Earnings Management Quotes

The reason that the rich were so rich, Vimes reasoned, was because they managed to spend less money. Take boots, for example. He earned thirty-eight dollars a month plus allowances. A really good pair of leather boots cost fifty dollars. But an affordable pair of boots, which were sort of OK for a season or two and then leaked like hell when the cardboard gave out, cost about ten dollars. Those were the kind of boots Vimes always bought, and wore until the soles were so thin that he could tell where he was in Ankh-Morpork on a foggy night by the feel of the cobbles. But the thing was that good boots lasted for years and years. A man who could afford fifty dollars had a pair of boots that'd still be keeping his feet dry in ten years' time, while the poor man who could only afford cheap boots would have spent a hundred dollars on boots in the same time and would still have wet feet. This was the Captain Samuel Vimes 'Boots' theory of socioeconomic unfairness.

If you could only tell them that living and spending isn't the same thing! But it's no good. If only they were educated to live instead of earn and spend, they could manage very happily...

If you wish to get rich, save what you get. A fool can earn money; but it takes a wise man to save and dispose of it to his own advantage.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

It really is something ... that men disapprove even of our doing things that are patently good. Wouldn't it be possible for us just to banish these men from our lives, and escape their carping and jeering once and for all? Couldn't we live without them? Couldn't we earn our living and manage our affairs without help from them? Come on, let's wake up, and claim back our freedom, and the honour and dignity that they have usurped from us for so long. Do you think that if we really put our minds to it, we would be lacking the courage to defend ourselves, the strength to fend for ourselves, or the talents to earn our own living? Let's take our courage into our hands and do it, and then we can leave it up to them to mend their ways as much as they can: we shan't really care what the outcome is, just as long as we are no longer subjugated to them.

The one thing that everybody wants is to be free...not to be managed, threatened, directed, restrained, obliged, fearful, administered, they want none of these things they all want to feel free, the word discipline, and forbidden and investigated and imprisoned brings horror and fear into all hearts, they do not want to be afraid not more than is necessary in the ordinary business of living where one has to earn one's living and has to fear want and disease and death....The only thing that any one wants now is to be free, to be let alone, to live their life as they can, but not to be watched, controlled and scared, no no, not. ~ September, 1943

I hate debt - except when I’m buying it at a premium and expecting to earn a profit on it.

The word no is like an asset in a metaphorical bank account where our life’s energy is the holding. Use it to save, and use it to earn a greater sense of yourself, what’s important to you, and where you want to spend your time and energy.

First LEARN...then remove the 'L

I have a very simple rule when it comes to management: hire the best people from your competitors, pay them more than they were earning, and give them bonuses and incentives based on their performance. That’s how you build a first-class operation.

The reason that the rich were so rich, Vimes reasoned, was because they managed to spend less money. Take boots, for example. He earned thirty-eight dollars a month plus allowances. A really good pair of leather boots cost fifty dollars. But an affordable pair of boots, which were sort of OK for a season or two and then leaked like hell when the cardboard gave out, cost about ten dollars. Those were the kind of boots Vimes always bought, and wore until the soles were so thin that he could tell where he was in Ankh-Morpork on a foggy night by the feel of the cobbles. But the thing was that good boots lasted for years and years. A man who could afford fifty dollars had a pair of boots that’d still be keeping his feet dry in ten years’ time, while a poor man who could only afford cheap boots would have spent a hundred dollars on boots in the same time and would still have wet feet. This was the Captain Samuel Vimes “Boots” theory of socioeconomic unfairness.

At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds, “Yes, but I have something he will never have … enough.” Enough. I was stunned by the simple eloquence of that word—stunned for two reasons: first, because I have been given so much in my own life and, second, because Joseph Heller couldn’t have been more accurate. For a critical element of our society, including many of the wealthiest and most powerful among us, there seems to be no limit today on what enough entails.

It was all part of a way of doing things in the United States that, as I would gradually realize, forced you to be constantly on guard, constantly worried that whatever amount of money you had or earned would never be enough, and constantly anxious about navigating the complex and mysterious fine print thrown at you from every direction by corporations that had somehow managed to evade even the bare minimum of sensible protections for consumers.

At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds,“Yes, but I have something he will never have — enough.

Because happiness requires struggle. It grows from problems. Joy doesn’t just sprout out of the ground like daisies and rainbows. Real, serious, lifelong fulfillment and meaning have to be earned through the choosing and managing of our struggles.

Red never quite managed to wring emotion from her mother. She’d tried, when she was younger— giving gifts, picking flowers. As she got older, she’d pulled down curtains and wrecked dinners with drunkenness, trying for anger if she couldn’t have something warmer. Even that earned her nothing more than a sigh or an eye roll. You had to be a whole person to be worth mourning. She’d never been that to her mother. Never been anything more than a relic.

You didn't earn your heart; you didn't pay for it. It was given to you as a gift. So take advantage of it, enjoy it, and treat yourself the best way possible. A lot of us are just getting through or managing. Raise your standards. Grow, progress, push yourself, and in turn you will love yourself more. And when you love yourself more, you can love others.

Here is an all-too-brief summary of Buffett’s approach: He looks for what he calls “franchise” companies with strong consumer brands, easily understandable businesses, robust financial health, and near-monopolies in their markets, like H & R Block, Gillette, and the Washington Post Co. Buffett likes to snap up a stock when a scandal, big loss, or other bad news passes over it like a storm cloud—as when he bought Coca-Cola soon after its disastrous rollout of “New Coke” and the market crash of 1987. He also wants to see managers who set and meet realistic goals; build their businesses from within rather than through acquisition; allocate capital wisely; and do not pay themselves hundred-million-dollar jackpots of stock options. Buffett insists on steady and sustainable growth in earnings, so the company will be worth more in the future than it is today.

She was a reward I didn’t earn, a gift I didn’t deserve. But like the selfish bastard I was, I would take everything she offered. Each touch bound me to her. She even managed to eclipse my old god, Death.

If money management isn't something you enjoy, consider my perspective. I look at managing my money as if it were a part-time job. The time you spend monitoring your finances will pay off. You can make real money by cutting expenses and earning more interest on savings and investments. I'd challenge you to find a part-time job where you could potentially earn as much money for just an hour or two of your time.

If you think poor people are entitled, try denying a rich person with an attitude some service they think they’ve earned. It’s like grief—there are phases. Anger and denial are first. Then comes “do you understand how fucked you are if I don’t get the thing I want?” Followed by “I demand to see your manager” and “I’ve never been treated so poorly in my life.” The final stage is bargaining, where they try to give you extra money because all of life is like valet service to them, and an extra five bucks can change the world. If

Once the target market is identified, it’s really about putting the business in a position to provide superior value in the most efficient way to that target market thereby enabling the business to earn maximum profit in the exchange.

MANAGING STRICTLY BY NUMBERS IS LIKE PAINTING BY NUMBERS Some things that you want to encourage will be quantifiable, and some will not. If you report on the quantitative goals and ignore the qualitative ones, you won’t get the qualitative goals, which may be the most important ones. Management purely by numbers is sort of like painting by numbers—it’s strictly for amateurs. At HP, the company wanted high earnings now and in the future. By focusing entirely on the numbers, HP got them now by sacrificing the future.

Every gold piece you save is a slave to work for you. Every copper it earns is its child that also can earn for you. If you would become wealthy, then what you save must earn, and it's children must earn, that all may help to give to you the abundance you crave

It is unwise to waste in thought what could be earned and secured in action.

I was born a slave; but I never knew it till six years of happy childhood had passed away. My father was a carpenter, and considered so intelligent and skilful in his trade, that, when buildings out of the common line were to be erected, he was sent for from long distances, to be head workman. On condition of paying his mistress two hundred dollars a year, and supporting himself, he was allowed to work at his trade, and manage his own affairs. His strongest wish was to purchase his children; but, though he several times offered his hard earnings for that purpose, he never succeeded.

