Expanding Business Quotes

Overexpansion is counterproductive when you don’t have enough resources to sustain that.

To expand, create something out of nothing and act without reason at all.

The franchise and the virus work on the same principle, what thrives in one place will thrive in another. You just have to find a sufficiently virulent business plan, condense it into a three-ring binder ― its DNA ― Xerox it, and embed it in the fertile line of a well-traveled highway, preferably one with a left turn lane. Then the growth will expand until it runs up against its property lines.

Then Drago began the deliberate, precise, business-like process of killing.  A knee-buckling burst of fire and flash laid waste to men and material within seconds.  A Panhard vehicle to Silva’s left simply disappeared in an explosion that spraying metal parts willy-nilly in every direction in a spread so thorough that Drago thought they were under fire, and he yelled at his men to respond.  Another blast destroyed a six-wheeled reconnaissance vehicle, but it didn’t break it apart; it simply expanded as if swollen or bloated, like an air mattress or inflatable toy, though it still had weight and quickly collapsed over its own suspension.  Some trucks were overturned; a Jeep flipped end-over-end.  None were left unscathed.  In short order, what had been ten or twelve vehicles were reduced to a single steaming and smoking pile of metal.

I follow and cultivate my own curiosity. I think curiosity is one of the top two or three human characteristics. It's something that I really like about myself. [...] I want to understand stuff! I want to understand people! Following my curiosity so frequently leads me to better life decisions and better business decisions but also - just feeling better! You're never going to feel bad about your whole life if you loved people and you were curious. I mean, that's kind of all I want!

I have always believed that the only way to cope with a cash crisis is not to contract but to try to expand out of it.

Never forget that absolutely everything you do is for your customers. Make every decision—even decisions about whether to expand the business, raise money, or promote someone—according to what's best for your customers.

Disruption is no longer a single or recurring event, but a steady state expanding its impact.

When we act upon capital as stewards, we not only retain it - we multiply it. We grow it. We expand it. And we perpetuate it to impact more and more lives in meaningful ways.

ability of Asian regimes to resist Western human rights pressures was reinforced by several factors. American and European businesses were desperately anxious to expand their trade with and their investment in these rapidly

ON BUSY BASTARDS: A busy bastard can’t stop finding things to do. He never rests and as a result, his staff never rests. He’s always making work that expands to fill whatever time is available. The point I make in my book is: Be busy, work hard, but don’t become so busy that you cut out other things in life, like family and recreation and hobbies. And never be so busy that you’re not giving your staff and your followers enough time to do the same thing.

The political enemy need not be morally evil or aesthetically ugly; he need not appear as an economic competitor, and it may even be advantageous to engage with him in business transactions. But he is, nevertheless, the other, the stranger; and it is sufficient for his nature that he is, in a specially intense way, existentially something different and alien, so that in the extreme case conflicts with him are possible. These can neither be decided by a previously determined general norm nor by the judgment of a disinterested and therefore neutral third party.

Between 1990 and 2005, a new prison opened in the United States every ten days. Prison growth and the resulting “prison-industrial complex”—the business interests that capitalize on prison construction—made imprisonment so profitable that millions of dollars were spent lobbying state legislators to keep expanding the use of incarceration to respond to just about any problem. Incarceration became the answer to everything—health care problems like drug addiction, poverty that had led someone to write a bad check, child behavioral disorders, managing the mentally disabled poor, even immigration issues generated responses from legislators that involved sending people to prison. Never before had so much lobbying money been spent to expand America’s prison population, block sentencing reforms, create new crime categories, and sustain the fear and anger that fuel mass incarceration than during the last twenty-five years in the United States.

Try seeing, feeling, and tasting the water you swim in the way a land animal might perceive it. You may find the experience fascinating -- and mind-expanding.

Somehow: Molly. He heard her in the entryway. Mol, Molly, oh boy. When they were first married they used to fight. Say the most insane things. Afterward, sometimes there would be tears. Tears in bed? And then they would - Molly pressing her hot wet face against his hot wet face. They were sorry, they were saying with their bodies, they were accepting each other back, and that feeling, that feeling of being accepted back again and again, of someone's affection for you expanding to encompass whatever new flawed thing had just manifested in you, that was the deepest, dearest thing he'd ever - She came in flustered and apologetic, a touch of anger in her face. He'd embarrassed her. He saw that. He'd embarrassed her by doing something that showed she hadn't sufficiently noticed him needing her. She'd been too busy nursing him to notice how scared he was. She was angry at him for pulling this stunt and ashamed of herself for feeling angry at him in his hour of need, and was trying to put the shame and anger behind her now so she could do what might be needed. All of this was in her face. He knew her so well. Also concern. Overriding everything else in that lovely face was concern. She came to him now, stumbling a bit on a swell in the floor of this stranger's house.

Be ambitious. Keep yourself busy. Think bigger. Expand your audience. Don't hobble yourself in the name of "keeping it real," or "not selling out." Try new things. If an opportunity comes along that will allow you to do more of the kind of work you want to do, say Yes. If an opportunity comes long that would mean more money, but less of the kind of work you want to do, say No.

Going forward, Panama should expand on the canal business in new ways. That means not only widening the physical canal, but investing more broadly in global logistics and supply chains. So Panamanian leadership should ask, how can we extract more value from the canal by adding more value to it. Or how can we create or plug into new platforms which facilitate global trade. As a citizen of Panama, I'd like to see this happen.

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.

