Productivity Planner Quotes

If it's a choice between selling a million Pocket Planners and getting the chance to be with you, I'll figure out some other way to get this product off the ground.

Never let others dictate the directions that you pick in your life since they are not the ones living your life.

Putting aside the concerns about the intentions of the rulers and the incentives for the workers, socialism cannot work because the central planner(s) would lack market prices and hence would have no way of determining, even after the fact, if their “rational” plan for production made an efficient use of resources.

we want to get our dreams, we need to sacrifice everything that we have in order to reach it.

As a Planner, I am an avid list maker and occasionally—okay, frequently—have been known to write tasks on my to-do list that I have already completed just so I can mark them off.

I guarantee that if you just buckle down, and focus, you can get twice as much done today as you got done in the last two days combined.

You can try to fight it back. You can buy a daily planner and a to-do list application for your phone. You can write yourself notes and fill out schedules. You can become a productivity junkie surrounded by instruments to make life more efficient, but these tools alone will not help, because the problem isn’t you are a bad manager of your time—you are a bad tactician in the war inside your brain.

THE AMERICAN brand of socialism known as the New Deal was made possible by the income tax. But with the advent of income taxation, socialism was unavoidable. There have always been, and perhaps always will be, people who are averse to letting other people alone. Recognizing the human inclination to err, they are impelled by their kindness of heart to overcome this imperfection; invariably they come up with a sure-proof plan that needs only political power to become effective. Political power is the essential ingredient of every one of these plans to improve the human. Since all the ills of mankind, they argue, follow from the exercise of free will, it follows that the only cure for these ills is to suppress free will and to compel the individual to behave in all things as per the perfect pattern devised by these improvers. Compulsion means force; there must be a policeman to see that the individual does not follow his own inclinations. But policemen must live. Since they do not produce a thing by which they can live, others must support them. Hence, the planners must have the means of getting at the production of the very people who are to be improved by the policeman. That means taxes, and the more taxes the greater the number of enforcement agents, and therefore the more comprehensive the plan. No plan can be bigger than its bureaucracy. The income tax is the ideal instrument for the planner.

If we want to solve problems effectively...we must keep in mind not only many features but also the influences among them. Complexity is the label we will give to the existence of many interdependent variables in a given system. The more variables and the greater their interdependence, the greater the system's complexity. Great complexity places high demands on a planner's capacity to gather information, integrate findings, and design effective actions. The links between the variables oblige us to attend to a great many features simultaneously, and that, concomitantly, makes it impossible for us to undertake only one action in a complex system. A system of variables is "interrelated" if an action that affects or meant to affect one part of the system will also affect other parts of it. Interrelatedness guarantees that an action aimed at one variable will have side effects and long-term repercussions. A large number of variables will make it easy to overlook them. We might think of complexity could be regarded as an objective attribute of systems. We might even think we could assign a numerical value to it, making it, for instance, the product of the number of features times the number of interrelationships. If a system had ten variables and five links between them, then its "complexity quotient", measured in this way would be fifty. If there are no links, its complexity quotient would be zero. Such attempts to measure the complexity of a system have in fact been made. Complexity is not an objective factor but a subjective one. Supersignals reduce complexity, collapsing a number of features into one. Consequently, complexity must be understood in terms of a specific individual and his or her supply of supersignals. We learn supersignals from experience, and our supply can differ greatly from another individual's. Therefore there can be no objective measure of complexity.

This mortal predicament did not begin with Donald J. Trump, and it will not end with his departure. The obstacles to achieving these necessary changes are posed not so much by the majority of the American public—though many in recent years have shown dismaying manipulability—but by officials and elites in both parties and by major institutions that consciously support militarism, American hegemony, and arms production and sales.

The failure of ujamaa villages was almost guaranteed by the highmodernist hubris of planners and specialists who believed that they alone knew how to organize a more satisfactory, rational, and productive life for their citizens. It should be noted that they did have something to contribute to what could have been a more fruitful development of the Tanzanian countryside. But their insistence that they had a monopoly on useful knowledge and that they impose this knowledge set the stage for disaster.

The so-called socialist societies rediscover, under modified forms, the necessities inherent in any modern economic system. There, just as under capitalism, the ‘boss class’ lays down the law. (...) Up to now the planners, by reason of penury and of the decision to develop economic power as rapidly as possible, have not concerned themselves either with the productivity of the various investments or with the consumers’ preferences. It will not be long before they experience the perils of slump and deflation and the exigencies of economic arithmetic.

What if we fail to stop the erosion of cities by automobiles? What if we are prevented from catalyzing workable and vital cities because the practical steps needed to do so are in conflict with the practical steps demanded by erosion? There is a silver lining to everything. In that case we Americans will hardly need to ponder a mystery that has troubled men for millennia: What is the purpose of life? For us, the answer will be clear, established and for all practical purposes indisputable: The purpose of life is to produce and consume automobiles. It is not hard to understand that the producing and consuming of automobiles might properly seem the purpose of life to the General Motors management, or that it may seem so to other men and women deeply commtted economically or emotionally to this pursuit. If they so regard it, they should be commended rather than cricicized for this remarkable identification of philosophy with daily duty. It is harder to understand, however, why the production and consumption of automobiles should be the purpose of life for this country. Similarly, it is understandable that men who were young in the 1920's were captivated by the vision of the freeway Radiant City, with the specious promise that it would be appropriate to an automobile age. At least it was then a new idea; to men of the generation of New York's Robert Moses, for example, it was radical and exciting in the days when their minds were growing and their ideas forming. Some men tend to cling to old intellectual excitements, just as some belles, when they are old ladies, still cling to the fashions and coiffures of their exciting youth. But it is harder to understand why this form of arrested mental development should be passed on intact to succeeding generations of planners and designers. It is disturbing to think that men who are young today, men who are being trained now for their carreers, should accept *on the grounds that they must be "modern" in their thinking,* conceptions about cities and traffic which are not only unworkably, but also to which nothing new of any significance has been added since their fathers were children.

