Positive Partnerships Quotes

So. Monday. We meet again. We will never be friends—but maybe we can move past our mutual enmity toward a more-positive partnership.

Being able to let go of a righteous position is a key to creating partnership.

African nations should invest more in development-oriented projects and partnerships while positioning itself in the new world. Unfortunately, we are lead by politicians. #DonSantoNotes

A German-Russian partnership is a key element in any serious pan-European integration process. It is my ardent wish that Russia and Germany may manage to preserve all the positive achievements of the late 1980s and early 1990s in today's difficult times.

Experiencing empathy, the freedom to explore, trust, and insight can reset your default reactions to a more curious, tolerant, and confident stance. Because our brains are plastic, consistently positive experiences do stimulate existing neurons to adapt and connect in different pathways. Nurturing relationships help us grow psychologically and neurally in ways that are not possible in nonnurturing relationships. As adults, our most important opportunity for a nurturing relationship comes through committed partnership. It’s a breakthrough to realize that the purpose of committed relationship is not to be happy, but to heal. And then you will be happy!

I give appreciation for my life, and I see the miracle in each moment.

He was still grinning, and his confidence was infectious. Who said one man can't rescue another, I thought. We had changed from climbing to rescue, and the partnership had worked just as effectively. We hadn't dwelt on the accident. There had been an element of uncertainty at first, but as soon as we had started to act positively everything had come together.

Those who understood our cultural moment saw that selling out—corporate positions, partnerships, sponsors—would become our generation’s premier aspiration, the best way to get paid.

Nightbitch resolved to demand things- all sorts of things. To ask. To not assume she had to cook the dinner and do the night-nights and clean the house and pay the bills and buy the presents and send the cards and schedule to appointments and keep track of every last thing all by herself. This was, after all, a partnership, wasn’t it? This was, after all, the modern era, empowerment and feminism and all that, and she had not been taking advantage of any of it because, she discovered as she thought further, she did not have a job. Or, rather, she did not have a job that paid any money whatsoever; in fact, it was a drain on money, represented negative money, this mothering job. Because her husband paid for their lives, paid for the privilege she had of staying home each and every day devoting herself completely to motherhood and nothing else, she had felt, ever since she stepped down from her position at the gallery, that she was in no place to demand anything, He worked all week, and she felt it was too much to ask him to lift a finger on the weekend, because she had automatically devalued her work from the start. She had been, she saw now, inculcated by a culture that told her, Look, it’s cute you’re a mom, and go do your thing, but, honestly, it’s not that hard; you’re probably not all that smart or interesting , but good for you for feeling fulfilled by mothering.

1. I alone am whole. 2. I am balanced. 3. I am aware that my inner world creates my outer world and I choose to create a positive loving environment. 4. I have the power within me to change my world.

It is possible. It just doesn’t happen enough. Private industry—with its incredible ability to move fast and efficiently—in partnership with government, with its broad mandate, is perhaps the most powerful force we have for positive change in society.

Analytic philosophy, that is to say, can very occasionally produce practically conclusive results of a negative kind. It can show in a few cases that just too much incoherence and inconsistency is involved in some position for any reasonable person to continue to hold it. But it can never establish the rational acceptability of any particular position in cases where each of the alternative rival positions available has sufficient range and scope and the adherents of each are willing to pay the price necessary to secure coherence and consistency. Hence the peculiar flavor of so much contemporary analytic writing—by writers less philosophically self-aware than Rorty or Lewis—in which passages of argument in which the most sophisticated logical and semantic techniques available are deployed in order to secure maximal rigor alternate with passages which seem to do no more than cobble together a set of loosely related arbitrary preferences; contemporary analytic philosophy exhibits a strange partnership between an idiom deeply indebted to Frege and Carnap and one deriving from the more simple-minded forms of existentialism

Criticizing the “corrupt, questionable, and unqualified leaders [placed] into key positions,” the argument rested on the principle of command responsibility: “The international community has enabled and encouraged bad governance through agreement and silence, and often active partnership.” Moving the issue away from the humanitarian terrain where it often resides, we made corruption relevant to war fighters by explaining its centrality to prospects of victory. “Afghans’ acute disappointment with the quality of governance . . . has contributed to permissiveness toward, or collusion with,” the Taliban, we wrote, laboring to stultify our language with a credible amount of jargon. In plain English: why would a farmer stick out his neck to keep Taliban out of his village if the government was just as bad? If, because of corruption, an ex-policeman like Nurallah was threatening to turn a blind eye to a man planting an IED, others were going further. Corruption, in army-speak, was a force multiplier for the enemy. “This condition is a key factor feeding negative security trends and it undermines the ability of development efforts to reverse these trends,” our draft read.

Life Is an Ambiguous Stimulus In a very real sense, life is an ambiguous stimulus. Does survival of a heart attack indicate that death is imminent or that one has been given a new lease on life? Is falling in love an assurance of a lifelong partnership or the first sign of an inevitable heartbreak? Many human situations are complex and their meanings subtle. Thus, to make sense of and gain agency over our experiences, we engage in the process of self-reflection. Through self-reflection, people come to realize that their lives are filled with uncertainty about their own identities, their relationships with others, and their environmental circumstances. Because living involves adaptation to irregular changes and perturbations from the environment, the process of self-reflection reveals the indefinite nature of life. The uncertainty stemming from threatening stimuli whose nature is unknown or unpredictable evokes stress and a sense of loss of control. In response to uncertainty, we are driven to make meaning of our experiences and in so doing to reduce uncertainty. Indeed, a series of cunning experiments demonstrated that the sense of lacking control promotes illusory pattern perception in ambiguous situations. Hence, people consciously or unconsciously attempt to regain a sense of control by projecting patterns onto the chaos of their lives. This meaning-making process hinged on the appraisal of stressors and their meaningful integration into our autobiographical narratives.

Positive-sum games are different. They’re cooperative. They continue only as long as both sides are gaining, or expect to. Like any good marriage or alliance or business partnership, benefits to both sides is what keeps it together. When you add up the gains, the result is positive. A positive-sum game.