We called them the Nine-to-Fivers. They lived in accordance with nature, waking and sleeping with the cycle of the sun. Mealtimes, business hours, the world conformed to their schedule. The best markets, the A-list concerts, the street fairs, the banner festivities were on Saturdays and Sundays. They sold out movies, art openings, ceramics classes. They had evenings to waste. The watched the Super Bowl, they watched the Oscars, they made reservations for dinner because they ate dinner at a normal time. They brunched, ruthlessly, and read the Sunday Times on Sundays. They moved in crowds that reinforced their citizenship: crowded museums, crowded subways, crowded bars, the city teeming with extras for the movie they starred in. They were dining, shopping, consuming, unwinding, expanding while we were working, diminishing, being absorbed into their scenery. That is why we -- the Industry People -- got so greedy when the Nine-to-Fivers went to bed.

Subdue. Fruitfulness, increase, and filling lead naturally to the end result of subduing. To subdue means “to dominate or control,” not in the negative sense of oppression, but in the positive sense of administration. Using business terminology, to subdue means to dominate the market. As we learn to manage our resources, God expands those resources and enlarges our influence. He increases our “market share,” so to speak. There is no limit to what the Lord can do in and with and through any individual or any married couple who surrender themselves and their resources completely to His will and His way. He wants to cover the world with His “orchards” of human fruitfulness.

It is often difficult, I find, for people today to grasp the notion that one family, working through several restaurants could change the eating habit of an entire country. But such was the achievement of the Delmonicos in the United States of the last century. Before they opened their first small cafe on William Street in 1823, catering to the business and financial communities of Lower Manhattan, American food could generally be described as things boiled or fried whose purpose was to sustain hard work and hold down alcohol - usually bad alcohol. The Delmonicos, though Swiss, had brought the French method to America, and each generation of their family refined an expanded the experience ... The craving for first-rate dining became a kind of national fever in the latter decades of the century - and Delmonico's was responsible.

There is no truer statement: men are simple. Get this into your head first, and everything you learn about us in this book will begin to fall into place. Once you get that down, you’ll have to understand a few essential truths: men are driven by who they are, what they do, and how much they make. No matter if a man is a CEO, a CON, or both, everything he does is filtered through his title (who he is), how he gets that title (what he does), and the reward he gets for the effort (how much he makes). These three things make up the basic DNA of manhood—the three accomplishments every man must achieve before he feels like he’s truly fulfilled his destiny as a man. And until he’s achieved his goal in those three areas, the man you’re dating, committed to, or married to will be too busy to focus on you.

Peace is bad for business. When the former Soviet Union fell apart, the U.S. defense industry was staring into the face of a falling market share: To grow, it would have to find a new enemy. It would also help if it expanded its product line from building fighter jets to the newfangled demand for applications involving surveillance.

What can I do for you?” Cookie narrowed his eyes into sly slits. “I have not seen you for so long. I miss my dear friends. I have come to spend time with you.” “So Clan Nuan wants to expand its business to the Seven Star Dominion.” Cookie’s eyes widened in shock. He clasped his hands to his furry chest. “How could we possibly, even if we wanted to? That’s Clan Sai territory. I am simply here on vacation. I work too hard. So hard.

Medicinal alcohol was such a profitable business that it allowed Walgreens pharmacies to expand from around twenty stores to more than five hundred during the 1920s.

I bet if I spent less time with the television and more time pursuing activities that enhance my life and expand my knowledge, I won't freeze up in business or social situations.

Boy everyone in this country is running around yammering about their fucking rights. "I have a right, you have no right, we have a right." Folks I hate to spoil your fun, but... there's no such thing as rights. They're imaginary. We made 'em up. Like the boogie man. Like Three Little Pigs, Pinocio, Mother Goose, shit like that. Rights are an idea. They're just imaginary. They're a cute idea. Cute. But that's all. Cute...and fictional. But if you think you do have rights, let me ask you this, "where do they come from?" People say, "They come from God. They're God given rights." Awww fuck, here we go again...here we go again. The God excuse, the last refuge of a man with no answers and no argument, "It came from God." Anything we can't describe must have come from God. Personally folks, I believe that if your rights came from God, he would've given you the right for some food every day, and he would've given you the right to a roof over your head. GOD would've been looking out for ya. You know that. He wouldn't have been worried making sure you have a gun so you can get drunk on Sunday night and kill your girlfriend's parents. But let's say it's true. Let's say that God gave us these rights. Why would he give us a certain number of rights? The Bill of Rights of this country has 10 stipulations. OK...10 rights. And apparently God was doing sloppy work that week, because we've had to ammend the bill of rights an additional 17 times. So God forgot a couple of things, like...SLAVERY. Just fuckin' slipped his mind. But let's say...let's say God gave us the original 10. He gave the british 13. The british Bill of Rights has 13 stipulations. The Germans have 29, the Belgians have 25, the Sweedish have only 6, and some people in the world have no rights at all. What kind of a fuckin' god damn god given deal is that!?...NO RIGHTS AT ALL!? Why would God give different people in different countries a different numbers of different rights? Boredom? Amusement? Bad arithmetic? Do we find out at long last after all this time that God is weak in math skills? Doesn't sound like divine planning to me. Sounds more like human planning . Sounds more like one group trying to control another group. In other words...business as usual in America. Now, if you think you do have rights, I have one last assignment for ya. Next time you're at the computer get on the Internet, go to Wikipedia. When you get to Wikipedia, in the search field for Wikipedia, i want to type in, "Japanese-Americans 1942" and you'll find out all about your precious fucking rights. Alright. You know about it. In 1942 there were 110,000 Japanese-American citizens, in good standing, law abiding people, who were thrown into internment camps simply because their parents were born in the wrong country. That's all they did wrong. They had no right to a lawyer, no right to a fair trial, no right to a jury of their peers, no right to due process of any kind. The only right they had was...right this way! Into the internment camps. Just when these American citizens needed their rights the most...their government took them away. and rights aren't rights if someone can take em away. They're priveledges. That's all we've ever had in this country is a bill of TEMPORARY priviledges; and if you read the news, even badly, you know the list get's shorter, and shorter, and shorter. Yeup, sooner or later the people in this country are going to realize the government doesn't give a fuck about them. the government doesn't care about you, or your children, or your rights, or your welfare or your safety. it simply doesn't give a fuck about you. It's interested in it's own power. That's the only thing...keeping it, and expanding wherever possible. Personally when it comes to rights, I think one of two things is true: either we have unlimited rights, or we have no rights at all.

