Productive Weekend Quotes

It was the American middle class. No one's house cost more than two or three year's salary, and I doubt the spread in annual wages (except for the osteopath) exceeded more than five thousand dollars. And other than the doctor (who made house calls), the store managers, the minister, the salesman, and the banker, everyone belonged to a union. That meant they worked a forty-hour week, had the entire weekend off (plus two to four weeks' paid vacation in the summer), comprehensive medical benefits, and job security. In return for all that, the country became the most productive in the world and in our little neighborhood it meant your furnace was always working, your kids could be dropped off at the neighbors without notice, you could run next door anytime to borrow a half-dozen eggs, and the doors to all the homes were never locked -- because who would need to steal anything if they already had all that they needed?

The daughter of Lithuanian immigrants, born with a precocious scientific intellect and a thirst for chemical knowledge, Elion had completed a master's degree in chemistry from New York University in 1941 while teaching high school science during the day and preforming her research for her thesis at night and on the weekends. Although highly qualified, talented, and driven, she had been unable to find a job in an academic laboratory. Frustrated by repeated rejections, she had found a position as a supermarket product supervisor. When Hitchings found Trudy Elion, who would soon become on of the most innovative synthetic chemists of her generation (and a future Nobel laureate), she was working for a food lab in New York, testing the acidity of pickles and the color of egg yolk going into mayonnaise. Rescued from a life of pickles and mayonnaise…

Walter from Microsoft catches my eye. Here's a young guy with perfect teeth and clear skin and the kind of job you bother to write the alumni magazine about getting. You know he was too young to fight in any wars, and if his parents weren't divorced, his father was never home, and here he's looking at me with half my face clean shaved and half a leering bruise hidden in the dark. Blood shining on my lips. And maybe Walter's thinking about a meatless, pain-free potluck he went to last weekend or the ozone or the Earth's desperate need to stop cruel product testing on animals, but probably he's not.

THE ORGANIC FOODS MYTH A few decades ago, a woman tried to sue a butter company that had printed the word 'LITE' on its product's packaging. She claimed to have gained so much weight from eating the butter, even though it was labeled as being 'LITE'. In court, the lawyer representing the butter company simply held up the container of butter and said to the judge, "My client did not lie. The container is indeed 'light in weight'. The woman lost the case. In a marketing class in college, we were assigned this case study to show us that 'puffery' is legal. This means that you can deceptively use words with double meanings to sell a product, even though they could mislead customers into thinking your words mean something different. I am using this example to touch upon the myth of organic foods. If I was a lawyer representing a company that had labeled its oranges as being organic, and a man was suing my client because he found out that the oranges were being sprayed with toxins, my defense opening statement would be very simple: "If it's not plastic or metallic, it's organic." Most products labeled as being organic are not really organic. This is the truth. You pay premium prices for products you think are grown without chemicals, but most products are. If an apple is labeled as being organic, it could mean two things. Either the apple tree itself is free from chemicals, or just the soil. One or the other, but rarely both. The truth is, the word 'organic' can mean many things, and taking a farmer to court would be difficult if you found out his fruits were indeed sprayed with pesticides. After all, all organisms on earth are scientifically labeled as being organic, unless they are made of plastic or metal. The word 'organic' comes from the word 'organism', meaning something that is, or once was, living and breathing air, water and sunlight. So, the next time you stroll through your local supermarket and see brown pears that are labeled as being organic, know that they could have been third-rate fare sourced from the last day of a weekend market, and have been re-labeled to be sold to a gullible crowd for a premium price. I have a friend who thinks that organic foods have to look beat up and deformed because the use of chemicals is what makes them look perfect and flawless. This is not true. Chemical-free foods can look perfect if grown in your backyard. If you go to jungles or forests untouched by man, you will see fruit and vegetables that look like they sprouted from trees from Heaven. So be cautious the next time you buy anything labeled as 'organic'. Unless you personally know the farmer or the company selling the products, don't trust what you read. You, me, and everything on land and sea are organic. Suzy Kassem, Truth Is Crying

Without proper rest during the weekend our new week could be unproductive.

The stress-free workplace that is most productive is the one where workers respect each other’s differences.

In the stop we find the best answers. As the old saying goes, slow down to speed up.

Calling everything that goes wrong “stress” is a cop out. The blanket term is a slippery slope that can contribute to feeling you have no control over your “stressful” life. You do!

Leisure’ as a distinct non-work time, whether in the form of the holiday, weekend, or evening, was a result of the disciplined and bounded work time created by capitalist production.

To completely eliminate natural distractions from the workday is unrealistic. It’s better to embrace human nature and allow for these distractions in a way that accentuates your natural rhythms.

THE FAIR HAD A POWERFUL and lasting impact on the nation’s psyche, in ways both large and small. Walt Disney’s father, Elias, helped build the White City; Walt’s Magic Kingdom may well be a descendant. Certainly the fair made a powerful impression on the Disney family. It proved such a financial boon that when the family’s third son was born that year, Elias in gratitude wanted to name him Columbus. His wife, Flora, intervened; the baby became Roy. Walt came next, on December 5, 1901. The writer L. Frank Baum and his artist-partner William Wallace Denslow visited the fair; its grandeur informed their creation of Oz. The Japanese temple on the Wooded Island charmed Frank Lloyd Wright, and may have influenced the evolution of his “Prairie” residential designs. The fair prompted President Harrison to designate October 12 a national holiday, Columbus Day, which today serves to anchor a few thousand parades and a three-day weekend. Every carnival since 1893 has included a Midway and a Ferris Wheel, and every grocery store contains products born at the exposition. Shredded Wheat did survive. Every house has scores of incandescent bulbs powered by alternating current, both of which first proved themselves worthy of large-scale use at the fair; and nearly every town of any size has its little bit of ancient Rome, some beloved and be-columned bank, library or post office. Covered with graffiti, perhaps, or even an ill-conceived coat of paint, but underneath it all the glow of the White City persists. Even the Lincoln Memorial in Washington can trace its heritage to the fair.

I cannot imagine my friends—who grew up to be lawyers, and journalists, and lawyers, and lawyers—saying things like, “But what if you just did heroin on the weekends?” Or, “You really just need better product.

We knew better than to ask when they would return. They would simply be away until the grief they felt had been processed and the mourning concluded. Shakespeare, too, knew the logic of this when he said: “He who lacks time to mourn, lacks time to mend.” And yet our culture tells us to cut our losses—say goodbye to the old and get on with the new as quickly as possible—no use crying over spilt milk—what’s done is done. How wonderfully efficient and productive all this sounds!

How can you accessorize the product (for example, stickers for an iPhone) or sell a service to those people (teaching someone how to use an iPhone)? It’s easier to sell to a large group of people who’ve already spent money on a product or service. Some ideas could be: Customizing Nike shoes. Video game tutorial for an Xbox game. Teaching computer novices how to use a MacBook.

Trevor, you are not to let my son leave your sight unless he's where I can see him. If he's not trying to find what he's supposed to be looking for, he should be doing whatever other lessons you have for him, or something else that builds character and isn't fun. Do you understand me?” “Of course, Mar- I mean, Miss Murathy. Chance will be very productive this weekend, I can assure you.

