Professional Email Quotes

Mitchell Maxwell’s Maxims • You have to create your own professional path. There’s no longer a roadmap for an artistic career. • Follow your heart and the money will follow. • Create a benchmark of your own progress. If you never look down while you’re climbing the ladder you won’t know how far you’ve come. • Don’t define success by net worth, define it by character. Success, as it’s measured by society, is a fleeting condition. • Affirm your value. Tell the world “I am an artist,” not “I want to be an artist.” • You must actively live your dream. Wishing and hoping for someday doesn’t make it happen. Get out there and get involved. • When you look into the abyss you find your character. • Young people too often let the fear of failure keep them from trying. You have to get bloody, sweaty and rejected in order to succeed. • Get your face out of Facebook and into somebody’s face. Close your e-mail and pick up the phone. Personal contact still speaks loudest. • No one is entitled to act entitled. Be willing to work hard. • If you’re going to buck the norm you’re going to have to embrace the challenges. • You have to love the journey if you’re going to work in the arts. • Only listen to people who agree with your vision. • A little anxiety is good but don’t let it become fear, fear makes you inert. • Find your own unique voice. Leave your individual imprint on the world, not a copy of someone else. • Draw strength from your mistakes; they can be your best teacher.

Is it for fuck’s sake or for fuck sakes?” she asked the room. “It’s a work email, so it has to sound professional.

I wasted time scrolling through the photos and errant musings of people I should have long since forgotten, and exchanged endless, searching emails with friends, in which we swapped inexpert professional and dating advice. I read the online archives of literary magazines that no longer existed, digitally window-shopped for clothing I could not afford, and created and abandoned private, aspirational blogs with names like A Meaningful Life, in the vain hope that they might push me closer to leading one.

Ken Kurson invited me to a professional lunch in 1999 and sent me an email about my breasts later. I was just starting out as a writer, in my 20s.

As email spread through the professional world in the 1980s and 1990s it introduced something novel: low-friction communication at scale. With this new tool, the cost in terms of time and social capital to communicate with anyone related to your job plummeted from significant to almost nothing. As the writer Chris Anderson notes in his 2009 book, Free, the dynamics of reducing a cost to zero can be “deeply mysterious,

One’s email address serves as an identity online and speaks volumes about a person; it may be telling potential clients, partners or employers a whole lot about you: to be hired or fired. Unfortunately most send negative signals, indicating that: you are not a serious person - you are immature - Unprofessional, - Uncouth. etc. Take a look at your email address again today, get professional, be ethical, respectful, be admirable

You were so amazing,” Anh told her when it was over, pushing up to hug her. “Also, you look hot and professional, and while you were talking, I had a vision of your future in academia.” Olive wrapped her arms around Anh. “What vision?” “You were a high-powered researcher, surrounded by students who hung on your every word. And you were answering a multiparagraph email with an uncapitalized no.” “Nice. Was I happy?” “Of course not.” Anh snorted. “It’s academia.

Feelings of sudden existential vulnerability now come upon the individual as if from nowhere, in the midst of indifference, in the banal space of work; at the customer service counter, in a warehouse or call centre, as s/he services the remote needs of the globalised professional class in an almost colonial fashion. And this fear also follows the unanchored worker out of the nominal workplace and into the home: it fills gaps in conversations, is readable between the lines of emails, seeps into relationships and crevices of the mind. The precarious worker is then saddled with an additional duty: to hide these feelings.

As one human resources professional said to me, “I wish someone would tell twentysomethings that the office has a completely different culture than what they are used to. You can’t start an e-mail with ‘Hey!’ You’re probably going to have to work at one thing for quite a while before being promoted—or even complimented. People are going to tell you not to tweet about work or put stupid posts on your Gchat status. Not to wear certain clothes. You have to think about how you speak and write. How you act. Twentysomethings who’ve never had jobs don’t know this. Neither do the scanners and baristas who’ve been hanging out at work chatting with their friends.

Calvin swiped his hand across his desk interface, sending the e-mail onto Ethan’s desk. “She did it. Sparks amended the no-fraternizing rule.” Ethan couldn’t believe it. Sparks had kept her word. “She’s added a shitload of subclauses, but she did it.” Ethan read through the amended rule, which had been sent out to everyone at THIRDS HQ. Agents were instructed to be discreet and professional, but relationships were no longer subject to discipline or transfer unless it resulted in an agent being unable to perform their duty to the best of their ability. The new amendment was extensive, but the gist of it was they were no longer subject to disciplinary measures simply for conducting a romantic relationship with a teammate. He wondered if Dex and Sloane had seen this. The

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.

