Partners In Business Quotes

I love you. I hate you. I like you. I hate you. I love you. I think you’re stupid. I think you’re a loser. I think you’re wonderful. I want to be with you. I don’t want to be with you. I would never date you. I hate you. I love you…..I think the madness started the moment we met and you shook my hand. Did you have a disease or something?

It’s like a cotillion, this partners business, except with killing.” “So, exactly like a cotillion,” said Simon.

Haven't I? - he thought. Haven't I thought of it since the first time I saw you? Haven't I thought of nothing else for two years? ...He sat motionless, looking at her. He heard the words he had never allowed himself to form, the words he had felt, known, yet had not faced, had hoped to destroy by never letting them be said within his own mind. Now it was as sudden and shocking as if he were saying it to her ...Since the first time I saw you ...Nothing but your body, that mouth of yours, and the way your eyes would look at me, if ...Through every sentence I ever said to you, through every conference you thought so safe, through the importance of all the issues we discussed ...You trusted me, didn't you? To recognize your greatness? To think of you as you deserved - as if you were a man? ...Don't you suppose I know how much I've betrayed? The only bright encounter of my life - the only person I respected - the best business man I know - my ally - my partner in a desperate battle ...The lowest of all desires - as my answer to the highest I've met ...Do you know what I am? I thought of it, because it should have been unthinkable. For that degrading need, which would never touch you, I have never wanted anyone but you ...I hadn't known what it was like, to want it, until I saw you for the first time. I had thought : Not I, I couldn't be broken by it ...Since then ...For two years ...With not a moments respite ...Do you know what it's like, to want it? Would you wish to hear what I thought when I looked at you ...When I lay awake at night ...When I hear your voice over a telephone wire ...When I worked, but could not drive it away? ...To bring you down to things you cant conceive - and to know that it's I who have done it. To reduce you to a body, to teach you an animal's pleasure, to see you need it, to see you asking me for it, to see your wonderful spirit dependent on the upon the obscenity of your need. To watch you as you are, as you face the world with your clean, proud strength - then to see you, in my bed, submitting to any infamous whim I may devise, to any act which I'll preform for the sole purpose of watching your dishonor and to which you'll submit for the sake of an unspeakable sensation ...I want you - and may I be damned for it!

I’ll need a sparring partner.” “Karate?” Those completely human-seeming eyes brightened in interest. “Katana.” “Hot damn. Let’s do it.” Lucas coughed. “If you two have stopped flirting, we have business to discuss.” Indigo grinned but stayed silent. Mercy wasn’t so reticent. “So that’s what it takes to get into Dorian’s pants. I’ll let the sentinel-chasers know.” Her packmate’s growl only widened her smirk.

Really? Are you going to ask him to be your partner?" Isabelle asked. "It's like cotillion, this partners business, except with killing." "So, exactly like a cotillion," said Simon.

I'm in your business, Trey. I'm so far in your business, your grandchildren will call me partner.

My friend and business partner, Gerald Peyton was 12 minutes late to the funeral. I’d reminded him it started at 2 p.m. “Yeah, yeah, Frank,” he said. “I’ll be there. Just be sure you make it.” Well, here I sat on my thumbs, and he was the no-show. He stopped at a bar and got sloshed, I thought.

Do not take extreme decisions after completing a self-help book. Take a deep breath. Think about it from every angle. If you want, brainstorm with your business partners and then decide.

An average man is egoistic, proud and has strong self esteem. They always require partners who massage their ego not those who will drag their ego to the mud.

Intuition works closely alongside fate, like they're business partners working together to alter the course of your life.

A successful business owner will know their business as good as they know their favorite celebrity, their partner, and even their dogs.

Those days of autocratic leadership style are gone. It’s the age of partnerships where all your employees are your partners.

If you are hard to work with, you won’t be able to build good and profitable business relationships. You might lose many good business partners, vendors, and even employees because they will find it tough to work with you.

A relationship that is truly genuine does not keep changing its colors. Real gold never rusts. If a relationship is really solid and golden, it will be unbreakable. Not even Time can destroy its shine.

Individuals are not stable things, they are fleeting. Chromosomes too are shuffled into oblivion, like hands of cards soon after they are dealt. But the cards themselves survive the shuffling. The cards are the genes. The genes are not destroyed by crossing-over, they merely change partners and march on. Of course they march on. That is their business. They are the replicators and we are their survival machines. When we have served our purpose we are cast aside. But genes are denizens of geological time: genes are forever.

I wonder if he really could rationalize what I did to him, really treat betrayal like the slight transgression of a recalcitrant business partner. I wonder if I hurt him. If he can rationalize what I did to him, it’s easy to imagine how he rationalized what he did to me.

In addition to building a strong team, you also have to motivate that team when their spirits are down, show your pride in them when they perform well, and be there when they make mistakes. You have to invest in their training and start treating them as partners in your business’ success.

The best way to help your consumers with your business is to treat your employees right so they give better customer service, empower them so they can provide faster solutions, and to treat your vendors and partners fairly and with respect so they can continually provide the best product and services to their ability. - Strong by Kailin Gow

When a man's partner is killed he's supposed to do something about it. It doesn't make any difference what you thought of him. He was your partner and you're supposed to do something about it. Then it happens we were in the detective business. Well, when one of your organization gets killed it's bad business to let the killer get away with it. It's bad all around-bad for that one organization, bad for every detective everywhere. Sam Spade

What happened to YOU old partner?" Lex asked him. "Suicide I take it?" He frowned. "Worse - business school. Can you believe it? Two years of Croak, then one day the kid decided he wants to be the next Donald Trump. So we threw him in a car, dropped him off near Woodstock and now he think he spent the past two years in a drug-addled haze at some hippie commune.

He lived in chambers that had once belonged to his deceased partner. They were a gloomy suite of rooms, in a lowering pile of building up a yard, where it had so little business to be, that one could scarcely help fancying it must have run there when it was a young house, playing at hide-and-seek with other houses, and forgotten the way out again.

and then she asks me how many sexual partners I've had and I say one or two depending on your definition of what I did to Custer . . .

A man worth being with is one… That never lies to you Is kind to people that have hurt him A person that respects another’s life That has manners and shows people respect That goes out of his way to help people That feels every person, no matter how difficult, deserves compassion Who believes you are the most beautiful person he has ever met Who brags about your accomplishments with pride Who talks to you about anything and everything because no bad news will make him love you less That is a peacemaker That will see you through illness Who keeps his promises Who doesn’t blame others, but finds the good in them That raises you up and motivates you to reach for the stars That doesn’t need fame, money or anything materialistic to be happy That is gentle and patient with children Who won’t let you lie to yourself; he tells you what you need to hear, in order to help you grow Who lives what he says he believes in Who doesn’t hold a grudge or hold onto the past Who doesn’t ask his family members to deliberately hurt people that have hurt him Who will run with your dreams That makes you laugh at the world and yourself Who forgives and is quick to apologize Who doesn’t betray you by having inappropriate conversations with other women Who doesn’t react when he is angry, decides when he is sad or keep promises he doesn’t plan to keep Who takes his children’s spiritual life very seriously and teaches by example Who never seeks revenge or would ever put another person down Who communicates to solve problems Who doesn’t play games or passive aggressively ignores people to hurt them Who is real and doesn’t pretend to be something he is not Who has the power to free you from yourself through his positive outlook Who has a deep respect for women and treats them like a daughter of God Who doesn’t have an ego or believes he is better than anyone Who is labeled constantly by people as the nicest person they have ever met Who works hard to provide for the family Who doesn’t feel the need to drink alcohol to have a good time, smoke or do drugs Who doesn't have to hang out a bar with his friends, but would rather spend his time with his family Who is morally free from sin Who sees your potential to be great Who doesn't think a woman's place has to be in the home; he supports your life mission, where ever that takes you Who is a gentleman Who is honest and lives with integrity Who never discusses your private business with anyone Who will protect his family Who forgives, forgets, repairs and restores When you find a man that possesses these traits then all the little things you don’t have in common don’t matter. This is the type of man worth being grateful for.

The disciples were, most likely, rather well off. Peter and Andrew were business partners of James and John (Luke 5:7, 10). James and John, under the supervision of their father, Zebedee, ran a fishing business wealthy enough to employ multiple hired men (Mark 1:19–20).

Contract law is essentially a defensive scorched-earth battleground where the constant question is, “if my business partner was possessed by a brain-eating monster from beyond spacetime tomorrow, what is the worst thing they could do to me?

Before you start anything, you need to know why you’re doing it. Then, you have to clearly convey that to your team so they also become partners in your vision.

Few teams sometimes fails miserably because team members wish to work in the team but they want to be recognized individualy.

Gerald and Chet left town for the Peyton family reunion held this August below Tappahannock on the Northern Neck. Gerald invited me to go along, but I thanked my best friend and business partner. Shutting down things was bad for our bottom line. So, I stayed put and minded the office.

What would you have me do? Seek for the patronage of some great man, And like a creeping vine on a tall tree Crawl upward, where I cannot stand alone? No thank you! Dedicate, as others do, Poems to pawnbrokers? Be a buffoon In the vile hope of teasing out a smile On some cold face? No thank you! Eat a toad For breakfast every morning? Make my knees Callous, and cultivate a supple spine,- Wear out my belly grovelling in the dust? No thank you! Scratch the back of any swine That roots up gold for me? Tickle the horns Of Mammon with my left hand, while my right Too proud to know his partner's business, Takes in the fee? No thank you! Use the fire God gave me to burn incense all day long Under the nose of wood and stone? No thank you! Shall I go leaping into ladies' laps And licking fingers?-or-to change the form- Navigating with madrigals for oars, My sails full of the sighs of dowagers? No thank you! Publish verses at my own Expense? No thank you! Be the patron saint Of a small group of literary souls Who dine together every Tuesday? No I thank you! Shall I labor night and day To build a reputation on one song, And never write another? Shall I find True genius only among Geniuses, Palpitate over little paragraphs, And struggle to insinuate my name In the columns of the Mercury? No thank you! Calculate, scheme, be afraid, Love more to make a visit than a poem, Seek introductions, favors, influences?- No thank you! No, I thank you! And again I thank you!-But... To sing, to laugh, to dream To walk in my own way and be alone, Free, with a voice that means manhood-to cock my hat Where I choose-At a word, a Yes, a No, To fight-or write.To travel any road Under the sun, under the stars, nor doubt If fame or fortune lie beyond the bourne- Never to make a line I have not heard In my own heart; yet, with all modesty To say:"My soul, be satisfied with flowers, With fruit, with weeds even; but gather them In the one garden you may call your own." So, when I win some triumph, by some chance, Render no share to Caesar-in a word, I am too proud to be a parasite, And if my nature wants the germ that grows Towering to heaven like the mountain pine, Or like the oak, sheltering multitudes- I stand, not high it may be-but alone!

The attitude of our managers vividly contrasts with that of the young man who married a tycoon's only child, a decidedly homely and dull lass. Relieved, the father called in his new son- in-law after the wedding and began to discuss the future: Son, you're the boy I always wanted and never had. Here's a stock certificate for 50% of the company. You're my equal partner from now on.' Thanks, dad.' Now, what would you like to run? How about sales?' I'm afraid I couldn't sell water to a man crawling in the Sahara.' Well then, how about heading human relations?' I really don't care for people.' No problem, we have lots of other spots in the business. What would you like to do?' Actually, nothing appeals to me. Why don't you just buy me out?

Any relationship (friend, romantic or business) that's one sided isn't one; it's a one way street headed in one direction... nowhere. Cultivation requires input from willing participants.

Melrose was so concerned that the [book]shop might close for lack of business, that he had suggested he would like to invest in it or even become a silent partner. "You see, books have always been a hobby of mine." Books had never been a hobby; they were a necessity.

If you’re not filing patents, but your competitors are, all you have is risk. You’re taking a huge chance that no one else will enter your space and kick you out. That’s the benefit of patents; you don’t have to let everybody in. You can let just a few major players in because you want what they have, or you don’t want to worry about them. Remember, you’re not at the big boys’ lunch table. But if you partner with their competitor, they’ll be worried. Then they’ll want to see if your patent protection is strong or if they can exploit a weakness.

Was it even possible to forgive the dead? Was forgiveness an emotion, or a transaction that required a partner? I had made a promise to someone who would never see it kept. I wanted to respect my grandfather's wish, and it would have been no trouble to evade my mother's question. Keeping secrets was the family business. But it was a business, it seemed to me, that none of us had ever profited from.

Sex, like business, is better with multiple partners.

Today's partners can be your competitors tomorrow. And today's competitors can be your partners tomorrow.

He’d use the Tracey money to open a small RenCen office, stand in the lobby, and direct his competitors’ lost clients to his office rather than theirs. There’s no loyalty in this business anyway. Lawyers were a dime a dozen. Look how easily his asshole ex-partners were able to convince his clients to stay with them.

I’ve heard it said that the secret to a happy marriage is to simply talk a lot with your partner. One study showed that happily married couples talked with each other five more hours per week than couples that aren’t happy. If people are busy taking care of their possessions, quarreling over them, spending time in separate rooms, or watching a lot of TV, they’re naturally going to have less time for conversations.

Transitioning a company from present state to future state is not just about the company at large, but also about every single employee and customer and partner also transitioning from present state to future state. We have to consider the macro and the micro if the transition is going to be successful.

Love made us partners in narcissism, and we talked ceaselessly about how close we were, how perfect our connection was, like we were the first people in history to ever get it exactly right. We were that couple for a while, nauseatingly impervious assholes, busy staring into each other’s eyes while everyone else was trying to have a good time. When I think about how stupid we were, how obstinately clueless about the realities that awaited us, I just want to go back to that skinny, cocksure kid with his bloated heart and perennial erection, and kick his teeth in.

The traffic warden looked up. "This your car?" "It is," said Skulduggery. The traffic warden nodded. "Very nice, very nice. But you can't park here, day or night." "I wasn't aware of that." "There's a sign right over there." "I didn't think it applied to me." "Why wouldn't it have applied to you?" Skulduggery tilted his head. "Because I'm special." "Don't care how special you think you are, you're parked in a no parking area and as such you're---" "We're here on official police business." The traffic warden narrowed his eyes. "You're Garda? I'm going to need to see some identification." "We're undercover," said Skulduggery. "This is a very important undercover operation which you are endangering just by talking to us." He opened his jacket. "Look, I have a gun. I am Detective Inspector Me. This is my partner, Detective Her." The traffic warden frowned. "Her?" "Me," said Stephanie. "Him?" "Not me," said Skulduggery. "Her." "Me," said Stephanie. "You?" said the traffic warden. "Yes," said Stephanie. "I"m sorry, who are you?" Stephanie looked at him. "I'm Her, he's Me. Got it? Good. You better get out of here before you blow our cover. They've got snipers.

The essence of Relationship Selling is when we convert a customer into a client and the seller gains the status of a supplier. It is really a process of forming a business partnership, where each partner not only transacts business but is interdependent in a mutually beneficial relationship, with a common growth objective. Sales can be:    B2B (Business to Business)  B2C (Business to Consumer)  Direct or indirect selling

In business, having a good reputation is imperative. Because trust is a prerequisite of transacting. Whether it has to do with investing, shopping at a store, or getting into a cooperative deal... We go with what we trust and we go with who we trust. We invest in what we trust, we shop where we trust, we partner with who we trust.

A real businessman value his partners like friends and his partnership like friendship.

The best way to kill competition is to partner it

I can’t tell where my stepbrother who thoroughly dislikes me ends, and my business partner who kisses me like my lips are holding him to the earth begins.

