Pillar Business Quotes

In addition, if a person makes the error of identifying self with his work (rather than with the internal virtues that make the work possible), if self-esteem is tied primarily to accomplishments, success, income, or being a good family provider, the danger is that economic circumstances beyond the individual’s control may lead to the failure of the business or the loss of a job, flinging him into depression or acute demoralization.

Oh, good grief," said Vimes. "Look, it's quite simple, man. I was expected to go "At last, alcohol!", and chugalug the lot without thinking. Then some respectable pillars of the community" - he removed the cigar from his mouth and spat - "were going to find me, in your presence, too - which was a nice touch - with the evidence of my crime neatly hidden but not so well hidden that they couldn't find it." He shook his head sadly. "The trouble is, you know, that once the taste's got you it never lets go." "But you've been very good, sir," said Carrot. "I've not seen you touch a drop for -" "Oh, that," said Vimes. "I was talking about policing, not alcohol. There's lots of people will help you with the alcohol business, but there's no one out there arranging little meetings where you can stand up and say, "My name is Sam and I'm a really suspicious bastard.

The value-driven AI rests on four pillars: human safety and human rights; strong ethical and unbiased legal systems; morality-driven media; and morality-based business and research. They complement each other.

You don't need to go running from pillar to post looking for what God looks like.

Facts, as Reagan famously said, are stubborn things. Truth and honesty are vital pillars of presidential leadership; they create an ineffable reservoir of goodwill for the moments when the man in the Oval Office can’t tell Americans all the details of a military or law enforcement operation. They are a buttress against attacks on his programs, his intentions, and his statements. Leadership demands trust. Trust that the president will keep his word, do as he promises, and deliver on commitments. Donald Trump, the Münchhausen of presidents, is a notorious serial liar and fabulist. He is a man who has boasted about his own dishonesty in life, marriage, and business.

Heavenly Father, I promise never again (or for three business days, whichever comes first) to take your blessings for granted if your boundless wisdom can manifest to smite this motherfucker. I don’t know, rain down some sulphur, whisper divine suggestion into his ear, even the old salt pillar trick would suffice. But ... I will take up thy sword and act as the county’s mortal archangel once again if I must. I swear to your oft-alleged earthly son that if this thug doesn’t put the toddler down and stop swinging that oversized plastic bat at us, he’ll spend his weekend removing my well-shined size eleven Florsheim from his PCP-smoking ass at the Ballard Institute for Deadbeat Dad Castration.

A diversified economy is a central pillar of economic security.

Successful businesses, therefore, stand on two pillars. Pillar number one: the ability to generate profit. Pillar number two: the ability to effectively manage cash flow.

a poker-rectumed pillar of the establishment [Marcus Corvinus on a Roman Senator]

Seven pillars make or kill a brand,’ says Goenka. ‘Packaging, pricing, product, promotion, distribution, advertising, and margins to retailers. We ensure there is equal focus on all these aspects.

Andreasen wanted to know why these people had deviated from their usual patterns. What he discovered has become a pillar of modern marketing theory: People’s buying habits are more likely to change when they go through a major life event. When someone gets married, for example, they’re more likely to start buying a new type of coffee. When they move into a new house, they’re more apt to purchase a different kind of cereal. When they get divorced, there’s a higher chance they’ll start buying different brands of beer.7.7 Consumers going through major life events often don’t notice, or care, that their shopping patterns have shifted. However, retailers notice, and they care quite a bit.

A City where I grew up, I learnt to walk for the first time. A city whose landscape is sprawled with huge bungalows. Bungalows spread in acres, connected by adjacent roofs & pillars, or having a common verandah. Everyone connected literally and figuratively in one another’s life; No one willing to mind their own business ~ ~ A Tale of Two Cities, Days and Nights Anthology

Once, there were men who loved to see punishment. They were elected officials, businessmen, community pillars, and every kind of man in between. They loved anything that would balkanize everyone they considered beneath them. If everyone was busy fighting for their rights, fighting each other, and the men stayed together, they would always get to be in charge of everything.

Simply put, the emphasis was therefore on maintaining a society of farmers and lumberjacks, with a small cadre of lawyers, priests, doctors, and politicians to oversee it. Money and business were left to les Anglais. This situation grew untenable, of course, by the mid-twentieth century, and a number of thinkers, artists, and writers (of whom my father was one) fomented the Quiet Revolution, making education, urbanization, and secularism key pillars of modern Quebec.

