Good Advisor Quotes

Good advice is usually given by someone who was once a bad example.

HSPs tend to fill that advisor role. We are the writers, historians, philosophers, judges, artists, researchers, theologians, therapists, teachers, parents, and plain conscientious citizens. What we bring to any of these roles is a tendency to think about all the possible effects of an idea. Often we have to make ourselves unpopular by stopping the majority from rushing ahead. Thus, to perform our role well, we have to feel very good about ourselves. We have to ignore all the messages from the warriors that we are not as good as they are. The warriors have their bold style, which has its value. But we, too, have our style and our own important contribution to make.

Kings and dukes tended to appoint wizards as their principal advisors, a practice that often proved catastrophically wrong.

Here are a few key guidelines to consider: Spend less than you earn—invest the surplus—avoid debt. Do simply this and you’ll wind up rich. Not just in money. Carrying debt is as appealing as being covered with leeches and has much the same effect. Take out your sharpest knife and start scraping the little bloodsuckers off. If your lifestyle matches—or god forbid exceeds—your income, you are no more than a gilded slave. Avoid fiscally irresponsible people. Never marry one or otherwise give him or her access to your money. Avoid investment advisors. Too many have only their own interests at heart. By the time you know enough to pick a good one, you know enough to handle your finances yourself. It’s your money and no one will care for it better than you. You own the things you own and they in turn own you. Money can buy many things, but nothing more valuable than your freedom. Life choices are not always about the money, but you should always be clear about the financial impact of the choices you make.

In the vast majority of exits where shareholders receive a good price for their company, there is an experienced business broker or M&A advisor.

Some things are good for our image but bad for our pockets.

It is better to have loyal incompetents than competent rivals. Sometimes of course, having competent advisors is unavoidable.

Whenever we are unsure how to act, we look to the group to guide our behavior. We are constantly scanning our environment and wondering, “What is everyone else doing?” We check reviews on Amazon or Yelp or TripAdvisor because we want to imitate the “best” buying, eating, and travel habits. It’s usually a smart strategy.

I should have known something was wrong when my advisor’s parting words were Good luck. To his credit, he had—very gently—suggested that I might want to consider a different sort of topic. But I didn’t want to consider another topic. I was madly in love with my topic: “Aristocratic Espionage during the Wars with France, 1789- 1815.” It had dash, it had swash, it had buckle.

During the period in which newspapers were initially reporting on how asylum-seeking immigrants were having their young children ripped from them, presidential daughter and advisor Ivanka Trump tweeted a photograph of herself beatifically embracing her small son. When Samantha Bee performed a fierce excoriation of Trump’s incivility in both supporting her father’s administration, and posting such a cruel celebration of her own intact family, she called her a “feckless cunt.” It was this epithet, one that Donald Trump had himself used as an insult against women on multiple past occasions, that sent the media into a spiral of shocked alarm and prompted Trump himself to recommend, via Twitter, that Bee’s network, TBS, fire her. But neither Trump’s past use of the word to demean women, nor his possible violation of the First Amendment, provoked as much horror as the feminist comedian’s deployment of a slur that she had used before on her show often in reference to herself. Typically only the incivility of the less powerful toward the more powerful can be widely understood as such, and thus be subject to such intense censure. Which is what made #metoo so fraught and revolutionary. It was a period during which some of the most powerful faced repercussion.

The advisors, on the other hand, were like older brothers and sisters. My favorite was Bill Symes, who'd been a founding member of Fellowship in 1967. He was in his early twenties now and studying religion at Webster University. He had shoulders like a two-oxen yoke, a ponytail as thick as a pony's tail, and feet requiring the largest size of Earth Shoes. He was a good musician, a passionate attacker of steel acoustical guitar strings. He liked to walk into Burger King and loudly order two Whoppers with no meat. If he was losing a Spades game, he would take a card out of his hand, tell the other players, "Play this suit!" and then lick the card and stick it to his forehead facing out. In discussions, he liked to lean into other people's space and bark at them. He said, "You better deal with that!" He said, "Sounds to me like you've got a problem that you're not talking about!" He said, "You know what? I don't think you believe one word of what you just said to me!" He said, "Any resistance will be met with an aggressive response!" If you hesitated when he moved to hug you, he backed away and spread his arms wide and goggled at you with raised eyebrows, as if to say, "Hello? Are you going to hug me, or what?" If he wasn't playing guitar he was reading Jung, and if he wasn't reading Jung he was birdwatching, and if he wasn't birdwatching he was practicing tai chi, and if you came up to him during his practice and asked him how he would defend himself if you tried to mug him with a gun, he would demonstrate, in dreamy Eastern motion, how to remove a wallet from a back pocket and hand it over. Listening to the radio in his VW Bug, he might suddenly cry out, "I want to hear... 'La Grange' by ZZ Top!" and slap the dashboard. The radio would then play "La Grange.

Psychologist Susan Fiske observes, ‘Attention is directed up the hierarchy. Secretaries know more about their bosses than vice versa; graduate students know more about their advisors than vice versa.’ Fiske explains this happens because, like our fellow primates, ‘people pay attention to those who control their outcomes. In an effort to predict and possibly influence what is going to happen to them, people gather information about those with power.

Here’s What I Believe about Good VCs Good VCs help entrepreneurs achieve their business goals by providing guidance, support, a network of relationships, and coaching. Good VCs recognize the limitations of what they can do as board members and outside advisors as a result of the informational asymmetry they have with respect to founders and other executives who live and breathe the company every day. Good VCs give advice in areas in which they have demonstrated expertise, and have the wisdom to avoid opining on topics for which they are not the appropriate experts. Good VCs appropriately balance their duties to the common shareholders with those they owe to their limited partners. Good VCs recognize that, ultimately, it is the entrepreneurs and the employees who build iconic companies, with hopefully a little bit of good advice and prodding sprinkled in along the way by their VC partners. If VCs remain good, they won’t become dinosaurs.

Utah ranks number one in incidents of depression and suicides, nationwide. One study reported: “In Utah, 14 percent of adults and adolescents reported experiencing severe psychological distress, and 10 percent said they’d had a major depressive episode in the past year. Bad mental health days come three times a month for those living in Utah.”i Incidentally, Utah leads the nation in fraud (see “God is Not a Good Investment Advisor,” chapter 8) and pornography consumptionii

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

5.​They are very important and deserve to be taken seriously. If you can establish a new, loving relationship with them and help them transform, they become wonderful companions, advisors, and playmates. You find yourself wanting to spend time with them and hear what ideas they have for you. Their conflicts don’t bother you much anymore, because you know they are just parts and you can help them get along—you become a good inner parent when necessary. And it becomes a lovely life practice just to spend time with them.

Good friendship, in Buddhism, means considerably more than associating with people that one finds amenable and who share one's interests. It means in effect seeking out wise companions to whom one can look for guidance and instruction. The task of the noble friend is not only to provide companionship in the treading of the way. The truly wise and compassionate friend is one who, with understanding and sympathy of heart, is ready to criticize and admonish, to point out one's faults, to exhort and encourage, perceiving that the final end of such friendship is growth in the Dhamma. The Buddha succinctly expresses the proper response of a disciple to such a good friend in a verse of the Dhammapada: 'If one finds a person who points out one's faults and who reproves one, one should follow such a wise and sagacious counselor as one would a guide to hidden treasure' If we associate closely with those who are addicted to the pursuit of sense pleasures, power, riches and fame, we should not imagine that we will remain immune from those addictions: in time our own minds will gradually incline to these same ends. If we associate closely with those who, while not given up to moral recklessness, live their lives comfortably adjusted to mundane routines, we too will remain stuck in the ruts of the commonplace. If we aspire for the highest — for the peaks of transcendent wisdom and liberation — then we must enter into association with those who represent the highest. Even if we are not so fortunate as to find companions who have already scaled the heights, we can well count ourselves blessed if we cross paths with a few spiritual friends who share our ideals and who make earnest efforts to nurture the noble qualities of the Dhamma in their hearts. When we raise the question how to recognize good friends, how to distinguish good advisors from bad advisors, the Buddha offers us crystal-clear advice. In the Shorter Discourse on a Full-Moon Night (MN 110) he explains the difference between the companionship of the bad person and the companionship of the good person. The bad person chooses as friends and companions those who are without faith, whose conduct is marked by an absence of shame and moral dread, who have no knowledge of spiritual teachings, who are lazy and unmindful, and who are devoid of wisdom. As a consequence of choosing such bad friends as his advisors, the bad person plans and acts for his own harm, for the harm of others, and the harm of both, and he meets with sorrow and misery. In contrast, the Buddha continues, the good person chooses as friends and companions those who have faith, who exhibit a sense of shame and moral dread, who are learned in the Dhamma, energetic in cultivation of the mind, mindful, and possessed of wisdom. Resorting to such good friends, looking to them as mentors and guides, the good person pursues these same qualities as his own ideals and absorbs them into his character. Thus, while drawing ever closer to deliverance himself, he becomes in turn a beacon light for others. Such a one is able to offer those who still wander in the dark an inspiring model to emulate, and a wise friend to turn to for guidance and advice.

