Influential Business Quotes

To the most inconsiderate asshole of a friend, I’m writing you this letter because I know that if I say what I have to say to your face I will probably punch you. I don’t know you anymore. I don’t see you anymore. All I get is a quick text or a rushed e-mail from you every few days. I know you are busy and I know you have Bethany, but hello? I’m supposed to be your best friend. You have no idea what this summer has been like. Ever since we were kids we pushed away every single person that could possibly have been our friend. We blocked people until there was only me and you. You probably haven’t noticed, because you have never been in the position I am in now. You have always had someone. You always had me. I always had you. Now you have Bethany and I have no one. Now I feel like those other people that used to try to become our friend, that tried to push their way into our circle but were met by turned backs. I know you’re probably not doing it deliberately just as we never did it deliberately. It’s not that we didn’t want anyone else, it’s just that we didn’t need them. Sadly now it looks like you don’t need me anymore. Anyway I’m not moaning on about how much I hate her, I’m just trying to tell you that I miss you. And that well . . . I’m lonely. Whenever you cancel nights out I end up staying home with Mum and Dad watching TV. It’s so depressing. This was supposed to be our summer of fun. What happened? Can’t you be friends with two people at once? I know you have found someone who is extra special, and I know you both have a special “bond,” or whatever, that you and I will never have. But we have another bond, we’re best friends. Or does the best friend bond disappear as soon as you meet somebody else? Maybe it does, maybe I just don’t understand that because I haven’t met that “somebody special.” I’m not in any hurry to, either. I liked things the way they were. So maybe Bethany is now your best friend and I have been relegated to just being your “friend.” At least be that to me, Alex. In a few years time if my name ever comes up you will probably say, “Rosie, now there’s a name I haven’t heard in years. We used to be best friends. I wonder what she’s doingnow; I haven’t seen or thought of her in years!” You will sound like my mum and dad when they have dinner parties with friends and talk about old times. They always mention people I’ve never even heard of when they’re talking about some of the most important days of their lives. Yet where are those people now? How could someone who was your bridesmaid 20 years ago not even be someone who you are on talking terms with now? Or in Dad’s case, how could he not know where his own best friend from college lives? He studied with the man for five years! Anyway, my point is (I know, I know, there is one), I don’t want to be one of those easily forgotten people, so important at the time, so special, so influential, and so treasured, yet years later just a vague face and a distant memory. I want us to be best friends forever, Alex. I’m happy you’re happy, really I am, but I feel like I’ve been left behind. Maybe our time has come and gone. Maybe your time is now meant to be spent with Bethany. And if that’s the case I won’t bother sending you this letter. And if I’m not sending this letter then what am I doing still writing it? OK I’m going now and I’m ripping these muddled thoughts up. Your friend, Rosie

followers have a very clear picture of what they want and need from the most influential leaders in their lives: trust, compassion, stability, and hope

The business of education is the most influential business in existence. Teachers collectively influence the minds of everyone to ever live. There's no one working in any company in any role that hasn't been influenced by several teachers on their journey; teachers whose lessons equipped them to succeed in some way.

Anyaele Sam Chiyson Leadership Law of Influence: It takes an influential leader to excellently raise up leaders of influence.

Many of the most influential business people in history have gone through persecution - allegations of monopoly or fraud or political manipulation, or other things. To some extent, great persecution comes with great influence.

You’re not responsible for people’s thoughts. In fact, what people think of you is none of your business. Your job is to express your personality the best way you can while having the purest intent possible. In short, your responsibility is to do your best to be your true self. Then, people may or may not like you, and either way is fine. Remember, the most influential people such as presidents and statesmen and women are often hated by millions.

The focus should be on becoming a strong and influential personality – cultivate compelling communication skills, focus on building trust and learn how to expand and leverage your professional network.

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. Yet, it is the least understood, most neglected, and most underestimated possibility of our time. That one thing is trust.

Self-esteem is made up primarily of two things: feeling lovable and feeling capable.

Because words have deep meaning, Tweets have power.

Dreams are less influential than actions and actions are less influential than results.

Dad was standing in front of the big windows when I got to the library, his hands clasped behind his back in the classic "I am so disappointed in my offspring" pose. "Dad? Um,Lara said you wanted to see me." He turned around, his mouth a hard line. "Yes.Did you have a nice time with Daisy and Nick last night?" I fought the urge to reach into my pocket and touch the coin. "Not particularly." He didn't say anything, so we just stared at each other until I started feeling fidgety. "Look, if you're going to punish me, I'd really rather just get it over with." Dad kept staring. "Would you like to know how I spent my evening? Well, not evening, really, so much as very early morning hours." Inwardly, I groaned. Mrs. Casnoff sometimes pulled this maneuver: she'd say she wasn't mad, and then proceeded to list all the ways my screwup had inconvenience her. Maybe they taught it at those fancy schools nonreject Prodigium got to go to. "Sure." "I spent those hours on the phone. Do you know with whom?" "One of those psychic hotlines?" Dad gritted his teeth. "If only. No, I was busy assuring no less than thiry influential witches, warlocks, shifters, and faeries that surely, my daughter-the future head of the Council, I should add-had not injured over a dozen innocent Prodigum while attempting to escape a nightclub during a raid by L'Occhio di Dio." "I didn't hurt them!" I exclaimed. Then I remembered just how hard they had hit the wall, and winced. "Well, not on purpose," I amended.

On the Rebbe’s willingness to offer opinions and advice on a large range of issues, including theology, business, family affairs, and even medical questions: “[First] I am not afraid to answer that I don’t know. If I know, then I have no right not to answer. When someone comes to you for help and you can help him to the best of your knowledge, and you refuse him this help, you become a cause of his suffering.

One way was Taylorism. Frederick W. Taylor had been a steel company foreman who closely analyzed every job in the mill, and worked out a system of finely detailed division of labor, increased mechanization, and piecework wage systems, to increase production and profits. In 1911, he published a book on “scientific management” that became powerfully influential in the business world. Now management could control every detail of the worker’s energy and time in the factory. As Harry Braverman said (Labor and Monopoly Capital), the purpose of Taylorism was to make workers interchangeable, able to do the simple tasks that the new division of labor required—like standard parts divested of individuality and humanity, bought and sold as commodities.

When it comes to developing character strength, inner security and unique personal and interpersonal talents and skills in a child, no institution can or ever will compare with, or effectively substitute for, the home's potential for positive influence.

One old domestic, an influential matriarch to many young relatives in Montgomery, was asked by her wealthy employer, “Isn’t this bus boycott terrible?” The old lady responded: “Yes, ma’am, it sure is. And I just told all my young’uns that this kind of thing is white folks’ business and we just stay off the buses till they get this whole thing settled.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Data Ambassador Job Description The Data Ambassador will serve as a liaison between all business stakeholders, end-users and technical resources to protect and promote data assets. This highly influential role will interact with all levels of the organization, guide the development of data assets, and ensure usage of data assets to drive a positive value proposition.

