Productive Monday Quotes

If you want to understand a society, take a good look at the drugs it uses. And what can this tell you about American culture? Well, look at the drugs we use. Except for pharmaceutical poison, there are essentially only two drugs that Western civilization tolerates: Caffeine from Monday to Friday to energize you enough to make you a productive member of society, and alcohol from Friday to Monday to keep you too stupid to figure out the prison that you are living in.

There are essentially only two drugs that Western civilization tolerates: Caffeine from Monday to Friday to energize you enough to make you a productive member of society, and alcohol from Friday to Monday to keep you too stupid to figure out the prison that you are living in.

Cheers,' she said as I left, 'and don't forget you're seeing Matt and I on Monday.' I thought for a moment she'd said 'matineye', an East End pronunciation of 'matinee'. Was I meant to review it? Then I remembered Matt was the production editor. 'Me won't forget,' me muttered as me went downstairs.

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.

Sunday “Well then, as I have just told you, they devoted each day of the week to productions in one or another special branch of knowledge—either works of their hands, or some other form of consciously designed being-manifestation “Thus, Monday was devoted to the first group, and this day was called the ‘day of religious and civil ceremonies’, “Tuesday was allotted to the second group, and was called the ‘day of architecture’, “Wednesday was called the ‘day of painting’, “Thursday, the ‘day of religious and popular dances’, “Friday, the ‘day of sculpture’, “Saturday, the ‘day of the mysteries’ or, as it was also called, the ‘day of the theater’, “Sunday, the ‘day of music and song

On December 2 (aka Cyber Monday, the first Monday after Thanksgiving) alone, customers ordered some 36.8 million products—or about 426 orders a second—helping to bring the company’s overall sales for 2013 to a record high of $74.45 billion.

In mid-November Fermi reorganized his team into two twelve-hour shifts, a day crew under Walter Zinn (who continued to supervise materials production as well), a night crew under Herbert Anderson. Construction began on Monday morning, November 16, 1942.

On Monday morning, I rode the elevator up nine stories while fantasizing about a Marxist uprising where temps took control of the means of production and held Jeff Bezos hostage until he conformed to a socialist belief system where temp workers are valued as more than just cogs in his world-dominating machine.

Jack Dorsey, the cofounder of Twitter and founder of Square, has an interesting approach to his weekly routine. He has divided up his week into themes. Monday is for management meetings and “running the company” work. Tuesday is for product development. Wednesday is for marketing, communications, and growth. Thursday is for developers and partnerships. Friday is for the company and its culture.

Frank O’Brien is the founder of Conversations, a marketing services company based in New York that has been named to the Inc. 500/5000 List of “America’s Fastest Growing Private Companies.” In response to the frenetic pace of today’s workplace he has initiated a radical practice. Once a month he gathers each employee of his fifty-person company into a room for a full day. Phones are prohibited. E-mail is outlawed. There is no agenda. The purpose of the meeting is simply to escape to think and to talk. Mind you, he doesn’t hold this meeting on the middle Friday of the month, when productivity might be sluggish and people aren’t getting any “real work” done anyway. He holds this daylong meeting on the first Monday of the month. The practice isn’t just an internal discipline either: even his clients know not to expect a response on this “Do-Not-Call-Monday.”1 He does this because he knows his people can’t figure out what is essential if they’re constantly on call. They need space to figure out what really matters. He wrote: “I think it’s critical to set aside time to take a breath, look around, and think. You need that level of clarity in order to innovate and grow.

