Join New Company Quotes

HELPED are those who are content to be themselves; they will never lack mystery in their lives and the joys of self-discovery will be constant. HELPED are those who love the entire cosmos rather than their own tiny country, city, or farm, for to them will be shown the unbroken web of life and the meaning of infinity. HELPED are those who live in quietness, knowing neither brand name nor fad; they shall live every day as if in eternity, and each moment shall be as full as it is long. HELPED are those who love others unsplit off from their faults; to them will be given clarity of vision. HELPED are those who create anything at all, for they shall relive the thrill of their own conception, and realize an partnership in the creation of the Universe that keeps them responsible and cheerful. HELPED are those who love the Earth, their mother, and who willingly suffer that she may not die; in their grief over her pain they will weep rivers of blood, and in their joy in her lively response to love, they will converse with the trees. HELPED are those whose ever act is a prayer for harmony in the Universe, for they are the restorers of balance to our planet. To them will be given the insight that every good act done anywhere in the cosmos welcomes the life of an animal or a child. HELPED are those who risk themselves for others' sakes; to them will be given increasing opportunities for ever greater risks. Theirs will be a vision of the word in which no one's gift is despised or lost. HELPED are those who strive to give up their anger; their reward will be that in any confrontation their first thoughts will never be of violence or of war. HELPED are those whose every act is a prayer for peace; on them depends the future of the world. HELPED are those who forgive; their reward shall be forgiveness of every evil done to them. It will be in their power, therefore, to envision the new Earth. HELPED are those who are shown the existence of the Creator's magic in the Universe; they shall experience delight and astonishment without ceasing. HELPED are those who laugh with a pure heart; theirs will be the company of the jolly righteous. HELPED are those who love all the colors of all the human beings, as they love all the colors of the animals and plants; none of their children, nor any of their ancestors, nor any parts of themselves, shall be hidden from them. HELPED are those who love the lesbian, the gay, and the straight, as they love the sun, the moon, and the stars. None of their children, nor any of their ancestors, nor any parts of themselves, shall be hidden from them. HELPED are those who love the broken and the whole; none of their children, nor any of their ancestors, nor any parts of themselves, shall be hidden from them. HELPED are those who do not join mobs; theirs shall be the understanding that to attack in anger is to murder in confusion. HELPED are those who find the courage to do at least one small thing each day to help the existence of another--plant, animal, river, or human being. They shall be joined by a multitude of the timid. HELPED are those who lose their fear of death; theirs is the power to envision the future in a blade of grass. HELPED are those who love and actively support the diversity of life; they shall be secure in their differences. HELPED are those who KNOW.

Cuinchy bred rats. They came up from the canal, fed on the plentiful corpses, and multiplied exceedingly. While I stayed here with the Welsh, a new officer joined the company... When he turned in that night, he heard a scuffling, shone his torch on the bed, and found two rats on his blanket tussling for the possession of a severed hand.

Being a leader is like being a parent, and the company is like a new family to join. One that will care for us like we are their own . . . in sickness and in health.

Joining a new company is akin to an organ transplant—and you’re the new organ. If you’re not thoughtful in adapting to the new situation, you could end up being attacked by the organizational immune system and rejected.

Building an exceptional team or institution starts with a founder. But being a founder doesn’t mean starting a new company. It is within anyone’s grasp to be the founder and culture-creator of their own team, whether you are the first employee or joining a company that has existed for decades.

We cannot change what we are not aware of, and once we are aware, we cannot help but change. —SHERYL SANDBERG, American technology company executive, activist, and author

You should focus relentlessly on something you’re good at doing, but before that you must think hard about whether it will be valuable in the future. For the startup world, this means you should not necessarily start your own company, even if you are extraordinarily talented. If anything, too many people are starting their own companies today. People who understand the power law will hesitate more than others when it comes to founding a new venture: they know how tremendously successful they could become by joining the very best company while it’s growing fast. The power law means that differences between companies will dwarf the differences in roles inside companies. You could have 100% of the equity if you fully fund your own venture, but if it fails you’ll have 100% of nothing. Owning just 0.01% of Google, by contrast, is incredibly valuable (more than $35 million as of this writing).

The younger generation of Sacklers were becoming increasingly involved in the company. Richard officially joined the board in 1990, along with his brother, Jonathan, and Kathe and her sister, Ilene. The following year, the family created a new company, Purdue Pharma.

Training takes place in a tiny room, where for two weeks I sit shoulder to shoulder with twenty other new recruits, listening to pep talks that start to sound like the brainwashing you get when you join a cult. It’s amazing, and hilarious. It’s everything I ever imagined might take place inside a tech company, only even better.

AT THE SAME TIME Empire was dying, a new and very different kind of company town was thriving seventy miles to the south. In many ways, it felt like the opposite of Empire. Rather than offering middle-class stability, this village was populated by members of the “precariat”: temporary laborers doing short-term jobs in exchange for low wages. More specifically, its citizens were hundreds of itinerant workers living in RVs, trailers, vans, and even a few tents. Early each fall, they began filling the mobile home parks surrounding Fernley. Linda didn’t know it yet, but she would soon be joining them. Many were in their sixties and seventies, approaching or well into traditional retirement age. Most had traveled hundreds of miles—and undergone the routine indignities of criminal background checks and pee-in-a-cup drug tests—for the chance to earn $11.50 per hour plus overtime at temporary warehouse jobs. They planned to stay through early winter, despite the fact that most of their homes on wheels weren’t designed to support life in subzero temperatures. Their employer was Amazon.com.

In 1970, Alix Kates Shulman, a wife, mother, and writer who had joined the Women's Liberation Movement in New York, wrote a poignant account of how the initial equality and companionship of her marriage had deteriorated once she had children. "[N]ow I was restricted to the company of two demanding preschoolers and to the four walls of an apartment. It seemed unfair that while my husband's life had changed little when the children were born, domestic life had become the only life I had." His job became even more demanding, requiring late nights and travel out of town. Meanwhile it was virtually impossible for her to work at home. "I had no time for myself; the children were always there." Neither she nor her husband was happy with the situation, so they did something radical, which received considerable media coverage: they wrote up a marriage agreement... In it they asserted that "each member of the family has an equal right to his/her own time, work, values and choices... The ability to earn more money is already a privilege which must not be compounded by enabling the larger earner to buy out of his/her duties and put the burden on the one who earns less, or on someone hired from outside." The agreement insisted that domestic jobs be shared fifty-fifty and, get this girls, "If one party works overtime in any domestic job, she/he must be compensated by equal work by the other." The agreement then listed a complete job breakdown... in other worde, the agreement acknowledged the physical and the emotional/mental work involved in parenting and valued both. At the end of the article, Shulman noted how much happier she and her husband were as a result of the agreement. In the two years after its inception, Shulman wrote three children's books, a biography and a novel. But listen, too, to what it meant to her husband, who was now actually seeing his children every day. After the agreement had been in effect for four months, "our daughter said one day to my husband, 'You know, Daddy, I used to love Mommy more than you, but now I love you both the same.

Another gift is Pansy’s love. Bathed in that love, Lyle in turn is gentle with other kids, especially with kids uneasy under their bragging, kids really as frightened as rabbits when a hawk darkens their world. Lyle’s underweight presence steadies them, and he is sought after—but not exactly as a friend. He is more like Anansi the helpful spider of his favorite tales—a quiet ally who prefers his own company but skitters over to join you when you need him.

Our own shadows disappear as the feet of thousands by the tens of thousands pound the fallow land into new dust that rising like a marvelous pollen will be fertile even as the first woman whispering imagination to the trees around her made for righteous fruit from such deliberate defense of life as no other still will claim inferior to any other safety in the world The whispers too they intimate to the inmost ear of every spirit now aroused they carousing in ferocious affirmation of all peaceable and loving amplitude sound a certainly unbounded heat from a baptismal smoke where yes there will be fire And the babies cease alarm as mothers raising arms and heart high as the stars so far unseen nevertheless hurl into the universe a moving force irreversible as light years traveling to the open eye And who will join this standing up and the ones who stood without sweet company will sing and sing back into the mountains and if necessary even under the sea we are the ones we have been waiting for

In those days there was no money to buy books. Books you borrowed from the rental library of Shakespeare and Company, which was the library and bookstore of Sylvia Beach at 12 rue de l’Odéon. On a cold windswept street, this was a lovely, warm, cheerful place with a big stove in winter, tables and shelves of books, new books in the window, and photographs on the wall of famous writers both dead and living. The photographs all looked like snapshots and even the dead writers looked as though they had really been alive. Sylvia had a lively, very sharply cut face, brown eyes that were as alive as a small animal’s and as gay as a young girl’s, and wavy brown hair that was brushed back from her fine forehead and cut thick below her ears and at the line of the collar of the brown velvet jacket she wore. She had pretty legs and she was kind, cheerful and interested, and loved to make jokes and gossip. No one that I ever knew was nicer to me. I was very shy when I first went into the bookshop and I did not have enough money on me to join the rental library. She told me I could pay the deposit any time I had the money and made me out a card and said I could take as many books as I wished. There was no reason for her to trust me. She did not know me and the address I had given her, 74 rue Cardinal Lemoine, could not have been a poorer one. But she was delightful and charming and welcoming and behind her, as high as the wall and stretching out into the back room which gave onto the inner court of the building, were the shelves and shelves of the richness of the library.

As he surveyed the world being remade by Silicon Valley, and especially what was once called the sharing economy, he began to see through the fantasy-speak. Here were a handful of companies thriving by serving as middlemen between people who wanted rides and people who offered them, people who wanted their Ikea furniture assembled and people who came over to install it, people who defrayed their costs by renting out a room and people who stayed there. It was no accident, Scholz believed, that these services had taken off at the historical moment that they had. An epic meltdown of the world financial system had cost millions of people their homes, jobs, and health insurance. And as the fallout from the crash spread, many of those cut loose had been drafted into joining a new American servant class. The precariousness at the bottom, which had shown few signs of improving several years after the meltdown, had become the fodder for a bounty of services for the affluent—and, Scholz noted, for the “channeling of wealth in fewer and fewer hands.” Somehow, the technologies celebrated by the Valley as leveling playing fields and emancipating people had fostered a slick new digitally enabled upstairs-downstairs line in American social life.

