Maximizing Opportunities Quotes

Pasteur said, like all great discoverers, he knew something about accidental discoveries. The best way to get maximal exposure is to keep researching. Collect opportunities--

Many if not most slaves would have each readily jumped, and many if not most slaves would each readily jump, at the opportunity to be a master, if such an opportunity presents or had presented itself.

Cultivate the art of maximizing serendipitous opportunities.

If you wait for the mango fruits to fall, you'd be wasting your time while others are learning how to climb the tree

Nothing will make a better impression on your leader than your ability to manage yourself. If your leader must continually expend energy managing you, then you will be perceived as someone who drains time and energy. If you manage yourself well, however, your boss will see you as someone who maximizes opportunities and leverages personal strengths. That will make you someone your leader turns to when the heat is on.

Relationships are assignments. They are part of a vast plan for our enlightenment, the Holy Spirit’s blueprint by which each individual soul is led to greater awareness and expanded love. Relationships are the Holy Spirit’s laboratories in which He brings together people who have the maximal opportunity for mutual growth. He appraises who can learn most from whom at any given time, and then assigns them to each other. Like

Many a parent, sad to say, has used their child as an opportunity for them, the parent, to do, through their child, something or some of the things that they, the parent, did not do or did not do successfully.

Social media is your opportunity to reach a massive number of people with transparency, honesty, and integrity.

Flexibility is a learned mental skill. In today’s dynamic world, your effectiveness as a professional depends on your readiness to adjust quickly to the moments of need or opportunity, adversity, and change.

Wiseman has identified four principles that characterize lucky people. Lucky people tend to maximize chance opportunities.

Brands that will survive and thrive from now on are those with C-level executives that understand the incredible opportunity new media offers them and commit to excellence in managing their social media presence.

As you go through your career, you will begin to find the areas of work you love and in which you will shine; you will, hopefully, find a field where you can maximize the motivators and satisfy the hygiene factors. But it’s rarely a case of sitting in an ivory tower and thinking through the problem until the answer pops into your head. Strategy almost always emerges from a combination of deliberate and unanticipated opportunities. What’s important is to get out there and try stuff until you learn where your talents, interests, and priorities begin to pay off. When you find out what really works for you, then it’s time to flip from an emergent strategy to a deliberate one.

Stern endorses Pascal’s maxim “To understand is to forgive.” In fact, one of the most exciting opportunities in being a writer, he feels, is to take a villain or criminal character and make him human by showing what caused him to be so.

the world’s interactions with Africa are not necessarily motivated by altruism, but by the self-interest of states seeking to maximize their opportunities and minimize their costs, often at the expense of those who are not in a position to do either.

When you make choices that will affect your career, aim for the intersection of your genuine interests, skills, and opportunities.

Specifically, what dangers do you have now that need to be eliminated, what opportunities need to be captured, and what strengths need to be maximized?

Lucky people take advantage of chance occurrences that come their way. Instead of going through life on cruise control, they pay attention to what’s happening around them and, therefore, are able to extract greater value from each situation… Lucky people are also open to novel opportunities and willing to try things outside of their usual experiences.

Relationships are assignments. They are part of a vast plan for our enlightenment, the Holy Spirit’s blueprint by which each individual soul is led to greater awareness and expanded love. Relationships are the Holy Spirit’s laboratories in which He brings together people who have the maximal opportunity for mutual growth. He appraises who can learn most from whom at any given time, and then assigns them to each other. Like a giant universal computer, He knows exactly what combination of energies, in exactly what context, would do the most to further God’s plan for salvation. No meetings are accidental. “Those who are to meet will meet, because together they have the potential for a holy relationship.

If we were having this discussion three years from today, and you were looking back over those three years, what has to have happened in your life, both personally and professionally, for you to feel happy with your progress? Specifically, what dangers do you have now that need to be eliminated, what opportunities need to be captured, and what strengths need to be maximized?

If I were to name the one crying evil of American life, Mr. Derrick, it would be the indifference of the better people to public affairs. It is so in all our great centres. There are other great trusts, God knows, in the United States besides our own dear P. and S.W. Railroad. Every state has its own grievance. If it is not a railroad trust, it is a sugar trust, or an oil trust, or an industrial trust, that exploits the People, because the people allow it. The indifference of the People is the opportunity of the despot. It is as true as that the whole is greater than the part, and the maxim is so old that it is trite - it is laughable. It is neglected and disused for the sake of some new ingenious and complicated theory, some wonderful scheme of reorganization, the fact remains, nevertheless, simple, fundamental, everlasting. The People have but to say 'No' and not the strongest tyranny, political, religious, or financial, that was ever organized, could survive one week.

Companies should consider merger and acquisition (M&A) opportunities carefully because these strategic moves can have a significant impact on their operations and financial health. Thorough evaluation helps mitigate risks, ensure alignment with business objectives, and maximize the potential benefits, ultimately leading to successful integration and growth.

The idea of life is maximizing your time and living and effective life

Unfortunately, growing up with a zero-sum perspective is like a horse wearing blinders – it limits the field of view for opportunity.

Too many people’s careers are ruined by praise instead of propelled by criticism.

Are you truly living life or just paying bills until you die?

Our world is fundamentally different from the one we were taught about in school.

Attitude is something each one of us can learn to enhance and control.

Skills open the doors to opportunities. They break every economic boundary and empowers societies to maximize their potential. Nothing else is that powerful.

Spending all your money before you have a business model, makes about as much sense as drinking all your water before you hike across a desert so that you won’t have to carry the canteen.

When it comes to relationships, Maximizers—like Steven— mistakenly believe that with the right amount of exploration, they can find the perfect person and have absolute confidence in their decision. But this perfect person (and complete certainty) doesn’t exist. That’s why maximizing leads to anguish, delays in decision-making, and missed opportunities. In other words, it’s better to be a Satisficer.

