Hire The Best Quotes

If you are trying to decide among a few people to fill a position hire the best writer. it doesn't matter if the person is marketer, salesperson, designer, programmer, or whatever, their writing skills will pay off. That's because being a good writer is about more than writing clear writing. Clear writing is a sign of clear thinking. great writers know how to communicate. they make things easy to understand. they can put themselves in someone else's shoes. they know what to omit. And those are qualities you want in any candidate. Writing is making a comeback all over our society... Writing is today's currency for good ideas.

If you wanna hire great people and have them stay working for you, you have to be run by ideas, not hierarchy. The best ideas have to win, otherwise good people don't stay.

There are some who say that sitting at home reading is the equivalent of travel, because the experiences described in the book are more or less the same as the experiences one might have on a voyages, and there are those who say that there is no substitute for venturing out into the world. My own opinion is that it is best to travel extensively but to read the entire time, hardly glancing up to look out of the window of the airplane, train, or hired camel.

I will build a car for the great multitude. It will be large enough for the family, but small enough for the individual to run and care for. It will be constructed of the best materials, by the best men to be hired, after the simplest designs that modern engineering can devise. But it will be so low in price that no man making a good salary will be unable to own one...

I have a very simple rule when it comes to management: hire the best people from your competitors, pay them more than they were earning, and give them bonuses and incentives based on their performance. That’s how you build a first-class operation.

An education system is best belittled when the so-called educated gets hired by a company that’s owned by a so-called dropout.

You should hire the best engineer you can find, regardless of her coding preference, because if she’s the best she can down enough Java to C how to make the Python Go.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

One the one hand, our economists treat human beings as rational actors making choices to maximize their own economic benefit. On the other hand, the same companies that hire those economists also pay for advertising campaigns that use the raw materials of myth and magic to encourage people to act against their own best interests, whether it's a matter of buying overpriced fizzy sugar water or the much more serious matter of continuing to support the unthinking pursuit of business as usual in the teeth of approaching disaster.

The moment you feel the need to tightly manage someone, you’ve made a hiring mistake. The best people don’t need to be managed. Guided, taught, led—yes. But not tightly managed.

There is no one unique method to learn programming, but there are many best ways to deal with it. The one word that is frequently heard whenever it is asked about the best way to learn and be a good programmer is: ‘Practice.

I watched them tearing a building down, A gang of men in a busy town. With a ho-heave-ho and a lusty yell, They swung a beam, and the side wall fell. I asked the foreman: "Are these skilled-- And the men you'd hire if you had to build?" He gave me a laugh and said: "No, indeed! Just common labor is all I need. I can wreck in a day or two What builders have taken a year to do." And I thought to myself as I went my way, Which of these roles have I tried to play? Am I a builder who works with care Measuring life by a rule and square? Am I shaping my deeds to a well made Plan, Patiently doing the best I can? Or am I a wrecker, who walks the town Content with the labor of tearing down?

A Japanese can live on a teaspoonful of rice a day. We were the best breed of worker they had ever hired in their lives.

Hiring a management consulting company is an investment into the success of your business. Even if your business is the best, it can be better. And good consultants help businesses to be better.

YANNI “JOHNNY” BACOLAS: I would always tell him, “Layne [Staley], why don’t you take off, go to some deserted island, hire the best counselors, and just kick this shit? Go for six months if you have to.” And his rebuttal was, “Johnny, I have celebrity status and I have a lot of money. I could fly planes out to deliver me the dope if I wanted to — and that’s what I would do. I can’t escape.

The King and Queen did the best they could. They hired the most superior tutors and governesses to teach Cimorene all the things a princess ought to know— dancing, embroidery, drawing, and etiquette. There was a great deal of etiquette, from the proper way to curtsy before a visiting prince to how loudly it was permissible to scream when being carried off by a giant. (...) Cimorene found it all very dull, but she pressed her lips together and learned it anyway. When she couldn’t stand it any longer, she would go down to the castle armory and bully the armsmaster into giving her a fencing lesson. As she got older, she found her regular lessons more and more boring. Consequently, the fencing lessons became more and more frequent. When she was twelve, her father found out. “Fencing is not proper behavior for a princess,” he told her in the gentle-but-firm tone recommended by the court philosopher. Cimorene tilted her head to one side. “Why not?” “It’s ... well, it’s simply not done.” Cimorene considered. “Aren’t I a princess?” “Yes, of course you are, my dear,” said her father with relief. He had been bracing himself for a storm of tears, which was the way his other daughters reacted to reprimands. “Well, I fence,” Cimorene said with the air of one delivering an unshakable argument. “So it is too done by a princess.

hire the best people you can and leave them alone.

The only dream I ever had was the dream of New York itself, and for me, from the minute I touched down in this city, that was enough. It became the best teacher I ever had. If your mother is anything like mine, after all, there are a lot of important things she probably didn't teach you: how to use a vibrator; how to go to a loan shark and pull a loan at 17 percent that's due in thirty days; how to hire your first divorce attorney; what to look for in a doula (a birth coach) should you find yourself alone and pregnant. My mother never taught me how to date three people at the same time or how to interview a nanny or what to wear in an ashram in India or how to meditate. She also failed to mention crotchless underwear, how to make my first down payment on an apartment, the benefits of renting verses owning, and the difference between a slant-6 engine and a V-8 (in case I wanted to get a muscle car), not to mention how to employ a team of people to help me with my life, from trainers to hair colorists to nutritionists to shrinks. (Luckily, New York became one of many other moms I am to have in my lifetime.) So many mothers say they want their daughters to be independent, but what they really hope is that they'll find a well-compensated banker or lawyer and settle down between the ages of twenty-five and twenty-eight in Greenwich, Darien, or That Town, USA, to raise babies, do the grocery shopping, and work out in relative comfort for the rest of their lives. I know this because I employ their daughters. They raise us to think they want us to have careers, and they send us to college, but even they don't really believe women can be autonomous and take care of themselves.

Why him?” he growled. “Of all the men you could have, why would you hire him for that?” “Because he has the best equipment in the city and he knows how to use it!” As soon as I said it, I realized how he would take it. The beginnings of another thundering roar died in Curran’s throat. He stared at me, mute.

Just because someone is the heir to a throne or company does not mean they are the best fit for the job. Entrusting someone who can lead, has the respect of the people and company, and a vision to where to take the company is more important than bloodline. That is why family companies establish a Board or hire someone outside to run the company. It is what is best for the company. Because as history shows with insane rulers like Nero and Caligula, bloodline may not always be best for the country, company, or civilization." - Kailin Gow, on Choosing a Successor, Leadership

There’s also subliminal cuing about beauty.18 From an early age, in both sexes and across cultures, attractive people are judged to be smarter, kinder, and more honest. We’re more likely to vote for attractive people or hire them, less likely to convict them of crimes, and, if they are convicted, more likely to dole out shorter sentences.

Reduce risk, lower your required capital, and focus on what you’re really good at—and hire others for what you are not.) This is something you should think about in any business: don’t try to do everything. You aren’t the best at everything. Find out where you have an advantage and stick to that.

He or she who gets hired is not necessarily the one who can do that job best; but, the one who knows the most about how to get hired.

On arrival at Orly Airport, Fritz and Magda hired a taxi which drove them to the city. They saw before them a metropolis crowned with triumphal architecture and magnificent monuments. The first Parisian landmark that caught their eye was the majestic Eiffel Tower and, in the background, on a distant hill, the white church of Montmartre. They immediately opted that their hotel could wait and asked the driver to take them around the city, though they knew that this would cost them a whole day's budget. What they began to see was simply spectacular: wide areas edified with splendid monuments, fantastic fountains, enchanting gardens and bronze statues representing the best exponents who flourished in the city, amongst whom artists, philosophers, musicians and great writers. The River Seine fascinated them, with boatloads of tourists all eager to see as much as they could of the city. They also admired a number of bridges, amongst which the flamboyant Pont Alexandre III. The driver, a friendly, balding man of about fifty, with moustaches à la Clemenceau, informed them that quite nearby there was the famous Pont Neuf which, ironically, was the first to be built way back in 1607. They continued their tour...

In the past generation, the American educational system has decided not to seek the very best teachers, give them lots of kids to teach, and pay them more—which would help children the most. It has decided to hire every teacher it can get its hands on and pay them less.

If you choose the right people with the right values and remain in sync with them, you will play beautiful jazz together. If you choose the wrong people, you will all go over the waterfall together. Steve Jobs, who everyone thought was the secret to Apple’s success, said, “The secret to my success is that we’ve gone to exceptional lengths to hire the best people in the world.” I explain this concept in the next chapter, Remember That the WHO Is More Important than the WHAT. Anyone who runs a successful organization will tell you the same.

A three-star Italian chef pal of mine was recently talking about why he — a proud Tuscan who makes his own pasta and sauces from scratch daily and runs one of the best restaurant kitchens in New York — would never be so foolish as to hire any Italians to cook on his line. He greatly prefers Ecuadorians, as many chefs do: 'The Italian guy? You screaming at him in the rush, "Where's that risotto?! Is that fucking risotto ready yet? Gimme that risotto!" . . . and the Italian . . . he's gonna give it to you . . . An Ecuadorian guy? He's gonna just turn his back . . . and stir the risotto and keep cooking it until it's done the way you showed him. That's what I want.