Innovators and creators are persons who can to a higher degree than average accept the condition of aloneness—that is, the absence of supportive feedback from their social environment. They are more willing to follow their vision, even when it takes them far from the mainland of the human community. Unexplored spaces do not frighten them—or not, at any rate, as much as they frighten those around them. This is one of the secrets of their power—the great artists, scientists, inventors, industrialists. Is not the hallmark of entrepreneurship (in art or science no less than in business) the ability to see a possibility that no one else sees—and to actualize it? Actualizing one’s vision may of course require the collaboration of many people able to work together toward a common goal, and the innovator may need to be highly skillful at building bridges between one group and another. But this is a separate story and does not affect my basic point. That which we call “genius” has a great deal to do with independence, courage, and daring—a great deal to do with nerve. This is one reason we admire it. In the literal sense, such “nerve” cannot be taught; but we can support the process by which it is learned. If human happiness, well-being, and progress are our goals, it is a trait we must strive to nurture—in our child-rearing practices, in our schools, in our organizations, and first of all in ourselves.

Synergy refers to the interaction of elements that when combined produce a total effect that is greater than the sum of the individual elements. In the context of your business, consider how a team can put forth a collaborative effort that exceeds an individual’s output. Now on task, you may begin to share the key parts of your plan with the pillars of your business or family. Embrace the opportunity and be enthusiastic as you are assigning responsibilities. Everyone needs to have a “paddle in the canoe” and work in synchronicity to achieve the desired outcome.

A person who is brilliantly talented and successful at work but irrational and irresponsible in his or her private life may want to believe that the sole criterion of virtue is productive performance and that no other sphere of action has moral or self-esteem significance. Such a person may hide behind work in order to evade feelings of shame and guilt stemming from other areas of life (or from painful childhood experiences), so that productive work becomes not so much a healthy passion as an avoidance strategy, a refuge from realities one feels frightened to face. In addition, if a person makes the error of identifying self with his work (rather than with the internal virtues that make the work possible), if self-esteem is tied primarily to accomplishments, success, income, or being a good family provider, the danger is that economic circumstances beyond the individual’s control may lead to the failure of the business or the loss of a job, flinging him into depression or acute demoralization.

Entrepreneurship is rapidly emerging as a pillar of modern economic development, with cities, states, and countries coming to understand that their futures depend on new people creating new businesses that, in turn, create new jobs.

Today I address professionals, business leaders and researchers on how they can contribute with innovative ideas to achieve these ten pillars. These are as follows: 1) A nation where the rural and urban divide has reduced to a thin line. 2) A nation where there is equitable distribution and adequate access to energy and quality water. 3) A nation where agriculture, industry and the service sector work together in symphony. 4) A nation where education with value systems is not denied to any meritorious candidates because of societal or economic discrimination. 5) A nation which is the best destination for the most talented scholars, scientists and investors. 6) A nation where the best of healthcare is available to all. 7) A nation where the governance is responsive, transparent and corruption free. 8) A nation where poverty has been totally eradicated, illiteracy removed and crimes against women and children are absent and no one in the society feels alienated. 9) A nation that is prosperous, healthy, secure, peaceful and happy and follows a sustainable growth path. 10) A nation that is one of the best places to live in and is proud of its leadership.

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

All the business of war, and indeed all the business of life, is to endeavour to find out what you don’t know by what you do; that’s what I called ‘guessing what was at the other side of the hill.’” —Arthur Wellesley, 1st Duke of Wellington

Q. What do you hope readers will take away from their reading experience? A. We all have the power to build and lead meaningful lives. It’s in our control. If you feel hopeless and depressed, if you feel unmoored and lost, if you feel uninspired and disengaged, then you can turn to the four pillars and strengthen them in your life. As I mentioned earlier, there are untapped sources of meaning all around us, and if we have the right mind-set, we can tap into them and lead richer and more satisfying lives as a result. First, though, you have to know what you are looking for, which is where this book comes in. I also want to convince readers that the pursuit of meaning is ultimately more important and fulfilling than the search for happiness, and that even if you’re not happy at the moment, that doesn’t mean you’re not leading a good life. In our happiness-obsessed culture, people who don’t feel happy all the time are made to think that there’s something wrong with them. But it’s perfectly normal to be unhappy. In fact, the most meaningful projects and pursuits—having kids, starting a business, or creating art, to name just a few—are often stressful and frustrating. But the pursuit is worth the pain, because you’re contributing to the world and making it a better place in ways big and small.

