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Several years ago I was lecturing in British Columbia. Dr [Simon] Wessely was speaking and he gave a thoroughly enjoyable lecture on M.E. and CFS. He had the hundreds of staff physicians laughing themselves silly over the invented griefs of the M.E. and CFS patients who according to Dr Wessely had no physical illness what so ever but a lot of misguided imagination. I was appalled at his sheer effectiveness, the amazing control he had over the minds of the staid physicians….His message was very clear and very simple. If I can paraphrase him: “M.E. and CFS are non-existent illnesses with no pathology what-so-ever. There is no reason why they all cannot return to work tomorrow. The next morning I left by car with my crew and arrived in Kelowna British Columbia that afternoon. We were staying at a patient’s house who had severe M.E. with dysautanomia and was for all purposes bed ridden or house bound most of the day. That morning she had received a phone call from her insurance company in Toronto. (Toronto is approximately 2742 miles from Vancouver). The insurance call was as follows and again I paraphrase: “Physicians at a University of British Columbia University have demonstrated that there is no pathological or physiological basis for M.E. or CFS. Your disability benefits have been stopped as of this month. You will have to pay back the funds we have sent you previously. We will contact you shortly with the exact amount you owe us”. That night I spoke to several patients or their spouses came up to me and told me they had received the same message. They were in understandable fear. What is important about this story is that at that meeting it was only Dr Wessely who was speaking out against M.E. and CFS and how … were the insurance companies in Toronto and elsewhere able to obtain this information and get back to the patients within a 24 hour period if Simon Wessely was not working for the insurance industry… I understand that it was also the insurance industry who paid for Dr Wessely’s trip to Vancouver.

employment attorney review your severance letter of agreement before you sign it. “Even if you decide not to negotiate your financial package, you may want to negotiate other things, like health insurance and references for your next job,” she explains. Go in with the expectation that you won’t get everything you ask for, but you will get more than what they originally offered. Weinberg recommends an often-used formula to calculate severance: number of years at the company multiplied by two weeks’ pay = severance total. Request back pay for unused vacation days, plus a portion of the bonus you were expected to receive at the end of the year. Request a written letter of recommendation and assurance that it will be upheld if a prospective employer calls for references, and ask for a written agreement that any noncompete clause in your original offer is at this point null and void.

MATHEMATICAL MIRACLE Some years ago, I heard a story which has been making the rounds in Midwest A.A. circles for years. I don’t have any names to back up this story, but I have heard it from many sources, and the circumstances sound believable. A man in a small Wisconsin city had been on the program for about three years and had enjoyed contented sobriety through that period. Then bad luck began to hit him in bunches. The firm for which he had worked for some fifteen years was sold; his particular job was phased out of existence, and the plant moved to another city. For several months, he struggled along at odd jobs while looking for a company that needed his specialized experience. Then another blow hit him. His wife was forced to enter a hospital for major surgery, and his company insurance had expired. At this point he cracked, and decided to go on an all-out binge. He didn’t want to stage this in the small city, where everyone knew his sobriety record. So he went to Chicago, checked in at a North Side hotel, and set forth on his project. It was Friday night, and the bars were filled with a swinging crowd. But he was in no mood for swinging—he just wanted to get quietly, miserably drunk. Finally, he found a basement bar on a quiet side street, practically deserted. He sat down on a bar stool and ordered a double bourbon on the rocks. The bartender said, “Yes, sir,” and reached for a bottle. Then the bartender stopped in his tracks, took a long, hard look at the customer, leaned over the bar, and said in a low tone, “I was in Milwaukee about four months ago, and one night I attended an open meeting. You were on the speaking platform, and you gave one of the finest A.A. talks I ever heard.” The bartender turned and walked to the end of the bar. For a few minutes, the customer sat there—probably in a state of shock. Then he picked his money off the bar with trembling hands and walked out, all desire for a drink drained out of him. It is estimated that there are about 8,000 saloons in Chicago, employing some 25,000 bartenders. This man had entered the one saloon in 8,000 where he would encounter the one man in 25,000 who knew that he was a member of A.A. and didn’t belong there. Chicago, Illinois