But influential business leaders were eager proponents of numbers-driven merit pay for teachers. Ross Perot, for example, pushed Dallas to implement a plan to use test scores alone to evaluate teachers and distribute pay increases. So it was ironic that private industry had, by the 1980s, mostly turned away from efforts to pay white-collar workers according to strict productivity measures, finding that such formal evaluation programs were too expensive and time-consuming to create and implement. Research showed that companies with merit pay schemes did not perform better financially than did organizations without it, nor were their employees happier. Instead, management gurus recommended that workers be judged primarily by the holistic standards of individual supervisors.

Women have been using their ‘womanly wiles’ to influence male’s behavior for thousands of years. Why are they suddenly crying foul after they receive favor from those same men, some even decades before? They knew what they were doing from the start but had no problem accepting the benefits from those influential men. Why do women feel like they have the right to make outrageous claims of sexual harassment against men while destroying careers, businesses, and families with no repercussions?

Without taking into account the ways in which money has motivated oppression, we are missing an essential layer as to why so many powerful and influential entities, business owners, entrepreneurs, and moguls refuse to take on social justice: it’s just not cost effective to do so. And this legacy has continued and even adapted as some businesses have feigned a more populist message regarding representation of women. Regardless of how many times they can say “feminist!” in a product or ad, it’s the allegiance to money that has hindered progress.

At the time of the Emperor's coronation, some small matter of parish business took him to Paris. Among the influential personages whom he had occasion to visit was Cardinal Fesch, the uncle of Napoleon, and it happened one day, when he was waiting in the cardinal's antechamber, that the Emperor passed through on his way to call on his uncle. Seeing the old priest intently regarding him, he turned to him and asked sharply: "Who is the gentleman who is staring at me?" "Sire," replied M. Myriel, "you are looking at a plain man and I am looking at a great man. Each of us may benefit." That evening the Emperor asked the cardinal the priest's name, and shortly afterwards M. Myriel learned to his great surprise that he had been appointed Bishop of Digne.

In the summer of 1931,” Otto Dietrich, Hitler’s press chief first for the party and later for the Reich, relates, “the Fuehrer suddenly decided to concentrate systematically on cultivating the influential industrial magnates.”14 What magnates were they? Their identity was a secret which was kept from all but the inner circle around the Leader. The party had to play both sides of the tracks. It had to allow Strasser, Goebbels and the crank Feder to beguile the masses with the cry that the National Socialists were truly “socialists” and against the money barons. On the other hand, money to keep the party going had to be wheedled out of those who had an ample supply of it. Throughout the latter half of 1931, says Dietrich, Hitler “traversed Germany from end to end, holding private interviews with prominent [business] personalities.” So hush-hush were some of these meetings that they had to be held “in some lonely forest glade. Privacy,” explains Dietrich, “was absolutely imperative; the press must have no chance of doing mischief. Success was the consequence.

The essence of Roosevelt’s leadership, I soon became convinced, lay in his enterprising use of the “bully pulpit,” a phrase he himself coined to describe the national platform the presidency provides to shape public sentiment and mobilize action. Early in Roosevelt’s tenure, Lyman Abbott, editor of The Outlook, joined a small group of friends in the president’s library to offer advice and criticism on a draft of his upcoming message to Congress. “He had just finished a paragraph of a distinctly ethical character,” Abbott recalled, “when he suddenly stopped, swung round in his swivel chair, and said, ‘I suppose my critics will call that preaching, but I have got such a bully pulpit.’ ” From this bully pulpit, Roosevelt would focus the charge of a national movement to apply an ethical framework, through government action, to the untrammeled growth of modern America. Roosevelt understood from the outset that this task hinged upon the need to develop powerfully reciprocal relationships with members of the national press. He called them by their first names, invited them to meals, took questions during his midday shave, welcomed their company at day’s end while he signed correspondence, and designated, for the first time, a special room for them in the West Wing. He brought them aboard his private railroad car during his regular swings around the country. At every village station, he reached the hearts of the gathered crowds with homespun language, aphorisms, and direct moral appeals. Accompanying reporters then extended the reach of Roosevelt’s words in national publications. Such extraordinary rapport with the press did not stem from calculation alone. Long before and after he was president, Roosevelt was an author and historian. From an early age, he read as he breathed. He knew and revered writers, and his relationship with journalists was authentically collegial. In a sense, he was one of them. While exploring Roosevelt’s relationship with the press, I was especially drawn to the remarkably rich connections he developed with a team of journalists—including Ida Tarbell, Ray Stannard Baker, Lincoln Steffens, and William Allen White—all working at McClure’s magazine, the most influential contemporary progressive publication. The restless enthusiasm and manic energy of their publisher and editor, S. S. McClure, infused the magazine with “a spark of genius,” even as he suffered from periodic nervous breakdowns. “The story is the thing,” Sam McClure responded when asked to account for the methodology behind his publication. He wanted his writers to begin their research without preconceived notions, to carry their readers through their own process of discovery. As they educated themselves about the social and economic inequities rampant in the wake of teeming industrialization, so they educated the entire country. Together, these investigative journalists, who would later appropriate Roosevelt’s derogatory term “muckraker” as “a badge of honor,” produced a series of exposés that uncovered the invisible web of corruption linking politics to business. McClure’s formula—giving his writers the time and resources they needed to produce extended, intensively researched articles—was soon adopted by rival magazines, creating what many considered a golden age of journalism. Collectively, this generation of gifted writers ushered in a new mode of investigative reporting that provided the necessary conditions to make a genuine bully pulpit of the American presidency. “It is hardly an exaggeration to say that the progressive mind was characteristically a journalistic mind,” the historian Richard Hofstadter observed, “and that its characteristic contribution was that of the socially responsible reporter-reformer.

Libertarianism used to have a robust left wing as well. Both disliked government. Both were driven by a fantastically nostalgic conviction that a country of three hundred million people at the turn of the twenty-first century could and should revert to something like its nineteenth-century self. Both had a familiar American magical-thinking fetish for gold—to return to gold as the foundation of U.S. currency because, they think, only gold is real. However, as the post-Reagan Republican mother ship maintained extreme and accelerating antigovernment fervor—acquiring escape velocity during the 2000s, leaving Earth orbit in the 2010s—libertarianism became a right-wing movement. (Also helpful was the fact that extreme economic libertarians included extremely rich people like the Koch brothers who could finance its spread.) Most Republicans are very selective, cherry-picking libertarians: let business do whatever it wants, but don’t spoil poor people with government handouts; let individuals have gun arsenals but not abortions or recreational drugs or marriage with whomever they wish; and don’t mention Ayn Rand’s atheism. It’s a political movement whose most widely read and influential texts are fiction. “I grew up reading Ayn Rand,” Speaker of the House Paul Ryan has said, “and it taught me quite a bit about who I am and what my value systems are, and what my beliefs are.

