Expand Your Network Quotes

It’s great to spend time at a networking event with someone you know and like. But that’s not what you’re there for. Your goal is to expand your network by meeting new people.

The focus should be on becoming a strong and influential personality – cultivate compelling communication skills, focus on building trust and learn how to expand and leverage your professional network.

Here’s how to get started: 1. Sit still and stay put . Sit in a chair with your feet flat on the ground, or sit cross-legged on a cushion. Sit up straight and rest your hands in your lap. It’s important not to fidget when you meditate—that’s the physical foundation of self-control. If you notice the instinct to scratch an itch, adjust your arms, or cross and uncross your legs, see if you can feel the urge but not follow it. This simple act of staying still is part of what makes meditation willpower training effective. You’re learning not to automatically follow every single impulse that your brain and body produce. 2. Turn your attention to the breath. Close your eyes or, if you are worried about falling asleep, focus your gaze at a single spot (like a blank wall, not the Home Shopping Network). Begin to notice your breathing. Silently say in your mind “inhale” as you breathe in and “exhale” as you breathe out. When you notice your mind wandering (and it will), just bring it back to the breath. This practice of coming back to the breath, again and again, kicks the prefrontal cortex into high gear and quiets the stress and craving centers of your brain . 3. Notice how it feels to breathe, and notice how the mind wanders. After a few minutes, drop the labels “inhale/exhale.” Try focusing on just the feeling of breathing. You might notice the sensations of the breath flowing in and out of your nose and mouth. You might sense the belly or chest expanding as you breathe in, and deflating as you breathe out. Your mind might wander a bit more without the labeling. Just as before, when you notice yourself thinking about something else, bring your attention back to the breath. If you need help refocusing, bring yourself back to the breath by saying “inhale” and “exhale” for a few rounds. This part of the practice trains self-awareness along with self-control. Start with five minutes a day. When this becomes a habit, try ten to fifteen minutes a day. If that starts to feel like a burden, bring it back down to five. A short practice that you do every day is better than a long practice you keep putting off to tomorrow. It may help you to pick a specific time that you will meditate every day, like right before your morning shower. If this is impossible, staying flexible will help you fit it in when you can.

Asking why separates opportunity from a distracting time waste. When opportunities abound (meetups, Twitter chats, speed networking, reunions, summits, and seminars), how do you efficiently and quickly sort the productive from the less than productive? Here's the why filter I use: Is the opportunity aligned with my goal(s)? Will my participation add value to the other attendees and be valuable for me? Does the opportunity expand my network and/or strengthen existing relationships? What does my gut say? (Yes, I'm a big believer in trusting your gut.)

Why is networking not working? My answer is simple. Many business owners don’t have a system in place to leverage their networking. Their time, effort and money spirals down the drain because they lack follow up. Instead of returning to your office, checking the email, and losing that business card in a graveyard box of business cards, continue connecting with your new acquaintance. One basic tip: Connect on social media within two days of meeting them. Personalize your message to them reminding them where you met. When you add this step, watch as your network expands exponentially.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

To “trip out,” you have to trip up your frontal lobes. Although creativity arises from the frontal lobes, it almost always takes a backseat to the dominant responsibility of those same lobes: the executive and planning function that aims to get through the day as efficiently as possible. So with time, mental habits take hold that reinforce efficient behavior by forming preferential electrical pathways and networks, like freeways directing the major flow between major cities. What psychedelics are thought to do is to disassemble the freeways temporarily, leaving only a dense and evenly distributed network of roads. This dissolution greatly expands the diversity of connections and, as a result, allows unexpected and original thoughts.