She was more of a business partner to him than anything else. Some of her appreciated that. But rustling yet within her was another person who wanted to bathe and perfume herself...and be taken, carried away, and peeled back by a force she could sense, but never articulate, even dimly within her mind.

To summarize what I have said: Aim for the highest; never enter a bar-room; do not touch liquor, or if at all only at meals; never speculate; never indorse beyond your surplus cash fund; make the firm’s interest yours; break orders always to save owners; concentrate; put all your eggs in one basket, and watch that basket; expenditure always within revenue; lastly, be not impatient, for, as Emerson says, “no one can cheat you out of ultimate success but yourselves.” I congratulate poor young men upon being born to that ancient and honourable degree which renders it necessary that they should devote themselves to hard work. A basketful of bonds is the heaviest basket a young man ever had to carry. He generally gets to staggering under it. We have in this city creditable instances of such young men, who have pressed to the front rank of our best and most useful citizens. These deserve great credit. But the vast majority of the sons of rich men are unable to resist the temptations to which wealth subjects them, and sink to unworthy lives. I would almost as soon leave a young man a curse, as burden him with the almighty dollar. It is not from this class you have rivalry to fear. The partner’s sons will not trouble you much, but look out that some boys poorer, much poorer than yourselves, whose parents cannot afford to give them the advantages of a course in this institute, advantages which should give you a decided lead in the race–look out that such boys do not challenge you at the post and pass you at the grand stand. Look out for the boy who has to plunge into work direct from the common school and who begins by sweeping out the office. He is the probable dark horse that you had better watch.

Wesley, you asshole,” Eriksson says. “Aren’t you going to tell us?” “Tell you what?” I growl. My sex life is none of their goddamn business. “How is he? Jesus Christ. The TV news makes it sound like your boyfriend might be getting last rites.” My fingers falter on the buttons of my bright green checked shirt. “W-what?” Our backup goalie Tomilson speaks up wryly. “I think what Mr. Sensitive is trying to ask is, is your partner okay?

When deciding whom to trust, bear in mind that the combination of consistently bad or egregiously inadequate behavior with frequent plays for your pity is as close to a warning mark on a conscienceless person's forehead as you will ever be given. A person whose behavior includes both of these features is not necessarily a mass murderer, or even violent at all, but is still probably not someone you should closely befriend, take on as your business partner, ask to take care of your children, or marry.

Mr. Walsh?” a woman’s voice said. “Can I get a comment, Mr. Walsh?” “That’s not about me, is it?” I said. “No, my client. He’s on trial for killing his business partner and dissolving him in quicklime. Which is ridiculous.” “Uh-huh.” “It is. Anyone in my client’s line of work knows that quicklime is a very poor solvent. Chemical hydrolysis is the method of choice these days.

It is important to note that this deal was with the Chinese government—not with a Chinese company, which means that the Chinese government and the son of the vice president were now business partners.

Letty, it's just a business. Don't get emotional about it.” She grinned. “You're a fine one to talk. You're the most emotional man I know.” “The hell I am,” he muttered. “I have a lot more self-control than you do, Madam President.” “Let's not argue about that,” Letty said

High cunts are a big fuckin drag when yir feeling like this, because thir too busy enjoying their high tae notice or gie a fuck about your suffering. Whereas the piss-held in the pub wants every cunt tae git as ootay it as he is, the real junky (as opposed tae the casual user who wants a partner-in-crime) doesnae gie a fuck aboot anybody else.

Have you talked to her recently?” I shook my head. “You?” “No.” He turned around and took a step forward just as he made it to the counter. Over his shoulder, he asked, “Did you not tell her we’re partners then?” Shit. “No.” I paused. I had assumed he would. “You haven’t told her either?” “No.” “Your parents?” “They’re in Russia. I haven’t spoken to them since worlds. Mother has sent me a few picture messages, but that’s been all our communication.” Double shit. “I thought you would have told them.” “I thought you would have told Karina.” “I don’t talk to her as much as I used to. She’s busy with medical school.” I could only manage to see the back of Ivan’s head as he nodded, slowly and thoughtfully, like he was thinking the same thing I was. And his next words confirmed it. “She’s going to kill us.” Because she was. She sure as fuck was. “Call her and tell her,” I tried to throw it on him. “You call and tell her,” he scoffed, not looking at me. I poked him in the back. “She’s your sister.” “She’s your only friend.” “Asshole,” I muttered. “Let’s flip a coin to see who should do it.” That time he did glance at me. “No.” No. Ass. “I’m not doing it.” “Me neither.” “Don’t be a pussy and do it,” I hissed, trying to keep my voice low. His snicker made me frown. “Sounds like I’m not the only pussy,” he returned. I opened my mouth and closed it. He got me. He fucking got me.

Graham figured that always using the margin of safety principle when deciding whether to purchase shares of a business from a crazy partner like Mr. Market was the secret to making safe and reliable investment profits.

The truth of relationship healthiness is that water seeks its own level. If you want to know what is missing in you, what unfinished business you have, what your inner struggles are, you need not look further than your partner. If you listen carefully and look closely, usually your choice of mates will tell you what you need to know about yourself. As you grow and change, your choice of mate continues to reflect what you still need to work on.

Yeah, she was grumpy and thought I was a bimbo. But you know what? I wish everyone was like her. No chitchat, no bullshit, no pretense of friendship. Just goods and services exchanged for money. The perfect business partner.

Why do I put up with your sass again?” he asked. “Because I’m your batch sister, your business partner, and the only person you know who can do the club’s books. Also, I’m cute as hell and your wife thinks I’m awesome.” There

This brings us back to what I’ve been telling you about the importance of finding the right partners. You can’t do it all yourself, and neither could any of us. Each of us on our own could only go so far. Together, we would go all the way.

Jeanno, women can love so much more intelligently then us men! They never love a man for his body, even if they can enjoy that too ---- and how." Joaquin sighed with pleasure. "But women love you for your character, your strength, your intelligence. Or because you can protect a child. Because you're a good person, you're honorable and dignified. They never love you as stupidly as men love women. Not because you've got especially beautiful calves or look so good in a suit that their business partners look on jealously when they introduce you. Such women do exist, but only as a cautionary example to others.

I believe that if someone loves someone else and they become partners in life, those two people should have a connection where they will step up and take care of business.

IT and business must be partners, must be able to speak the same language, finish each other’s sentences, to solve the well-defined business problems.

It’s a tweet from my best friend and business partner, Hayden Roth. Some things are none of our goddamned business. #TeamNatalie #NoneOfOurBusiness

Knowing he had done wrong, prepared to make amends, settle his business. Determined to return to Brokeland, open the doors wide to the angel of retail death, and run the place into the ground all by himself, if that was what it took-but to fail calmly, to fail with style, to fail above all with that true dignity, unknown to his wife or his partner, which lay in never tripping out, never showing offense or hurt to those who had offended or hurt you.

All the things you’ve been trying to get from these relationships—freedom, understanding, fairness, acceptance—are exactly the things that you never got from your mom. So every time you load all that unfinished business onto your partner, you’re setting yourself up for another disappointment. Because as an adult, the only person who can give you those things is you.

Dana was what Steve called a "silent partner" in the Brixton Brothers Detective Agency. Being a silent partner meant that Dana didn't carry a business card, that his name didn't appear on the company letterhead, and he wanted nothing to do with the Brixton Brothers Detective Agency.

Hi there, cutie." Ash turned his head to find an extremely attractive college student by his side. With black curly hair, she was dressed in jeans and a tight green top that displayed her curves to perfection. "Hi." "You want to go inside for a drink? It's on me." Ash paused as he saw her past, present, and future simultaneously in his mind. Her name was Tracy Phillips. A political science major, she was going to end up at Harvard Med School and then be one of the leading researchers to help isolate a mutated genome that the human race didn't even know existed yet. The discovery of that genome would save the life of her youngest daughter and cause her daughter to go on to medical school herself. That daughter, with the help and guidance of her mother, would one day lobby for medical reforms that would change the way the medical world and governments treated health care. The two of them would shape generations of doctors and save thousands of lives by allowing people to have groundbreaking medical treatments that they wouldn't have otherwise been able to afford. And right now, all Tracy could think about was how cute his ass was in leather pants, and how much she'd like to peel them off him. In a few seconds, she'd head into the coffee shop and meet a waitress named Gina Torres. Gina's dream was to go to college herself to be a doctor and save the lives of the working poor who couldn't afford health care, but because of family problems she wasn't able to take classes this year. Still Gina would tell Tracy how she planned to go next year on a scholarship. Late tonight, after most of the college students were headed off, the two of them would be chatting about Gina's plans and dreams. And a month from now, Gina would be dead from a freak car accident that Tracy would see on the news. That one tragic event combined with the happenstance meeting tonight would lead Tracy to her destiny. In one instant, she'd realize how shallow her life had been, and she'd seek to change that and be more aware of the people around her and of their needs. Her youngest daughter would be named Gina Tory in honor of the Gina who was currently busy wiping down tables while she imagined a better life for everyone. So in effect, Gina would achieve her dream. By dying she'd save thousands of lives and she'd bring health care to those who couldn't afford it... The human race was an amazing thing. So few people ever realized just how many lives they inadvertently touched. How the right or wrong word spoken casually could empower or destroy another's life. If Ash were to accept Tracy's invitation for coffee, her destiny would be changed and she would end up working as a well-paid bank officer. She'd decide that marriage wasn't for her and go on to live her life with a partner and never have children. Everything would change. All the lives that would have been saved would be lost. And knowing the nuance of every word spoken and every gesture made was the heaviest of all the burdens Ash carried. Smiling gently, he shook his head. "Thanks for asking, but I have to head off. You have a good night." She gave him a hot once-over. "Okay, but if you change your mind, I'll be in here studying for the next few hours." Ash watched as she left him and entered the shop. She set her backpack down at a table and started unpacking her books. Sighing from exhaustion, Gina grabbed a glass of water and made her way over to her... And as he observed them through the painted glass, the two women struck up a conversation and set their destined futures into motion. His heart heavy, he glanced in the direction Cael had vanished and hated the future that awaited his friend. But it was Cael's destiny. His fate... "Imora thea mi savur," Ash whispered under his breath in Atlantean. God save me from love.

The ability to establish, grow, extend, and restore trust with all stakeholders—customers, business partners, investors, and coworkers—is the key leadership competency of the new global economy.

For reasons Salim does not understand, his brother-in-law’s business partners have booked him into the Paramount Hotel on Forty-sixth Street. He finds it confusing, claustrophobic, expensive, alien.

As the world turns toward winter and the nights grow long, people begin to wake in the dark. Lying in bed too long cramps the limbs, and dreams dreamt too long turn inward on themselves, grotesque as a Mandarin’s fingernails. By and large, the human body isn’t adapted for more than seven or eight hours’ sleep—but what happens when the nights are longer than that? What happens is the second sleep. You fall asleep from tiredness, soon after dark—but then wake again, rising toward the surface of your dreams like a trout coming up to feed. And should your sleeping partner also wake then—and people who have slept together for a good many years know at once when each other wakes—you have a small, private place to share, deep in the night. A place in which to rise, to stretch, to bring a juicy apple back to bed, to share slice by slice, fingers brushing lips. To have the luxury of conversation, uninterrupted by the business of the day. To make love slowly in the light of an autumn moon. And then, to lie close, and let a lover’s dreams caress your skin as you begin to sink once more beneath the waves of consciousness, blissful in the knowledge that dawn is far off—that’s second sleep.

The diversity along with deep knowledge of the business will allow board directors to be real “thought partners” with senior management as they consider the longer-term goals beyond quarterly earnings.

Far and away the greatest menace to the writer—any writer, beginning or otherwise—is the reader. The reader is, after all, a kind of silent partner in this whole business of writing, and a work of fiction is surely incomplete if it is never read. The reader is, in fact, the writer's only unrelenting, genuine enemy. He has everything on his side; all he has to do, after all, is shut his eyes, and any work of fiction becomes meaningless. Moreover, a reader has an advantage over a beginning writer in not being a beginning reader; before he takes up a story to read it, he can be presumed to have read everything from Shakespeare to Jack Kerouac. No matter whether he reads a story in manuscript as a great personal favor, or opens a magazine, or—kindest of all—goes into a bookstore and pays good money for a book, he is still an enemy to be defeated with any kind of dirty fighting that comes to the writer's mind.

I’m a designer. I’m trying to design a half a person, but I’m looking for a business partner, a female who’ll contribute the other 50% to the design and make it not only complete, but humane and personable.

At Mayflower-Plymouth, we analyze global markets, analyze businesses and employ a range of strategies that emulate natural ecosystems to deliver holistic and industry-consistent investment returns. Our approach emphasizes preservation, steady compounding growth and steady returns for our capital partners and clients.

As cryptocurrency becomes more widespread, we'll have a world where money is easy to access, easy to move, easy to send, easy to receive, and easy to invest.... And we'll be able to do all of this globally. This means for example I can send Eth to my friend in India or my business partner in Panama with ease instantly.

It is always appropriate to ask for love, but to ask any other adult (including our parents in the present) to meet our primal needs is unfair and unrealistic. Most of us emerge from childhood with conscious and unconscious primal wounds and emotional unfinished business. What we leave incomplete we are doomed to repeat. The untreated traumas of childhood become the frustrating dramas of adulthood. Our fantasy of the “perfect partner,” or our disappointments in a relationship we do not change or leave, or the dramas that keep arising in our relationships reveal our unique unmet primal wounds and needs. We try so hard to get from others what once we missed. What was missed can never be made up for, only mourned and let go of. Only then are we able to relate to adults as adults.

I made it three days before the text messages started one afternoon while I was trying to finish warming up before our afternoon session. I had gotten to the LC later than usual and had gone straight to the training room, praising Jesus that I’d decided to change my clothes before leaving the diner once I’d seen what time it was and had remembered lunchtime traffic was a real thing. I was in the middle of stretching my hips when my phone beeped from where I’d left it on top of my bag. I took it out and snickered immediately at the message after taking my time with it. Jojo: WHAT THE FUCK JASMINE I didn’t need to ask what my brother was what-the-fucking over. It had only been a matter of time. It was really hard to keep a secret in my family, and the only reason why my mom and Ben—who was the only person other than her who knew—had kept their mouths closed was because they had both agreed it would be more fun to piss off my siblings by not saying anything and letting them find out the hard way I was going to be competing again. Life was all about the little things. So, I’d slipped my phone back into my bag and kept stretching, not bothering to respond because it would just make him more mad. Twenty minutes later, while I was still busy stretching, I pulled my phone out and wasn’t surprised more messages appeared. Jojo: WHY WOULD YOU NOT TELL ME Jojo: HOW COULD YOU DO THIS TO ME Jojo: DID THE REST OF YOU KEEP THIS FROM ME Tali: What happened? What did she not tell you? Tali: OH MY GOD, Jasmine, did you get knocked up? Tali: I swear, if you got knocked up, I’m going to beat the hell out of you. We talked about contraception when you hit puberty. Sebastian: Jasmine’s pregnant? Rubes: She’s not pregnant. Rubes: What happened, Jojo? Jojo: MOM DID YOU KNOW ABOUT THIS Tali: Would you just tell us what you’re talking about? Jojo: JASMINE IS SKATING WITH IVAN LUKOV Jojo: And I found out by going on Picturegram. Someone at the rink posted a picture of them in one of the training rooms. They were doing lifts. Jojo: JASMINE I SWEAR TO GOD YOU BETTER EXPLAIN EVERYTHING RIGHT NOW Tali: ARE YOU KIDDING ME? IS THIS TRUE? Tali: JASMINE Tali: JASMINE Tali: JASMINE Jojo: I’m going on Lukov’s website right now to confirm this Rubes: I just called Mom but she isn’t answering the phone Tali: She knew about this. WHO ELSE KNEW? Sebastian: I didn’t. And quit texting Jas’s name over and over again. It’s annoying. She’s skating again. Good job, Jas. Happy for you. Jojo: ^^ You’re such a vibe kill Sebastian: No, I’m just not flipping my shit because she got a new partner. Jojo: SHE DIDN’T TELL US FIRST THO. What is the point of being related if we didn’t get the scoop before everybody else? Jojo: I FOUND OUT ON PICTUREGRAM Sebastian: She doesn’t like you. I wouldn’t tell you either. Tali: I can’t find anything about it online. Jojo: JASMINE Tali: JASMINE Jojo: JASMINE Tali: JASMINE Tali: Tell us everything or I’m coming over to Mom’s today. Sebastian: You’re annoying. Muting this until I get out of work. Jojo: Party pooper Tali: Party pooper Jojo: Jinx Tali: Jinx Sebastian: Annoying ... I typed out a reply, because knowing them, if I didn’t, the next time I looked at my phone, I’d have an endless column of JASMINE on there until they heard from me. That didn’t mean my response had to be what they wanted. Me: Who is Ivan Lukov?

