Retaining Business Quotes

I wish that all nations may recover and retain their independence; that those which are overgrown may not advance beyond safe measures of power, that a salutary balance may be ever maintained among nations, and that our peace, commerce, and friendship, may be sought and cultivated by all. It is our business to manufacture for ourselves whatever we can, to keep our markets open for what we can spare or want; and the less we have to do with the amities or enmities of Europe, the better. Not in our day, but at no distant one, we may shake a rod over the heads of all, which may make the stoutest of them tremble. But I hope our wisdom will grow with our power, and teach us, that the less we use our power, the greater it will be.

If you want to retain your customers, attract more customers, and don’t want to unnecessarily spend your budget in marketing campaigns which will fail because of your increasing number of dissatisfied customers, start working on your customer service strategy right now.

The natural inclination of a child is to take pleasure in the use of the mind no less than of the body. The child's primary business is learning. It is also the primary entertainment. To retain that orientation into adulthood, so that consciousness is not a burden but a joy, is the mark of the successfully developed human being.

Dearest creature in creation, Study English pronunciation. I will teach you in my verse Sounds like corpse, corps, horse, and worse. I will keep you, Suzy, busy, Make your head with heat grow dizzy. Tear in eye, your dress will tear. So shall I! Oh hear my prayer. Just compare heart, beard, and heard, Dies and diet, lord and word, Sword and sward, retain and Britain. (Mind the latter, how it’s written.) Now I surely will not plague you With such words as plaque and ague. But be careful how you speak: Say break and steak, but bleak and streak; Cloven, oven, how and low, Script, receipt, show, poem, and toe. Hear me say, devoid of trickery, Daughter, laughter, and Terpsichore, Typhoid, measles, topsails, aisles, Exiles, similes, and reviles; Scholar, vicar, and cigar, Solar, mica, war and far; One, anemone, Balmoral, Kitchen, lichen, laundry, laurel; Gertrude, German, wind and mind, Scene, Melpomene, mankind. Billet does not rhyme with ballet, Bouquet, wallet, mallet, chalet. Blood and flood are not like food, Nor is mould like should and would. Viscous, viscount, load and broad, Toward, to forward, to reward. And your pronunciation’s OK When you correctly say croquet, Rounded, wounded, grieve and sieve, Friend and fiend, alive and live. Ivy, privy, famous; clamour And enamour rhyme with hammer. River, rival, tomb, bomb, comb, Doll and roll and some and home. Stranger does not rhyme with anger, Neither does devour with clangour. Souls but foul, haunt but aunt, Font, front, wont, want, grand, and grant, Shoes, goes, does. Now first say finger, And then singer, ginger, linger, Real, zeal, mauve, gauze, gouge and gauge, Marriage, foliage, mirage, and age. Query does not rhyme with very, Nor does fury sound like bury. Dost, lost, post and doth, cloth, loth. Job, nob, bosom, transom, oath. Though the differences seem little, We say actual but victual. Refer does not rhyme with deafer. Foeffer does, and zephyr, heifer. Mint, pint, senate and sedate; Dull, bull, and George ate late. Scenic, Arabic, Pacific, Science, conscience, scientific. Liberty, library, heave and heaven, Rachel, ache, moustache, eleven. We say hallowed, but allowed, People, leopard, towed, but vowed. Mark the differences, moreover, Between mover, cover, clover; Leeches, breeches, wise, precise, Chalice, but police and lice; Camel, constable, unstable, Principle, disciple, label. Petal, panel, and canal, Wait, surprise, plait, promise, pal. Worm and storm, chaise, chaos, chair, Senator, spectator, mayor. Tour, but our and succour, four. Gas, alas, and Arkansas. Sea, idea, Korea, area, Psalm, Maria, but malaria. Youth, south, southern, cleanse and clean. Doctrine, turpentine, marine. Compare alien with Italian, Dandelion and battalion. Sally with ally, yea, ye, Eye, I, ay, aye, whey, and key. Say aver, but ever, fever, Neither, leisure, skein, deceiver. Heron, granary, canary. Crevice and device and aerie. Face, but preface, not efface. Phlegm, phlegmatic, ass, glass, bass. Large, but target, gin, give, verging, Ought, out, joust and scour, scourging. Ear, but earn and wear and tear Do not rhyme with here but ere. Seven is right, but so is even, Hyphen, roughen, nephew Stephen, Monkey, donkey, Turk and jerk, Ask, grasp, wasp, and cork and work. Pronunciation (think of Psyche!) Is a paling stout and spikey? Won’t it make you lose your wits, Writing groats and saying grits? It’s a dark abyss or tunnel: Strewn with stones, stowed, solace, gunwale, Islington and Isle of Wight, Housewife, verdict and indict. Finally, which rhymes with enough, Though, through, plough, or dough, or cough? Hiccough has the sound of cup. My advice is to give up!!!

Well, I know, of course, how important it is not to keep a business engagement, if one wants to retain any sense of the beauty of life.

Engaged employees are more productive, innovative, and committed to the company's success. They become passionate advocates for your brand and contribute to a positive work environment that attracts and retains top talent.

When we act upon capital as stewards, we not only retain it - we multiply it. We grow it. We expand it. And we perpetuate it to impact more and more lives in meaningful ways.

And, indeed, this is the odd thing that is continually happening: there are continually turning up in life moral and rational persons, sages and lovers of humanity who make it their object to live all their lives as morally and rationally as possible, to be, so to speak, a light to their neighbours simply in order to show them that it is possible to live morally and rationally in this world. And yet we all know that those very people sooner or later have been false to themselves, playing some queer trick, often a most unseemly one. Now I ask you: what can be expected of man since he is a being endowed with strange qualities? Shower upon him every earthly blessing, drown him in a sea of happiness, so that nothing but bubbles of bliss can be seen on the surface; give him economic prosperity, such that he should have nothing else to do but sleep, eat cakes and busy himself with the continuation of his species, and even then out of sheer ingratitude, sheer spite, man would play you some nasty trick. He would even risk his cakes and would deliberately desire the most fatal rubbish, the most uneconomical absurdity, simply to introduce into all this positive good sense his fatal fantastic element. It is just his fantastic dreams, his vulgar folly that he will desire to retain, simply in order to prove to himself--as though that were so necessary-- that men still are men and not the keys of a piano, which the laws of nature threaten to control so completely that soon one will be able to desire nothing but by the calendar. And that is not all: even if man really were nothing but a piano-key, even if this were proved to him by natural science and mathematics, even then he would not become reasonable, but would purposely do something perverse out of simple ingratitude, simply to gain his point. And if he does not find means he will contrive destruction and chaos, will contrive sufferings of all sorts, only to gain his point!

