Interview Confidence Quotes

The only power that exists is inside ourselves.

If you criticize what you’re doing too early you’ll never write the first line.” [Paris Review, interview with Jodi Daynard, The Art of Fiction No. 113, Winter II 1989]

Everyone at some point in life have faced rejection and failure, it is part of the process to self realisation.

The editing process is your opportunity to catch human errors, rethink your choices, and decide what to keep, revise, or let go. Make sure your writing clearly communicates your intent.

All the managers I interviewed had the same sense of identity and self-assurance. None of them were arrogant. Instead, they were clear about who they were and what needed accomplishing. They used that sense of self to engage their team and learn each team member’s strengths and contributions. Their courage and confidence were infectious to their team and to anyone who crossed their paths.

A great attitude toward your approach to an interview—demonstrated by your good posture—is everything.

The man needs to be firm and resolute. He needs to be confident and assured. He needs to be her rock: the one man in the world his submissive can turn to for advice, help, guidance and comfort. And he needs to be able to arouse and excite her. He needs to be able to keep her on edge and off balance. He needs to know her better than she knows herself – and he needs to be all these things to her without losing his honor, or destroying her dignity and independence. He needs to lift her up, Leticia, so that she becomes the person she wants to be, and then he needs to hold her there so she can never ever fall.” Leticia stared up at me and for a long time said

My friend Doris Bry says now that I’ve ruined her spelling because I misspell with such confidence.

I was blessed to be that person in school who was friends with everyone and got along with every group and cliques in school. I was never bullied in high school, and was in Drama, newspaper, sports, pep, and school politics. Guess I was popular enough too to be voted for things too. So where do all the angst and teenage books come from? From the rest of life, imagination, stepping into the shoes of someone, and some incidences in my own life...especially when it deals with romance. Been there and done that...now I'm happily married ever after to a man like the kind I write about and live in and travel to glamorous and exciting places. This wouldn't happen if I didn't have the confidence to believe in myself and to pursue what I love. - Kailin Gow in Interview.

Does this sound like you? You rock up for the job interview full of confidence, you know full well you can fill the position easily and possibly better than most, you’re friendly, outgoing, and personable, and you scare the shit out of the interviewer. They don’t know what to make of you.

Arousing a woman is something that comes from within the man. It’s in his eyes – the smoldering way he looks at her. And it’s in his voice – the confidence and command in his manner. It’s in his hands – the way he turns a touch into a caress… and it’s in his imagination. It’s the way a man kisses, and where he kisses. It’s the sensuality, and the suppressed passion… all those things make a man a lover. They’re things you learn, not objects you can purchase. Making love to a woman is a skill and a craft…

A world full of "certainties" All the plans, all the vanities. Where black covers the white Suited in "confidence"- the constant fight. A million roads I dream to take One destination, knowing not I turn where. A green veil covers for two years, some two decades. But the "plan" awaits, new roads to make. I pant, I struggle, I do my best While they say, "You are, dear, but so inadequate".

I also see courage in myself when I'm willing to risk being vulnerable and disappointed. For many years, if I really wanted something to happen-an invitation to speak at a special conference, a promotion, a radio interview-I pretended that it didn't matter that much. If a friend or colleague would ask, "Are you excited about that television interview?" I'd shrug it off and say, "I'm not sure. It's not that big of a deal." Of course, in reality, I was praying that it would happen. It's only in the last few years that I've learned that playing down the exciting stuff doesn't' take the pain away when it doesn't happen. It also creates a lot of isolation. Once you've diminished the importance of something, your friends are not likely to call and say, "I'm sorry that didn't work out. I know you were excited about it." Now when someone asks me about the potential opportunity that I'm excited about, I'm more likely to practice courage and say, "I'm so excited about the possibility. I'm trying to stay realistic, but I really hope it happens." When things haven't panned out, it's been comforting to be able to call a supportive friend and say, "Remember that event I told you about? It's not going to happen, and I'm so bummed.

Docendo discimus is an old latin phrase meaning, “by teaching, we learn.” Teaching makes ideas real. Explaining an idea to friends forces you to clarify it for yourself and builds confidence in your answer. Teaching flows an idea from your brain, to your mouth, into the air, and back into your ears. Now the idea is real. Now you own it. By

Show up with stories to tell. Your whole life prepares you for the big moments, so go in confidently knowing you have years of experience to your name. This goes for interviews, dates, or any important conversations. It's ultimately about whether they're a fit for you than you a fit for them, so be funny and self-assured and wear hot pink if you feel like it.

The fun of talk is to explore, but much of it and all that is irresponsible should not be written. Once written you have to stand by it. You may have said it to see whether you believed it or not. On the question you raised, the effects of wounds vary greatly. Simple wounds which do not break bone are of little account. They sometimes give confidence. Wounds which do extensive bone and nerve damage are not good for writers, nor anybody else."-Interview for the Paris Review, 1956

The man needs to be firm and resolute. He needs to be confident and assured. He needs to be her rock: the one man in the world his submissive can turn to for advice, help, guidance and comfort. And he needs to be able to arouse and excite her. He needs to be able to keep her on edge and off balance. He needs to know her better than she knows herself – and he needs to be all these things to her without losing his honor, or destroying her dignity and independence. He needs to lift her up, Leticia, so that she becomes the person she wants to be, and then he needs to hold her there so she can never ever fall.

Madonna has no equal at getting attention. She often seems to behave like someone who has been under severe restraint and can now say and do whatever she likes without fear of reprisal. She delights in being challenged, in telling more than she planned, in going further than she had intended. She will answer any question because she is genuinely interested in her own reply. A conversation or an interview then can become an opportunity for self-discovery, or just discovery. It's a hearty mix of self-consciousness and self-confidence. It's a type of courage, this free fall into the perplexing public now.

Most descriptions of Mimi that have appeared in print were based on interviews with her – she outlived John by eleven years. She loved to fuel the image of the stern but loving aunt who provided the secure backdrop to John’s success. But that wasn’t the Mimi I knew. She battered away at John’s self-confidence and left him angry and hurt.

A lot of us for instance are very good at our jobs but absolutely hopeless at job interviews. Does this sound like you? You rock up for the interview full of confidence, you know full well you can fill the position easily and possibly better than most, you’re friendly, outgoing, and personable, and you scare the shit out of the interviewer.

I worked tirelessly on it, attending meetings in church basements, interviewing the members, writing and rewriting, until I felt confident that the piece represented the full complexity—both the mercy and the moral code—of helping to end the lives of suffering people. It is the story I am proudest of. I have, more than once, gone home from a day’s work here and read that piece again, reminding myself of what I’m capable of, reminding myself of the satisfaction I take in sharing the truth, no matter how difficult it may be to swallow.

Indeed, I have found that confidence is one of the most consistent traits exhibited by the successful traders I have interviewed.

I never did learn to spell. My friend Doris Bry says now that I’ve ruined her spelling because I misspell with such confidence.

Posture Power, when interviewing for a job remember. Poor posture shows uncertainty and a lack of confidence and ability. Good posture conveys confidence and an air of capability.

Being prepared and sharing your knowledge earns the confidence of those who are interviewing you, depend on your expertise, or seek you out for solutions, answers, or presentations.

As my library of podcast interviews was growing, I realized I had more to say about the common threads and insights I had gained into how chefs think, their methodologies, and their inspirations. Combined with my own experiences in the food industry, it was clear I had a story to tell. The result is my book, Conversations Behind the Kitchen Door. Whether you’re a professional in the industry or just a dedicated food enthusiast, I’m confident you’ll enjoy reading it.

YA stories feature a young adult protagonist or protagonists and usually focus on that character’s journey toward maturity (the tradition of the Bildungsroman.). Learning about love / relationships is an important part of that stage in our lives, so it’s not surprising so many writers are building strong romantic elements into their YA stories. I don’t remember quite such an emphasis on romance in the books my children read as young adults, so I do think the approach has changed. Within my genre of fantasy, there’s been an upsurge of paranormal romance, partly generated by the Twilight books, but also reflecting the popularity of this sub-genre with adult readers. There are far more female fantasy writers (and female fantasy readers) than there were, say, twenty years ago, and perhaps female writers are more confident about including a good love story in a fantasy novel. (2012 Interview by Helen Lowe: The Supernatural Underground: An Interview with Juliet Marillier Discussing "Shadowfell".)

