Do Companies Charge For Quotes

The longer I live, the more I realize the impact of attitude on life. Attitude, to me, is more important than facts. It is more important than the past, than education, than money, than circumstances, than failures, than successes, than what other people think or say or do. It is more important than appearance, giftedness or skill. It will make or break a company...a church....a home. The remarkable thing is we have a choice every day regarding the attitude we will embrace for that day. We cannot change our past...we cannot change the fact that people will act in a certain way. We cannot change the inevitable. The only thing we can do is play on the one string we have, and that is our attitude...I am convinced that life is 10% what happens to me and 90% how I react to it. And so it is with you...we are in charge of our attitudes.

The longer I live, the more I realize the impact of attitude on life. Attitude, to me, is more important than facts. It is more important than the past, the education, the money, than circumstances, than failure, than successes, than what other people think or say or do. It is more important than appearance, giftedness or skill. It will make or break a company... a church... a home. The remarkable thing is we have a choice everyday regarding the attitude we will embrace for that day. We cannot change our past... we cannot change the fact that people will act in a certain way. We cannot change the inevitable. The only thing we can do is play on the one string we have, and that is our attitude. I am convinced that life is 10% what happens to me and 90% of how I react to it. And so it is with you... we are in charge of our attitudes.

Don't hang out with people who are: Ungrateful Unhelpful Unruly Unkindly Unloving Unambitious Unmotivated or make you feel... Uncomfortable

Sir, people never wanted me to make it to squire. They won't like it any better if I become a knight. I doubt I'll ever get to command a force larger than, well, just me.' Raoul shook his head. 'You're wrong.' As she started to protest, he raised a hand. 'Hear me out. I have some idea of what you've had to bear to get this far, and it won't get easier. But there are larger issues than your fitness for knighthood, issues that involve lives and livelihoods. Attend,' he said, so much like Yayin, one of her Mithran teachers, that Kel had to smile. 'At our level, there are four kids of warrior,' he told Kel. He raised a fist and held up one large finger. 'Heroes, like Alanna the Lioness. Warriors who find dark places and fight in them alone. This is wonderful, but we live in the real world. There aren't many places without any hope or light.' He raised a second finger. 'We have knights- plain, everyday knights, like your brothers. They patrol their borders and protect their tenants, or they go into troubled areas at the king's command and sort them out. They fight in battles, usually against other knights. A hero will work like an everyday knight for a time- it's expected. And most knights must be clever enough to manage alone.' Kel nodded. 'We have soldiers,' Raoul continued, raising a third finger. 'Those warriors, including knights, who can manage so long as they're told what to do. These are more common, thank Mithros, and you'll find them in charge of companies in the army, under the eye of a general. Without people who can take orders, we'd be in real trouble. 'Commanders.' He raised his little finger. 'Good ones, people with a knack for it, like, say, the queen, or Buri, or young Dom, they're as rare as heroes. Commanders have an eye not just for what they do, but for what those around them do. Commanders size up people's strengths and weaknesses. They know where someone will shine and where they will collapse. Other warriors will obey a true commander because they can tell that the commander knows what he- or she- is doing.' Raoul picked up a quill and toyed with it. 'You've shown flashes of being a commander. I've seen it. So has Qasim, your friend Neal, even Wyldon, though it would be like pulling teeth to get him to admit it. My job is to see if you will do more than flash, with the right training. The realm needs commanders. Tortall is big. We have too many still-untamed pockets, too curse many hideyholes for rogues, and plenty of hungry enemies to nibble at our borders and our seafaring trade. If you have what it takes, the Crown will use you. We're too desperate for good commanders to let one slip away, even a female one. Now, finish that'- he pointed to the slate- 'and you can stop for tonight.

Rather than argue, Amanda smiled at him. “And then what will you do while your son or daughter is in charge of your store and your companies?” “I’ll spend my days and nights pleasing you,” he said. “It’s a challenging occupation, after all.” He laughed and dodged as she went to swat his attractive backside.

The company that employed me strived only to serve up the cheapest fare that the customer 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 of our efforts were tacitly supposed to achieve: the ultimate product -- Nothing. And for this product they would command the ultimate price -- Everything.

My conclusion: It was just that Joel, Elliot, Sheryl, and Mark didn’t give a fuck. Joel was a veteran of George W. Bush’s White House. An issue in Syria would be met by a wave of his hand and, “Drop a bomb on it. I don’t care.” A joke, but also who he was. He was the man in charge of those countries for Facebook. And when it came to Myanmar, those people just didn’t matter to him. He couldn’t be bothered. There was no greater principle ever offered. People outside big companies sometimes wonder and speculate about how these sorts of decisions happen. This is how it happened at Facebook. And it wasn’t just Joel. None of the senior leaders—Elliot or Sheryl or Mark—thought about this enough to put in place the kinds of systems we’d need, in Myanmar or other countries. They apparently didn’t care. These were sins of omission. It wasn’t the things they did; it was the things they didn’t do.

His will be done, as done it surely will be, whether we humble ourselves to resignation or not. The impulse of creation forwards it; the strength of powers, seen and unseen, has its fulfillment in charge. Proof of a life to come must be given. In fire and in blood, if needful, must that proof be written. In fire and in blood do we trace the record throughout nature. In fire and in blood does it cross our own experience. Sufferer, faint not through terror of this burning evidence. Tired wayfarer, gird up thy loins, look upward, march onward. Pilgrims and brother mourners, join in friendly company. Dark through the wilderness of this world stretches the way for most of us: equal and steady be our tread; be our cross our banner. For staff we have His promis, whose 'word is tried, whose way perfect": for present hope His providence, 'who gives the shield of salvation, whose gentleness makes great'; for final home His bosom, who 'dwells in the height of Heaven'; for crowning prize a glory exceeding and eternal. Let us so run that we may obtain: let us endure hardness as good soldiers; let us finish our course, and keep the faith, reliant in the issue to come off more than conquerors: 'Art though not from everlasting mine Holy One? WE SHALL NOT DIE!