A good list of questions to ask your advisor will include the following: Where will my money be held? Right answer: Somewhere else! Are you a broker? Right answer: No! Are you a dually registered advisor? Right answer: No! Do you or any affiliate have proprietary investments of any kind? Right answer: No! How are you compensated? Right answer: Total disclosure in writing and never make commissions on any investment product. What are the credentials of you and/or your team? Right answer: If planning is involved, a CFP is ideal to have on the team. What is your planning and investment management approach? Right answer: The firm should follow a coherent philosophy rather than a bunch of different strategies (unprincipled) and should follow an approach that does not involve market timing or active trading.

How long have you been a financial advisor? At least ten years is what you want to hear. Experience is an important factor. You want to know that the person giving you advice has been through good and bad economic times. What certificates, licenses, or accreditations do you have? Your advisor has got to be licensed to give you advice. Nobody, and I mean nobody, should be giving financial advice in any way, shape, or form if they have not taken the time to get the necessary credentials to give you that advice. At the very least, you want your advisor to have one if not more of the following certifications and licenses: ~ CERTIFIED FINANCIAL PLANNER™ (CFP®) ~ Chartered Financial Consultant (ChFC) ~ Personal Financial Specialist (PFS) ~ NAPFA-Registered Financial Advisor ~ Financial Planning Association (FPA) ~ A Series 7 license ~ A Series 6 license ~ Registered Investment Advisors License

Khrushchev told Norman Cousins, a few months after the crisis, his reaction at the time: When I asked the military advisors if they could assure me137 that holding fast would not result in the death of five hundred million human beings, they looked at me as though I was out of my mind, or what was worse, a traitor. The biggest tragedy, as they saw it, was not that our country might be devastated and everything lost, but that the Chinese or the Albanians might accuse us of appeasement or weakness. So I said to myself, “To hell with these maniacs. If I can get the United States to assure me that it will not attempt to overthrow the Cuban government, I will remove the missiles.” That is what happened, and now I am reviled by the Chinese and the Albanians.… They say I was afraid to stand up to a paper tiger. It is all such nonsense. What good would it have done me in the last hour of my life to know that though our great nation and the United States were in complete ruins, the national honor of the Soviet Union was intact?

He has been described as combining a theoretical love of mankind with a practical contempt for men. Well-meaning, impressionable and egotistical, he was so good at playing a part that Napoleon later dubbed him ‘the Talma of the North’, and on another occasion ‘a shifty Byzantine’. He claimed that he would happily abolish serfdom if only civilization were more advanced, but never genuinely came close to doing so, any more than he ever carried through the codification of Russian law that he promised in 1801 or ratified the liberal constitution he had asked his advisor Count Mikhail Speranski to draw up a few years later. Although La Harpe had initially enthused Alexander about Napoleon’s reforms as First Consul, when the tutor returned from Paris he was so disillusioned that he wrote a book, Reflexions on the True Nature of the First Consulship for Life, that described Napoleon as ‘the most famous tyrant the world has produced’, which had a great effect on the young tsar. Since Alexander ultimately did more than any other individual to bring about Napoleon’s downfall, his emergence on to the European scene with his father’s assassination was a seminal moment.

The classic host personality, which usually (over 50% of the time) presents for treatment, nearly always bears the legal name and is depressed, anxious, somewhat neurasthenic, compulsively good, masochistic, conscience-stricken, constricted hedonically, and suffers both psychophysioiogical symptoms and time loss and/or time distortion. While no personality types are invariably present, many are encountered quite frequently: childlike personalities (fearful. recalling traumata, or love-seeking), protectors, helpers-advisors, inner self-helpers (serene, rational, and objective helpers and advisors first described by Allison in 1974), personalities with distinct affective states, guardians of memories and secrets (and of family boundaries), memory traces (holding continuity of memory), inner persecutors (often based on identification with the aggressor), anesthetic personalities (created to block out pain), expressers of forbidden impulses (pleasurable and otherwise, such as defiant, aggressive, or antisocial), avengers (which express anger over abuses endured and may wish to redress their grievances), defenders or apologists for the abusers, those based on lost love objects and other introjections and identifications, specialized encapsulators of traumatic experiences and powerful affects, very specialized personalities, and those (often youthful) that preserve the idealized potential for happiness, growth, and the healthy expression of feelings (distorted by traumata) in others (Kluft, 1984b).

Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.

The war against ISIS in Iraq was a long, hard slog, and for a time the administration was as guilty of hyping progress as the most imaginative briefers at the old “Five O’Clock Follies” in Saigon had been. In May 2015, an ISIS assault on Ramadi and a sandstorm that grounded U.S. planes sent Iraqi forces and U.S. Special Forces embedded with them fleeing the city. Thanks to growing hostility between the Iraqi government and Iranian-supported militias in the battle, the city wouldn’t be taken until the end of the year. Before it was over we had sent well over five thousand military personnel back to Iraq, including Special Forces operators embedded as advisors with Iraqi and Kurdish units. A Navy SEAL, a native Arizonan whom I had known when he was a boy, was killed in northern Iraq. His name was Charles Keating IV, the grandson of my old benefactor, with whom I had been implicated all those years ago in the scandal his name had branded. He was by all accounts a brave and fine man, and I mourned his loss. Special Forces operators were on the front lines when the liberation of Mosul began in October 2016. At immense cost, Mosul was mostly cleared of ISIS fighters by the end of July 2017, though sporadic fighting continued for months. The city was in ruins, and the traumatized civilian population was desolate. By December ISIS had been defeated everywhere in Iraq. I believe that had U.S. forces retained a modest but effective presence in Iraq after 2011 many of these tragic events might have been avoided or mitigated. Would ISIS nihilists unleashed in the fury and slaughter of the Syrian civil war have extended their dystopian caliphate to Iraq had ten thousand or more Americans been in country? Probably, but with American advisors and airpower already on the scene and embedded with Iraqi security forces, I think their advance would have been blunted before they had seized so much territory and subjected millions to the nightmare of ISIS rule. Would Maliki have concentrated so much power and alienated Sunnis so badly that the insurgency would catch fire again? Would Iran’s influence have been as detrimental as it was? Would Iraqis have collaborated to prevent a full-scale civil war from erupting? No one can answer for certain. But I believe that our presence there would have had positive effects. All we can say for certain is that Iraq still has a difficult road to walk, but another opportunity to progress toward that hopeful vision of a democratic, independent nation that’s learned to accommodate its sectarian differences, which generations of Iraqis have suffered without and hundreds of thousands of Americans risked everything for.