Financial health is the lifeblood of any organization. It's the engine that drives growth, innovation, and long-term sustainability. A company's financial performance determines its ability to invest in new products or services, attract and retain top talent, weather economic downturns, and ultimately, fulfill its mission.

For their never-ending endeavours to obtain or retain wealth, countries desperately need companies, because they—unlike most human beings—have the means of production, and human beings, because they—unlike all companies—have the means of reproduction.

Dale noticed a good amount of café patrons venomously staring at him as he returned to his table after the verbal altercation. He could care less about other people’s judgments, and most of these people weren’t even people. They were sub-people with sub-par ideologies, and he was willing to bet half of them didn’t even think that spectacle at the counter was reality, being that they were currently frying, stoned, blazed, tripping, or in some other way mentally incapacitated. Cocaine was the only drug Dale honored because it allowed him to retain his focus, didn’t cloud the mind with distortions, was expensive, and went hand in hand with any successful Wall Street executive.

A company can’t have a great culture without authentic leadership. #MagneticAdvantage

Liquidity is essential in business. So many businesses fail because of a failure to retain liquidity. But the principle is simple - to get things done, businesses need access to cash and capital. And without that access to cash and capital the business will fail because it won't be able to find it's operations.

Before, Sazed had looked at the doctrines themselves. This time, he found himself studying the people who had believed, or what he could find of them. As he read their words over again in his mind, he began to see something. The faiths he had looked at, they couldn't be divorced from the people who had adhered to them. In the abstract, those religions were stale. However, as he read the words of the people—really read them—he began to see patterns. Why did they believe? Because they saw miracles. Things one man took as chance, a man of faith took as a sign. A loved one recovering from disease, a fortunate business deal, a chance meeting with a long lost friend. It wasn't the grand doctrines or the sweeping ideals that seemed to make believers out of men. It was the simple magic in the world around them. What was it Spook said? Sazed thought, sitting in the shadowy kandra cavern. That faith was about trust. Trusting that somebody was watching. That somebody would make it all right in the end, even though things looked terrible at the moment. To believe, it seemed, one had to want to believe. It was a conundrum, one Sazed had wrestled with. He wanted someone, something, to force him to have faith. He wanted to have to believe because of the proof shown to him. Yet, the believers whose words now filled his mind would have said he already had proof. Had he not, in his moment of despair, received an answer? As he had been about to give up, TenSoon had spoken. Sazed had begged for a sign, and received it. Was it chance? Was it providence? In the end, apparently, it was up to him to decide. He slowly returned the letters and journals to his metalminds, leaving his specific memory of them empty—yet retaining the feelings they had prompted in him. Which would he be? Believer or skeptic? At that moment, neither seemed a patently foolish path. I do want to believe, he thought. That's why I've spent so much time searching. I can't have it both ways. I simply have to decide. Which would it be? He sat for a few moments, thinking, feeling, and—most important—remembering. I sought help, Sazed thought. And something answered. Sazed smiled, and everything seemed a little bit brighter. Breeze was right, he thought, standing and organizing his things as he prepared to go. I was not meant to be an atheist.

After the sureties of youth there sets in a period of intense and intolerable complexity. With the soda-jerker this period is so short as to be almost negligible. Men higher in the scale hold out longer in the attempt to preserve the ultimate niceties of relationship, to retain "impractical" ideas of integrity. But by the late twenties the business has grown too intricate, and what has hitherto been imminent and confusing has become gradually remote and dim. Routine comes down like twilight on a harsh landscape, softening it until it is tolerable. The complexity is too subtle, too varied; the values are changing utterly with each lesion of vitality; it has begun to appear that we can learn nothing from the past with which to face the future - so we cease to be impulsive, convincible men, interested in what is ethically true by fine margins, we substitute rules of conduct for rules of integrity, we value safety above romance, we become, quite unconsciously, pragmatic. It is left to the few to be persistently concerned with the nuances of relationships - and even this few only in certain hours especially set aside for the task.

The most perfect character is supposed to lie between those extremes; retaining an equal ability and taste for books, company, and business; preserving in conversation that discernment and delicacy which arise from polite letters; and in business, that probity and accuracy which are the natural result of a just philosophy.

Remarkably, until the passage of the Representation of the People Act of 1949, Britain retained plural voting for graduates of elite universities and business owners.

On the other hand it is possible that human control over the machines may be retained. In that case the average man may have control over certain private machines of his own, such as his car of his personal computer, but control over large systems of machines will be in the hands of a tiny elite -- just as it is today, but with two difference. Due to improved techniques the elite will have greater control over the masses; and because human work will no longer be necessary the masses will be superfluous, a useless burden on the system. If the elite is ruthless the may simply decide to exterminate the mass of humanity. If they are humane they may use propaganda or other psychological or biological techniques to reduce the birth rate until the mass of humanity becomes extinct, leaving the world to the elite. Or, if the elite consist of soft-hearted liberals, they may decide to play the role of good shepherds to the rest of the human race. They will see to it that everyone's physical needs are satisfied, that all children are raised under psychologically hygienic conditions, that everyone has a wholesome hobby to keep him busy, and that anyone who may become dissatisfied undergoes "treatment" to cure his "problem." Of course, life will be so purposeless that people will have to be biologically or psychologically engineered either to remove their need for the power process or to make them "sublimate" their drive for power into some harmless hobby. These engineered human beings may be happy in such a society, but they most certainly will not be free. They will have been reduced to the status of domestic animals.

I have the advantage of knowing your habits, my dear Watson," said he. "When your round is a short one you walk, and when it is a long one you use a hansom. As I perceive that your boots, although used, are by no means dirty, I cannot doubt that you are at present busy enough to justify the hansom." "Excellent!" I cried. "Elementary," said he. "It is one of those instances where the reasoner can produce an effect which seems remarkable to his neighbour, because the latter has missed the one little point which is the basis of the deduction. The same may be said, my dear fellow, for the effect of some of these little sketches of yours, which is entirely meretricious, depending as it does upon your retaining in your own hands some factors in the problem which are never imparted to the reader.

