Home Advisor Quotes

Monroe is about sixty miles outside of New York City. It’s home to approximately eight thousand people. It’s a small community where most everyone knows one another. There’s nothing but strip malls and second-tier grocery chains you never see elsewhere. If you click on the “Attractions” tab on TripAdvisor’s Monroe page, it brings up a message that says, “I’m sorry, you must have clicked here by mistake. No one could possibly be planning a trip to Monroe to see its ‘Attractions.’ I have a feeling about why you’d want to go to Monroe. Here, let me redirect you to a suicide-prevention site.

As Donilon [President Obama's security advisor] would tell me, Obama said: "Here's the deal. I want this hunt for Osama bin Laden and al-Zawahiri to come to the front of the line. I worry that the trail has gone cold. This has to be our top priority and it needs leadership in the tops of your organizations. You need to ensure that we have expended every effort to take down the top leadership of al Qaeda, especially these two individuals. And I want regular reports on this *to me* and I want them starting in thirty days. Donilon followed up and drove and drove the point home with a memo, which the president signed. He sent it to each of those present. It read: 'In order to ensure that we have extended every effort - directly provide to me a detailed operational plan for locating and bringing to justice Osama bin Laden.

While the president understood and fully supported this, he remained frustrated, as did I, because his most trusted advisors didn’t fully sign on to a strategic approach to testing. At one point he offhandedly remarked, “You’ll have to convince my son-in-law of that.” Naturally, Kushner and everyone else had been deferring to Fauci and Birx on all things medical. To make matters worse, the Fauci-Birx testing strategy was not merely unfocused; their strategy bizarrely prioritized more testing in the lowest-risk people and the lowest-risk environments—students and schools—while letting the deaths continue in nursing homes and assisted living facilities, where a once-per-week schedule was assumed to be effective.

As I read, I imagine Strane in sexual harassment training, irritated he had to sit through it at all—none of it would have touched him—along with the other teachers who saw me, the one who called me Strane's classroom pet, Ms. Thompson and Mrs. Antonova, who recognized the clues but didn't protest when those clues were used as evidence of an emotionally troubled girl. I imagine them sitting through the training, nodding in agreement, saying yes, this is so important; we need to be these children's advocates. But what have they done when faced with situations in which they could actually make a difference? When they heard of the camping trips the history teacher took each year with his students, when faculty advisors brought students into their homes? All of this feels like performance, because I've seen how it plays out, how quickly people lift their hands and say, It happens sometimes, or Even if he did do something, it couldn't have really been that bad, or What could I have done to stop it? The excuses we make for them are outrageous, but they're nothing compared with the ones we make for ourselves.

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

Case #6 Sandy and Bob Bob is a successful dentist in his community. In the 15 years since he established his own practice, he has established a reliable base of patients and has built a thriving business in a great location. A couple years ago, he brought his wife, Sandy, a business expert with an MBA, on board to help him oversee the business end of the dental practice. She had recently left her job at a financial services firm, and Bob knew that Sandy’s business acumen would be helpful in getting his administrative house in order. She brought on new employees, developed effective new processes, and enhanced the office’s marketing efforts. Within a few months, Sandy’s improvements had managed to make the dental practice a well-oiled machine. Now she could turn her attention to their real estate portfolio. Bob and Sandy owned three small apartment buildings around town, as well as one small commercial center that was home to a nail salon, a chiropractor’s office, a coffee house and a wine shop. Fortunately, Bob’s dental practice was a success and their investments earned a nice passive income for them. Unfortunately, because Bob earned on average $250,000 per year, the couple couldn’t use passive loss, which in their case came to about $100,000, from their investments to offset his high earned income. Eventually, they would be earning sheltered profits—when the mortgages on their properties were paid off and the rentals made pure profit, or if they were to sell a property. When those things eventually happened, they could use their losses to shelter those profits. But until that time, the losses were going unused. Sandy made an appointment with their CPA to discuss the situation and see how they might improve their tax situation. The CPA asked, “What about becoming a real estate professional?” He explained to Sandy that if she spent 750 hours per year, or about 15 hours a week, on the couple’s real estate investments, she would be considered a real estate professional by the IRS. This would enable the couple to write off 100 percent of their passive losses against Bob’s high income, which would bring his taxable income down to $100,000. This $100,000 deduction brought Bob and Sandy into a lower tax bracket, saving them roughly $31,000 in taxes. Sandy already devoted a large percentage of her time to overseeing their investments, and when she saw the tax advantages, her decision became clear: She would file the Section 469(c)(7) and become a real estate professional.