She indicated that she fantasized about men. Now I'm left to wonder if women would pay to have their fantasies realized. Perhaps we should expand our business to include offerings for ladies.

Between 1990 and 2005, a new prison opened in the United States every ten days. Prison growth and the resulting “prison-industrial complex”—the business interests that capitalize on prison construction—made imprisonment so profitable that millions of dollars were spent lobbying state legislators to keep expanding the use of incarceration to respond to just about any problem. Incarceration

Sense of humor seems to come from all-pervading joy, joy which has room to expand into a completely open situation because it is not involved with the battle between “this” and “that.” Joy develops into the panoramic situation of seeing or feeling the whole ground, the open ground. This open situation has no hint of limitation, of imposed solemnity. And if you do try to treat life as a “serious business,” if you try to impose solemnity upon life as though everything is a big deal, then it is funny. Why such a big deal?

The franchise and the virus work on the same principle: what thrives in one place will thrive in another. You just have to find a sufficiently virulent business plan, condense it into a three-ring binder ― its DNA ― xerox it, and embed it in the fertile lining of a well-traveled highway, preferably one with a lef- turn lane. Then the growth will expand until it runs up against its property lines. In olden times, you’d wander down to Mom’s Café for a bite to eat and a cup of joe, and you would feel right at home. It worked just fine if you never left your hometown. But if you went to the next town over, everyone would look up and stare at you when you came in the door, and the Blue Plate Special would be something you didn’t recognize. If you did enough traveling, you’d never feel at home anywhere. But when a businessman from New Jersey goes to Dubuque, he knows he can walk into a McDonald’s and no one will stare at him. He can order without having to look at the menu, and the food will always taste the same. McDonald’s is Home, condensed into a three-ringed binder and xeroxed. “No surprises” is the motto of the franchise ghetto, its Good Housekeeping seal, subliminally blazoned on every sign and logo that make up the curves and grids of light that outline the Basin. The people of America, who live in the world’s most surprising and terrible country, take comfort in that motto.

Set deadlines, and make them short. Parkinson’s Law states that your tasks will expand to take up the amount of time allotted for them. Shorten your personal deadlines and be amazed at how you complete all your tasks, regardless!

thought then that decent, intelligent, and experienced managers would automatically make rational business decisions. But I learned over time that isn’t so. Instead, rationality frequently wilts when the institutional imperative comes into play. For example: (1) As if governed by Newton’s First Law of Motion, an institution will resist any change in its current direction; (2) Just as work expands to fill available time, corporate projects or acquisitions will materialize to soak up available funds; (3) Any business craving of the leader, however foolish, will be quickly supported by detailed rate-of-return and strategic studies prepared by his troops; and (4) The behavior of peer companies, whether they are expanding, acquiring, setting executive compensation or whatever, will be mindlessly imitated.

Could you say that your business had expanded if it had gone from owning one teapot to two? Somehow she thought that Dr. Profit would answer both those questions with a shake of his head. Of course, she herself had expanded in girth since the agency was founded, but she did not think that such a form of growth was what the author of the article had in mind.

Fill. The third phase of dominion is to “fill” or “replenish” the earth. Bearing fruit, refining our gift, and mastering the use of our resources create demand and lead naturally to wider “distribution.” To “fill the earth” means to expand our gift, our influence, our resources, just as a growing business would by continually improving its product, opening new outlets, and hiring more employees. Another way to look at it is to think once again of an apple tree. A single apple seed grows into an apple tree, which then produces apples, each of which contains seeds for producing more trees. Planting those seeds soon turns a single apple tree into a whole orchard. This expansion to “fill the earth” is a joint effort between the Lord and us. Our part is to be faithful with the resources He has given. He is the one who brings the expansion. The more faithful we are with our stewardship, the more resources God will entrust to us. That is a biblical principle.

Every action taken by human beings is based in love or fear, not simply those dealing with relationships. Decisions affecting business, industry, politics, religion, the education of your young, the social agenda of your nations, the economic goals of your society, choices involving war, peace, attack, defense, aggression, submission; determinations to covet or give away, to save or to share, to unite or to divide—every single free choice you ever undertake arises out of one of the only two possible thoughts there are: a thought of love or a thought of fear. Fear is the energy which contracts, closes down, draws in, runs, hides, hoards, harms. Love is the energy which expands, opens up, sends out, stays, reveals, shares, heals. Fear wraps our bodies in clothing, love allows us to stand naked. Fear clings to and clutches all that we have, love gives all that we have away. Fear holds close, love holds dear. Fear grasps, love lets go. Fear rankles, love soothes. Fear attacks, love amends. Every human thought, word, or deed is based in one emotion or the other. You have no choice about this, because there is nothing else from which to choose. But you have free choice about which of these to select.

