three figures formed: the women’s sequined skeletons glittered toward them, casting hollow eyes. Kittens clawed the Customs Officer’s back, for strut work pylons gleamed behind the apparitional bellies. “The faces,” he whispered. “As soon as you look away, you can’t remember what they look like. When you look at them, they look like people, but when you look away—” He caught his breath as another passed. “You can’t remember…!” He stared after them. “Dead?

The company that employed me strived only to serve up the cheapest fare that its customers would tolerate, churn it out as fast as possible, and charge as much as they could get away with. If it were possible to do so, the company would sell what all businesses of its kind dream about selling, creating that which all our efforts were tacitly supposed to achieve: the ultimate product – Nothing. And for this product they would command the ultimate price – Everything. This market strategy would then go on until one day, among the world-wide ruins of derelict factories and warehouses and office buildings, there stood only a single, shining, windowless structure with no entrance and no exit. Inside would be – will be – only a dense network of computers calculating profits. Outside will be tribes of savage vagrants with no comprehension of the nature or purpose of the shining, windowless structure. Perhaps they will worship it as a god. Perhaps they will try to destroy it, their primitive armory proving wholly ineffectual against the smooth and impervious walls of the structure, upon which not even a scratch can be inflicted.

She had views on virtue, pride, downfalls, human careers, the habits of cats, fish, the clergy, diplomats, soldiers, women of easy virtue, Saint Eustachius, President Grévy, the purveyors of comestibles, custom-house officers, pharmacists, Lyons silk weavers, the keepers of boarding-houses, garotters, chocolate-manufacturers, sculptors other than M. Casimir-Bar, the lovers of married women, housemaids.… Her mind in fact was like a cupboard, stuffed, packed with the most incongruous materials, tools, vessels, and débris. Once the door was opened you never knew what would tumble out or be followed by what.

Because when people are transferring millions of dollars, they don’t simply hit the Send button on their computer. They’re also on the phone with a bank officer, confirming the transaction. The customer creates the transaction detail, then the bank officer executes the transfer. This is how banks prevent fraud.

I had ceased to be a writer of tolerably poor tales and essays, and had become a tolerably good Surveyor of the Customs. That was all. But, nevertheless, it is any thing but agreeable to be haunted by a suspicion that one's intellect is dwindling away; or exhaling, without your consciousness, like ether out of a phial; so that, at every glance, you find a smaller and less volatile residuum. Of the fact, there could be no doubt; and, examining myself and others, I was led to conclusions in reference to the effect of public office on the character, not very favorable to the mode of life in question. In some other form, perhaps, I may hereafter develop these effects. Suffice it here to say, that a Custom-House officer, of long continuance, can hardly be a very praiseworthy or respectable personage, for many reasons; one of them, the tenure by which he holds his situation, and another, the very nature of his business, which—though, I trust, an honest one—is of such a sort that he does not share in the united effort of mankind. An effect—which I believe to be observable, more or less, in every individual who has occupied the position—is, that, while he leans on the mighty arm of the Republic, his own proper strength departs from him. He loses, in an extent proportioned to the weakness or force of his original nature, the capability of self-support. If he possess an unusual share of native energy, or the enervating magic of place do not operate too long upon him, his forfeited powers may be redeemable. The ejected officer—fortunate in the unkindly shove that sends him forth betimes, to struggle amid a struggling world—may return to himself, and become all that he has ever been. But this seldom happens. He usually keeps his ground just long enough for his own ruin, and is then thrust out, with sinews all unstrung, to totter along the difficult footpath of life as he best may. Conscious of his own infirmity,—that his tempered steel and elasticity are lost,—he for ever afterwards looks wistfully about him in quest of support external to himself. His pervading and continual hope—a hallucination, which, in the face of all discouragement, and making light of impossibilities, haunts him while he lives, and, I fancy, like the convulsive throes of the cholera, torments him for a brief space after death—is, that, finally, and in no long time, by some happy coincidence of circumstances, he shall be restored to office. This faith, more than any thing else, steals the pith and availability out of whatever enterprise he may dream of undertaking. Why should he toil and moil, and be at so much trouble to pick himself up out of the mud, when, in a little while hence, the strong arm of his Uncle will raise and support him? Why should he work for his living here, or go to dig gold in California, when he is so soon to be made happy, at monthly intervals, with a little pile of glittering coin out of his Uncle's pocket? It is sadly curious to observe how slight a taste of office suffices to infect a poor fellow with this singular disease. Uncle Sam's gold—meaning no disrespect to the worthy old gentleman—has, in this respect, a quality of enchantment like that of the Devil's wages. Whoever touches it should look well to himself, or he may find the bargain to go hard against him, involving, if not his soul, yet many of its better attributes; its sturdy force, its courage and constancy, its truth, its self-reliance, and all that gives the emphasis to manly character.

The Arab people are known for their friendliness and generosity towards foreigners. I remember once, at the Foreign and Commonwealth Office, the ambassador told me to never openly admire something that an Arab person had in their possession because they would feel obliged by custom to give it to you even if it meant the world to them

The bottom line is that you shouldn’t hire people you don’t trust, or work for bosses who don’t trust you. If you’re not trusted to work remotely, why are you trusted to do anything at all? If you’re held in such low regard, why are you able to talk to customers, write copy for an ad, design the next product, assess insurance claims, or do tax returns?

I work for the Spandler Corporation. We are a three-hundred-million-dollar business, with offices in twelve states. We have over five hundred employees. We are known throughout the country as a leader in the industry. Our customers rely heavily on us. We produce nothing. We sell nothing. We buy nothing. If we didn’t exist, Kafka would have to invent us.

The titles of his books are recorded as follows: The Twelve Caesars; Royal Biographies; Lives of Famous Whores; Roman Manners and Customs; The Roman Year; Roman Festivals; Roman Dress; Greek Games; Offices of State; Cicero’s Republic; The Physical Defects of Mankind; Methods of Reckoning Time; An Essay on Nature; Greek Objurgations; Grammatical Problems; Critical Signs Used in Books.