Demonstrating for peace to promote war was nothing new. Totalitarianism always requires a tangible enemy. To the ancient Greeks, a holocaust was simply a burnt sacrifice. Khrushchev wanted to go down in history as the Soviet leader who exported communism to the American continent. In 1959 he was able to install the Castro brothers in Havana and soon my foreign intelligence service became involved in helping Cuba's new communist rulers to export revolution throughout South America. At that point it did not work. In the 1950s and 1960s most Latin Americans were poor, religious peasants who had accepted the status quo. A black version of liberation theology began growing in a few radical-leftist black churches in the US where Marxist thought is predicated on a system pf oppressor class ( white ) versus victim class ( black ) and it sees just one solution: the destruction of the enemy. In the 1950s UNESCO was perceived by many as a platform for communists to attack the West and the KGB used it to place agents around the world. Che Guevara's diaries, with an introduction by Fidel Castro, were produced by the Kremlin's dezinformatsiya machine. Changing minds is what Soviet communism was all about. Khrushchev's political necrophagy ( = blaming and condemning one's predecessor in office. It is a dangerous game. It hurts the country's national pride and it usually turns against its own user ) evolved from the Soviet tradition of sanctifying the supreme ruler. Although the communists publicly proclaimed the decisive role of the people in history, the Kremlin and its KGB believed that only the leader counted. Change the public image of the leader and you change history, I heard over and over from Khrushchev's lips. Khrushchev was certainly the most controversial Soviet to reign in the Kremlin. He unmasked Stalin's crimes, but he made political assassination a main instrument of his own foreign policy; he authored a policy of peaceful coexistence with the West but he pushed the world to the brink of nuclear war; he repaired Moscow's relationships with Yugoslavia's Tito, but he destroyed the unity of the communist world. His close association with Stalin's killings made him aware of what political crime could accomplish and gave him a taste for the simple criminal solution. His total ignorance about the civilized world, together with his irrational hatred of the "bourgeoisie" and his propensity to offend people, made him believe that disinformation and threats were the most efficient and dignified way for a Soviet leader to deal with "bourgeois" governments. As that very clever master of deception Yuri Andropov once told me, if a good piece of disinformation is repeated over and over, after a while it will take on a life of its own and will, all by itself, generate a horde or unwitting but passionate advocates. When I was working for Ceausescu, I always tried to find a way to help him reach a decision on his own, rather than telling him directly what I thought he should do about something. That way both of us were happy. From our KGB advisors, I had learned that the best way to ut over a deception was to let the target see something for himself, with his own eyes. By 1999, President Yeltsin's ill-conceived privatization had enabled a small clique of predatory insiders to plunder Russia's most valuable assets. The corruption generated by this widespread looting penetrated every corner of the country and it eventually created a Mafia-style economic system that threatened the stability of Russia itself. During the old Cold War, the KGB was a state within a state. In Putin's time, the KGB now rechristened FSB, is the state. The Soviet Union had one KGB officer for every 428 citizens. In 2004, Putin's Russia had one FSB officer for every 297 citizens.

In midsummer Cip Jungberg, the second USAID officer for the district, arrived. As Antoine Huss left, the district needed two officers to work there, plus Mohammad Zahir, our local cultural advisor-cum-interpreter. Cip, who was from North Dakota, had worked on a provincial reconstruction team in Iraq, knew plenty about working in war zones, and had good ideas about developing new businesses. With a wiry beard, a wry sense of humor, and midwestern common sense, Cip was an immediate hit with the Afghans, who were impressed by his empathy and willingness to try anything at least once to get results and back them

When the time came to apply for college, I decided against physics and other technical fields, and ended up at the Stockholm School of Economics, focusing on environmental issues. I wanted to do my small part to make our planet a better place, and felt that the main problem wasn't that we lacked technical solutions, but that we didn't properly use the technology we had. I figured that the best way to affect people's behavior was through their wallets, and was intrigued by the idea of creating economic incentives that aligned individual egoism with the common good. Alas, I soon grew disillusioned, concluding that economics was largely a form of intellectual prostitution where you got rewarded for saying what the powers that be wanted to hear. Whatever a politician wanted to do, he or she could find an economist as advisor who had argued for doing precisely that. Franklin D. Roosevelt wanted to increase government spending, so he listened to John Maynard Keynes, whereas Ronald Reagan wanted to decrease government spending, so he listened to Milton Friedman.

A good rule to remember is that, in relationships, there are no win-lose or lose-win combinations: There are only win-wins and lose-loses.

Success brings many things into your life. Usually money. However, to get that money you often have to make many decisions you never made before and make them in a short amount of time. There is a lot of pressure. As a result, you end up replacing friends with advisors. Lawyers and accountants make regular phone calls to see how you are doing. The cost of doing business with them isn’t the first twenty minutes of a movie. It’s 10 percent to 20 percent of whatever you make depending on how good of a friend they are.

28. Experts Should Be On Tap, Not On Top This is another piece of advice from Winston Churchill (he was a fountain of great one-liners): Experts should be on tap, not on top. I have made the mistake all too often in the past of taking experts’ advice as gold, as the only ‘right’ option. It has often been against my instinct, and it has all too frequently landed me in trouble. To let yourself be guided purely by experts is always a recipe for disaster. So-called experts might know their field, but they don’t always know the whole picture of what’s right. Especially for you. I know some very wealthy people who don’t even live where they want to because their accountant told them they could pay less tax if they bought a home in Monaco. It is as if their accountant has more of a say over their lives than their kids or partners do - and that is always a ‘false’ economy. Experts are experts because they specialize in one small part of a field. A leader’s job is to see beyond that, to see the whole picture and then to make a considered decision. The expert advice should be there to serve you: to be ‘on tap’, when you need it, but not as your only option. So when you need guidance, ‘listen’ to all the experts, assemble the knowledge in your head, sleep on it, trust your instinct (more of that later!), then make an informed, not hasty decision. By the way, the only thing worse than making a bad decision? Making no decision! So many people fail to get ahead because they can’t decide. They dither. It is natural. We all get fearful of making a bad decision - but really that is back to being scared of failing, and we know how to deal with that now, don’t we? Failing is OK. A bad decision is better than no decision. So learn to make decisions - informed, good decisions, based on good advice, but not dictated solely by the advisors. Trust your instincts, and commit to your decision. And if it proves wrong, then learn from the error, have the humility to acknowledge it, then move on - wiser and smarter. And remember, like so many things, the more you practice making decisions, the better you will become at making good decisions. You’ll never have a 100 per cent gold strike rate, but some people get pretty darned close, and if you study their habits I bet you will see some clear patterns in their decision-making. So, listen to the experts, keep them on tap, but know your own mind, know your own heart - and let these lead you to the right choices to keep you on top.

There exists tons of research supporting the notion that talk is healthy: when kids voice current concerns to supportive listeners, they benefit from their community of advisors; when they put words to future potential issues and think through how they might react, they train their brains to respond more logically in the heat of the moment. Ultimately, talking about what’s going on in your life at any age, but especially during puberty, keeps people safer and healthier. Talking is associated with a stronger sense of self, as well as reduced risk-taking or more forethought (or…wait for it…both!). Even when we don’t get in front of a situation with our kids, open lines of communication allow for conversation afterward. Said another way, while not talking isn’t necessarily a bad thing, talking is a good one.