80 percent of products, or customers or employees, are only contributing 20 percent of profits; that there is great waste; that the most powerful resources of the company are being held back by a majority of much less effective resources; that profits could be multiplied if more of the best sort of products could be sold, employees hired, or customers attracted (or convinced to buy more from the firm).

One day, as Sarita tended to the wash, Gemma played in the garden. She was a knight, you see, with a sword fashioned out of wood. Most formidable, she was, though I didn't quite know how formidable. As I sat in my study, I heard screaming from outside. I ran to see what the commotion was. Sarita called to me, wide-eyed with fear, "Oh, Mr. Doyle, look- over there!" The tiger had entered the garden and was making his way toward where our Gemma frolicked with her wooden sword. Beside me, our house servant, Raj, drew his blade so stealthily it seemed to simply appear in his hand by magic. But Sarita stayed his hand. "If you run for him with your life, you will provoke the tiger," she advised. "We must wait."... I must tell you that it was the longest moment of my life. No one dared move. No one dared draw a breath. And all the while, Gemma played on, taking no notice until the great cat was upon her. She stood and faced him. They stared at one another as if each wondered what to make of the other, as if they sensed a kindred spirit. At last, Gemma placed her sword upon the ground. "Dear tiger," she said. "You may pass if you are peaceful." The tiger looked at the sword and back at Gemma, and without a sound, it passed on, dissappearing into the jungle." ... "The tiger had gone. He did not come around a gain. But I was a man possessed. The tiger had come too close, you see. I no longer felt safe. I hired the best tracker in Bombay. We hunted for days, tracking the tiger to the mountains there. We found him taking water from a small watering hole. He looked up but he did not charge. He took no notice of us at all but continued to drink. "Sahib, let us go," the boy said. "This tiger means you no harm." He was right, of course. But we had come all that way. The gun was in my hand. The tiger was before us. I took aim and shot it dead on the spot. I sold the tiger's skin for a fortune to a man in Bombay, and he called me brave for it. But it was not courage that brought me to that; it was fear..."But you," he says, smiling with a mix of sadness and pride, "you faced the tiger and survived." ... "The time has come for me to face my tiger, to look him in the eye and see which of us survives." - Mr. Doyle

In most cases being a good boss means hiring talented people and then getting out of their way. In other cases, to get the best work out of people you may have to pretend you are not their boss and let them treat someone else like the boss, and then that person whispers to you behind a fake wall and you tell them what to tell the first person. Contrary to what I believed as a little girl, being the boss almost never involves marching around, waving your arms, and chanting, “I am the boss! I am the boss!

Almost as an article of faith, some individuals believe that conspiracies are either kooky fantasies or unimportant aberrations. To be sure, wacko conspiracy theories do exist. There are people who believe that the United States has been invaded by a secret United Nations army equipped with black helicopters, or that the country is secretly controlled by Jews or gays or feminists or black nationalists or communists or extraterrestrial aliens. But it does not logically follow that all conspiracies are imaginary. Conspiracy is a legitimate concept in law: the collusion of two or more people pursuing illegal means to effect some illegal or immoral end. People go to jail for committing conspiratorial acts. Conspiracies are a matter of public record, and some are of real political significance. The Watergate break-in was a conspiracy, as was the Watergate cover-up, which led to Nixon’s downfall. Iran-contra was a conspiracy of immense scope, much of it still uncovered. The savings and loan scandal was described by the Justice Department as “a thousand conspiracies of fraud, theft, and bribery,” the greatest financial crime in history. Often the term “conspiracy” is applied dismissively whenever one suggests that people who occupy positions of political and economic power are consciously dedicated to advancing their elite interests. Even when they openly profess their designs, there are those who deny that intent is involved. In 1994, the officers of the Federal Reserve announced they would pursue monetary policies designed to maintain a high level of unemployment in order to safeguard against “overheating” the economy. Like any creditor class, they preferred a deflationary course. When an acquaintance of mine mentioned this to friends, he was greeted skeptically, “Do you think the Fed bankers are deliberately trying to keep people unemployed?” In fact, not only did he think it, it was announced on the financial pages of the press. Still, his friends assumed he was imagining a conspiracy because he ascribed self-interested collusion to powerful people. At a World Affairs Council meeting in San Francisco, I remarked to a participant that U.S. leaders were pushing hard for the reinstatement of capitalism in the former communist countries. He said, “Do you really think they carry it to that level of conscious intent?” I pointed out it was not a conjecture on my part. They have repeatedly announced their commitment to seeing that “free-market reforms” are introduced in Eastern Europe. Their economic aid is channeled almost exclusively into the private sector. The same policy holds for the monies intended for other countries. Thus, as of the end of 1995, “more than $4.5 million U.S. aid to Haiti has been put on hold because the Aristide government has failed to make progress on a program to privatize state-owned companies” (New York Times 11/25/95). Those who suffer from conspiracy phobia are fond of saying: “Do you actually think there’s a group of people sitting around in a room plotting things?” For some reason that image is assumed to be so patently absurd as to invite only disclaimers. But where else would people of power get together – on park benches or carousels? Indeed, they meet in rooms: corporate boardrooms, Pentagon command rooms, at the Bohemian Grove, in the choice dining rooms at the best restaurants, resorts, hotels, and estates, in the many conference rooms at the White House, the NSA, the CIA, or wherever. And, yes, they consciously plot – though they call it “planning” and “strategizing” – and they do so in great secrecy, often resisting all efforts at public disclosure. No one confabulates and plans more than political and corporate elites and their hired specialists. To make the world safe for those who own it, politically active elements of the owning class have created a national security state that expends billions of dollars and enlists the efforts of vast numbers of people.

She’s my person, my best friend, and working with her would be a dream.” She glances at me. “But she can’t afford to hire me, and I need to make money.

You hire the best people you can possibly find. Then it's up to you to create an environment where great people decide to stay and invest their time.

Hire great writers If you are trying to decide among a few people to fill a position, hire the best writer. It doesn’t matter if that person is a marketer, salesperson, designer, programmer, or whatever; their writing skills will pay off. That’s because being a good writer is about more than writing. Clear writing is a sign of clear thinking. Great writers know how to communicate. They make things easy to understand. They can put themselves in someone else’s shoes. They know what to omit. And those are qualities you want in any candidate.

If you are a white person who would like to treat black people as equals in every way—who would like to have a set of associations with blacks that are as positive as those that you have with whites—it requires more than a simple commitment to equality. It requires that you change your life so that you are exposed to minorities on a regular basis and become comfortable with them and familiar with the best of their culture, so that when you want to meet, hire, date, or talk with a member of a minority, you aren’t betrayed by your hesitation and discomfort. Taking

Any man, who's afraid of hiring the best ability he can find, is a cheat who's in a business where he doesn't belong. To me-the foulest man on earth, more contemptible than a criminal, is the employer who rejects men for being too good. That's what I've always thought and- say, what are you laughing at?

Rich Indians typically tried to work around a dysfunctional government. Private security was hired, city water was filtered, private school tuitions were paid. Such choices had evolved over the years into a principle: The best government is the one that gets out of the way. The attacks on the Taj and the Oberoi, in which executives and socialites died, had served as a blunt correction. The wealthy now saw that their security could not be requisitioned privately. They were dependent on the same public safety system that ill served the poor.

hiring new staff at her public library, my daughter always asks applicants what sort of supervision they’d be most comfortable with. One genius answered, “I’ve always thought Superman’s X-ray vision would be cool.” — DAVE GLAUSER

Every job is a facilitator of transformation. We all have a tendency to grow into the job in which we are employed. It’s important to ask yourself, what kind of person is this job turning me into? If you don’t like the answer to that question, then it is in your ultimate best interest to find a job where you will like the answer to that question.

I will build a car for the great multitude. It will be large enough for the family, but small enough for the individual to run and care for. It will be constructed of the best materials, by the best men to be hired, after the simplest designs that modern engineering can devise. But it will be so low in price that no man making a good salary will be unable to own one - and enjoy with his family the blessing of hours of pleasure in God's great open spaces. - Henry Ford

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency. Later, I’m going to challenge some of Dalio’s principles, but first I want to explain the weapons he has used to wage a war on groupthink.

Jared snaps his fingers. "Yeah, that's it. Rochelle. Jesus, Gunner, you know how to pick 'em. Both of them, sexy as hell and-" "Jared?" He looks up from his ice. "We best girlfriends now? Gonna chat about our love lives? You know why I hired you, man? I've been surrounded by loudmouth assholes my whole life. You were real quiet during the interview." "Got it," he says.

Favoring specialization over intelligence is exactly wrong, especially in high tech. The world is changing so fast across every industry and endeavor that it's a given the role for which you're hiring is going to change. Yesterday's widget will be obsolete tomorrow, and hiring a specialist in such a dynamic environment can backfire. A specialist brings an inherent bias to solving problems that spawns from the very expertise that is his putative advantage, and may be threatened by a new type of solution that requires new expertise. A smart generalist doesn't have bias, so is free to survey the wide range of solutions and gravitate to the best one.

Our guys were just playing at being gangsters—the Yugoslavs had been thieving and killing in Europe for real over decades. They were seriously tough, and to this day, if you want to kill somebody in Bulgaria and you want the job done reliably and cheaply, then you hire a Serb. They are the best assassins.