The diversity along with deep knowledge of the business will allow board directors to be real “thought partners” with senior management as they consider the longer-term goals beyond quarterly earnings.

The job did not pay well or make a big splash in society, nor did it make something one could see or touch, but it had brought her joy. It afforded her a sense of accomplishment when she completed tasks and climbed the ladder, and gave her a sense of reward knowing she was managing her own life with the money she earned.

My name is Adnan Nassar and I am Palestinian-American,” he said in a rush. “I came to this country from Syria nine years ago and have since then earned American citizenship and am assistant manager of the Pizza Pad on Highway 6.

If I could teach aspiring managers only one concept, without question I would pick accumulating personal credibility. Credibility is something we earn. How? It’s amassed by successfully accomplishing tasks we’re assigned or which we volunteer to perform.

As a manager your job is not to teach people talent. Your job is to help them earn the accolade “talented” by matching their talent to the role. To do this well, like all great managers, you have to pay close attention to the subtle but significant differences between roles.

The reason that the rich were so rich, Vimes reasoned, was because they managed to spend less money. Take boots, for example. He earned thirty-eight dollars a month plus allowances. A really good pair of leather boots cost fifty dollars. But an affordable pair of boots, which were sort of okay for a season or two and then leaked like hell when the cardboard gave out, cost about ten dollars. Those were the kind of boots Vimes always bought, and wore until the soles were so thin that he could tell where he was in Ankh-Morpork on a foggy night by the feel of the cobbles. But the thing was that good boots lasted for years and years. A man who could afford fifty dollars had a pair of boots that’d still be keeping his feet dry in ten years’ time, while a poor man who could only afford cheap boots would have spent a hundred dollars on boots in the same time and would still have wet feet. This was the Captain Samuel Vimes ‘Boots’ theory of socio-economic unfairness.

THE PURPOSE OF this whole method of workflow management is not to let your brain become lax, but rather to enable it to move toward more elegant and productive activity. In order to earn that freedom, however, your brain must engage on some consistent basis with all your commitments and activities. You must be assured that you’re doing what you need to be doing, and that it’s OK to be not doing what you’re not doing.

But rumor had it he was exceptional. Word had spread that one of his professors at Harvard—the daughter of a managing partner—claimed he was the most gifted law student she’d ever encountered. Some of the secretaries who’d seen the guy come in for his interview were saying that on top of this apparent brilliance he was also cute. I was skeptical of all of it. In my experience, you put a suit on any half-intelligent black man and white people tended to go bonkers. I was doubtful he’d earned the hype.

I told him about my unsuccessful job hunting. He said it was all part of the pattern of economics - economic injustice. 'You take a young white boy. He can go though school and college with a real incentive. He knows he can make good money in any profession when he gets out. But can a Negro - in the South? No, I've seen many make brilliant grades in college. And yet when they come home in the summers to earn a little money, they have to do the most menial work. And even when they graduate it's a long hard pull. Most take postal jobs, or preaching or teaching jobs. This is the cream. What about the others , Mr. Griffin? A man knows no matter how hard he works , he's never going to quite manage...taxes and prices eat up more than he can earn. He can't see how he'll ever have a wife and children. The economic structure just doesn't permit it unless he's prepared to live down in poverty and have his wife work too. That's part of it. Our people aren't educated because they can't afford it or else they know education won't earn them the jobs it would a white men.

Salary is not what you earn,Salary is what you save.

People who know how to manage their attention and who habitually build robust mental models tend to earn more money and get better grades.

When you earn your freedom, make decisions wisely in order to pursue economic and social success in the long run.

leadership is a sacred trust earned from the respect of those

Get one Manager Commitment as a result of the other Manager Commitment and you have a powerful equation for Earnings: E=MC2.

Your savings is your earning actually

Making a product is just an activity, making a profit on a product is the achievement.

There are men who carefully manoeuvre a large limousine out of the garage at eight o'clock every morning. Others leave an hour earlier, traveling in a middle-class sedan. Still others leave when it is not yet light, wearing overalls and carrying lunch boxes, to catch buses, subways, or trains to factories or building sites. By a trick of fate, it is always the latter, the poorest, who are exploited by the least attractive women. For, unlike women (who have an eye for money), men notice only woman's external appearance. Therefore, the more desirable women in their own class are always being snatched away from under their noses by men who happen to earn more. No matter what a particular man does or how he spends his day, he has one thing in common with all other men - he spends it in a degrading manner. And he himself does not gain by it. It is not his own livelihood that matters: he would have to struggle far less for that, since luxuries do not mean anything to him anyway it is the fact that he does it for others that makes him so tremendously proud. He will undoubtedly have a photograph of his wife and children on his desk, and will miss no opportunity to hand it around. No matter what a man's job may be - bookkeeper, doctor, bus driver, or managing director - every moment of his life will be spent as a cog in a huge and pitiless system - a system designed to exploit him to the utmost, to his dying day. (...) We have long ceased to play the games of childhood. As children, we became bored quickly and changed from one game to another. A man is like a child who is condemned to play the same game for the rest of his life.

Men want a woman who is a virtuous wife, a good mother, and can do all the housework like a maid. Outside the home, she should be attractive and cultivated, and be a credit to him. In bed, she must be a nymphomaniac. What is more, Chinese men also need their women to manage their finances and earn a lot of money, so they can mingle with the rich and powerful. Modern

Dogmatic belief in the central axioms of Christianity (that Christ’s crucifixion redeemed the world; that salvation was reserved for the hereafter; that salvation could not be achieved through works) had three mutually reinforcing consequences: First, devaluation of the significance of earthly life, as only the hereafter mattered. This also meant that it had become acceptable to overlook and shirk responsibility for the suffering that existed in the here-and-now; Second, passive acceptance of the status quo, because salvation could not be earned in any case through effort in this life (a consequence that Marx also derided, with his proposition that religion was the opiate of the masses); and, finally, third, the right of the believer to reject any real moral burden (outside of the stated belief in salvation through Christ), because the Son of God had already done all the important work. It was for such reasons that Dostoevsky, who was a great influence on Nietzsche, also criticized institutional Christianity (although he arguably managed it in a more ambiguous but also more sophisticated manner).

We shouldn't let our envy of distinguished masters of the arts distract us from the wonder of how each of us gets new ideas. Perhaps we hold on to our superstitions about creativity in order to make our own deficiencies seem more excusable. For when we tell ourselves that masterful abilities are simply unexplainable, we're also comforting ourselves by saying that those superheroes come endowed with all the qualities we don't possess. Our failures are therefore no fault of our own, nor are those heroes' virtues to their credit, either. If it isn't learned, it isn't earned. When we actually meet the heroes whom our culture views as great, we don't find any singular propensities––only combinations of ingredients quite common in themselves. Most of these heroes are intensely motivated, but so are many other people. They're usually very proficient in some field--but in itself we simply call this craftmanship or expertise. They often have enough self-confidence to stand up to the scorn of peers--but in itself, we might just call that stubbornness. They surely think of things in some novel ways, but so does everyone from time to time. And as for what we call "intelligence", my view is that each person who can speak coherently already has the better part of what our heroes have. Then what makes genius appear to stand apart, if we each have most of what it takes? I suspect that genius needs one thing more: in order to accumulate outstanding qualities, one needs unusually effective ways to learn. It's not enough to learn a lot; one also has to manage what one learns. Those masters have, beneath the surface of their mastery, some special knacks of "higher-order" expertise, which help them organize and apply the things they learn. It is those hidden tricks of mental management that produce the systems that create those works of genius. Why do certain people learn so many more and better skills? These all-important differences could begin with early accidents. One child works out clever ways to arrange some blocks in rows and stacks; a second child plays at rearranging how it thinks. Everyone can praise the first child's castles and towers, but no one can see what the second child has done, and one may even get the false impression of a lack of industry. But if the second child persists in seeking better ways to learn, this can lead to silent growth in which some better ways to learn may lead to better ways to learn to learn. Then, later, we'll observe an awesome, qualitative change, with no apparent cause--and give to it some empty name like talent, aptitude, or gift.