Hammond shook his head sadly. “Yet, you’ll remember,” he said, “the original genetic engineering companies, like Genentech and Cetus, were all started to make pharmaceuticals. New drugs for mankind. Noble, noble purpose. Unfortunately, drugs face all kinds of barriers. FDA testing alone takes five to eight years—if you’re lucky. Even worse, there are forces at work in the marketplace. Suppose you make a miracle drug for cancer or heart disease—as Genentech did. Suppose you now want to charge a thousand dollars or two thousand dollars a dose. You might imagine that is your privilege. After all, you invented the drug, you paid to develop and test it; you should be able to charge whatever you wish. But do you really think that the government will let you do that? No, Henry, they will not. Sick people aren’t going to pay a thousand dollars a dose for needed medication—they won’t be grateful, they’ll be outraged. Blue Cross isn’t going to pay it. They’ll scream highway robbery. So something will happen. Your patent application will be denied. Your permits will be delayed. Something will force you to see reason—and to sell your drug at a lower cost. From a business standpoint, that makes helping mankind a very risky business. Personally, I would never help mankind.

Fitbit is a company that knows the value of Shadow Testing. Founded by Eric Friedman and James Park in September 2008, Fitbit makes a small clip-on exercise and sleep data-gathering device. The Fitbit device tracks your activity levels throughout the day and night, then automatically uploads your data to the Web, where it analyzes your health, fitness, and sleep patterns. It’s a neat concept, but creating new hardware is time-consuming, expensive, and fraught with risk, so here’s what Friedman and Park did. The same day they announced the Fitbit idea to the world, they started allowing customers to preorder a Fitbit on their Web site, based on little more than a description of what the device would do and a few renderings of what the product would look like. The billing system collected names, addresses, and verified credit card numbers, but no charges were actually processed until the product was ready to ship, which gave the company an out in case their plans fell through. Orders started rolling in, and one month later, investors had the confidence to pony up $2 million dollars to make the Fitbit a reality. A year later, the first real Fitbit was shipped to customers. That’s the power of Shadow Testing.

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.

Why, then, do you go there at such a season?" my editor asked me once, sitting in a Chinese restaurant in New York, with his gay English charges. "Yes, why do you ?" they echoed their prospective benefactor. "What is it like there in winter ?" I thought of telling them about acqua alta; about the various shades of gray in the window as one sits for breakfast in one's hotel, enveloped by silence and the mealy morning pall of newlyweds' faces; about pigeons accentuating every curve and cornice of the local Baroque in their dormant affinity for architecture; about a lonely monument to Francesco Querini and his two huskies carved out of Istrian stone, similar, I think, in its hue, to what he saw last, dying, on his ill-fated journey to the North Pole, now listening to the Giardini's rustle of evergreens in the company of Wagner and Carducci; about a brave sparrow perching on the bobbing blade of a gondola against the backdrop of a sirocco-roiled damp infinity. No, I thought, looking at their effete but eager faces; no, they won't do. "Well, I said, "it's like Greta Garbo swimming.

Operational effectiveness: necessary but not sufficient Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways. A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices; greater efficiency results in lower average unit costs. Ultimately, all differences between companies in cost or price derive from the hundreds of activities required to create, produce, sell, and deliver their products or services, such as calling on customers, assembling final products, and training employees. Cost is generated by performing activities, and cost advantage arises from performing particular activities more

What was I supposed to do, kill all humans because the ones in charge of constructs in the company were callous? I liked imaginary people on the entertainment feed way more than I liked the real ones, but you can't have one without the other."--Murderbot

Kyle, every boy pays for kisses. Do you know what I am saying? If you've got a girl, and she kisses you, sooner or later you're paying for it. You've gotta take her out to lunch, take her to a movie, and then spend time listenin' to all her stupid problems. Look, look at Stan right there. [Kyle turns to see Stan, who's listening to Wendy over at the merry-go-round] Why he's gotta sit there and listen to her stupid motherfuckin' problems 'cause she kisses him. If you ask me, that's a lot more than the five dollars my company charges.

Looking over to his left, he watches a rocket-propelled grenade race in and blow up one of the M-60 machine-gun positions. Just then he also sees a lone, tall figure, an American, charge the position, fire, and retake the gun. Even in the dark, amid the explosions, he can recognize the silhouette of the gunner as Michael Bradshaw. Stan is filled with joy that Bradshaw has rushed to the position to counter the enemy’s attack; his decision to do this may help save them. Stan knows Bradshaw must be scared, but in the din he can’t hear if he’s screaming or yelling or swearing; silence. He’s a flickering image amid hundreds of explosions.

