Leverage Show Quotes

I require your assistance,” a male voice whispered. My mouth fell open. “Ahhgaluhg!” I gagged — near drowned — on a slew of water and lost my balance. The pink shower curtain proved no leverage whatsoever, and I ripped it down with me, rod and all, slopping into the tub with a splash, irritated squeal, and shuddering thud. “Jay—!” I stifled a scream and hissed the second syllable through clenched teeth, “—den!” “Have you sustained injury?” Jayden’s face hovered over the tub. “Not until you showed up!

He was convinced that the purse was like that stupid phone booth thing on that TV show Hardison liked: bigger on the inside than the outside.

It is the mentor’s responsibility to create a safe and trusting space that enables a mentee to stretch and step outside their comfort zone, take risks, and show up authentically.

How does it make people look to talk about a product or idea? Most people would rather look smart than dumb, rich than poor, and cool than geeky. Just like the clothes we wear and the cars we drive, what we talk about influences how others see us. It’s social currency. Knowing about cool things—like a blender that can tear through an iPhone—makes people seem sharp and in the know. So to get people talking we need to craft messages that help them achieve these desired impressions. We need to find our inner remarkability and make people feel like insiders. We need to leverage game mechanics to give people ways to achieve and provide visible symbols of status that they can show to others.

To show that she grew up, wasn’t afraid, and was willing to admit she liked it and she might like it a lot if I bent her ass over this table right now, fucked her, and used her hair as leverage.

In a tough negotiation, it’s not enough to show the other party that you can deliver the thing they want. To get real leverage, you have to persuade them that they have something concrete to lose if the deal falls through.

Ritual abuse is highly organised and, obviously, secretive. It is often linked with other major crimes such as child pornography, child prostitution, the drugs industry, trafficking, and many other illegal and heinous activities. Ritual abuse is organised sexual, physical and psychological abuse, which can be systematic and sustained over a long period of time. It involves the use of rituals - things which the abusers 'need' to do, or 'need' to have in place - but it doesn't have to have a belief system. There doesn't have to be God or the Devil, or any other deity for it to be considered 'ritual'. It involves using patterns of learning and development to keep the abuse going and to make sure the child stays quiet. There has been, and still is a great deal of debate about whether or not such abuse exists anywhere in the world. There are many people who constantly deny that there is even such a thing as ritual abuse. All I can say is that I know there is. Not only have I been a victim of it myself, but I have been dealing with survivors of this type of abuse for almost 30 years. If there are survivors, there must be something that they have survived. The things is, most sexual abuse of children is ritualised in some way. Abusers use repetition, routine and ritual to forced children into the patterns of behaviour they require. Some abusers want their victims to wear certain clothing, to say certain things. They might bathe them or cut them, they might burn them or abuse them only on certain days of the week. They might do a hundred other things which are ritualistic, but aren't always called that - partly, I think because we have a terror of the word and of accepting just how premeditated abuse actually is. Abusers instill fear in their victims and ensure silence; they do all they can to avoid being caught. Sexual abuse of a child is rarely a random act. It involves thorough planning and preparation beforehand. They threaten the children with death, with being taken into care, with no one believing them, which physical violence or their favourite teddy being taken away. They are told that their mum will die, or their dad will hate them, the abusers say everyone will think it's their fault, that everyone already knows they are bad. Nothing is too big or small for an abuser to use as leverage. There is unmistakable proof that abusers do get together in order to share children, abuse more children, and even learn from each other. As more cases have come into the public eye in recent years, this has become increasingly obvious. More and more of this type of abuse is coming to light. I definitely think it is the word ritual which causes people to question, to feel uncomfortable, or even just disbelieve. It seems almost incredible that such things would happen, but too many of us know exactly how bad the lives of many children are. A great deal of child pornography shows children being abused in a ritualised setting, and many have now come forward to share their experiences, but there is a still tendency to say it just couldn't happen. p204-205

She had maybe 8 inches of space to work with. That was more than enough. She struck back with her elbow and hit Junior's midsection. Junior coughed out all his breath and crumpled to the ground. He had no air in his lungs with which to speak. His bulging gaze was astonished. It asked her, "What the fuck? So she answered his question. She showed him what the fuck. She kicked him in the chest, using her foot to leverage his body weight. The blow lifted him off the ground and slammed him back into the building. When his three friends rushed her, she showed them what the fuck too. Because Junior wasn't the only one who had a hellish temper. Claudia had a hellish temper too.

In general, meddling stems from a supervisor exploiting too much superior work knowledge (real or imagined). The negative leverage produced comes from the fact that after being exposed to many such instances, the subordinate will begin to take a much more restricted view of what is expected of him, showing less initiative in solving his own problems and referring them instead to his supervisor.

In some cases, these liberal “progressives” show contempt for their fellow Americans who are lower class, poorly educated, sinking economically—and white. White male privilege is real, but that phrase probably mystifies a fifty-nine-year-old Walmart greeter in southern Ohio. A study by two Princeton researchers shows widespread despair among poor whites that often feeds bigotry, misplaced anger, and the racism that Donald Trump leveraged to his political advantage.15 Apparently, white racism trumps common sense, or even political self-interest in evaluating the fitness for public office of a man like Trump. Carol Anderson documents the unspoken but devastatingly effective strategy of the Republican Party (which I witnessed firsthand in North Carolina) to work white rage through passage of laws that have disadvantaged black Americans.

In every negotiation there are between three and five pieces of information that, were they to be uncovered, would change everything. The concept is an absolute game-changer; so much so, I’ve named my company The Black Swan Group. In this chapter, you’ll learn how to recognize the markers that show the Black Swan’s hidden nest, as well as simple tools for employing Black Swans to gain leverage over your counterpart and achieve truly amazing deals.

our home is not our refuge; God is our refuge. We nurture life in the face of death and leverage our homes for gospel work. For those whose hope is in the coming kingdom, our homes are less like retreats and more like a network of foxholes for planning and hosting kingdom advances into this present darkness. Our homes are centers of hospitality to show strangers and neighbors the light of Christ. And they are equipping centers for traveling ambassadors to help them on their way to doing the King’s business.