One of the ways in which cooperatives rectify the injustices of capitalism is by instituting a relatively equal compensation-scheme for their members. While in the U.S. the average ratio of CEO compensation in the Fortune 500 companies to the ordinary worker’s has recently been reported as 344:1,49 in co-ops the pay-differential between management and the average worker rarely exceeds 4:1. In collectives, everyone is usually paid the same amount. For example, a British study from the 1980s reports that all of the dozens of small co-ops it researched had lower pay-differentials than conventional businesses, and most had little or no differential at all.50 At Arizmendi Bakery everyone currently receives about 20 dollars an hour plus a percentage of the year’s profits. The worker-owners of Mondragon Bookstore and Coffeehouse in Canada earn the same rate of pay. At Equal Exchange, a relatively large co-op, there is a 4:1 pay ratio.

I came across an article recently that reported how growing numbers of employers today complain that many young job applicants exhibit all thesigns of having been -- there's no other word for it-- SPOILED. These young people feel entitled to jobs and salaries they haven't earned. They have unrealistic views of their own capabilities. They don't take criticism well, and they demand lots of attention and guidance from their employres. They "were raised with so much affirmation and positive reinforcement that they come into the workplace needy for more," said one manager.

I managed to be on the list of selected candidates, but admission to this prestigious institution was an expensive affair. Around a thousand rupees was required, and my father could not spare that much money. At that time, my sister, Zohara, stood behind me, mortgaging her gold bangles and chain. I was deeply touched by her determination to see me educated and by her faith in my abilities. I vowed to release her bangles from mortgage with my own earnings. The only way before me to earn money at that point of time was to study hard and get a scholarship. I went ahead at full steam.

read in the paper yesterday about how much those bank bosses earn. They live in houses the size of palaces worth fifty million while ordinary people can barely manage to make their mortgage payments.

A man goes out to work, he earns a wage, he comes back home, he eats, he sleeps. That’s what he does. Our men think earning money and ordering around others is where the power lies. They don’t think power is in the hands of the woman who takes care of everyone all day long, and gives birth to their children. In our house my mother managed everything because my father was so busy. It was my mother who would wake up early in the morning, iron our school clothes, make our breakfast and teach us how to behave. It was my mother who would go to the market, shop for us and cook. All those things she did.

A more recent concern relates to “financialization” and associated short-termism. Financialization is the growing importance of norms, metrics, and incentives from the financial sector to the wider economy. Some of the concerns expressed are that, for example, managers are increasingly awarded stock options to align their incentives with those of shareholders; companies are often explicitly managed to increase short-term shareholder value; and financial engineering, such as share buybacks and earnings management, has become a more important part of senior managers’ jobs. The end result is that rather than finance serving business, business serves finance: the tail wags the dog. What John Kay described as “obliquity,” the idea that making money was a consequence of, or a second-order benefit of, serving one’s customers and building good businesses, is driven out (Kay 2010).

Just for Today . . . Just for today . . . I will choose and display the right attitudes. Just for today . . . I will determine and act on important priorities. Just for today . . . I will know and follow healthy guidelines. Just for today . . . I will communicate with and care for my family. Just for today . . . I will practice and develop good thinking. Just for today . . . I will make and keep proper commitments. Just for today . . . I will earn and properly manage finances. Just for today . . . I will deepen and live out my faith. Just for today . . . I will initiate and invest in solid relationships. Just for today . . . I will plan for and model generosity. Just for today . . . I will embrace and practice good values. Just for today . . . I will seek and experience improvements.     Just for today . . . I will act on these decisions and practice these disciplines, and Then one day . . . I will see the compounding results of a day lived well.

The problem with fiat is that simply maintaining the wealth you already own requires significant active management and expert decision-making. You need to develop expertise in portfolio allocation, risk management, stock and bond valuation, real estate markets, credit markets, global macro trends, national and international monetary policy, commodity markets, geopolitics, and many other arcane and highly specialized fields in order to make informed investment decisions that allow you to maintain the wealth you already earned. You effectively need to earn your money twice with fiat, once when you work for it, and once when you invest it to beat inflation. The simple gold coin saved you from all of this before fiat.

And what of the notion that “trust must be earned”? Sensible though it may sound, great managers reject it. They know that if, fundamentally, you don’t trust people, then there is no line, no point in time, beyond which people suddenly become trustworthy.

Because happiness requires struggle. It grows from problems. Joy doesn’t just sprout out of the ground like daisies and rainbows. Real, serious, lifelong fulfillment and meaning have to be earned through the choosing and managing of our struggles. Whether you suffer from anxiety or loneliness or obsessive-compulsive disorder or a dickhead boss who ruins half of your waking hours every day, the solution lies in the acceptance and active engagement of that negative experience—not the avoidance of it, not the salvation from it.

The damage caused by overconfident CEOs is compounded when the business press anoints them as celebrities; the evidence indicates that prestigious press awards to the CEO are costly to stockholders. The authors write, “We find that firms with award-winning CEOs subsequently underperform, in terms both of stock and of operating performance. At the same time, CEO compensation increases, CEOs spend more time on activities outside the company such as writing books and sitting on outside boards, and they are more likely to engage in earnings management.

I will choose and display the right attitudes. I will determine and act upon important priorities. I will know and follow healthy guidelines. I will communicate with and care for my family. I will practice and develop good thinking. I will make and keep proper commitments. I will earn and properly manage finances. I will deepen and live out my faith. I will accept and show responsibility. I will initiate and invest in solid relationships. I will plan for and model generosity. I will embrace and practice good values. I will seek and experience improvements.

What happens when you hit your daughter. First, she will bond to you out of fear, mistakenly thinking she has done something wrong, and if she can just manage to not do it again or somehow please you, you might not hit her or anyone else anymore. She will even think you will love her properly if she can earn your approval. She won't realize this is impossible. Then she will either do that with every man she comes within 100 feet of for the rest of her life or until she learns not to - this will take much doing - or she will despise them with such vehemence that she can barely stomach one around. Sometimes she will do a combination of both of those things, working herself into a pattern of push and pull - I love you, I hate you, I need you, I don't need anyone - that will drive her a little crazy. She won't understand at first, if ever, why she only attracts other masochists. Whatever numbing agent she's picked for herself - she will probably try drugs, drink too much alcohol, starve herself or binge and purge, maybe cut herself, act out sexually - in fact, she may do all of those things - that continues to help kill her spirit and dulls her enough to keep her participating in living like a maniac will be consumed to varying degrees depending on need. She will be more likely to commit suicide than if you hadn't abused her. She will give herself away and will mistake admiration and infatuation and sometimes even abuse for love.

How can one talk about the economics of small independent countries? How can one discuss a problem that is a non-problem? There is no such thing as the viability of states or of nations, there is only a problem of viability of people: people, actual persons like you and me, are viable when they can stand on their own feet and earn their keep. You do not make nonviable people viable by putting large numbers of them into one huge community, and you do not make viable people non-viable by splitting a large community into a number of smaller, more intimate, more coherent and more manageable groups. All this is perfectly obvious and there is absolutely nothing to argue about. Some people ask: 'What happens when a country, composed of one rich province and several poor ones, falls apart because the rich province secedes?' Most probably the answer is: 'Nothing very much happens.' The rich will continue to be rich and the poor will continue to be poor. 'But if, before secession, the rich province had subsidised the poor, what happens then?' Well then, of course, the subsidy might stop. But the rich rarely subsidise the poor; more often they exploit them.

When women ask me what I do for a living, I’m going to tell them I earn money the old-fashioned way. Then I’ll go on to explain that I somehow managed to get my name added to an African Charity list, and generous Americans donate eight dollars a month so that I can afford to feed myself, but that I spend it all on my new Twitter blue check.

