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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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 !

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.

I led my portion of the rearguard across the open ground to the right of the prince’s battalion, and surged into the first company of Castilian reinforcements as they tried to arrange into a defensive line. They were well-equipped foot with steel helms and leather jacks, glaives and axes, but demoralised and unwilling to stand against a charge of heavy horse. I skewered a serjeant in the front rank with my lance and rode over him as the men behind him scattered, yelling in fear and hurling their banners away as they ran. If all the Castilians had behaved in such a manner, we would have had an easy time of it, but now Enrique flung his household knights into the fray. It had started to rain heavily, sheets of water blown by strong winds across the battlefield, and a phalanx of Castilian lancers on destriers came plunging out of the murk, smashing into the front rank of my division. A lance shattered against my cuisse, almost knocking me from the saddle, but I kept my seat and slashed at the knight with my broadsword as he hurtled past, chopping an iron leaf from the chaplet encircling his basinet, but doing no other damage. My men held together under the Castilian charge, and soon there was a fine swirling mêlée in progress. I was surrounded by visored helms and glittering blades, men yelling and horses screaming, and glimpsed my standard bearer ahead of me, shouting and fending off two Castilians with the butt of his lance. Another Englishman rode in to help him, throwing his arms around one of the Castilians and heaving him out of the saddle with sheer brute strength, and then a fresh wave of steel and horseflesh, thrown up by the violent, shifting eddies of battle, closed over them and shut off my view. I couldn’t bear to lose my banner again, and charged into the mass of fighting men, clearing a path with the sword’s edge. A mace or similar hammered against my back-plate, sending bolts of agony shooting up my spine, and my foot slipped out of the stirrup as I leaned drunkenly in the saddle, black spots reeling before my eyes.

What the research shows is that the charge master and commercial insurance company prices for the same test or treatment will also vary substantially even at neighboring medical facilities where, presumably, basic input costs such as rent and wages do not vary substantially. Colonoscopies in New York City can vary fourfold—between $2,025 and $8,700—depending on the hospital. This variation in price is very hard to justify. Typically, neither patients nor physicians have access to the price, so they cannot shop around for lower prices. Imagine you were shopping for a new shirt but there was no price tag and you could not know until weeks after you bought it whether the shirt cost $25 or $200. This would make shopping a crazy experience.

in August 1962, Atal introduced a private member’s bill that sought to amend the Companies Act of 1956, to bar companies from making donations to political parties. Atal argued on the floor of the House that those in charge of companies had no moral right to spend shareholders’ money funding political parties: ‘Why do companies want to donate money to parties? Do the owners of companies give money to political parties to show they are patriotic? Companies are set up for financial aims and there is no need for them to give money as donations. Political parties to whom they give donations malign politics. Money is needed to run parties but parties represent the people and they should go to people to collect money.’ There was a furious debate on the bill and after discussing it three times, it was ultimately rejected on 27 November 1964.

Hear my words, you wise men; listen to me, you men of learning. 3 For the ear tests words as the tongue tastes food. 4 Let us discern for ourselves what is right; let us learn together what is good. 5 “Job says, ‘I am innocent, but God denies me justice. 6 Although I am right, I am considered a liar; although I am guiltless, his arrow inflicts an incurable wound.’ 7 Is there anyone like Job, who drinks scorn like water? 8 He keeps company with evildoers; he associates with the wicked. 9 For he says, ‘There is no profit in trying to please God.’ 10 “So listen to me, you men of understanding. Far be it from God to do evil, from the Almighty to do wrong. 11 He repays everyone for what they have done; he brings on them what their conduct deserves. 12 It is unthinkable that God would do wrong, that the Almighty would pervert justice. 13 Who appointed him over the earth? Who put him in charge of the whole world? 14 If it were his intention and he withdrew his spirit[a] and breath, 15 all humanity would perish together and mankind would return to the dust. 16 “If you have understanding, hear this; listen to what I say. 17 Can someone who hates justice govern? Will you condemn the just and mighty One? 18 Is he not the One who says to kings, ‘You are worthless,’ and to nobles, ‘You are wicked,’ 19 who shows no partiality to princes and does not favor the rich over the poor, for they are all the work of his hands?

5.5 Specific Signs You Should Avoid A Van Rental Supplier! Here are 5.5 specific sign that you should avoid a van rental supplier: 1. Automated answering services: If you cannot get access to a human on the phone when you call to make a van reservation, where are they going to be when you have a mechanical breakdown? If the company cannot afford to provide a live person to receive your call, how will they afford to take care of your group when you have broken down on the side of the road or have been in an accident! 2. Rude or incompetent rental agents: If the rental company’s agents do not answer the phone cheerfully and sound like they are less than ecstatic to hear from you, they have set a negative tone for the entire van rental experience. If they place you on hold until you grow old, or refuse to acknowledge you immediately when you walk through the door of their office, get out of there! 3. Charging for mileage: Any van rental firm worth doing business with will offer you unlimited miles going anywhere in the USA. Anything else does not allow you the peace of mind needed when you are required to maximize your budget and do not need any unaccounted variables. 4. Encouraging drop-offs after business hours: This practice gives the rental company an unwritten power of attorney to charge you for any damages they find until the next business day! This leaves you or your organization wide open to paying for damages you did not cause or create! 5. Yield management systems: When a van rental firm employs this system, it skyrockets the van rental rates through the roof as demand gets tight and supply gets low. This system has been designed to squeeze every last dollar out of the client’s pocket and takes serious advantage of those groups that are forced to reserve later due to budget constraints or lack of commitments! 5.5 Accidents handled by a third party vendor: If you have an accident in a van, and the rental firm outsources this function to an outside agency, you will lose all power of negotiation and pay much more on the damage claim because the rental firm has to give that agency a substantial percentage. In addition, the agency employees have nothing to lose by treating you horribly.

On battery technology, other automakers have a long way to catch up to Tesla, which has its own battery production facility and a development head start of at least four years. Then, what do other automakers know about delivering software updates to their customers over the air? GM has said it will bring over-the-air updates to its general fleet “before 2020.” But what advantages have the incumbents ceded to Tesla while it has been collecting and learning from fleet data since the Model S hit the roads in 2012? No electric all-wheel-drive car has been put into production by any company other than Tesla. No car company has a charging network that comes close to being as extensive as the one Tesla has been working on since 2o12. In the United States, no automaker has been able to sell directly to consumers or establish its own Apple-like retail stores.

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

When founders come in to pitch our firm—one as the CEO and the other as president—the conversation often goes like this: “Who is running the company?” “We are,” they both say. “Who makes the final decision?” “We do.” “How long do you expect to run that way?” “Forever.” “So you’ve decided to make it more difficult for every employee to get work done so that you don’t have to decide who is in charge, is that right?

You know your company is in a precarious position, but you also know that those in charge are getting paid fifty times more than you. Are they really doing fifty times the work? Couldn’t you figure out how to do their jobs too?

That was not how we did things where I happened to work. 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.

Imagine if there were a pill that could reduce your chance of dying by 10 percent over the next decade and only had good side effects. How much do you think the drug company would charge? Probably more than fifty cents.

For reasons rooted in mass psychology, the history of myth, and the changing face of America, this country cares deeply who is in charge of the Walt Disney Company and what they do with it.

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

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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.

According to company legend, here’s how Southwest Airlines was born. Back in the late 1960s, “a couple of guys said, ‘Here’s an idea. Why don’t we start an airline that charges just a few bucks and has lots of flights every day instead of what the other guys are doing—charging a lot of bucks and having just a few flights each day?

