Energy Companies Quotes

If leaders don’t articulate their priorities clearly, then the people around them don’t know what their own priorities should be. Time and energy and capital get wasted.

As sustainability is the new digital, every company needs to be an energy company.

It's called the Infinity Effect.

What is patriotism? Let us begin with what patriotism is not. It is not patriotic to dodge the draft and to mock war heroes and their families. It is not patriotic to discriminate against active-duty members of the armed forces in one’s companies, or to campaign to keep disabled veterans away from one’s property. It is not patriotic to compare one’s search for sexual partners in New York with the military service in Vietnam that one has dodged. It is not patriotic to avoid paying taxes, especially when American working families do pay. It is not patriotic to ask those working, taxpaying American families to finance one’s own presidential campaign, and then to spend their contributions in one’s own companies. It is not patriotic to admire foreign dictators. It is not patriotic to cultivate a relationship with Muammar Gaddafi; or to say that Bashar al-Assad and Vladimir Putin are superior leaders. It is not patriotic to call upon Russia to intervene in an American presidential election. It is not patriotic to cite Russian propaganda at rallies. It is not patriotic to share an adviser with Russian oligarchs. It is not patriotic to solicit foreign policy advice from someone who owns shares in a Russian energy company. It is not patriotic to read a foreign policy speech written by someone on the payroll of a Russian energy company. It is not patriotic to appoint a national security adviser who has taken money from a Russian propaganda organ. It is not patriotic to appoint as secretary of state an oilman with Russian financial interests who is the director of a Russian-American energy company and has received the “Order of Friendship” from Putin. The point is not that Russia and America must be enemies. The point is that patriotism involves serving your own country. The

music has, quite literally, saved my life and, I believe, the lives of countless others. It provides company when there is none, understanding where there is confusion, comfort where there is distress, and sheer, unpolluted energy where there is a hollow shell of brokenness and fatigue. And

It’s loneliness. Even though I’m surrounded by loved ones who care about me and want only the best, it’s possible they try to help only because they feel the same thing—loneliness—and why, in a gesture of solidarity, you’ll find the phrase “I am useful, even if alone” carved in stone. Though the brain says all is well, the soul is lost, confused, doesn’t know why life is being unfair to it. But we still wake up in the morning and take care of our children, our husband, our lover, our boss, our employees, our students, those dozens of people who make an ordinary day come to life. And we often have a smile on our face and a word of encouragement, because no one can explain their loneliness to others, especially when we are always in good company. But this loneliness exists and eats away at the best parts of us because we must use all our energy to appear happy, even though we will never be able to deceive ourselves. But we insist, every morning, on showing only the rose that blooms, and keep the thorny stem that hurts us and makes us bleed hidden within. Even knowing that everyone, at some point, has felt completely and utterly alone, it is humiliating to say, “I’m lonely, I need company. I need to kill this monster that everyone thinks is as imaginary as a fairy-tale dragon, but isn’t.” But it isn’t. I wait for a pure and virtuous knight, in all his glory, to come defeat it and push it into the abyss for good, but that knight never comes. Yet we cannot lose hope. We start doing things we don’t usually do, daring to go beyond what is fair and necessary. The thorns inside us will grow larger and more overwhelming, yet we cannot give up halfway. Everyone is looking to see the final outcome, as though life were a huge game of chess. We pretend it doesn’t matter whether we win or lose, the important thing is to compete. We root for our true feelings to stay opaque and hidden, but then … … instead of looking for companionship, we isolate ourselves even more in order to lick our wounds in silence. Or we go out for dinner or lunch with people who have nothing to do with our lives and spend the whole time talking about things that are of no importance. We even manage to distract ourselves for a while with drink and celebration, but the dragon lives on until the people who are close to us see that something is wrong and begin to blame themselves for not making us happy. They ask what the problem is. We say that everything is fine, but it’s not … Everything is awful. Please, leave me alone, because I have no more tears to cry or heart left to suffer. All I have is insomnia, emptiness, and apathy, and, if you just ask yourselves, you’re feeling the same thing. But they insist that this is just a rough patch or depression because they are afraid to use the real and damning word: loneliness. Meanwhile, we continue to relentlessly pursue the only thing that would make us happy: the knight in shining armor who will slay the dragon, pick the rose, and clip the thorns. Many claim that life is unfair. Others are happy because they believe that this is exactly what we deserve: loneliness, unhappiness. Because we have everything and they don’t. But one day those who are blind begin to see. Those who are sad are comforted. Those who suffer are saved. The knight arrives to rescue us, and life is vindicated once again. Still, you have to lie and cheat, because this time the circumstances are different. Who hasn’t felt the urge to drop everything and go in search of their dream? A dream is always risky, for there is a price to pay. That price is death by stoning in some countries, and in others it could be social ostracism or indifference. But there is always a price to pay. You keep lying and people pretend they still believe, but secretly they are jealous, make comments behind your back, say you’re the very worst, most threatening thing there is. You are not an adulterous man, tolerated and often even admired, but an adulterous woman, one who is ...

When you fall short of your goals and dreams ask yourself is it your mindset, perspective, expectations, effort, approach, acceptance, company or a blend of these that needs to change.

Everything is energy. If you are invested in a company that is actively involved in destroying forests, or slaughtering animals, or polluting oceans or promoting disease… then so you are passively involved in those same activities.

Hate pulls so much negative energy from the soul. I guess the saying is true; misery loves company.

The worst thing a company can do is kill off the creative energy of its young and talented people. The second worst thing is to blindly walk into avoidable traps that a wise senior employee can help them foresee.

Lacey was just as happy alone as with company. When she was alone, she was potential; with others she was realized. Alone, she was self-contained, her tightly spinning magnetic energy oscillating around her. When in company, she had invisible tethers to anyone in the room: as they moved away, she pulled them in.

Managing your personal energy is like managing budgets in a company.

Over time I’ve learned, surprisingly, that it’s tremendously hard to get teams to be super ambitious. It turns out most people haven’t been educated in this kind of moonshot thinking. They tend to assume that things are impossible, rather than starting from real-world physics and figuring out what’s actually possible. It’s why we’ve put so much energy into hiring independent thinkers at Google, and setting big goals. Because if you hire the right people and have big enough dreams, you’ll usually get there. And even if you fail, you’ll probably learn something important. It’s also true that many companies get comfortable doing what they have always done, with a few incremental changes. This kind of incrementalism leads to irrelevance over time, especially in technology, because change tends to be revolutionary not evolutionary. So you need to force yourself to place big bets on the future.

September 29 I will fear no evil: for thou art with me . . . — Psalm 23:4 No matter what is happening in your relationships, fear nothing and no one. When you walk with the consciousness of the Creator, there is nothing to fear. Do not fear that people will harm you or leave you. Do not fear people who threaten you. Do not fear obstacles that confront you. Have no fear of harm to your body or possessions, you are walking with the strong arm of the law. Do not fear disapproval. Do not fear criticism. Do not fear judgment. Know that the only energy that has any power in your life is the gift of breath from God. Do not fear places. Do not fear darkness. Do not fear separation or divorce. Do not fear being alone. Do not fear being east aside. When you walk with the Master, you are in the best company available.

Work dominates life in Eden-Olympia, and drives out everything else. The dream of a leisure society was the great twentieth-century delusion. Work is the new leisure. Talented and ambitious people work harder than they have ever done, and for longer hours. They find their only fulfillment through work. The men and women running successful companies need to focus their energies on the task in front of them, and for every minute of the day. The last thing they want is recreation.

You have to plan and cultivate good health. You have to commit to good health. You have to live good health because it comes from the inside out. It comes from what you bring to your life: positive, empowering thoughts, prayers and affirmations, uplifting company, and high-quality, life-giving foods. To have excellent health you must invest time and energy into the transformation of your Sacred Body Temple. And once you’ve acquired excellent health, you must maintain it vigilantly. That’s the true divine challenge—one that you can and must meet.

Imagine having so much energy to spare after finding food and shelter and clothing and some tiny goddamn scrap of company that you figured you'd make a beautiful silver cup, not because some kid did the best job, but just because she tried the hardest. I tried the hardest all the time, and everyone's just permanently fucking mad at me. Imagine having that much left over that you give one single ghostly shit about the eight-best daffodil.

We gain energy from brainstorming, theorizing, debating and imagining new possibilities for the future. If this can be done aloud, in the company of likeminded people, we gain maximum energy. If no such people are available, we’ll simply brainstorm, theorize and imagine new possibilities on

Nevertheless there was something about Crake. That kind of cool slouchiness always impressed Jimmy, coming from another guy: it was the sense of energies being held back, held in reserve for something more important than present company.

Some PR is about getting information about a great product or thingy out to the people who would enjoy it, while other PR is about creating a web of lies that conceals the fact that your company harnesses the energy produced by rape and uses it to make a chemical that kills forests for fun. Either way, you're going to need it.

because expending energy trying to motivate people is largely a waste of time.