The only public position Arthur had held before becoming vice president of the United States was as collector of the New York Customs House, a job that Conkling had secured for him and which paid more than $50,000 a year—as much as the president’s salary, and five times as much as the vice president’s. Even then, he had been forced out of office amid widespread allegations of corruption.

a person who is free to make a $20,000 purchase of a car as a customer, might not be free to buy an office chair for $500 as an employee. Little wonder that big companies grow more slowly than small ones (firms whose chief executives attend the annual World Economic Forum schmooze-fest in Davos tend to underperform the stock market), and big public bodies have worse reputations than small ones.

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 flood of money from Amway’s founders failed, though, to quash an investigation by the Canadian government into a tax-fraud scheme in which both DeVos and Van Andel were criminally charged in 1982. The scandal exploded when Kitty McKinsey and Paul Magnusson, then reporters for the Detroit Free Press, shocked readers accustomed to DeVos and Van Andel’s professions of patriotism and religiosity with an exposé tracing an elaborate, thirteen-year-long tax scam directly to the bosses’ offices. At its highest levels, they revealed, Amway had secretly authorized a scheme creating dummy invoices to deceive Canadian customs officials into accepting falsely low valuations on products the company imported into Canada. Amway had thus fraudulently lowered its tax bills by $26.4 million from 1965 until 1978. Amway

From modest origins, the Treasury offices proliferated until they occupied the entire block. The 1791 city directory gives an anatomy of this burgeoning department, with 8 employees in Hamilton’s office, 13 in the comptroller’s, 15 in the auditor’s, 19 in the register’s, 3 in the treasurer’s, 14 in the office for settling accounts between the federal government and the states, and 21 in the customs office on Second Street, with an additional 122 customs collectors and surveyors scattered in various ports. By the standards of the day, this represented a prodigious bureaucracy. For its critics, it was a monster in the making, inciting fears that the department would become the Treasury secretary’s personal spy force and military machine. Swollen by the Customs Service, the Treasury Department payroll ballooned to more than five hundred employees under Hamilton,

CAIR officials have even been granted access to airport security procedures. In June 2006, U.S. Customs and Border Protection agents gave CAIR officials a tour of security operations at Chicago’s O’Hare International Airport. According to CAIR’s Chicago office, “the group walked through Customs and Borders operations beginning at the point of entry for passenger arrival to customs stations, agricultural screening, and the interview rooms.

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

By December 1975, a year had passed since Mr. Harvey had packed his bags, but there was still no sign of him. For a while, until the tape dirtied or the paper tore, store owners kept a scratchy sketch of him taped to their windows. Lindsey and Samuel walked in the neighboorhood or hung out at Hal's bike shop. She wouldn't go to the diner where the other kids went. The owner of the diner was a law and order man. He had blown up the sketch of George Harvey to twice its size and taped it to the front door. He willingly gave the grisly details to any customer who asked- young girl, cornfield, found only an elbow. Finallly Lindsey asked Hal to give her a ride to the police station. She wanted to know what exactly they were doing. They bid farewell to Samuel at the bike shop and Hal gave Lindsey a ride through a wet December snow. From the start, Lindsey's youth and purpose had caught the police off guard. As more and more of them realized who she was, they gave her a wider and wider berth. Here was this girl, focused, mad, fifteen... When Lindsey and Hal waited outside the captain's office on a wooden bench, she thought she saw something across the room that she recognized. It was on Detective Fenerman's desk and it stood out in the room because of its color. What her mother had always distinguished as Chinese red, a harsher red than rose red, it was the red of classic red lipsticks, rarely found in nature. Our mother was proud of her ability fo wear Chinese red, noting each time she tied a particular scarf around her neck that it was a color even Grandma Lynn dared not wear. Hal,' she said, every muscle tense as she stared at the increasingly familiar object on Fenerman's desk. Yes.' Do you see that red cloth?' Yes.' Can you go and get it for me?' When Hal looked at her, she said: 'I think it's my mother's.' As Hal stood to retrieve it, Len entered the squad room from behind where Lindsey sat. He tapped her on the shoulder just as he realized what Hal was doing. Lindsey and Detective Ferman stared at each other. Why do you have my mother's scarf?' He stumbled. 'She might have left it in my car one day.' Lindsey stood and faced him. She was clear-eyed and driving fast towards the worst news yet. 'What was she doing in your car?' Hello, Hal,' Len said. Hal held the scarf in his head. Lindsey grabbed it away, her voice growing angry. 'Why do you have m mother's scarf?' And though Len was the detective, Hal saw it first- it arched over her like a rainbow- Prismacolor understanding. The way it happened in algebra class or English when my sister was the first person to figure out the sum of x or point out the double entendres to her peers. Hal put his hand on Lindsey's shoulder to guide her. 'We should go,' he said. And later she cried out her disbelief to Samuel in the backroom of the bike shop.

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

Here’s one example to illustrate the point. When a smoker takes a cigarette break, on one level he’s simply seeking the nicotine his body craves. That’s the functional dimension. But that’s not all that’s going on. He’s hiring cigarettes for the emotional benefit of calming him down, relaxing him. And if he works in a typical office building, he’s forced to go outside to a designated smoking area. But that choice is social, too—he can take a break from work and hang around with his buddies. From this perspective, people hire Facebook for many of the same reasons. They log onto Facebook during the middle of the workday to take a break from work, relax for a few minutes while thinking about other things, and convene around a virtual water cooler with far-flung friends. In some ways, Facebook is actually competing with cigarettes to be hired for the same Job to Be Done. Which the smoker chooses will depend on the circumstances of his struggle in that particular moment.

Thighs so strong they looked as if they might be made of marble. Broad shoulders; a strong Roman nose; dark-brown, glossy hair—the kind wasted on a man—and a year-round tan that screamed, I vacation four times a year. In the office he wore custom suits. Handmade suits fell a particular way on the shoulders that I recognized from the few meetings I’d had with my father. His face and body lived up to every expectation I’d had. Working with him, not so much. I hadn’t expected him to be such a tyrant.