Provide significant value to each subscriber on a regular basis. 2. Build a subscriber base and continually attract new subscribers to compensate for attrition. 3. Bill customers on a recurring basis. 4. Retain each subscriber as long as possible.

As I’ve reviewed Schwab’s work, he reminds me of a stage magician, diverting your attention with one hand, so you don’t see what he’s doing with the other. It’s easy to be fooled, as Schwab is comfortable with the kind of gee-whiz, ain’t it cool, upbeat, pop psychology business books that were once so popular. One can view him as a well-trained persuader, but once you see the game he’s playing, it’s difficult to retain any respect for him.

Now I ask you: what can be expected of man since he is a being endowed with strange qualities? Shower upon him every earthly blessing, drown him in a sea of happiness, so that nothing but bubbles of bliss can be seen on the surface; give him economic prosperity, such that he should have nothing else to do but sleep, eat cakes and busy himself with the continuation of his species, and even then out of sheer ingratitude, sheer spite, man would play you some nasty trick. He would even risk his cakes and would deliberately desire the most fatal rubbish, the most uneconomical absurdity, simply to introduce into all this positive good sense his fatal fantastic element. It is just his fantastic dreams, his vulgar folly that he will desire to retain, simply in order to prove to himself—as though that were so necessary—that men still are men and not the keys of a piano, which the laws of nature threaten to control so completely that soon one will be able to desire nothing but by the calendar. And that is not all: even if man really were nothing but a piano-key, even if this were proved to him by natural science and mathematics, even then he would not become reasonable, but would purposely do something perverse out of simple ingratitude, simply to gain his point. And if he does not find means he will contrive destruction and chaos, will contrive sufferings of all sorts, only to gain his point! He will launch a curse upon the world, and as only man can curse (it is his privilege, the primary distinction between him and other animals), may be by his curse alone he will attain his object—that is, convince himself that he is a man and not a piano-key! If you say that all this, too, can be calculated and tabulated—chaos and darkness and curses, so that the mere possibility of calculating it all beforehand would stop it all, and reason would reassert itself, then man would purposely go mad in order to be rid of reason and gain his point! I believe in it, I answer for it, for the whole work of man really seems to consist in nothing but proving to himself every minute that he is a man and not a piano-key! It may be at the cost of his skin, it may be by cannibalism! And this being so, can one help being tempted to rejoice that it has not yet come off, and that desire still depends on something we don’t know?

just as water retains no constant shape, so in warfare there are no constant conditions.

Businesses must approach every support interaction as an opportunity to acquire, retain, or up-sell.

you have to accept that no matter where you work, you are not an employee—you are in a business with one employee: yourself. You are in competition with millions of similar businesses. There are millions of others all over the world, picking up the pace, capable of doing the same work that you can do and perhaps more eager to do it. Now, you may be tempted to look around your workplace and point to your fellow workers as rivals, but they are not. They are outnumbered—a thousand to one, one hundred thousand to one, a million to one—by people who work for organizations that compete with your firm. So if you want to work and continue to work, you must continually dedicate yourself to retaining your individual competitive advantage.

When you create a hospitality-first culture, everything about your business improves—whether that means finding and retaining great talent, turning customers into raving fans, or increasing your profitability

Though inclination be as sharp as will, my stronger guilt defeats my strong intent, and, like a man to double business bound, I stand in pause where I shall first begin, and both neglect... May one be pardoned and retain th' offense?... O limed soul that, struggling to be free, art more engaged!

One of the great differences between childhood and manhood is that we come to like our work more than our play. It becomes to us if not the chief pleasure at least the chief interest of our lives, and even when it is not this, an essential condition of our happiness. Few lives produce so little happiness as those that are aimless and unoccupied. Apart from all considerations of right and wrong, one of the first conditions of a happy life is that it should be a full and busy one, directed to the attainment of aims outside ourselves....the first great rule is that we must do something – that life must have a purpose and an aim – that work should be not merely occasional and spasmodic, but steady and continuous. Pleasure is a jewel which will only retain its luster when it is in a setting of work, and a vacant life is one of the worst of pains, though the islands of leisure that stud a crowded, well-occupied life may be among the things to which we look back with the greatest delight.

Since knowledge and ideas are an important part of cultural heritage, social interaction and business transactions, they retain a special value for many societies. Logically, if the associated electronically formatted information is valued, preventive and detective measures are necessary to ensure minimum organizational impact from an IPR security breach.

Do you really believe the past is past? I think the past might be our future, that we’re busy laying the groundwork for new Dachaus, new Auschwitzes, all in the name of compassion, progress, justice, prosperity. Of the hard lessons that humanity learns, how many are retained? How very few? The passion of angry ideologues, the ignorance of the arrogant, the ferocity of utopians—how can such people lead the world to anything but its end?

India is a land where contradictions will continue to abound, because there are many Indias that are being transformed, with different levels of intensity, by different forces of globalization. Each of these Indias is responding to them in different ways. Consider these coexisting examples of progress and status quo: India is a nuclear-capable state that still cannot build roads that will survive their first monsoon. It has eradicated smallpox through the length and breadth of the country, but cannot stop female foeticide and infanticide. It is a country that managed to bring about what it called the ‘green revolution’, which heralded food grain self-sufficiency for a nation that relied on external food aid and yet, it easily has the most archaic land and agricultural laws in the world, with no sign of anyone wanting to reform them any time soon. It has hundreds of millions of people who subsist on less that a dollar a day, but who vote astutely and punish political parties ruthlessly. It has an independent judiciary that once set aside even Indira Gandhi’s election to parliament and yet, many members of parliament have criminal records and still contest and win elections from prison. India is a significant exporter of intellectual capital to the rest of the world—that capital being spawned in a handful of world class institutions of engineering, science and management. Yet it is a country with primary schools of pathetic quality and where retaining children in school is a challenge. India truly is an equal opportunity employer of women leaders in politics, but it took over fifty years to recognize that domestic violence is a crime and almost as long to get tough with bride burning. It is the IT powerhouse of the world, the harbinger of the offshore services revolution that is changing the business paradigms of the developed world. But regrettably, it is also the place where there is a yawning digital divide.

