Financing Best Quotes

Augustus," I said. "Really. You don't have to do this." "Sure I do," he said. "I found my Wish." "God, you're the best," I told him. "I bet you say that to all the boys who finance your international travel," he answered.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

Think about this: your thoughts (and the resulting feelings) are not always aligned with what is in the best interests of your life, your health, your finances, or your potential.

A bull market is like sex. It feels best just before it ends

In bad countries the government takes care of everyone. In the best ones that's not necessary!‏

If you want to be a winner, then compare yourself to the best and acknowledge that it will never happen without hard work.

Many people have asked me, 'How do you make a single life a happy one? My answer is, 'Create the best life possible. The decisions you make determine where life takes you. I would make every effort, married or single, to get closer to Heavenly Father, to get the most education possible, to make my home a heaven on earth, and to learn how to manage my time and finances.' I sought for and still seek for any experience I can have to make my life happier and more fulfilling; being single or married has nothing to do with it.

Death and taxes in life are certain, knowing how to pay only your fair share is third.

God, you’re the best,” I told him. “I bet you say that to all the boys who finance your international travel,” he answered.

It was all here for me, just as it has all been here for you, the best and the worst of Western Civilization, if you cared to pay attention: music, finance, government, architecture, law and sculpture and painting, history and medicine and athletics and every sort of science, and books, books, books, and teachers and role models. People so smart you can’t believe it, and people so dumb you can’t believe it. People so nice you can’t believe it, and people so mean you can’t believe it.

Financial stability is much more about doing the best with what you have and not about achieving a certain level of income.

Who would appreciate such candor? No one. None of us really likes honesty. We prefer deception –but only when it is unabashedly flattering or artfully camouflaged. Groups seem to need to believe that they are superior to others and that they have a purpose greater than just passing along their genes to the next generation. Individuals seem to need similar delusions – about who they are and why they do what they do. They need heroes, however fraudulent… Studies show that people are more likely to accept the opinion of a confident con man than the cautious view of someone who actually knows what he is talking about. And professionals who form overconfident opinions on the basis of incorrect readings of the facts are more likely to succeed than their more competent peers who display greater doubt. What’s more, deception works best, according to studies by psychologists, when the person doing the deceiving is fool enough to be deceived, too; that is, when he believes his own lies. That is why incompetent leaders – who are naïve enough to fall for their own guff – are such a danger to civilized life. If they are modern leaders, they must also delude themselves into thinking they know how to make the world a better place. Invariably, the answers they propose to problems are ones that bubble up from their own vanity, the essence of which is to make the rest of the world look just like them!

1. Bangladesh.... In 1971 ... Kissinger overrode all advice in order to support the Pakistani generals in both their civilian massacre policy in East Bengal and their armed attack on India from West Pakistan.... This led to a moral and political catastrophe the effects of which are still sorely felt. Kissinger’s undisclosed reason for the ‘tilt’ was the supposed but never materialised ‘brokerage’ offered by the dictator Yahya Khan in the course of secret diplomacy between Nixon and China.... Of the new state of Bangladesh, Kissinger remarked coldly that it was ‘a basket case’ before turning his unsolicited expertise elsewhere. 2. Chile.... Kissinger had direct personal knowledge of the CIA’s plan to kidnap and murder General René Schneider, the head of the Chilean Armed Forces ... who refused to countenance military intervention in politics. In his hatred for the Allende Government, Kissinger even outdid Richard Helms ... who warned him that a coup in such a stable democracy would be hard to procure. The murder of Schneider nonetheless went ahead, at Kissinger’s urging and with American financing, just between Allende’s election and his confirmation.... This was one of the relatively few times that Mr Kissinger (his success in getting people to call him ‘Doctor’ is greater than that of most PhDs) involved himself in the assassination of a single named individual rather than the slaughter of anonymous thousands. His jocular remark on this occasion—‘I don’t see why we have to let a country go Marxist just because its people are irresponsible’—suggests he may have been having the best of times.... 3. Cyprus.... Kissinger approved of the preparations by Greek Cypriot fascists for the murder of President Makarios, and sanctioned the coup which tried to extend the rule of the Athens junta (a favoured client of his) to the island. When despite great waste of life this coup failed in its objective, which was also Kissinger’s, of enforced partition, Kissinger promiscuously switched sides to support an even bloodier intervention by Turkey. Thomas Boyatt ... went to Kissinger in advance of the anti-Makarios putsch and warned him that it could lead to a civil war. ‘Spare me the civics lecture,’ replied Kissinger, who as you can readily see had an aphorism for all occasions. 4. Kurdistan. Having endorsed the covert policy of supporting a Kurdish revolt in northern Iraq between 1974 and 1975, with ‘deniable’ assistance also provided by Israel and the Shah of Iran, Kissinger made it plain to his subordinates that the Kurds were not to be allowed to win, but were to be employed for their nuisance value alone. They were not to be told that this was the case, but soon found out when the Shah and Saddam Hussein composed their differences, and American aid to Kurdistan was cut off. Hardened CIA hands went to Kissinger ... for an aid programme for the many thousands of Kurdish refugees who were thus abruptly created.... The apercu of the day was: ‘foreign policy should not he confused with missionary work.’ Saddam Hussein heartily concurred. 5. East Timor. The day after Kissinger left Djakarta in 1975, the Armed Forces of Indonesia employed American weapons to invade and subjugate the independent former Portuguese colony of East Timor. Isaacson gives a figure of 100,000 deaths resulting from the occupation, or one-seventh of the population, and there are good judges who put this estimate on the low side. Kissinger was furious when news of his own collusion was leaked, because as well as breaking international law the Indonesians were also violating an agreement with the United States.... Monroe Leigh ... pointed out this awkward latter fact. Kissinger snapped: ‘The Israelis when they go into Lebanon—when was the last time we protested that?’ A good question, even if it did not and does not lie especially well in his mouth. It goes on and on and on until one cannot eat enough to vomit enough.

The modern conservative is not even especially modern. He is engaged, on the contrary, in one of man’s oldest, best financed, most applauded, and, on the whole, least successful exercises in moral philosophy. That is the search for a superior moral justification for selfishness. It is an exercise which always involves a certain number of internal contradictions and even a few absurdities.

The best entrepreneurs are not the best visionaries. The greatest entrepreneurs are incredible salespeople. They know how to tell an amazing story that will convince talent and investors to join in on the journey.

Years ago, I dated a lovely young woman who was a few thousand dollars in debt. She was completely stressed out about this. Every month, more interest would be added to her debts. To deal with her stress, she would go every Tuesday night to a meditation and yoga class. This was her one free night, and she said it seemed to be helping her. She would breathe in, imagining that she was finding ways to deal with her debts. She would breathe out, telling herself that her money problems would one day be behind her. It went on like this, Tuesday after Tuesday. Finally, one day I looked through her finances with her. I figured out that if she spent four or five months working a part-time job on Tuesday nights, she could actually pay off all the money she owed. I told her I had nothing against yoga or meditation. But I did think its always best to try to treat the disease first. Her symptoms were stress and anxiety. Her disease was the money she owed. "Why don't you get a job on Tuesday nights and skip yoga for a while?" I suggested. This was something of a revelation to her. And she took my advice. She became a Tuesday-night waitress and soon enough paid off her debts. After that, she could go back to yoga and really breathe easier.

Learning to embrace and savor rejection is one of the best things that entrepreneurs can do. Launching a startup is the time to find your ever-optimistic inner child again.

Investing time in adding value to yourself is the best way to invest time

Success is determined by how best you can utilize your time

The best way to assess yourself is to base the assessment on the product you produce daily

A reporter once asked me why I think progressive men who earn significantly less than their breadwinning wives still won't quit their jobs to take care of their children. Why do they still hold on to their careers, even if taking care of the children would make more financial sense because the cost of childcare is higher than their net salary? I think I know the answer to that now, and it sucks. Women are not expected to live a life for themselves. When women dedicate their lives to children, it is deemed a worthy and respectable choice. When women dedicate themselves to a passion outside of the family that doesn't involve worshiping their husbands or taking care of their kids, they're seen as selfish, cold, or unfit mothers. But when a man spends hours grueling over a craft, profession, or project, he's admired and seen as a genius. And when a man finds a woman who worships him, who dedicates her life to serving him, he's lucky. But when a man dedicates himself to taking care of his children it's seen as a last resort. That it must be because he ran out of other options. That it's plan Z. That it's an indicator of his inability to provide for his family. Basically, that he's a fucking loser. I think it's one of the most important falsehoods we need to shatter when talking about women's rights.

Loan restructuring may be explored as a collaborative solution between commercial bankers and businesses facing financial challenges. In the event of crises, it may be the best option for everyone.

Now I don't know much about finances, but I do know not to trust these smooth-faced wolves in sheep’s clothing. We trust these confidence tricksters because they know best, right? They'll be able to advise us, won't they? Yeah, they know best all right. They throw legal dust in our eyes, always keeping something back and dressing up their untruths with promises and alluring pound-note signs. But all the time they're making a killing out of us. A FUCKING KILLING!

