Power Of Leverage Quotes

Politeness is the first thing people lose once they get the power.

Women matter. Women are half of us. When you raise every woman to believe that we are insignificant, that we are broken, that we are sick, that the only cure is starvation and restraint and smallness; when you pit women against one another, keep us shackled by shame and hunger, obsessing over our flaws rather than our power and potential; when you leverage all of that to sap our money and our time—that moves the rudder of the world. It steers humanity toward conservatism and walls and the narrow interests of men, and it keeps us adrift in waters where women’s safety and humanity are secondary to men’s pleasure and convenience.

It is much easier to put existing resources to better use, than to develop resources where they do not exist.

When we leverage, we aggregate and organize existing resources to achieve success.

Small wins are exactly what they sound like, and are part of how keystone habits create widespread changes. A huge body of research has shown that small wins have enormous power, an influence disproportionate to the accomplishments of the victories themselves. “Small wins are a steady application of a small advantage,” one Cornell professor wrote in 1984. “Once a small win has been accomplished, forces are set in motion that favor another small win.”4.14 Small wins fuel transformative changes by leveraging tiny advantages into patterns that convince people that bigger achievements are within reach.

Feel the power of the Dark Side," he murmured. "Always," Parker said.

When you lived on the wrong side of the law, information, however vague or apparently meaningless, was everything. It gave you leverage. And leverage was power.

Only when we recognize our shortcomings can we begin to remedy them. Only when we perceive our true strengths can we leverage their power. And only when we seek what we don’t know can we really start to learn.

Still, history is the long process of outsourcing human ability in order to leverage more of it.

Attempting to succeed without embracing the tools immediately available for your success is no less absurd than trying to row a boat by drawing only your hands through the water or trying to unscrew a screw using nothing more than your fingernail.

When our money is pooled together, we can do more good in the world. As spiritual people and conscious people, we can leverage our combined monetary power to have a greater influence on the economy and make it better reflect our values. At the same time, it can be profitable for each of us independently. There’s power in pooling capital. And that’s part of what we do at Mayflower-Plymouth.

The authorities don't grant concessions out of the kindness of their hearts; they simply concede the reality of what their subjects are strong enough to compel from them. If you want political leverage, don't beg for it, don't seek it through their channels - take power outside them.

Whatever money can’t buy, a little leverage can buy, right?

The 30-Day Rule states that the prospecting you do in this 30-day period will pay off for the next 90 days. It is a simple, yet powerful universal rule that governs sales and you ignore it at your peril. When you internalize this rule, it will drive you to never put prospecting aside for another day. The implication of the 30-Day Rule is simple. Miss a day of prospecting and it will tend to bite you sometime in the next 90 days. Miss a week and you will feel it in your commission check. Miss the entire month and you will tank your pipeline, fall into a slump, and wake up 90 days later desperate, feeling like a loser, with no clue how you ended up there.

golden rules for career success 1 Specialize in a very small niche; develop a core skill 2 Choose a niche that you enjoy, where you can excel and stand a chance of becoming an acknowledged leader 3 Realize that knowledge is power 4 Identify your market and your core customers and serve them best 5 Identify where 20 percent of effort gives 80 percent of returns 6 Learn from the best 7 Become self-employed early in your career 8 Employ as many net value creators as possible 9 Use outside contractors for everything but your core skill 10 Exploit capital leverage

When you raise every woman to believe that we are insignificant, that we are broken, that we are sick, that the only cure is starvation and restraint and smallness; when you pit women against one another, keep us shackled by shame and hunger, obsessing over our flaws rather than our power and potential; when you leverage all of that to sap our money and our time—that moves the rudder of the world. It steers humanity toward conservatism and walls and the narrow interests of men, and it keeps us adrift in waters where women’s safety and humanity are secondary to men’s pleasure and convenience.

To really help people, you first need to understand them—but first understand yourself, prepare yourself; develop the clarity, the courage, and the sensitivity to exert the right leverage, in the right place, at the right time. Then your actions will have power. History,” he added, “holds many examples of individuals and nations who acted without the wisdom to foresee the consequences

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy, and civilization throughout the world—one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. Yet, it is the least understood, most neglected, and most underestimated possibility of our time. That one thing is trust.

Gates, Grove, and Jobs were all masters in the use of both leverage and power.

Asking a consumer about his opinion of your advertising is like asking a deer about the best way to hunt it.

That was Emma—she'd have enjoyed knowing she had something like that, something that could blow her whole fucking life and mine apart if it came out. Her little bit of power.

Gods do not exist. Power does not exist. There is only leverage. Anyone - anything - can be broken. Even dragons. Even… a Sevastos. - Sapora

In markets, you gain leverage by your power to walk away. Inside organizations, you gain leverage by having control over key items such as resources, decisions, budgets, information, and the like.

For Sun Tzu, the fundamental mechanism to ending conflict is to achieve a massive imbalance of power and resources over your opponent, and then to leverage that imbalance so skillfully and decisively that your foe is utterly overwhelmed and chooses to surrender rather than fight.

The final form of leverage is brand new—the most democratic form. It is: “products with no marginal cost of replication.” This includes books, media, movies, and code. Code is probably the most powerful form of permissionless leverage. All you need is a computer—you don’t need anyone’s permission. [1]

Perestroika was an impossible idea on the face of it. The Party was setting out to employ its structures of command to make the country, and itself, less command-driven. A system whose main afflictions were stagnation and inflexibility was setting out to change itself. Worst and probably intractable was the fact that people who had spent their lives securing power and individual leverage were expected to devise change that would dismantle the hierarchy of levers and might dislodge them. The system resisted change instinctively...

Suspense was an excellent tool for keeping powerful people off balance. It gave one bargaining power.

We should leverage uncertainty for the powerful, creativity-inducing variable that it is.

Small wins fuel transformative changes by leveraging tiny advantages into patterns that convince people that bigger achievements are within reach.15

Your thoughts have incredible power and are the key to diminishing your fears on every level. Learn to master your thoughts about fears, and the battle is half won.

The power of habit can be leveraged to build all kinds of healthy practices into our life, like regular prayer, Bible reading, and acts of service.

Time blocking is transformational for salespeople. It changes everything. When you get disciplined at blocking your time and concentrating your power, you see a massive and profound impact on your productivity. You become incredibly efficient when you block your day into short chunks of time for specific activities. You get more accomplished in a shorter time with far better results.