Life's taking you places. We'll help you get there. Whether it’s around the corner or around the globe, we’re here to find the perfect home for you. At Engel & Völkers our passion is exceeding client expectations, so it's only natural we align ourselves with exceptional real estate professionals to serve clients across the globe. It's why we don't simply have agents, but rather, trusted advisors to guide clients through their home journey with precise knowledge, distinguished care ... and a bit of fun.

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With Giddings’s properties, buyer and seller are brought together via a network of elite realtors who, like brand manager David Christiansen, nurture close bonds with their clients. These are multiyear relationships in which Giddings serves as matchmaker, advisor, friend, and de facto therapist. “I may even go home for Sunday dinners and put their children to bed and all of that,” she says. Some clients like her to be involved long after the purchase: “We’re thinking about this in this color. Can you just come by?

I am no mere kitten. Nae, I am the Great and Mighty Doug, caretaker and advisor to this home.

Leigh mentioned that you’re a vet in Winnipeg, here to take some courses to update your skills?” “Yes.” Valerie grimaced. “That was the idea, but if they don’t catch this guy in the next day or two, I’ll have to give up the courses until next semester and if that happens, I might as well head home.” “What?” Anders turned on her sharply. Valerie bit her lip, not very happy at the thought herself. She would have liked to get to know him better, but if she couldn’t do the course now, she’d have to do it next term and it wouldn’t be fair to be away from the clinic that long. Sighing at the very thought, she said, “That’s what my academic advisor said when I talked to him today. I’ve missed the first two weeks of class already. He said if I’m not back by Monday, then I might as well give it up and reapply for next term.” Anders frowned, his gaze shooting to Lucian. It was Leigh who said worriedly, “You can’t go home, Valerie. Not with him still out there.” “Actually, it’s probably better if I did,” Valerie said and pointed out, “He can’t know I’m from Winnipeg, so I’d be safe there, and Anders wouldn’t have to waste his time playing babysitter so he could help hunt for him.” Dead silence met this announcement as the others all exchanged glances. “But your courses,” Anders said finally. “You wanted to upgrade.” “And I still do, but I can’t do that if I can’t attend classes,” she pointed out reasonably. Another moment of silence passed with everyone exchanging glances she didn’t understand and then Lucian said abruptly, “Then you’ll have to attend classes.” When Valerie stared at him with surprise, he added, “Anders will accompany you.” “Oh.” She hesitated briefly and then shook her head. “I don’t think they’ll let him attend with me.” “They might,” Dani said slowly. “I’ve heard of people auditing classes. I even knew someone who audited a couple of mine. She had to get permission from the instructor, and the department chair, and I think her program counselor first though.” “Then he’ll get permission,” Lucian said as if it were the simplest thing in the world. When Anders frowned at this news, he added solemnly, “It’s that or we put her and Roxy on a plane home to Winnipeg.” For some reason, those words sounded ominous to Valerie, and certainly Anders reacted as if they were. His mouth tightened grimly, and he nodded once. It was Friday now, but apparently come Monday, she was attending class and Anders was coming with her.

