Represent Your Company Quotes

You go on, I presume, with your latin Exercises: and I wish to hear of your beginning upon Sallust who is one of the most polished and perfect of the Roman Historians, every Period of whom, and I had almost said every Syllable and every Letter is worth Studying. In Company with Sallust, Cicero, Tacitus and Livy, you will learn Wisdom and Virtue. You will see them represented, with all the Charms which Language and Imagination can exhibit, and Vice and Folly painted in all their Deformity and Horror. You will ever remember that all the End of study is to make you a good Man and a useful Citizen.—This will ever be the Sum total of the Advice of your affectionate Father, John Adams

They're sending us fake notes. They're threatening our lives. Now, supposedly the of us, as Disney Hosts, represent some serious financials for the company. Why else would they install us on your ship? Give us a free cruise? We make them money: as guides, with merchandise, video games, books." "We're waiting for the movie," Finn added.

Unlike my father, who blindly churned out one canvas after another, I had real ideas about the artistic life. Seated at my desk, my beret as tight as an acorn’s cap, I projected myself into the world represented in the art books I’d borrowed from the public library. Leafing past the paintings, I would admire the photographs of the artists seated in their garrets, dressed in tattered smocks and frowning in the direction of their beefy nude models. To spend your days in the company of naked men – that was the life for me. ‘Turn a bit to the left, Jean-Claude. I long to capture the playful quality of your buttocks.

Saying you are a "Diverse" Corporation in your hiring practice and vendor relations program by only have 1 person of color represent your diversity department is and having 'Oprah' as your spokesperson, is not really 'Diverse'. It is having a 'token' person of color in that company. 1 person of 1 ethnic race does not mean she or he represents the other ethnic races who make up the population in America in that company. And an Asian person from one country versus another Asian country does not mean the same. - On Diversity by Kailin Gow

I learned from them that genuine decency and professional competitiveness weren't mutually exclusive. In fact, true integrity, a sense of knowing who you are and being guided by your own clear sense of right and wrong is a kind of secret weapon. They trusted in their own instincts. They treated people with respect. And over time, the company came to represent the values they live by.

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

The most important entrepreneurial seed a company grows is the talent that it represents.

On behalf of those you killed, imprisoned, tortured, you are not welcome, Erdogan! No, Erdogan, you’re not welcome in Algeria. We are a country which has already paid its price of blood and tears to those who wanted to impose their caliphate on us, those who put their ideas before our bodies, those who took our children hostage and who attempted to kill our hopes for a better future. The notorious family that claims to act in the name of the God and religion—you’re a member of it—you fund it, you support it, you desire to become its international leader. Islamism is your livelihood Islamism, which is your livelihood, is our misfortune. We will not forget about it, and you are a reminder of it today. You offer your shadow and your wings to those who work to make our country kneel down before your “Sublime Door.” You embody and represent what we loathe. You hate freedom, the free spirit. But you love parades. You use religion for business. You dream of a caliphate and hope to return to our lands. But you do it behind the closed doors, by supporting Islamist parties, by offering gifts through your companies, by infiltrating the life of the community, by controlling the mosques. These are the old methods of your “Muslim Brothers” in this country, who used to show us God’s Heaven with one hand while digging our graves with the other. No, Mr. Erdogan, you are not a man of help; you do not fight for freedom or principles; you do not defend the right of peoples to self-determination. You know only how to subject the Kurds to the fires of death; you know only how to subject your opponents to your dictatorship. You cry with the victims in the Middle East, yet sign contracts with their executioners. You do not dream of a dignified future for us, but of a caliphate for yourself. We are aware of your institutionalized persecution, your list of Turks to track down, your sinister prisons filled with the innocent, your dictatorial justice palaces, your insolence and boastful nature. You do not dream of a humanity that shares common values and principles, but are interested only in the remaking of the Ottoman Empire and its bloodthirsty warlords. Islam, for you, is a footstool; God is a business sign; modernity is an enemy; Palestine is a showcase; and local Islamists are your stunned courtesans. Humanity will not remember you with good deeds Humanity will remember you for your machinations, your secret coups d’état, and your manhunts. History will remember you for your bombings, your vengeful wars, and your inability to engage in constructive dialogue with others. The UN vote for Al-Quds is only an instrument in your service. Let us laugh at this with the Palestinians. We know that the Palestinian issue is your political capital, as it is for many others. You know well how to make a political fortune by exploiting others’ emotions. In Algeria, we suffered, and still suffer, from those who pretend to be God and act as takers and givers of life. They applaud your coming, but not us. You are the idol of Algerian Islamists and Populists, those who are unable to imagine a political structure beyond a caliphate for Muslim-majority societies. We aspire to become a country of freedom and dignity. This is not your ambition, nor your virtue. You are an illusion You have made beautiful Turkey an open prison and a bazaar for your business and loved ones. I hope that this beautiful nation rises above your ambitions. I hope that justice will be restored and flourish there once again, at least for those who have been imprisoned, tortured, bombed, and killed. You are an illusion, Erdogan—you know it and we know it. You play on the history of our humiliation, on our emotions, on our beliefs, and introduce yourself as a savior. However, you are a gravedigger, both for your own country and for your neighbors. Turkey is a political miracle, but it owes you nothing. The best thing you can do

In the end, what matters most in life are the depth of your relationships with friends and family; and the sheer number of people you’ve helped along the way. These represent true measures of wealth. Financial wealth, then, is seen as a resource for fostering your relationships.

For starters, consider Study 329, which cost GlaxoSmithKlein $3 billion for their efforts to promote antidepressants to youngsters.10 This drug company manipulated data that hid signs of increased risk of suicide. The company also falsely represented Paxil as outperforming a placebo.11

In truth search can no more be considered independent of the Web than the Web can work without search. This symbiotic relationship brings forth all sorts of issues because it becomes part of a traditional push and pull where the Web, represented by those who actively work in it, wants to push all the wrong things, while search wants to pull in everything.

In my job in my country, I had to make some calls to the U.S. for professional purposes. I remember the following conversation: “Hello, we are dealing with office materials. We are interested in representing your company.” “Where are you calling from?” asked the lady at the other end. “Mauritania.” “What state?” asked the lady, seeking more precise information. I was negatively surprised at how small her world was.

Elizabeth puts her hands on her hips. Elizabeth has shoulder-length brown hair that looks as if it has been cut with a straight razor and a mouth that could have done the cutting. Elizabeth is smart, ruthless, and emotionally damaged; that is, she is a sales representative. If Elizabeth’s brain was a person, it would have scars, tattoos, and be missing one eye. ‘Do you want to ask me a question, Roger? Do you want to ask if I took your donut?

Every business, theoretically is a lifestyle business, in that each represents your choice of how you want to live. If you want to work in the fast-paced corporate world, you have to accept that your life will have little room for something else. If you choose the growth-focused venture capital world, you have to accept being beholden to two groups of people: investors and customers (and what each wants could be vastly different). And if you work in a company where enough profit is acceptable, then your lifestyle can be optimized for more than just growing profit.

Google had a built-in disadvantage in the social networking sweepstakes. It was happy to gather information about the intricate web of personal and professional connections known as the “social graph” (a term favored by Facebook’s Mark Zuckerberg) and integrate that data as signals in its search engine. But the basic premise of social networking—that a personal recommendation from a friend was more valuable than all of human wisdom, as represented by Google Search—was viewed with horror at Google. Page and Brin had started Google on the premise that the algorithm would provide the only answer. Yet there was evidence to the contrary. One day a Googler, Joe Kraus, was looking for an anniversary gift for his wife. He typed “Sixth Wedding Anniversary Gift Ideas” into Google, but beyond learning that the traditional gift involved either candy or iron, he didn’t see anything creative or inspired. So he decided to change his status message on Google Talk, a line of text seen by his contacts who used Gmail, to “Need ideas for sixth anniversary gift—candy ideas anyone?” Within a few hours, he got several amazing suggestions, including one from a colleague in Europe who pointed him to an artist and baker whose medium was cake and candy. (It turned out that Marissa Mayer was an investor in the company.) It was a sobering revelation for Kraus that sometimes your friends could trump algorithmic search.