It doesn’t matter how much authority or power a feedback giver has; the receivers are in control of what they do and don’t let in, how they make sense of what they’re hearing, and whether they choose to change. Pushing harder rarely opens the door to genuine learning. The focus should not be on teaching feedback givers to give. The focus—at work and at home—should be on feedback receivers, helping us all to become more skillful learners. The real leverage is creating pull. Creating pull is about mastering the skills required to drive our own learning; it’s about how to recognize and manage our resistance, how to engage in feedback conversations with confidence and curiosity, and even when the feedback seems wrong, how to find insight that might help us grow. It’s also about how to stand up for who we are and how we see the world, and ask for what we need. It’s about how to learn from feedback—yes, even when it is off base, unfair, poorly delivered, and frankly, you’re not in the mood.

When people suggest that what, all along, has been holding women back is other women bitching about each other, I think they’re severely overestimating the power of a catty zinger during a cigarette break. We have to remember that snidely saying, “Her hair’s a bit limp on top” isn’t what’s keeping womankind from closing the 30 percent pay gap and a place on the board of directors. I think that’s more likely to be down to tens of thousands of years of ingrained social, political, and economic misogyny and the patriarchy, tbh. That’s just got slightly more leverage than a gag about someone’s bad trousers.

It should be noted that when we speak of relative improvements in the status of women in a given society, this frequently means only that we are seeing improvements in the degree in which their situation affords them opportunities to exert some leverage within the system of patriarchy. Where women have relatively more economic power, they are able to have somewhat more control over their lives than in societies where they have no economic power. Similarly, the existence of women’s groups, associations, or economic networks serves to increase the ability of women to counteract the dictates of their particular patriarchal system. Some anthropologists and historians have called this relative improvement women’s “freedom.” Such a designation is illusory and unwarranted. Reforms and legal changes, while ameliorating the condition of women and an essential part of the process of emancipating them, will not basically change patriarchy. Such reforms need to be integrated within a vast cultural revolution in order to transform patriarchy and thus abolish it.

Breath is one of the greatest tools we have. By controlling it, we can access our endocrine system without the use of drugs, alcohol, or other stimuli. Through powerful Pranayama exercises, yogis have been leveraging the power of “the infinite pharmacy within” for thousands of years. We have these same capacities today. Realizing that there is something you can do to change your mood, which simultaneously strengthens your body is pretty amazing.

I think you’re born with the ability to hit. Rocky Marciano didn’t start boxing until after the war when he was already twenty-six, but he was a natural hitter. You need leverage, but a lot of your power comes from your forearm down into your wrist. There’s a snap to your punch that comes from your wrist to your fist, and that’s what knocks the other guy out. You can actually hear that snap; it sounds like a pistol shot when it’s working to perfection. Joe Louis had that famous six-inch punch. He’d knock a guy out with a punch that only traveled six inches. His power came from the snap. It’s like snapping a towel at somebody’s butt. There’s no power in your arms. Then

The marches in Albany concentrated on city hall where they had little leverage and no votes. “All of our marches in Albany,” said Martin, “were to the city hall trying to make them negotiate, where if we had centered our protests at the businesses in the city, [we could have] made the merchants negotiate. And if you can pull them around, you pull the political power structure because the political power structure listens to the economic power structure.

It seems that, however much the cops may dislike gang violence, they like gang peace even less. “Banging” kept the gangs divided, thus weaker, and produced fear and hostility in the broader community (which could then be leveraged into a measure of support for the police). “Trucing” may not have united the rival sets, but it did mean they weren’t shooting at each other quite so much, and the effort brought them a level of community support. It’s not hard to see why the cops would prefer one over the other. Whatever their limitations and contradictions, in the period of rebellion, gangs represented an armed challenge to state control. As with so much of police activity, here, too, crime is less an issue than power.

Friends were inspired to undercut each other with personal tidbits: Republican parents, unread seminal texts, porn predilections, leveraging weakness and sharing anecdotes that were wholly irrelevant to the work in question, all in the pursuit of power.

Defeating fear of otherness means knowing who you are and what you’re trying to accomplish and leveraging that otherness to our benefit. Knowing I’d never be invited into smoke-filled rooms or to the golf course, I instead requested individual meetings with political colleagues where I asked questions and learned about their interests, creating a similar sense of camaraderie. In business, I take full advantage of opportunities afforded to minorities but then always offer to share my learning with other groups that have similar needs—expanding the circle rather than closing myself off. Like most who are underestimated, I have learned to over-perform and find soft but key ways to take credit. Because, ultimately, leadership and power require the confidence to effectively wield both.

Want to become a better leader? It's not about making yourself into a different person or being different than everyone else. Real leadership is recognizing the power of difference in others and learning how to leverage those diverse viewpoints to get amazing results.

The Bretton Woods saga unfurled at a unique crossroads in modern history. An ascendant anticolonial superpower, the United States, used its economic leverage over an insolvent allied imperial power, Great Britain, to set the terms by which the latter would cede its dwindling dominion over the rules and norms of foreign trade and finance. Britain cooperated because the overriding aim of survival seemed to dictate the course. The monetary architecture that Harry White designed, and powered through an international gathering of dollar-starved allies, ultimately fell, its critics agree, of its own contradictions.

The irony across all self-protection is that at the same time as we’re worrying about machine learning and artificial intelligence taking jobs and dehumanizing work, we’re intentionally or unintentionally creating cultures that, instead of leveraging the unique gifts of the human heart like vulnerability, empathy, and emotional literacy, are trying to lock those gifts away. There are some things that machines and algorithms do better than us for the simple reasons of computing power, quicker elimination of variables that humans either don’t see or won’t readily dismiss, and the fact that machines have no ego.

The bulk of the advertising directed at children today has an immediate goal. “It’s not just getting kids to whine,” one marketer explained in Selling to Kids, “it’s giving them a specific reason to ask for the product.” Years ago sociologist Vance Packard described children as “surrogate salesmen” who had to persuade other people, usually their parents, to buy what they wanted. Marketers now use different terms to explain the intended response to their ads—such as “leverage,” “the nudge factor,” “pester power.” The aim of most children’s advertising is straightforward: Get kids to nag their parents and nag them well.

As you renew your mental dimension, you reinforce your personal management (Habit 3). As you plan, you force your mind to recognize high leverage Quadrant II activities, priority goals, and activities to maximize the use of your time and energy, and you organize and execute your activities around your priorities. As you become involved in continuing education, you increase your knowledge base and you increase your options. Your economic security does not lie in your job; it lies in your own power to produce—to think, to learn, to create, to adapt. That’s true financial independence. It’s not having wealth; it’s having the power to produce wealth. It’s intrinsic.