You’re unhappy and you feel like a failure. PERFECT! Use that sad/angry/disappointed energy. Channel it into what you know, deep down in your heart, you love. Spend the next six months in a state of total obsession. Get up two hours earlier than usual and write before you go to work. Come home and exercise (not optional, sorry), then write for another hour. Read or watch the kind of comedy you love before bed. Don’t waste all your time socializing. Do a little socializing on weekends, but focus. Focus! Save your money. Research part-time work you could do for your company; use your slackness as a way to sell a new position where your boss would get your best from you every hour that you’re there. Pitch it as a win-win. Or pitch working from home half the time to cure your blahs and jack up your productivity. Then overproduce at work, but fit all of your work into a part-time schedule, and fill your prime working hours with writing/comedy. Almost any capable human with a not-that-taxing job can pull this off if they put their mind to it. If you’re a manager, investigate other roles or sell your boss on the fact that you’re managing via e-mail most of the time anyway.

This is a familiar scenario in therapy. A patient’s boyfriend doesn’t want to stop smoking pot and watching video games on weekends. A patient’s child doesn’t want to study harder for tests at the expense of doing musical productions. A patient’s spouse doesn’t want to travel less for work. Sometimes the changes you want in another person aren’t on that person’s agenda—even if he tells you they are.

Hard work is important. So are play and nonproductivity. My worth is tied not to my productivity but to my existence. I am worthy of rest. Changing my root belief about worthiness has changed my life. I sleep a little bit later. I schedule in time for reading and walks and yoga, and sometimes (on the weekend), I even watch a TV show in the middle of the day. It’s heavenly. It’s also an ongoing process: Still, when I see Abby relaxing, my knee-jerk reaction is annoyance. But then I check myself. I think: Why am I activated here? Oh, yes, that old belief. Oh, wait, never mind. I’ve exchanged that one. And when Abby asks, “What’s wrong?” I can say, “Nothing, honey,” and mean it, mostly. Anger delivers our boundaries to us. Our boundaries deliver our beliefs to us. Our beliefs determine how we experience the world.

A good family farm produces more, in net terms, than the farm family consumes. The good farmer has secured enough land to grow crops and support his or her livestock. The extra production beyond the farm family’s own consumption can be sold and traded for other goods and services—TVs, clothes, books. Some countries are like good family farms, with more bio-capacity than what it takes, in net terms, to provide for their inhabitants. Compare this with a weekend hobby farm, with honeybees, a rabbit, and an apple tree, where most resources have to be bought from elsewhere. Presently 80% of the world population lives in countries that are like hobby farms. They consume more, in net terms, than what the ecosystems of their country can regenerate. The rest is imported or derives from unsustainable overuse of local fields and forests.

On one weekend, they marched through the factory painting marks on machinery to be jettisoned. “We put a hole in the side of the building just to remove all that equipment,” Musk says. The experience became a lesson that would become part of Musk’s production algorithm. Always wait until the end of designing a process—after you have questioned all the requirements and deleted unnecessary parts—before you introduce automation.

I’m fragile, the fragility of a hopeless romantic trapped in a reality in which there is no happily ever after. Some people outgrow their fragility. I never did. Instead I became proficient at packaging it. Have you ever encountered a product that comes in a box covered with duct tape, which opens to an explosion of packing peanuts, and then you are faced with layers of tightly taped bubble wrap, only to find after that there’s still a hard plastic shell that’s a pain in the ass to pry apart? That’s me. Except I never let anyone get past the duct-tape stage. Okay, maybe occasionally Zelda saw the packing peanuts, but no further, no deeper. So what’s underneath it all? Fear, yes. Need, so much of it. More wishful thinking than there is in the entire country on a Powerball weekend. Maybe greed too, a greed for happiness that’s matched only by the fear of losing it.

In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.

In an industrial society that conflates work and productivity, the need to produce has always stood opposed to the desire to create. What spark of humanity, which is to say possible creativity, can remain alive in a being dragged from sleep at six every morning, jolted about in commuter trains, deafened by the racket of machinery, bleached and steamed by speed-up and meaningless gestures and production quotas, and tossed out at the end of the day into great railway-station halls—temples of arrival and departure for the hell of weekdays and the nugatory paradise of the weekend, where the masses commune in brutish weariness?

thing of beauty is a joy forever: This graceful line from a poem written by John Keats is not so much inaccurate as it is archaic. Mr. Keats, it must be remembered, was not only a poet but also a product of the era in which he lived. Additionally, it must not be forgotten that one of the salient features of the early nineteenth century was an inordinate admiration for the simple ability to endure. Therefore, while a thing of beauty is a joy, to be sure, we of the modern age, confined no longer by outmoded values, are free to acknowledge that nine times out of ten a weekend is long enough. Each man kills the thing he loves: And understandably so, when he has been led to believe that it will be a joy forever.

From gun shows, where they openly promote their product by imploring customers to buy “while you still can,” to homegrown militias who apparently believe in their blessed little hearts that they, a group of overweight forty-and fifty-year-old men who have never even had Boy Scout–level training and can’t jog a mile, are the protectors of America, the Second Amendment has by far got to be the most countercultured of all the amendments. Obviously, there are groups that take the First Amendment very seriously, but it’s tough to imagine a group of soccer moms getting together on the weekends to discuss “tactics” on how to keep free speech alive and comparing notes on their sweet new semiautomatic megaphones they use to proudly shout about their rights at “free speech shows.

Constant communication is not something that gets in the way of real work; it has instead become totally intertwined in how this work actually gets done—preventing easy efforts to reduce distractions through better habits or short-lived management stunts like email-free Fridays. Real improvement, it became clear, would require fundamental change to how we organize our professional efforts. It also became clear that these changes can’t come too soon: whereas email overload emerged as a fashionable annoyance in the early 2000s, it has recently advanced into a much more serious problem, reaching a saturation point for many in which their actual productive output gets squeezed into the early morning, or evenings and weekends, while their workdays devolve into Sisyphean battles against their inboxes—a uniquely misery-inducing approach to getting things done.

I began braising and stewing solo, regularly devoting my Sunday afternoons to cooking various pot dishes on my own. The idea was to make a couple of dinners at a time and freeze them to eat during the week: my own home-meal replacements, homemade. Weeknights, it’s often hard to find more than a half hour or so to fix dinner, so I decided to put in a few hours on the weekend, when I would feel less rushed. I also borrowed a couple of minor mass-production techniques from the food industry: I figured that if I was going to chop onions for a mirepoix or soffritto, why not chop enough for two or three dishes? That way, I’d only have to wash the pans, knives, and cutting boards once. Making pot dishes in this way has proved to be the single most practical and sustainable skill—both in terms of money and time spent to eat well—I acquired in my cooking education.