Tesla > NYT. Elon Musk used the instrumental record of a Tesla drive to knock down an NYT story. The New York Times Company claimed the car had run out of charge, but his dataset showed they had purposefully driven it around to make this happen, lying about their driving history. His numbers overturned their letters. Timestamp > Macron, NYT. Twitter posters used a photo’s timestamp to disprove a purported photo of the Brazilian fires that was tweeted by Emmanuel Macron and printed uncritically by NYT. The photo was shown via reverse image search to be taken by a photographer who had died in 2003, so it was more than a decade old. This was a big deal because The Atlantic was literally calling for war with Brazil over these (fake) photos. Provable patent priority. A Chinese court used an on-chain timestamp to establish priority in a patent suit. One company proved that it could not have infringed the patent of the other, because it had filed “on chain” before the other company had filed. In the first and second examples, the employees of the New York Times Company simply misrepresented the facts as they are wont to do, circulating assertions that were politically useful against two of their perennial opponents: the tech founder and the foreign conservative. Whether these misrepresentations were made intentionally or out of “too good to check” carelessness, they were both attempts to exercise political power that ran into the brick wall of technological truth. In the third example, the Chinese political system delegated the job of finding out what was true to the blockchain. In all three cases, technology provided a more robust means of determining what was true than the previous gold standards — whether that be the “paper of record” or the party-state. It decentralized the determination of truth away from the centralized establishment.

You can make do without a cofounder. You can survive for a while without a team. But you can’t make it without a mentor. Find at least one person who you deeply trust and who believes in you. Not a life coach or an executive leadership consultant, not an agency, not someone who’s read a lot of case studies and is ready to charge you by the hour. And not your parents—they love you too much to be impartial. Find an operational, smart, useful mentor who has done it before, who likes you and wants to help. You will need to lean on them when you start a company. Or even when you launch a project within a big company.

For example, if you need a job, you can go look for one. That is something that you can do, and if you do it, then God will help you get the right job. You cannot make a company hire you, but God can change the heart of the king (those in charge) even as He changes the course of the water flowing in rivers (Proverbs 21:1).

nothing statusy about being stranded on the road. Designer-label companies charge more because they've spent a fortune on marketing and advertising to build their brand's status, their perceived value. I roll my eyes at people who, for example, wear Facconable shirts or Rolex watches. Right or wrong, I perceive them as so insecure that they need to attempt to appear worthy by silly spending.

Cedar Capital Group Tokyo: Owning vs Renting Heavy Equipment You have some projects underway. It is either you gear up and buy your own equipment, extend your company’s capabilities and add them these equipment to your business’ asset or you just need to rent a unit and cut the cost. How do you decide when to buy and rent the equipment anyway? We have learned a lot of pros and cons of renting and buying. It is important to evaluate your company’s current situation and capabilities including your financial plans to carefully consider which method you will use in acquiring the equipment. Here is a review of the things which you should bear in mind before deciding when to buy and when to rent equipment: 1. Budget The budget is one of the most important factors in any start of the business. Do you have enough capital to buy a new equipment? If so, will it be practical to use that money to buy or is it more rational to rent and save the cost? You should not look only on the first few months of operation but foresee the future need of the equipment to be used. Although buying may be a larger one-time financial outlay, the cost of renting can add up quickly, and over a long period of time can end up costing you more – especially if the equipment isn’t being used for the entire rental period. And don’t forget: when you own, you can see a return on your investment when you sell. 2. Duration of Project Time frame is important to know how long you will need the equipment. It is more practical to rent the machine if you are only using it for a short period of time. Renting also makes more sense if you are using the equipment for only a specific task. The risk, of course, is the increasing cost of rental when the equipment is not used the entire time. Fortunately, many rental companies in Singapore, Tokyo, Japan and Seoul South Korea only require payment for the actual time the machine is being used. On the other hand, if you are working on a long project and would be using the machine frequently, it is more advisable to buy your own equipment. The complaints on damage on the parts of the equipment can still be charged on you if you are renting it. It becomes worse if you wear the machine out so it would be better if you purchase your own.

Because not everyone can take charge of his or her destiny, those who do rise to positions of authority have a responsibility to those whose daily work keeps the enterprise running, not only to steer the correct course but to make sure no one is left behind.

The hallmark of originality is rejecting the default and exploring whether a better option exists. I’ve spent more than a decade studying this, and it turns out to be far less difficult than I expected. The starting point is curiosity: pondering why the default exists in the first place. We’re driven to question defaults when we experience vuja de, the opposite of déjà vu. Déjà vu occurs when we encounter something new, but it feels as if we’ve seen it before. Vuja de is the reverse—we face something familiar, but we see it with a fresh perspective that enables us to gain new insights into old problems. Without a vuja de event, Warby Parker wouldn’t have existed. When the founders were sitting in the computer lab on the night they conjured up the company, they had spent a combined sixty years wearing glasses. The product had always been unreasonably expensive. But until that moment, they had taken the status quo for granted, never questioning the default price. “The thought had never crossed my mind,” cofounder Dave Gilboa says. “I had always considered them a medical purchase. I naturally assumed that if a doctor was selling it to me, there was some justification for the price.” Having recently waited in line at the Apple Store to buy an iPhone, he found himself comparing the two products. Glasses had been a staple of human life for nearly a thousand years, and they’d hardly changed since his grandfather wore them. For the first time, Dave wondered why glasses had such a hefty price tag. Why did such a fundamentally simple product cost more than a complex smartphone? Anyone could have asked those questions and arrived at the same answer that the Warby Parker squad did. Once they became curious about why the price was so steep, they began doing some research on the eyewear industry. That’s when they learned that it was dominated by Luxottica, a European company that had raked in over $7 billion the previous year. “Understanding that the same company owned LensCrafters and Pearle Vision, Ray-Ban and Oakley, and the licenses for Chanel and Prada prescription frames and sunglasses—all of a sudden, it made sense to me why glasses were so expensive,” Dave says. “Nothing in the cost of goods justified the price.” Taking advantage of its monopoly status, Luxottica was charging twenty times the cost. The default wasn’t inherently legitimate; it was a choice made by a group of people at a given company. And this meant that another group of people could make an alternative choice. “We could do things differently,” Dave suddenly understood. “It was a realization that we could control our own destiny, that we could control our own prices.” When we become curious about the dissatisfying defaults in our world, we begin to recognize that most of them have social origins: Rules and systems were created by people. And that awareness gives us the courage to contemplate how we can change them. Before women gained the right to vote in America, many “had never before considered their degraded status as anything but natural,” historian Jean Baker observes. As the suffrage movement gained momentum, “a growing number of women were beginning to see that custom, religious precept, and law were in fact man-made and therefore reversible.

A hallmark of a healthy creative culture is that its people feel free to share ideas, opinions, and criticisms. Lack of candor, if unchecked, ultimately leads to dysfunctional environments. So how can a manager ensure that his or her working group, department, or company is embracing candor? I look for ways to institutionalize it by putting mechanisms in place that explicitly say it is valuable. In this chapter, we will look into the workings of one of Pixar’s key mechanisms: the Braintrust, which we rely upon to push us toward excellence and to root out mediocrity. The Braintrust, which meets every few months or so to assess each movie we’re making, is our primary delivery system for straight talk. Its premise is simple: Put smart, passionate people in a room together, charge them with identifying and solving problems, and encourage them to be candid with one another. People who would feel obligated to be honest somehow feel freer when asked for their candor; they have a choice about whether to give it, and thus, when they do give it, it tends to be genuine.