In every interview I’m asked what’s the most important quality a novelist has to have. It’s pretty obvious: talent. Now matter how much enthusiasm and effort you put into writing, if you totally lack literary talent you can forget about being a novelist. This is more of a prerequisite than a necessary quality. If you don’t have any fuel, even the best car won’t run.The problem with talent, though, is that in most cases the person involved can’t control its amount or quality. You might find the amount isn’t enough and you want to increase it, or you might try to be frugal and make it last longer, but in neither case do things work out that easily. Talent has a mind of its own and wells up when it wants to, and once it dries up, that’s it. Of course, certain poets and rock singers whose genius went out in a blaze of glory—people like Schubert and Mozart, whose dramatic early deaths turned them into legends—have a certain appeal, but for the vast majority of us this isn’t the model we follow. If I’m asked what the next most important quality is for a novelist, that’s easy too: focus—the ability to concentrate all your limited talents on whatever’s critical at the moment. Without that you can’t accomplish anything of value, while, if you can focus effectively, you’ll be able to compensate for an erratic talent or even a shortage of it. I generally concentrate on work for three or four hours every morning. I sit at my desk and focus totally on what I’m writing. I don’t see anything else, I don’t think about anything else. … After focus, the next most important thing for a novelist is, hands down, endurance. If you concentrate on writing three or four hours a day and feel tired after a week of this, you’re not going to be able to write a long work. What’s needed of the writer of fiction—at least one who hopes to write a novel—is the energy to focus every day for half a year, or a year, or two years. … Fortunately, these two disciplines—focus and endurance—are different from talent, since they can be acquired and sharpened through training. You’ll naturally learn both concentration and endurance when you sit down every day at your desk and train yourself to focus on one point. This is a lot like the training of muscles I wrote of a moment ago. You have to continually transmit the object of your focus to your entire body, and make sure it thoroughly assimilates the information necessary for you to write every single day and concentrate on the work at hand. And gradually you’ll expand the limits of what you’re able to do. Almost imperceptibly you’ll make the bar rise. This involves the same process as jogging every day to strengthen your muscles and develop a runner’s physique. Add a stimulus and keep it up. And repeat. Patience is a must in this process, but I guarantee results will come. In private correspondence the great mystery writer Raymond Chandler once confessed that even if he didn’t write anything, he made sure he sat down at his desk every single day and concentrated. I understand the purpose behind his doing this. This is the way Chandler gave himself the physical stamina a professional writer needs, quietly strengthening his willpower. This sort of daily training was indispensable to him. … Most of what I know about writing I’ve learned through running every day. These are practical, physical lessons. How much can I push myself? How much rest is appropriate—and how much is too much? How far can I take something and still keep it decent and consistent? When does it become narrow-minded and inflexible? How much should I be aware of the world outside, and how much should I focus on my inner world? To what extent should I be confident in my abilities, and when should I start doubting myself? I know that if I hadn’t become a long-distance runner when I became a novelist, my work would have been vastly different. How different? Hard to say. But something would definitely have been different.

In his business, some customers come in and buy a suit, but what they're really buying is confidence for that job interview that's coming up. The older businessman browsing new cuff links and ties is actually looking for a way to show he's made it. The woman shopping for socks and underwear for her husband isn't there to buy socks and underwear-she's there to show her man how special he is, how much she recognizes and appreciates his uniqueness. If she wanted socks and underwear for him, she could go to any department store at the mall. The manager at this men's store realized the psychology of his particular clientele.

Dear Halford, When we were together last, you gave me a very particular and interesting account of the most remarkable occurrences of your early life, previous to our acquaintance; and then you requested a return of confidence from me. Not being in a story-telling humour at the time, I declined, under the plea of having nothing to tell, and the like shuffling excuses, which were regarded as wholly inadmissible by you; for though you instantly turned the conversation, it was with the air of an uncomplaining, but deeply injured man, and your face was overshadowed with a cloud which darkened it to the end of our interview, and, for what I known, darkens it still; for your letters have, ever since, been distinguished by a certain dignified, semi-melancholy stiffness and reserve, that would have been very affecting, if my conscience had accused me of deserving it.

I guess what I meant is that you are better off doing nothing than doing something badly. But the problem is that bad writers tend to have the self-confidence, while the good ones tend to have self-doubt. [1989 interview in the literary journal “Arete”. In response to the question "Your poem ‘friendly advice to a lot of young men' says that one is better off living in a barrel than he is writing poetry. Would you give this same advice today?"]

Right from the beginning, I was convinced that Avenir is the better Futura,” said a confident Adrian Frutiger in a recent interview looking back at his 1988 creation. In some respects, his declaration was more than mere boasting — coming 60 years after Futura, Avenir remedied many of the compromises that Renner made in his quest for geometry. Frutiger abandoned pure circles and strictly even stroke weight for “corrected” curves and a bit of contrast.

He’s talking about his childhood, how he grew up knowing he could never match the expectations his parents harboured for him and how he sensed their disappointment, even from an early age. How did you find the confidence then to do what you wanted? the interviewer asks. And Murakami replies that he always had it because he always knew what he loved. He lists reading, listening to music and cats. He says, ‘I know what I love, still, now. That’s a confidence.

I decided to channel my inner “smart reporter” so I would feel more confident. A pencil behind the ear for emergency notes and flair? Check. Shimmery Savvy Girl lip gloss? Check. Spearmint-fresh breath for interviews? Check. Notepad for capturing my brilliant thoughts (and awesome doodles)? Check. Intellectual-looking and slightly uncomfortable pumps? Check. I was trying my hardest to be a sassy, journalistic girl genius and NOT the slightly illiterate writer I felt like inside.

By doing research - whether in written sources such as books, magazines, or newspapers or through personal interviews - you acquire information. The information you collect allows you to operate from the position of choice, confidence, and responsibility. You can choose to use some, or all, or none of the material you've gathered; that's your choice, dictated by the terms of the story. Not using it because you don't have it offers you no choice at all, and will always work against you and your story.

Physical beauty is a subject that many skirt around and almost everyone attempts to down-play thereby demonstrating some sound moral stance, but it remains one of the glories of human existence. Of course, there are many people who are attractive without being beautiful just as there are beauties who bore, and the danger of beauty in the very young is that it can make the business of life seem deceptively easy. All this I am fully aware of. I know too, however, that of the four great gifts that the fairies may or may not bring to the christening – Brains, Birth, Beauty and Money – it is Beauty that makes locked doors spring open at a touch. Whether it is for a job interview, a place at a dining table, a brilliant promotion or a lift on the motorway, everyone, regardless of their sex or their sexual proclivity, would always rather deal with a good-looking face. And no one is more aware of this than the Beauties themselves. They have a power they simultaneously respect and take for granted. Despite the moralists who tut about its transience, it is generally a power that is never completely lost. One can usually trace in the wrinkled lines of a nonagenarian, stooped and leaning on a stick, the style and confidence that turned heads in a ballroom in 1929.

One way you can practice excellent posture is to use “power poses.” Raising your hands overhead with clenched fists such as a marathon runner might do after winning a race is a great one to try - spread your feet out to shoulder-length distance apart from one another, lift your chin, put a smile on your face, and raise your hands overhead. Now hold this for two full minutes. According to research, this gives you a measurable testosterone boost while decreasing levels of stress hormones in your blood stream.   Once you’re done holding the pose, you will naturally maintain a more confident attitude and better posture for a good twenty or thirty minutes afterwards.

How to Perform Paced Breathing Paced breathing is a slow, regular rate of deep breathing. There are three main points to keep in mind when practicing: 1. Breathe slowly. Concentrate on slowing the rate of your breathing to eight or ten breaths per minute. 2. Inhale and exhale through your nose. It is more difficult to take shallow breaths from the upper chest when you breathe through your nose. This keeps you from hyperventilating. 3. Choose a neutral word to focus on while practicing paced breathing. The words “one,” “calm,” and “relax” work well. Each time you exhale, say the word in your mind. This will assist in keeping your breathing evenly paced, and will help to reduce the chances of interfering thoughts. During the day, when you are not practicing paced breathing, alternate paced and normal breathing. Every single breath you take does not have to come from the diaphragm. There should be a natural rhythm between chest breathing and diaphragm breathing. Find a comfortable balance but do more diaphragmatic breathing than you usually do. Tony is at a local law office to interview for an internship. He wants to become a trial lawyer. He is very excited by the thought of working professionally, but is so anxious about the interview that he feels lightheaded and numb. He is afraid he won’t be able to say what he wants to, and that his answers will be incorrect. As he waits for the interviewer, Tony starts to concentrate on slowing the rate of his breathing. With only a few deep breaths, his mind clears and his racing heart calms. He feels more relaxed and is confident.