Why did you leave your last job?” Not the most original question, but the answer matters. I’m looking for a crisp, clear story. If they complain about a bad manager or being the victim of politics, I ask what they did about it. Why didn’t they fight harder? And did they leave a mess behind them? What did they do to make sure they left in the right way? [See also: Chapter 2.4: I Quit.] And why do they want to join this company? That reason had better be completely different from why they left their previous job. They should have a new story, a compelling story, about what they’re excited about, who they want to work with, and how they want to grow and develop.

and drew her strength directly from our magickal Oklahoma earth. “U-we-tsi-a-ge-ya, it seems I need help at the lavender booth. I simply cannot believe how busy we are.” Grandma had barely spoken when a nun hurried up. “Zoey, Sister Mary Angela could use your help filling out cat adoption forms.” “I’ll help you, Grandma Redbird,” Shaylin said. “I love the smell of lavender.” “Oh, honey, that would be so sweet of you. First, could you run to my car and get into the trunk. There is another box of lavender soaps and sachets tucked back there. Looks like I’m going to sell out completely,” Grandma said happily. “Sure thing.” Shaylin caught the keys Grandma tossed to her and hurried toward the main exit of the school grounds which led to the parking lot, as well as the tree-lined road that joined Utica Street. “And I’ll call my momma. She said just let her know if we get too busy over here. She and the PTA moms will be back here in a sec,” said Stevie Rae. “Grandma, do you mind if I give Street Cats a hand? I’ve been dying to check out their new litter of kittens.” “Go on, u-we-tsi-a-ge-ya. I think Sister Mary Angela has been missing your company.” “Thanks, Grandma.” I smiled at her. Then I turned to Stevie Rae. “Okay, if your mom’s group is coming back, I’m gonna go help the nuns.” “Yeah, no problem.” Stevie Rae, shielding her eyes and peering through the crowd, added, “I see her now, and she’s got Mrs. Rowland and Mrs. Wilson with her.” “Don’t worry. We can handle this,” Shaunee said. “’Kay,” I said, grinning at both of them. “I’ll be back as soon as I can.” I left the cookie booth and noticed Aphrodite, clutching her big purple Queenies cup, was right on my heels. “I thought you didn’t want a lecture from the nuns.” “Better than a lecture from PTA moms.” She shuddered. “Plus, I like cats more than people.” I shrugged. “Okay, whatever.” We’d only gotten partway to the Street Cats tent when Aphrodite slowed way down. “Seriously. Effing. Pathetic.” She was muttering around her straw, narrowing her eyes, and glaring. I followed her gaze and joined her frown. “Yeah, no matter how many times I see them together, I still don’t get it.” Aphrodite and I had stopped to watch Shaunee’s ex-Twin BFF, Erin, hang all over Dallas. “I really thought she was better than that.” “Apparently not,” Aphrodite said. “Eeew,” I said, looking away from their way too public display of locked lips. “I’m telling you, there’s not enough booze in Tulsa to make watching those two suck face okay.” She made a gagging sound, which changed to a snort and a laugh. “Check out the wimple, twelve o’clock.” Sure enough, there was a nun I vaguely recognized as Sister Emily (one of the more uptight of the nuns) descending on the too-busy-with-their-tongues-to-notice couple. “She looks serious,” I said. “You know, a nun may very well be the direct opposite of an aphrodisiac. This should be entertaining. Let’s watch.” “Zoey! Over here!” I looked from the train wreck about to happen to see Sister Mary Angela waving me over to her.

To make your habits even more attractive, you can take this strategy one step further. Join a culture where (1) your desired behavior is the normal behavior and (2) you already have something in common with the group. Steve Kamb, an entrepreneur in New York City, runs a company called Nerd Fitness, which “helps nerds, misfits, and mutants lose weight, get strong, and get healthy.” His clients include video game lovers, movie fanatics, and average Joes who want to get in shape. Many people feel out of place the first time they go to the gym or try to change their diet, but if you are already similar to the other members of the group in some way—say, your mutual love of Star Wars—change becomes more appealing because it feels like something people like you already do.

HELPED are those who forgive; their reward shall be forgetfulness of every evil done to them. It will be in their power, therefore, to envision the new Earth. HELPED are those who are shown the existence of the Creator’s magic in the Universe; they shall experience delight and astonishment without ceasing. HELPED are those who laugh with a pure heart; theirs will be the company of the jolly righteous. HELPED are those who love all the colors of all the human beings, as they love all the colors of animals and plants; none of their children, nor any of their ancestors, nor any parts of themselves, shall be hidden from them. HELPED are those who love the lesbian, the gay, and the straight, as they love the sun, the moon, and the stars. None of their children, nor any of their ancestors, nor any parts of themselves, shall be hidden from them. HELPED are those who love the broken and the whole; none of their children, nor any of their ancestors, nor any parts of themselves shall be despised. HELPED are those who do not join mobs; theirs shall be the understanding that to attack in anger is to murder in confusion. HELPED are those who find the courage to do at least one small thing each day to help the existence of another—plant, animal, river, or human being. They shall be joined by a multitude of the timid. HELPED are those who lose their fear of death; theirs is the power to envision the future in a blade of grass. HELPED are those who love and actively support the diversity of life; they shall be secure in their differentness. HELPED are those who know.

Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them.

Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them. “I

We've known each other for years." "In every sense of the word." Tanya gave him a nudge and they shared another laugh. In every sense of the word... Daisy felt a cold stab of jealousy at their intimate moment. It didn't make sense. Her relationship with Liam wasn't real. But the more time she spent with him, the more the line blurred and she didn't know where she stood. "Daisy is a senior software engineer for an exciting new start-up that's focused on menstrual products," Liam said. "She's in line for a promotion to product manager. The company couldn't run without her." Daisy grimaced. "I think that's a bit of an exaggeration." "Take the compliment," Tanya said. "Liam doesn't throw many around... At least, he didn't used to." At least, he didn't used to... Was the bitch purposely trying to goad her with little reminders about her shared past with Liam? Daisy's teeth gritted together. Well, she got the message. Tanya was a cool, bike-riding, smooth-haired venture capitalist ex who clearly wasn't suffering in any way after her journey. She was probably so tough she didn't need any padding in her seat. Maybe she just sat on a board or the bare steel frame. Liam ran a hand through his hair, ruffling the dark waves into a sexy tangle. Was he subconsciously grooming himself for Tanya? Or was he just too warm? "What are you riding now?" "Triumph Street Triple 675. I got rid of the Ninja. Not enough power." "You like the naked styling?" Liam asked. Tanya smirked. "Naked is my thing, as you know too well." Naked is my thing... As you know too well... Daisy tried to shut off the snarky voice in her head, but something about Tanya set her possessive teeth on edge. "Do you want to join us inside?" Liam asked. "We're going to have a coffee before we finish the loop." Say no. Say no. Say no. "Sounds good." Tanya took a few steps and looked back over her shoulder. "Do you need a hand, Daisy?" Only to slap you.

This is an important tool that is unique to networked products. Traditional products that lack networks often struggle with this, because they rely on spammy emails, discounts, and push notifications to entice users back. This usually doesn’t work, and company-sent communications rank among the lowest clickthrough rate messages. Networked products, on the other hand, have the unique capability to reactivate these users by enlisting active users to bring them back. Even if you don’t open the app on a given day, other users in the network may interact with you—commenting or liking your past content, or sending you a message. Getting an email notification that says your boss just shared a folder with you is a lot more compelling than a marketing message. A notification that a close friend just joined an app you tried a month ago is a lot more engaging than an announcement about new features. And the more dense the network is around a churned user, the more likely they are to receive this type of interaction.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

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

I am first affrighted and confounded with that forelorn solitude, in which I am plac'd in my philosophy, and fancy myself some strange uncouth monster, who not being able to mingle and unite in society, has been expell'd all human commerce, and left utterly abandon'd and disconsolate. Fain wou'd I run into the crowd for shelter and warmth; but cannot prevail with myself to mix with such deformity. I call upon others to join me, in order to make a company apart; but no one will hearken to me. Every one keeps at a distance, and dreads that storm, which beats upon me from every side. I have expos'd myself to the enmity of all metaphysicians, logicians, mathematicians, and even theologians; and can I wonder at the insults I must suffer? I have declar'd my disapprobation of their systems; and can I be surpriz'd, if they shou'd express a hatred of mine and of my person? When I look abroad, I foresee on every side, dispute, contradiction, anger, calumny and detraction. When I turn my eye inward, I find nothing but doubt and ignorance. All the world conspires to oppose and contradict me; tho' such is my weakness, that I feel all my opinions loosen and fall of themselves, when unsupported by the approbation of others. Every step I take is with hesitation, and every new reflection makes me dread an error and absurdity in my reasoning.

Success comes with an inevitable problem: market saturation. New products initially grow just by adding more customers—to grow a network, add more nodes. Eventually this stops working because nearly everyone in the target market has joined the network, and there are not enough potential customers left. From here, the focus has to shift from adding new customers to layering on more services and revenue opportunities with existing ones. eBay had this problem in its early years, and had to figure its way out. My colleague at a16z, Jeff Jordan, experienced this himself, and would often write and speak about his first month as the general manager of eBay’s US business. It was in 2000, and for the first time ever, eBay’s US business failed to grow on a month-over-month basis. This was critical for eBay because nearly all the revenue and profit for the company came from the US unit—without growth in the United States, the entire business would stagnate. Something had to be done quickly. It’s tempting to just optimize the core business. After all, increasing a big revenue base even a little bit often looks more appealing than starting at zero. Bolder bets are risky. Yet because of the dynamics of market saturation, a product’s growth tends to slow down and not speed up. There’s no way around maintaining a high growth rate besides continuing to innovate. Jeff shared what the team did to find the next phase of growth for the company: eBay.com at the time enabled the community to buy and sell solely through online auctions. But auctions intimidated many prospective users who expressed preference for the ease and simplicity of fixed price formats. Interestingly, our research suggested that our online auction users were biased towards men, who relished the competitive aspect of the auction. So the first major innovation we pursued was to implement the (revolutionary!) concept of offering items for a fixed price on ebay.com, which we termed “buy-it-now.” Buy-it-now was surprisingly controversial to many in both the eBay community and in eBay headquarters. But we swallowed hard, took the risk and launched the feature . . . and it paid off big. These days, the buy-it-now format represents over $40 billion of annual Gross Merchandise Volume for eBay, 62% of their total.65

Blackbeard the pirate was actually Edward Teach sometimes known as Edward Thatch, who lived from 1680 until his death on November 22, 1718. Blackbeard was a notorious English pirate who sailed around the eastern coast of North America. Although little is known about his childhood he may have worked as an apprentice on an English ship, during the second phase in a series of wars between the French and the English from 1754 and ended in 1778 as part of the American Revolutionary War. The war had different names depending on where it was fought. In the American colonies the war was known as the French and Indian War. During the time it was fought during the reign of Anne, Queen of Great Britain, it was called Queen Anne's War and in Europe it was known as the War of the Spanish Succession. During the earlier period of hostilities between France and England, some English ships were granted permission to raid French colonies and French ships and were considered privateers. Captain Benjamin Hornigold, whose crew Teach joined around 1716 operated from the Bahamian island of New Providence. Captain Hornigold placed Teach in command of a sloop that he had captured and during this time he was given the name Blackbeard. Horngold and Blackbeard sailing out of New Providence engaged in numerous acts of piracy. Their numbers were boosted by the addition of other captured ships. Blackbeard captured a French slave ship known as La Concorde and renamed her Queen Anne's Revenge. He renamed it “Queen Anne's Revenge” referring to Anne, Queen of England and Scotland returning to the throne of Great Britain. He equipped his new acquisition with 40 guns, and a crew of over 300 men. Becoming a world renowned pirate, most people feared him. In a failed attempt to run a blockade in place and refusing the governors pardon, he ran “Queen Anne's Revenge” aground on a sandbar near Beaufort, North Carolina and settled in North Carolina where he then accepted a royal pardon. The wreck of “Queen Anne's Revenge” was found in 1996 by private salvagers, Intersal Inc., a salvage company based in Palm Bay, Florida Not knowing when enough, he returned to plundering at sea. Alexander Spotswood, the Governor of Virginia formed a garrison of soldiers and sailors to protect the colony and if possible capture Blackbeard. On November 22, 1718 following a ferocious battle, Blackbeard and several of his crew were killed by a small force of sailors led by Lieutenant Robert Maynard. After his death, Blackbeard became a martyr and an inspiration for a number of fictitious books.

