Invest In Your Employees Quotes

When you invest in your employees’ development, they’ll spend their skills in your company’s development.

Your assets are your employees. Invest more on those performing well. Let the non performers go.

The value of a business is a function of how well the financial capital and the intellectual capital are managed by the human capital. You'd better get the human capital part right.

The code-of-ethics playlist: o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy. o Pride yourself in the diversity of your experience and know that you have a lot to offer. o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation. o Have balance in your life and help others to do the same. o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities. o Be approachable, listen carefully, and look people directly in the eyes when speaking. o Be involved, know what is expected from you, and let others know what is expected from them. o Recognize and acknowledge achievement. o Celebrate, relive, and communicate your successes on an ongoing basis.

All husbands are unfaithful in one way or another.” Lillian and Daisy glanced at each other with raised brows. “Father isn’t,” Lillian replied smartly. Mercedes responded with a laugh that sounded like crackling leaves being crushed underfoot. “Isn’t he, dear? Perhaps he has stayed true to me physically—one can never be certain about these things. But his work has proved a more jealous and demanding mistress than a flesh-and-blood woman could ever be. All his dreams are invested in that collection of buildings and employees and legalities that absorb him to the exclusion of all else. If my competition had been a mortal woman, I could have borne it easily, knowing that passion fades and beauty lasts but an instant. But his company will never fade or sicken—it will outlast us all. If you have a year of your husband’s interest and affection, it will be more than I have ever had.

Here is a key insight for any startup: You may think yourself a puny midget among giants when you stride out into a marketplace, and suddenly confront such a giant via litigation or direct competition. But the reality is that larger companies often have much more to fear from you than you from them. For starters, their will to fight is less than yours. Their employees are mercenaries who don’t deeply care, and suffer from the diffuse responsibility and weak emotional investment of a larger organization. What’s an existential struggle to you is merely one more set of tasks to a tuned-out engineer bored of his own product, or another legal hassle to an already overworked legal counsel thinking more about her next stock-vesting date than your suit. Also, large companies have valuable public brands they must delicately preserve, and which can be assailed by even small companies such as yours, particularly in a tight-knit, appearances-conscious ecosystem like that of Silicon Valley. America still loves an underdog, and you’ll be surprised at how many allies come out of the woodwork when some obnoxious incumbent is challenged by a scrappy startup with a convincing story. So long as you maintain unit cohesion and a shared sense of purpose, and have the basic rudiments of living, you will outlast, outfight, and out-rage any company that sets out to destroy you. Men with nothing to lose will stop at nothing to win.

Mr. Prospect, you’ve spent 16 years and $120,000 to learn how to be a good employee. Won’t you invest $100 and two months to see if you can be as successful as your own boss?

After the New Deal, economists began referring to America’s retirement-finance model as a “three-legged stool.” This sturdy tripod was composed of Social Security, private pensions, and combined investments and savings. In recent years, of course, two of those legs have been kicked out. Many Americans saw their assets destroyed by the Great Recession; even before the economic collapse, many had been saving less and less. And since the 1980s, employers have been replacing defined-benefit pensions that are funded by employers and guarantee a monthly sum in perpetuity with 401(k) plans, which often rely on employee contributions and can run dry before death. Marketed as instruments of financial liberation that would allow workers to make their own investment choices, 401(k)s were part of a larger cultural drift in America away from shared responsibilities toward a more precarious individualism. Translation: 401(k)s are vastly cheaper for companies than pension plans. “Over the last generation, we have witnessed a massive transfer of economic risk from broad structures of insurance, including those sponsored by the corporate sector as well as by government, onto the fragile balance sheets of American families,” Yale political scientist Jacob S. Hacker writes in his book The Great Risk Shift. The overarching message: “You are on your own.

Design for 80 percent and build separate paths for exceptions. Eliminate or reduce the impact of low-value steps. Simplify complex steps. Combine simple steps. Work to design quality into the work, rather than inspect step outputs after the fact. Use parallel paths wherever possible. Broaden job content and empower employees. Don’t design things to the task level unless the risk of variation is unacceptable and you’re willing to invest in testing prior to implementation.

Integrity, honesty, and decency are long-term cultural investments. Their purpose is not to make the quarter, beat a competitor, or attract a new employee. Their purpose is to create a better place to work and to make the company a better one to do business with in the long run. This value does not come for free. In the short run it may cost you deals, people, and investors, which is why most companies cannot bring themselves to actually, really, enforce it. But as we’ll see, the failure to enforce good conduct often brings modern companies to their knees.