Advisors are only as good as the investments they recommend.

haste is not a good advisor.

certainly before I’d even moved here. Benny had retired when the bank closed, but he’d remained the town’s unofficial banking advisor until he died during the summer. Both Nell and Olek had picked his brains about monetary matters and Daniel had asked him to look over the business plan for his greengrocer’s too. Every town needed someone like Benny. Someone to rally the troops, guilt-trip people into helping out for the good of the community, cajole people into selling raffle tickets and if you were a business, he was very persuasive when it came to buying advertising space in the town magazine, edited, of course, by Benny

hated than Charlie. “Your dad didn’t get anything from my family. We had our own financial advisors.” Not that they’d done much good. Look at Charlie now. Understanding dawned in Jordan’s eyes. “You’re Charlotte Devereux.” “Charlie. Go get changed. We’ve got work to do.” Chapter 10 Charlie honestly didn’t know how she would’ve made it through her shift without Jordan. At best, it would’ve ended with everyone unhappy. At worst, Charlie would’ve taken Jordan’s place in prison. The younger woman didn’t say a lot, and obviously didn’t know much about bartending, but she was a hard worker and

Like any of man’s inventions, artificial intelligence can be used for good or evil. In the right hands and with proper intent, it can do beneficial things for humanity. Conversely, it can be used by evil dictators, sinister politicians, and malevolent leaders to create something as dangerous as a deadly weapon in a terrorist’s hands. Yuval Noah Harari is a leading spokesperson for the globalists and their transhumanist, AI, and Fourth Industrial Revolution agenda. Harari is also an advisor to Klaus Schwab and the World Economic Forum. Barack Obama refers to Harari as a prophet and recommends his books. Harari wrote a book titled Sapiens and another titled Homo Deus (“homo” being a Latin word for human or man, and “deus” being the Latin word for god or deity). He believes that homo sapiens as we know them have run their course and will no longer be relevant in the future. Technology will create homo deus, which will be a much superior model with upgraded physical and mental abilities. Harari tells us that humankind possesses enormous new powers, and once the threat of famine, plagues, and war is finally lifted, we will be looking for something to do with ourselves. He believes the next targets of our power and technology are likely to be immortality, happiness, and divinity. He says: “We will aim to overcome old age and even death itself. Having raised humanity above the beastly level of survival struggles, we will now aim to upgrade humans into gods, and turn homo sapiens into homo deus. When I say that humans will upgrade themselves into gods in the 21st century, this is not meant as a metaphor; I mean it literally. If you think about the gods of ancient mythology, like the Hebrew God, they have certain qualities. Not just immortality, but maybe above all, the ability to create life, to design life. We are in the process of acquiring these divine abilities. We want to learn how to engineer and produce life. It’s very likely that in the 21st century, the main products of the economy will no longer be textiles and vehicles and weapons. They will be bodies and brains and minds.48

Even when the would-be lover himself, without pressure from an outside advisor, longs to fall in love with a particular person, it is not within his control. Lillian Hellman, writing about her friend Arthur Cowan, who had declared her too old for him, finally divined what she thought was his true reticence in relation to her: “I was what he wanted to want, could not ever want, and that must have put an end to an old dream about the kind of life that he would now have because he didn’t really want it.” In fact, he seemed to prefer fashion models. It is for good reason that Cupid is known to be willful, mischievous, and sometimes even perverse. Love comes when it does.

A control group of people with undamaged brains readily learned to favor the forecaster whose predictions turned out to be most accurate. The prefrontal patients, however, made their judgments perceptually instead of conceptually, relying on what Grafman calls “cues that typically had nothing to do with a good choice.” One patient, for example, preferred the advisor whose image was displayed on a green background, “since it is springtime.” It seems that if the prefrontal cortex is impaired, the brain’s internal checks-and-balances system breaks down—and the reflexive areas may take over unopposed.

RAY. And now they've moved me along co you. The conveyer belt chugs along. But doctoral students are good .people co work with. We're like liquids - we cake the shape of the vessel into which we're poured. ROSALIND. What do you mean by chat? RAY. That you don't have co worry about a thing: my allegiance will be to you. You're my advisor now.

Those who hold power and influence in government either have limited interest in implementation or, in particular in the case of the prime minister and his most senior advisors, cannot find time in their busy agenda to think about implementation. They all too often assume that the machinery of government will do as it is told.

today influence belongs to a carefully selected handful of partisan advisors and senior deputy ministers.

As the George F. Baker Professor of Economics at Harvard, a powerful Washington insider and advisor to two Republican presidents, Martin S. Feldstein was accustomed to being taken very seriously. He taught Ec 10, the introductory economics course at Harvard, for twenty years and this made some of the most powerful people in the USA his former students. So it might have come as a rude shock for Feldstein to be told in Spring 2003, not merely by a bunch of rebellious students but some of his fellow faculty, that his course was not only not good enough, it was misleading. This disturbance was triggered by Students for a Humane and Responsible Economics (SHARE), a Harvard-based off-shoot of the Post-Autistic Economics Network. But significantly, the actual petition demanding changes in Ec 10 was drafted by one of Feldstein’s colleagues, Prof. Stephen A. Marglin, himself a Harvard graduate and a veteran member of the faculty. The petition asked: If this course is meant to be an introduction to basic economic principles and methods, why is its content limited to the neo-liberal variety of economics? Why does it create the impression that there are no other models in the field of economics? Why isn’t there a plurality of approaches adapted to the complexity of objects analysed? By not providing a truly open marketplace for ideas Harvard failed to prepare students to be critical thinkers and engaged citizens, alleged SHARE. Its mission statement went on to argue that the standard economic models taught at Harvard were loaded with values and political convictions which inevitably influenced, if not defined, the students’ worldview as well as their career choices. Above all, said the petition, ‘ . . . by falsely presenting economics as a positive science devoid of ethical values, we believe Harvard strips students of their intellectual agency and prevents them from being able to make up their own minds.

When I was graduating, my thesis advisor, Larry Summers, suggested that I apply for international fellowships. I rejected the idea on the grounds that a foreign country was not a likely place to turn a date into a husband. Instead, I moved to Washington, D.C., which was full of eligible men. It worked. My first year out of college, I met a man who was not just eligible, but also wonderful, so I married him. I was twenty-four and convinced that marriage was the first—and necessary—step to a happy and productive life. It didn’t work out that way. I was just not mature enough to have made this lifelong decision, and the relationship quickly unraveled. By the age of twenty-five, I had managed to get married … and also divorced. At the time, this felt like a massive personal and public failure. For many years, I felt that no matter what I accomplished professionally, it paled in comparison to the scarlet letter D stitched on my chest. (Almost ten years later, I learned that the “good ones” were not all taken, and I wisely and very happily married Dave Goldberg.)

Learned Optimism: Expecting a Positive Outcome In Learned Optimism, Martin Seligman provides information that has tremendous implications for teams that want to develop the persistence to achieve their business goals. Optimistic team members believe they will be successful and believe they are responsible for their success. Pessimistic team members do not believe they will be successful and believe that nothing they do will improve their results. For these reasons, optimistic team members are resilient and will persist when things get tough, while pessimistic team members give up. Seligman led a research team that demonstrated that optimism and helplessness are learned. His work suggests that when team members decide that nothing they do matters, they feel helpless and will do little to improve their situation. The good news that came from discovering that helplessness can be learned is the revelation that optimism can also be learned. Of particular importance is how team members explain setbacks to themselves. Optimistic team members explain setbacks as temporary, specific, and, where appropriate, externally caused. They do not view the event as long-lasting or permanent. They believe that the event is a temporary setback that can be corrected and refuse to consider it a catastrophe. For them, it is a single event with a specific negative impact. Finally, they only own the result if they should. Optimistic team members don't own the negative returns if the market goes down. Pessimistic team members are on the other end of the continuum. They explain setbacks as permanent, pervasive, and personal. They believe the negative setback is long-lasting. They globalize the setback and believe “all hell is breaking loose.” Pessimistic team members also believe that they are responsible for the setback even when they are not. To make matters worse, pessimistic team members tend to play the setback over and over again in their minds. Because we tend to move toward those things we think about, this ruminating can lead to a self-fulfilling prophecy. Teams reflect the attitudes of the individual team members. If team members explain setbacks as temporary, specific, and (where appropriate) externally caused, the team will be optimistic about their future success and will continue to persist. However, if as a group a team tends to explain setbacks as permanent, pervasive, and caused by the team members, the team will develop a pessimistic explanatory style and will quit, giving up on their goals. What seems to be of lesser importance in developing team persistence is how teams and their members explain successes to themselves. It is interesting that explanatory styles are completely turned around when they experience success. Optimistic teams explain the success as permanent, pervasive, and personally caused. Pessimistic teams explain successes as temporary, specific, and externally caused.