Hannah tells me that you helped protect her from the Hispanics during the riot.” “The Hispanics? Oh, the protest, right.” “Call it what you like, son. This place was crawling with spics, and I am grateful that you took care of my only child.” “Well,” I shrugged. “I guess that’s what boyfriends do.” Spics?? “Only good boyfriends,” Hannah said, still tightly holding my left hand. I could never predict when she’d pour on the affection and when she’d act distant. Were all girlfriends this complicated? “I helped pass that law, you understand,” Mr. Walker said. “I’m an advisor to the senator, and it’s about time someone notable, someone of prestige, took a stand on the influx of hispanics into our once great city. The Hispanics were rioting because of that law, because they’re afraid of justice.” “Oh yeah?” I said. I knew nothing about politics or laws. But I had a feeling I disagreed with him. “But I’ll discontinue this tangent before I begin to preach,” he smiled. “Hannah is giving me the warning look.” “Thank you, Daddy,” Hannah said. “The spics destroyed your car,” he said. “Hannah informed me, and then I read the report in the newspaper.” “That was a good car,” I nodded. “I will miss it.” “Well, let me see what I can do to help,” he said. “I’m a financial consultant to many of our nation’s finest automobile manufacturers, including Mission Motorcycles. You have heard of them?” “I don’t know much about any cars. Or motorcycles,” I admitted. “Well, it just so happens, they owed me a favor and agreed to give me a short-term loan on one of their new electric bikes,” he said. And it was then that I realized we were standing beside a gleaming black, silver, and orange motorcycle. I hadn’t noticed before because our school parking lot always looks like a luxury car showcase, and I’d grown numb to the opulence. A sleek black helmet hung from each handle. Mr. Walker placed his palm on the seat and said, “This bike is yours. Until you get a new car.” “Wow,” I breathed. A motorcycle!! “Isn’t it sexy?” Hannah smiled. “It looks like it’s from the future.” “It does,” I agreed. “I’m almost afraid to touch it, like it’ll fly off. But sir, there’s no way…” “Please don’t be so ungrateful as to refuse, son. That’s low class, and that’s not the Walkers. You are in elite company. Dating my daughter has advantages, as I’m sure she’s told you. You just keep performing on the football field.” “Oh…right,” I said. “I’m gratified I can help,” Mr. Walker said and shook my hand again. “I’m expecting big things from you. Don’t let me down. It’s electric, so you’ll need to charge it at night. Fill out the paperwork in the storage compartment and return them signed to Hannah tomorrow. If you wreck it, I’ll have you drowned off Long Beach. I wish I could stay, but I’m late for a meeting with the Board of Supervisors. Hannah, tell your mother I’ll be out late,” he said and got into the back seat of a black sedan that whisked him away.

For example, in October 2012, Barclaycard asked the Ring community if the company should change its late-fee policy. The existing policy allowed members a three-day grace period before charging a late-payment penalty. Barclaycard proposed eliminating the three-day grace period and allowing one late payment per year. From its analysis, Barclaycard estimated it would generate 15 percent more late-fee revenue, which would result in higher profits for the community. Members voted overwhelmingly to adopt the policy. They were willing to punish those members who were habitually late payers to generate more profit for the community. This behavior may seem counterintuitive, but because most members paid their bills on time, they wouldn’t be adversely affected.

One of the masters of trendspotting is Rohit Bhargava, author of Non-Obvious. He curates the biggest trends each year and packages them up into a book. Then he explains how people and businesses can take advantage of these trends to improve their position in the marketplace. Thinking deliberately about trends is a secret sauce for most successful hustlers, because it creates an unfair advantage. When Evan Spiegel built Snapchat, he was capitalizing on a trend. He saw people using Facebook and their phones to share photos, but noticed they felt inhibited by the fact that the images were either permanent, or public. By reversing those two elements―making image-sharing ephemeral and private, he solved a big problem. Snapchat exploded across the younger demographics and quickly became a multibillion-dollar business. Another example is Kik, a popular messaging app. When Kik launched, plenty of messaging services already existed. In fact, the ultimate messaging services seemed to be the ones already  built into everyone's phones. Apple had a messaging app, and so did Android. So, why reinvent the wheel? Ted Livingston, the founder of Kik, had other ideas. Why? Because he had identified a trend. Consumers were clearly upset with the built-in messaging services. First, the telecom companies were charging per message sent and received, which was a horrible experience. It felt like classic, capitalistic highway robbery. Second―and this was a big problem for teens: You could only exchange messages by giving out your phone number. Livingston noticed that teens wanted to chat with other people they met online, but had no safe way of doing that without giving out their number. So he created Kik, which allows people to create a username instead. Kiksters can then share their username to start chatting, while keeping their digits private. But even better, messaging is unlimited, and completely free. By examining the trends happening in the messaging market, Livingston was able to build a product that rivaled the multi-billion dollar incumbents. Now his company is valued at over a billion.   

When people fail to respect the P/PC Balance in their use of physical assets in organizations, they decrease organizational effectiveness and often leave others with dying geese. For example, a person in charge of a physical asset, such as a machine, may be eager to make a good impression on his superiors. Perhaps the company is in a rapid growth stage and promotions are coming fast. So he produces at optimum levels—no downtime, no maintenance. He runs the machine day and night. The production is phenomenal, costs are down, and profits skyrocket. Within a short time, he’s promoted. Golden eggs! But suppose you are his successor on the job. You inherit a very sick goose, a machine that, by this time, is rusted and starts to break down. You have to invest heavily in downtime and maintenance. Costs skyrocket; profits nose-dive. And who gets blamed for the loss of golden eggs? You do. Your predecessor liquidated the asset, but the accounting system only reported unit production, costs, and profit. The P/PC Balance is particularly important as it applies to the human assets of an organization—the customers and the employees. I

Forgive me, Mrs. Patterson, but I find I’m not quite desperate enough to hire Miss Longfellow. I have been given the responsibility of three children. With that responsibility comes the expectation that I will keep them alive until they reach adulthood. Putting Miss Longfellow in charge of them is truly not the best way for me to achieve the whole keeping-them-alive part of my plan.” “I never realized you were possessed of such a melodramatic nature, Mr. Mulberry,” Mrs. Patterson began. “But while I sympathize slightly with your plight, knowing you never expected to have three children dropped off on your doorstep, I’m afraid you’ve run out of options. Your wards’ reputations precede them, and no one wants to work for you, with the exception of Miss Longfellow.” Miss Longfellow suddenly rose to her feet and lifted her chin. “I find I no longer have any desire to work for Mr. Mulberry.” Mrs. Patterson waved Miss Longfellow’s protest aside. “Of course you do, dear. Why, he pays top dollar, and you’ll get to spend your summer in Newport. It’s the place to summer these days, and I’ve heard Mr. Mulberry has one of the most impressive cottages there.” She smiled. “It faces the ocean.” “Which is exactly why I won’t be taking Miss Longfellow with me to Newport,” Everett argued. “She’ll either drown the children by tossing them into the waves to assess their swimming abilities, or drown herself in the process, leaving me short a nanny once ag—” “I wouldn’t work for you even if you offered me two thousand dollars, begged me on bended knee, and brought me flowers.” Miss Longfellow turned her attention to Mrs. Patterson. “If you come across a family other than Mr. Mulberry’s who could use my services, I may be reached at Mrs. Hart’s residence in Washington Square.” With