■​Let what you know—your known knowns—guide you but not blind you. Every case is new, so remain flexible and adaptable. Remember the Griffin bank crisis: no hostage-taker had killed a hostage on deadline, until he did. ■​Black Swans are leverage multipliers. Remember the three types of leverage: positive (the ability to give someone what they want); negative (the ability to hurt someone); and normative (using your counterpart’s norms to bring them around). ■​Work to understand the other side’s “religion.” Digging into worldviews inherently implies moving beyond the negotiating table and into the life, emotional and otherwise, of your counterpart. That’s where Black Swans live. ■​Review everything you hear from your counterpart. You will not hear everything the first time, so double-check. Compare notes with team members. Use backup listeners whose job is to listen between the lines. They will hear things you miss. ■​Exploit the similarity principle. People are more apt to concede to someone they share a cultural similarity with, so dig for what makes them tick and show that you share common ground. ■​When someone seems irrational or crazy, they most likely aren’t. Faced with this situation, search for constraints, hidden desires, and bad information. ■​Get face time with your counterpart. Ten minutes of face time often reveals more than days of research. Pay special attention to your counterpart’s verbal and nonverbal communication at unguarded moments—at the beginning and the end of the session or when someone says something out of line.

Their leader looked over at me, his flawless lips in an even line, his nose chiseled to a point like an arrow aimed my way. Raven waves fell away from big eyes exhibiting more alertness in their stare than any animal or human naturally possessed. Despite how defenseless I knew myself to be, I refused to show him fear. Jovani turned back to the four members from his clan. “I won’t need backup, Percival, I have a priceless bargaining chip.” From the way the others eyed my form, I understood it was me he considered his negotiating leverage. I felt somewhat confident that meant I was more valuable alive. “This stinks,” one of the lady vampires complained. “No, Concetta, that’s just the dog.” A perky nose sniffed in my direction as they shared a trill of amusement at my expense. All but Jovani.

Subject Line:  This means a lot… Or Would love to get your opinion…   Email Text:  Dear friends, family, and colleagues:    Thank you so much for reading this email. This isn’t an easy one for me to send, but it is extremely important to me, so I sincerely appreciate you investing your valuable time reading (and hopefully responding to) it. This email is going out to only a select group of people. Each of you knows me well, and I’m hoping will give me honest feedback about my strengths and most importantly, my weaknesses (aka “areas of improvement.”) I’ve never done anything like this before, but I feel that for me grow and improve as a person, I need to get a more accurate picture of how I’m showing up to the people that matter most to me. In order to become the person I need to be to create the life and contribute to others at the levels that I want, I need your feedback. So, all I’m asking is that you take just a few minutes to email me back with what you honestly think are my top 2-3 “areas of improvement.” If it will make you feel better to also list my top 2-3 “strengths” (I’m sure it will make me feel better J), you are definitely welcome to. That’s it. And please don’t sugarcoat it or hold back anything. I will not be offended by anything that you share. In fact, the more “brutally” honest you are, the more leverage it will give me to make positive changes in my life. Thank you again, and if there is anything else I can do to add value to your life, please let me know. With sincere gratitude,   Your Name

Important: Be sure to put the outgoing email addresses in the BCC field of the email, so that each recipient doesn’t see everyone else you’re sending it to. (Or, you can copy and paste, then send the email to each person individually.) Subject Line: This means a lot… Or Would love to get your opinion… Email Text: Dear friends, family, and colleagues:  Thank you so much for reading this email. This isn’t an easy one for me to send, but it is extremely important to me, so I sincerely appreciate you investing your valuable time reading (and hopefully responding to) it.  This email is going out to only a select group of people. Each of you knows me well, and I’m hoping will give me honest feedback about my strengths and most importantly, my weaknesses (aka “areas of improvement.”) I’ve never done anything like this before, but I feel that for me grow and improve as a person, I need to get a more accurate picture of how I’m showing up to the people that matter most to me. In order to become the person I need to be to create the life and contribute to others at the levels that I want, I need your feedback.  So, all I’m asking is that you take just a few minutes to email me back with what you honestly think are my top 2-3 “areas of improvement.” If it will make you feel better to also list my top 2-3 “strengths” (I’m sure it will make me feel better ), you are definitely welcome to. That’s it. And please don’t sugarcoat it or hold back anything. I will not be offended by anything that you share. In fact, the more “brutally” honest you are, the more leverage it will give me to make positive changes in my life.  Thank you again, and if there is anything else I can do to add value to your life, please let me know.  With sincere gratitude, Your Name

Obama is also directing the U.S. government to invest billions of dollars in solar and wind energy. In addition, he is using bailout leverage to compel the Detroit auto companies to build small, “green” cars, even though no one in the government has investigated whether consumers are interested in buying small, “green” cars—the Obama administration just believes they should. All these measures, Obama recognizes, are expensive. The cap and trade legislation is estimated to impose an $850 billion burden on the private sector; together with other related measures, the environmental tab will exceed $1 trillion. This would undoubtedly impose a significant financial burden on an already-stressed economy. These measures are billed as necessary to combat global warming. Yet no one really knows if the globe is warming significantly or not, and no one really knows if human beings are the cause of the warming or not. For years people went along with Al Gore’s claim that “the earth has a fever,” a claim illustrated by misleading images of glaciers disappearing, oceans swelling, famines arising, and skies darkening. Apocalypse now! Now we know that the main body of data that provided the basis for these claims appears to have been faked. The Climategate scandal showed that scientists associated with the Intergovernmental Panel on Climate Change were quite willing to manipulate and even suppress data that did not conform to their ideological commitment to global warming.3 The fakers insist that even if you discount the fakery, the data still show.... But who’s in the mood to listen to them now? Independent scientists who have reviewed the facts say that average global temperatures have risen by around 1.3 degrees Fahrenheit in the past 100 years. Lots of things could have caused that. Besides, if you project further back, the record shows quite a bit of variation: periods of warming, followed by periods of cooling. There was a Medieval Warm Period around 1000 A.D., and a Little Ice Age that occurred several hundred years later. In the past century, the earth warmed slightly from 1900 to 1940, then cooled slightly until the late 1970s, and has resumed warming slightly since then. How about in the past decade or so? Well, if you count from 1998, the earth has cooled in the past dozen years. But the statistic is misleading, since 1998 was an especially hot year. If you count from 1999, the earth has warmed in the intervening period. This statistic is equally misleading, because 1999 was a cool year. This doesn’t mean that temperature change is in the eye of the beholder. It means, in the words of Roy Spencer, former senior scientist for climate studies at NASA, that “all this temperature variability on a wide range of time scales reveals that just about the only thing constant in climate is change.”4