I made the mistake of using my earned sick time at the W. M. Keck Observatory for essential surgery. When I returned to work the management team demanded my resignation numerous times, citing my essential surgery as a reason. The W. M. Keck Observatory taught me that using earned sick time in the USA may put your future employment at significant risk.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Cixi’s lack of formal education was more than made up for by her intuitive intelligence, which she liked to use from her earliest years. In 1843, when she was seven, the empire had just finished its first war with the West, the Opium War, which had been started by Britain in reaction to Beijing clamping down on the illegal opium trade conducted by British merchants. China was defeated and had to pay a hefty indemnity. Desperate for funds, Emperor Daoguang (father of Cixi’s future husband) held back the traditional presents for his sons’ brides – gold necklaces with corals and pearls – and vetoed elaborate banquets for their weddings. New Year and birthday celebrations were scaled down, even cancelled, and minor royal concubines had to subsidise their reduced allowances by selling their embroidery on the market through eunuchs. The emperor himself even went on surprise raids of his concubines’ wardrobes, to check whether they were hiding extravagant clothes against his orders. As part of a determined drive to stamp out theft by officials, an investigation was conducted of the state coffer, which revealed that more “than nine million taels of silver had gone missing. Furious, the emperor ordered all the senior keepers and inspectors of the silver reserve for the previous forty-four years to pay fines to make up the loss – whether or not they were guilty. Cixi’s great-grandfather had served as one of the keepers and his share of the fine amounted to 43,200 taels – a colossal sum, next to which his official salary had been a pittance. As he had died a long time ago, his son, Cixi’s grandfather, was obliged to pay half the sum, even though he worked in the Ministry of Punishments and had nothing to do with the state coffer. After three years of futile struggle to raise money, he only managed to hand over 1,800 taels, and an edict signed by the emperor confined him to prison, only to be released if and when his son, Cixi’s father, delivered the balance. The life of the family was turned upside down. Cixi, then eleven years old, had to take in sewing jobs to earn extra money – which she would remember all her life and would later talk about to her ladies-in-waiting in the court. “As she was the eldest of two daughters and three sons, her father discussed the matter with her, and she rose to the occasion. Her ideas were carefully considered and practical: what possessions to sell, what valuables to pawn, whom to turn to for loans and how to approach them. Finally, the family raised 60 per cent of the sum, enough to get her grandfather out of prison. The young Cixi’s contribution to solving the crisis became a family legend, and her father paid her the ultimate compliment: ‘This daughter of mine is really more like a son!’ Treated like a son, Cixi was able to talk to her father about things that were normally closed areas for women. Inevitably their conversations touched on official business and state affairs, which helped form Cixi’s lifelong interest. Being consulted and having her views acted on, she acquired self-confidence and never accepted the com“common assumption that women’s brains were inferior to men’s. The crisis also helped shape her future method of rule. Having tasted the bitterness of arbitrary punishment, she would make an effort to be fair to her officials.

We learned, we listened, we kept our mouths shut, we fucked up, and somewhere along the way we managed to show that certain kinds of conversations might not be wasted on us. The chance to grow like that is something you earn; it is also a tremendous gift, given to you by others with astonishing generosity, especially when you consider that they have no idea what they’ll get back.

Sonnet of Human Resources There is no blue collar, no white collar, just honor. And honor is defined by character not collar. There is no CEO, no janitor, just people. Person's worth lies, not in background, but behavior. Designation is reference to expertise, not existence. Respect is earned through rightful action, not label. Designation without humanity is resignation of humanity, For all labels without love cause nothing but trouble. The term human resources is a violation of human rights. For it designates people as possession of a company. Computers are resources, staplers are resources, but people, Aren't resources, but the soul of all company and society. I'm not saying, you oughta rephrase it all in a civilized way. But at the very least, it's high time with hierarchy we do away.

Life in New Orleans is all about making the present--this moment, right now--as pleasant as possible. So New Orleanians, by and large, aren't tortured by the frenzy to achieve, acquire, and manage the unmanageable future. Their days are built around the things that other Americans have pushed out of their lives by incessant work: art, music, elaborate cooking, and--most of all--plenty of relaxed time with family and friends. Their jobs are really just the things they do to earn a little money; they're not the organiing principle of life. While this isn't a worldview particularly conducive to getting things done, getting things done isn't the most important thing in New Orleans. Living life is. Once you've tasted that, and especially if it's how you grew up, life everywhere else feels thin indeed.

If only humankind would soon succeed in destroying itself; true, I'm afraid : it will take a long time yet, but they'll manage it for sure. They'll have to learn to fly too, so that it will be easier to toss firebrands into cities (a pretty sight : a portly, bronze boat perhaps, from which a couple of mail-clad warriors contemptuously hurl a few flaming armored logs, while from below they shoot at the scaly beasts with howling arrows. They could also easily pour burning oil out of steel pitchers. Or poison. In the wells. By night). Well, they'll manage it all right (if I can come up with that much !). For they pervert all things to evil. The alphabet : it was intended to record timeless poetry or wisdom or memories - but they scrawl myriads of trashy novels and inflammatory pamphlets. What do they deftly make of metals ? Swords and arrow tips. - Fire ? Cities are already smoldering. And in the agora throng the pickpockets and swashbucklers, cutpurses, bawds, quacks and whores. And at best, the rest are simpletons, dandies, and brainless yowlers. And every one of them self-complacent, pretending respectability, bows politely, puffs out coarse cheeks, waves his hands, ogles, jabbers, crows. (They have many words : Experienced : someone who knows plenty of the little underhanded tricks. - Mature : has finally unlearned every ideal. Sophisticated : impertinent and ought to have been hanged long ago.) Those are the small fry; and the : every statesman, politician, orator; prince, general, officer should be throttled on the spot before he has time or opportunity to earn the title at humankind's expense. - Who alone can be great ? Artists and scientists ! And no one else ! And the least of them, if an honest man, is a thousand times greater than the great Xerxes. - If the gods would grant me 3 wishes, one of them would be immediately to free the earth of humankind. And of animals, too (they're too wicked for me as well). Plants are better (except for the insectavores) - The wind has picked up.

The presence of the migrants “in such large numbers crushed and stagnated the progress of Negro life,” the economist Sadie Mossell wrote early in the migration to Philadelphia. Newly available census records suggest the opposite to be true. According to a growing body of research, the migrants were, it turns out, better educated than those they left behind in the South and, on the whole, had nearly as many years of schooling as those they encountered in the North. Compared to the northern blacks already there, the migrants were more likely to be married and remain married, more likely to raise their children in two-parent households, and more likely to be employed. The migrants, as a group, managed to earn higher incomes than northern-born blacks even though they were relegated to the lowest-paying positions. They were less likely to be on welfare than the blacks they encountered in the North, partly because they had come so far, had experienced such hard times, and were willing to work longer hours or second jobs in positions that few northern blacks, or hardly anyone else for that matter, wanted, as was the case with Ida Mae Gladney, George Swanson Starling, Robert Foster, and millions of others like them.

In some organizations, they can succeed if they are simply good at making presentations to the board of directors or writing strategies or plans. The tragedy is that these talents mask real deficiencies in overall management capabilities. These talented performers run for cover when grubby operating decisions must be made and often fail miserably when they are charged with earning a profit, getting things done and moving an organization forward.

An economic franchise arises from a product or service that: (1) is needed or desired; (2) is thought by its customers to have no close substitute and; (3) is not subject to price regulation. The existence of all three conditions will be demonstrated by a company’s ability to regularly price its product or service aggressively and thereby to earn high rates of return on capital. Moreover, franchises can tolerate mismanagement. Inept managers may diminish a franchise’s profitability, but they cannot inflict mortal damage.

A good assistant is someone with good time management skills, good communication skills, and the ability to balance a lot of very different tasks at the same time,’ I replied with well-earned confidence. ‘But the difference between a good assistant and a brilliant assistant is the ability to anticipate potential problems before they arise. You’ve got to be prepared for whatever comes at you when the job turns out to be equal parts assistant, therapist, and best friend, but still know your boundaries. And you should always have mints. I’ve basically got stock in Tic Tacs.