He offers the opportunity to experience a richness we’d never know if we remained locked in the prison of our false security and maximized agendas. Here, in our everyday, he invites us in to the abundant life.

the trick to maximizing your talents and opportunities is not becoming a less thoughtful and giving person, but rather being purposeful and intentional about your choices while also addressing the behaviors that keep you stuck.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

For a second, she could almost see Caverna as the Kleptomancer did, a murky, monstrous beauty, smiling her fine-fanged smile as she prepared to stretch and grow, shaking out her tunnel-tresses as they became longer and longer. Perhaps Caverna had already known that such an opportunity was open to her. Neverfell imagined her discarding the Grand Steward like a worn-out toy, and reaching for a new favourite, a man who could extend her empire and bring her new strength . . . Maxim Childersin.

Wiseman has identified four principles that characterize lucky people. Lucky people tend to maximize chance opportunities. They are especially adept at creating, noticing, and acting upon these opportunities when they arise. Second, they tend to be very effective at listening to their intuition, and do work (such as meditation) that is designed to boost their intuitive abilities. The third principle is that lucky people tend to expect to be lucky, creating a series of self‐fulfilling prophecies because they go into the world anticipating a positive outcome. Last, lucky people have an attitude that allows them to turn bad luck to good. They don’t allow ill fortune to overwhelm them, and they move quickly to take control of the situation when it isn’t going well for them.

We take it for granted that the Big Pond expands opportunities, just as we take it for granted that a smaller class is always a better class. We have a definition in our heads of what an advantage is—and the definition isn’t right. And what happens as a result? It means that we make mistakes. It means that we misread battles between underdogs and giants. It means that we underestimate how much freedom there can be in what looks like a disadvantage. It’s the Little Pond that maximizes your chances to do whatever you want.

... employees who take advantage of opportunities in a fast-moving, 24/7 business environment, without waiting for a leader to tell them what to do, are increasingly vital to organizational success. To understand how to maximize these employees' contributions is an important tool for all leaders.

John reddened, caught, as Akira went on. “John, you keep getting in the way of your own potential, because you keep seeing everything as a test. The secret is to understand that nothing is a test, but only an opportunity to learn and grow. Many people never fulfill their potential, because they look at every situation in life as a test. If you look at something as a test, then you will focus only on passing the test instead of maximizing your growth through the experience. Over time, the person who is simply focused on maximizing what they can learn and how they can grow will become much greater than the person who sees life as one continual test to prove themselves.” John nodded, struggling with that wisdom. “Don’t fall for the trap, John. Even tests in school are not tests. Nothing is a test, it’s only an illusion. Everything is an opportunity to learn and grow, because remember, you are building your own house.

When you systematize, look beyond the pieces. Determine not only what you will do daily, weekly, monthly and yearly, but also understand how every piece of your marketing mix flows together. When you do, your systems will do the heavy lifting for you; and you will maximize your opportunities attracting many more clients.

It is rather pointless to go head to head with strong and entrenched competition. But numerous opportunities can be found in the marketplace for a company to maximize its unique qualities, differentiate its products and services, and go after a specific market segment where its competitors are weak and where you can develop superiority, where you can win battles.

Want to change the world? Push everyone you know to work within their ISO. Mentor people to help them realize their genuine interests and skills and capitalize on even the smallest opportunities around them. When it comes to your own career, make every decision with a constant eye toward your own intersection. A career of “work with intention” is the kind that moves industries forward. Do it for yourself and for the rest of us.

What was going on here was that like so many people in contemporary society, along the way to gaining their superb educations, and their shiny opportunities, they had absorbed the wrong lessons. They had mastered formulas in calculus and chemistry. They had read great books and learned world history and become fluent in foreign languages. But they had had never formally been taught how to maximize their brains' potential or how to find meaning and happiness. Armed with iPhones and personal digital assistants, they had multitasked their way through a storm of resume-building experiences, often at the expense of actual ones. In their pursuit of high achievement, they had isolated themselves from their peers and loved ones and thus compromised the very support systems they so ardently needed. Repeatedly, I noticed these patterns in my own students, who often broke down under the tyranny of expectations we place on ourselves and those around us.

When you maximize your intelligence you minimize your sweat. When you maximize your talents you minimize your competition. When you maximize your education you minimize your ignorance. When you maximize your strengths you minimize your weaknesses. When you maximize your opportunities you minimize your regrets. When you maximize your assets you minimize your debts. When you maximize your money you minimize your lack. When you maximize your wisdom you minimize your mistakes. When you maximize your integrity you minimize your disgrace. When you maximize your patience you minimize your anger. When you maximize your joys you minimize your bitterness. When you maximize your pleasures you minimize your sorrows. When you maximize your charity you minimize your greed. When you maximize your modesty you minimize your ego. When you maximize your love you minimize your fear. When you maximize your virtues you minimize your vices. When you maximize your needs you minimize your wants. When you maximize your diplomacy you minimize your opposition. When you maximize your compassion you minimize your conflicts. When you maximize your gratitude you minimize your unhappiness. When you maximize your kindness you minimize your enemies. When you maximize your friendships you minimize your troubles. When you maximize your relationships you minimize your hardships. When you maximize your marriage you minimize your struggles.

The rich look at money not as a limited resource that they need to maximize (the way most people do), but as a fungible tool that can be used for any purpose. They take advantage of every opportunity to make more money and build wealth in as many ways as possible—by cutting expenses, optimizing their fees/prices, minimizing their taxes, building multiple income streams, and using whatever other ways they can find. They focus on making as much money as possible per minute and hour of their time.