I consider a country-dance as an emblem of marriage. Fidelity and complaisance are the principal duties of both; and those men who do not choose to dance or marry themselves, have no business with the partners or wives of their neighbours.

Money from taxpayers in Wichita and Denver and Phoenix gets routed through the Pentagon and CIA and then ends up here, or in Baghdad or Dubai, or Doha or Kabul or Beirut, in the hands of contractors, subcontractors, their local business partners, local sheikhs, local Mukhabarat officers, local oil smugglers, local drug dealers—money that funds construction and real estate speculation in a few choice luxury districts, buildings that go up thanks to the sweat of imported Filipino and Bangladeshi workers

Partner struck me as an ugly euphemism. Euphemism in the sense that people don’t like to talk about sex, so they displace it on to some kind of business model. Since I have a distaste for business, I see no appeal to something that sounds like a financial leadership team.

You are not my business partner,' Nephenia told Ishak. 'You're my familiar. It's an ancient and time-honoured pairing of two souls, not some shallow business transaction.' The hyena yapped at her for several seconds, then Nephenia punched me in the arm. 'Ow! What was that for?' 'For letting your squirrel cat introduce these ruinous ideas into my familiar's head about "partnerships" and "equitable relationships". Do you realise Ishak's now telling me he wants us to work out a formal contract?' 'Wait until she hears about the clause on freshly killed meat,' Reichis whispered into my ear.

There is a Japanese belief that business is temporal, whereas relationships are eternal. That’s true. One day you compete. The next day you partner. One day someone is your subordinate; the next day he or she may be your superior. At its finest, business is friendly competition, just like a game of tennis. As

Her partner now drew near, and said, "That gentleman would have put me out of patience, had he stayed with you half a minute longer. He has no business to withdraw the attention of my partner from me. We have entered into a contract of mutual agreeableness for the space of an evening, and all our agreeableness belongs solely to each other for that time. Nobody can fasten themselves on the notice of one, without injuring the rights of the other. I consider a country-dance as an emblem of marriage. Fidelity and complaisance are the principal duties of both; and those men who do not choose to dance or marry themselves, have no business with the partners or wives of their neighbours." But they are such very different things!" -- That you think they cannot be compared together." To be sure not. People that marry can never part, but must go and keep house together. People that dance only stand opposite each other in a long room for half an hour." And such is your definition of matrimony and dancing. Taken in that light certainly, their resemblance is not striking; but I think I could place them in such a view. You will allow, that in both, man has the advantage of choice, woman only the power of refusal; that in both, it is an engagement between man and woman, formed for the advantage of each; and that when once entered into, they belong exclusively to each other till the moment of its dissolution; that it is their duty, each to endeavour to give the other no cause for wishing that he or she had bestowed themselves elsewhere, and their best interest to keep their own imaginations from wandering towards the perfections of their neighbours, or fancying that they should have been better off with anyone else. You will allow all this?" Yes, to be sure, as you state it, all this sounds very well; but still they are so very different. I cannot look upon them at all in the same light, nor think the same duties belong to them." In one respect, there certainly is a difference. In marriage, the man is supposed to provide for the support of the woman, the woman to make the home agreeable to the man; he is to purvey, and she is to smile. But in dancing, their duties are exactly changed; the agreeableness, the compliance are expected from him, while she furnishes the fan and the lavender water. That, I suppose, was the difference of duties which struck you, as rendering the conditions incapable of comparison." No, indeed, I never thought of that." Then I am quite at a loss. One thing, however, I must observe. This disposition on your side is rather alarming. You totally disallow any similarity in the obligations; and may I not thence infer that your notions of the duties of the dancing state are not so strict as your partner might wish? Have I not reason to fear that if the gentleman who spoke to you just now were to return, or if any other gentleman were to address you, there would be nothing to restrain you from conversing with him as long as you chose?" Mr. Thorpe is such a very particular friend of my brother's, that if he talks to me, I must talk to him again; but there are hardly three young men in the room besides him that I have any acquaintance with." And is that to be my only security? Alas, alas!" Nay, I am sure you cannot have a better; for if I do not know anybody, it is impossible for me to talk to them; and, besides, I do not want to talk to anybody." Now you have given me a security worth having; and I shall proceed with courage.

I just remember the place seemed cocky." If it were possible to actually ground out a sigh of annoyance, Garrett just did it. "How can a business be cocky? And who the fuck is Walter?" "There it is!" I pointed with way more enthusiasm than I should have and pulled into the parking lot of a large, menacing-looking building with a smaller one in front. "Welcome to the law offices of Dick, Adcock, and Peterman. See? Cocky. They had to know what they were doing when they partnered up.

Trump’s pick for secretary of state? Rex Tillerson, a figure known and trusted in Moscow, and recipient of the Order of Friendship. National security adviser? Michael Flynn, Putin’s dinner companion and a beneficiary of undeclared Russian fees. Campaign manager? Paul Manafort, longtime confidant to ex-Soviet oligarchs. Foreign policy adviser? Carter Page, an alleged Moscow asset who gave documents to Putin’s spies. Commerce secretary? Wilbur Ross, an entrepreneur with Russia-connected investments. Personal lawyer? Michael Cohen, who sent emails to Putin’s press secretary. Business partner? Felix Sater, son of a Russian American mafia boss. And other personalities, too. It was almost as if Putin had played a role in naming Trump’s cabinet. The U.S. president, of course, had done the choosing. But the constellation of individuals, and their immaculate alignment with Russian interests, formed a discernible pattern, like stars against a clear night sky. A pattern of collusion.

Chapter 1 I was sitting in Tina's Sunset Restaurant, watching the outriggers shuffle lazily through the clear waters of Sabang Bay, when Tomboy took a seat opposite me, ordered a San Miguel from Tina's daughter, and told me someone else had to die. It was five o'clock in the afternoon, there wasn't a cloud in the sky, and up until that point I'd been in a good mood. I told him I didn't want to kill people anymore, that it was a part of my past I didn't want to be reminded of, and he replied that he understood all that, but once again we needed the money. 'It's just the way the cookie crumbles.' he added, with the sort of bullshit 'I share your suffering' expression an undertaker might give to one of his customer's relatives. Tomboy Darke was my business partner and a man with a cliche for every occasion, including murder.

I am so tired of your crap. Do you honestly think you suffer more than everyone else? Do you think you suffer more than I do? Do you think you're the first person to ever have a baby? Or lose someone? Do you think you're some goddamned pioneer when it comes to grief?" Sadie shifted forward, and he could feel the momentum in their argument. He could feel the cruel thing she was about to say in response to the cruel thing he had said. But the cruel thing did not arrive. Disturbingly, she slumped forward, and started to weep. He watched her, but he did not go over to her. "Snap out of it, Sadie. Come to the office. We work through our pain. That's what we do. We put the pain into the work, and the work becomes better. But you have to participate. You have to talk to me. You can't ignore me and our company and everything that came before.

Automation promises to execute certain tasks with superhuman speed and precision. But its brittle limitations reveal themselves when the unexpected arises. Studies consistently show that, as overseers, humans make for fickle partners to algorithms. Charged with monitoring for rare failures, boredom and passivity render human supervision unreliable.

The art of the alchemist, whether spiritual or physical, consists in completing the work of perfection, bringing forth and making dominant, as it were, the “latent goldness” which “lies obscure” in metal or man. The ideal adept of alchemy was therefore an “auxiliary of the Eternal Goodness.” By his search for the “Noble Tincture” which should restore an imperfect world, he became a partner in the business of creation, assisting the Cosmic Plan. Thus the proper art of the Spiritual Alchemist, with whom alone we are here concerned, was the production of the spiritual and only valid tincture or Philosopher’s Stone; the mystic seed of transcendental life which should invade, tinge, and wholly transmute the imperfect self into spiritual gold. That this was no fancy of seventeenth-century allegorists, but an idea familiar to many of the oldest writers upon alchemy—whose quest was truly a spiritual search into the deepest secrets of the soul—is proved by the words which bring to an end the first part of the antique “Golden Treatise upon the Making of the Stone,” sometimes attributed to Hermes Trismegistus. “This, O Son,” says that remarkable tract, “is the Concealed Stone of Many Colours, which is born and brought forth in one colour; know this and conceal it . . . it leads from darkness into light, from this desert wilderness to a secure habitation, and from poverty and straits to a free and ample fortune.

The black officer checks Daddy while his partner glances around at all of the onlookers. There's quite a few of us now. Ms. Yvette and a couple of her clients stand in her doorway, towels around the clients' shoulders. A car has stopped in the street. "Everyone, go about your own business," the white one says. "No, sir," says Tim. "This is our business.

Never partner with or do business with someone just because of their nationality, ethnicity, race or sex. That’s what’s you call starting off on the wrong foot. Find the right one!

Ensure that value is created for all stakeholders – customers, employees, partners, society, and investors – simultaneously

Jones was Michael Jones, and he owned a reasonably successful construction company along with his brother Francis and their business partner

business partner, Hudson, continues lecturing me. I think it’s about something important, but there’s nothing more urgent than my body’s reaction to this shapely brunette. Jesus.

There is no faster way to garner the lasting respect of employees, partners, and consumers than to become the embodiment of an ideal.

IT has to move up its maturity from a reactive support function to a business innovation hub, a strategic business partner and a digital game changer.

It seemed jobs kept disappointing him, as did business partners and girlfriends and entire geographical regions.

What went on between you and my mom? Did you seduce all the Liddell women? Did you tell them the same pretty words you told me?” I curl my legs beneath my dress, feeling small and vulnerable for even asking. Morpheus scoots aside some glass with his boot and kneels. He takes my hand in his. “I’ve known but three generations of Liddell women. Counting the ones in London, there’s been twenty or so. Most were oblivious and unreachable—they didn’t hear the nether-call. The others weren’t strong enough to face their lineage without losing their minds. As for Alison, she and I were business partners. There has never been more than that between us. There’s only one Liddell I desire, only one who earns my undying devotion.” He works a fingertip into the lace at my elbow and drags off the glove. “The one who was my truest friend … who took my place and braved the attack that was meant for me.”

But what Hitler and his government did promise was an end to parliamentary democracy and the destruction of the German left and for this most of German big business was willing to make a substantial down-payment. In light of what Hitler said on the evening of 20 February, the violence of the Machtergreifung should not have come as any surprise. Krupp and his colleagues were willing partners in the destruction of political pluralism in Germany. And the net effect, by the end of 1934, was precisely as intended: a comprehensive popular demobilization.

Her friend - and her partner on the stage. You will not believe me, but making love to Kitty - a thing done in passion, but always, too, in shadow and silence, and with an ear half-cocked for the sound of footsteps on the stairs - making love to Kitty and posing at her side in a shaft of limelight, before a thousand pairs of eyes, to a script I knew by heart, in an attitude I had laboured for hours to perfect - these things were not so very different. A double act is always twice the act that the audience thinks it; beyond our songs, our steps, our bits of business with coins and canes and flowers, there was a private language, in which we held an endless, delicate exchange of which the crowd knew nothing. This was a language not of the tongue but of the body, its vocabulary the pressure of a finger or a palm, the nudging of a hip, the holding or breaking of a gaze, that said, You are too slow - you got too fast - not there but here - that's good - that's better! It was as if we walked before the crimson curtain, lay down upon the boards and kissed and fondled - and were clapped, and cheered, and paid for it!

Feeling witless and utterly drained, Lillian let herself collapse over him, her head coming to rest on the center of his chest. His heart pounded and thundered beneath her ear for long minutes before it eased into something approaching a normal rhythm. “My God,” he muttered, his arms sliding around her, then falling away as if even that required too much effort. “Lillian. Lillian.” “Mmm?” She blinked drowsily, experiencing an overwhelming need to sleep. “I’ve changed my mind about negotiating. You can have whatever you want. Any conditions, anything that’s in my power to accomplish. Just put my mind at ease and say you’ll be my wife.” Lillian managed to lift her head and stare into his heavy-lidded eyes. “If this is an example of your bargaining ability,” she said, “I’m rather worried about your corporate affairs. You don’t surrender this easily to your business partners’ demands, I hope.” “No. Nor do I sleep with them.” A slow grin spread across her face. If Marcus was willing to take a leap of faith, then she would do no less. “Then to put your mind at ease, Westcliff… yes, I’ll be your wife. Though I warn you… you may be sorry you didn’t negotiate when you learn my conditions later. I may want a board position on the soap company, for example…” “God help me,” he muttered, and with a deep sigh of contentment, he fell asleep.

The relationship between any two communities in the global economy is not unlike a marriage. As couples counselors advise, relationships falter when two partners are too interdependent. When any stress affecting one partner - the loss of a job, an illness, a bad-hair day - brings down the other, the couple suffers. A much healthier relationship is grounded in the relative strength of each partner, who each should have his or her own interests, hobbies, friends, and professional identity, so that when anything goes wrong, the couple can support one another from a position of strength. Our ability to love, like our ability to produce, must be grounded in our own security. And our economy, like our love, when it comes from a place of community, can grow without limit.

And so many of the indies have partnered with Google to sell ebooks right from their own websites. These stores are embracing the “new technology” instead of hiding from it, because they realize it’s about the story, not the ink on paper. If you want ebooks, your local indie can sell you ebooks. If your local independent is hanging up posters saying that ebooks will kill everything, you should tag that bookstore as a favorite in your GPS doohickey. You’ll get great deals, because that store will have a going-out-of-business sale soon. Yes, even though you try to save it with a letter-writing campaign.

Even those with less-severe Other-blaming traits end up damaging relationships because they lack an ability to attend or respond to their partner’s emotions with kindness and caring. The resulting lack of emotional connection is a major reason relationships fail. In couples’ therapy, it is difficult to get an Other-blamer to pay attention to his effect on his partner. Even if his wife is crying, the Other-blaming husband may sit there unmoved or, worse yet, argumentative and defensive. He is so busy protecting himself from experiencing shame and blame that he has little capacity to be warmly responsive.

Prospective clients who want to kill their husband, torture a business partner, break the government’s legs, hire Roy Cohn,” Ken Auletta wrote. “He is a legal executioner—the toughest, meanest, loyalest, vilest, and one of the most brilliant lawyers in America. He is not a very nice man.” Trump served as a supporting witness in the piece. “When people know that Roy is involved, they’d rather not get involved in the lawsuits and everything else that’s involved,” Trump said. Cohn “was never two-faced. You could count on him to go to bat for you,” which was exactly what Trump wanted Cohn to do in the racial-bias case. Cohn

Before I had a duck farm, I had a business partner. Between Brian and I, we had a thousand dollars invested. Brian had $990, and I had all the rest. I really did have all the rest, because I slept while he worked.