Give us an idea of…” Noya Baram rubs her temples. “Oh, well.” Augie begins to stroll around again. “The examples are limitless. Small examples: elevators stop working. Grocery-store scanners. Train and bus passes. Televisions. Phones. Radios. Traffic lights. Credit-card scanners. Home alarm systems. Laptop computers will lose all their software, all files, everything erased. Your computer will be nothing but a keyboard and a blank screen. “Electricity would be severely compromised. Which means refrigerators. In some cases, heat. Water—well, we have already seen the effect on water-purification plants. Clean water in America will quickly become a scarcity. “That means health problems on a massive scale. Who will care for the sick? Hospitals? Will they have the necessary resources to treat you? Surgical operations these days are highly computerized. And they will not have access to any of your prior medical records online. “For that matter, will they treat you at all? Do you have health insurance? Says who? A card in your pocket? They won’t be able to look you up and confirm it. Nor will they be able to seek reimbursement from the insurer. And even if they could get in contact with the insurance company, the insurance company won’t know whether you’re its customer. Does it have handwritten lists of its policyholders? No. It’s all on computers. Computers that have been erased. Will the hospitals work for free? “No websites, of course. No e-commerce. Conveyor belts. Sophisticated machinery inside manufacturing plants. Payroll records. “Planes will be grounded. Even trains may not operate in most places. Cars, at least any built since, oh, 2010 or so, will be affected. “Legal records. Welfare records. Law enforcement databases. The ability of local police to identify criminals, to coordinate with other states and the federal government through databases—no more. “Bank records. You think you have ten thousand dollars in your savings account? Fifty thousand dollars in a retirement account? You think you have a pension that allows you to receive a fixed payment every month?” He shakes his head. “Not if computer files and their backups are erased. Do banks have a large wad of cash, wrapped in a rubber band with your name on it, sitting in a vault somewhere? Of course not. It’s all data.” “Mother of God,” says Chancellor Richter, wiping his face with a handkerchief.

Sunday's Best Times are tough for English babies Send the army and the navy Beat up strangers who talk funny Take their greasy foreign money Skin shop, red leather, hot line Be prepared for the engaged sign Bridal books, engagement rings And other wicked little things Chorus: Standing in your socks and vest Better get it off your chest Every day is just like the rest But Sunday's best Stylish slacks to suit your pocket Back supports and picture lockets Sleepy towns and sleeper trains To the dogs and down the drains Major roads and ladies smalls Hearts of oak and long trunk calls Continental interference At death's door with life insurance Chorus Sunday's best, Sunday's finest When your money's in the minus And you suffer from your shyness You can listen to us whiners Don't look now under the bed An arm, a leg and a severed head Read about the private lives The songs of praise, the readers' wives Listen to the decent people Though you treat them just like sheep Put them all in boots and khaki Blame it all upon the darkies

You need to be careful to stay out of Charlie’s line of sight,” Steve said to me. “I want Charlie focusing only on me. If he changes focus and starts attacking you, it’s going to be too difficult for me to control the situation.” Right. Steve got no argument from me. Getting anywhere near those bone-crushing jaws was the furthest thing from my mind. I wasn’t keen on being down on the water with a huge saltwater crocodile trying to get me. I would have to totally rely on Steve to keep me safe. We stepped into the dinghy, which was moored in Charlie’s enclosure, secured front and back with ropes. Charlie came over immediately to investigate. It didn’t take much to encourage him to have a go at Steve. Steve grabbed a top-jaw rope. He worked on roping Charlie while the cameras rolled. Time and time again, Charlie hurled himself straight at Steve, a half ton of reptile flesh exploding up out of the water a few feet away from me. I tried to hang on precariously and keep the boat counterbalanced. I didn’t want Steve to lose his footing and topple in. Charlie was one angry crocodile. He would have loved nothing more than to get his teeth into Steve. As Charlie used his powerful tail to propel himself out of the water, he arched his neck and opened his jaws wide, whipping his head back and forth, snapping and gnashing. Steve carefully threw the top-jaw rope, but he didn’t actually want to snag Charlie. Then he would have had to get the rope off without stressing the croc, and that would have been tricky. The cameras rolled. Charlie lunged. I cowered. Steve continued to deftly toss the rope. Then, all of a sudden, Charlie swung at the rope instead of Steve, and the rope went right over Charlie’s top jaw. A perfect toss, provided that had been what Steve was trying to do. But it wasn’t. We had a roped croc on our hands that we really didn’t want. Steve immediately let the rope go slack. Charlie had it snagged in his teeth. Because of Steve’s quick thinking and prompt maneuvering, the rope came clear. We breathed a collective sigh of relief. Steve looked up at the cameras. “I think you’ve got it.” John agreed. “I think we do, mate.” The crew cheered. The shoot lasted several minutes, but in the boat, I wasn’t sure if it had been seconds or hours. Watching Steve work Charlie up close had been amazing--a huge, unpredictable animal with a complicated thought process, able to outwit its prey, an animal that had been on the planet for millions of years, yet Steve knew how to manipulate him and got some fantastic footage. To the applause of the crew, Steve got us both out of the boat. He gave me a big hug. He was happy. This was what he loved best, being able to interact and work with wildlife. Never before had anything like it been filmed in any format, much less on thirty-five-millimeter film for a movie theater. We accomplished the shot with the insurance underwriters none the wiser. Steve wanted to portray crocs as the powerful apex predators that they were, keeping everyone safe while he did it. Never once did he want it to appear as though he were dominating the crocodile, or showing off by being in close proximity to it. He wished for the crocodile to be the star of the show, not himself. I was proud of him that day. The shoot represented Steve Irwin at his best, his true colors, and his desire to make people understand how amazing these animals are, to be witnessed by audiences in movie theaters all over the world. We filmed many more sequences with crocs, and each time Steve performed professionally and perfected the shots. He was definitely in his element. With the live-croc footage behind us, the insurance people came on board, and we were finally able to sign a contract with MGM. We were to start filming in earnest. First stop: the Simpson Desert, with perentie lizards and fierce snakes.