Dear Valued Customer: Your cable bill is now increasing 5% per month. You cannot cancel your cable. Ever. You cannot reduce your bill in any way. If you turn off your cable, your bill will remain exactly the same. If you rip your cable out of the wall, your bill will remain exactly the same, with the exception that we will charge you for the damage. Your children will be unable to cancel your cable contract. Also, please note that we will be reducing our delivery of channels by approximately 1 every month. As we deliver fewer channels, you can anticipate that your bill will sharply increase. If you do not pay your bill on time, the ownership of your house will revert to us, and we will lock you in an undisclosed location, where you will be forced to do tech support, and where we will be unable to protect you from assault and rape. If you attempt to defend yourself when we come to take your house, we are fully authorized to gun you down. Sincerely, The Statist Cable Company

Frequently, the people in charge of the Beast are the most organized people in the company—people wired to make things happen on track and on budget, as their bosses expect them to do. When those people and their interests become too powerful—when there is not sufficient push-back to protect new ideas—things go wrong. The Beast takes over.

Second, the leaders had overcome the enormous pressures on successful companies to take paths they had not chosen and did not necessarily want to follow. The people in charge had remained in control, or had regained control, by doing a lot of soul searching, rejecting a lot of well-intentioned advice, charting their own course, and building the kind of business they wanted to live in, rather than accommodating themselves to a business shaped by outside forces.

What have they fixed?” asked former McKinsey consultant Michael Lanning. “What have they changed? Did they take any voice in the way banking has evolved in the past thirty years? They did study after study at GM, and that place needed the most radical kind of change you can imagine. The place was dead, and it was just going to take a long time for the body to die unless they changed how they operated. McKinsey was in there with huge teams, charging huge fees, for several decades. And look where GM came out.”13 In the end, all the GM work did was provide a revenue stream to enrich a group of McKinsey partners, especially those working with the automaker. The last time McKinsey was influential at Apple Computer was when John Sculley was there, and that’s because he’d had a brand-marketing heritage from Pepsi. And Sculley was a disaster. Did McKinsey do anything to help the great companies of today become what they are? Amazon, Microsoft, Google? In short, no.

Why, then, do you go there at such a season?" my editor asked me once, sitting in a Chinese restaurant in New York, with his gay English charges. "Yes, why do you ?" they echoed their prospective benefactor. "What is it like there in winter ?" I thought of telling them about acqua alta; about the various shades of gray in the window as one sits for breakfast in one's hotel, enveloped by silence and the mealy morning pall of newlyweds' faces; about pigeons accentuating every curve and cornice of the local Baroque in their dormant affinity for architecture; about a lonely monument to Francesco Querini and his two huskies carved out of Istrian stone, similar, I think, in its hue, to what he saw last, dying, on his ill-fated journey to the North Pole, now listening to the Giardini's rustle of evergreens in the company of Wagner and Carducci; about a brave sparrow perching on the bobbing blade of a gondola against the backdrop of a sirocco-roiled damp infinity. No, I thought, looking at their effete but eager faces; no, they won't do. "We;;, I said, "it's like Greta Garbo swimming.

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

When it comes to government as it is – and all that government ever could be – we are never really talking about two sides of the table. You get a letter in the mail informing you that your property taxes are going to increase 5% – there is no negotiation; no one offers you an alternative; your opinion is not consulted beforehand, and your approval is not required afterwards, because if you do not pay the increased tax, you will, after a fairly lengthy sequence of letters and phone calls, end up without a house. It is certainly true that your local cable company may also send you a notice that they’re going to increase their charges by 5%, but that is still a negotiation! You can switch to satellite, or give up on cable and rent DVDs of movies or television shows, or reduce some of the extra features that you have, or just decide to get rid of your television and read and talk instead. None of these options are available with the government – with the government, you either pay them, give up your house, go to jail, or move to some other country, where the exact same process will start all over again.

Thank you Neil, and to the givers of this beautiful reward, my thanks from the heart. My family, my agent, editors, know that my being here is their doing as well as mine, and that the beautiful reward is theirs as much as mine. And I rejoice at accepting it for, and sharing it with, all the writers who were excluded from literature for so long, my fellow authors of fantasy and science fiction—writers of the imagination, who for the last 50 years watched the beautiful rewards go to the so-called realists. I think hard times are coming when we will be wanting the voices of writers who can see alternatives to how we live now and can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine some real grounds for hope. We will need writers who can remember freedom. Poets, visionaries—the realists of a larger reality. Right now, I think we need writers who know the difference between the production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximize corporate profit and advertising revenue is not quite the same thing as responsible book publishing or authorship. (Thank you, brave applauders.) Yet I see sales departments given control over editorial; I see my own publishers in a silly panic of ignorance and greed, charging public libraries for an ebook six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience and writers threatened by corporate fatwa, and I see a lot of us, the producers who write the books, and make the books, accepting this. Letting commodity profiteers sell us like deodorant, and tell us what to publish and what to write. (Well, I love you too, darling.) Books, you know, they’re not just commodities. The profit motive often is in conflict with the aims of art. We live in capitalism. Its power seems inescapable. So did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art, and very often in our art—the art of words. I have had a long career and a good one. In good company. Now here, at the end of it, I really don’t want to watch American literature get sold down the river. We who live by writing and publishing want—and should demand—our fair share of the proceeds. But the name of our beautiful reward is not profit. Its name is freedom. Thank you.

Trumpeting EBITDA (earnings before interest, taxes, depreciation and amortization) is a particularly pernicious practice. Doing so implies that depreciation is not truly an expense, given that it is a “non-cash” charge. Imagine, if you will, that at the beginning of this year a company paid all of its employees for the next ten years of their service (in the way they would lay out cash for a fixed asset to be useful for ten years). In the following nine years, compensation would be a “non-cash” expense—a reduction of a prepaid compensation asset established this year. Would anyone care to argue that the recording of the expense in years two through ten would be simply a bookkeeping formality?

