Helping Businesses Grow Quotes

Whenever I am in a difficult situation where there seems to be no way out, I think about all the times I have been in such situations and say to myself, "I did it before, so I can do it again.

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

Today is a new day and it brings with it a new set of opportunities for me to act on. I am attentive to the opportunities and I seize them as they arise. I have full confidence in myself and my abilities. I can do all things that I commit myself to. No obstacle is too big or too difficult for me to handle because what lies inside me is greater than what lies ahead of me. I am committed to improving myself and I am getting better daily. I am not held back by regret or mistakes from the past. I am moving forward daily. Absolutely nothing is impossible for me.

When we grow, we come up with better ideas and solutions which help us in doing our business in more enhanced and productive ways.

Learning about any kind of changes on time gives you a head start over your competitors which helps you not just in surviving the changes but also emerging as a leader in the end.

If you have a desire to succeed, you should know that you cannot rule out professional help. They have years of experience in all those fields that fall out of your expertise.

Disagreements are an opportunity to grow and learn something new. It means that you don’t care if you're wrong as long as it helps you grow.

You need a good customer service and client success strategy because it helps your business grow.

As a business owner, you should be looking at data as a key resource to help you make more informed decisions that ultimately allow you to grow revenues and maximize profits.

Having happy families because of happy and prosperous individuals and businesses will fuel world economies. Helping more businesses grow and prosper is good for the economy. What is good for the economy is good for families. What is good for families is good for the consumer. Be good to small businesses for that is best for the consumers. - Strong by Kailin Gow on Strong Economies

technical debt’ that is not being paid down. It comes from taking shortcuts, which may make sense in the short-term. But like financial debt, the compounding interest costs grow over time. If an organization doesn’t pay down its technical debt, every calorie in the organization can be spent just paying interest, in the form of unplanned work.

A man worth being with is one… That never lies to you Is kind to people that have hurt him A person that respects another’s life That has manners and shows people respect That goes out of his way to help people That feels every person, no matter how difficult, deserves compassion Who believes you are the most beautiful person he has ever met Who brags about your accomplishments with pride Who talks to you about anything and everything because no bad news will make him love you less That is a peacemaker That will see you through illness Who keeps his promises Who doesn’t blame others, but finds the good in them That raises you up and motivates you to reach for the stars That doesn’t need fame, money or anything materialistic to be happy That is gentle and patient with children Who won’t let you lie to yourself; he tells you what you need to hear, in order to help you grow Who lives what he says he believes in Who doesn’t hold a grudge or hold onto the past Who doesn’t ask his family members to deliberately hurt people that have hurt him Who will run with your dreams That makes you laugh at the world and yourself Who forgives and is quick to apologize Who doesn’t betray you by having inappropriate conversations with other women Who doesn’t react when he is angry, decides when he is sad or keep promises he doesn’t plan to keep Who takes his children’s spiritual life very seriously and teaches by example Who never seeks revenge or would ever put another person down Who communicates to solve problems Who doesn’t play games or passive aggressively ignores people to hurt them Who is real and doesn’t pretend to be something he is not Who has the power to free you from yourself through his positive outlook Who has a deep respect for women and treats them like a daughter of God Who doesn’t have an ego or believes he is better than anyone Who is labeled constantly by people as the nicest person they have ever met Who works hard to provide for the family Who doesn’t feel the need to drink alcohol to have a good time, smoke or do drugs Who doesn't have to hang out a bar with his friends, but would rather spend his time with his family Who is morally free from sin Who sees your potential to be great Who doesn't think a woman's place has to be in the home; he supports your life mission, where ever that takes you Who is a gentleman Who is honest and lives with integrity Who never discusses your private business with anyone Who will protect his family Who forgives, forgets, repairs and restores When you find a man that possesses these traits then all the little things you don’t have in common don’t matter. This is the type of man worth being grateful for.

When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is—you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman. Maybe it will grow on me. THERE

There is a difference between helping someone who is disabled, incapable, or otherwise infirm versus helping someone who is resisting growing up and taking care of what every adult (or child, for that matter) has to be responsible for: herself or himself. When you find yourself in any way paying for someone else’s responsibilities, not only are you stuck with a delayed ending, but you are probably harming that person.

You have a picture of life within you, a faith, a challenge, and you were ready for deeds and sufferings and sacrifices, and then you became aware by degrees that the world asked no deeds and no sacrifices of you whatever, and that life is no poem of heroism with heroic parts to play and so on, but a comfortable room where people are quite content with eating and drinking, coffee and knitting, cards and wireless. And whoever wants more and has got it in him--the heroic and the beautiful, and the reverence for the great poets or for the saints--is a fool and a Don Quixote. Good. And it has been just the same for me, my friend. I was a gifted girl. I was meant to live up to a high standard, to expect much of myself and do great things. I could have played a great part. I could have been the wife of a king, the beloved of a revolutionary, the sister of a genius, the mother of a martyr. And life has allowed me just this, to be a courtesan of fairly good taste, and even that has been hard enough. That is how things have gone with me. For a while I was inconsolable and for a long time I put the blame on myself. Life, thought I, must in the end be in the right, and if life scorned my beautiful dreams, so I argued, it was my dreams that were stupid and wrong headed. But that did not help me at all. And as I had good eyes and ears and was a little inquisitive too, I took a good look at this so-called life and at my neighbors and acquaintances, fifty or so of them and their destinies, and then I saw you. And I knew that my dreams had been right a thousand times over, just as yours had been. It was life and reality that were wrong. It was as little right that a woman like me should have no other choice than to grow old in poverty and in a senseless way at a typewriter in the pay of a money-maker, or to marry such a man for his money's sake, or to become some kind of drudge, as for a man like you to be forced in his loneliness and despair to have recourse to a razor. Perhaps the trouble with me was more material and moral and with you more spiritual--but it was the same road. Do you think I can't understand your horror of the fox trot, your dislike of bars and dancing floors, your loathing of jazz and the rest of it? I understand it only too well, and your dislike of politics as well, your despondence over the chatter and irresponsible antics of the parties and the press, your despair over the war, the one that has been and the one that is to be, over all that people nowadays think, read and build, over the music they play, the celebrations they hold, the education they carry on. You are right, Steppenwolf, right a thousand times over, and yet you must go to the wall. You are much too exacting and hungry for this simple, easygoing and easily contented world of today. You have a dimension too many. Whoever wants to live and enjoy his life today must not be like you and me. Whoever wants music instead of noise, joy instead of pleasure, soul instead of gold, creative work instead of business, passion instead of foolery, finds no home in this trivial world of ours--

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

As children grow, they have an increasing need to orient: to have a sense of who they are, of what is real, why things happen, what is good, what things mean. To fail to orient is to suffer disorientation, to be lost psychologically—a state our brains are programmed to do almost anything to avoid. Children are utterly incapable of orienting by themselves. They need help. Attachment provides that help. The first business

A brick could be used as a marketing tool. I’ll help you grow your business, if you help me plant this brick in the ground.


The fun part is finding which thoughts, in that crazy beehive of emotion, are the ones that mass produce the honey.

Making Money online is not the easiest, That's why my business grows daily with people who need my service. I will help you understand in a simple way how to cut out all the middle men and increase daily business in less than 1 hour per day.

We need to ask ourselves why are so busy. Sabbath helps us to question our assumptions. The truth is that we may be busy because we feel a need to validate our worth. Sabbath gives us a chance to step off the hampster wheel and listen to the voice that tells us we are beloved by God. The sabbath heals us from our compulsion to measure ourselves by what we accomplish, who we know, and the influence we have. Sabbath enables us to define ourselves less by our achievements and more as beloved daughters and sons of God. As we become more aware of how much we are cherished as children of God, we grow in our trust of God.