ONE OF THE main differences between standard and behavioral economics involves this concept of “free lunches.” According to the assumptions of standard economics, all human decisions are rational and informed, motivated by an accurate concept of the worth of all goods and services and the amount of happiness (utility) all decisions are likely to produce. Under this set of assumptions, everyone in the marketplace is trying to maximize profit and striving to optimize his experiences. As a consequence, economic theory asserts that there are no free lunches—if there were any, someone would have already found them and extracted all their value. Behavioral economists, on the other hand, believe that people are susceptible to irrelevant influences from their immediate environment (which we call context effects), irrelevant emotions, shortsightedness, and other forms of irrationality (see any chapter in this book or any research paper in behavioral economics for more examples). What good news can accompany this realization? The good news is that these mistakes also provide opportunities for improvement. If we all make systematic mistakes in our decisions, then why not develop new strategies, tools, and methods to help us make better decisions and improve our overall well-being? That’s exactly the meaning of free lunches from the perspective of behavioral economics—the idea that there are tools, methods, and policies that can help all of us make better decisions and as a consequence achieve what we desire.

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

Repeatedly over the next half hour he returned to the word “opportunity.” It kept knocking. “A lot of these viruses, a lot of these pathogens that come out of wildlife into domestic animals or people, have existed in wild animals for a very long time,” he said. They don’t necessarily cause any disease. They have coevolved with their natural hosts over millions of years. They have reached some sort of accommodation, replicating slowly but steadily, passing unobtrusively through the host population, enjoying long-term security—and eschewing short-term success in the form of maximal replication within each host individual. It’s a strategy that works. But when we humans disturb the accommodation—when we encroach upon the host populations, hunting them for meat, dragging or pushing them out of their ecosystems, disrupting or destroying those ecosystems—our action increases the level of risk.

An opportunity presented itself in 1894, when he was commissioned for a special task—to optimize lightbulbs, maximizing the light produced while minimizing the energy used. In order to do this, he had to tackle the problem of what is called black-body radiation. We can grasp what this is by going out to the campfire. If you stick a metal shish kebab skewer into the fire, its tip will eventually become red-hot. If it gets even hotter, the color will go from red to yellow to white, then blue. As the interior of the skewer heats up, the surface starts emitting electromagnetic radiation in the form of light, called thermal radiation. The hotter the interior (the higher the energy), the shorter the wavelength (and the higher the frequency) of the light that is emitted—thus the color change. Physicists soon posited an idealized object, a “perfect” emitter and absorber that would look black when it is cold, because all light that falls on it would be completely absorbed.

He had full opportunity to learn the falsity of the maxim that the Prince of Darkness is a gentleman. Again and again he felt that a suave and subtle Mephistopheles with red cloak and rapier and a feather in his cap, or even a sombre tragic Satan out of Paradise Lost, would have been a welcome release from the thing he was actually doomed to watch. It was not like dealing with a wicked politician at all: it was much more like being set to guard an imbecile or a monkey or a very nasty child. What had staggered and disgusted him when it first began saying, ‘Ransom … Ransom …’ continued to disgust him every day and every hour. It showed plenty of subtlety and intelligence when talking to the Lady; but Ransom soon perceived that it regarded intelligence simply and solely as a weapon, which it had no more wish to employ in its off-duty hours than a soldier has to do bayonet practice when he is on leave. Thought was for it a device necessary to certain ends, but thought in itself did not interest it.

A lot of these viruses, a lot of these pathogens that come out of wildlife into domestic animals or people, have existed in wild animals for a very long time,” he said. They don’t necessarily cause any disease. They have coevolved with their natural hosts over millions of years. They have reached some sort of accommodation, replicating slowly but steadily, passing unobtrusively through the host population, enjoying long-term security—and eschewing short-term success in the form of maximal replication within each host individual. It’s a strategy that works. But when we humans disturb the accommodation—when we encroach upon the host populations, hunting them for meat, dragging or pushing them out of their ecosystems, disrupting or destroying those ecosystems—our action increases the level of risk. “It increases the opportunity for these pathogens to jump from their natural host into a new host,” he said. The new host might be any animal (the horse in Australia, the palm civet in China) but often it’s humans, because we are present so intrusively and abundantly. We offer a wealth of opportunity.

Bibb Steam Mill Company also introduced to the county the ruthless form of industrial slavery that would become so important as the Civil War loomed. The mill acquired twenty-seven male African Americans, nearly all strapping young men, and kept them packed into just six small barracks on its property. The Cottingham slave cabins would have seemed luxurious in contrast.51 The founders of Bibb Steam, entrepreneurs named William S. Philips, John W. Lopsky, Archibald P. McCurdy, and Virgil H. Gardner, invested a total of $24,000 to purchase 1,160 acres of timbered land and erect a steam-powered sawmill to cut lumber and grind corn and flour.52 In addition to the two dozen slaves, Bibb Steam most likely leased a larger number of slaves from nearby farms during its busiest periods of work. The significance of those evolutions wouldn’t have been lost on a slave such as Scipio. By the end of the 1850s, a vigorous practice of slave leasing was already a fixture of southern life. Farm production was by its nature an inefficient cycle of labor, with intense periods of work in the early spring planting season and then idleness during the months of “laid-by” time in the summer, and then another great burst of harvest activity in the fall and early winter, followed finally by more months of frigid inactivity. Slave owners were keen to maximize the return on their most valuable assets, and as new opportunities for renting out the labor of their slaves arose, the most clever of slave masters quickly responded.