But in my experience, there is one way to signal your commitment to process that all negotiations provide: Always keep your word, even when it is costly. The best deal makers and diplomats take very seriously the promises and commitments they have made to the other side on small things and big. This is not only the right thing to do; it is a tremendously powerful instrument in deal making. Especially in difficult, protracted conflicts where negotiating itself might be seen as risky or useless, often the only source of leverage you have for bringing the other side to the table is your credibility. And once you’re at the table, mistrust is often the biggest barrier to the give-and-take necessary for progress, because many of the concessions either side commits to are not deliverable right away—promises of equitable treatment, power sharing, future benefits, etc. are necessarily premised on trust. If you have not built up a reputation for credibility, you are ill-suited to negotiate such deals.

Small wins are a steady application of a small advantage,” one Cornell professor wrote in 1984. “Once a small win has been accomplished, forces are set in motion that favor another small win.”4.14 Small wins fuel transformative changes by leveraging tiny advantages into patterns that convince people that bigger achievements are within reach.4.15

Generative AI has unlocked exciting possibilities in the realms of images and videos. Its manipulation and transformative capabilities offer new avenues for artistic expression, content creation, and immersive storytelling. As this technology continues to evolve, it is essential to leverage its power responsibly and ensure its positive impact on society.

The Black Panther Party sustained disruption as a source of power by leveraging broad political cleavages to draw widespread black, antiwar, and international support in resistance to repression. The Party became repressible only once the state made sweeping concessions to its allies—namely affirmative action, repeal of the draft, and international diplomatic reconciliation.

Yet as one senior administration official noted to me, 'People who blithely say that we'd win a trade war because China obviously couldn't sustain the damage caused by cutting off their goods are just naive and silly.' Any significant trade restrictions the United States imposed on China would swiftly lead to an equally harmful retaliation on the United States. That is why the most effective lobbyists against tariffs on Chinese goods are American companies that buy from China, do business in China, or have ventures with Chinese firms. So as Obama's outburst [of 'I need leverage!' to staff on a visit to Asia in 2011] underscored, the form of leverage threatened most often by Washington politicians looking for an easy applause line actually offers little leverage at all.

The five rules we have identified to describe this framework are the heart of this book:            1.    Look Forward, Reason Back            2.    Make Big Bets, Without Betting the Company            3.    Build Platforms and Ecosystems—Not Just Products            4.    Exploit Leverage and Power—Play Judo and Sumo            5.    Shape the Organization Around Your Personal Anchor By

PULL BEATS PUSH Training managers how to give feedback—how to push more effectively—can be helpful. But if the receiver isn’t willing or able to absorb the feedback, then there’s only so far persistence or even skillful delivery can go. It doesn’t matter how much authority or power a feedback giver has; the receivers are in control of what they do and don’t let in, how they make sense of what they’re hearing, and whether they choose to change. Pushing harder rarely opens the door to genuine learning. The focus should not be on teaching feedback givers to give. The focus—at work and at home—should be on feedback receivers, helping us all to become more skillful learners. The real leverage is creating pull. Creating pull is about mastering the skills required to drive our own learning; it’s about how to recognize and manage our resistance, how to engage in feedback conversations with confidence and curiosity, and even when the feedback seems wrong, how to find insight that might help us grow. It’s also about how to stand up for who we are and how we see the world, and ask for what we need. It’s about how to learn from feedback—yes, even when it is off base, unfair, poorly delivered, and frankly, you’re not in the mood.

In the competitive world of digital marketing, converting prospects into loyal customers is the ultimate goal for any business. CallTrack.AI emerges as a revolutionary tool in this quest, leveraging the power of artificial intelligence to transform the lead generation process. How CallTrack.AI redefines the approach to capturing and nurturing leads, ultimately leading to higher conversion rates and a robust customer base?

All those greentech investments in China you’ve heard about? All that talk about China being the world’s green leader? Most of those installed solar panels and wind turbines are there only due to the same overinvested, highly leveraged, expansion-at-all-costs development model that has made the entire Chinese economy a grotesque approximation of Enron in nation-state form. Greentech is no solution to China’s energy problems

What a good government does, what a republic does, is moderate competition; allow the tug of war, but never let one side walk away with the rope. They also establish rule of law, and a safety net below which people cannot fall. Everybody can vote, everybody can share power, no matter how rich or poor. Everybody has rights, and the republic is strong enough to enforce those rights. Police, health, mail, education, the things that everybody needs are guaranteed. Corporations can compete, but they are kept reasonably honest and not allowed to over leverage and risk people other than themselves. People will abuse the system, some corps will get away with crime, but the distribution of a minimum amount of power and resources to all people hedges the damage. And it forces the wealthy, not to be slaves to the poor, but to have a modicum of concern for them, because they can vote.

But even if you don’t have other offers or the interested buyer is your first choice, you have more power than before your counterpart revealed his desire. You control what they want. That’s why experienced negotiators delay making offers—they don’t want to give up leverage. Positive leverage should improve your psychology during negotiation. You’ve gone from a situation where you want something from the investor to a situation where you both want something from each other.

Effective curriculum, instruction, and assessment can occur without textbooks or technology. New resources can be used in a manner that augments the quality of the curriculum and transforms student learning. Schools and districts that most effectively leverage the acquisition of new materials invest significant time, effort, and energy in establishing the professional skills and strategies, standards, assessments, and curriculum that will be used to drive students' use of those resources.

In general, the values of our culture require that perspectives remain unintegrated—for once it is integrated, a perspective gives us sensitivity rather than leverage; kinship rather than ownership; responsibility rather than power; and an attentiveness to the present rather than to schemata. Our patrifocal culture warns that such sensitivities are hindrances to our willpower—and we learn our lessons early, so that our resistance to the integration we so desperately need is often too subtle to notice.

What is the most profound difference between between us, between you and me? You already know it. It's these ancestral memories. Mine come at me in the full glare of awareness. Yours work from your blind side. Some call it instinct or fate. The memories apply leverages to each of us - on what we think and what we do. You think you are immune to such influences? I am Galileo. I stand here and tell you: 'Yet it moves.' That which moves can exert its force in ways no mortal power ever before dared stem. I am here to dare this.