Oftentimes they were asleep, but occasionally might be heard talking together, in voices between speech and a snore, and with that lack of energy that distinguishes the occupants of almshouses, and all other human beings who depend for subsistence on charity, on monopolized labor, or anything else, but their own independent exertions. These old gentlemen—seated, like Matthew, at the receipt of customs, but not very liable to be summoned thence, like him, for apostolic errands—were Custom-House officers.

No! We won't spend our Joey. Twopence halfpenny left—twopence halfpenny to last till Friday. This was the lonely after–dinner hour, when few or no customers were to be expected. He was alone with seven thousand books. The small dark room, smelling of dust and decayed paper, that gave on the office, was filled to the brim with books, mostly aged and unsaleable. On the top shelves near the ceiling the quarto volumes of extinct encyclopedias slumbered on their sides in piles like the tiered coffins in common graves.

There is an enormous difference between starting a company and running one. Thinking up great ideas, which requires mainly intelligence and knowledge, is much easier than building an organization, which also requires measures of tenacity, discipline, and understanding. Part of the reason that nineteen out of twenty high-tech start-ups end in failure must be the difficulty of making this critical transition from a bunch of guys in a rented office to a larger bunch of guys in a rented office with customers to serve. Customers? What are those?

Indeed, agencies of the state are more insular and potentially more corrupt because of that insularity than are private-sector companies. Corporations must answer to stockholders and customers and defend against lawsuits of wide variety, but government agencies seldom have to answer to anyone other than sympathetic congressional committees and are largely immune from lawsuits filed by citizens whom they fail to serve or actively damage. Each agency becomes a little kingdom and builds formidable encircling walls, which often inhibits the efforts of law-enforcement officers.

Only twenty-seven people in Britain can explain why the day after Christmas Day is called Boxing Day, but that doesn't stop millions from marking it by staying home from work. An intriguing side effect of thus having two consecutive public holidays is that no matter what days of the week they fall on, the British can easily justify taking the whole week off. Suppose Christmas Day falls on a Tuesday, with Boxing Day on the Wednesday. Well, then, what is the point, the contemporary Bob Cratchit cries, of bother to open up the office or factory on Monday, when we all plan to knock off work by lunchtime because it's Christmas Eve? And it's hardly worth cranking up the heat for a working week that's now been whittled down to just two days. By the time we finish complaining about our ingrate in-laws and the cheesy Christmas television programs and the blatant materialism of our kids, it's time to go home for the weekend. Isn't it simpler for Mr. Scrooge to close the countinghouse until the New Year? (He can still pay us, of course.) This creative logic is a little more challenging when Christmas Day is a Thursday, but several Plumley residents had pulled it off...

What an extraordinary episode in the economic progress of man that age was which came to an end in August 1914! The greater part of the population, it is true, worked hard and lived at a low standard of comfort, yet were, to all appearances, reasonably contented with this lot. But escape was possible, for any man of capacity or character at all exceeding the average, into the middle and upper classes, for whom life offered, at a low cost and with the least trouble, conveniences, comforts, and amenities beyond the compass of the richest and most powerful monarchs of other ages. The inhabitant of London could order by telephone, sipping his morning tea in bed, the various products of the whole earth, in such quantity as he might see fit, and reasonably expect their early delivery upon his doorstep; he could at the same moment and by the same means adventure his wealth in the natural resources and new enterprises of any quarter of the world, and share, without exertion or even trouble, in their prospective fruits and advantages; or he could decide to couple the security of his fortunes with the good faith of the townspeople of any substantial municipality in any continent that fancy or information might recommend. He could secure forthwith, if he wished it, cheap and comfortable means of transit to any country or climate without passport or other formality, could despatch his servant to the neighbouring office of a bank for such supply of the precious metals as might seem convenient, and could then proceed abroad to foreign quarters, without knowledge of their religion, language, or customs, bearing coined wealth upon his person, and would consider himself greatly aggrieved and much surprised at the least interference. But, most important of all, he regarded this state of affairs as normal, certain, and permanent, except in the direction of further improvement, and any deviation from it as aberrant, scandalous, and avoidable. The projects and politics of militarism and imperialism, of racial and cultural rivalries, of monopolies, restrictions, and exclusion, which were to play the serpent to this paradise, were little more than the amusements of his daily newspaper, and appeared to exercise almost no influence at all on the ordinary course of social and economic life, the internationalisation of which was nearly complete in practice.

The inhabitant of London could order by telephone, sipping his morning tea in bed, the various products of the whole earth, in such quantity as he might see fit, and reasonably expect their early delivery upon his doorstep; he could at the same moment and by the same means adventure his wealth in the natural resources and new enterprises of any quarter of the world, and share, without exertion or even trouble, in their prospective fruits and advantages; or he could decide to couple the security of his fortunes with the good faith of the townspeople of any substantial municipality in any continent that fancy or information might recommend. He could secure forthwith, if he wished it, cheap and comfortable means of transit to any country or climate without passport or other formality, could despatch his servant to the neighboring office of a bank for such supply of the precious metals as might seem convenient, and could then proceed abroad to foreign quarters, without knowledge of their religion, language, or customs, bearing coined wealth upon his person, and would consider himself greatly aggrieved and much surprised at the least interference. But, most important of all, he regarded this state of affairs as normal, certain, and permanent, except in the direction of further improvement, and any deviation from it as aberrant, scandalous, and avoidable. The projects and politics of militarism and imperialism, of racial and cultural rivalries, of monopolies, restrictions, and exclusion, which were to play the serpent to this paradise, were little more than the amusements of his daily newspaper, and appeared to exercise almost no influence at all on the ordinary course of social and economic life, the internationalization of which was nearly complete in practice.