ONCE UPON A time there was a king who had three beautiful daughters. As he grew old, he began to wonder which should inherit the kingdom, since none had married and he had no heir. The king decided to ask his daughters to demonstrate their love for him. To the eldest princess he said, “Tell me how you love me.” She loved him as much as all the treasure in the kingdom. To the middle princess he said, “Tell me how you love me.” She loved him with the strength of iron. To the youngest princess he said, “Tell me how you love me.” This youngest princess thought for a long time before answering. Finally she said she loved him as meat loves salt. “Then you do not love me at all,” the king said. He threw his daughter from the castle and had the bridge drawn up behind her so that she could not return. Now, this youngest princess goes into the forest with not so much as a coat or a loaf of bread. She wanders through a hard winter, taking shelter beneath trees. She arrives at an inn and gets hired as assistant to the cook. As the days and weeks go by, the princess learns the ways of the kitchen. Eventually she surpasses her employer in skill and her food is known throughout the land. Years pass, and the eldest princess comes to be married. For the festivities, the cook from the inn makes the wedding meal. Finally a large roast pig is served. It is the king’s favorite dish, but this time it has been cooked with no salt. The king tastes it. Tastes it again. “Who would dare to serve such an ill-cooked roast at the future queen’s wedding?” he cries. The princess-cook appears before her father, but she is so changed he does not recognize her. “I would not serve you salt, Your Majesty,” she explains. “For did you not exile your youngest daughter for saying that it was of value?” At her words, the king realizes that not only is she his daughter—she is, in fact, the daughter who loves him best. And what then? The eldest daughter and the middle sister have been living with the king all this time. One has been in favor one week, the other the next. They have been driven apart by their father’s constant comparisons. Now the youngest has returned, the king yanks the kingdom from his eldest, who has just been married. She is not to be queen after all. The elder sisters rage. At first, the youngest basks in fatherly love. Before long, however, she realizes the king is demented and power-mad. She is to be queen, but she is also stuck tending to a crazy old tyrant for the rest of her days. She will not leave him, no matter how sick he becomes. Does she stay because she loves him as meat loves salt? Or does she stay because he has now promised her the kingdom? It is hard for her to tell the difference.

Our feelings provide meaning not only for our private lives, but also for social and political processes. When we want to know who should rule the country, what foreign policy to adopt and what economic steps to take, we don’t look for the answers in scriptures. Nor do we obey the commands of the Pope or the Council of Nobel Laureates. Rather, in most countries, we hold democratic elections and ask people what they think about the matter at hand. We believe that the voter knows best, and that the free choices of individual humans are the ultimate political authority. Yet how does the voter know what to choose? Theoretically at least, the voter is supposed to consult his or her innermost feelings, and follow their lead. It is not always easy. In order to get in touch with my feelings, I need to filter out the empty propaganda slogans, the endless lies of ruthless politicians, the distracting noise created by cunning spin doctors, and the learned opinions of hired pundits. I need to ignore all this racket, and attend only to my authentic inner voice. And then my authentic inner voice whispers in my ear ‘Vote Cameron’ or ‘Vote Modi’ or ‘Vote Clinton’ or whomever, and I put a cross against that name on the ballot paper – and that’s how we know who should rule the country.

Faced with the prospect of following a convention, there’s a great temptation for designers to try reinventing the wheel instead, largely because they feel (not incorrectly) that they’ve been hired to do something new and different, not the same old thing. Not to mention the fact that praise from peers, awards, and high-profile job offers are rarely based on criteria like “best use of conventions.” Occasionally, time spent reinventing the wheel results in a revolutionary new rolling device. But usually it just amounts to time spent reinventing the wheel.

If we want to be irreplaceable, we have to do our very best to make sure our contribution exceeds our pay by as much as possible. Seeking to understand what explicit impact our boss values about us can be part of the equation.... we should carry out the intent of our position which encompasses performing the job we’ve been hired to do and not just the portion of it we enjoy doing

I run Venture for America, a nonprofit organization that recruits dozens of our country’s top graduates each year and places them in startups and growth companies in Detroit, New Orleans, Las Vegas, Providence, Cincinnati, Baltimore, Cleveland, Philadelphia, and other cities around the country. Our goal is to help create 100,000 new US jobs by 2025. We supply talent to early-stage companies so that they can expand and hire more people. And we train a critical mass of our best and brightest graduates to build enterprises and create new opportunities for themselves and others.

Need we hire a herald, or shall I announce, that the son of Ariston (the best) has decided that the best and justest is also the happiest, and that this is he who is the most royal man and king over himself; and that the worst and most unjust man is also the most miserable, and that this is he who being the greatest tyrant of himself is also the greatest tyrant of his State? Make the proclamation yourself, he said. And

For our high school graduation party, our school hired a hypnotist. My best friend volunteered herself, went onstage, fell asleep, and then he had her dancing and singing Backstreet Boys songs. When she woke up again, she walked back to her seat and I tried to tell her what she'd done while she was out, but she said she was awake the whole time. It was easier to just do what he wanted me to do, she said, and I knew what she meant.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

Here is one way to conceptualize NASA's heroic era: in 1961, Kennedy gave his "moon speech" to Congress, charging them to put an American on the moon "before the decade is out." In the eight years that unspooled between Kennedy's speech and Neil Armstrong's first historic bootprint, NASA, a newborn government agency, established sites and campuses in Texas, Florida, Alabama, California, Ohio, Maryland, Mississippi, Virginia, and the District of Columbia; awarded multi-million-dollar contracts and hired four hundred thousand workers; built a fully functioning moon port in a formerly uninhabited swamp; designed and constructed a moonfaring rocket, spacecraft, lunar lander, and space suits; sent astronauts repeatedly into orbit, where they ventured out of their spacecraft on umbilical tethers and practiced rendezvous techniques; sent astronauts to orbit the moon, where they mapped out the best landing sites; all culminating in the final, triumphant moment when they sent Neil Armstrong and Buzz Aldrin to step out of their lunar module and bounce about on the moon, perfectly safe within their space suits. All of this, start to finish, was accomplished in those eight years.

Then again, a president wasn’t a lawyer or an accountant or a pilot, hired to carry out some narrow, specialized task. Mobilizing public opinion, shaping working coalitions - that was the job. Whether I liked it or not, people were moved by emotion, not facts. To elicit the best rather than the worst of those emotions, to buttress those better angels of our nature with reason and sound policy, to perform while still speaking the truth - that was the bar I needed to clear.

New Rule: Now that liberals have taken back the word "liberal," they also have to take back the word "elite." By now you've heard the constant right-wing attacks on the "elite media," and the "liberal elite." Who may or may not be part of the "Washington elite." A subset of the "East Coast elite." Which is overly influenced by the "Hollywood elite." So basically, unless you're a shit-kicker from Kansas, you're with the terrorists. If you played a drinking game where you did a shot every time Rush Limbaugh attacked someone for being "elite," you'd be almost as wasted as Rush Limbaugh. I don't get it: In other fields--outside of government--elite is a good thing, like an elite fighting force. Tiger Woods is an elite golfer. If I need brain surgery, I'd like an elite doctor. But in politics, elite is bad--the elite aren't down-to-earth and accessible like you and me and President Shit-for-Brains. Which is fine, except that whenever there's a Bush administration scandal, it always traces back to some incompetent political hack appointment, and you think to yourself, "Where are they getting these screwups from?" Well, now we know: from Pat Robertson. I'm not kidding. Take Monica Goodling, who before she resigned last week because she's smack in the middle of the U.S. attorneys scandal, was the third-ranking official in the Justice Department of the United States. She's thirty-three, and though she never even worked as a prosecutor, was tasked with overseeing the job performance of all ninety-three U.S. attorneys. How do you get to the top that fast? Harvard? Princeton? No, Goodling did her undergraduate work at Messiah College--you know, home of the "Fighting Christies"--and then went on to attend Pat Robertson's law school. Yes, Pat Robertson, the man who said the presence of gay people at Disney World would cause "earthquakes, tornadoes, and possibly a meteor," has a law school. And what kid wouldn't want to attend? It's three years, and you have to read only one book. U.S. News & World Report, which does the definitive ranking of colleges, lists Regent as a tier-four school, which is the lowest score it gives. It's not a hard school to get into. You have to renounce Satan and draw a pirate on a matchbook. This is for the people who couldn't get into the University of Phoenix. Now, would you care to guess how many graduates of this televangelist diploma mill work in the Bush administration? On hundred fifty. And you wonder why things are so messed up? We're talking about a top Justice Department official who went to a college founded by a TV host. Would you send your daughter to Maury Povich U? And if you did, would you expect her to get a job at the White House? In two hundred years, we've gone from "we the people" to "up with people." From the best and brightest to dumb and dumber. And where better to find people dumb enough to believe in George Bush than Pat Robertson's law school? The problem here in America isn't that the country is being run by elites. It's that it's being run by a bunch of hayseeds. And by the way, the lawyer Monica Goodling hired to keep her ass out of jail went to a real law school.