Most of what presents itself to us in the marketplace as a product is in truth a web of relationships, between people, yes, but also between ourselves and all the other species on which we still depend. Eating and drinking especially implicate us in the natural world in ways that the industrial economy, with its long and illegible supply chains, would have us forget. The beer in that bottle, I'm reminded as soon as I brew it myself, ultimately comes not from a factory but from nature - from a field of barley snapping in the wind, from a hops vine clambering over a trellis, from a host of invisible microbes feasting on sugars. It took the carefully orchestrated collaboration of three far-flung taxonomic kingdoms - plants, animals, and fungi - to produce that ale. To make it yourself once in a while, to handle the barley and inhale the aroma of hops and yeast, becomes, among other things, a form of observance, a weekend ritual of remembrance.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

While most of us go through life feeling that we are the thinker of our thoughts and the experiencer of our experience, from the perspective of science we know that this is a distorted view. There is no discrete self or ego lurking like a minotaur in the labyrinth of the brain. There is no region of cortex or pathway of neural processing that occupies a privileged position with respect to our personhood. There is no unchanging “center of narrative gravity” (to use Daniel Dennett’s phrase). In subjective terms, however, there seems to be one — to most of us, most of the time. Our contemplative traditions (Hindu, Buddhist, Christian, Muslim, Jewish, etc.) also suggest, to varying degrees and with greater or lesser precision, that we live in the grip of a cognitive illusion. But the alternative to our captivity is almost always viewed through the lens of religious dogma. A Christian will recite the Lord’s Prayer continuously over a weekend, experience a profound sense of clarity and peace, and judge this mental state to be fully corroborative of the doctrine of Christianity; A Hindu will spend an evening singing devotional songs to Krishna, feel suddenly free of his conventional sense of self, and conclude that his chosen deity has showered him with grace; a Sufi will spend hours whirling in circles, pierce the veil of thought for a time, and believe that he has established a direct connection to Allah. The universality of these phenomena refutes the sectarian claims of any one religion. And, given that contemplatives generally present their experiences of self-transcendence as inseparable from their associated theology, mythology, and metaphysics, it is no surprise that scientists and nonbelievers tend to view their reports as the product of disordered minds, or as exaggerated accounts of far more common mental states — like scientific awe, aesthetic enjoyment, artistic inspiration, etc. Our religions are clearly false, even if certain classically religious experiences are worth having. If we want to actually understand the mind, and overcome some of the most dangerous and enduring sources of conflict in our world, we must begin thinking about the full spectrum of human experience in the context of science. But we must first realize that we are lost in thought.

Pete has a few methods he uses to help manage people through the fears brought on by pre-production chaos. “Sometimes in meetings, I sense people seizing up, not wanting to even talk about changes,” he says. “So I try to trick them. I’ll say, ‘This would be a big change if we were really going to do it, but just as a thought exercise, what if …’ Or, ‘I’m not actually suggesting this, but go with me for a minute …’ If people anticipate the production pressures, they’ll close the door to new ideas—so you have to pretend you’re not actually going to do anything, we’re just talking, just playing around. Then if you hit upon some new idea that clearly works, people are excited about it and are happier to act on the change.” Another trick is to encourage people to play. “Some of the best ideas come out of joking around, which only comes when you (or the boss) give yourself permission to do it,” Pete says. “It can feel like a waste of time to watch YouTube videos or to tell stories of what happened last weekend, but it can actually be very productive in the long run. I’ve heard some people describe creativity as ‘unexpected connections between unrelated concepts or ideas.’ If that’s at all true, you have to be in a certain mindset to make those connections. So when I sense we’re getting nowhere, I just shut things down. We all go off to something else. Later, once the mood has shifted, I’ll attack the problem again.

A second element in the creation of commercial value is scarcity, the separation of people from whatever they might want or need. In artificial environments, where humans are separated from the sources of their survival, everything obtains a condition of relative scarcity and therefore value. There is the old story of the native living on a Pacific island, relaxing in a house on the beach, picking fruit from the tree and spearing fish in the water. A businessman arrives on the island, buys all the land, cuts down the trees and builds a factory. Then he hires the native to work in it for money so that someday the native can afford canned fruit and fish from the mainland, a nice little cinder-block house near the beach with a view of the water, and weekends off to enjoy it. The moment people move off land which has directly supported them, the necessities of life are removed from individual control. The things people could formerly produce for their survival must now be paid for. You may be living on the exact spot where a fruit tree once fed people. Now the fruit comes from five hundred miles away and costs thirty-five cents apiece. It is in the separation that the opportunity for profit resides. When the basic necessities are not scarce—in those places where food is still wild and abundant, for example—economic value can only be applied to new items. Candy bars, bottled or chemical milk, canned tuna, electrical appliances and CocaCola have all been intensively marketed in countries new to the market system. Because these products hadn’t existed in those places before, they are automatically relatively scarce and potentially valuable.

She picked through the bits of jewelry, the stud earrings and ruby ring that belonged to their mother, Shirin. There was something almost meditative about this ritual of hers, combing through the photos and small keepsakes, even if she touched on some painful memories. It was as if her fingers were actually tracing the milestones each piece represented. Her hand closed on a smooth, round object, something resembling a marble egg. It was a miniature bar of lotus soap, still in its wrapper, bought on their last trip to the 'hammam'. The public bathhouse had been a favorite spot of theirs, a place the three of them liked to go to on Thursdays, the day before the Iranian weekend. Marjan held the soap to her nose. She took a deep breath, inhaling the downy scent of mornings spent washing and scrubbing with rosewater and lotus products. All at once she heard the laughter once again, the giggles of women making the bathing ritual a party more than anything else. The 'hammam' they had attended those last years in Iran was situated near their apartment in central Tehran. Although not as palatial as the turquoise and golden-domed bathhouse of their childhood, it was still a grand building of hot pools and steamy balconies, a place of gossip and laughter. The women of the neighborhood would gather there weekly to untangle their long hair with tortoiseshell combs and lotus powder, a silky conditioner that left locks gleaming like onyx uncovered. For pocket change, a 'dalak' could be hired by the hour. These bathhouse attendants, matronly and humorous for all their years spent whispering local chatter, would scrub at tired limbs with loofahs and mitts of woven Caspian seaweed. Massages and palm readings accompanied platters of watermelon and hot jasmine tea, the afternoons whiled away with naps and dips in the perfumed aqueducts regulated according to their hot and cold properties.

The US traded its manufacturing sector’s health for its entertainment industry, hoping that Police Academy sequels could take the place of the rustbelt. The US bet wrong. But like a losing gambler who keeps on doubling down, the US doesn’t know when to quit. It keeps meeting with its entertainment giants, asking how US foreign and domestic policy can preserve its business-model. Criminalize 70 million American file-sharers? Check. Turn the world’s copyright laws upside down? Check. Cream the IT industry by criminalizing attempted infringement? Check. It’ll never work. It can never work. There will always be an entertainment industry, but not one based on excluding access to published digital works. Once it’s in the world, it’ll be copied. This is why I give away digital copies of my books and make money on the printed editions: I’m not going to stop people from copying the electronic editions, so I might as well treat them as an enticement to buy the printed objects. But there is an information economy. You don’t even need a computer to participate. My barber, an avowed technophobe who rebuilds antique motorcycles and doesn’t own a PC, benefited from the information economy when I found him by googling for barbershops in my neighborhood. Teachers benefit from the information economy when they share lesson plans with their colleagues around the world by email. Doctors benefit from the information economy when they move their patient files to efficient digital formats. Insurance companies benefit from the information economy through better access to fresh data used in the preparation of actuarial tables. Marinas benefit from the information economy when office-slaves look up the weekend’s weather online and decide to skip out on Friday for a weekend’s sailing. Families of migrant workers benefit from the information economy when their sons and daughters wire cash home from a convenience store Western Union terminal. This stuff generates wealth for those who practice it. It enriches the country and improves our lives. And it can peacefully co-exist with movies, music and microcode, but not if Hollywood gets to call the shots. Where IT managers are expected to police their networks and systems for unauthorized copying – no matter what that does to productivity – they cannot co-exist. Where our operating systems are rendered inoperable by “copy protection,” they cannot co-exist. Where our educational institutions are turned into conscript enforcers for the record industry, they cannot co-exist. The information economy is all around us. The countries that embrace it will emerge as global economic superpowers. The countries that stubbornly hold to the simplistic idea that the information economy is about selling information will end up at the bottom of the pile. What country do you want to live in?