Yevgeny Dvoskin – Brighton Beach mobster who became one of Russia’s most notorious ‘shadow bankers’ after moving back to Moscow with his uncle, Ivankov, joining forces with the Russian security services to funnel tens of billions of dollars in ‘black cash’ into the West. Felix Sater – Dvoskin’s best friend since childhood. Became a key business partner of the Trump Organization, developing a string of properties for Trump, all the while retaining high-level contacts in Russian intelligence.

Imagine that you are asked to retain a list of seven digits for a minute or two. You are told that remembering the digits is your top priority. While your attention is focused on the digits, you are offered a choice between two desserts: a sinful chocolate cake and a virtuous fruit salad. The evidence suggests that you would be more likely to select the tempting chocolate cake when your mind is loaded with digits. System 1 has more influence on behavior when System 2 is busy, and it has a sweet tooth.

If any of our refined and Christian readers object to the society into which this scene introduces them, let us beg them to begin and conquer their prejudices in time. The catching business, we beg to remind them, is rising to the dignity of a lawful and patriotic profession. If all the broad land between the Mississippi and the Pacific becomes one great market for bodies and souls, and human property retains the locomotive tendencies of this nineteenth century, the trader and catcher may yet be among our aristocracy.

Now I ask you: what can be expected of man since he is a being endowed with strange qualities? Shower upon him every earthly blessing, drown him in a sea of happiness, so that nothing but bubbles of bliss can be seen on the surface; give him economic prosperity, such that he should have nothing else to do but sleep, eat cakes and busy himself with the continuation of his species, and even then out of sheer ingratitude, sheer spite, man would play you some nasty trick. He would even risk his cakes and would deliberately desire the most fatal rubbish, the most uneconomical absurdity, simply to introduce into all this positive good sense his fatal fantastic element. It is just his fantastic dreams, his vulgar folly that he will desire to retain, simply in order to prove to himself—as though that were so necessary—that men still are men and not the keys of a piano, which the laws of nature threaten to control so completely that soon one will be able to desire nothing but by the calendar. And that is not all: even if man really were nothing but a piano-key, even if this were proved to him by natural science and mathematics, even then he would not become reasonable, but would purposely do something perverse out of simple ingratitude, simply to gain his point. And if he does not find means he will contrive destruction and chaos, will contrive sufferings of all sorts, only to gain his point! He will launch a curse upon the world, and as only man can curse (it is his privilege, the primary distinction between him and other animals), may be by his curse alone he will attain his object—that is, convince himself that he is a man and not a piano-key! If you say that all this, too, can be calculated and tabulated—chaos and darkness and curses, so that the mere possibility of calculating it all beforehand would stop it all, and reason would reassert itself, then man would purposely go mad in order to be rid of reason and gain his point! I believe in it, I answer for it, for the whole work of man really seems to consist in nothing but proving to himself every minute that he is a man and not a piano-key!

Be big enough to offer the truth to people and if it short circuits them I think that's tragic. I think that's sad but, I will not strike no unholy bargains to self erase. I wont do it. I don't care how many people fucked up their lives. I don't care how many bad choices people have made. I don't care how much pettiness they've consumed and spat out. I don't care how much viciousness , rage, abuse, spanking they've dealt out. I am gonna tell the truth as I see it and I'm going to be who I fucking am and if that causes the world to shift in it's orbit and half the evil people get thrown off the planet and up into space well, you shouldn't of been standing in evil to begin with because, there is gravity in goodness. So, sorry; I have to be who I am. Everyone ells is taken. There is no other place I can go than in my own head. I can't jump from skull to skull until I find one that suits bad people around me better. I don't have that choice. So, be your fucking self. Speak your truth and if there are people around you who tempt you with nonexistence , blast through that and give them the full glory of who you are. Do not withhold yourself from the world. Do not piss on the incandescent gift of your existence. Don't drown yourself in the petty fog and dustiness of other peoples ancient superstitions, beliefs, aggressions, culture, and crap. No, be a flare. We're all born self expressive. We are all born perfectly comfortable with being incredibly inconvenient to our parents. We shit, piss, wake up at night, throw up on their shoulders, scream, and cry. We are in our essence, in our humanity, perfectly comfortable with inconveniencing others. That's how we are born. That's how we grow. That's how we develop. Well, I choose to retain the ability to inconvenience the irrational. You know I had a cancer in me last year and I'm very glad that the surgeons knife and the related medicines that I took proved extremely inconvenient to my cancer and I bet you my cancer was like "Aw shit. I hate this stuff man." Good. I'm only alive because medicine and surgery was highly inconvenient to the cancer within me. That's the only reason I'm alive. So, be who you are. If that's inconvenient to other people that's their goddamn business, not yours. Do not kill yourself because other people are dead. Do not follow people into the grave. Do not atomize yourself because, others have shredded themselves into dust for the sake of their fears and their desire to conform with the history of the dead.

Sunday after church, all the sisters, sisters-in-law, wives kissing and patting, swatting at each other's children and at the same time loving them and rubbing their little round heads, women comparing and swapping babies, and all the men gathering and talking business, wool, yarn, lengths, shipping, bloody Flemings, fishing rights, brewing, annual turnover, nice timely information, favour-for-favour, little sweeteners, little retainers, my attorney says … That's what it should be like, married to Morgan Williams, with the Williamses being a big family in Putney … But somehow it's not been like that. Walter has spoiled it all.

False dichotomies are undisciplined thought. In the words of F. Scott Fitzgerald, “The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.” Builders of greatness are comfortable with paradox. They don’t oppress themselves with what we call the “Tyranny of the OR,” which pushes people to believe that things must be either A OR B, but not both. Instead, they liberate themselves with the “Genius of the AND.” Undisciplined thinkers force debates into stark “Tyranny of the OR” choices; disciplined thinkers expand the conversation to create Genius of the AND solutions.

[W]e can't attack hard enough those wretched criminals who would prefer to make religion provide political, or rather business, services for them. The impudent liars who do this profess their faith before the whole world in stentorian tones, so that all sinners may hear--not that they are ready to die for it, but rather that they may live all the better. They are ready to sell their faith for a single political swindle. For ten parliamentary mandates, they would ally themselves with the Marxists, who are the mortal foes of all religion. And for a seat in the cabinet, they would enter into marriage with the devil--if the latter hadn't still retained some traces of decency.

Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers. They stop us from collaborating effectively with partners. They erode our teams’ performance. They can also lead to costly lawsuits.

Several psychological studies have shown that people who are simultaneously challenged by a demanding cognitive task and by a temptation are more likely to yield to the temptation. Imagine that you are asked to retain a list of seven digits for a minute or two. You are told that remembering the digits is your top priority. While your attention is focused on the digits, you are offered a choice between two desserts: a sinful chocolate cake and a virtuous fruit salad. The evidence suggests that you would be more likely to select the tempting chocolate cake when your mind is loaded with digits. System 1 has more influence on behavior when System 2 is busy, and it has a sweet tooth.

Enviva used impact quantification in its introduction and later under its climate change theme. It makes the point that it has avoided the release of 31 million metric tons of carbon dioxide equivalent emissions since its inception and equates them to four equivalent metrics. 3.5 billion gallons of gasoline not consumed. 34.5 billion pounds of coal not burned. 72.4 million barrels of oil not consumed. 5.3 million homes not using electricity for one year. This use of impacts is part of the straight line it draws from the 16 million metric tons of coal displaced to the avoided emissions and the equivalent measures. All of this illustrates its role in providing biomass to help customers reduce their carbon footprint.

received a message on LinkedIn from an IBM executive who wrote, “Pat, I’ve been at IBM for a while and I have been following your content for a few years. I make good money, but I really want to be an entrepreneur. However, I have a wife and three kids and I’m kind of worried about them. What should I do?” We emailed back and forth for a while, and I asked him questions about who he wanted to be. He began to see that intrapreneurship looked like the ideal choice for him. This is when you’re part of a company and create a new business unit, lead a new initiative, or work out incentives that reward you for driving growth and innovation. In some cases, it might just mean being so indispensable that a company has to pay you equity to retain you.

like a stormy sea at best. 81. Making Cents of It All With over 1,500 projects under my belt as a freelancer and business owner, saying that I’ve experimented with pricing structures may be the understatement of the year. In my early years, nearly everything was based on a fixed bid. As my client list grew, I began landing some hourly gigs, retainers, and some dedicated resource structures. Each of these pricing structures has pros and cons, for you as a designer as well as for your client. Understanding these pricing structures, explaining them clearly to your clients, and choosing the right one for the job can make the difference between a blissful client experience and your worst nightmare. Fixed Bid Fixed-bid pricing is a set scope of work with a fixed price. You tell

Stand back far enough, and the absurdity of this enterprise makes you wonder about the sanity of our species. But consider: When millers mill wheat, they scrupulously sheer off the most nutritious parts of the seed—the coat of bran and the embryo, or germ, that it protects—and sell that off, retaining the least nourishing part to feed us. In effect, they’re throwing away the best 25 percent of the seed: The vitamins and antioxidants, most of the minerals, and the healthy oils all go to factory farms to feed animals, or to the pharmaceutical industry, which recovers some of the vitamins from the germ and then sells them back to us—to help remedy nutritional deficiencies created at least in part by white flour. A terrific business model, perhaps, but terrible biology. Surely

[Northerners] took over the Southern myth and themselves began to revel in it. This acceptance was to culminate in Gone With the Wind, the enormous success of which novel makes a curious counterbalance to that of Uncle Tom's Cabin. But it began in the Century of the eighties with the stories of Thomas Nelson Page. Though Page had been only twelve at the end of the Civil War, so had had little experience of the old regime, he really invented for the popular mind Old Massa and Mistis and Meh Lady, with their dusky-skinned adoring retainers. The Northerners, after the shedding of so much blood, illogically found it soothing to be told that slavery had not been so bad, that the Negroes were a lovable but simple race, whose business was to work for whites. And Page also struck in his stories a note of reconciliation that everybody wanted to hear: he cooked up romances between young Northern officers, as gentlemanly as any Southerner, and spirited plantation beauties who might turn out to be the young men's cousins and who in any case would marry them after the war.

All Corpo universities were to have the same curriculum, entirely practical and modern, free of all snobbish tradition. Entirely omitted were Greek, Latin, Sanskrit, Hebrew, Biblical study, archaeology, philology; all history before 1500—except for one course which showed that, through the centuries, the key to civilization had been the defense of Anglo-Saxon purity against barbarians. Philosophy and its history, psychology, economics, anthropology were retained, but, to avoid the superstitious errors in ordinary textbooks, they were to be conned only in new books prepared by able young scholars under the direction of Dr. Macgoblin. Students were encouraged to read, speak, and try to write modern languages, but they were not to waste their time on the so-called “literature"; reprints from recent newspapers were used instead of antiquated fiction and sentimental poetry. As regards English, some study of literature was permitted, to supply quotations for political speeches, but the chief courses were in advertising, party journalism, and business correspondence, and no authors before 1800 might be mentioned, except Shakespeare and Milton.

This Socratic possibility of beginning wherever he might find himself — although when actualized in life it would as often as not go unnoticed by the multitude, for whom it always remained a mystery how they had come to discuss this or that subject, since their investigations more often began and ended at a stagnated horse pond; this steady Socratic perspective for which no subject was so compact that he could not instantly see the Idea in it — and this not hesitatingly but with immediate certainty, yet also having a practised eye for the apparent abbreviations of perspective and so did not draw the object to him surreptitiously, but simply retained the same ultimate prospect while it emerged step by step for the listener and onlooker; this Socratic parsimony which formed such a biting opposition to the empty noise and undigested fodder of the Sophists — all this is what one must wish that Xenophon had let us feel in Socrates. And what a life would thereby have been depicted when in the midst of the busy labour of the artisans, the braying of the pack animals, one had seen the divine web which Socrates worked into the very fibre of existence.

As with other childlike traits, human adults remain playful and trusting in a way that looks a lot more like Labradors than adult wolves or chimpanzees. When a grown wolf or a chimp bares its teeth, you’d better run. Humans, even adult humans, are by and large more into chasing balls than establishing dominance. The readiness with which we play with our friends and acquaintances and even strangers is remarkable, even though verbal banter or wordplay tends to gradually displace physical wrestling. When I joke with the hot dog vendor about his pathetic loyalty to the Mets, as evinced by the baseball cap he is wearing, we become very much like two dogs wrestling in a park: My verbal jabs are play-serious, not meant to genuinely wound, and the successful banter establishes an ephemeral but important trust connection in the midst of a busy metropolis. Insult a chimpanzee’s favorite baseball team, on the other hand, and you’re likely to lose an arm. The fact that humans retain into adulthood the complex and sophisticated cognitive machinery required to play, and in fact continue to enjoy playing with others, is a reflection of the profound importance of trust in human affairs.