After we finished the interview Paul thanked me for my time and told me he thought I was great on the radio. He suggested I think about it as a career. I thanked him and said I’d consider it. But really all I was thinking about was Jamie. As soon as I got in my car I looked on my phone and saw I had a Facebook friend request from her. I felt schoolgirl giddy. I accepted the request and immediately called my Army buddy Max. Max is one of the guys who came with me on that first Tough Mudder. We are really close friends, and he’s someone I’ve always confided in. Just a few weeks before I had called and told him, “You know what? I’m done with women for the time being, but the next time I talk to a girl, I’m shooting out of my league.” So now I called Max and said, “I’ve met a girl way out of my league and I’m gonna take a shot.

Hero was left with Mr. Stoke, and at once shocked and enchanted him by confiding that she had no notion how many servants she ought to employ, but hoped he would not think it necessary for her to have too many. 'For I dare say I shan't know how to go on at all. At least, just at first I shall not, though I expect I shall soon get into the way of it.' Finally, it was decided that a cook, a butler, two abigails, and a page-boy or footman should, in addition to his lordship's man, her ladyship's personal maid, a coachman, two grooms, and the Tiger, be sufficient to ensure the young couple a moderate degree of comfort. Mr. Stoke engaged himself to interview all menials applying for the various posts, and to hire those he considered the most desirable. He then took his leave of his patrons and went away in an extremely thoughtful mood.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

Bookish folk aren’t what they used to be. Introverted, reserved, studious. There was a time when bookish folk would steer clear of trendy bars, dinner occasions and gatherings. Any social or public encounters would be avoided at all costs because these activities were very un-bookish. Bookish people preferred to stay in, or to sit alone in a quiet pub, reading a good book, or getting some writing done. Writers, in fact, perhaps epitomised these bookish traits most strongly. At least, they used to. These days, bookish people, such as writers, are commonly found on stage, headlining festivals, or being interviewed on TV. Author events and performances have proliferated, becoming established parts of a writer’s role. It’s not that authors have suddenly become more extroverted – it’s more a case that their job description has changed. Of course, not all writers are bookish. Not in the traditional sense of the word anyway. Some are well suited for public life, particularly those from certain academic backgrounds where public speaking is encouraged and confidence in social situations is shaped and formed. These writers may even be termed ‘gregarious’, and are thus happy being offered up for speaking engagements, stage discussions and signings. Good for them. But the others – the timid, shy and mousy authors – they’re being thrust into the limelight too. That’s my lot. The social wipeouts. Unprepared and ill-equipped to face our reader audience. What’s most concerning is that no one is offering us any guidance or tips. We’re expected to hit the ground running, confident and ready, loaded with banter, quips and answers. It’s a disaster waiting to happen.

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

We call them shadow particles, Shadows. You know what nearly knocked me off my chair just now? When you mentioned the skulls in the museum. Because one of our team, you see, is a bit of an amateur archaeologist. And he discovered something one day that we couldn’t believe. But we couldn’t ignore it, because it fitted in with the craziest thing of all about these Shadows. You know what? They’re conscious. That’s right. Shadows are particles of consciousness. You ever heard anything so stupid? No wonder we can’t get our grant renewed.” She sipped her coffee. Lyra was drinking in every word like a thirsty flower. “Yes,” Dr. Malone went on, “they know we’re here. They answer back. And here goes the crazy part: you can’t see them unless you expect to. Unless you put your mind in a certain state. You have to be confident and relaxed at the same time. You have to be capable—Where’s that quotation…” She reached into the muddle of papers on her desk and found a scrap on which someone had written with a green pen. She read: ‘ “… Capable of being in uncertainties, mysteries, doubts, without any irritable reaching after fact and reason.’ You have to get into that state of mind. That’s from the poet Keats, by the way. I found it the other day. So you get yourself in the right state of mind, and then you look at the Cave—” “The cave?” said Lyra. “Oh, sorry. The computer. We call it the Cave. Shadows on the walls of the Cave, you see, from Plato. That’s our archaeologist again. He’s an all-around intellectual. But he’s gone off to Geneva for a job interview, and I don’t suppose for a moment he’ll be back…. Where was I? Oh, the Cave, that’s right. Once you’re linked up to it, if you think, the Shadows respond. There’s no doubt about it. The Shadows flock to your thinking like birds.…

Such words are pleasing in the ear of the father of spirits. He is not a God to accept the flattery which declares him above obligation to his creatures; a God to demand of them a righteousness different from his own; a God to deal ungenerously with his poverty-stricken children; a God to make severest demands upon his little ones! Job is confident of receiving justice. There is a strange but most natural conflict of feeling in him. His faith is in truth profound, yet is he always complaining. It is but the form his faith takes in his trouble. Even while he declares the hardness and unfitness of the usage he is receiving, he yet seems assured that, to get things set right, all he needs is admission to the presence of God—an interview with the Most High. To be heard must be to have justice. He uses language which, used by any living man, would horrify the religious of the present day, in proportion to the lack of truth in them, just as it horrified his three friends, the honest pharisees of the time, whose religion was 'doctrine' and rebuke. God speaks not a word of rebuke to Job for the freedom of his speech:—he has always been seeking such as Job to worship him. It is those who know only and respect the outsides of religion, such as never speak or think of God but as the Almighty or Providence, who will say of the man who would go close up to God, and speak to him out of the deepest in the nature he has made, 'he is irreverent.' To utter the name of God in the drama—highest of human arts, is with such men blasphemy. They pay court to God, not love him; they treat him as one far away, not as the one whose bosom is the only home. They accept God's person. 'Shall not his excellency'—another thing quite than that you admire—' make you afraid? Shall not his dread'—another thing quite than that to which you show your pagan respect—' fall upon you?

After we finished the interview Paul thanked me for my time and told me he thought I was great on the radio. He suggested I think about it as a career. I thanked him and said I’d consider it. But really all I was thinking about was Jamie. As soon as I got in my car I looked on my phone and saw I had a Facebook friend request from her. I felt schoolgirl giddy. I accepted the request and immediately called my Army buddy Max. Max is one of the guys who came with me on that first Tough Mudder. We are really close friends, and he’s someone I’ve always confided in. Just a few weeks before I had called and told him, “You know what? I’m done with women for the time being, but the next time I talk to a girl, I’m shooting out of my league.” So now I called Max and said, “I’ve met a girl way out of my league and I’m gonna take a shot.” I wasn’t good at asking women out and felt really nervous. I told Max she had sent me a friend request and he urged me to send her a private message on Facebook. I typed out a pretty long message and hit SEND. Then I finally put the keys in the ignition and left the radio station parking lot. Every red light I hit, I checked my phone to see if she had responded. She hadn’t. Why wasn’t she responding? Finally, I pulled over and looked again. The message hadn’t gone through! I panicked and called Max back. “What am I gonna do? What if I send another one and the first one is just floating through the Internet and it eventually goes through? Do I send another one? Do I make it sound exactly the same? I’m gonna look like a crazy person! What do I do? I don’t know what to do!” Max calmed me down again and I rewrote my original message. This time she responded. “Jamie, it was great meeting you and Paul today. Sorry you got stuck with a used bracelet. If I run into you again I will hook you up with a new one. You’ll just have to give that one back. They aren’t free. LOL. Take care.” She responded: “Ha ha. Actually, Noah Galloway, I got the one I wanted ;). Great to meet you, too. Love your story. Tragedy to triumph. I can’t imagine the number of people you inspire every day. Hope to run into you sooner rather than later.

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.