How much of it was real. How much of it was just a dream. Is it possible that all of it was just a play between two lonely people? Was this woman the one I really love or just the product of my imagination and of my desire to love and be loved. Would I be able to make this dream come true or was I heading into disillusionment and tragedy?

CHRONOTYPE: SEVEN STEPS TO SLEEP SMARTER Know your chronotype, and establish those of close friends and family. Use the Munich University questionnaire if you’re not sure. Manipulate your day so you can be at your best when it matters most. Use caffeine as a strategic performance enhancer, not out of habit – and no more than 400mg per day. PMers – don’t lie in at weekends if you want to beat social jet lag. Fit meeting rooms, offices and desks with daylight lamps to improve alertness, productivity and mood at work. Know when to step up and when to take a back seat: should you volunteer to take a penalty in a late-night match when you’re an AMer? Learn to work in harmony with your partner if your chronotypes differ.

How easy it was. Poor Mrs. Wertheim—she wouldn’t have turned him down, of course. He knew Europeans enough to know that. He had played the aristocrat before the peasant—the peasant who never dared refuse the aristocrat anything; who expected nothing less; who felt it an honor to be imposed upon by that privileged charming irresponsible class; who kept himself and his family in lifelong debt to guarantee the artistocracy its birthright; who would have lost faith, perhaps, if he and his fascinating kind should settle down and become sober, industrious and productive, like themselves; who smiled indulgently, admiringly, even affectionately, at foibles which, in their own children, would have deserved nothing but a beating.

Take time off. Block out long weekends and long vacations, then take them. You’ll be more rested, more relaxed, and more productive afterward. Everything needs rest to function better, and you’re no different.

If you are all set for an enjoyable weekend then simply head towards the magnificent Her Majesty’s Theatre! The popular London Westend theatre is running the award winning London show, The Phantom of the Opera with packed houses. The show has already made its remarkable entry into its third decade. The blockbuster London show by Andrew Lloyd Webber is a complete treat for music lovers. The popular show has won several prestigious awards. The show is set against the backdrop of gothic Paris Opera House. The show revolves around soprano Christine Daae who is enticed by the voice of Phantom. The show features some of the heart touching and spell binding musical numbers such as 'The Music of the Night', 'All I Ask of You' and the infamous title track, The Phantom of the Opera. The Phantom of the Opera is a complete audio visual treat for theatre lovers. In the year 1986, the original production made its debut at the Her Majesty's Theatre featuring Michael Crawford and Sarah Brightman. Sarah was then wife of composer Andrew Lloyd Webber. The popular London musical, The Phantom of the Opera went on becoming a popular show and still London's hottest ticket. The award winning show is a brilliant amalgamation of outstanding design, special effects and memorable score. The show has earned critical acclamation from both the critics and audiences. The show has been transferred to Broadway and is currently the longest running musical. The show is running at the Majestic Theatre and enjoyed brilliant performance across the globe. For Instance, the Las Vegas production was designed specifically with a real lake. In order to celebrate its silver jubilee, there was a glorious concert production at the Royal Albert Hall. The phenomenal production featured Ramin Karimloo and Sierra Boggess as Phantom and Christine. If you are looking for some heart touching love musical the Phantom of the Opera is a must watch. With its wonderfully designed sets, costumes and special effects, the show is a must watch for theatre lovers. The show is recommended for 10+ kids and run for two hours and thirty minutes.

There is a code of behavior which has grown in Western societies which says every available minute must be filled with productive activity. The accepted business model says long, hard hours are the price to be paid for success in the marketplace.

Belief in yourself can certainly be difficult and painful, and the process is not effortless. You will constantly battle fear, doubt, negative feedback, and hundreds of other forces. Like gravity, these forces have the ability to continually pull you down. It takes effort to get out of bed, get dressed, and battle all day on your nine-to-five, then be the weekend warrior for your dream.

feel ease or resistance toward rest has a lot to do with how it was modeled for us when we were growing up. If, as a kid, your weekends were spent relaxing on the couch, for example, you might have an easier time leaning into rest as an adult; if they were all go-go-go, on the other hand, you might well feel like you’re being lazy if you don’t keep up that intensity.

Many believe that the law enforcement response is what ended the violence that accompanied the crack era. New research suggests the availability of guns was a more salient variable. Economists Geoffrey Williams and W. Alan Bartley compiled handgun price and production data from the late eighties and early nineties from advertisements in Gun Digest. Comparing that data to crime rates revealed a “supply shock” of low-priced pistols, corresponding to higher levels of gun homicide among young Black men. It turns out, just as crack was exploding, the federal government eased its oversight of the gun industry, and manufacturers kicked up production of cheap firearms, dubbed “Saturday night specials” by law enforcement due to the rate at which they showed up at weekend crime scenes. According to the analysis by Williams and Bartley, production of these guns peaked in 1993, the same year the murder rate peaked nationally. It was product-liability lawsuits, more funding for the Bureau of Alcohol, Tobacco, Firearms, and Explosives, and the Brady Bill that forced a decline in the production of cheap guns, and subsequently in the murder rate.

In general, entitled people fall into one of two traps in their relationships. Either they expect other people to take responsibility for their problems: “I wanted a nice relaxing weekend at home. You should have known that and canceled your plans.” Or they take on too much responsibility for other people’s problems: “She just lost her job again, but it’s probably my fault because I wasn’t as supportive of her as I could have been. I’m going to help her rewrite her résumé tomorrow.” Entitled people adopt these strategies in their relationships, as with everything, to help avoid accepting responsibility for their own problems. As a result, their relationships are fragile and fake, products of avoiding inner pain rather than embracing a genuine appreciation and adoration of their partner. This goes not just for romantic relationships, by the way, but also for family relationships and friendships. An overbearing mother may take responsibility for every problem in her children’s lives. Her own entitlement then encourages an entitlement in her children, as they grow up to believe other people should always be responsible for their problems.

If I could wake up and start an hour earlier than everyone else, and stay an hour later than everyone else, and work through my lunch break, I would be gaining 15 extra hours per week on the competition. That works out to 780 more productive hours in a year than the next guy - that's the equivalent of one month. If you give me a one-month headstart on anybody, they'll never catch me. And if they need their weekends and vacations, so they can get their beauty rest and recover and maintain their little punk-ass "work-life balance", then they will always be looking at my taillights.

Here are the six Revenue Dials you can use: Average order value: Increase the amount someone purchases. Frequency: Increase how often someone will buy your service. Price point: Increase or decrease your price point to affect total sales. Customer type: Approach a more lucrative/wealthier customer segment. Product line: Add additional products to make the business more attractive to start. Add-on services: If you’re selling a product like cookies, can you offer a service like setting up birthday parties or cooking at the person’s home?