The bad news is, everyone looks great on paper and in interviews, but everyone also looks exactly the same. People have figured out how to present themselves as competent, qualified managers who won’t make waves and who won’t make mistakes—but nobody is able to say, “I’ve got ideas that are really new and different!” People are afraid to present themselves as innovators, and consequently innovation itself has become a lost art. This is a problem for American business. But it’s also a golden opportunity for anyone who values originality and knows how to put it to work. You can instantly set yourself apart from the crowd by focusing on what you’ll do right instead of what you won’t do wrong. To do that, you’ll need insight about your strengths and weaknesses, and intelligence about how to maximize your contribution. But most of all you’ll need inspiration—the power to create energy and excitement by what you say, how you look, and above all, what you do. Those are some of the topics we’ll be talking about in this chapter. As a first step toward making yourself unforgettable to others, consider how you see yourself in your own eyes. Image is built upon self-perception. If your self-perception is out of sync with the way you want to be perceived, you will have a hard time making a positive impression—especially if you’re not even fully aware of the problem. This happens to many people. For some reason, we tend to think less of ourselves than we’d like. We also tend to have a lower opinion of ourselves than other people have of us. It

robbery by European nations of each other's territories has never been a sin, is not a sin to-day. To the several cabinets the several political establishments of the world are clotheslines; and a large part of the official duty of these cabinets is to keep an eye on each other's wash and grab what they can of it as opportunity offers. All the territorial possessions of all the political establishments in the earth—including America, of course—consist of pilferings from other people's wash. No tribe, howsoever insignificant, and no nation, howsoever mighty, occupies a foot of land that was not stolen. When the English, the French, and the Spaniards reached America, the Indian tribes had been raiding each other's territorial clothes-lines for ages, and every acre of ground in the continent had been stolen and re-stolen 500 times. The English, the French, and the Spaniards went to work and stole it all over again; and when that was satisfactorily accomplished they went diligently to work and stole it from each other. In Europe and Asia and Africa every acre of ground has been stolen several millions of times. A crime persevered in a thousand centuries ceases to be a crime, and becomes a virtue. This is the law of custom, and custom supersedes all other forms of law. Christian governments are as frank to-day, as open and above-board, in discussing projects for raiding each other's clothes-lines as ever they were before the Golden Rule came smiling into this inhospitable world and couldn't get a night's lodging anywhere. In 150 years England has beneficently retired garment after garment from the Indian lines, until there is hardly a rag of the original wash left dangling anywhere. In 800 years an obscure tribe of Muscovite savages has risen to the dazzling position of Land-Robber-in-Chief; she found a quarter of the world hanging out to dry on a hundred parallels of latitude, and she scooped in the whole wash. She keeps a sharp eye on a multitude of little lines that stretch along the northern boundaries of India, and every now and then she snatches a hip-rag or a pair of pyjamas. It is England's prospective property, and Russia knows it; but Russia cares nothing for that. In fact, in our day land-robbery, claim-jumping, is become a European governmental frenzy. Some have been hard at it in the borders of China, in Burma, in Siam, and the islands of the sea; and all have been at it in Africa. Africa has been as coolly divided up and portioned out among the gang as if they had bought it and paid for it. And now straightway they are beginning the old game again—to steal each other's grabbings. Germany found a vast slice of Central Africa with the English flag and the English missionary and the English trader scattered all over it, but with certain formalities neglected—no signs up, "Keep off the grass," "Trespassers-forbidden," etc.—and she stepped in with a cold calm smile and put up the signs herself, and swept those English pioneers promptly out of the country. There is a tremendous point there. It can be put into the form of a maxim: Get your formalities right—never mind about the moralities. It was an impudent thing; but England had to put up with it. Now, in the case of Madagascar, the formalities had originally been observed, but by neglect they had fallen into desuetude ages ago. England should have snatched Madagascar from the French clothes-line. Without an effort she could have saved those harmless natives from the calamity of French civilization, and she did not do it. Now it is too late. The signs of the times show plainly enough what is going to happen. All the savage lands in the world are going to be brought under subjection to the Christian governments of Europe. I am

The 12 Principles of Permaculture Investing are: 1. Accumulate & Compound Capital: Consistently save and invest to grow your capital base over time, leveraging the power of compound interest. 2. Utilize Capital: Actively deploy your capital into productive investments that generate returns, rather than letting it sit idle. 3. Retain Maximum & Gradiented Liquidity: Maintain a balance between liquid assets (easily accessible cash) and less liquid investments, ensuring you can meet immediate needs while still investing for the long term. 4. Actively Manage Passive: While focusing on passive income sources, actively monitor and adjust your investments to optimize returns and mitigate risks. 5. Prioritize Long-Term Growth: Focus on investments that offer potential for significant growth over the long term, even if they don't provide immediate high yields. 6. Prioritize Consistent Yields: Balance your portfolio with investments that provide reliable, consistent income to support your financial needs. 7. Add Net Value to all Stakeholders: Invest in ways that benefit not only yourself but also the broader community, environment, and all parties involved. 8. Provide Authentic Data: Be transparent and honest in your financial reporting, providing accurate information to all stakeholders. 9. Collect & Utilize Authentic Data: Base your investment decisions on reliable, verified data rather than speculation or rumors. 10. Diversify Holistically: Diversify your investments across different asset classes, industries, and geographical regions to reduce risk and maximize potential returns. 11. Harvest Yields Equitably: Distribute profits fairly among all stakeholders, ensuring everyone benefits from the investment's success. 12. Reinvest Yields in Most Profitable Assets: Continuously evaluate your portfolio and reinvest profits into the most promising opportunities to further compound your growth.