When Adolf Hitler heard of the Japanese attack on Pearl Harbor, he slapped his hands together in glee and exclaimed, “Now it is impossible to lose the war. We now have an ally, Japan, who has never been vanquished in three thousand years.” Germany and Japan were threatening the world with massive land armies. But Hitler and Hirohito had never taken the measure of the man in the White House. A former assistant secretary of the navy, Franklin D. Roosevelt had his own ideas about the shape and size of the military juggernaut he would wield. FDR’s military experts told him that only huge American ground forces could meet the threat. But Roosevelt turned aside their requests to conscript tens of millions of Americans to fight a traditional war. The Dutchman would have no part in the mass WWI-type carnage of American boys on European or Asian killing fields. Billy Mitchell was gone, but Roosevelt remembered his words. Now, as Japan and Germany invested in yesterday, FDR invested in tomorrow. He slashed his military planners’ dreams of a vast 35-million-man force by more than half. He shrunk the dollars available for battle in the first and second dimensions and put his money on the third. When the commander in chief called for the production of four thousand airplanes per month, his advisers wondered if he meant per year. After all, the U.S. had produced only eight hundred airplanes just two years earlier. FDR was quick to correct them. The

Almost all official statistics and policy documents on wages, income, gross domestic product (GDP), crime, unemployment rates, innovation rates, cost of living indices, morbidity and mortality rates, and poverty rates are compiled by governmental agencies and international bodies worldwide in terms of both total aggregate and per capita metrics. Furthermore, well-known composite indices of urban performance and the quality of life, such as those assembled by the World Economic Forum and magazines like Fortune, Forbes, and The Economist, primarily rely on naive linear combinations of such measures.6 Because we have quantitative scaling curves for many of these urban characteristics and a theoretical framework for their underlying dynamics we can do much better in devising a scientific basis for assessing performance and ranking cities. The ubiquitous use of per capita indicators for ranking and comparing cities is particularly egregious because it implicitly assumes that the baseline, or null hypothesis, for any urban characteristic is that it scales linearly with population size. In other words, it presumes that an idealized city is just the linear sum of the activities of all of its citizens, thereby ignoring its most essential feature and the very point of its existence, namely, that it is a collective emergent agglomeration resulting from nonlinear social and organizational interactions. Cities are quintessentially complex adaptive systems and, as such, are significantly more than just the simple linear sum of their individual components and constituents, whether buildings, roads, people, or money. This is expressed by the superlinear scaling laws whose exponents are 1.15 rather than 1.00. This approximately 15 percent increase in all socioeconomic activity with every doubling of the population size happens almost independently of administrators, politicians, planners, history, geographical location, and culture.

In opting for large scale, Korean state planners got much of what they bargained for. Korean companies today compete globally with the Americans and Japanese in highly capital-intensive sectors like semiconductors, aerospace, consumer electronics, and automobiles, where they are far ahead of most Taiwanese or Hong Kong companies. Unlike Southeast Asia, the Koreans have moved into these sectors not primarily through joint ventures where the foreign partner has provided a turnkey assembly plant but through their own indigenous organizations. So successful have the Koreans been that many Japanese companies feel relentlessly dogged by Korean competitors in areas like semiconductors and steel. The chief advantage that large-scale chaebol organizations would appear to provide is the ability of the group to enter new industries and to ramp up to efficient production quickly through the exploitation of economies of scope.70 Does this mean, then, that cultural factors like social capital and spontaneous sociability are not, in the end, all that important, since a state can intervene to fill the gap left by culture? The answer is no, for several reasons. In the first place, not every state is culturally competent to run as effective an industrial policy as Korea is. The massive subsidies and benefits handed out to Korean corporations over the years could instead have led to enormous abuse, corruption, and misallocation of investment funds. Had President Park and his economic bureaucrats been subject to political pressures to do what was expedient rather than what they believed was economically beneficial, if they had not been as export oriented, or if they had simply been more consumption oriented and corrupt, Korea today would probably look much more like the Philippines. The Korean economic and political scene was in fact closer to that of the Philippines under Syngman Rhee in the 1950s. Park Chung Hee, for all his faults, led a disciplined and spartan personal lifestyle and had a clear vision of where he wanted the country to go economically. He played favorites and tolerated a considerable degree of corruption, but all within reasonable bounds by the standards of other developing countries. He did not waste money personally and kept the business elite from putting their resources into Swiss villas and long vacations on the Riviera.71 Park was a dictator who established a nasty authoritarian political system, but as an economic leader he did much better. The same power over the economy in different hands could have led to disaster. There are other economic drawbacks to state promotion of large-scale industry. The most common critique made by market-oriented economists is that because the investment was government rather than market driven, South Korea has acquired a series of white elephant industries such as shipbuilding, petrochemicals, and heavy manufacturing. In an age that rewards downsizing and nimbleness, the Koreans have created a series of centralized and inflexible corporations that will gradually lose their low-wage competitive edge. Some cite Taiwan’s somewhat higher overall rate of economic growth in the postwar period as evidence of the superior efficiency of a smaller, more competitive industrial structure.