Nobody knew what he knew. The whirl of time, the true life inside him. This was his leverage, his only control. He watched his mother browning the flour, her hands rising sticky-white from the heavy-bottomed pan. He ran messages to steamship lines. He lay near sleep, falling into reverie, the powerful world of Oswald-hero, guns flashing in the dark. The reverie of control, perfection of rage, perfection of desire, the fantasy of night, rain-slick streets, the heightened shadows of men in dark coats, like men on movie posters. The dark had a power.

at the height of the crash. “Each time someone at the table pressed for more leverage and more risk, the next few years proved them ‘right.’ These people were emboldened, they were promoted and they gained control of ever more capital. Meanwhile, anyone in power who hesitated, who argued for caution, was proved ‘wrong.’ The cautious types were increasingly intimidated, passed over for promotion. They lost their hold on capital. This happened every day in almost every financial institution, over and over, until we ended up with a very specific kind of person running

We accomplish all that we do through delegation—either to time or to other people. If we delegate to time, we think efficiency. If we delegate to other people, we think effectiveness. Many people refuse to delegate to other people because they feel it takes too much time and effort and they could do the job better themselves. But effectively delegating to others is perhaps the single most powerful high-leverage activity there is. Transferring responsibility to other skilled and trained people enables you to give your energies to other high-leverage activities. Delegation means growth, both for individuals and for organizations.

Here we’ll describe four signs that you have to disengage from your autonomous efforts and seek connection. Each of these emotions is a different form of hunger for connection—that is, they’re all different ways of feeling lonely: When you have been gaslit. When you’re asking yourself, “Am I crazy, or is there something completely unacceptable happening right now?” turn to someone who can relate; let them give you the reality check that yes, the gaslights are flickering. When you feel “not enough.” No individual can meet all the needs of the world. Humans are not built to do big things alone. We are built to do them together. When you experience the empty-handed feeling that you are just one person, unable to meet all the demands the world makes on you, helpless in the face of the endless, yawning need you see around you, recognize that emotion for what it is: a form of loneliness. ... When you’re sad. In the animated film Inside Out, the emotions in the head of a tween girl, Riley, struggle to cope with the exigencies of growing up.... When you are boiling with rage. Rage has a special place in women’s lives and a special role in the Bubble of Love. More, even, than sadness, many of us have been taught to swallow our rage, hide it even from ourselves. We have been taught to fear rage—our own, as well as others’—because its power can be used as a weapon. Can be. A chef’s knife can be used as a weapon. And it can help you prepare a feast. It’s all in how you use it. We don’t want to hurt anyone, and rage is indeed very, very powerful. Bring your rage into the Bubble with your loved ones’ permission, and complete the stress response cycle with them. If your Bubble is a rugby team, you can leverage your rage in a match or practice. If your Bubble is a knitting circle, you might need to get creative. Use your body. Jump up and down, get noisy, release all that energy, share it with others. “Yes!” say the people in your Bubble. “That was some bullshit you dealt with!” Rage gives you strength and energy and the urge to fight, and sharing that energy in the Bubble changes it from something potentially dangerous to something safe and potentially transformative.

Doubt is crucial in science—in the version we call curiosity or healthy skepticism, it drives science forward—but it also makes science vulnerable to misrepresentation, because it is easy to take uncertainties out of context and create the impression that everything is unresolved. This was the tobacco industry's key insight: that you could use normal scientific uncertainty to undermine the status of actual scientific knowledge." ...Individual clinicians cannot single-handedly combat this kind of antiscience, a climate that has only been fostered by some political and religious leaders and by the social media. But at the very least, we can make our patients aware of the forces at play and the mind games that such merchants of doubt employ.

Unfortunately, the critics of economics have had a tendency to discuss the whole structure as a tissue of misconceptions. It is a critique that fails. The strength of economics is its considerable, if far from complete, understanding of the flows and comparative advantages that underlie trade, jobs, capital and incomes, and the logic of optimising behaviour, all backed by glittering accomplishment in mathematics. That makes it a powerful analytical instrument, so that just a few misconceptions – such as a failure to understand the informal economy or resource depletion – have leverage: like a baby monkey at the controls of a Ferrari, they can turn it into an instrument with extraordinarily destructive potential. If it were a tissue of errors, it would not be dangerous: it is its 90 percent brilliance which makes it so.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.

One of the most vocal speakers in the debate was Cleon. He will sound familiar to readers. A prominent Athenian, Cleon inherited money from his father and leveraged it to launch a career in politics. Historians have characterized him as a populist, one of the era’s “new politicians.” Cleon was a crass and blunt public speaker, an immoral man who frequently sued his opponents, an armchair critic of those in power, and an orator who preyed upon the emotions of the people to whip up public support for his opinions. Although some accounts characterize him as charming, his speaking style was said to be angry and repugnant. Aristotle later described Cleon as: “[T]he man who, with his attacks, corrupted the Athenians more than anyone else. Although other speakers behaved decently, Cleon was the first to shout during a speech in the Assembly, [and] use abusive language while addressing the people….

We believe that a fundamental measure of our success will be the shareholder value we create over the long term. This value will be a direct result of our ability to extend and solidify our current market leadership position. The stronger our market leadership, the more powerful our economic model. Market leadership can translate directly to higher revenue, higher profitability, greater capital velocity, and correspondingly stronger returns on invested capital. Our decisions have consistently reflected this focus. We first measure ourselves in terms of the metrics most indicative of our market leadership: customer and revenue growth, the degree to which our customers continue to purchase from us on a repeat basis, and the strength of our brand. We have invested and will continue to invest aggressively to expand and leverage our customer base, brand, and infrastructure as we move to establish an enduring franchise.

Work must be refused and reduced, building our synthetic freedom in the process.136 As we have set out in this chapter, achieving this will require the realisation of four minimal demands: 1.Full automation 2.The reduction of the working week 3.The provision of a basic income 4.The diminishment of the work ethic While each of these proposals can be taken as an individual goal in itself, their real power is expressed when they are advanced as an integrated programme. This is not a simple, marginal reform, but an entirely new hegemonic formation to compete against the neoliberal and social democratic options. The demand for full automation amplifies the possibility of reducing the working week and heightens the need for a universal basic income. A reduction in the working week helps produce a sustainable economy and leverage class power. And a universal basic income amplifies the potential to reduce the working week and expand class power.

The emphasis here will be on strength, not pathology; on challenge, not comfort; on self-differentiation, not herding for togetherness. This is a difficult perspective to maintain in a “seatbelt society” more oriented toward safety than adventure. This book is not, therefore, for those who prefer peace to progress. It is not for those who mistake another’s well-defined stand for coercion. It is not for those who fail to see how in any family or institution a perpetual concern for consensus leverages power to the extremists. And it is not for those who lack the nerve to venture out of the calm eye of good feelings and togetherness and weather the storm of protest that inevitably surrounds a leader’s self-definition. For, whether we are considering a family, a work system, or an entire nation, the resistance that sabotages a leader’s initiative usually has less to do with the “issue” that ensues than with the fact that the leader took initiative.