This is a good moment to remember one of Mansfield’s Manly Maxims: “Manly men tend their fields.” It means that we take care of the lives and property entrusted to us. It means that we take responsibility for everything in the “field assigned to us.” We cannot do this without knowledge. We cannot do it if we are ignorant of our times, blind to the trends shaping our lives, and oblivious to the basic knowledge that allows us to do what we are called to do as men. We must know enough about law, health, science, economics, politics, and technology to fulfill our roles. We should also know enough about our faith to stand our ground in a secular age, resist heresies, and teach our families. We also shouldn’t be without the benefits of literature and poetry, of good novels and stirring stories, all of which make us more relevant and more effective. We need all of this, and no one is going to force it upon us. Nor will we acquire what we need from a degree program or a study group alone, as valuable as these can be. The truth is that men who aspire to be genuine men and serve well have no choice: they must devote themselves to an aggressive program of self-education. They have to read books, stay current with websites and periodicals, consult experts, and put themselves in a position to know. It isn’t as hard as it sounds, particularly in our Internet age. Much of what a man needs to know can land in his iPad while he is sleeping, but he has to know enough to value this power in the first place. To ignore this duty can mean disaster. How many men have lost jobs because they did not see massive trends on the horizon? How many men have failed to stay intellectually sharp and so gave up ground in their professions to others with more active minds? How many have lost money through uninformed investments or have not taken opportunities in expanding fields or have missed promotions because they had not bothered to learn about new technologies or what changes social media, for example, would bring to their jobs? I do not want to be negative. Learning is a joy. Reading is one of the great pleasures of life. A man ought to invest in knowledge because it is part of living in this world fully engaged and glorifying God. Yet our times also make it essential. The amount of knowledge in the world is increasing. Technology is transforming our lives. New trends can rise like floodwaters and sweep devastation into our homes. Men committed to tending their fields learn, study, research, dig out facts, and test theories. They know how to safeguard their families. They serve well because they serve as informed men.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

Above all, the new Left-- and its overwhelmingly youthful constituency -- rejected the inherited collectivism of its predecessor. To an earlier generation of reformers from Washington to Stockholm, it had been self-evident that 'justice', 'equal opportunity' or 'economic security' were shared objectives that could only be attained by common action. A younger cohort saw things very differently. Social justice no longer preoccupied radicals. What united the '60s generation was not the interest of all, but the needs and rights of each. 'Individualism' - the assertion of every person's claims to maximized private freedom and the unrestrained liberty to express autonomous desires and have them respected and institutionalized by society at large - became the left-wing watchword of the hour. Doing 'your own thing', 'letting it all hang out', 'making love, not war': these are not inherently unappealing goals, but they are not of their essence private objectives, not public goods. Unsurprisingly, they led to the widespread assertion that 'the personal is political'.

HR can and should serve as advisors to organizational leadership to develop strategic workforce plans that link to the organization’s strategic plan to ensure that the right people are on board so that the firm can meet its objectives and fulfill its mission. HR partners with line management to provide development opportunities to maximize the potential of each and every employee. HR advises management on total rewards programs (compensation and benefits) and rewards and recognition programs designed to minimize costly employee turnover and to maximize employee engagement and retention.

currently, the federal government will loan any admitted student who isn’t already in default on an educational loan the full cost of attendance to attend any ABA law school – and that cost is determined by the school. In other words, a law school can charge literally anything it wants to

There are opportunities around you daily, maximize them

Power is the ability to maximize your opportunities, not diminish them.

Develop a powerful routine that gets things done. Utilize my step-by-step process for creating powerful life goals. Create the opportunities you want. Defeat the ghosts of your past and deal with old resentments keeping you stuck. Learn to think like a super-achiever. Avoid wasting time by identifying key priority tasks. Eliminate distractions that are stealing your energy and focus. Remove the internal obstacles still holding you back.

By seeing problems as they occur and swarming them until effective countermeasures are in place, we continually shorten and amplify our feedback loops, a core tenet of virtually all modern process improvement methodologies. This maximizes the opportunities for our organization to learn and improve.

Be organized in maximizing time

In British Havana, elites were willing to submit to British rule and even help enforce it themselves because they sought to maximize their economic opportunities in the space they occupied—and had for some time—between layers of British and Spanish sovereignty.

I offer the following model for control-sharing. If control is in some sense like salary, then control-sharing ought to be (or at least seem to be) proportional to salary. If you have ten people working for you and you make 25 percent more than each of them, then you get 125 “control points,” and they get 100 each. If control is exercised in those proportions—or seems to be—then Eve and all her colleagues will feel that their opportunities for growth are maximized. The trick is how to assure your own requirements of the organization with just those 125 control points. That is not a trivial task. (But then, whoever said that management was easy?)

It’s not about being worthy. It’s about being grateful. And letting that gratitude help you maximize the new opportunities you’re getting.

Respect: We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust. Teamwork: We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.

One of the best ways to minimize the obstacle and maximize the opportunity is to focus on doing what needs to be done right now. Commit yourself fully to the task at hand and don’t look too far ahead.

What the hagglers and the traders do reminds me of the behavioral psychology distinction between two extremes on a continuum of types: satisficers and maximizers. When a maximizer goes shopping, looks for a handyman, buys gas, or plans a trip, he searches for the best (maximum) possible deal. Time and effort don’t matter much. Missing the very best deal leads to regret and stress. On the other hand, the satisficer, so-called because he is satisfied with a result that is close to the best, factors in the costs of searching and decision making, as well as the risk of losing a near-optimal opportunity and perhaps never finding anything as good again.