Two kinds of development help explain how a readiness built up to kill all Jews, including women and children. One is a series of “dress rehearsals” that served to lower inhibitions and provided trained personnel hardened for anything. First came the euthanasia of incurably ill and insane Germans, begun on the day when World War II began. Nazi eugenics theory had long provided a racial justification for getting rid of “inferior” persons. War provided a broader justification for reducing the drain of “useless mouths” on scarce resources. The “T-4” program killed more than seventy thousand people between September 1939 and 1941, when, in response to protests from the victims’ families and Catholic clergy, the matter was left to local authorities. Some of the experts trained in this program were subsequently transferred to the occupied east, where they applied their mass killing techniques to Jews. This time, there was less opposition. The second “dress rehearsal” was the work of the Einsatzgruppen, the intervention squads specially charged with executing the political and cultural elite of invaded countries. In the Polish campaign of September 1939 they helped wipe out the Polish intelligentsia and high civil service, evoking some opposition within the military command. In the Soviet campaign the Einsatzgruppen received the notorious “Commissar Order” to kill all Communist Party cadres as well as the Jewish leadership (seen as identical in Nazi eyes), along with Gypsies. This time the army raised no objections. The Einsatzgruppen subsequently played a major role, though they were far from alone, in the mass killings of Jewish women and children that began in some occupied areas in fall 1941. A third “dress rehearsal” was the intentional death of millions of Soviet prisoners of war. It was on six hundred of them that the Nazi occupation authorities first tested the mass killing potential of the commercial insecticide Zyklon-B at Auschwitz on September 3, 1941. Most Soviet prisoners of war, however, were simply worked or starved to death. The second category of developments that helped prepare a “willingness to murder” consisted of blockages, emergencies, and crises that made the Jews become a seemingly unbearable burden to the administrators of conquered territories. A major blockage was the failure to capture Moscow that choked off the anticipated expulsion of all the Jews of conquered eastern Europe far into the Soviet interior. A major emergency was shortages of food supplies for the German invasion force. German military planners had chosen to feed the invasion force with the resources of the invaded areas, in full knowledge that this meant starvation for local populations. When local supplies fell below expectations, the search for “useless mouths” began. In the twisted mentality of the Nazi administrators, Jews and Gypsies also posed a security threat to German forces. Another emergency was created by the arrival of trainloads of ethnic Germans awaiting resettlement, for whom space had to be made available. Faced with these accumulating problems, Nazi administrators developed a series of “intermediary solutions.” One was ghettos, but these proved to be incubators for disease (an obsession with the cleanly Nazis), and a drain on the budget. The attempt to make the ghettos work for German war production yielded little except another category of useless mouths: those incapable of work. Another “intermediary solution” was the stillborn plan, already mentioned, to settle European Jews en masse in some remote area such as Madagascar, East Africa, or the Russian hinterland. The failure of all the “intermediary solutions” helped open the way for a “final solution”: extermination.

The argument to stay away from tax-deferred investing is usually pitched by some of the, how should I put this, questionable “financial planners” out there and is very self-serving. If you don’t invest in your 401(k), the planner can sell you another product that he can make money on. Can you say “permanent insurance”?

The Le Corbusian city was designed, first and foremost, as a workshop for production. Human needs, in this context, were scientifically stipulated by the planner. Nowhere did he admit that the subjects for whom he was planning might have something valuable to say on this matter or that their needs might be plural rather than singular. Such was his concern with efficiency that he treated shopping and meal preparation as nuisances that would be discharged by central services like those offered by well-run hotels. Although floor space was provided for social activities, he said almost nothing about the actual social and cultural needs of the citizenry.

Third, an iterative process such as Pixar’s corrects for a basic cognitive bias that psychologists call the “illusion of explanatory depth.” Do you know how a bicycle works? Most people are sure they do, yet they are unable to complete a simple line drawing that shows how a bicycle works. Even when much of the bicycle is already drawn for them, they can’t do it. “People feel they understand complex phenomena with far greater precision, coherence, and depth than they really do,” researchers concluded. For planners, the illusion of explanatory depth is obviously dangerous. But researchers also discovered that, unlike many other biases, there is a relatively easy fix: When people try and fail to explain what they mistakenly think they understand, the illusion dissolves. By requiring Pixar film directors to walk through every step from the big to the small and show exactly what they will do, Pixar’s process forces them to explain. Illusions evaporate long before production begins, which is when they would become dangerous and expensive.[24]

Your worth is not measured in productivity.

The Anti-Planner is designed to help you develop self-awareness skills to identify which negative emotions are behind why you're procrastinating, and provides strategies that address the actual root cause of the problem--so you can stop putting stuff off (and start kicking some butt).