This is a really slippery business, and many people can get all into craving for non-craving and desiring non-attachment. This can be useful if it is done wisely and it is actually all we have to work with. If common sense is ignored, however, desiring non-attachment may produce neurotic, self-righteous, repressed ascetics instead of balanced, kind meditators. A

Look everywhere. There are miracles and curiosities to fascinate and intrigue for many lifetimes: the intricacies of nature and everything in the world and universe around us from the miniscule to the infinite; physical, chemical and biological functionality; consciousness, intelligence and the ability to learn; evolution, and the imperative for life; beauty and other abstract interpretations; language and other forms of communication; how we make our way here and develop social patterns of culture and meaningfulness; how we organise ourselves and others; moral imperatives; the practicalities of survival and all the embellishments we pile on top; thought, beliefs, logic, intuition, ideas; inventing, creating, information, knowledge; emotions, sensations, experience, behaviour. We are each unique individuals arising from a combination of genetic, inherited, and learned information, all of which can be extremely fallible. Things taught to us when we are young are quite deeply ingrained. Obviously some of it (like don’t stick your finger in a wall socket) is very useful, but some of it is only opinion – an amalgamation of views from people you just happen to have had contact with. A bit later on we have access to lots of other information via books, media, internet etc, but it is important to remember that most of this is still just opinion, and often biased. Even subjects such as history are presented according to the presenter’s or author’s viewpoint, and science is continually changing. Newspapers and TV tend to cover news in the way that is most useful to them (and their funders/advisors), Research is also subject to the decisions of funders and can be distorted by business interests. Pretty much anyone can say what they want on the internet, so our powers of discernment need to be used to a great degree there too. Not one of us can have a completely objective view as we cannot possibly have access to, and filter, all knowledge available, so we must accept that our views are bound to be subjective. Our understanding and responses are all very personal, and our views extremely varied. We tend to make each new thing fit in with the picture we have already started in our heads, but we often have to go back and adjust the picture if we want to be honest about our view of reality as we continually expand it. We are taking in vast amounts of information from others all the time, so need to ensure we are processing that to develop our own true reflection of who we are.

Americans purchased about 25 percent more books in 1943 than they did in 1942. The new paperback format was a hit, as Americans craved simple pleasures in times of peril. This increase in book buying was indicative of an expanded market of book buyers. As Time magazine observed, by 1943, “book-reading and book-buying reached outside the narrow quarters of the intellectuals and became the business of the whole vast literate population of the U.S.” No longer were books linked to wealth and status: they had become a universal pastime and a fitting symbol of democracy.

Regulations and the size and scope of government have greatly expanded, creating the conditions for the spread of crony capitalism, restricting competition in favor of politically well-connected businesses. Crony capitalism is not capitalism at all, but is seen as such by many because it involves businesspeople.

If diversity and inclusion initiatives are approached as a form of charity, it will result in some people benefiting at the expense of others. Instead, diversity and inclusion should be approached as a way to expand capacity and as a hedge against risk. If you look at nature, that’s what diversity does… expand capacity and hedge against risk.

Rich memories can expand time both as they are being created and in the rearview mirror.

marketing is expanding your sphere of influence to your target audience in order to propel your business forward.

businesses to expand and advance their communications networks by using the telephone poles and pipelines of major car

An older charismatic woman told me, “If the devil can’t steal your soul, he’ll just keep you busy doing meaningless church work.” There

The world is an ambitious business. It continuously expands and evolves. But people are lazy and God is far too lovely to do something about it.

Bad art makes you say, “Wow! Huh?” Good art makes you say, “Huh? Wow!” Looking at bad art is like eating fast food. You’re excited about the thought of it, but when it hits your stomach, the relationship ends quickly. Good art is seen, but not immediately understood—“Huh?” Then comes the “Aha!” moment when the subtext, the real meaning, unfolds and our mind expands.

It seems wrong to call it "business". It seems wrong to throw all those hectic days and sleepless nights, all those magnificent triumphs and desperate struggles, under that bland, generic banner: business. What we were doing felt like so much more. Each new day brought fifty new problems, fifty tough decisions that needed to be made, right now, and we were always acutely aware that one rash move, one wrong decision could be the end. The margin for error was forever getting narrower, while the stakes were forever creeping higher–and none of us wavered in the belief that "stakes" didn't mean "money". For some, I realize, business is the all-out pursuit of profits, period, full stop, but for use business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day of the human body isn't our mission as human beings. It's a basic process that enables our higher aims, and life always strives to transcend the basic processes of living–and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great business do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the life of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is–you're participating more fully in the whole grand human drama. More than simply alive, you're helping other to live more fully, and if that's business, all right, call me a businessman.

He's in charge of Facebook's global growth. His growth team is the capitalist engine of the whole enterprise. Facebook's business model depends on it conquering new territories. Expanding exponentially. The growth team is in charge of forging those new frontiers, and like more frontiersmen, Javi and his team play fast and loose. They're aggressive and quick to stake their claim, always looking for opportunities in the gray area created by the lack of regulation.