Speaking of the children, aren’t you supposed to be watching them at the moment?” “Of course.” He glanced around the hallway. “Where are they?” “They’re perfectly fine.” She dropped her voice to the merest whisper. “I’ve tied them up in the nursery.” For a moment, he thought he’d misheard her. “Forgive me, but you didn’t just say you’ve tied up the children, did you?” “Indeed I did.” “It’s little wonder you get dismissed so often if you make a habit of tying up your charges while you wander through libraries perusing romance novels.” “Oh, I’ve never tied children up before today. . . . Well, except for some children in my youth, but that hardly counts, since I was a child myself.” She held up a hand. “Before you dismiss me—something your expression clearly states you long to do—the whole tying-up business was the children’s idea.” “You would have me believe they wanted you to tie them up?” The dimple on Millie’s cheek popped out again as she grinned. “Don’t be silly. If you must know, they insisted on tying me up first, but obviously, since I’m standing in front of you, I was able to free myself.” Her grin widened. “In the spirit of fair play, I convinced them it was their turn to be held captive, although I don’t think the children thought their little game was going to have this particular outcome.” Everett headed for the stairs. “I’m going to go release them.” “You’ll put a damper on our fun if you do.” Not

I wonder if he realized the peacocks would soon begin multiplying, because if I’m not much mistaken, I see a few babies poking their heads out of the shrubbery,” Abigail said. “Baby peacocks?” Rosetta took off toward the shrubbery before anyone could stop her. A shrill screech split the air right as an entire flock of peacocks came charging out of the shrubbery and directly toward Rosetta. Dropping Abigail’s arm, Millie broke into a run, dodging peacock after peacock as she tried to get to the child. By the time she finally reached her, Millie had been pecked numerous times. Scooping Rosetta up into her arms, she hugged the little girl tightly to herself before she looked over the child’s curls, discovering, much to her dismay, that they were now completely surrounded by the birds. “Shoo,” she shouted, but all that managed to do was set off additional screeching. A small hand on her cheek had her looking down. Rosetta, much to Millie’s surprise, wasn’t looking frightened in the least. In fact, she was smiling. “Aren’t they beautiful?” Rosetta asked before she tucked her small head into the crook of Millie’s neck. She then let out the smallest of sighs as her other hand reached up and closed around the fabric of Millie’s blouse. Right there and then, Millie lost her heart. Leaning closer to the little girl nestled against her, she breathed in the sweet scent of Rosetta’s hair, but then remembered she was right in the midst of a flock of mad peacocks. Lifting her head, she eyed the birds that were closing in on her. “They’re not going to hurt you,” Elizabeth called over the screeching. “Animals adore Rose. You’ll be fine walking through them.” Millie’s first thought, since the numerous pecks the peacocks had given her were beginning to sting, was that Elizabeth was up to no good, but then she remembered she was carrying Rosetta. It had been clear from the start that Elizabeth took her role as older sibling very seriously. Taking a steadying breath, Millie tightened her hold on Rosetta and began moving ever so slowly forward. To her relief, the peacocks stopped screeching and then filed, one after another, into a straight line behind her. Hoping she was not setting herself up for an attack, Millie headed for the house, wanting to put a solid wall between her and the birds. “I

Oh, for God’s sake,” she spat out. “Just say it. You’re involved with someone and it doesn’t work into your plans to spend time in Virgin River!” “That’s not it,” he said nervously. “You know everything about me! Yet you couldn’t even casually mention you were seeing someone at home?” “It’s not like that. Listen, I just need some time on this. Some patience. Because I really intend to do better by you than I have. I know I haven’t been here for you like I meant to be and—” “Stop!” she said. “I haven’t asked you for anything except to stay in touch! Stop whimpering!” He scowled. His neck got red. “I’m not whimpering!” “Well, you sure as hell aren’t talking! Man up!” “I’m trying! But you’re doing all the talking for me!” She had a few more hot retorts, but bit her tongue against them. She pursed her lips. He had been in Virgin River for months, but he went back to Grants Pass almost every week for a day or two. He had said it was to check on the construction company he’d left in the hands of his father and brothers. And to check on her? It must’ve been pretty hard on her to be asked to understand he had to be away so much, tending to his best friend’s widow. Imagine now, being told he’d have to make frequent trips to Virgin River to make sure the widow and baby were doing all right. Talk about complicated. Well, she wasn’t interested in that kind of relationship. “I think you’re trying to tell me there’s a woman back in Grants Pass who’s counting on you. You have obligations there.” “Yeah,” he said weakly. “But, Vanni, I have obligations here, as well. You and Mattie, you’re awful important to me…” Being referred to as an obligation should have made her want to cry, but instead it made her furious. “Well, don’t worry your little head. We’re getting along just fine—better every day. You have a life in Grants Pass. I wouldn’t want to get in the way of that.” “You’re not listening,” he said, his voice raising to match hers. “I want to be here with you, as often as possible,” he said. “I’m doing my damn best!” “It sounds like you have other things, other people you’d better pay attention to.” “Listen, things can happen that you don’t plan, don’t expect!” “Oh really?” she asked sarcastically. “Tell me about it,” she said. She hadn’t expected her husband to die, or to fall in love with Paul. If there was one thing she knew about the men in her life—her father, her late husband, Paul and all the guys who seemed to gather around him—they didn’t make commitments lightly, and once a promise was made, they never broke an oath. “I’m sure you’ll get everything straightened out,” she said. She tried to keep the angry edge out of her voice, but she was thoroughly unsuccessful. “Please, you have no obligations here. We’ll be fine. I don’t know why you didn’t just tell me—a long time ago! Did you think I wouldn’t understand you had to get home because there was someone there? Someone who was counting on you?” “It isn’t like that!” “You could have just told me!” “Vanessa! For God’s sake—” Paul attempted. Walt walked into the room. He looked stricken, startled. “Are you having an argument about something?” “No!” they both said. “Oh,” Walt said. “Poetry, I guess. Some new kind of poetry?” Vanessa hissed and Paul just shook his head. “I hear the baby,” she said, whirling out of the room. “I hear something, too,” Paul said, leaving in the opposite direction, charging out the front door and letting it slam behind him. Walt was left alone in the great room in front of a blazing hearth. “Well,” he said to himself. “Glad to know that wasn’t an argument.” *