I am sure that the Roman emperors didn’t have prayer to God in their schools. But then, the early Christians didn’t seem to care what Caligula or Claudius or Nero did. How could any emperor stop God? How, in fact, could the demons of hell make headway when God’s people prayed and called upon his name? Impossible! In the New Testament we don’t see Peter or John wringing their hands and saying, “Oh, what are we going to do? Caligula’s bisexual … he wants to appoint his horse to the Roman Senate … what a terrible model of leadership! How are we going to respond to this outrage?” Let’s not play games with ourselves. Let’s not divert attention away from the weak prayer life of our own churches. In Acts 4, when the apostles were unjustly arrested, imprisoned, and threatened, they didn’t call for a protest; they didn’t reach for some political leverage. Instead, they headed to a prayer meeting. Soon the place was vibrating with the power of the Holy Spirit (vv. 23–31).

Still, there was a basic contradiction at the heart of Obama’s decision to intervene that contributed to this unraveling. His focus on a front-end solution—consciously trying to avoid the nation-building missteps of George W. Bush—foreclosed any meaningful American role in the postwar stabilization or reconstruction of Libya. There would be no peacekeepers, trainers, or advisers. That distinguished Libya from Iraq and Afghanistan, but also from Bosnia, Kosovo, and virtually every other American intervention since World War II. The absence of boots on the ground deprived the United States of leverage in dealing with Libya’s new leaders. While these leaders squabbled among themselves in Tripoli, the radical jihadi groups helped themselves to assault rifles and machine guns from Colonel Qaddafi’s ransacked armories. As in Iraq half a decade earlier, the lack of security proved to be Libya’s undoing: The militias poured in to fill the vacuum left by Qaddafi. What had been hailed by many as a “model intervention” turned out to be a blueprint for chaos.

There have been a few times in my life when I have experienced extreme loss and it seemed like I lost everything. If you're at a place in your life where it seems like you've lost everything, just first of all know that you haven't lost everything. Look around and take inventory of your life at this exact moment - think about the resources that you still have, whether its skills, money, a network of friends and family, a brand with a good reputation, a top quality resume, money in savings, your house, your car, your computer or whatever it may be. Then think about how you can leverage whatever resources you have remaining after your loss and figure out how to utilize those resources and convert them into streams of income by adding value to other peoples lives or adding value to a marketplace. The money will begin to flow back in and you will begin to gain back the equivalent and more of everything you lost. Then when you've rebounded and it seems like you have it all, do everything in your power to protect it all and to keep it all and to avoid loss.

The narrative is the set of assumptions the press believes in, possibly without even knowing that it believes in them. It’s so powerful because it’s unconscious. It’s not like they get together every morning and decide ‘These are the lies we tell today.’ No, that would be too crude and honest. Rather, it’s a set of casual, nonrigorous assumptions about a reality they’ve never really experienced that’s arranged in such a way as to reinforce their best and most ideal presumptions about themselves and their importance to the system and the way they’ve chosen to live their lives. It’s a way of arranging things a certain way that they all believe in without ever really addressing carefully. It permeates their whole culture. They know, for example, that Bush is a moron and Obama a saint. They know communism was a phony threat cooked up by right-wing cranks as a way to leverage power to the executive. They know Saddam didn’t have weapons of mass destruction, the response to Katrina was fucked up, torture never works, and mad Vietnam sniper Carl Hitchcock killed the saintly peace demonstrators. Cheney’s a devil, Biden’s a genius. Soft power good,

If you hurt her, you will not leave here alive,” I growled at him. “I will kill you with my bare fucking hands, Bayle.” Bayle started to laugh. “Oh, you really think so?” Something flashed in Tilda’s eyes, and her body tensed up. Her expression hardened, and there was a resolve in her that I knew all too well from training with her. Tilda was a master of restraint, but she could destroy someone if she wanted to. “Wait,” Tilda said in a stilted voice. “This is Bayle Lundeen? Bayle, who conspired with Kennet? Bayle, who’s one of the reasons my husband is dead?” I nodded once. “Yeah. That’s him.” For the first time, Bayle seemed to realize he might have bitten off more than he could chew, and he looked down at Tilda with new appreciation. Tilda may be pregnant, but she was still tall and strong, with muscular arms and powerful legs. I was sure that when Bayle had first captured her, she’d been more docile so as not to risk him hurting the baby. But now she was pissed. With one sudden jerk, she flung her head backward, smashing into Bayle’s face. From where I stood several feet away from her, I heard the sound of his nose crunching. Before he could tilt the knife toward her, she grabbed his wrist, bent it backward, and, using her other arm as leverage, she broke his arm with a loud snap. It all happened within a few seconds, and Bayle screamed in pain and stumbled back. His arm hung at a weird angle, and blood streamed down his face. But Tilda wasn't done yet. With a swipe of her leg, she kicked his legs out from under him. He fell back into the mud, and Tilda kicked him hard in the groin, causing Konstantin to wince behind me. Then she jumped on top of him, punching him repeatedly in the face with both fists. His body had gone limp but I wasn't sure if that was because he was unconscious or dead. Either way, Tilda apparently decided that she wanted to be certain. She grabbed the knife that he’d dropped on the ground beside them, and she stabbed him straight through the heart. And then she just sat there, kneeling on his dead body and breathing hard. None of us said anything or moved. It felt like she needed the moment to herself. When she finally stood up, she shook her arms out, probably both because her fists hurt from hitting Bayle so hard and also to get rid of some of the blood. “Do you feel better?” I asked her. She nodded, still catching her breath as she walked over to me. “Yeah. We have to do something about these bodies, though. The humans will get suspicious.” “That girl is a fucking beast,” Konstantin whispered as she walked by, and he looked at her with newfound admiration. “You should see her when she’s not pregnant,” I said.