Signs of Stage Three. People engage in anything that’s going on, with energy and commitment, but when you listen closely, they talk mostly about themselves and focus on appearing smarter and better than others. They think they’re focused on team concerns, but their actions show their interest is personal. People tend to form two-person relationships, so if they manage a group of ten, they have ten relationships. They rarely bring people together, they resist sharing information except when it’s necessary, and they pride themselves on being better informed than others. Winning is all that matters, and winning is personal. People at this stage complain that they don’t have enough time or support and that the people around them aren’t as competent or as committed as they are. Stage Three has a symbiotic relationship with Stage Two, so it’s important to start there. Go to Chapter 5 and continue reading to the end of the book.

Signs of Stage Two. People talk as though they are disconnected from organizational concerns, seeming to not care about what’s going on. They do the minimum to get by, showing almost no initiative or passion. They cluster together in groups that encourage passive-aggressive behavior (talking about how to get out of work, or how to shine the boss on) while telling people in charge that they are on board with organizational initiatives. The theme of their communication is that no amount of trying or effort will change their circumstances, and giving up is the only enlightened thing to do. From a managerial perspective, nothing seems to work—team building, training, even selective terminations appear to do nothing to change the prevailing mood. The culture is an endless well of unmet needs, gripes, disappointments, and repressed anger. Go to Chapter 5 and continue reading to the end of the book.

The main trend on the job market isn’t that we’re moving into entirely new professions. Rather, we’re crowding into those pieces of terrain in figure 2.2 that haven’t yet been submerged by the rising tide of technology! Figure 3.6 shows that this forms not a single island but a complex archipelago, with islets and atolls corresponding to all the valuable things that machines still can’t do as cheaply as humans can. This includes not only high-tech professions such as software development, but also a panoply of low-tech jobs leveraging our superior dexterity and social skills, ranging from massage therapy to acting. Might AI eclipse us at intellectual tasks so rapidly that the last remaining jobs will be in that low-tech category? A friend of mine recently joked with me that perhaps the very last profession will be the very first profession: prostitution. But then he mentioned this to a Japanese roboticist, who protested: “No, robots are very good at those things!

By generously sharing their ideas and their knowledge, they often gain an audience that they can then leverage when they need it—for fellowship, feedback, or patronage.

how people who are poor often leverage social capital to mitigate their experience of poverty. Or, to put it more plainly, how connected people help one another out.

Hi, Candace, this is Jeb Blount from Sales Gravy. The reason I am calling is to schedule an appointment with you to show you our new sales onboarding automation software. Many of my clients are frustrated because it takes too long to get new salespeople ramped up to full productivity and find that it's holding their business growth back. Our software typically cuts onboarding time and costs for new sales reps by 50 percent, and makes it super easy to manage new rep onboarding, giving you the peace of mind that your new hires will start selling fast. I have 2:00 PM on Thursday open. How about we get together for a short meeting so I can learn more about you and see whether it makes sense to schedule a demo?

Whatever God is giving you to do, you need to take the work seriously. Show up, work the hours you set and keep appointments, even if they are with yourself.

I bought their pitch about eyeglasses being a fucked-up industry,” says Ben Lerer, a managing partner at Lerer Hippeau. “They showed you don’t need innovation around what you sell. You can succeed with innovation around the way you sell it. Leverage the traditional supply chain and sell direct to the consumer. Take your savings from the wholesale channel and pass it on to the consumer.

People go on and on about boobs and butts and teeny waists, but the clavicle is the true benchmark of female desirability. It is a fetish item. Without visible clavicles you might as well be a meatloaf in the sexual marketplace. And I don’t mean Meatloaf the person, who has probably gotten laid lotsa times despite the fact that his clavicle is buried so deep as to be mere urban legend, because our culture does not have a creepy sexual fixation on the bones of meaty men. Only women. Show us your bones, they say. If only you were nothing but bones. America’s monomaniacal fixation on female thinness isn’t a distant abstraction, something to be pulled apart by academics in women’s studies classrooms or leveraged for traffic in shallow “body-positive” listicles (“Check Out These Eleven Fat Chicks Who You Somehow Still Kind of Want to Bang—Number Seven Is Almost Like a Regular Woman!”)—it is a constant, pervasive taint that warps every single woman’s life. And, by extension, it is in the amniotic fluid of every major cultural shift.

There’s nothing wrong with being disruptive in the marketplace, but the more disruptive you are to the customer’s behavior, the less chance of success. We were lucky enough to have Geoffrey Moore share examples of this insight during one of our Startup Club live shows during which he pointed out, “Uber and Airbnb leveraged the existing technology to benefit from the marketplace. Their disruption was in the industry, not in consumer behavior. People were already hailing cabs and staying in hotels.

What is workplace optimism? If you think it’s viewing the proverbial glass half full through rose-colored glasses and thinking positive thoughts, you’re mistaken. It is more than a positive attitude. Workplace optimism shapes attitudes. It shapes a person’s and even a team’s spirit. It is the spark that fuels esprit de corps. It evokes positive emotions in team members toward their work and others. Workplace optimism is a characteristic of climate. The climate feels optimistic. People are inspired by their work and the possibilities inherent in it. Workplace optimism is the belief that good things will come from hard work. Research shows that you can transform the work experience by focusing on the best positive potential realities.9 Rather than spend time focusing on what’s wrong or missing in the workplace, you can choose to focus on what’s right and possible in the workplace. Rather than ignoring the climate, you can observe how it’s influencing work quality and relationships. You can transform the work experience by simply recognizing and leveraging human nature.