So Medtronic adjusted not only its marketing efforts, but also the services it provided to directly target potential patients. For example, in conjunction with local cardiologists, Medtronic organized heart-health screening clinics across the country—providing prospective patients with free, direct access to specialists and high-tech equipment without having to go through an overwhelmed GP first. The question of paying for a pacemaker and the attendant medical services was no small concern. So Medtronic created a loan program to help patients pay for the pacemaker procedure. The company initially assumed that patients might be drawn to loans that actually expired upon the patient’s death, so that they were not saddling the family with the burden of debt—the emotional and social component of their Job to Be Done. And, as the Medtronic team learned from patients themselves, that was what they often wanted. But friends and family wanted something different: they tended to rally around a patient to find the money necessary. In those cases, the patient was more likely simply to need a bridge loan until those funds could be gathered. Medtronic made sure that the loan process was not daunting for the family: a loan is typically approved within two days, requiring minimum paperwork and entailing no asset mortgage. The experience of navigating the complex web of health care in India could be overwhelming for both patients and their families. So the company began to work with local hospitals to create a patient counselor role, initially calling them “Sherpas,” that helped patients navigate the often mind-boggling bureaucracy of a hospital, keeping their procedure and aftercare as top priorities. The patient counselor role became so popular that hospitals asked if the company would allow patients obtaining pacemakers through traditional routes to seek assistance from a counselor, too. Seeing an opportunity to further identify Jobs to Be Done from within the hospital system, Medtronic jumped at the chance. “At the end of the day, we realized the role was such an important position, we adjusted the role. And we were OK with it,” Monson recalls. “It ingrained the value of that person into the entire hospital system, and thus our business model. And it made us the partner of choice. To me that was a clear example of hitting a Job to Be Done.” The first Medtronic pacemaker distributed through the Healthy Heart for All (HHFA) program in India was implanted in late 2010. Medtronic currently has partnerships with more than one hundred hospitals in thirty cities. India is considered to be one of the most high-potential growth markets for the company.

I am aware that my inner world creates my outer world and I choose to create a positive loving environment.

In this book, we propose three ways to think about how to renovate democracy, the social contract, and global interconnectivity in order to take back control: • Empowering participation without populism by integrating social networks and direct democracy into the system through the establishment of new mediating institutions that complement representative government • Reconfiguring the social contract to protect workers instead of jobs while spreading the wealth of digital capitalism by providing all citizens not only with the skills of the future but also with an equity share in “owning the robots” • Harnessing globalization through “positive nationalism” at home, global cooperation where necessary, and partnership where interests converge to temper the strategic rivalry between China and the United States

When dealing only with his own money, investment losses never bothered Munger much. To him it was like a losing night in a regular poker game where you knew you were one of the best players—you'd make up the difference later. But he now found that reported, temporary quotational losses in the Wheeler, Munger limited partnership accounts gave him tremendous pain. And so, by the end of 1974, he had resolved, like Buffett, to stop managing money for others in a limited partnership format. He would liquidate Wheeler, Munger after its asset value made a substantial recovery. And he would liquidate soon enough so that he would not take any general partner's override when the main investment positions were distributed. In 1975, Wheeler, Munger did make an impressive recovery with a gain of 73.2 percent, and Munger and Marshall liquidated the partnership early in 1976.

After September 11, there were customers who sent checks to Southwest Airlines to show their support. One note that accompanied a check for $1,000 read, “You’ve been so good to me over the years, in these hard times I wanted to say thank you by helping you out.” The checks that Southwest Airlines received were certainly not enough to make any significant impact on the company’s bottom line, but they were symbolic of the feeling customers had for the brand. They had a sense of partnership. The loyal behavior of those who didn’t send money is almost impossible to measure, but its impact has been invaluable over the long term, helping Southwest to maintain its position as the most profitable airline in history.

Today, Pharma still regards Africa as the beau ideal to test immunizations, and as a lucrative receptacle for dumping expired and defective stocks.5 Bill Gates has played a key role in legitimizing this arrangement while collaborating with captive or corrupt WHO officials to scam Western donor nations into footing the bill, and guaranteeing rich profits for pharmaceutical companies in which, coincidentally, he holds hefty stock positions. Gates—the “biggest funder of vaccines in the world”6—is heavily invested in lucrative partnerships with almost all the world’s largest vaccine companies.7 Bill and Melinda Gates have continued the tradition of human experimentation in Africa with the WHO stepping neatly into the role of an enabling colonial vassal.

Yet, in most of the world, US power was hegemonic more than coercive. The United States’ offer to serve as policeman of the world has been accepted by a majority of the world since 1945, and by almost the entire world after 1991. Many countries look to the US military’s command of the commons (the world’s airspace and seas as well as outer space) to ensure global order and to protect them from nearby regional powers that, in the absence of American military dominance, could dominate or invade their neighbors. Thus, communist Vietnam, after decades of fighting and millions of deaths to free itself from US domination, eagerly signed up for the Trans-Pacific Partnership and is considering allowing the United States to base warships at Cam Ranh Bay to deflect Chinese power—and of course each and every Eastern European country begged for admission to NATO and the EU, just as Western European governments positioned themselves after World War II within a geopolitical and economic structure designed and controlled by the United States in return for protection from the USSR. American aid through the Marshall Plan came after the recipient governments had already cast their lot with the United States.

aside to give the British an open shot at Messina, George had every reason to be furious. After all, Montgomery had supplies from Syracuse, he had the eastern road, and he had the Seventh Army watching his back. What more did he need? Was Alexander’s job to make sure Monty snatched every last laurel of victory for the British Empire? Then again, George was in no position to argue. The Supreme Commander had just jacked him up over Seventh Army’s reports, and the friendly fire on Ridgway’s paratroopers had driven George deep into Ike’s doghouse. He worried, with some justification, that Ike was going to fire him. Ike had lectured him for months on the necessity of complete and seamless Allied harmony, and he had personally warned Patton that he would send home any general who failed to cooperate. Now, George fretted, Ike seemed to be looking for an excuse to fire him and replace him with someone more pliable. Someone like Omar Bradley.59 It was no time for George to open his mouth, and he knew it. Seventh Army would comply fully with Army Group orders, he assured Alexander. If called