Treating Abuse Today (Tat), 3(4), pp. 26-33 Freyd: You were also looking for some operational criteria for false memory syndrome: what a clinician could look for or test for, and so on. I spoke with several of our scientific advisory board members and I have some information for you that isn't really in writing at this point but I think it's a direction you want us to go in. So if I can read some of these notes . . . TAT: Please do. Freyd: One would look for false memory syndrome: 1. If a patient reports having been sexually abused by a parent, relative or someone in very early childhood, but then claims that she or he had complete amnesia about it for a decade or more; 2. If the patient attributes his or her current reason for being in therapy to delayed-memories. And this is where one would want to look for evidence suggesting that the abuse did not occur as demonstrated by a list of things, including firm, confident denials by the alleged perpetrators; 3. If there is denial by the entire family; 4. In the absence of evidence of familial disturbances or psychiatric illnesses. For example, if there's no evidence that the perpetrator had alcohol dependency or bipolar disorder or tendencies to pedophilia; 5. If some of the accusations are preposterous or impossible or they contain impossible or implausible elements such as a person being made pregnant prior to menarche, being forced to engage in sex with animals, or participating in the ritual killing of animals, and; 6. In the absence of evidence of distress surrounding the putative abuse. That is, despite alleged abuse going from age two to 27 or from three to 16, the child displayed normal social and academic functioning and that there was no evidence of any kind of psychopathology. Are these the kind of things you were asking for? TAT: Yeah, it's a little bit more specific. I take issue with several, but at least it gives us more of a sense of what you all mean when you say "false memory syndrome." Freyd: Right. Well, you know I think that things are moving in that direction since that seems to be what people are requesting. Nobody's denying that people are abused and there's no one denying that someone who was abused a decade ago or two decades ago probably would not have talked about it to anybody. I think I mentioned to you that somebody who works in this office had that very experience of having been abused when she was a young teenager-not extremely abused, but made very uncomfortable by an uncle who was older-and she dealt with it for about three days at the time and then it got pushed to the back of her mind and she completely forgot about it until she was in therapy. TAT: There you go. That's how dissociation works! Freyd: That's how it worked. And after this came up and she had discussed and dealt with it in therapy, she could again put it to one side and go on with her life. Certainly confronting her uncle and doing all these other things was not a part of what she had to do. Interestingly, though, at the same time, she has a daughter who went into therapy and came up with memories of having been abused by her parents. This daughter ran away and is cutoff from the family-hasn't spoken to anyone for three years. And there has never been any meeting between the therapist and the whole family to try to find out what was involved. TAT: If we take the first example -- that of her own abuse -- and follow the criteria you gave, we would have a very strong disbelief in the truth of what she told.

Coach Valvano told me that my goal should be to walk out of the interview with “no negatives.” Every comment, phrase, or story must be positive, and I had to be prepared to talk only about things that put me in the best light. No matter what the topic, it was my job to turn every answer into a response that highlighted my strong points. Like his point guard, who controlled the court, or my middle linebacker, who controlled our defense, I had to control the interview. He taught me that if they asked a question that I couldn’t answer, then I shouldn’t answer it but instead find a way to turn the question to something I could talk about comfortably, positively, and honestly. He explained the importance of being disciplined in that setting and avoiding any and all negative thoughts. If I spoke with positivity and confidence, it would be evident that I believed in myself, and that belief was what the interviewer would be looking for.

He turned away and began picking up the sheaf of papers he’d dumped on the desk earlier, shuffling them into some sort of order, and Helena watched him, her heart twisting suddenly. For all his bravado, he was definitely hurting. He’d fallen hard for Jasmine, a bright, ambitious medical registrar he’d met while interviewing a stabbing victim at Southmead Hospital, and who he’d been dating for the past year or so; he’d even, when Helena had joined him and some of the other detectives for a rare night in the pub a few months back, confided in her after several vodkas that he was considering proposing, once Jasmine had completed her training

In the context of the job approval question in the New York Times/CBS poll, we can be 95 percent confident that the true proportion of all Americans who disapprove of President Obama’s job rating lies in the range of 46 percent ± 3 percent, or between 43 percent and 49 percent. If you read the small print on the New York Times/CBS poll (as I urge you to do), that’s pretty much what it says: “In theory, in 19 cases out of 20, overall results based on such samples will differ by no more than 3 percentage points in either direction from what would have been obtained by seeking to interview all American adults.

Almost anybody can make up a list of rules that are 80 percent as good as what we taught our people. What they couldn’t do is give them the confidence to stick to those rules even when things are going bad.

Well, that’s more like it – though not the lack of ventilation. It’s becoming increasingly likely that we can exclude any stray students or wandering parents from our possible culprits and focus on four key suspects. The sooner we can speak to them, the more chance we have of finding the guilty party. I’d like to keep ahead of Blunt as much as possible. He can tie himself up interviewing the wrong man while we get to the killer.” His enthusiasm was infectious, and I found myself grinning as I counted off the suspects in my head. “So you’re confident it wasn’t Herbie then. That’s wonderful. With whom should we start?” “Who had the most to gain?” I had to think for a bit, but after some quick calculations, I went with, “Well, his wife. Celia Hardcastle would have inherited whatever money her husband

The relationship between the famous and the public who sustain them is governed by a striking paradox. Infinitely remote, the great stars of politics, film and entertainment move across an electric terrain of limousines, bodyguards and private helicopters. At the same time, the zoom lens and the interview camera bring them so near to us that we know their faces and their smallest gestures more intimately than those of our friends. Somewhere in this paradoxical space our imaginations are free to range, and we find ourselves experimenting like impresarios with all the possibilities that these magnified figures seem to offer us. How did Garbo brush her teeth, shave her armpits, probe a worry-line? The most intimate details of their lives seem to lie beyond an already open bathroom door that our imaginations can easily push aside. Caught in the glare of our relentless fascination, they can do nothing to stop us exploring every blocked pore and hesitant glance, imagining ourselves their lovers and confidantes. In our minds we can assign them any roles we choose, submit them to any passion or humiliation. And as they age, we can remodel their features to sustain our deathless dream of them. In a TV interview a few years ago, the wife of a famous Beverly Hills plastic surgeon revealed that throughout their marriage her husband had continually re-styled her face and body, pointing a breast here, tucking in a nostril there. She seemed supremely confident of her attractions. But as she said: ‘He will never leave me, because he can always change me.’ Something of the same anatomizing fascination can be seen in the present pieces, which also show, I hope, the reductive drive of the scientific text as it moves on its collision course with the most obsessive pornography. What seems so strange is that these neutral accounts of operating procedures taken from a textbook of plastic surgery can be radically transformed by the simple substitution of the anonymous ‘patient’ with the name of a public figure, as if the literature and conduct of science constitute a vast dormant pornography waiting to be woken by the magic of fame.

Mentors are the business version of “not your little friends.” They are essential because even though they aren’t your peers, they can be life rafts. Mentors might take the form of a college professor who became your favorite thought leader, an old boss who championed your work and made sure you got your next position, or someone you met at a conference, had great conversation with, and now have access to. Because mentors care about your life even outside of the business (because your personal life absolutely affects your career), you confide in them. They’re friends as well as guides. Mentors are incredible, because they can unlock doors in our lives. They can make our dreams more tangible, because they are invested in our success. We need a new job? Well, they might be able to make a phone call to someone who then makes a phone call to get us the interview we need to be considered. They actively ask, “How can I help?” without necessarily expecting anything.

Nash and her husband, Roy Stone, have worked for the Los Angeles library for a combined total of seventy-nine years. (Not long after I interviewed them, they both retired.) It was Nash’s purse that Glen Creason and Stone had been looking for immediately after the fire, when they discovered that the Patent Room had melted. Nash and Stone are library people. Besides being a senior librarian, Stone had been the head of the Librarians’ Guild for many years. He once confided to me that when he worked at a branch downtown, local drug dealers used to come to the library and ask him to help fill out their tax returns. He thought it was a perfect example of the rare role libraries play, to be a government entity, a place of knowledge, that is nonjudgmental, inclusive, and fundamentally kind.

Don't you fear the unknown..?" "No..I don't." "What belief makes you say that?" "Unknown can be friendly too.." "An example?" "People. My best friends today were strangers, completely unknown just three years ago." "What about places, circumstances?" "Same. Can they really be unknown? What can be different? When you know yourself well, with the confidence to face it because you are prepared, then why fear.." "If you are not prepared and it is something you couldn't imagine and it is bad, then?" "Then what? We are wired for Fight or Flight response. Choose wisely.." "Can it be so simple?" Now it was my turn to ask - "Do you believe in reincarnation? Rebirth?" "Yes..I do." "Then it's either a new day or a new life. Isn't it?" He kept looking at me for few moments. "Do you mean one should not carry fears?" "No, I don't say that. You can't avoid fear. It is a natural emotion, a basic one. Let it motivate you. Not hold you. And unknown can be so pleasant too as I said right in the beginning. " " Are you telling me that life can be so simple and cool..?" "You tell me," I asked. Thanks, #simplySOOD", s/he said. From an interview that NEVER HAPPENED. RS #RameshSOOD #Coaching #StoryTelling

Export Credit Guarantees.‘After all, Madame Nhu is asking a thousand dollars an interview, in this case we can insist on five and get it. Damn it, this is The Man . . . ’ The brain dulls. An exhibition of atrocity photographs rouses a flicker of interest. Meanwhile, the quasars burn dimly from the dark peaks of the universe. Standing across the room from Catherine Austin, who watches him with guarded eyes, he hears himself addressed as ‘Paul’, as if waiting for clandestine messages from the resistance headquarters of World War III. Five Hundred Feet High. The Madonnas move across London like immense clouds. Painted on clapboard in the Mantegna style, their composed faces gaze down on the crowds watching from the streets below. Several hundred pass by, vanishing into the haze over the Queen Mary Reservoir, Staines, like a procession of marine deities. Some remarkable entrepreneur has arranged this tour de force; in advertising circles everyone is talking about the mysterious international agency that now has the Vatican account. At the Institute Dr Nathan is trying to sidestep the Late Renaissance. ‘Mannerism bores me. Whatever happens,’ he confides to Catherine Austin, ‘we must keep him off Dali and Ernst.’ Gioconda. As the slides moved through the projector the women’s photographs, in profile and full face, jerked one by one across the screen. ‘A characteristic of the criminally insane,’ Dr Nathan remarked, ‘is the lack of tone and rigidity of the facial mask.’ The audience fell silent. An extraordinary woman had appeared on the screen. The planes of her face seemed to lead towards some invisible focus, projecting an image that lingered on the walls, as if they were inhabiting her skull. In her eyes glowed the forms of archangels. ‘That one?’ Dr Nathan asked quietly. ‘Your mother? I see.