What is the most beautiful place you’ve ever seen?” Dragging his gaze from the beauty of the gardens, Ian looked down at the beauty beside him. “Any place,” he said huskily, “were you are.” He saw the becoming flush of embarrassed pleasure that pinkened her cheeks, but when she spoke her voice was rueful. “You don’t have to say such things to me, you know-I’ll keep our bargain.” “I know you will,” he said, trying not to overwhelm her with avowals of love she wouldn’t yet believe. With a grin he added, “Besides, as it turned out after our bargaining session, I’m the one who’s governed by all the conditions, not you.” Her sideways glance was filled with laughter. “You were much too lenient at times, you know. Toward the end I was asking for concessions just to see how far you’d go.” Ian, who had been multiplying his fortune for the last four years by buying shipping and import-export companies, as well as sundry others, was regarded as an extremely tough negotiator. He heard her announcement with a smile of genuine surprise. “You gave me the impression that every single concession was of paramount importance to you, and that if I didn’t agree, you might call the whole thing off.” She nodded with satisfaction. “I rather thought that was how I ought to do it. Why are you laughing?” “Because,” he admitted, chuckling, “obviously I was not in my best form yesterday. In addition to completely misreading your feelings, I managed to buy a house on Promenade Street for which I will undoubtedly pay five times its worth.” “Oh, I don’t think so,” she said, and, as if she was embarrassed and needed a way to avoid meeting his gaze, she reached up and pulled a leaf off an overhanging branch. In a voice of careful nonchalance, she explained, “In matters of bargaining, I believe in being reasonable, but my uncle would assuredly have tried to cheat you. He’s perfectly dreadful about money.” Ian nodded, remembering the fortune Julius Cameron had gouged out of him in order to sign the betrothal agreement. “And so,” she admitted, uneasily studying the azure-blue sky with feigned absorption, “I sent him a note after you left itemizing all the repairs that were needed at the house. I told him it was in poor condition and absolutely in need of complete redecoration.” “And?” “And I told him you would consider paying a fair price for the house, but not one shilling more, because it needed all that.” “And?” Ian prodded. “He has agreed to sell it for that figure.” Ian’s mirth exploded in shouts of laughter. Snatching her into his arms, he waited until he could finally catch his breath, then he tipped her face up to his. “Elizabeth,” he said tenderly, “if you change your mind about marrying me, promise me you’ll never represent the opposition at the bargaining table. I swear to God, I’d be lost.” The temptation to kiss her was almost overwhelming, but the Townsende coach with its ducal crest was in the drive, and he had no idea where their chaperones might be. Elizabeth noticed the coach, too, and started toward the house. "About the gowns," she said, stopping suddenly and looking up at him with an intensely earnest expression on her beautiful face. "I meant to thank you for your generosity as soon as you arrived, but I was so happy to-that is-" She realized she'd been about to blurt out that she was happy to see him, and she was so flustered by having admitted aloud what she hadn't admitted to herself that she completely lost her thought. "Go on," Ian invited in a husky voice. "You were so happy to see me that you-" "I forgot," she admitted lamely.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

Shareholders have a residual claim on a firm’s assets and earnings, meaning they get what’s left after all other claimants—employees and their pension funds, suppliers, tax-collecting governments, debt holders, and preferred shareholders (if any exist)—are paid. The value of their shares, therefore, is the discounted value of all future cash flows minus those payments. Since the future is unknowable, potential shareholders must estimate what that cash flow will be; their collective expectations about the future determine the stock price. Any shareholders who expect that the discounted value of future equity earnings of the company will be less than the current price will sell their stock. Any potential shareholders who expect that the discounted future value will exceed the current price will buy stock. This means that shareholder value has almost nothing to do with the present. Indeed, present earnings tend to be a small fraction of the value of common shares. Over the past decade, the average yearly price-earnings multiple for the S&P 500 has been 22x, meaning that current earnings represent less than 5 percent of stock prices.

Well, Gordon assigned me to write a major piece of software for the Apple Macintosh. Financial spreadsheet, accounting, that sort of thing, powerful, easy to use, lots of graphics. I asked him exactly what he wanted in it, and he just said, ‘Everything. I want the top piece of all-singing, all-dancing business software for that machine.’ And being of a slightly whimsical turn of mind I took him literally. “You see, a pattern of numbers can represent anything you like, can be used to map any surface, or modulate any dynamic process—and so on. And any set of company accounts are, in the end, just a pattern of numbers. So I sat down and wrote a program that’ll take those numbers and do what you like with them. If you just want a bar graph it’ll do them as a bar graph, if you want them as a pie chart or scatter graph it’ll do them as a pie chart or scatter graph. If you want dancing girls jumping out of the pie chart in order to distract attention from the figures the pie chart actually represents, then the program will do that as well. Or you can turn your figures into, for instance, a flock of seagulls, and the formation they fly in and the way in which the wings of each gull beat will be determined by the performance of each division of your company. Great for producing animated corporate logos that actually mean something. “But the silliest feature of all was that if you wanted your company accounts represented as a piece of music, it could do that as well. Well, I thought it was silly. The corporate world went bananas over it.

Bitcoin is not a currency. Bitcoin is the internet of money. As a technology, it can bring economic inclusion and empowerment to billions of people in the world. I’ll give you one example of a specific application that is going to fundamentally change the lives of more than a billion people in the next five to ten years. ​ Every day, an immigrant somewhere cashes their paycheck and stands in line to wire 50 percent of that paycheck back to their home country to feed their extended family. Here in the US, 60 million people have no bank accounts, yet they cash their paychecks and send them abroad. Overall in the world, $550 billion is transmitted every year as remittances from first-world countries. Much of that money is sent to five major destinations: Mexico, India, the Philippines, Indonesia, and China. In some of these places, remittances represent up to 40 percent of the local economy. Sitting on top of that flow of $550 billion are companies like Western Union, and they take, on average, a cut of 9 percent of every single one of these transactions out of the pockets of the poorest people of the world. Imagine what happens when one day one of these immigrants figures out they can do the same thing with bitcoin — not for 15 percent, not 10 percent, not 5 percent, but for 5 cents. Not a percentage; a flat fee. What happens when they can do that? They can, right now. There is a startup company that is handling remittances between the US and the Philippines. They’re doing a few million dollars right now, but they’re going to start growing. There’s $500 billion sitting behind that dam. When you’re an immigrant and you can change your financial future by not paying 9 percent to send money home, imagine what happens if every month, instead of sending 91 dollars home, you send 100 dollars home. That makes a difference. There are a billion people, right now, with access to the internet and feature phones who could use bitcoin as an international wire-transfer service.

If you're involved in a motorcycle accident, this can result in devastating injuries, permanent disability or perhaps put you on on-going dependency on healthcare care. In that case, it's prudent to make use of Los Angeles motorcycle accident attorneys to assist safeguard your legal rights if you are a victim of a motorcycle accident. How a san diego car accident attorney Aids An experienced attorney will help you, if you're an injured motorcycle rider or your family members in case of a fatal motorcycle accident. Hence, a motorcycle accident attorney assists you secure complete and commensurate compensation because of this of accident damages. In the event you go it alone, an insurance coverage company may possibly take benefit and that's why you'll need to have a legal ally by your side till the case is settled to your satisfaction. If well represented after a motorcycle collision, you may get compensation for: Present and future lost income: If just after motor cycle injury you cannot perform and earn as just before, you deserve compensation for lost income. This also applies for a loved ones that has a lost a bread-winner following a fatal motorcycle crash. Existing and future healthcare costs, rehabilitation and therapy: these consist of any health-related fees incurred because of this of the accident. Loss of capability to take pleasure in life, pain and mental anguish: a motorcycle crash can lessen your good quality of life if you cannot stroll, run, see, hear, drive, or ride any longer. That is why specialists in motor cycle injury law practice will help with correct evaluation of your predicament and exercise a commensurate compensation. As a result, usually do not hesitate to speak to Los Angeles motorcycle accident attorneys in case you are involved in a motor cycle accident. The professionals will help you file a case within a timely fashion also as expedite evaluation and compensation. This could also work in your favor if all parties involved agree to an out-of-court settlement, in which case you incur fewer costs.

When the day of the meeting arrived, Anna opened by acknowledging ABC’s biggest gripes. “We understand that we brought you on board with the shared goal of having you lead this work,” she said. “You may feel like we have treated you unfairly, and that we changed the deal significantly since then. We acknowledge that you believe you were promised this work.” This received an emphatic nod from the ABC representatives, so Anna continued by outlining the situation in a way that encouraged the ABC reps to see the firms as teammates, peppering her statements with open-ended questions that showed she was listening: “What else is there you feel is important to add to this?” By labeling the fears and asking for input, Anna was able to elicit an important fact about ABC’s fears, namely that ABC was expecting this to be a high-profit contract because it thought Anna’s firm was doing quite well from the deal. This provided an entry point for Mark, who explained that the client’s new demands had turned his firm’s profits into losses, meaning that he and Anna needed to cut ABC’s pay further, to three people. Angela, one of ABC’s representatives, gasped. “It sounds like you think we are the big, bad prime contractor trying to push out the small business,” Anna said, heading off the accusation before it could be made. “No, no, we don’t think that,” Angela said, conditioned by the acknowledgment to look for common ground. With the negatives labeled and the worst accusations laid bare, Anna and Mark were able to turn the conversation to the contract. Watch what they do closely, as it’s brilliant: they acknowledge ABC’s situation while simultaneously shifting the onus of offering a solution to the smaller company. “It sounds like you have a great handle on how the government contract should work,” Anna said, labeling Angela’s expertise. “Yes—but I know that’s not how it always goes,” Angela answered, proud to have her experience acknowledged. Anna then asked Angela how she would amend the contract so that everyone made some money, which pushed Angela to admit that she saw no way to do so without cutting ABC’s worker count. Several weeks later, the contract was tweaked to cut ABC’s payout, which brought Anna’s company $1 million that put the contract into the black. But it was Angela’s reaction at the end of the meeting that most surprised Anna. After Anna had acknowledged that she had given Angela some bad news and that she understood how angry she must feel, Angela said:

The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

Unlike John Lasseter’s bosses at Disney, Bezos was open to the entrepreneurial contributions of Amazon’s individual employees—even when those ideas were outside what Wall Street (and even his own board of directors) considered the company’s core business. AWS represents precisely the kind of value creation any CEO or shareholder would want from their employees. Want your employees to come up with multibillion-dollar ideas while on the job? You have to attract professionals with the founder mind-set and then harness their entrepreneurial impulses for your company. As Intuit CEO Brad Smith told us, “A leader’s job is not to put greatness into people, but rather to recognize that it already exists, and to create the environment where that greatness can emerge and grow.