The Biggest Property Rental In Amsterdam Amsterdam has been ranked as the 13th best town to live in the globe according to Mercer contacting annual Good quality of Living Review, a place it's occupied given that 2006. Which means that the city involving Amsterdam is among the most livable spots you can be centered. Amsterdam apartments are equally quite highly sought after and it can regularly be advisable to enable a housing agency use their internet connections with the amsterdam parkinghousing network to help you look for a suitable apartment for rent Amsterdam. Amsterdam features rated larger in the past, yet continuing plan of disruptive and wide spread construction projects - like the problematic North-South town you live line- has intended a small scores decline. Amsterdam after rated inside the top 10 Carolien Gehrels (Tradition) told Dutch news company ANP that the metropolis is happy together with the thirteenth place. "Of course you want is actually the first place position, however shows that Amsterdam is a fairly place to live. Well-known places to rent in Amsterdam Your Jordaan. An old employees quarter popularised amang other things with the sentimental tunes of a quantity of local vocalists. These music painted an attractive image of the location. Local cafes continue to attribute live vocalists like Arthur Jordaan and Tante Leeni. The Jordaan is a network of alleyways and narrow canals. The section was proven in the Seventeenth century, while Amsterdam desperately needed to expand. The region was created along the design of the routes and ditches which already existed. The Jordaan is known for the weekly biological Nordermaarkt on Saturdays. Amsterdam is famous for that open air market segments. In Oud-zuid there is a ranging Jordan Cuypmarkt open year long. This part of town is a very popular spot for expats to find Expat Amsterdam flats due in part to vicinity of the Vondelpark. Among the largest community areas A hundred and twenty acres) inside Amsterdam, Netherlands. It can be located in the stadsdeel Amsterdam Oud-Zuid, western side from the Leidseplein as well as the Museumplein. The playground was exposed in 1865 as well as originally named the "Nieuwe Park", but later re-named to "Vondelpark", after the 17th one hundred year author Joost lorrie den Vondel. Every year, the recreation area has around 10 million guests. In the park can be a film art gallery, an open air flow theatre, any playground, and different cafe's and restaurants.

The Sleepwalkers: How Europe Went to War in 1914 (Clark, Christopher) - Your Highlight on page 26 | location 732-759 | Added on Saturday, 3 May 2014 14:31:16 Garašanin articulated this imperative in 1848 during the uprising in the Vojvodina. ‘The Vojvodina Serbs,’ he wrote, ‘expect from all Serbdom a helping hand, so they can triumph over their traditional enemy. […] But because of political factors, we cannot aid them publicly. It only remains for us to aid them in secret.’55 This preference for covert operations can also be observed in Macedonia. Following an abortive Macedonian insurrection against the Turks in August 1903, the new Karadjordjević regime began to operate an active policy in the region. Committees were established to promote Serb guerrilla activity in Macedonia, and there were meetings in Belgrade to recruit and supply bands of fighters. Confronted by the Ottoman minister in Belgrade, the Serbian foreign minister Kaljević denied any involvement by the government and protested that the meetings were in any case not illegal, since they had been convened ‘not for the raising of bands, but merely for collecting funds and expressing sympathy for co-religionists beyond the border’.56 The regicides were deeply involved in this cross-border activity. The conspirator officers and their fellow travellers within the army convened an informal national committee in Belgrade, coordinated the campaign and commanded many of the volunteer units. These were not, strictly speaking, units of the Serbian army proper, but the fact that volunteer officers were immediately granted leave by the army suggested a generous measure of official backing.57 Militia activity steadily expanded in scope, and there were numerous violent skirmishes between Serb četniks (guerrillas) and bands of Bulgarian volunteers. In February 1907, the British government requested that Belgrade put a stop to this activity, which appeared likely to trigger a war between Serbia and Bulgaria. Once again, Belgrade disclaimed responsibility, denying that it was funding četnik activity and declaring that it ‘could not prevent [its people] from defending themselves against foreign bands’. But the plausibility of this posture was undermined by the government’s continuing support for the struggle – in November 1906, the Skupština had already voted 300,000 dinars for aid to Serbs suffering in Old Serbia and Macedonia, and this was followed by a ‘secret credit’ for ‘extraordinary expenses and the defence of national interests’.58 Irredentism of this kind was fraught with risk. It was easy to send guerrilla chiefs into the field, but difficult to control them once they were there. By the winter of 1907, it was clear that a number of the četnik bands were operating in Macedonia independently of any supervision; only with some difficulty did an emissary from Belgrade succeed in re-imposing control. The ‘Macedonian imbroglio’ thus delivered an equivocal lesson, with fateful implications for the events of 1914. On the one hand, the devolution of command functions to activist cells dominated by members of the conspirator network carried the danger that control over Serb national policy might pass from the political centre to irresponsible elements on the periphery. On the other hand, the diplomacy of 1906–7 demonstrated that the fuzzy, informal relationship between the Serbian government and the networks entrusted with delivering irredentist policy could be exploited to deflect political responsibility from Belgrade and maximize the government’s room for manoeuvre. The Belgrade political elite became accustomed to a kind of doublethink founded on the intermittent pretence that the foreign policy of official Serbia and the work of national liberation beyond the frontiers of the state were separate phenomena.

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Networking has found its way to the front and center of the professional world, since who you know is often more important than what you know.

you put yourself in the right place tomorrow by networking today with your colleagues and friends.

Advice of all kinds from experienced marathoners can sweep you away. Your training, reading and racing will expand your network and everyone has a story – the best shoes, clothes, energy foods. Don’t second-guess yourself or your process. Be friendly, act on advice that feels right for you and leave the rest.

