Enthusiastic Business Quotes

People will typically be more enthusiastic where they feel a sense of belonging and see themselves as part of a community than they will in a workplace in which each person is left to his own devices

The smell of the sweat is not sweet, but the fruit of the sweat is very sweet.

I once read somewhere that Sean Connery left school at the age of 13 and later went on to read Proust and Finnegans Wake and I keep expecting to meet an enthusiastic school leaver on the train, the type of person who only ever reads something because it is marvellous (and so hated school). Unfortunately the enthusiastic school leavers are all minding their own business.

Senlin could easily tell which porters only became busy at his approach. The hardest workers moved slowly, deliberately, while the lazy appeared eternally fresh and enthusiastic.

Within he felt that faint stirring of derision for the whole business of life which is the salt of the American mentality. Outwardly they are sentimental and enthusiastic and inwardly they are profoundly cynical.

The face of happiness may be someone who is intensely curious and enthusiastic about learning; it may be someone who is engrossed in plans for his next five years; it may be someone who can distinguish between the things that matter and the things that don’t; it may be someone who looks forward each night to reading to her child. Some happy people may appear outwardly cheerful or transparently serene, and others are simply busy. In other words, we all have the potential to be happy, each in our own way.

We act as though comfort and luxury were the chief requirements of life, when all we need to make us happy is something to be enthusiastic about.

An average idea enthusiastically embraced will go farther than a genius idea no one gets.

Never mind that this fellow had been busy that morning shooting scores of people in cold blood,9 the image alone told a simpler, more brutal story, one brandished enthusiastically by the war’s opponents.

Finns are enthusiastic museum-goers, and Helsinki has an enviable selection. There are so many that you’ll have to rigorously prune most of them, but there are enough must-see galleries and exhibitions to keep you busy for several days.

Cruising along once again in this cesspool known as life, I realize that it is too late to make a detour. I will have to pass the anti-abortion pickets (50) outside of Planned Parenthood. Nothing gets on my nerves more than these pro-lifers. Not even astrology enthusiasts (51), Herman Hesse (52) or computer games (53). Look at these fools parading up and down! "Mind your own business," I yell. When one of these busybodies (a man, yet) approaches my car with literature, I lose control and scream, "I wish I was a girl so I could get an abortion!" Trembling with rage, I realize I'd better calm down before I get beat up, but can't resist one last taunt—"I hate the pope" (54), I yell to no one in particular.

Work, the gospel of work, the sanctity of work, laborare est orare - all that tripe and nonsense. 'Work!' he once broke out contemptuously against the reasonable expostulations of Philip Quarles, 'work is no more respectable than alcohol, and it serves exactly the same purpose: it just distracts the mind, makes a man forget himself. Work's simply a drug, that's all. It's humiliating that men shouldn't be able to live without drugs, soberly; it's humiliating that they shouldn't have the courage to see the world and themselves as they really are. They must intoxicate themselves with work. It's stupid. The gospel of work's just a gospel of stupidity and funk. Work may be prayer; but it's also hiding one's head in the sand, it's also making such a din and a dust that a man can't hear himself speak or see his own hand before his face. It's hiding yourself from yourself. No wonder the Samuel Smileses and the big business men are such enthusiasts for work. Work gives them the comforting illusion of existing, even of being important. If they stopped working, they'd realize that they simply weren't there at all, most of them. Just holes in the air, that's all. Holes with perhaps a rather nasty smell in them. Most Smilesian souls must smell rather nasty, I should think. No wonder they daren't stop working. They might find out what they really are, or rather aren't. It's a risk they haven't the courage to take.

Some people never stop working, especially the demanding type of person whom the world never seems to touch, the indomitable person whom is determined to make the world their own place.

If asked how one’s business is doing, the customary response is: ‘Could be worse,’ or ‘Just about surviving.’ Anything more upbeat is reckoned insufferable boasting. Personal achievements should be dismissed as flukery and mentioned only after an extended period of arm-twisting. It is regarded as a great misfortune for one’s daughter to be too pretty or one’s son to be too bright. In Saint-Louis, as in all provincial backwaters, the inhabitants are most comfortable with failure. Success serves only to remind the citizenry of their own shortcomings and is thus to be enthusiastically resented.

After a few months of talking with people and observing them, I realized that the traits of the successful fitness enthusiasts had everything in common with those of the high achievers I had spent years studying in business.

All the books helped him in some way or another. Quenton Cassidy was not enthusiastically going about the heady business of breaking world records or capturing some coveted prize; such ideas would have been laughable to him in the bland grind of his daily lifestyle. He was merely trying to slip into a lifestyle that he could live with, strenuous but not unendurable by any means, out of which if the corpuscles and the capillaries and the electrolytes were properly aligned in their own mysterious configurations, he might do even better what he had already done quite well. He was trying to switch gears; at least that is how he thought of it. And though it was a somewhat frightful thing to contemplate for very long, he was really pulling out all the stops. After this he would have no excuses, ever again.

She continued talking enthusiastically about the story until I promised to visit the museum as soon as I could. I refrained from explaining that I was too busy working on the case of an innocent black man the community was trying to execute after a racially biased prosecution.

Perhaps the single most enjoyable part of my researches, which covered a period of about four years, was meeting the artists themselves, the people who provide the luxuries. All of them, from tailors and boot makers to truffle hunters and champagne blenders, were happy in their work, generous with their time, and fascinating about their particular skills. To listen to a knowledgeable enthusiast, whether he's talking about a Panama hat or the delicate business of poaching foie gras in Sauternes, is a revelation, and I often came away wondering why the price wasn't higher for the talent and patience involved.

The big businessmen, pleased with the new government that was going to put the organized workers in their place and leave management to run its businesses as it wished, were asked to cough up. This they agreed to do at a meeting on February 20 at Goering’s Reichstag President’s Palace, at which Dr. Schacht acted as host and Goering and Hitler laid down the line to a couple of dozen of Germany’s leading magnates, including Krupp von Bohlen, who had become an enthusiastic Nazi overnight, Bosch and Schnitzler of I. G. Farben, and Voegler, head of the United Steel Works. The record of this secret meeting has been preserved.

Sitting now...with my eyes wide open...I am simply amazed about human nature and its volatility...I am a killer. I am so aggressive. No, I am a lover. Love is the key. Acctually...I am a poet. And a pragmatic business woman. I was sad. And angry. But I am enthusiastic. I wanted to be a man. But I love being a woman.

It is difficult to imagine people lining up at airport bookstores to buy a book that enthusiastically describes the practices of business leaders who, on average, do somewhat better than chance. Consumers have a hunger for a clear message about the determinants of success and failure in business, and they need stories that offer a sense of understanding, however illusory.

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

While men are limited from childhood in the range of emotion they are expected to have the capacity of feeling, they are paradoxically given more space to be unfiltered in public. Women, treated like emotional thermostats whether they like it or not, not only must constantly manage their own feelings but they are also held responsible for the feelings of others. When women are told to "smile" by a stranger on the street, they are being reminded of this through harassment. When women going about their business are accused of having "resting bitch face," they are being reminded of their expected constant enthusiastic performance for the benefit of the world. A man not smiling while going about a task is never told he has "resting dick face." He's likely treated as busy and important, if his expression is noted at all.

Synergy refers to the interaction of elements that when combined produce a total effect that is greater than the sum of the individual elements. In the context of your business, consider how a team can put forth a collaborative effort that exceeds an individual’s output. Now on task, you may begin to share the key parts of your plan with the pillars of your business or family. Embrace the opportunity and be enthusiastic as you are assigning responsibilities. Everyone needs to have a “paddle in the canoe” and work in synchronicity to achieve the desired outcome.

Our employees are so enthusiastic about The Container Store, in fact, that they’re also our best recruiters. We only have a few “official” full-time employees in our recruiting department in our Dallas headquarters, mostly to fill specialized job openings. Instead, we train every employee in the company in how to recruit new members of our team, and we offer constant reminders about the importance of always being on the lookout for talent. It’s not the recruiting department’s job to recruit. It’s the recruiting department’s job to make sure everyone takes on the personal responsibility of recruiting—that we all do it.

Being a brash entrepreneur, Roberts responded to the crisis by deciding to launch a whole new business. He had always been fascinated by computers, and he assumed that other hobbyists felt the same. His goal, he enthused to a friend, was building a computer for the masses that would eliminate the Computer Priesthood once and for all. After studying the instruction set for the Intel 8080, Roberts concluded that MITS could make a do-it-yourself kit for a rudimentary computer that would be so cheap, under $400, that every enthusiast would buy it. “We thought he was off the deep end,” a colleague later confessed.112 Ed Roberts (1941–2010).