You may be thinking that your company has a human resources person who will keep you out of trouble. This is a dangerous misconception. Whether your company has a massive Human Resources Department with hundreds of representatives or a small office with just a single representative, these HR reps are not your advocates. They work for the company, not for you.

Your company also includes your mental and psychological company – the ideas you entertain, the ambitions you nurture, the sensitivities and sensibilities you develop and the books you read. All of these represent a form of company because they are your companions in solitude.

Optimizing Performance Toward A Successful Fitness Guide Website Begins Now Fitness guide websites should be maintained carefully, and should be updated frequently. Stay open to the possibility of changing your approach to updating your exercise tips and information website. It can be quite easy to maintain your website if you check out our guidelines below. You should always aim to make the best exercise tips and information website that's possible even though perfection doesn't exist. Improvements could always be made, so look at your online site objectively from every angle to see where you can implement positive changes. Keep in mind, having a website up and running demands your time and attention. A site is a digital piece of art, so nurture your online site and show it the care and attention it deserves. Many company owners are not professional exercise tips and information website designers; if you are such an owner, don't hesitate to work with an expert to build a website for you. Express your vision clearly and make sure they've a detailed plan of what you want from the site. If you present them with this plan, they're going to have no reason to not give you the results you want. Hit the web and check out the newest sites that the designer has created. Make sure to align digital marketing campaigns with sales at your physical location to increase sales. When companies have both physical locations and an online store, customers have a tendency to shop with them more often. Streamline your store's branding by displaying your logo on all business signage, publicity, promotional ads, and your online presence, including social media. Customers prefer to do business with places where they know there's a face behind the exercise tips and information website. For your exercise tips and information website to be successful, you need to continuously manage it well and make certain that it is aesthetically pleasing. Weird fonts and color schemes as well as too many visuals are things that website designers want you to avoid. Meticulous proofreading is essential; be sure to catch every spelling and grammar mistake. The reputation of the site can be ruined if there are errors in spelling or grammar. The content displayed on your exercise tips and information website should correlate closely with your selected keywords. If you draw traffic to your site with keywords that do not truly represent your company's mission, products and services, your regular visitors rarely return. Your reputation is at stake with these decisions, so make sure what you offer and your keywords are closely connected. In order to be certain that you are using the best keywords for your site, have a professional website designer review your site and offer feedback. If your exercise tips and information website makes registration mandatory, it ought to be simple and hassle free. Requiring registration in order to make a purchase has become a standard business practice. Continuously offer the choice of enlistment, despite the fact that a few people may decide to not to do as such. Offer special perks to users who register, like releasing additional details about their orders. Farkas Health and Fitness For more Information, Visit us at: Health And Fitness Address: 3227 Coventry Court Gulfport, MS 39501 Phone: 228-242-9548

At this point, it’s important to clarify the difference between bonds and stocks. A bond is simply a loan. Most often, bonds have a sharply limited upside: the best that you can do is collect your interest payments and principal at maturity. A share of stock, on the other hand, represents a claim on all of the future earnings of the company. As such, its upside is potentially unlimited. It

When Bindi, Robert, and I got home on the evening of Steve’s death, we encountered a strange scene that we ourselves had created. The plan had been that Steve would get back from his Ocean’s Deadlist film shoot before we got back from Tasmania. So we’d left the house with a funny surprise for him. We got large plush toys and arranged them in a grouping to look like the family. We sat one that represented me on the sofa, a teddy bear about her size for Bindi, and a plush orangutan for Robert. We dressed the smaller toys in the kids’ clothes, and the big doll in my clothes. I went to the zoo photographer and got close-up photographs of our faces that we taped onto the heads of the dolls. We posed them as if we were having dinner, and I wrote a note for Steve. “Surprise,” the note said. “We didn’t go to Tasmania! We are here waiting for you and we love you and miss you so much! We will see you soon. Love, Terri, Bindi, and Robert.” The surprise was meant for Steve when he returned and we weren’t there. Instead the dolls silently waited for us, our plush-toy doubles, ghostly reminders of a happier life. Wes, Joy, and Frank came into the house with me and the kids. We never entertained, we never had anyone over, and now suddenly our living room seemed full. Unaccustomed to company, Robert greeted each one at the door. “Take your shoes off before you come in,” he said seriously. I looked over at him. He was clearly bewildered but trying so hard to be a little man. We had to make arrangements to bring Steve home. I tried to keep things as private as possible. One of Steve’s former classmates at school ran the funeral home in Caloundra that would be handling the arrangements. He had known the Irwin family for years, and I recall thinking how hard this was going to be for him as well. Bindi approached me. “I want to say good-bye to Daddy,” she said. “You are welcome to, honey,” I said. “But you need to remember when Daddy said good-bye to his mother, that last image of her haunted him while he was awake and asleep for the rest of his life.” I suggested that perhaps Bindi would like to remember her daddy as she last saw him, standing on top of the truck next to that outback airstrip, waving good-bye with both arms and holding the note that she had given him. Bindi agreed, and I knew it was the right decision, a small step in the right direction. I knew the one thing that I had wanted to do all along was to get to Steve. I felt an urgency to continue on from the zoo and travel up to the Cape to be with him. But I knew what Steve would have said. His concern would have been getting the kids settled and in bed, not getting all tangled up in the media turmoil. Our guests decided on their own to get going and let us get on with our night. I gave the kids a bath and fixed them something to eat. I got Robert settled in bed and stayed with him until he fell asleep. Bindi looked worried. Usually I curled up with Robert in the evening, while Steve curled up with Bindi. “Don’t worry,” I said to her. “Robert’s already asleep. You can sleep in my bed with me.” Little Bindi soon dropped off to sleep, but I lay awake. It felt as though I had died and was starting over with a new life. I mentally reviewed my years as a child growing up in Oregon, as an adult running my own business, then meeting Steve, becoming his wife and the mother of our children. Now, at age forty-two, I was starting again.

Business was booming for Tiffany & Co. in the late 1990s, thanks to the introduction of a new affordable silver jewellery line. The $110 silver charm bracelet inscribed with the Tiffany name was coveted by teenage girls, causing sales of the new silver product line to skyrocket 67% between 1997 and 2002. By 2003, company earnings had doubled and the silver jewellery line accounted for a third of Tiffany’s U.S. sales. And yet the queues of excited girls didn’t fill the store managers with joy. Sure, sales were up and stores were busy, but the people close to the brand, who understood its heritage, began to worry that this lower price point would forever change how the brand was perceived by its high-end customers. “We didn’t want the brand to be defined by any single product.” —Michael Kowalski, CEO, Tiffany & Co. Despite some unease from investors, Tiffany raised prices on their most popular silver products by 30% over the next three years and managed to halt the growth of their highly profitable silver line. And so the company sacrificed short-term gain and profits for the long-term good of the brand by telling the story they wanted customers to believe—that Tiffany’s represents something special. A client recently told me about her friend’s excited engagement announcement on Facebook. All she did was post a photo of the Tiffany blue box—not a picture of the ring in sight. The box alone was enough to say everything she wanted to say. QUESTIONS FOR YOU How are you least like the competition?

due to the precision of the optical electron oscillation frequency within strontium or aluminium. 30. Train of identical nearly single-cycle optical pulses. The spectrum of the pulse train looks like the teeth of a comb, hence it is called a frequency comb. ‘Optical clockwork’ of this kind allows the comparison of disparate frequencies with such remarkable precision that it provides a means to test the tenets of relativity, and thus to understand better the role of light in defining space and time. Frequency, and thus time, is the physical quantity that can be measured with the highest precision of any quantity, by far. Optical telecommunications Frequency combs are also important in telecommunications links based on light. In Chapter 3, I described how optical waves could be guided along a fibre or in a glass ‘chip’. This phenomenon underpins the long-distance telecommunications infrastructure that connects people across different continents and powers the Internet. The reason it is so effective is that light-based communications have much more capacity for carrying information than do electrical wires, or even microwave cellular networks. This makes possible massive data transmission, such as that needed to deliver video on demand over the Internet. Many telecommunications companies offer ‘fibre optic broadband’ deals. A key feature of these packages is the high speed—up to 100 megabytes per second (MBps)—at which data may be received and transmitted. A byte is a number of bits, each of which is a 1 or a 0. Information is sent over fibres as a sequence of ‘bits’, which are decoded by your computer or mobile phone into intelligible video, audio, or text messages. In optical communications, the bits are represented by the intensity of the light beam—typically low intensity is a 0 and higher intensity a 1. The more of these that arrive per second, the faster the communication rate. The MBps speed of the package specifies how rapidly we can transmit and receive information over that company’s link.