The fact that no one made demands on her knowledge in her special field was lucky for Simochka. Not only she but many of her girlfriends had graduated from the institute without any such knowledge. There were many reasons for this. The young girls had come from high schools with very little grounding in mathematics and physics. They had learned in the upper grades that at faculty council meetings the school director had scolded the teachers for giving out failing marks, and that even if a pupil didn't study at all he received a diploma. In the institute, when they found time to sit down to study, they made their way through the mathematics and radio-technology as through a dense pine forest. But more often there was no time at all. Every fall for a month or more the students were taken to collective farms to harvest potatoes. For this reason, they had to attend lectures for eight and ten hours a day all the rest of the year, leaving no time to study their course work. On Monday evenings there was political indoctrination. Once a week a meeting of some kind was obligatory. Then one had to do socially useful work, too: issue bulletins, organize concerts, and it was also necessary to help at home, to shop, to wash, to dress. And what about the movies? And the theater? And the club? If a girl didn't have some fun and dance a bit during her student years, when would she do so afterward? For their examinations Simochka and her girlfriends wrote many cribs, which they hid in those sections of female clothing denied to males, and at the exams they pulled out the one the needed, smoothed it out, and turned it in as a work sheet. The examiners, of course, could have easily discovered the women students' ignorance, but they themselves were overburdened with committee meetings, assemblies, a variety of plans and reports to the dean's office and to the rector. It was hard on them to have to give an examination a second time. Besides, when their students failed, the examiners were reprimanded as if the failures were spoiled goods in a production process—according to the well-known theory that there are no bad pupils, only bad teachers. Therefore the examiners did not try to trip the students up but, in fact, attempted to get them through the examination with as good results as possible.

Denmark: Fatal Outbreak Tied to Meat By REUTERS An outbreak of listeria tied to contaminated Danish meat has killed 12 people since last September, with most of the deaths in the past three months, the Ministry of Food, Agriculture and Fisheries said Tuesday. The outbreak was finally traced on Monday to a popular type of cold cut called rullepolse — “rolled sausage” in Danish, typically made of pork stuffed with herbs and spices — produced by a company near Copenhagen, Jorn A. Rullepolser A/S. “This is completely incomprehensible for us,” Christina Lowies Jensen, an official at the company, told TV2 television, saying all production and sales had been halted. Listeria can lead to fatal infections, especially in the young or the elderly.

Six big companies refused to refund me for a bad service. I humiliated them, I threaten them, I kept their product, and I made them pay for every cent at the end. My girlfriend asked me for some time off and challenged me. I dumped her without further discussion. My computer demanded a break. And so I broke it. I have some of its letters being shipped from across the world while I type without them, for seventeen hours a day, from Monday to Sunday. And yet, this world still seriously underestimates the one that was born in the darkness and shaped by the fire. I can eat the whole planet in one single bite if I want.

WEEK 1: MONDAY: 3 X 20 seconds of each exercise: - Squats - Plank - Jumping Jacks * Rest 10 seconds between exercises and 30 seconds between sets.

Driving University: Listen to audio books or financial news radio while stuck in traffic. Traffic nuisances transformed to education. Exercise University: Absorb books, podcasts, and magazines while exercising at the gym. In between sets, on the treadmill, or on the stationary bike, exercise is transformed to education. Waiting University: Bring something to read with you when you anticipate a painful wait: Airports, doctor’s offices, and your state’s brutal motor vehicle department. Don’t sit there and twiddle your thumbs—learn! Toilet University: Never throne without reading something of educational value. Extend your “sit time” (even after you finish) with the intent of learning something new, every single day. Toilet University is the best place to change your oil, since it occurs daily and the time expenditure cannot be avoided. This means the return on your time investment is infinite! Toilet time transformed to education. Jobbing University: If you can, read during work downtimes. During my dead-job employment (driving limos, pizza delivery) I enjoyed significant “wait times” between jobs. While I waited for passengers, pizzas, and flower orders, I read. I didn’t sit around playing pocket-poker; no, I read. If you can exploit dead time during your job, you are getting paid to learn. Dead-end jobs transformed to education. TV-Time University: Can’t wean yourself off the TV? No problem; put a television near your workspace and simultaneously work your Fastlane plan while the TV does its thing. While watching countless reruns of Star Trek, boldly going where no man has gone before, I simultaneously learned how to program websites. In fact, as I write this, I am watching the New Orleans Saints pummel the New England Patriots on Monday Night Football. Gridiron gluttony transformed to work and education.

Over the course of the year, the marketing and product teams would conceive one major initiative that would be rolled out just in time for tax season. Now they test over five hundred different changes in a two-and-a-half-month tax season. They’re running up to seventy different tests per week. The team can make a change live on its website on Thursday, run it over the weekend, read the results on Monday, and come to conclusions starting Tuesday; then they rebuild new tests on Thursday and launch the next set on Thursday night.