Another secret organization that tries to influence world politics is the Bilderberg Group, founded in 1954 by Prince Bernhard van Lippe Biesterfeld and Joseph Retinger. This group consists of a number of permanent members that form a small core, and a number of changing members that are invited to take part in conferences. The members meet once a year behind closed doors. The Inner Circle, that is the Round Table, consists of nine members of the Bilderberg Group. Then there is a decision making forum that consists of thirteen members. Finally there are three more members that make up the Inner Circles. These consist of members of the black nobility and other exceptionally influential men. Despite the strict confidentiality and secrecy surrounding the Bilderberg Group, some of their objectives got out. The following objectives are strived for: An international economic Power Block. Founding an international Parliament. Creating an international “World Army” through the abolition of national armed forces. Restriction of the power of national governments in favor of a unique and coordinated World Government. Traditionally the international press never mentions anything about the content of the off-the-record discussions. Sometimes a conference where prominent members from the world of politics, business and society speak confidentially about international questions is mentioned briefly. It is always mentioned that the participants assist as private persons, not in their official occupations. However it is striking that the participants of every Bilderberg conference are flown in from all parts of the world with airplanes and helicopters belonging to different air forces. Also, the large police force used to prevent disturbances and protect the invited is paid for by the tax contributors.[48]

Everywhere you look with this young lady, there’s a purity of motivation,” Shultz told him. “I mean she really is trying to make the world better, and this is her way of doing it.” Mattis went out of his way to praise her integrity. “She has probably one of the most mature and well-honed sense of ethics—personal ethics, managerial ethics, business ethics, medical ethics that I’ve ever heard articulated,” the retired general gushed. Parloff didn’t end up using those quotes in his article, but the ringing endorsements he heard in interview after interview from the luminaries on Theranos’s board gave him confidence that Elizabeth was the real deal. He also liked to think of himself as a pretty good judge of character. After all, he’d dealt with his share of dishonest people over the years, having worked in a prison during law school and later writing at length about such fraudsters as the carpet-cleaning entrepreneur Barry Minkow and the lawyer Marc Dreier, both of whom went to prison for masterminding Ponzi schemes. Sure, Elizabeth had a secretive streak when it came to discussing certain specifics about her company, but he found her for the most part to be genuine and sincere. Since his angle was no longer the patent case, he didn’t bother to reach out to the Fuiszes. — WHEN PARLOFF’S COVER STORY was published in the June 12, 2014, issue of Fortune, it vaulted Elizabeth to instant stardom. Her Journal interview had gotten some notice and there had also been a piece in Wired, but there was nothing like a magazine cover to grab people’s attention. Especially when that cover featured an attractive young woman wearing a black turtleneck, dark mascara around her piercing blue eyes, and bright red lipstick next to the catchy headline “THIS CEO IS OUT FOR BLOOD.” The story disclosed Theranos’s valuation for the first time as well as the fact that Elizabeth owned more than half of the company. There was also the now-familiar comparison to Steve Jobs and Bill Gates. This time it came not from George Shultz but from her old Stanford professor Channing Robertson. (Had Parloff read Robertson’s testimony in the Fuisz trial, he would have learned that Theranos was paying him $500,000 a year, ostensibly as a consultant.) Parloff also included a passage about Elizabeth’s phobia of needles—a detail that would be repeated over and over in the ensuing flurry of coverage his story unleashed and become central to her myth. When the editors at Forbes saw the Fortune article, they immediately assigned reporters to confirm the company’s valuation and the size of Elizabeth’s ownership stake and ran a story about her in their next issue. Under the headline “Bloody Amazing,” the article pronounced her “the youngest woman to become a self-made billionaire.” Two months later, she graced one of the covers of the magazine’s annual Forbes 400 issue on the richest people in America. More fawning stories followed in USA Today, Inc., Fast Company, and Glamour, along with segments on NPR, Fox Business, CNBC, CNN, and CBS News. With the explosion of media coverage came invitations to numerous conferences and a cascade of accolades. Elizabeth became the youngest person to win the Horatio Alger Award. Time magazine named her one of the one hundred most influential people in the world. President Obama appointed her a U.S. ambassador for global entrepreneurship, and Harvard Medical School invited her to join its prestigious board of fellows.

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The tech start-up world from which Musk hails embraces disruption as one of its organizing principles, encouraged in part by the influential blog TechCrunch, which named its flagship conference, TechCrunch Disrupt, for the concept. Silicon Valley’s budding capitalists have long been encouraged to use their software prowess and processes to disrupt existing industries, and hence we have Facebook, which disrupted the news media industry, Airbnb, which disrupted hotels, and crowdfunding, which disrupted traditional investing. When Ted Craver asked Musk to share his thoughts on disruption with an audience of old-school electricity providers, you could see why the chairman might nervously fiddle with his pen. Could Tesla, with its emerging energy-storage business, disrupt the utilities? It might have come as some comfort to those at the conference that Musk is no fan of disruption. Indeed, he and Straubel were probably there to convince utilities to work with Tesla on energy storage projects that could benefit both parties. But the industry’s fear that it might have been on the wrong side of history would not have dissipated completely. The same was true for at least one auto industry leader. The man who, until May 2017, was CEO of the Ford Motor Company is one person who does appear to be a fan of disruption. Mark Fields, a Harvard business grad and Clayton Christensen follower, was fifty-three when he was appointed to succeed outgoing CEO Alan Mulally.

As I’ve said, there are left-wing believers in nonexistent conspiracies and other fantasies, but they’re not nearly as numerous or influential. During the 2016 Democratic primaries, after Bernie Sanders did better in some election-day exit polls than he did in the voting, some of his supporters were convinced a conspiracy had falsified the results. (In fact, exit polls always tend to oversample younger voters.) And while you might have considered Sanders’s leftism unrealistic or its campaign rhetoric hyperbolic (“the business model of Wall Street is fraud”), the campaign wasn’t based on outright fantasies. You may not want democratic socialism, but Denmark is a real country.

The digital CIO needs to be the proactive, visible, and influential top business leaders.

As you will come to see, much is governed by the Golden Rule: he who has the gold makes the rules. There are powerful, influential and enormously wealthy industries that stand to lose a vast amount of money if Americans start shifting to a plant-based diet. Their financial health depends on controlling what the public knows about nutrition and health. Like any good business enterprise, these industries do everything in their power to protect their profits and their shareholders.

Obelix: Certainly not...The menhir business has never had it so good. I'm getting to be the most influential man in the village. Asterix: But wouldn't you rather hunt boar and have fun with your friends, like you used to? Obelix: Of course. When I've sold heaps of menhirs I'll be able to hunt boars again..

The emotional attachment that links customers to your product, as opposed to any other, translates into sustainable growth. Here are some basic rules to connect, shape, influence, and lead with your brand: Choose your target audience: The surest road to product failure is to try to be all things to all people. Connect with the public: Your objective is to make your audience feel an emotional attachment to your brand. Inspire and influence your audience: An inspirational brand message is far more influential than one

If you want to create a scalable business, you have to understand just how crucial it is to build brand equity. The emotional attachment that links customers to your product, as opposed to any other, translates into sustainable growth. Here are some basic rules to connect, shape, influence, and lead with your brand: Choose your target audience: The surest road to product failure is to try to be all things to all people. Connect with the public: Your objective is to make your audience feel an emotional attachment to your brand. Inspire and influence your audience: An inspirational brand message is far more influential than one that just highlights product feature functions.

