Engaging Customers Quotes

A blog is only as interesting as the interest shown in others.

Content Isn't King, It's the Kingdom.

The role of the CEO is to enable people to excel, help them discover their own wisdom, engage themselves entirely in their work, and accept responsibility for making change. (164)

When your employees enjoy holistic health, your business is better able to add value and serve it's customers.

When your employees are happy at work, they do a better job. And when they do a better job, customers feel it. And when customers feel that happiness coming from a companies employees, it's like they just wanna spend their money there.

True and abiding happiness in work comes from being deeply engaged in solving a problem with talented people you know are also deeply engaged in solving it, and from knowing that the customer loves the product or service you all have worked so hard to make.

If you aren’t having fun creating content, you’re doing it wrong.

Your awesome site isn’t awesome. Getting your stories into the hands of the people who need them is awesome.

Listening is one of the most important things a brand can do online. If your brand is just broadcasting its own agenda, it isn’t truly engaging in a conversation.

The bottom line is that the more consistently engaged a customer is with your posts on social media content - liking, commenting, sharing - the more likely they are to continue to do so in future.

The CEO and VP of product, instead of building their business, are engaged in the drudgery of solving just one customer’s problem. Instead of marketing themselves to millions, they sold themselves to one.

Brands that help customers avoid some kind of negativity in life (and let their customers know what that negativity is) engage customers for the same reason good stories captivate an audience: they define what’s at stake.

and if a rainy morning deprived them of other enjoyments, they were still resolute in meeting in defiance of wet and dirt, and shut themselves up, to read novels together. Yes, novels; for I will not adopt that ungenerous and impolitic custom so common with novel–writers, of degrading by their contemptuous censure the very performances, to the number of which they are themselves adding — joining with their greatest enemies in bestowing the harshest epithets on such works, and scarcely ever permitting them to be read by their own heroine, who, if she accidentally take up a novel, is sure to turn over its insipid pages with disgust. Alas! If the heroine of one novel be not patronized by the heroine of another, from whom can she expect protection and regard? I cannot approve of it. Let us leave it to the reviewers to abuse such effusions of fancy at their leisure, and over every new novel to talk in threadbare strains of the trash with which the press now groans. Let us not desert one another; we are an injured body. Although our productions have afforded more extensive and unaffected pleasure than those of any other literary corporation in the world, no species of composition has been so much decried. From pride, ignorance, or fashion, our foes are almost as many as our readers. And while the abilities of the nine–hundredth abridger of the History of England, or of the man who collects and publishes in a volume some dozen lines of Milton, Pope, and Prior, with a paper from the Spectator, and a chapter from Sterne, are eulogized by a thousand pens — there seems almost a general wish of decrying the capacity and undervaluing the labour of the novelist, and of slighting the performances which have only genius, wit, and taste to recommend them. “I am no novel–reader — I seldom look into novels — Do not imagine that I often read novels — It is really very well for a novel.” Such is the common cant. “And what are you reading, Miss — ?” “Oh! It is only a novel!” replies the young lady, while she lays down her book with affected indifference, or momentary shame. “It is only Cecilia, or Camilla, or Belinda”; or, in short, only some work in which the greatest powers of the mind are displayed, in which the most thorough knowledge of human nature, the happiest delineation of its varieties, the liveliest effusions of wit and humour, are conveyed to the world in the best–chosen language. Now, had the same young lady been engaged with a volume of the Spectator, instead of such a work, how proudly would she have produced the book, and told its name; though the chances must be against her being occupied by any part of that voluminous publication, of which either the matter or manner would not disgust a young person of taste: the substance of its papers so often consisting in the statement of improbable circumstances, unnatural characters, and topics of conversation which no longer concern anyone living; and their language, too, frequently so coarse as to give no very favourable idea of the age that could endure it.

Consider Pawn Stars, a popular show on the History Channel, and compare it with Antiques Roadshow, which airs on PBS.

What we want you to do is to change the mode of your website from a one-way sales message to a collaborative, living, breathing hub

The first method is to think across the traditional boundaries of your marketplace to alternatives, not just competitors.

Customers want to make informed decisions based on useful information, valuable engagements and brand affinity.

Service is a promise that cannot be seen, touched, or felt through any of our external senses.

Nobody is in sales anymore; they’re in customer relationship management. Nobody is in marketing, they’re in customer engagement.

While active listening is crucial for optimal communication, we are faced with a dilemma which can perplex even the sincerest and engaged of individuals.

Being grounded in your lifelong culture and your personal perspective, you are comfortable with the way you see things and may believe it is the best and only way.

The only source of competitive advantage now is a focus on knowledge of and engagement with customers.

Generation Y is the first generation to spend more time on the Net than watching TV, with 10.6 hours per week watching TV and 12.2 hours surfing the Web.

At the end of the day, our organisations are here for people. We must not only be about product innovations, we must also be about innovation in leadership.

Saying "I'm sorry for the inconvenience" many times doesn't fix the fact that your process is a mess and you are not addressing it even now

Understanding that customer service is the cornerstone of your customer experience helps you leverage it as an opportunity to delight customers and engage them in new, exciting ways.

Just be Nice. Nice—this little word has a big meaning. Use it generously. Being nice helps people feel emotionally safe, allowing for more authentic, trusting, and happy interactions.

Engagement is on task behaviour, Engagement gets the job done. Presence is an emotional behaviour, Presence is the seed for excellence. Don't just engage in your work, be present too.

4. To cite one well-known example of this ignorance of Jewish customs: Mark 7:3 indicates that the Pharisees “and all the Jews” washed their hands before eating, so as to observe “the tradition of the elders.” This is not true: most Jews did not engage in this ritual. If Mark had been a Jew, or even a gentile living in Palestine, he certainly would have known this.

It is generally believed that nearly 40 percent of your first impression will be set from the tone of your voice. Your vocal thermometer can be more impactful than the actual words you use.

Being better or different from competitors is not enough anymore. Being a mission-focused organization will attract, engage, and retain well-aligned customers, colleagues, and collaborators.