Nick implied the job pays crap, so they can’t expect me to be some sort of art professor, right?” She paused when the bartender appeared with a bottle of beer and a slender fluted glass of champagne. The bubbles streaming upward through the pale liquid reminded him of Emma’s personality: round and fizzy, rising as high as they could go. He felt like shit. “Of course, I still need to find a place to live,” Emma said after taking a sip of her drink. “But as long as I have a place to work, I’m good. I can always buy a tent.” “You don’t have to buy a tent,” he said curtly. “Just joking.” She reached across the table and gave his hand a gentle squeeze. “But at least now I don’t have to worry about finding a place to live where I can also work.” He drank some beer straight from the bottle, relishing its sour flavor. Closing his eyes, he pictured that small, windowless room in the community center, its linoleum floor, its cinderblock walls, its sheer ugliness. She was thrilled because she thought it was her only option. But it wasn’t. “Look, Emma—if you want, I’ll take my house off the market. I don’t have to get rid of it. If you want to continue to live there…” She’d raised her champagne flute to her lips, but his words clearly startled her enough to make her lower the glass and gape at him. “But you came to Brogan’s Point to sell the house.” “It can wait.” “And I can’t keep teaching there. You said so yourself. There are those nasty zoning laws. And insurance issues, and liability. All that legal stuff.” She pressed her lips together, effectively smothering her radiant smile. “Taking the room at the community center means I’ll be able to teach there this summer in Nick’s program. So I’ll earn a little more money and maybe make contact with more people who might want to commission Dream Portraits.” She shook her head. “I can make it work.” “You could make it work in my house, too. Stay. Stay as long as you want. We’re not a landlord and tenant anymore. We’ve gone beyond that, haven’t we?” She stared at him, suddenly wary. “What do you mean?” He wasn’t sure what was troubling her. “Emma. We’ve made love. Several times.” Several spectacular times, he wanted to add. “You can stay on in the house. Forget about the rent. That’s the least I owe you.” Her expression went from wary to deflated, from deflated to suspicious. Her voice was cool, barely an inch from icy. “You don’t owe me anything, Max—unless you want to pay me for your portrait. I can’t calculate the cost until I figure out what the painting will…entail.” She seemed to trip over that last word, for some reason. “But as far as the house… I don’t need you to do that.” “Do what? Take it off sale? It isn’t even on sale yet.” “You don’t have to let me stay on in the house because we had sex. I didn’t make love with you because I wanted something in return. You don’t owe me anything.” She sighed again. The fireworks vanished from her eyes, extinguished

My breast cancer diagnosis was in March, and now it was November. Reflecting back, why did I not get tested when I was first diagnosed? As an expert-patient, why did I not even think about getting tested for a BRCA mutation? The very short answer is that I did not really meet the criteria for testing and the test would have cost several thousand dollars were my insurance to decline to pay for it. The long answer is more complicated. No one recommended it.