For example, consider one of Intuit’s flagship products. Because TurboTax does most of its sales around tax season in the United States, it used to have an extremely conservative culture. Over the course of the year, the marketing and product teams would conceive one major initiative that would be rolled out just in time for tax season. Now they test over five hundred different changes in a two-and-a-half-month tax season. They’re running up to seventy different tests per week. The team can make a change live on its website on Thursday, run it over the weekend, read the results on Monday, and come to conclusions starting Tuesday; then they rebuild new tests on Thursday and launch the next set on Thursday night. As Scott put it, “Boy, the amount of learning they get is just immense now. And what it does is develop entrepreneurs, because when you have only one test, you don’t have entrepreneurs, you have politicians, because you have to sell. Out of a hundred good ideas, you’ve got to sell your idea. So you build up a society of politicians and salespeople. When you have five hundred tests you’re running, then everybody’s ideas can run. And then you create entrepreneurs who run and learn and can retest and relearn as opposed to a society of politicians. So we’re trying to drive that throughout our organization, using examples which have nothing to do with high tech, like the website example. Every business today has a website. You don’t have to be high tech to use fast-cycle testing.” This kind of change is hard. After all, the company has a significant number of existing customers who continue to demand exceptional service and investors who expect steady, growing returns. Scott says, It goes against the grain of what people have been taught in business and what leaders have been taught. The problem isn’t with the teams or the entrepreneurs. They love the chance to quickly get their baby out into the market. They love the chance to have the customer vote instead of the suits voting. The real issue is with the leaders and the middle managers. There are many business leaders who have been successful because of analysis. They think they’re analysts, and their job is to do great planning and analyzing and have a plan.

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Sound. No matter how great a movie looks, if the audience can’t understand what the actors are saying, they’ll get frustrated and lose interest quickly. I know when I see a low-budget movie and the sound is crummy, I shut it off. The less money you have, the less you’ll probably budget for postproduction sound, so what you get during the shoot becomes even more important. Don’t scrimp here. If your production sound is good enough, you won’t need a lot of ADR (additional dialogue recording), which most of the time you need because there’s a flaw in the production sound, or an airplane was overhead and you couldn’t get a clean take. Your sound person should scout your locations. If you’re going to be shooting on a weekday and you visit on a weekend, make sure that there isn’t a noisy garage next door that’s only open Monday to Friday. Sometimes you do ADR because you want to change the performance. That’s fine, but I can usually tell when an actor has been looped, and I hate it, and so do many directors. Some actors are hopelessly bad at it—they’re never able to dub themselves in a convincing way. The best reason to use ADR is when you want to fill in a scene where lots of people are talking at once.

Although Kraft didn't mention the controversy in its news releases, Monday's announcement comes on the heels of a heated Internet campaign against the company for using artificial ingredients. The campaign was led by Vani Hari, a controversial food blogger who goes by the name "Food Babe." Hari was one of several food bloggers to start an online petition two years ago demanding that Kraft remove all artificial food coloring from the product. The petition gathered more than 350,000 signatures, and on Monday, Hari declared "victory." "The thousands

Jack Dorsey, the cofounder of Twitter and founder of Square, has an interesting approach to his weekly routine. He has divided up his week into themes. Monday is for management meetings and “running the company” work. Tuesday is for product development. Wednesday is for marketing, communications, and growth. Thursday is for developers and partnerships. Friday is for the company and its culture.9 This routine helps to provide calmness amid the chaos of a high-growth start-up. It enables him to focus his energy on a single theme each day instead of feeling pulled into everything. He adheres to this routine each week, no exceptions, and over time people learn this about him and can organize meetings and requests around it. TACKLE

Give each day a theme. When each day has its own theme, it’s easier to create your schedule for the week, stay on task, and make sure none of the aspects of your job are overshadowed by another. For instance, Mondays might be for looking for new business, while Tuesdays might be for meeting with your staff and/or clients or reviewing the business you already have. Using themes can also help you stay in the right headspace throughout the day since you won’t be switching gears constantly.