There's no magical, one-size-fits-all solution for getting unstuck (trust me, I've tried pretty much everything). But building self-awareness skills to recognize when and why you're getting stuck makes a huge difference. Once you've got that down, you'll be able to better identify what feeling is holding you back from taking care of The Thing (and how to start moving forward).

The world war was the high-water mark for the political influence of engineers and planners. Having seen what could be accomplished in extremis, they imagined what they could achieve if the identical energy and planning were devoted to popular welfare rather than mass destruction. Together with many political leaders, industrialists, labor leaders, and prominent intellectuals (such as Philip Gibbs in England, Ernst Jünger in Germany, and Gustave Le Bon in France), they concluded that only a renewed and comprehensive dedication to technical innovation and the planning it made possible could rebuild the European economies and bring social peace.45 Lenin himself was deeply impressed by the achievements of German industrial mobilization and believed that it had shown how production might be socialized. Just as Lenin believed that Marx had discovered immutable social laws akin to Darwin’s laws of evolution, so he believed that the new technologies of mass production were scientific laws and not social constructions.

Wesley Mouch came next. He spoke about social planning and the necessity of unanimous rallying in support of the planners. He spoke about discipline, unity, austerity and the patriotic duty of bearing temporary hardships. “We have mobilized the best brains of the country to work for your welfare. This great invention was the product of the genius of a man whose devotion to the cause of humanity is not to be questioned, a man acknowledged by all as the greatest mind of the century—Dr. Robert Stadler!” “What?” gasped Dr. Stadler, whirling toward Ferris. Dr. Ferris looked at him with a glance of patient mildness. “He didn’t ask my permission to say that!” Dr. Stadler half-snapped, half-whispered. Dr. Ferris spread out his hands in a gesture of reproachful helplessness. “Now you see, Dr. Stadler, how unfortunate it is if you allow yourself to be disturbed by political matters, which you have always considered unworthy of your attention and knowledge. You see, it is not Mr. Mouch’s function to ask permissions.” The figure now slouching against the sky on the speakers’ platform, coiling itself about the microphone, talking in the bored, contemptuous tone of an off-color story, was Dr. Simon Pritchett. He was declaring that the new invention was an instrument of social welfare, which guaranteed general prosperity, and that anyone who doubted this self-evident fact was an enemy of society, to be treated accordingly. “This invention, the product of Dr. Robert Stadler, the pre-eminent lover of freedom—

In the course of the First Five-Year Plan, production aims were upped to impossible heights. The result was chaotic, and many of the local political leaders, factory bosses, planners, engineers, foremen, and even shop floor workers developed ways to exaggerate their accomplishments.

You are the best judge for selection of a right investment product but not your financial planner. Take advice and invest very carefully.

10 Ideas For Transforming Advertising 1. No cranberry bagels at meetings. No exceptions. 2. While on duty, copywriters required to wear those Peruvian knit hats with the funny earflaps. 3. Reinstatement of the three martini lunch. After a 6-month trial period, optional upgrade to four. 4. Confiscate all computers and baseball caps from art directors. 5. Use of the following terms will be considered justifiable cause for termination: ecosystem, conversation, engagement, landscape, seared ahi tuna, and quirky. 6. When making presentations, account planners must dress up as pirates and hop around on one foot. 7. Breakthrough idea for tv spots: Animals that talk! 8. Criminalize all products containing pomegranates or acai berries. 9.  Increase touch points from 360 degrees to 380 degrees. 10. Require Sir Martin Sorrell to walk around with his weenie out.

The most experienced planner in the world is your brain.

To event manager host is not the only client, even all the guests are clients.

A great event manager makes even the host feel like a guest.

An event shouldn't be just an experiential thing, it should be an emotional thing.

On the day of an event, a good event manager is always the first to arrive and last to leave.

The purpose of event management is to create a client who creates other clients.

Cockshott and Cottrell argue that improvements in computer power, together with the application of advanced maths and information theory removes, in principle, the Hayek/Robbins objection: that the planner can never have better realtime information than a market. What’s more, unlike the left in the calculation debate, they say the computer model we would need for planned production should use the labour theory of value, and not try to simulate the results of supply and demand.

Blair ... argued that while he rejected doctrinaire “socialism,” he was committed to what he called “social-ism.” Blair’s hair-splitting got at an important distinction. Socialism, sprawling and inchoate as it may be, is still a doctrine. “Social-ism” is something different. It is an orientation, a way of thinking about politics and governance—it is oriented toward government control but is not monomaniacally committed to it as the be-all and end-all. Social-ism is about what activists call “social justice,” which is always “progressive” and egalitarian but not invariably statist. As a practical matter, “social-ism” works from the assumption that well-intentioned leaders and planners are both smart enough and morally obliged to, in Obama’s words, “spread the wealth around” for the betterment of the whole society in general and the underprivileged in particular. But at a far more important level, “social-ism” is a fundamentally religious impulse, a utopian yearning to create a perfect society unconstrained by the natural trade-offs of mortal life. What Blair’s doctrinal revision recognizes is that public ownership of the means of production—the central economic principle of socialism—is not necessary as long as private interests and private businesses can be compelled to follow the designated road to utopia.