New Rule: Coal companies have to stop calling coal "energy." That's like a lumber company calling wood "fire." Or Budweiser calling beer "urine." Okay, that one kind of makes sense.

Dogs are masters of creating emotionally safe space just by being themselves. ... it is as if something deep within our souls resonates with their energy, their unwavering unconditional love and unbridled joy to be in our presence, their undivided loyalty, and complete trust in us. Dogs make us feel special, and teach us by example to relish simple pleasures and live totally in the moment. They teach us there is only now and only who you are, who you are with, and what you are doing right then–and what could be better than to sniff the wind and be in the company of those you love?

The ideology of change for its own sake is a recipe for disaster in the wrong hands. Fortune magazine named Enron the most innovative company in America from 1996 to 2001, before the energy giant’s shady accounting practices came to light.

What I am describing here is entirely realistic. It is possible to find out one’s own truth in the partial, non-neutral company of such a (therapeutic) companion. In that process one can shed one’s symptoms, free oneself of depression, regain joy in life, break out of the state of constant exhaustion, and experience a resurgence of energy, once that energy is no longer required for the repression of one’s own truth. The point is that the fatigue characteristic of such depression reasserts itself every time we repress strong emotions, play down the memories stored in the body, and refuse them the attention they clamor for. Why

I needed to know who should get the best of my energy: my boys or a company that asked me to speak for them. I needed to know what matters. And the image of that man in his tuxedo was all I needed. You will always regret something. You will always disappoint someone. But it isn't going to be my husband and our boys. It has been, sometimes. But I'm learning. And I'm making things right.

Though the brain says all is well, the soul is lost, confused, doesn’t know why life is being unfair to it. But we still wake up in the morning and take care of our children, our husband, our lover, our boss, our employees, our students, those dozens of people who make an ordinary day come to life. And we often have a smile on our face and a word of encouragement, because no one can explain their loneliness to others, especially when we are always in good company. But this loneliness exists and eats away at the best parts of us because we must use all our energy to appear happy, even though we will never be able to deceive ourselves. But we insist, every morning, on showing only the rose that blooms, and keep the thorny stem that hurts us and makes us bleed hidden within.

So what is their crime? Twofold: a) The Shipstone companies are guilty of supplying energy to the human race at prices below those of their competitors; b) They meanly and undemocratically decline to share their industrial secret of the final assembly stage of a Shipstone.

To what extent have I accepted other people’s definition of who I am and what I could be? How ignorant am I of the values held by people of different cultures? Or more prosaically: Do I actually like the highly advertised values of my car? Is the company I work for deserving of my loyalty? Is working seventy hours a week really the best investment of my life energy? Is a slim figure, a youthful look the highest peak of human accomplishment? It was for asking similar questions that Socrates had to drink hemlock, and Savonarola was burned at the stake.

Negative energy can be a positive motivating force devoid human emo-tion, isolation, and extinction.” “Be careful of the company that you keep, for everyone who smiles in your face is not your friend.” (Thought or Idea) ….. “That’s how the game is told, and that’s how the game is sold.” “For every action there is a reaction, however for every action there is also completely separate action that negates the first action.” “Life’s journey deals you friends in both high places ( + ), and low places ( - ), one can always mate the other.” “Every ending in one’s Life Series, constitutes a beginning De novo, al-ways every time.” “It’s not about your past, it’s about your future …… everyday.

Even harsh karma, when faced in wisdom, can be the greatest catalyst for spiritual unfoldment. Performing daily sādhana, keeping good company, pilgrimaging to holy places, seeing to others’ needs—these evoke the higher energies, direct the mind to useful thoughts and avoid the creation of troublesome new karmas.

Anything worth having doesn’t come easy' is a perception of negativity perpetuated by misery looking for company. Accept nothing but the opposite of this intention and soon your life will navigate away from perpetual negative thinking and outcomes to the endless positive quality of life that exists for all of us

When a director at Pacific Gas & Electric, one of the nation’s largest utilities, testified that all of its control systems were getting hooked up to the Internet, to save money and speed up the transmission of energy, Lacombe asked what the company was doing about security. He didn’t know what Lacombe was talking about.

Well stuff it, Jimmy thought. If he wants to be an asshole it’s a free country. Millions before him have made the same life choice. He was annoyed with himself for jabbering and capering, while Crake gave him brief, indifferent glances, and that one-sided demi-smile. Nevertheless there was something about Crake. That kind of cool slouchiness always impressed Jimmy, coming from another guy: it was the sense of energies being held back, held in reserve for something more important than present company.

These little discoveries about my blood are coming about as hard and fast as a racehorse kicking me in the nuts and I‟m really starting to get sick of it. I got messed up blood, whoopdedoo! Why don‟t you dump some in a fuel tank and see if it‟ll run a car or maybe give it to a power company and see if they can make a new type of energy from it, I don‟t give a crap! It‟s in me, it ain‟t going anywhere and neither are the vamps that wanna chug it. This is just a slightly different scientific way of saying „I‟m screwed‟

If the consequence is you get fired, is that an actual place you want to work? If you can get fired for challenging one idea in one meeting, is that company worth your time and energy? If the consequence is not that you’ll be fired or written up, then what is actually on the line if you speak up? Is it that you won’t be liked by whoever you challenged?

The surest guide to the correctness of the path that women take is joy in the struggle. Revolution is the festival of the oppressed. For a long time there may be no perceptible reward for women other than their new sense of purpose and integrity. Joy does not mean riotous glee, but it does mean the purposive employment of energy in a self-chosen enterprise. It does mean pride and confidence. It does mean communication and cooperation with others based on delight in their company and your own. To be emancipated from helplessness and need and walk freely upon the earth that is your birthright. To refuse hobbles and deformity and take possession of your body and glory in its power, accepting its own laws of loveliness. To have something to desire, something to make, something to achieve, and at last something genuine to give. To be freed from guilt and shame and the tireless self-discipline of women. To stop pretending and dissembling, cajoling and manipulating, and begin to control and sympathize. To claim the masculine virtues of magnanimity and generosity and courage. It goes much further than equal pay for equal work, for it ought to revolutionise the conditions of work completely. It does not understand the phrase 'equality of opportunity', for it seems that the opportunities will have to be utterly changed and women's souls changed so that they desire opportunity instead of shrinking from it.

A good many times I have been present at gatherings of people who, by the standards of the traditional culture, are thought highly educated and who have with considerable gusto been expressing their incredulity at the illiteracy of scientists. Once or twice I have been provoked and have asked the company how many of them could describe the Second Law of Thermodynamics. The response was cold: it was also negative. Yet I was asking something which is about the scientific equivalent of: “Have you read a work of Shakespeare’s?” Despite

If the goal is to save energy, the power company would save a lot more energy providing you with a clothesline.

[...] but they and I had fallen apart, as one could in England and only there, into separate worlds, little spinning planets of personal relationship; there is probably a perfect metaphor for the process to be found in physics, from the way in which, I dimly apprehend, particles of energy group and regroup themselves in separate magnetic systems; a metaphor ready to hand for the man who can speak of these things with assurance; not for me, who can only say that England abounded in these small companies of intimate friends, so that, as in this case of Julia and myself, we could live in the same street in London, see at times, a few miles distant, the rural horizon, could have a liking one for the other, a mild curiosity about the other's fortunes, a regret, even, that we should be separated, and the knowledge that either of us had only to pick up the telephone and speak by the other's pillow, enjoy the intimacies of the levee, coming in, as it were, with the morning orange juice and the sun, yet be restrained from doing so by the centripetal force of our own worlds, and the cold, interstellar space between them.

Whatever you think affects your pran shakti. Your negative thinking weakens this energy. The base and foundation of your personality is nothing but this pran shakti. It invests your voice with a particular kind of seriousness. It gives a brilliant glow in your eyes which affects your company. If you have a heightened pran shakti, others will feel totally subdued in your presence.

18 NEVER PAY YOUR LAWYER BY THE HOUR Incentive Super-Response Tendency To control a rat infestation, French colonial rulers in Hanoi in the nineteenth century passed a law: for every dead rat handed in to the authorities, the catcher would receive a reward. Yes, many rats were destroyed, but many were also bred specially for this purpose. In 1947, when the Dead Sea scrolls were discovered, archaeologists set a finder’s fee for each new parchment. Instead of lots of extra scrolls being found, they were simply torn apart to increase the reward. Similarly, in China in the nineteenth century, an incentive was offered for finding dinosaur bones. Farmers located a few on their land, broke them into pieces and cashed in. Modern incentives are no better: company boards promise bonuses for achieved targets. And what happens? Managers invest more energy in trying to lower the targets than in growing the business. These are examples of the incentive super-response tendency. Credited to Charlie Munger, this titanic name describes a rather trivial observation: people respond to incentives by doing what is in their best interests. What is noteworthy is, first, how quickly and radically people’s behaviour changes when incentives come into play or are altered and, second, the fact that people respond to the incentives themselves and not the grander intentions behind them.