Flynn lived in a shiny glass apartment tower on the water in Melbourne. The building looked like hundreds of mirrors reflecting the bright blue sky. He lived at the top of the high-rise. Kope and I stepped off the elevator and looked down the hall at Flynn’s door. We’d been silent. Nodding to each other, we sent our hearing into the apartment. With a quiet gasp, I yanked my auditory sense back to normal. Flynn was busy with company at the moment. Very busy. Kope made a low sound and closed his eyes, shaking his head as if to clear away the sounds he’d heard. My face heated and I shifted from foot to foot, fighting back the nervous smile that always wanted to surface at inappropriate times. I found a small sitting area around the corner with glass walls overlooking the city. We sat, taking in the view. When my stupid urge to smile finally settled, I braved another look at Kope and pointed to myself, using my new, limited sign-language skills to tell him I’d listen. Given the new information about his inclination for lust, it was only fair. I quickly looked away, embarrassed by the crassness of the situation. I wasn’t going to listen the whole time. I’d just pop in for a quick check. Ten minutes passed. Still busy. Half an hour passed. Busy. Forty-five minutes passed. I shook my head to let Kope know they were still at it. He fidgeted and paced, out of his normal, calm comfort zone. An hour and ten minutes passed, and I took a turn at stretching my legs. I was getting hungry. I thought we’d be through with our talk by this time. We could interrupt Flynn, but I didn’t want him to freak out in front of somebody. We needed his guest to leave so we could talk alone. At the hour and a half mark, Kope checked his watch and looked at me. I sent my hearing into the room. Oh, they weren’t in the bedroom anymore. Finally! I wiggled my hearing around until it hit the sound of running water. A shower. This was a good sign. But wait . . . nope. I shook my head, eyes wide. Was this normal? Kope did something uncharacteristic then. He grinned, giving a little huff through his nose. This elicited a small giggle from me and I pressed both hands over my mouth. It was too late, though. At this point, I wouldn’t be able to stop myself. I could feel the crazy, unfortunate amusement rising. I jumped up and ran as spritely as I could to the stairwell with Kope on my heels. We sprinted down several flights before I fell back against the wall, laughter bubbling out. It went on and on, only getting worse when Kope joined in with his deep chuckling, a joyful rumble.

her that when he had first raised the idea, I hadn’t known he was sick. Almost nobody knew, she said. He had called me right before he was going to be operated on for cancer, and he was still keeping it a secret, she explained. I decided then to write this book. Jobs surprised me by readily acknowledging that he would have no control over it or even the right to see it in advance. “It’s your book,” he said. “I won’t even read it.” But later that fall he seemed to have second thoughts about cooperating and, though I didn’t know it, was hit by another round of cancer complications. He stopped returning my calls, and I put the project aside for a while. Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them. “I always thought of myself as a humanities person as a kid, but I liked electronics,” he said. “Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences, and I decided that’s what I wanted to do.” It was as if he were suggesting themes for his biography (and in this instance, at least, the theme turned out to be valid). The creativity that can occur when a feel for both the humanities and the sciences combine in one strong personality was the topic that most interested me in my biographies of Franklin and Einstein, and I believe that it will be a key to creating innovative economies in the twenty-first century. I asked Jobs why he wanted me to be the one to write his biography. “I think you’re good at getting people to talk,” he replied. That was an unexpected answer. I knew that I would have to interview scores of people he had fired, abused, abandoned, or otherwise infuriated, and I feared he would not be comfortable with my getting them to talk. And indeed he did turn out to be skittish when word trickled back to him of people that I was interviewing. But after a couple of months,

I am first affrighted and confounded with that forelorn solitude, in which I am plac'd in my philosophy, and fancy myself some strange uncouth monster, who not being able to mingle and unite in society, has been expell'd all human commerce, and left utterly abandon'd and disconsolate. Fain wou'd I run into the crowd for shelter and warmth; but cannot prevail with myself to mix with such deformity. I call upon others to join me, in order to make a company apart; but no one will hearken to me. Every one keeps at a distance, and dreads that storm, which beats upon me from every side. I have expos'd myself to the enmity of all metaphysicians, logicians, mathematicians, and even theologians; and can I wonder at the insults I must suffer? I have declar'd my disapprobation of their systems; and can I be surpriz'd, if they shou'd express a hatred of mine and of my person? When I look abroad, I foresee on every side, dispute, contradiction, anger, calumny and detraction. When I turn my eye inward, I find nothing but doubt and ignorance. All the world conspires to oppose and contradict me; tho' such is my weakness, that I feel all my opinions loosen and fall of themselves, when unsupported by the approbation of others. Every step I take is with hesitation, and every new reflection makes me dread an error and absurdity in my reasoning. For with what confidence can I venture upon such bold enterprises, when beside those numberless infirmities peculiar to myself, I find so many which are common to human nature? Can I be sure, that in leaving all established opinions I am following truth; and by what criterion shall I distinguish her, even if fortune shou'd at last guide me on her foot-steps? After the most accurate and exact of my reasonings, I can give no reason why I shou'd assent to it; and feel nothing but a strong propensity to consider objects strongly in that view, under which they appear to me. Experience is a principle, which instructs me in the several conjunctions of objects for the past. Habit is another principle, which determines me to expect the same for the future; and both of them conspiring to operate upon the imagination, make me form certain ideas in a more intense and lively manner, than others, which are not attended with the same advantages. Without this quality, by which the mind enlivens some ideas beyond others (which seemingly is so trivial, and so little founded on reason) we cou'd never assent to any argument, nor carry our view beyond those few objects, which are present to our senses. Nay, even to these objects we cou'd never attribute any existence, but what was dependent on the senses; and must comprehend them entirely in that succession of perceptions, which constitutes our self or person. Nay farther, even with relation to that succession, we cou'd only admit of those perceptions, which are immediately present to our consciousness, nor cou'd those lively images, with which the memory presents us, be ever receiv'd as true pictures of past perceptions. The memory, senses, and understanding are, therefore, all of them founded on the imagination, or the vivacity of our ideas.

Every ritual repetition of the cosmogony is preceded by a symbolic retrogression to Chaos. In order to be created anew, the old world must first be annihilated. The various rites performed in connection with the New Year can be put in two chief categories: (I) those that signify the return to Chaos (e.g., extinguishing fires, expelling 'evil' and sins, reversal of habitual behavior, orgies, return of the dead); (2) those that symbolize the cosmogony (e.g., lighting new fires, departure of the dead, repetition of the acts by which the Gods created the world, solemn prediction of the weather for the ensuing year). In the scenario of initiatory rites, 'death' corresponds to the temporary return to Chaos; hence it is the paradigmatic expression of the end of a mode of being the mode of ignorance and of the child's irresponsibility. Initiatory death provides the clean slate on which will be written the successive revelations whose end is the formation of a new man. We shall later describe the different modalities of birth to a new, spiritual life. But now we must note that this new life is conceived as the true human existence, for it is open to the values of spirit. What is understood by the generic term 'culture,' comprising all the values of spirit, is accessible only to those who have been initiated. Hence participation in spiritual life is made possible by virtue of the religious experiences released during initiation. All the rites of rebirth or resurrection, and the symbols that they imply, indicate that the novice has attained to another mode of existence, inaccessible to those who have not undergone the initiatory ordeals, who have not tasted death. We must note this characteristic of the archaic mentality: the belief that a state cannot be changed without first being annihilated-in the present instance, without the child's dying to childhood. It is impossible to exaggerate the importance of this obsession with beginnings, which, in sum, is the obsession with the absolute beginning, the cosmogony. For a thing to be well done, it must be done as it was done the first time. But the first time, the thing-this class of objects, this animal, this particular behavior-did not exist: when, in the beginning, this object, this animal, this institution, came into existence, it was as if, through the power of the Gods, being arose from nonbeing. Initiatory death is indispensable for the beginning of spiritual life. Its function must be understood in relation to what it prepares: birth to a higher mode of being. As we shall see farther on, initiatory death is often symbolized, for example, by darkness, by cosmic night, by the telluric womb, the hut, the belly of a monster. All these images express regression to a preformal state, to a latent mode of being (complementary to the precosmogonic Chaos), rather than total annihilation (in the sense in which, for example, a member of the modern societies conceives death). These images and symbols of ritual death are inextricably connected with germination, with embryology; they already indicate a new life in course of preparation. Obviously, as we shall show later, there are other valuations of initiatory death-for example, joining the company of the dead and the Ancestors. But here again we can discern the same symbolism of the beginning: the beginning of spiritual life, made possible in this case by a meeting with spirits. For archaic thought, then, man is made-he does not make himself all by himself. It is the old initiates, the spiritual masters, who make him. But these masters apply what was revealed to them at the beginning of Time by the Supernatural Beings. They are only the representatives of those Beings; indeed, in many cases they incarnate them. This is as much as to say that in order to become a man, it is necessary to resemble a mythical model.

the psychologist turned to Gillian’s mother and said, “You know, Mrs. Lynne, Gillian isn’t sick. She’s a dancer. Take her to a dance school.” I asked Gillian what happened then. She said her mother did exactly what the psychologist suggested. “I can’t tell you how wonderful it was,” she told me. “I walked into this room, and it was full of people like me. People who couldn’t sit still. People who had to move to think.” She started going to the dance school every week, and she practiced at home every day. Eventually, she auditioned for the Royal Ballet School in London, and they accepted her. She went on to join the Royal Ballet Company itself, becoming a soloist and performing all over the world. When that part of her career ended, she formed her own musical theater company and produced a series of highly successful shows in London and New York. Eventually, she met Andrew Lloyd Webber and created with him some of the most successful musical theater productions in history, including Cats and The Phantom of the Opera. Little Gillian, the girl with the high-risk future, became known to the world as Gillian Lynne, one of the most accomplished choreographers of our time, someone who has brought pleasure to millions and earned millions of dollars. This happened because someone looked deep into her eyes—someone who had seen children like her before and knew how to read the signs. Someone else might have put her on medication and told her to calm down. But Gillian wasn’t a problem child. She didn’t need to go away to a special school. She just needed to be who she really was.