Now Where Do You Find Customers? When novice entrepreneurs search for opportunities, they too often look beyond their Zone of Influence. They think the action is happening somewhere else, in some other location or industry. But seasoned entrepreneurs almost always find and create opportunities within the context of who they are, what they know, and especially who they know. In each of the examples above, the business validation process begins with potential customers in the entrepreneur’s orbit. Actual people with names. Tribes you belong to or are interested in, most of whom are already self-organized online. People you know how to reach, today. Though it’s rarely a part of their official origin stories, the biggest companies in the world—even the viral apps now worth billions—started through personal networks and real human connections. Mark Zuckerberg started Facebook in a weekend by emailing friends to use it. Version 1 did well, validating it. And Microsoft started with Bill Gates building software for a guy in Albuquerque. He had a CUSTOMER FIRST. In the beginning, founders should reach out to their friends, their former colleagues, their communities. You may think your business is unique, but trust me, it’s not. Every successful business can start this way. For example, Anahita loves her dogs and wanted healthier snacks for them. She started taking her homemade organic dog treats to her local dog park. She would sell out every time. A year later she now has a store called the Barkery, a dog bakery. Before you even think about picking a business idea, make sure you have easy access to the people you want to help. An easy way to do this is to think about where you have easy access to a targeted group of people whom you really want to help—like, say, new moms in Austin, cyclists, freelance writers, and taco obsessives (like me!). CHALLENGE Top three groups. Let’s write out your top three groups to target. Who do you have easy access to that you’d be EXCITED to help? This can be your neighbors, colleagues, religious friends, golf buddies, cooking friends, etc. The better you understand your target group, the better you can speak to them. The more specifically you can speak to their problems, the better and easier you can sell (or test products). Note how this process prioritizes communication with people, through starting (taking the first iteration of your solution straight to customers) and asking (engaging them in a conversation to determine how your solution can best fix their problem). Business creation should always be a conversation! Nearly every impulse we have is to be tight with our ideas by doing more research, going off alone to build the perfect product—anything and everything to avoid the discomfort of asking for money. This is the validation shortcut. You have to learn to fight through this impulse. It won’t be easy, but it’ll be worth it.

Dealing with Rejection Of course, success won’t always be so immediate when you use direct preselling to validate—in fact, you’ll get rejected a whole lot—and this is another instance where the technique shines. That’s because every rejection is an opportunity; you can use it to take a deep dive into customer problems. Remember the Rejection Goals from chapter 2. Rejections are TREASURE. When I get shot down while validating, I have a simple four-question script that flips the no into new knowledge, new ideas, and maybe even new customers. “Why not?” It’s really easy to get scared from attacking this one head-on, because what happens if their criticism is right? But that’s exactly what you want to know! “Who is one person you know who would really like this?” Always, always, always ask for a referral! Be specific about what kind of referral and use a number; this makes it highly effective. “What would make this a no-brainer for you?” If they don’t want your product, maybe they’d want something related to it. If they don’t want to pay for your dog care app, what about dog walking? A dog hotel? Dog dating? “What would you pay for that?” One of the hardest things in a startup is setting prices. Getting potential customers to say what they’d pay is pure gold!

The whole group was derailed by the same two fears: FEAR OF STARTING. At some point people are told entrepreneurship is a huge risk, and you believed it. You figured more preparation, more planning, and more talking to friends would help you overcome your insecurities. But that inaction only breeds more doubt and fear. In actuality, the best way to learn what we need to know—and become who we want to be—is by just getting started. Small EXPERIMENTS, repeated over time, are the recipe for transformation in business, and life. FEAR OF ASKING. Soon after starting, the fear of rejection emerges. You have some impressive skills, an amazing product, every advantage in the world, and you’ll never sell a thing if you can’t face another person and ask for what you want. Whether you want them to buy what you’re selling or help in another way, you have to be able to ask in order to get. Once you reframe rejection as something desirable, the act of asking becomes a power all its own.

PRO TIP: Selling is helping. If you believe your product or service improves the lives of your customers, sales is just education. You’re helping people out. Reframing selling/asking as helping makes it exciting to offer your consulting or window-washing services or provide someone with delicious cookies. Once you accept that truth, asking becomes loads easier and feels much more like a communal gift than a selfish desire.

That’s why, when it comes to generating business ideas, customers come first. Before the product or service. Even before the idea. To build a business, you need someone to sell to. I can’t tell you how many times someone has emailed me saying, “What do you think of this business idea?” My auto-reply? “Have you asked what the customer thinks?” Steve Jobs said, “You have to start with the customer experience and work backwards.” Jeff Bezos, too, insists everyone at Amazon use a Customer First Approach to generate ideas and decide which to develop. The first of his sixteen Leadership Principles—Customer Obsession—starts by saying, “Leaders start with the customer and work backwards.” Working backwards prioritizes access to a group of customers (a group you probably belong to) and focuses on an aspect of a customer’s life that doesn’t work. If you do it this way, you’re assured of nailing the three Ws of business right from the start: Who you are selling to What problem you’re solving Where they are Your goals in this chapter are to use the Customer First Approach, to narrow in on three markets that you’ll target, to use your knowledge and experience of these markets to generate lots of ideas, and then to choose the three you think are the most likely to succeed. It’s the first step in the three-part Million Dollar Weekend process, in which you’ll learn to sell ideas to a small early adopter group before you’ve built the product (or spent a cent) in order to validate that there is a market that will pay. Repeat, fast and cheap, until it hits. Experiment, experiment, experiment—BOOM!

The Idea Generators So let’s open the net wide and get down to generating ideas . . . I mean problems! Here’s what the process of coming up with a million-dollar business idea does NOT look like: Getting on TikTok or YouTube and mindlessly copying whatever the influencers say is working for them Getting struck with the perfect vision for a genius new product Meditating, following your passion, and brainstorming Following any other woo-woo method that promises inspiration in a box Here’s what the actual process looks like: What’s the most painful (aka valuable) problem you can solve for people . . . That you also have passion for and/or unique expertise in . . . For the largest niche possible that you belong to and understand . . . Simple enough, but takes some light and fun brainwork. Remember to focus on your Zone of Influence here (your existing community): the 150 followers you have on TikTok, the 200 in your local Taco Aficionados group, the 300 in the WhatsApp group for your mountain biking club (not to mention the 143,000 in the subreddit r/mountainbiking). Your job as a problem seeker is to go to a community of yours. You can access all the idea challenges and more examples at MillionDollarWeekend.com. Now it’s your turn. Use the following four challenges to come up with at least ten potentially profitable ideas:

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.

Old Spice, the seventy-five-year-old brand of men’s grooming products, had begun to lose market share in the body wash category as the market became more and more crowded. Under the direction of the digital agency Wieden+Kennedy, the brand’s manufacturer, Procter & Gamble, aimed to change how women (who were buying more than half of the body wash products) felt about their men wearing “lady-scented body wash.” The video campaign called “The Man Your Man Could Smell Like,” starring Isaiah Mustafa, was launched online in July 2010 during Super Bowl weekend. On the first day, the campaign received almost 6 million views. After the first week, Old Spice had 40 million views. Traffic to their website was up 300% and Facebook fan interaction was up 800%. Within six months, the campaign generated 1.4 billion impressions.

They are looking for a shortcut. Information, more time, easy payments, or something else. PayPal, lawn mowing, TripAdvisor. They want to feel more connected to the group, to belong. Instagram, live events, Startup weekend, book clubs. It works. Think Dropbox, WordPress, Amazon, FedEx. It makes their lives easier. Fruit smoothies, online groceries, Thermomix. It gives them a story to tell. A Tiffany & Co. bracelet, dinner at Jamie’s Italian restaurant, Christian Louboutin red-soled shoes. They need a solution to a problem. Online dating, personal training, gluten-free bread. It helps them get from where they are to where they want to be. Gym membership, consulting services, design. They like what you stand for. Whole Foods Markets, Method cleaning products, Patagonia outdoor wear. Their friends are doing it, too. Facebook, dinner at a new restaurant, Jägerbomb cocktails. This is why great brands become a part of the customer’s story, and customers in turn help to shape the brand’s story.