Hybrid warfare particularly appeals to China and Russia, since they are much more able to control the information their populaces receive than are their Western adversaries. A 1999 book, Unrestricted Warfare, written by two People’s Liberation Army colonels suggests that militarily, technologically and economically weaker states can use unorthodox forms of warfare to defeat a materially superior enemy – and clearly they had the United States and NATO in mind. Rather than focusing on direct military confrontation, the weaker state might succeed against the dominant opponent by shifting the arena of conflict into economic, terrorist and even legal avenues as leverage to be used to undercut more traditional means of warfare. The subtitle of their book, Two Air Force Senior Colonels on Scenarios for War and the Operational Art in an Era of Globalization, notes a core truth of the early twenty-first century: an increasingly globalized world deepens reliance upon, and the interdependence of, nations, which in turn can be used as leverage to exploit, undermine and sabotage a dominant power. The two colonels might not be happy with the lesson their book teaches Westerners, which is that no superpower can afford to be isolationist. One way to keep America great, therefore, is to stay firmly plugged into – and leading – the international system, as it has generally done impressively in leading the Western world’s response to the invasion of Ukraine. The siren voices of American isolationism inevitably lead to a weaker United States.

finally there was only one corpse left. A large man, weighing well over two hundred pounds, lay tightly wedged between two boulders deeply imbedded in the earth. His shirtless torso had a sickly greenish sheen. The only way to dislodge the man was to wrap arms around him in a bear hug and pull him from the rocks—not a pleasant prospect. We huddled in a silent group and looked at the dead man, building our resolve. Finally, SSgt. Ken Bollinger spoke, “I’ll do it.” The rest of us sighed in relief. Ken had a body builder’s muscular physique. He would need his great strength to free the wedged corpse. Sergeant Bolliger positioned a vinyl body bag next to the man-in-the-rocks. Then he lay on top of the corpse and worked his arms under and around the dead man’s chest. He intertwined his fingers, locked his grip and squirmed to his knees, struggling for leverage. As Ken heaved upwards we watched in awe as his muscles bunched and his face reddened with herculean exertion. And suddenly, the man-in-the-rocks came apart in the middle, his entrails spilling onto the ground. Some of us groaned and turned away, but Sergeant Bollinger was unfazed. He methodically filled the body bag with the largest parts of the corpse, then scooped the remaining organs and pieces into the bag. When he was finished not a speck of the person remained on the ground. We gave him kudos as he slowly stood. His uniform was slick with gore and stank of death, but he appeared totally unfazed. We all praised him, “That was hardcore Ken.” he looked at us quizzically, genuinely taken aback. “No big deal.” he said.

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

Curtis Bane screamed and though I came around fast and fired in the same motion, he’d already pulled a heater and begun pumping metal at me. We both missed and I was empty, that drum clicking uselessly. I went straight at him. Happily, he too was out of bullets and I closed the gap and slammed the butt of the rifle into his chest. Should’ve knocked him down, but no. The bastard was squat and powerful as a wild animal, thanks to being a coke fiend, no doubt. He ripped the rifle from my grasp and flung it aside. He locked his fists and swung them up into my chin, and it was like getting clobbered with a hammer, and I sprawled into a row of trash cans. Stars zipped through my vision. A leather cosh dropped from his sleeve into his hand and he knew what to do with it all right. He swung it in a short chopping blow at my face and I got my left hand up and the blow snapped my two smallest fingers, and he swung again and I turned my head just enough that it only squashed my ear and you better believe that hurt, but now I’d drawn the sawback bayonet I kept strapped to my hip, a fourteen-inch grooved steel blade with notched and pitted edges—Jesus-fuck who knew how many Yankee boys the Kraut who’d owned it gashed before I did for him—and stabbed it to the guard into Bane’s groin. Took a couple of seconds for Bane to register it was curtains. His face whitened and his mouth slackened, breath steaming in the chill, his evil soul coming untethered. He had lots of gold fillings. He lurched away and I clutched his sleeve awkwardly with my broken hand and rose, twisting the handle of the blade side to side, turning it like a car crank into his guts and bladder, putting my shoulder and hip into it for leverage. He moaned in panic and dropped the cosh and pried at my wrist, but the strength was draining from him and I slammed him against the wall and worked the handle with murderous joy. The cords of his neck went taut and he looked away, as if embarrassed, eyes milky, a doomed petitioner gaping at Hell in all its fiery majesty. I freed the blade with a cork-like pop and blood spurted down his leg in a nice thick stream and he collapsed, folding into himself like a bug does when it dies.

Parental efforts to gain leverage generally take two forms: bribery or coercion. If a simple direction such as “I'd like you to set the table” doesn't do, we may add an incentive, for example, “If you set the table for me, I'll let you have your favorite dessert.” Or if it isn't enough to remind the child that it is time to do homework, we may threaten to withdraw some privilege. Or we may add a coercive tone to our voice or assume a more authoritarian demeanor. The search for leverage is never-ending: sanctions, rewards, abrogation of privileges; the forbidding of computer time, toys, or allowance; separation from the parent or separation from friends; the limitation or abolition of television time, car privileges, and so on and so on. It is not uncommon to hear someone complain about having run out of ideas for what still might remain to be taken away from the child. As our power to parent decreases, our preoccupation with leverage increases. Euphemisms abound: bribes are called variously rewards, incentives, and positive reinforcement; threats and punishments are rechristened warnings, natural consequences, and negative reinforcements; applying psychological force is often referred to as modifying behavior or teaching a lesson. These euphemisms camouflage attempts to motivate the child by external pressure because his intrinsic motivation is deemed inadequate. Attachment is natural and arises from within; leverage is contrived and imposed from without. In any other realm, we would see the use of leverage as manipulation. In parenting, such means of getting a child to follow our will have become embraced by many as normal and appropriate. All attempts to use leverage to motivate a child involve the use of psychological force, whether we employ “positive” force as in rewards or “negative” force as in punishments. We apply force whenever we trade on a child's likes or when we exploit a child's dislikes and insecurities in order to get her to do our will. We resort to leverage when we have nothing else to work with — no intrinsic motivation to tap, no attachment for us to lean on. Such tactics, if they are ever to be employed, should be a last resort, not our first response and certainly not our modus operandi. Unfortunately, when children become peer-oriented, we as parents are driven to leverage-seeking in desperation. Manipulation, whether in the form of rewards or punishments, may succeed in getting the child to comply temporarily, but we cannot by this method make the desired behavior become part of anyone's intrinsic personality. Whether it is to say thank-you or sorry, to share with another, to create a gift or card, to clean up a room, to be appreciative, to do homework, or to practice piano, the more the behavior has been coerced, the less likely it is to occur voluntarily. And the less the behavior occurs spontaneously, the more inclined parents and teachers are to contrive some leverage. Thus begins a spiraling cycle of force and counterwill that necessitates the use of more and more leverage. The true power base for parenting is eroded.