When I started my marketing company, I fell into the same trap most entrepreneurs do in the early stages of their business. Desperate for sales I created page after page on my website, offering everything and anything from logo design and email marketing to Google AdWords and SEO. It was only when I stripped all of this noise away and focused almost exclusively on Google AdWords and PPC marketing that things started to happen for me. It was easier to rank my website on Google because the whole website was optimised around specific niche keywords. It was easier to close customers, because they wanted professional PPC services and I could demonstrate with little effort that I was a PPC specialist. In most cases I didn't even need to demonstrate this point because 5 seconds spent on my website would tell the client that my whole business was Google AdWords PPC. By making it look like the only thing I specialised in was PPC consultancy, I cornered the market in every channel my services were advertised.   But

Consider the average worker in almost any urban industrialized city. The alarm rings at six forty-five and our workingman or -woman is up and at it. Check the phone. Shower. Dress in the professional uniform—suits for some, coveralls for others, scrubs for the medical professionals, jeans and T-shirts for construction workers. Breakfast, if there’s time. Grab commuter mug and briefcase (or lunch box). Hop in the car for the daily punishment called rush hour or get on a bus or train packed crushingly tight. On the job from nine to five (or longer). Deal with the boss. Deal with the coworker sent by the devil to rub you the wrong way. Deal with suppliers. Deal with clients/customers/patients. E-mails pile up. Act busy. Scroll through social media feeds. Hide mistakes. Smile when handed impossible deadlines. Give a sigh of relief when the ax known as “restructuring” or “downsizing”—or just plain getting laid off—falls on other heads. Shoulder the added workload. Watch the clock. Argue with your conscience but agree with the boss. Smile again. Five o’clock. Back in the car or on the bus or train for the evening commute. Home. Act human with your partner, kids, or roommates. Cook. Post a picture of your dinner online. Eat. Watch an episode of your favorite show. Answer one last e-mail. Bed. Eight hours of blessed oblivion—if we’re lucky.

Yes,” her boss responded, “one for us and one for the customer.” “I’m sorry, so you are saying that the client is asking for a copy and we need a copy for internal use?” “Actually, I’ll check with the client—they haven’t asked for anything. But I definitely want a copy. That’s just how I do business.” “Absolutely,” she responded. “Thanks for checking with the customer. Where would you like to store the in-house copy? There’s no more space in the file room here.” “It’s fine. You can store it anywhere,” he said, slightly perturbed now. “Anywhere?” she mirrored again, with calm concern. When another person’s tone of voice or body language is inconsistent with his words, a good mirror can be particularly useful. In this case, it caused her boss to take a nice, long pause—something he did not often do. My student sat silent. “As a matter of fact, you can put them in my office,” he said, with more composure than he’d had the whole conversation. “I’ll get the new assistant to print it for me after the project is done. For now, just create two digital backups.” A day later her boss emailed and wrote simply, “The two digital backups will be fine.” Not long after, I received an ecstatic email from this student: “I was shocked! I love mirrors! A week of work avoided!” Mirroring will make you feel awkward as heck when you first try it. That’s the only hard part about it; the technique takes a little practice. Once you get the hang of it, though, it’ll become a conversational Swiss Army knife valuable in just about every professional and social setting.

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The first thing I do is take a final look at my e-mail inbox to ensure that there’s nothing requiring an urgent response before the day ends. The next thing I do is transfer any new tasks that are on my mind or were scribbled down earlier in the day into my official task lists. (I use Google Docs for storing my task lists, as I like the ability to access them from any computer—but the technology here isn’t really relevant.) Once I have these task lists open, I quickly skim every task in every list, and then look at the next few days on my calendar. These two actions ensure that there’s nothing urgent I’m forgetting or any important deadlines or appointments sneaking up on me. I have, at this point, reviewed everything that’s on my professional plate. To end the ritual, I use this information to make a rough plan for the next day. Once the plan is created, I say, “Shutdown complete,” and my work thoughts are done for the day.

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is-a-rapist meme ratcheting up, I emailed Trump to ask if he was an imperfect messenger, given his own very public infidelities and his ex-wife, Ivana, recently denying rumors of assault charges against him. “I believe that I am the perfect messenger,” Trump replied, “because I fully understand life and all of its wrinkles.” I forwarded his response to my editors with the very professional subject line “OMG.

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Dealing with Business Vampires We’ve all had to deal with people we don’t like. People who suck the life out of us like a Business Vampire. If you have a business associate who is making your life a living hell, and you can’t break up with them (sorry!), than you have to change the relationship. Since you can’t stake them and they may press charges if you throw holy water on them, here’s 3 quick ways to change your interactions: 1) Eliminate every personal interaction. That means stop being “friends” on Facebook, and decline every social event they attend (that you can – don’t risk your business). 2) Change the way you communicate. Don’t call, just email. Don’t set a meeting unless you have an agenda (and stick to it!). 3) Keep it professional. Don’t be nasty or snarky – kill them with kindness. Keep every interaction as pleasant (and fast!) as you possibly can. Don’t

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Getting shit done is much more professional than sticking to silly principles that don’t make sense.