Peter took no notice of the skulking throng, but strode up to the brawling, bully-ruffian, and pulling out a huge silver watch, which might have served in times of yore as a town-clock, and which is still retained by his descendants as a family curiosity, requested the orator to mend it and set it going. The orator humbly confessed it was utterly out of his power, as he was unacquainted with the nature of its construction. "Nay, but," said Peter, "try your ingenuity, man; you see all the springs and wheels and how easily the clumsiest hand may stop it, and pull it to pieces, and why should it not be equally easy to regulate as to stop it?" The orator declared that his trade was wholly different—that he was a poor cobbler, and had never meddled with a watch in his life—that there were men skilled in the art whose business it was to attend to those matters, but for his part he should only mar the workmanship, and put the whole in confusion. "Why, harkee, master of mine," cried Peter, turning suddenly upon him with a countenance that almost petrified the patcher of shoes into a perfect lapstone, "dost thou pretend to meddle with the movements of government to regulate, and correct, and patch,

What’s the best thing you’ve done in your work and career? In business decision-making, certainly one of your highlights was licensing your computer operating system to IBM for almost no money, provided you could retain the right to license the system to other computer manufacturers as well. IBM was happy to agree because, after all, nobody would possibly want to compete with the most powerful company in the world, right? With that one decision, your system and your company became dominant throughout the world, and you, Bill Gates, were on your way to a net worth of more than $60 billion. Or maybe you’d like to look at your greatest career achievement from a different angle. Instead of focusing on the decision that helped you make so much money, maybe you’d like to look at the decision to give so much of it away. After all, no other person in history has become a philanthropist on the scale of Bill Gates. Nations in Africa and Asia are receiving billions of dollars in medical and educational support. This may not be as well publicized as your big house on Lake Washington with its digitalized works of art, but it’s certainly something to be proud of. Determining your greatest career achievement is a personal decision. It can be something obvious or something subtle. But it should make you proud of yourself when you think of it. So take a moment, then make your choice.

The mythical ‘butterfly effect’ does exist, but we don’t spend enough time butterfly hunting. Here are some recent butterfly effect discoveries, from my own experience: A website adds a single extra option to its checkout procedure – and increases sales by $300m per year. An airline changes the way in which flights are presented – and sells £8m more of premium seating per year. A software company makes a seemingly inconsequential change to call-centre procedure – and retains business worth several million pounds. A publisher adds four trivial words to a call-centre script – and doubles the rate of conversion to sales. A fast-food outlet increases sales of a product by putting the price . . . up. All these disproportionate successes were, to an economist, entirely illogical. All of them worked. And all of them, apart from the first, were produced by a division of my advertising agency, Ogilvy, which I founded to look for counter-intuitive solutions to problems. We discovered that problems almost always have a plethora of seemingly irrational solutions waiting to be discovered, but that nobody is looking for them; everyone is too preoccupied with logic to look anywhere else. We also found, rather annoyingly, that the success of this approach did not always guarantee repeat business; it is difficult for a company, or indeed a government, to request a budget for the pursuit of such magical solutions, because a business case has to look logical.

Even harder to solve is the translation of ‘virtù’, together with a number of other words that cluster round it. It would be so easy to write the English cognate ‘virtue’, meaning the opposite of vice, but this is not what Machiavelli was talking about. He was not interested in the polarity ‘good’/‘evil’, but in winning and losing, strength and weakness, success and failure. For Machiavelli ‘virtù’ was any quality of character that enabled you to take political power or to hold on to it; in short, a winning trait. It could be courage in battle, or strength of personality, or political cunning, or it might even be the kind of ruthless cruelty that lets your subjects know you mean business. But one can hardly write ‘cunning’ or ‘cruelty’ for ‘virtù’, even if one knows that in this context that is what the text means; because then you would lose the sense that although Machiavelli is not talking about the moral virtues he nevertheless wants to give a positive connotation to the particular qualities he is talking about: this cruelty is aimed at solving problems, retaining power, keeping a state strong, hence, in this context it is a ‘virtù’. Ugly though it may sound, then, I have sometimes been obliged to translate ‘virtù’ as ‘positive qualities’ or ‘strength of character’, except of course on those occasions - because there are some - when Machiavelli does mean ‘virtues’ in the moral sense: in which case he’s usually talking about the importance of faking them even if you may not have them

Hitler was a racist in a way that Mussolini wasn’t, with FDR occupying a position somewhere between the two of them. FDR was not an anti-Semite, as Hitler was, but he did share Hitler’s low view of Asians and blacks. During World War II, FDR ordered that many Japanese Americans, under suspicion of disloyalty, be interned in camps. There is, of course, an argument in wartime for holding captive those who pose a security risk. My point, however, is that FDR made no similar arrangements for Italians and Germans in the United States. So there was a clear racial element in FDR’s approach to security. FDR was culpable for doing exactly what progressive Democrats accuse Donald Trump of doing when he threatens to target violent Islamists. Yet Trump doesn’t single out radical Muslims while exonerating other groups who act like them. FDR, by contrast, treated Japanese Americans in a way he didn’t treat German Americans or Italian Americans. That, I’m suggesting, is because FDR, even during World War II, retained a soft spot for German and Italian fascism. Also FDR wasn’t turned off by the fascist idea of a racial hierarchy; indeed, here was FDR implementing one himself. Incidentally Japanese internment is another crime that Democrats blame on “America” when their own hero, FDR, is the one who ordered it. FDR, Mussolini, and Hitler all denounced the free market and blamed the problems of their society on private business. All vowed to use the state to combat the power of business, and offered themselves as the true manifestation of the collective good. If one ended as the enemy of the other two, it shouldn’t blind us to their earlier mutual admiration.