My first impression of him was that he was free spirited, clever, funny. That proved to be completely inaccurate. We left the party together and walked around for hours, lied to each other about our happy lives, ate pizza at midnight, took the Staten Island Ferry back and forth and watched the sun rise. I gave him my phone number at the dorm. By the time he finally called me, two weeks later, I’d become obsessed with him. He kept me on a long, tight leash for months—expensive meals, the occasional opera or ballet. He took my virginity at a ski lodge in Vermont on Valentine’s Day. It wasn’t a pleasurable experience, but I trusted he knew more about sex than I did, so when he rolled off and said, “That was amazing,” I believed him. He was thirty-three, worked for Fuji Bank at the World Trade Center, wore tailored suits, sent cars to pick me up at my dorm, then the sorority house sophomore year, wined and dined me, and asked for head with no shame in the back of cabs he charged to the company account. I took this as proof of his masculine value. My “sisters” all agreed; he was “suave.” And I was impressed by how much he liked talking about his emotions, something I’d never seen a man do. “My mom’s a pothead now, and that’s why I have this deep sadness.” He took frequent trips to Tokyo for work and to San Francisco to visit his twin sister. I suspected she discouraged him from dating me.

Facebook deploys something called a “double Irish” to avoid paying taxes. It’s something Google and Apple do as well. The way the double Irish works is that when one of these companies makes a dollar selling ads (or iPhones in Apple’s case) in Italy or Germany or elsewhere in the European Union, that revenue can be shifted to Ireland for tax purposes, and then on to a tax-haven country like Bermuda that charges no taxes at all. To do this, the companies have to set up subsidiaries in Ireland and transfer their foreign IP rights to those subsidiaries. What Ireland gets out of the deal is big Google and Apple and Facebook operations located on their soil, with thousands of local employees earning good wages.

If you were going to start a bioengineering company, Henry, what would you do? Would you make products to help mankind, to fight illness and disease? Dear me, no. That’s a terrible idea. A very poor use of new technology.” Hammond shook his head sadly. “Yet, you’ll remember,” he said, “the original genetic engineering companies, like Genentech and Cetus, were all started to make pharmaceuticals. New drugs for mankind. Noble, noble purpose. Unfortunately, drugs face all kinds of barriers. FDA testing alone takes five to eight years—if you’re lucky. Even worse, there are forces at work in the marketplace. Suppose you make a miracle drug for cancer or heart disease—as Genentech did. Suppose you now want to charge a thousand dollars or two thousand dollars a dose. You might imagine that is your privilege. After all, you invented the drug, you paid to develop and test it; you should be able to charge whatever you wish. But do you really think that the government will let you do that? No, Henry, they will not. Sick people aren’t going to pay a thousand dollars a dose for needed medication—they won’t be grateful, they’ll be outraged. Blue Cross isn’t going to pay it. They’ll scream highway robbery. So something will happen. Your patent application will be denied. Your permits will be delayed. Something will force you to see reason—and to sell your drug at a lower cost. From a business standpoint, that makes helping mankind a very risky business. Personally, I would never help mankind.

In early 2016, Amazon was given a license by the Federal Maritime Commission to implement ocean freight services as an Ocean Transportation Intermediary. So, Amazon can now ship others’ goods. This new service, dubbed Fulfillment by Amazon (FBA), won’t do much directly for individual consumers. But it will allow Amazon’s Chinese partners to more easily and cost-effectively get their products across the Pacific in containers. Want to bet how long it will take Amazon to dominate the oceanic transport business? 67 The market to ship stuff (mostly) across the Pacific is a $ 350 billion business, but a low-margin one. Shippers charge $ 1,300 to ship a forty-foot container holding up to 10,000 units of product (13 cents per unit, or just under $ 10 to deliver a flatscreen TV). It’s a down-and-dirty business, unless you’re Amazon. The biggest component of that cost comes from labor: unloading and loading the ships and the paperwork. Amazon can deploy hardware (robotics) and software to reduce these costs. Combined with the company’s fledgling aircraft fleet, this could prove another huge business for Amazon. 68 Between drones, 757/ 767s, tractor trailers, trans-Pacific shipping, and retired military generals (no joke) who oversaw the world’s most complex logistics operations (try supplying submarines and aircraft carriers that don’t surface or dock more than once every six months), Amazon is building the most robust logistics infrastructure in history. If you’re like me, this can only leave you in awe: I can’t even make sure I have Gatorade in the fridge when I need it.