One of the many signs of verbal virtuosity among intellectuals is the repackaging of words to mean things that are not only different from, but sometimes the direct opposite of, their original meanings. 'Freedom' and 'power' are among the most common of these repackaged words. The basic concept of freedom as not being subjected to other people's restrictions, and of power as the ability to restrict other people's options have both been stood on their heads in some of the repackaging of these words by intellectuals discussing economic issues. Thus business enterprises who expand the public's options, either quantitatively (through lower prices) or qualitatively (through better products) are often spoken of as 'controlling' the market, whenever this results in a high percentage of consumers choosing to purchase their particular products rather than the competing products of other enterprises. In other words, when consumers decide that particular brands of products are either cheaper or better than competing brands of those products, third parties take it upon themselves to depict those who produced these particular brands as having exercised 'power' or 'control.' If, at a given time, three-quarters of the consumers prefer to buy the Acme brand of widgets to any other brand, then Acme Inc. will be said to 'control' three-quarters of the market, even though consumers control 100 percent of the market, since they can switch to another brand of widgets tomorrow if someone else comes up with a better widget, or stop buying widgets altogether if a new product comes along that makes widgets obsolete. ....by saying that businesses have 'power' because they have 'control' of their markets, this verbal virtuosity opens the way to saying that government needs to exercise its 'countervailing power' (John Kenneth Galbraith's phrase) in order to protect the public. Despite the verbal parallels, government power is in fact power, since individuals do not have a free choice as to whether or not to obey government laws and regulations, while consumers are free to ignore the products marketed by even the biggest and supposedly most 'powerful' corporations in the world.

Defeating fear of otherness means knowing who you are and what you’re trying to accomplish and leveraging that otherness to our benefit. Knowing I’d never be invited into smoke-filled rooms or to the golf course, I instead requested individual meetings with political colleagues where I asked questions and learned about their interests, creating a similar sense of camaraderie. In business, I take full advantage of opportunities afforded to minorities but then always offer to share my learning with other groups that have similar needs—expanding the circle rather than closing myself off. Like most who are underestimated, I have learned to over-perform and find soft but key ways to take credit. Because, ultimately, leadership and power require the confidence to effectively wield both.

This is great. But what I’m grasping at is an idea about a subtler goal. This thinking owes a lot to conversations with Manjula Waldron of Ohio State University, an engineering professor who also happens to be a hospital chaplain. This feels embarrassingly Zen-ish for me to spout, being a short, hypomanic guy with a Brooklyn accent, but here goes: Maybe the goal isn’t to maximize the contrast between a low baseline and a high level of activation. Maybe the idea is to have both simultaneously. Huh? Maybe the goal would be for your baseline to be something more than the mere absence of activation, a mere default, but to instead be an energized calm, a proactive choice. And for the ceiling to consist of some sort of equilibrium and equanimity threading through the crazed arousal. I have felt this a few times playing soccer, inept as I am at it, where there’s a moment when, successful outcome or not, every physiological system is going like mad, and my body does something that my mind didn’t even dream of, and the two seconds when that happened seemed to take a lot longer than it should have. But this business about the calm amid the arousal isn’t just another way of talking about “good stress” (a stimulating challenge, as opposed to a threat). Even when the stressor is bad and your heart is racing in crisis, the goal should be to somehow make the fraction of a second between each heartbeat into an instant that expands in time and allows you to regroup. There, I have no idea what I’m talking about, but I think there might be something important lurking there. Enough said.

The vast majority of entrepreneurial ventures did not steal their customers from any established business, but rather brought new people into a market. Optimism, innovation, and inclusion are the buzzwords of those who expand markets. Disruption deserves to be disrupted.

The question now is, do we have the morality and courage required to live together as brothers and not be afraid? One of the most persistent ambiguities we face is that everybody talks about peace as a goal, but among the wielders of power peace is practically nobody’s business. Many men cry “Peace! Peace!” but they refuse to do the things that make for peace. The large power blocs talk passionately of pursuing peace while expanding defense budgets that already bulge, enlarging already awesome armies and devising ever more devastating weapons. Call the roll of those who sing the glad tidings of peace and one’s ears will be surprised by the responding sounds. The heads of all the nations issue clarion calls for peace, yet they come to the peace table accompanied by bands of brigands each bearing unsheathed swords.

What is our UN-VICE in the context of Disruption 3.0? To sum up, UN-VICE is an updated way of capturing the state of the world. Framing the dynamics of systemic disruption as UNknown, Volatile, Intersecting, Complex, Exponential enables an empowering response. We are not helpless victims unable to make decisions. With UN-VICE, we have the power to shape our own futures. KEY POINTS: OUR UN-VICE ACRONYM - UNknown: Uncertainty becomes our comfort zone. Recognize you can’t know anything perfectly and many decisions are based on assumptions. Increased uncertainty lowers the value of advice and requires increased self-reliance. Learn how to respond regardless of the lack of precedents. - Volatile: Harness change for gain. Our world, and change itself, is evolving faster than ever before. Volatility is not new; we simply can’t ignore its impact. In volatility, we see the shifting speed and texture of the changing environment. - Intersecting: Everything connects to everything else. The broader our lens, the greater the insights gained from realizing how boundaries are disappearing. - Complex: Notice emergent properties and adapt. In complex environments, inputs do not map clearly to outputs. Practitioners must acknowledge emergent properties and reconcile the immediate with the indefinite. Such systems require critical thinking, experimentation, and judgment. Evaluate emerging issues, build resiliency, and learn to adapt to expanding complexity. - Exponential: Pay attention to nonlinear types of change that increase in growth rate. Notice rapid acceleration of seemingly small shifts. Monitoring early on will mean fewer surprises.

George Westinghouse, like Edison, thought money was important only as a form of “stored energy” to use as he wished in his work and expand his businesses. He was interested not in being rich, but in helping the world. He strove incessantly to deliver better, more reliable products.