There’s something else, too, Miss Emmie.” Stevens had gone bashful now, and Emmie was intrigued. “Here.” Stevens beckoned her to follow him out the back of the stables, to where a separate entrance led to a roomy foaling stall. “He said you needed summat other’n t’mule, and you’re to limber her up, as Miss Winnie will be getting a pony soon.” A sturdy dapple-gray mare stood regarding Emmie from over a pile of hay. She turned a soft eye on Emmie and came over to the half door to greet her visitors. “Oh, Stevens.” Emmie’s eyes teared up again. “She is so pretty… so pretty.” “He left ye a message.” Stevens disappeared back into the barn and came out with a sealed envelope. “I can tack her up if ye like.” Emmie tore open the envelope with shaking fingers. How dare he be so thoughtful and generous and kind? Oh, how dare he… She couldn’t keep the horse, of course; it would not be in the least proper, but dear Lord, the animal was lovely… My dear Miss Farnum, Her name is Petunia, and she is yours. I have taken myself to points distant, so by the time I return, you will have fallen in love with her, and I will be spared your arguments and remonstrations. She is as trustworthy and reliable a lady as I have met outside your kitchen, and at five years of age, has plenty of service yet to give. Bothwell has been alerted you will be joining him on his rides, should it please you to do so. And if you are still determined not to keep the horse, dear lady, then consider her my attempt at consolation to you for inflicting Scout on the household in my absence. St. Just He’d drawn a sketch in the corner of Scout, huge paws splayed, tongue hanging, his expression bewildered, and broken crockery scattered in every direction. The little cartoon made Emmie smile through her tears even as Winnie tugged Scout out behind the stables to track Emmie down. “Are you crying, Miss Emmie?” Winnie picked up Emmie’s hand. “You mustn’t be sad, as we have Scout now to protect us and keep us company.” “It isn’t Scout, Winnie.” Emmie waved a hand toward the stall where Petunia was still hanging her head over the door, placidly watching the passing scene. “Oh.” Winnie’s eyes went round. “There’s a new horse, Scout.” She picked up her puppy and brought him over to the horse. The mare sniffed at the dog delicately, then at the child, then picked up another mouthful of hay. “Her name’s Petunia,” Emmie said, finding her handkerchief. “The earl brought her from York so I can ride out with the vicar.” “She’s very pretty,” Winnie said, stroking the velvety gray nose. “And not too big.” The mare was fairly good size, at least sixteen and a half hands, and much too big for Winnie. “Maybe once I get used to her, I can take you up with me, Winnie. Would you like that?” “Would I?” Winnie squealed, setting the dog down. “Did you hear that, Scout? Miss Emmie says we can go for a ride. Oh… We must write to the earl and thank him, Miss Emmie, and I must tell Rose I have a puppy, too. I can knight Scout, can’t I?” “Of course you may,” Emmie said, reaching for Winnie’s hand. “Though you must know knights would never deign to be seen in the castle kitchens, except perhaps in the dead of winter, when it’s too cold to go charging about the kingdom.” “Did knights sleep in beds?” “Scout can stay with Stevens above the carriage house when you have repaired to your princess tower for your beauty sleep.” “I’ll ask Scout.” It

I asked him what he did. He said his name was John Lord and that he was in the software business. “What kind of software?” I asked. He said that his company’s goal was to make “lawyers obsolete” wherever possible by creating software applications that enable individuals to do more and more legal work without the aid of an attorney. Indeed, Neota Logic, his company, says that its goal is to massively improve access to advice and justice for “the 40+% of Americans who can’t afford an attorney when they need one”—in order to produce wills and basic legal documents and even to handle crucial life events such as home foreclosure, domestic abuse, or child protection. Neota Logic is part of a new strain of software called “expert systems” that aims to identify a large chunk of business that clients need, and that lawyers charge for, but that actually can be done by software: think TurboTax for the legal profession. The company’s website quoted one commentator complaining that Neota Logic’s technology cannot “read between the lines … [or] hold hands and wipe away tears.” To which Neota Logic responded: “You will surely see a press release when we can.” Lord later explained to me that “I have always had a special respect for trial lawyers and hope it will be a long time before algorithms replace them and juries.” Alas, he added, that is “not beyond the realm of possibility of course, but not yet Neota’s mission.” Suddenly I was glad my daughters were not planning to be lawyers.

If they are looking for a rewarding long term business with a plumber to perform tasks There are many companies who are working to decide what kind of vocational schools, replacement or installation of higher education institutions. For your education initiative must be the only option that is able to provide intensive plumber work relevant by the classic Nationwide Plumbing Code. After completing the program, each providing accreditation to another relevant effort and hard work as a plumber. The program includes training in the relevant programs to install and configure resources. It also includes mechanical design, troubleshooting, piping plans and key ingredients. Bacteriology and sanitation is also part of an important program for plumbers exercise. Although few plumbing works carried out in the classroom, the most important part of the class exercise is comfortable on the stage. The most important bands in principle were supposed to be a plumber in the direction of the company to do the exercises. It is organized in such a way that the student really easy, because you need a plumber's apprentice as an assistant purchasing palms running plumbing parts training. The student gets serious compensated despite the hour discovery replacement rate. He always takes four-year students to get the name of the certificate. In this position, the plumber will be held against the craftsman marketing consultant. When the full study plumbing, plumber charges may choose the next action plan for the office or a plumber, or may be may decide to acquire its own plumber in person in the office. System officeholder has more tasks and also includes all However, more flexibility. He came to power to decide employment opportunities for leadership simply do not want to take, and it can also maintain services in other management plumbers enough to have a lot less work if you need a cute hat.

Nearly 20 years ago I made the leap from senior-level hacker to full-on tech lead. Practically overnight I went from writing code to being in charge of actual human beings. Without training or guidance, I suddenly had to deliver entire products on time and under budget, hit huge company goals, and do it all with a smile on my face. I share what I’ve learned here.

They were so happy to be relieved of those strictures that they very quickly lapsed. Not everyone, of course, but the majority. We built the company a little too fast, and consequently the last 50 percent of the people hired really didn't have much commitment to the corporate culture. There were some warning signs. Consider McKinsey, which holds itself out as one of the world's leading repositories of knowledge on how to manage a business. They say they'll never grow their company by more than 25 percent per year, because otherwise it's just too hard to transmit the corporate culture. So if you're growing faster than 25 percent a year, you have to ask yourself, "What do I know about management that McKinsey doesn't know?" I still think it's more efficient—this is just an old Lisp programmer's standard way of thinking—if you have two really good people and a very powerful tool. That's better than having 20 mediocre people and inefficient tools. ArsDigita demonstrated that pretty well. We were able to get projects done in about 1/5th the time and probably at about 1/10th or 1/20th the cost of people using other tools. Of course, we would do it at 1/20th of the cost and we would charge 1/10th of the cost. So the customer would have a big consumer surplus. They would pay 1/10th of what they would have paid with IBM Global Services or Broadvision or something, but we would have a massive profit margin because we'd be spending less than half of what they paid us to do the job.

A third entrepreneurial contribution is risk. While labor gets paid its fixed wage, the entrepreneurs take all the risk. Entrepreneurs might do well, but they might also lose money, ending up worse than they were before they started. The worker’s risk is much lower: at worst, he’s out of a job and doesn’t get additional wages. No one, however, asks the worker to receive wages only if the company does well, or to give back wages to help the company meet its obligations. So these distinctive entrepreneurial contributions—ideas, organization, and risk—are very different from “labor,” indeed they involve the establishing of a system that then enables labor to function. If labor gets paid “wages” in return for its contributions, entrepreneurs get paid “profits” in return for theirs. There is nothing inherently unfair about that, even when the profits are substantial, since without entrepreneurs, the workers would not have their jobs. Moreover, the parking lot guy seems to be suffering from an optical illusion. He thinks that he is doing the work of parking the car, but he is merely the last man in a chain of employees who are getting this particular job done. The parking lot guy wonders, “All I got paid was $100. Where did the rest of the money go?” Well, it went to all the other people who created and designed, and continue to maintain and manage a resort property in which it is feasible to charge $25 per day to park a car. Instead of wallowing in his grievances, and voting for Obama, the parking lot guy would do better for himself if he asked, “How can I become one of the managers?” or “How can I start a company that builds and operates parking lots?