Meanwhile, people are busy using fractals to explain any system that has defied other, more reductionist approaches. Since they were successfully applied by IBM's Benoit Mandlebrot to the problem of seemingly random, intermittent interference on the phone lines, fractals have been used to identify underlying patterns in weather systems, computer files, and bacteria cultures. Sometimes fractal enthusiasts go a bit too far, however, using these nonlinear equations to mine for patterns in systems where none exist. Applied to the stock market to consumer behavior, fractals may tell less about those systems than about the people searching for patterns within them. There is a dual nature to fractals: They orient us while at the same time challenging our sense of scale and appropriateness. They offer us access to the underlying patterns of complex systems while at the same time tempting us to look for patterns where none exist. This makes them a terrific icon for the sort of pattern recognition associated with present shock—a syndrome we'll call factalnoia. Like the robots on Mystery Science Theater 3000, we engage by relating one thing to another, even when the relationship is forced or imagined. The tsunami makes sense once it is connected to chemtrails, which make sense when they are connected to HAARP. It's not just conspiracy theorists drawing fractalnoid connections between things. In a world without time, any and all sense making must occur on the fly. Simultaneity often seems like all we have. That's why anyone contending with present shock will have a propensity to make connections between things happening in the same moment—as if there had to be an underlying logic.

Do you have an obscure fact regarding cartography that would catch the attention of a man whose only other interest is the sweet pea? I PRESUME THAT WAS A SERIOUS QUESTION? It was. THE HEREFORD MAPPA MUNDI IS ORIENTED TO THE EAST. PERHAPS A COMMENT ON THE SIGNIFICANCE OF THIS? IF HE IS AN ENTHUSIAST, ANY USE OF THE WORD MAPPA MUNDI SHOULD WORK IN YOUR FAVOUR. Then he sent another: FAR BE IT FROM ME TO PRY INTO YOUR PERSONAL BUSINESS, BUT ARE YOU CERTAIN THIS IS A MAN YOU WISH TO IMPRESS? I laughed. He is moneyed, with a good deal in the funds, three country estates, and would spend his life consumed by cartography and the sweet pea, thus proclaimed an eligible candidate. Alas, not for me, but my cousin, a reality I fully accept. USE THE WORD THEORY IF YOU CAN. MEN WHO THINK THEY KNOW A GREAT DEAL FIND SATISFACTION FROM THE WORD. THE VERY LITTLE I KNOW ABOUT YOUR LIFE EXHAUSTS ME.

He handed me something done up in paper. 'Your mask,' he said. 'Don't put it on until we get past the city-limits.' It was a frightening-looking thing when I did so. It was not a mask but a hood for the entire head, canvas and cardboard, chalk-white to simulate a skull, with deep black hollows for the eyes and grinning teeth for the mouth. The private highway, as we neared the house, was lined on both sides with parked cars. I counted fifteen of them as we bashed by; and there must have been as many more ahead, in the other direction. We drew up and he and I got out. I glanced in cautiously over my shoulder at the driver as we went by, to see if I could see his face, but he too had donned one of the death-masks. 'Never do that,' the Messenger warned me in a low voice. 'Never try to penetrate any other member's disguise.' The house was as silent and lifeless as the last time - on the outside. Within it was a horrid, crawling charnel-house alive with skull-headed figures, their bodies encased in business-suits, tuxedos, and evening dresses. The lights were all dyed a ghastly green or ghostly blue, by means of colored tissue-paper sheathed around them. A group of masked musicians kept playing the Funeral March over and over, with brief pauses in between. A coffin stood in the center of the main living-room. I was drenched with sweat under my own mask and sick almost to death, even this early in the game. At last the Book-keeper, unmasked, appeared in their midst. Behind him came the Messenger. The dead-head guests all applauded enthusiastically and gathered around them in a ring. Those in other rooms came in. The musicians stopped the Death Match. The Book-keeper bowed, smiled graciously. 'Good evening, fellow corpses,' was his chill greeting. 'We are gathered together to witness the induction of our newest member.' There was an electric tension. 'Brother Bud!' His voice rang out like a clarion in the silence. 'Step forward.' ("Graves For Living")

Believing in race can be compared to believing in astrology. People who have faith in astrology find constant confirmation that horoscope predictions are reliable and that astrological signs determine personality types. For the faithful, the twelve divisions of the zodiac are as accurate as Blumenbach’s five divisions of human beings. The funny thing is, biostatisticians can find significant medical differences according to astrological signs. In the 1990s, a major randomized clinical trial compared the effectiveness of an intravenous drug, an oral aspirin, and a placebo to treat 17,000 patients who were hospitalized with signs of a heart attack. The study found a huge overall statistical benefit for patients who got the aspirin over the placebo. To test the strength of the outcome, the researchers divided the patients into twelve subgroups by their astrological signs. They found that the zodiac made a difference: their statistical analysis showed that patients born under Gemini or Libra suffered an adverse effect from aspirin.72 Unsurprisingly, physicians laughed off this finding because it was more scientifically plausible to interpret the results as an insignificant coincidence. But an astrology enthusiast would take it as proof that zodiac signs determine people’s health and drug response.

short buzz followed, then silence. “They want to get rid of us,” said Trillian nervously. “What do we do?” “It’s just a recording,” said Zaphod. “We keep going. Got that, computer?” “I got it,” said the computer and gave the ship an extra kick of speed. They waited. After a second or so came the fanfare once again, and then the voice. “We would like to assure you that as soon as our business is resumed announcements will be made in all fashionable magazines and color supplements, when our clients will once again be able to select from all that’s best in contemporary geography.” The menace in the voice took on a sharper edge. “Meanwhile, we thank our clients for their kind interest and would ask them to leave. Now.” Arthur looked round the nervous faces of his companions. “Well, I suppose we’d better be going then, hadn’t we?” he suggested. “Shhh!” said Zaphod. “There’s absolutely nothing to be worried about.” “Then why’s everyone so tense?” “They’re just interested!” shouted Zaphod. “Computer, start a descent into the atmosphere and prepare for landing.” This time the fanfare was quite perfunctory, the voice now distinctly cold. “It is most gratifying,” it said, “that your enthusiasm for our planet continues unabated, and so we would like to assure you that the guided missiles currently converging with your ship are part of a special service we extend to all of our most enthusiastic clients, and the fully armed nuclear warheads are of course merely a courtesy detail. We look forward to your custom in future lives…. Thank you.

Plum’s handsome mouth curved into a smile. “Oh, yes. It’s slipped your mind, dearest, but the year is 1889—and that means Twelfth Night falls in 1890.” I buried my face in my hands. “No.” Brisbane stirred himself. “What is the significance of 1890?” I peeped over my fingertips. “The Twelfth Night mummers’ play. Every year the villagers put on a traditional mummers’ play.” Brisbane groaned. “Not one of those absurdities with St. George and the dragon?” “The very same.” I exchanged glances with Plum. His smile sharpened as he picked up the story. “I am sure Julia told you Shakespeare once stayed as a guest of the Marches at Bellmont Abbey. There was apparently a quarrel that ended with the earl’s wife throwing Shakespeare’s only copy of the play he was writing into the fire. They patched things up, and—” “And to demonstrate he bore no ill will, Shakespeare himself wrote our mummers’ play,” I finished. “Once every decade, instead of the villagers of Blessingstoke performing the traditional play, the family perform the Shakespearean version for the local folk.” “Every ten years,” Brisbane said, his black brows arched thoughtfully. “Yes. The men in the family act out the parts and the women are a sort of chorus, robed in white and singing in the background.” “It is great fun, really,” Plum put in. “Father always plays the king who sends St. George to kill the dragon and the rest of the parts always seem to go to the same people. Except for St. George. That one always falls to the newest male to marry into the family.” I busied myself with tearing a muffin to bits while Plum’s words registered with Brisbane. “Absolutely not.” I turned to him. “But dearest, it is tradition.” “I am not an enthusiast of tradition.

For fifteen years, John and Barbara Varian were furniture builders, living on a ranch in Parkfield, California, a tiny town where the welcome sign reads “Population 18.” The idea for a side business came about by accident after a group of horseback riding enthusiasts asked if they could pay a fee to ride on the ranch. They would need to eat, too—could John and Barbara do something about that? Yes, they could. In the fall of 2006, a devastating fire burned down most of their inventory, causing them to reevaluate the whole operation. Instead of rebuilding the furniture business (no pun intended), they decided to change course. “We had always loved horses,” Barbara said, “so we decided to see about having more groups pay to come to the ranch.” They built a bunkhouse and upgraded other buildings, putting together specific packages for riding groups that included all meals and activities. John and Barbara reopened as the V6 Ranch, situated on 20,000 acres exactly halfway between Los Angeles and San Francisco. Barbara’s story stood out to me because of something she said. I always ask business owners what they sell and why their customers buy from them, and the answers are often insightful in more ways than one. Many people answer the question directly—“We sell widgets, and people buy them because they need a widget”—but once in a while, I hear a more astute response. “We’re not selling horse rides,” Barbara said emphatically. “We’re offering freedom. Our work helps our guests escape, even if just for a moment in time, and be someone they may have never even considered before.” The difference is crucial. Most people who visit the V6 Ranch have day jobs and a limited number of vacation days. Why do they choose to visit a working ranch in a tiny town instead of jetting off to lie on a beach in Hawaii? The answer lies in the story and messaging behind John and Barbara’s offer. Helping their clients “escape and be someone else” is far more valuable than offering horse rides. Above all else, the V6 Ranch is selling happiness.