Third, the idea that venture capitalists get into deals on the strength of their brands can be exaggerated. A deal seen by a partner at Sequoia will also be seen by rivals at other firms: in a fragmented cottage industry, there is no lack of competition. Often, winning the deal depends on skill as much as brand: it’s about understanding the business model well enough to impress the entrepreneur; it’s about judging what valuation might be reasonable. One careful tally concluded that new or emerging venture partnerships capture around half the gains in the top deals, and there are myriad examples of famous VCs having a chance to invest and then flubbing it.[6] Andreessen Horowitz passed on Uber. Its brand could not save it. Peter Thiel was an early investor in Stripe. He lacked the conviction to invest as much as Sequoia. As to the idea that branded venture partnerships have the “privilege” of participating in supposedly less risky late-stage investment rounds, this depends from deal to deal. A unicorn’s momentum usually translates into an extremely high price for its shares. In the cases of Uber and especially WeWork, some late-stage investors lost millions. Fourth, the anti-skill thesis underplays venture capitalists’ contributions to portfolio companies. Admittedly, these contributions can be difficult to pin down. Starting with Arthur Rock, who chaired the board of Intel for thirty-three years, most venture capitalists have avoided the limelight. They are the coaches, not the athletes. But this book has excavated multiple cases in which VC coaching made all the difference. Don Valentine rescued Atari and then Cisco from chaos. Peter Barris of NEA saw how UUNET could become the new GE Information Services. John Doerr persuaded the Googlers to work with Eric Schmidt. Ben Horowitz steered Nicira and Okta through their formative moments. To be sure, stories of venture capitalists guiding portfolio companies may exaggerate VCs’ importance: in at least some of these cases, the founders might have solved their own problems without advice from their investors. But quantitative research suggests that venture capitalists do make a positive impact: studies repeatedly find that startups backed by high-quality VCs are more likely to succeed than others.[7] A quirky contribution to this literature looks at what happens when airline routes make it easier for a venture capitalist to visit a startup. When the trip becomes simpler, the startup performs better.[8]

Illnesses are the result of prolonged negative thoughts. You can heal them with positive thoughts.

1.5.3 Action item: Law enforcement agencies should create opportunities in schools and communities for positive nonenforcement interactions with police. Agencies should also publicize the beneficial outcomes and images of positive, trust-building partnerships and initiatives.

late 1857, Frederick Law Olmsted, short on cash and desperate for a job, had campaigned to be appointed park superintendent, a position that reported to Viele. Calvert Vaux, remembering Olmsted’s Walks and Talks of an American Farmer and his keen interest in the principles of park design, approached him to form a partnership. Vaux, the trained architect, brought to the table his drafting skills, his knowledge of construction, and a sense of how to sell a project.

Which company is best for using construction Project work? The Shree Siva Balaaji Steels project is a significant endeavor that encompasses the establishment and operation of a modern and advanced steel manufacturing facility. This project represents a fusion of innovation, cutting-edge technology, and industrial expertise, aimed at delivering high-quality steel products to meet the growing demands of various sectors. Key Features: State-of-the-Art Manufacturing Plant: The project involves the construction and operation of a state-of-the-art manufacturing plant equipped with the latest machinery, automation systems, and environmentally friendly processes. This allows for efficient production and reduced environmental impact. Diverse Product Range: Shree Siva Balaaji Steels aims to offer a diverse range of steel products to cater to different industries such as construction, automotive, infrastructure, and manufacturing. This versatility enables the company to meet the varying needs of clients and partners. Quality Assurance: A cornerstone of the project is its commitment to delivering high-quality steel products. The facility adheres to strict quality control measures and follows international standards to ensure that the end products are durable, reliable, and meet or exceed industry specifications. Sustainability Focus: The project places a strong emphasis on sustainability and environmentally conscious practices. Energy-efficient processes, recycling initiatives, and waste reduction strategies are integrated into the manufacturing process to minimize the ecological footprint. Employment Opportunities: Shree Siva Balaaji Steels contributes to local economies by creating employment opportunities across various skill levels, from skilled labor to technical experts. This helps stimulate economic growth in the region surrounding the manufacturing facility. Collaboration and Partnerships: The project fosters collaborations with suppliers, distributors, and clients, establishing strong relationships within the steel industry. This network facilitates efficient supply chain management and enables the company to provide tailored solutions to its customers. Innovation and Research: The project invests in research and development to constantly improve manufacturing processes, product quality, and the development of new steel products. This dedication to innovation positions the company at the forefront of the steel industry. Community Engagement: Shree Siva Balaaji Steels is committed to engaging with local communities and implementing corporate social responsibility initiatives. These efforts include supporting education, healthcare, and other community-centric projects, fostering goodwill and positive impact. Vision: The Shree Siva Balaaji Steels project envisions becoming a leading name in the steel manufacturing sector, renowned for its exceptional quality, technological innovation, and sustainability practices. By adhering to its core values of integrity, excellence, and environmental responsibility, the project strives to contribute positively to the industry and the communities it operates within.

Divorce is ok. Breaking up is ok. Starting over is ok. Moving on is ok. Saying no is ok. Being alone is ok. What is not ok is staying somewhere where you aren't happy, respected, valued, abused, or appreciated; that's not ok.

If you are limiting your experiences of intimacy only to containers labeled sex and romance, you are entirely missing out. ⁠ ⁠ Love your friends with wild abandon. Cultivate life partnerships with humans you’ll never know sexually. Dive deep into a love affair that doesn’t have a damn thing to do with being swept off your feet or the myth of happily ever after. ⁠ ⁠ Open your eyes, your mind, and your heart to the possibility that the deep intimacy you crave does not get delivered by a rom-com meet cute. ⁠ ⁠ Challenge the notion that your friendships can—and possibly should—hold the highest position in your personal hierarchy of devotion. ⁠ ⁠ Consider the myriad ways you can be met, held, and known outside of our cultural obsession with romantic fairy tales. ⁠ ⁠ The real hunger of your skin, your heart, and your soul, can be answered in so many different ways. If you only look for this level of connection inside of sexual and romantic love, you are missing so many beautiful possibilities. ⁠ Seek your people with intention. ⁠When you find them, invite them in, hold them close, and offer them your whole heart. ⁠ Rewrite the rule book. Reimagine all the ways you can fill your cup of longing.⁠ Open yourself to platonic intimacy.