Soak up every second of this life that is given to you. Put your hand on your heart and close your eyes. Maybe you’ve seen me do this on DWTS with my partners backstage before we go on. It calms the nerves and helps you connect to a place of gratitude. You didn’t earn your heart; you didn’t pay for it. It was given to you as a gift. So take advantage of it, enjoy it, and treat yourself the best way possible. A lot of us are just getting through or managing. Raise your standards. Grow, progress, push yourself, and in turn you will love yourself more. And when you love yourself more, you can love others.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

That’s why one of my strongest ideas is to look at the tax code in both its complexity and its obvious bias toward the rich. Hedge fund and money managers are important for our pension funds and the 401(k) plans that help millions of Americans—but far less important than they think. But financial advisers should pay taxes at the highest levels when they’re earning money at those levels. Often, these financial engineers are “flipping” companies, laying people off, and making billions—yes, billions—of dollars by “downsizing” and destroying people’s lives and sometimes entire companies. Believe me, I know the value of a billion dollars—but I also know the importance of a single dollar.

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired.

In the days of the Roman Colosseum, captured soldiers were regularly thrown to the lions. But one soldier earned a reputation for bravery and managed to save his life by a bold act. When a lion sprang toward him with lunch on its mind, the man whispered something in the lion’s ear just at the last moment. The lion cowered, turned a sickly green, and then slunk back into its cage. This happened again and again, with even the empire’s fiercest lions turning tail once they had heard what the man whispered. The emperor, curious to understand the man’s power over these beasts, promised him his life in exchange for the secret of how he caused the lions to leave him alone. “It’s simple,” the soldier told the emperor. “When a lion is about to attack, I just whisper, ‘After you’ve eaten, they’re going to ask you to make a short speech.’ Works every time.

As it turned out, Sharpe was right. Cooperation succumbed to market forces, but even more to the war waged on it by the business classes. By 1887 the latter were determined to destroy the Knights, with their incessant boycotts, their strikes (sometimes involving hundreds of thousands), their revolutionary agitation, and their labor parties organized across the country. In the two years after the infamous Haymarket bombing in Chicago and the Great Upheaval of 1886, in which 200,000 trade unionists across the country went on a four-day-long strike for the eight-hour day but in most cases failed—partly because Terence Powderly, the leader of the Knights, who had always disliked strikes, refused to endorse the action and encouraged the Knights not to participate—capitalist repression swept the nation. Joseph Rayback summarizes: The first of the Knights’ ventures to feel the full effect of the post-Haymarket reaction were their cooperative enterprises. In part the very nature of such enterprises worked against them. The successful ventures became joint-stock corporations, the wage-earning shareholders and managers hiring labor like any other industrial unit. In part the cooperatives were destroyed by inefficient managers, squabbles among shareholders, lack of capital, and injudicious borrowing of money at high rates of interest. Just as important was the attitude of competitors. Railroads delayed the building of tracks, refused to furnish cars, or refused to haul them. Manufacturers of machinery and producers of raw materials, pressed by private business, refused to sell their products to the cooperative workshops and paralyzed operations. By 1888 none of the Order’s cooperatives were in existence.170

The pay scales at large cooperatives are either identical to those at collectives or somewhat more unequal due to competitive pressures. The plywood co-ops paid all their members equally, the major exception being the general manager, who was usually a hired outsider and received a higher salary than members.74 In the conventional plywood mills, by contrast, the wages of the highest-paid workers and the lowest-paid differed by a factor of about 2.5.75 At Mondragon, until the 1980s the differential between the highest- and lowest-paid workers was fixed at 3:1. In recent years, with the pressures of globalization and the need to attract skilled managers who could receive much more money in private enterprises, some positions have been raised to a 6:1 ratio, while the CEO of the entire Mondragon corporation earns nine times more than the lowest-paid worker.76

The sexual segregation of the labour force, and the preservation of workplaces as arenas for fraternal solidarity, have remained remarkably stable during the twentieth century.59 Most women can find paid employment only in a narrow range of low-status, low-paid occupations, where they work alongside other women and are managed by men, and, despite equal-pay legislation, they earn less than men. Marriage thus remains economically advantageous for most women. Moreover, the social pressures for women to become wives are as compelling as the economic. Single women lack a defined and accepted social place; becoming a man’s wife is still the major means through which most women can find a recognized social identity. More fundamentally, if women exercised their freedom to remain single on a large scale, men could not become husbands – and the sexual contract would be shaken.

As already suggested, when the individual first learns who it is that he must now accept a his own, he is likely, at the very least, to feel some ambivalence; for these others will not only be patently stigmatized, and thus not like the normal person he knows himself to be, but ma also have other attributes with which he finds it difficult to associate himself. What may end up as a freemasonry may begin with a shudder. A newly blind girl on a visit to The Lighthouse [probably the Chicago Lighthouse, one of the oldest social service agencies in Chicago serving the blind or visually impaired] directly from leaving the hospital provides an illustration: „My questions about a guide dog were politely turned aside. Another sighted worker took me in tow to show me around. We visited the Braille library; the classrooms; the clubrooms where the blind members of the music and dramatic groups meet; the recreation hall where on festive occasion the blind play together; the cafeteria, where all the blind gather to eat together; the huge workshops where the blind earn a subsistence income by making mops and brooms, weaving rugs, caning chairs. As we moved from room to room, I could hear the shuffling of feet, the muted voices, the tap-tap-tapping of canes. Here was the safe, segregated world of the sightless — a completely different world, I was assured by the social worker, from the one I had just left…. I was expected to join this world. To give up my profession and to earn my living making mops. The Lighthouse would be happy to teach me how to make mops. I was to spend the rest of my life making mops with other blind people, eating with other blind people, dancing with other blind people. I became nauseated with fear, as the picture grew in my mind. Never had I come upon such destructive segregation.“ (p.37)

And what of the notion that “trust must be earned”? Sensible though it may sound, great managers reject it. They know that if, fundamentally, you don’t trust people, then there is no line, no point in time beyond which people suddenly become trustworthy. Mistrust concerns the future. If you are innately skeptical of other people’s motives, then no amount of good behavior in the past will ever truly convince you that they are not just about to disappoint you. Suspicion is a permanent condition. Of course, occasionally a person will indeed let you down. But great managers, like Michael, the restaurant manager from the Introduction, are wired to view this as the exception rather than the rule. They believe that if you expect the best from people, then more often than not, the best is what you get. Innate mistrust is probably vital for some roles — lawyering or investigative reporting, for example. But for a manager, it is deadly.