Thanks to the Internet and the ability to easily connect on social media, “The power of loose ties has expanded exponentially.

The do-not-delete (DND) rule states that unless a comment is obscene, profane, or bigoted, or it contains someone’s personal and private information, it should never be deleted from a social network site. It might be best to illustrate the wisdom of the DND rule by first playing out a scenario in which you don’t follow it.

Even though networks of friendships have expanded through digital outlets like Facebook, Snapchat, Twitter, and Instagram, the one thing that remains constant is that the strength of long-standing relationships depends on face-to-face contact. Seeing someone in person fosters a shared connection that you can’t get on social media. “Shares” and “likes” do not equate to the same positive shared human experiences, as face-to-face greetings, shared meals, or laughter.

Brand, scale, network effects, and technology in some combination define a monopoly; but to get them to work, you need to choose your market carefully and expand deliberately.

This method enabled me to expand my territory and create a strong network of loyal customers for referrals and repeat business. Make active listening a deliberate part of your business plan and success strategy. You will not only grow your business, but also make wonderful friends along the way.

This phenomenon is partly due to the nature of how we learn about ourselves and need to shuffle between jobs to gain experience. It is also largely a reality of the new nature of work, which has everyone looking more like a freelancer than a lifer. As Reid Hoffman writes in The Start-Up of You, we are increasingly thinking of our careers more entrepreneurially and see ourselves as start-ups, selling our time, talent, and networks.2 This approach creates a tremendous amount of freedom. We are not tied to one job or employer; we are the masters of our own destiny. But as Harvard’s Barry Schwartz observed, “On the other side of liberation sits chaos and paralysis.

Vala Afshar, chief marketing officer of Extreme Networks, is an interesting case study.3 Trained as an electrical engineer, Afshar joined Extreme Networks in 1996 as a software developer/quality service engineer, eventually transitioning to run the services business, becoming the chief customer support officer. In this role, Afshar became very active on Salesforce's Chatter, a private social network for business, and by 2011 had built a large internal following. As the chief information officer took note of Afshar's intracompany influence, he signed Afshar up for Twitter and gave him the mandate to interact with networks outside of the company. As Afshar prototyped his ideas in real time, he gained an external following. A publisher approached him about writing a book; his presentations on Slide-Share gained more than one million views; and he was promoted to chief marketing officer. Vala Afshar has become a thought leader, epitomizing a new breed of chief marketing officer, both highly social and highly technical—and Extreme Networks has unusually high name recognition for a $500 million company. Afshar's ability to shrink the space, getting immediate and actionable feedback, was pivotal in expanding his space into a high-profile public role. Fast feedback is also useful when it comes to identifying your distinctive strengths. Karen May, VP for people development at Google, invented a method she calls "speedback." It works like this: "partway through a training session she will tell everyone to pair off and sit knee to knee, and give them three minutes to answer one simple question: 'What advice would you give me based on the experience you've had with me here?' Participants say that it's some of the best feedback they've ever gotten."4 When we are willing to impose constraints—in this particular, instance, time—we have a better chance of identifying what is working and what needs to be changed.

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.

Is any of it real? I mean look at this. Look at it! A world built on fantasy. Synthetic emotions in the form of pills. Psychological warfare in the form of advertising. Mind-altering chemicals in the form of...food! Brainwashing seminars in teh form of media. Controlled isolated bubbles in the form of social networks. Real? You want to talk about reality? We haven't lived in anything remotely close to it since the turn of the century. We turned it off, took out the batteries, snacked on a back of GMO's while we tossed the remnants in the ever-expanding dumpster of the human condition. We live in branded houses trademarked by corporations built on bipolar numbers jumping up and down on digital displays, hypnotizing us into the biggest slumber mankind has ever seen. You have to dig pretty deep before you can find anything real. We live in a kingdom of bullshit. A kingdom you've lived in for far too long. So don't tell me about not being real. I'm no less real than the fucking beef patty in your Big Mac.

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.

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The answer is that the coolant is forced through a device called a compressor, which is the opposite of a cylinder in a steam engine. In those, heat turns into work by making a gas expand. In a compressor, work is turned into heat by squeezing a gas. Once enough heat is added in this way to ensure the coolant vapor’s temperature is greater than that of the room, it is allowed into the condenser, a network of pipes at the back of the refrigerator. Here the vapor releases into the surroundings the heat that was in the refrigerator’s interior and the heat that was created in the compressor. Put your hand behind your refrigerator to feel that combined heat.

Develop healthy intimacy that is not clingy or detached. Find people to love who can also love you. Collect supportive friends who are kind, will listen to you and who you can trust. These are rare items indeed. Develop a diverse network of people at all stages and levels of society. These others expand your universe and may have knowledge you need for the good life.