May 19: At 2:00 p.m., Marilyn arrives at Madison Square Garden for a brief rehearsal. She departs to have her hair styled by Kenneth Battelle at a cost of $150. Then she returns to her New York apartment for a $125 makeup session with Marie Irvine. Finally, her maid, Hazel Washington, helps hook Marilyn into her Jean Louis gown, and she arrives at Madison Square Garden approximately three hours before she is to perform. Introduced to an audience of fifteen thousand as the “late Marilyn Monroe” after she delays her entrance (all part of the carefully rehearsed show), Marilyn performs flawlessly as the last of twenty-three entertainers and is clearly the highlight of the evening. Columnist Dorothy Kilgallen describes Marilyn as “making love to the president of the United States.” Marilyn also attends a party at the home of Arthur Krim, president of United Artists. She is photographed in a group of Kennedy supporters watching Diahann Carroll sing. To her right is Maria Callas and Arthur Miller’s father, Isidore. She is also photographed with both Robert and John Kennedy, as well as presidential advisor Arthur Schlesinger Jr. Schlesinger and Robert Kennedy playfully compete to dance with Marilyn. Contrary to sensationalistic reports, Marilyn spends the rest of the evening in her New York apartment with her friend Ralph Roberts and James Haspiel, one of her devoted fans.

I see professional advisors cold-call perfect strangers rather than do a call rotation for existing clients. I see advisors do prospecting seminars rather than a client advisory council or client appreciation event, and I see advisors run advertising campaigns rather than network with existing strategic allies and other professional influencers. “Spray and pray” marketing strategies are flawed on so many levels. Why, then, do so many advisors still attempt them? The reason for this is simple; nurturing existing relationships and other tried and true strategies can be boring and rarely results in instant gratification. Too many advisors want to find the next “new idea”, something with some “sizzle”, and, as a result, are continually searching for and dabbling with concepts that ultimately have minimal impact. It’s not unlike investing. How many times have you seen someone try to hit a home-run with a high-risk investment opportunity rather than stick with a methodical long-term approach? It’s not just money that compounds. As I’ve said before, discipline compounds, too. You have to be patient and let your efforts gather momentum. Too many advisors get themselves into the proverbial “Red Zone” and, rather than stick to the plan and see it through, they self-sabotage by abandoning the fundamentals and trying something new. Neglect also compounds. If we neglect our existing relationships it’s only a matter of time before they’ll be lured away and we’ll have to throw our own Hail Mary. Don’t deviate from your process. Identify the most fundamentally sound and proven trust-building activities, stick with them and tune out all the other noise. It’s much more effective to strengthen and nurture existing relationships over the long haul, rather than perpetually trying to start new ones. The prospecting treadmill is draining and you are building a business that is chaotic and unfocused. Relationships are proprietary and are a big part of the equity that you are building in your business.

On another occasion, Alinsky was working in his home base of Chicago to force Chicago’s department stores to give jobs to black activists who were Alinsky’s cronies. On this issue of course Alinsky was competing—or working in tandem, however we choose to view it—with Chicago’s number one racial shakedown man, Jesse Jackson. Jackson mastered a simple strategy of converting race into a protection racket. He would offer to “protect” Chicago businesses from accusations of racism—accusations that the businesses knew were actually fomented by Jackson himself. The businesses would then pay Jackson to make the trouble go away, and also to chase away other potential troublemakers. In return for his efforts, Jackson would typically receive hundreds of thousands in annual donations from the company, plus jobs and minority contracts that would go through his network, and finally other goodies such as free flights on the corporate airplane, supposedly for his “charitable work.” Later Jackson would go national with this blackmail approach. In New York, for example, Jackson opened an office on Wall Street where he extracted millions of dollars in money and patronage from several leading investment houses including Goldman Sachs, Citigroup, Credit Suisse, First Boston, Morgan Stanley, Paine Webber, and Prudential Securities. On the national stage, another race hustler, Al Sharpton, joined Jackson. For two decades these shakedown men in clerical garb successfully prosecuted their hustles. Jackson was the leader at first, but eventually Sharpton proved more successful than Jackson. While Jackson’s star has faded, Sharpton became President Obama’s chief advisor on race issues.