You didn’t warn us about this, Readier,’ said Stowley resentfully. Gilt waved his hands. ‘We must speculate to accumulate!’ he said. ‘The Post Office? Trickery and sleight of hand. Oh, von Lipwig is an ideas man, but that’s all he is. He’s made a splash, but he’s not got the stamina for the long haul. Yet as it turns out he will do us a favour. Perhaps we have been . . . a little smug, a little lax, but we have learned our lesson! Spurred by the competition we are investing several hundred thousand dollars—’ ‘Several hundred?’ said Greenyham. Gilt waved him into silence, and continued: ‘—several hundred thousand dollars in a challenging, relevant and exciting systemic overhaul of our entire organization, focusing on our core competencies while maintaining full and listening co-operation with the communities we are proud to serve. We fully realize that our energetic attempts to mobilize the flawed infrastructure we inherited have been less than totally satisfactory, and hope and trust that our valued and loyal customers will bear with us in the coming months as we interact synergistically with change management in our striving for excellence. That is our mission.’ An awed silence followed.

Not many places open at this time of night,” Jim replied, glancing up and down the deserted street. “I know a diner that has good food.” “Lead on!” Ned commanded. “All we ask is food and plenty of it!” Jim escorted the party to a place that was open all night. Its only customer was a truck driver seated at the counter. “I believe I may as well order breakfast,” Nancy declared, scanning the menu. “Orange juice—” She broke off as the door opened. A man, who was breathing hard, came hurrying in. Almost at his heels was a policeman. “Hold on there!” the officer exclaimed, grabbing the fellow’s arm. “I’ve got you now!

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

We didn’t know what he did on the weekends. What sort of person showed up on Monday and had no interest in sharing what transpired during the two days of the week when one’s real life took place? His weekends were long dark shadows of mystery. In all likelihood, he spent his days off in the office, cultivating his master plan. Mondays we’d come in refreshed and unsuspecting and he would already be there, ready to spring something on us. Maybe he never left. Certainly he never came around with a coffee mug to palaver with us on a Monday morning. We didn’t judge him for that, so long as he didn’t judge us for our custom of easing into a new workweek.

Even today, every night of the year, the Queen’s Keys are carried in great ceremony to lock up the gates of the Tower. The Chief Yeoman Warder at 9:53 meets his escort warders and they walk to the gates. They arrive at 10:00 p.m. exactly and are challenged by a sentry with a bayonet who cries loudly, “Who comes here?” The reply by the Chief is, “The Keys.” “Whose keys?” “Queen Elizabeth’s keys.” “Pass, Queen Elizabeth’s keys, and all is well.” The party passes through the Bloody Tower Archway into the fortress and halts at the Broadway Steps. At the top of the stairs, the Tower Guard presents arms and the Chief Warder raises his hat and proclaims, “God preserve Queen Elizabeth.” The sentry replies, “Amen!” Afterward, the keys are taken to the Queen’s House for safekeeping and the Last Post is sounded. This ancient ceremony was interrupted only once since the 14th century. During World War II there was an air raid on London. Bombs fell on the Victorian guardroom just as the party was coming through the Bloody Tower Archway. The noise knocked down the Chief Yeoman and one of the Warder escorts. In the Tower is a letter from the Officer of the Guard in which he apologizes to King George VI for the ceremony finishing late, as well as a reply from the King which states that the officer is not to be punished since the delay was due to enemy action.

After this interlude we return to the question of the parcel. Yes, says the Postmaster, it has been here – actually here in the office! But it is here no longer. It has been removed to the custody of the Customs. Monsieur B. must realize that parcels are subject to Customs dues. B. says that it is personal wearing apparel. The Postmaster says: ‘No doubt, no doubt; but that is the affair of the Customs.’ ‘We must, then, go to the Customs office?’ ‘That will be the proper procedure,’ agrees the Postmaster. ‘Not that it will be any use going today. Today is Wednesday, and on Wednesdays the Customs are closed.’ ‘Tomorrow, then?’ ‘Yes, tomorrow the Customs will be open.’ ‘Sorry,’ says B. to Max. ‘I suppose it means I shall have to come in again tomorrow to get my parcel.’ The Postmaster says that certainly Monsieur B. will have to come in tomorrow, but that even tomorrow he will not be able to get his parcel. ‘Why not?’ demands B. ‘Because, after the formalities of the Customs have been settled, the parcel must then go through the Post Office.’ ‘You mean, I shall have to come on here?’ ‘Precisely. And that will not be possible tomorrow, for tomorrow the Post Office will be closed,’ says the Postmaster triumphantly. We go into the subject in detail, but officialdom triumphs at every turn. On no day of the week, apparently, are both the Customs and the Post Office open!

Neighbors turned surly; petty jealousies flared into denunciations made to the SA—the Storm Troopers—or to the newly founded Geheime Staatspolizei, only just becoming known by its acronym, Gestapo (GEheime STAatsPOlizei), coined by a post office clerk seeking a less cumbersome way of identifying the agency. The Gestapo’s reputation for omniscience and malevolence arose from a confluence of two phenomena: first, a political climate in which merely criticizing the government could get one arrested, and second, the existence of a populace eager not just to step in line and become coordinated but also to use Nazi sensitivities to satisfy individual needs and salve jealousies. One study of Nazi records found that of a sample of 213 denunciations, 37 percent arose not from heartfelt political belief but from private conflicts, with the trigger often breathtakingly trivial. In October 1933, for example, the clerk at a grocery store turned in a cranky customer who had stubbornly insisted on receiving three pfennigs in change. The clerk accused her of failure to pay taxes. Germans denounced one another with such gusto that senior Nazi officials urged the populace to be more discriminating as to what circumstances might justify a report to the police. Hitler himself acknowledged, in a remark to his minister of justice, “we are living at present in a sea of denunciations and human meanness.

Is the competition really some mythical beast? No, not really. Knowing how to play your group of salespeople as a team, to overcome the group objective of winning the customers support, is the objective. The opposing team in proper viewpoint is not just the similar competing business to yours. Nor is it the competing franchises of your home office. No, in order to really be effective in the market place as a surviving business, you must go beyond that philosophy. You must be willing to expand your viewpoint to fully understand who the competition truly is. Your true competition is simply this: Anywhere that your customer would spend his or her dollars as opposed to spending them at your company or place of business.