Education about Yemen will come through customers’ engagement with the product. And in the meantime you’ll employ actual Yemeni people. And you’ll do something tangible. And you’ll make a living. And you won’t have to ask for donations. And it won’t have to be about Islam. You’re not selling Islamic coffee beans. Sell Yemeni beans. Do that, and do it well, and the rest will follow.

Be Brave. Bravery takes fortitude—put yourself on the line, even if you risk failing, falling, being embarrassed, or looking stupid—if being brave were easy, more people would be. Just try it!

Take the Initiative. Be proactive. If you want to rock your relationship results, it is going to take action, effort, initiative, and choosing to get in the game—so, step up, step out, and show up!

A lot of companies across the globe are going to die over the next few years, not because of macroeconomic stress but because there is an entire emerging generation of customers who hate doing business with them.

When the NSSF fights against legislation designed to prevent mass shootings because it “won’t work and is a violation of rights,” we understand that many people agree with that argument. But that’s not, at all, even a little bit why the organization lobbies so hard. It works hand in hand with the NRA and certain senators, and spends millions of dollars per year for one reason and one reason only: to make more money. And every time a shooting happens, it makes even more money. Yes. For real. When a mass shooting makes national headlines, the gun lobby purposefully stokes up fear and paranoia over proposed new gun laws so that scared citizens get out their checkbooks and buy a new AR-15 (or sporting rifle). So why would the NSSF have any interest in stopping mass shootings? Why would it engage politically and invest in compromise, a reform plan that attempts to make all Americans safer, or any sort of reckoning of the role guns play in gun violence? It won’t. However you feel about guns and their place in America—whether we’re talking about rifles for hunting or assault rifles, or anything in between—it’s undeniable that the gun lobby has refused to acknowledge or entertain any sort of regulation or reform aimed at making us a safer and saner nation. The reason why: because that does not make it more money. A customer base kept terrified at all times that this will be “the last chance before the government bans” whatever gun manufacturers are peddling is much more valuable. A customer base absolutely convinced that the just-about-anyone-can-buy culture we have is politically necessary without seeing that it serves those companies is what they’re after. They have achieved it.

Today, I see my business as a content marketing company. In other words, my entire goal is to give more valuable, helpful, and remarkable content to consumers than anyone else in my field, which will in turn lead to more sales.

Create engaging video content.” If a picture can tell a thousand words, image how many words a video can convey. To say that video should be an important piece of your content pie would be an understatement for most businesses.

Shifting to an outcome mindset is harder than it looks. We spend most of our time talking about outputs. So, it’s not surprising that we tend to confuse the two. Even when teams intend to choose an outcome, they often fall into the trap of selecting an output. I see teams set their outcome as “Launch an Android app” instead of “Increase mobile engagement” or “Get to feature parity on the new tech stack” instead of “Transition customer to the new tech stack.

Our cultural lens is so much a part of us that we are not even aware of how obvious it is to others. Like the nose on your face, you may forget that it is there, but everyone else sees it. I can’t look at you and not see your nose.

Content marketing is the marketing and business process for creating and distributing content to attract, acquire, and engage a clearly defined and understood target audience—with the objective of driving profitable customer action.

At the same moment when massive global institutions seem to rule the world, there is an equally strong countermovement among regular people to claim personal agency in our own lives. We grow food in backyards. We brew beer. We weave cloth and knit blankets. We shop local. We create our own playlists. We tailor delivery of news and entertainment. In every arena, we customize and personalize our lives, creating material environments to make meaning, express a sense of uniqueness, and engage causes that matter to us and the world. It makes perfect sense that we are making our spiritual lives as well, crafting a new theology. And that God is far more personal and close at hand than once imagined.

What do they all say? That will never work. By now, I hope you know what my answer to that line is. Nobody Knows Anything. I only get to write this book once. And I’d feel like I missed an opportunity if I ended this story without giving you some advice. The most powerful step that anyone can take to turn their dreams into reality is a simple one: you just need to start. The only real way to find out if your idea is a good one is to do it. You’ll learn more in one hour of doing something than in a lifetime of thinking about it. So take that step. Build something, make something, test something, sell something. Learn for yourself if your idea is a good one. What happens if your idea doesn’t work? What happens if your test fails, if nobody orders your product or joins your club? What if sales don’t go up and customer complaints don’t go down? What if you get halfway through writing your novel and get writer’s block? What if after dozens of tries – even hundreds of attempts – you still haven’t seen your dream become anything close to real? You have to learn to love the problem, not the solution. That’s how you stay engaged when things take longer than you expected.

Being 100 percent in the moment and focusing on the person you’re with is one of the finest compliments you can offer. One of the most respectful and considerate things you can do for another is to truly be with them in the here and now.

It is remarkable, however, that at the very lowest point of Kant's depression, when he became perfectly incapable of conversing with any rational meaning on the ordinary affairs of life, he was still able to answer correctly and distinctly, in a degree that was perfectly astonishing, upon any question of philosophy or of science, especially of physical geography, [Footnote: Physical Geography, in opposition to Political.] chemistry, or natural history. He talked satisfactorily, in his very worst state, of the gases, and stated very accurately different propositions of Kepler’s, especially the law of the planetary motions. And I remember in particular, that upon the very last Monday of his life, when the extremity of his weakness moved a circle of his friends to tears, and he sat amongst us insensible to all we could say to him, cowering down, or rather I might say collapsing into a shapeless heap upon his chair, deaf, blind, torpid, motionless,—even then I whispered to the others that I would engage that Kant should take his part in conversation with propriety and animation. This they found it difficult to believe. Upon which I drew close to his ear, and put a question to him about the Moors of Barbary. To the surprise of everybody but myself, he immediately gave us a summary account of their habits and customs; and told us by the way, that in the word Algiers, the g ought to be pronounced hard (as in the English word gear).

They’re like Generation X on steroids. They walk in with high expectations for themselves, their employer, their boss. If you thought you saw a clash when Generation X came into the workplace—that was the fake punch. The haymaker is coming now.