Celebrating your event with style and creativity Everyone works on a budget. Not all of us have the resources and time to hire wedding planners and party organizers to celebrate important days of your lives. You don’t have to skimp on an anniversary, birthday, engagement or any other special days just because you are on a budget. There are several DIY party ideas and accessories available on the internet that will help you celebrate that special occasion with much gusto and style. Celebrating a special day- be it your own wedding, engagement, throwing the best birthday bash, or a theme party, it is rather a challenging and exciting time, that churns up your creative juices that can leave one exhausted and confused. Especially when one desires to be innovative and wishes to throw a party that leaves the guests spell bounded and the-talk-of-the-town, there are several websites that provide amazing Party Loot Bags and accessories that are affordable and unique. Since we often think of the celebration as synonymous with splurging, these special occasions can feel challenged. After all, it's hard to enjoy yourself when all you can think about is the amount of money a party or wedding planner is charging you. This is your cue to be innovative as there are various fun and exciting DIY Party Accessories and Dessert buffets that can make your event memorable without spending too much of your hard earned money. With DIY ideas, you can enjoy 99 percent of excitement and 1 percent anxiety. There are a myriad of delightful Wedding Bomboniere ideas and items that can be easily procured through online stores. With ease and convenience, you can order Bomboniere Australia and party accessories from the comforts of your home and shop for the best quality products online. Web sites now cater for DIY items that style up any event- from weddings, engagements, christening, baby showers, birthdays, and much more. These companies offer a plethora of crazy, fun, unique and creative ideas and DIY items that are affordable, convenient, and highly accessible, promising a grand celebration of your special day. If you wish to have your rein on the planning and organizing of your wedding, you can explore some great ideas and accessories through these websites that are run by creative individuals assuring an enriching experience. Browse through great DIY Dessert Buffets and loot bags, and choose from hundreds of incredible ideas and accessories to celebrate your day with glamour, style, and charm. Make a lasting impression on your guests through DIY Party Accessories and buffet packages. There are many services on the internet that guide you through the entire event and help you plan your dream wedding in the most efficient and creative manner.

A space planner provides spaces for playing basketball, performing laboratory experiments, manufacturing widgets, or staging theatrical productions; an architect imbues the experience of these places with poignancy, richness, fun, beauty, and irony.

Neither Fascist Italy nor Spain adopted eugenics as an ideology central to their form of government the way the National Socialist did. However, socialist and progressive nations such as Canada, Sweden, Denmark, Finland, and Norway did adopt and implement eugenics. This is because eugenics is the safety valve of a centrally planned economy. Central planners like John Maynard Keynes fear a population that is not as meticulously planned as the economy. They fear the unproductive sectors out-breeding the productive sectors of the population. This is also why Keynes was a lobbyist for the British eugenics movement both before and after The Holocaust.

You’ll have all your appointments in your calendar, and other reminders in your Tickler file, but I still like having something physical in front of me to understand what the upcoming week will be like, as well as something to refer to when reviewing how the previous week went.   So I made a Weekly Planner. Everyone has appointments and deadlines for the week. You can write those out here, as well as weekly goals based on your “Projects” list in order to keep them moving forward.   It also has space for your MITs.     “Most

Schedule a time each week for a “Weekly Review” 2. Download “Weekly Planner”  

Cheat Sheet   Capture – System for capturing new inputs   • Desk • Phone • Email     Action steps   1. Set up Capture system   • Designate note-taking process on phone • Create “In-basket” for desk • Clean out email inbox        –Unsubscribe from unnecessary emails        –Create filters for verification messages   2. Set up system for scanning receipts   • Create Evernote Account • Download Scannable • Read tutorial on scanning receipts with Scannable   Filter – Process for simplified decision-making   • Do it • Delegate it • Defer it • Dump it     Action steps   1. Set up a Tickler File   • Purchase and label 43 folders and file holder or • Read tutorial on creating Tickler file in Evernote   2. Set up “Next Actions” list   • Download preferred to-do app (Eg. Wunderlist) • Add necessary lists   3. Set up other useful lists in Evernote   • Download templates for useful lists   4. Opt out of junk mail   Organize – Maintaining your system   • Weekly Review     Action steps   1.    Schedule a time each week for a “Weekly Review” 2. Download “Weekly Planner”       Click here for a printable version of this cheat sheet summary.   Thank You Before you go, I’d like to say “thank you” for purchasing my book. You

Collegiate Advisors, Lancaster, PA based reputed financial planner firm, is the leading supplier of services to the college planning community and all services/product provided to client are private branded with their company name.

The SWOT component of strategic planning is the first point where strategy and risk management intersect. The product of the ERM process (the identified risks and mitigation plans) can inform the strategic planners—and vice versa. 