A 10% loss in any investment can be recovered, not by 10%, but only by 11% gain. A 50% loss in any investment can be recovered only by 100% gain. And a 90% loss in any investment can be recovered only by a whopping 1,000% gain. Yes, all the above statements are true. Numbers can confuse the best of financial wizards. It needs a rare trait of common sense to unravel the mysteries of finance. For your investments: - Keep them Simple. - Avoid Jargons. - Exhibit Discipline. - Be Consistent. - Apply Common Sense

If you lead a small business, it's important to understand how to deal with each credit bureau and utilize business credit effectively. Transunion is the superior credit bureau of the three bureaus - Transunion provides quality and comprehensive reports, they have efficient systems, and they have professional and intelligent staff. On the other hand, Equifax is mediocre at best. And Experian is so horrible they're basically worthless.

By all that’s wonderful, it is the sea, I believe, the sea itself — or is it youth alone? Who can tell? But you here — you all had something out of life: money, love — whatever one gets on shore — and, tell me, wasn’t that the best time, that time when we were young at sea; young and had nothing, on the sea that gives nothing, except hard knocks — and sometimes a chance to feel your strength — that only — what you all regret?” And we all nodded at him: the man of finance, the man of accounts, the man of law, we all nodded at him over the polished table that like a still sheet of brown water reflected our faces, lined, wrinkled; our faces marked by toil, by deceptions, by success, by love; our weary eyes looking still, looking always, looking anxiously for something out of life, that while it is expected is already gone — has passed unseen, in a sigh, in a flash — together with the youth, with the strength, with the romance of illusions.

I’ve learned that while the finance goals are important, they’re not the most important. Finance can hit all our objectives, and the company still can fail. After all, the best accounts receivables team on the planet can’t save us if we’re in the wrong market with the wrong product strategy with an R&D team that can’t deliver.

Historically one of the main defects of constitutional government has been the failure to insure the fair value of political liberty. The necessary corrective steps have not been taken, indeed, they never seem to have been seriously entertained. Disparities in the distribution of property and wealth that far exceed what is compatible with political equality have generally been tolerated by the legal system. Public resources have not been devoted to maintaining the institutions required for the fair value of political liberty. Essentially the fault lies in the fact that the democratic political process is at best regulated rivalry; it does not even in theory have the desirable properties that price theory ascribes to truly competitive markets. Moreover, the effects of injustices in the political system are much more grave and long lasting than market imperfections. Political power rapidly accumulates and becomes unequal; and making use of the coercive apparatus of the state and its law, those who gain the advantage can often assure themselves of a favored position. Thus inequities in the economic and social system may soon undermine whatever political equality might have existed under fortunate historical conditions. Universal suffrage is an insufficient counterpoise; for when parties and elections are financed not by public funds but by private contributions, the political forum is so constrained by the wishes of the dominant interests that the basic measures needed to establish just constitutional rule are seldom properly presented. These questions, however, belong to political sociology. 116 I mention them here as a way of emphasizing that our discussion is part of the theory of justice and must not be mistaken for a theory of the political system. We are in the way of describing an ideal arrangement, comparison with which defines a standard for judging actual institutions, and indicates what must be maintained to justify departures from it.

The best entrepreneurs specialize in making "new mistakes" only.

ROA: is the company taking the best advantage of assets?   ROA is calculated by dividing the net profit by total assets. For

You have to discover how best you can manage your time to carry out your work effectively

The best long-term results come from buying a big, well-diversified portfolio of financial securities, and trading as little as possible.

There’s a best time for everything – including the acquisition of capital.

Locate the needs of the people and find out how best you can help them before bringing them to Christ

What is weak, emphasize as strong. Not sure how to pronounce a word? Then say it loudly with confidence. If technology is outdated, the company board of directors will spend fortunes advertising that their products are the newest and best. To finance the lies, the board will fire a third of the employees, making stock prices go up. Then, before customers disconnect and go to competitors, the company will have made enough money on its lies to buy a startup company with new technology. But, of course, the new technology should not be a backdoor for thieves.

If you need it, don’t lend it. It’s in most people’s nature to want to help, but if you genuinely need the money back, and you can’t afford to lose it, it’ll be in your best interest to NOT set yourself up.

We all chase the dream, but when taken to excess by individuals or in crowds, the chasing of dreams becomes madness. And chasing the dream with other people’s money is at best irresponsible and often fraudulent.

In the end, for all of us who strive to achieve, whether in business or in other walks of life, the end of life is a disappointment. The personal pleasure over a lifetime was mostly in the striving and in one’s friendships and interactions. The pinnacle of achievement does not bring happiness, but at best the reflection that the striving achieved some benefit for others, unappreciative and unrelated though those others may

Think about this for a moment. If the financial services industry is forced to take the time to find out what their customers’ best interests are and then act on them, the industry doesn’t have a viable business model.

What kind of soldier are you that you’re going to just sit in a cell while the world is thrown into chaos? Do you not understand what could happen if those weapons fall into the wrong hands? How could you be so selfish? (Syd) I’m selfish? Look, Agent Westbrook, your daddy’s a Boston stockbroker. I’m a death broker. I’m sure you don’t lecture Daddy on finance, so don’t even try to lecture me on assassination politics. I know all about them. Some bureaucratic ass-wipe sitting in a pristine office that’s totally isolated from the rest of the world decides the son of King Oomp-Loomp is a threat. He then hands down orders to people like me to go off King Oomp-Loompa’s son. Like an idiot, I do what he says without question. I hunt my target down, using information that is mostly bullshit and unreliable, gathered by someone like you who assured me it was correct as the time. But hey, if it changes minute by minute, and God forbid we pass that along to you. So me and my spotter lie in the grass, sand, or snow for days on end, cramped and hungry, never able to move more than a millimeter an hour until I have that one perfect shot I’ve been waiting for days. I take it, and then we lie there like pieces of dirt until we can inch our way back to safety, where hopefully the helicopter team will remember that they were supposed to retrieve us. Have you any idea of the nerves it takes to do what I do? To lie there on the ground while other armed men search for you? Have them step on you and not be able to even breathe or wince because if you do, it’s not only your life, but the life of your spotter? Do you know what it’s like to have the brains of your best friend spayed into your face and not be able to render aid to him because you know he’s dead and if you do, you’ll be killed too? I have been into the bowels of hell and back, Miz Westbrook. I have stared down the devil and made him sweat. So don’t tell me I don’t take this seriously. (Steele)

Today, in our society, in economics, and in finance, we place far too much trust in numbers. Numbers are not reality . At best, they are a pale reflection of reality. At worst, they’re a gross distortion of the truths we seek to measure. But the damage doesn’t stop there. Not only do we rely too heavily on historic economic and market data; our optimistic bias also leads us to misinterpret the data and give them credence that they rarely merit. By worshipping at the altar of numbers and by discounting the immeasurable, we have in effect created a numeric economy that can easily undermine the real one. Government:

I do not believe in the power of brand names or in emulating any of the brand name investors out there. It is a fact that all—if not at least most—of the biggest names in American finance and industry out there today have proven after the 2008 crisis to be some of the most incompetent people there are. Starting with the untouchable Goldman Sachs, who was bailed out by over $5 billion from Warren Buffett, to AIG and Citibank, who were bailed out by the hundreds of billions of dollars from the Troubled Asset Relief Program (TARP), having a name and a history does not make you the brightest and the best. All it takes is one nincompoop with a huge ego or a board of directors who think they are smarter than everyone else to destroy what has taken generations to build.

But for me all the East is contained in that vision of my youth. It is all in that moment when I opened my young eyes on it. I came upon it from a tussle with the sea—and I was young—and I saw it looking at me. And this is all that is left of it! Only a moment; a moment of strength, of romance, of glamour—of youth!... A flick of sunshine upon a strange shore, the time to remember, the time for a sigh, and—good-bye!—Night—Good-bye...!” He drank. “Ah! The good old time—the good old time. Youth and the sea. Glamour and the sea! The good, strong sea, the salt, bitter sea, that could whisper to you and roar at you and knock your breath out of you.” He drank again. “By all that’s wonderful, it is the sea, I believe, the sea itself—or is it youth alone? Who can tell? But you here—you all had something out of life: money, love—whatever one gets on shore—and, tell me, wasn’t that the best time, that time when we were young at sea; young and had nothing, on the sea that gives nothing, except hard knocks—and sometimes a chance to feel your strength—that only—what you all regret?” And we all nodded at him: the man of finance, the man of accounts, the man of law, we all nodded at him over the polished table that like a still sheet of brown water reflected our faces, lined, wrinkled; our faces marked by toil, by deceptions, by success, by love; our weary eyes looking still, looking always, looking anxiously for something out of life, that while it is expected is already gone—has passed unseen, in a sigh, in a flash—together with the youth, with the strength, with the romance of illusions.

It is noteworthy that the Southern states were such strong defenders of national power at the Constitutional Convention. Having recently been conquered by the British, living in constant tension with various Indian tribes, and sharing a substantial border with hostile European powers, the South chose the plan that would best serve its interests. Only a strong, well-financed government could deter and repel hostile enemies.

Everybody in the GE used secondaries. It was part of the culture now; socially acceptable. There had been many attempts by the Brussels parliament to legislate against it, and the Tax Bureau certainly did its best. But of course, if a method had been found to clear up people’s finances and put them on a hundred per cent legitimate, transparent basis, it would have worked for everyone, politicians and tax officials included.