This rip-off relied on a series of blatant lies. “If you like your health care plan, you can keep your plan.” “If you like your doctor, you can keep your doctor.” “The average family will save more than $2,400 per year.” “Health care costs will decline.” “Health care premiums will go down.” “Everyone in this country will now have health insurance.” Even though Obama kept saying these things, none of them was true. These statements were simply part of the con man’s “pitch.” For progressives, Obamacare was a prize. The prize was control of the huge American health care system, representing virtually one-sixth of the whole economy. Obamacare put progressives in charge of more than 10 million doctors, dentists, pharmacists, nurses, and technicians and support staff. Obamacare gave progressives control of more than five thousand hospitals and almost a million hospital beds. The system included hospitals and also drug companies, insurance companies, and the producers of hospital equipment, not to mention research and educational institutions. Obamacare was a heist with a very big payoff.

An Introduction to CFD Trading Increase, commit, and individuals trying to trade systems and their cash in different areas are usually trying to find new strategies. Like several good buyer, you won’t be joining the group, instead you had want in order to change lives begin or to create one. Stocks trading is really 80s within the sensation that perhaps young kids today understand how it operates, and have the ability to survive without any formal education. If you should be looking for a new company shift, you should provide a try to this new venture. First what’s a CFD? CFD stands for contract for difference. It’s thought as a small business contract an entrepreneur and by an expense business. If the contract expires, both parties can trade notes concerning the differences between the original and final price indices of particular monetary things like shares of items and futures. This is exactly what CFD Trading is focused on. The one edge that traders have within this economic contract is the fact that they get to purchase these factors at lower costs despite the fact that it includes nonvoting stocks where the trader can’t vote on all aspects of the company as opposed to what stockholders are blessed to do. Another thing is the fact that a CFD does not hold taxes on files even if these aspects are acquired in large amounts. In simple terms, it’s a in which a derivative asset is founded on an underlying asset’s cost between two entities that transactions the differences. These parties will need to pay the differences required to eachother. The way in which CFD Trading works is that among the entities gives the difference before contract ends included to the other. Just about like what occurs in spreadbetting, the trader continues the opposite end-of the deal with investment institution or CFD service, where the trader anticipates which cost will increase and having three selections to take whether to buy, to slide or to sell the component required. Another similarity with spreadbetting is the fact that you can find no tax tasks since CFD’s don’t involve buying of assets to become settled. It just requires the activity of the fee. Since the investor is just needed to spot a minor amount on these things, that are also called edges, the earnings and in addition losses will soon be on the basis of the money set in. In other words, a CFD is good for the entrepreneur since it gives him the chance of owning main assets without so much problem. Does It Work A good example of that is to ingest a share worth $20 and the entrepreneur buys 100 of these. He will be cost $2,000 by this exchange. Employing a stockbroker will demand the entrepreneur to shell 50% of this amount out. That is $1,000. A meager initial cashout is needed which amounts as much as only $100, should you evaluate that to an expenditure finished with a CFD representative. However, allow it to be regarded that whenever an investor enters a deal of difference, the cost place usually begins in a loss. Which damage is definitely equal to the spread. Which means the spread is at $8 along with if you come into a deal, the underlying resource must generate $8 merely to break even. Let us say if the actual resource reaches a quote cost of $ 20, then the CFD price will be a few cents less than that since the dealer will have to escape at that point. So as opposed to increasing your money to $40, he will must settle for several dollars. Nevertheless not really a terrible package to get a purchase with less trouble.

How to Make a 3D Character Modeling, Character Rigging and Animation By GameYan Studio Using your concept art, create 3D Character modeling with Game Development Studio software like Maya. Then, paint your models to give them a distinct look. Finally, animate your Game Character Modeling Studio to bring them to life. Create 3D models for every character, environment, and item in your game, based on your concept art. Texture is a Add colors, textures, and lighting to your 3D Character modelers to give them a unique look. After modeling and texturing a 3D character Models it is time to make it move. Rigging is the first step in creating a skeletal 3D animation. 3D animation rigging is the process of creating a virtual skeleton of a 3D model. Rigging is Build a control structure for items that need movement, like characters, so animators can bring them to life in the game. Specifically, Character Rigging Service refers to the process of creating the bone structure of a 3D model. This bone structure is used to manipulate the 3D model like a puppet for animation. Rigging is most common in animated characters for games and movies. This technique simplifies the animation process and improves production efficiency. Once rigged with skeletal bones, any 3D object can be controlled and distorted as needed. After a 3D model has been created, a series of bones is constructed representing the skeletal structure. For instance, in a character there may be a group of back bones, a spine, and head bones. These bones can be transformed using digital animation software meaning their position, rotation, and scale can be changed. The rigging process results in a hierarchal structure where each bone is in a parent/child relationship with the bones it connects to. This simplifies the animation process as a whole. When an artist moves a shoulder bone, the forearm and hand bones will move too. The goal is to mimic real life as accurately as possible. Animation Add movement to 3D Character Models and objects to give them life and make your game more fun to play. There are endless possibilities. Our specialty are stylised characters and expressive figures. We offer the whole package from designing a character collaboratively with you, over 3d modelling, rigging, texturing and rendering. We also provide workflows for export to realtime uses like Virtual Reality and Games. Have a look at some work samples we did in the past. GameYan Studio is a trusted Character Animation Company service providing company delivers high-quality character animations in a tight within the stipulated time. Our specialization in 3D Character Animation Studio helps our clients to meet their needs just they prefer.

5 Thumb Rules to Follow for Outsourcing 3D Character. Outsourcing has become one of the basic requirements of the digital industry. Be it software, websites, architecture rendering or 3D character modelling, companies look forward to outsource these tasks to reliable names. Reason is simple. When it comes to value for money, 3D Art Outsourcing Service stands to be the most viable option as setting up in-house production often isn’t considered a wise ROI choice. But, this necessity has also given rise to possible frauds. There are countless companies waiting to gulp your money in the blink of an eye. There are many more who are ready to lure you with lucrative offers when it comes to 3D character modelling concept. Since not everyone is familiar with the technicalities of this field, companies can easily get trapped with fake promises of giving top notch services well within their reach, only to find out that the whole thing was neither worth their time nor money. However, all the sham can be avoided if companies follow the six thumb rules while Game outsourcing character modelling tasks to animation studios as these will lead them to the right names. 1) Take a Tour of the Website Although you will find expert comments on not to judge a company by its cover, there is no denying the fact that website plays a decisive role in company’s credibility, especially when it comes to art and animation studios. A studio that claims to offer you state-of-art results must first focus on its own. A clean, crisp website with appropriate content can actually say a lot about the studio’s work. A poor design and inappropriate content often indicate the following things: - Outdated and poorly maintained - Negligence towards its virtual presentation - Unprofessionalism - Poor marketing A sincere design and animation studio will indeed feature a vibrant website with all its details properly included. 2) Location Matters Location has a huge impact on hiring charges as it largely decides the price range one can expect. If you are looking forward to countries like India, you expect the range to be well within your budget chiefly because such countries have immense talent, but because of the increasing demand and competition in the field of outsourcing, hiring charges are relatively cheaper than countries like UK or USA. This means that once can get desired expertise without spending a fortune. 3) Know Your Team Inside Out Since you will be spending your hard earned money, you have every right to know the ins and outs of your team. Getting to know the team can assist you in your decision. Do your part of homework and be ready with your queries. Starting from their names to their works, check everything you can, and if need be, go for one-to-one conversation. This will not only help you to know them better, but will also give you an idea of their communication, their knowledge about their work and their sincerity. A dedicated one will always answer you up to the point while a confused one with fidget with words or beat around the bush. 4) Don’t Miss Out on the Portfolio While the website of a studio is its virtual representative, it’s the portfolio which speaks about its execution. Reputed names of 3D modelling and design companies house excellent projects ranging from simple to complex ones. A solid portfolio indicates: - commitment of the studio towards its projects - competency of its team - execution and precision - status of its expertise Apart from the portfolio, some animation studios even feature case studies and white papers in their websites which indicate their level of transparency. Make sure to go through all of them.

I learned from them that genuine decency and professional competitiveness weren’t mutually exclusive. In fact, true integrity—a sense of knowing who you are and being guided by your own clear sense of right and wrong—is a kind of secret weapon. They trusted in their own instincts, they treated people with respect, and over time the company came to represent the values they lived by.

Most businesses have the goal of getting as big as possible. Supreme, on the other hand, strives to remain underground and boutique, growing only when they deem it will enhance the brand. As style writer Glenn O’Brien put it, “Supreme is a company that refuses to sell out.” But why? Well, first off, because it wouldn’t be authentic to who they are, what they do, and what they’re into. For instance, when asked why they wouldn’t expand into women’s wear, Jebbia simply replied, “It’s not what we know.” And that’s all they’ve done—manifest an authentic reflection of their core beliefs with unyielding discipline. Supreme is a reflection of Jebbia’s life experiences and pas- sions. It just happened that his passion for “cool and unusual things for young people” was in harmony with the global youth movement that his brand has come to represent. Supreme continues to succeed on a massive scale because they have the discipline to focus their resources on creating great products rather than over-expanding. Or, as Jebbia puts it, “Staying true to what you do best has played a major role in our longevity. I would like people to see that we’re a small, independent skate company that has done our own thing, in our own way, over many years, and will hopefully continue to do so.