Over een jaar zou Pieter met pensioen gaan. Wat zou hij dan gaan doen? [...] Nu de speciale peterselieschaar in zijn leven was gekomen zag hij zijn toekomst steeds helderder voor zich. Hij zou gaan handelen in voorgeknipte peterselie. Klein beginnen natuurlijk, thuis op het aanrecht. Afzet bij vrienden en buren. De zaak groeide, Pieter leverde een goed product. Al spoedig kon hij het niet meer alleen af. Hij huurde een grote hal en trok goedkope arbeidskrachten uit Oost-Europa aan. De faam van zijn voorgeknipte peterselie verspreidde zich over de wereld. De merknaam Pete’s Pre-Cut Parsley werd een begrip. Hij reisde naar verre landen in zijn privé-vliegtuig om contracten af te sluiten met supermarktconcerns. In het weekend viste en golfte hij met directeuren en presidenten.

Sighing, I scooted down in the booth and pulled away my hand. “You can’t control everything. It’s like you’re a finished product and I’m a brand new idea. You’re making all the decisions about who I can be and what I can do, but I can’t make any decisions about who you are.” “Well, for one thing, I’m not eighteen. For another, you have control over how I feel and that’s still power. Finally, maybe you grew up with a boot on the back of your neck so you need all of this independence to feel like you’ve accomplished shit, but you need to get over that. I take care of the people I love. My money can make your life easier and that makes my life easier. I’m not molding you and I don’t think you need molding anyway. The only difference between us is that I know I’m a finished product and you think you still need to change. You don’t and working this weekend so you can buy new clothes you don’t need won’t make you better. It won’t make you stronger or smarter. It’ll wear you down and give you a false sense of accomplishment. In the long run, your grades will suffer and you’ll hate your job and school and, God forbid, me.” “I’ve dreamed of this life for a long time and I want it to be like my dream.” “Dream bigger, baby.” “You mean dream of you.” “A dream with me in it, yes, but I know you want to be a teacher. I see on your face what that means to you. I’m not saying give up everything for me and be my bitch. I’m saying live your dream along with being my bitch.” “Fuck you,” I hissed, grinning. Cooper shared my smile. “I have to protect you. I have to feel like I’m doing right by you because my heart hurts when you aren’t happy. The last day sucked worse than any time in my life. I just couldn’t give two shits about anything because I’d lost you.” “I don’t know. I still feel like I should work this weekend.” Cooper sighed for nearly a minute then shook his head. “Healthy relationships are about compromise. Don’t work this weekend and go to the fair with me and I’ll buy you new clothes. See, compromise?” “You get everything you want. How is that compromise?” “I’m buying you new clothes that I don’t think you need,” he said, grinning. “I’m wasting money on your delusion. You’re welcome.” Laughing, I finished my soda then stood up. “I’ll think about it.” “And say yes when I take you home later.

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An example is the campaign that Goodby, Berlin & Sil- verstein produced for the Northern California Honda Deal- ers Advertising Association (NCHDAA) in 1989. Rather than conform to the stereotypical dealer group advertising ("one of a kind, never to be repeated deals, this weekend 114 Figure 4.1 UNUM: "Bear and Salmon. Figure 4.2 UNUM: "Father and Child." 115 PEELING THE ONION only, the Honda-thon, fifteen hundred dollars cash back . . ." shouted over cheesy running footage), it was decided that the campaign should reflect the tone of the national cam- paign that it ran alongside. After all, we reasoned, the only people who know that one spot is from the national cam- paign and another from a regional dealer group are industry insiders. In the real world, all people see is the name "Honda" at the end. It's dumb having one of (Los Angeles agency) Rubin Postaer's intelligent, stylish commercials for Honda in one break, and then in the next, 30 seconds of car salesman hell, also apparently from Honda. All the good work done by the first ad would be undone by the second. What if, we asked ourselves, we could in some way regionalize the national message? In other words, take the tone and quality of Rubin Postaer's campaign and make it unique to Northern California? All of the regional dealer groups signed off as the Northern California Chevy/Ford/ Toyota Dealers, yet none of the ads would have seemed out of place in Florida or Wisconsin. In fact, that's probably where they got them from. In our research, we began not by asking people about cars, or car dealers, but about living in Northern California. What's it like? What does it mean? How would you describe it to an alien? (There are times when my British accent comes in very useful.) How does it compare to Southern California? "Oh, North and South are very different," a man in a focus group told me. "How so?" "Well, let me put it this way. There's a great rivalry between the (San Francisco) Giants and the (L.A.) Dodgers," he said. "But the Dodgers' fans don't know about it." Everyone laughed. People in the "Southland" were on a different planet. All they cared about was their suntans and flashy cars. Northern Californians, by comparison, were more modest, discerning, less likely to buy things to "make state- ments," interested in how products performed as opposed to 116 Take the Wider View what they looked like, more environmentally conscious, and concerned with the quality of life. We already knew from American Honda—supplied re- search what Northern Californians thought of Honda's cars. They were perceived as stylish without being ostentatious, reliable, understated, good value for the money . . . the paral- lels were remarkable. The creative brief asked the team to consider placing Honda in the unique context of Northern California, and to imagine that "Hondas are designed with Northern Californi- ans in mind." Dave O'Hare, who always swore that he hated advertising taglines and had no talent for writing them, came back immediately with a line to which he wanted to write a campaign: "Is Honda the Perfect Car for Northern Califor- nia, or What?" The launch commercial took advantage of the rivalry between Northern and Southern California. Set in the state senate chamber in Sacramento, it opens on the Speaker try- ing to hush the house. "Please, please," he admonishes, "the gentleman from Northern California has the floor." "What my Southern Californian colleague proposes is a moral outrage," the senator splutters, waving a sheaf of papers at the other side of the floor. "Widening the Pacific Coast Highway . . . to ten lanes!" A Southern Californian senator with bouffant hair and a pink tie shrugs his shoulders. "It's too windy," he whines (note: windy as in curves, not weather), and his fellow Southern Californians high-five and murmur their assent. The Northern Californians go nuts, and the Speaker strug- gles in vain to call everyone to order. The camera goes out- side as th

He was certain that Lydia Levitt’s murder had something to do with Under Suspicion. •  •  • When sunlight broke through his bedroom blinds the next morning, Leo realized that he had not slept, but he had made a decision. He reached for the phone on his nightstand and called Laurie. “Dad? Is everything okay?” It was always the first thing she asked if he called too late at night, too early in the morning, or too many times in a row. “You said you were worried about Timmy given the production schedule in California.” “Of course I’m worried. I’ll figure something out, though. I always do. I can fly home on weekends. Maybe we can set up a Skype schedule, though I know that videoconferencing isn’t the same as really being together.” He could tell he was not the only one who had spent the night worrying. “That won’t be necessary,” he said. “We’ll go with you. Timmy

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.