The curse takes a hundred forms, twisting each good thing that should be Orico’s according to the weaknesses of its nature. A wife grown barren instead of fertile. A chief advisor corrupt instead of loyal. Friends fickle instead of true, food that sickens instead of strengthening, and on and on.

Frame your choices through this lens: season. If your kids are under five, you cannot possibly include the things I can with middle and high schoolers. You are ruled by a tiny army you created yourself. This is just how it is right now. If you have bigs like I do, we run a taxi service from 5:00 to 9:00 p.m. virtually every night. Evening real estate belongs to family for now. In ten years when they are gone, the story will change (sob). Perhaps you have a fabulous trick that no longer works, and you might need to set it aside for a season. Those are often the hardest cuts. The choices you make today may completely change in five years or even next year. Operate in the right-now. What does this season require of you? Unsure? Ask God. He is a wonderful advisor who always, always knows the Best Thing. He will help you sort it out. When you can’t trust your own discernment, you can certainly trust His. God has no agenda other than your highest good in His kingdom. There is no better leader through this minefield.

Hannah tells me that you helped protect her from the Hispanics during the riot.” “The Hispanics? Oh, the protest, right.” “Call it what you like, son. This place was crawling with spics, and I am grateful that you took care of my only child.” “Well,” I shrugged. “I guess that’s what boyfriends do.” Spics?? “Only good boyfriends,” Hannah said, still tightly holding my left hand. I could never predict when she’d pour on the affection and when she’d act distant. Were all girlfriends this complicated? “I helped pass that law, you understand,” Mr. Walker said. “I’m an advisor to the senator, and it’s about time someone notable, someone of prestige, took a stand on the influx of hispanics into our once great city. The Hispanics were rioting because of that law, because they’re afraid of justice.” “Oh yeah?” I said. I knew nothing about politics or laws. But I had a feeling I disagreed with him. “But I’ll discontinue this tangent before I begin to preach,” he smiled. “Hannah is giving me the warning look.” “Thank you, Daddy,” Hannah said. “The spics destroyed your car,” he said. “Hannah informed me, and then I read the report in the newspaper.” “That was a good car,” I nodded. “I will miss it.” “Well, let me see what I can do to help,” he said. “I’m a financial consultant to many of our nation’s finest automobile manufacturers, including Mission Motorcycles. You have heard of them?” “I don’t know much about any cars. Or motorcycles,” I admitted. “Well, it just so happens, they owed me a favor and agreed to give me a short-term loan on one of their new electric bikes,” he said. And it was then that I realized we were standing beside a gleaming black, silver, and orange motorcycle. I hadn’t noticed before because our school parking lot always looks like a luxury car showcase, and I’d grown numb to the opulence. A sleek black helmet hung from each handle. Mr. Walker placed his palm on the seat and said, “This bike is yours. Until you get a new car.” “Wow,” I breathed. A motorcycle!! “Isn’t it sexy?” Hannah smiled. “It looks like it’s from the future.” “It does,” I agreed. “I’m almost afraid to touch it, like it’ll fly off. But sir, there’s no way…” “Please don’t be so ungrateful as to refuse, son. That’s low class, and that’s not the Walkers. You are in elite company. Dating my daughter has advantages, as I’m sure she’s told you. You just keep performing on the football field.” “Oh…right,” I said. “I’m gratified I can help,” Mr. Walker said and shook my hand again. “I’m expecting big things from you. Don’t let me down. It’s electric, so you’ll need to charge it at night. Fill out the paperwork in the storage compartment and return them signed to Hannah tomorrow. If you wreck it, I’ll have you drowned off Long Beach. I wish I could stay, but I’m late for a meeting with the Board of Supervisors. Hannah, tell your mother I’ll be out late,” he said and got into the back seat of a black sedan that whisked him away.

The problem with this argument is that it can be hard to find a true expert who does not have a conflict of interest. It is illogical to think that someone who is not sophisticated enough to choose a good portfolio for her retirement saving will somehow be sophisticated about searching for a financial advisor, mortgage broker, or real estate agent.

I suggest that you approach each call with the goal of being interested rather than trying to be interesting. You aren’t calling to sell something or be the bearer of profound news or insight. You are just touching base and asking good questions. This

When he reached the door, he overheard the cook talking to some servants. “That plump gobbler will make one glorious feast for the president.” Tad crept closer to listen. “One of you will have to chop off Jack’s head,” said the cook. Tad gasped. He turned and ran along the hallway, then tore upstairs and burst into his father’s office. Tears streamed down his cheeks. The president was speaking to one of his advisors and looked around, surprised. “Pa! Pa!” Tad hollered. “They’re going to kill Jack! You can’t let them do it, Pa. It would be mean and wicked!” The president put down his papers. “But, Tad, Jack was sent here to be eaten for our holiday dinner. I thought you knew that.” “No, Pa. I didn’t!” Tad wailed. “He’s a good turkey, and I don’t want him killed. He has as much right to live as anybody. You pardon soldiers all the time, Pa. Can’t you pardon Jack?” Mr. Lincoln sighed, shook his head, and chuckled. He reached for a blank card and repeated aloud as he wrote, “By order of the President of the United States, Jack the turkey is to be spared from execution.” “Perfect, Pa!” “Here, now. Show this to the cook.” Tad grabbed the card, gave his father a big hug, and fled. “Then what am I to make for Thanksgiving?” asked the cook, studying the card Tad had just handed him. “I don’t know,” Tad replied happily. “But it won’t be Jack!

But his graduate advisor, the eminent poverty scholar William Julius Wilson, promptly sent Venkatesh into the field. His assignment: to visit Chicago’s poorest black neighborhoods with a clipboard and a seventy-question, multiple-choice survey. This was the first question on the survey: How do you feel about being black and poor?         a. Very bad         b. Bad         c. Neither bad nor good         d. Somewhat good         e. Very good

Making the Right Decisions Now if any of you lacks wisdom, he should ask God, who gives to all generously and without criticizing, and it will be given to him. James 1:5 HCSB Some decisions are easy to make because the consequences of those decisions are small. When the person behind the counter asks, “Want fries with that?” the necessary response requires little thought because the aftermath of that decision is relatively unimportant. Some decisions, on the other hand, are big … very big. If you’re facing one of those big decisions, here are some things you can do: 1. Gather as much information as you can: don’t expect to get all the facts—that’s impossible—but get as many facts as you can in a reasonable amount of time. (Proverbs 24:3-4) 2. Don’t be too impulsive: If you have time to make a decision, use that time to make a good decision. (Proverbs 19:2) 3. Rely on the advice of trusted friends and mentors. Proverbs 1:5 makes it clear: “A wise man will hear and increase learning, and a man of understanding will attain wise counsel” (NKJV). 4. Pray for guidance. When you seek it, He will give it. (Luke 11:9) 5. Trust the quiet inner voice of your conscience: Treat your conscience as you would a trusted advisor. (Luke 17:21) 6. When the time for action arrives, act. Procrastination is the enemy of progress; don’t let it defeat you. (James 1:22). People who can never quite seem to make up their minds usually make themselves miserable. So when in doubt, be decisive. It’s the decent way to live. There may be no trumpet sound or loud applause when we make a right decision, just a calm sense of resolution and peace. Gloria Gaither The Reference Point for the Christian is the Bible. All values, judgments, and attitudes must be gauged in relationship to this Reference Point. Ruth Bell Graham The principle of making no decision without prayer keeps me from rushing in and committing myself before I consult God. Elizabeth George If you are struggling to make some difficult decisions right now that aren’t specifically addressed in the Bible, don’t make a choice based on what’s right for someone else. You are the Lord’s and He will make sure you do what’s right. Lisa Whelchel We cannot be led by our emotions and still be led by the Holy Spirit, so we have to make a choice. Joyce Meyer

What does this season require of you? Unsure? Ask God. He is a wonderful advisor who always, always knows the Best Thing. He will help you sort it out. When you can’t trust your own discernment, you can certainly trust His. God has no agenda other than your highest good in His kingdom. There is no better leader through this minefield.