Lately, I have been thinking about the importance of a great network as envisioned by the Almighty. The question in my mind is whether it is more viable to audit your network or expand it for more and better options or both.

The insula also gives rise to empathy. People who are more sensitive to emotional cues from others have greater insula activation and score higher on tests of empathy. And the insula lights up during meditation sessions, especially when the meditator is feeling kindness and compassion. As the meditator expands his definition of connection to include other people and eventually the entire universe, he feels one with everything. In the words of a comprehensive meditation review, “the habitual reified dualities between subject and object, self and other, in-group and out-group dissipate.” As he expands the borders of his tent to infinity, massive changes occur in his brain activity. Insula Activation Benefits Increases Decreases Elevated emotional states Anger Motor control Fear Kindness Anxiety Compassion Depression Empathy Addiction Longevity Chronic pain Immunity Happiness Love Sensory enjoyment Introspection Sense of fulfillment Feelings of connectedness Focus Self-awareness As well as mediating our empathy and compassion circuits, the insula has several other functions. It collects information from a far-flung network of receptors inside our body as well as from our skin. It then stimulates feelings such as hunger that then prompt actions such as seeking food. The dark side of this mechanism is that it can stimulate cravings for drugs, tobacco, and alcohol. Addicts show increased insula activation even before consuming their drug of choice. The insula also lights up when we feel pain or even anticipate feeling pain. Meditators are more “in the moment” when it comes to physical pain, releasing it more quickly. They may also experience overwhelming cravings, as we’ll see in Chapter 5. These are positive cravings directing them toward the ecstatic states found in Bliss Brain.

We usually start our professional life acquiring knowledge (school, university, etc.), and when this knowledge is applied, we call it a skill. When you have knowledge and skills you become professionally valuable to others and your network grows. Consequently, when you have knowledge, skills and a network, your access to resources expands, and once you have knowledge, skills, a valuable network and resources, you will undoubtedly earn a reputation.

In compassionate adepts, the brain’s insula begins to enlarge. The insula makes us aware of our internal emotional states and raises our level of attention to their signals. It also has rich connections to the heart and other visceral organs, allowing it to track and integrate signals coming from the body. In empathetic people, the insula responds strongly to the distress of others, just as though we were suffering ourselves. Activation of the temporoparietal junction (TPJ) indicates that we can see things from the perspective of another person. This allows us to put ourselves in their shoes and take their needs into consideration. 6.10. Empathy is a neurological event, not simply an emotional state. There’s a part of the anterior cingulate that lights up only when we’re contemplating actions that help others. It isn’t activated by outcomes that favor only us. This region is also associated with impulse control and decision-making; we can choose win-win options rather than the desire-driven cravings of the nucleus accumbens. When adepts are confronted by the suffering of others, the premotor cortex lights up. This means that the brain hasn’t just noticed the distress of a fellow being; it’s getting ready to take action. In experienced meditators, the nucleus accumbens shrinks. This structure, which we looked at in Chapter 3, is active in desire and addiction. Deactivation of the nucleus accumbens through empathetic connection equates to a weakening of self-centered attachment. Calming our emotions and focusing our attention, we’re no longer driven by our wants and compulsions, and the brain circuitry associated with this part of the reward circuit begins to wither. When training people in EcoMeditation retreats, I focus on the Empathy Network only after the first three networks are active. First I have them focus on self, then on just one other person. Only after that do we expand our compassion to the universal scale. That’s because thinking about other people can easily take us into mind wandering. People I love, people I don’t, and the things that happened to cause those feelings. Trying to be compassionate toward people who harmed us can lead us out of Bliss Brain. So I activate the Empathy Network only after the Attention Network is engaged. BRAIN CHANGE IS LIFE CHANGE The fact that blissful states, practiced consistently, become blissful traits is a profound gift to us human beings. It means that we aren’t condemned to live in the Caveman Brain with which evolution endowed us. That practice can evolve our brains, some parts slowly, some parts quickly, is a remarkable innovation.

Scientists have been exploring the medical mysteries of the human heart for almost as long as poets have been probing its metaphorical depths. It is a wondrous organ, a tireless muscle that pumps blood around the body every moment of our lives. It pounds hard when we are exercising, slows down when we sleep, and even microadjusts its rate between beats, a hugely important phenomenon called heart rate variability. And when it stops, we stop. Our vascular network is equally miraculous, a web of veins, arteries, and capillaries that, if stretched out and laid end to end, would wrap around the earth more than twice (about sixty thousand miles, if you’re keeping score). Each individual blood vessel is a marvel of material science and engineering, capable of expanding and contracting dozens of times per minute, allowing vital substances to pass through its membranes, and accommodating huge swings in fluid pressure, with minimal fatigue. No material created by man can even come close to matching this.

the difference between networking and not working really is a single letter.