In a nutshell, I was looking for meaningful work and meaningful relationships. I quickly learned that the best way to do that was to have great partnerships with great people. To me, great partnerships come from sharing common values and interests, having similar approaches to pursuing them, and being reasonable with, and having consideration for, each other. At the same time, partners must be willing to hold each other to high standards and work through their disagreements. The main test of a great partnership is not whether the partners ever disagree—people in all healthy relationships disagree—but whether they can bring their disagreements to the surface and get through them well. Having clear processes for resolving disagreements efficiently and clearly is essential for business partnerships, marriages, and all other forms of partnership

A business model describes the flow between key components of the company: •  value proposition, which the company offers (product/service, benefits) •  customer segments, such as users, and payers, or moms or teens •  distribution channels to reach customers and offer them the value proposition •  customer relationships to create demand •  revenue streams generated by the value proposition(s) •  resources needed to make the business model possible •  activities necessary to implement the business model •  partners who participate in the business and their motivations for doing so •  cost structure resulting from the business model The

Train yourself to spend energy on what’s truly meaningful to you instead of on activities that look like they’ll deliver a quick buzz of money or status or excitement. Teach yourself to pause and reflect when warning signs appear that things aren’t working out as you’d hoped. Learn from your mistakes. Seek out counterparts (from spouses to friends to business partners) who can help rein you in and compensate for your blind spots.

Arranged marriage is compared to death by some people. Simply because it's always painful to die when you still have unfinished business, just as it is to get married when you have no idea of your significant partner.

Eric had fang showing. "Hello, Eric," Quinn said calmly. His deep voice rumbled along my spine. "Sookie, you look good enough to eat." He smiled at me, and the tremors along my spine spread into another area entirely. I would never have believed that in Eric's presence I could think another man was attractive. I'd have been wrong to think so. "You look very nice, too," I said, trying not to beam like an idiot. It was not cool to drool. Eric said, "What have you been telling Sookie, Quinn?" The two tall men looked at each other. I didn't believe I was the source of their animosity. I was a symptom, not the disease. Something lay underneath this. "I've been telling Sookie that the queen requires Sookie's presence at the conference as part of her party, and that the queen's summons supercedes yours," Quinn said flatly. "Since when has the queen given orders through a shifter?" Eric said, contempt flattening his voice. "Since this shifter performed a valuable service for her in the line of business," Quinn answered, with no hesitation. "Mr. Cataliades suggested to Her Majesty that I might be helpful in a diplomatic capacity, and my partners were glad to give me extra time to perform any duties she might give me." I wasn't totally sure I was following this, but I got the gist of it. Eric was incensed, to use a good entry from my Word of the Day calendar. In fact, his eyes were almost throwing sparks, he was so angry. "This woman has been mine, and she will be mine," he said, in tones so definite I thought about checking my rear end for a brand.

Joel looked at her. “I think I started to let go of the past the day I met you.” Letty smiled tremulously. “Fair enough. I did the same with a lot of my own past when I met you.” “In any event,” Joel continued softly, “I don't have much choice but to put it all behind me, do I? I'm going to be too busy with my future to worry about my past. Speaking of which, you looked very interesting with a baby in your arms, Madam President.” “Interesting?” “Yeah. Interesting. I liked it.

When you hold the hand of a child, invest one hundred percent of yourself in the act of holding her hand. When you hug your partner, do the same. Forget everything else. Be totally present, totally alive in the act of hugging. This is the opposite of the way we’ve been trained to lead our lives and run our businesses. We’ve been taught to do many things at once. We answer an e-mail while we talk on the phone; while in a meeting for one project, we work on our notes for another project. Every new technology promises to help us do more things at once. Now we can send e-mail while listening to music, talking on the phone, and taking a picture, all with the same device. With your energy that dispersed, where is your power?

Complainers, like the friend on the phone, who complain endlessly without looking for solutions. Life is a problem that will be hard if not impossible to solve. Cancellers, who take a compliment and spin it: “You look good today” becomes “You mean I looked bad yesterday?” Casualties, who think the world is against them and blame their problems on others. Critics, who judge others for either having a different opinion or not having one, for any choices they’ve made that are different from what the critic would have done. Commanders, who realize their own limits but pressure others to succeed. They’ll say, “You never have time for me,” even though they’re busy as well. Competitors, who compare themselves to others, controlling and manipulating to make themselves or their choices look better. They are in so much pain that they want to bring others down. Often we have to play down our successes around these people because we know they can’t appreciate them. Controllers, who monitor and try to direct how their friends or partners spend time, and with whom, and what choices they make. You can have fun with this list, seeing if you can think of someone to fit each type. But the real point of it is to help you

When Chinese vaguely express an idea or an opinion, the real message is often just implied. They expect their conversational partner to be highly involved and to take an active role in deciphering messages, as well as in mutually creating meaning. In Chinese culture, pang qiao ce ji [beating around the bush] is a style that nurtures an implicit understanding. In Chinese culture, children are taught not to just hear the explicit words but also to focus on how something is said, and on what is not said.

What do you know about me, Isabeau?" He leaned forward, and I forced myself to stay still instead of shying away. He was so close that I could smell the subtle notes of his cologne: musk and wood with a hint of leather. What did he want me to say? That everyone said he was an ogre? Or that they all wanted to sleep with him anyway? "I..." "Go on. You won't hurt my feelings." He was still smiling, slight dimples visible in both cheeks. The sight was destracting, to say the least. "I know that you're the youngest CEO and partner in the company's history, and I know that you earned the spot by working your way up after graduate school instead of using your inheritance as a crutch." "Everyone knows that. What do you know about me? The real stuff. None of this press release bullshit." I looked down at my hands, anything not to have to look up at his face so close to me. "Um. People say... they say that you're scary. And that your assistants don't last long." He laughed, a deep, warm sound that seemed to fill up the office. I glanced up to see him smirking at me. I relaxed my grip on the desk a little. Maybe I wasn't being fired after all. "What else do they say?" Oh, God. He can't possibly want me to tell him everything. Does he? The look on his face confirmed that he did. It was clear by the way he looked at me that I wasn't leaving this office until I gave him exactly what he wanted. "They say. Um... They say that you're very, uh, good looking... and impossible to please." "Oh they do, do they?" He sat back, and tented his fingers beneath his chin. "Well, do you agree with them? Do you think I'm scary, handsome and woefully unsatisfied?" My mouth dropped open, and I quickly closed it with a snap. "Yes. I mean, no! I mean, I don't know..." He stood, then, and leaned in close, towering over me. "You were right the first time." Anxiety coursed through me, but I have to admit, being this close to him, smelling his scent and feeling the heat radiating off his body, it made me wonder what it would be like to be in his arms. To be his. To be owned by him... His face was almost touching mine when he whispered to me. "I am unsatisfied, Isabeau. I want you to be my new assistant. Will you do that for me? Will you be at my beck and call?" My breath left me as his words sunk in. When I finally regained it, I felt like I was trembling from head to toe. His beck and call. "Wh-what about your old assistant?" Mr. Drake leaned back again and took my chin in his hand, forcing my eyes to his. "What about her? I want you." His touch on my skin was electric. Are we still talking about business? "Yes, Mr. Drake." His thumb stroked my cheek for the briefest of moments, and then he released me, breathless, and wondering what I'd just agreed to.

We tell the truth even if it hurts. When talking to an entrepreneur, an LP [limited partner], a partner, or each other, we strive to tell the truth. We are open and honest. We do not withhold material information or tell half truths. Even if the truth will be difficult to hear or to say, we err on the side of truth in the face of difficult consequences. We do not, however, dwell on trivial truths with the intention of hurting people’s feelings or making them look bad. We tell the truth to make people better not worse.

With experience comes resilience, and this is key in starting up. You need to be able to take a knock, get up and get on. Whether you’re trying something completely new or setting up in an industry you’ve worked in before, resilience gives you that competitive edge.

A whore is someone who provides sex for money. I don’t see the crime in that. That could obviously be rough business and I know it chews people up but I’m not going to judge. Anyone who’s got a serious problem with a woman doing that should step up and offer her a different job. And ‘slut’ is a double standard. Why’s it okay for men to have many partners, but not women? That doesn’t add up. “I want to get laid a lot. Does that make me a slut? Maybe, but more to the point, should I be ashamed of it? And if I feel that way about myself, should I feel that way about others?

As we were wrapping up the book, I sat down and thought about all the lessons I’d learned over the past two years. I couldn’t list them all, but here are a few: Never complain about the price of a gift from your spouse--accept it with love and gratitude. You can’t put a price on romance. Take lots of videos, even of the mundane. You will forget the sound of your children’s voices and you will miss your youth as much as theirs. Celebrate every wedding anniversary. Make time for dates. Hug your spouse every single morning. And always, ALWAYS, say “I love you.” Believe in your partner. When you hit hard times as a couple, take a weekend away or at least a night out. The times that you least feel like doing it are likely the times that you need it the most. Write love notes to your spouse, your children, and keep the ones they give you. Don’t expect a miniature pig to be an “easy” pet. Live life looking forward with a goal of no regrets, so you can look back without them. Be the friend you will need some day. Often the most important thing you can do for another person is just showing up. Question less and listen more. Don’t get too tied up in your plans for the future. No one really knows their future anyway. Laugh at yourself, and with life. People don’t change their core character. Be humble, genuine, and gracious. Before you get into business with someone, look at their history. Expect them to be with you for the long haul, even if you don’t think they will be. If they aren’t someone you could take a road trip across the country with, don’t do business with them in the first place. Real families and real sacrifices live in the fabric of the Red, White, and Blue; stand for the national anthem.

There are various reasons why an individual might habitually consume large quantities of alcohol, but they all effectively boil down to the same thing. Five years ago, my business partner was a happy drunk. Three years later, he had become a moody drunk. And by the last summer, he was fumbling at the knob of the door to alcoholism. As with most habitual drinkers, he was nice-enough, regular-if-not-exactly-sharp kind of guy. He thought so too. That's why he drank. Because it seemed that with alcohol in his syste, he could more fully embody this idea of being that kind of guy.

In effect, Wisconsin politicians forced the owners of these 8,000 small, family-owned and taxpaying businesses to turn over a month’s profits so the money could be given to one of the biggest companies in the world, General Electric, and its partners to make a film glamorizing violent theft.

And romance is just the place for creating mythic figures doing mythic things. Like carving 'civilzation' out of the wilderness. Like showing us what a hero looks life, a real, American, sprung-from-the soil, lethal-weapon-with-leggings, bona fide hero. And for a guy who never marries, he has a lot of offspring. Shane. The Virginian. The Ringo Kid. The Man with No Name. Just think how many actors would have had no careers without Natty Bumppo. Gary Cooper. John Wayne. Alan Ladd. Tom Mix. Clint Eastwood. Silent. Laconic. More committed to their horse or buddy than to a lady. Professional. Deadly. In his Studies in Classic American Literature, D.H. Lawrence waxes prolix on Natty's most salient feature: he's a killer. And so are his offspring. This heros can talk, stiltedly to be sure, but he prefers silence. He appreciates female beauty but is way more committed to his canoe or his business partner (his business being death and war) or, most disturbingly, his long rifle, Killdeer. Dr. Freud, your three-o'clock is here. Like those later avatars, he is a wilderness god, part backwoods sage, part cold-blooded killer, part unwilling Prince Charming, part jack-of-all-trades, but all man. Here's how his creator describes him: 'a philosopher of the wilderness, simple-minded, faithful, utterly without fear, yet prudent.' A great character, no doubt, but hardly a person. A paragon. An archetype. A miracle. But a potentially real person--not so much.

The slightly aberrational spouse was a status symbol, too. The husband who cooked. The wife who played golf. The husband who took his children to school. The wife who ran her own business. Of course, it was chancier with the women than with the men. You couldn't push it too far. The marathoner wife who made partner - perhaps. The wife who could benchpress her own weight and made the cover of Fortune - too emasculating. The men, on the other hand, got unlimited mileage out of performing so-called women's tasks as long as they also had substantial disposable income and significant business cards.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

We’ve started asking partners to use their intellect and creativity, rather than telling them ‘take the coffee out of the box, put the cup here, follow this rule,’ ” said Kris Engskov, a vice president at Starbucks. “People want to be in control of their lives.” Turnover has gone down. Customer satisfaction is up.

Every crappy experience I’ve had—from having my heart broken, to almost having to leave my own company due to a conflict with a business partner, to depression and staring down gaping dark holes of the mind—led to some small-but-significant insight or awakening that boosted the quality of my life and made me stronger.

Everyone knew that Chanel was willing to play dirty when it came to the Jewish question. Her lawyer, René de Chambrun, the husband of Pierre Laval’s fashionable daughter, Josée, was already helping her try to have her perfume company taken from the Jewish business partners to whom she had sold a majority stake in the early 1920s.

Alaska seems like the most rough-and-tumble spot in the world. Everyone there seems to be running from something in the Lower 48, whether it’s the law, the tax man, or their ex. Alaska’s where you go to forget your past, especially when you owe your past a shitload in child support. The state motto should be “Love fishing but hate your kids? Alaska.” Forget the Jackass movies. I’d like to do a hidden-camera show where we get a guy with a salt-and-pepper mustache, put him in an ATF windbreaker, have him walk into any Alaska bar or honky-tonk after quitting time, and say, “I have a warrant for . . .” and just watch everyone jump out the window. It’s never “I was born and raised in Alaska, lived here my whole life.” It’s usually something like, “My business partner faked his own death and then tried to kill me, but that was before my wife had her gender reassignment . . .” Basically Alaska is the cold-weather Florida. It’s Florida without the Jews. The state capital should be spelled “Jew? NO!

Love is love and shouldn’t upset anyone. So what else are they thinking about when they get upset at your partner preferences?” she asked reasonably, and then answered the question herself. “Their minds are in your pants and on what you do. And while they’re welcome to bury their brain in their own pants, they have no business in yours.

Tuco Medrano, wearing a black ski mask, walked quickly across the busy Bulevar Ignacio Bernardo Norzagaray and put two rounds through the driver side window of the lead truck. The bullets struck Officer Ignacio Reyes in the head, killing him instantly, and sprayed bloody bits of brain matter and bone all over his wide-eyed female partner.

Love made us partners in narcissism, and we talked ceaselessly about how close we were, how perfect our connection was, like we were the first people in history to ever get it exactly right. We were that couple for a while, nauseatingly impervious assholes, busy staring into each other’s eyes while everyone else was trying to have a good time.

Carl was an immediate and intuitive foil and partner, feeding off my energy and adding to it. I once took Scotch tape and attached my nose to my cheek, my lower lip to my chin, and an eyebrow to my forehead. I looked cruelly disfigured. I burst into the writers’ room, and Carl immediately nurtured the bit: Carl: How did it happen? Who did that to you? Mel: The Nazis! They did it to me. Threw me in a ditch and did it! Carl: You mean they beat you? Disfigured you? Mel: Oh no. They took Scotch tape and stuck it all over my face. Carl broke up and hit the floor, clutching his belly and laughing like crazy. For me that was a home run. Anytime I could make Carl laugh, I knew I had a winner.