In addition to taking your side business full time, another way you might want to grow and expand is by moving locations. Here are some different ways you can move: Moving from Etsy to a full website Moving from online to a brick-and-mortar store Moving from having one location to opening multiple locations

The axe is the healthiest implement that man ever handled, and is especially so for habitual writers and other sedentary workers, whose shoulders it throws back, expanding their chests, and opening their lungs. If every youth and man, from fifteen to fifty years old, could wield an axe two hours per day, dyspepsia would vanish from the earth, and rheumatism become decidedly scarce. I am a poor chopper, yet the axe is my doctor and delight. Its used gives the mind just enough occupation to prevents its falling into revery or absorbing trains of thought, while every muscle in the body receives sufficient, yet not exhausting, exercise.

How will this expanded role of governments manifest itself? A significant element of new “bigger” government is already in place with the vastly increased and quasi-immediate government control of the economy. As detailed in Chapter 1, public economic intervention has happened very quickly and on an unprecedented scale. In April 2020, just as the pandemic began to engulf the world, governments across the globe had announced stimulus programmes amounting to several trillion dollars, as if eight or nine Marshall Plans had been put into place almost simultaneously to support the basic needs of the poorest people, preserve jobs whenever possible and help businesses to survive.

This encouraged Grant to revive a proposal he had floated a year earlier to connect American canals and rivers into a national network, lowering transport costs and stoking business. He also wanted to revive American shipbuilding, which had been badly damaged during the war, by paying “ample compensation” to American ships that carried mail domestically and abroad. Grant expanded this vision by again endorsing a canal to connect the Atlantic and Pacific Oceans and he had surveys conducted to locate the most feasible site. Quite visionary about this pathway, Grant maintained that “it would add largely to the wealth of the Pacific coast, and, perhaps, change the whole current of the trade of the world.

Whatever the case, such attempts were becoming steadily more unnecessary, though I wasn’t about to stop her: minute by minute she became more insistent, her tactics eventually expanding to include several soft, affectionate bites that were not really painful, just her acknowledgment that our fascination was mutual and that we had business to transact. Then she would hide from sight briefly, peer out to fix my location, almost smiling (she had a slight overbite that caused her muzzle to exaggerate the perpetual “cat’s grin” that nearly every feline possesses), and shoot over to do the same from another spot. Or she would puff out her chest, white at its center, as she sat up straight and turned to glance back at me, then quickly look away again.

Never forget that absolutely everything you do is for your customers. Make every decision—even decisions about whether to expand the business, raise money, or promote someone—according to what’s best for your customers. If you’re ever unsure what to prioritize, just ask your customers the open-ended question, “How can I best help you now?” Then focus on satisfying those requests.

The Greeks thought of culture as character. It was predictability across scale: the behavior of a city, a state, or a people in small things, big things, and those in between. 32 Knowing who they were and what they wanted, the Spartans were wholly predictable. They saw no need to change themselves or anyone else. The Athenians’ strategy of walling their cities, however, had reshaped their character, obliging them restlessly to roam the world. Because they had changed, they would have to change others—that’s what having an empire means—but how many, to what extent, and by what means? No one, not even Pericles, could easily say. Pericles was not Xerxes. “I am more afraid of our own blunders than of the enemy’s devices,” he admitted as war approached. Knowing that the Athenians’ empire could not expand indefinitely, Pericles “unsparingly pruned and cut down their ever busy fancies,” Plutarch explained, “supposing it would be quite enough for them to do, if they could keep the [Spartans] in check.” 33 But as Pericles’ agents acknowledged before the Spartan assembly, allowing the empire the equality he celebrated within the city could cause contraction, perhaps even collapse.

American diplomats had been slow to understand the scope of the change being driven by Chinese migration to Africa. The phenomenon had been flagged in State Department cables as early as 2005, with diplomats identifying the budding, large-scale movement of people from China to Africa as part of a campaign to expand Beijing’s political influence and simultaneously advance China’s business interests and overall clout. These early, classified warnings also spoke of the spread, via emigration, of Chinese organized crime, particularly in smuggling and human trafficking. For the most part, however, it seemed that American diplomats were still in search of the right voice, the right message. All too often, Washington struck a paternalistic tone that came across as: Listen up children, you must be careful about these tricky Chinese.

I'm like a shark," Janie said. "I need to keep moving or die, which means I need to expand-" she stopped there. Her own father's business was successful mainly because he kept expanding, kept moving onward and upward. The only difference was Dan Westerveld didn't have a spouse who gambled away all available equity in the house and business. But Janie kept that information to herself. Neither her sister nor her parents knew how dire her financial situation was. "What do you mean? And you're kind of struggling as it is." "And that's why I need to expand. I'm just trying to make sure I can sustain my current lifestyle, which is hardly extravagant." "I'll say. I can't believe that beater of a car of yours is still running." "Regular maintenance helps." And prayer, Janie thought. Something she spent a lot of time on these days.

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

My friend Joe Polish uses the analogy of a racehorse. If you owned a million-dollar racehorse, you would take great care in how you treated that horse. You would feed it well, make sure it was well rested, carefully monitor its workouts, give it a clean and comfortable stable, and schedule regular checkups with a vet. In your life and your business, your body is your million-dollar racehorse. Don’t you deserve the same care?

When you leave a job, one of the hardest decisions you have to make on cleaning out your desk is what to do with the coffinlike cardboard tray holding 958 fresh-smelling business cards. You can’t throw them out— they and the nameplate and a few sample payroll stubs are proof to yourself that you once showed up at that building every day and solved complicated, utterly absorbing problems there; unfortunately, the problems themselves, though they once obsessed you, and kept you working late night after night, and made you talk in your sleep, turn out to have been hollow: two weeks after your last day that already have contracted into inert pellets one-fiftieth of their former size; you find yourself unable to create the sense of what was really at stake, for it seems to have been the Hungarian 5/2 rhythm of the lived workweek alone that kept each fascinating crisis inflated to its full interdepartmental complexity. But coterminously, while the problems you were paid to solve collapse, the nod of the security guard, his sign-in book, the escalator ride, the things on your desk, the site of colleagues’ offices, their faces seen from characteristic angles, the features of the corporate bathroom, all miraculously expand: and in this way what was central and what was incidental end up exactly reversed.