You have something to say to me, Cassidy, say it. Or shut the fuck up.” “All right,” Jules said. “I will.” He took a deep breath. Exhaled. “Okay, see, I, well, I love you. Very, very much, and . . .” Where to go from here . . .? Except, his plain-spoken words earned him not just a glance but Max’s sudden full and complete attention. Which was a little alarming. But it was the genuine concern in Max’s eyes that truly caught Jules off-guard. Max actually thought . . . Jules laughed his surprise. “Oh! No, not like that. I meant it, you know, in a totally platonic, non-gay way.” Jules saw comprehension and relief on Max’s face. The man was tired if he was letting such basic emotions show. “Sorry.” Max even smiled. “I just . . .” He let out a burst of air. “I mean, talk about making things even more complicated . . .” It was amazing. Max hadn’t recoiled in horror at the idea. His concern had been for Jules, about potentially hurting his tender feelings. And even now, he wasn’t trying to turn it all into a bad joke. And he claimed they weren’t friends. Jules felt his throat tighten. “You can’t know,” he told his friend quietly, “how much I appreciate your acceptance and respect.” “My father was born in India,” Max told him, “in 1930. His mother was white—American. His father was not just Indian, but lower caste. The intolerance he experienced both there and later, even in America, made him a . . . very bitter, very hard, very, very unhappy man.” He glanced at Jules again. “I know personality plays into it, and maybe you’re just stronger than he was, but . . . People get knocked down all the time. They can either stay there, wallow in it, or . . . Do what you’ve done—what you do. So yeah. I respect you more than you know.” Holy shit. Weeping was probably a bad idea, so Jules grabbed onto the alternative. He made a joke. “I wasn’t aware that you even had a father. I mean, rumors going around the office have you arriving via flying saucer—” “I would prefer not to listen to aimless chatter all night long,” Max interrupted him. “So if you’ve made your point . . .?” Ouch. “Okay,” Jules said. “I’m so not going to wallow in that. Because I do have a point. See, I said what I said because I thought I’d take the talk-to-an-eight-year-old approach with you. You know, tell you how much I love you and how great you are in part one of the speech—” “Speech.” Max echoed. “Because part two is heavily loaded with the silent-but-implied ‘you are such a freaking idiot.’” “Ah, Christ,” Max muttered. “So, I love you,” Jules said again, “in a totally buddy-movie way, and I just want to say that I also really love working for you, and I hope to God you’ll come back so I can work for you again. See, I love the fact that you’re my leader not because you were appointed by some suit, but because you earned very square inch of that gorgeous corner office. I love you because you’re not just smart, you’re open-minded—you’re willing to talk to people who have a different point of view, and when they speak, you’re willing to listen. Like right now, for instance. You’re listening, right?” “No.” “Liar.” Jules kept going. “You know, the fact that so many people would sell their grandmother to become a part of your team is not an accident. Sir, you’re beyond special—and your little speech to me before just clinched it. You scare us to death because we’re afraid we won’t be able to live up to your high standards. But your back is strong, you always somehow manage to carry us with you even when we falter. “Some people don’t see that; they don’t really get you—all they know is they would charge into hell without hesitation if you gave the order to go. But see, what I know is that you’d be right there, out in front—they’d have to run to keep up with you. You never flinch. You never hesitate. You never rest.

What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals that some retail analyst or financial institution in New York sets for us on a ten-year plan spit out of a computer that somebody set to compound at such-and-such a rate. If we do that, we take our eye off the ball. But if we demonstrate in our sales and our earnings every day, every week, every quarter, that we’re doing our job in a sound way, we will get the growth we are entitled to, and the market will respect us in a way that we deserve.

Both adults have always worked," observes Cox, writing with business journalist Richard Alm. "Running a household entails a daunting list of chores: cooking, gardening, child care, shopping, washing and ironing, financial management, ferrying family members to ballet lessons and soccer practice... the idea that people at home don't work isn't just insulting to women, who do most of the housework. It also misses how specialization contributes to higher and higher living standards. At one time, both adults worked exclusively at home. The man constructed buildings, tilled the land, raised livestock. The woman prepared meals, preserved food, looked after the children. Living standards rarely raised above the subsistence level." But as men went to work outside the home- "gaining specialized skills and earning income that allowed the family to buy what it didn't have the time, energy or ability to make at home"-- living standards rose. ------ Michael Medved quoting Cox and Alm, "10 Big Lies about America" page 224

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

When I started in real estate, despite high ambition, I was constrained by the same 24 hours as everyone else. My early success came from a grueling schedule, long hours, and the high price of near burn-out. In self-defense, I devised a system that featured direct marketing in place of traditional prospecting plus a highly effective team, with all the non-rainmaker tasks delegated to them. This took me to the top of the profession, twice #1 in RE/MAX worldwide in commissions earned, and 15 years as one of the top agents—working less hours than most. While an active agent, I consistently sold over 500 homes a year, even while starting and developing a second business, training and coaching more millionaire agents than any other coach. Without the inspiration of Dan Kennedy’s direct marketing methods and his extraordinary, extreme time-management philosophy, these achievements simply would not have been possible. LEVERAGING yourself, by media in place of manual labor, and with other people is very intimidating to most real estate agents and to most small businesspeople. It frankly is not easy to get right, but it is the quantum leap that uniquely and simultaneously lifts income and supports a great lifestyle. —CRAIG PROCTOR, CRAIGPROCTOR.COM

Dogmatic belief in the central axioms of Christianity (that Christ’s crucifixion redeemed the world; that salvation was reserved for the hereafter; that salvation could not be achieved through works) had three mutually reinforcing consequences: First, devaluation of the significance of earthly life, as only the hereafter mattered. This also meant that it had become acceptable to overlook and shirk responsibility for the suffering that existed in the here-and-now; Second, passive acceptance of the status quo, because salvation could not be earned in any case through effort in this life (a consequence that Marx also derided, with his proposition that religion was the opiate of the masses); and, finally, third, the right of the believer to reject any real moral burden (outside of the stated belief in salvation through Christ), because the Son of God had already done all the important work. It was for such reasons that Dostoevsky, who was a great influence on Nietzsche, also criticized institutional Christianity (although he arguably managed it in a more ambiguous but also more sophisticated manner). In his masterwork, The Brothers Karamazov, Dostoevsky has his atheist superman, Ivan, tell a little story, “The Grand Inquisitor.”145 A brief review is in order.

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

It is one of the great beauties of our system, that a working-man may raise himself into the power and position of a master by his own exertions and behaviour; that, in fact, every one who rules himself to decency and sobriety of conduct, and attention to his duties, comes over to our ranks; it may not be always as a master, but as an over-looker, a cashier, a book-keeper, a clerk, one on the side of authority and order.' 'You consider all who are unsuccessful in raising themselves in the world, from whatever cause, as your enemies, then, if I under-stand you rightly,' said Margaret' in a clear, cold voice. 'As their own enemies, certainly,' said he, quickly, not a little piqued by the haughty disapproval her form of expression and tone of speaking implied. But, in a moment, his straightforward honesty made him feel that his words were but a poor and quibbling answer to what she had said; and, be she as scornful as she liked, it was a duty he owed to himself to explain, as truly as he could, what he did mean. Yet it was very difficult to separate her interpretation, and keep it distinct from his meaning. He could best have illustrated what he wanted to say by telling them something of his own life; but was it not too personal a subject to speak about to strangers? Still, it was the simple straightforward way of explaining his meaning; so, putting aside the touch of shyness that brought a momentary flush of colour into his dark cheek, he said: 'I am not speaking without book. Sixteen years ago, my father died under very miserable circumstances. I was taken from school, and had to become a man (as well as I could) in a few days. I had such a mother as few are blest with; a woman of strong power, and firm resolve. We went into a small country town, where living was cheaper than in Milton, and where I got employment in a draper's shop (a capital place, by the way, for obtaining a knowledge of goods). Week by week our income came to fifteen shillings, out of which three people had to be kept. My mother managed so that I put by three out of these fifteen shillings regularly. This made the beginning; this taught me self-denial. Now that I am able to afford my mother such comforts as her age, rather than her own wish, requires, I thank her silently on each occasion for the early training she gave me. Now when I feel that in my own case it is no good luck, nor merit, nor talent,—but simply the habits of life which taught me to despise indulgences not thoroughly earned,—indeed, never to think twice about them,—I believe that this suffering, which Miss Hale says is impressed on the countenances of the people of Milton, is but the natural punishment of dishonestly-enjoyed pleasure, at some former period of their lives. I do not look on self-indulgent, sensual people as worthy of my hatred; I simply look upon them with contempt for their poorness of character.

When was the last time you made something that someone wasn’t paying you for, and looking over your shoulder to make sure you got it right?” When I ask creatives this question, the answer that comes back all too often is, “I can’t remember.” It’s so easy for creativity to become a means to a very practical end—earning a paycheck and pleasing your client or manager. But that type of work only uses a small spectrum of your abilities. To truly excel, you must also continue to create for the most important audience of all: yourself. In her book The Artist’s Way, Julia Cameron discusses a now well-known practice that she calls “morning pages.” She suggests writing three pages of free-flowing thought first thing in the morning as a way to explore latent ideas, break through the voice of the censor in your head, and get your creative juices flowing. While there is nothing immediately practical or efficient about the exercise, Cameron argues that it’s been the key to unlocking brilliant insights for the many people who have adopted it as a ritual. I’ve seen similar benefits of this kind of “Unnecessary Creation” in the lives of creative professionals across the board. From gardening to painting with watercolors to chipping away at the next great American novel on your weekends, something about engaging in the creative act on our own terms seems to unleash latent passions and insights. I believe Unnecessary Creation is essential for anyone who works with his or her mind.