Mhisery realized at that moment, her father was so far gone into alcoholism the bottle had become his lover —and Avery Bellemy was nothing if not faithful to his partner. He cherished the bottle above his family, above his business, above his good name, and well above his own health. Her father was now pouring all the love he had felt for their mother into a bottle

9. Your Photo Album Many people have a photo album. In it they keep memories of the happiest of times. There may be a photo of them playing by the beach when they were very young. There may be the picture with their proud parents at their graduation ceremony. There will be many shots of their wedding that captures their love at one of its highest points. And there will be holiday snapshots too. But you will never find in your album any photographs of miserable moments of your life. Absent is the photo of you outside the principal’s office at school. Missing is any photo of you studying hard late into the night for your exams. No one that I know has a picture of their divorce in their album, nor one of them in a hospital bed terribly sick, nor stuck in busy traffic on the way to work on a Monday morning! Such depressing shots never find their way into anyone’s photo album. Yet there is another photo album that we keep in our heads called our memory. In that album, we include so many negative photographs. There you find so many snapshots of insulting arguments, many pictures of the times when you were so badly let down, and several montages of the occasions where you were treated cruelly. There are surprisingly few photos in that album of happy moments. This is crazy! So let’s do a purge of the photo album in our head. Delete the uninspiring memories. Trash them. They do not belong in this album. In their place, put the same sort of memories that you have in a real photo album. Paste in the happiness of when you made up with your partner, when there was that unexpected moment of real kindness, or whenever the clouds parted and the sun shone with extraordinary beauty. Keep those photos in your memory. Then when you have a few spare moments, you will find yourself turning its pages with a smile, or even with laughter.

It take it Priss has you tied up in knots?” There wasn’t much point in denying it. And maybe admitting things to Dare would help him get them under control. “I want her.” “No shit. Tell me something I don’t know.” Trace had trusted Dare forever, as a good friend, a partner in business and as an honorable man. He knew Dare had uncanny instincts and deadly skills. But he thought he had covered his reaction to Priss. “Damn.” Trace ran a hand through his hair. “Do you think Molly and Chris picked up on it, too?” After a short sound that might have been a stifled laugh, Dare said, “They’re neither blind, deaf, or stupid. So . . . yeah. I’m betting they noticed.” Trace frowned. With a shake of his head, Dare dismissed his concern. “It’s not a big deal, Trace. Don’t sweat it.” The mild, even amused reaction to his predicament surprised Trace. “She’s off-limits.” “You think so?” Dare looked down at the dappling of sunshine through tree limbs, then back at Trace. “Why’s that?” “What do you mean, why’s that? Hell, Dare, I barely know the woman.” “You knew her well enough to take her picture.” If Dare smiled, he was going to flatten him. Period.

It is because they’ve told their stories more often. Because they were consistently surrounded by friends or parents or partners or children who were interested in seeing them as a whole person. This is how true connection occurs. This is how events become stories and stories become memories and memories become narratives of self and of family from which we derive identity and strength.

The most important thing to understand is that the job of a big company executive is very different from the job of a small company executive. When I was managing thousands of people at Hewlett-Packard after the sale of Opsware, there was an incredible number of incoming demands on my time. Everyone wanted a piece of me. Little companies wanted to partner with me or sell themselves to me, people in my organization needed approvals, other business units needed my help, customers wanted my attention, and so forth. As a result, I spent most of my time optimizing and tuning the existing business. Most of the work that I did was “incoming.” In fact, most skilled big company executives will tell you that if you have more than three new initiatives in a quarter, you are trying to do too much. As a result, big company executives tend to be interrupt-driven. In contrast, when you are a startup executive, nothing happens unless you make it happen. In the early days of a company, you have to take eight to ten new initiatives a day or the company will stand still. There is no inertia that’s putting the company in motion. Without massive input from you, the company will stay at rest.

Saying no is a core tenet of Apple product development and, for that matter, Apple’s approach to doing business. In fact, the ability to say no—to reject features, products, categories, market segments, deals, and even certain partners—is how Steve Jobs explained Apple’s core strengths. “Focusing is powerful,” he said. “A start-up’s focus is very clear. Focus is not saying yes. It is saying no to really great ideas.

Hoffa and Brennan formed a trucking company called Test Fleet. The “brains” and his partner put that company in their wives’ maiden names. Test Fleet had only one contract. It was with a Cadillac car carrier that had been having union problems with its Teamsters union independent owner-operator car haulers. This group of Teamsters held an unsanctioned wildcat strike. Angered by this break of union solidarity, Jimmy Hoffa ordered them back to work. With Hoffa’s blessings the Cadillac car carrier then terminated its leases with the independent Teamsters haulers, put many of them out of business, and gave hauling business to Test Fleet. This arrangement helped Josephine Poszywak, aka Mrs. Hoffa, and Alice Johnson, aka Mrs. Brennan, make $155,000 in dividends over ten years, without doing a single minute’s work for the Test Fleet company. Hoffa

Father has received a call-up notice from the SS,” she whispered. “Mother has gone to see Mr. van Daan.” (Mr. van Daan is Father’s business partner and a good friend.) I was stunned. A call-up: everyone knows what that means. Visions of concentration camps and lonely cells raced through my head. How could we let Father go to such a fate? “Of course he’s not going,” declared Margot as we waited for Mother in the living room.

We live in a culture that teaches us that "men" are the sexual aggressors and pursuers. We also live in a world where most women, trans, and non-binary folks have had negative experiences with men who are hitting on them. These factors tend to lead to some big gender differences for those exploring non-monogamy. Cisgender men often struggle when they first enter the world of non-monogamy. Within consensual non-monogamy (CNM) communities, most folks who sleep with cis men choose their partners based on referrals and endorsements. As in the world of business, it truly is who you know. Cis men who have been in the communities longer have dated and interacted with more people, and, therefore, have more word of mouth. It is an unfortunate reality that many, especially cisgender women, will not date men they don't already know about through their friends and communities. So, if you're a cis man exploring CNM, expect that it may take a while before you start seeing the kind of attention that others get. Focus on being kind, respectful, and honest. Respect the needs and boundaries of everyone with whom you interact. Spend lots of time getting to know other people simply as people - especially of your preferred gender to date - and form genuine friendships and connections with them free from any pressure to become sexual.

A male star named "T.T. Boy"....is a legend in the business [actor in commercial porn films]. T.T. Boy does not look at all glamorous - he's a small, tough-guy, assistant mobster type; sometimes he chews gum during his lovemaking scenes. He pounds his partners...Once memorably described as 'nothing more than a life-support system for his penis,' he got the kind of admiring, solid applause reserved for a large artillery piece going by in a parade.

Takes them less than a week to run the Line thro’ somebody’s House. About a mile and a half west of the Twelve-Mile Arc, twenty-four Chains beyond Little Christiana Creek, on Wednesday, April 10th, the Field-Book reports, “At 3 Miles 49 Chains, went through Mr. Price’s House.” “Just took a wild guess,” Mrs. Price quite amiable, “where we’d build it,— not as if my Husband’s a Surveyor or anything. Which side’s to be Pennsylvania, by the way?” A mischievous glint in her eyes that Barnes, Farlow, Moses McClean and others will later all recall. Mr. Price is in Town, in search of Partners for a Land Venture. “Would you Gentlemen mind coming in the House and showing me just where your Line does Run?” Mason and Dixon, already feeling awkward about it, oblige, Dixon up on the Roof with a long Plumb-line, Mason a-squint at the Snout of the Instrument. Mrs. Price meantime fills her Table with plates of sour-cherry fritters, Neat’s-Tongue Pies, a gigantick Indian Pudding, pitchers a-slosh with home-made Cider,— then producing some new-hackl’d Streaks of Hemp, and laying them down in a Right Line according to the Surveyors’ advice,— fixing them here and there with Tacks, across the room, up the stairs, straight down the middle of the Bed, of course, . . . which is about when Mr. Rhys Price happens to return from his Business in town, to find merry Axmen lounging beneath his Sassafras tree, Strange Stock mingling with his own and watering out of his Branch, his house invaded by Surveyors, and his wife giving away the Larder and waving her Tankard about, crying, “Husband, what Province were we married in? Ha! see him gape, for he cannot remember. ’Twas in Pennsylvania, my Tortoise. But never in Maryland. Hey? So from now on, when I am upon this side of the House, I am in Maryland, legally not your wife, and no longer subject to your Authority,— isn’t that right, Gents?” “Ask the Rev,” they reply together,

Szabo reckoned that the future of libraries was a combination of a people’s university, a community hub, and an information base, happily partnered with the Internet rather than in competition with it. In practical terms, Szabo felt the library should begin offering classes and voter registration and literacy programs and story times and speaker series and homeless outreach and business services and computer access and movie rentals and e-book loans and a nice gift shop. Also, books.

The argument that “people now have more freedom than ever” is based on the fact that we are allowed to do almost anything we please as long as it has no practical consequences. See ISAIF, §72. Where our actions have practical consequences that may be of concern to the system (and few important practical consequences are not of concern to the system), our behavior, generally speaking, is closely regulated. Examples: We can believe in any religion we like, have sex with any consenting adult partner, take a plane to China or Timbuktu, have the shape of our nose changed, choose any from a huge variety of books, movies, musical recordings, etc., etc., etc. But these choices normally have no important practical consequences. Moreover, they do not require any serious effort on our part. We don’t change the shape of our own nose, we pay a surgeon to do it for us. We don’t go to China or Timbuktu under our own power, we pay someone to fly us there. On the other hand, within our own home city we can’t go from point A to point B without our movement being controlled by traffic regulations, we can’t buy a firearm without undergoing a background check, we can’t change jobs without having our background scrutinized by prospective employers, most people’s jobs require them to work according to rules, procedures, and schedules prescribed by their employers, we can’t start a business without getting licenses and permits, observing numerous regulations, and so forth.

Not very long after this a very exciting thing happened. Not only Sara, but the entire school, found it exciting, and made it the chief subject of conversation for weeks after it occurred. In one of his letters Captain Crewe told a most interesting story. A friend who had been at school with him when he was a boy had unexpectedly come to see him in India. He was the owner of a large tract of land upon which diamonds had been found, and he was engaged in developing the mines. If all went as was confidently expected, he would become possessed of such wealth as it made one dizzy to think of; and because he was fond of the friend of his school days, he had given him an opportunity to share in this enormous fortune by becoming a partner in his scheme. This, at least, was what Sara gathered from his letters. It is true that any other business scheme, however magnificent, would have had but small attraction for her or for the schoolroom; but "diamond mines" sounded so like the Arabian Nights that no one could be indifferent. Sara thought them enchanting, and painted pictures, for Ermengarde and Lottie, of labyrinthine passages in the bowels of the earth, where sparkling stones studded the walls and roofs and ceilings, and strange, dark men dug them out with heavy picks. Ermengarde delighted in the story, and Lottie insisted on its being retold to her every evening. Lavinia was very spiteful about it, and told Jessie that she didn't believe such things as diamond mines existed.

His goal was to ensure that once we had gone public and everyone’s stock had vested, we had a compensation system that was transparent and competitive, benchmarked against our peers. One that would ensure the long-term health of the business. He wanted to reward past and present partners and employees, yet leave enough in the pot for generations to come. It required a lot of analysis, but also a lot of judgment, understanding what people thought and felt and smoothing out any perceived differences.

There are times in most relationships when one partner is mystified by the other’s behavior: “You’re crazy. You keep doing the same things over and over, and it’s totally unproductive!” Or, “I am totally confused by you. You make no sense.” “I’m surprised that you’re going to accept that promotion. You are far too busy already.” There are also times when you are triggered by something your partner does or by your partner’s repetitive behavior. Knowing something about your childhoods will help you understand that.

Robert Lehman—who often told his partners, “I bet on people”—made Lehman the driving financial force behind RCA and the birth of television, TWA, Pan Am, Hertz, several Hollywood studios, and various department store and oil and rubber giants. Lehman Brothers was at the epicenter of those business forces that have shaped not just the American economy but the American culture as well. By 1967 the House of Lehman was responsible for $3.5 billion in underwriting. In volume, Lehman was among the top four investment banks.

Patricia Hearst was a woman who, through no fault of her own, fell in with bad people but then did bad things; she committed crimes, lots of them. Patricia participated in three bank robberies, one in which a woman was killed; she fired a machine gun (and another weapon) in the middle of a busy city street to help free one of her partners in crime; she joined in a conspiracy to set off bombs designed to terrorize and kill. To be sure, following her arrest in 1975, she was unlikely to commit these kinds of crimes again. If the United States were a country that routinely forgave the trespasses of such people, there would be little remarkable about the mercy she received following her conviction. But the United States is not such a country; the prisons teem with convicts who were also led astray and who committed lesser crimes than Patricia. These unfortunate souls have no chance at even a single act of clemency, much less an unprecedented two. Rarely have the benefits of wealth, power, and renown been as clear as they were in the aftermath of Patricia’s conviction.

Bernays’s business partner, Paul Mazur, said, “We must shift America from a needs to a desires culture.… People must be trained to desire, to want new things, even before the old have been entirely consumed. We must shape a new mentality. Man’s desires must overshadow his needs.” As Bernays later wrote, in 1928, the conscious and intelligent manipulation of the organized habits and opinions of the masses is an important element in democratic society. Those who manipulate this unseen mechanism of society constitute an invisible government that is the true ruling power of this country. We are governed, our minds molded, our tastes formed, our ideas suggested, largely by men we have never heard of. This is a logical result of the way in which our democratic society is organized.… In almost every act of our daily lives, whether in the sphere of politics or business, in our social conduct or our ethical thinking, we are dominated by the relatively small number of persons … who understand the mental processes and social patterns of the masses. It is they who pull the wires which control the public mind.

Edmund Clowney observes that prayer involves an honesty that has no real parallel in human relationships, because every human relation necessarily involves only a part of your personality. We relate differently to our spouse, our business partner, and a chance acquaintance on the street because each of our social roles expresses only a part of our personhood. Even our spouse sees only part of who we are. “In relation to God, however, we are ‘naked and pinned down’ (Heb 4:13). Our masks are gone, pretense is useless: the relationship is not partial, but total.

And so, as the passengers drifted off to sleep to the rhythmic clicking of steel wheels against rail, little did they dream that, riding in the car at the end of their train, were six men who represented an estimated one-fourth of the total wealth of the entire world. This was the roster of the Aldrich car that night: Nelson W. Aldrich, Republican "whip" in the Senate, Chairman of the National Monetary Commission, business associate of J.P. Morgan, father-in-law to John D. Rockefeller, Jr.; Abraham Piatt Andrew, Assistant Secretary of the U.S. Treasury; Frank A. Vanderlip, president of the National City Bank of New York, the most powerful of the banks at that time, representing William Rockefeller and the international investment banking house of Kuhn, Loeb & Company; Henry P. Davison, senior partner of the J.P. Morgan Company; Benjamin Strong, head of J.P. Morgan's Bankers Trust Company;1 6. Paul M. Warburg, a partner in Kuhn, Loeb & Company, a representative of the Rothschild banking dynasty in England and France, and brother to Max Warburg who was head of the Warburg banking consortium in Germany and the Netherlands.2

I'm sorry, Caulder, but I'm not ready for another relationship. I don't know if I ever will be ready.” Saying this to him now hurt as much as a slug to her abdomen. But it had to be said. “Then we don't have one. We're business partners first, and I'll respect your wishes. I won't stand in your way, and I won't pursue you. I'll pretend I don't want to kiss your lips.” His eyes lingered on the aforementioned. “You being in the stands photographing or videotaping my every move will mean nothing to me.” He laughed. “Dammit, I don’t believe that myself. It is what it is, Velia.