Be even more suspicious than I was just telling you to be, of all those who employ the term “we” or “us” without your permission. This is another form of surreptitious conscription, designed to suggest that “we” are all agreed on “our” interests and identity. Populist authoritarians try to slip it past you; so do some kinds of literary critics (“our sensibilities are engaged . . . ”) Always ask who this “we” is; as often as not it’s an attempt to smuggle tribalism through the customs.

Communicating on the surface can be easy. But when you want to dig deeper and connect with more profound impact, you’ll need to achieve greater understanding, especially when others have personalities, experiences, needs, and preferences different from your own.

Where-to-play choices occur across a number of domains, notably these: Geography. In what countries or regions will you seek to compete? Product type. What kinds of products and services will you offer? Consumer segment. What groups of consumers will you target? In which price tier? Meeting which consumer needs? Distribution channel. How will you reach your customers? What channels will you use? Vertical stage of production. In what stages of production will you engage? Where along the value chain? How broadly or narrowly?

It doesn't happen to me anymore, because a fresh generation of Africans and Asians has arisen to take over the business, but in my early years in Washington, D.C., I would often find myself in the back of a big beat-up old cab driven by an African-American veteran. I became used to the formalities of the mise-en-scène: on some hot and drowsy Dixie-like afternoon I would flag down a flaking Chevy. Behind the wheel, leaning wa-aay back and relaxed, often with a cigar stub in the corner of his mouth (and, I am not making this up, but sometimes also with a genuine porkpie hat on the back of his head) would be a grizzled man with the waist of his pants somewhere up around his armpits. I would state my desired destination. In accordance with ancient cabdriver custom, he would say nothing inresponse but simply engage the stickshift on his steering wheel and begin to cruise in a leisurely fashion. There would be a pause. Then: 'You from England?' I would always try to say something along the lines of 'Well, I'm in no position to deny it.' This occasionally got me a grin; in any case, I always knew what was coming next. 'I was there once.' 'Were you in the service?' 'I sure was.' 'Did you get to Normandy?' 'Yes, sir.' But it wasn't Normandy or combat about which they wanted to reminisce. (With real combat veterans, by the way, it almost never is.) It was England itself. 'Man did it know how to rain… and the warm beer. Nice people, though. Real nice.' I would never forget to say, as I got out and deliberately didn't overtip (that seeming a cheap thing to do), how much this effort on their part was remembered and appreciated.

UN-Impressives • Lying. • Bragging. • Gossiping. • Cursing and using foul language. • Making self-deprecating comments. • Regularly expressing worry and anxiety. • Criticizing and condemning people and situations. • Demonstrating a lack of emotional intelligence or compassion.

It is useful for companies to look at AI through the lens of business capabilities rather than technologies. Broadly speaking, AI can support three important business needs: automating business processes, gaining insight through data analysis, and engaging with customers and employees.

Your encounters will be more successful when you slow down, pay attention, and become more mindfully aware of the world around you. Heightening your awareness in your social, situational, contextual, orientational, and cultural scenarios will improve your agility as you adapt to new social settings.

It is my intention, good people, to engage in your stupid custom of warning each other that you are about to attack. Really, Gen, you must tell me how anyone got that notion into his head. If an enemy is worth killing, then a knife in the back is just as warranted as a knife in the chest, wouldn’t you say?

The man behind the counter seemed to have stopped listening to him. He slid a room key across the fake-wood-grain counter and returned to his scribbled lorem ipsums. Neethan could have gone on for hours with this guy, chatting him up about music made by mentally handicapped people and the myriad challenges of international aid organizations, but this was a person programmed to hand out room keys and swipe credit cards and engage in only the amount of conversation needed to keep such transactions rolling along smoothly. If that meant asking about a guest's gigantic celestial head, then that's just what good customer service was all about.

Your thoughts become your attitudes, which become your actions, which become your behavior, which become your habits, which become your lifestyle, and inevitably determine your outcomes. Utilize this circular truth by using positive thoughts to create positive outcomes. It is a choice you get to make every day. Choose wisely.

4 Steps for Understanding Each Other 1. Identify your beliefs and core values; ask how they determine your behaviors and habits. 2. Realize with whom you are interacting and try to identify how their values are explaining their behavior. 3. Assume positive intent. 4. Seek ways to adapt your behavior to help bridge the cultural gap.

The Content Marketing Institute has derived a pithy one-sentence definition of this emerging field:5 “Content marketing is a marketing technique of creating and distributing relevant and valuable content to attract, acquire, and engage a clearly defined and understood target audience—with the objective of driving profitable customer action.

We will judge others based on their behaviors with little to no understanding or regard for their beliefs or values—standards we may not know, nor typically see. When we do this, things can be taken completely out of context because we are assessing their behavior against our expectations, which are produced from our own personal value system.

Selling ice cream on the beach in the summer is easy. Raising people’s expectations, engaging in their hopes and dreams, helping them see further—that’s the difficult work we signed up for. From now on, your customers know more than you do about your competitors. And so your commodity work, no matter how much effort you put into it, is not enough.

Another way to show interest is to pretend you're conducting a job interview or review. Ask follow up questions, praise accomplishments and recognize efforts. A word of caution: this technique does not work as well with wealthy or powerful people. They are used to receiving praise and accolades and are more guarded about opening up to this technique.

Ariovistus did not come to an engagement, he discovered this to be the reason--that among the Germans it was the custom for their matrons to pronounce from lots and divination whether it were expedient that the battle should be engaged in or not; that they had said, "that it was not the will of heaven that the Germans should conquer, if they engaged in battle before the new moon.

When we say to be authentic, we mean you should make it clear that your stuff has the stamp of an actual person or actual people and that that person or those people have the qualities (a point of view, a personality, a sense of enthusiasm for the subject, and suitability to your audience) that make for a compelling approach to content as a solid foundation for the start of your relationship with your audience.

I have never seen anyone who is tougher behind the eyes than him in a billion years of interviewing. He is clearly a right piece of work. He’s completely under control – except in one area, where women are concerned. He made no attempt to engage at all, and avoided answering all the questions. His bluster and wit serves to obscure his real politics, which are nasty. He is a charmingly evasive and ruthless customer.