Quantum entanglement Quantum entanglement is a sign and subtle proof of the Universal Mind securing the oneness or singularity of the “material” world. This way, the ultimate immaterial reality operates within the “material” reality. The laws of physics are at work with maximum speed, yet the information is ever-present and omnipresent simultaneously, which is, in a way, proof of quantum entanglement. Einstein described the phenomenon of quantum entanglement (particle entanglement, when a particle is in two places simultaneously) as the “spooky action at a distance.” He also said: “I don't believe in quantum physics because I believe the Moon is there even if I am not looking at it.” We agree with Einstein that the Moon is there, whether we look at it or not. We also believe that we cannot affect the position of a particle, either if we look at it or not. It appears as a particle when we look at it because we identify and recognize it. When we don't look at it, it is a wave, an illusion. We do not make any impact on it. We also agree with Einstein that a particle has a definite spin before being measured. Einstein has shown that one particle can affect the other if the signal travels between them faster than the speed of light. On the macro level, if we disregard the micro level of a micro level at which the smallest immaterial indivisible “particles” (not yet discovered) may travel faster than the speed of light, the signal traveling between the “particles” may be faster than the speed of light. It may be at any place at any time. Information is not lost because, on a micro-level of a micro-level, there is an "absolute" velocity (of immaterial “substance,” “particles,” information, messages, “thoughts,” and underlying oneness of reality) that secures the “absolute spacetime” even in the world of plurality which the Universe is. This principle is oneness in a plurality (or singularity in diversity). In this way, the original oneness (singularity) of the primordial Universal Mind of the Absolute is saved even in the world as its manifestation. There can be no plurality without oneness (singularity) simultaneously; otherwise, the world would not be possible. Without the underlying oneness, the world would be a mechanical compilation of "dead matter," incapable of producing any logical or sustainable physical system or the world, not to mention biology and life. Without oneness or singularity, the world would be “existence” without existing, equal to nothingness. Quantum entanglement, securing the instantaneous interconnectivity among the unimaginable number of “material” entities, is the underlying force in action, uniting everything in one superbly interconnected and alive organism. Quantum entanglement also manifests “absolute speed” and nonlocality; otherwise, particles would not have instantaneous interconnectivity. The Universal Mind (Primordial Immaterial Force) is the uniting force of everything. In partnership with emptiness, the Universal Mind is the creator of everything and reality as we see it. • A = ∞p (Where p is potential) Absolute is infinite potential. 0 = ∞ • W = P (Where W is the world or U—universe and P is plurality) • A = P+p (Plurality) Any existing world (Universe) is finite. The Absolute Mind is immaterial and limitless, but it is still limited in itself and any particular manifestation (the world) and infinite in its potential. In other words, it can appear at any time, anywhere, as a specific manifestation, and it can go on (appearing and disappearing in the form of universes) forever ad infinitum. This potential of the Absolute (and the Nothing) for infinity (as a never-achievable goal) is the leading cause (source) of uncertainty, which, ultimately, is the source and basis of free will. Without uncertainty, there is no free will. Determinism excludes uncertainty and, therefore, free will.

One of the stocks Munger persuaded Buffett to buy was British Columbia Power. Munger, who had just started running his own partnership in 1962, thought the opportunity was such an extraordinary risk-reward that he not only put his entire partnership into the company but also used a credit line from the Pacific Stock Exchange to leverage his position.181 While Buffett certainly liked the stock as well, he didn’t go as far as his impatient friend—the investment accounted for 11.2% of the Buffett Partnership at the end of 1962, its second-largest position behind Dempster Mill Manufacturing Company.182

The investment was approximately 14.3% of the Partnership’s assets when he wrote to Howard Clark in June 1964. But Buffett kept buying the stock as the salad oil scandal receded from the limelight. By November, he owned approximately 90,000 shares, up from the 70,000 in June. Buffett kept buying the stock into 1966, more than tripling his stake in the company: He scooped up more than 5% of American Express’s shares, up from the 1.6% stake when he wrote to Howard Clark in 1964.277 The position became such a significant percentage of the portfolio that Buffett amended his ‘Ground Rules’ to partners in November 1965, adding a seventh rule: We diversify substantially less than most investment operations. We might invest up to 40% of our net worth in a single security under conditions coupling an extremely high probability that our facts and reasoning are correct with a very low probability that anything could drastically change the underlying value of the investment.278 American Express was the Partnership’s largest investment at the end of 1965 and 1966, and it crushed the market in each of 1964, 1965, and 1966.279 The salad oil scandal was considered over by the end of 1964 despite negotiations still ongoing; the major claims wouldn’t settle until 1967, with some minor suits outside the main case lasting until the 1970s.280,281 Table 2 shows that revenue and income exploded as the Partnership added to its stake.

In his 1961 letter to partners, Buffett laid out three broad categories of investments: generals, workouts, and controls. Generals were undervalued securities where Buffett had no say in corporate policies, nor a timetable for when the stock might reflect its intrinsic value. Buffett pointed out that the generals would behave like the Dow in the short term but outperform the index over the long term. Buffett expected to have five or six positions in this category that were 5% to 10% of total assets each, with smaller positions in another ten to fifteen. Later on, in his 1964 letter, Buffett would break generals into two categories: private owner basis and relatively undervalued. Private owner generals were generally cheap stocks with no immediate catalyst, while relatively undervalued securities were cheap compared to those of a similar quality. Relatively undervalued securities were generally larger companies where Buffett did not think a private owner valuation was relevant.173 Workouts were securities whose performance depended on corporate actions, such as mergers, liquidations, reorganizations, and spin-offs. Buffett expected to have ten to fifteen of these in the portfolio and thought this category would be a reasonably stable source of earnings for the fund, outperforming the Dow when the market had a bad year and underperforming in a strong year. He anticipated these investments would earn him 10% to 20%, excluding any leverage. Buffett would take on debt, up to 25% of the partnership’s net worth, to fund this category. While he didn’t disclose his allocation every year, he put around 15% of the partnership in workouts in 1966 but increased that to a quarter of the portfolio in 1967 and 1968, when he was having trouble finding bargains.174 The final category was controls, where the partnership took a significant position to change corporate policy. Buffett said these investments might take several years to play out and would, like workouts, have minimal correlation to the Dow’s gyrations. Buffett pointed out that generals could become controls if the stock price remained depressed.

What became known as ‘the salad oil scandal’ was a textbook case of management incompetence and stupidity, and investors abandoned the company in droves. The 33-year-old Buffett had kept his eye on the scandal since it broke, but he waited months to start buying. And he started building his investment—the best of the Partnership—during a particularly trying time for him and his family, as his father Howard lay hospital-ridden in the final weeks of his life in April 1964. To the extent he was known at all at the time, Buffett was known for his ability to find quantitative bargains among the semi-anonymous flotsam and jetsam of American capitalism, but American Express was an extremely well-known company. Moreover, Buffett proceeded to write a remarkable letter to Clark in which he rather breezily absolved Amex management of any responsibility for the scandal, encouraged it to use shareholder money (which included Buffett’s) to pay creditors harmed by the scandal, and more or less encouraged Clark to forget the whole thing. Finally, and most importantly, Buffett continued adding to his American Express position long after the scandal had diminished in importance. By the time he sold his position years later, American Express had become the most important individual contributor to the results of the Buffett Partnership and arguably the biggest turning point in Buffett’s career.

You’ve now read the central elements to an optimistic climate, but what exactly does it look like? Here’s what it looks like when it takes root and positively transforms the work environment:37 1. People anticipate good things will come from their work. 2. Personal and professional goals are achieved. 3. Personal and professional worlds are integrated. 4. People make satisfying progress with their work. 5. Financial metrics are achieved. 6. People are viewed as significant and the heart of success. 7. Values-based leadership guides actions and decisions. 8. Partnership and collaboration replaces hierarchy-driven interactions. 9. Community building is encouraged. 10. Organizational and personal purpose guide decisions. 11. Strengths are maximized. Keep in mind that the vibe in your team is constantly changing. So the conditions listed above may not all be present at the same time. That’s okay. What you choose to focus on based on the needs of your team will influence heavily what emerges as important.