Never underestimate the power of networking; your success is directly proportional to the size of your social circle, be it at work or at play.

Anxiety does not exist to control you. You exist to control it. It is, as I said, a simple fact of life that can be managed. In fact, used properly, it can actually give you an extra boost by heightening your energy and awareness. If you have social anxiety about such things as giving a presentation, speaking up at a meeting, attending a social gathering, initiating plans, developing intimacy in friendships and dating, then learning to manage your anxiety will help. This book will teach you how to channel your anxiety—not how to eliminate it. The twelve chapters delineate a five-step program that essentially works like this: Step I: Identify your anxiety symptoms and recognize the ways in which they interfere with your life. Your social fears prevent you from doing things you would like to do (pursue friendships, date, achieve career success). Pinpointing your stress responses and noting what causes them give you the information you need to move on to Step 2. Step 2: Set short- and long-term social goals. Having identified the situations you have trouble confronting, you can identify immediate goals to work toward, and start to form a vision of your ideal social self. Goal-setting is a valuable way of letting your imagination offer a reward for your hard work. Next, you will begin to learn skills that can make your dream a reality. Step 3: Learn stress management and self-awareness. The techniques outlined in this book will allow you to control your anxiety response and tune in to your own desires and strong points, giving you more to share as you become more comfortable interacting. With your anxiety in check and your self-awareness guiding you toward fulfillment, anxiety becomes positive energy and will be the base of your self-empowerment. Now you are ready to polish your social skills. Step 4: Learn or refine social skills. Your fear has diminished, making it possible to refine social skills and enhance your interactive productivity, which will make the difference between social success and failure. Good conversation, active listening, an awareness of what behavior is appropriate—all of these skills will add to your overall social ability and self-empowerment. Step 5: Expand and refine your social network. At this point, you are ready to roll. You understand your anxiety, your stress is manageable, and you have learned the finer points of interacting in a positive, productive manner. The final step is to use your community’s resources to create, expand, or refine your social network to best meet your interactive goals. No matter who you are, you can improve your social network to better suit your needs. From here, anything is possible!

When you are diligent to expand your network in social media, you are drastically increasing your self confidence to devote other people about your creative and influential ideas.

Edinburgh For those who like walking, Edinburgh reigns supreme. The Royal Mile runs through the centre of the tourist area connecting Edinburgh Castle with Holyrood Palace. It’s a little over a mile and, in addition to passing old Edinburgh historic sites, it is lined with independent shops, cafes and pubs along the way. For this is Edinburgh’s Old Town, all cobbled streets beneath the lofty castle. The New Town is less than ten minutes walk away and it’s far from new. Instead New Town is Georgian, built by the wealthy residents in the 18th century. Its wide streets and perfect proportions create a visual joy for walking. It’s tough to name Edinburgh’s main sites, but here goes: the castle, continuously occupied for more than 1000 years; Holyrood Palace, the Queen’s official residence in Scotland; Mary King’s Close, a preserved 18th century tenement on the Royal Mile and; the Grassmarket, a network of cobbled lanes with independent shops and cafes. I could go on. Edinburgh is particularly busy during the festival that takes place from August to early September. It began as a military tattoo, developed into a fairly high brow arts festival and has expanded to host off‐stage events from the clever to the bizarre. Edinburgh also hosts a massive Hogmanay, or New Year, celebration with music and dancing in the streets all through the night and often into the next day. The city is at its busiest during the August festival and again at New Year. Public transport by bus and tram is available from the airport to the city centre. Downside: It is an expensive place to visit at peak periods and it can be tough to find a place to stay. Your first visit should be at quieter times. To read: Edinburgh is a literary city and so many novels have

Organizations do not start expanding their network until they find themselves in need of. People rightly wonder about the sincerity of your intentions. By that time, the network should already be in place and have a solid basis of reciprocity and trust.

One essential aspect of your life that you must develop is your network, and this will not happen unless you are intentional about it. Expanding your network will require you to push yourself beyond what is comfortable, familiar, and predictable. It is imperative that you seek out and build relationships with people from places other than your country of birth or your ethnic group or who speak the same language as you, eat the same food, or dress and talk like you. The temptation to keep bonding with these people and forming your own subculture is so strong that many have not been able to resist it.

For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.

I’ll take a person with humor much more seriously than someone without one.