For too long we have been the playthings of massive corporations, whose sole aim is to convert our world into a gargantuan shopping 'mall'. Pleasantry and civility are being discarded as the worthless ephemera of a bygone age; an age where men doffed their hats at ladies, and children could be counted on to mind your Jack Russell while you took a mild and bitter in the pub. The twinkly-eyed tobacconist, the ruddy-cheeked landlord and the bewhiskered teashop lady are being trampled under the mighty blandness of 'drive-thru' hamburger chains. Customers are herded in and out of such places with an alarming similarity to the way the cattle used to produce the burgers are herded to the slaughterhouse. The principal victim of this blandification is Youth, whose natural propensity to shun work, peacock around the town and aggravate the constabulary has been drummed out of them. Youth is left with a sad deficiency of joie de vivre, imagination and elegance. Instead, their lives are ruled by territorial one-upmanship based on brands of plimsoll, and Youth has become little more than a walking, barely talking advertising hoarding for global conglomerates. ... But now, a spectre is beginning to haunt the reigning vulgarioisie: the spectre of Chappism. A new breed of insurgent has begun to appear on the streets, in the taverns and in the offices of Britain: The Anarcho-Dandyist. Recognisable by his immaculate clothes, the rakish angle of his hat and his subtle rallying cry of "Good day to you sir/ madam!

My businessman friend Dudley Wright saw the drawing and I told him the story about it. He said, “You oughta triple its price. With art, nobody is really sure of its value, so people often think, ‘If the price is higher, it must be more valuable!’” I said, “You’re crazy!” but, just for fun, I bought a twenty-dollar frame and mounted the drawing so it would be ready for the next customer. Some guy from the weather forecasting business saw the drawing I had given Gianonni and asked if I had others. I invited him and his wife to my “studio” downstairs in my home, and they asked about the newly framed drawing. “That one is two hundred dollars.” (I had multiplied sixty by three and added twenty for the frame.) The next day they came back and bought it. So the massage parlor drawing ended up in the office of a weather forecaster.

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.

I've spent thirty years working with the visualization techniques developed by Dr. Maxwell Maltz, author of the 30-million-copy best-seller Psycho-Cybernetics, and I use those techniques — like “Theater in Your Mind” — to visualize my letter's recipients as living, breathing, thinking, feeling, walking, talking human beings. I visualize their day's experience. How did it start out? What did they do when they first arrived at the office? Do they get their mail presorted? Opened? From an “in” basket? Hand-delivered? When do they get it? Where will they stand or sit when going through it? At that time, what else are they thinking about? Preoccupied with? What do they worry about, complain about, secretly wish for, enjoy? Through this stretch of my own imagination, I try to become one with the recipients of my letter, so I can anticipate their thoughts and reactions.

The office of midwife was hereditary in the family of the basket-maker. It belonged to his wife. She might not be competent, but the office was hers, anyway. Her pay was not high—25 cents for a boy, and half as much for a girl. The girl was not desired, because she would be a disastrous expense by and by. As soon as she should be old enough to begin to wear clothes for propriety's sake, it would be a disgrace to the family if she were not married; and to marry her meant financial ruin; for by custom the father must spend upon feasting and wedding-display everything he had and all he could borrow—in fact, reduce himself to a condition of poverty which he might never more recover from. It was the dread of this prospective ruin which made the killing of girl-babies so prevalent in India in the old days before England laid the iron hand of her prohibitions upon the piteous slaughter.

In all matters of consequence, General P.P. Peckem was, as he always remarked when he was about to criticize the work of some close associate publicly, a realist. He was a handsome, pink-skinned man of fifty-three. His manner was always casual and relaxed, and his uniforms were custom-made. He had silver-gray hair, slightly myopic eyes and thin, overhanging, sensual lips. He was a perceptive, graceful, sophisticated man who was sensitive to everyone's weaknesses but his own and found everyone absurd but himself. General Peckem laid great fastidious stress on small matters of taste and style. He was always augmenting things. Approaching events were never coming, but always upcoming. It was not true that he wrote memorandums praising himself and recommending that his authority be enhanced to include all combat operations; he wrote memoranda. And the prose in the memoranda of other officers was always turgid, stilted, or ambiguous. The errors of others were inevitable deplorable. Regulations were stringent, and his data never was obtained from a reliable source, but always were obtained. General Peckem was frequently constrained. Things were often incumbent upon him, and he frequently acted with the greatest reluctance. It never escaped his memory that neither black nor white was a color, and he never used verbal when he meant oral. He could quote glibly from Plato, Nietzsche, Montaigne, Theodore Roosevelt, the Marquis de Sade and Warren G. Harding. A virgin audience like Colonel Scheisskopf [his new underling] was grist for General Peckem's mill, a stimulating opportunity to throw open his whole dazzling erudite treasure house of puns, wisecracks, slanders, homilies, anecdotes, proverbs, epigrams, apothegms, bon mots and other pungent sayings. He beamed urbanely as he began orienting Colonel Scheisskopf to his new surroundings.

Money, dished out in quantities fitting the context, is a social lubricant here. It eases passage even as it maintains hierarchies. Fifty naira for the man who helps you back out from the parking spot, two hundred naira for the police officer who stops you for no good reason in the dead of night, ten thousand for the clearing agent who helps you bring your imported crate through customs. For each transaction, there is a suitable amount that helps things on their way. No one else seems to worry, as I do, that the money demanded by someone whose finger hovers over the trigger of a AK-47 is less a tip than a ransom. I feel that my worrying about it is a luxury that few can afford. For many Nigerians, the giving and receiving of bribes, tips, extortion money, or alms--the categories are fluid--is not thought of in moral terms. It is seen either as a mild irritant or as an opportunity. It is a way of getting things done, neither more nor less than what money is there for.

Street food, she saw. Silky pasta, doughy pizza, steaming pho, obnoxiously tall burgers. Benches had been nestled behind the Royal Festival Hall, and they were filled with people eating personal feasts from paper plates: vast thalis; racks of sticky, black ribs; half lobsters with melting garlic butter and bread. Rows of diners craning to read menus wound between food trucks; queues intermingled, new arrivals negotiating for space. Piglet looked around, the National behind her. She had left the office early, she reasoned; she had time before finding a place to work. She edged forward, walking among the tables. The benches were full, some having to stand, juggling their fried chicken with their phones. There were young men who talked too loudly, laughed with their mouths full, and wore round, tortoiseshell glasses; glamorous women in their fifties and sixties, lunching and drinking; and au pairs with charges no older than twelve who ate salt beef bagels, cacio e pepe, and laksa.