Christopher dressed her in his shirt, surrounding her in soft white linen that retained the scent of his body. “I should put on my own clothes and go home,” Beatrix said. “My family knows I’m here with you unchaperoned. And even they have their limits.” “You’ll stay the rest of the afternoon,” Christopher said evenly. “You’re not going to invade my house, have your way with me, and dash off as if I were some errand you had to take care of.” “I’ve had a busy day,” she protested. “I’ve fallen from a horse, and seduced you, and now I’m bruised and sore all over.” “I’ll take care of you.” Christopher looked down at her, his expression stern. “Are you going to argue with me?” Beatrix tried to sound meek. “No, sir.” A slow smile crossed his face. “That was the worst attempt at obedience I’ve ever seen.” “Let’s practice,” she said, wrapping her arms around his neck. “Give me an order and see if I don’t follow it.” “Kiss me.” She pressed her mouth to his, and there was silence for a long time afterward. His hands slipped beneath the shirt, tormenting gently until she pressed herself against him. Her insides felt molten, and she weakened all over, wanting him. “Upstairs,” he said against her lips, and picked her up, carrying her as if she weighed nothing. Beatrix blanched as they approached the door. “You can’t take me upstairs like this.” “Why not?” “I’m only wearing your shirt.” “That doesn’t matter. Turn the doorknob.” “What if one of the servants should see?” Amusement flickered in his eyes. “Now you’re worried about propriety? Open the damned door, Beatrix.” She complied and kept her eyes tightly closed as he carried her upstairs. If any of the servants saw them, no one said a word.

We needed to drive down the road a couple of miles to meet the rest of the cowboys and gather the cattle from there. “Mom, why don’t you and Ree go ahead in her car and we’ll be right behind you,” Marlboro Man directed. His mother and I walked outside, climbed in the car, and headed down the road. We exchanged pleasant small talk. She was poised and genuine, and I chattered away, relieved that she was so approachable. Then, about a mile into our journey, she casually mentioned, “You might watch that turn up ahead; it’s a little sharp.” “Oh, okay,” I replied, not really listening. Clearly she didn’t know I’d been an L.A. driver for years. Driving was not a problem for me. Almost immediately, I saw a ninety-degree turn right in front of my face, pointing its finger at me and laughing--cackling--at my predicament. I whipped the steering wheel to the left as quickly as I could, skidding on the gravel and stirring up dust. But it was no use--the turn got the better of me, and my car came to rest awkwardly in the ditch, the passenger side a good four feet lower than mine. Marlboro Man’s mother was fine. Lucky for her, there’s really nothing with which to collide on an isolated cattle ranch--no overpasses or concrete dividers or retaining walls or other vehicles. I was fine, too--physically, anyway. My hands were trembling violently. My armpits began to gush perspiration. My car was stuck, the right two tires wedged inextricably in a deep crevice of earth on the side of the road. On the list of the Top Ten Things I’d Want Not to Happen on the First Meeting Between My Boyfriend’s Mother and Me, this would rate about number four. “Oh my word,” I said. “I’m sorry about that.” “Oh, don’t worry about it,” she reassured, looking out the window. “I just hope your car’s okay.” Marlboro Man and his dad pulled up beside us, and they both hopped out of the pickup. Opening my door, Marlboro Man said, “You guys okay?” “We’re fine,” his mother said. “We just got a little busy talking.” I was Lucille Ball. Lucille Ball on steroids and speed and vodka. I was a joke, a caricature, a freak. This couldn’t possibly be happening to me. Not today. Not now. “Okay, I’ll just go home now,” I said, covering my face with my hands. I wanted to be someone else. A normal person, maybe. A good driver, perhaps. Marlboro Man examined my tires, which were completely torn up. “You’re not goin’ anywhere, actually. You guys hop in the pickup.” My car was down for the count.

there are continually turning up in life moral and rational persons, sages and lovers of human- ity who make it their object to live all their lives as morally and rationally as possible, to be, so to speak, a light to their neighbours simply in order to show them that it is possible to live morally and rationally in this world. And yet we all know that those very people sooner or later have been false to themselves, playing some queer trick, o en a most un- seemly one. Now I ask you: what can be expected of man since he is a being endowed with strange qualities? Show- er upon him every earthly blessing, drown him in a sea of happiness, so that nothing but bubbles of bliss can be seen Free eBooks at Planet eBook.com on the surface; give him economic prosperity, such that he should have nothing else to do but sleep, eat cakes and busy himself with the continuation of his species, and even then out of sheer ingratitude, sheer spite, man would play you some nasty trick. He would even risk his cakes and would deliberately desire the most fatal rubbish, the most uneco- nomical absurdity, simply to introduce into all this positive good sense his fatal fantastic element. It is just his fantastic dreams, his vulgar folly that he will desire to retain, simply in order to prove to himself—as though that were so neces- sary— that men still are men and not the keys of a piano, which the laws of nature threaten to control so completely that soon one will be able to desire nothing but by the cal- endar. And that is not all: even if man really were nothing but a piano-key, even if this were proved to him by natural science and mathematics, even then he would not become reasonable, but would purposely do something perverse out of simple ingratitude, simply to gain his point. And if he does not nd means he will contrive destruction and chaos, will contrive su erings of all sorts, only to gain his point! He will launch a curse upon the world, and as only man can curse (it is his privilege, the primary distinction be- tween him and other animals), may be by his curse alone he will attain his object—that is, convince himself that he is a man and not a piano-key! If you say that all this, too, can be calculated and tabulated—chaos and darkness and curses, so that the mere possibility of calculating it all be- forehand would stop it all, and reason would reassert itself, then man would purposely go mad in order to be rid of rea- 0 Notes from the Underground son and gain his point! I believe in it, I answer for it, for the whole work of man really seems to consist in nothing but proving to himself every minute that he is a man and not a piano-key! It may be at the cost of his skin, it may be by can- nibalism! And this being so, can one help being tempted to rejoice that it has not yet come o , and that desire still de- pends on something we don’t know?