Pete has a few methods he uses to help manage people through the fears brought on by pre-production chaos. “Sometimes in meetings, I sense people seizing up, not wanting to even talk about changes,” he says. “So I try to trick them. I’ll say, ‘This would be a big change if we were really going to do it, but just as a thought exercise, what if …’ Or, ‘I’m not actually suggesting this, but go with me for a minute …’ If people anticipate the production pressures, they’ll close the door to new ideas—so you have to pretend you’re not actually going to do anything, we’re just talking, just playing around. Then if you hit upon some new idea that clearly works, people are excited about it and are happier to act on the change.” Another trick is to encourage people to play. “Some of the best ideas come out of joking around, which only comes when you (or the boss) give yourself permission to do it,” Pete says. “It can feel like a waste of time to watch YouTube videos or to tell stories of what happened last weekend, but it can actually be very productive in the long run. I’ve heard some people describe creativity as ‘unexpected connections between unrelated concepts or ideas.’ If that’s at all true, you have to be in a certain mindset to make those connections. So when I sense we’re getting nowhere, I just shut things down. We all go off to something else. Later, once the mood has shifted, I’ll attack the problem again.” This idea—that change is our friend because only from struggle does clarity emerge—makes many people uncomfortable, and I understand why. Whether you’re coming up with a fashion line or an ad campaign or a car design, the creative process is an expensive undertaking, and blind alleys and unforeseen snafus inevitably drive up your costs. The stakes are so high, and the crises that pop up can be so unpredictable, that we try to exert control. The potential cost of failure appears far more damaging than that of micromanaging. But if we shun such necessary investment—tightening up controls because we fear the risk of being exposed for having made a bad bet—we become the kind of rigid thinkers and managers who impede creativity.

When I first joined Facebook, I was working with a team to answer the critical question of how best to grow our business. The conversations were getting heated, with many people arguing their own positions strongly. We ended the week without consensus. Dan Rose, leader of our deal team, spent the weekend gathering market data that allowed us to reframe the conversation in analytics. His effort broke the logjam. I then expanded Dan’s responsibilities to include product marketing. Taking initiative pays off. It is hard to visualize someone as a leader if she is always waiting to be told what to do.

Once employees feel challenged, invigorated, and productive, their efforts will naturally translate into profit and growth for the organization.

The lack of challenge, meaning, and purpose would be suffocating. Human beings thrive on being productive, on working toward goals, on providing for their families, on building a future—just don’t ask them to do it all the time and without the freedom to say, “Now, I need time for me.

Books to read Music to download Movies to see Gift ideas Web sites to explore Weekend trips to take Ideas—Misc. (meaning you don’t know where else to put them!)

dramatically, but helium gas was 10 times as expensive. Under these conditions, Dr. Eckener, a pilot whose primary concern was safety and as Director of a Company attempting to make a profit, he was forced to make a difficult decision. His discussions with American businessmen and political officials had not resulted in the helium gas he so badly wanted. On the other hand he realized, an airship without lifting gas could not fly. His own company officials believed hydrogen to be safe and they did not share the American concern nor that of Eckener. During many of the flights in 1936, U.S. Naval officials were onboard the LZ-129, to study German operating methods of using hydrogen gas. Their resulting reports concluded that hydrogen properly used, was safe and should be considered used in any new or future American airships. The building of a dream The LZ-129 was a typical design for a Zeppelin airship, only it’s size was so remarkable. The structure was primarily built of triangular girders made of Duralumin, the interior was divided by a wire braced main frame, into 16 bays, in which each held a gas cell.2 Duralumin was an alloy of aluminum and copper with traces of magnesium, manganese, iron and silicon. It had been discovered by Dr. Alfred Wilm and his assistant Ing. Jablonsky, in September 1906. Late one Saturday evening, Jablonsky had completed testing numerous pieces and was ready to go home, when Dr. Wilm entered the lab, with just one more test. To everyone’s astonishment, the test piece was harder, with only ½% more Magnesium having been added. The last train for Berlin had departed and the two men worked the through the weekend, to perfect their Duralumin. Although Dr. Wilm wanted to obtain a patent on this new metal, that so many industries so badly required, he failed to take action. By not obtaining a patent, he gave German industry the opportunity to copy. Count von Zeppelin was amongst the first to realize the value of this new material. Dr. Alfred Wilm did not achieve the wealth he so rightfully desired and passed away on a small farm in the Riesengebirge, on August 6, 1937. Dr. Wilm placed an important mark on not only Zeppelin history, but in the design of countless airplanes ever since.3 The first Zeppelin airships had been constructed of simple aluminum, which is considerably weaker, so that strength was a major problem. It was not until LZ-26, which was the only Zeppelin assembled in Frankfurt-Rebstock, that Duralumin was practically used. Designed as a passenger airship, production of it’s parts had begun, when World War One started. Suddenly, this airship was no longer needed for civilian purposes and would fulfill military requirements only marginally. In order to provide space in the Friedrichshafen Zeppelin Sheds, for newer and larger designs; the completed girders and materials were transported to Frankfurt for assembly. The ship, approx. only 1/8 the

The more powerful our pulse, the more fully engaged we can be. The same is true organizationally. To the degree that leaders and managers build cultures around continuous work—whether that means several-hour meetings, or long days, or the expectation that people will work in the evenings and on weekends—performance is necessarily compromised over time. Cultures that encourage people to seek intermittent renewal not only inspire greater commitment, but also more productivity

As soon as a suitable location was found for a franchise, he was given two weeks to design the store, paint it, install coolers, shelves and counters and arrange merchandise. Nothing could get in the way of him attending opening day for each store, which always took place on a weekend. “I loved that moment. You could feel the excitement of everyone waiting outside before the doors opened.” The energy was that much higher when Perrette promised a complimentary milk jug to the first 500 clients and granted specials on other products, to promote the full range of their offerings.

Constraints Lead to Creativity If you’re a minimalist entrepreneur, the early stages are all about constraints. Now that you’re productizing, you have to add in more limits. In addition to your product doing just one thing (at first), there are other ways to control the temptation to try to do everything at once . . . or to try to do it perfectly. I ask myself four questions every time I want to build something new: Can I ship it in a weekend? The first iteration of most solutions can and should be prototyped in two to three days. Is it making my customers lives a little better? Is a customer willing to pay me for it? It’s important for the business to be profitable from day one, so creating something valuable enough for people to pay for is key. Can I get feedback quickly? Make sure that you’re building a product for people who can let you know if you’re doing a good job or not. The faster you get feedback, the faster you’ll build something truly valuable and worth paying for.

It was a nice distraction to imagine having someone to come home to, someone to cook or watch movies with, someone to share a weekend. All the couple things that were Instagram-worthy: decorating a Christmas tree, selfies on a beach, a kiss on New Year’s. But those dreams were an exotic by-product of a different life, because the reality was that nobody wanted to share hers.

Great products are made on weekends.

With a few small tweaks to your workday, spinning in the vortex of stress can stop!

Many people don’t realize they are caught in the vortex of stress and that’s why they lack joy in their day-to-day life.

A better system to manage your to-do list won’t liberate days each month. It’s not the system, it’s the how you allocate your mental, emotional and physical capacity that steals your productivity.

Typically, when we face a challenge, we immediately look for a solution. It feels logical, but solution-first thinking is not the best way to solve problems. First, you need to go to the heart of the issue. Then solutions have a fighting chance to stick.

The tasks that need to be done are not the problem. It’s the negative emotional and mental connection to the unfinished tasks that’s the problem.

If your to-do list influences your mood, your happiness is a risk.

Either it’s your brain’s responsibility to remember a task or it’s your list’s responsibility. Not both. Write it and forget it.

Not all stress is bad. In fact, stress-done-right can be a highly effective tool to drive your success.