Benefits of high rise apartments High rise flats have been on high demand for a very long time because of the invaluable benefits which are related to them. All evidence level to the truth that a better majority of tenants desire to stay in these sorts of residences regardless that only some could possibly afford them. This pattern is nevertheless altering due to the low price high rise apartments that are mushrooming. A number of the advantages are as outlined under. Conventionally, excessive rise flats are usually positioned in decent, fascinating urban centers with a purpose to meet the ever rising demand. The urban setting of those residences provides the tenants with limitless and quick access to quite a lot of life-style features together with however not limited to handy public transport, shopping as well as nightlife. There are lots of facilities located round excessive rise apartments. These include services comparable to fitness centers, swimming pools, rooftop decks, a door particular person, safety techniques, managed entry and 24-hour maintenance. Some high rise residences even present visitors with free drinks saving them the money spent on morning tea or coffee. Other kinds of flats do charge for utility services. Dwelling in Excessive Rises does end in lowered utility costs. Due to the bulk services, the rates which might be paid scale back. Even when every particular person pays their very own rates, the ultimate costs are comparatively lower. Most of the flats provide free Wi-Fi companies and for those who plan to use web extra regularly, then it signifies that you will have something to save. Moreover dwelling in High Rise flats makes one feel some sense of community particularly once you understand nicely all your neighbors. This makes someone really feel at a house away from home.

While Nigel helped her rearrange the contents of the basket, the door to the drawing room opened and Lord Broadmore came charging out. “Amelia, I must insist that you remain with me in the drawing room. You’re making a cake of yourself and I don’t like it one blasted bit.” Nigel’s eyes narrowed in warning as he took a step forward. Amelia shot out a hand to stop him. “I do not appreciate your tone of voice, my lord, nor your ungenerous implication,” she said. “I have my aunt’s approval. I certainly do not need yours.” Broadmore drew himself up to his full, outraged height. For once, Amelia didn’t care if she offended him. She was tired of his rudeness and resented his assumption that they were already engaged. “Amelia,” Broadmore said through clenched teeth, “I will not countenance this sort of behavior from the woman I expect to marry. Everyone will think you prefer Dash’s company to mine, which is bloody ridiculous. Even you can’t be that much of a birdwit.” Amelia sucked in a harsh breath, dumbfounded by the vile insult. She darted a quick glance at Nigel, expecting to find a seething male. Nigel’s blue eyes had gone so cold and flinty it made her shiver, but instead of ripping up at Broadmore he seemed to be waiting for her to respond. His eyebrows arched in polite inquiry as if to say to her, well, what are you going to do about that? It took Amelia a few moments to realize Nigel was deferring to her judgment instead of simply assuming the right to defend her regardless of her feelings. Good for you, dear Mr. Dash. She handed Nigel the sweets basket, then faced Broadmore. “My lord, I have had quite enough of your outrageously rude behavior. Rest assured that I will be escorting Mr. Dash upstairs to see my sister, and you are not to say another word about it.” Then, giving into an impulse that had been building within her for a long time, she jabbed Broadmore sharply in the chest with her index finger. “Please go back into the drawing room and do not dare to pass judgment on my behavior to anyone. In fact, if you say another word about this I will never speak to you again.” Then she whirled around, her anger propelling her like a cannonball up the staircase. Nigel caught up to her outside the nursery. “Well done, Miss Easton.” It sounded like he was choking back laughter. “You routed the enemy with commendable aplomb.” Amelia let her forehead thunk against the thick oak panel of the door. Now that her anger was cooling, her display of temper mortified her. “You must think me completely mad, Mr. Dash. I apologize for acting so disgracefully.” When he leaned in to whisper in her ear, she shivered at the exhalation of his breath on her neck. “Actually, I thought you quite splendid, Miss Easton. I was hard-pressed not to give a resounding cheer.” She tilted her head sideways to look at him. His eyes, tender and amused, smiled back at her. “Shall we?” he asked. Reaching around her, he opened the door. Amelia

Compliance of Student Loan consolidation by The Student Loan Help Center The Student Loan Help Center firmly believes in strict compliance with the Telephone Consumer Protection Act (TCPA). The Student Loan Help Center has a zero tolerance policy in regards to violations of the FCC’s TCPA regulations. The Student Loan Help Center does not include unsolicited advertisements or unsolicited calls. We do make solicited calls prior to obtaining written consent via a website form. Refer to the “Small Entity Compliance Guide” for information. In adopting the written consent requirement, however, the FCC will recognize prior express written consent secured under the methods described in the E-SIGN Act. Permission obtained via an email, website form, text message, telephone keypress, or voice recording, as provided in the E-SIGN Act, will suffice as prior express written consent. The Student Loan Help Center does not include any cell phone text messaging platform, robocalls, autodialers, voiceblasting or any other device that can be considered automated telephone equipment without written consent. The Student Loan Help Center has a clearly written privacy policy, available to anyone upon request. We limit our calls to the period between 8 a.m. and 9 p.m., local time. The Student Loan Help Center assists consumers with federal student loan consolidation preparation and filing services. We are not affiliated with or endorsed by the U. S. Department of Education. Like filing a tax return, you can file a consolidation without professional assistance and without charge at loanconsolidation.ed.gov The Student Loan Help Center has no tolerance with misrepresentations. In our efforts to avoid confusion we have placed disclaimers at the bottom of every page of our websites. The Student Loan Help Center shows a Caller ID on every outbound call (8137393306, 8137508039, 8138038132, 8135751175 & 8133454530). The Student Loan Help Center is a private company. As such The Student Loan Help Center requires a FEE. That fee is disclosed to the client, in writing, before any billing is performed. The Student Loan Help Center has a very specific fee schedule. The Student Loan Help Center keeps the client’s records for a minimum of two years.

Peter Brown, that great historian of early Christianity, has given the most cogent explanation for the arising of the cult of the saints in the late Roman world. He explains that the emphasis of early Christian preaching on judgment, on the human need for redemption from sin, brought to the minds of common people — among whom Christianity was early successful — their social and political condition. Having strictly limited powers to remedy any injustice they might suffer, or to clear themselves of any charges of wrongdoing, they turned, when they could, to their social betters in hope of aid. If a local patrician could befriend them — could be, at least for a time, their patron — then they had a chance, at least, of receiving justice or at least escaping punishment. “It is this hope of amnesty,” Brown writes, “that pushed the saint to the foreground as patronus. For patronage and friendship derived their appeal from a proven ability to render malleable seemingly inexorable processes, and to bridge with the warm breath of personal acquaintance the great distances of the late-Roman social world. In a world so sternly organized around sin and justice, patrocimium [patronage] and amicitia [friendship] provided a much-needed language of amnesty.” As this cult became more and more deeply entrenched in the Christian life, it made sense for there to be, not just feast days for individual saints, but a day on which everyone’s indebtedness to the whole company of saints — gathered around the throne of God, pleading on our behalf — could be properly acknowledged. After all, we do not know who all the saints are: no doubt men and women of great holiness escaped the notice of their peers, but are known to God. They deserve our thanks, even if we cannot thank them by name. So the logic went: and a general celebration of the saints seems to have begun as early as the fourth century, though it would only be four hundred years later that Pope Gregory III would designate the first day of November as the Feast of All Saints.

Virginia "to set up three iron works" in view of the fact of "proofe having been made of the extraordinary goodnesse of that iron." This was further manifestation of the continuing interest in Virginia resources, particularly iron. This apparently led to the establishment at Falling Creek of the first regular ironworks within the Colony. These workmen, equipped "with all Materials and other provisions therunto belonging," were under the direction, care, and charge of a Captain Bluett (Blewet) with whom the Company had contracted. His death, along with that of the "principall officers and cheife men," created some confusion. Yeardley promised to do what he could with this company since he had found "an excellent water and good oare." The lack of "good understanding workers" was, however, serious.