Sometimes management thinks it must determine a minimum acceptable price upfront. This is not possible when selling an intangible company. The price, the real price, is determined by the market and not by any other means. I suggest to sellers that they not worry so much about the valuation right now but rather that we go out to the market, contact all the good buyers, get offers, and negotiate the best price that we can and then accept the highest offer. People

For centuries, it wasn’t government that kept the best records; merchants did. They were the ones who refined methods of accounting, bookkeeping, costs, and incomes, and they were at the core of the development of banking and notes of credit that are the precursors to all contemporary finance. Rulers, however, needed and coveted the revenue that merchants generated. Hence the evolution of the mercantile system, which saw various empires attempt to monopolize trade with their far-flung colonies and keep out foreign powers and foreign merchants.

Early in this book, I said that the feeling I got from buying a Polish stock that went up ten times was the best thing to ever happen to me in my career. But the feeling I had on that balcony in Brussels with Sergei’s widow and son, as we watched the largest lawmaking body in Europe recognize and condemn the injustices suffered by Sergei and his family, felt orders of magnitude better than any financial success I’ve ever had. If finding a ten bagger in the stock market was a highlight of my life before, there is no feeling as satisfying as getting some measure of justice in a highly unjust world.

Can we train ourselves to be a good partner in a relationship? A good business partner? Can we train ourselves to do better at managing our finances? Absolutely. Honey, you can always be the best version of yourself if you put the time in. But if you are getting into these relationships with whoever comes your way and still not developing yourself, you are going to fail every time. Focusing on readying yourself will also give you the discernment to recognize who might be the right partner in the first place. I don’t want you to lose the fight, honey, so stay out of the ring until you’re ready to be there.

If you run a bakery, you need a baker, a shop assistant to sell the cakes, and someone to oversee the finances. Would you employ the same person to do all three jobs? Of course not. Your financial wizard may know nothing about baking, but he will keep your accounts in perfect order. Your shop assistant may know nothing about finances, but he understands how to treat his customers. Each brings a unique skill to his job. In the same way, you may know enough about each set of skills to be able to manage a team of people, but you aren’t necessarily the best person to actually do the baking, even if you have a rough knowledge of it.

Very little truthfulness anywhere, antagonism everywhere, so much calculated to disgust, the gigantic hypocrisies, no holding fierce passions at bay, the ordinary viciousness you can see just by pressing the remote, explosive weapons in the hands of creeps, the gloomy tabulation of unspeakable violent events, the unceasing despoliation of the biosphere for profit, surveillance overkill that will come back to haunt us, great concentrations of wealth financing the most undemocratic malevolents around, science illiterates still fighting the Scopes trial 89 years on, economic inequities the size of the Ritz, indebtedness on everyone’s tail, families not knowing how bad things can get, money being squeezed out of every last thing — that frenzy — and (by no means new) government hardly by the people through representative democracy but rather by the great financial interests, the old American plutocracy worse than ever. You have 300 million people on a continent 3,000 miles wide doing the best they can with their inexhaustible troubles. We are witnessing a new and benign admixture of races on a scale unknown since the malignancy of slavery. I could go on and on. It’s hard not to feel close to existence here. This is not some quiet little corner of the world.

On a smart contract platform, the possibilities rapidly expand beyond what developers desiring to integrate various applications can easily handle. This leads to the adoption of standard interfaces for different types of functionality. On Ethereum, these standards are called Ethereum Request for Comments (ERC). The best known of these define different types of tokens that have similar behavior. ERC-20 is the standard for fungible tokens and defines an interface for tokens whose units are identical in utility and functionality.2 It includes behavior such as transferring units and approving operators for using a certain portion of a user's balance.

How different it could all have been … Taylor Swift was never meant to be a singer-songwriter; she was supposed to become a stockbroker. Her parents even chose her Christian name with a business path in mind. Her mother, Andrea, selected a gender-neutral name for her baby girl so that when she grew up and applied for jobs in the male-dominated finance industry no one would know if she were male or female. It was a plan that came from a loving place, but it was not one that would ever be realised. Instead, millions and millions of fans across the world would know exactly which gender Andrea’s firstborn was, without ever meeting her. In Taylor’s track ‘The Best Day’, which touchingly evokes a childhood full of wonder, she sings of her ‘excellent’ father whose ‘strength is making me stronger’. That excellent father is Scott Kingsley Swift, who studied business at the University of Delaware. He lived in the Brown residence hall. There, he made lots of friends, one of whom, Michael DiMuzio, would later cross paths with Taylor professionally. Scott graduated with a first-class degree and set about building his career in similarly impressive style. Perhaps a knack for business is in the blood: his father and grandfather also worked in finance. Scott set up his own investment-banking firm called the Swift

The Colbertian use of tariffs furthermore skewed trade so that high customs barriers in Italy meant that raw silk from Piedmont which used to go to Lombardy was instead sent to Lyons; Dutch producers had to pay duties on goods sold in France, but not vice versa, and so on.44 It was economic imperialism in action, which could hardly fail to stoke resentment in France’s satellite states. Napoleon had managed greatly to increase confidence in France’s finances and in her ability to honour her government’s bonds, but even so they never managed to match Britain’s in this period. At his best, he was forced to borrow at higher rates than Britain at its worst.

I am happy,” I tell her, and it is true. Other than the nagging worry about the Little Green Men returning, I’m incredibly happy. My translator’s gone, and I have…Aehako. Big, flirty Aehako who treats me like I’m the best thing that’s ever happened to him. Really, it’s the other way around. He’s the best thing that ever happened to me. I think even if I were offered a ride home back to earth tomorrow, I’d decline, just so I could stay with my big alien mate. Maybe that makes me crazy. But what did I have back on earth? No one that cared about me, an entry-level job in finance, and a mountain of student debt. Here I have an entire tribe of people, and Aehako.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

When abandoned babies were left out on the streets and back alleys, the Christians in North Africa organized baby runs and brought these babies to nursing mothers. The pagans were overwhelmed with the caring attitude of the Christians. Just as Peter predicted, unbelievers were led to faith in Christ and “glorified God” in the day of visitation. The excellencies of Christ are best revealed through the lives of those who are compassionate because they themselves are profoundly aware of their own shortcomings. The world can out entertain us; outnumber us; out finance us, but let it never be said that they can out-love us, for “God has poured out his love into our hearts by the Holy Spirit, whom he has given us” (Romans 5:5).

Consider finding a mate, someone to live with in a close relationship, usually as husband and wife. It is indeed a sort of market problem, in that the issue is not just finding a satisfactory person but also finding someone, confronted with the same search problem, who is willing to consider you as his or her best choice. Finding a match between husband and wife is like finding a trade in a financial market. It entails learning a market price (in the marriage market it is one’s attractiveness to certain kinds of potential spouses) and finding the best deal at that price. This analogy is not meant to put a commercial slant on a very personal problem, but instead to start us thinking about how we can design a better solution to the problem.

In the 1980s, the Romanian dictator Nicolae Ceauşescu banned contraceptives and abortions for any women who had not yet given birth to five children. Soon institutions filled with thousands of infants and kids abandoned by impoverished families (many intent on reclaiming their child when finances improved).* Kids were warehoused in overwhelmed institutions, resulting in severe neglect and deprivation. The story broke after Ceauşescu’s 1989 overthrow. Many kids were adopted by Westerners, and international attention led to some improvements in the institutions. Since then, children adopted in the West, those eventually returned to their families, and those who remained institutionalized have been studied, primarily by Charles Nelson of Harvard.

Sometimes he wondered if it wasn’t all a giant con, the gaggle of letters after his name, the dinners with Angela Merkel and Narendra Modi, the notes from Gordon Brown and Larry Summers. They were like those fake Oscar statues bought at ‘World’s Greatest Photocopier’ or ‘Best Lightbulb Changer in the Galaxy.’ When he died only his writing would remain, until it was rendered obsolete when oil and coal ran out and the species established its first settlement on Mars. Professor Chandra was the foremost trade economist in the world, could phone any finance minister in any country at any time and have them take his call. And yet, what if he had only convinced himself that the world envied him? What if, in reality, they felt sorry for him with his swollen ego and his Savile Row suits and his sculpted tri-continental accent?

This preternatural love of rules almost for their own sake punctuates German finance as it does German life. As it happens, a story had just broken that a German reinsurance company called Munich Re, back in June 2007, or just before the crash, had sponsored a party for its best producers that offered not just chicken dinners and nearest-to-the-pin golf competitions but a blowout with prostitutes in a public bath. In finance, high or low, this sort of thing is of course not unusual. What was striking was how organized the German event was. The company tied white and yellow and red ribbons to the prostitutes to indicate which ones were available to which men. After each sexual encounter the prostitute received a stamp on her arm to indicate how often she had been used. The Germans didn’t just want hookers: they wanted hookers with rules.