The Second World War has swept over Europe. The Führer is dead. The Greater German Reich has been smashed. German cities lie in ruins. The German folk has been surrendered to the interest slavery of its enemy. As in the First, so in the Second World War, too, English, American and Russian soldiers have been the executors. But who is the real victor of this war? Is it the folks from whom those soldiers had come? The takeover of the government by the Führer in 1933 was for World Jewry the signal to attack. The World Jewish press agitated for the global boycott against Germany. Germany’s reply was the 24 hour boycott of Jewish businesses on April 1, 1933. No Jew lost his life in the process, and no Jewish business building was damaged. The counter-boycott, ordered by the party leadership and carried out under my leadership, was supposed to warn World Jewry against challenging National Socialist Germany. Since that time, malicious attacks against National Socialist Germany have appeared in the world press again and again. It was unmistakable that with that propaganda in the world, carried out without interruption, the view was supposed to be bred that the existence of a National Socialist Germany meant a danger for the other folks. The Jewish writer Emil Ludwig, who emigrated to France, spoke especially clearly about Jewish wishes and intentions in the magazine „Les Annales”: „Hitler does not want war, but he will be forced to it.” The Polish ambassador in the USA, Count Potocky, wrote at a time when in Europe nobody thought a Second World War would come or must come, to his government in Warsaw that he had gained the impression that influential Jews in Washington would work toward a new world war. (See the German White Book.) The report of the Polish Ambassador Potocky, whom nobody can reproach with bias against World Jewry and who also was no friend of National Socialist Germany, would alone suffice to be able to thoroughly answer the question of war guilt. The guilt for the Second World War, too, was born at the moment when god Jehovah, through the mouth of Field Marshal Moses, gave the Jewish folk the instructions: „You should devour all the folks!” With the defeat of National Socialist Germany in the Second World War, World Jewry has won the greatest victory in its history.

companies are responding – or at least are appearing to. Stakeholder capitalism – the idea that business should serve wider society – has become the corporate buzzword of the day. It was the theme of the 2020 World Economic Forum in Davos. In August 2019, the Business Roundtable, a group of influential US CEOs, radically redefined its statement of the ‘purpose of a corporation’ to include stakeholders, rather than just shareholders.

By 2010, Asians made up 70 percent of Flushing. They have long since expanded out into the surrounding areas. They also have a strong political voice. Jimmy Meng, a successful Flushing lumber salesman and the former president of the highly influential Flushing Chinese Business Association (FCBA), became the first Asian American to serve in the state assembly in 2005. He pleaded guilty in 2012 on charges that he had solicited a cash bribe for $80,000. (The cash had been delivered to Meng’s lumberyard in a fruit basket.) His daughter, Grace, now serves in the U.S. Congress, representing New York’s Sixth District. His son, Andy, was a leader in Pi Delta Psi, the same Asian American fraternity that would be charged with the murder of Michael Deng.

Page 88: Under the absolute monarchy [in Thailand] it was customary for the King to confer titles of nobility on some influential Chinese merchants, titles comparable to those bestowed on high officials. Such men tended to identify their interests with those of the government and to draw closer to Thai society, assuming Thai names, dress, often wives, and moving in the company of officials. Yet they maintained their standing in the Chinese community, and in fact seem to have been useful intermediaries between that community and the Thai government. … On higher levels of commerce, many Chinese have found Thai officials likewise indispensable for continuing success in business, and consequently leading officials have been made nominal directors of Chinese companies.

Page 138: The second consequence [of measures to reduce Chinese economic dominance] is a development of closer ties with the élite members of Thai society. The larger Chinese business men, in order to protect their extensive interests from economic controls and eventually nationalization, have formed financial alliances with leading Thai politicians and military men, who are simply made directors of Chinese companies at a handsome remuneration. A person with substantial financial interests in a business is not likely to destroy it. By the end of 1952, it is estimated that ‘hundreds of government officials and other members of the Thai élite were either fully “cut in” on Chinese businesses or serving on the boards of Chinese firms in a “protective” capacity [and] a majority of the most influential Chinese leaders had formal business connections with government officials and other members of the new Thai élite’ (Skinner 1958:187). There is little evidence that these Thai were more than paper directors, and individuals kept their positions only so long as they remained politically powerful and thus useful to their Chinese friends, but on the higher levels both groups found good reasons to work together. This development stands in rather marked contrast to the apparent conflict of economic interests one finds at the lower economic levels.

But most people, especially highly gifted people, do not really know where they belong until they are well past their mid-twenties. By that time, however, they should know the answers to the three questions: What are my strengths? How do I perform? and What are my values? And then they can and should decide where they belong.

Democracy was surrendered without a fight. This was most notably the case in the collapse of the grand coalition in 1930. It was again the case – however vain the opposition might have proved – in the lack of resistance to the Papen coup against Prussia in July 1932. Both events revealed the flimsiness of democracy’s base. This was not least because powerful groups had never reconciled themselves to democracy, and were by this time actively seeking to bring it down. During the Depression, democracy was less surrendered than deliberately undermined by élite groups serving their own ends. These were no pre-industrial leftovers, but – however reactionary their political aims – modern lobbies working to further their vested interests in an authoritarian system.255 In the final drama, the agrarians and the army were more influential than big business in engineering Hitler’s takeover.256 But big business, also, politically myopic and self-serving, had significantly contributed to the undermining of democracy which was the necessary prelude to Hitler’s success. The masses, too, had played their part in democracy’s downfall. Never had circumstances been less propitious for the establishment of successful democracy than they were in Germany after the First World War. Already by 1920, the parties most supportive of democracy held only a minority of the vote. Democracy narrowly survived its early travails, though great swathes of the electorate opposed it root and branch. Who is to say that, had not the great Depression blown it completely off course, democracy might not have settled down and consolidated itself? But democracy was in a far from healthy state when the Depression struck Germany. And in the course of the Depression, the masses deserted democracy in their droves. By 1932, the only supporters of democracy were the weakened Social Democrats (and even many of these were by this time lukewarm), some sections of the Zentrum (which had itself moved sharply to the Right), and a handful of liberals. The Republic was dead. Still open was what sort of authoritarian system would replace it.

Books In addition to podcasts, several books have significantly shaped my worldview and perspective as an investor. These are the ones I found most influential and deserving of attention in the real estate and entrepreneurship spaces. Real Estate, Investing, Sales, and Negotiation: • Rich Dad Poor Dad: What the Rich Teach Their Kids About Money That the Poor and Middle Class Do Not!, by Robert T. Kiyosaki • Mastering the Market Cycle: Getting the Odds on Your Side, by Howard Marks • The Due Diligence Handbook For Commercial Real Estate: A Proven System To Save Time, Money, Headaches And Create Value When Buying Commercial Real Estate, by Brian Hennessey • Principles: Life and Work, by Ray Dalio • Pitch Anything: An Innovative Method for Presenting, Persuading, and Winning the Deal, by Oren Klaff • Never Split the Difference: Negotiating as if Your Life Depended on It, by Chris Voss Non-Real Estate: • Double Double: How to Double Your Revenue and Profit in 3 Years or Less, by Cameron Herold • Clockwork: Design Your Business to Run Itself, by Mike Michalowicz • How an Economy Grows and Why It Crashes, by Peter Schiff • Economics in One Lesson: The Smartest and Surest Way to Understand Basic Economics, by Henry Hazlitt • What Has Government Done to Our Money, by Murray M. Rothbard • Own the Day, Own Your Life: Optimized Practices for Waking, Working, Learning, Eating, Training, Playing, Sleeping, and Sex, by Aubrey Marcus • The Charisma Myth: How Anyone Can Master the Art and Science of Personal Magnetism, by Olivia Fox Cabane • Deep Work: Rules for Focused Success in A Distracted World, by Cal Newport

The Next Generation of Women Leaders: What You Need to Lead but Won’t Learn in Business School and Pushback: How Smart Women Ask—and Stand Up—for What They Want. As the same time, Rezvani created Women’s Roadmap, which engages in women’s leadership development and helps companies to create inclusive workplaces.