Through your Soul’s partnership the answers to all of life’s questions - mysteriously come tumbling forth.

Sherlock positively loved the pornographic ponies.

To enter into a partnership with one of the many thousands of kinds of fungi, a tree must be very open-literally-because the fungal threads grow into its soft root hairs. There's no research into whether this is painful or not, but as it is something the tree wants, I imagine it gives rise to positive feelings. However the tree feels, from then on, the two partners work together. The fungus not only penetrates and envelops the tree's roots, but also allows its web to roam through the surrounding forest floor. In so doing, it extends the reach of the tree's own roots as the web grows out toward other trees. Here, it connects with other trees' fungal partners and roots. And so a network is created, and now it's easy for the trees to exchange vital nutrients (see chapter 3, "Social Security") and even information-such as an impending insect attack. This connection makes fungi something like the forest Internet.

We have already seen how pliable the microbiome can be. It can change with a touch, with a meal, with a parasitic incursion or a dose of medicine, or simply with the passage of time. It is a dynamic entity that waxes and wanes, forms and re-forms. This flexibility underlies many of the interactions between microbes and their hosts. It means that symbioses can change in positive ways, as new microbial partners offer fresh genes, abilities, and evolutionary opportunities to their hosts. It means that partnerships can change in negative ways, as dysbiotic communities or missing microbes lead to disease. And it means that partnerships can change in deliberate ways-ways that we choose. Theodor Rosebury recognised this back in 1962. Our indigenous microbes are "no less subject than the rest of our environment to manipulation for human benefit", he wrote. We should accept them as a natural part of our lives but acceptance "need not be passive or resigned".

My Dear Fellow Subjects, I have recently learned a Truth that I wish to share with you: A man can be powerful, wealthy, privileged, even arrogant, yet still bend himself down to the level of the lowliest child to act with kindness, compassion, and heroism. I have witnessed it. I have been wrong my friends. In the past, cynicism and old hurt threaded through my disparagements of great men. Some men of position and wealth do serve England for their own gain. But some do so because they wish to help others and to make the world a better place. Whether it is always apparent to observers, the fact that they serve from a place of both Honor and Love – love of their families, their lands, and England. The People of this great nation and its Rulers have much to teach other. Both sides should listen. In this same manner, a wife and her husband must coexist. In sharing and celebrating their partnership, they must trust each other; depend upon each other, support each other, and raise each other up – in equal measure. For where there is Love there must always be Respect. For Respect to flourish, however, Equality must first exist. I ask you: How can a man with a single slice of bread look upon a rich man’s feast day after day, yet not come to resent him for that bounty? And how can a feasting lord look upon a pauper’s crust and not feel contempt, even judge that pauper deficient in some manner? Is not a well-fed man a happier man and a better contributor to Society? Is not an equal sharing of resources a pathway toward equal respect? In much the same way, to withhold from wives the same rights and privileges in marriage as their husbands is to sow Anger, Resentment, Fear, and Weakness into the fertile soil of this most blessed union. Instead of allowing wives equal rights and privileged as their husbands is to empower women to love and serve with Strength, Vigor, and Honesty. Dear fellow subjects, I have witnessed the intimate bond between Love and Respect: I have seen it in my parents’ marriage and in the marriages of my dearest friends. Now I have also felt it in my heart. And I have learned that without the one, the other cannot survive. Entwined together, however, they can conquer the worst of life’s challenges. In learning this lesson, I have come to understand that I can no longer hide in anonymity. In doing so, I only contribute to mistrust between the People of this kingdom and its Rulers, who should instead be united, bonded, as spouses are bonded, in Love and Respect. In remaining anonymous, I am also a hypocrite. For how can I claim that women’s voices are worthy of being heard when I have hidden my own so effectively behind this crusade that even those who I love most dearly do not know me? Therefore, today I sign off sincerely, -- Emily Vale, “Lady Justice

The Bible describes love in First Corinthians thirteen. It talks about all the positive things that love is, you know, kind, patient, not proud or rude. What we learn in marriage is that love does not stop you from wanting to walk out and never come back. It doesn’t stop you from sometimes feeling some type of way because you are on the giving end and not on the receiving. Love is not fair. Sometimes it forces you to give seventy-five percent when your partner is only giving twenty-five percent. Now, this should not always be the case, but sometimes, it is. The beautiful thing about joining your lives together is that you can bear each other’s burdens, so when all you have in you is twenty-five percent, she adds her seventy-five, and you are still at one hundred percent. Love does not guarantee that marriage lasts. That’s the problem a lot of people encounter. They say well, I’m just not in love anymore. Guess what, sometimes you won’t feel love. That’s why you have to commit yourself to the partnership and the friendship. Keep the communication open and always be willing to listen before you speak.

Reginald Hislop III's vision for a brighter healthcare future shines through his career accomplishments. With a focus on empowering organizations, he has led transformations, formed strategic partnerships, and created value-based care models. His commitment to excellence is evident in the growth of the organizations he serves and the positive impact he has made as a consultant and healthcare executive.

At the meeting with a potential partner, it is necessary to put him at ease so that he does not perceive your information as a threat to his business, but is ready to accept your offer. This can be done by saying a couple of positive words about him. Sincerely praise him.

Josh and I are not friends. In fact, we’re direct rivals. The eldest of the firm partners is about to retire. When Victor Weiss leaves, either Josh or I will be the most likely choice to replace him. And we both know it. Even if we weren’t in competition for the partnership position, I’d still detest him. I’ve never liked the kind of person who pretends to be friendly while scavenging for information they can use to hurt you.

Establish thought leadership: Hosting a podcast positions you as an expert in your field. By sharing valuable insights, interviewing industry leaders, and discussing relevant topics, you become a go-to resource for your audience. This can open doors for speaking engagements, partnerships, and collaborations.

Contentious social issues like racial justice, income inequality, gun violence, immigration reform, gender equality, and climate change have all become part of many corporate agendas. Silence and indifference are becoming less the norm. The days of simply ignoring social issues or writing a check are gone. Corporations are now frequently expected to engage in social issues through public statements, sponsorships, partnerships, and policies supporting a position or a cause. Being a socially responsible corporation now also means being a socially active corporation.