Instructions for Dad. I don't want to go into a fridge at an undertaker's. I want you to keep me at home until the funeral. Please can someone sit with me in case I got lonely? I promise not to scare you. I want to be buried in my butterfly dress, my lilac bra and knicker set and my black zip boots (all still in the suitcase that I packed for Sicily). I also want to wear the bracelet Adam gave me. Don't put make-up on me. It looks stupid on dead people. I do NOT want to be cremated. Cremations pollute the atmosphere with dioxins,k hydrochloric acid, hydrofluoric acid, sulphur dioxide and carbon dioxide. They also have those spooky curtains in crematoriums. I want a biodegradable willow coffin and a woodland burial. The people at the Natural Death Centre helped me pick a site not for from where we live, and they'll help you with all the arrangements. I want a native tree planted on or near my grave. I'd like an oak, but I don't mind a sweet chestnut or even a willow. I want a wooden plaque with my name on. I want wild plants and flowers growing on my grave. I want the service to be simple. Tell Zoey to bring Lauren (if she's born by then). Invite Philippa and her husband Andy (if he wants to come), also James from the hospital (though he might be busy). I don't want anyone who doesn't know my saying anything about me. THe Natural Death Centre people will stay with you, but should also stay out of it. I want the people I love to get up and speak about me, and even if you cry it'll be OK. I want you to say honest things. Say I was a monster if you like, say how I made you all run around after me. If you can think of anything good, say that too! Write it down first, because apparently people often forget what they mean to say at funerals. Don't under any circumstances read that poem by Auden. It's been done to death (ha, ha) and it's too sad. Get someone to read Sonnet 12 by Shakespeare. Music- "Blackbird" by the Beatles. "Plainsong" by The Cure. "Live Like You Were Dying" by Tim McGraw. "All the Trees of the Field Will Clap Their Hands" by Sufian Stevens. There may not be time for all of them, but make sure you play the last one. Zoey helped me choose them and she's got them all on her iPod (it's got speakers if you need to borrow it). Afterwards, go to a pub for lunch. I've got £260 in my savings account and I really want you to use it for that. Really, I mean it-lunch is on me. Make sure you have pudding-sticky toffee, chocolate fudge cake, ice-cream sundae, something really bad for you. Get drunk too if you like (but don't scare Cal). Spend all the money. And after that, when days have gone by, keep an eye out for me. I might write on the steam in the mirror when you're having a bath, or play with the leaves on the apple tree when you're out in the garden. I might slip into a dream. Visit my grave when you can, but don't kick yourself if you can't, or if you move house and it's suddenly too far away. It looks pretty there in the summer (check out the website). You could bring a picnic and sit with me. I'd like that. OK. That's it. I love you. Tessa xxx

I don't see how you can find anything about this poor-people business to be glad for. Of course we can be glad for ourselves that we aren't poor like them; but whenever I'm thinking how glad I am for that, I get so sorry for them that I CAN'T be glad any longer. Of course we COULD be glad there were poor folks, because we could help them. But if we DON'T help them, where's the glad part of that coming in?

There are no guarantees that if we keep the Sabbath we will be successful. But honouring the Sabbath (and not overworking the other six days) will give us an opportunity to grow in our trust of God and experience his faithfulness. If we take time to honour the Sabbath we may actually find that we are less productive than we were before...God's provision for us as we honour his rhythms may be the grace to accept being passed over for a promotion, while gaining a greater sense of fulfillment as we do our work more aware of God, ourselves, and the people around us.

These truths I hold to be self-evident: That man was made to be happy; that happiness is only attainable through useful effort; that the very best way to help ourselves is to help others, and often the best way to help others is to mind our own business; that useful effort means the proper exercise of all our faculties; that we grow only through exercise; that education should continue through life, and the joys of mental endeavor should be, especially, the solace of the old; that where men alternate work, play and study in right proportion, the organs of the mind are the last to fail, and death for such has no terrors. That

For a business to strengthen its position on the market, its managers should become skillful at helping their subordinates to set and achieve specific and measurable goals with realistic deadlines and clear expectations. Managers should also mentor employees through challenges, helping them grow and develop new skills.

Semantic search is a holistic effort by Google (primarily) to understand who you are and what you do across the web.

A business needs a character and an identity, just like a person and just like a person it needs to have a Voice.

Harmony is everything, your central nervous system can bear witness to that in every area of your life...if you let your soul step to the open MIC!

Life is not about receiving. It is about giving, knowing that someone might learn, understand or grow that little bit from the experience

There is a huge difference between CONNECTION and ATTACHMENT. One gives you the power to grow, the other sucks the life out of you.

When I was bartering to gain clients, I was self-sabotaging my business. I wasn’t making money, and the promised “exchange of advertising” wasn’t helping to grow my business.

You’ve just described ‘technical debt’ that is not being paid down. It comes from taking shortcuts, which may make sense in the short-term. But like financial debt, the compounding interest costs grow over time. If an organization doesn’t pay down its technical debt, every calorie in the organization can be spent just paying interest, in the form of unplanned work.

The way you are self-sabotaging: Not promoting your work in a way that would help move you forward. What your subconscious mind might want you to know: You’re not creating the best possible work you can, and you sense it. The reason why you’re holding back is a fear of judgment, but that wouldn’t exist if you weren’t already judging yourself. You have to create things you are proud to share, and when sharing them in a positive way that helps grow your business or career feels natural and authentic, you will know that you are doing the work that is at the best of your ability or potential.

It will be a marvellous thing – the true personality of man – when we see it. It will grow naturally and simply, flowerlike, or as a tree grows. It will not be at discord. It will never argue or dispute. It will not prove things. It will know everything. And yet it will not busy itself about knowledge. It will have wisdom. Its value will not be measured by material things. It will have nothing. And yet it will have everything, and whatever one takes from it, it will still have, so rich will it be. It will not be always meddling with others, or asking them to be like itself. It will love them because they will be different. And yet while it will not meddle with others, it will help all, as a beautiful thing helps us, by being what it is. The personality of man will be very wonderful. It will be as wonderful as the personality of a child.

If you want to have Christ-like character, then you just develop the habits that Christ had,” one of Saddleback’s course manuals reads. “All of us are simply a bundle of habits….Our goal is to help you replace some bad habits with some good habits that will help you grow in Christ’s likeness.” Every Saddleback member is asked to sign a “maturity covenant card” promising to adhere to three habits: daily quiet time for reflection and prayer, tithing 10 percent of their income, and membership in a small group. Giving everyone new habits has become a focus of the church. “Once we do that, the responsibility for spiritual growth is no longer with me, it’s with you. We’ve given you a recipe,” Warren told me. “We don’t have to guide you, because you’re guiding yourself. These habits become a new self-identity, and, at that point, we just need to support you and get out of your way.

Then the voice - which identified itself as the prince of this world, the only being who really knows what happens on Earth - began to show him the people around him on the beach. The wonderful father who was busy packing things up and helping his children put on some warm clothes and who would love to have an affair with his secretary, but was terrified on his wife's response. His wife who would like to work and have her independence, but who was terrified of her husband's response. The children who behave themselves because they were terrified of being punished. The girl who was reading a book all on her own beneath the sunshade, pretending she didn't care, but inside was terrified of spending the rest of her life alone. The boy running around with a tennis racuqet , terrified of having to live up to his parents' expectations. The waiter serving tropical drinks to the rich customers and terrified that he could be sacket at any moment. The young girl who wanted to be a dance, but who was studying law instead because she was terrified of what the neighbours might say. The old man who didn't smoke or drink and said he felt much better for it, when in truth it was the terror of death what whispered in his ears like the wind. The married couple who ran by, splashing through the surf, with a smile on their face but with a terror in their hearts telling them that they would soon be old, boring and useless. The man with the suntan who swept up in his launch in front of everybody and waved and smiled, but was terrified because he could lose all his money from one moment to the next. The hotel owner, watching the whole idyllic scene from his office, trying to keep everyone happy and cheerful, urging his accountants to ever greater vigilance, and terrified because he knew that however honest he was government officials would still find mistakes in his accounts if they wanted to. There was terror in each and every one of the people on that beautiful beach and on that breathtakingly beautiful evening. Terror of being alone, terror of the darkness filling their imaginations with devils, terror of doing anything not in the manuals of good behaviour, terror of God's punishing any mistake, terror of trying and failing, terror of succeeding and having to live with the envy of other people, terror of loving and being rejected, terror of asking for a rise in salary, of accepting an invitation, of going somewhere new, of not being able to speak a foreign language, of not making the right impression, of growing old, of dying, of being pointed out because of one's defects, of not being pointed out because of one's merits, of not being noticed either for one's defects of one's merits.

The cover letter is all about what you want. Nasty Gal gets so many cover letters that detail a “passion for fashion” and then proceed to talk about how this job will help the applicant pursue her interests, gain more experience, and explore new avenues. If a cover letter starts out like this, I usually end up reading the first couple of sentences before hitting the delete button. Why? Because I don’t care about what a job will do for you and your personal development. I know that sounds harsh, but I don’t know you, so the fact that you want to work for my company does not automatically mean that I have an interest in helping you grow your career. I have a business that is growing by the day, so I want to know what you can do for me. It’s as simple as that.

Being busy helping customers meant that I had no time to train the way I was used to, with an intense four-or five-hour workout each day. So I adopted the idea of training twice a day, two hours before work and two hours from seven to nine in the evening, when business slacked off and only the serious lifters were left. Split workouts seemed like an annoyance at first, but I realized I was onto something when I saw the results: I was concentrating better and recovering faster while grinding out longer and harder sets. On many days I would add a third training session at lunchtime. I'd isolate a body part that I thought was weak and give it thirty or forty minutes of my full attention, blasting twenty sets of calf raises, say, or one hundred triceps extensions. I did the same thing some nights after dinner, coming back to train for an hour at eleven o'clock. As I went to sleep in my snug little room, I'd often feel one or another muscle that I'd traumatized that day jumping and twitching-just a side effect of a successful workout and every pleasing, because I knew those fibers would now recover and grow.