Okay, now you’re finally sounding crazy. Of course not. I’m forwarding you a new email from a bride named Amy.” I keep Jay on the line and check my email. Dear Jen, Let me preface this by saying that I have never been a bridesmaid. I am one of the first of my friends to be getting married and am 25 years old. I am getting married this September, weekend after Labor Day, and it has been quite a learning experience at that. I had to let my maid of honor go, due to her issues of not being able to be part of the big day and rearrange. That was a stressful part of planning. :/ I knock the pizza box off my bed and put my brother on speakerphone, tapping the reply button as my eyes begin to flutter shut. My body clearly isn’t on the same page with my brain, which is screaming that professional bridesmaids don’t get to nap. Dear Amy, Thanks so much for taking the time to write to me. Congratulations on your upcoming wedding! It’s great to hear about your interest in having me as a professional bridesmaid at your wedding, especially since you’ve had some problems with your maid of honor. I’m very sorry about that, by the way. I’d be happy to see what I can do to help between now and September. I would love to jump on a call with you to chat more about this. Please let me know when is best for you. All my love, Jen Glantz “I really hope she says yes, Jay. I think I could really be there for her. I think I could really help.

Title: Professional Bridesmaid for Hire—w4w—26 (NYC) Post: When all of my friends started getting engaged, I decided to make new friends. So I did—but then they got engaged also, and for what felt like the hundredth time, I was asked to be a bridesmaid. This year alone, I’ve been a bridesmaid 4 times. That’s 4 different chiffon dresses, 4 different bachelorette parties filled with tequila shots and guys in thong underwear twerking way too close to my face, 4 different prewedding pep talks to the bride about how this is the happiest day of her life, and how marriage, probably, is just like riding a bike: a little shaky at first, but then she’ll get the hang of it. Right, she’ll ask as she wipes the mascara-stained tears from her perfectly airbrushed face. Right, I’ll say, though I don’t really know. I only know what I’ve seen and that’s a beautiful-looking bride walking down, down, down the aisle, one two, three, four times so far this year. So let me be there for you this time if: — You don’t have any other girlfriends except your third cousin, twice removed, who is often found sticking her tongue down an empty bottle of red wine. — Your fiancé has an extra groomsman and you’re looking to even things out so your pictures don’t look funny and there’s not one single guy walking down the aisle by himself. — You need someone to take control and make sure bridesmaid #4 buys her dress on time and doesn’t show up 3 hours late the day of the wedding or paint her nails lime green. Bridesmaid skills I’m exceptionally good at: — Holding up the 18 layers of your dress so that you can pee with ease on your wedding day. — Catching the bouquet and then following that moment up with my best Miss America–like “OMG, I can’t believe this” speech. — Doing the electric and the cha-cha slide. — Responding in a timely manner to prewedding email chains created by other bridesmaids and the maid of honor.

Learn the power of “no” I was so busy working inside my company that I failed to work on it. I was answering support tickets, posting app store listings, making landing pages, writing low-level code, and doing other tasks that employees could’ve performed. If you can delegate work, do it. I should have said “no” to busywork and “yes” to growing my company. When I delegated work, I had time for professional development. Reading books on business and focusing on professional development were two reasons why my company grew into a mid-sized company. Too many founders focus on their day-to-day responsibilities. When I started, my issues were funding and product development. When my company became mid-sized, the issues centered around alignment, time-management, technical support, marketing, and automation. I learned how to set boundaries with customers and employees. Neglecting the power of “no” was why my company failed to reach the next level at certain stages. My boss at the software company was overwhelmed because he tried to perform the same work as his employees. He had hundreds of emails that remained unread. He once said he would wake up at 4am, but he still failed to complete all his tasks. Unlike him, I decided which problems were the most important to focus on. I transformed from a technician to an executive with a grand vision for the company.

On the screen was a quote attributed to Nathaniel Borenstein, who I vaguely recalled as one of two men who invented the email attachment, the invention so many nation-states now used to deliver their spyware. “The most likely way for the world to be destroyed,” it read, “most experts agree, is by accident. That’s where we come in; we’re computer professionals. We cause accidents.

E-mail is an “opener,” not a closer. Open it up first thing in the morning and you’re off on a dozen different tasks. Instead, close something from the day before. Finish something first before you open something new.

It is always tempting to wanna take my friendship ball, lock the park, and go home. But if I had done that in 2006 when a close friend sent me an email to end our friendship, I wouldn’t have been emotionally available to meet the friend who would later become a True Blue, who moved mountains for me at a time when I truly needed it.

Is it for fuck’s sake or for fuck sakes?” She rolls her chair around and faces me from across the building. “Why?” “I’m replying to that email. I want to sound professional.

Asynchronous (sometimes called “store-and-forward”) communication is the opposite of synchronous communication. In other words, it consists of communications such as patient portal messages, lab results awaiting your review, or X-rays sent to a radiologist who reads them on their own time and then responds later. Email is also a good example of asynchronous communication. When you send an email, it is usually understood that the recipient will read it and respond at a later time. Asynchronous = not at the same time. Synchronous = same time.