The Arab world has done nothing to help the Palestinian refugees they created when they attacked Israel in 1948. It’s called the ‘Palestinian refugee problem.’ This is one of the best tricks that the Arabs have played on the world, and they have used it to their great advantage when fighting Israel in the forum of public opinion. This lie was pulled off masterfully, and everyone has been falling for it ever since. First you tell people to leave their homes and villages because you are going to come in and kick out the Jews the day after the UN grants Israel its nationhood. You fail in your military objective, the Jews are still alive and have more land now than before, and you have thousands of upset, displaced refugees living in your country because they believed in you. So you and the UN build refugee camps that are designed to last only five years and crowd the people in, instead of integrating them into your society and giving them citizenship. After a few years of overcrowding and deteriorating living conditions, you get the media to visit and publish a lot of pictures of these poor people living in the hopeless, wretched squalor you have left them in. In 1967 you get all your cronies together with their guns and tanks and planes and start beating the war drums. Again the same old story: you really are going to kill all the Jews this time or drive them into the sea, and everyone will be able to go back home, take over what the Jews have developed, and live in a Jew-free Middle East. Again you fail and now there are even more refugees living in your countries, and Israel is even larger, with Jerusalem as its capital. Time for more pictures of more camps and suffering children. What is to be done about these poor refugees (that not even the Arabs want)? Then start Middle Eastern student organizations on U.S. college campuses and find some young, idealistic American college kids who have no idea of what has been described here so far, and have them take up the cause. Now enter some power-hungry type like Yasser Arafat who begins to blackmail you and your Arab friends, who created the mess, for guns and bombs and money to fight the Israelis. Then Arafat creates hell for the world starting in the 1970s with his terrorism, and the “Palestinian refugee problem” becomes a worldwide issue and galvanizes all your citizens and the world against Israel. Along come the suicide bombers, so to keep the pot boiling you finance the show by paying every bomber’s family twenty-five thousand dollars. This encourages more crazies to go blow themselves up, killing civilians and children riding buses to school. Saudi Arabia held telethons to raise thousands of dollars to the families of suicide bombers. What a perfect way to turn years of military failure into a public-opinion-campaign success. The perpetuation of lies and uncritical thinking, combined with repetitious anti-Jewish and anti-American diatribes, has produced a generation of Arab youth incapable of thinking in a civilized manner. This government-nurtured rage toward the West and the infidels continues today, perpetuating their economic failure and deflecting frustration away from the dictators and regimes that oppress them. This refusal by the Arab regimes to take an honest look at themselves has created a culture of scapegoating that blames western civilization for misery and failure in every aspect of Arab life. So far it seems that Arab leaders don’t mind their people lagging behind, save for King Abdullah’s recent evidence of concern. (The depth of his sincerity remains to be seen.)

He had discovered that the reason for the carnival atmosphere on Saquo-Pilia Hensha was that the local people were celebrating the annual feast of the Assumption of St. Antwelm. St. Antwelm had been, during his lifetime, a great and popular king who had made a great and popular assumption. What King Antwelm had assumed was that what everybody wanted, all other things being equal, was to be happy and enjoy themselves and have the best possible time together. On his death he had willed his entire personal fortune to financing an annual festival to remind everyone of this, with lots of good food and dancing and very silly games like Hunt the Wocket. His Assumption had been such a brilliantly good one that he was made into a saint for it. Not only that, but all the people who had previously been made saints for doing things like being stoned to death in a thoroughly miserable way or living upside down in barrels of dung were instantly demoted and were now thought to be rather embarrassing.

Pointsman is the only one here maintaining his calm. He appears unruffled and strong. His lab coats have even begun lately to take on a Savile Row serenity, suppressed waist, flaring vents, finer material, rather rakishly notched lapels. In this parched and fallow time, he gushes affluence. After the baying has quieted down at last, he speaks, soothing: “There’s no danger.” “No danger?” screams Aaron Throwster, and the lot of them are off again muttering and growling. “Slothrop’s knocked out Dodson-Truck and the girl in one day!” “The whole thing’s falling apart, Pointsman!” “Since Sir Stephen came back, Fitzmaurice House has dropped out of our scheme, and there’ve been embarrassing inquires down from Duncan Sandys—“ “That’s the P.M.’s son-in-law, Pointsman, not good, not good!” “We’ve already begun to run into a deficit—“ “Funding,” IF you can keep your head, “is available, and will be coming in before long… certainly before we run into any serious trouble. Sir Stephen, far from being ‘knocked out,’ is quite happily at work at Fitzmaurice House, and is At Home there should any of you wish to confirm. Miss Borgesius is still active in the program, and Mr. Duncan Sandys is having all his questions answered. But best of all, we are budgeted well into fiscal ’46 before anything like a deficit begins to rear its head.” “Your Interested Parties again?” sez Rollo Groast. “Ah, I noticed Clive Mossmoon from Imperial Chemicals closeted with you day before yesterday,” Edwin Treacle mentions now. “Clive Mossmoon and I took an organic chemistry course or two together back at Manchester. Is ICI one of our, ah, sponsors, Pointsman?” “No,” smoothly, “Mossmoon, actually, is working out of Malet Street these days. I’m afraid we were up to nothing more sinister than a bit of routine coordination over the Schwarzkommando business.” “The hell you were. I happen to know Clive’s at ICI, managing some sort of polymer research.” They stare at each other. One is lying, or bluffing, or both are, or all of the above. But whatever it is Pointsman has a slight advantage. By facing squarely the extinction of his program, he has gained a great of bit of Wisdom: that if there is a life force operating in Nature, still there is nothing so analogous in a bureaucracy. Nothing so mystical. It all comes down, as it must, to the desires of men. Oh, and women too of course, bless their empty little heads. But survival depends on having strong enough desires—on knowing the System better than the other chap, and how to use it. It’s work, that’s all it is, and there’s no room for any extrahuman anxieties—they only weaken, effeminize the will: a man either indulges them, or fights to win, und so weiter. “I do wish ICI would finance part of this,” Pointsman smiles. “Lame, lame,” mutters the younger Dr. Groast. “What’s it matter?” cries Aaron Throwster. “If the old man gets moody at the wrong time this whole show can prang.” “Brigadier Pudding will not go back on any of his commitments,” Pointsman very steady, calm, “we have made arrangements with him. The details aren’t important.” They never are, in these meetings of his.

The Keynesian world is a world in which there are two distinct classes of actors: the skilled investor, ‘who, unperturbed by the prevailing pastime, continues to purchase investments on the best genuine long-term expectations he can frame’, and, on the other hand, the ignorant ‘game-player’. It does not seem to have occurred to Keynes that either of these two may learn from the other, and that, in particular, company directors and even the managers of investment trusts may be the wiser for learning from the market what it thinks about their actions. In this Keynesian world the managers and directors already know all about the future and have little to gain by devoting their attention to the misera plebs of the market. In fact, Keynes strongly feels that they should not! This pseudo-Platonic view of the world of high finance forms, we feel, an essential part of what Schumpeter called the ‘Keynesian vision’. This view ignores progress through exchange of knowledge because the ones know all there is to be known whilst the others never learn anything.

The history of HRT use dates back to 1966 and the success of Dr. Robert Wilson’s best-selling book Feminine Forever, which he promoted vigorously. The premise of the book was that it was as natural and necessary for a menopausal woman to replace estrogen as it was for a diabetic to replace insulin. Dr. Wilson preached that doing so would keep a woman young, healthy, and attractive. He went so far as to declare that the lack of eggs and decline of reproductive hormones in a menopausal woman was a “galloping catastrophe”5 that could only be averted by taking estrogen supplements. He explained that with estrogen supplements, “Breasts and genital organs will not shrivel. Such women will be much more pleasant to live with and will not become dull and unattractive.” According to Dr. Wilson’s son, Ronald, all of his father’s expenses to write Feminine Forever were paid for by Wyeth-Ayerst, the maker of the synthetic estrogen supplement Premarin. He also said that Wyeth-Ayerst financed his father’s organization, the Wilson Research Foundation, which had offices on Park Avenue in Manhattan.

It is essential that this Convention repudiate here and now any doctrinaire, militant minority, whether Communist, Ku Klux Klan or Bircher which would subvert this party to purposes alien to the very basic tenets which gave this party birth. "Precisely one year ago today on July 14, 1963, I issued a statement wherein I warned that: "'The Republican party is in real danger of subversion by a radical, well-financed and highly disciplined minority.' "At that time I pointed out that the purpose of this minority were 'wholly alien to the sound and honest conservatism that has firmly based the Republican party in the best of a century's traditions, wholly alien to the sound and honest Republican liberalism that has kept the party abreast of human needs in a changing world, wholly alien to the broad middle course that accommodates the mainstream of Republican principles.' "Our sole concern must be the future well-being of America, and of freedom and respect for human dignity - the preservation and enhancement of these principles upon which this nation has achieved its greatness." -Nelson Rockefeller at the 1964 Republican National Convention

All my best decisions in life have come when I tuned into what felt like the best moves for me. I’d spent much of my life looking to others for answers, allowing their opinions to drown out my instincts. My default was to substitute others desires for my own. In fact, I’d done that so much that it became a habit, one I’m still unlearning. I’ve needed a lot of practice at putting my own ideas and intuition at the forefront and Oprah was encouraging me to again rehearse. ... That afternoon Oprah articulated the lesson to me in a way that turned on the lights. “You know what a resounding ‘yes’ feels like,” she said, “it’s undeniable. Nothing’s going stop you from doing it. You’re excited. You don’t have to convince yourself to move forward. You simply know this is the right thing.” And that is what I live by. I’ve made a lot of decisions from my head. I’ve chosen to go in this direction or that one based on finances, or because something seems like a great opportunity, or because I don’t want to hurt peoples feelings or disappoint them, or because someone is pushing me toward an agenda that serves them. But when I’ve listened to my heart, when I’ve trusted what my spirit is telling me, that ‘yes’ has always steered my right.