Data sources All these components give you feedback and insight into how best to configure your campaigns, although the data sources are often spread around in different places and sometimes difficult to find and interpret. Campaign types Search & Partner Dynamic Search Display Network Remarketing & Dynamic Remarketing Google Shopping for eCommerce Google Merchant Center Data feeds Google Shopping Campaigns Device selection PC / Tablets Mobiles & Smartphones Location Targets & Exclusions Country Metro State City Custom and Radius Daily Budgets Manual CPC Enhanced CPC Flexible Bidding strategies Conversion Optimizer (CPA) Return on Ad Spend (ROAS) Conversion Tracking Setup and configuration Transaction-Specific Conversion Tracking Offline Conversion import Phone call tracking - website call conversions Conversion Rates Conversion Costs Conversion Values Ad Groups Default Bids Keyword Themes Ads Ad Messaging & Demographics Creative Text & Formatting Images* Display Ad Builder* Ad Preview and Diagnosis Account, Campaign and Ad Group Ad Extensions Sitelinks Locations Calls Reviews Apps Callouts Ad Rotation & Frequency Capping Rotate Optimise for Clicks Optimise for Conversions Keywords Bids Broad Modified Broad Phrase Exact Destination urls Keyword Diagnosis User Search Queries Keyword Opportunities Negative Keywords & Match Types Shared Library Shared Budgets* Automated Rules Flexible Bid Strategies Audiences & Exclusions* Campaign Negative Keywords Display Campaign Placement Exclusions* NEW! Business Data and Ad Customizers Advanced Delivery Methods Standard Accelerated Impression Share Lost IS (Budget) Lost IS (Rank) Search Funnels Assisted Impressions & Clicks Assisted Conversions Segmentation Analysis Device performance Network performance Top vs Other position performance Dimension Analysis Days & Times Shopping Geographic User Locations & Distance Search Terms Automatic Placements* Call Details (Call Extensions) Tools Change history Keyword Planner* Display Planner* Opportunities* Scheduling & Day Parting Automated Rules Competitor Ad Auction Insights Reporting* AdWords Campaign Experiments* Browser Languages* *indicates an item not covered in this version of the book

key roles played by the project manager: Planner—Ensures that the project is defined properly and completely for success, all stakeholders are engaged, work effort approach is determined, required resources are available when needed, and processes are in place to properly execute and control the project. Organizer—Using work breakdown, estimating, and scheduling techniques, determines the complete work effort for the project, the proper sequence of the work activities, when the work will be accomplished, who will do the work, and how much the work will cost. Point Person—Serves as the central point of contact for all oral and written project communications. Quartermaster—Ensures the project has the resources, materials, and facilities it needs when it needs it. Facilitator—Ensures that stakeholders and team members who come from different perspectives understand each other and work together to accomplish the project goals. Persuader—Gains agreement from the stakeholders on project definition, success criteria, and approach; manages stakeholder expectations throughout the project while managing the competing demands of time, cost, and quality; and gains agreement on resource decisions and issue resolution action steps. Problem Solver—Utilizes root-cause analysis process experience, prior project experience, and technical knowledge to resolve unforeseen technical issues and take any necessary corrective actions. Umbrella—Works to shield the project team from the politics and “noise” surrounding the project, so they can stay focused and productive. Coach—Determines and communicates the role each team member plays and the importance of that role to the project’s success, finds ways to motivate each team member, looks for ways to improve the skills of each team member, and provides constructive and timely feedback on individual performances. Bulldog—Performs the follow-up to ensure that commitments are maintained, issues are resolved, and action items are completed. Librarian—Manages all information, communications, and documentation involved in the project.

an iterative process such as Pixar’s corrects for a basic cognitive bias that psychologists call the “illusion of explanatory depth.” Do you know how a bicycle works? Most people are sure they do, yet they are unable to complete a simple line drawing that shows how a bicycle works. Even when much of the bicycle is already drawn for them, they can’t do it. “People feel they understand complex phenomena with far greater precision, coherence, and depth than they really do,” researchers concluded. For planners, the illusion of explanatory depth is obviously dangerous. But researchers also discovered that, unlike many other biases, there is a relatively easy fix: When people try and fail to explain what they mistakenly think they understand, the illusion dissolves. By requiring Pixar film directors to walk through every step from the big to the small and show exactly what they will do, Pixar’s process forces them to explain. Illusions evaporate long before production begins, which is when they would become dangerous and expensive.

Seize the means of propaganda! Confiscate the central-planner’s ability to steer the collective as if it were livestock.

Seize the means of propaganda! Take the reigns from the central-planners. Deny them the ability to steer you like livestock.

Your. Worth. Is. Not. Measured. In. Productivity.

The socialist has always believed that the necessary knowledge is at hand, so there is no need for competition in the marketplace. The economy needs only to be directed by a rational planner who will dictate the transactions that are to proceed for everyone’s benefit. The capitalist, on the other hand, has understood this proposal to be nothing but a conceit, a product of human arrogance and folly—because in reality there is no human being, and no group of human beings, that possesses the necessary powers of reason and the necessary knowledge to correctly dictate how an entire economy should proceed for everyone’s benefit. Instead, the capitalist argues, from a skeptical and empirical point of view, that we should permit many independent economic actors and allow them freely to compete in developing and providing economic products and services. It is understood that because each of these competing business enterprises pursues a different set of aims, and is organized in a manner that is different from the others, some will succeed and some will fail. But those that succeed will do so in ways that no rational planner could have predicted in advance, and their discoveries will then be available for the imitation and refinement of others. In this way, the economy as a whole flourishes from this competition.