Michael Artime is CEO & Founder of Ecom Honey which leads a small, focused team comprised of designers, copywriters, and other marketing professionals working together to create email and SMS marketing campaigns that convert. The company boasts significant increases in client revenues and has worked with over 100 popular e-commerce brands. Mr. Artime is a University of Central Florida alum and enjoys golfing. He lives in Nashville, Tennessee where Ecom Honey is headquartered.

results in the prospect buying from you for the first time. Example: Tom gets a lot of value from the report he downloaded. It has some genuinely good tips that he didn’t previously know and implementing them has saved him a lot of time. In addition, the IT company that wrote the report has been emailing him additional valuable tips and information and offers Tom a free twenty-one-point IT audit for his business. Tom takes them up on this offer. The audit is thorough and professional and reveals to Tom that his IT systems are vulnerable because a lot of the software on his computers is out of date.

1. Don’t be defensive. 2. Expect minimal feedback if you’re doing okay or better. No news is good news. 3. Check your ego at the door. 4. Don’t assume. Check. And check again. 5. Long-windedness has no place in email correspondence; get to the point. 6. Understand why you’re doing something. 7. Think ahead. 8. Hell hath no fury like a boss who receives an email containing bad news that ends with a frowning-face emoticon. 9. In fact, scratch emoticons from all professional correspondence. 10. For birthdays, holidays, or special occasions, just a card will do.

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The Magic List of Consistency • Returning phone calls • Returning e-mails • Setting realistic expectations • Following up with prospective clients • Checking in with your current clients • Developing and running an effective marketing campaign • Networking with industry professionals • Handling your business affairs properly (accounting, PR, marketing, selling, training) • Maintaining balance between your business and personal life • Communicating effectively

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In the many different scandals of the Obama administration, from Benghazi to Hillary Clinton’s emails, how has Judicial Watch succeeded so often in exposing the truth when Congress has failed? Part of it is the hard, focused, and dogged work of our investigators and the skill, professionalism, and tenacity of our lawyers, as well as our other staff who help support and run one of the most effective citizens’ groups in the country. But it is also because FOIA is a straightforward tool that quickly gives Judicial Watch access to the federal courts in order to ensure compliance with our record requests to ensure transparency. Congressional investigations, when committees bother to conduct them, are political by nature. Their effectiveness is often hindered by committee members of the political party whose president is in the White House in order to protect the president, their party, and their political allies. Congress today relies on the Justice Department to enforce subpoenas issued by committees that are intended to force executive branch compliance with requests for information and witnesses. With a politicized Justice Department, which has been the hallmark of the Obama administration, there is no effective enforcement of such congressional subpoenas. A sorry example of this is the refusal of the Obama Justice Department to enforce the contempt citation against Lois Lerner for refusing to comply with a subpoena for her testimony before the House Committee investigating the IRS scandal. The administration was not about to go to a judge for an order compelling Lerner to testify and reveal what she knew about the administration’s targeting of conservative organizations.

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A survey of high-earning professionals in the corporate world found that 62 percent work more than fifty hours a week and 10 percent work more than eighty hours per week.18 Technology, while liberating us at times from the physical office, has also extended the workday. A 2012 survey of employed adults showed that 80 percent of the respondents continued to work after leaving the office, 38 percent checked e-mail at the dinner table, and 69 percent can’t go to bed without checking their in-box.19

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Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

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19 Writing in the World of Work 521 Composing Business Letters 522 Business Letter Format 523 • Practicing What You’ve Learned 526 • Assignment 526 Sample Business Letter 527 Creating Memos 528 Sending Professional E-Mail 529 Problems to Avoid 530 Designing Cover Letters and Résumés 531 Critique Your Page Appeal 534 Problems to Avoid 534 Sample Résumés 535 • Practicing What You’ve Learned 538 • Assignment 538 Preparing Interview Notes and Post-Interview Letters

He loved Dottie, but he and Dottie always got along best by e-mail. E-mail was how he had first asked her out. E-mail was how they carried out their professional lives and coordinated their schedules. They often sent each other e-mail over the breakfast table when they were living inside the same house. They’d decided to have a child by e-mail. They’d been talking over e-mail about having another one.

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As it happens, he and Raphael are both very much focused on the future. Raphael recently created a nonprofit network of successful Black men and women—some white, too—that he named the Lantern Network, after the lanterns people once used to indicate safe houses along the Underground Railroad. His goal is to provide a resource for talented Black professionals who lack the high-powered social networks white men take for granted—the family friends and relatives and neighbors one can turn to for mentorship, financial counsel, introductions, and access to capital. As of summer 2020, the future looked more promising. The COVID crisis had left economic inequality nowhere to hide. Then came the police lynching that broke the camel’s back. An exceedingly bitter election season contributed a third element to what was shaping up to be a perfect storm. The pandemic and “the high-resolution video of the George Floyd murder by someone who was confident that he would NOT be brought to justice” were the catalysts we needed, Raphael said in an email. Overt racism has crawled out of its hole these past four years, but “there are even more nonracists and a growing number of anti-racists who will actively engage in the fight.