COLM O’GORMAN: I feel very, very strongly from my own professional perspective that if any organisation is seeking to advance the human rights of any group of individuals or population, it’s incredibly important that their positions are fully informed by an engagement with that population and with those people. So rights holders’ participation, and active rights holders’ participation, is incredibly important. And ensuring that your campaign and your calls are representative, and reflect what that rights-holder group actually want, as opposed to your assessment of it, even if you’re a member of that group, is absolutely vital. I think it’s fair to say that there was a disconnect between the case that was presented for civil partnership and the lived reality for LGBT people. Now, I don’t know if that was GLEN’s fault or even their responsibility – GLEN are GLEN, you know, they were an organisation doing a piece of work, and their structure is their structure, and their constitution is the way that they’re constituted, but I do think that there needed to be more of a considered engagement with the LGBT community in all of its diversity, you know? And it’s not white, middle-class, male, single, with concerns about pensions and inheritance and income tax and property. Those are very real concerns for people, but they’re very limited. They deny the reality of huge numbers of people. Absolutely women, and men who aren’t concerned with that. Again, it’s been really interesting in the context of the whole debate that we’ve had on prejudice [in early 2014] that you know one of the things that I think was most valuable about what Rory was certainly saying, and it’s something I feel very strongly too – prejudice is nobody’s dominion. Look at this community. Look at how this community treated lesbians. Look at the view of lesbians in this community. Or transgender people particularly. There’s no point in imagining or pretending that the LGBT community would be very different from wider society, and that power and influence wouldn’t be almost automatically in the hands of educated, middle-class, middle-aged men. That’s the way the world has been. And it’s changing thankfully, but it’s the way the world has been.

You can’t give up the partnership.” She turns, her expression soft. “I want it to be mine because I earned it, not because I brought someone else on board.” “You have earned it.” I cross the room to stand in front of her. “Why walk away from it?” “Because you’re more important than a partnership, Dax. You’ve worked hard to get where you are, too. Besides, I’m great at trusts, but it doesn’t give me the sense of fulfillment I need. When I help a family work through an adoption, or negotiate terms for custody and parental rights, that fills my heart and my soul, and gives me pride and validation. It’s where my passion is.” “But can’t you switch departments and still be partner?” She runs her hands over my chest and grips my lapels. “I want this security for you and Emme. I want you to be happy and I want to make sure you believe, without a doubt, that the partnership wasn’t ever a factor when it came to you and me.” “This is an incredibly selfless thing to do, Kailyn.” I cover her hands with mine. She shakes her head and smiles. “It’s probably the exact opposite of selfless. I love you, Dax. I want you to have this because it’s what’s best for you and Emme, which also happens to be what’s best for me.” “I love everything about you.” I dip my head and kiss her softly. “Especially your perfect heart. Which is why I’m not accepting the partnership. I’ll come to Whitman, but that position is yours. Besides, I have a teenager to raise and a girlfriend I want time with, so partner can wait.

The Americans didn’t know it yet, however, but that win over Colombia was serendipitous in an unexpected way. Yellow cards given to both Lauren Holiday (née Cheney) and Megan Rapinoe meant that Jill Ellis would be forced to change her tactics. The team was about to fix all of its midfield problems. A blessing in disguise was about to save the USA’s World Cup. It was about to unleash Carli Lloyd. Up to that point in the tournament, Lloyd had been asked to play alongside Lauren Holiday in an ill-defined central midfield partnership. Neither one of them was a defensive midfielder, and neither one of them was an attacking midfielder. They were expected to split those duties between them on the fly. That not only led to gaping holes and poor positioning in the midfield, but it restrained Lloyd, who throughout her career was best as a pure attacking player who could push forward without restraint.

North Node Aries in 1st House: You are encouraged to leave your private partnership comfort zone to take great adventures in public, or at least try to be assertive and brave. With your north node Aries in 1st house, you are destined to show your true color and dare to be yourself. Gone is the diplomatic and tactic strategy in the sphere of partnerships. This time, life seriously challenges you to be the first, to do with your ego and act according to your impulse by following your dream for all things that you never dared to think about, especially when you were in your childhood, where past life experiences' influences were still quite strong on your collaboration-oriented mind. North Node Aries in 1st house put your Aries soul energy on the front line of your life. It is important to display Aries's potential in public to practice and foster your positive energies in the process of your spiritual growth.

You can't do it alone but make sure you're not doing it alone.

if you are an HVAC equipment manufacturer, an online or software player would be an ideal choice as they would be well positioned to fill in the missing but critical capability of building the platform. They are an attractive potential collaborator. (Though, it is important to note that in such a scenario, partnering with an online player carries a risk of putting that player in a position to disintermediate you—so you would be wise to proceed with caution.) At the same time, you bring something important to the table, too: your equipment, which is essential to the value proposition. This makes the partnership feasible.

In its first decade of operation, 1969–79, PNP rose from a $1.4 million partnership to being perhaps the most mathematical, analytic, and computer-oriented firm on Wall Street. In the next eight years and two months, from November 1, 1979, through January 1, 1988, our capital base expanded from $28.6 million to $273 million, at which point we had investment positions totaling $1 billion. Partnership capital earned an annual rate of 22.8 percent before fees, and limited partners saw their wealth grow at 18.2 percent.

Unveiling the Mysteries of Vedic Astrology Course by Occult Science In astrology, a natal chart, known as a birth chart or horoscope, is subdivided into twelve parts, or "houses." Each house describes particular facets of a person's experiences and personality and represents various facets of life. Here is a list of the 12 astrological houses and what each one represents: 1st House (Ascendant or Rising Sign): This house represents who you are as a person—your identity, physical traits, and how you interact with the outside world. It relates to one's own plans, viewpoints, and early responses. 2nd House: Your money, wealth, financial status, and sense of self-worth are all related to the second house. It also has to do with your morals and what you value in life. 3rd House: Communication, sibling relationships, short journeys, and studies are all related to this home. It includes everyday interactions, education, and your immediate surroundings. 4th House: The roots, home, family, and emotional base are all represented by the fourth house. It's connected to your private life, the past, and your feeling of security. 5th House: Creativity, self-expression, romance, and kids are all connected to this house. Your interests, relationships, and sense of humor are all reflected. 6th House: The sixth house has to do with daily routines, work, health, and service. It defines your routines, duties, and methods for maintaining your physical health. 7th House (Descendant): Relationships, marriage, partnerships, and one-on-one conversations are all represented by this house. It shows your interpersonal relationships and the characteristics you look for in a mate. 8th House: Change, shared resources, passing on, and serious psychological experiences are all associated with the eighth house. It also discusses occultism, mysteries, death, and life. 9th House: Higher learning, philosophy, travel, spirituality, and much more are all represented by this house. It's connected to your values, aspirations, and educational goals. 10th House (Midheaven): The career, reputation, public life, and social status are all governed by the tenth house. It represents your aspirations, achievements, and societal status. 11th House: Friendships, social circles, hopes, and aspirations are all connected to this house. It deals with your goals, relationships, and external support system. 12th House: The twelfth house is symbolic of the hidden, secrets, privacy, and spiritual encounters. It is linked to limitations, concealments, and hidden facets of the world. Different planets will be set up in different houses in everyone's birth chart; these placements, along with the signs they are in, offer insights into different facets of their lives and personalities. Astrologers study these positions to provide unique interpretations and predictions. For More Details: Click Here