Humans weren’t built for long-term stress. Research has proven that sustained, unmanaged stress can lead to health challenges and a lower quality of life.

Small tweaks yield the biggest results. You don’t have to overhaul your whole productivity system to minimize overwhelm.

Stress is a balancing act. Too much = burnout. Too little = boredom. In the middle is where you find your superpowers.

What if you worked without destructive stress? How much better would your life be?

Rest contributes to achieving bigger goals more easily and living a more enjoyable life.

Want to be more productive? Uncover the subtle nuances that steal your productivity and fix those.

Want to feel less stressed? Then you need to make friends with stress. Leverage good stress and minimize typical destructive stress.

There’s lost time hiding everywhere and it’s waiting for you to claim it!

If your satisfaction is only tied to achieving big goals, you may wait weeks, months or years to feel accomplished. Get emotionally fired-up by completing small milestones to gain momentum.

Airbnb employed a similar strategy during major local events, as Jonathan Golden, an early product leader, noted: We also latched onto local events that were bigger than us whenever possible. Online campaigns such as “Make $1,000 in one weekend renting your apartment to Oktoberfest attendees” instead of more generic campaigns like “Rent your apartment to strangers” dramatically improved supply-side conversion metrics. And because one of the most powerful ways to bootstrap supply is to guarantee demand, we encouraged employee travel to unreviewed listings.

Inside an H Mart complex, there will be some kind of food court, an appliance shop, and a pharmacy. Usually, there's a beauty counter where you can buy Korean makeup and skin-care products with snail mucin or caviar oil, or a face mask that vaguely boasts "placenta." (Whose placenta? Who knows?) There will usually be a pseudo-French bakery with weak coffee, bubble tea, and an array of glowing pastries that always look much better than they taste. My local H Mart these days is in Elkins Park, a town northeast of Philadelphia. My routine is to drive in for lunch on the weekends, stock up on groceries for the week, and cook something for dinner with whatever fresh bounty inspires me. The H Mart in Elkins Park has two stories; the grocery is on the first floor and the food court is above it. Upstairs, there is an array of stalls serving different kinds of food. One is dedicated to sushi, one is strictly Chinese. Another is for traditional Korean jjigaes, bubbling soups served in traditional earthenware pots called ttukbaegis, which act as mini cauldrons to ensure that your soup is still bubbling a good ten minutes past arrival. There's a stall for Korean street food that serves up Korean ramen (basically just Shin Cup noodles with an egg cracked in); giant steamed dumplings full of pork and glass noodles housed in a thick, cakelike dough; and tteokbokki, chewy, bite-sized cylindrical rice cakes boiled in a stock with fish cakes, red pepper, and gochujang, a sweet-and-spicy paste that's one of the three mother sauces used in pretty much all Korean dishes. Last, there's my personal favorite: Korean-Chinese fusion, which serves tangsuyuk---a glossy, sweet-and-sour orange pork---seafood noodle soup, fried rice, and black bean noodles.

Having some ground to stand on, that’s our whole basis. It’s the bags of summer squash and shelly beans everybody gives you from their gardens, and on from there. The porch rockers where the mammaws get together and knit baby clothes for the pregnant high school girls. Sandwiches the church ladies pack for the hungrier kids to take home on weekends. Honestly, I would call us the juice economy. Or I guess used to be, up until everybody started getting wrecked on the newer product. We did not save our juice, we would give it to each and all we meet, because we’re going to need some of that back before long, along with the free advice and power tools. Covered dishes for a funeral, porch music for a wedding, extra hands for getting the tobacco in.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

As theaters were the first point of revenue collection for the entire industry, this side of the business often had insights on how to keep the halls full every weekend and therefore needed some control of the product, the films themselves. Unlike a producer, who usually hired people one movie at a time and could scale down expenditures, a theater owner had substantial leases or mortgage payments on his real estate and faced ongoing pressure. Further, theater owners suddenly had to spend large amounts of capital to upgrade their facilities for a new technology.

What is wrong with modern civilization which produces at the roots these signs of sterility and racial decadence? But this is nothing new, it has happened before and history is full of examples of it. Imperial Rome in its decline was far worse. Is there a cycle governing this inner decay and can we seek out the causes and eliminate them? Modern industrialism and the capitalist structure of society cannot be the sole causes, for decadence has often occurred without them. It is probable, however, that in their present forms they do create an environment, a physical and mental climate, which is favourable for the functioning of those causes. If the basic cause is something spiritual, something affecting the mind and spirit of man, it is difficult to grasp though we may try to understand it or intuitively feel it. But one fact seems to stand out: that a divorce from the soil, from the good earth, is bad for the individual and the race. The earth and the sun are the sources of life and if we keep away from them for long life begins to ebb away. Modern industrialized communities have lost touch with the soil and do not experience that joy which nature gives and the rich glow of health which comes from contact with mother earth. They talk of nature’s beauty and go to seek it in occasional week-ends, littering the countryside with the product of their own artificial lives, but they cannot commune with nature or feel part of it. It is something to look at and admire, because they are told to do so, and then return with a sigh of relief to their normal haunts; just as they might try to admire some classic poet or writer and then, wearied by the attempt, return to their favourite novel or detective story, where no effort of mind is necessary. They are not children of nature, like the old Greeks or Indians, but strangers paying an embarrassing call on a scarce-known distant relative. And so they do not experience that joy in nature’s rich life and infinite variety and that feeling of being intensely alive which came so naturally to our forefathers. Is it surprising then that nature treats them as unwanted step-children?

DevOps benefits all of us in the technology value stream, whether we are Dev, Ops, QA, Infosec, Product Owners, or customers. It brings joy back to developing great products, with fewer death marches. It enables humane work conditions with fewer weekends worked and fewer missed holidays with our loved ones. It enables teams to work together to survive, learn, thrive, delight our customers, and help our organization succeed.

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

In general, entitled people fall into one of two traps in their relationships. Either they expect other people to take responsibility for their problems: “I wanted a nice relaxing weekend at home. You should have known that and canceled your plans.” Or they take on too much responsibility for other people’s problems: “She just lost her job again, but it’s probably my fault because I wasn’t as supportive of her as I could have been. I’m going to help her rewrite her résumé tomorrow.” Entitled people adopt these strategies in their relationships, as with everything, to help avoid accepting responsibility for their own problems. As a result, their relationships are fragile and fake, products of avoiding inner pain rather than embracing a genuine appreciation and adoration of their partner.

For this reason, although our thinking brains tend to consider chronic stress, shock trauma, developmental trauma, and relational trauma to be different things, they all create the same effects in the mind-body system. If they’re so similar in their effects, then why does our culture usually treat them so differently? The short answer is that many powerful and ambitious people have a hard time admitting their mind-body system’s vulnerability. Powerful, high-achieving, and successful people—and the high-status institutions where they work—have no problem acknowledging “stress.” Indeed, we tend to consider “being stressed” to be a badge of honor—the evidence that we’re successful and accomplished. In our collective understanding, “being stressed” means being overworked, overscheduled, extremely busy, and definitely important. It’s just a necessary by-product of being a Master of the Universe. Why else would so many of us boast about how few hours of sleep we got last night? Or how many days have passed since we’ve seen our kids awake by the time we got home from work? Or how many different activities or demands we’re juggling at the same time? Or how many years it’s been since we took a proper vacation—or even a full weekend off? In our culture, we romanticize our stress, even as we whine about it with humble-brags like these.