Acquiring a deep understanding of the target customer should not be short-changed — by anyone writing sales copy, at any time, for any purpose. As I was writing this edition of this book, I was writing copy for a long-time client, the Guthy-Renker Corporation, for their hugely successful Proactiv® brand of acne products. There are three different people to talk to about this — the teen sufferer, the teen's mom, and playing the odds, the adult female sufferer. This had me reading past and current issues of nearly a hundred magazines, including all the teen and preteen magazines, all the mom magazines, and all the women's magazines, having copious online research done for me, doing “conversational research” directly with people in all three groups, and even hiring a dozen freelance readers — teens, parents of teens, and young women — to critique my copy. Also, as I was writing this edition of this book, I began work on copy aimed at highly successful, professional financial and investment advisors, financial planners, and top-performing life insurance and annuities agents, which required a similar investment of time and energy in crawling inside their psyche, tribal language, daily experiences. Freelance writers worth their salt know they must do this sort of thing, and do. The danger for the business owner writing copy for himself and for his own business is ingrained assumption — encouraging shortcutting or altogether neglecting this step. The only sure way to keep your own accumulated but untested opinions and beliefs about your customers from sabotaging your sales letters is to start anew, from scratch, and to engage in getting to know the customers just as if you were arriving to write for them for the first time, with no foreknowledge.

You can find event planners by doing an online search of the following key words: DESTINATION MANAGEMENT COMPANY GENERAL CONTRACTORS FOR EVENTS EVENTS PRODUCTION Then send an introduction e-mail that is short and to the point. It should mention that you are available for events and that you would like them to consider you for future clients. Include your PDF brochure and ask them to call should they have any questions. When you get an Account Manager on the phone from an event company, ask them questions to help you understand what their needs are. Here are a few: What do you look for when contracting with an artist? Who are your main clients? What type of companies? What seems to be the most popular theme of the events you do?

Indeed, on a high plane of generality there is nothing very much for economic theory to say to the planner, except: Do not listen to those who say you want this rather than that — agriculture, not industry; exports, not home production; light industry, not heavy. You always want both. [p. 113]

In 2004, retired Brigadier General Shimon Naveh of the Israeli Defense Force (IDF) offered an extended idea on intuitive decision making to the US Army and US Marine Corps. His approach, which he called systemic operational design, appeared uniquely useful to planning campaigns and major operations.[xix] Based on an understanding of the chaotic nature of war, systemic operational design focuses on discerning the logic that makes a situation a problem. Through discourse a group that has expertise on some aspect of the situation structures or frames the problem, which frequently causes a counter-logic or solution to emerge naturally. In intuitive decision making a person aware of a familiar pattern enables construction of a story that makes sense; in systemic operational design a pattern materializes during discourse and facilitates a sense-making story. Failing to find the logic that makes a situation unacceptable and in need of change means planners are not able to discern a counter-logic, the conceptual element essential to begin planning. Naveh’s explanation of systemic operational design was for many officers difficult to grasp despite the simplicity of his idea. Much of this difficulty was due to language issues and US officers’ poor understanding of the nonlinear nature of war.[xx] Fortunately, researchers learned of an important paper during the Army-Marine Corps experiments evaluating systemic operational design, which US officers found easier to comprehend.[xxi] Close study of the systemic approach to operational design, coupled with a series of carefully constructed and capably executed wargames conducted over five years, validated systemic operational design. The final product, though, was a modified version of Naveh’s original structure and form. The US Army, which led the evaluation, provided the results to service and joint doctrine writers with the expectation they would revise planning manuals and incorporate this new approach to operational design. Universally, this failed to happen. In every case, doctrine writers merely affixed the new approach to the front end of the standard analytical military decision making process, which stresses creating and testing multiple courses of action. To illustrate the illogic of this, recall that systemic operational design is to uncover the logic or “pattern” of the situation and offer a story—the counter-logic—that will resolve the problem. In other words, the planners employ the approach to create a story that makes sense. What the standard analytical process demands is the creation of additional stories in the form of other courses of action. Why would any commander or staff want to waste time developing alternative stories when they have one they believe will work? [xix] After the 2006 Israeli war with Hezbollah, several critics blamed use of systemic design for the failings the IDF experienced. I have reviewed these reports and found that the critics misconstrued systemic operational design and effects based operations, seeing them as the same thing. They are polar-opposite ways of making decisions. [xx] The term nonlinear here does not refer to the geometric connotation inherent in the “nonlinear battlefield,” but to the disproportion between cause and effect often found in open systems. [xxi] Horst W. J. Rittel, and Melvin M. Webber, “Dilemmas in a General Theory of Planning,” Policy Science, 1973, 155-169. (Excerpt from article “From Grand Strategy to Operational Design: Getting it Right”)

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The failure of companies in a free market, then, is not a defect of the system, or an unfortunate by-product of competition; rather, it is an indispensable aspect of any evolutionary process. According to one economist, 10 percent of American companies go bankrupt every year.4 The economist Joseph Schumpeter called this “creative destruction.” Now, compare this with centrally planned economies, where there are almost no failures at all. Companies are protected from failure by subsidy. The state is protected from failure by the printing press, which can inflate its way out of trouble. At first, this may look like an enlightened way to go about solving the problems of economic production, distribution, and exchange. Nothing ever fails and, by implication, everything looks successful. But this is precisely why planned economies didn’t work. They were manned by intelligent planners who decided how much grain to produce, how much iron to mine, and who used complicated calculations to determine the optimal solutions. But they faced the same problem as the Unilever mathematicians: their ideas, however enlightened, were not tested rapidly enough—and so had little opportunity to be reformed in the light of failure. Even if the planners were ten times smarter than the businessmen operating in a market economy, they would still fall way behind. Without the benefit of a valid test, the system is plagued by rigidity. In markets, on the other hand, it is the thousands of little failures that lubricate and, in a sense, guide the system. When companies go under, other entrepreneurs learn from these mistakes, the system creates new ideas, and consumers ultimately benefit.