Most corporations fail to tolerate the creative fanatic who has been the driving force behind most major innovations. Innovations, being far removed from the mainstream of the business, show little promise in the early stages of development. Moreover, the champion is obnoxious, impatient, egotistic, and perhaps a bit irrational in organizational terms. As a consequence, he is not hired. If hired, he is not promoted or rewarded. He is regarded as “not a serious person,” “embarrassing,” or

Economics is haunted by more fallacies than any other study known to man. This is no accident. The inherent difficulties of the subject would be great enough in any case, but they are multiplied a thousandfold by a factor that is insignificant in, say, physics, mathematics or medicine - the special pleading of selfish interests. While every group has certain economic interests identical with those of all groups, every group has also, as we shall see, interests antagonistic to those of all other groups. While certain public policies would in the long run benefit everybody, other policies would benefit one group only at the expense of all other groups. The group that would benefit by such policies, having such a direct interest in them, will argue for them plausibly and persistently. It will hire the best buyable minds to devote their whole time to presenting its case. And it will finally either convince the general public that its case is sound, or so befuddle it that clear thinking on the subject becomes next to impossible. In addition to these endless pleadings of self-interest, there is a second main factor that spawns new economic fallacies every day. This is the persistent tendency of man to see only the immediate effects of a given policy, or its effects only on a special group, and to neglect to inquire what the long-run effects of that policy will be not only on that special group but on all groups. It is the fallacy of overlooking secondary consequences.

If you are a white person who would like to treat black people as equals in every way—who would like to have a set of associations with blacks that are as positive as those that you have with whites—it requires more than a simple commitment to equality. It requires that you change your life so that you are exposed to minorities on a regular basis and become comfortable with them and familiar with the best of their culture, so that when you want to meet, hire, date, or talk with a member of a minority, you aren’t betrayed by your hesitation and discomfort. Taking rapid cognition seriously--acknowledging the incredible power, for good and ill, that first impression play in our lives--requires that we take active steps to manage and control those impressions.

The very best way to know what you want is to act in the role. Not just in title, but in real action. In my career, I’ve been acting VP of HR, CFO, and VP of sales. Often CEOs resist acting in functional roles, because they worry that they lack the appropriate knowledge. This worry is precisely why you should act—to get the appropriate knowledge. Indeed, acting is really the only way to get all the knowledge that you need to make the hire, because you are looking for the right executive for your company today, not a generic executive.

If you are a white person who would like to treat black people as equals in every way - who would like to have a set of associations with blacks that are as positive as those that you have with whites - it requires more than a simple commitment to equality. It requires that you change your life so that you are exposed to minorities on a regular basis and become comfortable with them and familiar with the best of their culture, so that when you want to meet, hire, date, or talk to a member of a minority, you aren't betrayed by your hesitation and discomfort.

The insistence is on merit, insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn’t its own leg-up, as if it doesn’t imply a familiarity that warms an interviewer to a candidate. When each of the sectors I mentioned earlier have such dire racial representation, you’d have to be fooling yourself if you really think that the homogeneous glut of middle-aged white men currently clogging the upper echelons of most professions got there purely through talent alone. We don’t live in a meritocracy, and to pretend that simple hard work will elevate all to success is an exercise in wilful ignorance. Opposing positive discrimination based on apprehensions about getting the best person for the job means inadvertently revealing what you think talent looks like, and the kind of person in which you think talent resides. Because if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.

That was the day I realized that he could not cope and I could not cope and, emotionally, he could take me down with him. And I discovered in myself an awful determination not to let that happen. From that moment, I was determined to get him out of his apartment and under professional eyes, or, failing that, to protect myself. How to protect myself, I didn’t know. Hire help over his objections? Take him to court and seek to have him declared incompetent? Report him to Adult Protective Services? Use my ownership of his apartment to force him out? All I knew was that, at that point, I believed myself capable of doing such things, or even of washing my hands of the situation if he would not listen to reason. I imagined telling an indignant world that I had tried my best and could do no more. You have no idea what a thing it is to have that sort of conversation with yourself about a parent.

Some of his [Chester Bowles's] friends thought that his entire political career reflected his background, that he truly believed in the idea of the Republic, with an expanded town-hall concept of politics, of political leaders consulting with their constituency, hearing them out, reasoning with them, coming to terms with them, government old-fashioned and unmanipulative. Such governments truly had to reflect their constituencies. It was his view not just of America, but of the whole world. Bowles was fascinated by the political process in which people of various countries expressed themselves politically instead of following orders imposed by an imperious leadership. In a modern world where most politicians tended to see the world divided in a death struggle between Communism and free-world democracies, it was an old-fashioned view of politics; it meant that Bowles was less likely to judge a country on whether or not it was Communist, but on whether or not its government seemed to reflect genuine indigenous feeling. (If he was critical of the Soviet leadership, he was more sympathetic to Communist governments in the underdeveloped world.) He was less impressed by the form of a government than by his own impression of its sense of legitimacy. ... He did not particularly value money (indeed, he was ill at ease with it), he did not share the usual political ideas of the rich, and he was extremely aware of the hardships with which most Americans lived. Instead of hiring highly paid consultants and pollsters to conduct market research, Bowles did his own canvassing, going from door to door to hundreds of middle- and lower-class homes. That became a crucial part of his education; his theoretical liberalism became reinforced by what he learned about people’s lives during the Depression.

Adjunct teachers are the professorial equivalent of the migrant Mexican farm laborers hired during harvest. If you can get a good contract at the same farm every year, where the farmer pays you on time and doesn't cheat or abuse you, then it's in your best interest to show up consistently from year to year.

As they talked, West reflected privately that he knew exactly why people confided in Tom Severin, who never muddled an issue with moralizing or judgements, and never tried to change your opinions or talk you out of wanting something. Severin was never shocked by anything. And although he could be frequently disloyal or dishonorable, he was never dishonest. "I'll tell you what your problem is," Severin eventually said. "It's feelings." West paused with a crystal glass of brandy close to his lips. "Do you mean that unlike you, I have them?" "I have feelings too, but I never let them turn into obstacles. If I were in your situation, for example, I would marry the woman I wanted and not worry about what was best for her. And if the children you raise turn out badly, that's their business, isn't it? They'll decide for themselves whether or not they want to be good. Personally, I've always seen more advantage in being bad. Everyone knows the meek won't really inherit the earth. That's why I don't hire meek people." "I hope you're never going to be a father," West said sincerely. "Oh, I will," Severin said. "I have to leave my fortune to someone, after all. I'd rather it be my own offspring- it's the next best thing to leaving it to myself.

All the way home, I told myself how wonderful and selfless it was that I had decided to stay home full-time with my baby, that I didn't have to dump him in some soulless center or hire a stranger to raise him. Whenever friends or family members or people I met would ask me how I'd come to this decision, I didn't say, "I'd never get a job that would pay me enough to afford decent childcare." And I didn't say, "I have no family nearby who are willing to help with regular childcare." And I didn't say, "I live in a society whose policies reflect the fact that it is still deeply ambivalent about mothers working." Instead, I'd say, "I just know it is the best thing for us.

She is soft, but knows when to stand her ground. Natural disasters aren't a mistake. They're not just a big ol' whoopsy that happened when Mother Nature and Source were planning their calendars out. Mother nature is intentional. Everything about her is intentional. Every rainfall, is intentional. Every sunny day, is intentional. Every storm, is intentional and every natural disaster is intentional. She will roar when she needs, when she needs us to take a closer look. That's what natural disasters are. She won't rob us of our opportunity to rise up together- that's our evolution and she's not gonna do our dirty (epic) work for us. But she will nudge us. And she does nudge us. Do you notice? If we don't do our best to take care of global warming, the tides will rise and beach side cities will be wiped. Perhaps our kids or our kids' kids won't ever see the glaciers of today. She's not gonna cover up for us, but she will love us on our journey and gives us clues and signs. It's up to us to pay attention.

She wondered at the strangeness of the day, how it had begun with death and ended with sex. But was it that strange? Her best night with McQueen, the one night she cherished most in her memories, had come when she'd returned home after attending her aunt's funeral. McQueen had surprised her with his kindness during that difficult time, hiring a car to take her there and bring her back, sending a spray of roses, orchids and lilies to cover her aunt's casket. He'd even been waiting at her apartment when she arrived. He'd wanted sex from her, of course, but that night she'd wanted it from him even more. She'd spent three days in the company of death. And sex was almost the opposite of a funeral. A funeral said “life ends.” Sex said “life goes on.

Our first impressions are generated by our experiences and our environment, which means that we can change our first impressions—we can alter the way we thin-slice—by changing the experiences that comprise those impressions. If you are a white person who would like to treat black people as equals in every way—who would like to have a set of associations with blacks that are as positive as those that you have with whites—it requires more than a simple commitment to equality. It requires that you change your life so that you are exposed to minorities on a regular basis and become comfortable with them and familiar with the best of their culture, so that when you want to meet, hire, date, or talk with a member of a minority, you aren’t betrayed by your hesitation and discomfort.