China’s government is deeply concerned about any loss of confidence in the country’s fragile financial markets, both legitimate and shadow. If a financial crisis were to cause the economy to crash, it would jeopardise the Party’s hold on power, not to mention a huge writedown in the value of assets owned by the red aristocracy. When China’s stock market was crashing in June 2015, a directive was issued to state media ordering them to change their reporting so as to ‘rationally lead market expectations’.99 They were directed to halt all discussions and expert interviews. The directive went on: ‘Do not exaggerate panic or sadness. Do not use emotionally charged words such as “slump”, “spike”, or “collapse”.’ Two months after the crash, a reporter for the respected business magazine Caijing, Wang Xiaolu, was arrested on charges of ‘spreading rumors’.

I still enjoyed the quiet, upholstered warmth of the front seat of his min-van. I'd spent so many hours in his car, en route to soccer games, school functions, parties, and dates, comforted by the casual strength of his hands, the dry knuckles of his long fingers spread along the steering wheel. My dad knew every road, every vein and artery in the whole state, and he drove confidently, making intermittent conversation while the radio was on, and then turning it off to gently interview me.

Visualization As you hone and create your identity and new narrative, being able to picture yourself moving through this new life actually helps it become your reality. As you use imagery as a tool, be aware that there is a huge difference between fantasizing and visualizing. It’s like the saying “If you write it down, it’s a plan; if you don’t, it’s a wish.” Fantasizing is the activity of imagining scenarios that satisfy your desire for gratification and vengeance. Fantasizing is wishing, which is not a bad place to start. Fantasy often uses a third-person POV, like watching yourself in the best movie ever, starring you. It might be fun to fantasize, but as a psychological tool that enables you to get what you want in life, it’s more or less useless. Fantasy is usually about outcome. You imagine yourself being respected or thin, in a sexual or romantic relationship, or on the beach, but you are no closer to realizing those dreams than you were before you fantasized about them. Visualizing is like writing it down to make a plan; more specifically, it is making a model in your mind of the process leading to the desired result. Visualizing is a scientific methodology for rehearsing different reality-based scenarios in your head before an important event or interaction. If you learn to visualize effectively, you can condition yourself to succeed, even in stressful, anxious situations. To visualize for success: First, use the third-person POV to see yourself showing up as required in your life, on task, and with the performance you desire. Next, use the first-person POV, where you enter into the scene and you see and feel the experience. Go over the specifics of a job interview and see yourself being assertive. Feel your steady heart rate. Smell the confidence. Train your brain to associate walking into that interview with assurance and calm. Visualize every sensation and step. The coldness of the doorknob, the plush carpet under your shoes, the overhead lighting, the sound of the copy machine down the hall. Immerse yourself in detail. Script the scene with positive, powerful phrases, like I can and I am. I can get the job done. I am the person you’re looking for. Repeat the scenario. During the week before the specific event or interaction is to take place, practice daily. Later on, when it’s all over, examine how close your visualization was to reality. Even if the two look completely different, you’ll be glad you did all you could to be prepared and to succeed. This is a tried-and-true method of practicing for success. Athletic coaches on the sports field and personal life coaches advocate and outright require this kind of thorough mental preparation. There is no substitute except to rely on luck, which is not really a plan. Prepare, prepare, prepare, and remember what Louis Pasteur said: “Chance seems to favor the prepared mind.

particularly disturbed that day, evidently by the fact that they had dared to inspect and criticize his camp in his absence. From this short interview with Pfuel, Prince Andrew, thanks to his Austerlitz experiences, was able to form a clear conception of the man. Pfuel was one of those hopelessly and immutably self-confident men, self-confident to the point of martyrdom as only Germans are, because only Germans are self-confident on the basis of an abstract notion—science, that is, the supposed knowledge of absolute truth. A Frenchman is self-assured because he regards himself personally, both in mind and body, as irresistibly attractive to men and women. An Englishman is self-assured, as being a citizen of the best-organized state in the world, and therefore as an Englishman always knows what he should do and knows that all he does as an Englishman is undoubtedly correct. An Italian is self-assured because he is excitable and easily forgets himself and other people. A Russian is self-assured just because he knows nothing and does not want to know anything, since he does not believe that anything can be known. The German's self-assurance is worst of all, stronger and more repulsive than any other, because he imagines that he knows the truth—science—which he himself has invented but which is for him the absolute truth.

Striking compromises across people. Finding ways of making teammates feel valued. Being able to agree to things that are suboptimal for you in the interest of the greater team good. Understanding people’s underlying motivations and incentives. Motivating teams and boosting morale. Relinquishing your ego and encouraging others to do the same. Setting common goals, metrics, and procedures. Balancing autonomy with team cohesion. Building the confidence of those around you. Increasing individual accountability. Setting a good example. Taking personal responsibility. Showing compassion and empathy for coworkers. Identifying and dividing responsibilities. Sharing knowledge and responsibilities. Mitigating the damage from a negative teammate or situation. Building trust across the team.

During one selection process, one applicant was poised and confident.  When asked what qualities she had to make the team better, she identified her speaking ability.  And she was correct!  She was a good speaker as she claimed.  Then a curious thing happened after the interview.  Dan’s team always uses a practical exercise to evaluate baseline negotiation ability.  The officer who was a good speaker was given a chance to try out as a good negotiator.  Predictably, when she was put under pressure she defaulted to talking.  She didn’t listen!  She missed critical information and opportunities from the actor.  Her talking caused a negative emotional spiral that she didn’t know how to correct or pause.  As the situation worsened, she ran out of things to say.  Then, she quit. She was a victim of a deeply rooted myth about what great negotiations require.  Speaking ability is good to have provided your listening game is locked in.  Unfortunately, there is a myth that good speakers make good negotiators.  The problem with good speakers is they like to speak too much!  It is what they are comfortable doing.  They also substitute quantity for quality as their speaking ability gets stressed or when their words are not immediately effective.

Next is confidence in your ability to make a change. Change is hard, and you have to feel up to the task. Being ready requires a sense of urgency and a desire to prioritize. This is generally the last piece to fall into place.

Hire the right people. “We will continue to focus on hiring and retaining versatile and talented employees,” he wrote in an early shareholder letter. Compensation, especially early on, was heavily weighted to stock options rather than cash. “We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.” There are three criteria he instructs managers to consider when they are hiring: Will you admire this person? Will this person raise the average level of effectiveness of the group he or she is entering? Along what dimension might this person be a superstar? It’s never been easy to work at Amazon. When Bezos interviews people, he warns them, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three.” Bezos makes no apologies. “We are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about,” he says. “Such things aren’t meant to be easy. We are incredibly fortunate to have this group of dedicated employees whose sacrifices and passion build Amazon.com.” These lessons remind me of the way Steve Jobs operated. Sometimes such a style can be crushing, and to some people it may feel tough or even cruel. But it also can lead to the creation of grand, new innovations and companies that change the way we live. Bezos has done all of this. But he still has many chapters to write in his story. He has always been public spirited, but I suspect in the coming years he will do more with philanthropy. Just as Bill Gates’s parents led him into such endeavors, Jackie and Mike Bezos have been models for Bezos as he focuses on missions such as providing great early-childhood education to all kids. I am also confident that he has at least one more major leap to make. I suspect that he will be—and is, indeed, eager to be—one of the first private citizens to blast himself into space. As he told his high school graduating class back in 1982, “Space, the final frontier, meet me there!

You may have seen the video of the psychological study in which young Black girls are given two Barbie dolls. With the exception of their skin tone—one is white, the other brown—the dolls are identical. The little girls are asked, “Which is pretty? Which is nice?” Over and over they choose the White doll. It is heartbreaking. They have been programmed, and the “real world” impact is this: if you’re a White girl, it gives you confidence. If you’re a Black girl, no confidence. But confidence is imperative. How do you do well on a school test without confidence? How do you handle relationships without confidence? How do you handle job interviews without confidence?