This trade must stop.” “I can take no responsibility for any such measure,” said Gumpas. “Very well, then,” answered Caspian, “we relieve you of your office. My Lord Bern, come here.” And before Gumpas quite realized what was happening, Bern was kneeling with his hands between the King’s hands and taking the oath to govern the Lone Islands in accordance with the old customs, rights, usages and laws of Narnia. And Caspian said, “I think we have had enough of governors,” and made Bern a Duke, the Duke of the Lone Islands. “As for you, my Lord,” he said to Gumpas, “I forgive you your debt for the tribute. But before noon tomorrow you and yours must be out of the castle, which is now the Duke’s residence.” “Look here, this is all very well,” said one of Gumpas’s secretaries, “but suppose all you gentlemen stop play-acting and we do a little business. The question before us really is--” “The question is,” said the Duke, “whether you and the rest of the rabble will leave without a flogging or with one. You may choose which you prefer.

The little procession proceeded to the center of the square, where the village locksman, one John MacRae, stepped out of the crowd to meet them. This personage was dressed as befitted his office in the sober elegance of dark breeches and coat and grey velvet hat (removed for the nonce and tenderly sheltered from the rain beneath the tail of his coat). He was not, as I had at first assumed, the village jailer, though in a pinch he did perform such office. His duties were primarily those of constable, customs inspector, and when needed, executioner; his title came from the wooden “lock” or scoop that hung from his belt, with which he was entitled to take a percentage of each bag of grain sold in the Thursday market: the remuneration of his office. I had found all this out from the locksman himself. He had been to the Castle only a few days before to see whether I could treat a persistent felon on his thumb. I had lanced it with a sterile needle and dressed it with poplar-bud salve, finding MacRae a shy and soft-spoken man with a pleasant smile.

Most of our readers will remember, that, until within a very few years past, there was a kind of iron cage in the wall of the Fleet Prison, within which was posted some man of hungry looks, who, from time to time, rattled a money-box, and exclaimed in a mournful voice, ‘Pray, remember the poor debtors; pray remember the poor debtors.’ The receipts of this box, when there were any, were divided among the poor prisoners; and the men on the poor side relieved each other in this degrading office. Although this custom has been abolished, and the cage is now boarded up, the miserable and destitute condition of these unhappy persons remains the same. We no longer suffer them to appeal at the prison gates to the charity and compassion of the passersby; but we still leave unblotted the leaves of our statute book, for the reverence and admiration of succeeding ages, the just and wholesome law which declares that the sturdy felon shall be fed and clothed, and that the penniless debtor shall be left to die of starvation and nakedness. This is no fiction.

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

The courtship continued through January 2000, causing Musk to postpone his honeymoon with Justine. Michael Moritz, X.com’s primary investor, arranged a meeting of the two camps in his Sand Hill Road office. Thiel got a ride with Musk in his McLaren. “So, what can this car do?” Thiel asked. “Watch this,” Musk replied, pulling into the fast lane and flooring the accelerator. The rear axle broke and the car spun around, hit an embankment, and flew in the air like a flying saucer. Parts of the body shredded. Thiel, a practicing libertarian, was not wearing a seatbelt, but he emerged unscathed. He was able to hitch a ride up to the Sequoia offices. Musk, also unhurt, stayed behind for a half-hour to have his car towed away, then joined the meeting without telling Harris what had happened. Later, Musk was able to laugh and say, “At least it showed Peter I was unafraid of risks.” Says Thiel, “Yeah, I realized he was a bit crazy.” Musk remained resistant to a merger. Even though both companies had about 200,000 customers signed up to make electronic payments on eBay, he believed that X.com was a more valuable company because it offered a broader array of banking services.

People, especially those in charge, rarely invite you into their offices and give freely of their time. Instead, you have to do something unique, compelling, even funny or a bit daring, to earn it. Even if you happen to be an exceptionally well-rounded person who possesses all of the scrappy qualities discussed so far, it’s still important to be prepared, dig deep, do the prep work, and think on your feet. Harry Gordon Selfridge, who founded the London-based department store Selfridges, knew the value of doing his homework. Selfridge, an American from Chicago, traveled to London in 1906 with the hope of building his “dream store.” He did just that in 1909, and more than a century later, his stores continue to serve customers in London, Manchester, and Birmingham. Selfridges’ success and staying power is rooted in the scrappy efforts of Harry Selfridge himself, a creative marketer who exhibited “a revolutionary understanding of publicity and the theatre of retail,” as he is described on the Selfridges’ Web site. His department store was known for creating events to attract special clientele, engaging shoppers in a way other retailers had never done before, catering to the holidays, adapting to cultural trends, and changing with the times and political movements such as the suffragists. Selfridge was noted to have said, “People will sit up and take notice of you if you will sit up and take notice of what makes them sit up and take notice.” How do you get people to take notice? How do you stand out in a positive way in order to make things happen? The curiosity and imagination Selfridge employed to successfully build his retail stores can be just as valuable for you to embrace in your circumstances. Perhaps you have landed a meeting, interview, or a quick coffee date with a key decision maker at a company that has sparked your interest. To maximize the impression you’re going to make, you have to know your audience. That means you must respectfully learn what you can about the person, their industry, or the culture of their organization. In fact, it pays to become familiar not only with the person’s current position but also their background, philosophies, triumphs, failures, and major breakthroughs. With that information in hand, you are less likely to waste the precious time you have and more likely to engage in genuine and meaningful conversation.