This is called work simplification. To get leverage this way, you first need to create a flow chart of the production process as it exists. Every single step must be shown on it; no step should be omitted in order to pretty things up on paper. Second, count the number of steps in the flow chart so that you know how many you started with. Third, set a rough target for reduction of the number of steps. In the first round of work simplification, our experience shows that you can reasonably expect a 30 to 50 percent reduction.

On the job training and experience is often stated as “the way” to learn the job of policing. What does this mean to us cops? Does it mean with time on the job we’ll get better at what we do, automatically, or magically from working shift after shift and handling call after call? Every time we race to the scene and charge towards the sounds of danger and come out safe with suspect in custody, mean that we have somehow gotten better just by being there and participating in the dangerous encounter? Or is there something more to this concept of “on the job training” we should be doing to leverage every experience no matter how small or big to improve our performance? When I think of on the job training I do not envision an environment where you show up for work and fly by the seat of your pants and hope things work out as you think they should. No, what I envision by on the job training is that you learn from every experience and focus on leveraging the lessons learned to make you better at the job. Law enforcement officers are members of a profession that does not routinely practice its tactical skills. Only constant violent conflict and violent crime, a condition to objectionable, to even contemplate, would allow such practice. Thus the honing and developing of law enforcement peacekeeping skills must be achieved in other ways.

FOR MY SPIRITUAL LIFE... What’s the ONE Thing I can do to help others... ? What’s the ONE Thing I can do to improve my relationship with God... ? FOR MY PHYSICAL HEALTH... What’s the ONE Thing I can do to achieve my diet goals... ? What’s the ONE Thing I can do to ensure that I exercise... ? What’s the ONE Thing I can do to relieve my stress... ? FOR MY PERSONAL LIFE... What’s the ONE Thing I can do to improve my skill at ________... ? What’s the ONE Thing I can do to find time for myself... ? FOR MY KEY RELATIONSHIPS... What’s the ONE Thing I can do to improve my relationship with my spouse/partner... ? What’s the ONE Thing I can do to improve my children’s school performance... ? What’s the ONE Thing I can do to show my appreciation to my parents... ? What’s the ONE Thing I can do to make my family stronger... ? FOR MY JOB... What’s the ONE Thing I can do to ensure that I hit my goals... ? What’s the ONE Thing I can do to improve my skills... ? What’s the ONE Thing I can do to help my team succeed... ? What’s the ONE Thing I can do to further my career... ? FOR MY BUSINESS... What’s the ONE Thing I can do to make us more competitive... ? What’s the ONE Thing I can do to make our product the best... ? What’s the ONE Thing I can do to make us more profitable... ? What’s the ONE Thing I can do to improve our customer experience... ? FOR MY FINANCES... What’s the ONE Thing I can do to increase my net worth... ? What’s the ONE Thing I can do to improve my investment cash flow... ? What’s the ONE Thing I can do to eliminate my credit card debt... ? BIG IDEAS So how do you make The ONE Thing part of your daily routine? How do you make it strong enough to get extraordinary results at work and in the other areas of your life? Here’s a starter list drawn from our experience and our work with others. Understand and believe it. The first step is to understand the concept of the ONE Thing, then to believe that it can make a difference in your life. If you don’t understand and believe, you won’t take action. Use it. Ask yourself the Focusing Question. Start each day by asking, “What’s the ONE Thing I can do today for [whatever you want] such that by doing it everything else will be easier or even unnecessary?” When you do this, your direction will become clear. Your work will be more productive and your personal life more rewarding. Make it a habit. When you make asking the Focusing Question a habit, you fully engage its power to get the extraordinary results you want. It’s a difference maker. Research says this will take about 66 days. Whether it takes you a few weeks or a few months, stick with it until it becomes your routine. If you’re not serious about learning the Success Habit, you’re not serious about getting extraordinary results. Leverage reminders. Set up ways to remind yourself to use the Focusing Question. One of the best ways to do this is to put up a sign at work that says, “Until my ONE Thing is done—everything else is a distraction.” We designed the back cover of this book to be a trigger —set it on the corner of your desk so that it’s the first thing you see when you get to work. Use notes, screen savers, and calendar cues to keep making the connection between the Success Habit and the results you seek. Put up reminders like, “The ONE Thing = Extraordinary Results” or “The Success Habit Will Get Me to My Goal.” Recruit support. Research shows that those around you can influence you tremendously. Starting a success support group with some of your work colleagues can help inspire all of you to practice the Success Habit every day. Get your family involved. Share your ONE Thing. Get them on board. Use the Focusing Question around them to show them how the Success Habit can make a difference in their school work, their personal achievements, or any other part of their lives.

These women, these Shark Tank Mompreneurs are so passionate about what they created and what they are doing, and that just shines through. That's a major reason why they nailed their audition.

Nir elaborates in this post: TriggerThe trigger is the actuator of a behavior — the spark plug in the engine. Triggers come in two types: external and internal. Habit-forming technologies start by alerting users with external triggers like an email, a link on a web site, or the app icon on a phone. ActionAfter the trigger comes the intended action. Here, companies leverage two pulleys of human behavior – motivation and ability. This phase of the Hook draws upon the art and science of usability design to ensure that the user acts the way the designer intends. Variable RewardVariable schedules of reward are one of the most powerful tools that companies use to hook users. Research shows that levels of dopamine surge when the brain is expecting a reward. Introducing variability multiplies the effect, creating a frenzied hunting state, activating the parts associated with wanting and desire. Although classic examples include slot machines and lotteries, variable rewards are prevalent in habit-forming technologies as well. InvestmentThe last phase of the Hook is where the user is asked to do bit of work. The investment implies an action that improves the service for the next go-around. Inviting friends, stating preferences, building virtual assets, and learning to use new features are all commitments that improve the service for the user. These investments can be leveraged to make the trigger more engaging, the action easier, and the reward more exciting with every pass through the Hook. We’ve found this model (and the accompanying book) to be a great starting point for a customer acquisition and retention strategy.