Between 2003 and 2008, Iceland’s three main banks, Glitnir, Kaupthing and Landsbanki, borrowed over $140 billion, a figure equal to ten times the country’s GDP, dwarfing its central bank’s $2.5 billion reserves. A handful of entrepreneurs, egged on by their then government, embarked on an unprecedented international spending binge, buying everything from Danish department stores to West Ham Football Club, while a sizeable proportion of the rest of the adult population enthusiastically embraced the kind of cockamamie financial strategies usually only mooted in Nigerian spam emails – taking out loans in Japanese Yen, for example, or mortgaging their houses in Swiss francs. One minute the Icelanders were up to their waists in fish guts, the next they they were weighing up the options lists on their new Porsche Cayennes. The tales of un-Nordic excess are legion: Elton John was flown in to sing one song at a birthday party; private jets were booked like they were taxis; people thought nothing of spending £5,000 on bottles of single malt whisky, or £100,000 on hunting weekends in the English countryside. The chief executive of the London arm of Kaupthing hired the Natural History Museum for a party, with Tom Jones providing the entertainment, and, by all accounts, Reykjavik’s actual snow was augmented by a blizzard of the Colombian variety. The collapse of Lehman Brothers in late 2008 exposed Iceland’s debts which, at one point, were said to be around 850 per cent of GDP (compared with the US’s 350 per cent), and set off a chain reaction which resulted in the krona plummeting to almost half its value. By this stage Iceland’s banks were lending money to their own shareholders so that they could buy shares in . . . those very same Icelandic banks. I am no Paul Krugman, but even I can see that this was hardly a sustainable business model. The government didn’t have the money to cover its banks’ debts. It was forced to withdraw the krona from currency markets and accept loans totalling £4 billion from the IMF, and from other countries. Even the little Faroe Islands forked out £33 million, which must have been especially humiliating for the Icelanders. Interest rates peaked at 18 per cent. The stock market dropped 77 per cent; inflation hit 20 per cent; and the krona dropped 80 per cent. Depending who you listen to, the country’s total debt ended up somewhere between £13 billion and £63 billion, or, to put it another way, anything from £38,000 to £210,000 for each and every Icelander.

Obviously, I didn’t pursue that girl any longer, and I didn’t think about Missy much after our so-called date, mainly because I didn’t think she was interested in me. But then a few days later, one of our mutual friends from church called me. She told me Missy couldn’t stop thinking about me. I didn’t find out until several months later that the friend also called Missy that night and told her I really liked her! Neither one of us thought much about our fake date, but our friend decided to play matchmaker. The next time I saw Missy was at a youth meeting at the Kelletts’ house. Oddly enough, Missy’s family had lived in the same house for years until Mike and his family bought it. After the meeting I decided to check the credibility of our mutual friend who told me Missy was interested in me. We were outside and Missy was telling me stories of when she used to live there. I led her to the backyard and after she finished a story, I made my move. I turned and planted a juicy lip lock on her, to which she responded enthusiastically. I just wanted to see if she was interested in me and I got the answer. I have to admit I felt a spark or two during the encounter. It was nice! Missy remembers a few more details of our early dating. Missy: During our mock date, I also felt like we had a great time together. However, because we had mutually agreed to go out on this public-relations date, I would have never assumed anything more. I am not an aggressive person, and even though I felt something between us, I would have never made the first move! That’s why, when Jason dropped me off, I just got out of the truck and went inside. He obviously hadn’t asked me out because he thought I was pretty, funny, or interesting. In my mind, this was just business, whether I liked it or not. And I didn’t like it. I was definitely attracted to him, but where I came from and the way I was raised, it was the boy’s responsibility to make the first move. And he didn’t, at least not that night. When my friend called me a few days later and told me that he liked me, I was surprised and thrilled! Little did I know that she’d done the same thing to Jason. The night after our first kiss at our youth minister’s house, I remember trying not to get my hopes up. I knew about his reputation of dating as many girls as possible, and I thought there was a great chance that I would never hear from him again. However, I decided to go outside my comfort zone and give him a call. One of his mom’s friends answered the phone and when I asked to speak to Jason, she told me he was on his way to his girlfriend’s house. I hung up, feeling dejected. About fifteen minutes later, he showed up at my house. I was the girlfriend!

There is an art to the business of making sandwiches which it is given to few ever to find the time to explore in depth. It is a simple task, but the opportunities for satisfaction are many and profound: choosing the right bread for instance. The Sandwich Maker had spent many months in daily consultation and experiment with Grarp the baker and eventually they had between them created a loaf of exactly the consistency that was dense enough to slice thinly and neatly, while still being light, moist and having that fine nutty flavour which best enhanced the savour of roast Perfectly Normal Beast flesh. There was also the geometry of the slice to be refined: the precise relationships between the width and height of the slice and also its thickness which would give the proper sense of bulk and weight to the finished sandwich: here again, lightness was a virtue, but so too were firmness, generosity and that promise of succulence and savour that is the hallmark of a truly intense sandwich experience. The proper tools, of course, were crucial, and many were the days that the Sandwich Maker, when not engaged with the Baker at his oven, would spend with Strinder the Tool Maker, weighing and balancing knives, taking them to the forge and back again. Suppleness, strength, keenness of edge, length and balance were all enthusiastically debated, theories put forward, tested, refined, and many was the evening when the Sandwich Maker and the Tool Maker could be seen silhouetted against the light of the setting sun and the Tool Maker’s forge making slow sweeping movements through the air trying one knife after another, comparing the weight of this one with the balance of another, the suppleness of a third and the handle binding of a fourth. Three knives altogether were required. First there was the knife for the slicing of the bread: a firm, authoritative blade which imposed a clear and defining will on a loaf. Then there was the butter-spreading knife, which was a whippy little number but still with a firm backbone to it. Early versions had been a little too whippy, but now the combination of flexibility with a core of strength was exactly right to achieve the maximum smoothness and grace of spread. The chief amongst the knives, of course, was the carving knife. This was the knife that would not merely impose its will on the medium through which it moved, as did the bread knife; it must work with it, be guided by the grain of the meat, to achieve slices of the most exquisite consistency and translucency, that would slide away in filmy folds from the main hunk of meat. The Sandwich Maker would then flip each sheet with a smooth flick of the wrist on to the beautifully proportioned lower bread slice, trim it with four deft strokes and then at last perform the magic that the children of the village so longed to gather round and watch with rapt attention and wonder. With just four more dexterous flips of the knife he would assemble the trimmings into a perfectly fitting jigsaw of pieces on top of the primary slice. For every sandwich the size and shape of the trimmings were different, but the Sandwich Maker would always effortlessly and without hesitation assemble them into a pattern which fitted perfectly. A second layer of meat and a second layer of trimmings, and the main act of creation would be accomplished.

To those who have looked at Rome with the quickening power of a knowledge which breathes a growing soul into all historic shapes, and traces out the suppressed transitions which unite all contrasts, Rome may still be the spiritual centre and interpreter of the world. But let them conceive one more historical contrast: the gigantic broken revelations of that Imperial and Papal city thrust abruptly on the notions of a girl who had been brought up in English and Swiss Puritanism, fed on meagre Protestant histories and on art chiefly of the hand-screen sort; a girl whose ardent nature turned all her small allowance of knowledge into principles, fusing her actions into their mould, and whose quick emotions gave the most abstract things the quality of a pleasure or a pain; a girl who had lately become a wife, and from the enthusiastic acceptance of untried duty found herself plunged in tumultuous preoccupation with her personal lot. The weight of unintelligible Rome might lie easily on bright nymphs to whom it formed a background for the brilliant picnic of Anglo-foreign society; but Dorothea had no such defence against deep impressions. Ruins and basilicas, palaces and colossi, set in the midst of a sordid present, where all that was living and warm-blooded seemed sunk in the deep degeneracy of a superstition divorced from reverence; the dimmer but yet eager Titanic life gazing and struggling on walls and ceilings; the long vistas of white forms whose marble eyes seemed to hold the monotonous light of an alien world: all this vast wreck of ambitious ideals, sensuous and spiritual, mixed confusedly with the signs of breathing forgetfulness and degradation, at first jarred her as with an electric shock, and then urged themselves on her with that ache belonging to a glut of confused ideas which check the flow of emotion. Forms both pale and glowing took possession of her young sense, and fixed themselves in her memory even when she was not thinking of them, preparing strange associations which remained through her after-years. Our moods are apt to bring with them images which succeed each other like the magic-lantern pictures of a doze; and in certain states of dull forlornness Dorothea all her life continued to see the vastness of St. Peter's, the huge bronze canopy, the excited intention in the attitudes and garments of the prophets and evangelists in the mosaics above, and the red drapery which was being hung for Christmas spreading itself everywhere like a disease of the retina. Not that this inward amazement of Dorothea's was anything very exceptional: many souls in their young nudity are tumbled out among incongruities and left to "find their feet" among them, while their elders go about their business. Nor can I suppose that when Mrs. Casaubon is discovered in a fit of weeping six weeks after her wedding, the situation will be regarded as tragic. Some discouragement, some faintness of heart at the new real future which replaces the imaginary, is not unusual, and we do not expect people to be deeply moved by what is not unusual. That element of tragedy which lies in the very fact of frequency, has not yet wrought itself into the coarse emotion of mankind; and perhaps our frames could hardly bear much of it. If we had a keen vision and feeling of all ordinary human life, it would be like hearing the grass grow and the squirrel's heart beat, and we should die of that roar which lies on the other side of silence. As it is, the quickest of us walk about well wadded with stupidity.