When I finally decided to share my information with Lew Merletti, I knew everything I said would be held in confidence. Merletti’s response to my revelation was immediate, and he encouraged me to tell my story to Ken Gormley, dean of the School of Law at Duquesne University (now the thirteenth president of the university) and the author of The Death of American Virtue: Clinton vs. Starr. Gormley had interviewed Merletti during the Monica Lewinsky scandal that led to President Clinton’s impeachment. Merletti trusted Gormley. I repeated my story to Gormley, and he agreed with Merletti: “You have a story here that needs to be

When I finally decided to share my information with Lew Merletti, I knew everything I said would be held in confidence. Merletti’s response to my revelation was immediate, and he encouraged me to tell my story to Ken Gormley, dean of the School of Law at Duquesne University (now the thirteenth president of the university) and the author of The Death of American Virtue: Clinton vs. Starr. Gormley had interviewed Merletti during the Monica Lewinsky scandal that led to President Clinton’s impeachment. Merletti trusted Gormley. I repeated my story to Gormley, and he agreed with Merletti: “You have a story here that needs to be told.” This is the story I kept

Here is a stark example. If you have time, I suggest watching the YouTube video of the January 2000 presentation by the president of Enron, Jeffrey Skilling, and his senior management on the launch of Enron Broadband.2 I dare you not to be impressed. The guys are poised, confident, and, at least to my eyes, extremely competent. It is hard to find fault with their strategy or vision, and their execution plan for broadband services seems spot on. However, in less than two years after this impressive presentation, Enron went bankrupt, and in 2006 Skilling was sent to prison for perpetrating a massive fraud.3 Except for a few short sellers, no professional analysts or investors could have guessed what was going on at Enron even though the management was quite open to the media and regularly gave interviews. I know what you are thinking. Am I building my entire case on an outlier like Enron? Let’s look at it another way. I assume you have read the interviews of many CEOs or company presidents. Did any mention that they don’t care for the customer, that they have stopped innovating, or that they hire people who have been rejected by other companies? Have you ever heard a company leader disparage their products or services or admit that their competition is doing a better job or that they are sick and tired of company politics?

Note that healthy attributions about failure not only stay balanced and rational, they also take account of the ways—small or large—that you may have contributed to what happened. Maybe you didn’t prepare sufficiently for the interview. This is not to beat yourself up or wallow in shame. Quite the contrary; it’s about developing the self-awareness and confidence to keep learning, making whatever changes you need so as to do better next time.

The job interview is perhaps the most obvious example of this sort of unpaid emotional labour: here the candidate must appear sufficiently confident and enthusiastic to satisfy a selection panel assessing "presentation" and "personality", as if these were objective scientific criteria. So the interview, regardless of the job, becomes a kind of talent show audition hinging on generic questions about change, teamwork etc. (the equivalents of the standard repertoire of X Factor ballads), while the interviewee must project an all-purpose positivity by extemporising around this script without revealing its artificiality. The candidate must project the right image and hit the right notes, and must put his 'heart and soul' into every performance, even for the most dreary role.

As noted earlier with regard to job interviews, employers have at their disposal a whole range of convenient terms - confidence, presentation, commitment, personality - upon which to hang any ideological conflict. Indeed, such judgements are often more crucial than any real ability. Having got this far, the precarious jobseeker clearly cannot afford to step outside the spirit of the discourse.

Willow wondered if it caused resentment: these confident, educated incomers, buying up the nice houses, subtly changing the character of the place. She’d always thought Shetlanders were certain enough of their own culture, hospitable enough, not to mind too much, but now she wasn’t so sure. Wouldn’t it feel like an invasion? She left her bag where it was and wandered down. The baby was sitting in a bouncy chair. He was soft-skinned and content, with downy hair and serious eyes. Willow had seen him the day of his birth and had been so jealous of Rosie that for the first time she’d understood how women could steal newborns from a hospital ward. ‘What did you decide to call him in the end?’ ‘Michael,’ John said. ‘We thought he looked like a Michael.’ Willow drank tea and listened to the couple chat. They offered her a meal, but she made do with a bannock and a slice of cheese and some home-made ginger biscuits. Soon she’d had enough of their company. She said she’d go up to her room; there was no need for them to show her, if it was the same as last time. It was jealousy again that sent her away. She knew that even if Perez had welcomed the news of her pregnancy, they would never have this sort of relationship: tender, calm, unflustered. There would always be something to come between them. Work, or Cassie, or Fran Hunter’s ghost. Her child would never live up to Cassie, in Perez’s mind, and she would never live up to Fran. In the room, she wondered if she should call Perez to find out how the interview with Magnie Riddell had gone. On any previous investigation she would have done that, or she’d have gone round to see him late in the

Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar Phone +95 9972107002 1. Study Organizations in Myanmar: A Growing Demand for survey companies in Myanmar is a Southeast Asian nation steeped in culture and history. Over the past ten years, it has undergone rapid economic growth and modernization. This development has made an expanding market for different administrations, including statistical surveying. Businesses in Myanmar benefit greatly from the assistance of survey firms in comprehending consumer behavior, market trends, and the landscape of competition. Among the main players in this field is AMT Statistical surveying, an organization known for its complete administrations and neighborhood skill. The Role of survey companies in Myanmar Businesses wishing to establish or expand their presence in this dynamic market must conduct market research in Myanmar. Myanmar, which has a population of over 54 million people, presents significant opportunities for businesses operating in a variety of industries, including tourism, finance, consumer goods, and telecommunications. However, the market also faces unique obstacles like a diverse ethnic landscape, varying degrees of economic development across regions, and a regulatory environment that is constantly shifting. By providing insights into consumer preferences, purchasing patterns, and market dynamics, survey companies assist businesses in navigating these complexities. To get accurate and relevant data, they use a variety of methods, such as observational studies, qualitative interviews, focus groups, and quantitative surveys. Driving Overview Organizations in Myanmar A few overview organizations work in Myanmar, each offering a scope of administrations custom-made to address the issues of various clients. AMT Market Research stands out among these due to its extensive experience and thorough comprehension of the local market. AMT Statistical surveying AMT Statistical surveying is a noticeable player in Myanmar's statistical surveying industry. Surveys of customers' satisfaction, market research, brand health monitoring, and other services are all offered by the business. AMT's group of experienced scientists and examiners influence their neighborhood information and skill to convey noteworthy bits of knowledge for organizations. AMT Statistical surveying uses a blend of customary and current information assortment techniques. Depending on the research objectives and target audience, they conduct in-person interviews, telephone surveys, and online surveys. Their methodology guarantees top notch information assortment, even in remote and difficult to-arrive at areas of Myanmar. Myanmar Advertising Exploration and Advancement (MMRD) Laid out in 1992, MMRD is one of the most established statistical surveying firms in Myanmar. The organization offers an extensive variety of examination administrations, including market passage studies, contender investigation, and financial investigations. MMRD has gained notoriety for its intensive and solid exploration, making it a confided in accomplice for both neighborhood and worldwide organizations. Boondocks Myanmar Exploration Boondocks Myanmar Exploration is one more outstanding player on the lookout. The organization represents considerable authority in giving experiences into Myanmar's advancing business sector scene. Their administrations incorporate area explicit exploration, purchaser conduct studies, and effect evaluations. Wilderness Myanmar Exploration is known for its inventive philosophies and capacity to adjust to the quickly changing economic situations. Understanding Myanmar Understanding Myanmar is a somewhat new participant in the statistical surveying industry however has rapidly earned respect for its excellent exploration and client-driven approach.