You didn’t allow me anything! I allowed you! I allowed you to fool yourselves into thinking you had a choice!” Strom took a breath. When he had his anger under control, he spoke again. “You are clearly unfit to serve as Grand Mage,” he announced, “and all three of you are unfit to serve on the Council of Elders. By the authority vested in me by the international community I am hereby taking command of this Sanctuary. You are relieved of your duties.” Nobody moved. Valkyrie was frozen to the spot, though her eyes darted from person to person. Moving slowly, Grim reached for his jacket, and Skulduggery drew his revolver and pointed it into his face. “I wouldn’t do that if I were you,” Skulduggery said. The bodyguard raised his hands. Strom’s eyes widened. “What you just did is illegal.” “We’re in charge,” Ravel told him. “You think we’re going to roll over just because you tell us to? Who the hell do you think you are?” “I am a Grand Mage, Mr Ravel, a title I earned because of hard work and dedication. Whereas you, on the other hand, are Grand Mage because nobody else wanted the job.” “Whoa,” said Ravel. “That was a little below the belt, don’t you think?” “None of you have the required experience or wisdom to do what is expected of you. I know you’ll find it hard to believe, but we didn’t come here to take control. We came here to help.” “And now you want to take control anyway.” “You have proven yourselves incompetent. And what are you doing now? You’re holding a Grand Mage at gunpoint?” “Technically, Skulduggery is only holding a Grand Mage’s bodyguard at gunpoint. Which isn’t nearly as bad.” “You all seem to be forgetting that I have thirty-eight mages loyal to the Supreme Council in this country.” “And you seem to be under the illusion that we find that intimidating.” “If I go missing—” “Missing?” Ravel said. “Who said anything about going missing? No, no. You’re just going to be in a really long and really important meeting, that’s all.” “Don’t be a fool,” said Strom. “You can’t win here, Ravel. There are more of us than there are of you. And the moment our mages get wind of what’s going on down here, the rest of the Supreme Council will descend on you like nothing you’ve ever seen.” “Quintin, Quintin, Quintin... you make it sound like we’re going to war. This isn’t war. This is an argument. And like all arguments between grown-ups, we keep it away from the kiddies. You’ve got thirty-eight mages in the country? Ghastly, how many cells do we have?” “If we double up we’ll manage.” “Don’t make this any worse for yourselves,” said Strom. “An attack on any one of our mages will be considered an act of war.” “There’s that word again,” said Ravel. “This is insanity. Erskine, think about what you’re doing.” “What we’re doing, Quintin, is allowing our people to do their jobs.” “This is kidnapping.” “Don’t be so dramatic. We’re just going to keep you separated from your people for as long as we need to resolve the current crisis. Skulduggery and Valkyrie are on the case. When have they ever let us down?” Ravel turned to them, gave them a smile. “You’d better not let us down.” Skulduggery inclined his head slightly, and Valkyrie went with him as he walked away. “Holy cow,” Valkyrie whispered when they were around the corner. “Holy cow indeed.

As we pulled up at the big school gates, I saw tears rolling down my dad’s face. I felt confused as to what part of nature or love thought this was a good idea. My instinct certainly didn’t; but what did I know? I was only eight. So I embarked on this mission called boarding school. And how do you prepare for that one? In truth, I found it really hard; there were some great moments like building dens in the snow in winter, or getting chosen for the tennis team, or earning a naval button, but on the whole it was a survival exercise in learning to cope. Coping with fear was the big one. The fear of being left and the fear of being bullied--both of which were very real. What I learned was that I couldn’t manage either of those things very well on my own. It wasn’t anything to do with the school itself, in fact the headmaster and teachers were almost invariably kind, well-meaning and good people, but that sadly didn’t make surviving it much easier. I was learning very young that if I were to survive this place then I had to find some coping mechanisms. My way was to behave badly, and learn to scrap, as a way to avoid bullies wanting to target me. It was also a way to avoid thinking about home. But not thinking about home is hard when all you want is to be at home. I missed my mum and dad terribly, and on the occasional night where I felt this worst, I remember trying to muffle my tears in my pillow while the rest of the dormitory slept. In fact I was not alone in doing this. Almost everyone cried, but we all learned to hide it, and those who didn’t were the ones who got bullied. As a kid, you can only cry so much before you run out of tears and learn to get tough. I meet lots of folks nowadays who say how great boarding school is as a way of toughening kids up. That feels a bit back-to-front to me. I was much tougher before school. I had learned to love the outdoors and to understand the wild, and how to push myself. When I hit school, suddenly all I felt was fear. Fear forces you to look tough on the outside but makes you weak on the inside. This was the opposite of all I had ever known as a kid growing up. I had been shown by my dad that it was good to be fun, cozy, homely--but then as tough as boots when needed. At prep school I was unlearning this lesson and adopting new ways to survive. And age eight, I didn’t always pick them so well.

Convinced that struggle was the crucible of character, Rockefeller faced a delicate task in raising his children. He wanted to accumulate wealth while inculcating in them the values of his threadbare boyhood. The first step in saving them from extravagance was keeping them ignorant of their father’s affluence. Until they were adults, Rockefeller’s children never visited his office or refineries, and even then they were accompanied by company officials, never Father. At home, Rockefeller created a make-believe market economy, calling Cettie the “general manager” and requiring the children to keep careful account books.16They earned pocket money by performing chores and received two cents for killing flies, ten cents for sharpening pencils, five cents per hour for practicing their musical instruments, and a dollar for repairing vases. They were given two cents per day for abstaining from candy and a dime bonus for each consecutive day of abstinence. Each toiled in a separate patch of the vegetable garden, earning a penny for every ten weeds they pulled up. John Jr. got fifteen cents an hour for chopping wood and ten cents per day for superintending paths. Rockefeller took pride in training his children as miniature household workers. Years later, riding on a train with his thirteen-year-old daughter, he told a traveling companion, “This little girl is earning money already. You never could imagine how she does it. I have learned what my gas bills should average when the gas is managed with care, and I have told her that she can have for pin money all that she will save every month on this amount, so she goes around every night and keeps the gas turned down where it is not needed.”17 Rockefeller never tired of preaching economy and whenever a package arrived at home, he made a point of saving the paper and string. Cettie was equally vigilant. When the children clamored for bicycles, John suggested buying one for each child. “No,” said Cettie, “we will buy just one for all of them.” “But, my dear,” John protested, “tricycles do not cost much.” “That is true,” she replied. “It is not the cost. But if they have just one they will learn to give up to one another.”18 So the children shared a single bicycle. Amazingly enough, the four children probably grew up with a level of creature comforts not that far above what Rockefeller had known as a boy.