Organizations that create a climate such as that described in this chapter will naturally experience an acceleration of their OODA loops. So the question becomes how to install it. Boyd suggested, in his briefing “Organic Design for Command and Control,” that it will grow naturally if the senior management sets the proper conditions. He defines the two essential elements necessary for running any human organization along maneuver conflict—rapid OODA loop—lines as: •   Leadership—implies the art of inspiring people to enthusiastically take action towards uncommon goals. It must interact with the system to shape the character or nature of that system in order to realize what is to be done. •   Appreciation—refers to the recognition of worth or value, clear perception, understanding, comprehension, discernment, etc. It must not interact nor interfere with the system, but must discern (not shape) the character / nature of what is being done or about to be done.

War and Peace has to be put in a group not with Madame Bovary, Vanity Fair, or The Mill on the Floss, but with the Iliad, in the sense that when the novel is finished nothing is finished—the stream of life flows on, and with the appearance of Prince Andrew’s son the novel ends on the beginning of a new life. All the time there are openings out of the story into the world beyond. This is a thing that had never been attempted by historical novelists before Tolstóy. As for the open form, it has often been attempted, but never so successfully. In a very different way the open form was achieved by James Joyce in Ulysses. As Tolstóy is compared with the Iliad and the Odyssey, so critics say that Joyce’s novel is of a mythological nature. John Galsworthy’s Forsyte Saga and Arnold Bennett’s The Old Wives’ Tale may also claim to belong to the category of “open” novels. No novel has received more enthusiastic praise both in Russia and England than War and Peace. John Galsworthy spoke of it as “the greatest novel ever written,” and those fine critics Percy Lubbock and E. M. Forster have been no less emphatic. In The Craft of Fiction Lubbock says that War and Peace is: “a picture of life that has never been surpassed for its grandeur and its beauty. . . . The business of the novelist is to create life, and here is life created indeed! In the whole of fiction no scene is so continually washed by the common air, free to us all, as the scene of Tolstóy, the supreme genius among novelists. “Pierre and Andrew and Natásha and the rest of them are the children of yesterday and today and tomorrow; there is nothing in any of them that is not of all time. To an English reader of today it is curious—and more, it is strangely moving—to note how faithfully the creations of Tolstóy, the nineteenth-century Russian, copy the young people of the twentieth century and of England: it is all one, life in Moscow then, life in London now, provided only that it is young enough.” E. M. Forster in Aspects of the Novel says: “No English novelist is as great

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

According to the Boston Consulting Group, 7 percent of Chinese netizens drive 40 percent of online sales. These social enthusiasts and key opinion leaders (i.e., those who spend the most time on social-media websites) can significantly influence a company's image.

So what about atheism? Well, it doesn’t take a lot of thought to realize that atheism causes all manner of actions. For a non-belief, it leads a pretty busy and exciting life. For example, many Internet-dwelling atheists spend hundreds of hours reading sceptical websites, editing Wikipedia articles, writing angry blogs, frequenting atheist discussion forums, and posting snarky anti-religious remarks on Twitter. These look very much like actions to me. Actions, I presume, caused by their atheism. The same applies offline too. I know many atheists who attend conferences, buy T-shirts with atheist slogans, or fasten amusing atheist bumper stickers to their Hondas. Some, like Richard Dawkins, write books. Now, there’s a puzzler. Why did Richard Dawkins write The God Delusion? We’ve asked that question before, but now we can come at it from a different angle. What was it that drove him to pour endless hours into typing, drafting, editing, and refining? Presumably, it was his atheism. Likewise, it was atheism that led many enthusiastic young sceptics to rush out and buy it, causing, if not much rejoicing in heaven, certainly much celebration in the North Oxford branch of whomever Dawkins banks with. For a non-belief, a non-thing, atheism looks extraordinarily lively, and thus we need to be a little suspicious of anybody who tells us that atheism is nothing at all.

Since I sold my business, my priority in life has been freedom. I have arranged my consumption habits and financial life around the goal of giving myself the freedom to do whatever I want with my day. I treasure never having to work on anything that I don’t want to. I now live from passive investments as a private investor. I spend my time only on projects and activities that I feel enthusiastic about.

Would you buy a used car from your occupier? For the first six months of the intifada, Ehud Gol was the official Israeli Foreign Ministry spokesman. Every day he had to go before the world’s press and defend Israel’s treatment of the Palestinians. But in the spring of 1988, Gol was made the Israeli Consul General in Rio de Janeiro and he had to sell his car before he left the country. Practically the first place he went was to a Palestinian car dealer in the West Bank town of Ramallah. “Intifada or no intifada, this was business,” Gol explained to me. “The car dealer even came down to the Foreign Ministry and we went over all the papers in my office. There I was, the Foreign Ministry spokesman, and this guy, whose son was probably out throwing stones, was ready to buy from me—and it was a used car!” A Palestinian teacher I knew was driving from Ramallah to Jerusalem one afternoon when he saw a colleague of his from Bir Zeit University and offered to give him a lift. “This fellow came from a small village near Ramallah,” said my teacher friend. “The whole way into Jersualem he was talking to me about the intifada and how it had changed his village, how everyone was involved, and how the local committees of the uprising were running the village and they were getting rid of all the collaborators. He was really enthusiastic, and I was really impressed. As we got close to Jerusalem, I asked him where he wanted to be dropped off and he said, ‘The Hebrew University.’ I was really surprised, so I said, ‘What are you going there for?’ and he said, ‘I teach an Arabic class there.’ It simply didn’t occur to him that there was any contradiction between enthusiasm for the intifada and where he was going.

Richard Davidson who is a neuroscientist at the University of Wisconsin has expertise in the brain and emotion, and he’s found in his research that when we’re agitated, when we are upset and angry and anxious, there’s a lot of activity in the right prefrontal area, just behind the forehead, also the amygdala, the brain’s trigger point for the fight-flight-freeze response, when we’re on the other hand in a really positive state, I feel great, enthusiastic, what a wonderful day, there’s a lot of activity on the left side and no activity on the right side, each of us have a ratio at rest of right-to-left activity that predicts our mood range day to day. He finds there’s a bell curve for this like for IQ, most of us are in the middle, we have bad days, we have good days, if you’re very far to the right you may be clinically depressed or clinically anxious, if you’re very far to the left, you’re very resilient, you bounce right back from setbacks. So Davidson paired up with a fella named Jon Kabat-Zinn who has made mindfulness, as he calls it, very popular, for example, in the medical sector, as a way to manage chronic conditions, and also in the states of business recently, a lot of businesses are bringing it in, and it’s more or less what we just did. Davidson and Kabat-Zinn went to a biotech start-up, a 24/7 you know high pressure environment and they taught people how to do mindfulness which is more or less the exercise of watching the breath, but they did it 30 minutes a day, for 8 weeks. What he found was that before that people’s brains were tilted to the right, they’re pretty hassled and stressed, after eight weeks, 30 minutes a day, they were tilting back towards the left and what’s very interesting is people spontaneously started saying: “Hey, you know, I’m starting to enjoy my work again, I remember what I love about this job”. In other words the positive mood was really making a difference.

her activism had mostly taken the form of enthusiastic exhibitionism. Not for Leda the tedious toil of door-to-door canvassing, the difficult business of compromise, or the painstaking work structural change entailed. Never a deep or critical thinker, she’d been a sucker for what Strike thought of as intellectual charlatans.

A Harris Interactive/FranklinCovey poll of over 23,000 employees in key industries and employed in key functional areas sheds a sharp light on this issue. The poll revealed that 37 percent of employees didn’t understand their companies’ priorities. Only one in five was enthusiastic about their organization’s goals, and only one in five saw a clear connection between their tasks and their organization’s goals.

BEING in love is a complicated matter; although anyone who is prepared to pretend that love is a simple, straightforward business is always in a strong position for making conquests. In general, things are apt to turn out unsatisfactorily for at least one of the parties concerned; and in due course only its most determined devotees remain unwilling to admit that an intimate and affectionate relationship is not necessarily a simple one: while such persistent enthusiasts have usually brought their own meaning of the word to something far different from what it conveys to most people in early life. At that period love’s manifestations are less easily explicable than they become later: often they do not bear that complexion of being a kind of game, or contest, which, at a later stage, they may assume.