And—this is a really important point—lowering the Green Premiums that the world pays is not charity. Countries like the United States shouldn’t see investing in clean energy R&D as just a favor to the rest of the world. They should also see it as an opportunity to make scientific breakthroughs that will give birth to new industries composed of major new companies, creating jobs and reducing emissions at the same time.

Human populations have driven other human populations to the brink of extinction numerous times throughout history. Now the entire species threatens itself with mass suicide. Not because anyone is forcing us to. Not because we don't know better. And not because we don't have alternatives. We are killing ourselves because choosing death is more convenient than choosing life. Because the people committing suicide are not the first to die from it. Because we believe that someday, somewhere, some genius is bound to invent a miracle technology that will change our world so that we don't have to change our lives. Because short-term pleasure is more seductive than long-term survival. Because no one wants to exercise their capacity for intentional behavior until someone else does. Until the neighborhood does. Until the energy and car companies do. Until the federal government does. Until China, Australia, India, Brazil, the U.K. - until the whole world does. Because we are oblivious to the death that we pass every day. "We have to do something" we tell one another, as though reciting the line were enough. "We have to do something" we tell ourselves, and then wait for instructions that are not on the way. We know that we are choosing our own end; we just can't believe it.

Solar Thermal Power is revolutionizing energy uses in Surprise, Arizona. Solar energy utilizes the sun’s rays to generate and concentrate heat. This renewable energy source is reliable and can practically eliminate your monthly utility bill. Solar Thermal Energy can either significantly reduce your energy costs or even eliminate it forever! Cool Blew, Inc offers free estimates for installation of solar panels and for Ac service in Surprise, Arizona and the Phoenix metro area.

Very successful companies have never struck me as particularly busy; in fact, they are, as a group, rather laid-back. Energy is evident in the workplace, but it's not the energy tinged with fear that comes from being slightly behind on everything.

One way was Taylorism. Frederick W. Taylor had been a steel company foreman who closely analyzed every job in the mill, and worked out a system of finely detailed division of labor, increased mechanization, and piecework wage systems, to increase production and profits. In 1911, he published a book on “scientific management” that became powerfully influential in the business world. Now management could control every detail of the worker’s energy and time in the factory. As Harry Braverman said (Labor and Monopoly Capital), the purpose of Taylorism was to make workers interchangeable, able to do the simple tasks that the new division of labor required—like standard parts divested of individuality and humanity, bought and sold as commodities.

Though his mind is not for rent Don't put him down as arrogant His reserve, a quiet defense Riding out the day's events What you say about his company Is what you say about society Catch the mist, catch the myth Catch the mystery, catch the drift The world is, the world is Love and life are deep Maybe as his skies are wide Today's Tom Sawyer He gets high on you And the space he invades He gets by on you No his mind is not for rent To any god or government Always hopeful, yet discontent He knows changes aren't permanent But change is What you say about his company Is what you say about society The world is, the world is Love and life are deep Maybe as his eyes are wide Exit the warrior Today's Tom Sawyer He gets high on you And the energy you trade He gets right on to the friction of the day

The earth is a living, conscious being. In company with cultures of many different times and places, we name these things as sacred: air, fire, water, and earth. Whether we see them as the breath, energy, blood, and body of the Mother, or as the blessed gifts of a Creator, or as symbols of the interconnected systems that sustain life, we know that nothing can live without them. To call these things sacred is to say that they have a value beyond their usefulness for human ends, that they themselves become the standards by which our acts, our economics, our laws, and our purposes must be judged. No one has the right to appropriate them or profit from them at the expense of others. Any government that fails to protect them forfeits its legitimacy. All people, all living things, are part of the earth life, and so are sacred. No one of us stands higher or lower than any other. Only justice can assure balance: only ecological balance can sustain freedom. Only in freedom can that fifth sacred thing we call spirit flourish in its full diversity. To honor the sacred is to create conditions in which nourishment, sustenance, habitat, knowledge, freedom, and beauty can thrive. To honor the sacred is to make love possible. To this we dedicate our curiosity, our will, our courage, our silences, and our voices. To this we dedicate our lives.

It struck me that almost any of the companies I’d heard about would be good fodder for an investigative story. But the thought of methodically gathering facts to disprove their ridiculous promises was exhausting. It reminded me of a maxim called the “bullshit asymmetry principle,” coined by an Italian programmer. He was describing the challenge of debunking falsehoods in the internet age. “The amount of energy needed to refute bullshit is an order of magnitude bigger than to produce it,” the programmer, Alberto Brandolini, wrote in 2013.

The trillion-dollar pharmaceutical industry puts its research money into the search for magic bullets in the form of chemicals because pills mean money. If energy healing could be made into tablet form, drug manufacturers would get interested quickly. Instead, they identify deviations in physiology and behavior that vary from some hypothetical norm as unique disorders or dysfunctions, and then they educate the public about the dangers of these menacing disorders. Of course, the over-simplified symptomology used in defining the dysfunctions prevalent in drug company advertisements has viewers convinced they are afflicted by that particular malady. “Do you worry? Worry is a primary symptom of ‘medical condition’ called anxiety disorder. Stop your worry. Tell your doctor you want Addictazac, the new passion-pink drug.

The 1980s were among the worst periods in the history of the domestic energy industry, amid a glut of oil and slowing demand. An estimated 90 percent of oil and gas companies went out of business and the bulk of the industry’s petroleum engineers left to try their luck in more promising businesses.

And this is one of the first things one learns from Musk’s example—he is relentless in his pursuit of the bold and, the bigger point, totally unfazed by scale. When he couldn’t get a job, he started a company. When Internet commerce stalled, he reinvented banking. When he couldn’t find decent launch services for his Martian greenhouse, he went into the rocket business. And as a kicker, because he never lost interest in the problem of energy, he started both an electric car and a solar energy company. It is also worth pointing out that Tesla is the first successful car company started in America in five decades and that SolarCity has become one of the nation’s largest residential solar providers.9 All told, in slightly less than a dozen years, Musk’s appetite for bold has created an empire worth about $30 billion.10 So what’s his secret? Musk has a few, but none are more important to him than passion and purpose. “I didn’t go into the rocket business, the car business, or the solar business thinking this is a great opportunity. I just thought, in order to make a difference, something needed to be done. I wanted to have an impact. I wanted to create something substantially better than what came before.

Fasting in each of the senses, strengthens the grip of life. After silence, each uttering as music. After hunger, each tasting, delicious. After smell, each flower, a heavenly scent. After darkness, each sunray, as meeting the angels. After winter, delicious heavenly scent of angelic music, warming of heart, elevation of soul. After great effort, blissful rest. Fast from heat, love, company, intimacy, curiosity. Fast in all things. Occasionally deprive yourself of life, and truly you will live. Let each machine in each factory have its rest and maintenance, for they will strengthen in efficiency. Recovery.

He was truly a loner; in fact, phone company records showed that during the entire time he lived at the Oxford Apartments address, not a single phone call was placed to his residence. The more time I spent with him chronicling the facts around his activities, the more I felt sorry for him. He was a pathetically lonely and inept human being. He was unable to make a real connection with anyone and was totally self-absorbed. His lifestyle was a continuous hedonistic pursuit of pleasure. All his time, effort, energy, and money went to his overwhelming desire for a warm, compliant human body, with alcohol fueling his every move.

You can't have a heart attack and leave me an orphan. You know I'd just blow all our money on drugs and rock'n'roll." "All the best heroes are orphans," Dad said. "You'd be in good company, if you went on a quest or something." He looked at the other girls. "You're not orphans, are you?" "Not me," they both answered. "You'll never amount to anything....

Nicolas sat very still just watching her. What he wanted to do was yank her back into the boat and weld their mouths together. Their bodies. He craved her like he would a drug. He made himself breath. In and out. He could read the desperation in her eyes, the fear. Not of him, for him. The tight coil in his belly began to relax. Not giving her time to argue or think, he simply caught her small wrists and lifted her into the boat. “We’re adults, remember? Now that we know it can happen, we’ll be more careful.” He managed a quick, teasing grin. “Until we don’t want to be careful.” Dahlia swallowed hard. She had courage, he had to give her that. Respect for her grew with every moment in her company. She didn’t back away from him, but held her ground. They were both standing up, and she had a long way to look up. “It could happen, Nicolas. You’ve never seen what pure energy can do, but I have. I generate heat when it happens and fires start. People get hurt.” “Have you ever made love to someone, Dahlia?” His voice was so low she had to strain to hear him. She felt the surge of darkness, of danger, something lethal and deadly emanating from him. “No, I’ve never wanted to get that close to anyone.” “Until now.” He wanted to hear her say it. At least give him that much. He needed that much. “Until now,” she agreed. Nicolas stepped away from her, sank back into position. “Thanks for not pushing me into the water. You must have thought about it.” “Don’t give me too much credit.” She made her way to the motor. “I wasn’t certain if I shoved, you’d fall.