Content that entertains sees engagement. Content that sees engagement tells Facebook and the rest of the world that your customers care about your brand, so that when you finally do put out something that would directly benefit your bottom line—a coupon, a free-shipping offer, or some other call to action—4 percent of your community sees it instead of a half percent, which gives you a much better chance at making a sale. TARGET

While the meetings included traders, that is, people who are judged on their numerical performance, it was mostly a forum for salespeople (people capable of charming customers), and the category of entertainers called Wall Street “economists” or “strategists,” who make pronouncements on the fate of the markets, but do not engage in any form of risk taking, thus having their success dependent on rhetoric rather than actually testable facts.

With the explosion of technology over the last 15+ years, we are in the process of a complete paradigm shift in regards to how we communicate in our marketing, public relations and advertising. Social Media has forever changed the way businesses and customers communicate and the beauty of it is that, through your channels, you can reach your audience directly and at lightning speed. Social Media has also changed the way customers make their buying decisions. Pinterest, Google+, Twitter, YouTube, and Facebook, have made it easy to find and connect with others who share similar interests, to read product reviews and to connect with potential clients. Within these networks there is an amazing and wide open space for your unique voice to be heard. As the web interacts with us in more personal ways and with greater portability, there is no time better than the present to engage with and rally your community.

The Physical Language of Listening Active listening is a physical process which transcends simply hearing. Your body language speaks on your behalf as to whether you are fully present and engaged . . . • Make eye contact. • Nod your head; confirm. • Use your eyebrows and expressions of emotions to show that you're paying attention. • Lean forward. • Listen patiently to demonstrate respect and sensitivity. • Open your physical presence to encourage them to continue.

Thus engaged, with her right elbow supported by her left hand, Madame Defarge said nothing when her lord came in, but coughed just one grain of cough. This, in combination with the lifting of her darkly defined eyebrows over her toothpick by the breadth of a line, suggested to her husband that he would do well to look round the shop among the customers, for any new customer who had dropped in while he stepped over the way. The wine-shop keeper accordingly rolled his eyes about, until they rested upon an elderly gentleman and a young lady, who were seated in a corner. Other company were there: two playing cards, two playing dominoes, three standing by the counter lengthening out a short supply of wine. As he passed behind the counter, he took notice that the elderly gentleman said in a look to the young lady, "This is our man." "What the devil do you do in that galley there?" said Monsieur Defarge to himself; "I don't know you." But, he feigned not to notice the two strangers, and fell into discourse with the triumvirate of customers who were drinking at the counter. "How goes it, Jacques?" said one of these three to Monsieur Defarge. "Is all the spilt wine swallowed?" "Every drop, Jacques," answered Monsieur Defarge. When this interchange of Christian name was effected, Madame Defarge, picking her teeth with her toothpick, coughed another grain of cough, and raised her eyebrows by the breadth of another line. "It is not often," said the second of the three, addressing Monsieur Defarge, "that many of these miserable beasts know the taste of wine, or of anything but black bread and death. Is it not so, Jacques?" "It is so, Jacques," Monsieur Defarge returned. At this second interchange of the Christian name, Madame Defarge, still using her toothpick with profound composure, coughed another grain of cough, and raised her eyebrows by the breadth of another line. The last of the three now said his say, as he put down his empty drinking vessel and smacked his lips. "Ah! So much the worse! A bitter taste it is that such poor cattle always have in their mouths, and hard lives they live, Jacques. Am I right, Jacques?" "You are right, Jacques," was the response of Monsieur Defarge. This third interchange of the Christian name was completed at the moment when Madame Defarge put her toothpick by, kept her eyebrows up, and slightly rustled in her seat. "Hold then! True!" muttered her husband. "Gentlemen--my wife!" The three customers pulled off their hats to Madame Defarge, with three flourishes. She acknowledged their homage by bending her head, and giving them a quick look. Then she glanced in a casual manner round the wine-shop, took up her knitting with great apparent calmness and repose of spirit, and became absorbed in it. "Gentlemen," said her husband, who had kept his bright eye observantly upon her, "good day. The chamber, furnished bachelor- fashion, that you wished to see, and were inquiring for when I stepped out, is on the fifth floor. The doorway of the staircase gives on the little courtyard close to the left here," pointing with his hand, "near to the window of my establishment. But, now that I remember, one of you has already been there, and can show the way. Gentlemen, adieu!" They paid for their wine, and left the place. The eyes of Monsieur Defarge were studying his wife at her knitting when the elderly gentleman advanced from his corner, and begged the favour of a word. "Willingly, sir," said Monsieur Defarge, and quietly stepped with him to the door. Their conference was very short, but very decided. Almost at the first word, Monsieur Defarge started and became deeply attentive. It had not lasted a minute, when he nodded and went out. The gentleman then beckoned to the young lady, and they, too, went out. Madame Defarge knitted with nimble fingers and steady eyebrows, and saw nothing.

Your competition's sales slide presentation is equally pathetic. Here is the secret solution: Convert the time you're currently wasting watching television re-runs in the evening and develop your own PowerPoint presentation that is 100% in terms of the customer's needs and desires, one that engages the prospective customer by asking questions and promoting dialogue, one that uses a little humor to keep the sales presentation alive, and one that supports every fact and claim with testimonials.

What's important to remember is that every customer interaction should be treated like a first impression. Until your on-demand customer becomes a loyal follower, he's probably already forgotten what his last touch was, so you'd better wow him or her this time. Don't skimp and don't cut corners when it comes to the external touches your brand makes. From experience I can tell you that you'll pay a much bigger price in customer retention if you go cheap when it comes to customer outreach and service.

Companies with billions of dollars employ some of the most intelligent, creative humans on the planet to mastermind new ways to lure us into spending our lives on their apps and in their platforms. Remember, stock prices rely on keeping engagement metrics high. Many tech companies’ survival is based on continuously inventing ways to capture an ever-growing share of your time and attention. If you think you’re a customer of these products and platforms, think again. Your time, attention, and data are their product.