God is still primarily concerned with his plan of salvation. He must establish his people; the gospel must be proclaimed; human beings must be reconciled to him. Yet he assures his people that serving the good of this pagan city is part of this very plan: “If it prospers, you too will prosper” (Jer 29:7). Loving and serving the city not only shows love and compassion; doing so also strengthens the hands of the people of God, who bear the message of the gospel to the world. Because the Jews in exile obeyed this command, they accrued the influence and leverage needed to eventually return to and restore their homeland. God ties, as it were, the fortunes of the people of God to the effectiveness of their urban ministry.

With every post, tweet, or pin, users anticipate social validation. Rewards of the tribe keep users coming back, wanting more. Sites that leverage tribal rewards benefit from what psychologist Albert Bandura called “social learning theory.”[lxxvi] Bandura studied the power of modeling and ascribed special powers to our ability to learn from others. In particular, Bandura showed that people who observe someone being rewarded for a particular behavior are more likely to alter their own beliefs and subsequent actions. Notably, Bandura also showed that this technique works particularly well when people observe the behavior of people most like themselves, or those who are slightly more experienced (and, therefore, role models).[lxxvii] This is exactly the kind of targeted demographic and interest-level segmentation that social media companies such as Facebook and industry-specific sites such as Stack Overflow selectively apply.

How do these online distraction systems work? They start with an external trigger or notification. You may visit a Website or sign up for a service. They will then send you an email, follow you on the Internet with ads, or send you a push notification with very specific language that has been tested to get you to click on it. You click on the link and your attachment or connection to that distraction system gets a little bit stronger. You, unintentionally, provide that system with more information when you read an article, add a friend, or comment on a photo. Without realizing it, and behind the scenes, the machinery of distraction is starting to turn. On a scale of 1-10, with 10 being completely attached, you are a 2 at this point. These companies know that you don’t really care about the company itself, but you do care about your friends, family, and co-workers. They leverage these relationships by showing your profile to these contacts. These people are then asked to add you as a contact, friend, or to comment on your photo. Guess what this does? It brings you back to the site and increases the attachment. Think about this just for a second. If a company wants me to come back to their site, then they have a much higher chance of getting me back if they tell me my nephew added me as a friend, or posted a new pic. I care about my nephew. I don’t care about the company. This happens a few times and the attachment goes from a 2 to a 5. Soon, you have more and more connections on the site. Many of these sites have a magic number. Once you cross that threshold they know they really have you. Let’s say it is 10 connections. Once you have 10 connections they know with a level of statistical certainty that they can get you coming back to the site several times a week. Your attachment then goes from a 5 to a 7. All this time they are still pinging you via email, ads or push notifications to get you back to the site. The prompts or triggers to get you back are all external. You may be experiencing uncomfortable emotions like anxiety, sadness, or boredom, but you are not yet feeling these as triggers to go to the site and escape these feelings. Instead, what happens gradually, is that the trigger moves from being external like an email prompt and moves internal. Soon, they do not have to remind you or leverage your relationships to go back to the site. You are now doing it on your own. You are checking it regularly on your own. Your attachment has moved from a 7 to an 8. They’ve got you now, but they don’t completely have you. The tendrils are not yet deep into your brain and that is really where they want to go. They want to get as wrapped around your brain as possible, because the deeper they are - the more unconscious this behavior of checking the site - the more time you spend on the site and the more money they make. When you start living your life, not for what you are actually experiencing at the moment, but instead for how you imagine it will look to other people on these sites, then they really have you. When the experience itself is less meaningful than the image of you on the site and the number of likes it gets, then they are getting really deep. They have moved the center of your self from your actual life and transferred it to the perception of your life on their site. You now mostly live for reactions from other people on these company’s sites. By this time, you are likely refreshing the page, habitually looking at your phone, and wondering why your pic or video has not received more comments or likes. By this time you are fully hooked, as my good friend Nir Eyal would say, and your attachment has gone from an 8 to a full 10. They’ve got you hook, line, and sinker. Scary

When I talk about kindness in business, a few people scoff. They say, “Steve Jobs and the leaders at Apple created a pressure-cooker environment but it produced category-defining products that people love and obsess over.” That is the point — the results are not worth the cost, because there is an alternative. The goal of TRM is to create a kind, sustainable, and fulfilling experience for everyone. Caring and a sense of purpose evoke better performance than pressure and fear. The idea that only obsessive egomaniacs can produce breakthroughs is nonsense. People are the most important resource for any business, and people — whether they are employees, vendors, or customers — respond best to kindness, respect, humility, and empathy. You never know what other people are going through in their lives. Many of us are under great stress, especially when business cycles shift and economic pressures build. Others are struggling in relationships. When everyone feels valued and heard, they are more likely to show up fully and bring their best each day. Kindness is the alternative to the unnecessary “business is war” analogies that are not only tiresome but borderline offensive. It is the opposite of the “outcome justified the means” mentality that drives many entrepreneurs to consider sacrificing everything (including their morals) to build $100 million businesses in seven years. It’s success without the collateral damage. This aspect of TRM creates a healthy framework for daily interactions and long-term goals and helps people avoid burnout even when they put in heavy hours over long periods of time. We are all naturally optimistic, motivated to be better tomorrow than we are today. A kind organization understands that and leverages it. Your goal is to build a product that lasts, but to do that, you must also build an organization, a work environment, and a fabric of relationships that last too. People will remain engaged and focused on achievements when they are doing something meaningful that they care about in an organization that lets them live the way they want to live. “Caring and a sense of purpose evoke better performance than pressure and fear. The idea that only egomaniacs can produce breakthroughs is nonsense.