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

Adira squirmed in Leah’s arms, wanting down. Leah lowered her until her little sneaker-clad feet touched the floor. Adira toddled away, patting the garments that brushed her head and shoulders. Straightening, Leah watched her for a moment, then turned back to Seth. “I guess I’ll get back to work.” Was that disappointment he felt upon hearing her words? He really was enjoying her company. Adira turned around and toddled back. Grasping Leah’s fingers, she reached out, took Seth’s hand, and placed Leah’s in it. Seth instinctively curled his fingers around Leah’s. Satisfied, Adira turned and toddled off once more. “Oh,” Leah said with a surprised chuckle. “Well. Maybe not.” Seth was surprised, too. What was Adira thinking? He glanced at Leah. Should he apologize? “Sorry about that.” “No worries,” she said with another charming smile. Raising their clasped hands, she turned them so his was on top and slid her free hand over it. “Oooh. Look how big your hand is.” How many times had he heard Tracy or one of the other mortal women he frequently encountered think Oooh. Look how big his hands are. You know what they say: big hands, big feet, big package in much the same tone as Leah’s. Seth couldn’t help it. He barked out a laugh. Leah’s eyes widened. “Wait. I didn’t mean that the way it sounded.” “It sounded as if you like that my hands are so big.” She flushed. “I do, but I didn’t mean it like you think.” “How do I think you meant it?” he asked with exaggerated innocence. Face red, she laughed. “Stop making me blush. I just meant I like that you’re so big. Not just your hands. But all over.” Again her eyes widened. “I mean, not all over, but—” Laughing, he took pity on her. “It’s all right. I understood what you meant the first time.” Smiling, she squinted up at him. “You like to tease, don’t you?” “Guilty as charged.” Many immortals did. It helped lighten what could otherwise be a dark existence. She caressed his hand again, sending little tingles through it. “My hand actually looks small in yours. That’s so cool.” It did. And the sensations her soft touch inspired unnerved him a bit. His pulse even picked up. Seth eyed her curiously. “You really dislike your size so much?” He thought it a shame. She was a beautiful woman. Shrugging, she released his hand and let hers fall to her sides. “When someone gives you a complex in high school, it tends to stick with you.” Adira reappeared as if by magic. Taking Leah’s hand, she again placed it in Seth’s, then moved away. The two looked at each other and smiled. Leah nodded after Adira. “Maybe she’s hoping I’ll distract you so she can take her time looking over the toys she plans to coax you into buying before you leave.” Seth winked. “Or maybe she just heard you say you like my big hands.

After they hung up, Hunter took aside Renaat Van den Hooff, who was in charge of the pilot on the Walgreens side, and told him something just wasn’t right. The red flags were piling up. First, Elizabeth had denied him access to their lab. Then she’d rejected his proposal to embed someone with them in Palo Alto. And now she was refusing to do a simple comparison study. To top it all off, Theranos had drawn the blood of the president of Walgreens’s pharmacy business, one of the company’s most senior executives, and failed to give him a test result! Van den Hooff listened with a pained look on his face. “We can’t not pursue this,” he said. “We can’t risk a scenario where CVS has a deal with them in six months and it ends up being real.” Walgreens’s rivalry with CVS, which was based in Rhode Island and one-third bigger in terms of revenues, colored virtually everything the drugstore chain did. It was a myopic view of the world that was hard to understand for an outsider like Hunter who wasn’t a Walgreens company man. Theranos had cleverly played on this insecurity. As a result, Walgreens suffered from a severe case of FoMO—the fear of missing out.

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.

Consider the example of a young person going down a YouTube rabbit hole. There’s a human intelligence taking in the content. There’s also an algorithmic system at work, showing them one video after another. You wouldn’t necessarily call the algorithm an ‘intelligence’, although it does seem to do things with a purpose. But then there’s a third entity in the background – the company that owns YouTube, and the structure of cause and effect that brought the other two things together. There’s no one person, or group of people, making the decision about what videos our hypothetical young person is being shown. In fact, the executives in charge of the parent company are sometimes horrified and distraught at the decisions made – in 2017, there was a scandal at YouTube when it was discovered that people were producing parody cartoons featuring beloved characters burning down houses or undergoing painful dentistry, and that these were being shown more often to innocent children than to the ironic adult consumers that were their intended target market. But somewhere, at some point in time, it’s been decided that ‘engagement’ is the purpose of the system – what it does – and somewhere else, a set of decisions have been made about what methods are going to be used to achieve that purpose.

It is the custom in Germany for students to pass from one university to another during the course of their studies—a custom, incidentally, which no other country has. But it would be false to assume that this variety in instruction is a safeguard afainst uniformity of outlook, for although the professors of the various universities fight among themselves, they are all, fundamentally and at heart, in complete agreement. I came to realise this clearly through my contacts with the economists. This must have been about 1929. At that time we published a paper on certain aspects of the economic problem. Immediately a whole company of national economists of all sorts, and from a variety of universities, joined forces and signed a circular in which they unaminously condemned our economic proposals. I made one attempt to have a serious discussion with one of the most renowned of them, and one who was regarded by his colleagues as a revolutionary in economic thought Zwiedineck. The results were disastrous! At the time the State had floated a loan of two million seven hundred thousand marks for the construction of a road. I told Zwiedineck that I regarded this way of financing a project as foolish in the extreme. The life of the road in question would be some fifteen years ; but the amortisation of the capital involved would continue for eighty years. What the Government was really doing was to evade an immediate financial obligation by transferring the charges to the men of the next generation and, indeed, of the generation after. I insisted that nothing could be more unsound, and that what the Government should really do was to take radical steps to reduce the rate of interest and thus to render capital more fluid. I next argued that the gold standard, the fixing of rates of exchange and so forth were shibboleths which I had never regarded and never would regard as weighty and immutable principles of economy. Money, to me, was simply a token of exchange for work done, and its value depended absolutely on the value of the work accomplished. Where money did not represent services rendered, I insisted, it had no value at all. Zwiedineck was horrified and very excited. Such ideas, he declared, would upset the accepted economic principles of the entire world, and the putting of them into practice would cause a breakdown of the world's political economy. When, later, after our assumption of power, I put my theories into practice, the economists were not in the least discountenanced, but calmly set to work to prove by scientific argument that my theories were, indeed, sound economy !