You’re unhappy and you feel like a failure. PERFECT! Use that sad/angry/disappointed energy. Channel it into what you know, deep down in your heart, you love. Spend the next six months in a state of total obsession. Get up two hours earlier than usual and write before you go to work. Come home and exercise (not optional, sorry), then write for another hour. Read or watch the kind of comedy you love before bed. Don’t waste all your time socializing. Do a little socializing on weekends, but focus. Focus! Save your money. Research part-time work you could do for your company; use your slackness as a way to sell a new position where your boss would get your best from you every hour that you’re there. Pitch it as a win-win. Or pitch working from home half the time to cure your blahs and jack up your productivity. Then overproduce at work, but fit all of your work into a part-time schedule, and fill your prime working hours with writing/comedy. Almost any capable human with a not-that-taxing job can pull this off if they put their mind to it. If you’re a manager, investigate other roles or sell your boss on the fact that you’re managing via e-mail most of the time anyway.

I don’t know what you want to call it, what we are to each other now,” I said. “But I wanted you to know that your friendship has...quite literally altered me.” For a few long seconds, he just stared at me. There were new things to discover in his face still, even after so long spent in close company. Faint shadows under his cheekbones. The scar that ran through his eyebrow. “You don’t know what to call it?” he said, when he finally spoke again. His armor hit the ground with a clatter, and he reached for me. Wrapped an arm around my waist. Pulled me against him. Whispered against my mouth: “Sivbarat. Zethetet.” One Shotet word, one Thuvhesit. Sivbarat referred to a person’s dearest friend, someone so close that to lose them would be like losing a limb. And the Thuvhesit word, I had never heard before. We didn’t quite know how to fit together, lips too wet, teeth where they didn’t belong. But that was all right; we tried again, and this time it was like the spark that came from friction, a jolt of energy through my body. He clutched at my sides, pulled my shirt into his fists. His hands were deft from handling carving knives and powders, and he smelled like it, too, like herbs and potions and vapor. I pressed into him, feeling the rough stairwell wall against my hands, and his quick, hot breaths against my neck. I had wondered, I had wondered what it was like to go through life without feeling pain, but this was not the absence of pain I had always craved, it was the opposite, it was pure sensation. Soft, warm, aching, heavy, everything, everything. I heard, echoing through the safe house, a kind of commotion. But before I let myself pull away so we could see what it was, I asked him quietly, “What does it mean, ‘zethetet’?” He looked away, like he was embarrassed. I caught sight of that creeping blush around the collar of his shirt. “Beloved,” he said softly. He kissed me again, then picked up his armor and led the way toward the renegades. I couldn’t stop smiling.

So why aren’t more marketing companies targeting our age group? Why are there so many youth-oriented programs and advertisements on television today? Why are we being ignored? Don’t companies realize they are missing a huge market? Now granted, a visit to the local mall will show you there are a lot of teenagers hanging out there these days. But are they shopping? Are they spending money? No. They’re “hanging.” Contrary to what our skin might be doing, we members of the over-forty crowd don’t “hang.” We shop, and not just window shop either. We’re serious buyers. When we pick up an item and turn it over to see the price, we often carry it right on over to the checkout counter and pay for it. Why? Because we know the energy involved with picking up items. We don’t do it unless we’re committed.

Historically, noted James Manyika, one of the authors of the McKinsey report, companies kept their eyes on competitors “who looked like them, were in their sector and in their geography.” Not anymore. Google started as a search engine and is now also becoming a car company and a home energy management system. Apple is a computer manufacturer that is now the biggest music seller and is also going into the car business, but in the meantime, with Apple Pay, it’s also becoming a bank. Amazon, a retailer, came out of nowhere to steal a march on both IBM and HP in cloud computing. Ten years ago neither company would have listed Amazon as a competitor. But Amazon needed more cloud computing power to run its own business and then decided that cloud computing was a business! And now Amazon is also a Hollywood studio.

The hours I spent in this anachronistic, bibliophile, Anglophile retreat were in surreal contrast to the shrieking horror show that was being enacted in the rest of the city. I never felt this more acutely than when, having maneuvered the old boy down the spiral staircase for a rare out-of-doors lunch the next day—terrified of letting him slip and tumble—I got him back upstairs again. He invited me back for even more readings the following morning but I had to decline. I pleaded truthfully that I was booked on a plane for Chile. 'I am so sorry,' said this courteous old genius. 'But may I then offer you a gift in return for your company?' I naturally protested with all the energy of an English middle-class upbringing: couldn't hear of such a thing; pleasure and privilege all mine; no question of accepting any present. He stilled my burblings with an upraised finger. 'You will remember,' he said, 'the lines I will now speak. You will always remember them.' And he then recited the following: What man has bent o'er his son's sleep, to brood How that face shall watch his when cold it lies? Or thought, as his own mother kissed his eyes, Of what her kiss was when his father wooed? The title (Sonnet XXIX of Dante Gabriel Rossetti)—'Inclusiveness'—may sound a trifle sickly but the enfolded thought recurred to me more than once after I became a father and Borges was quite right: I have never had to remind myself of the words. I was mumbling my thanks when he said, again with utter composure: 'While you are in Chile do you plan a call on General Pinochet?' I replied with what I hoped was equivalent aplomb that I had no such intention. 'A pity,' came the response. 'He is a true gentleman. He was recently kind enough to award me a literary prize.' It wasn't the ideal note on which to bid Borges farewell, but it was an excellent illustration of something else I was becoming used to noticing—that in contrast or corollary to what Colin MacCabe had said to me in Lisbon, sometimes it was also the right people who took the wrong line.

The #1 demotivator for talented people is having to put up with bozos, as Steve Jobs would call them. Nothing is more frustrating for A Players than having to work with B and C Players who slow them down and suck their energy. In that sense, “The best thing you can do for employees — a perk better than foosball or free sushi — is hire only ‘A’ players to work alongside them. Excellent colleagues trump everything else,

We cannot pick and choose whom among the oppressed it is convenient to support. We must stand with all the oppressed or none of the oppressed. This is a global fight for life against corporate tyranny. We will win only when we see the struggle of working people in Greece, Spain, and Egypt as our own struggle. This will mean a huge reordering of our world, one that turns away from the primacy of profit to full employment and unionized workplaces, inexpensive and modernized mass transit, especially in impoverished communities, universal single-payer health care and a banning of for-profit health care corporations. The minimum wage must be at least $15 an hour and a weekly income of $500 provided to the unemployed, the disabled, stay-at-home parents, the elderly, and those unable to work. Anti-union laws, like the Taft-Hartley Act, and trade agreements such as NAFTA, will be abolished. All Americans will be granted a pension in old age. A parent will receive two years of paid maternity leave, as well as shorter work weeks with no loss in pay and benefits. The Patriot Act and Section 1021 of the National Defense Authorization Act, which permits the military to be used to crush domestic unrest, as well as government spying on citizens, will end. Mass incarceration will be dismantled. Global warming will become a national and global emergency. We will divert our energy and resources to saving the planet through public investment in renewable energy and end our reliance on fossil fuels. Public utilities, including the railroads, energy companies, the arms industry, and banks, will be nationalized. Government funding for the arts, education, and public broadcasting will create places where creativity, self-expression, and voices of dissent can be heard and seen. We will terminate our nuclear weapons programs and build a nuclear-free world. We will demilitarize our police, meaning that police will no longer carry weapons when they patrol our streets but instead, as in Great Britain, rely on specialized armed units that have to be authorized case by case to use lethal force. There will be training and rehabilitation programs for the poor and those in our prisons, along with the abolition of the death penalty. We will grant full citizenship to undocumented workers. There will be a moratorium on foreclosures and bank repossessions. Education will be free from day care to university. All student debt will be forgiven. Mental health care, especially for those now caged in our prisons, will be available. Our empire will be dismantled. Our soldiers and marines will come home.

Do you really think that the Revolution is a ridiculous proposition? That we cannot engineer our own structures? What's ridiculous is the system we have now. If we were starting society anew, who among us would propose a monarchy, an aristocracy, a financial elite that exploits the earth and farms its population? If at one of the local or regional meetings that we have to govern our community someone proposed, instead of equality, that all of us, including the poorest among us, donated a percentage of our income to a super-rich family with a little old lady at its helm who would turn up annually in our parliament, draped in jewels and finery, to tell us that austerity had to continue, you'd tell them they were mental. If someone said that we should give 64 per cent of British land to 0.28 per cent of the population, we would not vote for it. If trade agreements were proposed that meant local businesses were shackled so that transnational corporations could create a farcical tyrannical economy where produce was needlessly transported around the world for their gain and to the detriment of everyone else, it would be forbidden. If energy companies said they wanted to be run for huge profit, without regulation, whilst harming the environment, we wouldn't allow it. That pharmaceutical and food companies could run their own governing bodies, flood the world with inferior and harmful products that damage and even kill the people that use them, we would not tolerate it. Here is the truth they fight so hard to suppress: to create a better world, the priority is not the implementation of new systems, though that is necessary, it is a refusal to cooperate with the obsolete and harmful structures that are already in place.