I can get through to the embassy,” said Inej, “if Nina will write the message.” “The streets are closed down by barricades,” protested Wylan. “But not the rooftops,” Inej replied. “Inej,” said Nina. “Don’t you think you should tell them a bit more about your new friend?” “Yeah,” said Jesper. “Who’s this new acquaintance who poked a bunch of holes in you?” Inej glanced through the window. “There’s a new player on the field, a mercenary hired by Pekka Rollins.” “You were defeated in single combat?” Matthias asked in surprise. He had seen the Wraith fight. It would be no small thing to best her. “Mercenary is a little bit of an understatement,” said Nina. “She followed Inej onto the high wire and then threw knives at her.” “Not knives, exactly,” said Inej. “Pointy death doilies?” Inej rose from the sill. She reached into her pocket and let a pile of what looked like small silver suns clatter onto the table. Kaz leaned forward and picked one up. “Who is she?” “Her name is Dunyasha,” Inej said. “She called herself the White Blade and a variety of other things. She’s very good.” “How good?” asked Kaz. “Better than me.” “I’ve heard of her,” said Matthias. “Her name came up in an intelligence report the drüskelle gathered on Ravka.” “Ravka?” Inej said. “She said she was trained in Ahmrat Jen.” “She claims she has Lantsov blood and that she’s a contender for the Ravkan throne.” Nina released a hoot of laughter. “You can’t be serious.” “We considered backing her claim to undermine Nikolai Lantsov’s regime.” “Smart,” said Kaz. “Evil,” said Nina.

When people are looking for causes of failure, they are predisposed to one of these positions. Suppose you apply for a job, but fail to get hired. Here are some possible answers you give. Global: I don't look good on paper and I get nervous at interviews. Specific: I don't really know enough about the kinds of products they sell. To look good at an interview, I need more of a feel for the business. Chronic: I don't have a dynamic, take-charge kind of personality. It's not who I am. Transient: I had just recovered from the flu and had not been sleeping well. I wasn't at my best. Personal: The job was there for the taking. I just couldn't get it done. Universal: they probably already had an insider picked out; the job search was just for show, and no outsider would have gotten the job.

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency.

How are things going with your brothers?” “The judge set a date to hear me out after graduation. Mrs.Collins has been prepping me.” “That is awesome!” “Yeah.” “What’s wrong?” “Carrie and Joe hired a lawyer and I lost visitation.” Echo placed her delicate hand over mine.“Oh, Noah. I am so sorry." I’d spent countless hours on the couch in the basement, staring at the ceiling wondering what she was doing. Her laughter, her smile, the feel of her body next to mine, and the regret that I let her walk away too easily haunted me. Taking the risk, I entwined my fingers with hers. Odds were I’d never get the chance to be this close again. "No, Mrs. Collins convinced me the best thing to do is to keep my distance and follow the letter of the law." "Wow, Mrs. Collins is a freaking miracle worker. Dangerous Noah Hutchins on the straight and narrow. If you don’t watch out she’ll ruin your rep with the girls." I lowered my voice. "Not that it matters. I only care what one girl thinks about me." She relaxed her fingers into mine and stroked her thumb over my skin. Minutes into being alone together, we fell into each other again, like no time had passed. I could blame her for ending us, but in the end, I agreed with her decision. “How about you, Echo? Did you find your answers?” “No.” If I continued to disregard breakup rules, I might as well go all the way. I pushed her curls behind her shoulder and let my fingers linger longer than needed so I could enjoy the silky feel. “Don’t hide from me, baby. We’ve been through too much for that.” Echo leaned into me, placing her head on my shoulder and letting me wrap an arm around her. “I’ve missed you, too, Noah. I’m tired of ignoring you.” “Then don’t.” Ignoring her hurt like hell. Acknowledging her had to be better. I swallowed, trying to shut out the bittersweet memories of our last night together. “Where’ve you been? It kills me when you’re not at school.” “I went to an art gallery and the curator showed some interest in my work and sold my first piece two days later. Since then, I’ve been traveling around to different galleries, hawking my wares.” “That’s awesome, Echo. Sounds like you’re fitting into your future perfectly. Where did you decide to go to school?” “I don’t know if I’m going to school.” Shock jolted my system and I inched away to make sure I understood. “What the fuck do you mean you don’t know? You’ve got colleges falling all over you and you don’t fucking know if you want to go to school?” My damned little siren laughed at me. “I see your language has improved.” Poof—like magic, the anger disappeared. “If you’re not going to school, then what are your plans?” "I’m considering putting college off for a year or two and traveling cross-country, hopping from gallery to gallery.” “I feel like a dick. We made a deal and I left you hanging. I’m not that guy who goes back on his word. What can I do to help you get to the truth?” Echo’s chest rose with her breath then deflated when she exhaled. Sensing our moment ending, I nuzzled her hair, savoring her scent. She patted my knee and broke away. “Nothing. There’s nothing you can do.” "I think it’s time that I move on. As soon as I graduate, this part of my life will be over. I’m okay with not knowing what happened.” Her words sounded pretty, but I knew her better. She’d blinked three times in a row.

He was the youngest and newest member of a four-man team. Hence, low man on the totem pole. Except that calling a new guy the low man on the totem pole was completely ass-backward. Totem poles were what? Twenty, thirty feet high? Native Americans weren’t dumb. They put the most important guy at the bottom. At eye level. What important guy wanted to be twenty or thirty feet off the ground, where no one could see him? Like supermarkets. The eye-level shelf was reserved for the best stuff. The high-margin items. The big corporations hired experts to figure out stuff like that. Eye level was what it was all about. Thus the low man was really the high man, and the high man was really the low man. In a manner of speaking. A common misperception. A kind of linguistic inversion. Caleb Carter didn’t know how it had come about. Night watch was

Curran lunged through the window He was huge, neither a man, nor a lion. Curran’s usual warrior form stood upright. This creature moved on all fours. Enormous, bulging with muscle under a gray pelt striped with whip marks of darker gray, six hundred pounds at least. His head was lion, his eyes were human, and his fangs were monster. So that’s what the Beast Lord with no brakes looked like. He landed on the floor of my living room. Muscles twisted and crawled, stretching and snapping. The gray fur melted, fading into human skin, and Curran stood on my carpet, nude and pissed off, his eyes glowing gold. His voice was a deep snarl. “I know he’s here. I can smell him.” I felt an irresistible urge to brain him with something heavy. “Did you lose your sense of smell? Saiman’s scent is two hours old.” Golden eyes burned me. “Where is he?” “Under my bed.” The bed went airborne. It flew across the living room and slammed into the wall with a thud. That was just about enough of that. “What the hell do you think you’re doing?” “Saving you from whatever mess you got yourself into this time.” Why me? “There is no mess! It’s a professional arrangement.” “He’s paying you?” Curran snarled. “No. I’m paying him.” He roared. His mouth was human, but the blast of sound that shot out of it was like thunder. “Ran out of words, Your Majesty?” “Why him?” he growled. “Of all the men you could have, why would you hire him for that?” “Because he has the best equipment in the city and he knows how to use it!” As soon as I said it, I realized how he would take it. The beginnings of another thundering roar died in Curran’s throat. He stared at me, mute. Oh, this was too good. I threw my hands up. “The lab! I’m talking about his lab, not his dick, you idiot.

The leaders of good-to-great companies did not first focus on creating a vision or over-arching goal. Instead, they made sure to first get the best, brightest, and hardest-working people on board, while removing those that don’t perform. Once they had the right people, they then determined where to lead their companies. In other words, their guiding principle is to first determine the “who” before figuring out the “what”. The elite companies practiced three principles in hiring:

October 29th CHARACTER IS FATE “Each person acquires their own character, but their official roles are designated by chance. You should invite some to your table because they are deserving, others because they may come to deserve it.” —SENECA, MORAL LETTERS, 47.15b In the hiring process, most employers look at where someone went to school, what jobs they’ve held in the past. This is because past success can be an indicator of future successes. But is it always? There are plenty of people who were successful because of luck. Maybe they got into Oxford or Harvard because of their parents. And what about a young person who hasn’t had time to build a track record? Are they worthless? Of course not. This is why character is a far better measure of a man or woman. Not just for jobs, but for friendships, relationships, for everything. Heraclitus put it as a maxim: “Character is fate.” When you seek to advance your own position in life, character is the best lever—perhaps not in the short term, but certainly over the long term. And the same goes for the people you invite into your life.

Thinking about what might happen if we ran completely out of money—laying off all the employees that I’d so carefully selected and hired, losing all my investors’ money, jeopardizing all the customers who trusted us with their business—made it difficult to concentrate on the possibilities. Marc Andreessen attempted to cheer me up with a not-so-funny-at-the-time joke: Marc: “Do you know the best thing about startups?” Ben: “What?” Marc: “You only ever experience two emotions: euphoria and terror. And I find that lack of sleep enhances them both.