You can have the perfect message, but it may fall on deaf ears when the listener is not prepared or open to listening. These listening "planes" were first introduced by the American composer Aaron Copland (1900-1990) as they pertain to music . . . 1. The Sensual Plane: You’re aware of the music, but not engaged enough to have an opinion or judge it. 2. The Expressive Plane: You become more engaged by paying attention, finding meaning beyond the music, and noticing how it makes you feel. 3. The Musical Plane: You listen to the music with complete presence, noticing the musical elements of melody, harmony, pitch, tempo, rhythm, and form.

Saturday evening, on a quiet lazy afternoon, I went to watch a bullfight in Las Ventas, one of Madrid's most famous bullrings. I went there out of curiosity. I had long been haunted by the image of the matador with its custom made torero suit, embroidered with golden threads, looking spectacular in his "suit of light" or traje de luces as they call it in Spain. I was curious to see the dance of death unfold in front of me, to test my humanity in the midst of blood and gold, and to see in which state my soul will come out of the arena, whether it will be shaken and stirred, furious and angry, or a little bit aware of the life embedded in every death. Being an avid fan of Hemingway, and a proponent of his famous sentence "About morals, I know only that what is moral is what you feel good after and what is immoral is what you feel bad after,” I went there willingly to test myself. I had heard atrocities about bullfighting yet I had this immense desire to be part of what I partially had an inclination to call a bloody piece of cultural experience. As I sat there, in front of the empty arena, I felt a grandiose feeling of belonging to something bigger than anything I experienced during my stay in Spain. Few minutes and I'll be witnessing a painting being carefully drawn in front of me, few minutes and I will be part of an art form deeply entrenched in the Spanish cultural heritage: the art of defying death. But to sit there, and to watch the bull enter the arena… To watch one bull surrounded by a matador and his six assistants. To watch the matador confronting the bull with the capote, performing a series of passes, just before the picador on a horse stabs the bull's neck, weakening the neck muscles and leading to the animal's first loss of blood... Starting a game with only one side having decided fully to engage in while making sure all the odds will be in the favor of him being a predetermined winner. It was this moment precisely that made me feel part of something immoral. The unfair rules of the game. The indifferent bull being begged to react, being pushed to the edge of fury. The bull, tired and peaceful. The bull, being teased relentlessly. The bull being pushed to a game he isn't interested in. And the matador getting credits for an unfair game he set. As I left the arena, people looked at me with mocking eyes. Yes, I went to watch a bull fight and yes the play of colors is marvelous. The matador’s costume is breathtaking and to be sitting in an arena fills your lungs with the sands of time. But to see the amount of claps the spill of blood is getting was beyond what I can endure. To hear the amount of claps injustice brings is astonishing. You understand a lot about human nature, about the wars taking place every day, about poverty and starvation. You understand a lot about racial discrimination and abuse (verbal and physical), sex trafficking, and everything that stirs the wounds of this world wide open. You understand a lot about humans’ thirst for injustice and violence as a way to empower hidden insecurities. Replace the bull and replace the matador. And the arena will still be there. And you'll hear the claps. You've been hearing them ever since you opened your eyes.

To make good choices, you need to make sense of the complexity of your environment. The strategy logic flow can point you to the key areas of analysis necessary to generate sustainable competitive advantage. First, look to understand the industry in which you play (or will play), its distinct segments and their relative attractiveness. Without this step, it is all too easy to assume that your map of the world is the only possible map, that the world is unchanging, and that no better possibilities exist. Next, turn to customers. What do channel and end consumers truly want, need, and value-and how do those needs fit with your current or potential offerings? To answer this question, you will have to dig deep-engaging in joint value creation with channel partners and seeking a new understanding of end consumers. After customers, the lens turns inward: what are your capabilities and costs relative to the competition? Can you be a differentiator or a cost leader? If not, you will need to rethink your choices. Finally, consider competition; what will your competitors do in the face of your actions? Throughout the thinking process, be open to recasting previous analyses in light of what you learn in a subsequent box. The basic direction of the process is from left to right, but it also has interdependencies that require a more flexible path through it.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

Mingle • Be the connector—introduce people to each other who may not otherwise connect. • Be a conversation fire starter; point out what people have in common as you are introducing them. • Seek out the folks who may appear to be shy, or awkward, or wallflowers. Find ways to build trust and comfort. Engage them with a kind word to pull them out of their shell. • Arrive early and stay late; connect with people before and after your event. • Stretch beyond your comfort zone to speak with, sit with, and start conversations with people whom you do not know. • Offer to refill someone’s drink or clear their plate. • Encourage introductions: “There is someone whom I would love for you to meet . . .

Here are the three things it will take to funnel hack social algorithms: Follow each of your Dream 100 and spend 10 minutes each day watching what they are doing. Write down the answers to these questions: What are they posting? How are they getting people to engage with what they post? What paid ads are they running? During these 10 minutes, try to comment, like, and engage with as many things they are doing each day as possible. Notice the pattern of what is working right now and model it for your posts (funnel hacking). This will give you a pulse on what is working in the market on that platform right now. It gives you the ability to see in real time what the algorithms are rewarding today.

13 Ways to Make Other People Feel Important 1. Ask people questions about themselves, their interests, their families, their passions and their lives. 2. Catch people doing things right, pat them on the back, and acknowledge them for a job well done. 3. Celebrate their successes. 4. Be lavish in your compliments and sincere in your praise. 5. Be appreciative and say thank you. 6. Listen with genuine interest. 7. Respect their opinions. 8. Encourage people with words of affirmation and validation. 9. Brag about people behind (and in front of) their backs. 10. Make the time and space to be fully present and engaged. 11. Spend quality time together. 12. Share your authentic self and be real. 13. Offer comfort and compassion.

Because incentives trigger a primitive, engrained response, they produce a number of unintended consequences. First, they strongly reinforce self-aggrandizement, so much so that people can dedicate highly creative energy toward the counterproductive purpose of gaming the system. Second, they focus people’s attention on the incentive, rather than on customers. Third, they reduce the sense of agency and locus of control in workers, placing it instead in the hands of those who are creating the incentives and providing the rewards. This not only undermines the ability to be self-managing, it also infantilizes people. Thus it is small wonder, given the ubiquity of this practice, that Americans struggle to see themselves as engaged, empowered participants in their own democratic institutions.