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

My Future Self My future self and I become closer and closer as time goes by. I must admit that I neglected and ignored her until she punched me in the gut, grabbed me by the hair and turned my butt around to introduce herself. Well, at least that’s what it felt like every time I left the convalescent hospital after doing skills training for a certification I needed to help me start my residential care business. I was going to be providing specialized, 24/7 residential care and supervising direct care staff for non-verbal, non-ambulatory adult men in diapers! I ran to the Red Cross and took the certified nurse assistant class so I would at least know something about the job I would soon be hiring people to do and to make sure my clients received the best care. The training facility was a Medicaid hospital. I would drive home in tears after seeing what happens when people are not able to afford long-term medical care and the government has to provide that care. But it was seeing all the “young” patients that brought me to tears. And I had thought that only the elderly lived like this in convalescent hospitals…. I am fortunate to have good health but this experience showed me that there is the unexpected. So I drove home each day in tears, promising God out loud, over and over again, that I would take care of my health and take care of my finances. That is how I met my future self. She was like, don’t let this be us girlfriend and stop crying! But, according to studies, we humans have a hard time empathizing with our future selves. Could you even imagine your 30 or 40 year old self when you were in elementary or even high school? It’s like picturing a stranger. This difficulty explains why some people tend to favor short-term or immediate gratification over long-term planning and savings. Take time to picture the life you want to live in 5 years, 10 years, and 40 years, and create an emotional connection to your future self. Visualize the things you enjoy doing now, and think of retirement saving and planning as a way to continue doing those things and even more. However, research shows that people who interacted with their future selves were more willing to improve savings. Just hit me over the head, why don’t you! I do understand that some people can’t even pay attention or aren’t even interested in putting money away for their financial future because they have so much going on and so little to work with that they feel like they can’t even listen to or have a conversation about money. But there are things you’re doing that are not helping your financial position and could be trouble. You could be moving in the wrong direction. The goal is to get out of debt, increase your collateral capacity, use your own money in the most efficient manner and make financial decisions that will move you forward instead of backwards. Also make sure you are getting answers specific to your financial situation instead of blindly guessing! Contact us. We will be happy to help!

Decouplers often trip up on this step in two ways. First, they are overly generic in articulating the CVC. When mapping the process of buying a car, auto executives tend to describe it as: feel the need to buy car > become aware of a car brand > develop an interest in the brand > visit the dealer > purchase the car. This is a start, but it is not specific enough. Decouplers must ask: When do people actually need a new car? How exactly do people become aware of car brands? How do people become interested in a make or model? And so on. The generic process of awareness, interest, desire, and purchase isn’t specific enough to help. Decouplers also flounder by failing to identify all the relevant stages in the value chain. For the car-buying process, a better description of the CVC might be: become aware that your car lease will expire in one month > feel the need to purchase a new car > develop a heightened interest in car ads > visit car manufacturers’ websites > create a set of two or three brands of interest > visit third-party auto websites > compare options of cars in the same category > choose a model > shop online for the best price > visit the nearest dealer to see if they have the model in stock > see if they can beat the best online price > test-drive the cars > decide about financing, warranty, and other add-ons > negotiate a final price > sign the contract > pick up the car > use it > wait for the lease to expire again. With this far more detailed CVC, we can fully appreciate the complexity of the car-buying

The Rockefeller Foundation was established in 1913 to maintain the control of the family’s oil empire. Today this foundation is the most important shareholder of Exxon with 4.3 million shares. Additionally, the foundation has two million shares in Standard Oil of California and 300.000 shares in Mobil Oil. Other smaller foundations belonging to the Rockefellers have three million shares in Exxon, and 400.000 shares in Standard Oil of Ohio. The total asset of this group of Rockefeller companies, amount to more than fifty billion dollars.[20] For a researcher who concentrates on the Rockefeller family, it won’t be difficult to prove that this immensely rich family has played an important role in the American politics of the twentieth century. The drift and decisions of American politics lead directly back to the Rockefeller family. The Rockefellers immigrated to America from Spain. The best-known member of this family was the influential industrialist, banker John Davidson Rockefeller. He asserted himself as the richest man of his time. Before going into oil transport, he was a wholesaler of narcotic drugs.[21] With an unbridled energy, he set up the Standard Oil Trust, which now possesses ninety percent of the oil refineries in the United States.[22] John Davidson Rockefeller also bought the Pocantico Hills territory in New York, which is the domicile of over a 100 families with the name Rockefeller. David Rockefeller, an absolute genius in the field of finances, has been managing Chase Manhattan Bank, the most important bank in the world, since 1945. The power of this bank is great enough to bring about or destroy governments, to start or end wars, and ruin companies or let them flourish worldwide, ultimately exerting great influence on the entire human race.

I have known its fascination since: I have seen the mysterious shores, the still water, the lands of brown nations, where a stealthy Nemesis lies in wait, pursues, overtakes so many of the conquering race, who are proud of their wisdom, of their knowledge, of their strength. But for me all the East is contained in that vision of my youth. It is all in that moment when I opened my young eyes on it. I came upon it from a tussle with the sea—and I was young—and I saw it looking at me. And this is all that is left of it! Only a moment; a moment of strength, of romance, of glamour—of youth!... A flick of sunshine upon a strange shore, the time to remember, the time for a sigh, and—good-bye!—Night—Good-bye...!” He drank. “Ah! The good old time—the good old time. Youth and the sea. Glamour and the sea! The good, strong sea, the salt, bitter sea, that could whisper to you and roar at you and knock your breath out of you.” He drank again. “By all that’s wonderful, it is the sea, I believe, the sea itself—or is it youth alone? Who can tell? But you here—you all had something out of life: money, love—whatever one gets on shore—and, tell me, wasn’t that the best time, that time when we were young at sea; young and had nothing, on the sea that gives nothing, except hard knocks—and sometimes a chance to feel your strength—that only—what you all regret?” And we all nodded at him: the man of finance, the man of accounts, the man of law, we all nodded at him over the polished table that like a still sheet of brown water reflected our faces, lined, wrinkled; our faces marked by toil, by deceptions, by success, by love; our weary eyes looking still, looking always, looking anxiously for something out of life, that while it is expected is already gone—has passed unseen, in a sigh, in a flash—together with the youth, with the strength, with the romance of illusions.

The phone rang. It was a familiar voice. It was Alan Greenspan. Paul O'Neill had tried to stay in touch with people who had served under Gerald Ford, and he'd been reasonably conscientious about it. Alan Greenspan was the exception. In his case, the effort was constant and purposeful. When Greenspan was the chairman of Ford's Council of Economic Advisers, and O'Neill was number two at OMB, they had become a kind of team. Never social so much. They never talked about families or outside interests. It was all about ideas: Medicare financing or block grants - a concept that O'Neill basically invented to balance federal power and local autonomy - or what was really happening in the economy. It became clear that they thought well together. President Ford used to have them talk about various issues while he listened. After a while, each knew how the other's mind worked, the way married couples do. In the past fifteen years, they'd made a point of meeting every few months. It could be in New York, or Washington, or Pittsburgh. They talked about everything, just as always. Greenspan, O'Neill told a friend, "doesn't have many people who don't want something from him, who will talk straight to him. So that's what we do together - straight talk." O'Neill felt some straight talk coming in. "Paul, I'll be blunt. We really need you down here," Greenspan said. "There is a real chance to make lasting changes. We could be a team at the key moment, to do the things we've always talked about." The jocular tone was gone. This was a serious discussion. They digressed into some things they'd "always talked about," especially reforming Medicare and Social Security. For Paul and Alan, the possibility of such bold reinventions bordered on fantasy, but fantasy made real. "We have an extraordinary opportunity," Alan said. Paul noticed that he seemed oddly anxious. "Paul, your presence will be an enormous asset in the creation of sensible policy." Sensible policy. This was akin to prayer from Greenspan. O'Neill, not expecting such conviction from his old friend, said little. After a while, he just thanked Alan. He said he always respected his counsel. He said he was thinking hard about it, and he'd call as soon as he decided what to do. The receiver returned to its cradle. He thought about Greenspan. They were young men together in the capital. Alan stayed, became the most noteworthy Federal Reserve Bank chairman in modern history and, arguably the most powerful public official of the past two decades. O'Neill left, led a corporate army, made a fortune, and learned lessons - about how to think and act, about the importance of outcomes - that you can't ever learn in a government. But, he supposed, he'd missed some things. There were always trade-offs. Talking to Alan reminded him of that. Alan and his wife, Andrea Mitchell, White House correspondent for NBC news, lived a fine life. They weren't wealthy like Paul and Nancy. But Alan led a life of highest purpose, a life guided by inquiry. Paul O'Neill picked up the telephone receiver, punched the keypad. "It's me," he said, always his opening. He started going into the details of his trip to New York from Washington, but he's not much of a phone talker - Nancy knew that - and the small talk trailed off. "I think I'm going to have to do this." She was quiet. "You know what I think," she said. She knew him too well, maybe. How bullheaded he can be, once he decides what's right. How he had loved these last few years as a sovereign, his own man. How badly he was suited to politics, as it was being played. And then there was that other problem: she'd almost always been right about what was best for him. "Whatever, Paul. I'm behind you. If you don't do this, I guess you'll always regret it." But it was clearly about what he wanted, what he needed. Paul thanked her. Though somehow a thank-you didn't seem appropriate. And then he realized she was crying.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