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.

For some, I realize, business is the all-out pursuit of profits, period, full stop, but for us business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day business of the human body isn’t our mission as human beings. It’s a basic process that enables our higher aims, and life always strives to transcend the basic processes of living—and at some point in the late 1970s, I did, too. I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great businesses do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is—you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman. Maybe it will grow on me. THERE

In the years of the early republic, liberalism had meant government restraint to keep from intruding on a man’s liberty. The Civil War Republicans had expanded that definition to mean a government that protected individuals by defending equality before the law and equal access to resources. Progressive Era reformers expanded that concept yet again, understanding that the federal government must restrain the excesses of big business that were crushing individuals.

The pity is that many Americans outside the elite bubbles know exactly what’s wrong, but our leaders seem determined to do nothing about it. Any attempt to cut the government chains and anchors off businesses so they can get back to growing, innovating, and creating jobs is demagogued as “tax breaks for the rich” or “favors for the one-percenters.” Never mind that many of those who would benefit are small-business owners who’ve been decimated over the past few years, first by the economic meltdown, then by government policies put in place to “fix” it. The money printed by the Fed to keep the economy pumped up flows to Wall Street, not Main Street, so small businesses aren’t borrowing it to pay for expansion. Even if they wanted to expand, about a third of all U.S. workers are employed by businesses with fifty or fewer employees, and Obamacare insures that if they hire a fifty-first, they’ll face crippling new costs for mandated health care.

Madness was all very well if you were Alma and in a profession where insanity was a desirable accessory, a kind of psycho-bling. You couldn’t get away with it down Martin’s Yard, though. In the reconditioning business there was no real concept of delightful eccentricity. You’d find yourself as the recipient of a pharmaceutical lobotomy provided on the National Health, as a result of which your waistband would expand as your abilities to think, talk and respond to stimuli contracted. This

In the Middle Ages the outbreak of a plague caused people to raise their eyes towards heaven, and pray to God to forgive them for their sins. Today when people hear of some deadly new epidemic, they reach for their mobile phones and call their brokers. For the stock exchange, even an epidemic is a business opportunity. If enough new ventures succeed, people’s trust in the future increases, credit expands, interest rates fall, entrepreneurs can raise money more easily and the economy grows.

used to produce more robots, and so on. These corporations can grow and expand to the far reaches of the galaxy, and all they need are robots and computers – they don’t need humans even to buy their products. Indeed, already today computers and algorithms are beginning to function as clients in addition to producers. In the stock exchange, for example, algorithms are becoming the most important buyers of bonds, shares and commodities. Similarly in the advertisement business, the most important customer of all is an algorithm: the Google search algorithm.

In the mid-1980s, Congress authorized the creation of the US Sentencing Commission to examine prison terms and codify norms to correct the arbitrary punishments meted out by unaccountable judges. First, in 1989 the commission’s guidelines for individuals went into effect, establishing a point system for how many years of prison a convicted criminal might get, based on the seriousness of the misconduct and a person’s criminal history. In 1991, amid public and congressional outrage that sentences for white-collar criminals were too light and fines and sanctions for corporations too lenient, the Sentencing Commission expanded the concept to cover organizations. It formalized the Sporkin-era regime of offering leniency in exchange for cooperation and reform. The new rules delineated factors that could earn a culprit mercy. In levying a fine, the court should consider, the sentencing guidelines said, “any collateral consequences of conviction.” 1 “Collateral consequences” was, and remains, an ill-defined concept. How worried should the government be if a punishment causes a company to go out of business? Should regulators worry about the cashiering of innocent employees? What about customers, suppliers, or competitors? Should they fret about financial crises? From this rather innocuous mention, the little notion of collateral consequences would blossom into the great strangling vine that came to be known after the financial crisis of 2008 by its shorthand: “too big to jail.” Prosecutors and regulators were crippled by the idea that the government could not criminally sanction some companies—particularly giant banks—for fear that they would collapse, causing serious problems for financial markets or the economy.

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.

Some have argued that capitalism promotes democracy, because of common norms of transparency, rule of law, and free competition—for markets, for ideas, for votes. In some idealized world, capitalism may enhance democracy, but in the history of the West, democracy has expanded by limiting the power of capitalists. When that project fails, dark forces are often unleashed. In the twentieth century, capitalism coexisted nicely with dictatorships, which conveniently create friendly business climates and repress independent worker organizations. Western capitalists have enriched and propped up third-world despots who crush local democracy. Hitler had a nice understanding with German corporations and bankers, who thrived until the unfortunate miscalculation of World War II. Communist China works hand in glove with its capitalist business partners to destroy free trade unions and to preserve the political monopoly of the Party. Vladimir Putin presides over a rigged brand of capitalism and governs in harmony with kleptocrats. When push comes to shove, the story that capitalism and democracy are natural complements is a myth. Corporations are happy to make a separate peace with dictators—and short of that, to narrow the domain of civic deliberation even in democracies. After Trump’s election, we saw corporations standing up for immigrants and saluting the happy rainbow of identity politics, but lining up to back Trump’s program of gutting taxes and regulation. Some individual executives belatedly broke with Trump over his racist comments, but not a single large company has resisted the broad right-wing assault on democracy that began long before Trump, and all have been happy with the dismantling of regulation. If democracy is revived, the movement will come from empowered citizens, not from corporations.