A second and more radical response opens up when you reject the “speech is violence” view: you can use your opponents’ ideas and arguments to make yourself stronger. The progressive activist Van Jones (who was President Barack Obama’s green jobs advisor) endorsed this view in February of 2017 in a conversation at the University of Chicago’s Institute for Politics. When Democratic strategist David Axelrod asked Jones about how progressive students should react when people they find ideologically offensive (such as someone associated with the Trump administration) are invited to speak on campus, Jones began by noting the distinction we described in chapter 1 between physical and emotional “safety”: There are two ideas about safe spaces: One is a very good idea and one is a terrible idea. The idea of being physically safe on a campus—not being subjected to sexual harassment and physical abuse, or being targeted specifically, personally, for some kind of hate speech—“you are an n-word,” or whatever—I am perfectly fine with that. But there’s another view that is now I think ascendant, which I think is just a horrible view, which is that “I need to be safe ideologically. I need to be safe emotionally. I just need to feel good all the time, and if someone says something that I don’t like, that’s a problem for everybody else, including the [university] administration.”90 Jones then delivered some of the best advice for college students we have ever heard. He rejected the Untruth of Fragility and turned safetyism on its head: I don’t want you to be safe ideologically. I don’t want you to be safe emotionally. I want you to be strong. That’s different. I’m not going to pave the jungle for you. Put on some boots, and learn how to deal with adversity. I’m not going to take all the weights out of the gym; that’s the whole point of the gym. This is the gym.

The progressive activist Van Jones (who was President Barack Obama’s green jobs advisor) endorsed this view in February of 2017 in a conversation at the University of Chicago’s Institute for Politics.

We make horrible decisions: big ones, small ones, and medium-size horrible decisions too. Why? It’s not because we are stupid or incapable of making good choices. It’s because we don’t live in the wisdom we have already acquired. Once we wander away from that wisdom, we get stuck in the quicksand of selfishness and the fear of missing out. The other reason we make poor choices is because we don’t engage God in the conversation. Once we exclude our principal advisor and wisest counselor, it’s too easy to get dragged down by the quagmire of everyone else’s feelings. And once we start making decisions based on our feelings or other people’s feelings, we are without a doubt the man who built his house on sand.

If rebalancing seems a little intimidating, the good news is this work can be done for you automatically by the right fiduciary advisor.

My investment philosophy changed when I read Charles Ellis’ book Winning the Loser’s Game. The book was given to me by my employer at the time, Michael Goodman, founder of Wealthstream Advisors, Inc. Ellis convinced me that trying to beat the market is a losing proposition. In golf, par is a good score, and avoiding bogeys is more important than making birdies. Very few professional investors beat the market consistently, after accounting for the costs. The most important takeaway from Ellis’ books is that the market return is a good return. The proliferation of low-cost index funds means that the market return is ours for the taking, if only we accept it. I have not purchased an individual stock since reading that book.

As easy as this distinction is to execute, virtually all untrained salespeople ignore it, simply because they’re unaware of how negatively it will impact their ability to get into rapport. Plain and simple, unless you ask for permission to ask questions, you run an extremely high risk of being perceived as the Grand Inquisitor–type, instead of a trusted advisor, and the Grand Inquisitor–type does not “care about you,” nor are they “just like you,” which are the two driving forces behind getting into rapport. However, the good news here is that all you have to do to avoid this outcome is remember always to ask for permission to ask questions. It’s as simple as that.

Whenever the ‘black, slimy, evil’ thoughts of killing myself began to pervade my mind, I was somehow able to sit with them. Don’t ask me how, but I was able to stay just that tiniest bit separate from them. I could see them. They almost had personalities – a council of advisors and persuaders – and it took all my might not to listen. It felt like I was locked in a battle between good and evil. I had to be on my guard around the clock. I didn’t really want to be dead, I just wanted the suffering to be over.

Back east, schools began to recruit actively, often offering inducements to promising athletes. In the fall of 1889, former Yale captain Bill “Pa” Corbin telegraphed Camp, who was serving as Yale’s football advisor. The subject was a prospect named Highland Stickney, who, it seems, was in search of a handout. “Stickney wrote,” Corbin reported, “Have received good offers from Harvard and Princeton to play football. What will you give[?]” Apparently, not enough. Stickney landed in Cambridge.

Herman Miller had the wisdom to tap into the collective gifts and creativity of the people in the company, its designers and its advisors, as well as the customers. This gave it a significant competitive edge and enabled it to prosper by innovating for the greater good.

The general antidotes here are: (1) especially fear professional advice when it is especially good for the advisor; (2) learn and use the basic elements of your advisor's trade as you deal with your advisor; and (3) double check, disbelieve, or replace much of what you're told, to the degree that seems appropriate after objective thought.

Real estate is such a good tax shelter that a serious real estate investor should never have to pay tax on their cash flow or on the gain from the sale of their real estate.

Willpower is a finite resource. The way to overcome difficult situations isn't to power through, but rather to change your circumstances to require less willpower. Changing the context of the meeting to "looking for advisors" is the equivalent of throwing out all your chocolate when you start a diet. You change the environment to naturally facilitate your goals.

Larry Summers, an economic advisor to President Obama, put it bluntly: “One of the challenges in our society is that the truth is kind of a disequalizer.

Changing the context of the meeting to “looking for advisors” is the equivalent of throwing out all your chocolate when you start a diet. You change the environment to naturally facilitate your goals.

In 1942 and 1943, as India produced food and manufactured goods for the British war effort, food shortages emerged. Food imports could have alleviated the crisis, but Prime Minister Winston Churchill refused to allow it. Why? “Much of the answer must lie in the Malthusian mentality of Churchill and his key advisors,” concludes historian Robert Mayhew. “Indians are breeding like rabbits and being paid a million a day by us for doing nothing about the war,” Churchill claimed, falsely. Partly as a result of his decisions, three million people died in the Bengali famine of 1942 to 1943, which was three times the death toll of the Great Irish Famine.55

Please allow this book to offer one piece of serious advice (don't worry, this is the only one): Take control. Decide that enough is enough. Stop waiting for your advisor to guide your work - write a paper using your own brain and slap it down on his or her desk. Study - really, actually study - what it is you're studying. Realize that you can't include everything in your thesis, and drop your lofty and unrealistic plan to transform the field. You won't. Plan what you need to do to graduate, write it down, sit with the person whose approval you need, and work up a timeline. Seek out interesting conferences, and if your department won't pay for you to attend them, search for outside sponsorship. (You have the freaking internet, for crying out loud.) Actively pursue your goals, because - and it's so easy to forget this - that's why you're here. Can't find the motivation to work today? Tough shit. It's like a snow day: Every day off you give yourself makes you feel good that day, but it's one more day you'll have to make up in June when you really want to be out of school. It's possible that many graduate programs want you to get depressed, say "Fuck it" and take charge of your own destiny. They may consider this part of your necessary struggle. Well, so be it. Wait no longer. Take charge now. And get on with your stupid, stupid career.

I didn't want to be an advisor in the first place." "You didn't want to be a soldier, either," Shang reminded her. "But you turned out to be pretty good at it." "Only pretty good?" Shang smiled, and Mulan did, too. "You'll make a great advisor. You know how I know? Because you have the courage to do what you know is right rather than what others have told you to.

Another tenet of the Gita is nonattachment to results. As Lord Krishna, an incarnation of God, tells Arjuna: “You have the right to work, but never to the fruit of work. You should never engage in action for the sake of reward, nor should you long for inaction.” Sever work from outcome, the Gita teaches. Invest 100 percent effort into every endeavor and precisely zero percent into the results. Gandhi summed up this outlook in a single word: “desirelessness.” It is not an invitation to indolence. The karma yogi is a person of action. She is doing a lot, except worrying about results. This is not our way. We are results-oriented. Fitness trainers, business consultants, doctors, colleges, dry cleaners, recovery programs, dieticians, financial advisors. They, and many others, promise results. We might question their ability to deliver results, but rarely do we question the underlying assumption that being results-oriented is good. Gandhi was not results-oriented. He was process-oriented. He aimed not for Indian independence but for an India worthy of independence.