One thing that Mueller insisted on was that Musk put two years’ worth of compensation into escrow. He was not an internet millionaire, and he did not want to take the chance of being unpaid if the venture failed. Musk agreed. It did, however, cause him to consider Mueller an employee rather than a cofounder of SpaceX. It was a fight he had regarding PayPal and would have again involving Tesla. If you’re unwilling to invest in a company, he felt, you shouldn’t qualify as a founder. “You cannot ask for two years of salary in escrow and consider yourself a cofounder,” he says. “There’s got to be some combination of inspiration, perspiration, and risk to be a cofounder.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

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.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.

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

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

Should two founders split the company right down the middle? Answer you’re looking for: “No, you should allocate 25 percent to future employees and 35 percent to the first two rounds of investments. That leaves 40 percent for the founders to split among themselves.

Outside board members are usually compensated with stock options—just like key employees—and are often invited to invest money in the company alongside the VCs.

Whether you’re an employee, self-employed, or starting a business that employs others, few things will affect your earning power as strongly as your credibility with potential employers or potential customers and clients. Less and less, such credibility depends on formal credibility from degrees, awards, or affiliations, or even a résumé list of what skills you’ve amassed. More and more, credibility comes from the ability to produce results, and to share and document those results in a verifiable way.

Jared Dullum as a owner of Ross Pittman have the personnel and employees to assist someone capitalist or massive investment teams realize, acquire, rehab, stabilize, manage and eventually sell your properties if that's the goal of the capitalist or cluster.

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For years, we have all been educated in the public school system and taught how to be an employee where we trade hours for dollars. It’s time to learn a new way of making money for yourself and your family. You

better idea would be to keep the same number of staff you have now and invest in high upside-leverage “performance enhancement” training, which would result in those same employees becoming as much as 50 to 100 percent more effective.

Development in general doesn’t make you better employee or better manager. Development makes you a better human who is able to invest the best in you to add beauty and meaning to your life and the rest of the world.

A focus on top line revenues tends to be great for stakeholders such as employees, suppliers and bankers, but rarely for minority shareholders. Sticking to what you’re good at is often a good tenet.

Top 10 Ways to Instill Customer Service into Your Company 1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top. 2. Make WOW a verb that is part of your company’s everyday vocabulary. 3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare. 4. Realize that it’s okay to fire customers who are insatiable or abuse your employees. 5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts. 6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well. 7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize. 8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company. 9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

Delegation and trust are of course vital—you can’t do everything yourself, and you shouldn’t try. That said, you don’t want delegation to verge into a total abdication of authority on your part. You must verify that employees and the organization are actually executing as they are supposed to.

The trainers at Uberversity, where new employees underwent a three-day initiation, began schooling everyone on this scenario: a rival company is launching a carpooling service in four weeks. It’s impossible for Uber to beat them to market with a reliable carpool service of its own. What should the company do? The correct answer at Uberversity—and what Uber actually did when it learned about Lyft Line—was “Rig up a makeshift solution that we pretend is totally ready to go so we can beat the competitor to market.” (Andreessen Horowitz, the venture capital firm where I work, invested in Lyft and I am on its board, so I was keenly aware of the dynamic between the companies—and I am decidedly biased.) Those, including the company’s legal team, who proposed taking the time to come up with a workable product, one far better than Uber Pool 1.0, were told “That’s not the Uber way.” The underlying message was clear: if the choice is integrity or winning, at Uber we do whatever we have to do to win. This competitiveness issue also came up when Uber began to challenge Didi Chuxing, the Chinese market leader in ride-sharing. To counter Uber, Didi employed very aggressive techniques including hacking Uber’s app to send it fake riders. The Chinese law on the tactic wasn’t entirely clear. The Chinese branch of Uber countered by hacking Didi right back. Uber then brought those techniques home to the United States by hacking Lyft with a program known as Hell, which inserted fake riders into Lyft’s system while simultaneously funneling Uber the information it needed to recruit Lyft drivers. Did Kalanick instruct his subordinates to employ these measures, which were at best anticompetitive and at worst arguably illegal? It’s difficult to say, but the point is that he didn’t have to—he had already programmed the culture that engendered those measures.

The more we have of something, the less happiness we derive from it. We continuously raise the bar for what we want or feel we need in order to be happy—and the hedonic treadmill spins faster with ambition. In other words, the downside to being ambitious is a constant sense of dissatisfaction with our achievements. What works well in Denmark is that enjoying a good quality of life does not have to cost a lot of money. If I lost my job and my savings, I would still be able to enjoy most of the same things I enjoy today. It is not only about how much money we make, it is also about what we do with the money we have. See experiences as an investment in happy memories and in your personal story and development. Our happiness has an impact on our health. A greater level of happiness predicts better future physical health. The biggest obstacles to happiness are feeling inferior or excluded. Some of the best decisions we make come from that inner voice that says, ‘Why not?’ You are likely to be more efficient if you have less time. Meetings are employees talking about work that they have done or work that they are going to do, and managers are people whose job it is to interrupt people. Both are killing our productivity.