I don’t have a single callus. Even if I decided to leave title and pride behind, I lack any useful skills. I’m like a milk cow slapped on the backside and turned out of the barn to make her way in the forest. A chicken, returned to the wilds to fend for myself.” “I don’t think chicken’s have ever been wild,” Hadrian said. “Exactly.” Albert paused to stare at the remainder of the salt pork strip. “Your friend is right. This is just prolonging the inevitable. It’s a waste. Here.” He held out the meat. “Keep it,” Hadrian said, tilting his head at Royce. “I’m supposed to be learning a lesson.” “Oh shut up, the both of you. I have more.” Royce pulled another strip of pork from his vest and handed it to Hadrian. “So that’s my miserable story,” Albert said. “How about you two?” He looked at Hadrian. “I’m guessing you’re his apprentice?” Hadrian laughed. “No. We’re…business partners.” “What line?” “Procurement,” Royce said. “What kind?” “Any kind,” Royce answered. Albert stared at them for a moment, then his eyes widened. “You are thieves.” “He is.” Hadrian pointed to Royce. “I’m new to this.” “Really? What did you used to do?” Hadrian thought a moment. “Kill people.

Some have argued that capitalism promotes democracy, because of common norms of transparency, rule of law, and free competition—for markets, for ideas, for votes. In some idealized world, capitalism may enhance democracy, but in the history of the West, democracy has expanded by limiting the power of capitalists. When that project fails, dark forces are often unleashed. In the twentieth century, capitalism coexisted nicely with dictatorships, which conveniently create friendly business climates and repress independent worker organizations. Western capitalists have enriched and propped up third-world despots who crush local democracy. Hitler had a nice understanding with German corporations and bankers, who thrived until the unfortunate miscalculation of World War II. Communist China works hand in glove with its capitalist business partners to destroy free trade unions and to preserve the political monopoly of the Party. Vladimir Putin presides over a rigged brand of capitalism and governs in harmony with kleptocrats. When push comes to shove, the story that capitalism and democracy are natural complements is a myth. Corporations are happy to make a separate peace with dictators—and short of that, to narrow the domain of civic deliberation even in democracies. After Trump’s election, we saw corporations standing up for immigrants and saluting the happy rainbow of identity politics, but lining up to back Trump’s program of gutting taxes and regulation. Some individual executives belatedly broke with Trump over his racist comments, but not a single large company has resisted the broad right-wing assault on democracy that began long before Trump, and all have been happy with the dismantling of regulation. If democracy is revived, the movement will come from empowered citizens, not from corporations.

His apprentice, David Harry, whom I had instructed while I work'd with him, set up in his place at Philadelphia, having bought his materials. I was at first apprehensive of a powerful rival in Harry, as his friends were very able, and had a good deal of interest. I therefore propos'd a partner-ship to him which he, fortunately for me, rejected with scorn. He was very proud, dress'd like a gentleman, liv'd expensively, took much diversion and pleasure abroad, ran in debt, and neglected his business; upon which, all business left him; and, finding nothing to do, he followed Keimer to Barbadoes, taking the printing-house with him.

billionaire Jeff Hoffman recently spoke at one of the Quantum Leap Mastermind retreats that my business partner, Jon Berghoff, and I cohost, and of the many takeaways that I wrote down, the following stood out most: “You can’t win a gold medal at more than one [sport].” Let that sink in for a minute. Most Olympic athletes spend their entire lives focused on developing themselves to be best in the world at one thing. And remember what we learned in the last chapter, that when you choose and commit to one mission, achieving your other goals will become more probable, because you will be living in alignment with your highest priority.

As data analytics, superfast computers, digital technology, and other breakthroughs enabled by science play a bigger and bigger role in informing medical decision-making, science has carved out a new and powerful role as the steadfast partner of the business of medicine—which is also enjoying a new day in the sun. It may surprise some people to learn that the business of medicine is not a twenty-first-century invention. Health care has always been a business, as far back as the days when Hippocrates and his peers practiced medicine. Whether it was three goats, a gold coin, or a bank note, some type of payment was typically exchanged for medical services, and institutions of government or learning funded research. However, since the 1970s, business has been the major force directing the practice of medicine. Together, the business and science of medicine are the new kids on the block—the bright, shiny new things. Ideally, as I’ve suggested, the art, science, and business of medicine would work together in a harmonious partnership, each upholding the other and contributing all it has to offer to the whole. And sometimes (as we’ll find in later chapters) this partnership works well. When it does, the results are magnificent for patients and doctors, not to mention for scientists and investors.

Most firms are looking for people who will stay up until three A.M. seven nights a week making slides for a partner who goes home to Wellesley for dinner every night at five P.M.—and who will do so thinking that they’re ‘winning.’ Look at it this way: most firms assume that you’ll leave for law school or business school within three years, and they invest in your training accordingly. Quality mentoring when you’re young is worth whatever you pay for it. Sometimes that means less money, sometimes that means less of a life beyond work. But quality mentoring is not going to be delivered by someone who is twenty-six, and just one tidal cycle ahead of you.

Wes Sinclair tossed his cell phone onto his desk, dropped his head into his hands, and pressed the base of his palms against his eyes in a futile attempt to stem the sudden throbbing in his temples. “I can’t believe she fucking did it again,” he muttered irritably to himself. “Who did what again?” The amused voice of Connor Prescott, one of his business partners, only spiked Wes’s displeasure. So much for being alone and being able to vent his frustration. Instead, he lowered his hands and glared at his good friend, who was also directly related to the person Wes was currently annoyed with. He watched as Connor casually sauntered into the office, the dust on his jeans an

Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers. They stop us from collaborating effectively with partners. They erode our teams’ performance. They can also lead to costly lawsuits.

Salim is upset. The fax that was waiting for him when he woke this morning was curt, and alternately chiding, stern, and disappointed: Salim was letting them down—his sister, Fuad, Fuad’s business partners, the Sultanate of Oman, the whole Arab world. Unless he was able to get the orders, Fuad would no longer consider it his obligation to employ Salim. They depended upon him. His hotel was too expensive. What was Salim doing with their money, living like a sultan in America? Salim read the fax in his room (which has always been too hot and stifling, so last night he opened a window, and was now too cold) and sat there for a time, his face frozen into an expression of complete misery.

To Amanda’s surprise, Jack discussed business matters with her, treating her as if she were an equal partner rather than a mere wife. No man had ever accorded her such a mixture of indulgence and respect. He encouraged her to speak freely, challenging her opinions when he did not agree with them and acknowledging openly when he was wrong. He urged her to be bold and adventuresome, and in this pursuit he took her everywhere with him, to sporting events, taverns, scientific exhibitions, even to business meetings at which her presence was received with frank astonishment by the other men attending. Although Jack must have been aware that such behavior was not condoned by society, he did not seem to care.

To be sure, the cost of managing capital and of “formal” financial intermediation (that is, the investment advice and portfolio management services provided by a bank or official financial institution or real estate agency or managing partner) is obviously taken into account and deducted from the income on capital in calculating the average rate of return (as presented here). But this is not the case with “informal” financial intermediation: every investor spends time—in some cases a lot of time—managing his own portfolio and affairs and determining which investments are likely to be the most profitable. This effort can in certain cases be compared to genuine entrepreneurial labor or to a form of business activity.

Snowbound up here with you. Without books or business to occupy my time, I wonder what I’ll do,” he added with a leer. She blushed gorgeously, but her voice was serious as she studied his face. “If things hadn’t gone so well for you-if you hadn’t accumulated so much wealth-you could have been happy up here, couldn’t you?” “With you?” “Of course.” His smile was as somber as hers. “Absolutely.” “Although,” he added, linking her hands behind her back and drawing her a little closer, “you may not want to remain up here when you learn your emeralds are back in their cases at Montmayne.” Her head snapped up, and her eyes shone with love and relief. “I’m so glad. When I realized Robert’s story had been fabrication, it hurt beyond belief to realize I’d sold them.” “It’s going to hurt more,” he teased outrageously, “when you realize your bank draft to cover their cost was a little bit short. It cost me $45,000 to buy back the pieces that had already been sold, and $5,000 to buy the rest back from the jeweler you sold them to.” “That-that unconscionable thief!” she burst out. “He only gave me $5,000 for all of them!” She shook her head in despair at Ian’s lack of bargaining prowess. “He took dreadful advantage of you.” “I wasn’t concerned, however,” Ian continued teasing, enjoying himself hugely, “because I knew I’d get it all back out of your allowance. With interest, of course. According to my figures,” he said, pausing to calculate in his mind what it would have taken Elizabeth several minutes to figure out on paper, “as of today, you now owe me roughly $151,126.” “One hundred and- what?” she cried, half laughing and half irate. “There’s the little matter of the cost of Havenhurst. I added that in to the figure.” Tears of joy clouded her magnificent eyes. “You bought it back from that horrid Mr. Demarcus?” “Yes. And he is ‘horrid.’ He and your uncle ought to be partners. They both possess the instincts of camel traders. I paid $100,000 for it.” Her mouth fell open, and admiration lit her face. “$100,000! Oh, Ian-“ “I love it when you say my name.” She smiled at that, but her mind was still on the splendid bargain he’d gotten. “I could not have done a bit better!” she generously admitted. “That’s exactly what he paid for it, and he told me after the papers were signed that he was certain he could get $150,000 if he waited a year or so.” “He probably could have.” “But not from you!” she announced proudly. “Not from me,” he agreed, grinning. “Did he try?” “He tried for $200,000 as soon as he realized how important it was to me to buy it back for you.” “You must have been very clever and skillful to make him agree to accept so much less.” Trying desperately not to laugh, Ian put his forehead against hers and nodded. “Very skillful,” he agreed in a suffocated voice. “Still, I wonder why he was so agreeable?” Swallowing a surge of laughter, Ian said, “I imagine it was because I showed him that I had something he needed more than he needed an exorbitant profit.” “Really?” she said, fascinated and impressed. “What did you have?” “His throat.

In early 2016, Amazon was given a license by the Federal Maritime Commission to implement ocean freight services as an Ocean Transportation Intermediary. So, Amazon can now ship others’ goods. This new service, dubbed Fulfillment by Amazon (FBA), won’t do much directly for individual consumers. But it will allow Amazon’s Chinese partners to more easily and cost-effectively get their products across the Pacific in containers. Want to bet how long it will take Amazon to dominate the oceanic transport business? 67 The market to ship stuff (mostly) across the Pacific is a $ 350 billion business, but a low-margin one. Shippers charge $ 1,300 to ship a forty-foot container holding up to 10,000 units of product (13 cents per unit, or just under $ 10 to deliver a flatscreen TV). It’s a down-and-dirty business, unless you’re Amazon. The biggest component of that cost comes from labor: unloading and loading the ships and the paperwork. Amazon can deploy hardware (robotics) and software to reduce these costs. Combined with the company’s fledgling aircraft fleet, this could prove another huge business for Amazon. 68 Between drones, 757/ 767s, tractor trailers, trans-Pacific shipping, and retired military generals (no joke) who oversaw the world’s most complex logistics operations (try supplying submarines and aircraft carriers that don’t surface or dock more than once every six months), Amazon is building the most robust logistics infrastructure in history. If you’re like me, this can only leave you in awe: I can’t even make sure I have Gatorade in the fridge when I need it.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Cold Calling 2.0: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in awhile, it generates actual results!

Friends and our parasympathetic nervous system”: I had a few friends visiting us yesterday and I noticed how quickly my nervous system settled down once we all sat on the couch and started talking. Upon reflecting, here are two point of what I took from this: 1. When we have (good) friends around, we cant check our emails, talk to our partners about financial issues, worry about the future or get busy. Our friends ask us to bring our attention to the here and now experience. 2. Our friends help us to remember our interdependent nature. That we belong to something that is bigger then just our spouse and children. That we are tribal. Both these points have to do with our “social” part of our parasympathetic nervous system, especially the Ventral Vagal complex- which is how we slow ourselves enough to Establish connections.

Owen felt his mouth curve into a grin as he heard the familiar clap, clap, clap behind him. That was one of his favorite sounds—high heels on the wooden dock of the Boys of the Bayou swamp boat tour company. He took his time turning and once he did, he started at the shoes. They were black and showed off bright red toenails. The straps wrapped sexily around trim ankles and led the eye right up to smooth, toned calves. The heels matched the black polka dots on the white skirt that thankfully didn’t start until mid-thigh, and showed off more tanned skin. He straightened from his kneeling position in one of the boats as his eyes kept moving up past the skirt to the bright red belt that accentuated a narrow waist and then to the silky black tank that molded to a pair of perfect breasts. He was fully anticipating her lips being bright red to go with that belt and her toenail polish. God, he loved red lipstick. And high heels. In any color. But before he could get to those lips, she used them, to say, “Oh, dammit, it’s you.” Owen’s gaze bypassed her mouth to fly to her eyes. Because he’d know that voice anywhere. Madison Allain was home. A day early. Not that an extra day would have helped him prepare. He’d been thinking about her visit for a week and was still as wound tight about it as he’d been when Sawyer, his business partner and cousin, had told him that she was coming home. For a month. Owen stood just watching her, fighting back all of the first words that he was tempted to say. Like, “Damn, you’re even more gorgeous than the last time I saw you.” Or, “I haven’t put anyone in the hospital lately.” Or, “I’ve missed you so fucking much.” Just for instance.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

In every classic comedy duo, from Laurel and Hardy to Abbott and Costello to Martin and Lewis, in order for the exchange to work, the quality of the straight man had to be as dynamic as that of the funny guy. Carl was the best at this. I could use a single question as a springboard to unplanned exposition and tangents that would be as much of a surprise to Carl as they were to the audience. Carl was a gifted partner: While he deferred the punch lines to me, he knew me well enough to follow along and cross paths enough to set me up for more opportunities. He also knew he could throw me a complete curveball and I’d swing for the fences. We were a great ad-libbed high-wire act, and like the best high-wire acts, ours was dependent upon complete trust and respect for each other. Carl once said, “A brilliant mind in panic is a wonderful thing to behold.

Here’s What I Believe about Good VCs Good VCs help entrepreneurs achieve their business goals by providing guidance, support, a network of relationships, and coaching. Good VCs recognize the limitations of what they can do as board members and outside advisors as a result of the informational asymmetry they have with respect to founders and other executives who live and breathe the company every day. Good VCs give advice in areas in which they have demonstrated expertise, and have the wisdom to avoid opining on topics for which they are not the appropriate experts. Good VCs appropriately balance their duties to the common shareholders with those they owe to their limited partners. Good VCs recognize that, ultimately, it is the entrepreneurs and the employees who build iconic companies, with hopefully a little bit of good advice and prodding sprinkled in along the way by their VC partners. If VCs remain good, they won’t become dinosaurs.

In the late 1800s a certain man taught Sunday school for over 20 years in a Baptist church; he eventually became the wealthiest man in the world. He also did not pay tithes. He was not generous toward anyone, quite the opposite, he was the reason that journalists came up with the term, "Robber Baron." The man was John D. Rockefeller. He engaged in ruthless and illegal business practices and built an oil company called Standard Oil that was so large that, when it was broken up by antitrust laws, several major oil companies were created from that one company. Over one hundred years ago, John D. Rockefeller was worth over one billion dollars, which would be 50 to 100 billion dollars in today’s money. If he did pay tithes it would have meant an income of 100 million dollars (5 to 10 billion today) to his local church. It was not God that "blessed" him with great wealth; it was Satan, the god of greed. God does not lead people to engage in ruthless and illegal business practices in a desire for more, more, more. Even in his old age, he displayed his greed by giving away dimes. He always had dimes in his pocket so he could generously give one to people he met! What lessons are we to learn from this? One very important thing is that very often Satan will give people lots of money because Satan knows that money is very deceitful and can make even the most devout Christian materialistic and greedy. Let's take a look at another example. There is today a man who planned to become a missionary when he was young, but he not only turned against his calling, he turned against Christianity. Do you suppose that God has blessed this man? He is today a multi-billionaire, media-mogul. The man is Ted Turner, who started CNN and is a partner in Time-Warner and other media companies. Can we use him as an example that God blesses a righteous man? No, actually, the opposite is most likely true, that Satan prospers those who turn from the straight way.