23 When He Carries a Heavy Burden Bear one another’s burdens, and so fulfill the law of Christ. GALATIANS 6:2 SOCIETY PUTS A LOT OF WEIGHT on a man’s shoulders. It is his burden to earn the finances to support his family. He is expected to do well at his work and on his job. There are so many expectations of him in that regard that he feels the pressure of it constantly. That’s why you read about so many men committing suicide when they are in serious financial trouble. The burden is too great. Few women commit suicide for financial failure. If you or I fell into financial ruin, we would just sell everything, pay off all the debts we could, get a job, and start over. Men can feel the burden of failure in life-threatening ways. That’s why your husband needs your prayers to keep his burdens lifted. One of the best ways to bear your husband’s burden is to pray for him about whatever heavy load he is carrying. Every time you do, pray especially for what burdens him the most. One of the most effective things you can do is let him know you are praying for him and ask him to tell you what his burdens are. He may reveal something you didn’t even know was bothering him. God’s Word says that sometimes our burden comes from the oppressor. The children of Israel had an oppressor, and they were overtaken by this oppressor because of their own disobedience. But God promised that the burden the oppressor put on them would eventually be broken by the power of His Spirit. “It shall come to pass in that day that his burden will be taken away from your shoulder, and his yoke from your neck, and the yoke will be destroyed because of the anointing oil” (Isaiah 10:27). The anointing oil refers to a work of the Holy Spirit. Your prayers can invite the Holy Spirit to break any burden of the oppressor off of your husband’s shoulders. You will be fulfilling the “law of Christ” every time you pray like that, not to mention how it will secure your husband’s devotion. My Prayer to God LORD, I pray my husband will be able to fully release his burdens to You. I know that when we cast our burdens on You, You will sustain us and not allow us to be shaken (Psalm 55:22 NASB). Help me to bear his burdens in prayer and in any other way You reveal to me. Show me what his greatest burden is and what I can do to lighten it. I ask that You would relieve him of his heavy load by Your presence in his life. Enable him to understand that when he yokes up with You, You will carry the burden for him. I pray that when he is oppressed by the enemy, whatever prayer or supplication is made by him—when he acknowledges his own burdens before You and turns to You for help—that You will hear him (2 Chronicles 6:29-30). I also pray that as You take his burden from him, he will know it’s You doing the heavy lifting. In Jesus’ name I pray.

Men are not content with a simple life: they are acquisitive, ambitious, competitive, and jealous; they soon tire of what they have, and pine for what they have not; and they seldom desire anything unless it belongs to others. The result is the encroachment of one group upon the territory of another, the rivalry of groups for the resources of the soil, and then war. Trade and finance develop, and bring new class-divisions. "Any ordinary city is in fact two cities, one the city of the poor, the other of the rich, each at war with the other; and in either division there are smaller ones - you would make a great mistake if you treated them as single states". A mercantile bourgeoisie arises, whose members seek social position through wealth and conspicuous consumption: "they will spend large sums of money on their wives". These changes in the distribution of wealth produce political changes: as the wealth of the merchant over-reaches that of the land-owner, aristocracy gives way to a plutocratic oligarchy - wealthy traders and bankers rule the state. Then statesmanship, which is the coordination of social forces and the adjustment of policy to growth, is replaced by politics, which is the strategy of parts and the lust of the spoils of office. Every form of government tends to perish by excess of its basic principle. Aristocracy ruins itself by limiting too narrowly the circle within which power is confined; oligarchy ruins itself by the incautious scramble for immediate wealth. In rather case the end is revolution. When revolution comes it may seem to arise from little causes and petty whims, but though it may spring from slight occasions it is the precipitate result of grave and accumulated wrongs; when a body is weakened by neglected ills, the merest exposure may bring serious disease. Then democracy comes: the poor overcome their opponents, slaughtering some and banishing the rest; and give to the people an equal share of freedom and power. But even democracy ruins itself by excess – of democracy. Its basic principle is the equal right of all to hold office and determine public policy. This is at first glance a delightful arrangement; it becomes disastrous because the people are not properly equipped by education to select the best rulers and the wisest courses. As to the people they have no understanding, and only repeat what their rulers are pleased to tell them; to get a doctrine accepted or rejected it is only necessary to have it praised or ridiculed in a popular play (a hit, no doubt, at Aristophanes, whose comedies attacked almost every new idea). Mob-rule is a rough sea for the ship of state to ride; every wind of oratory stirs up the waters and deflects the course. The upshot of such a democracy is tyranny or autocracy; the crowd so loves flattery, it is so “hungry for honey” that at last the wiliest and most unscrupulous flatterer, calling himself the “protected of the people” rises to supreme power. (Consider the history of Rome). The more Plato thinks of it, the more astounded he is at the folly of leaving to mob caprice and gullibility the selection of political officials – not to speak of leaving it to those shady and wealth-serving strategists who pull the oligarchic wires behind the democratic stage. Plato complains that whereas in simpler matters – like shoe-making – we think only a specially-trained person will server our purpose, in politics we presume that every one who knows how to get votes knows how to administer a city or a state.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

In the contemporary world there are two classes of bad plans-the plans invented and put into practice by men who do not accept our ideal postulates, and the plans invented and put into practice by the men who accept them, but imagine that the ends proposed by the prophets can be achieved by wicked or unsuitable means. Hell is paved with good intentions, and it is probable that plans made by well-meaning people of the second class may have results no less disastrous than plans made by evil-intentioned people of the first class. Which only shows, yet once more, how right the Buddha was in classing unawareness and stupidity among the deadly sins. Let us consider a few examples of bad plans belonging to these two classes. In the first class we must place all Fascist and all specifically militaristic plans. Fascism, in the words of Mussolini, believes that "war alone brings up to its highest tension all human energy and puts the stamp of nobility upon the peoples who have the courage to meet it." Again, "a doctrine which is founded upon the harmful postulate of peace is hostile to Fascism." The Fascist, then, is one who believes that the bombardment of open towns with fire, poison and explosives (in other words, modern war) is intrinsically good. He is one who rejects the teaching of the prophets and believes that the best society is a national society living in a state of chronic hostility towards other national societies and preoccupied with ideas of rapine and slaughter. He is one who despises the non-attached individual and holds up for admiration the person who, in obedience to the boss who happens at the moment to have grabbed political power, systematically cultivates all the passions (pride, anger, envy, hatred) which the philosophers and the founders of religions have unanimously condemned as the most maleficent, the least worthy of human beings. All fascist planning has one ultimate aim: to make the national society more efficient as a war machine. Industry, commerce and finance are controlled for this purpose. The manufacture of substitutes is encouraged in order that the country may be self-sufficient in time of war. Tariffs and quotas are imposed, export bounties distributed, exchanges depreciated for the sake of gaining a momentary advantage or inflicting loss upon some rival. Foreign policy is conducted on avowedly Machiavellian principles; solemn engagements are entered into with the knowledge that they will be broken the moment it seems advantageous to do so; international law is invoked when it happens to be convenient, repudiated when it imposes the least restraint on the nation's imperialistic designs. Meanwhile the dictator's subjects are systematically educated to be good citizens of the Fascist state. Children are subjected to authoritarian discipline that they may grow up to be simultaneously obedient to superiors and brutal to those below them. On leaving the kindergarten, they begin that military training which culminates in the years of conscription and continues until the individual is too decrepit to be an efficient soldier. In school they are taught extravagant lies about the achievements of their ancestors, while the truth about other peoples is either distorted or completely suppressed. the press is controlled, so that adults may learn only what it suits the dictator that they should learn. Any one expressing un-orthodox opinions is ruthlessly persecuted. Elaborate systems of police espionage are organized to investigate the private life and opinions of even the humblest individual. Delation is encouraged, tale-telling rewarded. Terrorism is legalized. Justice is administered in secret; the procedure is unfair, the penalties barbarously cruel. Brutality and torture are regularly employed.

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

I'd like you to see that we are interfering too drastically. WE can't just assume so completely that Azerbaijan is in the hands of dangerous men and vicious Bolsheviks. I suppose it's all in the way you see Iran. I'd like you to see that Iranians are just as serious about their politics as we are: perhaps more so. The Iranian is a vigorous individual with definite ideas about the right and wrong done to him. It's easy for these journalists to laugh at the idea of political spontaneity among the Iranians because they look on these people as dirty, stupid, childlike natives who stare open-mouthed while the wonders of the west are offered to them. …... They are not like that at all. They want proper government, the same as anybody else. They have certainly tried hard enough to get it, but they haven't had a chance. We have done a great deal to prevent them getting real government. It may shock you, but we have always wanted corrupt administrations. Since the Reuter concessions sixty years ago we have begaved like American gangsters using threats, money, and even war to extort privileges and concessions which amounted to owning the country. At one time we had complete control over the administration, over the entire wealth of the land, the banks, and the army. It's rather silly to say the Iranians are un-political when you realize how quickly we had to hand back those concessions. This country rose to a man against us. We gave in hastily, but we managed to cling desperately to our oil concessions. [MacGregor] I think you are worrying yourself unduly [Essex]. We can't be too bad an influence. We may not be reformers ourselves... but we do not fight people who are really trying to improve the country. You must admit that we did not resist the last Shah, and he certainly reformed the place as best as it could be reformed. [MacGregor] It has become a habit to pass all compliments to Reza Shah,...even though we dethroned him. All reforms and modernizations are supposed to be his idea. Yet he simply took over the power of a popular revolution which we resisted at the time. He took power as a despot and he was little better than his predecessors. These people are getting fed up with despots. They obviously want to achieve some kind of better government, particularly in Azerbaijan.… That revolt in Azerbaijan doesn't have to be a Russian idea. It is really the continuation of five or six revolutions, all of them trying to get rid of corrupt governments. This time they seen to be succeeding. Our idea is to stop it.... Every level of government in Iran is corrupt from top to bottom, including the court, the police, and the parliament. Government is organized corruption. The ministers prey on the population like buzzards; they arragne taxes, laws, finances, famines; everything to the purpose of making money. The last Shah might have wiped out some of it; but that meant he became the biggest grafter of them all. He controlled the little fellows, and took the best of everything for himself. By the end of his rule he owned about a fifth of this entire country. He is not the hero we think he is, and his police regime was as brutal as anything the Germans had. Though we co-operated with him, he was a little tougher than the others and he always held out for more. Once, he threatened to wipe out our oil concession but we brought him off. He could always be bought off, like all the other grafters.