He and Blake had been busy, and I’d been busy talking to customers about random stuff while they waited. I was surprised by how nice everyone had been—with the exception of Dex's dumb face. There hadn't been a single biker in the shop either. Weird. All of this assured me that I’d avoided having to interact much with my boss. The owner. The bleeding mouth sore. The snot-faced ass**le that I only kind-of, sort-of hoped came down with an infectious illness in his private parts. But you know, something he could get medicine for. I tried my best to keep from replaying the scenario in the office but it was impossible. It wasn't his tone but the words that had seared me. And each time, it made me want to cry. It didn’t get any easier or any less painful. How the hell could someone be so rude? I didn't understand and I couldn't get over it. Every cycle had me coming up with different things to call him. A dick. A slimy bastard. A slimy, small-dicked bastard. Right? Maybe he wouldn't be so mad at the world if his pubic hair wasn’t longer than his full-blown erection. God, I felt awkward thinking about what he had under his clothes but it was the best insult I could come up with.

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

But when they arrived, Honor reached out and pressed the override button, holding the lift doors closed, and turned to him. "Mr. Hauptman," she said in a vioce of frozen helium, "you've seen fit to insult me and my officers and to threaten my parents. In fact, you have descended to the tactics of gutter scum, and that, in my opinion, Sir, is precisely what you have proven yourself to be." Hauptman's nostrils flared in a congested face, but she continued in that same ice-cold voice. "I am fully aware that you have no intention of forgetting this incident. Neither, I assure you, have I. I am a Queen's officer. As such, I will react to any personal attack upon me only if and as it arises, and for myself, both personally and as a Queen's officer, I dislike the custom of dueling. But, Mr. Hauptman, should you ever attempt to carry through your threat against my parents-" her eyes were leveled missile batteries and the tic at the corner of her mouth jerked like a living thing "-I will denounce you publicly for your contemptible actions and demand satisfaction. And when you accept my challenge, Mr. Hauptman, I will kill you like the scum you are." Hauptman stepped back against the wall of the lift, staring at her in shocked disbelief. "Believe it, Mr. Hauptman," she said very, very softly, and let the lift door open at last.

What nonsense you do talk, to be sure,’ said Stephen. ‘What “balls”, as you sea-officers say: it is a matter of common observation that a man may be sincerely attached to two women at once – to three, to four, to a very surprising number of women. However,’ he said, ‘no doubt you know more of these things than I. No: what I had in mind were those wider loyalties, those more general conflicts – the candid American, for example, before the issue became envenomed; the unimpassioned Jacobite in ‘45; Catholic priests in France today – Frenchmen of many complexions, in and out of France. So much pain; and the more honest the man the worse the pain. But there at least the conflict is direct: it seems to me that the greater mass of confusion and distress must arise from these less evident divergencies – the moral law, the civil, military, common laws, the code of honour, custom, the rules of practical life, of civility, of amorous conversation, gallantry, to say nothing of Christianity for those that practise it. All sometimes, indeed generally, at variance; none ever in an entirely harmonious relation to the rest; and a man is perpetually required to choose one rather than another, perhaps (in his particular case) its contrary. It is as though our strings were each tuned according to a completely separate system – it is as though the poor ass were surrounded by four and twenty mangers.

Every Sunday he arrived in his wine-dark Buick, a tall, prune-faced, sad-seeming man with an incongruously vital head of wavy hair. He was not interested in children. A proponent of the Great Books series—which he had read twice—Uncle Pete was engaged with serious thought and Italian opera. He had a passion, in history, for Edward Gibbon, and, in literature, for the journals of Madame de Staël. He liked to quote that witty lady’s opinion on the German language, which held that German wasn’t good for conversation because you had to wait to the end of the sentence for the verb, and so couldn’t interrupt. Uncle Pete had wanted to become a doctor, but the “catastrophe” had ended that dream. In the United States, he’d put himself through two years of chiropractic school, and now ran a small office in Birmingham with a human skeleton he was still paying for in installments. In those days, chiropractors had a somewhat dubious reputation. People didn’t come to Uncle Pete to free up their kundalini. He cracked necks, straightened spines, and made custom arch supports out of foam rubber. Still, he was the closest thing to a doctor we had in the house on those Sunday afternoons. As a young man he’d had half his stomach surgically removed, and now after dinner always drank a Pepsi-Cola to help digest his meal. The soft drink had been named for the digestive enzyme pepsin, he sagely told us, and so was suited to the task.

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To observe the kingdom of Scotland in 1513 in terms of the strength of the Crown, its relations with its magnates, the quality and administration of its justice, its economy, foreign relations, culture and religious life, is to see a community at some remove from the leaderless country inherited by James I in 1424; yet it is also to see a country still strongly tied to its ancient traditions, customs and ethnic divisions which it either could not, or would not, abandon. By 1513 the Crown was strong, popular, its position in society unassailable. It had both sought and obtained the co-operation of its nobility who were themselves closely bound together by bonds of alliance, and whose status in society was recognised by the strength and closeness its kin groups. It had introduced some useful, constructive statutes and had strengthened its legal procedures. It had sought to inform its legal officers of the body of the law. New and more efficient methods of land registration and of royal revenue collection had been the direct result of the reorganisation of the Chancery, the Exchequer, and of the Secretariat of the Privy Seal. Its economy was buoyant enough to enable a protected merchant class to trade modestly with the Baltic states through Denmark, with Southern Europe through its Staple in Flanders, with England and France. Through its many embassies abroad it pursued, as far as possible, constructive peace treaties with the major European powers.

In 1934, strongman Fulgencio Batista forced President Grau’s resignation. Then in 1940, Grau lost his bid for the Presidency to his adversary Batista. Four years later in 1944, he did win the election and took office for a four-year term starting on October 10th. After Grau won the election and was the President elect, Batista still in office, blatantly attacked the National Treasury, leaving the cupboards bare by the time Grau was actually sworn in as President. Since Grau and Batista were staunch adversaries, it is highly unlikely that any deal could have been made in 1946 to allow “Lucky” Luciano into Cuba, especially with Luciano having been exiled to Sicily by the United States government that preceding February. Still, Lansky had enough political pull within the Cuban government to prepare for a strong Mafia presence in Havana. In October of 1946, in an attempt to keep his whereabouts a secret, “Lucky” Luciano covertly boarded a freighter taking him from Naples, Italy, to Caracas, Venezuela. Then Luciano flew south to Rio de Janeiro and returned north to Mexico City. On October 29, 1946, he arranged for a private flight from Mexico City to Camagüey, Cuba, where Meyer Lansky met him. Having the right connections, Luciano passed through Cuban customs unimpeded and was whisked by car to the splendid Grand Hotel. Luciano, having just arrived in Cuba, was looking forward to setting up operations. Cuba would actually be a better place than the United States for what he had in mind.