THE HORROR OF THE UNPROFESSIONAL I was surprised to learn that when Secretary of Defense Ashton Carter wanted to scold Russia for its campaign of airstrikes in Syria in the fall of 2015, the word he chose to apply was “unprofessional.” Given the magnitude of the provocation, it seemed a little strange—as though he thought there were an International Association of Smartbomb Deployment Executives that might, once alerted by American officials, hold an inquiry into Russia’s behavior and hand down a stern reprimand. On reflection, slighting foes for their lack of professionalism was something of a theme of the Obama years. An Iowa Democrat became notorious in 2014, for example, when he tried to insult an Iowa Republican by calling him “a farmer from Iowa who never went to law school.” Similarly, it was “unprofessionalism” (in the description of Thomas Friedman) that embarrassed the insubordinate Afghan-war General Stanley McChrystal, who made ill-considered remarks about the president to Rolling Stone magazine. And in the summer of 2013, when National Security Agency contractor Edward Snowden exposed his employer’s mass surveillance of email and phone calls, the aspect of his past that his detractors chose to emphasize was … his failure to graduate from high school.14 How could such a no-account person challenge this intensely social-science-oriented administration? But it was public school teachers who made the most obvious target for professional reprimand by the administration. They are, after all, pointedly different from other highly educated professions: Teachers are represented by trade unions, not proper professional associations, and their values of seniority and solidarity conflict with the cult of merit embraced by other professions. For years, the school reform movement has worked to replace or weaken teachers’ unions with remedies like standardized testing, charter schools, and tactical deployment of the cadres of Teach for America, a corps of enthusiastic graduates from highly ranked colleges who take on teaching duties in classrooms across the country after only minimal training.

In 2013, on the auspicious date of April 1, I received an email from Tetlock inviting me to join what he described as “a major new research program funded in part by Intelligence Advanced Research Projects Activity, an agency within the U.S. intelligence community.” The core of the program, which had been running since 2011, was a collection of quantifiable forecasts much like Tetlock’s long-running study. The forecasts would be of economic and geopolitical events, “real and pressing matters of the sort that concern the intelligence community—whether Greece will default, whether there will be a military strike on Iran, etc.” These forecasts took the form of a tournament with thousands of contestants; the tournament ran for four annual seasons. “You would simply log on to a website,” Tetlock’s email continued, “give your best judgment about matters you may be following anyway, and update that judgment if and when you feel it should be. When time passes and forecasts are judged, you could compare your results with those of others.” I did not participate. I told myself I was too busy; perhaps I was too much of a coward as well. But the truth is that I did not participate because, largely thanks to Tetlock’s work, I had concluded that the forecasting task was impossible. Still, more than 20,000 people embraced the idea. Some could reasonably be described as having some professional standing, with experience in intelligence analysis, think tanks, or academia. Others were pure amateurs. Tetlock and two other psychologists, Barbara Mellers (Mellers and Tetlock are married) and Don Moore, ran experiments with the cooperation of this army of volunteers. Some were given training in some basic statistical techniques (more on this in a moment); some were assembled into teams; some were given information about other forecasts; and others operated in isolation. The entire exercise was given the name Good Judgment Project, and the aim was to find better ways to see into the future. This vast project has produced a number of insights, but the most striking is that there was a select group of people whose forecasts, while they were by no means perfect, were vastly better than the dart-throwing-chimp standard reached by the typical prognosticator. What is more, they got better over time rather than fading away as their luck changed. Tetlock, with an uncharacteristic touch of hyperbole, called this group “superforecasters.” The cynics were too hasty: it is possible to see into the future after all. What makes a superforecaster? Not subject-matter expertise: professors were no better than well-informed amateurs. Nor was it a matter of intelligence; otherwise Irving Fisher would have been just fine. But there were a few common traits among the better forecasters.

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Switching over Entire Networks Part of why cherry picking can be dangerous for the incumbent is that the upstart networks can reach over and directly acquire an entire set of users who have been conveniently aggregated on your network. It’s just software, after all, and users can spread competitors within an incumbent’s network by using all the convenient communication and social tools. Airbnb is again an example of this. The company not only unbundled Craigslist and turned the shared rooms idea into an entire product, but they actually used Craiglist users to advertise Airbnb to other users. How? Early on, Airbnb added functionality so that when a host was done setting up their listing, they could publish it to Craigslist, with photos, details, and an “Interested? Got a question? Contact me here” link that drove Craigslist users back to Airbnb. These features were accomplished not by using APIs provided by Craigslist, but by reverse-engineering the platform and creating a bot to do it automatically—clever! I first wrote about this in 2012 on my blog, in a post titled “Growth Hacker is the new VP Marketing” with this example in mind. By the time Craigslist decided it didn’t like this functionality and disabled it, months had passed and Airbnb had formed its atomic network. The same thing happened in the early days of social networks, when Facebook, LinkedIn, Skype, and others grew on the back of email contacts importing from Hotmail, Yahoo Mail, and other mail clients. They used libraries like Octazen—later acquired by Facebook—to scrape contacts, helping the social networks grow and connect their users. At the time, these new social networks didn’t look like direct threats to email. They were operating within niche parts of messaging overall, focused on college and professional networks. It took several years for the email providers to shut down access after recognizing their importance. When an incumbent has its network cherry-picked, it’s extra painful along two dimensions: First, any network that is lost is unlikely to be regained, as anti-network effects kick back in. And second, the decline in market share hits doubly hard, which has implications for being able to raise money.