Among the high-ranking spooks drawn to South Florida, who perhaps dined with the foulmouthed founder at Asher’s favorite spot, the Boca Raton Club, or shared a bottle of his favorite Opus One wine at his mansion, was John Brennan. A future director of the CIA, Brennan was at the time director of something else: the newly formed Terrorist Threat Integration Center, a post-9/11, cross-agency clearinghouse then nominally under the umbrella of the CIA. Later known as the National Counterterrorism Center, it was created to take in streams of classified and sensitive data from more than a dozen federal bodies—including the CIA, NSA, FBI, Department of State, and Department of Defense—and continually fuse and make sense of it all. Brennan, who oversaw the center’s rushed genesis, has described it as a “start-up” and “an unprecedented multiagency entity that would need to access, leverage, correlate, and ultimately integrate different sources of terrorism-related intelligence.” It would have needed a computer system capable of doing that.

what tactics you use to build teams, persuade or influence others, Some common tactics include: Gathering data to support your conclusion. Understanding and addressing people’s underlying motivations or incentives. Developing support from key team members first and then leveraging that to get other people on your side. Showing your own vulnerability to encourage others to show theirs. Being a good role model or example. Gradually leading people to a conclusion by agreeing on a common framework first. Developing credibility and engendering trust.

On the internet today, everyone is on show all the time. Everything you tweet or post, your LinkedIn bio, every recorded speech you make on Clubhouse, or even a dedicated website about you all represent who you are on the internet. So leverage it!

PUTTING IT ALL TOGETHER I’ve explained a lot of concepts in this chapter, so I want to recap it all into something a little more tangible. Step #1: The first step is to figure out what type of show you want to have. If you’re a writer, then you should start a blog. If you like video, then you should start a vlog on one of the video platforms. Lastly, if you like audio, then you should start a podcast. Step #2: Your show will be you documenting the process of achieving the same goal that your audience will be striving for. As you’re documenting your process, you’ll be testing your material and paying attention to the things that people respond to. If you commit to publishing your show every day for a year, you’ll have the ability to test your material and find your voice, and your dream customers will be able to find you. Step #3: You’ll leverage your Dream 100 by interviewing them on your show. This will give you the ability to build relationships with them, give them a platform, give you the ability to promote their episode on your show to their audience, and get access to their friends and followers. Step #4: Even though this is your own show, you’re renting time on someone else’s network. It’s important that you don’t forget it and that you focus on converting it into traffic that you own. Figure 7.11: As you create your own show, focus on converting traffic that you earn and control into traffic that you own. And with that, I will close out Section One of this book. So far, we’ve covered a lot of core principles to traffic. We: Identified exactly who your dream client is. Discovered exactly where they are congregating. Talked about how to work your way into those audiences (traffic that you earn) and how you buy your way into those audiences (traffic that you control). Learned how to take all the traffic that you earn and all the traffic that you buy and turn it all into traffic that you own (building your list). Discussed how to plug that list into a follow-up funnel so you can move them through your value ladder. Prepared to infiltrate your Dream 100, find your voice, and build your following by creating your own show. In the next section, we’ll shift our focus to mastering the pattern to get traffic from any advertising networks (like Instagram, Facebook, Google, and YouTube) and how to understand their algorithms so you can get unlimited traffic and leads pouring into your funnels.

As emphasized in the critical success factors related to “Management support, vision, governance, and structure” earlier in this section, a leading practice to secure support from management is to provide a high-level estimation of the benefits expected from the transformation. This is often referred to as a “high-level automation assessment” or a “top-down automation assessment”. For example, such an estimation might show that, by leveraging IA, the organization has the potential to increase revenue by 20% while reducing costs by 30% in the coming 18 months.

As we saw with ASSA ABLOY earlier, Wolters Kluwer and Zebra Technologies show how the ability to draw at scale on resources and relationships from the legacy business can offer great leverage in supporting the new value proposition while, simultaneously, the ability to leverage the new proposition can create advantage for the old proposition.

For established firms, the opportunity to anchor a new initiative with an internal customer can amplify the delusion of leadership. It is a double-edged sword that should be handled with care. On the plus side, an internal customer creates an opportunity to jump-start scale and show activity. The risks, however, are (a) that the internal customer is taken as an unbiased signal of market demand; (b) that the business generated by the internal customer is used as a source of revenue for the venture, rather than leveraged to attract and align early stage partners; and (c) that the artificially low barriers to serve and support the internal customer mask the need to realign the firm’s own internal ecosystem in ways that serve and support external partners and customers

Normative leverage is using the other party’s norms and standards to advance your position. If you can show inconsistencies between their beliefs and their actions, you have normative leverage. No one likes to look like a hypocrite. For example, if your counterpart lets slip that they generally pay a certain multiple of cash flow when they buy a company, you can frame your desired price in a way that reflects that valuation.

Nothing better illustrates the limits of the consumer model of change in the face of monopolized markets than the extraordinary success of the local, slow-food, organic agriculture movement and its simultaneous failure to make a meaningful dent in the way food is created. About 75% of all Americans try to eat local, organic food, and one survey showed that nearly 90% of people want locally grown food at the grocery store and would consider that as part of their shopping decision. As Stacy Mitchell, who runs the Institute for Local Self-Reliance, points out: 'The local food movement has gone farther than any other [consumer] movement in terms of widespread adoption...' Despite the health food movement's unmitigated success, and the fact that food is where people have the peak amount of leverage - they can buy or not buy, or 'vote with their pocketbook,' three times a day - only 5% of all farms are organic, and only 0.3% of total farm sales are direct-to-consumer sales. Monsanto may be widely reviled, yet Monsanto's power keeps rising. Consumer choice simply cannot get us a to a world where most farmers and farmworkers are treated better.

Omega-3 optimizer: SmartPrime-Om: With his partners, Dr. Lopez has leveraged artificial intelligence to identify a cocktail of methylation pathway nutrients and plant-based bioactive ingredients found in sesame seed oil extract that can expand the benefits of fish oil and increase activity of genes and enzymes responsible for increasing the body’s “pool” of omega-3s like DHA, DPA, and EPA. SmartPrime-Om also promotes delivery of omega-3s in the ideal biochemical phospholipid package to increase benefits for most cells, tissues, and major organs. 8. 23Vitals for nutraceutical immune optimization was formulated to shore up our bodies on a molecular level and rejuvenate our immune system. It contains 23 bioactive ingredients, covering more than fifty human clinical trials showing immune system bolstering, and other ingredients to support our digestive tract, respiratory, and cardiovascular health, and muscle and joint recovery from exercise stress. It’s designed to promote a healthy immune response when we need to fight off a challenge, and then tone down inflammation once the threat has been neutralized and the “wave” has receded. Available in a ready-to-mix powder. I use this personally, and am also an investor in the company.