By the mid-1990s, new businesses were beginning to emerge. Analyst Igor Bunin published an influential book in 1994 that profiled forty entrepreneurs

Frame control creates power and power attracts. BY JOSH (JETSET) KING MADRID WHAT DO KANYE WEST AND ELON MUSK HAVE IN COMMON? When you put the two together, there may be few similarities, but I believe one trait they share is the ability to control their frame, also known as frame control. Frame control is a little-known underlying phenomenon that may be one of the reasons they are so influential and successful despite the controversy. Nonetheless, they maintain their status as some of our culture's most powerful figures. The power of how we frame our personal realities is referred to as frame control. A frame is a tool that you can use to package your power, authority, strength, information, and status. Standing firm in your beliefs can persuade and influence. I first discovered frame control in 2016 after coming across the book Pitch Anything by Oren Klaff. I was hooked instantly. I was a freshman in college at UC Irvine at the time and was earning a few thousand dollars a month in my online business. In just a few short months after applying the concept of frame control in my life and business, everything changed — I started dating the girl of my dreams, cleared my first $27,000 in one month and dropped out of college to go all in on my business. Since then, I've read every book, watched every video, and studied every expert-written blog I can find on the subject. This eventually led me to obtain NLP and neuro-marketing certifications, both of which explain the underlying psychology of how our brains frame social interactions and provide techniques for controlling these frames in oneself and others in order to become more likable, influential, and lead a better life overall. Frame control is about establishing your own authority, but it isn't just some self-help nonsense. It is about true and verified beliefs. The glass half-empty or half-full frame is a popular analogy. If you believe the glass is half-empty, that is exactly what it will be. But someone with a half-full frame can come in and convince you to change your belief, simply by backing it up with the logic of “an empty glass of water would always be empty, but having water in an empty glass makes it half-full.” Positioning your view as the one that counts does take some practice because you first have to believe in yourself. You won’t be able to convince anyone of your authority if you are not authentic or if you don’t actually believe in what you’re trying to sell. Whether they realize it or not, public figures are likely to engage in frame control. When you're in the spotlight, you have to stay focused on the type of person you want the rest of the world to see you as. Tom Cruise, for example, is an example of frame control because of his ability to maintain dominance in media situations. In a well-known BBC interview, Tom Cruise assertively puts the interviewer in his place when he steps out of line and begins probing into his personal life. Cruise doesn't do it disrespectfully, which is how he maintains his own dominance, but he does it in such a way that the interviewer is held accountable. How Frame Control Positions the User as Influential or Powerful Turning toward someone who is dominant or who seems to know what they are doing is a natural occurrence. Generally speaking, we are hard-wired to trust people who believe in themselves and when they are put on a world stage, the effects of it can be almost bewildering. We often view comedians as mere entertainers, but in fact, many of them are experts in frame control. They challenge your views by making you laugh. Whether you want to accept their frame or not, the moment you laugh, your own frame has been shaken and theirs have taken over.

The company created a new team of top executives called the business development board, whose sole job was to look for other companies to buy. This group was essentially a reincarnation of the central development group that Brad Hall had overseen in the late 1990s, but it was restructured in a way that made it larger, more influential, and capable of closing deals that were larger by an order of magnitude than anything Koch had done before. The new development group rivaled any deal-making entity on Wall Street. The team had a steady river of cash to work with thanks to the steady flow of money generated at Pine Bend and other assets. The team also made use of Koch Industries’ nearly pristine credit rating,I which made it cheap and easy to get big loans. Even this new strategy—to push for growth and limit risk with a corporate veil—rested on a deeper, more important idea. This idea was the centerpiece of Koch’s new game plan, which relied on one competitive advantage more than any other: Koch’s superior information. Koch was seen by outsiders as an energy company, but, within the firm, it was seen quite differently. Charles Koch and his lieutenants considered Koch to be an information-gathering machine that built up stores of knowledge that were deeper and sharper than its competitors’. This strategy traced back to Koch Industries’ earliest days, but with the new business development board in place, it reached the level of a fine art. Koch’s newly designed companies, like Koch Minerals, each had their own mini development teams that became like searchlights, trained on the various industries in which they operated. Whatever they saw and learned was transmitted to the central development board, which synthesized the information with knowledge that was flowing in from Koch’s other companies. The development board also undertook studies of its own, looking for new opportunities beyond the existing Koch universe.

As were his Mafia connections. As he played the Desert Inn on the Vegas Strip his hoodlum pals were on display at the government hearings being held across America and in Los Angeles which had been his home since 1944. Organised crime had gone corporate, and the Mob’s national consigliere Sidney Korshak had established an influential network along with his closest friend Lew Wasserman, a Sinatra mentor and supporter and arguably the most powerful show-business tycoon – and major Presidential fixer – in America until his death in 2002. Their funny business was conducted in plush offices not street corners.

Our weak-tie acquaintances are often as influential—if not more—than our close-tie friends.

Becoming an influential personality at work is much more important than becoming a hardworking person!

Although corporate bosses were starting to embrace BlackBerry, Lazaridis and Balsillie knew they faced a challenge selling bulk orders to big businesses. Technology purchases were the domain of chief information officers (CIOs). These executives were conservative and frowned on technology that exposed internal communications. “The problem with going through IT is they had to approve everything. It would take a year,” says Lazaridis. “You had to test everything, approve it, and most of these [CIOs] didn’t want it anyway. It was just another thing to deal with. But once a CEO tried it, that was it.” The solution, Lazaridis and Balsillie decided, was an unorthodox plan to infiltrate Fortune 1000 companies. RIM made it easy for influential managers and executives to link the addictive BlackBerry system into their corporate e-mail without involving the IT department.

It must have been the early 1970s, probably in the wake of the October Crisis, and this guy Ryan was telling that influential group of business leaders in Toronto that if they didn’t listen, if they didn’t get it, if they didn’t understand that they had to accommodate their French-speaking fellow citizens, Canada itself could be lost. Not mincing words, telling it like it is — that way of giving it to you straight, as I would later discover, was so typical of Claude Ryan.