And by the way, Lanwa, you must stop preaching the sermon of our people’s old custom and tradition. This your long story of kinsman and cousin and half-brother connection with my late husband cannot catch me like a deer in a snare! I reserve the right to choose the type of life I want to lead. It could be that of woman deliberately aloof in self-contentment, untouched by the victimisation and oppression of the man; or that of a woman sulking the anger of an injury, protesting humiliations heaped on her, over the years by the man. I may choose to shield off man, permanently in my life, and transfer all affection and devotion to my children, spoiling them every minute with motherly love and care. I may deliberately engage in twenty different odd jobs, from cockcrow to cockroost, not resting and not sparing any moment to talk to men, or even look at any man’s face. Not your business Lanwa, how I want to live my life!

If congestion occurs on the free-market transportation network, the response is likely to resemble what accompanies “excess demand” for any other good or service: the businessman does not rest day or night until he provides the extra services the market is clamoring for. (We again abstract from the possibility of price increases.) The ice cream shop with long lines of people waiting for admission hires additional workers as soon as possible; the economist who “suffers” from the “congestion” of large numbers of people clamoring to engage him as a consultant hires more staff or expands output in whatever way seems appropriate to him. Throughout the private economy “congestion” is looked upon as a golden opportunity for expansion of output, sales, and profits. It is only in the public sector that the customer clamoring for additional service is looked at askance,33 blamed, excoriated, and told to desist in his efforts.

To me, Chicago was the bar in the twelfth-floor lobby of the Ritz-Carlton, where I drank strawberry daiquiris—sophisticated!—with my visiting parents and with girls I was trying to impress. It was the elegant shops at the new, fancy Water Tower Place. My favorite Chicago spots were primarily restaurants. Dianna’s Opaa, in Greektown on South Halsted Street, with its lanky, serpent-like owner, Petros Kogiones, performing his host duties that were as important as the food—on the nights he wasn’t there, you felt cheated—sliding back his sheet of long black hair to greet his female customers with an overly familiar kiss and their dates with a disarming, arms-flung-wide cry of “cousin!” then conducting his odd 9 p.m. ceremonies, calling up all the engaged couples to be officially blessed by Famous Petros in the name of God, the Greek Orthodox Church, and Dianna’s Opaa! We’d all cheer and raise our juice glasses of Roditis high. Or

With this single maneuver, Vincent engaged several important principles of influence. First, even those who did not take his suggestions felt Vincent had done them a favor by offering valuable information to help them order. Everyone felt grateful, and consequently, the rule of of reciprocation worked in his favor when it came time to decide on his gratuity. Besides hiking up the percentage of his tip, Vincent’s ploy also placed him in a position to increase the size of the party’s order. It established him as an authority on the current stores of the house: he clearly knew what was and wasn’t good that night. Moreover—and here is where seeming to argue against his own interests comes in—it proved him to be a trustworthy informant because he recommended dishes slightly less expensive than the one originally ordered. Rather than having appeared to try to line his own pockets, he seemed to have the customers’ best interests at heart.

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

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

Wendell marched down a winding path in the mountainside--- he must have conjured it himself--- to engage the elder horsemen in a square of meadow tucked between two crags. I don't know if it was some inane faerie custom or simply the custom of the horsemen, but the one who appeared to be their leader--- judging by the size of his horse and the number of scars he bore--- stepped forward as if to challenge Wendell to single combat. Wendell, still with that calm detachment, somehow cut out the beast's heart in two sharp movements and hurled it at the rider in a stomach-churning spray of blood, knocking him from his saddle. At that point, the remaining horsemen decided to abandon honor and charge him together, but their horses were, wisely, terrified of Wendell by this point, and shied away when he neared, some throwing their riders off, which Wendell dispatched in various appalling ways, sometimes appearing to forget about his sword entirely. Rose stood there the whole time, aghast, but I was familiar with Wendell's murderous moods and turned away after the third or fourth death, drawing Ariadne with me to the fireside. I was still shaking with fury. So he would risk killing himself rather than pausing to think our way out of things, would he?

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

Television’s greatest appeal is that it is engaging without being at all demanding. One can rest while undergoing stimulation. Receive without giving. It’s the same in all low art that has as goal continued attention and patronage: it’s appealing precisely because it’s at once fun and easy. And the entrenchment of a culture built on Appeal helps explain a dark and curious thing: at a time when there are more decent and good and very good serious fiction writers at work in America than ever before, an American public enjoying unprecedented literacy and disposable income spends the vast bulk of its reading time and book dollar on fiction that is, by any fair standard, trash. Trash fiction is, by design and appeal, most like televised narrative: engaging without being demanding. But trash, in terms of both quality and popularity, is a much more sinister phenomenon. For while television has from its beginnings been openly motivated by — has been about—considerations of mass appeal and L.C.D. and profit, our own history is chock-full of evidence that readers and societies may properly expect important, lasting contributions from a narrative art that understands itself as being about considerations more important than popularity and balance sheets. Entertainers can divert and engage and maybe even console; only artists can transfigure. Today’s trash writers are entertainers working artists’ turf. This in itself is nothing new. But television aesthetics, and television-like economics, have clearly made their unprecedented popularity and reward possible. And there seems to me to be a real danger that not only the forms but the norms of televised art will begin to supplant the standards of all narrative art. This would be a disaster. [...] Even the snottiest young artiste, of course, probably isn’t going to bear personal ill will toward writers of trash; just as, while everybody agrees that prostitution is a bad thing for everyone involved, few are apt to blame prostitutes themselves, or wish them harm. If this seems like a non sequitur, I’m going to claim the analogy is all too apt. A prostitute is someone who, in exchange for money, affords someone else the form and sensation of sexual intimacy without any of the complex emotions or responsibilities that make intimacy between two people a valuable or meaningful human enterprise. The prostitute “gives,” but — demanding nothing of comparable value in return — perverts the giving, helps render what is supposed to be a revelation a transaction. The writer of trash fiction, often with admirable craft, affords his customer a narrative structure and movement, and content that engages the reader — titillates, repulses, excites, transports him — without demanding of him any of the intellectual or spiritual or artistic responses that render verbal intercourse between writer and reader an important or even real activity." - from "Fictional Futures and the Conspicuously Young