When people fail to respect the P/PC Balance in their use of physical assets in organizations, they decrease organizational effectiveness and often leave others with dying geese. For example, a person in charge of a physical asset, such as a machine, may be eager to make a good impression on his superiors. Perhaps the company is in a rapid growth stage and promotions are coming fast. So he produces at optimum levels—no downtime, no maintenance. He runs the machine day and night. The production is phenomenal, costs are down, and profits skyrocket. Within a short time, he’s promoted. Golden eggs! But suppose you are his successor on the job. You inherit a very sick goose, a machine that, by this time, is rusted and starts to break down. You have to invest heavily in downtime and maintenance. Costs skyrocket; profits nose-dive. And who gets blamed for the loss of golden eggs? You do. Your predecessor liquidated the asset, but the accounting system only reported unit production, costs, and profit. The P/PC Balance is particularly important as it applies to the human assets of an organization—the customers and the employees. I

These 11 questions best elicit true business objectives: 1. What is the ideal outcome you’d like to experience? 2. What results are you trying to accomplish? 3. What better product/service/customer/employee condition are you seeking? 4. Why are you seeking to do this (work/project/engagement)? 5. How would the operation be different as a result of this work? 6. Why are you considering this project (to improve what)? 7. How would image/repute/credibility be improved? 8. What harm (e.g., stress, dysfunction, turf wars) would be alleviated? 9. How much would you gain on the competition as a result? 10. How would your value proposition be improved? 11. How would you most easily justify this investment? A few of these questions honestly

It also seems like common sense that good production management involves keeping every employee busy and every machine fully utilized, to justify the capital invested in the expensive machines. What traditional managers fail to grasp is the cost of maintaining and coordinating a complicated network of high-speed machines making batches. This is the muda of complexity.

7 Traits you Need in an Employee to Really Help You Build Your Business As a counsel to new businesses, and a tutor many desiring business visionaries, despite everything i’m shocked at the number who are resolved to go at only it. Surprisingly more dreadful, when they make sense of that they truly require enable, the primary spot they to look is for an understudy or untrained helpers. They don’t understand that these lone increment their workload, because of preparing and administration, as opposed to offloading genuine work. Partners do what you say, while individuals more astute than you in their space do what you require, with no consideration from you. Truth be told, if you are focusing, you can really gain from what they do. For instance, creators need to stay with their imaginative abilities, and discover an accomplice who knows how to construct a business around it. That is a win-win for the two accomplices. In this manner top business people invest as much energy getting the correct group set up to maintain the business as building the item or administration. Tragically, some are so enamored with themselves (narcissistic), that they can’t be persuaded that any other person could run their accounts, or go up against marketing.True pioneers know how to appoint and tune in, and let others do what they know best.

7 Traits you Need in an Employee to Really Help You Build Your Business As a counsel to new businesses, and a tutor many desiring business visionaries, despite everything i’m shocked at the number who are resolved to go at only it. Surprisingly more dreadful, when they make sense of that they truly require enable, the primary spot they to look is for an understudy or untrained helpers. They don’t understand that these lone increment their workload, because of preparing and administration, as opposed to offloading genuine work. Partners do what you say, while individuals more astute than you in their space do what you require, with no consideration from you. Truth be told, if you are focusing, you can really gain from what they do. For instance, creators need to stay with their imaginative abilities, and discover an accomplice who knows how to construct a business around it. That is a win-win for the two accomplices. In this manner top business people invest as much energy getting the correct group set up to maintain the business as building the item or administration. Tragically, some are so enamored with themselves (narcissistic), that they can’t be persuaded that any other person could run their accounts, or go up against marketing.True pioneers know how to appoint and tune in, and let others do what they know best. So, in case you’re executing yourself with work, and following up on everything about, might need to take a gander at your group to guarantee you’ve encircle yourself with the privilege people.Of course, the correct ones may cost you value, yet a little level of a major business is worth much more to you than a substantial piece of nothing. Here are a few ascribes to search for in the general population you require: 1. Related knowledge and abilities to supplement your qualities Would you endeavor to fabricate the place you had always wanted, with arbitrary assistants demonstrating no involvement? Discover an accomplice who has managed the substances of innovation, devices, and financing. A startup has enough questions, without numbness of the nuts and bolts. Try not to rehash the oversights of others. 2. Demonstrated reputation of completing things Diligent work is important, however not adequate to begin another business. Building a decent arrangement, and measuring against that arrangement is pivotal to developing any business. Regularly individuals with cutting edge degrees have scholarly smarts, however are not closers. You can’t stand to settle on each choice, or follow-up on each activity. 3. Create and propose their own concern arrangements How regularly do the general population around you prescribe arrangements, as opposed to feature issues? In case you’re cooperating with individuals who are more astute than you, you ought to be as often as possible amazed with their new thoughts and arrangements. You may not generally concur, but rather you will be always gaining from them. 4. Reliably enthusiastic and positive in a part The savvy individuals you need are as positive and enthusiastic about your business as you seem to be. They assume possession and liability for their activities. They persuade you with their activities that they comprehend the master plan. They contend unhesitatingly and intentionally, as opposed to protectively. 5. Invest more energy tuning in than talking It’s hard for colleagues to learn while they are talking. Search for colleagues who are attentive people, where you end up searching them out, as opposed to dependably the a different way. It’s awesome to group with individuals that you can imagine working for sometime in the not so distant future, or taking control of your business. 6. Push you to concentrate on vital components and being a superior pioneer You require individuals around you asking the correct inquiries, and testing you on key issues, as opposed to the emergency of the day.