Your life is a mirror of your daily deeds and your company represents your personality.

You can’t wear your disdain for people on your sleeve, though. You end up either cowing them into submission or frustrating them into complacency. Either way, you sap them of the pride they take in their work. Over time, nearly everyone abdicated responsibility to Peter and Strat Planning, and Michael was comforted by the analytical rigor they represented.

True integrity-- a sense of knowing who you are and being guided by your own clear sense of right and wrong--is a kind of secret leadership weapon. If you trust your own instincts and treat people with respect, the company will come to represent the values you live by.

fundamental growth equation. This is a simple formula that represents all of the key factors that will combine to drive your growth; in other words, your core set of growth levers.

It’s tempting to think that when you call the bank or another financial service provider and you are put on hold for twenty-five minutes, it’s simply because it’s a peak time of day and many other account holders are calling at the same moment. Tempting, but wrong. In reality, the wait time likely has nothing to do with timing and everything to do with your CLV, or customer lifetime value. This is a calculation of how much your business is worth to whoever you are calling, and the higher the number, the better the service. At a bank or credit card company, it might be determined by your balance. Frequency of travel and spending levels help set your CLV at airlines and hotels. More and more, as soon as you call any consumer-facing company, according to Palmatier, the company’s first step is to identify your phone number and then determine your CLV. “If it’s high,” he explained, “they might take your call more quickly, or direct it to one of their best-performing or most highly trained representatives. We call this heterogeneity in customer service, and it’s driven by the profit motive.

There are many different Sponsor Programs available including several that give you a competition-free exclusive position. Sponsors are needed for each hour for the phone banks; for the Interview Area, where guests are interviewed by celebrity hosts; for table banners; and much more. There are even a few 1 and 2 minute Video Presentation Opportunities (company exposure) available. In all cases, representatives of your firm come on the show for you, your people, and your products. We will also assist you every step of the way with your employee fundraising event or other promotion, to raise the funds for your sponsorship. There really is no good reason not to participate. As a sponsor, you'll be showing your concern for the community, in connection with a situation that, at one time or another, will affect over 35% of all families! Arthritis is one of the most common, frustrating, debilitating diseases. It is understandably of great concern to a great many people. Also, the Arthritis Foundation has an excellent track record in terms of appropriate use of funds for research and education (rather than organizational overhead). We believe that real cures for arthritis are just around the corner; you can help get us there! With our Telethon on Channel 10, we will benefit from their superior production capability, involvement of their popular celebrities, and advance promotional opportunities. Our Telethon will be on for several hours immediately before and again immediately after an NBA Basketball Game, which we believe will increase our viewership. And, of course, we're mixing our live, local show with a “feed” from the National Telethon, featuring major Hollywood entertainers. Everything points to our highest, most responsive viewership ever! You'll be in good company, too, with local and national sponsors like: Thrifty, Sears, Allstate, Greyhound, Prudential, and Procter & Gamble. To summarize, you have an opportunity to … Help a good, worthy cause Gain valuable TV exposure and publicity Get all the benefits with little or no money out of your present budget — we'll work with your employees to raise the funds! Possibly have exclusive position, if you act quickly Have complete, step-by-step assistance from our staff Why not give me a call; let's arrange a meeting where I can personally explain the different “standard opportunities” available and then “brainstorm” with you about the best way for your business to participate. There's no obligation, of course, and certainly no pressure, but, together, we just may figure out the perfect situation for your business. Thank you for you consideration, Joel L. Beck Telethon Chairman for the Arthritis Foundation JLB/va _______ Letter reprinted with permission of Dan Kennedy (writer) and Joel Beck, former telethon chairman, Arizona.

Discuss the story of Lee Sherman—how does he represent “the Great Paradox through a keyhole”? How is it possible for an environmentalist whistle blower to also be a member of the Tea Party? (p. 33) 6.​When telling the story of Harold Areno, Hochschild quotes him as saying, “If you shoot an endangered brown pelican, they’ll put you in jail. But if a company kills the brown pelican by poisoning the fish he eats? They let it go. I think they overregulate the bottom because it’s harder to regulate the top.” Hochschild mentions the brown pelican throughout the book—how does the pelican function as an important motif in the book? (pp. 52, 138, 212) 7.​When spending time with the General, whom Hochschild calls an “empathy wall leaper,” she writes that Louisiana residents prize the freedom to do certain things but resent the freedom from things like gun violence or toxic pollution, even when such restrictions might improve their lives. How does the General deal with what he calls this “psychological program”? (p. 71) 8.​Hochschild provides overwhelming evidence that establishes a correlation between pollution and red states. She also discusses a report from the 1980s that helped identify communities that would not resist “locally undesirable land use.” Do you think she’s right to connect this profile of the “least resistant personality” with the General’s idea of the “psychological program”? (p. 81, Appendix B) 9.​In a moment of feeling stuck on her own side of the empathy wall, Hochschild asks Mike Schaff what the federal government has done that he feels grateful for. What do you make of his answer and the idea that the less you depend on the government, the higher your status? Do you feel one’s status is diminished by receiving government help of any sort? Do others you know feel this way—and why? Do you think people generally feel less gratitude to the government today than in the past? What are you grateful for from the government? (pp. 113–114)

Digital, by itself, isn’t strategic. It’s a term that broadly represents an array of technological tools, devices and platforms that need to be applied to the company’s overall strategy.

History has shown that an investment in the collective creativity of human beings, as represented by a piece of all the publicly traded companies in an unmanaged stock index mutual fund, is much more profitable over time than an investment with a mutual fund manager who tries to “beat” the stock market average, even though mutual fund managers try with all their might to convince us otherwise.   I

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9 Surefire Signs Your Colleagues Are Toxic Resigned specialist Greg Baer, M.D. once oversaw one of the busiest eye-surgery hones in the nation. However regardless of every one of his achievements and riches, he felt unfilled and miserable which prompted his close suicide. In his look for enduring satisfaction, he took in the extraordinary rule that have prompted the respectable mission of The Real Love® Company which he established: “We educate the genuine significance of adoration, supplanting annoyance and perplexity with peace and trust in singular lives and connections.” Presently a fruitful writer, speaker and business visionary for about two decades, the book that truly got my consideration is Real Love in the Workplace: Eight Principles for Consistently Effective Leadership in Business. In his second standard of “Individuals Behave Badly Because They Don’t Feel Loved,” Dr. Baer says that an absence of bona fide cherish in individuals, particularly those in administration parts, prompts an unfortunate quest for power and control over others. “When we can control the conduct of other individuals, we encounter an impression of energy that quickly gives us a snapshot of alleviation from our deplorable feeling of sadness.” He includes, “The vast majority of us mishandle control each day, yet we don’t remember it since this conduct is so regular in our way of life. Dangerous work practices to know. With a specific end goal to recognize the harsh practices of energy that upsets steadfast laborers and transforms the working environment into a smothering, fear-based weight cooker, Dr. Baer records a few dangerous practices that we may as of now know about, however don’t commonly connect with the power he discusses. It’s a great opportunity to give careful consideration – do any of these look commonplace? 1. Chatter. At the point when individuals discuss others behind their backs, says Dr. Baer, they’re in a position to hurt them and apply control over their notorieties. While you’re tattling companions or associates won’t let it be known, they appreciate that sentiment control and ought to be managed quickly. 2. Withholding data. Dr. Baer cautions of such a person who controls or accumulates data: “You’ve had the experience of requiring data from somebody who delighted in keeping it from you, or who distributed out one piece at any given moment. Your disappointment gave the other individual a sentiment control.” 3. Spilling privileged insights. Dr. Baer expresses, “Huge numbers of us want to share insider facts, in light of the fact that in those minutes we control the discussion.” As soon as you hear the words “Need to hear a mystery?” leave a colleague’s mouth, that is a reasonable cautioning sign you’re working with a dangerous individual. 4. Manhandle of expert. Focus on your administrator. Many mishandle their positional specialist to scare individuals into doing what they need, or to concur with them notwithstanding when the group knows there’s a superior game-plan. A few chiefs neglect to appoint intentionally to control every one of the choices, even the littlest ones. Dr. Baer says, “That approach is wasteful and a misuse of administration, however it gives the supervisor a sentiment (control). 5. Smothering inventiveness. At the point when chiefs pound the immense thoughts originating from their workers that will enhance an item or the business in some respect, it gives them a genuine feeling of energy, at the cost of withdrawing and demotivating their representatives. 6. Feedback. Dr. Baer states, “Discovering deficiency with others is such a simple hobby, and for those with a requirement for control, each twisted incurred is a wellspring of awesome fulfillment.

Success,” Honda said, “can be achieved only through repeated failure and introspection. In fact, success represents one percent of your work, which results only from the ninety-nine percent that is called failure.

First-time founders mistakenly ascribe too much power to their prospects. This manifests in sharing too much information, demos, and access to yourself without getting enough in return. Don’t make this mistake. Remember, the customer has big problems that you, with your insight, team, and technology, are uniquely suited to solve. The companies you’re selling to are worried about being disrupted from below or having their direct competitors steal a march on them. They need innovation, which you represent, to surpass the competition and prevent disruption.