Yes,” her boss responded, “one for us and one for the customer.” “I’m sorry, so you are saying that the client is asking for a copy and we need a copy for internal use?” “Actually, I’ll check with the client—they haven’t asked for anything. But I definitely want a copy. That’s just how I do business.” “Absolutely,” she responded. “Thanks for checking with the customer. Where would you like to store the in-house copy? There’s no more space in the file room here.” “It’s fine. You can store it anywhere,” he said, slightly perturbed now. “Anywhere?” she mirrored again, with calm concern. When another person’s tone of voice or body language is inconsistent with his words, a good mirror can be particularly useful. In this case, it caused her boss to take a nice, long pause—something he did not often do. My student sat silent. “As a matter of fact, you can put them in my office,” he said, with more composure than he’d had the whole conversation. “I’ll get the new assistant to print it for me after the project is done. For now, just create two digital backups.” A day later her boss emailed and wrote simply, “The two digital backups will be fine.” Not long after, I received an ecstatic email from this student: “I was shocked! I love mirrors! A week of work avoided!” Mirroring will make you feel awkward as heck when you first try it. That’s the only hard part about it; the technique takes a little practice. Once you get the hang of it, though, it’ll become a conversational Swiss Army knife valuable in just about every professional and social setting.

To this day, I am still not sure what it was about Chip Gaines that made me give him a second chance--because, basically, our first date was over before it even started. I was working at my father’s Firestone automotive shop the day we first met. I’d worked as my dad’s office manager through my years at Baylor University and was perfectly happy working there afterward while I tried to figure out what I really wanted to do with my life. The smell of tires, metal, and grease--that place was like a second home to me, and the guys in the shop were all like my big brothers. On this particular afternoon, they all started teasing me. “You should go out to the lobby, Jo. There’s a hot guy out there. Go talk to him!” they said. “No,” I said. “Stop it! I’m not doing that.” I was all of twenty-three, and I wasn’t exactly outgoing. She was a bit awkward--no doubt about that. I hadn’t dated all that much, and I’d never had a serious relationship--nothing that lasted longer than a month or two. I’d always been an introvert and still am (believe it or not). I was also very picky, and I just wasn’t the type of girl who struck up conversations with guys I didn’t know. I was honestly comfortable being single; I didn’t think that much of it. “Who is this guy, anyway?” I asked, since they all seemed to know him for some reason. “Oh, they call him Hot John,” someone said, laughing. Hot John? There was no way I was going out in that lobby to strike up a conversation with some guy called Hot John. But the guys wouldn’t let up, so I finally said, “Fine.” I gathered up a few things from my desk (in case I needed a backup plan) and rounded the corner into the lobby. I quickly realized that Hot John was pretty good-looking. He’d obviously just finished a workout--he was dressed head-to-toe in cycling gear and was just standing there, innocently waiting on someone from the back. I tried to think about what I might say to strike up a conversation when I got close enough and quickly settled on the obvious topic: cycling. But just as that thought raced through my head, he looked up from his magazine and smiled right at me. Crap, I thought. I completely lost my nerve. I kept on walking right past him and out the lobby’s front door. When I reached the safety of my dad’s outdoor waiting area, I realized just how bad I’d needed the fresh air. I sat on a chair a few down from another customer and immediately started laughing at myself. Did I really just do that?

cap to scratch his bald head. ‘Well, you won’t miss the veg because I’ll be bringing you some every week now. I’ve always got plenty left over and I’d rather give it to you than see it waste.’ He gave a rumbling laugh. ‘I caught that young Tommy Barton digging potatoes from Percy’s plot this mornin’. Give ’im a cuff round ’is ear but I let him take what he’d dug. Poor little bugger’s only tryin’ to keep his ma from starvin’; ain’t ’is fault ’is old man got banged up for robbin’, is it?’ Tilly Barton, her two sons Tommy and Sam and her husband, lived almost opposite the Pig & Whistle. Mulberry Lane cut across from Bell Lane and ran adjacent to Spitalfields Market, and the folk of the surrounding lanes were like a small community, almost a village in the heart of London’s busy East End. Tilly and her husband had been good customers for Peggy until he lost his job on the Docks. It had come as a shock when he’d been arrested for trying to rob a little corner post office and Peggy hadn’t seen Tilly to talk to since; she’d assumed it was because the woman was feeling ashamed of what her husband had done. ‘No, of course not.’ Peggy smiled at him. A wisp of her honey-blonde hair had fallen across her face, despite all her efforts to sweep it up under a little white cap she wore for cooking. ‘I didn’t realise Tilly Barton was in such trouble. I’ll take her a pie over later – she won’t be offended, will she?’ ‘No one in their right mind would be offended by you, Peggy love.’ ‘Thank you, Jim. Would you like a cup of coffee and a slice of apple pie?’ ‘Don’t mind a slice of that pie, but I’ll take it for my docky down the allotment if that’s all right?’ Peggy assured him it was and wrapped a generous slice of her freshly cooked pie in greaseproof paper. He took it and left with a smile and a promise to see her next week just as her husband entered the kitchen. ‘Who was that?’ Laurence asked as he saw the back of Jim walking away. ‘Jim Stillman, he brought the last of the stuff from Percy’s allotment.’ Peggy’s eyes brimmed and Laurence frowned. ‘I don’t know what you’re upset for, Peggy. Percy was well over eighty. He’d had a good life – and it wasn’t even as if he was your father…’ ‘I know. He was a lot older than Mum but…Percy was a good stepfather to me, and wonderful to Mum when she was so ill after we lost Walter.’ Peggy’s voice faltered, because it still hurt her that her younger brother had died in the Great War at the tender age of seventeen. The news had almost destroyed their mother and Peggy thought of those dark days as the worst of her