France and Germany are, among the countries with large financial sectors, the ones where anti-market rhetoric is strongest. But they are also the countries that have done the least to implement substantive financial reform since the global financial crisis. The principal reason is the instinctive corporatism of both countries, which equates the national interest in financial services with the interests of large national financial services firms. Thus the voice of Deutsche Bank is transmitted as the voice of Germany, not just in domestic German policies but also (and especially) in German positions in international financial negotiations. Germany’s policy positions are also compromised by the local political links of its many regional and community banks (links that have positive as well as many negative aspects). In France the homogeneity of an elite that glides easily from boardroom to cabinet table and back reinforces the sense that its state and its national industrial champions are one. And since France and Germany are the two most influential members of the European Union, the corporate influence extends to the conference rooms of Brussels. Little

PARTNERS IN CRIME HOW THE CLINTONS WENT FROM DEAD BROKE TO FILTHY RICH And the money kept rolling in from every side. —Song from the musical Evita The quotation above refers to the Juan and Evita Peron Foundation, established in 1948 by Evita Peron for the purpose of helping Argentina’s poor. Evita professed to be a champion of the campesinos—the wretched workers who lived in shanties on the outskirts of Buenos Aires—and they trusted Evita. She had, after all, risen up herself from poverty and obscurity. Her fame was the result of her marriage to the general who became the military leader of the country, Juan Peron. Long before the Clintons, Argentina had its own power couple that claimed to do good and ended up doing very well for themselves. There are, obviously, differences between the Clintons and the Perons. Despite her personal popularity, Evita remained an appendage of her husband, seeking but never obtaining political office. At one point, Evita had her eye on an official position, but the political establishment vigorously opposed her, and her husband never supported her in this effort. Hillary, by contrast, was elected senator and now, having deployed her husband on the campaign trail, seeks election to the nation’s highest office previously held by him. The Perons also had a foundation that took in millions of pesos—the equivalent of $200 million—from multiple foreign sources, Argentine businesses, as well as contributions from various individuals and civic groups. With its 14,000 employees, the foundation was better equipped and more influential than many agencies within the Argentinian government. Evita and her cronies were experts at shaking down anyone who wanted something from the government; donations became a kind of tax that opened up access to the Peron administration. Trade unions sent large contributions because they saw Evita and her husband as champions of their cause. In 1950, the government arranged that a portion of all lottery, movie, and casino revenues should go to the foundation. While the foundation made symbolic, highly publicized gestures of helping the poor, in reality only a fraction of the money went to the underprivileged. Most of it seems to have ended up in foreign bank accounts controlled by the Perons, who became hugely wealthy through their public office profiteering. When Evita died in 1954 and the foundation was shut down, Argentines discovered stashes of undistributed food and clothing. No one from the foundation had bothered to give it away, so it sat unused for years. Helping the poor, after all, wasn’t the real reason Evita set up her foundation. No, she had a different set of priorities. Like so many Third World potentates, the Perons used social justice and provision for the poor as a pretext to amass vast wealth for themselves. The Clintons have done the same thing in America; indeed, Hillary may be America’s version of Evita Peron.

There are too many such comments to cite, invariably from these leaders of women’s organizations who, given the endemic nepotism in Egypt and Saudi Arabia, are usually the wives of wealthy and influential public figures, often of a half-understood Westernized bent—meaning slightly to the right of Fox News on family matters—and almost always on the wrong side of menopause. They are never from rural backgrounds, they are never and were never poor, they are never young, and they are usually talking through their metaphorical hat.

Although a partner’s compensation depends in large part on the amount of business he brings to the Firm, no one goes out to knock on doors. The Firm waits for the phone to ring. And ring it does, not because McKinsey sells, but because McKinsey markets. It does this in several different ways, all of them designed to make sure that on the day a senior executive decides she has a business problem, one of the first calls she makes is to the local office of McKinsey. The Firm produces a steady stream of books and articles, some of them extremely influential, such as the famous In Search of Excellence by Peters and Waterman.* McKinsey also publishes its own scholarly journal, The McKinsey Quarterly, which it sends gratis to its clients, as well as to its former consultants, many of whom now occupy senior positions at potential clients. The Firm invites (and gets) a lot of coverage by journalists. Many McKinsey partners and directors are internationally known as experts in their fields.

WHY HABITS ARE GOOD FOR BUSINESS If our programmed behaviors are so influential in guiding our everyday actions, surely harnessing the same power of habits can be a boon for industry. Indeed, for those able to shape them in an effective way, habits can be very good for the bottom line. Habit-forming products change user behavior and create unprompted user engagement. The aim is to influence customers to use your product on their own, again and again, without relying on overt calls to action such as ads or promotions. Once a habit is formed, the user is automatically triggered to use the product during routine events such as wanting to kill time while waiting in line. However, the framework and practices explored in this book are not “one size fits all” and do not apply to every business or industry. Entrepreneurs should evaluate how user habits impact their particular business model and goals. While the viability of some products depends on habit-formation to thrive, that is not always the case. For example, companies selling infrequently bought or used products or services do not require habitual users—at least, not in the sense of everyday engagement. Life insurance companies, for instance, leverage salespeople, advertising, and word-of-mouth referrals and recommendations to prompt consumers to buy policies. Once the policy is bought, there is nothing more the customer needs to do. In this book I refer to products in the context of businesses that require ongoing, unprompted user engagement and therefore need to build user habits. I exclude companies that compel customers to take action through

everyone knows at least twelve influential people.

C. K. Prahalad ". . .he may well be the most influential thinker on business strategy today." BusinessWeek

In one way or another, these fears echoed the beliefs of Karl Marx and Friedrich Engels, who argued in The Communist Manifesto (1848) that governments in capitalist society were political extensions of the interests of business owners. “The executive of the state,” they wrote, was “nothing more than a committee for managing the affairs of the whole bourgeoisie.”25 Over the following decades, scores of influential followers would advance various arguments that had in common a core theme. Marxists argued that the expansion of capitalism brought with it the reinforcement of class divisions and, through imperialism and the spread of finance capital around the world, the replication of these divisions both within countries and between them.

What should my contribution be? To answer it, they must address three distinct elements: What does the situation require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? And finally, What results have to be achieved to make a difference?

As an Iranian woman in the West, I see and share a lot of concern about the fate of my country’s women. But I’m also disturbed at how commonly the Western people I know view female Iranians as either helpless victims or brainwashed enemies—even if they personally know vibrant, successful, multicultural Persian women. In both Iran and the West it’s still widely assumed that males have always been the authors of Iranian culture, business, law, religion, art, education, literature, agriculture, science, architecture, philosophy, social mores, and the writing of history. But of course Iranian women have always been creative, influential players in all of these fields. They’ve always had their own goals, values, passions, and accomplishments, whatever challenges they've faced, and their contributions have enriched the world. As I recall the commonly obscured female half of my heritage, I want to paint a big picture of women’s initiatives in every period of Iranian history. Of course many excellent authors and scholars have been working on that for decades, and their work has helped to dispel traditional bias. But I and my Western male co-author hope to make our own contribution. We want to link the insights and accounts of many Iranian women together, show their significance for the world, and do it through a stream of stories that people of all cultures might enjoy.

In the years following World War II, the Kaizen methodology continued to evolve thanks to the work of both Japanese and American managers—three of which are listed here: The Iowa-born statistician Dr. William Edwards Deming made many consulting trips to Japan during reconstruction efforts and was so influential in turning around Japanese industry that he was awarded the Second Order Medal of the Sacred Treasure by Emperor Hirohito in 1960. (We’ll be referring to Deming’s work many times throughout this book.) The business consultant Masaaki Imai published a management guidebook entitled “Kaizen: The Key to Japan’s Competitive Success.” He also founded the Kaizen Institute Consulting Group (KICG) with the aim of introducing Kaizen techniques to Western companies. Dr. Jeffrey Liker (Professor Emeritus of Industrial and Operations Engineering at the University of Michigan) would bring Kaizen into the mainstream when he published his book of “manufacturing ideals” called “The Toyota Way.” The book showcased many Kaizen-related principles and described the philosophy and values that dictate the modus operandi of the Toyota Motor Corporation.