He was convinced that if the attack on Omando had caused such interest in the world it was not so much because of the victim’s importance, but because fear, resentment and repeated disillusion in the age of slavery and radiation death had in the end branded the hearts of millions of human beings with an edge of misanthropy, which made them follow with sympathy, and perhaps some feeling of personal re- venge, the story of '‘the man who had changed species.” He turned toward Laurent with sympathy. It was difficult not to like that generous, slightly sing-song voice, not to like that black giant who spoke so frankly about himself when he thought he was speaking only of the African fauna. inclined to a gentle skepticism which usually sufficed to protect him both against excessive illusions about human nature and against excessive doubt of it a sort of Saint Francis of Assisi, only more energetic, more dashing, more muscular he had the greatest respect for humor, because it was one of the best weapons ever forged by man for the struggle against himself. devoured by some ravenous dream of hygiene and universal health who desperately pursue a certain ideal of human decency, call it tolerance, justice or liberty The idea, too, that people who have suffered too much aren’t any longer capable of ... of complicity with you, for that’s what it amounts to. That they aren’t any longer capable of playing ball with us. The idea that they’ve somehow been spoiled once for all. It was partly on account of this idea that the German theorists of racialism preached the extermination of the Jews; they had been made to suffer too much, and therefore they could not be anything after that but enemies of the human race. A man can’t spend his life in Africa without acquiring something pretty close to a great affection for the elephants. Those great herds are, after all, the last symbol of liberty left among us. It s something that’s fast disappearing, from more points of view than one. Every time you come upon them in the open, moving their trunks and their great ears, an irresistible smile rises to your lips. I defy anyone to look upon elephants without a sense of wonder. Their very enormity, their, clumsiness, their giant stature, represent a mass of liberty that sets you dreaming. They’re . . . yes, they’re the last individuals. a trace of superiority, of condescension toward me, as though to point out to me that this was obviously something I could not understand, a private and secret world which I was not permitted to enter. Yes, there are some among us who are fighting for the independence of Africa. But why? To protect the elephants. To take the protection of African fauna into their own hands. Perhaps for them elephants are only an image of their own liberty. That suits me: liberty always suits me. Personally, I have no patience with nationalism: the new or the old, the white or the black, the red or the yellow. They aim between the eyes, just because it’s big, free and beautiful. That’s what they call a fine shot. A trophy. people have been seized by such a need for friendship and company that the dogs can’t manage it. We’ve been asking too much of them. The job has broken them down— they’ve had it. Just think how long they’ve been doing their damnedest for us, wagging their tails and holding out their paws— they’ve had enough . . .’ It’s natural: they’ve seen too much. And the people feel lonely and deserted, and they need something bigger that can really take the strain. Dogs aren’t enough any more; men need elephants. ‘Look here, my friend, for three years I was a bus conductor in Paris. I recommend it during rush hours; it gave me what you might call a knowledge of human nature— a good, solid knowledge which prompted me to change sides and go over to the elephants. there was around him an air of authenticity impossible to disregard: the authenticity of sheer physical nobility

If your business is anything like our exemplar firm, or indeed like most companies we have worked with, the projects you have committed to complete represent over 100 percent of your carrying capacity. This can have surprising effects on the length of time each project takes to complete. For instance, imagine a project that will take a skilled software developer six months to complete. The lead time to completion if this person is working full-time on the project is six months. Divide this person’s time between four projects, however, and three-quarters of the time, each project is being ignored by the person. The lead time to completion of all four projects stretches to two years! Delays like this can be deadly in a world where speed matters.

In the early days of the company, Jeff Bezos heard a comment in a meeting that irked him. Without saying anything, he suddenly jumped from his chair and left the room. His colleagues were baffled. When he returned, he brought an empty chair into the room, which he rolled right up to the table. He told the group that they weren’t thinking about things from the customer perspective and that this empty chair would now represent the customer. In every meeting thereafter, Bezos insisted on reserving an empty chair at the table so his teams would consider the customer in every key decision. This is a brilliant tactic, and it’s obviously proved incredibly successful for Amazon.

At Berkshire, we will continue to look for business-savvy directors who are owner-oriented and arrive with a strong specific interest in our company. Thought and principles, not robot-like “process,” will guide their actions. In representing your interests, they will, of course, seek managers whose goals include delighting their customers, cherishing their associates and acting as good citizens of both their communities and our country. Those objectives are not new. They were the goals of able CEOs sixty years ago and remain so. Who would have it otherwise?

The Charlotte NC Work Comp Lawyers Group represents those people who have been injured on the job. We represent those workers in Charlotte North Carolina and the surrounding areas. Our work comp attorneys also represent those injured workers in all cities in North Carolina, including Greensboro, Raleigh, Wilmington and Asheville to name just a few. We are available for consultation and free case evaluation of your worker's compensation claim by appointment over the phone. We work with all insurance companies as wells as the medical community to provide the very best service to those who have been injured on the job.

United Airlines Customer Service number-+1-855-653-0624 United Airlines Customer Service number You can always purchase tickets without a service charge on united.com. To book with a United representative in the United States or Canada, the service charges are $25 by phone, $10 at a City Ticket Office and $50 at the airport. Ticketing charges may vary outside of the U.S. and Canada and based on your MileagePlus status level. You can change or update existing reservations in the My trips section of united.com or the United app. There’s no service charge to get help from our Customer Contact Center by phone if you have an existing reservation, but your representative will inform you of any change fees that may apply. Airlines offers flights, hotels, cars, vacations, cruises and activities – but the company is most well-known for flights originating in the United States. The official website offers tons of information for people wishing to book flights, including direct booking from the website or via phone contact with customer service. The customer service contact information varies depending on the type of contact you wish to make with the company.

The snapshots represent the characteristics and practices of successful companies at a specific point in time, not those of struggling ones; or of executives who perform better than others at the time of the snapshot. Explicitly or implicitly, they then assert that if you want to perform as well as the best-performing ones, you should copy what the best companies and the best executives do. My colleagues and I have eschewed the profession

he Dow Jones Industrial Average is the sum of the largest 30 corporations, although they represent the bulk of the trading on that exchange. This average dominates everybody’s thinking about the market being up or down or whatever. Try to make individual stock picks and forget about the market. A good market could pull your stock up and, a bad one could pull it down, but the real investment factor is how well the company is managed and performs within the stock market.

A second representative question is, Can you position your company where the forces are weakest? Consider the strategy developed by heavy-truck maker Paccar. This is another industry with an uninviting structure: There are many big, powerful buyers who operate large fleets of trucks; they are price sensitive because trucks represent a large piece of their costs. Rivalry is based on price because (a) the industry is capital intensive, with cyclical downturns, and (b) most trucks are built to regulated standards and therefore look the same. On the supplier side, unions exercise considerable power, as do the large independent suppliers of engines and drive train components. Truck buyers face substitutes for their services (rail, for example), which puts an overall cap on truck prices. Between 1993 and 2007, the industry average return on invested capital (ROIC) was 10.5 percent. Yet over the same period Paccar, a company with about 20 percent of the North American heavy-truck market, earned 31.6 percent. Paccar has developed a positioning within this difficult industry where the forces are the weakest. Its target customer is the individual owner-operator, the guy whose truck is his home away from home. This customer will pay more for the status conferred by Paccar’s Kenworth and Peterbilt brands and for the ability to add a slew of custom features such as a luxurious sleeper cabin or plush leather seats.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

In two years of research the best example of self-disruption I can find is Netflix. Netflix’s transition to streaming from DVD rental by mail was not nearly as smooth as many would like to remember it, but in hindsight it appears genius. Netflix was founded in 1997 as a DVD mail service and pretty rapidly rose to take huge market share from local video stores who could not compete with its vast range of titles. People soon appreciated the appeal of no late fees, the ability to have several movies out at the same time, as well as its unlimited consumption tariff. Always keen to keep abreast of the latest technology, in 2007 Netflix spent about $40 million to build data centres and to cover the cost of licensing for the initial streaming titles (Rodriguez, 2017). When internet speeds allowed, it introduced streaming as an additional service for its existing subscribers. Monthly fees remained the same, but those with more expensive tariffs were given access to more hours of streamed content. While it added something for free, it also helped give people a reason to upgrade to more expensive plans. Growth was impressive, the video libraries of streamed content rose, the share price rose impressively from $3 in 2007 to over $42 in 2011, and life was good. In September 2011 Netflix made a very bold move. It created two tariffs, and moved all its US subscribers onto two separate plans: the original DVD-by-mail service was to be called Qwikster; the other was a streaming service for a lower monthly fee. The market was shocked, and by December the stock price was below $10 and the company was in pieces. The company rapidly lost higher revenue DVD subscribers and within nine months profits were down by 50 per cent (Steel, 2015). And yet slowly things changed. First, the lower prices suddenly appealed to a much wider market, bringing in far more paying customers, allowing Netflix to buy more content and to slowly raise prices. Then Netflix started making its own original content, clearing out global streaming rights, and then at a flick of a switch it was able to expand globally. If Netflix had not disrupted itself it would be a very different company. It would rely on a massive physical distortion system, with very high costs. It would probably have lost out massively to YouTube and would have withered away as a mail-order DVD supplier. Instead, Netflix’s share price is now nearly $200, five times more than it was when it bravely self-disrupted, it operates in 190 countries, makes nearly $9 billion in revenue from over 110 million customers (Feldman, 2017). Today DVDs represent only 4 per cent of Netflix’s users. It seems that in 2011, when Wall Street was demanding the resignation of Reed Hastings for reinventing the business, they were wrong. From this you can see the pressure this approach places on leaderships, the confidence you need to have, the degree to which this antagonizes the market and everyone around you. This move takes balls. The confidence, conviction, and aggression, to change before you have to create your own future, is remarkable.