May 5th 2018 was one of the first nice spring days the beautiful State of Maine had seen since being captured by the long nights and cold days of winter. Ursula, my wife of nearly 60 years and I were driving north on the picturesque winding coastal route and had just enjoyed the pleasant company of Beth Leonard and Gary Lawless at their interesting book store “Gulf of Maine” in Brunswick. I loved most of the sights I had seen that morning but nothing prepared us for what we saw next as we drove across the Kennebec River on the Sagadahoc Bridge. Ursula questioned me about the most mysterious looking vessel we had ever seen. Of course she expected a definitive answer from me, since I am considered a walking encyclopedia of anything nautical by many. Although I had read about this new ship, its sudden appearance caught me off guard. “What kind of ship is that?” Ursula asked as she looked downstream, at the newest and most interesting stealth guided missile destroyer on the planet. Although my glance to the right was for only a second, I was totally awed by the sight and felt that my idea of what a ship should look like relegated me to the ashbin of history where I would join the dinosaurs and flying pterosaurs of yesteryear. Although I am not privileged to know all of the details of this class of ship, what I do know is that the USS Zumwalt (DDG 1000) first underwent sea trials in 2015. The USS Michael Monsoor (DDG-1001) delivered to the Navy in April 2018, was the second ship this class of guided missile destroyers and the USS Lyndon B. Johnson (DDG-1002) now under construction, will be the third and final Zumwalt-class destroyer built for the United States Navy. It was originally expected that the cost of this class would be spread across 32 ships but as reality set in and costs overran estimates, the number was reduced to 24, then to 7 and finally to 3… bringing the cost-per-ship in at a whopping $7.5 billion. These guided missile destroyers are primarily designed to be multi-mission stealth ships with a focus on naval gunfire to support land attacks. They are however also quite capable for use in surface and anti-aircraft warfare. The three ship’s propulsion is similar and comes from two Rolls-Royce gas turbines, similar to aircraft jet engines, and Curtiss-Wright electrical generators. The twin propellers are driven by powerful electric motors. Once across the bridge the landscape once again became familiar and yet different. Over 60 years had passed since I was here as a Maine Maritime Academy cadet but some things don’t change in Maine. The scenery is still beautiful and the people are friendly, as long as you don’t step on their toes. Yes, in many ways things are still the same and most likely will stay the same for years to come. As for me I like New England especially Maine but it gets just a little too cold in the winter!

Wherever the Four Horsemen (Exxon Mobil, Chevron Texaco, BP Amoco & Royal Dutch/Shell) gallop the CIA is close behind. Iran was no exception. By 1957 the Company, as intelligence insiders know the CIA, created one of its first Frankensteins—the Shah of Iran’s brutal secret police known as SAVAK. Kermit Roosevelt, the Mossadegh coup-master turned Northrop salesman, admitted in his memoirs that SAVAK was 100% created by the CIA and Mossad, the Israeli intelligence agency that acts as appendage of the CIA. For the next 20 years the CIA and SAVAK were joined at the hip when it came to matters of Persian Gulf security. Three hundred fifty SAVAK agents were shuttled each year to CIA training facilities in McLean, Virginia, where they learned the finer arts of interrogation and torture. Top SAVAK brass were trained through the US Agency for International Development’s (USAID) Public Safety Program, until it was shut down in 1973 due to its reputation for turning out some of the world’s finest terrorists…. Popular anger towards Big Oil, the Shah and his new police state resulted in mass protests. The Shah dealt with the peaceful demonstrations with sheer brutality and got a wink and nod from Langley. From 1957-79 Iran housed 125,000 political prisoners. SAVAK “disappeared” dissenters, a strategy replicated by CIA surrogate dictators in Argentina and Chile. … In 1974 the director of Amnesty International declared that no country had a worse human rights record than Iran. The CIA responded by increasing its support for SAVAK.3

Joining a new company is akin to an organ transplant—and you’re the new organ. If you’re not thoughtful in adapting to the new situation, you could end up being attacked by the organizational immune system and rejected. Witness David’s challenges at Energix.

To overcome these barriers and succeed in joining a new company, you should focus on four pillars of effective onboarding: business orientation, stakeholder connection, alignment of expectations, and cultural adaptation.

That summer, the month he turned twenty-nine, my brother had proposed to his girlfriend, the one he’d met four years earlier, just before coming to stay with me in Brooklyn. Nearly everyone from high school and most of my friends from college were married, or soon to be, and as for ex-boyfriends: W married in 2005; R met his soon-to-be wife in 2006 (today both couples have two children). Even the close friends I’d made in New York were “joining the vast majority,” as Neith had put it. All of us wanted to believe this wouldn’t change anything. But it did, invariably, in ways small and large. It’s a rare friendship that transcends the circumstances that forged it, and being single together in the city, no matter how powerful a bond when it’s happening, can prove pretty weak glue. Alliances had been redrawn, resources shifted and reconsolidated; new envies replaced the old. Whereas before we were all broke together, now they had husbands splitting the rent and bills, and I couldn’t shake my awareness of this difference. A treacherous, unspoken sense of inequality set in, which only six months into my new magazine job had radically reversed: I’d become the one who could afford nice restaurants while they had to channel their disposable incomes toward a shared household, and I felt their unspoken judgment just as before they’d felt mine. One newly married friend lashed out at me for never inviting her to parties. I tried to explain: Didn’t she see I was going because someone else had invited me? And that if I didn’t go, I’d be home alone, whereas she had someone to keep her company? When a dear friend said, “You know, I may be married now, but I’m still just like you! I can still do whatever I want!” I blanched. She’d been on her own so recently herself. Didn’t she remember that being single is more than just following your whims—that it also means having nobody to help you make difficult decisions, or comfort you at the end of a bad week?

the autonomous-driving side of things, Alphabet (formerly Google), which has logged several million self-driving-car test miles, continues to lead the pack. At the end of 2016, it created a new business division, called Waymo, for its autonomous driving technology. In May 2017, Waymo and Lyft announced that they would work together on developing the technology, and later in the year, Alphabet invested $1 billion in the start-up. Others, like Cruise Automation (which GM acquired for $1 billion) and Comma.ai, which offers open-source autonomous driving technology in the same vein as Google’s Android mobile operating system, are chasing hard. Baidu, China’s leading Internet search company, has an autonomous-driving research center in Sunnyvale. Byton—backed by China’s Tencent, Foxconn, and the China Harmony New Energy auto retailer group—has an office in Mountain View, as does Didi Chuxing, the Chinese ride-sharing company in which Apple invested $1 billion. Many of these companies have taken not just inspiration but also talent from Tesla. Part of the value of an innovation cluster like Silicon Valley lies in the dispersal of intellectual labor from one node to the next. For instance, PayPal is well known in the Valley for producing a number of high performers who left the company to start, join, or invest in others. The so-called PayPal Mafia includes Reid Hoffman, who founded LinkedIn; Max Levchin, whose most recent of several start-ups is the financial services company Affirm; Peter Thiel, a Facebook board member and President Trump–supporting venture capitalist who cofounded “big data” company Palantir; Jeremy Stoppelman, who started reviews site Yelp; Keith Rabois, who was chief operating officer at Square and then joined Khosla Ventures; David Sacks, who sold Yammer to Microsoft for $1.2 billion and later became CEO at Zenefits; Jawed Karim, who cofounded YouTube; and one Elon Musk.

On the flip side, it’s brutal trying to pull together the right people if you have someone around early on who doesn’t generate a high degree of confidence, enthusiasm, and respect. Cultures get built from the beginning, and whoever joins a company takes cues from whoever’s already there.

I heard this story of someone who does this in MLM. If he's talking to someone who is “cold”, he never, EVER starts by saying he's in “MLM” or network marketing. Instead, he talks about how unstable the economy and job market is. Then he discusses how pensions and government programs are unreliable and bankrupt. Next he suggests real financial security comes only from having a business. And if you lack experience, a franchise is ideal, since they usually offer support and a proven “paint by numbers” system. But franchises cost money and take time. So the next best thing is MLM—which can be done cheaply part time. And since most new MLM company's fail, it's best to join one that's been around a while, like his... See how that works?

Here’s how “save more tomorrow” works. When new employees join a company, in addition to the regular decisions they are asked to make about what percentage of their paycheck to invest in their company’s retirement plan, they are also asked what percentage of their future salary raises they would be willing to invest in the retirement plan. It is difficult to sacrifice consumption today for saving in the distant future, but it is psychologically easier to sacrifice consumption in the future, and even easier to give up a percentage of a salary increase that one does not yet have.

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

Wildly Popular House Buying Strategy In A Competitive Environment It is important for the success of any real estate consulting company to have customers who are happy with their services. Customers who are unhappy with your real estate services business will stop buying your goods and will supply your business with a bad name. To guarantee that your business receives positive reviews, be certain to give your customers the best quality service. We've great ideas about how to create potential customers and keeping current ones satisfied. Each new employee you bring into your real estate services business could have long-lasting repercussions, so choose them carefully. Prior to inviting someone to join you, be certain that he or she's going to be capable of performing the duties the job will require, and that he or she's certified in any way needed. Whenever a new employee joins your business, you should see that they receive thorough training and could complete the tasks assigned to them. Successful companies have happy staff members that need to help you succeed; they tend to be the product of ongoing training. A real estate services business that hopes to be competitive in today's business world should have a professionally designed website. As a responsible business owner, you have to hire a professional website designer to build your site if you don't have the necessary skills to do it yourself. The appearance of your website is vital to its success, so be sure to use visually appealing templates and images that support your content. Never discount the importance of virtual retailing to your real estate consulting company's success; today's business climate requires that all companies establish and maintain a strong and authoritative web presence. Don't give in to complacency, even though your real estate consulting company is doing well. House buying experts universally believe that the very best time to expand your company is when you are gaining momentum. When you have dedication to the project, you could build a successful company. If your company could learn to embrace changes in the marketplace and always strive for something better, you will get through a lot of tough times.

On Thursday, February 19, 2015, two months after the United States and Cuba announced a willingness to re-establish normal diplomacy, after over 5 decades of hostile relations, the United States House Minority leader and eight fellow Democratic Party lawmakers went to Havana to meet with the Cuban Vice President Miguel Díaz-Canel. On February 27th, Cuban Foreign Ministry Director for North America, Josefina Vidal, and her delegation met at the State Department in Washington, D.C. Although most Cubans and many Americans have a positive view towards improving diplomatic relations, there are conservative legislators in both the U.S. House and Senate that have not joined in the promotion and necessary détente and good will in easing the normalization of relations between the two countries. On May 29, 2015, by Executive Order, President Obama took a first step by removing Cuba from the list of “State Sponsors of Terrorism.” Since then President Trump has been determined to overturn most of what has been passed by the former administration. On June 16, 2017 President Trump moved to reverse many of President Obama’s policies towards Cuba. According to the CATO Institute the alleged justification for this reversal is that it will pressure the Cuban government to make concessions on human rights and political policies towards the Island Nation. Apparently Trump’s new restrictions will impose limits on travel and how U.S. Companies will be able to do business in Cuba. Although the final say regarding the normalization between the two countries is in the hands of politicians representing their various constituencies. The United States has long worked and traded with other Communist nations. Recently additional pressure has been applied by corporations that, quite frankly, are fed up with the slowness of the process. The idea that everything hinges on the fact Cuba is a Communist country, run by a dictatorship, does not take into account the plight of the individual Cuban citizens. The United States may wish for a different government; however it is up to Cuba to decide what form of government they will eventually have.

During his extensive career as an airmail pilot with Aéropostale, Antoine served as the company’s station manager in barren Villa Bens. During the Second World War, although he was older than most, Saint-Exupéry joined the Free French Air Force. On July 31, 1944, as fate would have it, he disappeared on a reconnaissance mission flying a P-38 Lightning over the Mediterranean, somewhere south of Marseille. The body of a French pilot was found a few days after Antoine’s disappearance and was buried in Carqueiranne, France. After his death he became an icon and national hero throughout France. For a fleeting moment I wondered what anyone could do to pass the time of day at such a remote location…. Antoine de Saint-Exupéry used his time to write books! Today the word Aéropostale takes on an entirely new meaning. It has become the name of an American retailer of casual apparel for young people. Go figure….