STEWARDSHIP DELEGATION Stewardship delegation is focused on results instead of methods. It gives people a choice of method and makes them responsible for results. It takes more time in the beginning, but it’s time well invested. You can move the fulcrum over, you can increase your leverage, through stewardship delegation. Stewardship delegation involves clear, up-front mutual understanding and commitment regarding expectations in five areas. DESIRED RESULTS. Create a clear, mutual understanding of what needs to be accomplished, focusing on what, not how; results, not methods. Spend time. Be patient. Visualize the desired result. Have the person see it, describe it, make out a quality statement of what the results will look like, and by when they will be accomplished. GUIDELINES. Identify the parameters within which the individual should operate. These should be as few as possible to avoid methods delegation, but should include any formidable restrictions. You wouldn’t want a person to think he had considerable latitude as long as he accomplished the objectives, only to violate some long-standing

STEPS TO A POWER NOTE:     1.  USE UNBRANDED CARDS WITH A SYMBOL OR MONOGRAM THAT REPRESENTS YOU. IT’S A PERSONAL NOTE.     2.  USE BLUE INK. IT LOOKS ORIGINAL AND POSITIVE.     3.  WORDS - USE YOU, BUT AVOID I, ME, MY.     4.  BE SPECIFIC IN YOUR PRAISE. IDENTIFY AND ACKNOWLEDGE A CHARACTERISTIC, A TALENT, A UNIQUE QUALITY.     5.  LEVERAGE THE POWER OF POSITIVE PROJECTION. IDENTIFY A PERSONAL CHARACTERISTIC YOU WANT TO IMPROVE AND EXPRESS RESPECT FOR OTHERS WHO POSSESS THAT QUALITY (HAPPINESS, WEALTH, BALANCE, ETC.)     6.  WRITE RIGHTLY - SLOPE TEXT SLIGHTLY UPWARD FROM LEFT TO RIGHT. READ YOUR HANDWRITING CAN CHANGE YOUR LIFE BY VIMALA RODGERS.7     7.  THE POWER OF THE P.S. USE A P.S. AS A CALL-TO-ACTION: ASK THE RECIPIENT TO TAKE ACTION SUCH AS E-MAILING OR CALLING. “Whom do I write these POWER Notes to?” Rick asked. “Everybody you know,” Coach answered. “Pick up a business card, look in your e-mail, look in your database—find a person,

Set the table: Decide exactly what you want. Clarity is essential. Write out your goals and objectives before you begin. Plan every day in advance: Think on paper. Every minute you spend in planning can save you five or ten minutes in execution. Apply the 80/20 Rule to everything: Twenty percent of your activities will account for 80 percent of your results. Always concentrate your efforts on that top 20 percent. Consider the consequences: Your most important tasks and priorities are those that can have the most serious consequences, positive or negative, on your life or work. Focus on these above all else. Practice creative procrastination: Since you can't do everything, you must learn to deliberately put off those tasks that are of low value so that you have enough time to do the few things that really count. Use the ABCDE Method continually: Before you begin work on a list of tasks, take a few moments to organize them by value and priority so you can be sure of working on your most important activities. Focus on key result areas: Identify and determine those results that you absolutely, positively have to get to do your job well, and work on them all day long. The Law of Three: Identify the three things you do in your work that account for 90 percent of your contribution, and focus on getting them done before anything else. You will then have more time for your family and personal life. Prepare thoroughly before you begin: Have everything you need at hand before you start. Assemble all the papers, information, tools, work materials, and numbers you might require so that you can get started and keep going. Take it one oil barrel at a time: You can accomplish the biggest and most complicated job if you just complete it one step at a time. Upgrade your key skills: The more knowledgeable and skilled you become at your key tasks, the faster you start them and the sooner you get them done. Leverage your special talents: Determine exactly what it is that you are very good at doing, or could be very good at, and throw your whole heart into doing those specific things very, very well. Identify your key constraints: Determine the bottlenecks or choke points, internal or external, that set the speed at which you achieve your most important goals, and focus on alleviating them. Put the pressure on yourself: Imagine that you have to leave town for a month, and work as if you had to get all your major tasks completed before you left. Maximize your personal power: Identify your periods of highest mental and physical energy each day, and structure your most important and demanding tasks around these times. Get lots of rest so you can perform at your best. Motivate yourself into action: Be your own cheerleader. Look for the good in every situation. Focus on the solution rather than the problem. Always be optimistic and constructive. Get out of the technological time sinks: Use technology to improve the quality of your communications, but do not allow yourself to become a slave to it. Learn to occasionally turn things off and leave them off. Slice and dice the task: Break large, complex tasks down into bite-sized pieces, and then do just one small part of the task to get started. Create large chunks of time: Organize your days around large blocks of time where you can concentrate for extended periods on your most important tasks. Develop a sense of urgency: Make a habit of moving fast on your key tasks. Become known as a person who does things quickly and well. Single handle every task: Set clear priorities, start immediately on your most important task, and then work without stopping until the job is 100 percent complete. This is the real key to high performance and maximum personal productivity.

Given the complexity in strategy, governance and relationships involved in family business, one might marvel that a family ever emerges on the other side and wants to find a permanent way to continue together. But many families that have successfully accumulated significant wealth begin to search for a means to preserve it for present and future generations. One way to do so is to form a family office. Although definitions differ, a family office is generally organized to manage and leverage the family’s collective wealth, with an emphasis on stewardship rather than growth. Stewardship implies a long-term view and looks at inherited wealth as something to be treasured and preserved, in real terms, for future generations of family. A sense of stewardship is a powerful motivator, in the first place, not to destroy the financial and philosophical legacy of the founder and, second and ideally, to extend the reach of these resources into the modern day. We are going to talk extensively

The old leftism had primarily a negative approach — that is, the orientation was towards negating what currently existed. Capitalism was a thing that could be fought more or less on its own terms, you could win terrain (geographical or otherwise), defend it, and take more. The strategic and tactical focus was on what would do most to lead to a defeat of capitalist forces, in whatever form they took — whether a colonial government or a greedy factory owner. This model of conflict is at its most literal in, say, a guerilla war, but it applies to all possible terrains of class struggle. Concessions by capital and established strongholds of working class power, even if reformist or imperfect, were to be leveraged as much as they could towards a further defeat of capitalism.

if you don’t invest in your brand, don’t expect consumers to.