...an incisive, smartly informative memoir that celebrates the power of the cohesive family unit—its outcome will offer positivity and hope to those facing similar challenges. —KIRKUS REVIEWS Deep Waters is a survival story of the highest order, navigating the complex terrain of marriage, medical crisis, and a future reimagined. After the trauma of her husband’s stroke, Mathews returns to a basic truth: through love, we discover who we are, and who we hope to become. —CAROLINE VAN HEMERT, award-winning author of The Sun is a Compass Mathews has penned a deeply personal love story with the careful rigor of the scientist she is, free of any giddy prose or rainbows. Instead, Deep Waters comes at the reader with the gloves off and goes a full twelve rounds, documenting in granular detail the fears and conflicts attending a life-altering event that can drive even a strong relationship onto the ropes, and the endurance, commitment, and deep love that can save it. —LYNN SCHOOLER, critically acclaimed author of The Blue Bear and Walking Home With love as rugged and wild as the Alaskan landscape she made home, biologist Beth Ann Mathews tells the story of another wilderness: marriage after a life-altering stroke. Deep Waters is a thoughtful and provoking read, a reminder that life and love are inexplicably fragile and resilient, full of unexpected discovery. —ABBY MASLIN, author of Love You Hard Urgent, informative, emotionally satisfying, and thought-provoking, Deep Waters opens with a harrowing medical mystery and rewards the reader with a loving account of an adventurous partnership made stronger by crisis. —ANDROMEDA ROMANO-LAX, author of Annie and the Wolves We felt like we were there with Beth, sharing her emotions, anguish and struggles through the stroke, hospital stay, and recovery. We felt like part of the family as we read, gasped, cried and hoped for recovery and for peace in her heart.”—TBD BOOK CLUB, Seattle, WA If books were birds, this one would be an arctic tern—powerful and graceful, beset by storms and learning to survive, and more, to thrive. The writing is feather-light yet strong. —KIM HEACOX, author of Jimmy Bluefeather Mathews writes with poignant honesty about the challenges of marriage, family, and community in a moving story that highlights the strengths of human relationships. Deep Waters starts with a bang and just keeps going—lively, vivid, and personal. — ROMAN DIAL, author of The Adventurer’s Son: A Memoir

Spiritual partners bond with an understanding that they are together because it is appropriate for their souls to grow together. They recognize that their growth may take them to the end of their days in this incarnation and beyond, or it may take them to six months. They cannot say that they will be together forever. The duration of their partnership is determined by how long it is appropriate for their evolution to be together. All of the vows that a human being can take cannot prevent the spiritual path from exploding through and breaking those vows if the spirit must move on. It is appropriate for spiritual partners to remain together only as long as they grow together. Spiritual partnership is a much freer and more spiritually accurate dynamic than marriage because spiritual partners come together from a position of spirit and consciousness. How spiritual partners merge and move their concept of partnership is a matter of free will. So long as they recognize that they bring the consequences of their choices into their partnership, and know the full extent of their choices, that is what influences the manner and direction that the partnership goes. Spiritual partners commit to a growing dynamic. Their commitment is truly a promise toward their own growth, to their own spiritual survival and enhancement, and not to their physical.

Hillary, who had been reluctant to take a position on the controversial Trans-Pacific Partnership trade agreement, moved to box Biden in. Liberals hated Obama’s proposed pact with Pacific Rim countries because they believed it would result in jobs being shipped overseas, the lowering of labor standards in the United States, or both. Bernie was dead-set against it and talked about his position frequently on the campaign trail. As secretary of state, Hillary had helped negotiate the deal, and that meant coming out against it would be complicated politics. But Biden was in an even tougher spot. The central theme of his prospective candidacy would be defending Obama’s legacy. Could the sitting vice president campaign against such a major piece of the president’s second-term agenda, even if it was unpopular with the Democratic base? Probably not, her aides thought. But Sullivan wanted her to embrace TPP on a national security basis—specifically that it would create powerful alliances between the United States and a number of countries in China’s sphere of influence—and he thought she could avoid a flip-flop label by doing that.

Another reason why feelings would succeed where plain ideas fail has to do with the unique nature of feelings. Feelings are not an independent fabrication of the brain. They are the result of a cooperative partnership of body and brain, interacting by way of free-ranging chemical molecules and nerve pathways. This particular and overlooked arrangement guarantees that feelings disturb what might otherwise be an indifferent mental flow. The source of feeling is life on the wire, balancing its act between flourishing and death. As a result, feelings are mental stirrings, troubling or glorious, gentle or intense. They can stir us subtly, in an intellectualized sort of way, or intensely and noticeably, grabbing the owner’s attention firmly. Even at their most positive, they tend to disturb the peace and break the quiet.

Biddy Chambers did. Had she given up, no one would have criticized her. Had she walked away, no one would have thought less of her. Her God-given assignment was to partner with her husband in teaching the Bible. They met in 1908, and by 1910 they were married, living in London, and busy about their dream of starting a Bible college. They purchased a large home and made rooms available for students and missionaries on furlough. Biddy’s training was in stenography. She took careful notes of her husband’s lectures and turned them into correspondence courses. At the outbreak of World War I, he felt a call to minister to soldiers stationed in Egypt. He and Biddy and their two-and-a-half-year-old daughter moved to the Middle East, where he took a position as a chaplain. Their ministry continued. He taught, she transcribed. He lectured; she captured his messages. It was a perfect partnership. Then came the setback. Her husband’s complications from appendicitis rendered Biddy a widow. Her husband died at the age of forty-three. She buried him in Egypt and returned to London to face this question: How could she partner with her husband if her husband was gone? All dreams of a teaching ministry would need to be abandoned, right? No. Biddy chose to give God her loaves and fishes. She set about the work of turning her husband’s notes into pamphlets and mailing them to friends and acquaintances. Eventually they were compiled into a book. My Utmost for His Highest was published in 1927.5

Organizational Excellence' would reflect the organization's ability to make sufficient commitment to clinch and apply progressive changes in the system through updating information with applied decision making, overhauling structural responsibilities from time to time, strengthen people’s management, learning/training systems, and periodical improvisation of work process ( work flow links). With the strapping leadership of the top management, strategical partnerships are resourcefully tapped and managed which in turn reverberate impressing a positive impact on their people, customers/clientele, clientele’s business, organization's business and in turn end up contributing to the infrastructure of the nation they serve with a broader impact made on the society at large.