You can gain great insights about investing from a careful study of Buffett’s Generals. He was constantly appraising the value of as many stocks as he could find, looking for the ones where he felt he had a reasonable ability to understand the business and come up with an estimate for its worth. With a prodigious memory and many years of intense study, he built up an expansive memory bank full of these appraisals and opinions on a huge number of companies. Then, when Mr. Market offered one at a sufficiently attractive discount to its appraised value, he bought it; he often concentrated heavily in a handful of the most attractive ones. Good valuation work and proper temperament have always been the two keys pillars of his success as an investor. Buffett

Here are a few different types of emails you can send: Common FAQs – An email that answers repeat questions you get from readers and subscribers Affiliate case study – An email that details the results from taking a course or using a tool that you’re an affiliate for Teaser to an existing post – An email that links to pillar or cornerstone pieces on your blog Tools and resources – An email that shares your favorite tool collection The Start Here – An email that links to your most important resources Break the myths – An email that lays out myths that your subscribers may think are true Behind the scenes – An email that gives an insiders’ peek into what’s going on with your business Personal story – An email that gives an insiders’ peek into your struggles or backstory One-click survey – An email that asks a simple question to segment subscribers or allows them to choose their own email journey Survey or How can I help you? – An email asking for responses or providing an offer to help Postpurchase welcome email – An email sent immediately after purchase to buyers of your offer Unexpected incentive email – A simple cheat sheet, guide, or PDF that subscribers were not expecting Favorite thing – A collection of your favorite books/blogs/stock photo sites, etc. I have used every one of these emails in my email marketing mix. Doing so breaks up the monotony of sending the same style of email each week, and each of these emails feeds your marketing goals differently as well.

We have all heard of the bottom line, but have you heard of the triple bottom line? Abbreviated 3BL, it’s also known as the three pillars or the three Ps: profit, people, and the planet. More companies are adopting the Zero Waste Business Principles developed by ZWIA, principles that encourage looking at resources in new ways.

And though that is scary sometimes and can be hard in the moment, you become empowered as soon as you stop making excuses for the events in your life. That is the ultimate wealth truth.

The value of double-entry bookkeeping, therefore, wasn’t merely in dry efficiency. The ledger came to be viewed as a kind of moral compass, whose use conferred moral rectitude on all involved with it. The merchant was pious, the banker had sanctity—three popes in the sixteenth and seventeenth centuries came from the Medici family—and the trader discharged his business with veneration. Businessmen, previously mistrusted, became moral, upstanding pillars of the community.

There are 3 Pillars that every employee needs to succeed: (1) clear expectations, (2) actionable feedback, and (3) barrier removal.

I’ve identified the four key strategic decisions that formed the rock-solid foundation of Four Seasons. These are now known as the four pillars of our business model. They are quality, service, culture, and brand.

Suppose boredom is a backstairs to liberation — insignificant, and so often overlooked. No one who has not known its higher degrees can claim to have lived. Not the Relative Boredom of long waiting at junctions for railway connections on the way to visit friends—or the rashly accepted week-end with acquaintances—the reviewing of a dull book. In such Relative Boredom the "wasting-of-time"-feeling only heightens the enjoyment of the coming escape, the anticipation of which sustains us meanwhile. Absolute Boredom is rather the pain of nausea, it is the loss of one's livelihood as for the pianist who loses his hands, the unsatiable desire for what we know makes us sick, it is the Great Drought, the "Carnal physic for the sick soul", the Dark Night of the Soul after the climbing of Mount Carmel, it is the pillar of salt, the exile from the land which is no more, the Sin against the Holy Ghost, the break-up of patterns, the horror that waits alone in the night, the entry into the desert where Death mocks by serving one one's daily food and one cannot bear hut to keep the darkness of one's own shadow before one for the very brightness of the light that reveals the universal emptiness. Do not try to turn back now — here in the desert perhaps there are doors open—in the cool woods they are overgrown, and in the busy cities they have built over them.