Oh, it's a good story, as a story,' returned that gentleman; 'as good a thing of its kind as need be. This Mr Dorrit (his name is Dorrit) had incurred a responsibility to us, ages before the fairy came out of the Bank and gave him his fortune, under a bond he had signed for the performance of a contract which was not at all performed. He was a partner in a house in some large way—spirits, or buttons, or wine, or blacking, or oatmeal, or woollen, or pork, or hooks and eyes, or iron, or treacle, or shoes, or something or other that was wanted for troops, or seamen, or somebody—and the house burst, and we being among the creditors, detainees were lodged on the part of the Crown in a scientific manner, and all the rest Of it. When the fairy had appeared and he wanted to pay us off, Egad we had got into such an exemplary state of checking and counter-checking, signing and counter-signing, that it was six months before we knew how to take the money, or how to give a receipt for it. It was a triumph of public business,' said this handsome young Barnacle, laughing heartily, 'You never saw such a lot of forms in your life. "Why," the attorney said to me one day, "if I wanted this office to give me two or three thousand pounds instead of take it, I couldn't have more trouble about it." "You are right, old fellow," I told him, "and in future you'll know that we have something to do here."' The pleasant young Barnacle finished by once more laughing heartily. He was a very easy, pleasant fellow indeed, and his manners were exceedingly winning. Mr Tite Barnacle's view of the business was of a less airy character. He took it ill that Mr Dorrit had troubled the Department by wanting to pay the money, and considered it a grossly informal thing to do after so many years. But Mr Tite Barnacle was a buttoned-up man, and consequently a weighty one. All buttoned-up men are weighty. All buttoned-up men are believed in. Whether or no the reserved and never-exercised power of unbuttoning, fascinates mankind;

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

On a drive down from Philly to D.C., where I was scheduled to appear the next morning on Meet the Press, Gibbs and Axe, along with Axe’s business partner, David Plouffe, asked me what I planned to say when the show’s host, Tim Russert, inevitably grilled me about my plans. “He’s going to run back the old tape,” Axe explained. “The one where you say unequivocally you will not run for president in 2008.” I listened for a few minutes as the three of them began hashing out various ways to sidestep the question before I interrupted. “Why don’t I just tell the truth? Can’t I just say that I had no intention of running two years ago, but circumstances have changed and so has my thinking, and I plan to give it serious thought after the midterms are over?” They liked the idea, admitting that it said something about the strangeness of politics that such a straightforward answer would be considered novel. Gibbs also advised that I give Michelle a heads-up, predicting that a direct suggestion that I might run would cause the media frenzy to immediately intensify.

Many of us have the false idea that a relationship’s purpose is to somehow fulfill our needs and desires. We look to see what we can get out of the relationship instead of what we can put in. Looked at like this, relationships are often little more than a needs exchange. We need this (safety, love, intimacy); a man needs that (security, companionship, sex). When we come across a good fit, both parties tacitly agree to do a trade and call it love. This transaction-based relationship model is why so many relationships feel empty and dead. They are completely devoid of anything real and intimate. After the initial rush of excitement is over, they’re more like business contracts than sacred unions. Let’s face it. We’ve all been conditioned to use relationships for the wrong reasons: to end loneliness, relieve depression, recover from a previous breakup, or find security. The problem is that this is not what relationships are for. Relationships are a spiritual opportunity for personal evolution. There is no greater arena for discovering your capacity for love, forgiveness, compassion, personal greatness, and full self-expression. Nowhere else will you meet the grandest and smallest parts of yourself. Nowhere else will you confront your self-imposed limits to intimacy. Nowhere else can you forgive so deeply or love so purely. This is relationship’s real purpose: to serve the mutual growth and soulful expression of each individual. It’s a chance to share your enthusiasm for being alive and give of yourself to another. Relationships provide the opportunity to shed light on any area within you that remains cloaked in fear and uncertainty, to hold a vision of another’s greatness so that he may step into the magnificence his soul is yearning to express. In this way, relationship becomes the ultimate tool for personal discovery and spiritual growth. When we engage in relationship to see what we can put into it rather than what we can get out of it, our whole lives transform. We no longer see our partners as antagonists. We see them as teachers and allies who are here to help us discover and experience our glory.

My father..." Daisy began, then bit her lip. This man was her father's business partner. It was not appropriate to run to Westcliff with complaints. But the patience in his expression encouraged her to continue. "He called me a parasite," she said, keeping her voice soft to avoid disturbing Lillian. "He asked me to tell him how the world has benefitted from my existence, or what I had done for anyone." "And your reply?" Westcliff asked. "I... couldn't think of anything to say." Westcliff's coffee-colored eyes were unfathomable. He made a gesture for her to approach the settee, and she obeyed. To her astonishment, he took her hand in his and gripped it warmly. The usually circumspect earl had never done such a thing before. "Daisy," Westcliff said gently, "most lives are not distinguished by great achievements. They are measured by an infinite number of small ones. Each time you do a kindness for someone or bring a smile to his face, it gives your life meaning. Never doubt your value, little friend. The world would be a dismal place without Daisy Bowman in it.

The name is Mr. Mehta," Sam interrupted. "Sam is for friends." "Do you have friends?" Daisy inquired. "You don't look the type." "Of course I have friends." He'd lost touch with many of them after Nisha's accident, but he still saw John regularly at the gym, along with his sparring partner, Evan. "Are they imaginary or real?" Daisy gave him a condescending smile. "I'm guessing imaginary because no one wants to be friends with a jerk." Sam scowled. "This is a place of business. If you wish to socialize, I suggest you go elsewhere." "He's cute when he's annoyed," Daisy said. "Maybe you should keep him around for eye-candy purposes." Layla gave him a sideways glance through the thicket of her lashes. "Don't compliment him. His ego is already so big, his top shirt button is about to pop." The women chuckled and Sam's jaw tightened. Women adored him. Men admired him. Employees detested him. But no one ever, ever dismissed him. "He is, in fact, sitting right here." "We're very aware of your presence." Daisy flashed him a sultry smile. "It's hard to miss the steam coming out of your ears.

The Five Causes We practice gratitude daily, remembering that the human heart cannot hold gratitude and negative emotions at the same time. From gratitude, joy and all other virtues are born. We practice forgiving those that have harmed us as a mode of healing ourselves. We reach out to those we have harmed, either personally or by handwritten letter, offering apology and reconciliation. We practice kindness and honesty in word and deed toward all, and especially toward our romantic partner. Kindness and honesty must always remain unified, for one without the other leads to harmful behavior. We practice humility. We never treat any others as servants or beneath us, regardless of their social or economic status. We show respect to all, and are considerate of the consequences of our actions on others. We practice our ethics in our business. Our career is a major forum for our practice of transformation, so we infuse our highest ideals into our work and workplace, always looking for win-win opportunities. We hold firm that the end never justifies the means, and teach our ethics by example.

The Proofs Human society has devised a system of proofs or tests that people must pass before they can participate in many aspects of commercial exchange and social interaction. Until they can prove that they are who they say they are, and until that identity is tied to a record of on-time payments, property ownership, and other forms of trustworthy behavior, they are often excluded—from getting bank accounts, from accessing credit, from being able to vote, from anything other than prepaid telephone or electricity. It’s why one of the biggest opportunities for this technology to address the problem of global financial inclusion is that it might help people come up with these proofs. In a nutshell, the goal can be defined as proving who I am, what I do, and what I own. Companies and institutions habitually ask questions—about identity, about reputation, and about assets—before engaging with someone as an employee or business partner. A business that’s unable to develop a reliable picture of a person’s identity, reputation, and assets faces uncertainty. Would you hire or loan money to a person about whom you knew nothing? It is riskier to deal with such people, which in turn means they must pay marked-up prices to access all sorts of financial services. They pay higher rates on a loan or are forced by a pawnshop to accept a steep discount on their pawned belongings in return for credit. Unable to get bank accounts or credit cards, they cash checks at a steep discount from the face value, pay high fees on money orders, and pay cash for everything while the rest of us enjoy twenty-five days interest free on our credit cards. It’s expensive to be poor, which means it’s a self-perpetuating state of being. Sometimes the service providers’ caution is dictated by regulation or compliance rules more than the unwillingness of the banker or trader to enter a deal—in the United States and other developed countries, banks are required to hold more capital against loans deemed to be of poor quality, for example. But many other times the driving factor is just fear of the unknown. Either way, anything that adds transparency to the multi-faceted picture of people’s lives should help institutions lower the cost of financing and insuring them.

A future marriage, or a past one, may be investigated and explained in terms of writing by one of its parties, but it is doubtful whether an existing marriage can ever be described directly in the first person and convey a sense of reality. Even those writers who suggest some of the substance of married life best, stylise heavily, losing the subtlety of the relationship at the price of a few accurately recorded, but isolated, aspects. To think at all objectively about one’s own marriage is impossible, while a balanced view of other people’s marriage is almost equally hard to achieve with so much information available, so little to be believed. Objectivity is not, of course, everything in writing; but, even after one has cast objectivity aside, the difficulties of presenting marriage are inordinate. Its forms are at once so varied, yet so constant, providing a kaleidoscope, the colours of which are always changing, always the same. The moods of a love affair, the contradictions of friendship, the jealousy of business partners, the fellow feeling of opposed commanders in total war, these are all in their way to be charted. Marriage, partaking of such – and a thousand more – dual antagonisms and participations, finally defies definition.

THE GLOBE | Unlocking the Wealth in Rural Markets Mamta Kapur, Sanjay Dawar, and Vineet R. Ahuja | 151 words In India and other large emerging economies, rural markets hold great promise for boosting corporate earnings. Companies that sell in the countryside, however, face poor infrastructure, widely dispersed customers, and other challenges. To better understand the obstacles and how to overcome them, the authors—researchers with Accenture—conducted extensive surveys and interviews with Indian business leaders in multiple industries. Their three-year study revealed several successful strategies for increasing revenues and profits in rural markets: Start with a good distribution plan. The most effective approaches are multipronged—for example, adding extra layers to existing networks and engaging local partners to create new ones. Mine data to identify prospective customers. Combining site visits, market surveys, and GIS mapping can help companies discover new buyers. Forge tight bonds with channel partners. It pays to spend time and money helping distributors and retailers improve their operations. Create durable ties with customers. Companies can build loyalty by addressing customers’ welfare and winning the trust of community leaders.

I will never forget the sensation that plagued my body as my husband’s business partner told me of Jeff’s fate that day. As his words reached my ears, I found myself in a fog of utter disbelief and paralyzing fear. It was almost as if I was part of a movie. As his business partner was telling me what happened, life began to move in slow motion and I was trying to convince myself that what I was hearing wasn’t true. “Jeff has been in a horrible car accident and has been airlifted to Advocate Christ Hospital,” he said. I couldn’t believe what I was hearing. Not my Jeff. There’s no way. The tears came without warning. It was as if a dam broke on a lake I didn’t know existed. This wasn’t really happening. We were a young couple with two small children living the American dream. We had everything going for us. This couldn’t really be happening to me. To us. To him. I had to force myself to focus on his words, “Wait, where was he taken again?” I asked. He repeated the name, but it didn’t sound any more familiar. “Where is that?” I asked. “In Chicago,” he said. Why Chicago? I wondered. I thanked him and somehow managed to end the conversation without completely losing it. God kept me focused and at peace. I still don’t remember how I got everything done that day.

to look around. At first sight, the apartment was perfectly ordinary. He made a quick circuit of the living room, kitchenette, bathroom, and bedroom. The place was tidy enough, but with a few items strewn here and there, the sort of things that might be left lying around by a busy person—a magazine, a half-finished crossword puzzle, a book left open on a night table. Abby had the usual appliances—an old stove and a humming refrigerator, a microwave oven with an unpronounceable brand name, a thirteen-inch TV on a cheap stand, a boom box near a modest collection of CDs. There were clothes in her bedroom closet and silverware, plates, and pots and pans in her kitchen cabinets. He began to wonder if he’d been unduly suspicious. Maybe Abby Hollister was who she said she was, after all. And he’d taken a considerable risk coming here. If he was caught inside her apartment, all his plans for the evening would be scotched. He would end up in a holding cell facing charges that would send him back to prison for parole violation. All because he’d gotten a bug up his ass about some woman he hardly knew, a stranger who didn’t mean anything. He decided he’d better get the hell out. He was retracing his steps through the living room when he glanced at the magazine tossed on the sofa. Something about it seemed wrong. He moved closer and took a better look. It was People, and the cover showed two celebrities whose recent marriage had already ended in divorce. But on the cover the stars were smiling over a caption that read, Love At Last. He picked up the magazine and studied it in the trickle of light through the filmy curtains. The date was September of last year. He put it down and looked at the end tables flanking the sofa. For the first time he noticed a patina of dust on their surfaces. The apartment hadn’t been cleaned in some time. He went into the kitchen and looked in the refrigerator. It seemed well stocked, but when he opened the carton of milk and sniffed, he discovered water inside—which was just as well, since the milk’s expiration period had ended around the time that the People cover story had been new. Water in the milk carton. Out-of-date magazine on the sofa. Dust everywhere, even coating the kitchen counters. Abby didn’t live here. Nobody did. This apartment was a sham, a shell. It was a dummy address, like the dummy corporations his partner had set up when establishing the overseas bank accounts. It could pass inspection if somebody came to visit, assuming the visitor didn’t look too closely, but it wasn’t meant to be used. Now that he thought about it, the apartment was remarkable for what

her room now?” They were led down the hall by Beth. Before she turned away she took a last drag on her smoke and said, “However this comes out, there is no way my baby would have had anything to do with something like this, drawing of this asshole or not. No way. Do you hear me? Both of you?” “Loud and clear,” said Decker. But he thought if Debbie were involved she had already paid the ultimate price anyway. The state couldn’t exactly kill her again. Beth casually flicked the cigarette down the hall, where it sparked and then died out on the faded runner. Then she walked off. They opened the door and went into Debbie’s room. Decker stood in the middle of the tiny space and looked around. Lancaster said, “We’ll have the tech guys go through her online stuff. Photos on her phone, her laptop over there, the cloud, whatever. Instagram. Twitter. Facebook. Tumblr. Wherever else the kids do their electronic preening. Keeps changing. But our guys will know where to look.” Decker didn’t answer her. He just kept looking around, taking the room in, fitting things in little niches in his memory and then pulling them back out if something didn’t seem right as weighed against something else. “I just see a typical teenage girl’s room. But what do you see?” asked Lancaster finally. He didn’t look at her but said, “Same things you’re seeing. Give me a minute.” Decker walked around the small space, looked under piles of papers, in the young woman’s closet, knelt down to see under her bed, scrutinized the wall art that hung everywhere, including a whole section of People magazine covers. She also had chalkboard squares affixed to one wall. On them was a musical score and short snatches of poetry and personal messages to herself: Deb, Wake up each day with something to prove. “Pretty busy room,” noted Lancaster, who had perched on the edge of the girl’s desk. “We’ll have forensics come and bag it all.” She looked at Decker, obviously waiting for him to react to this, but instead he walked out of the room. “Decker!” “I’ll be back,” he called over his shoulder. She watched him go and then muttered, “Of all the partners I could have had, I got Rain Man, only giant size.” She pulled a stick of gum out of her bag, unwrapped it, and popped it into her mouth. Over the next several minutes she strolled the room and then came to the mirror on the back of the closet door. She appraised her appearance and ended it with the resigned sigh of a person who knows their best days physically are well in the past. She automatically reached for her smokes but then decided against it. Debbie’s room could be part of a criminal investigation. Her ash and smoke could only taint that investigation.