Getting to fifty-fifty is incredibly complex and nuanced, requiring many detailed solutions that will take decades to fully play out. To accelerate the process, change needs to start at the top. Like Stewart Butterfield, CEOs need to make hiring and retaining women an explicit priority. In addition, here is the bare minimum of what we can do at an individual and a systemic level: First of all, people, be nice to each other. Treat one another with respect and dignity, including those of the opposite sex.That should be pretty simple. Don’t enable assholes. Stop making excuses for bad behavior, or ignoring it. CEOs must embrace and champion the need to reach a fair representation of gender within their companies, and develop a comprehensive plan to get there. Be long-term focused, not short-term. It may take three weeks to find a white man for the job, but three months to find a woman. Those three months could save three years of playing catch-up in the future. Invest in not just diversity but inclusion. Even if your company is small, everything counts. And take the time to educate your employees about why this is important. Companies need to appoint more women to their boards. And boards need to hold company leadership to account to get to fifty-fifty in their employee ranks, starting with company executives. Venture capital firms need to hire more women partners, and limited partners should pressure them to do so and, at the very least, ask them what their plans around diversity are. Investors, both men and women, need to start funding more women and diverse teams, period. LPs need to fund more women VCs, who can establish new firms with new cultural norms. Stop funding partnerships that look and act the same. Most important, stop blaming everybody else for the problem or pretending that it is too hard for us to solve. It’s time to look in the mirror. This is an industry, after all, that prides itself on disruption and revolutionary new ways of thinking. Let’s put that spirit of innovation and embrace of radical change to good use. Seeing a more inclusive workforce in Silicon Valley will encourage more girls and women studying computer science now.

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If this is how you see your role and if this is what you are doing when you spend time with your people —setting unique expectations, highlighting and perfecting individual styles, and running interference —you cannot help but be drawn toward your most talented employees. Talent is the multiplier. The more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time.

one employee compared Shell to a maze of hundred-foot-high brick walls: access to capital is tightly controlled, investment hurdles are daunting, and radical ideas either die or move very slowly.6

When deciding what sort of business you want to put your money in, you have many factors to look at or to consider because you don't want your hard-earned money - where you spent blood, sweat, and tears, to go to waste. We believe that Corporate Culture is one massive screen to look at when you're deciding where to put your money. The way it can affect the investment performance of a company share price, which means your profitability, is of great importance.Corporate Culture refers to the beliefs and behaviors of the people in the company that organically developed over time. It show's how the management and it's employees handle or interact with outside business transactions. It is reflected in a company's environment - office set-up, business hours, dress code, employee benefits, client treatment and satisfaction, and all the other aspects of operation.

Three inward innovations illustrate Amazon’s workplace culture: Career Choice, Pay to Quit, and Virtual Contact Center. Amazon is also at the forefront of continuing education for its team, implementing a program called Career Choice, where it prepays 95 percent of tuition for employees to take courses for in-demand fields, such as airplane mechanic or nursing, regardless of whether the skills are relevant to a career at Amazon. For some, Amazon will be their long-term career of choice. For others, Amazon recognizes it might be a stepping-stone on the way to a job somewhere else and they might need new skills to get that job. Amazon is more than willing to help them attain those skills, even if another company will benefit from Amazon’s investment in education.

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This is why I believe there is a big win out there for firms that think of themselves as platforms for employees’ self-expression. If organizations get this right, work becomes an outlet that employees want. Self-expression organizations activate employees’ seeking systems, resulting in enthusiasm and the intrinsic motivation to invest their best back into the companies

As a people leader, your job is simple: You are the link between organizational mission-critical objectives and the effort your employees invest in achieving those objectives. And you just have to keep those two pieces working together smoothly.