The most important pillar behind innovation and opportunity—education—will see tremendous positive change in the coming decades as rising connectivity reshapes traditional routines and offers new paths for learning. Most students will be highly technologically literate, as schools continue to integrate technology into lesson plans and, in some cases, replace traditional lessons with more interactive workshops. Education will be a more flexible experience, adapting itself to children’s learning styles and pace instead of the other way around. Kids will still go to physical schools, to socialize and be guided by teachers, but as much, if not more, learning will take place employing carefully designed educational tools in the spirit of today’s Khan Academy, a nonprofit organization that produces thousands of short videos (the majority in science and math) and shares them online for free. With hundreds of millions of views on the Khan Academy’s YouTube channel already, educators in the United States are increasingly adopting its materials and integrating the approach of its founder, Salman Khan—modular learning tailored to a student’s needs. Some are even “flipping” their classrooms, replacing lectures with videos watched at home (as homework) and using school time for traditional homework, such as filling out a problem set for math class. Critical thinking and problem-solving skills will become the focus in many school systems as ubiquitous digital-knowledge tools, like the more accurate sections of Wikipedia, reduce the importance of rote memorization. For children in poor countries, future connectivity promises new access to educational tools, though clearly not at the level described above. Physical classrooms will remain dilapidated; teachers will continue to take paychecks and not show up for class; and books and supplies will still be scarce. But what’s new in this equation—connectivity—promises that kids with access to mobile devices and the Internet will be able to experience school physically and virtually, even if the latter is informal and on their own time.

The Wind of God took possession of D. L. Moody, an uneducated young business man in Chicago, and in the power of this resistless Wind, men and women and young people were mowed down before his words and brought in humble confession and renunciation of sin to the feet of Jesus Christ, and filled with the life of God they have been the pillars in the churches of Great Britain and throughout the world ever since.

So in 2013, Patagonia launched a venture capital fund to invest in environmentally and socially responsible for-profit start-ups. We wanted to apply the many lessons we have learned in trying to conduct our business more responsibly to applications beyond the outdoor apparel industry. We were willing to sacrifice short-term returns for long-term financial and environmental gains. Tin Shed Ventures serves as a vehicle for the third pillar of Patagonia’s mission statement: “ . . . use business to inspire and implement solutions to the environmental crisis.” But it also serves to do good in the world: providing funding for people who have business ideas that could help solve the environmental crisis. It is really the small private businesses we hope to influence. It is the tens of thousands of young people who dream of owning their small farm someday. All of us working together can create the change that we need.

Never think of justification as something that happens solely at the beginning of the Christian life, as though, once you are justified, you then roll up your sleeves and say, "We'd better get on with this business of sanctification or we will lose our justification." No! No! Justification is over you all the time, like the sun. Like the pillar of cloud in the desert that sheltered Israel from the heat. Justification and sanctification are like two railroad lines that run side by side all the way, all the days of your life. They may look as though they merge and join on the horizon. The fact is they run parallel, side by side, all the way. In other words, every minute of your standing before God does not depend on how you are doing, but on how Christ has done. That is the good news of the gospel.

Thinking, Fast and Slow by Daniel Kahneman The Four Pillars of Investing by William Bernstein The Little Book of Common Sense Investing by John Bogle The Little Book of Behavioral Investing by James Montier Stocks for the Long Run by Jeremy Siegel The Warren Buffett Portfolio by Robert Hagstrom Damn Right: Behind the Scenes with Berkshire Hathaway Billionaire Charlie Munger by Janet Lowe Investing: The Last Liberal Art by Robert Hagstrom Success Equation: Untangling Skill and Luck in Business, Sports, and Investing by Michael Mauboussin Devil Take the Hindmost by Edward Chancellor The Most Important Thing by Howard Marks All About Asset Allocation by Rick Ferri Winning the Loser's Game by Charles Ellis

Key Takeaways It’s the community that leads you to the problem, which leads you to the product, which leads you to your business. Once you’ve found community-you fit, start contributing with the intention of becoming a pillar in that community. Pick the right problem (it’s probably one you have), and confirm that others have it. Then confirm you have business-you fit too. When in doubt, always go back to the community. They will help you keep going and ultimately succeed.