By far the main stakeholder Shkreli took from was customers – patients and health insurance companies. But Shkreli also took from his colleagues, who may have joined a biotech start-up excited about inventing new drugs, but instead spent their days ordered to squeeze higher profits from existing drugs. He took from suppliers, because the restricted sale and thus production of Daraprim slashed the demand for its inputs. And he took from communities, because reduced access to Daraprim hurt patients, their families and their friends.

Dewey was wrong when he said that being noble enough is all we can ask for in this world, because we can ask for much more than that. We can ask for a second helping of pound cake even though someone has made it quite clear that we will not get any. We can ask for a new watercolor set, even though it will be pointed out that we never used the old one, and that all of the paints dried into a crumbly mess. We can ask for Japanese fighting fish, to keep us company in our bedroom, and we can ask for a special camera that will allow us to take photographs even in the dark, for obvious reasons, and we can ask for an extra sugar cube in our coffees in the morning and an extra pillow in our beds at night. We can ask for justice, and we can ask for a handkerchief and we can ask for cupcakes, and we can ask for all the soldiers in the world to lay down their weapons and join us in a rousing chorus of ‘Cry Me a River,’ if that happens to be our favorite song. But we can also ask for something we are much more likely to get, and that is to find a person or two, somewhere in our travels, who will tell us that we are noble enough, whether it is true or not. We can ask for someone who will say, ‘You are noble enough,’ and remind us of our good qualities when we have forgotten them, or cast them into doubt.

It works like this: Reseller A sells the product for your recommended advertised price of $50, then reseller B sells it for $45 to compete with A, and then C sells it for $40 to compete with A and B. In no time at all, no one is making profit from selling your product and reorders disappear. Customers are now accustomed to the lower pricing and the process is irreversible. The product is dead and you need to create a new product. This is precisely the reason why so many companies need to create new product after new product month after month. It’s a headache.

He told them, that, when the patent was granted, the number of freemen was supposed to be (as in like corporations) so few, as they might well join in making laws; but now they were grown to so great a body, as it was not possible for them to make or execute laws, but they must choose others for that purpose: and that howsoever it would be necessary hereafter to have a select company to intend that work, yet for the present they were not furnished with a sufficient number of men qualified for such a business, neither could the commonwealth bear the loss of time of so many as must intend it. Yet this they might do at present, viz., they might, at the general court, make an order, that, once in the year, a certain number should be appointed (upon summons from the governor) to revise all laws, etc., and to reform what they found amiss therein; but not to make any new laws, but prefer their grievances to the court of assistants; and that no assessment should be laid upon the country without the consent of such a committee, nor any lands disposed of.[

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)

(1) create a company-approved project that will force you to learn new skills and introduce you to new people within your company; (2) take on leadership positions in the hobbies and outside organizations that interest you; (3) join your local alumni club and spend time with people who are doing the jobs you’d like to be doing; (4) enroll in a class at a community college on a subject that relates to either the job you’re doing now or a job you see yourself doing in the future.

One of the most common mistakes companies make as they scale is to drift from their consistent drumbeat. This can happen when new employees join by the hundreds—or by the thousands—and they’re so far removed from the leader that they don’t really hear the beat. So while they may understand the “what,” they may not be clear on the “how.” Meaning, they may know what their job is and what the company is trying to do, but they don’t appreciate how the company goes about doing what it does. The “how” is all about culture and values of a company, which must be communicated clearly.

Joining a new company is akin to an organ transplant—and you’re the new organ.

Lori Toye founded a small publishing company in August of 1989. Lori Toye's husband joined the team to form I AM America Publishing and Distributing. I AM America Publishing and Distributing has many accomplishments. I AM America publications have been featured on NBC, FOX, UPN, London’s Carlton Television, Art Bell’s Dreamland, George Noory’s Coast to Coast, the Washington Post, and the New York Times.

In 2018, the average annual pay raise per employee in the US was about 3 percent (5 percent for top performers). For an employee quitting her job and joining a new company, the average raise was between 10 percent and 20 percent. Staying in the same job is bad for your pocketbook.

for survival. However, as the business grows and new people join the firm, it’s impossible to know everyone’s name, let alone to have strong relationships with everyone. The kind of super-direct challenges that are easy when people know each other well become difficult. Not wanting to lose the friendly culture of the early days, many hesitate to speak up when they see problems, backing off of Challenge Directly and retreating to Ruinous Empathy. Because Obnoxious Aggression is more effective than Ruinous Empathy, that kind of behavior has an advantage; people who behave badly begin to win, rising in the company. When confronted with a powerful jerk, many people retreat to Manipulative Insincerity, more out of instinctive self-protectiveness than intentional wrongdoing. In this kind of environment, there’s an incentive to retreat to Manipulative Insincerity in front of those who are more senior to them, and resort to Obnoxious Aggression with those who are less powerful. The culture becomes toxic—many kissing up and

But our little campaign became the largest of its kind in history—endowments and portfolios worth nearly $8 trillion have joined in—and it has clearly stung: recent academic studies have proved that it has helped move the climate issue to the fore and reduced the capital the fossil fuel companies can mobilize for new exploration

MANY YEARS AGO, I had joined the local news desk of a prominent newspaper in Bengaluru, the sleepy south Indian town that became the country’s Silicon Valley. After trying my hand at crime reporting and general business journalism, I developed an interest in tracking technology. Among other things in the mid noughties, I had half a page in the paper to feature new gadgets every week. Nokia, Blackberry, Samsung and a few other companies were regulars on the page. While I was enjoying my work, my salary needed a boost. (The media industry’s decline was just about beginning, and salaries were as poor then as they are today.) Getting out of the rather difficult circumstances that I found myself in, I moved on to the Economic Times to report on technology. The business daily was India’s largest pink paper by circulation, and I worked with some of the best journalists of the time. My job was mainly to write about technology services companies. Soon I got bored with tracking quarterly results and rehearsed statements. This was around 2012, and India’s start-up ecosystem was in its infancy. I quit the paper to join a start-up blog. I didn’t ask for a raise. I was just happy to be able to write about start-ups and their founders. It was something new, and their excitement was infectious. In those days, ‘start-up’ was not a mainstream beat in India. Only niche blogs wrote about them. On the personal front, there were months when I was flat broke. One evening I sold my old Nokia 5800 for ₹300 at a second-hand electronics shop to buy a packet of biryani. That is still the best biryani I’ve ever had. The two years at the start-up blog were also my best two years ever. As start-ups became the buzzword, I went back to the pink paper to write about them. I was able to upgrade my life a little. I moved into a middle-class apartment with my family. I got some furniture and so on. After selling the Nokia phone, I used a feature phone for a few days. But now I had to upgrade my phone. After much research, I zeroed in on a Micromax handset. Micromax, a Gurgaon-based company that began making handsets in 2008, had some smartphones that were affordable on a young journalist’s salary. It was also a leading brand and had some interesting features such as dual SIM and a great touchscreen display. Going from a phone that ran on Symbian (Nokia’s proprietary operating system that failed) to an Android-based phone was like suddenly being

I have continued to view people who work for me as volunteers. It isn’t that they’ve agreed to work without pay. “I’m aware that you’re all here, on the most basic level, to pay the rent,” I tell new hires. “Just as you need a job, I need people to take orders accurately, and to cook wonderful food.” Then I remind them that if they’re as talented at what they do as we believe they are, they could have gotten a job at any of 200 other very good restaurants for the same pay. “You could all be doing what you do anywhere else,” I say. “But you chose to be with us. You have volunteered to be on our team, and we owe it to you to provide you with much more than just a paycheck in return. We want you to feel certain you have made a wise choice in joining our company.

Tom Miller and Eric Tabor felt they needed to do something bigger. A lawsuit wasn’t enough. In September 2000, Miller unveiled a new law called the Producer Protection Act. It was by far the most stringent law ever proposed to constrain the power of companies like Tyson and Smithfield. The act banned companies from making their contracts with farmers confidential. Miller wanted to post the contracts on his website, creating a transparent market for the rules of production. The act also banned companies from retaliating against farmers who complained or tried to join an organization like a growers’ union. It protected farmers who talked back, in other words. The act also gave farmers the right to cancel any contract within three days of signing it, giving a lawyer plenty of time to look over the terms.

Cooperages typically specialized in one or the other because they each had different customer bases and wood requirements. They were often located in major towns to be close to their customers. Slack cooperage demand was more fragmented than tight cooperage, and therefore had a more diverse customer base. While most of the industry was tight cooperage, Greif focused on slack, with the company having the most slack capacity of any player. The cooperage industry had grown increasingly concentrated over time, with the top four companies’ share of total production increasing from 26% in 1935 to 47% in 1947.66 John Raible acquired control of the company from the Greif brothers in 1913. Raible was a wealthy investor, not terribly interested in the cooperage business. But his leadership was valuable, helping the company grow revenue from $1 million when he took over to $10 million when he took Greif public in 1926. But Raible’s reign came to an end in 1947, undone by a fellow board member. John Dempsey, an accountant in his early 30s, had joined the firm as a director and company secretary in 1946. After Raible tried to buy shares held by Dempsey’s wife and mother-in-law at a price the young accountant thought too cheap, Dempsey accumulated enough voting shares to take control of the company. Dempsey, claiming to be motivated by Raible calling Greif ‘my wood company,’ purchased over 50% of the voting shares and made himself chairman.67

The balance sheet told a different story. Selling for $13.38 per share at the end of 1954—an $18.8 million market capitalization—P&R traded close to its net current asset value of $9.16 per share, a figure that included significant excess inventory. While this alone was not enough to make the stock cheap, P&R also had an off-balance-sheet asset known as culm banks, a waste material accumulated from anthracite mining which was thought to have value as a fuel source. Buffett believed this asset could be worth around $8 per share.150 The net current asset value and the culm banks combined were worth $17 a share, enough to give Buffett confidence that the stock was cheap. But, as Table 2 shows, the company also had substantial property, plant, and equipment. These fixed assets were almost certainly worth less than their carrying value, as the industry had deteriorated since the company last valued them when it emerged from bankruptcy in 1945. While it wasn’t clear what they were worth, they were certainly worth something. Finally, and ultimately most importantly, Ben Graham was on P&R’s board of directors, becoming a member after purchasing the stock in 1952. Buffett, who had discovered the stock on his own, would join Graham’s firm in 1954. While Graham had not taken any significant action as a board member by then, Buffett sensed that his professor, mentor, and now boss would eventually make something happen. As he later stated, “I was just a peon sitting in the outer office… I was not in the inner circle, but I was terribly interested, knowing something was going on.