The Cover-Ups By now, most discerning conservative Americans know that anyone who is a part of the Deep-State Cabal receives the protection of the men and women within their inner-circle. A prime example is Hillary Clinton. Much of what she did with her personal servers and e-mails broke federal laws. She placed a personal server in her closet that held several classified e-mails that, by law, were only to be on a government-protected classified server. She then erased tens of thousands of e-mails to prevent them from being downloaded by investigators. She had her computer hard drive wiped clean to prevent professionals from finding what she had written, and she destroyed phones. She broke election laws by contacting a foreign government and paying for fake information to trap Trump. There are also questionable donations for the Clinton Foundation from world leaders to perhaps gain political favors. Despite all of this, why was she protected and never charged for criminal misconduct?

You will spend 90,000 hours of your life working. That’s more than you will spend doing anything else except sleeping. And you know you owe it to yourself to make those hours the most meaningful that they can possibly be. You know you can’t resign yourself to a listless job. You don’t want to spend your one life grinding out work you care little about, a sad office-humor cliché. You’re here because you want more out of your career, even as you’re facing a stupid-tight and ever-shifting job market, nagging self-doubt, the challenges of rampant sexism and racism in the workplace, a persistent wage gap (particularly for women of color), a lack of precedent for female leadership in most careers, a lack of mentors, and mansplaining men everywhere you look. You’re here because you’re tired of feeling quite so delicate, one professional rejection away from emotional cataclysm, a floor puddle of Chunky Monkey and Netflix. Because you want to get stronger and more sure-footed. Because you don’t want to be tripped up by small things like what to say in an e-mail, and big ones like how to ask for a raise. Because you don’t yet know when you need to stand up for yourself and when you definitely don’t need to stand up for yourself. You’re here because you haven’t realized yet that you’re not alone, that even your heroes think they are impostors, that we all think we don’t deserve to be here, we all believe, despite overwhelming evidence to the contrary, that we are irrelevant, incompetent trash people, and soon THEY ARE ALL GOING TO KNOW. You are here because no matter how nasty the self-talk and shitty programming that’s intermittently popping off in your brain, the voices that tell you you’re lazy, untalented, the worst, you need to find empathy for yourself, you need someone to tell you how you are feeling is normal. That you belong. That you CAN do this. Because you can.

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Faced with these numbers, and the economic reality they clarify (it’s incredibly wasteful, for example, to pay a highly trained professional to send e-mail messages and attend meetings for thirty hours a week), a boss will be led to the natural conclusion that you need to say no to some things and to streamline others—even if this makes life less convenient for the boss, or for you, or for your coworkers. Because, of course, in the end, a business’s goal is to generate value, not to make sure its employees’ lives are as easy as possible.

Take a photo of something beautiful Do twenty push-ups and twenty sit-ups Do a ten-minute strength-training video Meditate with a five-minute program on an app Pray a memorized set of prayers Pray for a specific person (a new person each day) Send an email reaching out to a new or old connection Write 250 words in your memoir Practice for ten minutes with a foreign-language app Read a story in a physical newspaper (or a daily news digest) Read one article in a professional journal Listen to a short podcast or ten minutes of an audiobook

It was time to honestly evaluate how I spent every minute of every day. I scanned for wasted time, inefficient hours, and activities that failed to meet the litmus test of mission critical. Utilizing many of the tools set forth in Timothy Ferriss’s The Four-Hour Workweek, I made some drastic cuts, eventually creating a lifestyle template that forms the underpinnings of how I live and manage time today. On the professional front, I did away with all nonessential networking and business-development lunches, events, and meetings, a favorite Hollywood pastime that always sucked up precious hours and rarely led to new business. Unless it was crucial, I politely declined meeting with clients in person, forcing conversations to the phone. And anything that could be done via e-mail replaced lengthy conference calls. High-maintenance clients who represented low revenue were let go. Hours spent on the freeway commuting were traded whenever possible for the home office or the local Starbucks. I went digital on all fronts, untethering my business from location and always having handy my laptop or iPhone. And because I was self-employed—admittedly, a crucial component in my success equation—I could make creative decisions about when and where I worked, giving me the flexibility to train into the late morning and sometimes mid-afternoon without suffering professional consequences.