If you are familiar with the cycle and become an expert in your sector, opportunities will materialize.

The Jewish interpretation of the world followed upon the Christian, just as the Christian one followed Roman and Greek culture. So now Jewish analyses, images, definitions of art, science, sociology, literature, politics, the information media, dominate. Marx and Freud are the pillars that mark the road from East to West. Neither are imaginable without Jewishness. Their systems are defined by it. The axis USA-Israel guarantees the parameters. That is the way people think now, the way they feel, act and disseminate information. We live in the Jewish epoch of European cultural history. And we can only wait, at the pinnacle of our technological power, for our last judgment at the edge of the apocalypse…. So that's the way it looks, for all of us, suffocating in unprecedented technological prosperity, without spirit, without meaning... Those who want to have good careers go along with Jews and leftists and the race of superior men has been seduced, the land of poets and thinkers has become the fat booty of corruption, of business, of lazy comfort.

YouTube also contains a treasure trove of lectures by nearly all of finance’s leading lights, strewn throughout its vast wasteland of misinformation. Tread carefully. A few wrong clicks and you’ll wind up with a QAnon conspiracist or a crypto bro. Of the names I’ve mentioned in this book, I’d search for John Bogle, Eugene Fama, Kenneth French, Jonathan Clements, Zvi Bodie, William Sharpe, Burton Malkiel, Charles Ellis, and Jason Zweig. Worthwhile finance podcasts abound. Start with the Economist’s weekly “Money Talks” and NPR’s Planet Money, although most of the latter’s superb coverage revolves around economics and relatively little around investing. Rick Ferri’s Boglehead podcast interviews cover mainly passive investing. Another financial podcast I highly recommend is Barry Ritholtz’s Masters in Business from Bloomberg. Podcasts are a rapidly evolving area. Lest you wear your ears out, you’ll need discretion to curate the burgeoning amount of high-quality audio. Research mutual funds. All the fund companies discussed in this book have sophisticated websites from which basic fund facts, such as fees and expenses, can be obtained, as well as annual and semiannual reports that list and tabulate holdings. If you’re researching a large number of funds, this gets cumbersome. The best way is to visit Morningstar.com. Use the site’s search function to locate the main page for the fund you’re interested in and click the “Expense” and “Portfolio” tabs to find the fund expense ratio and detailed data on the fund holdings. Click the “Performance” tab to see the fund’s return over periods ranging from a single day up to 15 years, and the “Chart” tab to compare the returns of multiple funds over a given interval. ***

The Rat, Monkey and Rooster are in ’Harmony.’ Therefore, if you have one of these animals in your pillars, you can expect a good and harmonious year for your business, career, education, home environment, and personal relationships.

The first pillar of the plan to fall into place was organizational. Almost immediately, Charles Koch set about restructuring the interlocking group of companies that Fred Koch had left behind. The confusing amalgam of corporate entities—the engineering company, the oil gathering business, the pipelines, the ranches—would soon be welded into a single entity. The second pillar of Charles Koch’s plan was physical: the company would be based in a new office complex. Before Fred Koch died, the company had offices in a downtown building that was named after him. But by a stroke of coincidence, that building was scheduled to be demolished just when Fred died, torn down in order to make way for an urban renewal project. In its place, Charles Koch oversaw the construction of new headquarters, this one on the far-northeast corner of town.

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

And an Executive Business Review? An executive business review (EBR) should present information at a much higher level, with a focus on executive leadership. It is one of the most influential meetings you will have with your customer all year, yet it’s the one most organizations tend to forget. QBRs happen frequently, across the industry, but EBRs? Not so much. Less tactical and less operational than a QBR, an EBR is typically reserved for your customer’s executive leadership team because it’s a high-level review of the value your product is providing the customer. When you draft an EBR, you should be thinking along the lines of, Who is my stakeholder’s boss? How do I co-present to my stakeholder and their boss the value my product has offered and will continue to offer them? An EBR is a way to move up the value chain, promote your stakeholder’s brand inside their own company, and share wins with the executive leader. It’s a strategic meeting that should focus on reinforcing the value in your customer ROI. It should also validate the goals of the organization, because like you did with your QBRs, you’re building a partnership through open dialogue. The only difference is now you’re doing it at an executive level. EBRs should be scheduled twice a year. I typically recommend scheduling one at least three months before the customer’s renewal because if the meeting goes well, it may help move the renewal along faster. I have seen executives stop pushing on price when they’re negotiating terms, and I’ve even seen some CSMs contact a stakeholder’s executive directly to ask for their help. “We’re having trouble with this renewal. Can you step in and assist?” More often than not, the executive will call whoever they need to call and say, “Just get it done.” Plus, when you reach out and ask for help, you’re engaging executive-level advocates, which is always a good thing.