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When Warren was a little boy fingerprinting nuns and collecting bottle caps, he had no knowledge of what he would someday become. Yet as he rode his bike through Spring Valley, flinging papers day after day, and raced through the halls of The Westchester, pulse pounding, trying to make his deliveries on time, if you had asked him if he wanted to be the richest man on earth—with his whole heart, he would have said, Yes. That passion had led him to study a universe of thousands of stocks. It made him burrow into libraries and basements for records nobody else troubled to get. He sat up nights studying hundreds of thousands of numbers that would glaze anyone else’s eyes. He read every word of several newspapers each morning and sucked down the Wall Street Journal like his morning Pepsi, then Coke. He dropped in on companies, spending hours talking about barrels with the woman who ran an outpost of Greif Bros. Cooperage or auto insurance with Lorimer Davidson. He read magazines like the Progressive Grocer to learn how to stock a meat department. He stuffed the backseat of his car with Moody’s Manuals and ledgers on his honeymoon. He spent months reading old newspapers dating back a century to learn the cycles of business, the history of Wall Street, the history of capitalism, the history of the modern corporation. He followed the world of politics intensely and recognized how it affected business. He analyzed economic statistics until he had a deep understanding of what they signified. Since childhood, he had read every biography he could find of people he admired, looking for the lessons he could learn from their lives. He attached himself to everyone who could help him and coattailed anyone he could find who was smart. He ruled out paying attention to almost anything but business—art, literature, science, travel, architecture—so that he could focus on his passion. He defined a circle of competence to avoid making mistakes. To limit risk he never used any significant amount of debt. He never stopped thinking about business: what made a good business, what made a bad business, how they competed, what made customers loyal to one versus another. He had an unusual way of turning problems around in his head, which gave him insights nobody else had. He developed a network of people who—for the sake of his friendship as well as his sagacity—not only helped him but also stayed out of his way when he wanted them to. In hard times or easy, he never stopped thinking about ways to make money. And all of this energy and intensity became the motor that powered his innate intelligence, temperament, and skills.

Difficult People “So be strong and courageous! Do not be afraid and do not panic before them. For the LORD your God will personally go ahead of you. He will neither fail you nor abandon you.” DEUTERONOMY 31:6 NLT Jennifer had been successful in her job at a large insurance company, but a shift in management turned her dream job into a nightmare. Jennifer and her new boss did not get along. Whatever she did, he seemed displeased. He called her into his office and complained about her work, and he stood at her desk and scolded her in front of her coworkers. Sometimes Jennifer went home and cried. She didn’t know what to do. There were several options. She could find another job; she could learn to put up with her boss’s bad behavior; or she could confront him in a godly way. As she searched for answers through prayer and scripture, Jennifer decided to have a talk with her boss. The idea frightened her. Her mind raced with the consequences. She could lose her job! Still, it was what she needed to do. Jennifer carefully prepared what she would say. She planned her next steps if the conversation went badly, and she held tightly to the promise that the Lord would lead her. Are you dealing with a difficult person? Then do what Jennifer did. Seek God’s will. Act in faith knowing that He will support you. Lord, help me in my relationship with _____________. Show me what to do. Amen.

As the world economy grows, and as the super-elite, in particular, get richer, the superstars who work for the super-rich can charge super fees. Consider the 2009 legal showdown between Hank Greenberg and AIG, the insurance giant he had built. It was a high-stakes battle, as AIG accused Greenberg, through a privately held company, Starr International, of misappropriating $4.3 billion worth of assets. For his defense, Greenberg hired David Boies. With his trademark slightly ratty Lands’ End suits (ordered a dozen at a time by his office online), his midwestern background, his proud affection for Middle American pastimes like craps, and his severe dyslexia (he didn’t learn how to read until he was in the third grade), Boies comes across as neither a superstar nor a member of the super-elite. But he is both. Boies and his eponymous firm earned a reputed $100 million for the nine-month job of defending Greenberg. That was one of the richest fees earned in a single litigation. Yet, for Greenberg, it was a terrific deal. When you have $4.3 billion at risk, $100 million—only 2.3 percent of the total—just isn’t that much money. (Further sweetening the transaction was the judge’s eventual ruling that AIG, then nearly 80 percent owned by the U.S. government, was liable for up to $150 million of Greenberg’s legal fees, but he didn’t know that when he retained Boies.) It