History records that there was only one Napoleon at the battle of Waterloo — and that he was too small for his job. The fact is there were two Napoleons at Waterloo, and the second one was big enough for his job, with some to spare. The second Napoleon was Nathan Rothschild — the emperor of finance. During the trying months that came before the crash Nathan Rothschild had plunged on England until his own fortunes, no less than those of the warring nations, were staked on the issue. He had lent money direct. He had discounted Wellington's paper. He had risked millions by sending chests of gold through war-swept territory where the slightest failure of plans might have caused its capture. He was extended to the limit when the fateful hour struck, and the future seemed none too certain. The English, in characteristic fashion, believed that all had been lost before anything was lost -— before the first gun bellowed out its challenge over the Belgian plains. The London stock market was in a panic. Consols were falling, slipping, sliding, tumbling. If the telegraph had been invented, the suspense would have been less, even if the wires had told that all was lost. But there was no telegraph. There were only rumors and fears. As the armies drew toward Waterloo Nathan Rothschild was like a man aflame. All of his instincts were crying out for news — good news, bad news, any kind of news, but news — something to end his suspense. News could be had immediately only by going to the front. He did not want to go to the front. A biographer of the family, Mr. Ignatius Balla, 1 declares that Nathan had " always shrunk from the sight of blood." From this it may be presumed that, to put it delicately, he was not a martial figure. But, as events came to a focus, his mingled hopes and fears overcame his inborn instincts. He must know the best or the worst and that at once. So he posted off for Belgium. He drew near to the gathering armies. From a safe post on a hill he saw the puffs of smoke from the opening guns. He saw Napoleon hurl his human missiles at Wellington's advancing walls of red. He did not see the final crash of the French, because he saw enough to convince him that it was coming, and therefore did not wait to witness the actual event. He had no time to wait. He hungered and thirsted for London as a few days before he had hungered and thirsted for the sight of Waterloo. Wellington having saved the day for him as well as for England, Nathan Rothschild saw an opportunity to reap colossal gains by beating the news of Napoleon's 1 The Romance of the Rothschilds, p. 88. 126 OUR DISHONEST CONSTITUTION defeat to London and buying the depressed securities of his adopted country before the news of victory should send them skyward with the hats of those whose brains were still whirling with fear. So he left the field of Waterloo while the guns were still booming out the requiem of all of Napoleon's great hopes of empire. He raced to Brussels upon the back of a horse whose sides were dripping with spur-drawn blood. At Brussels he paid an exorbitant price to be whirled in a carriage to Ostend. At Ostend he found the sea in the grip of a storm that shook the shores even as Wellington was still shaking the luck-worn hope of France. " He was certainly no hero," says Balla, " but at the present moment he feared nothing." Who would take him in a boat and row him to England? Not a boatman spoke. No one likes to speak when Death calls his name, and Rothschild's words were like words from Death. But Rothschild continued to speak. He must have a boatman and a boat. He must beat the news of Waterloo to England. Who would make the trip for 500 francs? Who would go for 800, 1,000? Who would go for 2,000? A courageous sailor would go. His name should be here if it had not been lost to the world. His name should be here and wherever this story is printed, because he said he would go if Rothschild would pay the 2,000 francs to the sailor's wife before

My recommendation instead, however, is that we do not surrender questions of value, whether absolute matters of truth, goodness, and beauty or relative judgment of more or less truth, goodness, and beauty. With those questions to the fore, in fact, we can interrogate various other traditions and truly learn something that can improve our own. Perhaps the Presbyterians really do know more than we do about due process in church government. Perhaps the Orthodox really do know some things we do not about iconography. Perhaps the Mennonites really can teach us the meaning of 'enough.' Perhaps the Pentecostals can help liberate us from dull and disembodied worship. Baptists who have learned to improve their procedures from Presbyterians, their art from the Orthodox, their finances from the Mennonites, and their worship from the Pentecostals do not therefore become worse Baptists but better ones. And so around the ecumenical circle, no?

Dear Heavenly Father, I thank You that You are the God of the breakthrough. Thank You that no matter what it is, my health, my finances, my relationships or my state of mind, You can break through any spiritual obstacle holding me from Your best for me. Thank You that no weapon formed against me will succeed. Thank You that You are my defender against the enemy in every form. Thank You that the victory has already been sealed for me through You, in Jesus name, amen.

Ben Graham–style bargain equities, we may become quite uncomfortable at times, especially if the market value of the portfolio declined precipitously. We might look at the portfolio and conclude that every investment could be worth zero. After all, we may have a mediocre business run by mediocre management, with assets that could be squandered. Investing in deep value equities therefore requires faith in the law of large numbers—that historical experience of market-beating returns in deep value stocks and the fact that we own a diversified portfolio will combine to yield a satisfactory result over time. This conceptually sound view becomes seriously challenged in times of distress. By contrast, an investor in high-quality businesses that are conservatively financed and run by shareholder-friendly managements may fall back on the well-founded belief that no matter how low the stock prices of those companies fall, the businesses will survive the downturn and recover value over time.

There are other problems more closely related to the question of culture. The poor fit between large scale and Korea’s familistic tendencies has probably been a net drag on efficiency. The culture has slowed the introduction of professional managers in situations where, in contrast to small-scale Chinese businesses, they are desperately needed. Further, the relatively low-trust character of Korean culture does not allow Korean chaebol to exploit the same economies of scale and scope in their network organization as do the Japanese keiretsu. That is, the chaebol resembles a traditional American conglomerate more than a keiretsu network: it is burdened with a headquarters staff and a centralized decision-making apparatus for the chaebol as a whole. In the early days of Korean industrialization, there may have been some economic rationale to horizontal expansion of the chaebol into unfamiliar lines of business, since this was a means of bringing modern management techniques to a traditional economy. But as the economy matured, the logic behind linking companies in unrelated businesses with no obvious synergies became increasingly questionable. The chaebol’s scale may have given them certain advantages in raising capital and in cross-subsidizing businesses, but one would have to ask whether this represented a net advantage to the Korean economy once the agency and other costs of a centralized organization were deducted from the balance. (In any event, the bulk of chaebol financing has come from the government at administered interest rates.) Chaebol linkages may actually serve to hold back the more competitive member companies by embroiling them in the affairs of slow-growing partners. For example, of all the varied members of the Samsung conglomerate, only Samsung Electronics is a truly powerful global player. Yet that company has been caught up for several years in the group-wide management reorganization that began with the passing of the conglomerate’s leadership from Samsung’s founder to his son in the late 1980s.72 A different class of problems lies in the political and social realms. Wealth is considerably more concentrated in Korea than in Taiwan, and the tensions caused by disparities in wealth are evident in the uneasy history of Korean labor relations. While aggregate growth in the two countries has been similar over the past four decades, the average Taiwanese worker has a higher standard of living than his Korean counterpart. Government officials were not oblivious to the Taiwanese example, and beginning in about 1981 they began to reverse somewhat their previous emphasis on large-scale companies by reducing their subsidies and redirecting them to small- and medium-sized businesses. By this time, however, large corporations had become so entrenched in their market sectors that they became very difficult to dislodge. The culture itself, which might have preferred small family businesses if left to its own devices, had begun to change in subtle ways; as in Japan, a glamour now attached to working in the large business sector, guaranteed it a continuing inflow of Korea’s best and brightest young people.73

At the height of Russia’s tsarist empire in the eighteenth and nineteenth centuries, alcohol revenues constituted fully one-third of the entire operating budget of the Russian state—enough to cover the full costs of fielding and maintaining the largest standing army in Europe with enough left over to construct the royal family’s opulent Winter Palace in St. Petersburg.39 Even into the late twentieth century—when alcohol revenues were at best an afterthought to state finance in most European states—Soviet Russia was still reaping in the neighborhood of 170 billion rubles every year from vodka—over one-quarter of all the income to the Soviet state.40

Mom,” I said, “do you know where the family money is?” I thought it would be an easy question. After all, my father was a successful financial consultant and stockbroker who taught investment classes three nights a week. My mother had to be up to speed on the family finances. At first, however, she didn't reply. Then she squirmed slightly in her chair. “Of course I know where our money is,” she finally said. “Your father manages it.” “ But where is it? Do you know where he's got it invested?” “ Well, no, I don't. Your father handles all that.” “ But don't you have your own accounts, your own line of credit?” My mother laughed. “David,” she said, “what do I need a line of credit for? I have the best bank in the world—your father.