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

We as educators must take seriously our responsibility to create growth-mindset-friendly environments - where kids feel safe from judgement, where they understand that we believe in their potential to grow, and where they know that we are totally dedicated to collaborating with them on their learning. We are in the business of helping kids thrive, not finding reasons why they can’t.

Have you lost your teeny tiny mind, you too-tall, too-skinny, too-crazy jerk?” “Oh, look who’s talking, Miss Let’s Blunder Around the Time Stream and Hang the Consequences! Thanks to you, we’ve got a dead Marc and a live Marc in the same timeline . . . in the same house! Thanks to you, I got chomped on by a dim, blonde, undead, selfish, whorish, blood-sucking leech when I was minding my own business in the past.” “Don’t you call me dim!” “Um. Everyone. Perhaps we should—” Tina began. “Wait, when did this happen?” Marc asked. He had the look of a man desperately trying to buy a vowel. “Past, an hour ago? Past, last year? Help me out.” “Oh, biiiiig surprise!” Laura threw her (perfectly manicured) hands in the air. “Let me guess, you were soooo busy banging your dead husband that you haven’t had time to tell anybody anything.” “I was getting to it,” I whined. “Then after not telling anyone anything and not being proactive—or even active!—you grow up to destroy the world and bring about eternal nuclear winter or whatever the heck that was and how do you deal with your foreknowledge of terrible events to come? Have sex!” “An affirmation of life?” Sinclair suggested. Never, I repeat, never had I loved him more. I was torn between slugging my sister and blowing my husband. Hmm. Laura might have a point about my priorities . . . but jeez. Look at him. Yum. “—even do it and what do you have to say for yourself? Huh?” “You’re just uptight, repressed, smug, antisex, and jealous, you Antichristing morally superior, fundamentally evil bitch.” Laura and Marc gasped. My husband groaned.

Apple raised $17 billion in a bond offering in 2013. Not to invest in new products or business lines, but to pay a dividend to stockholders. The company is awash with cash, but much of that money is overseas, and there would be a tax charge if it were repatriated to the USA. For many other companies, the tax-favoured status of debt relative to equity encourages financial engineering. Most large multinational companies have corporate and financial structures of mind-blowing complexity. The mechanics of these arrangements, which are mainly directed at tax avoidance or regulatory arbitrage, are understood by only a handful of specialists. Much of the securities issuance undertaken by Goldman Sachs was not ‘helping companies to grow’ but represented financial engineering of the kind undertaken at Apple. What

And that brings me to one last point. I've got a simple message for all the dedicated and patriotic federal workers who have either worked without pay, or who have been forced off the job without pay for these last few weeks. Including most of my own staff. Thank you. Thanks for your service. Welcome back. What you do is important. It matters. You defend our country overseas, you deliver benefits to our troops who earned them when they come home, you guard our borders, you protect our civil rights, you help businesses grow and gain footholds in overseas markets. You protect the air we breathe, and the water our children drink, and you push the boundaries of science and space, and you guide hundreds of thousands of people each day through the glories of this country. Thank you. What you do is important, and don't let anybody else tell you different.

Share your success stories with others. Don't brag, but don't hide your light. People want (and need) to be inspired and instructed. I know I want to follow and learn from successful people. Isn't that the basis for every business and self-help book? People will also give you good ideas to build on your own wins when you share openly. And when you write out your wins to an audience, your own ideas start to grow within you. Will you try? What's a win you've had lately? Don't be shy about it.

Jane Addams, the urban reformer who founded Chicago’s Hull House, wrote, “Never before in civilization have such numbers of young girls been suddenly released from the protection of the home and permitted to walk unattended upon the city streets and to work under alien roofs.” The women sought work as typewriters, stenographers, seamstresses, and weavers. The men who hired them were for the most part moral citizens intent on efficiency and profit. But not always. On March 30, 1890, an officer of the First National Bank placed a warning in the help-wanted section of the Chicago Tribune, to inform female stenographers of “our growing conviction that no thoroughly honorable business-man who is this side of dotage ever advertises for a lady stenographer who is a blonde, is good-looking, is quite alone in the city, or will transmit her photograph. All such advertisements upon their face bear the marks of vulgarity, nor do we regard it safe for any lady to answer such unseemly utterances.” The

On March 30, 1890, an officer of the First National Bank placed a warning in the help-wanted section of the Chicago Tribune, to inform female stenographers of “our growing conviction that no thoroughly honorable business-man who is this side of dotage ever advertises for a lady stenographer who is a blonde, is good-looking, is quite alone in the city, or will transmit her photograph. All such advertisements upon their face bear the marks of vulgarity, nor do we regard it safe for any lady to answer such unseemly utterances.” The

To manage people effectively, you must be able to get your ego out of the way so people are allowed to grow and develop on their own, find their voice, and discover their real gifts. If you can help a person do that, they’re going to be worth a kazillion times more to you than they would if you have to scare them into working. People don’t function as optimally when they operate from a place of fear. Acting from fear will always result in fear of taking a chance. The people who work from a place of love are going to be creative and productive and hopeful and fruitful.

What would it be like to wake up every day and do exactly what you want to do? What would it feel like to not owe anyone else a dime? What would it feel like to have the abundant time to devote to your spouse, children, and friends? On top of that, you have a healthy lifestyle, free to exercise without trying to find the time and to eat well without trying to find the money. Phase IV is when an unexpected setback is like driving over a pebble when it used to be like driving into a ditch. You don’t have to work as much, but you do because you want to grow, help others, and contribute. It makes you feel alive. You can’t see the difference between working and playing.

Whether working in the yard or just going about the daily business of life, you are continually adjusting, trimming, touching, shaping, and tinkering with the wealth of things around you. It may be difficult for you to know when to stop. We are all torn between the extremes of taking care of things and leaving them alone, and we question whether many things could ever get along without us. We find ourselves with pruning shears in hand, snipping away at this or that, telling ourselves that we're only being helpful, redefining something else's space, removing that which is unappealing to us. It's not that we really want to change the world. We just want to fix it up slightly. We'd like to lose a few pounds or rid ourselves of some small habit. Maybe we'd like to help a friend improve his situation or repair a few loose ends in the lives of our children. All of this shaping and controlling can have an adverse affect. Unlike someone skilled in the art of bonsai gardening, we may *unintentionally* stunt much natural growth before it occurs. And our meddling may not be appreciated by others. Most things will get along superbly without our editing, fussing, and intervention. We can learn to just let them be. As a poem of long ago puts it, "In the landscape of spring, the flowering branches grow naturally, some are long, some are short.

The larger Europe grows, the more diverse must be the forms of co-operation it requires. Instead of a centralised bureaucracy, the model should be a market — not only a market of individuals and companies, but also a market in which the players are governments. Thus governments would compete with each other for foreign investments, top management and high earners through lower taxes and less regulation. Such a market would impose a fiscal discipline on governments because they would not want to drive away expertise and business. It would also help to establish which fiscal and regulatory policies produced the best overall economic results. No wonder socialists don't like it.

If He’s so great, why didn’t He help Papa instead of punishing him like you said?” “I just said maybe.” “If God has charge of all the world,” said Francie, “and the sun and the moon and the stars and all the birds and trees and flowers and all the animals and people, you’d think He’d be too busy and too important—wouldn’t you—to spend so much time punishing one man—one man like Papa.” “I don’t think you should talk about God like that,” said Neeley uneasily. “He might strike you down dead.” “Then let Him,” cried Francie fiercely. “Let Him strike me down dead right here in the gutter where I sit!” They waited fearfully. Nothing happened. When Francie spoke again, she was quieter.

are worthy of being met, you’ll have trouble attracting help and certainly trouble receiving it when it shows up. So how do you break the cycle and start feeling worthy of support so you can call it in and embrace it when it shows up? I’d start with having a dialogue with yourself in a journal or meditation, or simply on a walk, about what makes you feel like you’re not worthy of support. How did your mother express her needs? Was it directly, passive-aggressively, or not at all? How did you witness her getting her needs met? Through direct, kind communication, through having breakdowns, through manipulation, or some other way? What happened in your family growing up when you asked for a need to be met or you asked for help? What kind of response did you get? Answering these kinds of questions will start to shed some light on your blueprint around receiving

From every direction, the place is under assault—and unlike in the past, the adversary is not concentrated in a single force, such as the Bureau of Reclamation, but takes the form of separate outfits conducting smaller attacks that are, in many ways, far more insidious. From directly above, the air-tour industry has succeeded in scuttling all efforts to dial it back, most recently through the intervention of Arizona’s senators, John Kyl and John McCain, and is continuing to destroy one of the canyon’s greatest treasures, which is its silence. From the east has come a dramatic increase in uranium-mining claims, while the once remote and untrammeled country of the North Rim now suffers from an ever-growing influx of recreational ATVs. On the South Rim, an Italian real estate company recently secured approval for a massive development whose water demands are all but guaranteed to compromise many of the canyon’s springs, along with the oases that they nourish. Worst of all, the Navajo tribe is currently planning to cooperate in constructing a monstrous tramway to the bottom of the canyon, complete with a restaurant and a resort, at the confluence of the Little Colorado and the Colorado, the very spot where John Wesley Powell made his famous journal entry in the summer of 1869 about venturing “down the Great Unknown.” As vexing as all these things are, what Litton finds even more disheartening is the country’s failure to rally to the canyon’s defense—or for that matter, to the defense of its other imperiled natural wonders. The movement that he and David Brower helped build is not only in retreat but finds itself the target of bottomless contempt. On talk radio and cable TV, environmentalists are derided as “wackos” and “extremists.” The country has swung decisively toward something smaller and more selfish than what it once was, and in addition to ushering in a disdain for the notion that wilderness might have a value that extends beyond the metrics of economics or business, much of the nation ignorantly embraces the benefits of engineering and technology while simultaneously rejecting basic science.