Can you help me with my notes? I said. But through the phone’s overseas hiss, I heard another phone start ringing, and he said, Maybe this other flight came through— Then the dial tone went retreating across the Asian oceans, and I resisted the impulse to pound the phone receiver on the first solid surface. Toward dawn in the hotel room, I pick up the legal pad and try to envision my solo presentation. Standing at the grease board, I’ll draw a horizontal line—an X axis—saying, This line represents your spending. It goes from spending zero on the left to shelling out shitloads of money on the right. My vertical Y axis measures returns on that money—from getting back zero at the bottom to making zillions at the top. I’m gonna tell the president of Company X and his minions that they need to spend as little as possible while making shitloads in return. The question is, how to stretch this expensive advice into a nine-hour meeting?

The “read only” policy represents a big part of the open, learning environment, a way for everyone in the company to learn from others but still have a functioning meeting.

Most companies only have a few GMs at the very highest levels. The people underneath them play a functional role, but the GM owns the P&L outcome. Amazon, in contrast, has GMs running things at every level. GMs report to other GMs. Some GMs are Level 7 on the pay scale and others are at Level 3. In addition to being “single-threaded leaders” who drive urgency and focus for each line of business, these GM roles represent thousands of learning opportunities for future leaders around Amazon.

First, Day 1 is representative of all the leadership principles that have helped make Amazon what it is today. It is the anchor for acknowledging and remembering their beginning values and their dogged focus on serving the needs of customers and even “delighting” customers. Second, Day 1 is a mindset, not a list of steps or strategies. It is the mentality through which all decisions are made. It is designed to keep everyone in the company focused on doing what is right in each situation, not just what is possible given Amazon’s size and influence. Because, like a child’s tower of building blocks, if the foundation isn’t stable, the tower will come tumbling down. And then it’s Day 2. It bears repeating: “Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.” —Bezos (2016 Letter) On Day 1, there are few—if any—things more important than customers.

Have you ever been frustrated by a company representative who couldn’t help you with an issue because of “company policy,” “procedures don’t allow for that,” or they were “only following orders”? If so, you have experienced an employee not resisting proxies. At Amazon, “company policy” or any other proxy is no excuse for doing the wrong thing for the customer.

You're efficient when you do something with minimum waste. & you're effective when you're doing the right something." "...the degree of freedom required to effect change. Slack is the natural enemy of efficiency & vise versa." "...slack represents operational capacity sacrificed in the interest of long term health." "Imagine one of those puzzle games consisting of 8 numbered tiles in a box, with one empty space, so you can slide them around one at a time. The objective is to shuffle the tiles into numerical order. That empty space is the equivalent of slack. If you remove it, the game is technically more efficient, but something is lost. Without the open space, there is no further possibility of moving tiles at all. The layout is optimal as it is, but if time proves otherwise, there is no way to change it." "Having a little bit of wiggle room allows us to respond to changing circumstances, to experiment, & to do things that might not work." → time, money, people on job, or even expectations → Not having slack is taxing. Scarcity weighs on our minds and uses up energy that could go toward doing the task at hand better. It amplifies the impact of failures & unintended consequences. → Slack allows us to handle the inevitable shocks & surprise of life. → Slack is the time when reinvention happens. It is time when you are not 100% busy doing the operational business of your firm. Slack is the time when you are 0% busy. Slack at all levels is necessary to make the organization work effectively & to grow. It is the lubricant of change. Good companies excel in creative use of slack. & bad ones only obsess about removing it. → Only when we are 0% busy can we step back & look at the bigger picture of what we're doing. Slack allows room for that...to think ahead. → We are more productive when we don't try to be productive all the time. → Being comfortable with sometimes being 0% busy means we think about whether we're doing the right thing → Effectiveness → "The secret to top performance is to always be a little underemployed; you waste years by not being able to waste hours. Those seemingly wasted hours are necessary to figure out if you're headed in the right direction.

This applies as well when opportunities come to merge an existing portfolio company with another private company. Entrepreneurs and investors can get carried away when a private firm offers shares in its company to acquire yours. There’s a momentary feeling of exultation if the pricing seems on the face of it to represent a good exchange. But the fact is that no one really knows what one private company is worth versus another private company. This is another example of a “my cat for your dog” transaction. Selling to a public company whose price is established through daily trading offers a more objective exchange of value.

Venture capitalists and investors have bought into the media-driven narrative that younger people are more likely to build great companies. Vinod Khosla, a cofounder of Sun Microsystems and venture capitalist, said, “People under 35 are the people who make change happen . . . people over 45 basically die in terms of new ideas.” Paul Graham, the founder of Y Combinator, the famous start-up accelerator, said that, when a founder is over the age of thirty-two, investors “start to be a little skeptical.” Zuckerberg himself famously said, with his characteristic absence of tact, “Young people are just smarter.” But, it turns out, when it comes to age, the entrepreneurs we learn about in the media are not representative. In a pathbreaking study, a team of economists—Pierre Azoulay, Benjamin F. Jones, J. Daniel Kim, and Javier Miranda (henceforth referred to as AJKM)—analyzed the age of the founder of every business created in the United States between the years 2007 and 2014. Their study included some 2.7 million entrepreneurs, a far broader and more representative sample than the dozens featured in business magazines. The researchers found that the average age of a business founder in the United States is 41.9 years old—in other words, more than a decade older than the average age of founders featured in the media. And older people don’t just start businesses more than many of us realize; they also succeed at creating highly profitable businesses more often than their younger peers do. AJKM used various metrics of success for a business, including staying in business for longer and ranking among the top firms in revenue and employees. They discovered that older founders consistently had higher probabilities of success, at least until the age of sixty.

Local blood testing. I use local blood testing to measure some of the nutrients. First, I recommend a 25-OH vitamin D test for most of my patients. I also usually recommend a complete iron panel, vitamin B12, and RBC folate. I discussed this in Chapter 24. RBC magnesium and RBC zinc can also provide some value. However, there are limitations when it comes to testing nutrients through the blood, although this is the case with other methods as well. Micronutrient panels. Some companies focus on micronutrient testing, which involves evaluating all of the vitamins, minerals, and antioxidants. One of the more well-known labs tests the micronutrients through the white blood cells, specifically the lymphocytes. These lymphocytes are supposed to represent a history of an individual’s

True integrity—a sense of knowing who you are and being guided by your own clear sense of right and wrong—is a kind of secret leadership weapon. If you trust your own instincts and treat people with respect, the company will come to represent the values you live by.

On the other hand, if you have been worried or frightened by what you have read, that’s good, you should be, especially on behalf of your children and their children. But don’t let fear feed inertia. Fear does not have to be paralysing. Indeed, it is often the driver of effective action. No one ever won a war while knowing no fear, and make no mistake, this is a war. Wherever we live on this magnificent planet, we all need to do our utmost to try to keep it that way. The fact that the future looks dismal is not an excuse to do nothing, to imagine it’s all too late. On the contrary, it is a call to arms. So, if you feel the need to glue yourself to a motorway or blockade an oil refinery, then do it. In his book How to Blow Up a Pipeline, Andreas Malm argues convincingly that, such is the scale of the climate crisis, sabotage and property damage are absolutely justified in the battle against fossil fuel companies and others working against the public good. I understand that this is not to everyone’s taste, but there is plenty more you can do. Drive an electric car or, even better, use public transport, walk or cycle; stop flying; switch to a green energy tariff; eat less meat; spread the word about the predicament we find ourselves in among your friends and family; lobby your elected representatives at both local and national level; and use your vote wisely to put in power a government that walks the talk on the climate emergency.

The more that you can allow authentic human voices to represent your company, the better your company will be at building profitable and sustainable relationships.

Each Buyer Legend is representative of one or more customer segment and narrates a successful experience between your customer and your company.

In the end, what matters most in life are the depth of your relationships with friends and family; and the sheer number of people you’ve helped along the way. These represent true measures of wealth.

Do not allow yourself to belong to any institution at the expense of your humanity. Do not put your country above the needs of the planet. Do not put the company you work for above your need to do what you feel is right. Do not place your religion above God, nor your political party above the nation it is supposed to represent.

The first project I’d like you to BrandScript is the one that represents your overall brand. Next you’ll want to create a BrandScript for each division of your company, and after that, each product within each division. If you like, you can even create a BrandScript for each segment of your customer base. The uses of a StoryBrand BrandScript are endless.