Finding the Best Immigration Lawyer in Sydney: Services offered Navigating the complex landscape of immigration law can be daunting, especially in a city as diverse and bustling as Sydney. The right immigration lawyer can be an invaluable asset by providing essential advice and support. Here is a closer look at the services offered by the best immigration lawyers in Sydney and how they can help you during your immigration journey. Help with visa application One of the primary services provided by immigration attorneys is assistance with visa applications. There are different visa categories in Australia, including: Skilled Worker Visa: For individuals with specific skills that are in demand in Australia. Family visas: For reunification of family members, including partner, child and parent visas. Student visa: For those who want to study in Australia. Visitor visas: For short-term visits for tourism or business. The best immigration lawyers will help clients determine the most appropriate visa category, prepare the necessary documentation, and ensure correct and timely submission of applications. Legal advice and representation Immigration law can be complex, with ever-changing rules and regulations. An experienced immigration attorney provides legal advice customized to your situation. They can clarify complex legal jargon, outline your rights and responsibilities, and discuss the potential risks and benefits of different immigration options. If your application is refused or if you face visa cancellation, an experienced lawyer will represent you in appeals or judicial reviews. Their experience in handling such cases can greatly increase your chances of a favorable outcome. Preparation for interviews Many visa applications require interviews with immigration authorities. The best immigration attorneys will prepare you for these interviews by conducting mock interviews and advising you on how to effectively present your case. They will help you understand the types of questions that may come up and how to confidently answer them, ensuring that you are well prepared for the day. Compliance and Legal Obligations Once you have obtained a visa, it is essential to meet its conditions. Immigration attorneys provide advice on your responsibilities as a visa holder and help you understand what it takes to avoid violations that could jeopardize your immigration status. This includes understanding employment rights, study requirements and reporting obligations. Applications for permanent residence and citizenship For many immigrants, the ultimate goal is to achieve permanent residency and eventually citizenship. Immigration attorneys can help you with permanent residency applications, guide you through the points test and ensure that you meet all the necessary requirements. In addition, if you want to apply for Australian citizenship, an immigration lawyer can help you understand the eligibility criteria, prepare your application and deal with any issues. They can also help you prepare for your citizenship test and ensure you are ready to demonstrate your knowledge of Australian history, culture and values. Help with special cases Some immigration situations are more complicated than others. The best immigration lawyers are equipped to handle special cases, including: Refugee and Humanitarian Visas: For those seeking asylum in Australia due to persecution or significant risk in their home country. Employer-sponsored visas: We help businesses sponsor foreign workers and ensure compliance with labor laws. Health and Character Issues: Addressing issues that may arise from health screenings or character evaluations, helps clients prepare necessary documentation and appeals. Consulting services for businesses If you are a business looking to hire talent from overseas, an immigration attorney can provide essential services. They can h

When on a job interview: do be afraid, think of it as a date, at date with destiny. Think of how you prepare for a date. Get ready, dress well, good grooming, prepare and learn about the company and be sure to have questions to ask the interviewer. Use confident posture to that you are ready for the new job and have a wealth of expertise to offer. Positive posture shows respect for you and to interviewer.

When interviewing for a job reflect the interviewers good posture. Confidence is key, and good posture shows confidence and a positive attitude.

It became so common to hear celebrities saying in flashy interviews: " I had nothing. I started from zero. I had a tough life". It became so common to read books, to watch news about heros, very poor people, that are not afraid to die for their belief. In both situations it can be about a calling, a destiny. But there is a huge courage you cannot pretend to not notice it. An immense difficult to understand courage. When you have riched the lowest level of living, when you have survived in miserable conditions, it is easier to follow your heart, your dreams, your belief. You know why? Because you have that confidence that you have nothing to lose if you have you.

I have greatest confidence in my writing when it approaches an insane condition in a sober and unstrained manner.

Even today, gender-blind evaluations still result in better outcomes for women. Unfortunately, most jobs require face-to-face interviews. All of us, myself included, are biased, whether we admit it or not. And thinking that we are objective can actually make this even worse, creating what social scientists call a "bias blindspot." This blindspot causes people to be too confident about their own powers of objectivity so that they fail to correct for bias. (p.153)

They tried to bury us. They didn’t know we were seeds.” —Mexican proverb There are some secrets we don’t share because they’re embarrassing. Like that time I met Naval Ravikant (page 546) by accidentally hitting on his girlfriend at a coffee shop? Oops. Or the time a celebrity panelist borrowed my laptop to project a boring corporate video, and a flicker of porn popped up—à la Fight Club—in front of a crowd of 400 people? Another good example. But then there are dark secrets. The things we tell no one. The shadows we keep covered for fear of unraveling our lives. For me, 1999 was full of shadows. So much so that I never wanted to revisit them. I hadn’t talked about this traumatic period publicly until April 29, 2015, during a Reddit AMA (Ask Me Anything). What follows is the sequence of my downward spiral. In hindsight, it’s incredible how trivial some of it seems. At the time, though, it was the perfect storm. I include wording like “impossible situation,” which was reflective of my thinking at the time, not objective reality. I still vividly recall these events, but any quotes are paraphrased. So, starting where it began . . . It’s the beginning of my senior year at Princeton University. I’m slated to graduate around June of 1999. Somewhere in the next six months, several things happen in the span of a few weeks. First, I fail to make it to final interviews for McKinsey consulting and Trilogy software, in addition to others. I have no idea what I’m doing wrong, and I start losing confidence after “winning” in the game of academics for so long. Second, a long-term (for

How do you enter a room? How do you walk into a job interview? How do you approach a sales prospect for the first time? Accomplished leaders know that the way they make an entrance can project their confidence and set the tone for their interaction with others. Use your poise, postures, and gestures to make it grand.

To cultivate bravery and courage, interview brave people and learn their secrets. Whom do you know that displays courage and confidence? Ask them for their best practices, mimic their actions, follow their steps, utilize their methods. Ask if they will mentor you.

If a client asks you a question you don’t know how to answer, reply confidently that you do not have the facts to provide an accurate answer. If a client asks for your opinion, say you suspect X would be a good idea and then clarify, “But I don’t have the facts to be 100 percent certain.

Integrating micro-recommendations into the company’s big-picture vision and providing supporting facts and analysis for those micro-recommendations allow the consultant to instill greater confidence in the client about moving in a particular direction.

Listed below are three basic rules that will help you become a successful candidate. Remember, however, that you need not be offered a job in every case to consider yourself successful. Rather, you are successful if you keep the job search process going in a professional manner. In working with countless people in the process of looking for a job, I have concluded that, for those who are currently unemployed, the full-time job should be just that: looking for a job. For those who currently have a job, but are openly seeking a better position with new challenges or a higher salary, take comfort in knowing you are working from a position of strength; use that knowledge to add to your self-esteem. In all cases, see yourself from the employer’s point of view. In their eyes, you are a more likely candidate if you behave professionally before and after the interview (with appropriate inquiry and follow-up—more on that later) and if you interact appropriately during the interview itself. As you continue to look for a job, remember the following tips for success: 1. When you call about a job prospect, get as much information as you can about the position and the company—including the name of the person doing the interviewing. Don’t be put off by feelings of anxiety—you have a right to “interview” them too. If possible, go to the library and research the company. By the time of your interview, you will feel more confident—and less anxious—because you will have resources from which to draw during your conversation. 2. If you have time to mail your resume before your scheduled interview, do so. But be sure to include a cover letter as well. While the resume gives background information about you, the cover letter explains why you are writing and briefly describes what makes you a good candidate for the job. Don’t allow low self-esteem to make you afraid to “sell yourself!” Only you can say why you would be an asset to the company. And one more thing—write the letter to a particular person, not “To Whom It May Concern” or “Dear Sir or Madam.” Most of the time, a prospective employer’s receptionist is willing to tell you exactly whom to contact. Use courtesy titles (“Dear Mrs. Smith”), unless the person is someone you already know on a first-name basis. 3. Do follow up. An appropriate measure of assertiveness goes a long way. Most employers appreciate someone who is diligent and communicates a genuine interest in the position. But don’t be aggressive. Limit your contact to a follow-up note, a phone call two weeks later, and perhaps a third one a few weeks after that. Be sure to let them know that if another, more appropriate, position comes along, you would be interested to learn about it. Again, by communicating properly and creating your own opportunities, you can achieve some control over your own destiny.

A Professional Image The image you project begins with the first phone call you make. If you feel some initial anxiety, remind yourself that other people are calling too; you are entitled to inquire as well. Be professional, giving your name and the reason for your call, and then ask the name of the appropriate person to contact. At smaller establishments, the person who answers the phone may well be the person doing the hiring, so you should project a professional image from the outset. Your phone manner, including language, tone of voice, and level of assertiveness, is reflected even in a short telephone conversation. That first phone call is what may or may not get you in the door for an interview. If you don’t conduct yourself professionally, that may be as far as it goes. For example, I once received a phone call from someone interested in a position I had advertised. The man who called about the job—who may not have realized that “the boss” himself would answer the phone—was eating as he spoke to me. If he cared so little about the position that he could not make the effort to behave professionally, how would he act on the job? It wasn’t worth my time to find out! To prepare yourself mentally for the initial phone call, determine first of all how you would like to be perceived. This behavior rehearsal exercise will help to put you in the proper frame of mind for making the call. Sit back in a comfortable chair, close your eyes, take a deep breath . . . let go. Now, use the TV screen in your head to picture yourself making the phone call. See, hear, smell, touch the scene. See yourself being confident, communicating clearly, and receiving a favorable response. Above all, you are relaxed and natural.