I raised two daughters,” Ronica pointed out gently. “I know how painful victory can be sometimes.” “Not over me,” Keffria said dully. There was self-loathing in her tone as she added, “I don’t think I ever gave you and Father a sleepless night. I was a model child, never challenging anything you told me, keeping all the rules, and earning the rewards of such virtue. Or so I thought.” “You were my easy daughter,” Ronica conceded. “Perhaps because of that, I under-valued you. Over-looked you.” She shook her head to herself. “But in those days, Althea worried me so that I seldom had a moment to think of what was going right…” Keffria exhaled sharply. “And you didn’t know the half of what she was doing! As her sister, I… but in all the years, it hasn’t changed. She still worries us, both of us. When she was a little girl, her willfulness and naughtiness always made her Papa’s favorite. And now that he has gone, she has disappeared, and so managed to capture your heart as well, simply by being absent.” “Keffria!” Ronica rebuked her for the heartless words. Her sister was missing, and all she could be was jealous of Ronica worrying about her? But after a moment, Ronica asked hesitantly, “You truly feel that I give no thoughts to you, simply because Althea is gone?” “You scarcely speak to me,” Keffria pointed out. “When I muddled the ledger books for what I had inherited, you simply took them back from me and did them yourself. You run the household as if I was not there. When Cerwin showed up on the doorstep today, you charged directly into battle, only sending Rache to tell me about it as an afterthought. Mother, were I to disappear as Althea has, I think the household would only run more smoothly. You are so capable of managing it all.” She paused and her voice was almost choked as she added, “You leave no room for me to matter.” She hastily lifted her mug and took a long sip of coffee. She stared deep into the fireplace. Ronica found herself wordless. She drank from her own mug. She knew she was making excuses when she said, “But I was always just waiting for you to take things over from me.” “And always so busy holding the reins that you had no time to teach me how. ‘Here, give me that, it’s easier if I just do it myself.’ How many times have you said that to me? Do you know how stupid and helpless it always made me feel?” The anger in her voice was very old.

THE PAYOFF IS EXTRAORDINARY I was giving a seminar in Detroit a couple of years ago when a young man, about thirty years old, came up to me at the break. He told me that he had first come to my seminar and heard my “3 Percent Rule” about ten years ago. At that time, he had dropped out of college, was living at home, driving an old car, and earning about $20,000 a year as an office-to-office salesman. He decided after the seminar that he was going to apply the 3 Percent Rule to himself, and he did so immediately. He calculated 3 percent of his income of $20,000 would be $600. He began to buy sales books and read them every day. He invested in two audio-learning programs on sales and time management. He took one sales seminar. He invested the entire $600 in himself, in learning to become better. That year, his income went from $20,000 to $30,000, an increase of 50 percent. He said he could trace the increase with great accuracy to the things he had learned and applied from the books he had read and the audio programs he had listened to. So the following year, he invested 3 percent of $30,000, a total of $900, back into himself. That year, his income jumped from $30,000 to $50,000. He began to think, “If my income goes up at 50 percent per year by investing 3 percent back into myself, what would happen if I invested 5 percent? KEEP RAISING THE BAR The next year, he invested 5 percent of his income, $2,500, into his learning program. He took more seminars, traveled cross-country to a conference, bought more audio- and video-learning programs, and even hired a part-time coach. And that year, his income doubled to $100,000. After that, like playing Texas Hold-Em, he decided to go “all in” and raise his investment into himself to 10 percent per year. He told me that he had been doing this every since. I asked him, “How has investing 10 percent of your income back into yourself affected your income?” He smiled and said, “I passed a million dollars in personal income last year. And I still invest 10 percent of my income in myself every single year.” I said, “That’s a lot of money. How do you manage to spend that much money on personal development?” He said, “It’s hard! I have to start spending money on myself in January in order to invest it all by the end of the year. I have an image coach, a sales coach, and a speaking coach. I have a large library in my home with every book, audio program, and video program on sales and personal success I can find. I attend conferences, both nationally and internationally in my field. And my income keeps going up and up every year.

Collateral Capacity or Net Worth? If young Bill Gates had knocked on your door asking you to invest $10,000 in his new company, Microsoft, could you get your hands on the money? Collateral capacity is access to capital. Your net worth is irrelevant if you can’t access any of the money. Collateral capacity is my favorite wealth concept. It’s almost like having a Golden Goose! Collateral can help a borrower secure loans. It gives the lender the assurance that if the borrower defaults on the loan, the lender can repossess the collateral. For example, car loans are secured by cars, and mortgages are secured by homes. Your collateral capacity helps you to avoid or minimize unnecessary wealth transfers where possible, and accumulate an increasing pool of capital providing accessibility, control and uninterrupted compounding. It is the amount of money that you can access through collateralizing a loan against your money, allowing your money to continue earning interest and working for you. It’s very important to understand that accessibility, control and uninterrupted compounding are the key components of collateral capacity. It’s one thing to look good on paper, but when times get tough, assets that you can’t touch or can’t convert easily to cash, will do you little good. Three things affect your collateral capacity: ① The first is contributions into savings and investment accounts that you can access. It would be wise to keep feeding your Golden Goose. Often the lure of higher return potential also brings with it lack of liquidity. Make sure you maintain a good balance between long-term accounts and accounts that provide immediate liquidity and access. ② Second is the growth on the money from interest earned on the money you have in your account. Some assets earn compound interest and grow every year. Others either appreciate or depreciate. Some accounts could be worth a great deal but you have to sell or close them to access the money. That would be like killing your Golden Goose. Having access to money to make it through downtimes is an important factor in sustaining long-term growth. ③ Third is the reduction of any liens you may have against these accounts. As you pay off liens against your collateral positions, your collateral capacity will increase allowing you to access more capital in the future. The goose never quit laying golden eggs – uninterrupted compounding. Years ago, shortly after starting my first business, I laughed at a banker that told me I needed at least $25,000 in my business account in order to borrow $10,000. My business owner friends thought that was ridiculously funny too. We didn’t understand collateral capacity and quite a few other things about money.

I’ll serve first, shall I?” Caroline called across the net as she plucked a ball out of her pocket, stepped up to the line, and tossed it into the air, leaving Millie, who was supposed to be the recipient of the serve, barely any time to get ready. All the breath seemed to leave him as the ball traveled rather slowly over the net. But then Millie drew back her racquet and . . . slammed the ball back Caroline’s way, the force of her swing completely unexpected given her small size. Before Caroline even moved, the ball shot past her. “Was that out?” Caroline demanded, swinging around. “It was in,” called a lady from the stands. Caroline spun to face Millie as Nora flashed a cheeky grin. “Love-fifteen,” Nora called. “I know how to keep score,” Caroline snapped back. Unfortunately, the game did not get better for Caroline after that. Millie had obviously not been exaggerating when she’d claimed she’d played tennis before, but it was clear that she hadn’t been playing with young boys. She was all over the court, hitting anything Caroline or Gertrude managed to get over the net, while Nora simply strolled back and forth, swinging her racquet, and at one point, whistling a jaunty tune. When it was Millie’s turn to serve, matters turned downright concerning. Gertrude was the first to try and return Millie’s serve, but when the ball came rushing at her, she screamed, dropped her racquet, and ran the other way, earning a screech from Caroline until she seemed to recall that her turn was next. “Give her a fast one, Miss Longfellow,” Thaddeus called. Millie lowered her racquet to send Thaddeus another wave. “Miss Longfellow, we are in the middle of a match here,” Caroline yelled across the net. “Forgive me, Miss Dixon. You’re quite right.” As if the world had suddenly slowed down, Everett watched as Millie threw the ball up, and then the racquet connected squarely with it, the thud of the connection reaching his ears. It began to move, and then the world sped up as the ball hurled at Caroline, and . . . smacked her right in the middle of the forehead, the impact knocking Caroline off her feet. Her skirt fluttered up, showing a bit of leg. Millie immediately began running across the court. Darting around the net, she raced to Caroline’s side, and yanked Caroline’s skirt back over her legs. Before Everett had a chance to see what Millie would do next, Abigail was tugging on his arm, and he realized he needed to act . . . the sooner the better. By the time he got to Caroline, made certain she wasn’t seriously hurt, and on her feet, he knew he had to get Millie as far away as possible from her. Caroline was shaking with rage and muttering threats under her breath. Telling Caroline he’d be right back, he nodded to Millie, who was still trying to apologize to Caroline, even though Caroline was not acknowledging the apologies and was resolutely looking the opposite way from Millie. “I really am so very, very sorry,” Millie said one last time before Abigail suddenly appeared right by her side and the crowd that had gathered around them fell silent. “Good heavens, Millie, it’s not as if you hit Miss Dixon on purpose—something Caroline knows all too well.” Abigail leveled a cool look on Caroline. “Why, your forehead is just a little pink. Granted the pink is perfectly circular, but . . . I’m sure it’ll fade soon, so no harm done.” Abigail