The rise of professional instant messaging, mentioned earlier in this chapter, can be seen as this mind-set pushed toward an extreme. If receiving an e-mail reply within an hour makes your day easier, then getting an answer via instant message in under a minute would improve this gain by an order of magnitude.

We can shorten our workdays and add joy to our work if we learn to get ahold of activity clutter. Activity clutter comes from the things we do that take up precious time and sap our energy but don’t make a meaningful difference to our personal, professional, or even company’s mission. These things include meetings that don’t produce new information or better decisions, projects with little chance of being completed, and painstakingly polished presentations that lack substantive content. On average, we spend less than half our workday on our main job responsibilities, with the rest of our time taken up by interruptions, nonessential tasks, administrative tasks, emails, and meetings. How did we end up like this? Fortunately, psychology provides some answers. There are three traps that can lead to activity clutter: overearning by working too hard for the wrong results, prioritizing urgent tasks over important ones, and multitasking.

the more time you spend on email, the lower your productivity and the higher your stress levels.

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To do real good physics work, you do need absolute solid lengths of time … it needs a lot of concentration … if you have a job administrating anything, you don’t have the time. So I have invented another myth for myself: that I’m irresponsible. I’m actively irresponsible. I tell everyone I don’t do anything. If anyone asks me to be on a committee for admissions, “no,” I tell them: I’m irresponsible. Feynman was adamant in avoiding administrative duties because he knew they would only decrease his ability to do the one thing that mattered most in his professional life: “to do real good physics work.” Feynman, we can assume, was probably bad at responding to e-mails and would likely switch universities if you had tried to move him into an open office or demand that he tweet. Clarity about what matters provides clarity about what does not.

About I am the chairman of Thomas Nelson Publishers, the largest Christian publishing company in the world and the seventh largest trade book publishing company in the U.S. This is my personal blog. It is focused on “intentional leadership.” My philosophy is if you are going to lead well, you must be thoughtful and purposeful about it. I write on leadership, productivity, publishing, social media, and, on occasion, stuff that doesn’t fit neatly into one of these categories. I also occasionally write about the resources I am discovering. My goal is to create insightful, relevant content that you can put to work in your personal and professional life. If you are in a position of leadership—or aspire to be—then this blog is for you. I typically post three to four times a week. To make sure you don’t miss my newest posts, you can subscribe via RSS or e-mail. I also accept a limited amount of advertising. My Top Posts If you are new to my site, you might want to start with my most popular posts. Here are my top three in each category: Leadership • Creating a Life Plan • The Importance of a Leader’s Heart • Five Characteristics of Weak Leaders Productivity • Yes, You Can Stay on Top of E-mail • How to Shave 10 Hours Off Your Work Week • Slay Your Dragons Before Breakfast Publishing • Advice to First-Time Authors • Literary Agents Who Represent Christian Authors • Writing a Winning Book Proposal Social Media • Do You Make These 10 Mistakes When You Blog? • The Beginners Guide to Twitter • 12 Reasons to Start Twittering Miscellany • My Take on the Vibram FiveFingers Running Shoes • 20 Questions to Ask Other Leaders • Whatever Happened to Modesty?

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THE HORROR OF THE UNPROFESSIONAL I was surprised to learn that when Secretary of Defense Ashton Carter wanted to scold Russia for its campaign of airstrikes in Syria in the fall of 2015, the word he chose to apply was “unprofessional.” Given the magnitude of the provocation, it seemed a little strange—as though he thought there were an International Association of Smartbomb Deployment Executives that might, once alerted by American officials, hold an inquiry into Russia’s behavior and hand down a stern reprimand. On reflection, slighting foes for their lack of professionalism was something of a theme of the Obama years. An Iowa Democrat became notorious in 2014, for example, when he tried to insult an Iowa Republican by calling him “a farmer from Iowa who never went to law school.” Similarly, it was “unprofessionalism” (in the description of Thomas Friedman) that embarrassed the insubordinate Afghan-war General Stanley McChrystal, who made ill-considered remarks about the president to Rolling Stone magazine. And in the summer of 2013, when National Security Agency contractor Edward Snowden exposed his employer’s mass surveillance of email and phone calls, the aspect of his past that his detractors chose to emphasize was … his failure to graduate from high school. How could such a no-account person challenge this intensely social-science-oriented administration?