Earl Paulk Says, Jesus is Not the Only Begotten Son of God: Earl Paulk claims that Christians “are the begotten of God, even as Jesus Himself is begotten of God” (1). Paula White is the co-founder of Church Without Walls and the spiritual advisor to former President Donald Trump. She interviewed Larry Huch on her show Paula White Today (2). Mr. Hutch is the pastor of New Beginnings Church in Bedford, Texas (3). During their interview, Mr. Huch claims that Jesus is not the only begotten Son of God, and Ms. White agrees with him (4). John 3:16-19 says: God so loved the world that he gave his only begotten Son, that whoever believes in him should not perish but have everlasting life. For God sent not his Son into the world to condemn the world, but that the world through him might be saved. He that believes on him is not condemned: but he that believes not is condemned already, because he has not believed in the name of the only begotten Son of God. And this is the condemnation that the light has come into the world, and men loved darkness rather than light because their deeds were evil (AKJV). Jesus became the only begotten Son of God when the Spirit of God impregnated the Virgin Mary. On the other hand, God formed Adam from dirt, and then he breathed life into him. So, we are a creation of God, not begotten Sons of God. References 1. Paulk, Earl. The Wounded Body of Christ, 1985, pp. 62, 92-95. 2. Zauzmer, Julie. “Paula White, Prosperity preacher once investigated by Senate, is controversial pick for inauguration.” 12-12-2016. The Washington Post. Accessed 05 May 2017. 3. “Home Page.” NB Church: New Beginnings. 4. Paula White. “Paula White, Larry Huch and FALSE TEACHING - EXPOSING CHARLATANS.” YouTube.

We knew we couldn’t make it illegal to be either against the war or Black,” Nixon’s domestic policy advisor, John Ehrlichman, admitted in 1994, “but by criminalizing [drugs] heavily, we could disrupt those communities . . . arrest their leaders, raid their homes, break up their meetings, and vilify them night after night on the evening news. “Did we know we were lying about the drugs?” asked Ehrlichman. “Of course we did.

Let’s look at how some successful brands we all know about have positioned the purchasing of their products as the resolution to external, internal, and philosophical problems: TESLA MOTOR CARS: Villain: Gas guzzling, inferior technology External: I need a car. Internal: I want to be an early adopter of new technology. Philosophical: My choice of car ought to help save the environment. NESPRESSO HOME COFFEE MACHINES: Villain: Coffee machines that make bad coffee External: I want better-tasting coffee at home. Internal: I want my home coffee machine to make me feel sophisticated. Philosophical: I shouldn’t have to be a barista to make a gourmet coffee at home. EDWARD JONES FINANCIAL PLANNING: Villain: Financial firms that don’t listen to their customers External: I need investment help. Internal: I’m confused about how to do this (especially with all the tech-driven resources out there). Philosophical: If I’m going to invest my money, I deserve an advisor who will thoughtfully explain things in person.

Baughman had, like every other wannabe Anarch Buffalo had ever spawned, havened in the plant at some point. This was before he realized that Prince Lladislas and his advisors kept the place standing as somewhere the rebellious teens of the Camarilla could go to perform the vampiric equivalent of smoking dope behind the garage before coming home, growing up, and getting a respectable job manipulating the local media or some such.

Financial Advisor: “A Plan for Your Retirement” College Alumni Association: “Leave a Meaningful Legacy” Fine-Dining Restaurant: “A Meal Everybody Will Remember” Real Estate Agent: “The Home You’ve Dreamed About” Bookstore: “A Story to Get Lost In” Breakfast Bars: “A Healthy Start to Your Day

Become a tourist in your home town. It’s very likely Trip Advisor that’s more about the city you live in than you do as far as restaurants and attractions are concerned.

if you wanted to talk to a human, there would be a remote advisor video terminal for access to advice and, if you wanted to talk face-to-face with a human, the bank would offer an appointment making facility that would enable someone from the bank to visit the customer either at home or at work.