I’ve been asked a lot over the years about the best way to nurture ambition—both one’s own and that of the people you manage. As a leader, you should want those around you to be eager to rise up and take on more responsibility, as long as dreaming about the job they want doesn’t distract them from the job they have. You can’t let ambition get too far ahead of opportunity. I’ve seen a lot of people who had their sights set on a particular job or project, but the opportunity to actually get that thing was so slim. Their focus on the small thing in the distance became a problem. They grew impatient with where they were. They didn’t tend enough to the responsibilities they did have, because they were longing so much for something else, and so their ambition became counterproductive. It’s important to know how to find the balance—do the job you have well; be patient; look for opportunities to pitch in and expand and grow; and make yourself one of the people, through attitude and energy and focus, that your bosses feel they have to turn to when an opportunity arises. Conversely, if you’re a boss, these are the people to nurture—not the ones who are clamoring for promotions and complaining about not being utilized enough but the ones who are proving themselves to be indispensable day in and day out.

The really crazy thing was that it was Oryx leading the pack, not bigger companies like Exxon, Mobil, and Amoco. Those companies had been focused on finding huge pools of oil abroad, not on improving drilling methods and squeezing out more from fields in the United States. Those “major” oil companies had been convinced that “elephant” fields in the United States were extinct. Now some were trying to figure out how to get involved in the Austin Chalk region.

Solamon Energy Corp (SSL), "The Company", is neither offering nor has offered any shares for sale to the general public IPO and has not engaged any agents to do so, as shares can only be traded through GXG Markets by authorized brokers. Potential investors cautioned against solicitation by any unauthorized brokers to purchase SSL:GXG (London) shares. Economic Frauds has been reported. No affiliation with unauthorized offshore broker activity Fisher Capital (FCM) fraud.

It’s not, at least as I have internalized it, about perfectionism at all costs (something Roone wasn’t especially concerned about). Instead, it’s about creating an environment in which you refuse to accept mediocrity. You instinctively push back against the urge to say There’s not enough time, or I don’t have the energy, or This requires a difficult conversation I don’t want to have, or any of the many other ways we can convince ourselves that “good enough” is good enough.

It was not these policies alone that turned things around; it was also the energy behind the policies: the six-week tour, the firing and hiring, the tough decisions made about the fleet and the fields. A light was burning in the pilothouse, a firm hand had taken hold of the tiller. United Fruit’s stock price stabilized, then began to climb. It doubled in the first two weeks of Zemurray’s reign, reaching $26 a share by the fall of 1933. This had less to do with tangible results—it was too early for that—than the confidence of investors. If you looked in the newspaper, you would see the new head of the company landing his plane on a strip in the jungle, anchoring his boat on the north coast of Honduras, going here and there, working, working, working. In a time of crisis, the mere evidence of activity can be enough to get things moving. Though Zemurray would stay at the helm for another twenty years, United Fruit was saved in his first sixty days.

People are the foundation of any company’s success. The primary job of each manager is to help people be more effective in their job and to grow and develop. We have great people who want to do well, are capable of doing great things, and come to work fired up to do them. Great people flourish in an environment that liberates and amplifies that energy. Managers create this environment through support, respect, and trust. Support means giving people the tools, information, training, and coaching they need to succeed. It means continuous effort to develop people’s skills. Great managers help people excel and grow. Respect means understanding people’s unique career goals and being sensitive to their life choices. It means helping people achieve these career goals in a way that’s consistent with the needs of the company. Trust means freeing people to do their jobs and to make decisions. It means knowing people want to do well and believing that they will.

An investigation by the House Energy and Commerce Committee revealed that “more than a dozen American utility companies reported ‘daily,’ ‘constant,’ or ‘frequent’ attempted cyber-attacks ranging from phishing to malware infection to unfriendly probes. One utility reported that it had been the target of more than 10,000 attempted cyber attacks each month.” The report concluded that foreign governments, criminals, and random hackers were all hard at work either planning or attempting to take down the grid.

Nothing, again, could be more prosaic and impenetrable than the domestic energies of Miss Diana Duke. But Innocent had somehow blundered on the discovery that her thrifty dressmaking went with a considerable feminine care for dress--the one feminine thing that had never failed her solitary self-respect. In consequence Smith pestered her with a theory (which he really seemed to take seriously) that ladies might combine economy with magnificence if they would draw light chalk patterns on a plain dress and then dust them off again. He set up "Smith's Lightning Dressmaking Company," with two screens, a cardboard placard, and box of bright soft crayons; and Miss Diana actually threw him an abandoned black overall or working dress on which to exercise the talents of a modiste. He promptly produced for her a garment aflame with red and gold sunflowers; she held it up an instant to her shoulders, and looked like an empress. And Arthur Inglewood, some hours afterwards cleaning his bicycle (with his usual air of being inextricably hidden in it), glanced up; and his hot face grew hotter, for Diana stood laughing for one flash in the doorway, and her dark robe was rich with the green and purple of great decorative peacocks, like a secret garden in the "Arabian Nights." A pang too swift to be named pain or pleasure went through his heart like an old-world rapier. He remembered how pretty he thought her years ago, when he was ready to fall in love with anybody; but it was like remembering a worship of some Babylonian princess in some previous existence. At his next glimpse of her (and he caught himself awaiting it) the purple and green chalk was dusted off, and she went by quickly in her working clothes.

He told the associate that there was a lot of economic value in the work the desk did—that helping companies hedge their energy costs was a legitimate function of the capital markets, and that Goldman was the best place on the Street to do it. The associate took a moment to contemplate, then said, “You know, helping the world is great and all, but you need to be motivated by money.” He’d said it so bluntly that Jeremy attributed it to the booze, but the next day, as he came down from his hangover, he couldn’t help but think that the associate might have been telling the truth.

Leonid Mikhelson, the CEO of the independent Russian company Novatek, was determined to develop LNG export capacity in the north of the Yamal Peninsula. The main inhabitants of this barely populated region are several thousand Nenets, partly nomadic people who move with their reindeer herds, which they supplement by hunting polar bears. In the language of the Nenets, “Yamal” means “end of the land,” and that is what the remote northern part of the peninsula literally is—a harsh, vast, bleak, and treeless land that juts out into the forbidding ice pack of the Arctic Ocean and is underlaid by permafrost.

Entrepreneurship, Bernie realized, was the means by which an economy continually renewed itself. Without it, a country would lose its vitality, its energy, and become impoverished—just as a culture would become impoverished without the ongoing creation of art. “I kept thinking that the entrepreneur is like an artist, only business is the means of his expression. . . .” he said. “He creates [a business] from nothing, just a blank canvas. It’s amazing. Somebody goes into a garage, has nothing but an idea, and out of the garage comes a company, a living company. It’s so special what they do. They are a treasure.

Men who make a lot of money in this society and who are not independently wealthy usually work long hours, spending much of their time away from the company of loved ones. This is one circumstance shared with men who do not make much money but who also work long hours. Work stands in the way of love for most men then because the long hours they work often drain their energies; there is little or no time left for emotional labor for doing the work of love. The conflict between finding time for work and finding time for love and loved ones is rarely talked about in our nation. It is simply assumed in patriarchal culture that men should be willing to sacrifice meaningful emotional connections to get the job done. No one has really tried to examine what men feel about the loss of time with children, partners, loved ones, and the loss of time for self development... Most women who work long hours come home and work a second shift taking care of household chores. They feel, like their male counterparts, that there is no time to do emotional work, to share feelings and nurture others…Sexist men and women believe that the way to solve this dilemma is not to encourage men to share the work of emotional caretaking but rather to return to more sexist gender roles... Of course they do not critique the economy that makes it necessary for all adults to work outside the home; instead they pretend that feminism keeps women in the workforce.

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

Even the most talented executives are a blend of strengths and weaknesses, light and dark. One of the most difficult jobs in running a company is to keep people’s energies focused by giving them new challenges. As we looked for the next generation of leaders at Disney, only those who could handle highly varied responsibilities were going to be candidates. The company had become too interdependent to rely on highly specialized managers with narrow sets of skills. I was less drawn to people with perfect credentials for a given job than to those who had strong underlying qualities such as common sense, character, creativity, and passion. With those traits—and the right training and support—people tend to succeed at whatever jobs they’re given.

If you’re a buzz-prone extrovert, then you’re lucky to enjoy lots of invigorating emotions. Make the most of them: build things, inspire others, think big. Start a company, launch a website, build an elaborate tree house for your kids. But also know that you’re operating with an Achilles’ heel that you must learn to protect. Train yourself to spend energy on what’s truly meaningful to you instead of on activities that look like they’ll deliver a quick buzz of money or status or excitement. Teach yourself to pause and reflect when warning signs appear that things aren’t working out as you’d hoped. Learn from your mistakes. Seek out counterparts (from spouses to friends to business partners) who can help rein you in and compensate for your blind spots.