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

If you were going to start a bioengineering company, Henry, what would you do? Would you make products to help mankind, to fight illness and disease? Dear me, no. That’s a terrible idea. A very poor use of new technology.” Hammond shook his head sadly. “Yet, you’ll remember,” he said, “the original genetic engineering companies, like Genentech and Cetus, were all started to make pharmaceuticals. New drugs for mankind. Noble, noble purpose. Unfortunately, drugs face all kinds of barriers. FDA testing alone takes five to eight years—if you’re lucky. Even worse, there are forces at work in the marketplace. Suppose you make a miracle drug for cancer or heart disease—as Genentech did. Suppose you now want to charge a thousand dollars or two thousand dollars a dose. You might imagine that is your privilege. After all, you invented the drug, you paid to develop and test it; you should be able to charge whatever you wish. But do you really think that the government will let you do that? No, Henry, they will not. Sick people aren’t going to pay a thousand dollars a dose for needed medication—they won’t be grateful, they’ll be outraged. Blue Cross isn’t going to pay it. They’ll scream highway robbery. So something will happen. Your patent application will be denied. Your permits will be delayed. Something will force you to see reason—and to sell your drug at a lower cost. From a business standpoint, that makes helping mankind a very risky business. Personally, I would never help mankind

The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.

As the scandal spread and gained momentum, Cardinal Law found himself on the cover of Newsweek, and the Church in crisis became grist for the echo chamber of talk radio and all-news cable stations. The image of TV reporters doing live shots from outside klieg-lit churches and rectories became a staple of the eleven o’clock news. Confidentiality deals, designed to contain the Church’s scandal and maintain privacy for embarrassed victims, began to evaporate as those who had been attacked learned that the priests who had assaulted them had been put in positions where they could attack others too. There were stories about clergy sex abuse in virtually every state in the Union. The scandal reached Ireland, Mexico, Austria, France, Chile, Australia, and Poland, the homeland of the Pope. A poll done for the Washington Post, ABC News, and Beliefnet.com showed that a growing majority of Catholics were critical of the way their Church was handling the crisis. Seven in ten called it a major problem that demanded immediate attention. Hidden for so long, the financial price of the Church’s negligence was astonishing. At least two dioceses said they had been pushed to the brink of bankruptcy after being abandoned by their insurance companies. In the past twenty years, according to some estimates, the cost to pay legal settlements to those victimized by the clergy was as much as $1.3 billion. Now the meter was running faster. Hundreds of people with fresh charges of abuse began to contact lawyers. By April 2002, Cardinal Law was under siege and in seclusion in his mansion in Boston, where he was heckled by protesters, satirized by cartoonists, lampooned by late-night comics, and marginalized by a wide majority of his congregation that simply wanted him out. In mid-April, Law secretly flew to Rome, where he discussed resigning with the Pope.

IN HIS 2005 COLLECTION of essays Going Sane, Adam Phillips makes a keen observation. “Babies may be sweet, babies may be beautiful, babies may be adored,” he writes, “but they have all the characteristics that are identified as mad when they are found too brazenly in adults.” He lists those characteristics: Babies are incontinent. They don’t speak our language. They require constant monitoring to prevent self-harm. “They seem to live the excessively wishful lives,” he notes, “of those who assume that they are the only person in the world.” The same is true, Phillips goes on to argue, of young children, who want so much and possess so little self-control. “The modern child,” he observes. “Too much desire; too little organization.” Children are pashas of excess. If you’ve spent most of your adult life in the company of other adults—especially in the workplace, where social niceties are observed and rational discourse is generally the coin of the realm—it requires some adjusting to spend so much time in the company of people who feel more than think. (When I first read Phillips’s observations about the parallels between children and madmen, it so happened that my son, three at the time, was screaming from his room, “I. Don’t. Want. To. Wear. PANTS.”) Yet children do not see themselves as excessive. “Children would be very surprised,” Phillips writes, “to discover just how mad we think they are.” The real danger, in his view, is that children can drive their parents crazy. The extravagance of children’s wishes, behaviors, and energies all become a threat to their parents’ well-ordered lives. “All the modern prescriptive childrearing literature,” he concludes, “is about how not to drive someone (the child) mad and how not to be driven mad (by the child).” This insight helps clarify why parents so often feel powerless around their young children, even though they’re putatively in charge. To a preschooler, all rumpus room calisthenics—whether it’s bouncing from couch cushion to couch cushion, banging on tables, or heaving bowls of spaghetti onto the floor—feel normal. But to adults, the child looks as though he or she has suddenly slipped into one of Maurice Sendak’s wolf suits. The grown-up response is to put a stop to the child’s mischief, because that’s the adult’s job, and that’s what civilized living is all about. Yet parents intuit, on some level, that children are meant to make messes, to be noisy, to test boundaries. “All parents at some time feel overwhelmed by their children; feel that their children ask more of them than they can provide,” writes Phillips in another essay. “One of the most difficult things about being a parent is that you have to bear the fact that you have to frustrate your child.