Well, check out these questions below, and if you can answer yes to most or all of the following points about a person and her business, you would have a pretty deep referral relationship: ​You trust them to do a great job and take great care of your referred prospects. ​You have known each other for at least one year. ​You understand at least three major products or services within their business and feel comfortable explaining them to others. ​You know the names of their family members and have met them personally. ​You have both asked each other how you can help grow your respective businesses. ​You know at least five of their goals for the year, including personal and business goals. ​You could call them at 9 o’clock at night if you really needed something. ​You would not feel awkward asking them for help with either a personal or business challenge. ​You enjoy the time you spend together. ​You see each other on a regular basis—in both business and personal situations. ​You enjoy seeing them achieve further success. ​They are “top of mind” regularly. ​You have open, honest talks about how you can help each other further.

We are tempted (and encouraged) to believe that the kingdom of God spreads throughout the earth by presenting the gospel, through some pat formula, to strangers. That doesn't happen very often. The gospel spread throughout the world of the first centuries by conversations between close friends and relatives, business associates and neighbors-people with whom the passionate Christians already had personal contact. So today the Church grows and expands, and people come to maturity in Christ nearly always through the influence of people they already know and trust, like you. Even the most shy person among us talks to people every day. Most of that talk is idle chatter, not very useful for the advancement of God's kingdom. Every one of those less-than-redemptive conversations is a lost opportunity for extending the Lordship of Jesus. However, if we could learn to enhance the quality of our conversations, we could improve our ability to do what Jesus commanded-make disciples. We could turn that meaningless chatter into a means of God's grace, helping our friends become all God intends for them and enriching their lives (and our own) in the process.

Last Thoughts On Woody Guthrie When yer head gets twisted and yer mind grows numb When you think you're too old, too young, too smart or too dumb When yer laggin' behind an' losin' yer pace In a slow-motion crawl of life's busy race No matter what yer doing if you start givin' up If the wine don't come to the top of yer cup If the wind's got you sideways with with one hand holdin' on And the other starts slipping and the feeling is gone And yer train engine fire needs a new spark to catch it And the wood's easy findin' but yer lazy to fetch it And yer sidewalk starts curlin' and the street gets too long And you start walkin' backwards though you know its wrong And lonesome comes up as down goes the day And tomorrow's mornin' seems so far away And you feel the reins from yer pony are slippin' And yer rope is a-slidin' 'cause yer hands are a-drippin' And yer sun-decked desert and evergreen valleys Turn to broken down slums and trash-can alleys And yer sky cries water and yer drain pipe's a-pourin' And the lightnin's a-flashing and the thunder's a-crashin' And the windows are rattlin' and breakin' and the roof tops a-shakin' And yer whole world's a-slammin' and bangin' And yer minutes of sun turn to hours of storm And to yourself you sometimes say "I never knew it was gonna be this way Why didn't they tell me the day I was born" And you start gettin' chills and yer jumping from sweat And you're lookin' for somethin' you ain't quite found yet And yer knee-deep in the dark water with yer hands in the air And the whole world's a-watchin' with a window peek stare And yer good gal leaves and she's long gone a-flying And yer heart feels sick like fish when they're fryin' And yer jackhammer falls from yer hand to yer feet And you need it badly but it lays on the street And yer bell's bangin' loudly but you can't hear its beat And you think yer ears might a been hurt Or yer eyes've turned filthy from the sight-blindin' dirt And you figured you failed in yesterdays rush When you were faked out an' fooled white facing a four flush And all the time you were holdin' three queens And it's makin you mad, it's makin' you mean Like in the middle of Life magazine Bouncin' around a pinball machine And there's something on yer mind you wanna be saying That somebody someplace oughta be hearin' But it's trapped on yer tongue and sealed in yer head And it bothers you badly when your layin' in bed And no matter how you try you just can't say it And yer scared to yer soul you just might forget it And yer eyes get swimmy from the tears in yer head And yer pillows of feathers turn to blankets of lead And the lion's mouth opens and yer staring at his teeth And his jaws start closin with you underneath And yer flat on your belly with yer hands tied behind And you wish you'd never taken that last detour sign And you say to yourself just what am I doin' On this road I'm walkin', on this trail I'm turnin' On this curve I'm hanging On this pathway I'm strolling, in the space I'm taking In this air I'm inhaling Am I mixed up too much, am I mixed up too hard Why am I walking, where am I running What am I saying, what am I knowing On this guitar I'm playing, on this banjo I'm frailin' On this mandolin I'm strummin', in the song I'm singin' In the tune I'm hummin', in the words I'm writin' In the words that I'm thinkin' In this ocean of hours I'm all the time drinkin' Who am I helping, what am I breaking What am I giving, what am I taking But you try with your whole soul best Never to think these thoughts and never to let Them kind of thoughts gain ground Or make yer heart pound ...

Revitalized and healthy, I started dreaming new dreams. I saw ways that I could make a significant contribution by sharing what I’ve learned. I decided to refocus my legal practice on counseling and helping start-up companies avoid liability and protect their intellectual property. To share some of what I know, I started a blog, IP Law for Startups, where I teach basic lessons on trade secrets, trademarks, copyrights, and patents and give tips for avoiding the biggest blunders that destroy the value of intellectual assets. Few start-up companies, especially women-owned companies that rarely get venture capital funding, can afford the expensive hourly rates of a large law firm to the get the critical information they need. I feel deeply rewarded when I help a company create a strategy that protects the value of their company and supports their business dreams. Further, I had a dream to help young women see their career possibilities. In partnership with my sister, Julie Simmons, I created lookilulu.com, a website where women share their insights, career paths, and ways they have integrated motherhood with their professional pursuits. When my sister and I were growing up on a farm, we had a hard time seeing that women could have rewarding careers. With Lookilulu® we want to help young women see what we couldn’t see: that dreams are not linear—they take many twists and unexpected turns. As I’ve learned the hard way, dreams change and shift as life happens. I’ve learned the value of continuing to dream new dreams after other dreams are derailed. I’m sure I’ll have many more dreams in my future. I’ve learned to be open to new and unexpected opportunities. By way of postscript, Jill writes, “I didn’t grow up planning to be lawyer. As a girl growing up in a small rural town, I was afraid to dream. I loved science, but rather than pursuing medical school, I opted for low-paying laboratory jobs, planning to quit when I had children. But then I couldn’t have children. As I awakened to the possibility that dreaming was an inalienable right, even for me, I started law school when I was thirty; intellectual property combines my love of law and science.” As a young girl, Jill’s rightsizing involved mustering the courage to expand her dreams, to dream outside of her box. Once she had children, she again transformed her dreams. In many ways her dreams are bigger and aim to help more people than before the twists and turns in her life’s path.

The Garden" How vainly men themselves amaze To win the palm, the oak, or bays, And their uncessant labours see Crown’d from some single herb or tree, Whose short and narrow verged shade Does prudently their toils upbraid; While all flow’rs and all trees do close To weave the garlands of repose. Fair Quiet, have I found thee here, And Innocence, thy sister dear! Mistaken long, I sought you then In busy companies of men; Your sacred plants, if here below, Only among the plants will grow. Society is all but rude, To this delicious solitude. No white nor red was ever seen So am’rous as this lovely green. Fond lovers, cruel as their flame, Cut in these trees their mistress’ name; Little, alas, they know or heed How far these beauties hers exceed! Fair trees! wheres’e’er your barks I wound, No name shall but your own be found. When we have run our passion’s heat, Love hither makes his best retreat. The gods, that mortal beauty chase, Still in a tree did end their race: Apollo hunted Daphne so, Only that she might laurel grow; And Pan did after Syrinx speed, Not as a nymph, but for a reed. What wond’rous life in this I lead! Ripe apples drop about my head; The luscious clusters of the vine Upon my mouth do crush their wine; The nectarine and curious peach Into my hands themselves do reach; Stumbling on melons as I pass, Ensnar’d with flow’rs, I fall on grass. Meanwhile the mind, from pleasure less, Withdraws into its happiness; The mind, that ocean where each kind Does straight its own resemblance find, Yet it creates, transcending these, Far other worlds, and other seas; Annihilating all that’s made To a green thought in a green shade. Here at the fountain’s sliding foot, Or at some fruit tree’s mossy root, Casting the body’s vest aside, My soul into the boughs does glide; There like a bird it sits and sings, Then whets, and combs its silver wings; And, till prepar’d for longer flight, Waves in its plumes the various light. Such was that happy garden-state, While man there walk’d without a mate; After a place so pure and sweet, What other help could yet be meet! But ’twas beyond a mortal’s share To wander solitary there: Two paradises ’twere in one To live in paradise alone. How well the skillful gard’ner drew Of flow’rs and herbs this dial new, Where from above the milder sun Does through a fragrant zodiac run; And as it works, th’ industrious bee Computes its time as well as we. How could such sweet and wholesome hours Be reckon’d but with herbs and flow’rs!

businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

I’d never seen a Christmas tree so big in person. “Isn't she beautiful?” Deidra asked when she reached my side. I’d been so busy gawking I hadn't heard her approach. “It’s huge.” Again with the stating the obvious. “Where’d you get it?” “Gregory grows them at the edge of the property.” Sure, because getting a tree that big so far from the city was completely ludicrous. No wonder the entire house smelled of pine. “How’d you get it in here?” “Do you really want to know or do you want to help decorate it?” Deidra picked up my bags of presents and brought them toward the monster tree. They’d already wrapped it with white twinkle lights. “I think I saw a squirrel in there,” I teased, finally able to move. The closer I got the bigger the tree seemed.“Really?” one of the guys said, stopping mid-chorus while the others continued. A lock of gray hair fell over his forehead when he scanned the tree. “I could have sworn we’d checked to make sure none of the tenants were left over.” I chuckled at his consternation. “Chill. I didn't really see one.” Placing his hand at the center of his chest, he breathed a sigh of relief. Afterwards he rounded the tree, making sure the squirrel I’d joked about wasn't really there. Mental note:don’t tease the servants. They were way too dedicated.

In the wake of the Cognitive Revolution, gossip helped Homo sapiens to form larger and more stable bands. But even gossip has its limits. Sociological research has shown that the maximum ‘natural’ size of a group bonded by gossip is about 150 individuals. Most people can neither intimately know, nor gossip effectively about, more than 150 human beings. Even today, a critical threshold in human organisations falls somewhere around this magic number. Below this threshold, communities, businesses, social networks and military units can maintain themselves based mainly on intimate acquaintance and rumour-mongering. There is no need for formal ranks, titles and law books to keep order. 3A platoon of thirty soldiers or even a company of a hundred soldiers can function well on the basis of intimate relations, with a minimum of formal discipline. A well-respected sergeant can become ‘king of the company’ and exercise authority even over commissioned officers. A small family business can survive and flourish without a board of directors, a CEO or an accounting department. But once the threshold of 150 individuals is crossed, things can no longer work that way. You cannot run a division with thousands of soldiers the same way you run a platoon. Successful family businesses usually face a crisis when they grow larger and hire more personnel. If they cannot reinvent themselves, they go bust. How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants and empires ruling hundreds of millions? The secret was probably the appearance of fiction. Large numbers of strangers can cooperate successfully by believing in common myths. Any large-scale human cooperation – whether a modern state, a medieval church, an ancient city or an archaic tribe – is rooted in common myths that exist only in people’s collective imagination. Churches are rooted in common religious myths. Two Catholics who have never met can nevertheless go together on crusade or pool funds to build a hospital because they both believe that God was incarnated in human flesh and allowed Himself to be crucified to redeem our sins. States are rooted in common national myths. Two Serbs who have never met might risk their lives to save one another because both believe in the existence of the Serbian nation, the Serbian homeland and the Serbian flag. Judicial systems are rooted in common legal myths. Two lawyers who have never met can nevertheless combine efforts to defend a complete stranger because they both believe in the existence of laws, justice, human rights – and the money paid out in fees.

Launching “Buy It Now” was a large change that touched every transaction, but the eBay team also innovated across the experience for both sellers and buyers as well. With an initial success, we doubled down on innovation to drive growth. We introduced stores on eBay, which dramatically increased the amount of product offered for sale on the platform. We expanded the menu of optional features that sellers could purchase to better highlight their listings on the site. We improved the post-transaction experience on ebay.com by significantly improving the “checkout” flow, including the eventual seamless integration of PayPal on the eBay site. Each of these innovations supported the growth of the business and helped to keep that gravity at bay. Years later, Jeff became a general partner at Andreessen Horowitz, where he would kick off the firm’s success in startups with network effects, investing in Airbnb, Instacart, Pinterest, and others. I’m lucky to work with him! He recounted in an essay on the a16z blog that his strategy was to grow eBay by adding layers and layers of new revenue—like “adding layers to the cake.” You can see it visually here: Figure 12: eBay’s growth layer cake As the core US business began to look more like a line than a hockey stick, international and payments were layered on top. Together, the aggregate business started to look like a hockey stick, but underneath it was actually many new lines of business.

Years ago, a friend gave me the best business advice I’ve ever received. His advice was so concise it rang in my head like a bell for the next five years. Bill had scaled his father’s company into the billions and with that money bought and sold several more companies that succeeded as well. Bill knew what it took to run a business, and he knew what it took to grow one. We were standing in my driveway after having talked for an hour or so. We’d talked about where my business was and where it could go. The future was limitless, yet I could tell there was something Bill didn’t want to say. He’d been nothing but encouraging in the years I’d known him, but this time it was obvious he had some constructive criticism. I asked point blank what he was thinking. He stood silently for a moment, measuring his thoughts. “Don,” he finally said, lowering his head and taking off his glasses. “You need to professionalize your operation.” “That’s your problem.” He continued. “Until you professionalize your operation, its potential is limited. The amount of money you make and your ability to have a positive impact on the world will be limited.” I’d never heard the term “professionalize your operation” before, but it rang true. My business revolved too much around me, and nobody (including me) knew exactly what they were supposed to do to make it grow. We had a vision, for sure, but we’d not built the reliable, predictable systems that would allow us to execute that vision.

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

CONGRUENCE Have you ever felt stuck? Maybe you haven’t recruited anyone in a while, and you just can’t seem to break the streak of no success. This causes you to not feel like picking up the phone and getting any more rejection. You don’t feel like talking about the business that day, so you don’t. Can you relate? This is critical for you to always remember. You cannot avoid rejection. Ninety percent of people are always going to tell you that your business is not for them. You have to go through the no’s to get to the yeses. There is no other way around it. You may not like making calls and accepting no’s, but you will like the results and income you will get by doing it consistently enough. Bank on it. So here’s what happens to everyone, myself included. You have a bad day, where everyone says no. You wake up the next day and you just cannot get yourself to make some calls. The whole day goes by and you did nothing to grow your business. The next day, you have a nagging little feeling of guilt about doing nothing the day before, so you start to internalize it. You question whether you know what you are doing. Does the business work? Is it worth the effort? You know the answer is yes, so you don’t quit — but you also do no activity. The next day, that little guilt feeling has mushroomed even bigger. And as time goes on, the guilt turns into self-loathing. You get down on yourself for not performing like you know you could and should. You begin to beat yourself up and even compare yourself to others. Sadly, this can become a downward spiral that is self-inflicted and hard to break out of. Without being wise enough to seek direct help from an upline expert, some people never recover. Instead of fixing their mindset and bringing their goals and the actions back into alignment — getting congruent — they quit the business. These are the blamers who walk the Earth claiming the business didn’t work. No! They stopped working! Don’t be a blamer. Be congruent. Make your activity match up with your WHY in the business. Pick up the phone and snap back into action. Don’t allow yourself to be depressed, because it is a form of depression. Your upline can help you snap out of it. How

In the present time, Information Technology has emerged as one of the most promising Industries across the globe. Globally for the reduction of cost, time and efforts involved in the production and supply of the goods and services has made whole business world to adopt the technological support. And due to this reason only Software development have emerged as a important means of growth of IT Industry in India. Software Development Companies in India Have played a crucial role in rapid development of Software industry in India. These Companies Constantly improve and enhance the world of computers and technology. With the help of Software development all the complicated machines whether its computers, laptops, mobile phones or navigation devices all these machines are the way they are today performing various tasks successfully. As Software Development is having a essential role in many industries, so organizations have realized their importance for improving themselves in various aspects of management. Software Development have increased the productivity of the businesses by reducing the human efforts and errors. This increased demand in the Software Development have also given rise to high demand of Software Development Companies everywhere. Even there is a huge demand of best Software Company in Lucknow as Lucknow being capital of U.P have become a growing market for various industries and now almost every offline brand has setup into online businesses of their products and services. As the number of internet users are increasing day by day so are the businesses entering into the online so that they could influence customers online. Besides Software Development many other web solutions like web hosting, web development and website designing services have great demand in the market also therefore, Software Companies have started offering all these services along with software development. Software Industry is flooded with various software companies which are also Website Development Company in Lucknow offering various web based services but it is required by you to choose wisely which company to choose to help your business sustain successfully in long run and stay ahead of its competitors in the market. The company is choosen such that which provide good quality software’s in affordable price.