20 In 1932, Adolf A. Berle and Gardiner C. Means, lawyer and economics professor, respectively, published The Modern Corporation and Private Property, a highly influential study revealing that top executives of America’s giant companies were not even accountable to their own shareholders but operated the companies “in their own interest, and…divert[ed] a portion of the asset fund to their own uses.”21 The only solution, concluded Berle and Means, was to enlarge the power of all groups within the nation who were affected by the large corporation, including employees and consumers. They envisioned the corporate executive of the future as a professional administrator, dispassionately weighing the claims of investors, employees, consumers, and citizens, and allocating benefits accordingly. “[I]t seems almost essential if the corporate system is to survive—that the ‘control’ of the great corporations should develop into a purely neutral technocracy, balancing a variety of claims by various groups in the community and assigning each a portion of the income stream on the basis of public policy rather than private cupidity.

That trifecta—humanities, technology, business—is what has made him one of our era’s most successful and influential innovators. Like

From an insurgent underdog in entertainment, a money pit, something of a joke, YouTube had become one of the most dominant, influential, untamed, and successful media businesses on the planet. In less than two decades.

But the most important recruit was Lord Nathan Rothschild, who had gained complete control of the Bank of England. Lord Rothschild was the leading member of the world’s most influential banking families. The Rothschilds had established financial ties to such countries as Austria, Germany, Russia, Italy, France, Egypt, China, South Africa, China, India, New Zealand, and Australia. In the process, they established close relations with other Jewish banking families, including the Cohens, Warburgs, Schiffs, Kuhns, Loebs, Lazards, Lehmans, and Goldmans. These families worked together, shared resources, and engaged in joint business ventures. They shared a common Jewish heritage, maintained close social ties,

What people think of you is none of your business You’re not responsible for people’s thoughts. In fact, what people think of you is none of your business. Your job is to express your personality the best way you can while having the purest intent possible. In short, your responsibility is to do your best to be your true self. Then, people may or may not like you, and either way is fine. Remember, the most influential people such as presidents and statesmen and women are often hated by millions.

What do I intend to become known for in ten years? What new skills do I intend to learn that will further my art business? How much money do I intend to earn? Yearly $_________ Monthly $_________ Weekly $__________ NAME of two influential people that I wish to meet this year: _____________________________________________________

Social Networking Tool #1: Decide who you want to meet Before attending an event, decide WHO you will meet there. Examples of people you might want to meet would be: A gallery owner that you’ve been trying to get a meeting with. An art collector. Influential art dealer or broker. Your area’s best interior designer. An artist that you admire. Licensing manager of a large company you wish to work with. Anyone you want to connect with personally. Write a list of the names of at least three people you wish to meet at the event. If you don’t know names, then write down the types of people.

That trifecta—humanities, technology, business—is what has made him one of our era’s most successful and influential innovators. Like Steve Jobs, Bezos has transformed multiple industries. Amazon, the world’s largest online retailer, has changed how we shop and what we expect of shipping and deliveries. More than half of US households are members of Amazon Prime, and Amazon delivered ten billion packages in 2018, which is two billion more than the number of people on this planet. Amazon Web Services (AWS) provides cloud computing services and applications that enable start-ups and established companies to easily create new products and services, just as the iPhone App Store opened whole new pathways for business. Amazon’s Echo has created a new market for smart home speakers, and Amazon Studios is making hit TV shows and movies. Amazon is also poised to disrupt the health and pharmacy industries. At first its purchase of the Whole Foods Market chain was confounding, until it became apparent that the move could be a brilliant way to tie together the strands of a new Bezos business model, which involves retailing, online ordering, and superfast delivery, combined with physical outposts. Bezos is also building a private space company with the long-term goal of moving heavy industry to space, and he has become the owner of the Washington Post.

Influential leaders know the importance of being approachable and relatable.

If you build your brand, haters will hate. Build anyway.

I believe exercise makes people smarter, psychologically braver, more creative, more energetic, and more influential. In an online article about twenty habits of successful people, the second item on the list is exercise five to seven days a week. Other studies back this notion–physical fitness and daily exercise are correlated with success in business and in life.

Even the most influential person in a company's workforce will not be able to permanently compensate for the deficiencies of the corporate culture demonstrated by the company's management.

And an Executive Business Review? An executive business review (EBR) should present information at a much higher level, with a focus on executive leadership. It is one of the most influential meetings you will have with your customer all year, yet it’s the one most organizations tend to forget. QBRs happen frequently, across the industry, but EBRs? Not so much. Less tactical and less operational than a QBR, an EBR is typically reserved for your customer’s executive leadership team because it’s a high-level review of the value your product is providing the customer. When you draft an EBR, you should be thinking along the lines of, Who is my stakeholder’s boss? How do I co-present to my stakeholder and their boss the value my product has offered and will continue to offer them? An EBR is a way to move up the value chain, promote your stakeholder’s brand inside their own company, and share wins with the executive leader. It’s a strategic meeting that should focus on reinforcing the value in your customer ROI. It should also validate the goals of the organization, because like you did with your QBRs, you’re building a partnership through open dialogue. The only difference is now you’re doing it at an executive level. EBRs should be scheduled twice a year. I typically recommend scheduling one at least three months before the customer’s renewal because if the meeting goes well, it may help move the renewal along faster. I have seen executives stop pushing on price when they’re negotiating terms, and I’ve even seen some CSMs contact a stakeholder’s executive directly to ask for their help. “We’re having trouble with this renewal. Can you step in and assist?” More often than not, the executive will call whoever they need to call and say, “Just get it done.” Plus, when you reach out and ask for help, you’re engaging executive-level advocates, which is always a good thing.

It is also worth noting that in the seventeenth and eighteenth centuries, the district of St James’s in particular was what Percy Colson called, ‘a whole quarter . . . devoted entirely to man and his various needs at their most expensive’.8 The area boasted such innovations as men’s hatters (one of which, Lock & Co, has existed since 1676, and has been at its present St James’s Street location since 1765), tailors, barbers and cobblers. Therefore, when we think of a particular type of ‘London’ Clubland which has been so influential on other clubs worldwide, we tend to think of a business that emerged from this particularly masculine corner of London. This cottage industry in St James’s masculinity fed into wider ideas of ‘gentlemanliness’, and the aspirations which arose around that.

bespeak

To be effective in an organization, a person’s values must be compatible with the organization’s values.

Our revenue was three hundred billion dollars last year alone. My father built it from the ground up when he took over a small newspaper in New York in the seventies. Then he bought more papers, both domestic and international, then a television station, then a cable network, then a film studio. It grew from there. We’re now considered one of the most successful and influential businesses on the planet.