Always Positive Is Not the Most Productive Salespeople have tried numerous ways to address the fact that prospects are motivated differently. One of the most prevalent sales tricks is to try to motivate prospects with “happy gas.” For decades, sellers have been told that attitude is everything, and the more enthusiastic you are, the more excited your prospects will become. You know the drill—flash a big smile and bubble over with energy in an attempt to get prospects excited about your product. Gag me! Especially in this new era of customer skepticism, this fluffy cloud approach to selling is just a facade that causes many salespeople to miss out on some otherwise lucrative opportunities. Even salespeople who are not filled with happy gas still tend to emphasize the positive, pointing out all the wonderful benefits of their product or service, in an attempt to get prospects and customers excited. But as you are about to find out, always positive is not always the most productive approach in Question Based Selling. True professionals are not “always positive.” Instead, they radiate intangible qualities like competence, capability, and expertise by being serious and self-assured. This is very different from the eager salesperson who attempts to communicate value by having a permanent smile plastered on his or her face. Secret #22 Competence, credibility, expertise, and value will outsell over-eagerness every time. I’m not saying that you shouldn’t be proud of your product or excited about a new opportunity. I’m merely suggesting that being super-positive and highly enthusiastic is not the best way to motivate all prospects. And as you’ll see throughout Question Based Selling, being super-positive is not even the best way to motivate most prospects.

Thinking, where it is not merely a highly specialized piece of professional equipment in this or that branch of the division of labor, is suspect as an old-fashioned luxury: "armchair thinking." It is supposed to "produce" something. The more superfluous physical labor is made by the develop­ment of technology, the more enthusiastically it is set up as a model for mental work, which must not be tempted, however, to draw any awkward conclusions. [...] Economic rationality, the vaunted principle of the smallest necessary means, is unremittingly reshaping the last units of the economy: businesses and human beings.

You must sell when people are typically in an optimistic frame of mind, when people are still enthusiastic about what’s happening. You can never sell into weakness. The time to sell usually is when a whole lot of people are highly enthusiastic about the stock. The flip side of that is the time to buy is when everyone has written off a business, written off a company, written off a sector. That one is much easier to implement. Selling is much tougher because the human mind is not hardwired to do that. You get caught up in the enthusiasm.

Many alcoholics are enthusiasts. They run to extremes. At the beginning of recovery a man will take, as a rule, one of two directions. He may either plunge into a frantic attempt to get on his feet in business, or he may be so enthralled by his new life that he talks or thinks of little else.

What you vividly imagine, ardently desire, sincerely believe, and enthusiastically act upon, must inevitably come to pass.

Some people enthusiastically grabbed cups of coffee as they went, Resolve observed, whilst others scooped up paper bags filled with breakfast and a few even hunted for quick bargains on their way to work as Resolve watched the busy human morning rush hour traffic flow across the concrete walkways in fascinated silence.

Why do we care for our stakeholders in this particular order? The interests of our own employees must be placed directly ahead of those of our guests because the only way we can consistently earn raves, win repeat business, and develop bonds of loyalty with our guests is first to ensure that our own team members feel jazzed about coming to work. Being jazzed is a combination of feeling motivated, enthusiastic, confident, proud, and at peace with the choice to work on our team.

meetings, health and safety, catering, training and maintenance. Skilled professionals were involved, such as the capable woman before them now. He imagined that disagreements between the practical, business-oriented people like her and the romantic enthusiasts might be a common occurrence. ‘Would you say the atmosphere amongst the staff and supporters at the railway is good at the

Nordin El Hajjioui, a numbers enthusiast, combines financial management with a passion for fundraising. His dedication to excellence, recognized as Employee of the Month, started after graduating with honors from Georgia State University.

As my dad and I entered the tenth local shop that afternoon, I felt my muscles go tight with a full body cringe. He’d just asked to speak to the manager in an Israeli accent as thick as hummus. Sounding identical to Arnold Schwarzenegger. “I don’t get it.” His voice boomed enthusiastically after he was introduced to the store’s boss. “You live in greatest country in world, and you have greatest business in sector, but you still have a crappy copier. Why? I must help you. Here, I gave much better, let me show!” His pitch would be met with a rejection. And then another rejection. Countless rejections. Rinse and repeat. Every. Damn. Day. But then, invariably, inevitably, a hard-won success. This particular day was glorious, though. Absolutely glorious. He sold two copiers in one day! So Dad said let’s go celebrate and grab some burritos! “Why you look so sad, Noah?” he said as we sat down to eat. Although I should have been riding on the adrenaline of my dad’s glorious day, something felt wrong. Despite his ultimate success, the process of getting there felt demoralizing and pointless. I shook my head. “So many noes. No, no, no, no. All day. Doesn’t it make you want to quit?” I asked. My dad replied with something that would change my life: “Love rejections! Collect them like treasure! Set rejection goals. I shoot for a hundred rejections each week, because if you work that hard to get so many noes, my little Noah’le, in them you will find a few yeses, too.” Maybe that’s why he named me NO-ah, to remind me of this daily to keep going. Love rejections?! Set rejection goals?! My dad reframed rejection as something desirable—so you feel good when you get it. He was saying aim for rejection! It was suddenly clear to me why my dad was never afraid to ask anyone anything—and why he pushed for a hundred rejections a week: the upside of asking is unlimited and the downside is minimal. And he was right! “What’s the worst that can happen?” he’d say whenever I cringed at someone turning him down. “So they said no. Who cares! And the upside of making sales is unlimited.

Christopher Herrington, the visionary from Abilene, TX, is a father, a Voice Over Actor, a business owner of a company called "Candy Quarter Vending", and Interior Designer. A skilled graduate from Abilene Christian University, he navigates roles as an Interior Designer and Business Owner with commitment. His Continuing Education strategies highlight Christopher's commitment to safety and excellence. An outdoor sports enthusiast participating in activities like golf and rock climbing, a volunteer coach at the YMCA for my kid’s sports teams, he finds joy in a well-rounded lifestyle.

With a stellar entrepreneurial track record, Adam S. Kaplan is a seasoned professional with a wealth of expertise. His excellence in the field of financial guidance and adept provision of strategic consulting showcase his extensive experience. His diverse licensing credentials underscore his multifaceted skills and unwavering commitment to ethical standards. Beyond finance, Adam offers consulting services on a wide range of topics, including business projects, career development, networking, insurance, and life coaching. He's also an aviation enthusiast, a meticulous model car builder, a dedicated Mets fan, a tennis aficionado, and a connoisseur of culture and culinary arts.

This sexy, enthusiastic businesswoman persona was getting me worked up. I nearly came in my boxers when she began to break down the estimated figures and revenue streams – reminding me that she had her own business degree.

Chris Papero has a long history in the world of luxury transportation and over 20 years of experience in aviation. Over this time, he has facilitated transactions ranging from Cessna’s to Gulfstream G-550’s and has provided thousands of hours in consultation and execution of aviation charters, fractional, card and membership aviation programs, and yacht charters.As a pilot, boat owner, auto enthusiast, former real estate developer and business development executive, Chris brings a unique expertise and personal passion to Asset Acquisition.

As a pilot, boat owner, auto enthusiast, former real estate developer and business development executive, Chris brings a unique expertise and personal passion to Asset Acquisition.

Finally, it was Evan’s turn. Showtime. He approached the front of the room like the entrance to a party, strutting confidently to show the crowd what he, Reggie, and Bobby had been working on tirelessly for the past six weeks. Confident and comfortable, Evan enthusiastically explained to the other thirty students, two professors, and half a dozen venture capitalists that not every photograph is meant to last forever. He passionately argued that people would have fun messaging via pictures. The response? Less than enthusiastic. Why would anyone use this app? “This is the dumbest thing ever,” seemed to be the sentiment underlying everyone’s tones. One of the venture capitalists suggested that Evan make the photos permanent and work with Best Buy for photos of inventory. The course’s teaching assistant, horrified, pulled Evan aside and asked him if he’d built a sexting app. The scene was reminiscent of another Stanford student’s class presentation half a century earlier. In 1962, a student in Stanford’s Graduate School of Business named Phil Knight presented a final paper to his class titled “Can Japanese Sports Shoes Do to German Sports Shoes What Japanese Cameras Did to German Cameras?” Knight’s classmates were so bored by the thesis that they didn’t even ask him a single question. That paper was the driving idea behind a company Knight founded called Nike. The VCs sitting in Evan’s classroom that day likely passed up at least a billion-dollar investment return. But it’s very easy to look at brilliant ideas with the benefit of hindsight and see that they were destined to succeed. Think about it from their perspective—Picaboo’s pitch was basically, “Send self-destructing photos to your significant other.” Impermanence had a creepy vibe to it, belonging only to government spies and perverts. With the benefit of hindsight, we can see that Facebook developed the conditions that allowed Snapchat to flourish. But it wasn’t at all obvious watching Evan’s pitch in 2011 that this was a natural rebellion against Facebook or that it would grow beyond our small Stanford social circle.