While Mum was a busy working mother, helping my father in his constituency duties and beyond, Lara became my surrogate mum. She fed me almost every supper I ate--from when I was a baby up to about five years old. She changed my nappies, she taught me to speak, then to walk (which, with so much attention from her, of course happened ridiculously early). She taught me how to get dressed and to brush my teeth. In essence, she got me to do all the things that either she had been too scared to do herself or that just simply intrigued her, such as eating raw bacon or riding a tricycle down a steep hill with no brakes. I was the best rag doll of a baby brother that she could have ever dreamt of. It is why we have always been so close. To her, I am still her little baby brother. And I love her for that. But--and this is the big but--growing up with Lara, there was never a moment’s peace. Even from day one, as a newborn babe in the hospital’s maternity ward, I was paraded around, shown off to anyone and everyone--I was my sister’s new “toy.” And it never stopped. It makes me smile now, but I am sure it is why in later life I craved the peace and solitude that mountains and the sea bring. I didn’t want to perform for anyone, I just wanted space to grow and find myself among all the madness. It took a while to understand where this love of the wild came from, but in truth it probably developed from the intimacy found with my father on the shores of Northern Ireland and the will to escape a loving but bossy elder sister. (God bless her!) I can joke about this nowadays with Lara, and through it all she still remains my closest ally and friend; but she is always the extrovert, wishing she could be on the stage or on the chat show couch, where I tend just to long for quiet times with my friends and family. In short, Lara would be much better at being famous than me. She sums it up well, I think: Until Bear was born I hated being the only child--I complained to Mum and Dad that I was lonely. It felt weird not having a brother or sister when all my friends had them. Bear’s arrival was so exciting (once I’d got over the disappointment of him being a boy, because I’d always wanted a sister!). But the moment I set eyes on him, crying his eyes out in his crib, I thought: That’s my baby. I’m going to look after him. I picked him up, he stopped crying, and from then until he got too big, I dragged him around everywhere.

As I write this, I know there are countless mysteries about the future of business that we’ve yet to unravel. That’s a process that will never end. When it comes to customer success, however, I have achieved absolute clarity on four points. First, technology will never stop evolving. In the years to come, machine learning and artificial intelligence will probably make or break your business. Success will involve using these tools to understand your customers like never before so that you can deliver more intelligent, personalized experiences. The second point is this: We’ve never had a better set of tools to help meet every possible standard of success, whether it’s finding a better way to match investment opportunities with interested clients, or making customers feel thrilled about the experience of renovating their home. The third point is that customer success depends on every stakeholder. By that I mean employees who feel engaged and responsible and are growing their careers in an environment that allows them to do their best work—and this applies to all employees, from the interns to the CEO. The same goes for partners working to design and implement customer solutions, as well as our communities, which provide the schools, hospitals, parks, and other facilities to support us all. The fourth and most important point is this: The gap between what customers really want from businesses and what’s actually possible is vanishing rapidly. And that’s going to change everything. The future isn’t about learning to be better at doing what we already do, it’s about how far we can stretch the boundaries of our imagination. The ability to produce success stories that weren’t possible a few years ago, to help customers thrive in dramatic new ways—that is going to become a driver of growth for any successful company. I believe we’re entering a new age in which customers will increasingly expect miracles from you. If you don’t value putting the customer at the center of everything you do, then you are going to fall behind. Whether you make cars, solar panels, television programs, or anything else, untold opportunities exist. Every company should invest in helping its customers find new destinations, and in blazing new trails to reach them. To do so, we have to resist the urge to make quick, marginal improvements and spend more time listening deeply to what customers really want, even if they’re not fully aware of it yet. In the end, it’s a matter of accepting that your success is inextricably linked to theirs.

a guitar. A hammock is swung near the table. It is three o'clock in the afternoon of a cloudy day. MARINA, a quiet, grey-haired, little old woman, is sitting at the table knitting a stocking. ASTROFF is walking up and down near her. MARINA. [Pouring some tea into a glass] Take a little tea, my son. ASTROFF. [Takes the glass from her unwillingly] Somehow, I don't seem to want any. MARINA. Then will you have a little vodka instead? ASTROFF. No, I don't drink vodka every day, and besides, it is too hot now. [A pause] Tell me, nurse, how long have we known each other? MARINA. [Thoughtfully] Let me see, how long is it? Lord—help me to remember. You first came here, into our parts—let me think—when was it? Sonia's mother was still alive—it was two winters before she died; that was eleven years ago—[thoughtfully] perhaps more. ASTROFF. Have I changed much since then? MARINA. Oh, yes. You were handsome and young then, and now you are an old man and not handsome any more. You drink, too. ASTROFF. Yes, ten years have made me another man. And why? Because I am overworked. Nurse, I am on my feet from dawn till dusk. I know no rest; at night I tremble under my blankets for fear of being dragged out to visit some one who is sick; I have toiled without repose or a day's freedom since I have known you; could I help growing old? And then, existence is tedious, anyway; it is a senseless, dirty business, this life, and goes heavily. Every one about here is silly, and after living with them for two or three years one grows silly oneself. It is inevitable. [Twisting his moustache] See what a long moustache I have grown. A foolish, long moustache. Yes, I am as silly as the rest, nurse, but not as stupid; no, I have not grown stupid. Thank God, my brain is not addled yet, though my feelings have grown numb. I ask nothing, I need nothing, I love no one, unless it is yourself alone. [He kisses her head] I had a nurse just like you when I was a child. MARINA. Don't you want a bite of something to eat? ASTROFF. No. During the third week of Lent I went to the epidemic at Malitskoi. It was eruptive typhoid. The peasants were all lying side by side in their huts, and the calves and pigs were running about the floor among the sick. Such dirt there was, and smoke! Unspeakable! I slaved among those people all day, not a crumb passed my lips, but when I got home there was still no rest for me; a switchman was carried in from the railroad; I laid him on the operating table and he went and died in my arms under chloroform, and then my feelings that should have been deadened awoke

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women

Collateral Capacity or Net Worth? If young Bill Gates had knocked on your door asking you to invest $10,000 in his new company, Microsoft, could you get your hands on the money? Collateral capacity is access to capital. Your net worth is irrelevant if you can’t access any of the money. Collateral capacity is my favorite wealth concept. It’s almost like having a Golden Goose! Collateral can help a borrower secure loans. It gives the lender the assurance that if the borrower defaults on the loan, the lender can repossess the collateral. For example, car loans are secured by cars, and mortgages are secured by homes. Your collateral capacity helps you to avoid or minimize unnecessary wealth transfers where possible, and accumulate an increasing pool of capital providing accessibility, control and uninterrupted compounding. It is the amount of money that you can access through collateralizing a loan against your money, allowing your money to continue earning interest and working for you. It’s very important to understand that accessibility, control and uninterrupted compounding are the key components of collateral capacity. It’s one thing to look good on paper, but when times get tough, assets that you can’t touch or can’t convert easily to cash, will do you little good. Three things affect your collateral capacity: ① The first is contributions into savings and investment accounts that you can access. It would be wise to keep feeding your Golden Goose. Often the lure of higher return potential also brings with it lack of liquidity. Make sure you maintain a good balance between long-term accounts and accounts that provide immediate liquidity and access. ② Second is the growth on the money from interest earned on the money you have in your account. Some assets earn compound interest and grow every year. Others either appreciate or depreciate. Some accounts could be worth a great deal but you have to sell or close them to access the money. That would be like killing your Golden Goose. Having access to money to make it through downtimes is an important factor in sustaining long-term growth. ③ Third is the reduction of any liens you may have against these accounts. As you pay off liens against your collateral positions, your collateral capacity will increase allowing you to access more capital in the future. The goose never quit laying golden eggs – uninterrupted compounding. Years ago, shortly after starting my first business, I laughed at a banker that told me I needed at least $25,000 in my business account in order to borrow $10,000. My business owner friends thought that was ridiculously funny too. We didn’t understand collateral capacity and quite a few other things about money.