I also quickly came to appreciate the importance of watching what’s said around clients. When clients make unexpected requests for legal advice – as they often do – I learned that it was better to tell them I’d get back to them with an answer, and go away, research the question, and consult with a supervising attorney, rather than firing back an answer off-the-cuff. A friend of mine at another firm told me a story that illustrates the risks of saying too much. It seems an insurance company had engaged my friend’s California-based firm to help in defending against an environmental claim. This claim entailed reviewing huge volumes of documents in Arizona. So my friend’s firm sent teams of associates to Arizona, all expenses paid, on a weekly basis. Because the insurance company also sent its own lawyers and paralegals, as did other insurance companies who were also defendants in the lawsuit, the document review facility was often staffed with numerous attorneys and paralegals from different firms. Associates were instructed not to discuss the case with anyone unless they knew with whom they were speaking. After several months of document review, one associate from my friend’s firm abandoned his professionalism and discretion when he began describing to a young woman who had recently arrived at the facility what boondoggles the weekly trips were. He talked at length about the free airfare, expensive meals, the easy work, and the evening partying the trips involved. As fate would have it, the young woman was a paralegal working for the insurance company – the client who was paying for all of his “perks” – and she promptly informed her superiors about his comments. Not surprisingly, the associate was fired before the end of the month. My life as an associate would have been a lot easier if I had delegated work more freely. I’ve mentioned the stress associated with delegating work, but the flip side of that was appreciating the importance of asking others for help rather than doing everything myself. I found that by delegating to paralegals and other staff members some of my more tedious assignments, I was free to do more interesting work. I also wish I’d given myself greater latitude to make mistakes. As high achievers, law students often put enormous stress on themselves to be perfect, and I was no different. But as a new lawyer, I, of course, made mistakes; that’s the inevitable result of inexperience. Rather than expect perfection and be inevitably disappointed, I’d have been better off to let myself be tripped up by inexperience – and focus, instead, on reducing mistakes caused by carelessness. Finally, I tried to rely more on other associates within the firm for advice on assignments and office politics. When I learned to do this, I found that these insights gave me either the assurance that I was using the right approach, or guidance as to what the right approach might be. It didn’t take me long to realize that getting the “inside scoop” on firm politics was crucial to my own political survival. Once I figured this out, I made sure I not only exchanged information with other junior associates, but I also went out of my way to gather key insights from mid-level and senior associates, who typically knew more about the latest political maneuverings and happenings. Such information enabled me to better understand the various personal agendas directing work flow and office decisions and, in turn, to better position myself with respect to issues and cases circulating in the office.

For interested consumers, there are many health pricing tools. For starters, I recommend The Wall Street Journal’s “Medicare Unmasked” tools,2 although they may be behind a paywall. The Health Care Cost Institute3 is a health-insurer funded effort to compare the cost of various procedures around the country.4 ProPublica, a non-profit news site, is one of several consumer sites that has used the CMS databases to build tools that are not exactly beloved by health care providers, including Dollars for Docs5 and Surgeon Scorecard.6

America is rated 37th in the world for quality of health care. It’s basically a third world country with iPhones and Whole Foods. The American health care system is very similar to insuring a family car - except you’re charged Lamborghini rates. It costs several thousand dollars per year and there’s generally a deductible. Americans can’t wrap their head around a system based on paying less and having everyone covered, because they’re happy to pay more if it means someone else doesn’t get it for free. Fuck Timmy. His parents shouldn’t have had a child if they can’t afford to insure it. This isn’t a village.

If I were in this patio shade sail business, a method I would do it is to head out to the setting up resource enterprise and ask some of the guys behind the workplace about personnel who conduct your size job - they sure as heck not necessarily going to recommend technicians who not necessarily paying their bills and that will be a lifesaver there as well. It's impossible those men at the setting up source would become obtaining kickbacks from companies. Some of those men will not recommend contractors, but some will. Get four or five advice. We prepare subcontractor deals for our Standard Builder construction organization and just before preparing the arrangements, often check with the state office that gives away builder contractor licenses to make certain they're listed under the trade they state to get proficient in and find if there are any complaints filed. I also contact the talk about organization commission to see if they're posted now there and how lengthy they've been in business, and then have got their insurance agent to send us a copy of their insurance certificate showing that they have general liability and worker's compensation insurance (and make sure the name of their company on the contract matches the builder's license, the listed corporate entity, and insurance). And, you definitely want to make sure your contract has start and finish dates with liquidated damages for failure to finish on time, that the contractor supplies all materials and labor, that if the contractor breaches the contract that the contractor will be in charge of your legal fees, progress payments with lien waivers, as well as many other clauses AND a very detailed scope of work. It is important to specify the manufacturer and the exact type/quality & color of shingle, the underlayment brand and quality, the valleys' ice and water shield, tear-off or not of the existing shingles, how much will be charged if the sheathing is rotten per sheet for labor and material and type that it is to be replaced with, disposal of all construction debris, protection of your landscaping and personal property below the roof. I also attach a copy of the manufacturer's installation instructions and state that the product will be installed according to them. I prepare our contract and attach the subcontractor's contract to ours as an addendum (and our clauses supersede theirs). You want to get your scope of work ready to give to contractors to bid on so everyone is bidding on the same thing. When I first started, I would get several bids and cobble together a scope of work and then ask people to rework their bids based on it if their bids didn't include my new scope of work. So, this is going to be a large, important expense for you, and you probably want a good attorney, experienced in contracts, to review your contract. It will be worth the couple hundred extra dollars. (Ask how much the charge is up front.)