This raises a novel question: which of the two is really important, intelligence or consciousness? As long as they went hand in hand, debating their relative value was just a pastime for philosophers. But in the twenty-first century, this is becoming an urgent political and economic issue. And it is sobering to realise that, at least for armies and corporations, the answer is straightforward: intelligence is mandatory but consciousness is optional. Armies and corporations cannot function without intelligent agents, but they don’t need consciousness and subjective experiences. The conscious experiences of a flesh-and-blood taxi driver are infinitely richer than those of a self-driving car, which feels absolutely nothing. The taxi driver can enjoy music while navigating the busy streets of Seoul. His mind may expand in awe as he looks up at the stars and contemplates the mysteries of the universe. His eyes may fill with tears of joy when he sees his baby girl taking her very first step. But the system doesn’t need all that from a taxi driver. All it really wants is to bring passengers from point A to point B as quickly, safely and cheaply as possible. And the autonomous car will soon be able to do that far better than a human driver, even though it cannot enjoy music or be awestruck by the magic of existence.

Tell me you showered before you came over,” Bird said. “Most definitely,” Brandon said, picking up a pickle and dipping it into the Ranch dressing. “You could come work for me,” Bird said. Three years ago, Bird had started her own business: Scoopin’ Poopin’. She’d gone to dog owners in her neighborhood and offered to clean out their backyards each week for a monthly fee. Once she’d turned sixteen and could drive, she’d expanded her business beyond the neighborhood. “It’s still shoveling--” Brandon began. “It’s not the same,” Bird said. “I do it really early in the morning before it gets hot, and I have a long-handled scooper.” Brandon grinned. “Thanks, babe, but we’ll find something.

if consumer demand should increase for the goods or services of any private business, the private firm is delighted; it woos and welcomes the new business and expands its operations eagerly to fill the new orders. Government, in contrast, generally meets this situation by sourly urging or even ordering consumers to “buy” less, and allows shortages to develop, along with deterioration in the quality of its service. Thus, the increased consumer use of government streets in the cities is met by aggravated traffic congestion and by continuing denunciations and threats against people who drive their own cars. The New York City administration, for example, is continually threatening to outlaw the use of private cars in Manhattan, where congestion has been most troublesome. It is only government, of course, that would ever think of bludgeoning consumers in this way; it is only government that has the audacity to “solve” traffic congestion by forcing private cars (or trucks or taxis or whatever) off the road. According to this principle, of course, the “ideal” solution to traffic congestion is simply to outlaw all vehicles! But this sort of attitude toward the consumer is not confined to traffic on the streets. New York City, for example, has suffered periodically from a water “shortage.” Here is a situation where, for many years, the city government has had a compulsory monopoly of the supply of water to its citizens. Failing to supply enough water, and failing to price that water in such a way as to clear the market, to equate supply and demand (which private enterprise does automatically), New York’s response to water shortages has always been to blame not itself, but the consumer, whose sin has been to use “too much” water. The city administration could only react by outlawing the sprinkling of lawns, restricting use of water, and demanding that people drink less water. In this way, government transfers its own failings to the scapegoat user, who is threatened and bludgeoned instead of being served well and efficiently. There has been similar response by government to the ever-accelerating crime problem in New York City. Instead of providing efficient police protection, the city’s reaction has been to force the innocent citizen to stay out of crime-prone areas. Thus, after Central Park in Manhattan became a notorious center for muggings and other crime in the night hours, New York City’s “solution” to the problem was to impose a curfew, banning use of the park in those hours. In short, if an innocent citizen wants to stay in Central Park at night, it is he who is arrested for disobeying the curfew; it is, of course, easier to arrest him than to rid the park of crime. In short, while the long-held motto of private enterprise is that “the customer is always right,” the implicit maxim of government operation is that the customer is always to be blamed.

Is the competition really some mythical beast? No, not really. Knowing how to play your group of salespeople as a team, to overcome the group objective of winning the customers support, is the objective. The opposing team in proper viewpoint is not just the similar competing business to yours. Nor is it the competing franchises of your home office. No, in order to really be effective in the market place as a surviving business, you must go beyond that philosophy. You must be willing to expand your viewpoint to fully understand who the competition truly is. Your true competition is simply this: Anywhere that your customer would spend his or her dollars as opposed to spending them at your company or place of business.

But its other characteristic it shares with almost anything Martian. It can last long periods in hibernation, or if that isn't necessary, in a state of lowered vitality and activity—say when there is no food available. But with any increase in the food supply, then at once—almost like throwing a switch—it expands, multiplies to the full extent of the food supply." "I'll say it does!" "Cut off the food supply and it simply waits for more good times. Pure theory, of course, since I am reasoning by analogy from other Martian life forms—but that's why I'm going to have to disappoint Lowell. Fuzzy Britches will have to go on very short rations." Her husband frowned. "That won't be easy; he feeds it all the time. We'll just have to watch him—or there will be more little visitors from heaven. Honey, let's get busy. Right now." "Yes, dear. I just had to get my thoughts straight." Roger called them all to general quarters; Operation Roundup began. They shooed them aft and into the hold; they slithered back, purring and seeking companionship. Pollux got into the hold and tried to keep them herded together while the others scavenged through the ship. His father stuck his head in; tried to make out his son in a cloud of flat cats. "How many have you got so far?" "I can't count them—they keep moving around. Close the door!" "How can I keep the door closed and still send them in to you?" "How can I keep them in here if you keep opening the door?

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.

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