Be sure to have both an attorney and a CPA help you with your entity structure. The best way to do this is to begin with a good tax advisor. You and your tax advisor can come up with a solid entity structure that will give you the best tax benefits. Then, go over this entity structure with your asset protection attorney. Doing your planning in this order will be the most efficient and effective.

Financial strength and capital structure. The most basic possible definition of a good business is this: It generates more cash than it consumes. Good managers keep finding ways of putting that cash to productive use. In the long run, companies that meet this definition are virtually certain to grow in value, no matter what the stock market does. Start by reading the statement of cash flows in the company’s annual report. See whether cash from operations has grown steadily throughout the past 10 years. Then you can go further. Warren Buffett has popularized the concept of owner earnings, or net income plus amortization and depreciation, minus normal capital expenditures. As portfolio manager Christopher Davis of Davis Selected Advisors puts it, “If you owned 100% of this business, how much cash would you have in your pocket at the end of the year?” Because it adjusts for accounting entries like amortization and depreciation that do not affect the company’s cash balances, owner earnings can be a better measure than reported net income. To fine-tune the definition of owner earnings, you should also subtract from reported net income: any costs of granting stock options, which divert earnings away from existing shareholders into the hands of new inside owners any “unusual,” “nonrecurring,” or “extraordinary” charges any “income” from the company’s pension fund. If owner earnings per share have grown at a steady average of at least 6% or 7% over the past 10 years, the company is a stable generator of cash, and its prospects for growth are good.

You're never too unqualified to set a good example.

An important characteristic of a good HR department fo any organization is the department's ability to strike a balance between preserving employee confidentiality and divulging enough information to the management with the aim of being fair to every human as a resource serving the organization.

I wish to better understand the king. I have never seen him or met him, and I do not wish to enter his chambers in four months without some knowledge of who he is." Hegai's jaw clenched, and he looked about despite the closed doors and the privacy they shared. "You know what every other virgin knows. I am sure your maids have told you enough." She studied him. "Is it wrong of me to ask to know more than the gossips say? I know nothing of his character, of his personality. What does he enjoy? Does he laugh easily? Is he a man of quick temper? What goals does he have for the kingdom?" Hegai smiled, his shoulders relaxing. "Ah, I see. You ask intelligent questions, but I fear I do not know the answers to any of them. These are things the wife of the king might one day ask, and things perhaps his advisors understand, but I daresay that King Xerxes is a private man. He does not share such things with his servants." "And yet, from what I understand, it was his servants who recognized his sorrow over Vashti and suggested this contest. Is that not correct?" Esther twisted the belt at her waist. "It is correct." Hegai leaned forward, elbows on his knees. "Esther, I like you. I think you hold much potential to please the king.

Emotions are good advisors, but terrible masters.

A good recruitment policy and process of a company should always be designed by integrating organizational goals with employee needs , further with the aim of optimum utilization of manpower as its resource.

A good 'Human Resources Policy' must revolves around fair and equitable recruitment process which identifies competent candidates who match the requirements of the Company, through a viable selection process.

People who are good at complaining about not having a lot of money are generally bad at not wasting money.

In 1716, when John Law was first pitching his bank, Orléans went to one of his closest advisors, the Duke of Saint-Simon, to ask him what he thought. Saint-Simon told him that Law’s ideas made sense. Paper money could be good for France’s economy. But, Saint-Simon said, there was a problem. Unlike the Netherlands, which was a republic, or Great Britain, which had a powerful Parliament, France was an absolute monarchy. The king could do whatever he wanted. And inevitably, the king or the people working for him would get carried away by the power of the bank, and they’d print too much money, and the system would break.

less an authority than financial advisor marketing expert Bill Good recognizes this, and he refuses to allow his salespeople to ask for referrals. As he puts it, “They manifestly do not work.”1 In fact, Good tells the story of an advisor who got a pesky client to stop calling him by asking for a referral each time she called!

Once you reflect on it, you will likely realize that you make referrals pretty regularly. Your clients do, too. They likely refer people to you more than you realize. In her study, “Anatomy of the Referral,”4 Julie Littlechild found that 91 percent of clients were comfortable providing a referral to their financial advisor, and 29 percent had made a referral. One of the primary questions she hoped to shed light on was why, when such a large majority of clients are comfortable providing referrals, “only” 29 percent actually did. It’s a good question, and she uncovered some answers I will address later on. In addition, I am intrigued by the 29 percent. Most of the advisors I know would be thrilled to receive referrals from almost a third of their client base. What portion of your client base do you think referred someone to you in the last year? If you asked, I bet a much larger proportion would tell you that they did. We will get back to this statistic in a little while. For now, let’s take a look at whether clients feel comfortable making a referral to you and why they would.

(what are we good at, what are we curious about, and what are the skills and proficiencies our mentors and trusted advisors recognize?).

If you have a list of numbers that you would like your fax marketing company to broadcast to, they will. It's that easy. Much of the time you can even do it throughemail, but either way, you all of them the ad and the list and they'll take care of it. The problem is, people can make a few mistakes when typing up long listsof numbers or possibly have a customer listed more than once, so their fax number should make it onto the list several times. Shredding cause some problemsonce the ad starts going out, especially when short term installment loan fax machine is overrun by multiple ads coming a person. Fortunately for businesstoday, the fax marketing industry has set up, in the majority of cases, a screening process that will guarantee that no number on your list gets more thanone fax, even in the event you listed it several times. Sure - you precisely how many leads (opt-ins) each promotion generates immediately the. you can precisely how much each lead spend you . an individual alsocan know -- generally -- simply how much your average lead will expend with you over the time. Faster Moolah: Unlike the U.S. Postal Service which takes two fax list marketing to 3 weeks to provide bulk mail, the Internet lets me deliver my sales messageand begin generating sales instantly. If to be able to pictures, or marketing plans written on a table napkin and do not want to have supply file for it, then you just take a picture associated with in yourdigital camera or phone camera that has it transferred to your computer. It is then ready for sending as an internet based fax list marketing. Now, since it's outright develop a call to action straight away, several to convince first, so lets buy fax marketing get started. Initially, you might need to pique yourprospect's interest. You'll be able to do this visually, a few eye catching design. You will do it literally start by making an appealing offer, or possibly by spellingout an edge of goods. Better still, you may make use of both approaches. Twitter.com is really a source that can announce publishing a paper, changes to your website, good books and articles, workshops that you could be offer, etc. Manyoffer free things like recordings, articles, etc. It's another strategy network with the other professionals. It's popularity is exploding. Most business people still consider direct mail to be one of the extremely credible methods in contact with them. This makes marketing your services and productswith a mailing list a choice. Be an important person - Show for ones customers that you're made of flesh and blood. Add your complete name, phone number, fax, email address contact infoand business address showing that you might be a real guy with the business! faxmarketing.club/