There is no secret” to success, Fred explained years later in accepting the Horatio Alger Award, given to people who overcame adversity. “There are just two things. One, you must like what you do. You must pick out the right business or profession. You must learn all about it . . . so you become enthusiastic about it. Nine out of ten people don’t like what they do. And in not liking what they do, they lose enthusiasm, they go from job to job, and ultimately become a nothing.

interested.  Besides, he'd get his nuts chewed over the cost he'd incurred for a dead end. He nibbled away at the end of his pen.  It was time to pay Charlie Kidd another visit.     twenty-five     Charlie Kidd was on the phone when Cullen got there.  Cullen sat on the edge of his desk.  Kidd looked away.  The office was pretty busy; Cullen wouldn't have put the techies down as early birds, but then they were answerable to animals like Bain. "Aye, go for it," said Kidd in an enthusiastic tone, earnestly nodding his head.  "I mean I'll have to clear it with the guys that pay the bills, ken, but it sounds like it could

humans have been walking and running on their bare feet for millions of years, and many people still do. Moreover, when people did start to wear shoes, probably around 45,000 years ago,2 their footwear was minimal by today’s standards, without thick, cushioned heels, arch supports, and other common features. The oldest known sandals, dated to 10,000 years ago, had thin soles that were tied onto the ankle with twine; the oldest preserved shoes, dated to 5,500 years ago, were basically moccasins.3 Shoes are now ubiquitous in the developed world, where being barefoot is often considered eccentric, vulgar, or unhygienic. Many restaurants and businesses won’t serve barefoot customers, and it is commonly believed that comfortable, supportive shoes are healthy.4 The mind-set that wearing shoes is more normal and better than being barefoot has been especially evident in the controversy over barefoot running. Interest in the topic was ignited in 2009 by the best-selling book Born to Run, which was about an ultramarathon in a remote region of northern Mexico, but which also argued that running shoes cause injury.5 A year later, my colleagues and I published a study on how and why barefoot people can run comfortably on hard surfaces by landing in an impact-free way that requires no cushioning from a shoe (more on this below).6 Ever since, there has been much passionate public debate. And, as is often the case, the most extreme views tend to get the most attention. At one extreme are enthusiasts of barefoot running, who decry shoes as unnecessary and injurious, and at the other extreme are vigorous opponents of barefoot running, who think that most runners should wear supportive shoes to avoid injury. Some

One evening, a young boy hopped up on his father’s lap and whispered, “Dad, we don’t spend enough time together.” The father, who dearly loved his son, knew in his heart this was true and replied, “You’re right and I’m so sorry. But I promise I’ll make it up to you. Since tomorrow is Saturday, why don’t we spend the entire day together? Just you and me!” It was a plan, and the boy went to bed that night with a smile on his face, envisioning the day, excited about the adventurous possibilities with his Pops. The next morning the father rose earlier than usual. He wanted to make sure he could still enjoy his ritual cup of coffee with the morning paper before his son awoke, wound up and ready to go. Lost in thought reading the business section, he was caught by surprise when suddenly his son pulled the newspaper down and enthusiastically shouted, “Dad, I’m up. Let’s play!” The father, although thrilled to see his son and eager to start the day together, found himself guiltily craving just a little more time to finish his morning routine. Quickly racking his brain, he hit upon a promising idea. He grabbed his son, gave him a huge hug, and announced that their first game would be to put a puzzle together, and when that was done, “we’ll head outside to play for the rest of the day.” Earlier in his reading, he had seen a full-page ad with a picture of the world. He quickly found it, tore it into little pieces, and spread them out on the table. He found some tape for his son and said, “I want to see how fast you can put this puzzle together.” The boy enthusiastically dove right in, while his father, confident that he had now bought some extra time, buried himself back in his paper. Within minutes, the boy once again yanked down his father’s newspaper and proudly announced, “Dad, I’m done!” The father was astonished. For what lay in front of him—whole, intact, and complete—was the picture of the world, back together as it was in the ad and not one piece out of place. In a voice mixed with parental pride and wonder, the father asked, “How on earth did you do that so fast?” The young boy beamed. “It was easy, Dad! I couldn’t do it at first and I started to give up, it was so hard. But then I dropped a piece on the floor, and because it’s a glass-top table, when I looked up I saw that there was a picture of a man on the other side. That gave me an idea! “When I put the man together, the world just fell into place.

Three bricklayers were working on the same building. When asked what they were doing, the first answered grumpily, “I’m laying bricks.” The second replied with a bit more vision, “I’m putting up a wall.” The third bricklayer’s response was different. He replied enthusiastically and with pride, “I’m building a beautiful cathedral. It will be the finest building in town, and it will be a place of peace and comfort for everyone who walks by it!” What a difference knowing why makes. When you know why you do it, even the most mundane work can become meaningful.

How much would you be willing to spend to create a highly efficient, cohesive, and enthusiastic team that cared about your business, if you knew that every dollar you spent would come back to you threefold or sixfold or tenfold?

Look for all of the possible missteps in the following scenario. My friend Amy arrived at a consultation with her Hispanic business partner. The African American woman to whom they were delivering their presentation was a long-time friend of her partner’s. Her partner was greeted with a hug and Amy was greeted with a handshake. The meeting was a great success. As it came to a close, the two friends hugged. With enthusiastic affection, Amy went to hug the African American client. The woman took a step, turned her shoulder to block the hug, and looked at Amy with dismissive anger. It was almost a defensive move. Her partner, recognizing this, put her arm around Amy to soften the situation and make light of the inappropriate gesture. Everything turned out fine, but Amy was baffled by the barrier. She was confused by the woman’s reaction since their interaction had been cordial and positive. She wondered if she had been socially insensitive or culturally inappropriate. After much reflection, however, she realized that she had simply been too quick to assume familiarity. Thankfully, she earned and learned the lesson quickly to become more aware. Amy eventually earned the trust of her client and secured her valuable business.

8 Ways to Work Smarter and Improve Productivity We as a whole have a similar measure of time in a day, and there is no real way to get a greater amount of it. It doesn't make a difference how effective or well off one is - we are altogether topped at 24 hours for every day. We need to subtract some to sleep, eating, driving and simply living everyday lives - the time left for entrepreneurial undertakings is once in a while enough. However, there is an approach to expand that time, and it includes working more brilliant - not harder. Utilize the eight hints beneath and you will accomplish more in a shorter timeframe. 1. Ensure you cherish what you do 100 percent. This is entirely basic. When you completely adore what you do, it doesn't feel like work. It sounds so buzzword, yet it's flawless. I adore what I do, and I get up each morning energized for what is coming down the road. A late night or long travel day doesn't make a difference - I hop up out of bed each morning without a wake up timer. When you are really enthusiastic about what you are doing you remain laser centered, which normally brings about high profitability. In the event that you are hopeless and abhor what you are doing, paying little mind to how much cash you are making, you won't be energized and your profitability will go directly down the deplete. 2. Grasp innovation. In the event that you decline to grasp innovation you will put yourself at a noteworthy weakness. There are program augmentations, applications and robotization programming to help practically every part of your business and everyday duties. Quite a while back, it wound up noticeably conceivable to maintain your whole business in a hurry from your portable workstation. Today, the same is conceivable from your cell phone. We have mind boggling apparatuses accessible to us that give us finish area opportunity. Thump out errands while driving, doing cardio at the exercise center or sitting tight for a flight - having your whole business readily available can radically build your profitability. 3. Use your systems administration connections. Think about the time and exertion you burn through systems administration - being dynamic via web-based networking media, going to meetings and conversing with everybody. Set aside the opportunity to truly make a strong system and really use the quality of others to help your business. You need to give before you can hope to get, so make it a point to help however many individuals as could be expected under the circumstances. The connections you assemble while doing this can prove to be useful down the line, and when you have a system of experts to help you in specific zones, you gain from the best, as well as don't need to do all the truly difficult work alone. 4. Measure accomplishment in assignments finished, not hours worked. Many people are hung up on the quantity of hours works. Disregard saying "I worked 12 hours today" and rather concentrate on the quantity of assignments you finished. When you are a business person, hours worked amount to nothing - you aren't checking in. Assignments finished, not number of hours, manage achievement. As you figure out how to thump out errands speedier, you accomplish more. Most business people are normally aggressive, so make an individual rivalry and attempt to up your execution as far as every day assignments finished. Do this and watch your profitability shoot through the rooftop. 5. Delegate your shortcomings. I was always wore out until the point when I figured out how to appoint. Now and then, we think we are superhuman and can do everything, except that is basically not the situation.

Kerala’s food evolved from the diverse people who traversed this land. The story of Kerala is closely linked to the story of the world’s eagerness for spices. Because of the wealth this land possessed, people of various countries, religions and races arrived, for trade. Flourishing commerce translated into an enthusiastic reception for those who could conduct business competently. Which, in turn, opened up avenues for new religions and communities. Eventually, colonization spelt an end to the hospitality, but it also gave rise to the strong ethos of Malayali-ness that now marks this land.

In our high-tech world today, there are unlimited ways with which you can search for people, places, and events to connect you with like-minded people. Food enthusiasts? There are local cooking classes. Gardening fans? There are flower shows and garden expos. Kids in school? Join the PTA and get involved. There are clubs and groups for almost any interest these days and venturing out to make those connections is a powerful way to expand your insights, your network, and even your business.

the research and experiences of privileged American college students and wealthy, powerful business leaders seemed inappropriate. So I tried to open a dialogue. Struggling for points of common experience, I asked in a very clearly tongue-in-cheek tone, “Who here likes to do schoolwork?” I thought the seemingly universal distaste for schoolwork would bond us together. But to my shock, 95 percent of the children raised their hands and started smiling genuinely and enthusiastically. Afterward, I jokingly asked Salim why the children of Soweto were so weird. “They see schoolwork as a privilege,” he replied, “one that many of their parents did not have.” When I returned to Harvard two weeks later, I saw students complaining about the very thing the Soweto students saw as a privilege. I started to realize just how much our interpretation of reality changes our experience of that reality. The students who were so focused on the stress and the pressure—the ones who saw learning as a chore—were missing out on all the opportunities right in front of them. But those who saw attending Harvard as a privilege seemed to shine even brighter. Almost unconsciously at first, and then with ever-increasing interest, I became fascinated with what caused those high potential individuals to develop a positive mindset to excel, especially in such a competitive

Ben: “Well, then why shouldn’t I hire him?” Joe: “He’ll be a terrible cultural fit.” Ben: “Please explain.” Joe: “Well, when I was teaching new-hire sales training at Parametric Technology Corporation, I brought in Mark as a guest speaker to fire up the troops. We had fifty new hires and I had them all excited about selling and enthusiastic about working for the company. Mark Cranney walks up to the podium, looks at the crowd of fresh new recruits, and says, ‘I don’t give a fuck how well trained you are. If you don’t bring me five hundred thousand dollars a quarter, I’m putting a bullet in your head.