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Principle #7: Embrace Adversity and Struggle: Strengthen Your Achievement Muscles Who ever came up with the expression, “Get it right the first time?” Who ever gets it right the first time? In fact, we’re not supposed to get it right the first time. Thomas Edison failed nearly 10,000 times trying to invent the lightbulb. Walt Disney was turned down hundreds of times in his attempts to finance Disneyland. Babe Ruth struck out twice as many times as he hit home runs. Babies don’t walk the first time they try.

Guideline #12: Hire a professional. Remember the definition of a job seeker I posted at the front of this book? Take a moment and go back to the definition, and study all the aspects of the job campaign you have to master or be proficient in. CEOs of Fortune 500 companies would be hard-pressed to master or be proficient in that many disciplines. They have finance professionals, sales teams, IT departments, management personnel, and consultants to help them. However, most job seekers conduct the job campaign solely on their own.

When I Need to Be Delivered from Bad Habits For what I am doing, I do not understand. For what I will to do, that I do not practice; but what I hate, that I do…But now, it is no longer I who do it, but sin that dwells in me. ROMANS 7:15,17 AT ONE TIME OR ANOTHER in our lives, we women struggle with some kind of habit or behavior we don’t like, don’t want, and don’t know how to overcome. We usually know when we are doing something that is not good for our body, health, finances, or marriage, because after we do it we feel guilty to the point of self-flagellating regret. We beat ourselves up all day long about it. In the verses above, Paul describes our situation when we don’t do the things we know we should, and we do the things we know we shouldn’t. It happens when sin gets control over us, or our flesh cries loudly for what it wants, or the enemy takes advantage of our weakness and we don’t resist him. If we attempt to handle this on our own without God’s help, even if we do well for a time, we may eventually fall back into the same bad habit. Paul, however, gives us reason to hope, because a few verses later he asks, “Who will deliver me from this?” And he answers his own question saying, “Jesus Christ our Lord” (Romans 7:24-25). Jesus can set us free from all that is destructive in our lives, including our tendency toward any bad habits. The best news is that even though our own strength fails, the power of the Holy Spirit in us never fails. Ask God to set you free from any bad habit or craving that you know is not God’s will for your life. Thank Him that because of Jesus, you don’t have to give in to the dictates of your own flesh. Jesus has not only set you free, He can also help you walk in the freedom He has given you. My Prayer to God LORD, I pray You would expose any bad habits I have to Your light. Burn them out of my life. For the habit I struggle with most that I would like to see broken, help me to gain control over it so it cannot control me anymore. Show me how to rise up in the power of Your Spirit and resist this weakness head on. Take away whatever is in me that draws me to do anything that is not Your best for my life. Fill what is missing in me with more of You so that I stop trying to fill any empty place in my life with something that turns into an undesirable habit. Destroy the conflict in me that causes me to do what I don’t want to do and not do what I do want to do. Enable me to be strong and not give in to weakness. I release to You all my desires and needs, and recognize that my true need will always be for more of You. Thank You, Jesus, for setting me free from captivity to sin and delivering me from all that is not good for me, and therefore not good for my husband and children. Protect me from anything that would drive me back into old habits that only destroy my peace, health, security, and future. Lift me above my weaknesses so that Your strength will be clearly manifested in me. In Jesus’ name I pray.

jobs. How it would work was that Mallett would take someone from one team—say, Yahoo Finance—and tell them to find six other people from around the company to build an entirely new product. It didn’t matter if the team all worked in the same place. Maybe you found someone in London who was good at building a real-time feed in HTML. Maybe the best sales person for the team was located in New York and the designer you needed was in Sunnyvale. Fine. Just go. Build it now. And don’t forget your day job.

The best time to plant a tree was 20 years ago. The second best time is now.

As people, our emotions get the best of us, some more so than others and when that happens, emotions can end up fucking up our wallets. The key to not spending irrationally is separating emotion from the purchase. Just think of why you really want something. If it’s one of these reasons: •       Impressing Someone •       Having the latest and greatest •       “Keeping Up with the Joneses”   Chances are it’s an emotional purchase. Most of the time we just want to feel important, so we’ll buy something that (read some Dale Carnegie How to Win Friends & Influence People) makes us feel that way. Still, companies have a say in how we feel too.

Particularly galling was the way the Homestead Act was abused. Passed during the Civil War, it was supposed to make a reality out of Lincoln’s version of the free labor, free soil dream. But fewer than half a million people actually set up viable farms over nearly half a century. Most public lands were taken over by the railroads, thanks to the government’s beneficent land-grant policy (another form of primitive accumulation); by land speculators backed by eastern bankers, who sometimes hired pretend “homesteaders” in acts of outright fraud; or by giant cattle ranches and timber companies and the like who worked hand in glove with government land agents. As early as 1862 two-thirds of Iowa (or ten million acres) was owned by speculators. Railroads closed off one-third of Kansas to homesteading and that was the best land available. Mushrooming cities back east became, in a kind of historical inversion, the safety valve for overpopulated areas in the west. At least the city held out the prospect of remunerative wage labor if no longer a life of propertied independence. Few city workers had the capital to migrate west anyway; when one Pennsylvania legislator suggested that the state subsidize such moves, he was denounced as “the Pennsylvania Communist” for his trouble. During the last land boom of the nineteenth century (from about 1883 to 1887), 16 million acres underwent that conversion every year. Railroads doubled down by selling off or mortgaging portions of the public domain they had just been gifted to finance construction or to speculate with. But land-grant roads were built at costs 100 percent greater than warranted and badly built at that, needing to be rebuilt just fifteen years later.

The best time to plant a tree was 20 years ago. The second best time is now.” – Chinese Proverb Start

FOR MY SPIRITUAL LIFE... What’s the ONE Thing I can do to help others... ? What’s the ONE Thing I can do to improve my relationship with God... ? FOR MY PHYSICAL HEALTH... What’s the ONE Thing I can do to achieve my diet goals... ? What’s the ONE Thing I can do to ensure that I exercise... ? What’s the ONE Thing I can do to relieve my stress... ? FOR MY PERSONAL LIFE... What’s the ONE Thing I can do to improve my skill at ________... ? What’s the ONE Thing I can do to find time for myself... ? FOR MY KEY RELATIONSHIPS... What’s the ONE Thing I can do to improve my relationship with my spouse/partner... ? What’s the ONE Thing I can do to improve my children’s school performance... ? What’s the ONE Thing I can do to show my appreciation to my parents... ? What’s the ONE Thing I can do to make my family stronger... ? FOR MY JOB... What’s the ONE Thing I can do to ensure that I hit my goals... ? What’s the ONE Thing I can do to improve my skills... ? What’s the ONE Thing I can do to help my team succeed... ? What’s the ONE Thing I can do to further my career... ? FOR MY BUSINESS... What’s the ONE Thing I can do to make us more competitive... ? What’s the ONE Thing I can do to make our product the best... ? What’s the ONE Thing I can do to make us more profitable... ? What’s the ONE Thing I can do to improve our customer experience... ? FOR MY FINANCES... What’s the ONE Thing I can do to increase my net worth... ? What’s the ONE Thing I can do to improve my investment cash flow... ? What’s the ONE Thing I can do to eliminate my credit card debt... ? BIG IDEAS So how do you make The ONE Thing part of your daily routine? How do you make it strong enough to get extraordinary results at work and in the other areas of your life? Here’s a starter list drawn from our experience and our work with others. Understand and believe it. The first step is to understand the concept of the ONE Thing, then to believe that it can make a difference in your life. If you don’t understand and believe, you won’t take action. Use it. Ask yourself the Focusing Question. Start each day by asking, “What’s the ONE Thing I can do today for [whatever you want] such that by doing it everything else will be easier or even unnecessary?” When you do this, your direction will become clear. Your work will be more productive and your personal life more rewarding. Make it a habit. When you make asking the Focusing Question a habit, you fully engage its power to get the extraordinary results you want. It’s a difference maker. Research says this will take about 66 days. Whether it takes you a few weeks or a few months, stick with it until it becomes your routine. If you’re not serious about learning the Success Habit, you’re not serious about getting extraordinary results. Leverage reminders. Set up ways to remind yourself to use the Focusing Question. One of the best ways to do this is to put up a sign at work that says, “Until my ONE Thing is done—everything else is a distraction.” We designed the back cover of this book to be a trigger —set it on the corner of your desk so that it’s the first thing you see when you get to work. Use notes, screen savers, and calendar cues to keep making the connection between the Success Habit and the results you seek. Put up reminders like, “The ONE Thing = Extraordinary Results” or “The Success Habit Will Get Me to My Goal.” Recruit support. Research shows that those around you can influence you tremendously. Starting a success support group with some of your work colleagues can help inspire all of you to practice the Success Habit every day. Get your family involved. Share your ONE Thing. Get them on board. Use the Focusing Question around them to show them how the Success Habit can make a difference in their school work, their personal achievements, or any other part of their lives.

For example, Mr. Jiten from Dubai has Rs. 100,000 to invest but has no finance or investment experience and wishes to hire an investment manager to manage his investments fulltime. However, he may not be able to afford one due to either limited amount of money or the fact that  the investment manager may not be interested as he would not be employed full time. If he joins other 9999 investors having Rs. 100,000 each and all having the same investment objectives, with Rs.1,000,000,000, they would be in a position to hire the best investment manager. This is the concept of a mutual fund.

Behavioral economics is about working constructively with the standard economic model to get a better understanding of economic behavior. The objective is definitely not to criticize the standard economic model, or accentuate the negatives. Testing the standard model is a means to an end, and that end is to understand economic behavior as best we can.