For example, one of my rules is: I don’t have meetings on Mondays or Tuesdays. I’m generally able to stick to this rule. If an incredibly important meeting comes up that helps me meet a high priority, I will make an exception. But I do that very rarely.

you observe a typical Monday–Friday work or school schedule, then Friday, and particularly Friday afternoon, has four main upsides over some other leading planning-time contenders (Monday mornings or Sunday nights, judging by my surveys). There’s little opportunity cost. It is hard to start anything new on Friday afternoons. Many of us are sliding toward the weekend at that point. If this time would otherwise be wasted counting the hours until it is acceptable to sign off, why not repurpose it for planning? You can make Monday productive. If you plan on Fridays, you can make full use of your Monday mornings. Many of us have more energy at the start of things than we do later on. Planning on Fridays allows you to use that Monday-morning energy

The Museum's function, like the Library's, is not entirely beneficent. It certainly enables us to see dead productions scattered about the world and engulfed in cults or civilizations they sought to ornament as unified aspects of a single effort. In this sense our consciousness of painting as painting is based upon the Museum, But painting exists first of all in each painter who works, and it is there in a pure state, whereas the Museum compromises it with the somber pleasures of retrospection. One should go to the Museum as the painters go there, in the sober joy of work; and not as we go there, with a somewhat spurious reverence. The Museum gives us a thieves' conscience. We occasionally sense that these works were not after аll intended to end up between these morose walls, for the pleasure of Sunday strollers or Monday "intellectuals." We are well aware that something has been lost and that this self-communion with the dead is not the true milieu of art—that so many joys and sorrows, so much anger, and so many labors were not destined to reflect one day the Museum's mournful light...The Museum adds a false prestige to the true value of the works by detaching them from the chance circumstances they arose from and making us believe that the artist's hand was guided from the start by fate. Whereas the style of each painter throbbed in his life like his heart beat, and was just what enabled him to recognize every effort which differed from his own, the Museum converts this secret, modest, non-deliberated, involuntary, and, in short, living historicity into official and pompous history.

Neglectful Boss Some managers are on the other end of the spectrum. Instead of micromanaging their subordinates’ projects, they fail to give any directions at all. In an extreme case, their subordinates may feel that their boss is ignoring them. As a result, they feel that they have to guess what their bosses want. To fix this problem, you’ll have to be very assertive to get your boss’s attention. If you receive an assignment with unclear goals, ask for clarification right then and there. Don’t leave your boss’s office or hang up the phone until you are satisfied that you know what you need to do. During the course of the project, you should also communicate more frequently with your boss. For instance, if you send your boss a key email every Monday, Wednesday, and Friday at 4 p.m., he or she will know that it’s important—and be more likely to respond to it. If that doesn’t work, try to speak face-to-face with your boss about getting more direction. Be specific about what you need and how your boss can be helpful. If your boss still ignores you at this point, look elsewhere in the organization for mentors who can provide you with some form of guidance.

For such a small town, it was always busy. He checked his watch. The grand opening of Brooke’s store had started half an hour ago. On the flight to New York City, he’d rearranged his week, pushing a few appointments into the evening so that he could be back home for Friday afternoon. His agent hadn’t been impressed, but after everything that had happened over the last few weeks, Eric was ready to cut him a break. A knock on the driver’s window scared the living daylights out of him. Caleb’s grinning face didn’t make it any better. He opened the door, scowling at his friend. “Are you trying to give me a heart attack?” “It’s called living dangerously. Welcome home.” Gabe had done his fair share of living dangerously and he wasn’t going back there in a hurry. “I thought your flight wasn’t arriving until ten o’clock tonight.” “I moved my appointments around. I wanted to be here for the opening of Brooke’s store.” “I’m heading there, too. Does Natalie know you’re here?” Gabe shook his head. “It’s a surprise.” So were the two bottles of champagne sitting on his back seat. He grabbed one of them before locking the truck. “Did you get your project finished?” Caleb’s smile disappeared. “Not yet. Something’s not working and I can’t figure out what’s wrong. Instead of staring at a blank computer screen, I thought I’d get out of the house and support Brooke. How was the Big Apple?” “Busy, noisy, and productive. My book’s scheduled to be released in early December.” “You’ll be hitting the Christmas market. Well done. Did they give you a pay raise?” Gabe rubbed his leg. Caleb’s grin took the sting out of the cramp making him limp. “You’ve been talking to Natalie’s mom.” “I saw them on Wednesday. Kathleen couldn’t stop raving about your book. But don’t worry, she didn’t give anything away.” “It doesn’t matter. It will be in the stores soon enough.” They turned the corner. Gabe stared at the number of people standing on the street. “All these people can’t be waiting to go into Brooke’s store.” “You wanna bet? The local paper ran an article about the store on Monday. Since then, social media has been going crazy. Mabel has been adding Facebook updates all week. She even snapped a picture of Natalie and her mom helping to wrap candy. I’m telling you, Brooke’s onto something.” Gabe wasn’t surprised. Her candy already sold well. The store