YOU FIRST When entering into relationships, we have a tendency to bend. We bend closer to one another, because regardless of what type of relationship it might be — romantic, business, friendship — there’s a reason you’re bringing that other person into your life, and that means the load is easier to carry if you carry it together, both bending toward the center. I picture people in relationships as two trees, leaning toward one another. Over time, as the relationship solidifies, you both become more comfortable bending, and as such bend farther, eventually resting trunk to trunk. You support each other and are stronger because of the shared strength of your root system and entwined branches. Double-tree power! But there’s a flaw in this mode of operation. Once you’ve spent some time leaning on someone else, if they disappear — because of a breakup, a business upset, a death, a move, an argument — you’re all that’s left, and far weaker than when you started. You’re a tree leaning sideways; the second foundation that once supported you is…gone. This is a big part of why the ending of particularly strong relationships can be so disruptive. When your support system presupposes two trunks — two people bearing the load, and divvying up the responsibilities; coping with the strong winds and hailstorms of life — it can be shocking and uncomfortable and incredibly difficult to function as an individual again; to be just a solitary tree, alone in the world, dealing with it all on your own. A lone tree needn’t be lonely, though. It’s most ideal, in fact, to grow tall and strong, straight up, with many branches. The strength of your trunk — your character, your professional life, your health, your sense of self — will help you cope with anything the world can throw at you, while your branches — your myriad interests, relationships, and experiences — will allow you to reach out to other trees who are likewise growing up toward the sky, rather than leaning and becoming co-dependent. Relationships of this sort, between two equally strong, independent people, tend to outlast even the most intertwined co-dependencies. Why? Because neither person worries that their world will collapse if the other disappears. It’s a relationship based on the connections between two people, not co-dependence. Being a strong individual first alleviates a great deal of jealousy, suspicion, and our innate desire to capture or cage someone else for our own benefit. Rather than worrying that our lives will end if that other person disappears, we know that they’re in our lives because they want to be; their lives won’t end if we’re not there, either. Two trees growing tall and strong, their branches intertwined, is a far sturdier image than two trees bent and twisted, tying themselves into uncomfortable knots to wrap around one another, desperately trying to prevent the other from leaving. You can choose which type of tree to be, and there’s nothing inherently wrong with either model; we all have different wants, needs, and priorities. But if you’re aiming for sturdier, more resilient relationships, it’s a safe bet that you’ll have better options and less drama if you focus on yourself and your own growth, first. Then reach out and connect with others who are doing the same.

Despite its reputation for individualism and unbridled capitalism, the United States has a history rich in cooperation and communalism. From the colonial era to the present—and among the indigenous population for millennia—local communities have engaged in self-help, democracy, and cooperation. Indeed, the “individualistic” tradition might more accurately be called the “self-help” tradition, where “self” is defined not only in terms of the individual but in terms of the community (be it family, township, religious community, etc.). Americans are traditionally hostile to overarching authorities separate from the community with which they identify, a hostility expressed in the age-old resentment towards both government and big business. The stereotype, based on fact, is that Americans would rather solve problems on their own than rely on political and economic power-structures to do so. The following brief survey of the history substantiates this claim. While my focus is on worker cooperatives, I will not ignore the many and varied experiments in other forms of cooperation and communalism. Certain themes and lessons can be gleaned from the history. The most obvious is that a profound tension has existed, constantly erupting into conflict, between the democratic, anti-authoritarian impulses of ordinary Americans and the tendency of economic and political power-structures to grow extensively and intensively, to concentrate themselves in ever-larger and more centralized units that reach as far down into society as possible. Power inherently tries to control as much as it can: it has an intrinsic tendency toward totalitarianism, ideally letting nothing, even the most trivial social interactions, escape its oversight. Bentham’s Panopticon is the perfect emblem of the logic of power. Other social forces, notably people’s strivings for freedom and democracy, typically keep this totalitarian tendency in check. In fact, the history of cooperation and communalism is a case-study in the profound truth that people are instinctively averse to the modes of cutthroat competition, crass greed, authoritarianism, hierarchy, and dehumanization that characterize modern capitalism. Far from capitalism’s being a straightforward expression of human nature, as apologists proclaim, it is more like the very antithesis of human nature, which is evidently drawn to such things as free self-expression, spontaneous “play,”131 cooperation and friendly competition, compassion, love. The work of Marxist historians like E. P. Thompson shows how people have had to be disciplined, their desires repressed, in order for the capitalist system to seem even remotely natural: centuries of indoctrination, state violence, incarceration of “undesirables,” the bureaucratization of everyday life, have been necessary to partially accustom people to the mechanical rhythms of industrial capitalism and the commodification of the human personality.132 And of course resistance continues constantly, from the early nineteenth century to the present day. “Wage-slavery,” as workers in the nineteenth century called it, is a monstrous assault on human dignity, which is why even today, after so much indoctrination, people still hate being subordinated to a “boss” and rebel against it whenever they can.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

Anarchism is the great liberator of man from the phantoms that have held him captive; it is the arbiter and pacifier of the two forces for individual and social harmony. To accomplish that unity, Anarchism has declared war on the pernicious influences which have so far prevented the harmonious blending of individual and social instincts, the individual and society. Religion, the dominion of the human mind; Property, the dominion of human needs; and Government, the dominion of human conduct, represent the stronghold of man's enslavement and all the horrors it entails. Religion! How it dominates man's mind, how it humiliates and degrades his soul. God is everything, man is nothing, says religion. But out of that nothing God has created a kingdom so despotic, so tyrannical, so cruel, so terribly exacting that naught but gloom and tears and blood have ruled the world since gods began. Anarchism rouses man to rebellion against this black monster. Break your mental fetters, says Anarchism to man, for not until you think and judge for yourself will you get rid of the dominion of darkness, the greatest obstacle to all progress. Property, the dominion of man's needs, the denial of the right to satisfy his needs. Time was when property claimed a divine right, when it came to man with the same refrain, even as religion, "Sacrifice! Abnegate! Submit!" The spirit of Anarchism has lifted man from his prostrate position. He now stands erect, with his face toward the light. He has learned to see the insatiable, devouring, devastating nature of property, and he is preparing to strike the monster dead. "Property is robbery," said the great French Anarchist, Proudhon. Yes, but without risk and danger to the robber. Monopolizing the accumulated efforts of man, property has robbed him of his birthright, and has turned him loose a pauper and an outcast. Property has not even the time-worn excuse that man does not create enough to satisfy all needs. The A B C student of economics knows that the productivity of labor within the last few decades far exceeds normal demand a hundredfold. But what are normal demands to an abnormal institution? The only demand that property recognizes is its own gluttonous appetite for greater wealth, because wealth means power; the power to subdue, to crush, to exploit, the power to enslave, to outrage, to degrade. America is particularly boastful of her great power, her enormous national wealth. Poor America, of what avail is all her wealth, if the individuals comprising the nation are wretchedly poor? If they live in squalor, in filth, in crime, with hope and joy gone, a homeless, soilless army of human prey. It is generally conceded that unless the returns of any business venture exceed the cost, bankruptcy is inevitable. But those engaged in the business of producing wealth have not yet learned even this simple lesson. Every year the cost of production in human life is growing larger (50,000 killed, 100,000 wounded in America last year); the returns to the masses, who help to create wealth, are ever getting smaller. Yet America continues to be blind to the inevitable bankruptcy of our business of production. Nor is this the only crime of the latter. Still more fatal is the crime of turning the producer into a mere particle of a machine, with less will and decision than his master of steel and iron. Man is being robbed not merely of the products of his labor, but of the power of free initiative, of originality, and the interest in, or desire for, the things he is making.

ever. Amen. Thank God for self-help books. No wonder the business is booming. It reminds me of junior high school, where everybody was afraid of the really cool kids because they knew the latest, most potent putdowns, and were not afraid to use them. Dah! But there must be another reason that one of the best-selling books in the history of the world is Men Are From Mars, Women Are From Venus by John Gray. Could it be that our culture is oh so eager for a quick fix? What a relief it must be for some people to think “Oh, that’s why we fight like cats and dogs, it is because he’s from Mars and I am from Venus. I thought it was just because we’re messed up in the head.” Can you imagine Calvin Consumer’s excitement and relief to get the video on “The Secret to her Sexual Satisfaction” with Dr. GraySpot, a picture chart, a big pointer, and an X marking the spot. Could that “G” be for “giggle” rather than Dr. “Graffenberg?” Perhaps we are always looking for the secret, the gold mine, the G-spot because we are afraid of the real G-word: Growth—and the energy it requires of us. I am worried that just becoming more educated or well-read is chopping at the leaves of ignorance but is not cutting at the roots. Take my own example: I used to be a lowly busboy at 12 East Restaurant in Florida. One Christmas Eve the manager fired me for eating on the job. As I slunk away I muttered under my breath, “Scrooge!” Years later, after obtaining a Masters Degree in Psychology and getting a California license to practice psychotherapy, I was fired by the clinical director of a psychiatric institute for being unorthodox. This time I knew just what to say. This time I was much more assertive and articulate. As I left I told the director “You obviously have a narcissistic pseudo-neurotic paranoia of anything that does not fit your myopic Procrustean paradigm.” Thank God for higher education. No wonder colleges are packed. What if there was a language designed not to put down or control each other, but nurture and release each other to grow? What if you could develop a consciousness of expressing your feelings and needs fully and completely without having any intention of blaming, attacking, intimidating, begging, punishing, coercing or disrespecting the other person? What if there was a language that kept us focused in the present, and prevented us from speaking like moralistic mini-gods? There is: The name of one such language is Nonviolent Communication. Marshall Rosenberg’s Nonviolent Communication provides a wealth of simple principles and effective techniques to maintain a laser focus on the human heart and innocent child within the other person, even when they have lost contact with that part of themselves. You know how it is when you are hurt or scared: suddenly you become cold and critical, or aloof and analytical. Would it not be wonderful if someone could see through the mask, and warmly meet your need for understanding or reassurance? What I am presenting are some tools for staying locked onto the other person’s humanness, even when they have become an alien monster. Remember that episode of Star Trek where Captain Kirk was turned into a Klingon, and Bones was freaking out? (I felt sorry for Bones because I’ve had friends turn into Cling-ons too.) But then Spock, in his cool, Vulcan way, performed a mind meld to determine that James T. Kirk was trapped inside the alien form. And finally Scotty was able to put some dilithium crystals into his phaser and destroy the alien cloaking device, freeing the captain from his Klingon form. Oh, how I wish that, in my youth or childhood,