More than anything, we have lost the cultural customs and traditions that bring extended families together, linking adults and children in caring relationships, that give the adult friends of parents a place in their children's lives. It is the role of culture to cultivate connections between the dependent and the dependable and to prevent attachment voids from occurring. Among the many reasons that culture is failing us, two bear mentioning. The first is the jarringly rapid rate of change in twentieth-century industrial societies. It requires time to develop customs and traditions that serve attachment needs, hundreds of years to create a working culture that serves a particular social and geographical environment. Our society has been changing much too rapidly for culture to evolve accordingly. There is now more change in a decade than previously in a century. When circumstances change more quickly than our culture can adapt to, customs and traditions disintegrate. It is not surprising that today's culture is failing its traditional function of supporting adult-child attachments. Part of the rapid change has been the electronic transmission of culture, allowing commercially blended and packaged culture to be broadcast into our homes and into the very minds of our children. Instant culture has replaced what used to be passed down through custom and tradition and from one generation to another. “Almost every day I find myself fighting the bubble-gum culture my children are exposed to,” said a frustrated father interviewed for this book. Not only is the content often alien to the culture of the parents but the process of transmission has taken grandparents out of the loop and made them seem sadly out of touch. Games, too, have become electronic. They have always been an instrument of culture to connect people to people, especially children to adults. Now games have become a solitary activity, watched in parallel on television sports-casts or engaged in in isolation on the computer. The most significant change in recent times has been the technology of communication — first the phone and then the Internet through e-mail and instant messaging. We are enamored of communication technology without being aware that one of its primary functions is to facilitate attachments. We have unwittingly put it into the hands of children who, of course, are using it to connect with their peers. Because of their strong attachment needs, the contact is highly addictive, often becoming a major preoccupation. Our culture has not been able to evolve the customs and traditions to contain this development, and so again we are all left to our own devices. This wonderful new technology would be a powerfully positive instrument if used to facilitate child-adult connections — as it does, for example, when it enables easy communication between students living away from home, and their parents. Left unchecked, it promotes peer orientation.

GCHQ has traveled a long and winding road. That road stretches from the wooden huts of Bletchley Park, past the domes and dishes of the Cold War, and on towards what some suggest will be the omniscient state of the Brave New World. As we look to the future, the docile and passive state described by Aldous Huxley in his Brave New World is perhaps more appropriate analogy than the strictly totalitarian predictions offered by George Orwell's Nineteen Eighty-Four. Bizarrely, many British citizens are quite content in this new climate of hyper-surveillance, since its their own lifestyle choices that helped to create 'wired world' - or even wish for it, for as we have seen, the new torrents of data have been been a source of endless trouble for the overstretched secret agencies. As Ken Macdonald rightly points out, the real drives of our wired world have been private companies looking for growth, and private individuals in search of luxury and convenience at the click of a mouse. The sigint agencies have merely been handed the impossible task of making an interconnected society perfectly secure and risk-free, against the background of a globalized world that presents many unprecedented threats, and now has a few boundaries or borders to protect us. Who, then, is to blame for the rapid intensification of electronic surveillance? Instinctively, many might reply Osama bin Laden, or perhaps Pablo Escobar. Others might respond that governments have used these villains as a convenient excuse to extend state control. At first glance, the massive growth of security, which includes includes not only eavesdropping but also biometric monitoring, face recognition, universal fingerprinting and the gathering of DNA, looks like a sad response to new kinds of miscreants. However, the sad reality is that the Brave New World that looms ahead of us is ultimately a reflection of ourselves. It is driven by technologies such as text messaging and customer loyalty cards that are free to accept or reject as we choose. The public debate on surveillance is often cast in terms of a trade-off between security and privacy. The truth is that luxury and convenience have been pre-eminent themes in the last decade, and we have given them a much higher priority than either security or privacy. We have all been embraced the world of surveillance with remarkable eagerness, surfing the Internet in a global search for a better bargain, better friends, even a better partner. GCHQ vast new circular headquarters is sometimes represented as a 'ring of power', exercising unparalleled levels of surveillance over citizens at home and abroad, collecting every email, every telephone and every instance of internet acces. It has even been asserted that GCHQ is engaged in nothing short of 'algorithmic warfare' as part of a battle for control of global communications. By contrast, the occupants of 'Celtenham's Doughnut' claim that in reality they are increasingly weak, having been left behind by the unstoppable electronic communications that they cannot hope to listen to, still less analyse or make sense of. In fact, the frightening truth is that no one is in control. No person, no intelligence agency and no government is steering the accelerating electronic processes that may eventually enslave us. Most of the devices that cause us to leave a continual digital trail of everything we think or do were not devised by the state, but are merely symptoms of modernity. GCHQ is simply a vast mirror, and it reflects the spirit of the age.

Among the white scouts were numbered some of the most noted of their class. The most prominent man among them was "Wild Bill". Wild bill was a strange character, just the one which a novelist might gloat over. Whether on foot or on horseback, he was one of the most perfect types of physical manhood I ever saw. Of his courage there could be no question; it had been brought to the test on too many occasions to admit a doubt. His skill in the use of the rifle and pistol was unerring; while his deportment was exactly the opposite of what might be expected from a man of his surroundings. It was entirely free of bluster or bravado. He seldom spoke of himself unless requested to do so. His conversation, strange to say, never bordered either on the vulgar or blasphemous. His influence among the frontiersmen was unbounded, his word was law; and many are the personal quarrels and disturbances which he has checked among his comrades by his simple announcement that "this has gone far enough" if need be followed by the ominous warning that when persisted in or renewed the quarreler "must settle it with me". Wild Bill is anything but a quarrelsome man; yet no one but himself can enumerate the many conflicts in which he has been engaged, and which have almost invariably resulted in the death of his adversary. I have personal knowledge of at least half a dozen men whom he has at various times killed, one of these being at the time a member of my command. Wild Bill always carried two handsome ivory-handled revolvers of the large size; he was never seen without them. Where this is the common custom, brawls or personal difficulties are seldom if ever settled by blows. The quarrel is not from word to blow, but from a word to revolver, and he who can draw and fire first is the best man. An item which has been floating lately through the columns of the press states that, "the funeral of 'Jim Bludso,' who was killed the other day by 'Wild Bill' took place today" and then adds: "The funeral expenses were borne by 'Wild Bill'" What could be more thoughtful than this? Not only to send a fellow mortal out of the world, but to pay the expenses of the transit.