We didn't assemble a mafia by sorting through resumes and simply hiring the most talented people. I had seen the mixed results of that approach firsthand when I worked at a New York law firm. The lawyers I worked with ran a valuable business, and they were impressive individuals one by one. But the relationships between them were oddly thin. They spent all day together, but few of them seemed to have much say to each other outside the office. Why work with a group of people who don't even like each other? Many seem to think it's a sacrifice necessary for making money. But taking a merely professional view of the workplace, in which free agents check in and out on a transactional basis, is worse than cold: it's not even rational. Since time is your most valuable asset, it's odd to spend it working with people who don't envision any long-term future together. If you can't count durable relationships among the fruits of your time at work, you haven't invested your time well- even in purely financial terms... The kind of recruit who would be most engaged as an employee will also wonder: "Are these the kind of people I want to work with?" You should be able to explain why your company is a unique match for him personally. And if you can't do that, he's probably not the right match. p119-121.

DR: You started with how much capital? RB: Baron Capital was really Baron lack of capital. My firm had $100,000 book value and three employees, including me. Our first month in business, we made $30,000. DR: Today, in 2021, you’re managing assets at Baron of what? RB: Fifty-five point three billion dollars. And we made our clients over the years $51.5 billion of profits. My family and I are the largest investors. More than 6.5 percent of the assets we manage are ours.

So don’t treat tweeting on the job like an infraction—encourage it! Ask your employees to expense lunches with interesting people. By helping employees invest in their individual networks, you build an environment of trust and reciprocity. And when you ask employees to tap their own networks on behalf of the company, they’ll be more likely to respond favorably.

The methods used by most companies to compensate employees are not ideal for a creative, high-talent-density workforce. Divide your workforce into creative and operational employees. Pay the creative workers top of market. This may mean hiring one exceptional individual instead of ten or more adequate people. Don’t pay performance-based bonuses. Put these resources into salary instead. Teach employees to develop their networks and to invest time in getting to know their own—and their teams’—market value on an ongoing basis. This might mean taking calls from recruiters or even going to interviews at other companies. Adjust salaries accordingly.

Mansha group is a rapidly developing real estate company in Faridabad. If you want to buy your dream commercial projects in Faridabad, this is the perfect platform for you. The employees of Mansha group have years of experience and will help in every way until you get satisfied with your investment.

Casper makes mattresses and distributes them directly to consumers via their website. I was always intrigued with how Casper could be considered a tech company, raising substantial money from Silicon Valley venture capitalists and fetching tech-like valuations in the process. Could there be an industry that feels less like technology than the pile of springs and fabric you sleep on?! But indeed Casper is a tech company. The technology isn’t about the product itself, but about how they acquire customers, how they distribute the product, and ultimately how they make the customers feel throughout the whole process of buying and using the product. Because of technology, they can do it at scale with minimal investment. They use digital engagement strategies to grow incredibly fast. Just five years since their founding, they’re doing nearly $500 million in revenue with fewer than one hundred employees. By contrast, Tempur Sealy, the largest mattress company in the world, employs seven thousand people to generate $2.7 billion in revenue.

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.” Now he’ll sell his family’s land. Has to, he says. He is still paying off his mortgage.7 In some respects, Prestwood’s case is not unusual. Often people do not diversify at all, and sometimes employees invest a lot of their money in their employer’s stock. Amazing but true: five million Americans have more than 60 percent of their retirement savings in company stock.8 This concentration is risky on two counts. First, a single security is much riskier than the portfolios offered by mutual funds. Second, as employees of Enron and WorldCom discovered the hard way, workers risk losing both their jobs and the bulk of their retirement savings all at once.

Leverage Integrations as a Service In a start-up, you always need to be on the lookout for shortcuts to save you time and money. Don’t corners that will have a negative effect—just look for ways to triple your productivity. No matter how fast I could build integrations, I could never build them all. But in 2012, a new company called Zapier was building a platform to integrate web services together. This was perfect for WebMerge, as I could essentially build an integration to every one of their connected apps, with one single integration. WebMerge was one of the first 100 apps on Zapier, and it instantly allowed WebMerge customers to integrate their documents with each of those 100 apps. Over the years, Zapier blew up and now has thousands of apps available. Zapier was by far our largest integration partner with over 50 percent of our revenue coming from customers using Zapier. Investing in this early platform was crucial and sped up our integration releases by many years. What’s your Zapier story? Is there a partner out there that can open your business to a whole new market—or just help you get your product in front of new customers years ahead of schedule?