SELF-MANAGEMENT Trust We relate to one another with an assumption of positive intent. Until we are proven wrong, trusting co-workers is our default means of engagement. Freedom and accountability are two sides of the same coin. Information and decision-making All business information is open to all. Every one of us is able to handle difficult and sensitive news. We believe in collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the advice process. Responsibility and accountability We each have full responsibility for the organization. If we sense that something needs to happen, we have a duty to address it. It’s not acceptable to limit our concern to the remit of our roles. Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation. WHOLENESS Equal worth We are all of fundamental equal worth. At the same time, our community will be richest if we let all members contribute in their distinctive way, appreciating the differences in roles, education, backgrounds, interests, skills, characters, points of view, and so on. Safe and caring workplace Any situation can be approached from fear and separation, or from love and connection. We choose love and connection. We strive to create emotionally and spiritually safe environments, where each of us can behave authentically. We honor the moods of … [love, care, recognition, gratitude, curiosity, fun, playfulness …]. We are comfortable with vocabulary like care, love, service, purpose, soul … in the workplace. Overcoming separation We aim to have a workplace where we can honor all parts of us: the cognitive, physical, emotional, and spiritual; the rational and the intuitive; the feminine and the masculine. We recognize that we are all deeply interconnected, part of a bigger whole that includes nature and all forms of life. Learning Every problem is an invitation to learn and grow. We will always be learners. We have never arrived. Failure is always a possibility if we strive boldly for our purpose. We discuss our failures openly and learn from them. Hiding or neglecting to learn from failure is unacceptable. Feedback and respectful confrontation are gifts we share to help one another grow. We focus on strengths more than weaknesses, on opportunities more than problems. Relationships and conflict It’s impossible to change other people. We can only change ourselves. We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. We don’t talk behind someone’s back. We resolve disagreements one-on-one and don’t drag other people into the problem. We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem (and the solution). PURPOSE Collective purpose We view the organization as having a soul and purpose of its own. We try to listen in to where the organization wants to go and beware of forcing a direction onto it. Individual purpose We have a duty to ourselves and to the organization to inquire into our personal sense of calling to see if and how it resonates with the organization’s purpose. We try to imbue our roles with our souls, not our egos. Planning the future Trying to predict and control the future is futile. We make forecasts only when a specific decision requires us to do so. Everything will unfold with more grace if we stop trying to control and instead choose to simply sense and respond. Profit In the long run, there are no trade-offs between purpose and profits. If we focus on purpose, profits will follow.

THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

Cape Cod Potato Chips was another beneficiary of the Demoulases’ openness to local producers. Like Ken’s, it offered a high-quality product but did not have deep enough pockets to break into other chains. Market Basket took Cape Cod early on, helping it grow into a nationally recognized brand.

If you have an entrepreneurial streak in you and you want to do something, please create a good or a service which helps people. Never ever create a business or something where you have to exploit or cheat people because that will never allow you to grow or prosper.

For those of you unfamiliar with the term "growth hacking," growth hacking focuses exclusively on strategies and tactics (typically in digital marketing) that help grow a business or product.  The concept was first coined by Sean Ellis of Dropbox fame back in 2010 in a blog post. It has since changed the face of startup marketing, with Techcrunch guest writer Aaron Ginn explaining that a growth hacker has a "mindset of data, creativity, and curiosity.

You as the leader should have a Function Accountability Chart (FAC) to help CEOs and managers to see clearly the person who is accountable for each role and key positions. It should also show the metrics or key performance indicators assigned for each of the main functions of the business. Each item on the Profit & Loss, and Balance Sheet should be assigned to specific people who are accountable for these roles. Each team should know their responsibilities, accountabilities and who they are answerable

monetizable media empires on YouTube, while many freelancers make a better living on Upwork than they ever did or could at a traditional firm. My fascination with platforms emerged from a desire to understand business success and failure in the context of emerging digital business models. Platform Scale is an outcome of this growing fascination to unpack the inner workings of business models in a networked world. The ideas in this book aim to illustrate the importance of these models, the forces that power their rapid

First, educate the traffick-aged victim on how to stay safe - especially in regards to social media. I don’t think they have nay idea that once they hit that send button just how far that message or picture can go and how it can be used. I think we should help parents understand their responsibility and what they can do to keep their kids safe. In addition to that, I think to educate the schools and school counselors, school nurses, teachers to be aware of the signs of the student who suddenly either begins to withdraw or become hyper-sexualized. Something is going on there.   Also, I think society as a whole needs to look at prostitution differently. There is no girl who wants to become a prostitute. It’s just not like that. And, we really didn’t play with hooker Barbies when we were kids and say “that’s what I want to be when I grow up.” No, we wanted to be nurses or stewardesses or something else. Don’t drive by prostitutes and look down at them and call them names and be hateful to them - but love them, pray for them.   Everybody can help in some way whether it’s through prayer, financial support, or volunteering. Everyone can help in some way.   Selling people for sex is a profitable business right now. I would love for the purchasers to stop buying. I think that’s wrong. If there’s no buying of the product, people will quit trying to sell the product, so it would end the market. I’d like that!

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

In revenue growth, ironically, quantity trumps quality. The more customers and prospects hear from you, the more they will buy. It doesn't have to be amazing material, only helpful material. Helpful is more than good enough. Helpful is a rare commodity. The important thing is that people hear from you a lot, not perfectly.

In few other marketing activities does the phrase “the more things change, the more they remain the same” hold as much meaning as it does in search.

Marketing effectively, in a semantic web, revolves around those three ‘little’ requirements: Trust, Authority, Reputation.

Everything you see in the world around you is content of some kind. The clothes you wear, the songs you sing, the ads you watch, the food you buy, the tunes you hum and the memes you share. Everything is a signal that sends a message.

The social media web is a very noisy one indeed and making sure that you are heard requires you to shout more effectively, rather than louder.

Everything that happens now in the online world is part of a conversation.

When it comes to semantic search and the success of your social media policy, truly, there is only one thing that absolutely counts: engagement.

When it comes to measuring the effectiveness of your engagement in the social media environment what counts are: Comments and Sentiment.

It is no accident that in the field of philosophy ontology is the study of reality, existence and coming into being. In the fields of information retrieval (semantic search) and computing, ontology is the naming of the types, interrelationships and properties of the entities that exist (in reality or conceptually) and which define a particular domain of knowledge or expertise.

When it comes to generating writing material, teenagers are gold. Their world is a narcissistic, anarchic, paranoid hell of anxieties and stresses about how they look; how popular they are or aren’t; and how fast or slowly, big or small their private parts are growing. As an observer, it’s fantastic. Hilarious, at times. Poignant and heartbreaking. It is all the stuff of great human drama because, before your eyes, you get to witness character transformation. Boy grows into man. Girl grows into woman. Writers strain to make this shit up. But – and here’s the catch – we dare not discuss any of this if we want our kids to trust us or ever talk to us again. And that’s because, lifts and pocket money aside, teenagers crave privacy – the need for which hatches both swiftly and silently while we’re sorting out the laundry. It’s as if they suddenly wake up one day creeped out by the thought of all those years we wiped their butts and helped them put on their undies and they go into lock- down. They smoke us out, put up walls, close their doors, shut down their stories, and waft, earphoned, through our homes in a shroud of hormones and appetite. Their lives – in which, until recently, we participated with Too Much Information and gross oversharing – suddenly become ‘none of our business.

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

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

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

To keep this from happening, establish a culture of Yes. Growing companies spawn chaos, which most managers try to control by creating more processes. While some of these processes may be necessary to help the company scale, they should be delayed for as long as possible. Set the bar high for that new process or approval gate; make sure there are very compelling business reasons for it to be created. We like this quote from American academic and former University of Connecticut president Michael Hogan: “My first word of advice is this: Say yes. In fact, say yes as often as you can. Saying yes begins things. Saying yes is how things grow. Saying yes leads to new experiences, and new experiences will lead you to knowledge and wisdom. … An attitude of yes is how you will be able to go forward in these uncertain times.”48 A few years ago the former head of YouTube, Salar