It was Micky Newman, the 34-year-old son of Ben’s partner Jerome, who talked him out of it. Micky was more optimistic about the excess inventory P&R had piled up. Moreover, he saw an opportunity to apply some high finance to this industrial company. “Ben wanted to sell at a loss, but we persuaded him not to because I could see some big pluses,” Micky later said. “I could see a huge potential tax loss due to abandonment of deep mines, and in addition, P&R coal had piled up small and unusual amounts of coal.”157 In early 1955, P&R reported a $7.3 million loss for 1954, $5.3 million of which was attributable to write-offs related to the abandonments of mines.158 The big loss gave the Baltimore/Graham-Newman group a chance to increase its control over the company’s corporate governance: Hyland’s broker, Benjamin Palmer, joined the board in February, and Micky Newman joined him three months later. Along with Ben Graham himself, the Baltimore and Graham-Newman shareholder group now controlled three of nine board seats. As a sign of things to come, P&R changed its name and amended its charter to allow the organization to engage in activities other than coal mining. The company dropped the reference to coal from its name, transitioning from the Philadelphia and Reading Coal and Iron Company to the Philadelphia and Reading Corporation.159 Micky took the initiative to transform the company. His plan was to use the cash P&R generated from liquidating its excess inventory to acquire profitable businesses, whose income would be shielded from future taxes by P&R’s existing tax loss position.

a Harvard M.B.A. and can help you. You should spend more time fishing, and with the proceeds, buy a bigger boat. In no time, you could buy several boats with the increased haul. Eventually, you would have a fleet of fishing boats.” He continued, “Instead of selling your catch to a middleman, you would sell directly to the consumers, eventually opening your own cannery. You would control the product, processing, and distribution. You would need to leave this small coastal fishing village, of course, and move to Mexico City, then to Los Angeles, and eventually New York City, where you could run your expanding enterprise with proper management.” The Mexican fisherman asked, “But, señor, how long will all this take?” To which the American replied, “15–20 years. 25 tops.” “But what then, señor?” The American laughed and said, “That’s the best part. When the time is right, you would announce an IPO and sell your company stock to the public and become very rich. You would make millions.” “Millions, señor? Then what?” “Then you would retire and move to a small coastal fishing village, where you would sleep late, fish a little, play with your kids, take a siesta with your wife, and stroll to the village in the evenings where you could sip wine and play your guitar with your amigos …

Why do you two think I need company?” Anthony put the beer in the icebox and laughed. “Unless that kiss you laid on our sister was a new healing technique, I’m guessing you will be joining the family soon.

The best proof that entrepreneurship is a question of behaviour, policies, and practices rather than personality is the growing number of older large-company people in the United States who make entrepreneurship their second career. Increasingly, middle- and upper-level executives and senior professionals who have spent their entire working lives in large companies – more often than not with the same employer – take early retirement after twenty-five or thirty years of service when they have reached what they realize is their terminal job. At fifty or fifty-five, these middle-aged people then become entrepreneurs. Some start their own business. Some, especially technical specialists, set up shop as consultants to new and small ventures. Some join in a new small company in a senior position. And the great majority are both successful and happy in their new assignment.

An Introduction to CFD Trading Increase, commit, and individuals trying to trade systems and their cash in different areas are usually trying to find new strategies. Like several good buyer, you won’t be joining the group, instead you had want in order to change lives begin or to create one. Stocks trading is really 80s within the sensation that perhaps young kids today understand how it operates, and have the ability to survive without any formal education. If you should be looking for a new company shift, you should provide a try to this new venture. First what’s a CFD? CFD stands for contract for difference. It’s thought as a small business contract an entrepreneur and by an expense business. If the contract expires, both parties can trade notes concerning the differences between the original and final price indices of particular monetary things like shares of items and futures. This is exactly what CFD Trading is focused on. The one edge that traders have within this economic contract is the fact that they get to purchase these factors at lower costs despite the fact that it includes nonvoting stocks where the trader can’t vote on all aspects of the company as opposed to what stockholders are blessed to do. Another thing is the fact that a CFD does not hold taxes on files even if these aspects are acquired in large amounts. In simple terms, it’s a in which a derivative asset is founded on an underlying asset’s cost between two entities that transactions the differences. These parties will need to pay the differences required to eachother. The way in which CFD Trading works is that among the entities gives the difference before contract ends included to the other. Just about like what occurs in spreadbetting, the trader continues the opposite end-of the deal with investment institution or CFD service, where the trader anticipates which cost will increase and having three selections to take whether to buy, to slide or to sell the component required. Another similarity with spreadbetting is the fact that you can find no tax tasks since CFD’s don’t involve buying of assets to become settled. It just requires the activity of the fee. Since the investor is just needed to spot a minor amount on these things, that are also called edges, the earnings and in addition losses will soon be on the basis of the money set in. In other words, a CFD is good for the entrepreneur since it gives him the chance of owning main assets without so much problem. Does It Work A good example of that is to ingest a share worth $20 and the entrepreneur buys 100 of these. He will be cost $2,000 by this exchange. Employing a stockbroker will demand the entrepreneur to shell 50% of this amount out. That is $1,000. A meager initial cashout is needed which amounts as much as only $100, should you evaluate that to an expenditure finished with a CFD representative. However, allow it to be regarded that whenever an investor enters a deal of difference, the cost place usually begins in a loss. Which damage is definitely equal to the spread. Which means the spread is at $8 along with if you come into a deal, the underlying resource must generate $8 merely to break even. Let us say if the actual resource reaches a quote cost of $ 20, then the CFD price will be a few cents less than that since the dealer will have to escape at that point. So as opposed to increasing your money to $40, he will must settle for several dollars. Nevertheless not really a terrible package to get a purchase with less trouble.

Today, there aren’t any doors. You don’t need permission from anyone. You just need an internet connection and a computer. Here’s the new paradigm: It’s no longer what you know, or who you know. It’s what you create. This fundamental shift has been brought on by technologies (mainly the internet) that have made it insanely easy to create all kinds of awesome stuff. Want to become a published author? Go for it. You don’t need a publisher. Just write your book and publish it on Amazon. I did this, and now I’m a bestselling author, selling more books than most authors would have dreamed of twenty years ago. Want to sell a product? Go for it. You don’t need a warehouse, or manufacturing equipment, or a storefront, or a bank to finance everything. Raise money on KickStarter, use Google to find a cheap manufacturer in China, and ship your product to customers all over the world on Amazon, or through your own ecommerce store. Want to learn how to start a company? You don’t need to spend hundreds of thousands of dollars getting an MBA. Take a course on Udemy. Or, join a startup accelerator program―and they’ll pay you. Here’s the thing. Even if you’re not doing this stuff, other hustlers are. The trend is happening whether you like it or not. When new resources become readily available, a sliver of society inevitably flocks to those resources and uses them to their advantage, often reaping astronomically high rewards in the process. The competitive advantage has shifted from connections to creations. Knowing important people is still important, but the means of meeting them has changed. The order is now reversed. You don’t connect and then create. You create and then connect.

Before he knew it, he’d reached his destination, and without bothering to kick off his shoes, he jumped into the large stone fountain that was situated halfway between the house and the cliffs that led to the sea. Splashing his way through the water, he reached the waterfall that had been built in the very middle of the fountain and stuck Thaddeus right into it. Shrieking with clear delight, Thaddeus began to wiggle, the paste that still covered him making him remarkably slippery. Afraid of dropping him, Everett set him down and then straightened, discovering that while he’d been busy with Thaddeus, Elizabeth had joined them in the fountain. Without so much as a by-your-leave, she sent water flying his way. And when Rose suddenly appeared in the fountain as well, he found himself splashed from all sides as the children went about the business of being children. Stumbling his way to the side of the fountain, he was just about to announce his surrender when a wave of water smacked him in the face, leaving him sputtering. When he finally caught his breath and pushed his hair out of his eyes, he found Millie grinning back at him, even as she scooped more water up into a bucket she’d somehow managed to procure. War was immediate, and one he knew he couldn’t win. The children continued splashing him as Millie threw bucketful after bucketful of water his way. When Millie slipped and fell, he saw an opportunity he couldn’t resist. Grabbing the bucket, which was floating beside her, he scooped up water and aimed it at Thaddeus, who’d abandoned his purple frock and was splashing around in nothing but his drawers. Drawing the bucket back, he let the water fly, but Thaddeus ducked out of the way—which had the water winging out of the fountain to land directly on . . . his mother. Even the peacocks that had been screeching just as loudly as the children had been shrieking seemed to realize the gravity of the situation. They stopped screeching, the children stopped shrieking, but Millie pushed soggy curls out of her eyes and simply smiled at his mother. “You’re more than welcome to join us, Mrs. Mulberry, now that you’re all wet.” For the briefest of seconds, Everett thought he caught a glimpse of longing in his mother’s eyes, but then she lifted her chin. “It would hardly be proper for me to frolic in a fountain, Miss Longfellow, nor is it proper for you to be in there, either.” She lifted her chin another notch as she glanced his way. “You’ve ruined my hat as well as soaked me to the skin.” With amusement tickling his throat, he looked his mother up and down. “I’ll buy you a new hat, Mother, but all I can suggest about you being soaked to the skin is to perhaps recommend you either search out a towel or, as Millie suggested, join us. It’s rather fun to frolic about in a fountain, even if society wouldn’t approve.” Dorothy

He’s not interested in the new blonde, look at him,” Chloe observes. “Of course he’s not, but Sandra’s gonna bolt in less than a minute. Just watch.” A throat clears behind us and we both straighten and turn, finding Sawyer directly behind us. He looks pretty comfortable, hands in pockets, standing inches away. I’m guessing he’s been here a minute. He cocks an eyebrow at me before moving his gaze to Chloe. “Everly’s roommate, Chloe, I presume?” he asks, reaching out and shaking her hand. “Sawyer, I’ve been looking forward to meeting you.” Chloe is positively beaming. “I’m a fan of anyone who can give this one”—she nudges me in the ribs—“a run for her money.” Sawyer rubs his chin in a play of delight. “Oh, I bet you have stories. We should have lunch sometime.” “Ha, ha, you two. Ha, ha. You can exchange numbers later. We need to focus right now.” “Yeah, what have you done to my assistant?” Sawyer frowns, the corners of his eyes creasing as he takes in Sandra’s appearance. “What happened to her pants?” “She looks hot, right? You can admit it, I won’t be jealous. Damn, her legs in that skirt. I wish my legs were that long.” I say wistfully. “Are we calling that a skirt? It looks like a headband.” “Don’t be old, it’s a skirt,” I assure him. “Gabe liked it,” I add. “He definitely liked it,” Chloe agrees while I nod smugly. “But now that meddling tramp is horning in on all my hard work,” I say, waving at the unknown blonde who joined Gabe and Sandra. And then Chloe and I groan in unison. Because Sandra has just given up and left Gabe and the new blonde. She’s wandered over by the balcony, looking miserable. “Go keep her company while I strategize,” I tell Chloe, and now Sawyer is the one groaning.