Does it really help your work to be constantly connected? To do so, she did something extreme: She forced each member of the team to take one day out of the workweek completely off—no connectivity to anyone inside or outside the company. “At first, the team resisted the experiment,” she recalled about one of the trials. “The partner in charge, who had been very supportive of the basic idea, was suddenly nervous about having to tell her client that each member of her team would be off one day a week.” The consultants were equally nervous and worried that they were “putting their careers in jeopardy.” But the team didn’t lose their clients and its members did not lose their jobs. Instead, the consultants found more enjoyment in their work, better communication among themselves, more learning (as we might have predicted, given the connection between depth and skill development highlighted in the last chapter), and perhaps most important, “a better product delivered to the client.

Musical Event Management Service– Make the right & sensible choice Music is essential to keep the spirit up in the day to day activities. It is known to elevate positive feelings and makes you a cheerful person. There is no one on this earth, who will not agree that listening to soulful songs is a great therapy to kick out stress. Not only this, it has become a great source of entertainment in modern day lifestyle. It keeps everyone upbeat and definitely lightens up everyone’s mood. With these benefits, there has been a massive rise in the demand of musical event management service. So, if you are someone who is planning to host such an event, it makes sense to take a right call by consulting the company SPRING OF RHYTHM. Well, this can be achieved by opting for a trustworthy event management firm like SPRING OF RHYTHM. Only consider the best, which can guarantee of top-notch musical event management solutions. In the market, you might come across to hundreds of companies, but never get fooled by their big promises. Sit down and perform extensive research to opt only the prominent one for your peace of mind. In case you compromise on this point, it can prove to be a costly affair. Of all, the event can turn out to be a major disappointment and this can harm your reputation in the society. This is why there is a need to be smart in the decision-making process. Firstly, one should get complete information about the musical event management service provider. Check their reputation in the industry and for how they have been performing. Give your vote of confidence to only the most experienced and the best one. With years of experience in their kitty, it can do wonders in the quality of service. Secondly, get an insight on the team members and their hands-on experience. Only a good team with superlative members can assure of exceptional service. Thirdly, check the industry connections of the firm and this is vital in terms of costing. This will prove to be decisive in a smooth event within the desired budget. Based on their industry connections, it helps to meet the requirements in a cost-effective way and without compromising on your end goals. A reputed musical event management service provider will assess the main objective of the occasion in a proficient manner. They can offer the customize service as per the necessities of the client in a clinical manner. SPRING OF RHYTHM possesses the much-needed expertise in organizing the best musical event. With the best pool of music artists, it gives the liberty to make the choice according to the budget and occasion. You certainly end up saving time by knowing which artist will be available for a particular day and what will be the charge. This can bring about a lot of clarity and make the decision-making process less stressful. Make the right decision to add the right enthusiasm to the event and make it unbelievable for everyone. SPRING OF RHYTHM is assuring you with the successful and entertaining event will give an immense satisfaction.

The larger truth that I failed to see turned out to be another of those paradoxes—like the discounters’ principle of the less you charge, the more you’ll earn. And here it is: the more you share profits with your associates—whether it’s in salaries or incentives or bonuses or stock discounts—the more profit will accrue to the company. Why? Because the way management treats the associates is exactly how the associates will then treat the customers. And if the associates treat the customers well, the customers will return again and again, and that is where the real profit in this business lies, not in trying to drag strangers into your stores for one-time purchases based on splashy sales or expensive advertising. Satisfied, loyal, repeat customers are at the heart of Wal-Mart’s spectacular profit margins, and those customers are loyal to us because our associates treat them better than salespeople in other stores do. So, in the whole Wal-Mart scheme of things, the most important contact ever made is between the associate in the store and the customer. I

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.

In sum, here’s how the game works. First, Black Lives Matter activists—or environmentalists or feminists or whoever—become the front for American technology companies to win consumer trust. Second, those companies monetize that trust by generating clicks, selling ads, and charging fees—generating a treasure trove of sensitive personalized data about each of their consumers. Third, the CCP demands access to that data as a condition of entry for companies to do business in China.

In sum, here’s how the game works. First, Black Lives Matter activists—or environmentalists or feminists or whoever—become the front for American technology companies to win consumer trust. Second, those companies monetize that trust by generating clicks, selling ads, and charging fees—generating a treasure trove of sensitive personalized data about each of their consumers. Third, the CCP demands access to that data as a condition of entry for companies to do business in China. Fourth, these companies supplicate to the CCP and make a killing in China. Fifth, they keep mum about their dealings in China while continuing to issue woke proclamations through their corporate megaphones. BLM wins. Silicon Valley wins. The CCP wins. The real losers of this game are the American people.

How Should I Structure My Pricing? Pricing is the biggest lever in SaaS, and almost no one gets it right out of the gate. Fortunately, you don’t need a PhD to structure your pricing well. Like most things in SaaS, finding the right pricing structure is one part theory, one part experimentation, and one part founder intuition. I wish I could tell you a single “correct” structure, but it varies based on your customer base, the value provided, and the competitive landscape. Most founders price their product too low or create confusing tiers that don’t align with the value a customer receives from the product. On the low end, if you have a product aimed at consumers, you can get away with charging $10 to $15 a month. The problem is at that price point, you’re going to be dealing with high churn, and you won’t have much budget to acquire customers. That can be brutal, but if you have a no-touch sign-up process with a product that sells itself, you can get away with it. Castos’s podcasting software and Snappa’s quick graphic design software are good examples of products that do well with a low average revenue per account (ARPA). You’ll have more breathing room (and less churn) if you aim for an ARPA of $50 a month or more. In niche markets—or where a demo is required or sales cycles are longer—aim higher (e.g., $250 a month and up). If you have a high-touch sales process that involves multiple calls, you need to charge enough to justify the cost of selling it. For example, $1,000 a month and up is a reasonable place to start. If you’re making true enterprise sales that require multiple demos and a procurement process, aim for $30,000 a year and up (into six figures). One of the best signals to guide your pricing is other SaaS tools, and I don’t just mean competition. Any SaaS tool a company in your space might replace you with, a complementary tool or a tool similar to yours in a different vertical can offer guidance, but make sure you don’t just compare features; compare how it’s sold. As mentioned above, the sales process has tremendous influence over how a product should be priced. There are so many SaaS tools out now that a survey of competitive and adjacent tools can give you a mental map of the range of prices you can charge. No matter where your business sits, one thing is true: “If no one’s complaining about your price, you’re probably priced too low.

I know. I know. Me? Dutiful daughter? All-round good girl? Owner of an up-and-coming event-planning company? Killer of plants and unwed at thirty? Pulling a heist? Guilty as charged.

IN DIRE STRAITS, WE HEAD STRAIGHT TO THE OCEAN The good Lord answered Beryl’s prayer when Dorjan came home next. On the cusp of the rainy season, when porch sitting Beryl was more inclined to watch tufts of moisture hung from invisible threads in fairytale skies than her playing children, he announced, “I have a will ‘ta move ‘ta the land of Hollywood and ‘burgeoning coastal developments,” like he’d read that phrase in a magazine. Then, he pressed on the horn in case she hadn’t heard his hollering. “I want a piece o’ that action, baby,” he said. “I can run my own company. ‘Reckon I know to do just about anything related to construction. Heya baby, why not?” He grinned as he rolled out of the driver’s seat. As she came down the steps to him, he smacked his thighs in a rhythm and did a fancy two-step. “The sun’s always shining. There’s bound to be work for me till I have no more need.” She went to hug him. “Lickety split, we’ll be going west… at the childr’n’s school break,” he said. That’s just what the Hudsons did. They left their free-of-charge huge, white house to the older brothers and sisters, taking brother Dennis along in the back seat with three of the children. Coalbert, sitting up front, sighed. “We’re just gonna leave the house like that? For someone other’n us to occupy, Daddy?” His heart was lying in that big white house with the wraparound porch. “Small thing. The place is tainted. It ‘taint yours and it ‘taint mine.” “I hope we get an indoor toilet, Mama!” Laila shouted. “Your daddy’s set on getting all the new things where we’re going to.