We live in a society in which mediocrity is the norm. Many people do as little as they can to get by. They don’t take pride in their work or in who they are. If somebody is watching, they may perform one way, but when nobody is watching they’ll cut corners and take the easy way out. If you are not careful, you can be pulled into this same mentality where you think it’s okay to show up late to work, to look less than your best, or to give less than your best. But God doesn’t bless mediocrity. God blesses excellence. I have observed that the fifth undeniable quality of a winner is a commitment to excellence. When you have a spirit of excellence, you do your best whether anyone is watching or not. You go the extra mile. You do more than you have to. Other people may complain about their jobs. They may go around looking sloppy and cutting corners. Don’t sink to that level. Everyone else may be slacking off at work, compromising in school, letting their lawns go, but here’s the key: You are not everyone else. You are a cut above. You are called to excellence. God wants you to set the highest standard. You should be the model employee for your company. Your boss and your supervisors should be able to say to the new hires, “Watch him. Learn from her. Pick up the same habits. Develop the same skills. This person is the cream of the crop, always on time, great attitude, doing more than what is required.” When you have an excellent spirit like that, you will not only see promotion and increase, but you are honoring God. Some people think, “Let me go to church to honor God. Let me read my Bible to honor God.” And yes, that’s true, but it honors God just as much to get to work on time. It honors God to be productive. It honors God to look good each day. When you are excellent, your life gives praise to God. That’s one of the best witnesses you can have. Some people will never go to church. They never listen to a sermon. They’re not reading the Bible. Instead, they’re reading your life. They’re watching how you live. Now, don’t be sloppy. When you leave the house, whether you’re wearing shorts or a three-piece suit, make sure you look the best you possibly can. You’re representing the almighty God. When you go to work, don’t slack off, and don’t give a halfhearted effort. Give it your all. Do your job to the best of your ability. You should be so full of excellence that other people want what you have. When you’re a person of excellence, you do more than necessary. You don’t just meet the minimum requirements; you go the extra mile. That phrase comes from the Bible. Jesus said it in Matthew 5:41--“If a soldier demands you carry his gear one mile, carry it two miles.” In those days Roman soldiers were permitted by law to require someone else to carry their armor.

Its February 1, 2018, earnings call was almost exclusively dedicated to highlighting its service revenue, which was $31.15 billion in 2017 and could constitute a Fortune 100 company itself. That revenue is growing at 27 percent a year and represents more than half of Apple’s growth. And while its hardware business is seasonal and subject to wide peaks and troughs, its service business shows consistent, predictable growth quarter over quarter. But guess what? Some people still don’t get it! The Q&A session of that last earnings call was dominated by analyst questions around iPhone supply and demand. It’s enough to make you slam your forehead on your desk.

The U.S. cattle industry alone had $44 billion in sales in 2014 and you can bet your rump steak that a hefty chunk of that went into political lobbying. The sad truth is that the information we get about health often has more to do with politics and money than with science and fact. Meat eaters are misinformed for good reason. Most companies involved in the meat business are represented by one of three lobbying groups: the American Meat Institute, the National Meat Association, and the National Cattlemen’s Beef Association. Their influence goes right to the top.

content represented a lot of different types of knowledge from a variety of groups: marketing-generated content in the form of corporate presentations; content generated by product management and engineering in the form of product knowledge; content generated by subject-matter experts from weekly company calls that are recorded and shared; user-generated content from individual contributors like salespeople; executive-generated content, including business plans and quarterly goals; and customer-generated content from customer interviews and stories. Kelly then said that the sum total of this content is what makes his company who they are. He said that it was bigger than their culture, that it was their secret sauce.

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?

Free” has an incredible power that no other pricing does. The Duke behavioral economist Dan Ariely wrote about the power of free in his excellent book Predictably Irrational, describing an experiment in which he offered research subjects the choice of a Lindt chocolate truffle for 15 cents or a Hershey’s Kiss for a mere penny. Nearly three-fourths of the subjects chose the premium truffle rather than the humble Kiss. But when Ariely changed the pricing so that the truffle cost 14 cents and the Kiss was free—the same price differential—more than two-thirds of the subjects chose the inferior (but free) Kisses. The incredible power of free makes it a valuable tool for distribution and virality. It also plays an important role in jump-starting network effects by helping a product achieve the critical mass of users that is required for those effects to kick in. At LinkedIn, we knew that our basic accounts had to be free if we wanted to get to the million users we theorized represented critical mass. Sometimes you can offer a product for free and still be profitable; in the advertising-driven business model, a large enough mass of free users can be valuable even if they never pay for your service. Facebook, for example, doesn’t charge its users a dime, but it is able to generate large amounts of high-gross-margin revenue by selling targeted advertising. But sometimes a product doesn’t lend itself to the advertising model, as is the case with many services used by students and educators. Without third-party revenue, the problem with offering your product to users for free is that you can’t offset your lack of sales by “making it up in volume.

If you were in the railroad industry, would you be more interested in the business of laying the tracks or delivering the freight? One element is discrete and transactional (how many new rail lines do you really need?); the other represents ongoing value. A new management team at Cisco decided to go all-in on services, which by definition meant subscriptions. But how do you sell routers and switches on a subscription basis? By focusing on the data inside all that hardware—the freight, not the tracks. Cisco’s latest set of Catalyst hardware comes embedded with machine learning and an analytics software platform that helps companies solve huge inefficiencies by reducing network provisioning times, preventing security breaches, and minimizing operating expenses.

When I talk about medicine and mental health to large audiences, I often start with the following imagery and facts: think of a woman you know who is radiantly healthy. I bet your intuition tells you she sleeps and eats well, finds purpose in her life, is active and fit, and finds time to relax and enjoy the company of others. I doubt you envision her waking up to prescription bottles, buoying her way through the day with caffeine and sugar, feeling anxious and isolated, and drinking herself to sleep at night. All of us have an intuitive sense of what health is, but many of us have lost the roadmap to optimal health, especially the kind of health that springs forth when we simply clear a path for it. The fact that one in four American women in the prime of their life is dispensed medication for a mental health condition represents a national crisis.1

Jeff Dahl, a lawyer who worked personal injury claims in Florida for more than a decade, illustrates the ways that stagecraft—while manipulative—can be in everyone’s best interest. Florida, like many other states, likes to see lawsuits handled through mediation rather than cluttering up the court system. One time Dahl was serving as mediator between a thirty-year-old plaintiff, who had been injured in an automobile accident, and an insurance company. Dahl put the plaintiff and his lawyer in one room, and the insurance representative across the hall in another room. Both rooms had glass walls and afforded a full view of the opposing party. Dahl spent the better part of the next two hours moving from one room to the other, patiently hearing out each side and validating their concerns. The insurance company agreed to pay seventy thousand dollars, which Dahl knew was exactly the figure the plaintiff wanted, so Dahl expected to conclude the deal. Unfortunately, when the plaintiff received the offer he became temporarily intoxicated by the prospect of money and indicated that he wanted to hold out for more. Dahl knew that the insurance representative was not authorized to pay additional money. Fearing that the mediation would devolve into a bitter lawsuit, Dahl opted to engage in a little drama. Dahl marched into the room where the insurance rep sat waiting to hear that the plaintiff had accepted his offer. Instead of relaying the fact that the plaintiff now wanted even more money, Dahl said, “I need to know you are serious about this seventy thousand dollars and that it’s your best offer. If this is truly the case, you can communicate that to me in earnest by packing up your briefcase and leaving. After all, there is nothing more for us to do here.” At Dahl’s suggestion, the rep began packing to leave. Dahl used this opportunity to rush, panicked, to the plaintiff across the hall. “Oh no!” Dahl warned, “The rep is leaving and taking his offer with him! You’d better agree to the deal quickly, so that everyone can go home happy.” Minutes later, the parties got together to sign the papers. It’s important to remember that while what Dahl did was manipulative in the purest sense of the word, it was also intended to benefit all parties equally—and it succeeded in doing so.

Your committee is satisfied from the proofs submitted ... that there is an established and well defined identity and community of interest between a few leaders of finance ... which has resulted in great and rapidly growing concentration of the control of money and credit in the hands of these few men.... Under our system of issuing and distributing corporate securities the investing public does not buy directly from the corporation. The securities travel from the issuing house through middlemen to the investor. It is only the great banks or bankers with access to the mainsprings of the concentrated resources made up of other people's money, in the banks, trust companies, and life insurance companies, and with control of the machinery for creating markets and distributing securities, who have had the power to underwrite or guarantee the sale of large-scale security issues. The men who through their control over the funds of our railroad and industrial companies are able to direct where such funds shall be kept, and thus to create these great reservoirs of the people's money are the ones who are in a position to tap those reservoirs for the ventures in which they are interested and to prevent their being tapped for purposes which they do not approve.... When we consider, also, in this connection that into these reservoirs of money and credit there flow a large part of the reserves of the banks of the country, that they are also the agents and correspondents of the out-of-town banks in the loaning of their surplus funds in the only public money market of the country, and that a small group of men and their partners and associates have now further strengthened their hold upon the resources of these institutions by acquiring large stock holdings therein, by representation on their boards and through valuable patronage, we begin to realize something of the extent to which this practical and effective domination and control over our greatest financial, railroad and industrial corporations has developed, largely within the past five years, and that it is fraught with peril to the welfare of the country.3 Such was the nature of the wealth and power represented by those six men who gathered in secret that night and travelled in the luxury of Senator Aldrich's private car.

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