How To Purchase Digital Securities On The BrightCOIN Platform In this post, we go over the steps an investor must complete to invest in an STO on the BrightCOIN platform. Almost all security token offerings in the US are launched under Reg. D, 506c, Reg. S, or Reg. A+. And as everyone knows by now, every contributor must not only pass KYC and AML screens but also must be accredited investors. So what does a contributor see when he clicks the “Invest Now” button on an STO landing page? You’re immediately taken to the issuer’s branded page to create an account. Once your email is verified, you’re presented with a screen that asks if you’re investing as an individual or an entity, such as an IRA or irrevocable trust, for example. You’ll then provide the information to complete the KYC and AML scans. If you registered as an individual, then you must upload the appropriate investor accreditation documents that will be verified. Alternatively, if you registered as an entity, you must upload the appropriate documents for verification as well. You’ll then be informed that your documentation has been submitted for verification. The verification process typically takes 24-48 hours to complete. Next, you’ll be asked to complete a questionnaire detailing the conditions of the offering. You must acknowledge that you’ve read them all individually then read and acknowledge terms of service and privacy policy. On the next page, you’ll be presented with a form to make your contribution. Choose the currency you wish to make your contribution with, in addition to the amount you’ll contribute. Your contribution will automatically calculate the number of tokens you’ll receive for your contribution based on the current exchange rate. Then, you’ll be presented with the issuer’s subscription agreement. Read it carefully, agree with the terms and sign. The only step left is to confirm your token purchase. That’s it! You’ve completed the whole token purchase process and will receive your tokens at the close of the STO. The content (Blogs, FAQs, News) posted on BrightCOIN may contain incorrect information, always get professional advice. Neither BrightCOIN nor any of its directors, officers, employees, representatives, affiliates or agents shall have any liability whatsoever arising from any error or incompleteness of fact or opinion in, or lack of care in the preparation of, any of the materials posted on this website. BrightCOIN does not provide legal, accounting or tax advice. Any representation or implication to the contrary is expressly disclaimed.

There are a few basic guidelines that you should always follow concerning business relationships: Act friendly and professionally. Do not be that person who only calls when they want something. Touch base with your connections regularly to see if you can help them or take time to connect for purely social reasons. Listen first. When you are having a conversation with a business contact, do more listening than talking. Do not be that person who cannot stop talking. Respond to email and voice mail in a timely manner. Do not be that person that other people have to chase down to get anything done. Do not brag about your business success all the time. If you have to tell people, "Look how great I am!" you are probably not that great. Be honest. Do not pretend to be more successful than you actually are. Real entrepreneurs will see right through this.

When I look in my e-mail inbox now, almost eighty years later, I see the same problems. Here are a few actual messages I get from professional salespeople, usually people I don’t know who work at companies I’ve never heard of. For example, they’ll routinely frame their requests in terms of what’s in it for them instead of what’s in it for me. Do you have time to talk or meet up? I would value the opportunity for a twenty-minute meeting. They’ll inadvertently make me feel as if their time and effort is more important than mine by offering an exchange of coffee for an hour of my day or by fitting me into their schedule. Let me know, as I have some time over the next few days. Often they’ll simply repeat their self-centered messages thinking that badgering me will change the outcome.

Craftsmen like Furrer tackle professional challenges that are simple to define but difficult to execute—a useful imbalance when seeking purpose. Knowledge work exchanges this clarity for ambiguity. It can be hard to define exactly what a given knowledge worker does and how it differs from another: On our worst days, it can seem that all knowledge work boils down to the same exhausting roil of e-mails and PowerPoint,

Consider your own answers to these questions. In the past two months, either privately or professionally, in order to find an answer to a problem or research (or buy) a product, have you: (1) Responded to a direct-mail advertisement? (2) Used magazines, newspapers, TV, or radio? (3) Used Google or another search engine? (4) Emailed a friend, colleague, or family member (or used instant messaging, chat rooms, or equivalent) and received as a response a URL, which you then clicked to visit the web site? (Apologies to those of you who have answered these questions already.)

Ask yourself the following questions to find profitable niches. 1. Which social, industry, and professional groups do you belong to, have you belonged to, or do you understand, whether dentists, engineers, rock climbers, recreational cyclists, car restoration aficionados, dancers, or other? Look creatively at your resume, work experience, physical habits, and hobbies and compile a list of all the groups, past and present, that you can associate yourself with. Look at products and books you own, include online and offline subscriptions, and ask yourself, “What groups of people purchase the same?” Which magazines, websites, and newsletters do you read on a regular basis? 2. Which of the groups you identified have their own magazines? Visit a large bookstore such as Barnes & Noble and browse the magazine rack for smaller specialty magazines to brainstorm additional niches. There are literally thousands of occupation- and interest/hobby-specific magazines to choose from. Use Writer’s Market to identify magazine options outside the bookstores. Narrow the groups from question 1 above to those that are reachable through one or two small magazines. It’s not important that these groups all have a lot of money (e.g., golfers)—only that they spend money (amateur athletes, bass fishermen, etc.) on products of some type. Call these magazines, speak to the advertising directors, and tell them that you are considering advertising; ask them to e-mail their current advertising rate card and include both readership numbers and magazine back-issue samples. Search the back issues for repeat advertisers who sell direct-to-consumer via 800 numbers or websites—the more repeat advertisers, and the more frequent their ads, the more profitable a magazine is for them … and will be for us.

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