What are your feelings from Bush to Obama? Besides being responsible for the death of half a million people, I feel like Bush dealt a huge economic and social blow to the USA, one from which we may never fully recover. He directly flushed 3 trillion dollars down the toilet on hopeless, pointlessly destructive wars in Afghanistan and Iraq …and they’re not even over! For years to come, we’ll be paying costs for all the injured veterans (over 50,000) and destabilizing three countries, because you have to look at the impact that the Afghan war has on Pakistan. Bush expanded the use of torture, and created a whole new layer of government bureaucracy (the “Department of Homeland Security”) to spy on Americans. He created Indefinite Detention (at Guantanamo and other US military bases) and expanded the use of executive-ordered assassinations using the new drone technology. On economic issues, his administration allowed corporations to run things and regulate themselves. The agency that was supposed to regulate oil drilling had lobbyist-paid prostitutes sleeping with employees while oil industry lobbyists basically ran the agency. Energy companies like Enron, and the country’s investment banks were deregulated at the end of the Clinton administration and Bush allowed them to run wild. Above all, he was incompetent and appointed some really stupid people to important positions at every level of government. Certainly, Obama has been involved in many of these same activities. A few he’s increased, such as the use of drone assassinations, but most of them he has at least tried to scale back. At the beginning of his first term, he tried to close the Guantanamo prison and have trials for many of the detainees in the United States but conservatives (including many Democrats) stirred up public resistance and blocked this from happening. He tried to get some kind of universal healthcare because over 50 million Americans don’t have health insurance. This is one of the leading causes of personal bankruptcies and foreclosures because someone gets sick in a family, loses their job, loses their health insurance (because American employers are source of most people’s healthcare) and they can’t pay their health bills or their mortgage. Or they use up all their money caring for a sick family member. So many people in the US wanted health insurance reform or single-payer, universal health care similar to what you have in the UK. Members of Obama’s own party (The Democrats) joined with Republicans to narrowly block “The public option” but they managed to pass a half-assed but not-unsubstantial reform of health insurance that would prevent insurers from denying you coverage when you’re sick or have a “preexisting condition.” The minute it was signed into law, Republicans sued in the courts (all the way to the supreme court) and fought, tooth and nail to block its implementation. Same thing with gun control, even as we’re one of the most violent industrial countries in the world. (Among industrial countries, our murder rate is second only to Russia). Obama has managed to withdraw troops from Iraq and Afghanistan over Republican opposition but, literally, everything he tries to do, they blast it in the media and fight it in Congress. So, while I have a lot of criticisms of Obama, he is many orders of magnitude less awful than Bush and many of the positive things he’s tried to do have been blocked. That said, the Democratic and Republican parties agree on more things than they disagree. Both signed off on the Afghan and Iraq wars. Both signed off on deregulation of banks, of derivatives, of mortgage regulations and of the energy and telecom business …and we’ve been living with the consequences ever since. I’m guessing it’s the same thing with Labor and Conservatives in the UK. Labor or Democrats will SAY they stand for certain “progressive” things but they end up supporting the same old crap... (2014 interview with iamhiphop)

Treat Your Manager as a Coach Given what we’ve discussed about the role of managers, your own boss should be one of your best sources of learning. But this might not naturally be the case. Maybe he doesn’t see the day-to-day of your work, or he’s busy putting out other fires, or he simply isn’t as proactive about helping to guide your path as you’d like. Regardless, the person most invested in your career isn’t him; it’s you. Your own growth is in your hands, so if you feel you aren’t learning from your manager, ask yourself what you can do to get the relationship that you want. One of the biggest barriers I’ve found is that people shy away from asking their managers for help. I know that feeling well; for years, I held the mental model that my boss—like my teachers and professors of the past—was someone in a position of authority who took note of what I did and passed judgment on it. As such, how I interacted with my manager could be summarized in one neat statement: Don’t mess it up. I considered it a failure if my manager had to get involved in something I was responsible for. It felt to me like the equivalent of a blinking neon sign that read, Warning: employee not competent enough to take care of task on her own. But we know by now that a manager’s job is to help her team get better results. When you do better, by extension, she does better. Hence, your manager is someone who is on your side, who wants you to succeed, and who is usually willing to invest her time and energy into helping you. The key is to treat your manager as a coach, not as a judge. Can you imagine a star athlete trying to hide his weaknesses from his coach? Would you tell a personal trainer, “Oh, I’m pretty fit, I’ve got it under control,” when she asks you how she can help you achieve a better workout? Of course not. That is not how a coaching relationship works. Instead, engage your manager for feedback. Ask, “What skills do you think I should work on in order to have more impact?” Share your personal goals and enlist his help: “I want to learn to become a better presenter, so I’d be grateful if you kept an eye out for opportunities where I can get in front of others.” Tell him your hard problems so he can help you work through them: “I’m making a hiring call between two candidates with different strengths. Can I walk you through my thinking and get your advice?” When I started to see 1:1s with my manager as an opportunity for focused learning, I got so much more out of it. Even when I’m not grappling with a problem, asking open-ended questions like, “How do you decide which meetings to attend?” or “How do you approach selling a candidate?” takes advantage of my manager’s know-how and teaches me something new.