In all businesses, profits and losses today stem from a collage of decisions, big and trivial, made in the sometimes distant past, often by people who are no longer around. Dumb luck can be as influential as good judgment

The payoffs for maintaining your unwanted condition can be put in three categories. While all three apply, one of them will be the senior payoff—the most influential—for the particular unwanted condition that is persisting. 1. You get to be right. For human beings, being right is a very big payoff, particularly when you are right about the way things “should” be. This validates your tacit ties to the Universal Human Paradigm. You also get to make somebody else wrong. The unwanted condition of never finding a relationship that works is an example of a racket. If this was your unwanted condition, you would probably swear up and down that you really want a working relationship. But you would never pick an appropriate partner—there’s too much payoff in being right about how relationships can’t work. Each failure would provide you more evidence that something is wrong with you, with your partner of the moment, and with marriage, relationships, and love in general. You would go from one relationship to another—frequently, from one marriage to another—involving yourself with the wrong person, over and over, to prove how hard you are trying to “make it work,” but in reality, you would be thoroughly invested in being right about how relationships can’t work. In short, you would be conning yourself, running a racket on anyone you were in a relationship with. In business, the middle manager who doesn’t say what he is thinking, because his ideas are never taken seriously, is running a racket. His payoff: He gets to be right about how difficult it is to advance in the company.

The MTA had limited flexibility to cut its expenses. The subways had very high fixed costs and the Transit Authority needed to provide enough services for the four-hour peak commuting period. While a private business would have tried to replace full-time workers with part-time workers or scaled back salaries and benefits, those were not feasible options for a state-run enterprise whose workers were politically influential. Instead, a new union contract in 1968 allowed transit workers to retire with half pay after twenty years of work, exacerbating the MTA’s financial problems and affecting service quality after most of the car maintenance workers and 40 percent of the electrical workers retired in the next two years.75 With

Politics and government were the jurisdiction of men. Contemporary manuals advised against the lines being blurred, citing women’s propensity to gossip as damaging to male business, and women who formally wielded power were relatively unknown. However, this must have varied as much as personal relationships did and, as Chaucer’s writings make clear, intelligent women must have been influential where circumstances allowed,

He gave active encouragement to every religious and civic society in the city and had a special interest in the Patriotic Junta, composed of politically disinterested influential citizens who urged governments and local businesses to adopt progressive ideas that were too daring for the time.

As you will come to see, much is governed by the Golden Rule: he who has the gold makes the rules. There are powerful, influential, and enormously wealthy industries that stand to lose a vast amount of money if Americans start shifting to a plant-based diet. Their financial health depends on controlling what the public knows about nutrition and health. Like any good business enterprise, these industries do everything in their power to protect their profits and their shareholders. [...] The entire system— government, science, medicine, industry, media, and academia— promotes profits over health, technology over food, and confusion over clarity. Most, but not all, of the confusion about nutrition is created in legal, fully disclosed ways and is disseminated by unsuspecting, well-intentioned people, whether they are researchers, politicians, or journalists. The most damaging aspect of the system is not sensational, nor is it likely to create much of a stir upon its discovery. It is a silent enemy that few people see and understand.

shows us that business is not merely about business, but that it has a personal aspect that needs to be nurtured, respected, and attended to properly. Removing the personal aspect from a business diminishes passion, stunts vision, and disables an individual from projecting towards the future. Lessons Learned: Bill Gates states that

The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency.

In business, the idea of measuring what you are doing, picking the measurements that count, like customer satisfaction and performance ... you thrive on that.

Only a few businesses will succeed by having the lowest price, so most will need a strategy that includes customer services.

In business, only a third of family firms make the transition to a second generation; less than ten percent survive into the third generation. The important, North African, political thinker Ibn Khaldun (1332–1406) predicted a similar cycle of rise and decline for all Arab dynasties. In his influential book the Muqaddimah or Introduction, with which King Salman is almost certainly familiar, Ibn Khaldun described how Arab dynasties usually last for three generations or 120 years—whichever came first.

in one of the most influential business books of all time, Geoffrey Moore’s Crossing the Chasm. Moore argues that technology companies often run into problems when they try to transition from a market of early adopters to the mainstream—the proverbial “chasm.” He recommends that companies focus on niche beachhead markets, from which the company can expand outward using a “bowling pin” strategy in which these markets help to open up adjacent markets. This strategy is even more important for network effects businesses.

That trifecta—humanities, technology, business—is what has made him one of our era’s most successful and influential innovators.

A third source of worry came from the Times’s longtime rival, the Wall Street Journal. After his acquisition of the Journal in 2007, Rupert Murdoch had transformed the newspaper, pushing it in a general-interest direction with more national and international news that was not strictly about business. He was determined to knock the Times off its throne as America’s most influential and widely read daily newspaper and hated the Times’s facile liberalism.

The Pew Foundation, which published an influential annual assessment on the state of journalism, introduced its report this way: “The newspaper industry exited a harrowing 2008 and entered 2009 in something perilously close to free fall.” Business Insider, a new digital start-up, proclaimed, perhaps with a note of glee, that 2009 was “the year newspapers died.

This day and age, in order to be an influential leader you must be able to make a connection with people in varied constituent groups, and drive culture change in multi-generational globally diverse populations.

Here, sit down, and let me answer your question. God wants to have a relationship with you through His Son. In business, Richard, I know you tell us here in the firm to develop relationships with influential people and with clients. How do we do that?' 'Well,' Richard answered, 'we spend time with them, get to know everything we can about them, talk to them, listen to them, try to figure out what's important to them . . . All of that builds the relationship

An ideal Mentor is trustworthy (i.e. capable of keeping things confidential), optimistic, dependable and available, a seasoned leader or contributor within the company, influential, a good listener and has excellent interpersonal skills.

Ricardo’s influential theory of win–win trade was based on products such as wine and cloth, and assumed that the factors of production—land, labour and capital—were immovable behind national borders. Today, everything but land moves, with cross-border flows including trade in products and services (from fresh fruit to legal advice); foreign direct investment (in businesses and properties); financial flows (from bank loans to corporate stocks); and the migration of people in search of a livelihood.

Adversaries, mutual dependence of: "If there is any possibility of avoiding a mutually damaging war, of conducting warfare in a way that minimizes damage, or of coercing an adversary by threatening war rather than waging it, the possibility of mutual accomodation is as important and dramatic as the element of conflict. Concepts like deterrence, limited war, and disarmament, as well as negotiation, are concerned with the common interest and mutual dependence that can exist between participants in a conflict." — Thomas C. Shelling, 1960 Advocacy, diplomatic: "The task of persuading another government to accept and perhaps actually help promote the policies which it is the ambassador's function to advocate still falls primarily on the ambassador himself and his senior diplomatic staff, even in these days of the communications revolution. The cordiality of his personal relations with key figures in the government (even, in countries where this is necessary, at the expense of cordial relations with opposition groups) and their confidence in him as a man of goodwill, make a great difference. An experienced ambassador will have learnt to cultivate such relations as best as he can, so as to have a fund of confidence to draw on. Outside the government there are likely to be a large number of influential people, in the legislature, in political parties, in key economic or business positions, in the news media, perhaps in religious life, who influence decisions and public opinion. Ideally the ambassador must cultivate and influence all these people as well." — Adam Watson, 1982