New Rule: Democrats must get in touch with their inner asshole. I refer to the case of Van Jones, the man the Obama administration hired to find jobs for Americans in the new green industries. Seems like a smart thing to do in a recession, but Van Jones got fired because he got caught on tape saying Republicans are assholes. And they call it news! Now, I know I'm supposed to be all reinjected with yes-we-can-fever after the big health-care speech, and it was a great speech--when Black Elvis gets jiggy with his teleprompter, there is none better. But here's the thing: Muhammad Ali also had a way with words, but it helped enormously that he could also punch guys in the face. It bothers me that Obama didn't say a word in defense of Jones and basically fired him when Glenn Beck told him to. Just like dropped "end-of-life counseling" from health-care reform because Sarah Palin said it meant "death panels" on her Facebook page. Crazy morons make up things for Obama to do, and he does it. Same thing with the speech to schools this week, where the president attempted merely to tell children to work hard and wash their hands, and Cracker Nation reacted as if he was trying to hire the Black Panthers to hand out grenades in homeroom. Of course, the White House immediately capitulated. "No students will be forced to view the speech" a White House spokesperson assured a panicked nation. Isn't that like admitting that the president might be doing something unseemly? What a bunch of cowards. If the White House had any balls, they'd say, "He's giving a speech on the importance of staying in school, and if you jackasses don't show it to every damn kid, we're cutting off your federal education funding tomorrow." The Democrats just never learn: Americans don't really care which side of an issue you're on as long as you don't act like pussies When Van Jones called the Republicans assholes, he was paying them a compliment. He was talking about how they can get things done even when they're in the minority, as opposed to the Democrats , who can't seem to get anything done even when they control both houses of Congress, the presidency, and Bruce Springsteen. I love Obama's civility, his desire to work with his enemies; it's positively Christlike. In college, he was probably the guy at the dorm parties who made sure the stoners shared their pot with the jocks. But we don't need that guy now. We need an asshole. Mr. President, there are some people who are never going to like you. That's why they voted for the old guy and Carrie's mom. You're not going to win them over. Stand up for the seventy percent of Americans who aren't crazy. And speaking of that seventy percent, when are we going to actually show up in all this? Tomorrow Glenn Beck's army of zombie retirees descending on Washington. It's the Million Moron March, although they won't get a million, of course, because many will be confused and drive to Washington state--but they will make news. Because people who take to the streets always do. They're at the town hall screaming at the congressman; we're on the couch screaming at the TV. Especially in this age of Twitters and blogs and Snuggies, it's a statement to just leave the house. But leave the house we must, because this is our last best shot for a long time to get the sort of serious health-care reform that would make the United States the envy of several African nations.

Smart clients say that the best way to use McKinsey is not to let them insinuate themselves—to prohibit walking the halls of the client’s offices looking for new business. Jamie Dimon of JPMorgan Chase, for example, will hire McKinsey, but for one-off projects in which the entire body of knowledge generated is transferred to JPMorgan Chase at the end of the project. The firm’s operating committee has to approve any consulting engagement, and the JPMorgan Chase executives don’t take just any consultants; they pick and choose the specific people they want on the project.

We are none of us born into Eden,” Doc said reasonably. “World’s plenty evil when we get here. Question is, what’s the best way to play a bad hand? Abolitionists thought that all they had to do to right an ancient wrong was set the slaves free.” He looked at Morg. “Trouble was, they didn’t have a plan in the world for what came next. Cut ‘em loose. That was the plan. Let ‘em eat cake, I guess.” He was muttering now, eyes on the bridge. “Four years of war. Hundreds of thousands of casualties...All so black folks in the South could be treated as bad as millworkers in the North! Pay as little as you can. Work ‘em ‘til they’re too old or sick or hurt to do the job. Then cut ‘em loose! Hire a starvin’ Irish replacement! That’s abolitionist freedom for you ...Heartless bastards ... ‘Free the slaves’ sounds good until you start wonderin’ how Chainey and Wilson would make a livin’ when they were already so old they couldn’t do a lick of work. What was a little child like Sophie Walton supposed to do? No kin who’d care for her ...” He looked up. “I doubt the abolitionists anticipated the Ku Klux Klan either, but here it is, makin’ life worse than ever for black folks.

We are none of us born into Eden,” Doc said reasonably. “World’s plenty evil when we get here. Question is, what’s the best way to play a bad hand? Abolitionists thought that all they had to do to right an ancient wrong was set the slaves free.” He looked at Morg. “Trouble was, they didn’t have a plan in the world for what came next. Cut ‘em loose. That was the plan. Let ‘em eat cake, I guess.” He was muttering now, eyes on the bridge. “Four years of war. Hundreds of thousands of casualties...All so black folks in the South could be treated as bad as millworkers in the North! Pay as little as you can. Work ‘em ‘til they’re too old or sick or hurt to do the job. Then cut ‘em loose! Hire a starvin’ Irish replacement! That’s abolitionist freedom for you ...Heartless bastards ... ‘Free the slaves’ sounds good until you start wondering’ how Chainey and Wilson would make a livin’ when they were already so old they couldn’t do a lick of work. What was a little child like Sophie Walton supposed to do? No kin who’d vare for her ...” He looked up. “I doubt the abolitionists anticipated the Lu Klux Klan either, but here it is, makin’ life worse than ever for black folks.

Oh, Zachary, you're such a beautiful man.” She gathered herself against the wonderful wealth of hair on his chest, playing with the dark curls, brushing her mouth and fingers through them. A faint groan came from over her head. “You're the beautiful one.” His hands moved gently over her back and hips, savoring the texture of her skin. “I never recovered from my first glance at you, at the Bellemont ball.” “You saw me then? But it was dark outside.” “I followed you after I kissed you in the conservatory.” He pushed her to her back, his gaze sweeping over her naked body. “I watched as you went to your carriage, and I thought you were the loveliest thing I had ever seen.” He pressed a kiss to her shoulder, his tongue touching the fragile curve, and Holly trembled. “And you began to scheme,” she said breathlessly. “That's right. I thought of a hundred ways to get under your skirts, and I decided the best plan was to hire you. But somewhere in the middle of my efforts to seduce you, I fell in love with you.” “And your intentions became honorable,” she said, pleased. “No, I still wanted to get under your skirts.” “Zachary Bronson,” she exclaimed, and he grinned, bracing his forearms on either side of her head.

A good marketer can sell practically anything to anyone. Tobacco is literally dried, decaying vegetable matter that you light on fire and inhale, breathing horrid-tasting, toxic fumes into your lungs.121 At one point marketers promoted smoking as a status symbol and claimed it had health benefits. Once you give it a try, the addictive nature of the drug kicks in, and the agency’s job becomes much easier. If they can get you hooked, the product will sell itself. Since the product is actually poison, advertisers need to overcome your instinctual aversion. That’s a big hill for alcohol advertisements to climb, which is why the absolute best marketing firms on the globe, firms with psychologists and human behavior specialists on staff, are hired to create the ads. These marketers know that the most effective sale is an emotional sale, one that plays on your deepest fears, your ultimate concerns. Alcohol advertisements sell an end to loneliness, claiming that drinking provides friendship and romance. They appeal to your need for freedom by saying drinking will make you unique, brave, bold, or courageous. They promise fulfillment, satisfaction, and happiness. All these messages speak to your conscious and unconscious minds.

Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.

We stood in the wings together, side by side. Reed's mouth was still agape. "It makes sense when you think about it," I mused. "You get two people together who have you-know-what, and sparks are going to fly." Reed's cue was about to start. He pointed at me and said, "Tonight. There's a party. And we're going to talk." "Yes" "Because this is crazy." "Totally." "Okay. Well." He tugged a strand of my hair. "Good luck out there." "You're not supposed to say that." "Fine. How about..." He squinted at me. "Here's looking at you kid." The smile melted off my face. "What did you say?" "It's a line. From a movie." He shrugged and burst onto the stage with a hee-haw. It was a line. From Casablanca. The same line KARL had said to me when I was Elsa. The same like Karl didn't recognize when I said it to him as Floressa. Which meant... nothing. Right? Lots of people know that line. Just because Reed said it, and Reed was a sub, it didn't mean he was... he was... "You're on," the stage manager whispered. I stumbled onto the stage. The lights were too bright. The theater was packed. Reed gave me a quick, crooked smile, and I knew. My crush on Karl was less complicated than I thought, because it wasn't Karl I'd been with that day in the garden. Now my crush on Reed... ? THAT was a scandal all on its own.

Heidi began to read of the son when he was happily at home, and went out into the fields with his father's flocks, and was dressed in a fine cloak, and stood leaning on his shepherd's staff watching as the sun went down, just as he was to be seen in the picture. But then all at once he wanted to have his own goods and money and to be his own master, and so he asked his father to give him his portion, and he left his home and went and wasted all his substance. And when he had nothing left he hired himself out to a master who had no flocks and fields like his father, but only swine to keep; and so he was obliged to watch these, and he only had rags to wear and a few husks to eat such as the swine fed upon. And then he thought of his old happy life at home and of how kindly his father had treated him and how ungrateful he had been, and he wept for sorrow and longing. And he thought to himself, "I will arise and go to my father, and will say to him, 'Father, I am not worthy to be called thy son; make me as one of thy hired servants.' " And when he was yet a great way off his father saw him . . . Here Heidi paused in her reading. "What do you think happens now, grandfather?" she said. "Do you think the father is still angry and will say to him, 'I told you so!' Well, listen now to what comes next." His father saw him, and had compassion, and ran, and fell on his neck and kissed him. And the son said to him, "Father, I have sinned against heaven and in thy sight, and am no more worthy to be called thy son." But the father said to his servants, "Bring forth the best robe, and put it on him; and put a ring on his hand and shoes on his feet: and bring hither the fatted calf and kill it; and let us eat and be merry, for this my son was dead and is alive again; he was lost and is found. And they began to be merry." "Isn't that a beautiful tale, grandfather," said Heidi, as the latter continued to sit without speaking, for she had expected him to express pleasure and astonishment.