I never wavered from the mission: getting the best possible number and price on every game. And no matter the obstacles, via trial and error, I became the best in the world at finding that number and concealing the source. The business of sports betting might seem like quantum physics to the general public. At the highest level, it is closer to psychological warfare between bettor and bookmaker—cat and mouse, hunter and prey. The posted line is just a way to trigger the game. Some cynics assume that my goal was to put every bookie out of business—but nothing could be further from the truth. Bookmakers strive for balance. They never want to tilt too far on one side of the action. Bookies breathe easiest in the middle, taking equal money and profiting off the 10 percent juice. If a bookie was destroyed, it meant he either closed his shop or reduced his limits. Neither scenario did me any good. My goal was to keep the bookmakers in business and expand their limits. This served to increase the size of the market, which meant more potential profit for me. The smartest bookies had solved this riddle and wanted to do business with me directly. They wanted to know straight from the horse’s mouth what games I liked. If they were smart, they took my information and profited by shading their line and forcing customers to the other side, extending limits. A smart bookmaker knows there will be winners and losers. They also understand that there is no business if there are no winners. Translated: the smartest bookmakers are open to all comers—just like baccarat, blackjack, and craps. The brightest bookmakers know they can use smart money for their own benefit. Early in my career, the major-league bookmakers were Bob Martin, Johnny Quinn, Gene Maday, and Scotty Schettler. Following in their footsteps are Nick Bogdanovich, Jimmy Vaccaro, Richie Baccellieri, Matt Metcalf, and Chris Andrews. They are grand masters of the art. They know how to book. How smart are they? Well, Nick ran the William Hill U.S. sportsbook operation and then oversaw Caesars Sports trading for nearly a decade before being hired as sportsbook manager at Circa. Jimmy is the senior linemaker at the sports-betting network VSiN and vice president of sports marketing at the South Point Hotel, Casino & Spa. Richie B., who ran the counter at the MGM, Caesars, and the Palms, now works as the director of product development at Circa alongside Nick. Chris Andrews, legendary oddsmaker Jack “Pittsburgh Jack” Franzi’s nephew, is the sportsbook director and Jimmy’s sidekick at the South Point, owned and operated by Michael Gaughan, another Las Vegas legend. In 1992, Jack Binion was Nick Bogdanovich’s boss at the Horseshoe. I could bet $25,000 on a game of college football at eight o’clock Monday morning, and $50,000 on a pro football game.

Early in my career, the major-league bookmakers were Bob Martin, Johnny Quinn, Gene Maday, and Scotty Schettler. Following in their footsteps are Nick Bogdanovich, Jimmy Vaccaro, Richie Baccellieri, Matt Metcalf, and Chris Andrews. They are grand masters of the art. They know how to book. How smart are they? Well, Nick ran the William Hill U.S. sportsbook operation and then oversaw Caesars Sports trading for nearly a decade before being hired as sportsbook manager at Circa. Jimmy is the senior linemaker at the sports-betting network VSiN and vice president of sports marketing at the South Point Hotel, Casino & Spa. Richie B., who ran the counter at the MGM, Caesars, and the Palms, now works as the director of product development at Circa alongside Nick. Chris Andrews, legendary oddsmaker Jack “Pittsburgh Jack” Franzi’s nephew, is the sportsbook director and Jimmy’s sidekick at the South Point, owned and operated by Michael Gaughan, another Las Vegas legend. In 1992, Jack Binion was Nick Bogdanovich’s boss at the Horseshoe. I could bet $25,000 on a game of college football at eight o’clock Monday morning, and $50,000 on a pro football game.

There are essentially only two drugs that Western civilization tolerates: caffeine from Monday to Friday to energize you enough to make you a productive member of society, and alcohol from Friday to Monday to keep you too stupid to figure out the prison you are living in.

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