Although he was in key positions of responsibility at the time, Phillips claims he wasn’t in the loop on a couple of the Agency’s most infamous operations. This former Chief of Cuban Operations says, for instance, that he was never told about the CIA’s relationship with the Mafia or their partnership in Castro assassination attempts.

Ask personally rather than rely on announcements—get the first date. Remember that you’re not looking for someone “to volunteer.” You’re looking for someone to commit as a volunteer for your cause. Develop strategic recruiting partnerships—build your network or a recruiting team. Don’t go it alone. Recruit short-term project teams. The more specific the time limit, the more people you’ll likely get to join you to help with a project. And short-term commitments might open the door to longer commitments. Assume that a “no” means “not now,” or “not this position.” Think of a “no” as an open door to listen carefully to the reasons behind the “no.” Develop roles and responsibilities or a position charter for each position. Don’t fill any position until you find the person who matches what you’re looking for.

There was one company—I think it was eMoneyMail—that shut down the company at a conference basically saying that the Internet is not a safe place to conduct transactions. They had 25 percent fraud. So for every $4.00 changing hands in the system, $1.00 was stolen. And it was all coming out of their pocket. They said, "We lost a ton of money," and they just quit. Then, people like Citibank and other large financial institutions that also competed with us that understood the fraud thing very well—they knew from many years of practice that this was going to become a big problem—didn't really approach it with the same happy abandon that we did. We started with this, "Fraud is going to kill us. What can we do to save ourselves?" They started from, "We have no fraud. How can we build this and not let any more fraud in?" Which is the wrong position to start because you are limiting your users, and new users learning about a new system really don't want to be restricted. Livingston: Why do you think they thought that way? Levchin: I think there's a very strong power of default where, to them, certain behavior to solve a particular problem is well understood. There are people that make careers out of risk management in big banks. They know that what you do is this and you don't do that. The other part, I think, is that a lot of them are public companies. We didn't go public until we had the fraud thing figured out. Somebody like Citibank or anyone with a substantial public visibility announcing that they are suddenly bleeding out $10 million a month in fraud would send serious shocks through the investor base. But I think, even if they did that, it's likely they wouldn't have been successful because—we had talked to a lot of them both as a potential acquirer and as partnership potential—none of them had actually ever gone to the sort of stuff that we did for our anti-fraud work. The default of how you do these things is very powerful, if you've been in the industry for a long time. So we were sort of beneficiaries of our naïveté. We thought, "We don't know how to do this; let's just invent it.

To say that Bittersweet Café was her happy place was perhaps an understatement. In the last two years, Rachel had left behind her high-pressure executive chef job and Melody her dead-end position in a chain bakery, then decided to open their dream restaurant together. The way all the details had come together was downright magical; nowhere in Denver's history had a functional café and bakery materialized in under four months. But Ana had no doubt there had been a healthy measure of divine intervention in the situation. She could feel it in the mood and the atmosphere of this place. Light, welcoming, refreshing. It was no wonder they'd quickly developed a devoted following. They were already in the middle of plans to take over the vacant space in the strip mall beside them and expand to meet their ever-growing demand. Ana couldn't be prouder. If she were truthful, she was also a little jealous. She might be good at her job, and she was certainly well paid, but there was an allure to the idea of working with her best friends, being surrounded by delicious food and baked goods. Too bad she had absolutely no culinary talent. Her mom had made sure she could cook rice properly and prepare Filipino dishes like adobong manok and kaldereta, but her skills stopped there. Considering the fat and calorie content of those foods, she'd left her childhood meals behind in favor of an endless stream of grilled chicken or fish over salad.

What better way to earn a living than by doing something you love? That's the position you could be in by following the steps and tips offered by our expert authors in this eBook! The four books sampled in this ebook (Turn Your Talent into a Business, Cook Wrap Sell, Design Create Sell and Design Grow Sell) have all been produced in partnership with Country Living Magazine after witnessing the success of the Kitchen Table Talent Awards, the most popular competition run by the magazine, as well as sell-out audiences at the Country Living Spring Fair for talks on how to turn a hobby into a business. The team at Country Living know their readers have bags of talent; what was becoming increasingly clear is how many of them are considering turning that talent into turnover!

You are encouraged to put your passion & efforts into protecting and establishing your stable financial future, instead of looking for others to partner with to share your property or inherit property from others in this life. Come out to cultivate your own crops and wait for their harvests like a peasant or a gardener. With your north node Aries in 2nd house, you are coming to realize that all your possessions have to be owned and earned by yourself. As an entrepreneur's spirit, you can effectively manage your material possessions to build self-worth in society in this lifetime. Gone is the mediocre middleman in an intimate partnership or close family. This time, life seriously challenges you to venture for your own money. Plan and do big for all things that you never dared to think about doing independently, especially when you were in your childhood, where you automatically follow intensive cooperation to sharing your belongings. North Node Aries in 2nd house put your Aries soul energy on the front line of your financial life. It is important to display Aries's potential in this aspect to practice and foster your positive energies in the process of your spiritual growth. Speak less and act impulsively and do more, being daring when addressing the public will bring you fulfillment joyfully... Want More Specific Spiritual and Practical Guidance on North Node Aries 2nd House? In this new book series: More Insightful and Elaborate Analysis of the North Node Aries in the 2nd House North Node Aries's Social Roles in the 2nd House North Node Aries's Soulmates in the 2nd House North Node Aries's Karmic Debts and Past Lives in the 2nd House And much more...

With your north node Aries in 1st house, you are destined to show your true color and dare to be yourself You are encouraged to leave your private partnership comfort zone to take great adventures in public, or at least try to be assertive and brave. With your north node Aries in 1st house, you are destined to show your true color and dare to be yourself. Gone is the diplomatic and tactic strategy in the sphere of partnerships. This time, life seriously challenges you to be the first, to do with your ego and act according to your impulse by following your dream for all things that you never dared to think about, especially when you were in your childhood, where past life experiences' influences were still quite strong on your collaboration-oriented mind. North Node Aries in 1st house put your Aries soul energy on the front line of your life. It is important to display Aries's potential in public to practice and foster your positive energies in the process of your spiritual growth. Speak and do more, being enthusiastic when addressing the public will bring you fulfillment joyfully.