If your work is good, people are going to copy it. You have to accept that. This is just one part of business that you have to deal with. You can’t let your worries stop you from posting your images online. The art business is a visual one; you have to show the world your work for you to be able to sell it. There are ways to protect your work from copycats and art thieves. The most important is to file copyrights to your artworks. This will give you legal leverage if your work is stolen and being used commercially. I cover this more in the chapter on copyrights. I recommend placing a subtle copyright notice or your signature or logo or name somewhere on the image, where it’s not obstructing the beauty of the art. A few examples of copyright notices are: “Artwork (c) 2017 Drew Brophy” “Artwork (c) Drew Brophy” “(c) Drew Brophy” “(c) Drew Brophy, all rights reserved.

By bringing Nikkie to power, Yeroen had carved out an influential role for himself. With Luit’s death, however, his leverage evaporated. All of a sudden, Nikkie didn’t need the old male anymore. Finally he could be boss on his own, or so he must have thought. Soon after I had left for America, however, Yeroen began to cultivate a tie with Dandy, a younger male. This took several years, but eventually led to Dandy challenging Nikkie as leader. The ensuing tensions drove Nikkie to a desperate escape attempt. He actually drowned trying to make it across the moat around the island. The local newspaper dubbed it a suicide, but to me it seemed more likely a panic attack with a fatal outcome. Since this was the second death on Yeroen’s hands, I must admit that I’ve always had trouble looking at this scheming male without seeing a murderer. A year after this tragic incident, my successor decided to show the chimps a movie. The Family of Chimps was a documentary filmed at the zoo when Nikkie was still alive. With the apes ensconced in their winter hall, the movie was projected onto a white wall. Would they recognize their deceased leader? As soon as a life-sized Nikkie appeared on the wall, Dandy ran screaming to Yeroen, literally jumping into the old male’s lap! Yeroen had a nervous grin on his face. Nikkie’s miraculous “resurrection” had temporarily restored their old pact.

Superstars view prospecting as a way of life. They prospect with single-minded focus, worrying little about what other people think of them. They enthusiastically dive into telephone prospecting, e-mail prospecting, cold calling, networking, asking for referrals, knocking on doors, following up on leads, attending trade shows,

Humor is a way to show your smart without bragging. A few things about good stories worth remembering: When a topic is complex, stories are like leverage. Leverage squeezes the full potential out of something with less effort. Stories leverage ideas in the same way that debt leverages assets. If you can explain things like how fire works with a story about balls rolling down hills and running into one another, that's what physicists what Richard Feynmen used to do, you can explain something complex in seconds, without much effort.

They push phone prospecting, e-mail prospecting, social selling, trade shows, referrals, networking, or inbound marketing as the one true way while disparaging all other forms—usually by labeling the forms they don't like “cold calling” to create the ultimate turnoff. “Do it my way,” they'll tell you, “and you'll get unlimited qualified leads. All for only $999!

The studios then fed their pictures first and exclusively to theaters they owned in competitive markets like New York, Chicago, and Boston. A caste system among theaters developed in which first-run pictures went to certain chains and second-run pictures—reruns, essentially—went to another tier of chains. In dealing with independent theater owners, distributors used the leverage of stars and major pictures to bundle their slate of minor pictures—for a theater owner to get the big blockbusters, he had to agree to show the harder-to-market films. The studio system’s purpose at every step was to smooth out the economics of an unpredictable business. The outcome was a functioning cartel.

Your only real control is to withhold your expertise. And although withholding expertise is the only leverage real experts have, it can be a powerful one, indeed. Let me show you how this relates to the second basic component of positioning: Good positioning makes you noninterchangeable.

Your only real control is to withhold your expertise. And although withholding expertise is the only leverage real experts have, it can be a powerful one, indeed. Let me show you how this relates to the second basic component of positioning: Good positioning makes you noninterchangeable. Imagine a somewhat difficult conversation with one of your existing clients. You’re uncomfortable with the direction they want to pursue, particularly since you know they’ll be holding you partly responsible for the results. You make your case carefully but passionately. You feel strongly that this is a mistake, for all sorts of reasons. The client presses and presses, but you don’t relent. There’s an honest disagreement. It’s not that you don’t know where the other party stands. No, you are both clear about that and just disagree. Eventually, the client says — after three years of working together, no less — that they are noticing an increasingly different perspective on how to impact the future and maybe it’s time for a fresh approach. Essentially they want to sever the relationship and move on. This usually doesn’t come out of the blue. It’s likely to have built up over time until the client gets to this place where they seem to be looking for opportunities to disagree with you. Nevertheless, the expert (you) has reached a turning point with the other controlling party (the client). As this crack in the surface widens, and it looks less reparable than earlier disagreements, the client entertains the possibility of replacing your expertise. They’ve surveyed the landscape of firms like yours and they aren’t that worried about finding an expert who will be a little more cooperative and helpful (as they read the disagreement). So what has seemed increasingly likely does, in fact, occur, and the client severs the relationship with your firm. That point is when the stopwatch starts. Tick, tick, tick. It keeps running until that same client finds a suitable (or even better) substitute for your expertise. But here’s the thing: The client is the one who defines success in that venture. When you hear about who they found to replace your firm, you may scoff and mutter about how inadequate the substitute expert is, but you don’t get to do that. “They hired who? [Snicker.] I saw their work for XYZ and was not impressed. The client will quickly find out that we weren’t so bad after all and that what we’ve been saying makes sense. There will be an initial honeymoon and then it’ll be just like it was with us.” It doesn’t matter.