Being the best simply cannot be a Just Cause, because even if we are the best (based on the metrics and time frames of our own choosing), the position is only temporary. The game doesn’t end once we get there; it keeps going. And because the game keeps going, we often find ourselves playing defense to maintain our cherished ranking. Though saying “we are the best” may be great fodder for a rah-rah speech to rally a team, it makes for a weak foundation upon which to build an entire company. Infinite-minded leaders understand that “best” is not a permanent state. Instead, they strive to be “better.” “Better” suggests a journey of constant improvement and makes us feel like we are being invited to contribute our talents and energies to make progress in that journey.

Compared to cotton, synthetic fibers require a lot less water to produce, but that’s not necessarily a good enough argument for using them, since they have other significant impacts: they are still made of oil, and their production can require a lot of energy. MIT calculated that the global impact of producing polyester alone was somewhere between 706 million metric tons of carbon dioxide, or about what 185 coal-fired power plants emit in a year.2 Samit Chevli, the principal investigator for biomaterials at DuPont, the giant chemical company, has said that it will be hundreds of years before regular polyester degrades.3 Plus, while the chemicals used in production typically aren’t released to the environment, if factories don’t have treatment systems in the last phase of production, they can release antimony, an element that can be harmful to human health, as well as other toxins and heavy metals. Despite having just written a good amount about the impacts associated with the production of synthetic fibers, that’s actually not why I wanted to call attention to your yoga pants and dry-fit sweat-wicking T-shirts, which we wear out to dinner. It is hard for me to leave my fashion critique at the door, but what I actually want to say about synthetic fibers is that they are everywhere—not just in all of our clothes, but literally everywhere: rivers, lakes, oceans, agricultural fields, mountaintops, glaciers. Everywhere. Synthetic fibers, actually, may be one of the most abundant, widespread, and stubborn forms of pollution that we have inadvertently created.

Melancholy (1) An excess of black bile, anatomized by Robert Burton, embraced by the swooning Romantics as evidence of their fine sensibilities, now fallen into disrepair, renamed as depression, wrongly attributed to a deficiency of serotonin and cured by infantilizing, self-indulgent 'therapy' and overpriced, addictive drugs pushed on harassed, gullible doctors by unscrupulous pharmaceutical companies which suppress their terrible side-effects in order to pursue their profits. (2) A crippling disease of unknown aetiology which throughout human history has devoured hope, destroyed lives and, after a period of living death, sometimes relaxed its grip just long enough for the sufferer to summon the energy for a merciful suicide; now, at last, frequently curable by a combination of therapy and antidepressants.

Those who really want to be Yogis must give up, once for all, this nibbling at things. Take up one idea. Make that one idea your life — think of it, dream of it, live on that idea. Let the brain, muscles, nerves, every part of your body, be full of that idea, and just leave every other idea alone. This is the way to success, and this is the way great spiritual giants are produced. Others are mere talking machines. If we really want to be blessed, and make others blessed, we must go deeper. The first step is not to disturb the mind, not to associate with persons whose ideas are disturbing. All of you know that certain persons, certain places, certain foods, repel you. Avoid them; and those who want to go to the highest, must avoid all company, good or bad. Practise hard; whether you live or die does not matter. You have to plunge in and work, without thinking of the result. If you are brave enough, in six months you will be a perfect Yogi. But those who take up just a bit of it and a little of everything else make no progress. It is of no use simply to take a course of lessons. To those who are full of Tamas, ignorant and dull — those whose minds never get fixed on any idea, who only crave for something to amuse them — religion and philosophy are simply objects of entertainment. These are the unpersevering. They hear a talk, think it very nice, and then go home and forget all about it. To succeed, you must have tremendous perseverance, tremendous will. "I will drink the ocean," says the persevering soul, "at my will mountains will crumble up." Have that sort of energy, that sort of will, work hard, and you will reach the goal.

Since our civilization is irreversibly dependent on electronics, abolition of EMR is out of the question. However, as a first step toward averting disaster, we must halt the introduction of new sources of electromagnetic energy while we investigate the biohazards of those we already have with a completeness and honesty that have so far been in short supply. New sources must be allowed only after their risks have been evaluated on the basis of the knowledge acquired in such a moratorium. 
With an adequately funded research program, the moratorium need last no more than five years, and the ensuing changes could almost certainly be performed without major economic trauma. It seems possible that a different power frequency—say 400 hertz instead of 60—might prove much safer. Burying power lines and providing them with grounded shields would reduce the electric fields around them, and magnetic shielding is also feasible. 
A major part of the safety changes would consist of energy-efficiency reforms that would benefit the economy in the long run. These new directions would have been taken years ago but for the opposition of power companies concerned with their short-term profits, and a government unwilling to challenge them. It is possible to redesign many appliances and communications devices so they use far less energy. The entire power supply could be decentralized by feeding electricity from renewable sources (wind, flowing water, sunlight, georhermal and ocean thermal energy conversion, and so forth) into local distribution nets. This would greatly decrease hazards by reducing the voltages and amperages required. Ultimately, most EMR hazards could be eliminated by the development of efficient photoelectric converters to be used as the primary power source at each point of consumption. The changeover would even pay for itself, as the loss factors of long-distance power transmission—not to mention the astronomical costs of building and decommissioning short-lived nuclear power plants—were eliminated. Safety need not imply giving up our beneficial machines. 
Obviously, given the present technomilitary control of society in most parts of the world, such sane efficiency will be immensely difficult to achieve. Nevertheless, we must try. Electromagnetic energy presents us with the same imperative as nuclear energy: Our survival depends on the ability of upright scientists and other people of goodwill to break the military-industrial death grip on our policy-making institutions.

Let’s define a Crapitalist: A well-connected friend of the powers that be who scores big bucks at taxpayer expense. From bagging millions in tax dollars for phony “green energy” companies that go bust, to vacuuming public coffers to build glitzy sports stadiums, to utilizing little-known tax credit loopholes to loot $1.5 billion a year for Hollywood movies—Crapitalists know how to use every trick to enrich themselves at taxpayer expense. Rather than playing and winning in the rough-and-tumble world of business competition, Crapitalists use government to rig the game in their favor and leave you and me—the taxpayers—holding the bill. These corporate sissies know their ideas suck, so they try to stack the deck to privatize their profits and socialize their losses. And there’s the rub: crony capitalism is socialism’s Trojan horse.

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

Pioneered in Iraq, for-profit relief and reconstruction has already become the new global paradigm, regardless of whether the original destruction occurred from a preemptive war, such as Israel’s 2006 attack on Lebanon, or a hurricane. With resource scarcity and climate change providing a steadily increasing flow of new disasters, responding to emergencies is simply too hot an emerging market to be left to the nonprofits—why should UNICEF rebuild schools when it can be done by Bechtel, one of the largest engineering firms in the U.S.? Why put displaced people from Mississippi in subsidized empty apartments when they can be housed on Carnival cruise ships? Why deploy UN peacekeepers to Darfur when private security companies like Blackwater are looking for new clients? And that is the post-September 11 difference: before, wars and disasters provided opportunities for a narrow sector of the economy—the makers of fighter jets, for instance, or the construction companies that rebuilt bombed-out bridges. The primary economic role of wars, however, was as a means to open new markets that had been sealed off and to generate postwar peacetime booms. Now wars and disaster responses are so fully privatized that they are themselves the new market; there is no need to wait until after the war for the boom—the medium is the message. One distinct advantage of this postmodern approach is that in market terms, it cannot fail. As a market analyst remarked of a particularly good quarter for the earnings of the energy services company Halliburton, “Iraq was better than expected.”31 That was in October 2006, then the most violent month of the war on record, with 3,709 Iraqi civilian casualties.32 Still, few shareholders could fail to be impressed by a war that had generated $20 billion in revenues for this one company.33 Amid the weapons trade, the private soldiers, for-profit reconstruction and the homeland security industry, what has emerged as a result of the Bush administration’s particular brand of post-September 11 shock therapy is a fully articulated new economy. It was built in the Bush era, but it now exists quite apart from any one administration and will remain entrenched until the corporate supremacist ideology that underpins it is identified, isolated and challenged.

Because culture is a matter of ethical habit, it changes very slowly—much more slowly than ideas. When the Berlin Wall was dismantled and communism crumbled in 1989-1990, the governing ideology in Eastern Europe and the Soviet Union changed overnight from Marxism-Leninism to markets and democracy. Similarly, in some Latin American countries, statist or nationalist economic ideologies like import substitution were wiped away in less than a decade by the accession to power of a new president or finance minister. What cannot change nearly as quickly is culture. The experience of many former communist societies is that communism created many habits—excessive dependence on the state, leading to an absence of entrepreneurial energy, an inability to compromise, and a disinclination to cooperate voluntarily in groups like companies or political parties—that have greatly slowed the consolidation of either democracy or a market economy. People in these societies may have given their intellectual assent to the replacement of communism with democracy and capitalism by voting for “democratic” reformers, but they do not have the social habits necessary to make either work.