As I write this, I know there are countless mysteries about the future of business that we’ve yet to unravel. That’s a process that will never end. When it comes to customer success, however, I have achieved absolute clarity on four points. First, technology will never stop evolving. In the years to come, machine learning and artificial intelligence will probably make or break your business. Success will involve using these tools to understand your customers like never before so that you can deliver more intelligent, personalized experiences. The second point is this: We’ve never had a better set of tools to help meet every possible standard of success, whether it’s finding a better way to match investment opportunities with interested clients, or making customers feel thrilled about the experience of renovating their home. The third point is that customer success depends on every stakeholder. By that I mean employees who feel engaged and responsible and are growing their careers in an environment that allows them to do their best work—and this applies to all employees, from the interns to the CEO. The same goes for partners working to design and implement customer solutions, as well as our communities, which provide the schools, hospitals, parks, and other facilities to support us all. The fourth and most important point is this: The gap between what customers really want from businesses and what’s actually possible is vanishing rapidly. And that’s going to change everything. The future isn’t about learning to be better at doing what we already do, it’s about how far we can stretch the boundaries of our imagination. The ability to produce success stories that weren’t possible a few years ago, to help customers thrive in dramatic new ways—that is going to become a driver of growth for any successful company. I believe we’re entering a new age in which customers will increasingly expect miracles from you. If you don’t value putting the customer at the center of everything you do, then you are going to fall behind. Whether you make cars, solar panels, television programs, or anything else, untold opportunities exist. Every company should invest in helping its customers find new destinations, and in blazing new trails to reach them. To do so, we have to resist the urge to make quick, marginal improvements and spend more time listening deeply to what customers really want, even if they’re not fully aware of it yet. In the end, it’s a matter of accepting that your success is inextricably linked to theirs.

Missy and I became best friends, and soon after our first year together I decided to propose to her. It was a bit of a silly proposal. It was shortly before Christmas Day 1988, and I bought her a potted plant for her present. I know, I know, but let me finish. The plan was to put her engagement ring in the dirt (which I did) and make her dig to find it (which I forced her to do). I was then going to give a speech saying, “Sometimes in life you have to get your hands dirty and work hard to achieve something that grows to be wonderful.” I got the idea from Matthew 13, where Jesus gave the Parable of the Sower. I don’t know if it was the digging through the dirt to find the ring or my speech, but she looked dazed and confused. So I sort of popped the question: “You’re going to marry me, aren’t you?” She eventually said yes (whew!), and I thought everything was great. A few days later, she asked me if I’d asked her dad for his blessing. I was not familiar with this custom or tradition, which led to a pretty heated argument about people who are raised in a barn or down on a riverbank. She finally convinced me that it was a formality that was a prerequisite for our marriage, so I decided to go along with it. I arrived one night at her dad’s house and asked if I could talk with him. I told him about the potted plant and the proposal to his daughter, and he pretty much had the same bewildered look on his face that she’d had. He answered quite politely by saying no. “I think you should wait a bit, like maybe a couple of years,” he said. I wasn’t prepared for that response. I didn’t handle it well. I don’t remember all the details of what was said next because I was uncomfortable and angry. I do remember saying, “Well, you are a preacher so I am going to give you some scripture.” I quoted 1 Corinthians 7:9, which says: “It is better to marry than to burn with passion.” That didn’t go over very well. I informed him that I’d treated his daughter with respect and he still wouldn’t budge. I then told him we were going to get married with him or without him, and I left in a huff. Over the next few days, I did a lot of soul-searching and Missy did a lot of crying. I finally decided that it was time for me to become a man. Genesis 2:24 says: “For this reason [creation of a woman] a man will leave his father and mother and be united to his wife, and they will become one flesh.” God is the architect of marriage, and I’d decided that my family would have God as its foundation. It was time for me to leave and cleave, as they say. My dad told me once that my mom would cuddle us when we were in his nest, but there would be a day when it would be his job to kick me out. He didn’t have to kick me out, nor did he have to ask me, “Who’s a man?” Through prayer and patience, Missy’s parents eventually came around, and we were more than ready to make our own nest.

Experience it forward. What employees experience, Customers will. The best marketing is happy, engaged employees. Your Customers will never be any happier than your employees.

Legends can tell the story of a customer on your site, a customer engaging a call center or chat, or any type of interaction pre-or post-sale.

David had gone to Moab across the Jordan and had appealed to its king through the ancient custom of providing sanctuary for the enemies of your adversaries. Since David was himself an adversary of both Saul and the Philistines, then he was a de-facto ally of Moab. David also claimed his Moabite ancestry through his great grandmother, Ruth, the wife of Boaz. David painted himself as a hybrid of both Israelite and Moabite lineage. During the journey, David had gathered several hundred more followers and a few prophets, including Gad the Seer and other warriors who supported his anointed claim to the throne. David formed his mightiest gibborim warriors into special units he called his “Three” and his “Thirty.” The Three were his three chiefs over all the regular armed forces; Jashobeam, Eleazar and Shammah. The Thirty were his supreme army council, veterans responsible for the organization and management of internal army regulations. They commanded the militia reserves with a readiness for quick and mobile engagements. Each of these men was chosen based upon personal feats of courage or faith.

qualities and values every leader should strive to attain: crystal-clear direction plus an unwavering commitment and passion.

By the time a prospect finally enters your line of vision, they're most likely entering midway (or further!) through the buying process.

Salespeople using social media exceeded sales quotas 23 percent more often than peers not using social media.