It was only after World War II that Stanford began to emerge as a center of technical excellence, owing largely to the campaigns of Frederick Terman, dean of the School of Engineering and architect-of-record of the military-industrial-academic complex that is Silicon Valley. During World War II Terman had been tapped by his own mentor, presidential science advisor Vannevar Bush, to run the secret Radio Research Lab at Harvard and was determined to capture a share of the defense funding the federal government was preparing to redirect toward postwar academic research. Within a decade he had succeeded in turning the governor’s stud farm into the Stanford Industrial Park, instituted a lucrative honors cooperative program that provided a camino real for local companies to put selected employees through a master’s degree program, and overseen major investments in the most promising areas of research. Enrollments rose by 20 percent, and over one-third of entering class of 1957 started in the School of Engineering—more than double the national average.4 As he rose from chairman to dean to provost, Terman was unwavering in his belief that engineering formed the heart of a liberal education and labored to erect his famous “steeples of excellence” with strategic appointments in areas such as semiconductors, microwave electronics, and aeronautics. Design, to the extent that it was a recognized field at all, remained on the margins, the province of an older generation of draftsmen and machine builders who were more at home in the shop than the research laboratory—a situation Terman hoped to remedy with a promising new hire from MIT: “The world has heard very little, if anything, of engineering design at Stanford,” he reported to President Wallace Sterling, “but they will be hearing about it in the future.

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

Other people’s pockets are our money’s dream home.

The governor of Illinois feared that armed Mormon retaliation could escalate into a civil war. He urged Smith’s successor, Brigham Young, and his followers to leave the state. Soon the urging became more insistent: leave or be forcibly expelled. Young agreed to go. Young now faced a serious organizational challenge. How do you plan an exodus? How should you move thousands of families and their horses, mules, oxen, cows, sheep, pigs, chickens, dogs, cats, geese, and goats, all while searching for a permanent home? Young stewed on the problem, debated with his advisors, and finally, on January 14, 1847, announced that the Lord had spoken to him. The Church should divide into small companies, each led by a single captain, and head west.

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Kennedy’s last public comments on Vietnam support such conclusions. At his final Washington press conference on November 14, eight days before his assassination, a reporter asked Kennedy to “give us your appraisal of the situation in South Vietnam now, since the coup.” Kennedy replied that “our object [is] to bring Americans home, permit the South Vietnamese to maintain themselves as a free and independent country.” Later during the press conference, Kennedy asked rhetorically, “Are we going to give up in South Vietnam?” and answered his question: “The most important program, of course, is our national security, but I don’t want the United States to have to put troops there.”162 Kennedy did, however, publicly and privately acknowledge the difficulty of ending America’s involvement in Vietnam, and his sensitivity to the political climate had been evident from his first campaign for Congress. Far more skeptical in his private comments than in his public pronouncements, he seriously questioned whether the United States could do what the French had failed to do, and in the last days of his life wondered whether the United States should be there at all. But he never shared his doubts and concerns with the American people or educated them about the limitations that he saw. Kennedy perceived the dangers of deepening American involvement, yet his actions paradoxically contributed to this very result. As McGeorge Bundy admitted in retrospect, “When you put your thumb on the scales of domestic politics” as Kennedy did by sanctioning the generals’ coup, “you’re pretty far in.”163 Thus one president who intuitively understood the limits of American military power in Southeast Asia, who possessed the security and self-confidence to resist calls by generals and advisors to apply that power, set in motion during his last months in office an event whose unanticipated repercussions would create immense pressures for greater American military involvement. These pressures would confront another president who lacked Kennedy’s intuitive understanding, security, and self-confidence.

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