Step by step instructions to Introduce Sex Toys In The Bedroom Since Fifty Shades of Gray is so mainstream, the majority of the media is discussing sex and sex toys. It is safe to say that you are interested about attempting them however are excessively humiliated? Is it accurate to say that you are uncertain whether they are directly for you and your relationship? Coming up next are some normal misguided judgments about grown-up toys: A great many people don't utilize sex toys Wrong! Numerous good individuals utilize grown-up toys, including individuals most would think about superbly ordinary. Utilizing a grown-up toy doesn't make you "odd" or doesn't utter a word negative about your relationship. It just encourages you have a ton of fun progressively fun in the room! You don't need to impart to your companions, your supervisor or your mom that you utilize toys except if anybody except if you need to. Sex toys are only for masturbation. While grown-up toys are normally utilized for masturbation, numerous couples appreciate utilizing toys together, regardless of whether they are female or male or hetero or gay. Normally these couples are happy with attempting new things together, are liberal, and trusting. Your accomplice will feel lacking on the off chance that you begin utilizing a sex toy. Is it true that you are anxious that in the event that you carry a grown-up toy into the room, it will offend your partner? A grown-up toy can give you a climax, yet it can't disclose to you the amount they cherish you or rub your back. An item is certifiably not a substitute for a genuine individual. On the off chance that your sweetheart has this dread, be touchy and stroke his or her sense of self a smidgen. Similarly as with most relationship issues, great openness is of the utmost importance. Utilizing sex toys can be physically perilous. No chance! Indeed, grown-up toys can have beneficial outcomes on your sexual wellbeing. For instance, numerous specialists and advisors prescribe grown-up toys to ladies who experience difficulty arriving at climax; on the off chance that you experience the ill effects of agonizing sex, vibrators can invigorate blood stream; all ladies can profit by kegel exercisers or kegel balls to condition the pelvic floor muscles; prostate massagers decrease the danger of prostate disease, erectile brokenness and successive evening pee. Ultimately, climaxes help you live more, square torment and, some state, look more youthful. Who wouldn't need that? On the off chance that you use sex toys excessively, you won't have a climax with your accomplice. On the off chance that your accomplice is apprehensive you'll supplant the person in question with your preferred toy, guarantee the person in question that you'll generally keep things diverse in the room: attempt various positions, new toys, light subjugation and dream play.

I am knowing to him who lacks knowledge, One who teaches a man what is useful to him. I am a straight one in the king’s house, Who knows what to say in every office. I am a listener who listens to the truth, Who ponders it in the heart. I am one pleasant to his lord’s house, Who is remembered for his good qualities. I am kindly in the offices, One who is calm and does not roar. I am kindly, not short-tempered, One who does not attack a man for a remark. I am accurate like the scales. Straight and true like Thoth. I am firm-footed, well-disposed, Loyal to him who advanced him. I am a knower who taught himself knowledge, An advisor whose advice is sought. I am a speaker in the hall of justice, Skilled in speech in anxious situations.

I'm so sick and tired of leeches; blood sucking individuals with no remorse. It's now time to cut them off and get rid of them from my life. The hungry consultants, unscrupulous professional advisors, fake friends, dubious investors, bogus business partners, self-anointed good-soil for seed ministries, selfish relatives and those who feel I don't deserve!

what about a model of what makes a hotel good or bad in general, which you could use to rate hotels that currently have few or no reliable reviews? TripAdvisor could learn it, but what about a model of what makes a hotel good or bad for you? This requires information about you that you may not want to share with TripAdvisor. What you’d like is a trusted party that combines the two types of data and gives you the results.

career advisor visited our school yesterday and told us to start practicing what we want to be when we grow up... ...so I’m practicing being unemployed. I’m already very good at sleeping in past lunch time and I've mastered not tidying my bedroom, so next on my professional development list is to watch TV all day and shout at the neighbour's cat.

Mueller instead resurrected FARA from the near dead to go after people with the threat of jail time. The willful failure to register as an agent under FARA can result in five years in federal prison. Mueller also threatened to file FARA charges against former National Security Advisor Flynn to pressure him to cooperate—even though, again, Flynn had nothing to tell. Mueller would ultimately bring seven FARA cases, rivaling the total number brought by the DOJ in the prior fifty years. Nearly all of these were done in the context of plea deals, meaning Mueller did not have to test them in court. Good-government types would laud Mueller for resurrecting a law against “shadowy” lobbying. But justice is never served by arbitrary or surprise shifts in the prosecutorial system. The most unjust law is one that is enforced only when it serves the purpose of catching the unwary. Mueller exploited the unsuspecting for his own ends. And his untoward tactics would end up boomeranging on the very Democrats who’d celebrated him.

an editor who is a mentor, advisor, and psychiatrist. Don’t kid yourself—a good editor will make your book better.

If your needs are not attainable through safe instruments, the solution is not to increase the rate of return by upping the level of risk. Instead, goals may be revised, savings increased, or income boosted through added years of work. . . . Somebody has to care about the consequences if uncertainty is to be understood as risk. . . . As we’ve seen, the chances of loss do decline over time, but this hardly means that the odds are zero, or negligible, just because the horizon is long. . . . In fact, even though the odds of loss do fall over long periods, the size of potential losses gets larger, not smaller, over time. . . . The message to emerge from all this hype has been inescapable: In the long run, the stock market can only go up. Its ascent is inexorable and predictable. Long-term stock returns are seen as near certain while risks appear minimal, and only temporary. And the messaging has been effective: The familiar market propositions come across as bedrock fact. For the most part, the public views them as scientific truth, although this is hardly the case. It may surprise you, but all this confidence is rather new. Prevailing attitudes and behavior before the early 1980s were different. Fewer people owned stocks then, and the general popular attitude to buying stocks was wariness, not ebullience or complacency. . . . Unfortunately, the American public’s embrace of stocks is not at all related to the spread of sound knowledge. It’s useful to consider how the transition actually evolved—because the real story resists a triumphalist interpretation. . . . Excessive optimism helps explain the popularity of the stocks-for-the-long-run doctrine. The pseudo-factual statement that stocks always succeed in the long run provides an overconfident investor with more grist for the optimistic mill. . . . Speaking with the editors of Forbes.com in 2002, Kahneman explained: “When you are making a decision whether or not to go for something,” he said, “my guess is that knowing the odds won’t hurt you, if you’re brave. But when you are executing, not to be asking yourself at every moment in time whether you will succeed or not is certainly a good thing. . . . In many cases, what looks like risk-taking is not courage at all, it’s just unrealistic optimism. Courage is willingness to take the risk once you know the odds. Optimistic overconfidence means you are taking the risk because you don’t know the odds. It’s a big difference.” Optimism can be a great motivator. It helps especially when it comes to implementing plans. Although optimism is healthy, however, it’s not always appropriate. You would not want rose-colored glasses in a financial advisor, for instance. . . . Over the long haul, the more you are exposed to danger, the more likely it is to catch up with you. The odds don’t exactly add, but they do accumulate. . . . Yet, overriding this instinctive understanding, the prevailing investment dogma has argued just the reverse. The creed that stocks grow steadily safer over time has managed to trump our common-sense assumption by appealing to a different set of homespun precepts. Chief among these is a flawed surmise that, with the passage of time, downward fluctuations are balanced out by compensatory upward swings. Many people believe that each step backward will be offset by more than one step forward. The assumption is that you can own all the upside and none of the downside just by sticking around. . . . If you find yourself rejecting safe investments because they are not profitable enough, you are asking the wrong questions. If you spurn insurance simply because the premiums put a crimp in your returns, you may be destined for disappointment—and possibly loss.

Another thank-you goes to Commander Bill Sanders of the Navy, who was one of our country’s top experts on nuclear strategy. A darn good friend and advisor who wrote the afterword of my first book on the subject. We would often joke in a macabre way that no one wants our nightmares, they are simply too scary. When you write about this stuff, you do have to learn balance to lead a good and happy life in spite of the concerns. The next acknowledgment is for Linda Franklin. Yes, the model for my Linda Franklin in the novels, along with her husband, Earl “Ernie” Franklin. Linda’s story is a remarkable one. Born into Southern rural poverty, a kindly aunt took care of her tuition in Vanderbilt, where she earned a degree in mathematics. I recall a dinner with her, dated exactly to July 20th, some years ago. It being July 20th, I raised my glass in a toast to Apollo 11. Linda replied, “I helped write the TLI programs for that.” Me: “You mean the Trans-Lunar Injection math.” And she beamed proudly. Linda spent more than a decade in the 1960s doing the math—not the software, but the actual complex mathematical formulas—for the Mercury, Gemini, and Apollo missions that would then be coded. Don’t get it right there, and you don’t have the right software that became the triumphs of those glorious days for NASA. Yes, there was a movie made about it a few years back that featured several African Americans that deserve credit, but Linda was part of that team for ten years as well. Sadly, this is being written in late March of 2023 and by the time it is published, Linda will be gone from this earthly abode. Launch well, Linda, as you head off to the heaven you so richly deserve.