In my own periods of darkness, in the underworld of the soul, I find myself frequently overcome and amazed by the ability of people to befriend each other, to love their intimate partners and parents and children, and to do what they must do to keep the machinery of the world running. I knew a man, injured and disabled by a car accident, who was employed by a local utility. For years after the crash he worked side by side with another man, who for his part suffered with a degenerative neurological disease. They cooperated while repairing the lines, each making up for the other’s inadequacy. This sort of everyday heroism is the rule, I believe, rather than the exception. Most individuals are dealing with one or more serious health problems while going productively and uncomplainingly about their business. If anyone is fortunate enough to be in a rare period of grace and health, personally, then he or she typically has at least one close family member in crisis. Yet people prevail and continue to do difficult and effortful tasks to hold themselves and their families and society together. To me this is miraculous—so much so that a dumbfounded gratitude is the only appropriate response. There are so many ways that things can fall apart, or fail to work altogether, and it is always wounded people who are holding it together. They deserve some genuine and heartfelt admiration for that. It’s an ongoing miracle of fortitude and perseverance

Innovation and disruption are ideas that originated in the arena of business but which have since been applied to arenas whose values and goals are remote from the values and goals of business. People aren’t disk drives. Public schools, colleges and universities, churches, museums, and many hospitals, all of which have been subjected to disruptive innovation, have revenues and expenses and infrastructures, but they aren’t industries in the same way that manufacturers of hard-disk drives or truck engines or drygoods are industries. Journalism isn’t an industry in that sense, either. Doctors have obligations to their patients, teachers to their students, pastors to their congregations, curators to the public, and journalists to their readers--obligations that lie outside the realm of earnings, and are fundamentally different from the obligations that a business executive has to employees, partners, and investors. Historically, institutions like museums, hospitals, schools, and universities have been supported by patronage, donations made by individuals or funding from church or state. The press has generally supported itself by charging subscribers and selling advertising. (Underwriting by corporations and foundations is a funding source of more recent vintage.) Charging for admission, membership, subscriptions and, for some, earning profits are similarities these institutions have with businesses. Still, that doesn’t make them industries, which turn things into commodities and sell them for gain.

All along, Thatcher has had a plan: Marry her. He's talked about it with Father Ott. For months, they've gone over the sticky emotional territory. Fiona yearns to be married, and what she really wanted was to marry JZ. But JZ is already married; he had a chance to make things right with Fiona and he blew it. So that leaves Thatcher, who wants to make a pledge of his devotion to this person- his friend, his partner, his first love. She is more his family than his own family. He has planned to marry her all along and she agreed to it only by saying, "At the very end. If nobody else wants us." How ironic, and awful, that this was the summer Thatcher fell in love. He didn't think it was possible- at age thirty-five, as solitary as he liked to be, as devoted to his business and Fiona, as impermeable to romance- and yet, one morning, just as he was wondering where he was going to find the kind of help that would enable him to make it through the summer, there she was. Adrienne Dealey. Beautiful, yes, but he loves Adrienne not because she is beautiful but because she is different. He has never known a woman so free from conceit, vanity, ambition, and pretense. He has never known a woman so willing to show the world that she is a human being. He has never known a woman with such an appetite- a literal appetite, but also an appetite for adventure- the places she's been, unafraid, all by herself. Thatcher loves her in a huge, mature, adult way. He loves her the right way. Now he has to hope that God grants her patience and understanding and faith. Whenever he prays these days, he prays for Adrienne, too.

Making the most of an experience: Living fully is extolled everywhere in popular culture. I have only to turn on the television at random to be assailed with the following messages: “It’s the best a man can get.” “It’s like having an angel by your side.” “Every move is smooth, every word is cool. I never want to lose that feeling.” “You look, they smile. You win, they go home.” What is being sold here? A fantasy of total sensory pleasure, social status, sexual attraction, and the self-image of a winner. As it happens, all these phrases come from the same commercial for razor blades, but living life fully is part of almost any ad campaign. What is left out, however, is the reality of what it actually means to fully experience something. Instead of looking for sensory overload that lasts forever, you’ll find that the experiences need to be engaged at the level of meaning and emotion. Meaning is essential. If this moment truly matters to you, you will experience it fully. Emotion brings in the dimension of bonding or tuning in: An experience that touches your heart makes the meaning that much more personal. Pure physical sensation, social status, sexual attraction, and feeling like a winner are generally superficial, which is why people hunger for them repeatedly. If you spend time with athletes who have won hundreds of games or with sexually active singles who have slept with hundreds of partners, you’ll find out two things very quickly: (1) Numbers don’t count very much. The athlete usually doesn’t feel like a winner deep down; the sexual conqueror doesn’t usually feel deeply attractive or worthy. (2) Each experience brings diminishing returns; the thrill of winning or going to bed becomes less and less exciting and lasts a shorter time. To experience this moment, or any moment, fully means to engage fully. Meeting a stranger can be totally fleeting and meaningless, for example, unless you enter the individual’s world by finding out at least one thing that is meaningful to his or her life and exchange at least one genuine feeling. Tuning in to others is a circular flow: You send yourself out toward people; you receive them as they respond to you. Notice how often you don’t do that. You stand back and insulate yourself, sending out only the most superficial signals and receive little or nothing back. The same circle must be present even when someone else isn’t involved. Consider the way three people might observe the same sunset. The first person is obsessing over a business deal and doesn’t even see the sunset, even though his eyes are registering the photons that fall on their retinas. The second person thinks, “Nice sunset. We haven’t had one in a while.” The third person is an artist who immediately begins a sketch of the scene. The differences among the three are that the first person sent nothing out and received nothing back; the second allowed his awareness to receive the sunset but had no awareness to give back to it—his response was rote; the third person was the only one to complete the circle: He took in the sunset and turned it into a creative response that sent his awareness back out into the world with something to give. If you want to fully experience life, you must close the circle.

Con il termine Personal Branding si definisce il processo di creazione e gestione del proprio Brand, inteso non solo dal punto di vista professionale ma anche come somma di tutti quegli elementi che rendono unica una persona. Il Personal Branding è il vero motivo per cui un cliente, un datore di lavoro o un partner sceglie te al posto di un altro, un tuo progetto in luogo di quello di un tuo competitor. In ogni riunione, telefonata, email, tutti gli scambi che intercorrono con altre persone servono a creare, rafforzare o modificare la tua immagine. Bastano pochi secondi per trasmettere una prima impressione. Ma non è questo che conta, è quello che riuscirai a fare di questa impressione che determinerà il tuo successo. Tutte queste dinamiche assumono nuove prospettive in Internet. Prova a googlare il tuo nome e guarda cosa succede. Ora immagina partner, colleghi, clienti attuali e potenziali, conoscenti e amici che fanno lo stesso. Riesci a comunicare la tua professionalità, coerenza e personalità? La Rete è il nuovo ufficio di collocamento! Facebook, MySpace, Twitter, LinkedIn, Xing: esistono servizi dove si incontrano i migliori professionisti di ogni settore e spazi nei quali le persone si incontrano, dialogano costantemente, fanno business. Essere consapevole e riuscire a gestire al meglio la tua immagine e il tuo Brand online, rafforzerà la tua reputazione e aiuterà la tua rete di contatti a crescere. Se sarai in grado di cogliere questa opportunità, migliorerai di molto il tuo percorso di carriera, la possibilità di fare business, di confrontare idee e progetti e raggiungere i tuoi obiettivi.

Businesses call this “profit.” Marx called it “surplus value.” For Marx, the crucial question is: Who gets this surplus value? Who is entitled to the profit that businesses accumulate? Marx insisted that this profit belongs wholly to the workers. They earned it, so they deserve to share it. In reality, however, the entrepreneur or the capitalist gets it. If he has investors, they too share it. Marx regarded this as the most scandalous form of exploitation. He insisted that workers spend only part of their day working to benefit themselves; the rest of the time they spend working to benefit the capitalists. Basically the capitalists are stealing from the workers. Yet Marx recognized that this was the essence of capitalism. Only a workers’ revolution, Marx believed, would end this unjust arrangement. Notice that Marx isn’t condemning the capitalist for taking “excessive” profits; he is condemning the capitalist for taking any profits. Marx, I want to emphasize, was not a progressive con man. He passionately believed that capitalists were greedy, corrupt exploiters. The reason he felt that way was that he was a complete ignoramus about business. He simply had no idea how businesses actually operate. Marx never ran a business. He never even balanced his checkbook. He was a lifelong leech. He had all his expenses paid for by his partner, Friedrich Engels, who inherited his father’s textile companies. Progressives like to portray Engels as a businessman but in fact he too didn’t actually operate the family business. He had people to do that for him. Freed from the need to work, Engels was a man of leisure and a part-time intellectual. Ironically Marx and Engels were both dependent on the very capitalism they scorned.

Break the habit of attempting to get people to say “yes.” Being pushed for “yes” makes people defensive. Our love of hearing “yes” makes us blind to the defensiveness we ourselves feel when someone is pushing us to say it. ■​“No” is not a failure. We have learned that “No” is the anti-“Yes” and therefore a word to be avoided at all costs. But it really often just means “Wait” or “I’m not comfortable with that.” Learn how to hear it calmly. It is not the end of the negotiation, but the beginning. ■​“Yes” is the final goal of a negotiation, but don’t aim for it at the start. Asking someone for “Yes” too quickly in a conversation—“Do you like to drink water, Mr. Smith?”—gets his guard up and paints you as an untrustworthy salesman. ■​Saying “No” makes the speaker feel safe, secure, and in control, so trigger it. By saying what they don’t want, your counterpart defines their space and gains the confidence and comfort to listen to you. That’s why “Is now a bad time to talk?” is always better than “Do you have a few minutes to talk?” ■​Sometimes the only way to get your counterpart to listen and engage with you is by forcing them into a “No.” That means intentionally mislabeling one of their emotions or desires or asking a ridiculous question—like, “It seems like you want this project to fail”—that can only be answered negatively. ■​Negotiate in their world. Persuasion is not about how bright or smooth or forceful you are. It’s about the other party convincing themselves that the solution you want is their own idea. So don’t beat them with logic or brute force. Ask them questions that open paths to your goals. It’s not about you. ■​If a potential business partner is ignoring you, contact them with a clear and concise “No”-oriented question that suggests that you are ready to walk away. “Have you given up on this project?” works wonders. CHAPTER 5 TRIGGER THE TWO WORDS THAT IMMEDIATELY TRANSFORM ANY NEGOTIATION

You already know what you know, after all—and, unless your life is perfect, what you know is not enough. You remain threatened by disease, and self-deception, and unhappiness, and malevolence, and betrayal, and corruption, and pain, and limitation. You are subject to all these things, in the final analysis, because you are just too ignorant to protect yourself. If you just knew enough, you could be healthier and more honest. You would suffer less. You could recognize, resist and even triumph over malevolence and evil. You would neither betray a friend, nor deal falsely and deceitfully in business, politics or love. However, your current knowledge has neither made you perfect nor kept you safe. So, it is insufficient, by definition—radically, fatally insufficient. You must accept this before you can converse philosophically, instead of convincing, oppressing, dominating or even amusing. You must accept this before you can tolerate a conversation where the Word that eternally mediates between order and chaos is operating, psychologically speaking. To have this kind of conversation, it is necessary to respect the personal experience of your conversational partners. You must assume that they have reached careful, thoughtful, genuine conclusions (and, perhaps, they must have done the work tha justifies this assumption). You must believe that if they shared their conclusions with you, you could bypass at least some of the pain of personally learning the same things (as learning from the experience of others can be quicker and much less dangerous). You must meditate, too, instead of strategizing towards victory. If you fail, or refuse, to do so, then you merely and automatically repeat what you already believe, seeking its validation and insisting on its rightness. But if you are meditating as you converse, then you listen to the other person, and say the new and original things that can rise from deep within of their own accord. It’s as if you are listening to yourself during such a conversation, just as you are listening to the other person. You are describing how you are responding to the new information imparted by the speaker. You are reporting what that information has done to you—what new things it made appear within you, how it has changed your presuppositions, how it has made you think of new questions. You tell the speaker these things, directly. Then they have the same effect on him. In this manner, you both move towards somewhere newer and broader and better. You both change, as you let your old presuppositions die—as you shed your skins and emerge renewed. A conversation such as this is one where it is the desire for truth itself—on the part of both participants—that is truly listening and speaking. That’s why it’s engaging, vital, interesting and meaningful. That sense of meaning is a signal from the deep, ancient parts of your Being. You’re where you should be, with one foot in order, and the other tentatively extended into chaos and the unknown. You’re immersed in the Tao, following the great Way of Life. There, you’re stable enough to be secure, but flexible enough to transform. There, you’re allowing new information to inform you—to permeate your stability, to repair and improve its structure, and expand its domain. There the constituent elements of your Being can find their more elegant formation. A conversation like that places you in the same place that listening to great music places you, and for much the same reason. A conversation like that puts you in the realm where souls connect, and that’s a real place. It leaves you thinking, “That was really worthwhile. We really got to know each other.” The masks came off, and the searchers were revealed. So, listen, to yourself and to those with whom you are speaking. Your wisdom then consists not of the knowledge you already have, but the continual search for knowledge, which is the highest form of wisdom.

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

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

Know Yourself: Are You a Freezer, Flyer, or Fighter? How avoidance coping manifests for you will depend on what your dominant response type is when you’re facing something you’d rather avoid. There are three possible responses: freezing, fleeing, or fighting. We’ve evolved these reactions because they’re useful for encounters with predators. Like other animals, when we encounter a predator, we’re wired to freeze to avoid provoking attention, run away, or fight. Most people are prone to one of the three responses more so than the other two. Therefore, you can think of yourself as having a “type,” like a personality type. Identify your type using the descriptions in the paragraphs that follow. Bear in mind that your type is just your most dominant pattern. Sometimes you’ll respond in one of the other two ways. Freezers virtually freeze when they don’t want to do something. They don’t move forward or backward; they just stop in their tracks. If a coworker or loved one nags a freezer to do something the freezer doesn’t want to do, the freezer will tend not to answer. Freezers may be prone to stonewalling in relationships, which is a term used to describe when people flat-out refuse to discuss certain topics that their partner wants to talk about, such as a decision to have another baby or move to a new home. Flyers are people who are prone to fleeing when they don’t want to do something. They might physically leave the house if a relationship argument gets too tense and they’d rather not continue the discussion. Flyers can be prone to serial relationships because they’d rather escape than work through tricky issues. When flyers want to avoid doing something, they tend to busy themselves with too much activity as a way to justify their avoidance. For example, instead of dealing with their own issues, flyers may overfill their children’s schedules so that they’re always on the run, taking their kids from activity to activity. Fighters tend to respond to anxiety by working harder. Fighters are the anxiety type that is least prone to avoidance coping: however, they still do it in their own way. When fighters have something that they’d rather not deal with, they will often work themselves into the ground but avoid dealing with the crux of the problem. When a strategy isn’t working, fighters don’t like to admit it and will keep hammering away. They tend to avoid getting the outside input they need to move forward. They may avoid acting on others’ advice if doing so is anxiety provoking, even when deep down they know that taking the advice is necessary. Instead, they will keep trying things their own way. A person’s dominant anxiety type—freezer, flyer, or fighter—will often be consistent for both work and personal relationships, but not always. Experiment: Once you’ve identified your type, think about a situation you’re facing currently in which you’re acting to type. What’s an alternative coping strategy you could try? For example, your spouse is nagging you to do a task involving the computer. You feel anxious about it due to your general lack of confidence with all things computer related. If you’re a freezer, you’d normally just avoid answering when asked when you’re going to do the task. How could you change your reaction?