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

Albert Einstein, considered the most influential person of the 20th century, was four years old before he could speak and seven before he could read. His parents thought he was retarded. He spoke haltingly until age nine. He was advised by a teacher to drop out of grade school: “You’ll never amount to anything, Einstein.” Isaac Newton, the scientist who invented modern-day physics, did poorly in math. Patricia Polacco, a prolific children’s author and illustrator, didn’t learn to read until she was 14. Henry Ford, who developed the famous Model-T car and started Ford Motor Company, barely made it through high school. Lucille Ball, famous comedian and star of I Love Lucy, was once dismissed from drama school for being too quiet and shy. Pablo Picasso, one of the great artists of all time, was pulled out of school at age 10 because he was doing so poorly. A tutor hired by Pablo’s father gave up on Pablo. Ludwig van Beethoven was one of the world’s great composers. His music teacher once said of him, “As a composer, he is hopeless.” Wernher von Braun, the world-renowned mathematician, flunked ninth-grade algebra. Agatha Christie, the world’s best-known mystery writer and all-time bestselling author other than William Shakespeare of any genre, struggled to learn to read because of dyslexia. Winston Churchill, famous English prime minister, failed the sixth grade.

Returning to my own example, it’s a similar commitment that enables me to succeed with fixed scheduling. I, too, am incredibly cautious about my use of the most dangerous word in one’s productivity vocabulary: “yes.” It takes a lot to convince me to agree to something that yields shallow work. If you ask for my involvement in university business that’s not absolutely necessary, I might respond with a defense I learned from the department chair who hired me: “Talk to me after tenure.” Another tactic that works well for me is to be clear in my refusal but ambiguous in my explanation for the refusal. The key is to avoid providing enough specificity about the excuse that the requester has the opportunity to defuse it. If, for example, I turn down a time-consuming speaking invitation with the excuse that I have other trips scheduled for around the same time, I don’t provide details—which might leave the requester the ability to suggest a way to fit his or her event into my existing obligations—but instead just say, “Sounds interesting, but I can’t make it due to schedule conflicts.” In turning down obligations, I also resist the urge to offer a consolation prize that ends up devouring almost as much of my schedule (e.g., “Sorry I can’t join your committee, but I’m happy to take a look at some of your proposals as they come together and offer my thoughts”). A clean break is best.

There was a note on the table.” “Bring it here,” Van Eck barked. The boy strode down the aisle, and Van Eck snatched the note from his hand. “What does it … what does it say?” asked Bajan. His voice was tremulous. Maybe Inej had been right about Alys and the music teacher. Van Eck backhanded him. “If I find out you knew anything about this—” “I didn’t!” Bajan cried. “I knew nothing. I followed your orders to the letter!” Van Eck crumpled the note in his fist, but not before Inej made out the words in Kaz’s jagged, unmistakable hand: Noon tomorrow. Goedmedbridge. With her knives. “The note was weighted down with this.” The boy reached into his pocket and drew out a tie pin—a fat ruby surrounded by golden laurel leaves. Kaz had stolen it from Van Eck back when they’d first been hired for the Ice Court job. Inej hadn’t had the chance to fence it before they left Ketterdam. Somehow Kaz must have gotten hold of it again. “Brekker,” Van Eck snarled, his voice taut with rage. Inej couldn’t help it. She started to laugh. Van Eck slapped her hard. He grabbed her tunic and shook her so that her bones rattled. “Brekker thinks we’re still playing a game, does he? She is my wife. She carries my heir.” Inej laughed even harder, all the horrors of the past week rising from her chest in giddy peals. She wasn’t sure she could have stopped if she wanted to. “And you were foolish enough to tell Kaz all of that on Vellgeluk.” “Shall I have Franke fetch the mallet and show you just how serious I am?” “Mister Van Eck,” Bajan pleaded. But Inej was done being frightened of this man. Before Van Eck could take another breath, she slammed her forehead upward, shattering his nose. He screamed and released her as blood gushed over his fine mercher suit. Instantly, his guards were on her, pulling her back. “You little wretch,” Van Eck said, holding a monogrammed handkerchief to his face. “You little whore. I’ll take a hammer to both your legs myself—” “Go on, Van Eck, threaten me. Tell me all the little things I am. You lay a finger on me and Kaz Brekker will cut the baby from your pretty wife’s stomach and hang its body from a balcony at the Exchange.” Ugly words, speech that pricked her conscience, but Van Eck deserved the images she’d planted in his mind. Though she didn’t believe Kaz would do such a thing, she felt grateful for each nasty, vicious thing Dirtyhands had done to earn his reputation—a reputation that would haunt Van Eck every second until his wife was returned. “Be silent,” he shouted, spittle flying from his mouth. “You think he won’t?” Inej taunted. She could feel the heat in her cheek from where his hand had struck her, could see the mallet still resting in the guard’s hand. Van Eck had given her fear and she was happy to return it to him. “Vile, ruthless, amoral. Isn’t that why you hired Kaz in the first place? Because he does the things that no one else dares? Go on, Van Eck. Break my legs and see what happens. Dare him.” Had she really believed a merch could outthink Kaz Brekker? Kaz would get her free and then they’d show this man exactly what whores and canal rats could do. “Console yourself,” she said as Van Eck clutched the ragged corner of the table for support. “Even better men can be bested.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

What the-“ he began, already heading toward the house, with Elizabeth walking quickly behind him. Ian opened the front door just as Jake came hurrying in from the back of the cottage. “I got some milk-“ Jake began, then he stopped abruptly as the stench hit him. His gaze snapped from Ian and Elizabeth, who were just rushing inside, to Lucinda, who was sitting exactly where she had been, serenely indifferent to the smell of burning bacon and incinerated eggs as she fanned herself with a black silk fan. “I took the liberty of removing the utensil from the stove,” she informed them. “However, I was not in time to save its contents, which I sincerely doubt were worth saving in any case.” “Couldn’t you have moved ‘em before they burned?” Jake burst out. “I cannot cook, sir.” “Can you smell?” Ian demanded. “Ian, there’s nothing for it-I’ll have to ride to the village and hire a pair o’ wenches to come up here and get this place in order for us or we’ll starve.” “My thoughts exactly!” Lucinda seconded promptly, already standing up. “I shall accompany you.” “Whaat?” Elizabeth burst out. “What? Why?” Jake echoed, looking balky. “Because selecting good female servants is best done by a woman. How far must we go?” If Elizabeth weren’t so appalled, she’d have laughed at Jake Wiley’s expression. “We can be back late this afternoon, assumin’ there’s anyone in the village to do the work. But I-“ “Then we’d best be about it.” Lucinda paused and turned to Ian, passing a look of calculating consideration over hum; then she glanced at Elizabeth. Giving her a look that clearly said “Trust me and do not argue,” she said, “Elizabeth, if you would be so good as to excuse us, I’d like a word alone with Mr. Thornton.” With no choice but to do as bidden, Elizabeth went out the front door and stared in utter confusion at the trees, wondering what bizarre scheme Lucinda might have hatched to solve their problems. In the cottage Ian watched through narrowed eyes as the gray-haired harpy fixed him with her basilisk stare. “Mr. Thornton,” she said finally, “I have decided you are a gentleman.” She made that pronouncement as if she were a queen bestowing knighthood on a lowly, possibly undeserving serf. Fascinated and irritated at the same time, Ian leaned his hip against the table, waiting to discover what game she was playing by leaving Elizabeth alone here, unchaperoned. “Don’t keep me in suspense,” he said coolly. “What have I done to earn your good opinion?” “Absolutely nothing,” she said without hesitation. “I’m basing my decision on my own excellent intuitive powers and on the fact that you were born a gentleman.

house with a great view. You’ll see that at the party tonight. Wish Char would be here for that, too, but we’ll all be together soon.” At least, Kate thought, Jack Lockwood, alias former father, would not be here tonight, so she could enjoy herself. Not only was she curious to see Grant Mason, but she also couldn’t wait to examine the Adena burial site she’d found on an old map in the university archives when she was back in the States at Christmas. The so-called Mason Mound was about twenty yards behind Grant’s house, and she was much more eager to see it than him. * * * The caterers Grant had hired from the upscale Lake Azure area had taken over the kitchen, and he didn’t want to disturb the setup for the buffet or the bar at the far end of the living room. So he sat in his favorite chair looking out over the back forest view through his massive picture window. The guests for the party he was throwing for his best friend, Gabe, and his fiancée, Tess, would be here soon—eighteen people, a nice number for mixing and chatting. He’d laid in champagne for toasts to the happy couple. Gabe and Grant had been best friends since elementary school, when a teacher had seated them in alphabetical order by first names. Grant had been the first to marry. Lacey had been his high-school sweetheart, head of the cheerleaders, prom queen to his king. How unoriginal—and what a disaster.