Chang came in five minutes later, in the same jeans but a fresh T-shirt, her hair still inky with water from the shower. Her own jacket was pulled down on one side, by her own Smith. Like any ex-cop she looked around, the full 360, seven or eight separate snapshots, and then she moved through the room with plenty of energy, powered by what looked like enthusiasm, or maybe some kind of shared euphoria at their mutual survival through the night. She slid in alongside him. He said, “Did you sleep?” She said, “I must have. I didn’t think I was going to.” “You didn’t go meet the train.” “He’s a prisoner, according to you. And that’s the best-case scenario.” “I’m only guessing.” “It’s a reasonable assumption.” “Did you see the woman in 203?” “I thought she was hard to explain. Dressed in black, she could have been an investor or a fund manager or something else deserving of the junior executive routine. Her face and hair were right. And she has a key to the company gym. That’s for sure. But dressed in white? She looked like she was going to a garden party in Monte Carlo. At seven o’clock in the morning. Who does that?” “Is it a fashion thing? Someone’s idea of summer clothes?” “I sincerely hope not.

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

As I became older, I was given many masks to wear. I could be a laborer laying railroad tracks across the continent, with long hair in a queue to be pulled by pranksters; a gardener trimming the shrubs while secretly planting a bomb; a saboteur before the day of infamy at Pearl Harbor, signaling the Imperial Fleet; a kamikaze pilot donning his headband somberly, screaming 'Banzai' on my way to my death; a peasant with a broad-brimmed straw hat in a rice paddy on the other side of the world, stooped over to toil in the water; an obedient servant in the parlor, a houseboy too dignified for my own good; a washerman in the basement laundry, removing stains using an ancient secret; a tyrant intent on imposing my despotism on the democratic world, opposed by the free and the brave; a party cadre alongside many others, all of us clad in coordinated Mao jackets; a sniper camouflaged in the trees of the jungle, training my gunsights on G.I. Joe; a child running with a body burning from napalm, captured in an unforgettable photo; an enemy shot in the head or slaughtered by the villageful; one of the grooms in a mass wedding of couples, having met my mate the day before through our cult leader; an orphan in the last airlift out of a collapsed capital, ready to be adopted into the good life; a black belt martial artist breaking cinderblocks with his head, in an advertisement for Ginsu brand knives with the slogan 'but wait--there's more' as the commercial segued to show another free gift; a chef serving up dog stew, a trick on the unsuspecting diner; a bad driver swerving into the next lane, exactly as could be expected; a horny exchange student here for a year, eager to date the blonde cheerleader; a tourist visiting, clicking away with his camera, posing my family in front of the monuments and statues; a ping pong champion, wearing white tube socks pulled up too high and batting the ball with a wicked spin; a violin prodigy impressing the audience at Carnegie Hall, before taking a polite bow; a teen computer scientist, ready to make millions on an initial public offering before the company stock crashes; a gangster in sunglasses and a tight suit, embroiled in a turf war with the Sicilian mob; an urban greengrocer selling lunch by the pound, rudely returning change over the counter to the black patrons; a businessman with a briefcase of cash bribing a congressman, a corrupting influence on the electoral process; a salaryman on my way to work, crammed into the commuter train and loyal to the company; a shady doctor, trained in a foreign tradition with anatomical diagrams of the human body mapping the flow of life energy through a multitude of colored points; a calculus graduate student with thick glasses and a bad haircut, serving as a teaching assistant with an incomprehensible accent, scribbling on the chalkboard; an automobile enthusiast who customizes an imported car with a supercharged engine and Japanese decals in the rear window, cruising the boulevard looking for a drag race; a illegal alien crowded into the cargo hold of a smuggler's ship, defying death only to crowd into a New York City tenement and work as a slave in a sweatshop. My mother and my girl cousins were Madame Butterfly from the mail order bride catalog, dying in their service to the masculinity of the West, and the dragon lady in a kimono, taking vengeance for her sisters. They became the television newscaster, look-alikes with their flawlessly permed hair. Through these indelible images, I grew up. But when I looked in the mirror, I could not believe my own reflection because it was not like what I saw around me. Over the years, the world opened up. It has become a dizzying kaleidoscope of cultural fragments, arranged and rearranged without plan or order.

In the field of education, it seems ‘normal’ to run stories about class sizes, teachers’ pay, the country’s performance in international league tables and the right balance between the roles of the private and state sectors. But we would risk seeming distinctly odd, even demented, if we asked whether the curriculum actually made sense; whether it really equipped students with the emotional and psychological resources that are central to the pursuit of good lives. When it comes to housing, the news urges us to worry about how to get construction companies working, how to make purchasing a home easier for first-time buyers and how to balance the claims of nature against those of jobs and businesses. But it doesn’t tend to find time to ask primordial, eccentric-sounding questions like: ‘Why are our cities so ugly?’ In discussions of economics, our energy is channelled towards pondering what the right level of taxation should be and how best to combat inflation. But we are discouraged by mainstream news from posing the more peculiar, outlying questions about the ends of labour, the nature of justice and the proper role of markets. News stories tend to frame issues in such a way as to reduce our will or even capacity to imagine them in profoundly other ways. Through its intimidating power, news numbs. Without anyone particularly rooting for this outcome, more tentative but potentially important private thoughts get crushed.

Buffett declared the best inflation hedge is a company with a wonderful product that requires little capital to grow. As a test, he invited each of us to look at our own earning ability. In inflation, your compensation can go up without any additional investment. As a business example, Buffett noted that when See’s Candy was purchased in 1971, it had the revenues of $25 million and sold 16 million pounds of candy annually with $9 million in tangible assets. Today, See’s sells $300 million of candy with $40 million of tangible assets. Berkshire needed to invest only $31 million to generate a more than 10-fold increase in revenues. In aggregate, Buffett noted that Berkshire has earned $1.5 billion in profits at See’s over the years. See’s inventory turns fast, has no receivables and has little fixed investment – a perfect inflation hedge. Buffett allowed that if you have tons of receivables and inventory, that’s a lousy business in inflation. The railroad and MidAmerican Energy both have these undesirable characteristics, but that is offset by their utility to the economy and subsequent allowable returns. Buffett rued that there simply aren’t enough “See’s Candys” to buy. Buffett added that being an investor has made him a better businessman and that being a businessman has made him a better investor.(125) Munger noted that they didn’t always know this inflation-business element, which shows how continuous learning is so important.

Harvard’s Theodore Levitt states the case as well as anyone else: The trouble with much of the advice business gets today about the need to be more vigorously creative is that its advocates often fail to distinguish between creativity and innovation. Creativity is thinking up new things. Innovation is doing new things…. A powerful new idea can kick around unused in a company for years, not because its merits are not recognized, but because nobody has assumed the responsibility for converting it from words into action. Ideas are useless unless used. The proof of their value is only in their implementation. Until then, they are in limbo. If you talk to the people who work for you, you’ll discover that there is no shortage of creativity or creative people in American business. The shortage is of innovators. All too often, people believe that creativity automatically leads to innovation. It doesn’t. Creative people tend to pass the responsibility for getting down to brass tacks to others. They are the bottleneck. They make none of the right kind of effort to help their ideas get a hearing and a try…. The fact that you can put a dozen inexperienced people in a room and conduct a brainstorming session that produces exciting new ideas shows how little relative importance ideas themselves have…. Idea men constantly pepper everybody with proposals and memorandums that are just brief enough to get attention, to intrigue and sustain interest — but too short to include any responsible suggestions for implementation. The scarce people are the ones who have the know-how, energy, daring, and staying power to implement ideas…. Since business is a “get-things-done” institution, creativity without action-oriented follow-through is a barren form of behavior. In a sense, it is irresponsible.