There’s something else, too, Miss Emmie.” Stevens had gone bashful now, and Emmie was intrigued. “Here.” Stevens beckoned her to follow him out the back of the stables, to where a separate entrance led to a roomy foaling stall. “He said you needed summat other’n t’mule, and you’re to limber her up, as Miss Winnie will be getting a pony soon.” A sturdy dapple-gray mare stood regarding Emmie from over a pile of hay. She turned a soft eye on Emmie and came over to the half door to greet her visitors. “Oh, Stevens.” Emmie’s eyes teared up again. “She is so pretty… so pretty.” “He left ye a message.” Stevens disappeared back into the barn and came out with a sealed envelope. “I can tack her up if ye like.” Emmie tore open the envelope with shaking fingers. How dare he be so thoughtful and generous and kind? Oh, how dare he… She couldn’t keep the horse, of course; it would not be in the least proper, but dear Lord, the animal was lovely… My dear Miss Farnum, Her name is Petunia, and she is yours. I have taken myself to points distant, so by the time I return, you will have fallen in love with her, and I will be spared your arguments and remonstrations. She is as trustworthy and reliable a lady as I have met outside your kitchen, and at five years of age, has plenty of service yet to give. Bothwell has been alerted you will be joining him on his rides, should it please you to do so. And if you are still determined not to keep the horse, dear lady, then consider her my attempt at consolation to you for inflicting Scout on the household in my absence. St. Just He’d drawn a sketch in the corner of Scout, huge paws splayed, tongue hanging, his expression bewildered, and broken crockery scattered in every direction. The little cartoon made Emmie smile through her tears even as Winnie tugged Scout out behind the stables to track Emmie down. “Are you crying, Miss Emmie?” Winnie picked up Emmie’s hand. “You mustn’t be sad, as we have Scout now to protect us and keep us company.” “It isn’t Scout, Winnie.” Emmie waved a hand toward the stall where Petunia was still hanging her head over the door, placidly watching the passing scene. “Oh.” Winnie’s eyes went round. “There’s a new horse, Scout.” She picked up her puppy and brought him over to the horse. The mare sniffed at the dog delicately, then at the child, then picked up another mouthful of hay. “Her name’s Petunia,” Emmie said, finding her handkerchief. “The earl brought her from York so I can ride out with the vicar.” “She’s very pretty,” Winnie said, stroking the velvety gray nose. “And not too big.” The mare was fairly good size, at least sixteen and a half hands, and much too big for Winnie. “Maybe once I get used to her, I can take you up with me, Winnie. Would you like that?” “Would I?” Winnie squealed, setting the dog down. “Did you hear that, Scout? Miss Emmie says we can go for a ride. Oh… We must write to the earl and thank him, Miss Emmie, and I must tell Rose I have a puppy, too. I can knight Scout, can’t I?” “Of course you may,” Emmie said, reaching for Winnie’s hand. “Though you must know knights would never deign to be seen in the castle kitchens, except perhaps in the dead of winter, when it’s too cold to go charging about the kingdom.” “Did knights sleep in beds?” “Scout can stay with Stevens above the carriage house when you have repaired to your princess tower for your beauty sleep.” “I’ll ask Scout.” It

Vala Afshar, chief marketing officer of Extreme Networks, is an interesting case study.3 Trained as an electrical engineer, Afshar joined Extreme Networks in 1996 as a software developer/quality service engineer, eventually transitioning to run the services business, becoming the chief customer support officer. In this role, Afshar became very active on Salesforce's Chatter, a private social network for business, and by 2011 had built a large internal following. As the chief information officer took note of Afshar's intracompany influence, he signed Afshar up for Twitter and gave him the mandate to interact with networks outside of the company. As Afshar prototyped his ideas in real time, he gained an external following. A publisher approached him about writing a book; his presentations on Slide-Share gained more than one million views; and he was promoted to chief marketing officer. Vala Afshar has become a thought leader, epitomizing a new breed of chief marketing officer, both highly social and highly technical—and Extreme Networks has unusually high name recognition for a $500 million company. Afshar's ability to shrink the space, getting immediate and actionable feedback, was pivotal in expanding his space into a high-profile public role. Fast feedback is also useful when it comes to identifying your distinctive strengths. Karen May, VP for people development at Google, invented a method she calls "speedback." It works like this: "partway through a training session she will tell everyone to pair off and sit knee to knee, and give them three minutes to answer one simple question: 'What advice would you give me based on the experience you've had with me here?' Participants say that it's some of the best feedback they've ever gotten."4 When we are willing to impose constraints—in this particular, instance, time—we have a better chance of identifying what is working and what needs to be changed.

Our Bar franchise program, which seeks to lift sales by targeting entrepreneurs in Brazil's slums, known as favelas. The company helps spruce up taverns and ofers management training. It's joining retailers and other businesses trying to reach out to the new middle class in Brazil's gritty neighborhoods in and around its big cities.

In the past year, a new divestment campaign has caught on, faster than any other such campaign in history, according to a recent Oxford university study. Investors representing more than $2.5tn in assets under management, including the Rockefeller Brothers Fund, Norway’s giant oil fund and the Church of England (whose archbishop is a former oil executive) have all joined the chorus saying sayonara to their dirtiest fossil fuel investments. They reason this is not about biting the hand that fed them; rather, it is about morality and economics. It is about the morality of not standing on the sidelines of climate change, “the most pressing moral issue in our world” in the words of the lead bishop on the environment for the Church of England. It is also about the economics of not getting stuck holding a bag of stranded fossil fuel assets that cannot be burnt if the world is to adhere to a given carbon budget, a topic on which Mark Carney, governor of the Bank of England, has expressed concerns. And it is about not missing out on the transition from a high-carbon to a low-carbon economy. The president of Harvard University, whose endowment is estimated to have a carbon footprint as big as that of Jamaica, is not convinced. As Drew Faust argues, constraining investment options risks significantly constraining investment returns, while divestment is unlikely to have a financial impact on the affected companies. It also raises the troubling problem of boycotting a whole class of companies whose products and services we rely on.

Portland’s affordability is also being pressured by investors so bullish on this city’s single-family housing they’ve bought properties by the dozen on the heels of the recession, driving up prices and rents as they go. Traditional real estate investors — flippers, remodelers and developers, companies that to some extent have always been here — have been joined by hundreds of private investors and new private equity firms out to make money for investors through real estate.

Data on how such buyers affect the listed market are difficult to corral. But an InvestigateWest analysis of roughly 12,000 buyers who paid cash for listed homes in Multnomah County between 2006 and 2014 found more than 850 individuals or their corporate doppelgangers buying between two and nine homes. Those buyers were joined by the 26 institutional investors that captured hundreds more. Translation? Among the approximately 12,000 purchases, there were at least 2,750 flips, remodels, redevelopments and new rental acquisitions in place of new homeowners at the lowest price point of the market. Owing to the lack of transparency in real estate holdings — many homes were acquired by opaquely named corporations, and some buyers use several at a time — and to the tendency of equity groups to place houses in the names of their investors rather than of the investment company, that number is likely much higher.

April 9 MORNING “And there followed Him a great company of people, and of women, which also bewailed and lamented Him.” — Luke 23:27 AMID the rabble rout which hounded the Redeemer to His doom, there were some gracious souls whose bitter anguish sought vent in wailing and lamentations — fit music to accompany that march of woe. When my soul can, in imagination, see the Saviour bearing His cross to Calvary, she joins the godly women and weeps with them; for, indeed, there is true cause for grief — cause lying deeper than those mourning women thought. They bewailed innocence maltreated, goodness persecuted, love bleeding, meekness about to die; but my heart has a deeper and more bitter cause to mourn. My sins were the scourges which lacerated those blessed shoulders, and crowned with thorn those bleeding brows: my sins cried “Crucify Him! crucify Him!” and laid the cross upon His gracious shoulders. His being led forth to die is sorrow enough for one eternity: but my having been His murderer, is more, infinitely more, grief than one poor fountain of tears can express. Why those women loved and wept it were not hard to guess: but they could not have had greater reasons for love and grief than my heart has. Nain’s widow saw her son restored — but I myself have been raised to newness of life. Peter’s wife’s mother was cured of the fever — but I of the greater plague of sin. Out of Magdalene seven devils were cast — but a whole legion out of me. Mary and Martha were favoured with visits — but He dwells with me. His mother bare His body — but He is formed in me the hope of glory. In nothing behind the holy women in debt, let me not be behind them in gratitude or sorrow. “Love and grief my heart dividing, With my tears His feet I’ll lave — Constant still in heart abiding, Weep for Him who died to save.

The connections to the legend of Osiris – and indeed to Christianity – were curious, with the echo of the creation of a new god, and the circumstances of Antinous’ death also echoed the superficial but alluring themes of popular Greek myths. There was Hylas, companion of Heracles and the Argonauts, who was drowned by adoring water nymphs who drew him into the spring where he had been sent to fetch water. There was Narcissus, who under Aphrodite’s curse was fatally entranced by his own reflection in the surface of a pool. Antinous the god joined the company of beautiful boys with powerful, if capricious, protectors, who met strange, watery deaths. Antinous was a perfect divinity for the second-century world of the imagination.

Companies go out of business when they make the wrong decisions or, just as important, make too many decisions. The latter creates complexity.

A company is stronger if it is bound by love rather than by fear. … If the employees come first, then they’re happy.

COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

The Native activism to protect land and watersheds galvanized not only physical sit-ins in front of earth-moving machines but also efforts that reached far beyond these machines. They looked past the pipeline and earthmovers to the companies that owned the machines. They then looked further again to find the financial institutions that provide those companies with working capital. In doing so, the water protectors of North Dakota sparked a national protest against banks that fund pipelines and other parts of the extractive fuels industry. They connected the immediate threat of one pipeline to the larger threat of climate change, bringing new allies to their fight and joining themselves to a global movement.

Still, Frederic Allen and his partners recognized that the markets were changing. Given its Boston roots, Lee Higginson lacked the national networks of Morgan or National City, a leading commercial bank. The firm needed someone to establish stronger connections, first with new companies whose securities would appeal to investors, and then throughout the United States with the investors themselves. Every American already knew Jack Morgan. They were getting to know National City’s chairman, Charles Mitchell, a former electrical goods salesman, who had been encouraging his brokers with sales contests, high commissions, and motivational speeches. Lee Higginson needed someone to join this fray, and to introduce the firm’s name and the companies it discovered to the public. It wouldn’t hurt if this man resembled Fred Astaire

Ivar joined Durant on road shows, and interest grew as Ivar repeated his speech throughout 1923. By the fall Durant believed he finally had found enough investors, and Ivar and Lee Higginson began preparing to close a deal. They followed the same procedure as anyone seeking money. First, they created a new firm, called International Match Corporation, and incorporated it in Delaware. During the late nineteenth century, states had begun competing for corporate charters, the formative documents that corporations are required to file when they are created. Delaware had recently surpassed New Jersey as the incorporation state of choice, and increasingly companies chose to file in Delaware, even if their operations were in another state. Delaware judges took a hands-off approach to business, and would be unlikely to second-guess Ivar’s decisions. By incorporating International Match in Delaware, Lee Higginson would give Ivar and themselves maximum flexibility. Next, Durant and Ivar chose the initial shareholders and directors of International Match. The two original shareholders would be Swedish Match and a syndicate of Swedish banks; they would contribute start-up capital of 30 million dollars and receive the company’s shares, in equal amounts. As shareholders, Swedish Match and the bank syndicate would vote for the company’s board of directors, as well as other major business decisions. The shareholders would elect five directors to oversee International Match’s business: Ivar; Krister Littorin, Ivar’s engineering classmate from Stockholm; Donald Durant; Frederic Allen, Lee Higginson’s senior statesman and head of the firm’s New York office; and Percy A. Rockefeller, a nephew of John D. Rockefeller. Percy Rockefeller owned the World Match Company of Walker-ville, Ontario, and recently had met Ivar while negotiating the sale of a Canadian match manufacturing plant to Swedish Match.29 The two men had impressed each other, and Ivar saw that Rockefeller, who then served on more than sixty other boards, would be the ideal director of International Match: he was well connected, wealthy, generally familiar with the match industry, and far too busy to care about any details. Ivar had idolized the Rockefellers since he was a boy in Kalmar; now, a member of that family would serve on his board.