PERSONAL PROFILE FOR EFFECTIVE COMMUNICATION Consider the following list of twelve characteristics that are central to communicating both in an interview and on the job. If you feel you are lacking in a particular category, you can use the explanations and suggestions given to enhance your interactive ability in the workplace. 1. Activation of PMA. Use positive thinking techniques such as internal coaching. 2. Physical appearance. Make sure to dress appropriately for the event. In most interviews, business attire (a suit or sport coat and tie for men; a suit, dress, or tailored pants for women) is recommended. What you wear to the interview communicates not only how important the event is to you but your ability to assess a situation and how you should behave in it. Appropriate grooming is essential, both in an interview and on the job. 3. Posture. Carry yourself with confidence. Let your posture communicate that you are a winner. Keep your face on a vertical plane, spine straight, shoulders comfortably back. By simply straightening up and using the diaphragmatic breathing you learned in Chapter 6 (which proper posture encourages), you will feel much better about yourself. Others will perceive you in a more positive light as well. 4. Rate of speech. Your rate of speech ought to be appropriate for the specific situation and person or persons it is intended for. Too fast is annoying, and too slow is boring. A good way to pace your speech is to speak at close to the rate of the person who is talking to you. 5. Eye contact. Absolutely essential for successful communication. Occasionally, you should avert your gaze briefly in order to avoid staring. But try not to look down at your lap or let your eyes wander all around the room as you speak. This suggests a lack of confidence and an inability to stay on track. 6. Facial expressions. You gain more credibility when you are open and expressive. The warmer personality will seem stronger and more confident. And perhaps most important, remember to smile in conversation. If you seem interested and enthusiastic, it will enhance the chemistry between you and the interviewer or your supervisor. You can develop the ability to use facial expressions to your advantage through a kind of biofeedback that makes use of the mirror and continuously experimenting in real life. Look at your reflection for several minutes. Practice being relaxed and create the expressions that are appropriate. Do you look interested? Alert? Motivated? Practice responding to an interviewer. Impress the “muscle memory” of these expressions into your mind.

Mentally rehearse the big moment. Be it a job interview or a presentation or any other kind of high-pressure task, picture yourself completing the task. Take your time, find a quiet space, and imagine how you will look, what you want to say, how you want to feel. Scientists say that the more you picture yourself doing a task, the more your brain begins to believe that the task is easy and manageable. It’s like Dr. Charlie Wilson imagining the surgery before it happens. By the time the moment comes, you walk into the room with more confidence and the feeling that you’ve been there before, because mentally you have. • Do more than see it. For visualization to be even more effective, don’t just use your sense of sight, use all five senses. The more you can close

The Interview The largest determining factor in whether you get a job is usually the interview itself. You’ve made impressions all along—with your telephone call and your cover letter and resume. Now it is imperative that you create a favorable impression when at last you get a chance to talk in person. This can be the ultimate test for a socially anxious person: After all, you are being evaluated on your performance in the interview situation. Activate your PMA, then build up your energy level. If you have followed this program, you now possess the self-help techniques you need to help you through the situation. You can prepare yourself for success. As with any interaction, good chemistry is important. The prospective employer will think hard about whether you will fit in—both from a production perspective and an interactive one. The employer may think: Will this employee help to increase the bottom line? Will he interact well as part of the team within the social system that already exists here? In fact, your chemistry with the interviewer may be more important than your background and experience. One twenty-three-year-old woman who held a fairly junior position in an advertising firm nonetheless found a good media position with one of the networks, not only because of her skills and potential, but because of her ability to gauge a situation and react quickly on her feet. What happened? The interviewer began listing the qualifications necessary for the position that was available: “Self-starter, motivated, creative . . .” “Oh,” she said, after the executive paused, “you’re just read my resume!” That kind of confidence and an ability to take risks not only amused the interviewer; it displayed some of the very skills the position required! The fact that interactive chemistry plays such a large role in getting a job has both positive and negative aspects. The positive side is that a lack of experience doesn’t necessarily mean you can’t get a particular job. Often, with the right basic education and life skills, you can make a strong enough impression based on who you are and how capable you seem that the employer may feel you are trainable for the job at hand. In my office, for example, we interviewed a number of experienced applicants for a secretarial position, only to choose a woman whose office skills were not as good as several others’, but who had the right chemistry, and who we felt would fit best into the existing system in the office. It’s often easier to teach or perfect the required skills than it is to try to force an interactive chemistry that just isn’t there. The downside of interactive chemistry is that even if you do have the required skills, you may be turned down if you don’t “click” with the interviewer.

Appearance Like it or not, appearance counts, especially in the workplace. Dressing appropriately and professionally is a minimum requirement when applying for a job. Do whatever you can do to make a favorable impression. Dressing appropriately is a way to say that you care about the interview, that it is important to you, and that you take it seriously. It also says you will make an effort to behave professionally once you are with the company. Keep in mind that you are owed nothing when you go on an interview. But behaving professionally by following appropriate business etiquette will nearly always gain you the courtesy of professional treatment in return. The following ideas will help you be prepared to make the best impression possible. In previous exercises, you have examined your self-image. Now, look at yourself and get feedback from others on your overall appearance. Not only must you look neat and well groomed for a job interview, but your overall image should be appropriate to the job, the company, and the industry you are hoping to enter. You can determine the appropriate image by observing the appearance and attitude of those currently in the area you are looking into. But even where casual attire is appropriate for those already in the workplace, clean, pressed clothes and a neat appearance will be appreciated. One young photographer I know of inquired about the style of dress at the newspaper he was interviewing with; informed that most people wore casual clothes, he chose to do the same. At the interview, the editor gently teased him about wearing jeans (she herself was in khaki pants and a sports shirt). “I guess your suit is at the cleaners,” she said, chuckling. But her point was made. Making the effort shows that you take the interview seriously. Second, you should carry yourself as though you are confident and self-assured. Use self-help techniques such as internal coaching to tell yourself you can do it. Focus on your past successes, and hold your body as if you were unstoppable. Breathe deeply, with an abundance of self-confidence. Your goal is to convey an image of being comfortable with yourself in order to make the other person feel comfortable with you.

It has become common to hear people, stars in flashy interviews that they have had a hard life, as they have gone from scratch. It is a courage, a determination in their path to success, for sure. But what you see in their eyes is the confidence, the peace, that they can take it from zero anytime again because they have everything if they have them. Because, when you survive the harsh conditions you realize that your greatest fortune is you.

Yellow and orange are thought to be the worst colors for an interview, because they might make you look immature, careless and fun, instead of someone with a business

I can describe myself as a leader who gives my team members opportunities to shine.

Probably this has always been the case: once an action is recounted, for intransitive ends, and no longer in order to act directly upon reality — that is, finally external to any function but the very exercise of the symbol — this disjunction occurs, the voice loses its origin, the author enters his own death, writing begins. Nevertheless, the feeling about this phenomenon has been variable; in primitive societies, narrative is never undertaken by a person, but by a mediator, shaman or speaker, whose “perfor - mance” may be admired (that is, his mastery of the narrative code), but not his “ge - nius” The author is a modern figure, produced no doubt by our society insofar as, at the end of the middle ages, with English empiricism, French rationalism and the per - sonal faith of the Reformation, it discovered the prestige of the individual, or, to put it more nobly, of the “human person” Hence it is logical that with regard to literature it should be positivism, resume and the result of capitalist ideology, which has accorded the greatest importance to the author’s “person” The author still rules in manuals of literary history, in biographies of writers, in magazine interviews, and even in the awareness of literary men, anxious to unite, by their private journals, their person and their work; the image of literature to be found in contemporary culture is tyrannically centered on the author, his person, his history, his tastes, his passions; criticism still consists, most of the time, in saying that Baudelaire’s work is the failure of the man Baudelaire, Van Gogh’s work his madness, Tchaikovsky’s his vice: the explanation of the work is always sought in the man who has produced it, as if, through the more or less transparent allegory of fiction, it was always finally the voice of one and the same person, the author, which delivered his “confidence.

In this economic recession, I have resorted to wearing my lucky underwear to job interviews. It gives me confidence, and it helps cover up the bald spot on the back of my head.

I learned was that most job seekers are doing just two or three things wrong -- that if they just fixed two or three of their actions in job research, in letter-writing, in interviewing, or in following up, that they would greatly increase their chances of success.

Confidence is shown often by lack of hesitation, and mastering your facts so you can respond and give and take without pause during the interview is a powerful way of showing confidence.