A common problem plagues people who try to design institutions without accounting for hidden motives. First they identify the key goals that the institution “should” achieve. Then they search for a design that best achieves these goals, given all the constraints that the institution must deal with. This task can be challenging enough, but even when the designers apparently succeed, they’re frequently puzzled and frustrated when others show little interest in adopting their solution. Often this is because they mistook professed motives for real motives, and thus solved the wrong problems. Savvy institution designers must therefore identify both the surface goals to which people give lip service and the hidden goals that people are also trying to achieve. Designers can then search for arrangements that actually achieve the deeper goals while also serving the surface goals—or at least giving the appearance of doing so. Unsurprisingly, this is a much harder design problem. But if we can learn to do it well, our solutions will less often meet the fate of puzzling disinterest. We should take a similar approach when reforming a preexisting institution by first asking ourselves, “What are this institution’s hidden functions, and how important are they?” Take education, for example. We may wish for schools that focus more on teaching than on testing. And yet, some amount of testing is vital to the economy, since employers need to know which workers to hire. So if we tried to cut too much from school’s testing function, we could be blindsided by resistance we don’t understand—because those who resist may not tell us the real reasons for their opposition. It’s only by understanding where the resistance is coming from that we have any hope of overcoming it. Not all hidden institutional functions are worth facilitating, however. Some involve quite wasteful signaling expenditures, and we might be better off if these institutions performed only their official, stated functions. Take medicine, for example. To the extent that we use medical spending to show how much we care (and are cared for), there are very few positive externalities. The caring function is mostly competitive and zero-sum, and—perhaps surprisingly—we could therefore improve collective welfare by taxing extraneous medical spending, or at least refusing to subsidize it. Don’t expect any politician to start pushing for healthcare taxes or cutbacks, of course, because for lawmakers, as for laypeople, the caring signals are what makes medicine so attractive. These kinds of hidden incentives, alongside traditional vested interests, are what often make large institutions so hard to reform. Thus there’s an element of hubris in any reform effort, but at least by taking accurate stock of an institution’s purposes, both overt and covert, we can hope to avoid common mistakes. “The curious task of economics,” wrote Friedrich Hayek, “is to demonstrate to men how little they really know about what they imagine they can design.”8

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

For most people moving is a tiring experience. When on the verge of moving out to a new home or into a new office, it's only natural to focus on your new place and forget about the one you’re leaving. Actually, the last thing you would even think about is embarking on a heavy duty move out clean. However, you can be certain that agents, landlords and all the potential renters or buyers of your old home will most definitely notice if it's being cleaned, therefore getting the place cleaned up is something that you need to consider. The process of cleaning will basically depend to things; how dirty your property and the size of the home. If you leave the property in good condition, you'll have a higher the chance of getting back your bond deposit or if you're selling, attracting a potential buyer. Below are the steps you need to consider before moving out. You should start with cleaning. Remove all screws and nails from the walls and the ceilings, fill up all holes and dust all ledges. Large holes should be patched and the entire wall checked the major marks. Remove all the cobwebs from the walls and ceilings, taking care to wash or vacuum the vents. They can get quite dusty. Clean all doors and door knobs, wipe down all the switches, electrical outlets, vacuum/wipe down the drapes, clean the blinds and remove all the light covers from light fixtures and clean them thoroughly as they may contain dead insects. Also, replace all the burnt out light bulbs and empty all cupboards when you clean them. Clean all windows, window sills and tracks. Vacuum all carpets or get them professionally cleaned which quite often is stipulated in the rental agreement. After you've finished the general cleaning, you can now embark on the more specific areas. When cleaning the bathroom, wash off the soap scum and remove mould (if any) from the bathroom tiles. This can be done by pre-spraying the tile grout with bleach and letting it sit for at least half an hour. Clean all the inside drawers and vanity units thoroughly. Clean the toilet/sink, vanity unit and replace anything that you've damaged. Wash all shower curtains and shower doors plus all other enclosures. Polish the mirrors and make sure the exhaust fan is free of dust. You can generally vacuum these quite easily. Finally, clean the bathroom floors by vacuuming and mopping. In the kitchen, clean all the cabinets and liners and wash the cupboards inside out. Clean the counter-tops and shine the facet and sink. If the fridge is staying give it a good clean. You can do this by removing all shelves and wash them individually. Thoroughly degrease the oven inside and out. It's best to use and oven cleaner from your supermarket, just take care to use gloves and a mask as they can be quite toxic. Clean the kitchen floor well by giving it a good vacuum and mop . Sometimes the kitchen floor may need to be degreased. Dust the bedrooms and living room, vacuum throughout then mop. If you have a garage give it a good sweep. Also cut the grass, pull out all weeds and remove all items that may be lying or hanging around. Remember to put your garbage bins out for collection even if collection is a week away as in our experience the bins will be full to the brim from all the rubbish during the moving process. If this all looks too hard then you can always hire a bond cleaner to tackle the job for you or if you're on a tight budget you can download an end of lease cleaning checklist or have one sent to you from your local agent. Just make sure you give yourself at least a day or to take on the job. Its best not to rush through the job, just make sure everything is cleaned thoroughly, so it passes the inspection in order for you to get your bond back in full.

If I'd known you were available, Dee, and looking for work,I'd've hired you." Burke Logan, settled back in his chair and winked at his wife's cousin. "We like to keep the best on at Royal Meadows." Adelia twinkled at him across the table in the track's dining room. He was as handsome and as dangerous to look at as he'd been nearly twenty years before when she'd first met him. "Oh,I don't know." Bruke trailed a hand over his wife's shoudler. "We have the best bookkeeper around at Three Acres." "In that case,I want a raise." Erin picked up her wine and sent Burke a challenging look. "A big one. Trevor?" Her voice was smooth, shimmering with Ireland as she addressed her son. "Do you have in mind to eat that pork chop or just use it for decoration?" "I'm reading the Racing Form, Ma." "His father's son," Erin muttered and snagged the paper from him. "Eat your dinner." He heaved a sigh as only a twelve-year-old boy could. "I think Topeka in the third, with Lonesome in the fifth and Hennessy in the sixth for the trifecta. Dad says Topeka's generous and a cinch tip." At his wife's long stare, Burke cleared his throat. "Stuff that pork chop in your mouth, Trev.Where's Jean?" "She's fussing with her hair," Mo announced, and snatched a french fry from Travis's plate. "As usual," she added with the worldly air only an older sister could achieve, "the minute she turned fourteen she decided her hair was the bane of her existence. Huh. Like having long, thick, straight-as-a-pin black hair is a problem. This-" she tugged on one of the hundreds of wild red curls that spiraled acround her face. "-is a problem. If you're going to worry about something as stupid as hair, which I don't.Anyway, you guys have to come over and see this weanling I have my eye on.He's going to be amazing.And if Dad lets me train him..." She trailed off, slanting a look at her father across the table. "You'll be in college this time next year," Burke reminded her. "Not if I can help it," Mo said under her breath.

A famous British writer is revealed to be the author of an obscure mystery novel. An immigrant is granted asylum when authorities verify he wrote anonymous articles critical of his home country. And a man is convicted of murder when he’s connected to messages painted at the crime scene. The common element in these seemingly disparate cases is “forensic linguistics”—an investigative technique that helps experts determine authorship by identifying quirks in a writer’s style. Advances in computer technology can now parse text with ever-finer accuracy. Consider the recent outing of Harry Potter author J.K. Rowling as the writer of The Cuckoo’s Calling , a crime novel she published under the pen name Robert Galbraith. England’s Sunday Times , responding to an anonymous tip that Rowling was the book’s real author, hired Duquesne University’s Patrick Juola to analyze the text of Cuckoo , using software that he had spent over a decade refining. One of Juola’s tests examined sequences of adjacent words, while another zoomed in on sequences of characters; a third test tallied the most common words, while a fourth examined the author’s preference for long or short words. Juola wound up with a linguistic fingerprint—hard data on the author’s stylistic quirks. He then ran the same tests on four other books: The Casual Vacancy , Rowling’s first post-Harry Potter novel, plus three stylistically similar crime novels by other female writers. Juola concluded that Rowling was the most likely author of The Cuckoo’s Calling , since she was the only one whose writing style showed up as the closest or second-closest match in each of the tests. After consulting an Oxford linguist and receiving a concurring opinion, the newspaper confronted Rowling, who confessed. Juola completed his analysis in about half an hour. By contrast, in the early 1960s, it had taken a team of two statisticians—using what was then a state-of-the-art, high-speed computer at MIT—three years to complete a project to reveal who wrote 12 unsigned Federalist Papers. Robert Leonard, who heads the forensic linguistics program at Hofstra University, has also made a career out of determining authorship. Certified to serve as an expert witness in 13 states, he has presented evidence in cases such as that of Christopher Coleman, who was arrested in 2009 for murdering his family in Waterloo, Illinois. Leonard testified that Coleman’s writing style matched threats spray-painted at his family’s home (photo, left). Coleman was convicted and is serving a life sentence. Since forensic linguists deal in probabilities, not certainties, it is all the more essential to further refine this field of study, experts say. “There have been cases where it was my impression that the evidence on which people were freed or convicted was iffy in one way or another,” says Edward Finegan, president of the International Association of Forensic Linguists. Vanderbilt law professor Edward Cheng, an expert on the reliability of forensic evidence, says that linguistic analysis is best used when only a handful of people could have written a given text. As forensic linguistics continues to make headlines, criminals may realize the importance of choosing their words carefully. And some worry that software also can be used to obscure distinctive written styles. “Anything that you can identify to analyze,” says Juola, “I can identify and try to hide.