Black Swans being unpredictable, we need to adjust to their existence (rather than naïvely try to predict them). There are so many things we can do if we focus on antiknowledge, or what we do not know. Among many other benefits, you can set yourself up to collect serendipitous Black Swans (of the positive kind) by maximizing your exposure to them. Indeed, in some domains—such as scientific discovery and venture capital investments—there is a disproportionate payoff from the unknown, since you typically have little to lose and plenty to gain from a rare event. We will see that, contrary to social-science wisdom, almost no discovery, no technologies of note, came from design and planning—they were just Black Swans. The strategy for the discoverers and entrepreneurs is to rely less on top-down planning and focus on maximum tinkering and recognizing opportunities when they present themselves. So I disagree with the followers of Marx and those of Adam Smith: the reason free markets work is because they allow people to be lucky, thanks to aggressive trial and error, not by giving rewards or “incentives” for skill. The strategy is, then, to tinker as much as possible and try to collect as many Black Swan opportunities as you can.

Consider, though, how the insight sessions, industry updates, and briefings for the CEO and CFO before the analyst calls will help meet the customer's business needs and will also link to the objective of building relationships with the CEO and CFO over the next six months; likewise, the coaching sessions and prep before the board meetings will cement the partner's relationship with the CFO even further. Meeting with the CEO and CFO before analyst calls to brief them on issues that they might need to discuss will give the partner the opportunity to provide essential information when they need it the most, creating a dependency on the partner and cementing his relationship as a trusted adviser to the company's leadership team. People are often focused on trying to get their customers to like them. I always advise my clients that it is nice if your customers like you, but essential that they need you. You want to include negotiable issues that position you to create this type of dependency.

You can start every day from now on by identifying a specific danger to eliminate, a specific opportunity to capture, and a specific strength to maximize.

Thus Virginia ceded the vital functions of shipping and trade finance to cities in the North. Functions for trading hubs required the type of work known today as white collar: coordinating logistics, arranging for insurance, negotiating trade terms, extending trade capital, maintaining wholesale facilities, and others. Trading spawned other activity. Trading ports were the prime conduits of information, the aggregate of which Adam Smith would call the “invisible hand” of the market: information used by entrepreneurs and businessmen to adjust their activity to maximize profit. The more dynamic the information flow, the more fluid the opportunities were to profit from the shifting tides of the market. The more fluid the opportunities, the easier it was for new entrants and upstarts to make a name. Eventually this would lead to a far wider and greater set of urban opportunities in the North than in the single-crop colonies of the South.

GreneCo, LLC., located in Edmond, Oklahoma, was co-founded in 2016 by Gene D. Larson and Gregory K. Womack. The real estate project administration and consulting firm seeks to create mutually beneficial scenarios for investors and landowners. They work to preserve the wildlife habitats and undeveloped land for future generations. GreneCo is invested in creating opportunities and maximizing land values as it works with landowners from states throughout the country.

The illusion may be magical, but the means are earthly: maximize your opportunities and the universe will provide. To be tenacious, we need to love what we do, and find new ways of loving it.

The male's desire to look at female genitals, especially genitals he has not seen before, and to seek out opportunities to do so, is part of the motivational process that maximizes male reproductive opportunities. There is no corresponding benefit for females in wanting to look at male genitals, hence selection has not favored female impulses to become sexually aroused by the sight of male genitals or to seek out opportunities to look at them. If females tended to be sexually aroused by the sight of male genitals, men would be able to obtain sexual intercourse via genital display; but the deliberate male display of genitals to unfamiliar women is understood to be a kind of threat, whereas a similar female display is understood to be a sexual invitation. Although the practice of covering the genitals with clothing is almost universal, the underlying reasons for concealing male and female genitals probably are different.

The success of product development and launch strategies for businesses in all industries is greatly influenced by best market research companies in Myanmar. These businesses enable businesses to make informed decisions that drive innovation and market penetration by providing valuable insights into consumer behaviors, market trends, and competitive landscapes. In today's dynamic business environment, it is essential for organizations looking to create competitive products and launch them successfully to comprehend the significance of market research. This article looks at how market research companies play a variety of roles in product development and launch strategies. It emphasizes the importance of working together, making decisions based on data, and taking advantage of market research trends for long-term growth and market leadership. 1. Companies' Introduction to Market Research An Overview of Business Market Research Market research is essential for helping businesses comprehend their market, competition, and customers. To make decisions based on accurate information, it involves gathering and evaluating data. Contribution of best market research companies in Myanmar to Product Development Market research firms are specialized in collecting insights that can be used to inform product development strategies for businesses. They assist in determining the demand for new products, assessing consumer behavior, and identifying market opportunities. 2. Understanding Consumer Needs and Preferences is Critical to Product Development Market research provides businesses with in-depth insights into consumer preferences, needs, and actions. In order to create products that resonate with the intended audience, this understanding is essential. Research can be used to assess market demand and potential, allowing businesses to make decisions about product development based on data. New products' chances of success are boosted while risks are reduced. 3. Utilizing Market Research for Launch Strategies Market Segmentation and Targeting Market research enables businesses to divide their target market into subsets based on behavior, psychographics, and demographics. For a more successful product launch, this segmentation helps tailor marketing strategies to specific consumer groups. Pricing and Positioning Strategies Businesses can figure out the best pricing strategy for their products based on consumer perceptions, competitor pricing, and market trends by conducting market research. Additionally, research aids in effectively positioning products in the market to set them apart from rivals. 4. Collaborating with Market Research Firms Choosing the Right Market Research Partner It is essential to select the right market research partner in order to obtain insights that are both accurate and applicable. Expertise, industry experience, and the capacity to provide insights that are in line with the company's goals should all be taken into account. Creating Effective Research Briefs Businesses should provide their market research partner with concise and in-depth research briefs to maximize the value of the research. A clearly defined brief assists in ensuring that the research is focused, pertinent, and in line with the company's objectives. 5. Studies of Cases: Product Launches That Work: The Importance of Market Research Market research is essential to the success of product launches. We are able to see the direct impact of market research on product development strategies by analyzing real-world examples. Market research companies offer valuable insights that can make or break a product launch, from comprehending consumer preferences to determining market gaps. ### Impact of Market Research on Product Launches Market research has a significant impact on product launches because it ensures that businesses know what their target audience wants and needs. Companies are able to effectively f