It’s time for another aside: If you look at the last two tables—those showing big losses in 2008 and big gains in 2009—it’s easy to conclude that the two years together were something of a non-event. For example, if you put $100 into the Credit Suisse Leveraged Loan Index on the first day of 2008, you would have lost 29% over the course of the year and had only $71 left at the end. But then you would have gained 45% in 2009 and ended up with $103 at the conclusion of the two-year period, for a net gain of $3. The two-year results in the asset classes listed above ranged from moderate net losses to moderate net gains. It matters enormously, however, what you did in between. Yes, holding on would have enabled you to recoup most or all of your losses and end up well, with results as described above. But if you lost your nerve and sold at the trough—or if, having bought with borrowed money, you received a margin call you couldn’t meet and saw your positions sold out from under you—you experienced the decline but not the recovery, and your net result in this “non-event” two-year period was disastrous. For this reason, it’s important to note that exiting the market after a decline—and thus failing to participate in a cyclical rebound—is truly the cardinal sin in investing. Experiencing a mark-to-market loss in the downward phase of a cycle isn’t fatal in and of itself, as long as you hold through the beneficial upward part as well. It’s converting that downward fluctuation into a permanent loss by selling out at the bottom that’s really terrible. Thus understanding cycles and having the emotional and financial wherewithal needed to live through them are essential ingredients in investment success.

The remnant would have to learn that their home was not their refuge. The Lord was their refuge. We, too, as “aliens and strangers” in a world that is passing away, need to learn that our home is not our refuge; God is our refuge. We nurture life in the face of death and leverage our homes for gospel work. For those whose hope is in the coming kingdom, our homes are less like retreats and more like a network of foxholes for planning and hosting kingdom advances into this present darkness. Our homes are centers of hospitality to show strangers and neighbors the light of Christ. And they are equipping centers for traveling ambassadors to help them on their way to doing the King’s business.

Recognition In addition to top ratings, a great way to recognize people in a rock star phase is to designate them as “gurus,” or “go-to” experts. Often this means putting them in charge of teaching newer team members, if they show the aptitude for it. Bosses can be reluctant to use a top performer this way, wanting them to do the job rather than to teach others. However, this attitude prevents an organization from getting as much leverage out of experts as they otherwise would.

Sure, I could have, no problem. The security they got around those room booking systems is like a kid’s playpen, but I just couldn’t bring myself to do it.” Eliot reached across Parker to grab Hardison by the front of his shirt, but Parker shoved her shoulder between the two men, foiling the effort. “That’s your thing, man,” Eliot said over Parker’s shoulder as Hardison backed away into the corner of the cab. “What’s stopping you?” Hardison shrugged, embarrassed. “All the people who come out here, they’re doing it for the sheer joy of being a geek about something. Might be the Avengers, Star Wars, Sailor Moon, or even them sparkly vampires, but hey, they took a week off work, saved up all their pennies for the badges—which sell out in about ninety minutes—and got their butts out there for the show. I—I just couldn’t do that to them.

After a bad or disrupting occurrence in your life, Fredrickson’s research shows, what you choose to focus on exerts significant leverage on your attitude going forward. These simple choices can provide a “reset button” to your emotions.

The very best salespeople have mastered balanced prospecting in the same manner that wealthy people have mastered balance in their investment portfolios. Balance simply means that to get the best return from your prospecting time investment, there should be a mixture of telephone, in-person, e-mail, social selling, text messaging, referrals, networking, inbound leads, trade shows, and cold calling. The relative distribution of your time investment in each prospecting methodology should be based on your unique situation.

Don’t show the second y-axis. Instead, label the data points that belong on this axis directly. Pull the graphs apart vertically and have a separate y-axis for each (both along the left) but leverage the same x-axis across both. Figure 2.27 illustrates these options. Figure 2.27 Strategies for avoiding a secondary y-axis

applications designed from the ground up to span multiple devices. TiVo is another good example. iTunes and TiVo also demonstrate many of the other core principles of Web 2.0. They are not web applications per se, but they leverage the power of the web platform, making it a seamless, almost invisible part of their infrastructure. Data management is most clearly the heart of their offering. They are services, not packaged applications (although in the case of iTunes, it can be used as a packaged application, managing only the user’s local data.) What’s more, both TiVo and iTunes show some budding use of collective intelligence, although in each case, their

This is the power of finishing first. This is the power of showing up, leveraging your strengths and weaknesses, and outworking everyone. My world would never be the same.

Human characters in the show are given more leverage by the Producer and Director to play out their roles in the way they want. Some humans miscalculate this freedom, its limits and their own potential. They use the delegated authority to forget, disregard, downplay, undermine and even get rid of the Producer and Director. Some other non-living and apparently weaker and smaller characters are sometimes used by the Director to remind humans to be humble, have humility and paint their legacy among the good characters in the show. It is up to humans to paint their destiny. If they follow the Director’s guidelines, they can be signed for an even greater show which will begin for never ending again and which will give righteous people with virtuous behaviour the chance to play out their roles without any grief, sorrow and limits.

Andy Grove does the math and shows that the opposite is true: Training is, quite simply, one of the highest-leverage activities a manager can perform. Consider for a moment the possibility of your putting on a series of four lectures for members of your department. Let’s count on three hours preparation for each hour of course time—twelve hours of work in total. Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. If your training efforts result in a 1 percent improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours. 2.

And the Enemy, the Destroyer, senses the surface truth that this Jesus is a threat, so he targets Him for destruction. Lucifer shows up in the desert to tempt a weakened Jesus using a trusted strategy—he will appeal to the same primal lust for power and control that bulldozed Adam and Eve into an unthinkable betrayal. But Jesus is having none of that. The Enemy is banished from His presence, where he stays until he sniffs an opportunity to launch a second assault in a lonely garden. In Mel Gibson’s brilliant portrayal of this tipping-point confrontation in The Passion of the Christ, the weight of the assault is palpable. Jesus is alone and tormented to the point of death on the eve of His crucifixion. The serpent moves through the Gethsemane garden toward the exposed feet of Jesus—now perilously within striking range. Everything hangs in the moment. And then, in a shocking burst of violence, Jesus stomps on the serpent’s head.3 It is sudden and brutal and … revelatory. It turns out that Jesus—sweating blood, abandoned, and apparently beaten—is no shrinking violet. The Great Surprise is that He cannot be leveraged and that He is no victim of circumstances. In this, He is not at all the way most Americans describe Him.

Here you can leverage certainty: if you’ve just washed your hands, haven’t been in public, and so forth, the likelihood that you’re going to get sick is pretty low.

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