The chorus of criticism culminated in a May 27 White House press conference that had me fielding tough questions on the oil spill for about an hour. I methodically listed everything we'd done since the Deepwater had exploded, and I described the technical intricacies of the various strategies being employed to cap the well. I acknowledged problems with MMS, as well as my own excessive confidence in the ability of companies like BP to safeguard against risk. I announced the formation of a national commission to review the disaster and figure out how such accidents could be prevented in the future, and I reemphasized the need for a long-term response that would make America less reliant on dirty fossil fuels. Reading the transcript now, a decade later, I'm struck by how calm and cogent I sound. Maybe I'm surprised because the transcript doesn't register what I remember feeling at the time or come close to capturing what I really wanted to say before the assembled White House press corps: That MMS wasn't fully equipped to do its job, in large part because for the past thirty years a big chunk of American voters had bought into the Republican idea that government was the problem and that business always knew better, and had elected leaders who made it their mission to gut environmental regulations, starve agency budgets, denigrate civil servants, and allow industrial polluters do whatever the hell they wanted to do. That the government didn't have better technology than BP did to quickly plug the hole because it would be expensive to have such technology on hand, and we Americans didn't like paying higher taxes - especially when it was to prepare for problems that hadn't happened yet. That it was hard to take seriously any criticism from a character like Bobby Jindal, who'd done Big Oil's bidding throughout his career and would go on to support an oil industry lawsuit trying to get a federal court to lift our temporary drilling moratorium; and that if he and other Gulf-elected officials were truly concerned about the well-being of their constituents, they'd be urging their party to stop denying the effects of climate change, since it was precisely the people of the Gulf who were the most likely to lose homes or jobs as a result of rising global temperatures. And that the only way to truly guarantee that we didn't have another catastrophic oil spill in the future was to stop drilling entirely; but that wasn't going to happen because at the end of the day we Americans loved our cheap gas and big cars more than we cared about the environment, except when a complete disaster was staring us in the face; and in the absence of such a disaster, the media rarely covered efforts to shift America off fossil fuels or pass climate legislation, since actually educating the public on long-term energy policy would be boring and bad for ratings; and the one thing I could be certain of was that for all the outrage being expressed at the moment about wetlands and sea turtles and pelicans, what the majority of us were really interested in was having the problem go away, for me to clean up yet one more mess decades in the making with some quick and easy fix, so that we could all go back to our carbon-spewing, energy-wasting ways without having to feel guilty about it. I didn't say any of that. Instead I somberly took responsibility and said it was my job to "get this fixed." Afterward, I scolded my press team, suggesting that if they'd done better work telling the story of everything we were doing to clean up the spill, I wouldn't have had to tap-dance for an hour while getting the crap kicked out of me. My press folks looked wounded. Sitting alone in the Treaty Room later that night, I felt bad about what I had said, knowing I'd misdirected my anger and frustration. It was those damned plumes of oil that I really wanted to curse out.

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

Obama is also directing the U.S. government to invest billions of dollars in solar and wind energy. In addition, he is using bailout leverage to compel the Detroit auto companies to build small, “green” cars, even though no one in the government has investigated whether consumers are interested in buying small, “green” cars—the Obama administration just believes they should. All these measures, Obama recognizes, are expensive. The cap and trade legislation is estimated to impose an $850 billion burden on the private sector; together with other related measures, the environmental tab will exceed $1 trillion. This would undoubtedly impose a significant financial burden on an already-stressed economy. These measures are billed as necessary to combat global warming. Yet no one really knows if the globe is warming significantly or not, and no one really knows if human beings are the cause of the warming or not. For years people went along with Al Gore’s claim that “the earth has a fever,” a claim illustrated by misleading images of glaciers disappearing, oceans swelling, famines arising, and skies darkening. Apocalypse now! Now we know that the main body of data that provided the basis for these claims appears to have been faked. The Climategate scandal showed that scientists associated with the Intergovernmental Panel on Climate Change were quite willing to manipulate and even suppress data that did not conform to their ideological commitment to global warming.3 The fakers insist that even if you discount the fakery, the data still show.... But who’s in the mood to listen to them now? Independent scientists who have reviewed the facts say that average global temperatures have risen by around 1.3 degrees Fahrenheit in the past 100 years. Lots of things could have caused that. Besides, if you project further back, the record shows quite a bit of variation: periods of warming, followed by periods of cooling. There was a Medieval Warm Period around 1000 A.D., and a Little Ice Age that occurred several hundred years later. In the past century, the earth warmed slightly from 1900 to 1940, then cooled slightly until the late 1970s, and has resumed warming slightly since then. How about in the past decade or so? Well, if you count from 1998, the earth has cooled in the past dozen years. But the statistic is misleading, since 1998 was an especially hot year. If you count from 1999, the earth has warmed in the intervening period. This statistic is equally misleading, because 1999 was a cool year. This doesn’t mean that temperature change is in the eye of the beholder. It means, in the words of Roy Spencer, former senior scientist for climate studies at NASA, that “all this temperature variability on a wide range of time scales reveals that just about the only thing constant in climate is change.”4

The Ten Ways to Evaluate a Market provide a back-of-the-napkin method you can use to identify the attractiveness of any potential market. Rate each of the ten factors below on a scale of 0 to 10, where 0 is terrible and 10 fantastic. When in doubt, be conservative in your estimate: Urgency. How badly do people want or need this right now? (Renting an old movie is low urgency; seeing the first showing of a new movie on opening night is high urgency, since it only happens once.) Market Size. How many people are purchasing things like this? (The market for underwater basket-weaving courses is very small; the market for cancer cures is massive.) Pricing Potential. What is the highest price a typical purchaser would be willing to spend for a solution? (Lollipops sell for $0.05; aircraft carriers sell for billions.) Cost of Customer Acquisition. How easy is it to acquire a new customer? On average, how much will it cost to generate a sale, in both money and effort? (Restaurants built on high-traffic interstate highways spend little to bring in new customers. Government contractors can spend millions landing major procurement deals.) Cost of Value Delivery. How much will it cost to create and deliver the value offered, in both money and effort? (Delivering files via the internet is almost free; inventing a product and building a factory costs millions.) Uniqueness of Offer. How unique is your offer versus competing offerings in the market, and how easy is it for potential competitors to copy you? (There are many hair salons but very few companies that offer private space travel.) Speed to Market. How soon can you create something to sell? (You can offer to mow a neighbor’s lawn in minutes; opening a bank can take years.) Up-front Investment. How much will you have to invest before you’re ready to sell? (To be a housekeeper, all you need is a set of inexpensive cleaning products. To mine for gold, you need millions to purchase land and excavating equipment.) Upsell Potential. Are there related secondary offers that you could also present to purchasing customers? (Customers who purchase razors need shaving cream and extra blades as well; buy a Frisbee and you won’t need another unless you lose it.) Evergreen Potential. Once the initial offer has been created, how much additional work will you have to put in in order to continue selling? (Business consulting requires ongoing work to get paid; a book can be produced once and then sold over and over as is.) When you’re done with your assessment, add up the score. If the score is 50 or below, move on to another idea—there are better places to invest your energy and resources. If the score is 75 or above, you have a very promising idea—full speed ahead. Anything between 50 and 75 has the potential to pay the bills but won’t be a home run without a huge investment of energy and resources.

During [Erté]’s childhood St. Petersburg was an elegant centre of theatrical and artistic life. At the same time, under its cultivated sophistication, ominous rumbles could be distinguished. The reign of the tough Alexander III ended in 1894 and his more gentle successor Nicholas was to be the last of the Tsars … St. Petersburg was a very French city. The Franco-Russian Pact of 1892 consolidated military and cultural ties, and later brought Russia into the First World war. Two activities that deeply influenced [Erté], fashion and art, were particularly dominated by France. The brilliant couturier Paul Poiret, for whom Erté was later to work in Paris, visited the city to display his creations. Modern art from abroad, principally French, was beginning to be show in Russia in the early years of the century … In St. Petersburg there were three Imperial theatres―the Maryinsky, devoted to opera and ballet, the Alexandrinsky, with its lovely classical façade, performing Russian and foreign classical drama, and the Michaelovsky with a French repertoire and company … It is not surprising that an artistic youth in St. Petersburg in the first decade of this century should have seen his future in the theatre. The theatre, especially opera and ballet, attracted the leading young painters of the day, including Mikhail Vrubel, possibly the greatest Russian painter of the pre-modernistic period. The father of modern theatrical design in Russia was Alexandre Benois, an offspring of the brilliant foreign colony in the imperial capital. Before 1890 he formed a club of fellow-pupils who were called ‘The Nevsky Pickwickians’. They were joined by the young Jew, Leon Rosenberg, who later took the name of one of his grandparents, Bakst. Another member introduced his cousin to the group―Serge Diaghilev. From these origins emerged the Mir Iskustva (World of Art) society, the forerunner of the whole modern movement in Russia. Soon after its foundation in 1899 both Benois and Bakst produced their first work in the theatre, The infiltration of the members of Mir Iskustva into the Imperial theatre was due to the patronage of its director Prince Volkonsky who appointed Diaghilev as an assistant. But under Volkonsky’s successor Diagilev lost his job and was barred from further state employment. He then devoted his energies and genius to editing the Mir Iskustva magazine and to a series of exhibitions which introduced Russia to work of foreign artists … These culminated in the remarkable exhibition of Russian portraiture held at the Taurida Palace in 1905, and the Russian section at the salon d'Autumne in Paris the following year. This was the most comprehensive Russian exhibition ever held, from early icons to the young Larionov and Gontcharova. Diagilev’s ban from Russian theatrical life also led to a series of concerts in Paris in 1907, at which he introduced contemporary Russian composers, the production Boris Godunov the following year with Chaliapin and costumes and décor by Benois and Golovin, and then in 1909, on May 19, the first season of the ballet Russes at the Châtelet Theatre.