Here is a key insight for any startup: You may think yourself a puny midget among giants when you stride out into a marketplace, and suddenly confront such a giant via litigation or direct competition. But the reality is that larger companies often have much more to fear from you than you from them. For starters, their will to fight is less than yours. Their employees are mercenaries who don’t deeply care, and suffer from the diffuse responsibility and weak emotional investment of a larger organization. What’s an existential struggle to you is merely one more set of tasks to a tuned-out engineer bored of his own product, or another legal hassle to an already overworked legal counsel thinking more about her next stock-vesting date than your suit.

Working right through lunch is a false economy. The value of that extra time at your desk or in saved expenses pales in comparison to the cost of a lost opportunity to learn or grow or to invest in an employee. If you skip lunch or eat lunch alone, you are wasting opportunities.

So we’re left with two paths to assembling phenomenal talent. You can find a way to hire the very best, or you can hire average performers and try to turn them into the best. Put bluntly, which of the following situations would you rather be in? We hire 90th percentile performers, who start doing great work right away. We hire average performers, and through our training programs hope eventually to turn them into 90th percentile performers. Doesn’t seem like a hard choice when it’s put that way, especially once you realize there’s probably enough money in your budget to get these exceptional people—it’s just being spent in the wrong places. Companies continue to invest substantially more in training than in hiring, according to the Corporate Executive Board.74 Per employee Training spend: $606.36 Hiring spend: $456.44 % of total HR expense Training spend: 18.3% Hiring spend: 13.6% % of revenue Training spend: 0.18% Hiring spend: 0.15% Companies spent more on training current employees than on hiring new employees. Data from 2012.

Our research and extensive interviews with executives and senior practitioners in the digital transformation process revealed that digital leaders think differently about high performance. In successful digital organizations, pushing the performance envelope, rewarding high performance, and learning how to invest in “optimal” mindsets are all critical parts needed to drive and sustain digital changes. “Overall, starting with a feeling of optimism promotes hope and overrides any other sentiments in your work. What would happen if all your employees felt different about coming to work? There would be a different buzz about the building. There would be a different outlook that would help people look forward to what’s next and what’s coming up. This optimism and hope creates an environment that inspires people to seek out their best and find levels of performance that maybe before they never thought were attainable. Starting with this whole new and different chemistry, any workplace is far better suited to achieve its goals and be its best, even in times of difficulty or adversity.” —Pete Carroll, head coach, the Super Bowl Champion Seattle Seahawks

The right way to think about domain knowledge is as a corporate capital asset, as dollars of investment in the head of each knowledge worker, put there by organizational investment in that employee. When that person leaves, the asset is gone. If you did a rigorous accounting of this human capital, you would be obliged to declare an extraordinary loss each time one of your people quit.

I think Fox was paying him about a million bucks a year, and he had created the Ice Age franchise for them, which was billions of dollars of value. I said, “Here’s how we’re going to negotiate with Fox. On a separate track, we’re going to create a company that you’re going to run. We’re going to get off-balance-sheet financing and we’re going to align you with another global distributor.” At the time we had at least three studios that would be great strategic fits. But he didn’t want to be an employee, he wanted real ownership. So we created parallel paths. On one track was the Fox negotiation, which I told him would take a year, and they would give him a 15 percent increase. They would grind it out and play hardball. I told him, “At the end of the day, they’re not going to pay you anywhere near what you’re worth. But on this other track, we’ll create this opportunity to change your life, for you to have something of your own.” I remember having a meeting with Mark Shmuger and David Linde, who were literally in the first day of their new jobs as co-chairmen of Universal Studios, and Bryan, Richard, Kevin, and I met with them in their first official meeting and I pitched them the idea of being in business with Chris, and they said, “Yes. We want you to do it.” It took probably well over a year, but ultimately we created Illumination. Universal came in and financed the company 100 percent. They wanted to clean up their balance sheet because they were about to sell to Comcast, so we got paid an investment banking fee for $ 4 or $ 5 million, and then on top of that we’ve commissioned every movie that Chris has done. Chris got a very, very, rich deal, probably the best producing deal there is. The truth is, on Minions he’ll probably make $ 80–$ 90 million. To date he’s probably made hundreds of millions. And he’s got Despicable Me 3, and The Grinch Who Stole Christmas.