Indeed for a long time they could get nothing more out of him, he was so busy sending smoke rings dodging round the pillars of the hall, changing them into all sorts of different shapes and colours, and setting them at last chasing one another out of the hole in the roof.

In order to attract investors, a fledgling business has to prove that there’s a market. No matter what their product or service, no matter how great it sounds on paper, they have to be able to prove that there are a certain number of individuals or businesses interested in, able to afford, and likely to purchase it. TAM, SAM, and SOM refer to the “total available market,” the “serviceable available market,” and the “serviceable obtainable market.

Like Kahlil Gibran said, love each other like two pillars supporting the same roof. While looking out on the horizon together, allow space between you and your loved one. Without it, you will suffocate and exhaust your love.

The analysts feel immense pressure to recommend the stocks of companies that their firm underwrites, or whose underwriting business they are seeking. Analysts are frequently threatened with discipline, or worse, for making unfavorable recommendations about such companies, and their recommendations are laced with euphemisms such as “outperform,” “accumulate,” or “hold.” Because it may anger a potential underwriting client, the word “sell” does not seem to be in their vocabulary.

Arched pillars held up a very high ceiling that echoed with the sounds of footsteps as everyone bustled about their business. They all seemed to know exactly what to do and where to go...

However, business is only one of three pillars of society, the other two being civil society and government.

When employees go through a structured onboarding process, they are 58% more likely to remain with the company after three years.

Great intelligence and good luck are not required. The essential characteristics of the successful investor are the discipline and stamina to, in the words of John Bogle, “stay the course.” Investing is not a destination. It is an ongoing journey through its four continents—theory, history, psychology, and business.

So when all your friends are investing in a certain area, when the business pages are full of stories about a particular company, and when “everybody knows” that something is a good deal, haul up the red flags. In short, identify current conventional wisdom so that you can ignore it.

Everything that’s happened to you in the past happened to you and only you—the good, the bad, the boring. It’s led you to the person you are today, and it’s unlike anyone else. Use these experiences to your advantage.

The music business was built around five pillars: • Free radio promotion • A limited number of competing music labels • The high cost of production, requiring musicians to get financing from labels • The Top 40 hits–based focus of the baby boomer generation • A high-margin, nonreproducible medium (the LP) Notice that none of these five pillars has anything to do with tribes or leadership. One by one, each of these five pillars has crumbled

And herein lies a key ambiguity about large defence contractors: they are pillars of the free market economy whose shareholders are supposed to provide oversight, while receiving extensive state support which insulates them from market vagaries and meaningful oversight. One thing, however, is constant: this either-or status has resulted in companies that are often badly managed and regularly find themselves in financial difficulties, despite their government’s efforts, sometimes illegal, to find them business.

Along with such worthies as Almond L. Bliss, Archimedes Stevenson, Alton F. Pratt, Dusenberry J. Furman, and Deacon Ransom Todd, he was one of several hundred individuals profiled in the 1888 commemorative volume Portrait and Biographical Album of Lenawee County, Mich. That publication extoled him as a “valuable citizen” who had become known throughout the locality as a stock breeder, first of short-horn cattle, later of Shropshire fine-wool sheep and Poland-China hogs. His prize bull, Garfield—a “fine, well-proportioned animal”—was the envy of neighboring farmers.3 In addition to his business pursuits, he served in a number of official capacities, including township drain commissioner. He was a pillar of his church, St. Dominic in the township of Clinton.4

Garland held bombing classes, fired guns, repaired machine-guns, wheels, and harness, and was armourer for them all. The feeling was busy and confident.

Somewhere on the road to globalization, Porter said, the self-image of business as a pillar of community had yielded to a self-image of “We’re global now, and that’s no longer our problem.

Great business people do not sit in their comfort zone; they push things to the next level, even if it means a bit of hardship.