As demand for cotton grew, slavery was considered indispensable as a means of maximizing profit for this labor-intensive staple crop. Equally important, as we shall see, slaves could be financed—that is, purchased on credit. In financial parlance this is called leverage. Planters had one objective: increased cotton production. Arguments about the optimum size of a cotton farm are irrelevant because of slavery’s financing characteristic. Simply put, the goal was more cotton, which called for financing the purchase of more land and more slaves. Because a mechanical means of solving cotton’s production needs did not exist until the mid-twentieth century, cotton demanded an endless supply of black bodies as long as the price of cotton permitted financing. The Northerner Frederick Law Olmsted,

As demand for cotton grew, slavery was considered indispensable as a means of maximizing profit for this labor-intensive staple crop. Equally important, as we shall see, slaves could be financed—that is, purchased on credit. In financial parlance this is called leverage. Planters had one objective: increased cotton production. Arguments about the optimum size of a cotton farm are irrelevant because of slavery’s financing characteristic. Simply put, the goal was more cotton, which called for financing the purchase of more land and more slaves. Because a mechanical means of solving cotton’s production needs did not exist until the mid-twentieth century, cotton demanded an endless supply of black bodies as long as the price of cotton permitted financing. The Northerner Frederick Law Olmsted, author of The Cotton Kingdom (1861), attributed slavery’s growth to cotton production that had

There’s no better way to inform and expand your mind on a regular basis than to get into the habit of reading good literature. That’s another high leverage Quadrant II activity. You can get into the best minds that are now or that have ever been in the world. I highly recommend starting with a goal of a book a month, then a book every two weeks, then a book a week. “The person who doesn’t read is no better off than the person who can’t read.

CIOs must shift focus from internal customers to external customers. IT must shift focus from providing service to providing value. Everything is moving to the cloud; CIOs must assume a “cloud first” mentality. Innovation is more than new technology—it's also about change management, enabling new processes, and hiring the best talent. CIOs need to work closely with the business to create innovation that drives real value. CEOs expect more from their CIOs than ever before. CIOs must deliver on a higher set of expectations, or they will be replaced. CIOs must shift from a measurement mentality to a value creation mentality. CIOs must shift focus from historical data to real-time information. Today, IT is all about creating real business value. All business is digital. All business. When IT has a bad day, the business has a bad day. IT still matters. It matters to the top line and to the bottom line. IT matters more than ever because IT is everywhere in the business. Without IT, you're out of business. CIOs need to step up, raise the bar, and elevate their game to meet the challenges of the big shift. I hope you enjoy reading this book and find it a useful addition to your library. It's the fourth book I've authored on the topic of

When it comes to competitive and comparative advertising, there are a couple of easy rules. First, if you’re bigger/badder/more successful than the other brand, never mention its name. Why use your valuable branding resources to build awareness of your competition, regardless of what you’re saying about them? Plus, when a big guy picks on a little guy it looks like bullying, and consumers have a reflexive dislike of bullies.

Branding isn’t just about creating impressions or getting attention.

WHY HABITS ARE GOOD FOR BUSINESS If our programmed behaviors are so influential in guiding our everyday actions, surely harnessing the same power of habits can be a boon for industry. Indeed, for those able to shape them in an effective way, habits can be very good for the bottom line. Habit-forming products change user behavior and create unprompted user engagement. The aim is to influence customers to use your product on their own, again and again, without relying on overt calls to action such as ads or promotions. Once a habit is formed, the user is automatically triggered to use the product during routine events such as wanting to kill time while waiting in line. However, the framework and practices explored in this book are not “one size fits all” and do not apply to every business or industry. Entrepreneurs should evaluate how user habits impact their particular business model and goals. While the viability of some products depends on habit-formation to thrive, that is not always the case. For example, companies selling infrequently bought or used products or services do not require habitual users—at least, not in the sense of everyday engagement. Life insurance companies, for instance, leverage salespeople, advertising, and word-of-mouth referrals and recommendations to prompt consumers to buy policies. Once the policy is bought, there is nothing more the customer needs to do. In this book I refer to products in the context of businesses that require ongoing, unprompted user engagement and therefore need to build user habits. I exclude companies that compel customers to take action through

BRANDS GET THE advertising they deserve, regardless of how good the agency with which they partner is.

Whether they win or lose their fight with the Euro institutions, Syriza have demonstrated the power of theory. Varoufakis predicted the catastrophic end of the Greek bonanza, the unsustainability of leveraged finance and the fragmentation of the eurozone – even while the theories acceptable to the Wall Street Journal and Financial Times said the opposite. He also told his advisers, from the very beginning, that they could expect a deal with Europe only at ‘one minute past midnight’. That is, he theorized the potential accidental outcomes of the crisis too. That’s what gives this book both its power and its poignancy. We don’t know how the fight between Syriza and the eurozone will end – but we can be certain it will involve compromise. Politicians live in the world of compromise; theorists do not. But by the end of it, the radical left will know what it means to fight for a new, fairer kind of capitalism, in the teeth of resistance from the old kind. Paul Mason, 28 March 2015

Small wins are exactly what they sound like, and are part of how keystone habits create widespread changes. A huge body of research has shown that small wins have enormous power, an influence disproportionate to the accomplishments of the victories themselves. “Small wins are a steady application of a small advantage,” one Cornell professor wrote in 1984. “Once a small win has been accomplished, forces are set in motion that favor another small win.”4.14 Small wins fuel transformative changes by leveraging tiny advantages into patterns that convince people that bigger achievements are within reach.4.15

The How of Achieving Goals Each year, organizations spend thousands of hours defining WHAT needs to be achieved in the near future—objectives are set, plans are made, Gantt charts are drafted, and to-do lists are created—all of which are tactical in nature. However, organizations nearly always overlook the HOW of achieving their goals: HOW we will behave when working together HOW we will talk about each other, even when the other person is not present HOW we will resolve disagreements and respond when things do not go to plan HOW we will leverage our individual experiences and skills to work together to achieve the corporate goals The HOW focuses on identifying who is involved in achieving each goal. Regularly reviewing this means we can identify new skills or capabilities that may be required and then determine how the organization will provide these, whether it will be an in-house (build) or a recruit-and-hire externally (buy) approach. In focusing on the HOW, an organization can identify new roles or additional headcount needed to support a growth strategy. It can look for opportunities to streamline and create efficiencies.

Powerful salespeople require a marketplace where they can leverage today’s efforts into tomorrow’s income.

PA is the process by which an organization learns from the experience it has collectively gained across its team members and computer systems. In fact, an organization that doesn’t leverage its data in this way is like a person with a photographic memory who never bothers to think.