You are claiming that the Soviet authorities began and influenced the existence of the Democratic Party [in Iran]. That is the basis of all your statements. The simplest way to discredit your absurd claim si to tell you about Iran, of which you are apparently ignorant. The people of Iran are oppressed, poverty-stricken, and miserable with hunger and disease. Their death rate is among the highest in the world, and their infant mortality rate threatens Iran with complete extinction. They are ruled without choice by feudalistic landowners, ruthless Khans, and venal industrialists. The peasants are slaves and the workers are paid a few pennies for a twelve hour day--not enough to keep their families in food. I can quote you all the figures you like to support these statements, quote them if necessary from British sources. I can also quote you the figures of wealth which is taken out of Iran yearly by the Anglo-Iranian Oil Company, of which the British Governemtn is the largest shareholder. 200 million pounds sterling have been taken out of Iran by your Oil company: a hundred times the total amount of Iran's national income and ten thousand times the total national income of the working people of Iran. By such natural resources as oil, Iran is by nature one of the wealthiest countries on earth. That wealth goes to Britain, while Iran remains poverty-ridden and without economic stability at all. It has no wage policies, no real trade unions, few hospitals, no sanitation and drainage, no irrigation, no proper housing, and no adequate road system. Its people have no rights before the law; their franchise in non-existent, and their parliamentary rights are destroyed by the corrupt method of election and political choice. The Iranian people suffer the terrors of a police regime, and they are prey to the manipulations of the grain speculators and the money operators. The racial minorities suffer discrimination and intolerance, and religious minorities are persecuted for political ends. Banditry threatens the mountain districts, and British arms have been used to support one tribe against another. I could go on indefinitely, painting you a picture of misery and starvation and imprisonment and subjection which must shame any human being capable of hearing it. Yet you say that the existence of a Democratic Party in Iran has been created by the Soviet authorities. You underestimate the Iranian people, Lord Essex! The Democratic Party has arisen out of all this misery and subjection as a force against corruption and oppression. Until now the Iranian people have been unable to create a political party because the police system prevented by terror and assassination. Any attempt to organize the workers and peasants was quickly halted by the execution of party leaders and the vast imprisonment of its followers. The Iranian people, however, have a long record of struggle and persistence, and they do not have to be told by the Soviet Union where their interests lie. They are not stupid and they are not utterly destroyed. They still posses the will to organize a democratic body and follow it into paths of Government. The Soviet Union has simply made sure that the police assassins did not interfere.... To talk of our part in 'creating' the democratic movement is an insult to the people and a sign of ignorance. We do not underestimate the Iranian people, and as far as we are concerned the Democratic Party...belongs to the people. It is their creation and their right, and it cannot be broken by wild charges which accuse the Soviet Union of its birth. We did not create it, and we have not interfered in the affairs of Iran. On the contrary, it is the British Government which has interfered continuously and viciously in Iran's affairs.

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If you want an average, successful life, it doesn’t take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But if you want something extraordinary, you have two paths: 1) Become the best at one specific thing. 2) Become very good (top 25%) at two or more things. The first strategy is difficult to the point of near impossibility. Few people will ever play in the NBA or make a platinum album. I don’t recommend anyone even try. The second strategy is fairly easy. Everyone has at least a few areas in which they could be in the top 25% with some effort. In my case, I can draw better than most people, but I’m hardly an artist. And I’m not any funnier than the average standup comedian who never makes it big, but I’m funnier than most people. The magic is that few people can draw well and write jokes. It’s the combination of the two that makes what I do so rare. And when you add in my business background, suddenly I had a topic that few cartoonists could hope to understand without living it. I always advise young people to become good public speakers (top 25%). Anyone can do it with practice. If you add that talent to any other, suddenly you’re the boss of the people who have only one skill. Or get a degree in business on top of your engineering degree, law degree, medical degree, science degree, or whatever. Suddenly you’re in charge, or maybe you’re starting your own company using your combined knowledge. Capitalism rewards things that are both rare and valuable. You make yourself rare by combining two or more “pretty goods” until no one else has your mix. . . . At least one of the skills in your mixture should involve communication, either written or verbal. And it could be as simple as learning how to sell more effectively than 75% of the world. That’s one. Now add to that whatever your passion is, and you have two, because that’s the thing you’ll easily put enough energy into to reach the top 25%. If you have an aptitude for a third skill, perhaps business or public speaking, develop that too. It sounds like generic advice, but you’d be hard-pressed to find any successful person who didn’t have about three skills in the top 25%.

5 Thumb Rules to Follow for Outsourcing 3D Character. Outsourcing has become one of the basic requirements of the digital industry. Be it software, websites, architecture rendering or 3D character modelling, companies look forward to outsource these tasks to reliable names. Reason is simple. When it comes to value for money, 3D Art Outsourcing Service stands to be the most viable option as setting up in-house production often isn’t considered a wise ROI choice. But, this necessity has also given rise to possible frauds. There are countless companies waiting to gulp your money in the blink of an eye. There are many more who are ready to lure you with lucrative offers when it comes to 3D character modelling concept. Since not everyone is familiar with the technicalities of this field, companies can easily get trapped with fake promises of giving top notch services well within their reach, only to find out that the whole thing was neither worth their time nor money. However, all the sham can be avoided if companies follow the six thumb rules while Game outsourcing character modelling tasks to animation studios as these will lead them to the right names. 1) Take a Tour of the Website Although you will find expert comments on not to judge a company by its cover, there is no denying the fact that website plays a decisive role in company’s credibility, especially when it comes to art and animation studios. A studio that claims to offer you state-of-art results must first focus on its own. A clean, crisp website with appropriate content can actually say a lot about the studio’s work. A poor design and inappropriate content often indicate the following things: - Outdated and poorly maintained - Negligence towards its virtual presentation - Unprofessionalism - Poor marketing A sincere design and animation studio will indeed feature a vibrant website with all its details properly included. 2) Location Matters Location has a huge impact on hiring charges as it largely decides the price range one can expect. If you are looking forward to countries like India, you expect the range to be well within your budget chiefly because such countries have immense talent, but because of the increasing demand and competition in the field of outsourcing, hiring charges are relatively cheaper than countries like UK or USA. This means that once can get desired expertise without spending a fortune. 3) Know Your Team Inside Out Since you will be spending your hard earned money, you have every right to know the ins and outs of your team. Getting to know the team can assist you in your decision. Do your part of homework and be ready with your queries. Starting from their names to their works, check everything you can, and if need be, go for one-to-one conversation. This will not only help you to know them better, but will also give you an idea of their communication, their knowledge about their work and their sincerity. A dedicated one will always answer you up to the point while a confused one with fidget with words or beat around the bush. 4) Don’t Miss Out on the Portfolio While the website of a studio is its virtual representative, it’s the portfolio which speaks about its execution. Reputed names of 3D modelling and design companies house excellent projects ranging from simple to complex ones. A solid portfolio indicates: - commitment of the studio towards its projects - competency of its team - execution and precision - status of its expertise Apart from the portfolio, some animation studios even feature case studies and white papers in their websites which indicate their level of transparency. Make sure to go through all of them.