Understanding consumer preferences, market trends, and business opportunities all depend on market research. However, a nuanced approach is required when conducting market research survey in Myanmar. Participation in surveys and the quality of the data can be significantly influenced by cultural norms, beliefs, and practices. The challenges and opportunities of conducting surveys in this one-of-a-kind cultural landscape are brought to light in this article, which examines the intricate connection between culture and market research in Myanmar. Researchers can gain valuable insights for informed decision-making and successful market strategies by comprehending and adapting to Myanmar's cultural nuances. Introduction to market research survey in Myanmar is a country with a lot of culture and tradition that makes it a special place to conduct market research. Understanding the cultural nuances that influence survey participation is essential for businesses trying to comprehend consumer preferences and behaviors in this diverse market. An Overview of Myanmar's Market Research Landscape Market research is rapidly evolving in Myanmar in tandem with the country's economic expansion. In order to gain useful insights from surveys, it is necessary to have a comprehensive comprehension of the cultural dynamics of a population with a wide range of languages and ethnic groups. Understanding How Culture Affects Survey Participation Culture has a big impact on how people respond to market research surveys. Survey response rates can be influenced by interpersonal dynamics, social norms, and traditional beliefs in Myanmar. Cultural Factors That Affect Survey Response Rates People's responses to surveys can be influenced by factors like respect for authority, communal decision-making, and communication styles. The key to maximizing survey participation is recognizing and adapting to these cultural differences. The willingness of respondents to participate in surveys can be influenced by traditional beliefs and practices like face-saving behaviors, hierarchical structures, and superstitions. Researchers can create survey environments that are conducive to honest and valuable feedback by recognizing and respecting these traditional beliefs. Tailoring Survey Designs to Match Cultural Preferences in Myanmar To guarantee the success of market research surveys in Myanmar, survey designs must be adapted to match cultural norms and preferences. In addition to increasing respondent engagement, this strategy encourages inclusivity and a respect for local customs. Adjusting Poll Arrangement for Social Awareness From the language utilized in study inquiries to the visual plan of overview materials, social responsiveness ought to be a core value in forming review surveys. Researchers can increase respondent trust and openness by avoiding potential taboos and including references that are culturally relevant. Respecting local customs, such as greeting rituals, gift-giving practices, and preferred modes of communication, can increase respondents' willingness to participate in surveys by incorporating them into the design of the survey. Researchers can create a more engaging and culturally appropriate research experience by incorporating these elements into survey design. Overcoming Language Barriers in Market Research Surveys Myanmar's language diversity makes conducting market research surveys a significant challenge. Language barriers must be overcome and multilingual survey administration must be promoted in order to ensure effective communication and data collection. Challenges of Myanmar's Language Diversity With over 100 languages spoken there, language barriers can make it hard to take surveys and understand them. Utilizing survey materials that are suitable for a particular language and, if necessary, the services of an interpreter, researchers must overcome these obstacles. The use of bilingual survey

No, not at all. Chase loves his aunt… I’m sure he’s thrilled she’s here.” Gaby sounded like she appreciated the gesture but Power had his reasons, always had his reasons. He needed just a minute, just a little time with Gaby alone. It was Chase’s day but he knew in the projected eight or so hours they would be there, he’d be a fool to not try to maximize his opportunities. Like he explained to her, he had an urgent need to connect with her on a deeper level, progress their friendship or relationship where she no longer felt out of reach, sickeningly unattainable… where acquiring her no longer occupied his thoughts in 30-second intervals. He needed to hurry up and feel the satisfaction of her belonging to him before life realized exactly who he was, remembered all of the wicked he’d done to the world, realized his intentions with her, and intervened…before the angel got lost with the devil. Because one look at Gaby and he felt a new drive, a desire to have his own. He had attached himself to different people for different purposes, protected them, did the worst of things for the best of reasons, for them; put his life on the line…for them, and even loved them selectively, like when it came to Rich and Sabrina. But they were never his own. No matter how much they tried to convince him of that, he always knew he was an extension to their family. But Gabrielle, she made him hunger for something of his own. He wanted her and anything that came with her...for himself.

We aren’t called to do all conceivable good, which would be impossible for us, but rather to maximize the opportunities that we have.

The psychologist Mihály Csíkszentmihályi wrote several books on a mental state he termed “flow”: a focused, absorbing, satisfying involvement in what is happening in the moment8. So another way to state the Epicurean position is that one should arrange his or her life to maximize the opportunities for flow to occur. Flow is a mental experience, so introspection combined with an attitude that encourages the enjoyment of small things—to look for joy, and to think about how to find more occasions of joy—is an obvious step.

Rather it is the result of a complex interaction among many psychological processes that permeate our culture, including rising expectations, awareness of opportunity costs, aversion to trade-offs, adaptation, regret, self-blame, the tendency to engage in social comparisons, and maximizing.