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 of, 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, & that is our attitude… I am convinced that life is 10% what happens to me & 90% how I react to it. & so it is with you… we are in charge of our attitudes.

If we consumers could instead see ourselves as partners with herbal product companies—working together to solve really tough problems—could that deeper level of engagement offer some of the very healing we seek to experience by using herbal medicines? And in turn, what if companies treat the buyers of their products as citizens of a shared world, not simply as consumers to whom they hope to sell another product? Such a shift requires a significant, even radical, level of engagement and trust between consumers and business. It requires understanding that buying may be one way to bring about change, but it will never be enough to expect buying to be the only engagement necessary to being about change. It is not an admonishment not to buy. It is a charge to take responsibility to learn and understand the ways our purchases do and do not make a difference. And not stopping there.

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.

You know the limited edition ramp. If you write very obscure verse (and why shouldn't you, pray?) for which there is little or no market, you pretend there is an enormous demand, and that the stuff has to be rationed. Only 300 copies will be printed, you say, and then the type will be broken up forever. Let the connoisseurs and bibliophiles savage each other for the honor of snatching a copy. Positively no reprint. Reproduction in whole or in part forbidden. 300 copes of which this is Number 4,312. Hand-monkeyed oklamon paper, indigo boards in inter-pulped squirrel-toe, not to mention twelve point Campile Perpetua cast specially for the occasion. Complete, unabridged, and positively unexpurgated. Thirty-five bob a knock and a gory livid bleeding bargain at the price. Well, I have decided to carry this thing a bit further. I beg to announce respectfully my coming volume of verse entitled 'Scorn for Taurus.' We have decided to do it in eight point Caslon on turkey-shutter paper with covers in purple corduroy. But look out for the catch. When the type has been set up, it will instantly be destroyed, and NO COPY WHATSOEVER WILL BE PRINTED. In no circumstances will the company's servants be permitted to carry away even a rough printer's proof. The edition will be so utterly limited that a thousand pounds will not even buy one copy. This is my idea of being exclusive. The charge will be 5 shillings. Please do not make an exhibition of yourself by asking me what you get for your money. You get nothing you can see or feel, not even a receipt. But you do yourself the honor of participating in one of the most far-reaching literary experiments ever carried out in my literary workshop.

Do you know why you aren’t charged to use social media platforms? Because you aren’t the customer. You’re the product.” “Meaning what?” said Ashley. “Meaning these companies are selling you. Data on every aspect of your lives.

Their efforts are insidious. Do you know why you aren’t charged to use social media platforms? Because you aren’t the customer. You’re the product.” “Meaning what?” said Ashley. “Meaning these companies are selling you. Data on every aspect of your lives. Your every purchase, every utterance, and so on. We’re now immersed in what’s being called The Attention Economy. Because the real end game of so many corporations and tech titans is to capture your attention. Addict you so you can be precisely targeted by advertisers, politicians, and others who want to influence or manipulate you.

If you have economies of scale, penetration pricing often works best Would your business benefit from economies of scale? (Most web businesses do.) If so, your ideal pricing strategy may be penetration pricing—charging a low price, basing your financial model on eventually reaching market-dominating economies of scale. Supply-side economies of scale mean that your profit margins increase the more you sell, because as you sell more, your cost of sales (unit costs) usually becomes lower, and your fixed costs become a smaller fraction of your overall costs. Demand-side economies of scale mean that the more customers you get, the more value each customer gets from your service, for the following reasons. You may benefit from having a network of customers. For example, if a phone system had only two users, only one type of call could be made (one between User A and User B). If it had three users, then three types of call could be made (A–B, B–C and A-C). If it had twelve users, sixty-six different types of calls could be made. The overall value of a phone system to its users is roughly proportional to the square of the number of users. You may benefit from there being a market of complementary products and services. The project-management web app Basecamp has many integrations, which it promotes on its website. At the bottom of the page, Basecamp shows off how quickly it’s acquiring new users, to persuade other companies to add integrations. You may benefit from having a bigger knowledge base, more forums, or more trained users. The ecosystem of knowledge around a product can be valuable in itself. WordPress grows because it’s easy to find a WordPress developer and it’s easy for those developers to find answers to their questions. You may benefit from the perception that yours is the standard. Users are aware of the value of choosing the ultimate winner—especially when they have to invest time and resources into using your company—so they will be attracted by the perception that you’ll win.

Whereas employees contribute time and energy, investors contribute capital (money). Both forms of contribution are valuable and necessary to help a company succeed, so both parties should be fairly rewarded for their contributions. Logically, for a company to get bigger, stronger or better at what they do, executives must ensure that the benefit provided by investors’ money or employees’ hard work should, as Adam Smith pointed out, go first to those who buy from the company. When that happens, it is easier for the company to sell more, charge more, build a more loyal customer base and make more money for the company and its investors alike.

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Thus FDR, being a shrewd, smart sonofabitch now in his third term as President, knew that despite the cries of the isolationists who wanted Amer ica to have nothing to do with another world war it was only a matter of time before the country would be forced to shed its neutral status. And the best way to be prepared for that moment was to have the finest intelligence he could. And the best way to get that information, to get the facts that he trusted because he trusted the messenger, was to put another shrewd, smart sonofabitch in charge-his pal Wild Bill Donovan. The problem was not that intelligence wasn't being collected. The United States of America had vast organizations actively engaged in it-the Federal Bureau of Investigation, the Office of Naval Intelligence, and the Military Intelligence Division chief among them. The problem was that the intelligence these organizations collected was, in the word of the old-school British spymasters, "coloured." That was to say, the intel tended first to serve to promote the respective branches. If, for example, ONI overstated the number of, say, German submarines, then the Navy brass could use that intelligence to justify its demands for more funds for sailors and ships to hunt down those U-boats. (Which, of course, played to everyone's natural fears as the U-boats were damn effec tive killing machines.) Likewise, if MID stated that it had found significantly more Axis troop amassing toward an Allied border than was previously thought, Army brass could argue that ground and/or air forces needed the money more than did the swabbies. Then there was the turf-fighting FBI. J. Edgar Hoover and Company didn't want any Allied spies snooping around in their backyard. It followed then that if the agencies had their own agendas, they were not prone to share with others the information that they collected. The argument, as might be expected, was that intelligence shared was intelli gence compromised. There was also the interagency fear, unspoken but there, as sure as God made little green apples, that some shared intel would be found to be want ing. If that should happen, it would make the particular agency that had de veloped it look bad. And that, fear of all fears, would result in the reduction of funds, of men, of weapons, et cetera, et cetera. In short, the loss of im portance of the agency in the eyes of the grand political scheme. Thus among the various agencies there continued the endless turf bat tles, the duplications of effort-even the instances, say, of undercover FB agents arresting undercover ONI agents snooping around Washington D.C., and New York City.