In my company, we have the CEO send out an automated email message notifying everyone in the upline every time a new recruit joins somewhere in their downline. This serves as a constant reminder that their business is growing (often in spite of them).

There’s a reason why the term used for viral growth is to “land and expand”—to build new networks as well as increasing the density of existing networks. By “landing,” viral growth can start new atomic networks, as a Dropbox invite from an ad agency to their client brings a new company into the collaboration network. Or, when a WhatsApp group chat invite brings onboard a new set of friends who hadn’t previously used the service. But then the product “expands”—increasing the density of a network as all the coworkers in an office ultimately join Dropbox. It’s for this reason that networks built through viral growth are healthier and more engaged than those that are launched in the typical “Big Bang” fashion, as Google+ did years back. Big Bang Launches can be great at landing, but often fail at expanding—and as we discussed, many networks with low density and low engagement will fail. The result of increasing density and engagement isn’t just easier new user acquisition, but also stronger Engagement and Economic network effects. That’s because these network effects are ultimately derived by the density and size of the network, and as more users join, they naturally become stronger.

In a research study called “How today’s fastest growing B2B businesses found their first ten customers,” startup veteran Lenny Rachitsky interviewed early members of teams from Slack, Stripe, Figma, and Asana. In studying how these earliest companies found their first customers, it was concluded that a significant number came from the founders tapping their personal networks: Only three sourcing strategies account for every B2B company’s very early growth. [These are: Personal network, Seek out customers where they are, Get press.] Thus, your choices are easy, yet limited. Almost every B2B business both hits up their personal network and heads to the places their potential customers were spending time. The question isn’t which of these two routes to pursue, but instead how far your own network will take you before you move on. It’s a huge advantage to have a strong personal network in B2B, which you can also build by bringing a connector investor or joining an incubator such as YC. Getting press is rarely the way to get started.44 Just as Uber’s ops hustle worked for solving the city-by-city Cold Start Problem, B2B startups have an equivalent card to play: they can manually reach out and onboard teams from their friends’ startups, building atomic networks quickly, as Slack did in their early launch. Or, many productivity products begin by launching within online communities—like Twitter, Hacker News, and Product Hunt—where dense pockets of early adopters are willing to try new products. In recent years, B2B products have started to emphasize memes, funny videos, invite-only mechanics, and other tactics traditionally associated with consumer startups. I expect that this will only continue, as the consumerization of enterprise products fully embraces meme-based go-to-market early on, instead of leading with direct sales.

Accelerate the development of political connections. In effective onboarding processes, companies identify the full set of critical stakeholders and engage them before the executive formally joins the organization. Typically, a point person from HR touches base with the new hire’s boss, peers, and direct reports to create this list. This point person also may encourage and support the transitioning executive in setting up and conducting early meetings with these stakeholders.

Chase Koch began a rotation of high-level jobs that exposed him to the strategic pillars of Koch Industries’ modern business. It was telling what Chase Koch did not learn. He was not sent to the oil refineries, or to a pipeline farm, or to a natural gas processing plant. Charles Koch didn’t necessarily want to teach his son about the energy industry. Instead, Charles Koch selected a series of jobs that reflected what Koch Industries had become over the last decade and how it planned to carry on into the future. The rotation of jobs was set forth, roughly, as follows: Class 1. Private equity acquisitions and mergers. Class 2. Accounting and taxes. Class 3. Market-Based Management training. Class 4. Trading. One of Chase’s first assignments was to Koch’s development group, the internal committee that looked for new companies to acquire. He joined a division called Koch Equity Development, which bought shares of publicly traded firms. Chase worked in this office when Koch’s acquisition spree was at its peak, shortly after the Invista and Koch Fertilizer deals and during the $21 billion purchase of Georgia-Pacific.

Nearly every organized group on Oahu staked out something to do. Boy Scouts fought fires, served coffee, ran messages. The American Legion turned out for patrol and sentry duty. One Legionnaire struggled into his 1917 uniform, had a dreadful time remembering how to wind his puttees and put on his insignia. He took it out on his wife, and she told him to leave her alone —go out and fight his old enemy, the Germans. The San Jose College football team, in town from California for a benefit game the following weekend, signed up with the Police Department for guard duty. Seven of them joined the force, and Quarterback Paul Tognetti stayed on for good, ultimately going into the dairy business. A local committee, called the Major Disaster Council, had spent months preparing for this kind of day; now their foresight was paying off. Forty-five trucks belonging to American Sanitary Laundry, New Fair Dairy, and other local companies sped off to Hickam as converted ambulances. Dr. Forrest Pinkerton dashed to the Hawaii Electric Company’s refrigerator, collected the plasma stored there by the Chamber of Commerce’s Blood Bank. He piled it in the back of his car, distributed it to various hospitals, then rushed on the air, appealing for more donors. Over 500 appeared within an hour, swamping Dr. John Devereux and his three assistants. They took the blood as fast as they could, ran out of containers, used sterilized Coca-Cola bottles.

Formerly, a few families had set the fashion. From time immemorial everything had, in Dublin, been submitted to their hereditary authority; and conversation, though it had been rendered polite by their example, was, at the same time, limited within narrow bounds. Young people, educated upon a more enlarged plan, in time grew up; and, no authority or fashion forbidding it, necessarily rose to their just place, and enjoyed their due influence in society. The want of manners, joined to the want of knowledge in the new set, created universal disgust: they were compelled, some by ridicule, some by bankruptcies, to fall back into their former places, from which they could never more emerge. In the meantime, some of the Irish nobility and gentry who had been living at an unusual expense in London—an expense beyond their incomes— were glad to return home to refit; and they brought with them a new stock of ideas, and some taste for science and literature, which, within these latter years, have become fashionable, indeed indispensable, in London. That part of the Irish aristocracy, who, immediately upon the first incursions of the vulgarians, had fled in despair to their fastnesses in the country, hearing of the improvements which had gradually taken place in society, and assured of the final expulsion of the barbarians, ventured from their retreats, and returned to their posts in town. So that now,' concluded Sir James, 'you find a society in Dublin composed of a most agreeable and salutary mixture of birth and education, gentility and knowledge, manner and matter; and you see pervading the whole new life and energy, new talent, new ambition, a desire and a determination to improve and be improved—a perception that higher distinction can now be obtained in almost all company, by genius and merit, than by airs and dress.

Deep in the hot thinking depths of the solar system, vast new intellects come up with a new theory of wealth that optimizes resource allocation better than the previously pervasive Free Market 1.0. With no local minima to hamper them, and no need to spawn and reap start-ups Darwin-style, the companies, group minds, and organizations that adopt the so-called Accelerated Salesman Infrastructure of Economics 2.0 trade optimally with each other. The phase-change accelerates as more and more entities join in, leveraging network externalities to overtake the traditional ecosystem.

Joining a new company is akin to an organ transplant—and you’re the new organ. If you’re not thoughtful in adapting to the new situation, you could end up being attacked

New CFO Whenever a new CFO joins a company, one critical step is evaluating the current reporting system. The reports should be able to inform you if you are meeting your targets or not. The reports should have a list of key performance indicators (KPI) that are being tracked. It is important to ensure that the KPIs are fully inclusive, in other words, there are no KPIs that are missing. The KPIs that do exist should be relevant and should be comprehensive. It is often the case that certain KPIs are missing and could sum up the situation better than other existing KPIs do. Hence, a review of KPIs are necessary from time to time. This review may not be required every quarter but there should be a review each year, at a minimum.

It is difficult for a woman to admit that she gets along with her own mother. Somehow, it seems a form of betrayal. So few do. To join in the company of women, to be adults, we go through a period of proudly boasting of having survived our mothers' indifference, anger, overpowering love, the burden of their pain, their tendency to drink or teetotal, their warmth or coldness, praise or criticism, sexual confusion or embarrassing clarity. It isn't enough that our mothers sweated, labored, bore their daughters nobly or under total anesthesia or both. No. They must be responsible for our psychic weaknesses for the rest of their lives. It is all right to forgive our fathers. We all know that. But our mothers are held to a standard so exacting that it has no principles. They simply must be to blame. ("Revival Road")

Spinner at one point comes up with an idea to get some publicity. “We should pitch a story about you working here at HubSpot, and how you’re learning a whole new thing,” she says. “We can call it ‘Old Dog, New Tricks.’” I look at her as if to say, You must be kidding. She tries to backpedal, saying she didn’t mean it as an insult. She thinks it’s really cool that I’ve joined this company with such a young culture and I’ve done such an awesome job of fitting in. I want to believe she means well. I tell her I’ll think about

There he became a Canadian citizen, founded a charter boat business (earning him the title of Captain) and became the science director of a uranium mining company. (According to one account, Hubbard had something to do with supplying uranium to the Manhattan Project.) By the age of fifty, the “barefoot boy from Kentucky” had become a millionaire, owner of a fleet of aircraft, a one-hundred-foot yacht, a Rolls-Royce, and a private island off Vancouver. At some point during the war Hubbard apparently returned to the United States, and he joined the OSS shortly before the wartime intelligence agency became the CIA.

People can’t believe that most of the ultrasuccessful companies in the world do not manufacture their own products, answer their own phones, ship their own products, or service their own customers. There are hundreds of companies that exist to pretend to work for someone else and handle these functions, providing rentable infrastructure to anyone who knows where to find them.

It was a joy to see those new units do the Forward March, About Face and Company Halt; and afterwards, when they were dismissed, they took to chatting, and later, through the open windows of the barracks one could hear voices booming in chorus, disputing such matters as absolute truth, analytic versus synthetic a priori propositions, and the Thing-in-itself, for their collective minds had already attained that level. Various philosophical systems were hammered out, till finally a certain battalion of sappers arrived at a position of total solipsism, claiming that nothing really existed beyond itself. And since from this it followed that there was no King, nor any enemy, this battalion was quietly disconnected and its members reassigned to units that firmly adhered to epistemological realism. At about the same time, in the kingdom of Atrocitus, the sixth amphibious division forsook naval operations for navel contemplation and, thoroughly immersed in mysticism, very nearly drowned. Somehow or other, as a result of this incident, war was declared, and the troops, rumbling and clanking, slowly moved towards the border from either side. The law of Gargantius proceeded to work with inexorable logic. As formation joined formation, in proportion there developed an esthetic sense, which reached its apex at the level of a reinforced division, so that the columns of such a force easily became sidetracked, chasing off after butterflies, and when the motorized corps named for Bartholocaust approached an enemy fortress that had to be taken by storm, the plan of attack drawn up that night turned out to be a splendid painting of the battlements, done moreover in the abstractionist spirit, which ran counter to all military traditions.