If you want something you’ve never had, you must do something you’ve never done. Most people’s dreams are bigger than their nine-to-five paychecks. Which means if you have big vision, strong calling, or a desire to make huge change, your job by itself likely won’t fund it. Something must change. For us, it meant self-employment. For you, it might simply require adding an income stream, launching an online store, or making an investment. Either way, big change demands two things: time and money. If you’re stuck under a financial ceiling and chained to an emotionless forty-hour work week, you might be clipping your own wings. Escaping the prison of the professional employee isn’t easy. Make a plan and attack it. And chip away at the concrete that holds you in. You only get one life. Don’t spend it inside the walls of a job that’s holding you back.

Diversity, Equal Opportunity, and Success are Core Principals Driving the Mission of the Green Card Organization of the United States of America The Green Card Organization is a reputable institution that provides a service for individuals who have a desire to immigrate by implementing a wide variety of services from basic to the most complex. The Green Card Organization can ensure error-free applications by assisting any individual who requires additional aid to simplify the process and guarantee a complete and accurate submission. Plenty of legal procedures are made easier, and by working with the Green Card Organization, their specialized services can fit the need of any client. The Green Card Organization provides expertise on the Diversity Visa (DV) lottery program. This program can be difficult to complete without error, as over 40% of applicants that are self-handled are disqualified due to inaccurate information. This lottery allows only one submission per year, and the Green Card Organization believes their assistance will guarantee qualification and the possibility of obtaining a Green card. “For everyone the process of receiving a Green card is different, however when that amazing moment comes that you will receive confirmation, we will be here to help. Time is of the essence when it comes to the process of a successful Green card applicant, it is important to go through the immigration process according to the timeline and correctly. Delays in the process can result in termination. Here at our organization, we will make sure that everything happens quickly and correctly for you. Our team of immigration experts will keep everything on track and assist you with all the necessary procedures. We provide personalized services and will make sure that no opportunity is missed to help each and every one of our clients achieve their goal. Your success is our success!” The Green Card Organization website provides important immigration information, such as different ways to obtain a Green card. The Green Card Organization explains that one of the most common ways to receive a Green card is through the sponsorship of a family member. The family member must be a U.S. citizen, or a Green card holder themselves. Additional details describe instances on who is permitted to apply for a Green card so the client is able to make certain they are eligible. Another way the Green Card Organization explains how to obtain a Green card is through a job, meaning their professional background and/or business dealings. An employer can petition for an employee to get a Green card, but they first must obtain a labor certification and file Form I-140, known as the Immigrant Petition for Alien Worker. Other individuals who deal in American Investments may apply for the Green card if they have sizeable assets in the United States. Any individual can self-petition and apply for a Green card without a labor certification as long as they are able to prove that they considerably contribute to the American workforce. The Green Card Organization provides a list of special jobs regarding professionals who are permitted to apply for a Green card with Form I-360, known as the Petition of Amerasian, Widow(er), or Special Immigrant.

How To Purchase Digital Securities On The BrightCOIN Platform In this post, we go over the steps an investor must complete to invest in an STO on the BrightCOIN platform. Almost all security token offerings in the US are launched under Reg. D, 506c, Reg. S, or Reg. A+. And as everyone knows by now, every contributor must not only pass KYC and AML screens but also must be accredited investors. So what does a contributor see when he clicks the “Invest Now” button on an STO landing page? You’re immediately taken to the issuer’s branded page to create an account. Once your email is verified, you’re presented with a screen that asks if you’re investing as an individual or an entity, such as an IRA or irrevocable trust, for example. You’ll then provide the information to complete the KYC and AML scans. If you registered as an individual, then you must upload the appropriate investor accreditation documents that will be verified. Alternatively, if you registered as an entity, you must upload the appropriate documents for verification as well. You’ll then be informed that your documentation has been submitted for verification. The verification process typically takes 24-48 hours to complete. Next, you’ll be asked to complete a questionnaire detailing the conditions of the offering. You must acknowledge that you’ve read them all individually then read and acknowledge terms of service and privacy policy. On the next page, you’ll be presented with a form to make your contribution. Choose the currency you wish to make your contribution with, in addition to the amount you’ll contribute. Your contribution will automatically calculate the number of tokens you’ll receive for your contribution based on the current exchange rate. Then, you’ll be presented with the issuer’s subscription agreement. Read it carefully, agree with the terms and sign. The only step left is to confirm your token purchase. That’s it! You’ve completed the whole token purchase process and will receive your tokens at the close of the STO. The content (Blogs, FAQs, News) posted on BrightCOIN may contain incorrect information, always get professional advice. Neither BrightCOIN nor any of its directors, officers, employees, representatives, affiliates or agents shall have any liability whatsoever arising from any error or incompleteness of fact or opinion in, or lack of care in the preparation of, any of the materials posted on this website. BrightCOIN does not provide legal, accounting or tax advice. Any representation or implication to the contrary is expressly disclaimed.