It always struck Julia as odd that those two teams felt so different. Her study group felt stressful because everyone was always jousting for leadership and critiquing each other’s ideas. Her case competition team felt exciting because everyone was so supportive and enthusiastic. Both groups, however, were composed of basically the same kinds of people. They were all bright, and everyone was friendly outside of the team settings. There was no reason why the dynamic inside Julia’s study group needed to become so competitive, while the culture of the case team was so easygoing.

ABOUT MATIYAS We are an enthusiastic and energetic establishment dedicated to bringing automation and transforming business processes digitally. We understand the value of technological advancements for increasing productivity and enhancing quality, and our in-house teams of dedicated professionals offer various services to achieve this objective effectively. Matiyas digital solutions help to streamline manufacturing business functions, increase profitability, automating efforts and increase the quality of production. Our Customized manufacturing digital solutions can assist you to address all the hurdles that occur during the manufacturing process. You can have complete control over the manufacturing process by handling inventory management and supply chain management effectively. At Matiyas, we are committed to bringing digital transformation in manufacturing through advanced solutions and excellent services Matiyas is providing industry 4.0 digital solutions to: • Oil & Gas • Cement Manufacturing • Electronics Manufacturing • Industrial Machinery and Equipment • Steel Manufacturing • Plastic Manufacturing • Packaging Manufacturing • Power Plants • Pharmaceutical • Fast Moving Consumer Goods (FMCG) • Medical Devices Industry • EPC Our digital solutions empower the manufacturers to closely supervise each and every stage of the manufacturing process and gives the absolute control over it, as a result you observe an ample reduction in wastage and material exchange possibilities which not only improves production quality but quantity too. We understand the major problems manufacturing businesses come across and we tailor best manufacturing digital solutions accordingly. HOW OUR MANUFACTURING DIGITAL SOLUTIONS CAN BENEFIT YOUR ORGANIZATION? Increased ROI Reduced Operational Costs & Optimize Operations Enhanced Resource Utilization & Reduced Overheads Deeper insights about your supply chains & production Improved Agility, Higher productivity Easier Collaboration Accountability and transparency And Many More .... Matiyas Digital Solutions: Inventory Management, Procurement Management, Selling Management, Production Management, Retail POS Management, Manufacturing Management, Project Management, Customer Relationship Management, Accounting & Finance Management, Human Capital Management, Assets Management, Quality Management, Ecommerce, Website, Hospital Management Information System HMIS, Education Management and many more… Matiyas Offices: India, Oman, Kuwait, Canada, UAE, Armenia, Africa, Egypt Interested to Automate and Collaborate Effectively Through Our Custom Digital Solutions?

By the time the Copenhagen conference kicked off in December, it seemed that my worst fears were coming to pass. Domestically, we were still waiting for the Senate to schedule a vote on cap-and-trade legislation, and in Europe, the treaty dialogue had hit an early deadlock. We’d sent Hillary and Todd ahead of me to try to drum up support for our proposed interim agreement, and over the phone, they described a chaotic scene, with the Chinese and other BRICS leaders dug in on their position, the Europeans frustrated with both us and the Chinese, the poorer countries clamoring for more financial assistance, Danish and U.N. organizers feeling overwhelmed, and the environmental groups in attendance despairing over what increasingly looked like a dumpster fire. Given the strong odor of imminent failure, not to mention the fact that I was still busy trying to get other critical legislation through Congress before the Christmas recess, Rahm and Axe questioned whether I should even make the trip. Despite my misgivings, I decided that even a slight possibility of corralling other leaders into an international agreement overrode the fallout from a likely failure. To make the trip more palatable, Alyssa Mastromonaco came up with a skinnied-down schedule that had me flying to Copenhagen after a full day in the Oval and spending about ten hours on the ground—just enough time to deliver a speech and conduct a few bilateral meetings with heads of state—before turning around and heading home. Still, it’s fair to say that as I boarded Air Force One for the red-eye across the Atlantic, I was less than enthusiastic. Settling into one of the plane’s fat leather conference-room chairs, I ordered a tumbler of vodka in the hope that it would help me get a few hours’ sleep and watched Marvin fiddle with the controls of the big-screen TV in search of a basketball game. “Has anyone ever considered,” I said, “the amount of carbon dioxide I’m releasing into the atmosphere as a result of these trips to Europe? I’m pretty sure that between the planes, the helicopters, and the motorcades, I’ve got the biggest carbon footprint of any single person on the whole goddamn planet.” “Huh,” Marvin said. “That’s probably right.” He found the game we were looking for, turned up the sound, then added, “You might not want to mention that in your speech tomorrow.

It seems to me that Scrum and other agile techniques are being used as substitutes for careful modeling, where a product backlog is thrust at developers as if it serves as a set of designs. Most agile practitioners will leave their daily stand-up without giving a second thought to how their backlog tasks will affect the underlying model of the business. Although I assume this is needless to say, I must assert that Scrum, for example, was never meant to stand in place of design. No matter how many project and product managers would like to keep you marching on a relentless path of continuous delivery, Scrum was not meant only as a means to keep Gantt chart enthusiasts happy. Yet, it has become that in so many cases.

It seems to me that Scrum and other agile techniques are being used as substitutes for careful modeling, where a product backlog is thrust at developers as if it serves as a set of designs. Most agile practitioners will leave their daily stand-up without giving a second thought to how their backlog tasks will affect the underlying model of the business. Although I assume this is needless to say, I must assert that Scrum, for example, was never meant to stand in place of design. No matter how many project and product managers would like to keep you marching on a relentless path of continuous delivery, Scrum was not meant only as a means to keep Gantt chart enthusiasts happy. Yet, it has become that in so many cases.

The confirmation bias is alive and well in the business world. One example: An executive team decides on a new strategy. The team enthusiastically

William and Dolly had still not come to terms with infant baptism. So baby Ann remained unbaptized. It was clear William was leaning toward the beliefs of the Baptists. And why not? Although the Anglican Scott was a major influence, most of William’s spiritual mentors were Baptists, like Skinner and Hall. And as William’s own reputation as a churchman spread, who most enthusiastically welcomed him? Baptists. The congregation of Baptists at Earls Barton, east of Northampton, even persuaded him to preach there every other week. It was a four-hour round trip on foot, so it was no small commitment for such a busy young married man. One day he told Dolly, “A group of Dissenters has asked me to lead their service once a month. And guess where? At Paulerspury!

When I was a commercial loan officer for a large bank in San Francisco, my boss taught us that you should never make a loan to someone who is following his passion. For example, you don’t want to give money to a sports enthusiast who is starting a sports store to pursue his passion for all things sporty. That guy is a bad bet, passion and all. He’s in business for the wrong reason. My

Buffett also reaffirmed that they like John Gutfreund, Chairman of Salomon Brothers, very much. Munger (whose favorite expression seemed to be, “It’s one tough business.”) made one of his only enthusiastic comments of the day: “Salomon is deep in talent—the ultimate meritocracy—and with that talent may do very well over time.” It appears to me that Salomon Brothers, which is selling below book value, may be an excellent long-term core holding. On

PERSONAL PROFILE FOR EFFECTIVE COMMUNICATION Consider the following list of twelve characteristics that are central to communicating both in an interview and on the job. If you feel you are lacking in a particular category, you can use the explanations and suggestions given to enhance your interactive ability in the workplace. 1. Activation of PMA. Use positive thinking techniques such as internal coaching. 2. Physical appearance. Make sure to dress appropriately for the event. In most interviews, business attire (a suit or sport coat and tie for men; a suit, dress, or tailored pants for women) is recommended. What you wear to the interview communicates not only how important the event is to you but your ability to assess a situation and how you should behave in it. Appropriate grooming is essential, both in an interview and on the job. 3. Posture. Carry yourself with confidence. Let your posture communicate that you are a winner. Keep your face on a vertical plane, spine straight, shoulders comfortably back. By simply straightening up and using the diaphragmatic breathing you learned in Chapter 6 (which proper posture encourages), you will feel much better about yourself. Others will perceive you in a more positive light as well. 4. Rate of speech. Your rate of speech ought to be appropriate for the specific situation and person or persons it is intended for. Too fast is annoying, and too slow is boring. A good way to pace your speech is to speak at close to the rate of the person who is talking to you. 5. Eye contact. Absolutely essential for successful communication. Occasionally, you should avert your gaze briefly in order to avoid staring. But try not to look down at your lap or let your eyes wander all around the room as you speak. This suggests a lack of confidence and an inability to stay on track. 6. Facial expressions. You gain more credibility when you are open and expressive. The warmer personality will seem stronger and more confident. And perhaps most important, remember to smile in conversation. If you seem interested and enthusiastic, it will enhance the chemistry between you and the interviewer or your supervisor. You can develop the ability to use facial expressions to your advantage through a kind of biofeedback that makes use of the mirror and continuously experimenting in real life. Look at your reflection for several minutes. Practice being relaxed and create the expressions that are appropriate. Do you look interested? Alert? Motivated? Practice responding to an interviewer. Impress the “muscle memory” of these expressions into your mind.