When seeds do sprout, obviously, you need to know what to do with them. That’s what I mean by planning for possibilities. Lots of people ponder what they’d do if things went wrong. Try to spend an equal number of your 168 hours pondering what you’d do if things went right. If the CEO of your company called you into her office tomorrow and said she was so impressed with your work that she wanted to put you in charge of your dream project, do you know what you would ask for? If you sat next to your dream client on a flight, or a literary agent at a bar, could you toss a casual pitch over peanuts?

Peace. Warm yourself, warrior, while I tell you of peace. History is unerring, and even the least observant mortal can be made to understand, through innumerable repetition. Do you see peace as little more than the absence of war? Perhaps, on a surface level, it is just that. But let me describe the characteristics of peace, my young friend. A pervasive dulling of the senses, a decadence afflicting the culture, evinced by a growing obsession with low entertainment. The virtues of extremity — honour, loyalty, sacrifice — are lifted high as shoddy icons, currency for the cheapest of labours. The longer peace lasts, the more those words are used, and the weaker they become. Sentimentality pervades daily life. All becomes a mockery of itself, and the spirit grows… restless. Is this a singular pessimism? Allow me to continue with a description of what follows a period of peace. Old warriors sit in taverns, telling tales of vigorous youth, their pasts when all things were simpler, clearer cut. They are not blind to the decay all around them, are not immune to the loss of respect for themselves, for all that they gave for their king, their land, their fellow citizens. The young must not be abandoned to forgetfulness. There are always enemies beyond the borders, and if none exist in truth, then one must be fashioned. Old crimes dug out of the indifferent earth. Slights and open insults, or the rumours thereof. A suddenly perceived threat where none existed before. The reasons matter not — what matters is that war is fashioned from peace, and once the journey is begun, an irresistible momentum is born. The old warriors are satisfied. The young are on fire with zeal. The king fears yet is relieved of domestic pressures. the army draws its oil and whetstone. Forges blast with molten iron, the anvils ring like temple bells. Grain-sellers and armourers and clothiers and horse-sellers and countless other suppliers smile with the pleasure of impending wealth. A new energy has gripped the kingdom, and those few voices raised in objection are quickly silenced. Charges of treason and summary execution soon persuade the doubters. Peace, my young warrior, is born of relief, endured in exhaustion, and dies with false remembrance. False? Ah, perhaps I am too cynical. Too old, witness to far too much. Do honour, loyalty and sacrifice truly exist? Are such virtues born only from extremity? What transforms them into empty words, words devalued by their overuse? What are the rules of the economy of the spirit, that civilization repeatedly twists and mocks? Withal of the Third City. You have fought wars. You have forged weapons. You have seen loyalty, and honour. You have seen courage and sacrifice. What say you to all this?" "Nothing," Hacking laughter. "You fear angering me, yes? No need. I give you leave to speak your mind." "I have sat in my share of taverns, in the company of fellow veterans. A select company, perhaps, not grown so blind with sentimentality as to fashion nostalgia from times of horror and terror. Did we spin out those days of our youth? No. Did we speak of war? Not if we could avoid it, and we worked hard at avoiding it." "Why?" "Why? Because the faces come back. So young, one after another. A flash of life, an eternity of death, there in our minds. Because loyalty is not to be spoken of, and honour is to be endured. Whilst courage is to be survived. Those virtues, Chained One, belong to silence." "Indeed. Yet how they proliferate in peace! Crowed again and again, as if solemn pronouncement bestows those very qualities upon the speaker. Do they not make you wince, every time you hear them? Do they not twist in your gut, grip hard your throat? Do you not feel a building rage—" "Aye. When I hear them used to raise a people once more to war.

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Capture the Quantitative Impact of Your Accomplishments Examine everything you’ve done, but don’t merely report what you’ve done. Report the quantitative impact, that is, the numbers that resulted from your achievement. That’s what hiring managers care about most. For example: When I was in school, I worked in the University’s Personnel department. During my time there, the Director asked if I could explain a monthly report she received from Accounts Payable. The report identified everything charged to Personnel. Unfortunately, neither the Director nor her team could understand what it was saying. After some analysis and research, I was able to translate the confusing report into something the Director could understand. What I did not do was ask the Director and her team for the financial impact of now being able to understand the report. While what I did was a valuable story to share at my next interview, it would have meant a lot more if I’d identified the dollars saved or some other quantified impact. As noted earlier, a few years later, I worked for a high-tech company that sold equipment to Fortune 500 firms. The company wasn’t winning the large deals like they had in the past, so I was asked to investigate. I identified the process breakdown causing the problem. I also created a short-term solution, so that the company could start winning bids again while the long-term solution was being developed. What I did not do — and almost have to kick myself now for not doing — was to ask for the value of the deals we were now winning. Those $$$ would have clearly explained the positive impact of my work. It would have been a wonderful talking point in my resume. After my job was eliminated for the second time in 13 years, I started doing a better job of quantifying the impact of my accomplishments.