Success. All it takes is a constant questioning: 'Is what I am doing right now at this moment the very best use of my time right now for the attainment of my dreams?' If the answer is 'no' (as it often will be), stop.. And do something more productive!

Power of productivity is not in working but relaxing.

the terms financial professional or financial planner are meaningless. Many so-called financial professionals are really financial salespeople. While you may need what they have to sell, this is not the time to ask them for financial advice. That’s like hiring a fox to guard the henhouse. What you need is someone you can pay to provide you with objective advice that’s in your best interests. Asking people who sell financial products for financial advice creates a potential conflict of interest. Although many will act in your best interest, many are more interested in selling you what makes the most money for them. It’s a risk that you don’t have to take. Get your advice and your investments/insurance from different sources. A good place to begin seeking advice is from a Certified Public Accountant who does not sell investment products.

Texas Instruments partnered with a company called Industrial Development Engineering Associates (IDEA) to produce the first commercial transistor radio in 1954. Soon after, Sony persuaded Japan’s powerful Ministry of Trade and Industry to let it invest $25,000 in a transistor license so the company could build its own transistor radios. First-year sales for the Texas Instruments/IDEA transistor radio were a disappointment. As a result, neither company was anxious to pursue the project further. However, because Sony faced a greater amount of existential risk—it had the attention of Japan’s powerful industrial planners, who would be anxious to see a return on the investment in a license—the company worked harder to sell the radios, which became a breakout export product. Although Texas Instruments didn’t directly profit from the radio, the product was a gateway to a much larger payoff.

We have all heard the sceptics who warn that serious action to fight climate change and energy scarcity will lead us into decades of hardship and sacrifice. When it comes to cities, they are absolutely wrong. In fact, sustainability and the good life can be by-products of the very same interventions. Alex Boston, the Golder planner who advises dozens of cities on climate and energy, doesn’t even ask civic leaders about their greenhouse gas reduction aspirations when they first start talking. ‘We ask, “What are your core community priorities?”’ says Boston. ‘People don’t talk about climate change. They say they want economic development, livability, mobility, housing affordability, taxes, all stuff that relates to happiness.’ These are just the concerns that have caused us to delay action on climate change. But Boston insists that by focusing on the relationship between energy, efficiency and the things that make life better, cities can succeed where scary data, scientists, logic and conscience have failed. The happy city plan is an energy plan. It is a climate plan. It is a belt-tightening plan for cash-strapped cities. It is also an economic plan, a jobs plan and a corrective for weak systems. It is a plan for resilience. THE GREEN SURPRISE Consider the by-product of the happy city project in Bogotá. Enrique Peñalosa told me that he did not feel the urgency of the global environmental crisis when he was elected mayor. His urban transformation was not motivated by a concern for spotted owls or melting glaciers or soon-to-be-flooded residents of villages on some distant coral atoll. Still, a funny thing happened near the end of his term. After making Bogotá easier, cleaner, more beautiful and more fair, the mayor and his city started winning accolades from environmental organizations. In 2000 Peñalosa and Eric Britton were called to Sweden to accept the Stockholm Challenge Award for the Environment, for pulling 850,000 vehicles off the street during the world’s biggest car-free day. Then the TransMilenio bus system was lauded for producing massive reductions in Bogotá’s carbon dioxide emissions.fn1, 3 It was the first transport system to be accredited under the UN’s Clean Development Mechanism – meaning that Bogotá could actually sell carbon credits to polluters in rich countries. For its public space transformations under mayors Peñalosa, Antanas Mockus and their successor, Luis Garzón, the city won the Golden Lion prize from the prestigious Venice Architecture Biennale. For its bicycle routes, its new parks, its Ciclovía, its upside-down roads and that hugely popular car-free day, Bogotá was held up as a shining example of green urbanism. Not one of its programmes was directed at the crisis of climate change, but the city offered tangible proof of the connection between urban design, experience and the carbon energy system. It suggested that the green city, the low-carbon city and the happy city might be exactly the same destination.

The same term, "brown lands," is sometimes used to describe those parts of the modern urban landscape that have fallen to ruin, at least in the eyes of the planners who measure the city's health based on its contribution to the wealth and growth of the human community. Empty lots, abandoned buildings, trash woods—all the parcels whose former use for industry, residence, agriculture, or other productive purposes has been abandoned, often due to changing economic or technological conditions, and have not yet been replaced by or redeveloped for some more lucrative and vibrant contemporary use. They're zones of economic entropy that become almost invisible due to their removal from the dynamic commercial flows of metropolitan life. Since the postindustrial cleanup era began in the 1970s, the more common official term used to describe such zones is "brownfields," but that has a more specific meaning, describing areas polluted with environmental toxins. Brown lands are more inclusive, encompassing all the properties where human occupation has effectively ceased for many different reasons.

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