Does the Master Represent Jesus? It seems that a first-century reader would be hard-pressed to think that the master in the parable represents Jesus, when the description of the master so clearly points to a different direction.9 The parable describes the master as a power-hungry, despised, and exploitive man who takes what he did not deposit, reaps what he did not sow, and promotes violating the biblical prohibition of charging interest. Moreover, the master explicitly agrees that this is an accurate description of himself, perhaps because for him (and among his peers) successfully exploiting opportunities to maximize one’s profits is considered to be a badge of honor.10 And indeed, this sort of behavior and oppression was commonplace in first-century Palestine for many people who were living under the thumb of absentee landholders and foreign rule. This is why the Jews were longing for a savior. Moreover, the story of the parable would have sounded painfully familiar to them. Commentators note that elements of this parable are strikingly similar to the history of the ruling family in that region as described by the historian Josephus (writing in the first century). After Herod the Great died in 4 BCE his then 19-year-old son Archelaus (brother to Herod Antipas, ruler of Galilee) went to Rome to confirm his kingship of Judea (as specified in his father’s will). Archelaus was followed by a delegation of 50 people protesting his appointment. He received the kingship, and went on to kill about 3,000 Pharisees who opposed his rule.11

Start to listen to the conversations in your workplace: do people typically build on each other’s ideas (“Yes, and…”) or block them (“Yes, but”) and try to replace them with their own? How about you? When someone proposes a new idea, is your instinct to accept it and look for ways to develop it, or to critique it and pull it to pieces? When you join a project that others have started, do you look for ways to build on their foundation, or are you tempted to start over from scratch? From now on, make a conscious effort to build rather than block. Start by asking “What’s already working? How can we build on it?” Look for opportunities to praise (sincerely). Say “Yes, and” instead of “Yes, but”—and encourage others to do the same. (Don’t worry, your critical faculty won’t disappear. It’s too well-built for that.)

I believe that one of the reasons that maximizers are less happy, less satisfied with their lives, and more depressed than satisficers is precisely because the taint of trade-offs and opportunity costs washes out much that should be satisfying about the decisions they make.

Opportunities for growth maximize the benefits derived from high returns on capital. Such opportunities can arise from market growth, either cyclical or structural, or through a firm grabbing share from rivals in existing markets or expanding geographically. The very best companies enjoy a diversified set of growth drivers through ingenuity in the design of products, pricing, and product mix.

The agency dilemma is as old as capitalism and essentially concerns nothing less than human nature. The question is: who do companies and management really work for – the shareholders or themselves? John Kenneth Galbraith used more colorful prose to explain the essence of capitalist agency. To think that companies should work for shareholders, he argued, “one must imagine that a man of vigorous, lusty and reassuringly heterosexual inclination eschews the lovely and available women by whom he is intimately surrounded in order to maximize the opportunities of other men whose existence he knows of only by hearsay.”39

Your listening skills have to be effective for you to maximize your opportunities for understanding your partner.

No matter how full a reservoir of maxims one may possess, and no matter how good one’s sentiments may be, if one have not taken advantage of every concrete opportunity to act, one’s character may remain entirely unaffected for the better. With mere good intentions, hell is proverbially paved. And this is an obvious consequence of the principles we have laid down. A ‘character,’ as J. S. Mill says, ‘is a completely fashioned will’; and a will, in the sense in which he means it, is an aggregate of tendencies to act in a firm and prompt and definite way upon all the principal emergencies of life. A tendency to act only becomes effectively ingrained in us in proportion to the uninterrupted frequency with which the actions actually occur, and the brain ‘grows’ to their use.

The Big Ben Problem suggests that introducing a limited time window may encourage people to seize opportunities for treats. Imagine you’ve just gotten a gift certificate for a piece of delicious cake and a beverage at a high-end French pastry shop. Would you rather see the gift certificate stamped with an expiration date two months from today, or just three weeks from now? Faced with this choice, most people were happier with the two-month option, and 68 percent reported that they would use it before this expiration date.25 But when they received a gift certificate for a tasty pastry at a local shop, only 6 percent of people redeemed it when they were given a two-month expiration date, compared to 31 percent of people who were given the shorter three-week window. People given two months to redeem the certificate kept thinking they could do it later, creating another instance of the Big Ben Problem—and leading them to miss out on a delicious treat. Several years ago, Best Buy reported gaining $43 million from gift certificates that went unredeemed,26 propelling some consumer advocates and policy makers to push for extended expiration dates. But this strategy will likely backfire. We may have more success at maximizing our happiness when treats are only available for a limited time.

Lucky people take advantage of chance occurrences that come their way. Instead of going through life on cruise control, they pay attention to what’s happening around them and, therefore, are able to extract greater value from each situation… Lucky people are also open to novel opportunities and willing to try things outside of their usual experiences. They’re more inclined to pick up a book on an unfamiliar subject, to travel to less familiar destinations, and to interact with people who are different than themselves.

The fact that law schools have played a key role in creating and perpetuating a legal system which at the same time features a massive oversupply of lawyers, and a scandalous lack of access to legal services.

the federal government will loan any admitted student who isn’t already in default on an educational loan the full cost of attendance to attend any ABA law school – and that cost is determined by the school.

A corporation should look to create an internal ExO when: An opportunity is one to two adjacencies away from the company’s core business—perhaps a different business model, buyer, user or go-to market. Urgency is low—there is still time until the market’s inflection point. The company is able to hire the necessary talent. This approach typically maximizes control and minimizes costs for those markets that must be “owned” given their strategic nature.

ABA regulations prohibit students from working more than 20 hours per week during law school

Consider too that to be eligible for these programs you must be enduring what the programs define as significant “financial hardship.” Do law schools really want to promote the idea that getting a law degree is likely to make many of their graduates eligible for what are in effect federal welfare programs?).

We should invest on our personal development not only to outgrow challenges but also maximize every opportunity that comes on our way.

beneficial results possible. They become the basis of a person’s character, creating an empowering center of correct maps from which an individual can effectively solve problems, maximize opportunities, and continually learn and integrate other principles in an upward spiral of growth. They are also habits of effectiveness because they are based on a paradigm of effectiveness that is in harmony with a natural law, a principle I call the

An adversity is an opportunity to exercise and maximize your creativity.