Listen, I was wanting to ask you a couple of things. Like about your daddy. What do you know about your daddy?” She turned back to the stove again, very busy, very intent on her imaginary project. “He has a big plane,” she said without looking at him. “He’s bery important with a big plane.” “Is that so?” She nodded. “I have news for you, Rose. It turns out I’m your daddy. How about that?” She looked over her shoulder at him. She didn’t look terribly impressed. “Where’s the plane?” Sean’s hearing was exceptional, despite the roar of jet engines for the past ten years and the blasting of rock bands in the O Club on top of that. He heard a muffled giggle he recognized as Rosie’s mother. The sneak. He leaned over to peek out the bedroom door, but he didn’t see her. “At Beale Air Force Base. That’s where the plane is kept when it’s not flying. Would you like to see it sometime?” Rosie nodded so vigorously her curls bounced and her tiara slid farther to one side. “Can I go for a wide in it?” “That’s not allowed, I’m afraid. You can go inside with me while it’s parked on the ground.” “My mommy goes in the helifropter.” “You mean helicopter?” he asked. Again she bobbed enthusiastically. “Uh-huh. Helifropter.” “She mentioned that.

Local power is also the realm of the small nonprofit, church, and civic association. A handful of people, properly organized, can drive enormous changes in a city’s dynamics. I’ll offer yet another example from Portland, Oregon. A group of water-conservation enthusiasts, frustrated at the illegal status of graywater reuse in the city and state, formed an organization called Recode. Although many in the group were young, among them they had built solid relationships with a number of local officials, business leaders, and other key people in the politics of the area. Recode pooled their respective connections to gather together relevant stakeholders, such as health officials, state legislature staff, the plumbing board, and developers. To the surprise of all, everyone at the meeting supported graywater use. So, everyone wondered, what was up? A state legislature staffer in attendance zeroed in on the main obstacle: There was no provision in the state codes for graywater. Legally, all of Oregon’s water fell into one of two categories, potable water or sewage. Since graywater was not potable, it had to be considered sewage. The staffer told them, “So, all we need to do is create a third water category, graywater.” They drafted a resolution doing that, got it to their state representative, and it passed at the next legislative session. After three subsequent years of bureaucratic wrangling and gentle pressure from Recode, graywater use became legal in Oregon. Recode then tackled urban composting toilets as their next target for legalization.

The role of IT has always been seen as a support function. Rather like the human resource department, it is behind the scenes and noticed only when it doesn’t do things well. We need to think of it in a different way: less as a support function and more as an investment vehicle for leading a path through change. IT should be one of the most vital departments of any company. It should be full of people excited about the future, investigating the latest software to do their expenses, enthusiastically testing new timesheet programs, or better ways to manage invoices. Many companies are let down by legacy systems that, even though they work, take up a lot of time.

For any creativity enthusiast, you can’t make connections between different ideas if you are always busy watching TV, smartphone, or engaged in any other kind of distraction.

A small brownish-gray terrier had been sitting on the brick, but he hopped to his feet as soon as he saw Bridget and gave one sharp emphatic bark. "Now hush," she said to him- not that he seemed to care. She set the tin plate down and uncovered it, revealing the scraps that Mrs. Bram had saved for her. The terrier immediately began gobbling the food as if he was starving which, sadly, he might be. "You'll choke," Bridget said sternly. The terrier didn't listen. He never did, no matter how businesslike she made her voice. Grown men- footmen- might jump to obey her, but this scrawny waif defied her. Bridget bit her lip. If she was forced to leave Hermes House, who would feed the terrier? Mrs. Bram might- if she remembered to do so- but the cook was a busy woman with other matters on her mind. The dog finished his meal and licked the plate so enthusiastically that he overturned it with a clatter. Bridget tutted and bent to pick it up. The dog thrust his short snout under her hand as she did so and she found herself stroking his head. His fur was wiry rather than silky, almost greasy, but the dog had liquid brown eyes and seemed to smile as his mouth hung open, tongue lolling out. He was very, very sweet. She'd never been allowed a pet dog as a child. Her foster father was a shepherd and had considered dogs farm animals. A pet dog wasn't even to be thought of, especially for her, the cuckoo. Housekeepers, and indeed servants of any kind, weren't allowed pets. Sometimes a cat might be kept to catch mice in the kitchens, but it was a working animal. Dogs were dirty things and required food and space that, technically, she didn't own. Bridget stood and frowned down at the dog. "Shoo now." The dog sat and slowly wagged his tail, sweeping the bricks. One of his triangular ears stood up while the other lay down.

There is no reason at all for thinking that the average intelligent investor, even with much devoted effort, can derive better results over the years from the purchase of growth stocks than the investment companies specializing in this area. Surely these organizations have more brains and better research facilities at their disposal than you do. Consequently we should advise against the usual type of growth-stock commitment for the enterprising investor.* This is one in which the excellent prospects are fully recognized in the market and already reflected in a current price-earnings ratio of, say, higher than 20. (For the defensive investor we suggested an upper limit of purchase price at 25 times average earnings of the past seven years. The two criteria would be about equivalent in most cases.)† The striking thing about growth stocks as a class is their tendency toward wide swings in market price. This is true of the largest and longest-established companies—such as General Electric and International Business Machines—and even more so of newer and smaller successful companies. They illustrate our thesis that the main characteristic of the stock market since 1949 has been the injection of a highly speculative element into the shares of companies which have scored the most brilliant successes, and which themselves would be entitled to a high investment rating. (Their credit standing is of the best, and they pay the lowest interest rates on their borrowings.) The investment caliber of such a company may not change over a long span of years, but the risk characteristics of its stock will depend on what happens to it in the stock market. The more enthusiastic the public grows about it, and the faster its advance as compared with the actual growth in its earnings, the riskier a proposition it becomes.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

And what happens at the end of this process? The designers proudly present — and the business enthusiastically celebrates

13 percent of people say they are “engaged“ in their jobs—which means they are “enthusiastic about, and committed to their work and contribute to their organization in a positive manner.” Against them, 63 percent say they are “not engaged,” which is defined as “sleepwalking through their workday, putting time—but not energy or passion—into their work.” And a further 24 percent3 are “actively disengaged.” They, Gallup explained, “aren’t just unhappy at work; they’re busy acting out their unhappiness.

but I did hear some things about his speech that I think bear repeating: 1. He is a strong believer that people who talk too much seem to have bad luck. 2. People who do not return phone calls promptly do not seem to make the grade at a highly profitable firm. 3. People who object to end runs will never make it in football, or with successful investment banking firms. Certain groups do need to observe a “chain of command” atmosphere, but highly motivated, intelligent people do not need this handcuff. 4. A firm that has enthusiastic receptionists and telephone operators starts off with a tremendous advantage over the dummies of the world. Keep in mind that the first impression people receive from Bear Stearns is with those associates. 5. If a business person has to ask his accounting department if he is making a profit, he will not be in business very long.

share your vision with your employees. The number one reason employees don’t share a company vision is that they don’t know what it is. The only way you can determine if your vision is shared by all is simply to tell them. A Harris Interactive/FranklinCovey poll of over 23,000 employees in key industries and employed in key functional areas sheds a sharp light on this issue. The poll revealed that 37 percent of employees didn’t understand their companies’ priorities. Only one in five was enthusiastic about their organization’s goals, and only one in five saw a clear connection between their tasks and their organization’s goals.

The $10,000 Problem maps back to your IN. It’s all about solving an urgent problem in the context of an enthusiast market. Your UP is all about solving a Future Problem for the same customer in the same market. And finally, Players With Money is where your MAX comes in. You want to make sure you verify there are players with money in your market who are spending big bucks, and then in time have a corresponding MAX offer to serve them.

The third Market Must-Have is what we call a $10,000 problem. It’s not enough to enter a market that is both evergreen and enthusiast. You need to also focus on solving an urgent problem in the context of that evergreen and enthusiast market, and that’s where that $10,000 problem comes in. Many people talk about the importance of solving a “$1,000 problem,

Wade Woolbright's business acumen shines through his thriving coffee shops in Oconee County, beloved spots where locals gather. These establishments are a testament to his dedication and provide a warm environment for coffee enthusiasts. Off-duty, Wade enjoys a latte at his favorite Athens, GA coffee spot, immersing himself in the city's dynamic atmosphere.