Today the cloud is the central metaphor of the internet: a global system of great power and energy that nevertheless retains the aura of something noumenal and numnious, something almost impossible to grasp. We connect to the cloud; we work in it; we store and retrieve stuff from it; we think through it. We pay for it and only notice it when it breaks. It is something we experience all the time without really understanding what it is or how it works. It is something we are training ourselves to rely upon with only the haziest of notions about what is being entrusted, and what it is being entrusted to. Downtime aside, the first criticism of this cloud is that it is a very bad metaphor. The cloud is not weightless; it is not amorphous, or even invisible, if you know where to look for it. The cloud is not some magical faraway place, made of water vapor and radio waves, where everything just works. It is a physical infrastructure consisting of phone lines, fibre optics, satellites, cables on the ocean floor, and vast warehouses filled with computers, which consume huge amounts of water and energy and reside within national and legal jurisdictions. The cloud is a new kind of industry, and a hungry one. The cloud doesn't just have a shadow; it has a footprint. Absorbed into the cloud are many of the previously weighty edifices of the civic sphere: the places where we shop, bank, socialize, borrow books, and vote. Thus obscured, they are rendered less visible and less amenable to critique, investigation, preservation and regulation. Another criticism is that this lack of understanding is deliberate. There are good reasons, from national security to corporate secrecy to many kinds of malfeasance, for obscuring what's inside the cloud. What evaporates is agency and ownership: most of your emails, photos, status updates, business documents, library and voting data, health records, credit ratings, likes, memories, experiences, personal preferences, and unspoken desires are in the cloud, on somebody else's infrastructure. There's a reason Google and Facebook like to build data centers in Ireland (low taxes) and Scandinavia (cheap energy and cooling). There's a reason global, supposedly post-colonial empires hold onto bits of disputed territory like Diego Garcia and Cyprus, and it's because the cloud touches down in these places, and their ambiguous status can be exploited. The cloud shapes itself to geographies of power and influence, and it serves to reinforce them. The cloud is a power relationship, and most people are not on top of it. These are valid criticisms, and one way of interrogating the cloud is to look where is shadow falls: to investigate the sites of data centers and undersea cables and see what they tell us about the real disposition of power at work today. We can seed the cloud, condense it, and force it to give up some of its stories. As it fades away, certain secrets may be revealed. By understanding the way the figure of the cloud is used to obscure the real operation of technology, we can start to understand the many ways in which technology itself hides its own agency - through opaque machines and inscrutable code, as well as physical distance and legal constructs. And in turn, we may learn something about the operation of power itself, which was doing this sort of thing long before it had clouds and black boxes in which to hide itself.

We will continue to focus on hiring and retaining versatile and talented employees, and continue to weight their compensation to stock options rather than cash. We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.”21

Now I ask you: what can be expected of man since he is a being endowed with strange qualities? Shower upon him every earthly blessing, drown him in a sea of happiness, so that nothing but bubbles of bliss can be seen on the surface; give him economic prosperity, such that he should have nothing else to do but sleep, eat cakes and busy himself with the continuation of his species, and even then out of sheer ingratitude, sheer spite, man would play you some nasty trick. He would even risk his cakes and would deliberately desire the most fatal rubbish, the most uneconomical absurdity, simply to introduce into all this positive good sense his fatal fantastic element. It is just his fantastic dreams, his vulgar folly that he will desire to retain, simply in order to prove to himself—as though that were so necessary—that men still are men and not the keys of a piano, which the laws of nature threaten to control so completely that soon one will be able to desire nothing but by the calendar. And that is not all: even if man really were nothing but a piano-key, even if this were proved to him by natural science and mathematics, even then he would not become reasonable, but would purposely do something perverse out of simple ingratitude, simply to gain his point. And if he does not find means he will contrive destruction and chaos, will contrive sufferings of all sorts, only to gain his point! He will launch a curse upon the world, and as only man can curse (it is his privilege, the primary distinction between him and other animals), may be by his curse alone he will attain his object—that is, convince himself that he is a man and not a piano-key! If you say that all this, too, can be calculated and tabulated—chaos and darkness and curses, so that the mere possibility of calculating it all beforehand would stop it all, and reason would reassert itself, then man would purposely go mad in order to be rid of reason and gain his point! I believe in it, I answer for it, for the whole work of man really seems to consist in nothing but proving to himself every minute that he is a man and not a piano-key! It may be

For example, regressions support workforce planning to ensure adequate staffing, or the identification of the talents that an organization should retain based on relevant traits, practices, and skills. Other applications include predicting the level of liquidity required for a finance department based on trends in disbursement.

I met with Chad Logan a few days after our first get-together. I told him that I would explain my point of view and then let him decide whether he wanted to work with me on strategy. I said: I think you have a lot of ambition, but you don’t have a strategy. I don’t think it would be useful, right now, to work with your managers on strategies for meeting the 20/20 goal. What I would advise is that you first work to discover the very most promising opportunities for the business. Those opportunities may be internal, fixing bottlenecks and constraints in the way people work, or external. To do this, you should probably pull together a small team of people and take a month to do a review of who your buyers are, who you compete with, and what opportunities exist. It’s normally a good idea to look very closely at what is changing in your business, where you might get a jump on the competition. You should open things up so there are as many useful bits of information on the table as possible. If you want, I can help you structure some of this process and, maybe, help you ask some of the right questions. The end result will be a strategy that is aimed at channeling energy into what seem to be one or two of the most attractive opportunities, where it looks like you can make major inroads or breakthroughs. I can’t tell you in advance how large such opportunities are, or where they may be. I can’t tell you in advance how fast revenues will grow. Perhaps you will want to add new services, or cut back on doing certain things that don’t make a profit. Perhaps you will find it more promising to focus on grabbing the graphics work that currently goes in-house, rather than to competitors. But, in the end, you should have a very short list of the most important things for the company to do. Then you will have a basis for moving forward. That is what I would do were I in your shoes. If you continue down the road you are on you will be counting on motivation to move the company forward. I cannot honestly recommend that as a way forward because business competition is not just a battle of strength and wills; it is also a competition over insights and competencies. My judgment is that motivation, by itself, will not give this company enough of an edge to achieve your goals. Chad Logan thanked me and, a week later, retained someone else to help him. The new consultant took Logan and his department managers through an exercise he called “Visioning.” The gist of it was the question “How big do you think this company can be?” In the morning they stretched their aspirations from “bigger” to “very much bigger.” Then, in the afternoon, the facilitator challenged them to an even grander vision: “Think twice as big as that,” he pressed. Logan

My life until that point had been a series of struggles. As a youth in Kerala, I was looked down upon by my older siblings, and my contributions to the family business were never acknowledged. Then, I landed in the Gulf, with no friends, no business contacts, no knowledge of the business ecosystem or the local language, and very little money. But I managed, through sheer determination and self-belief, to establish the Alukkas name in the UAE. After that came the family partition, which left me with no assets in my home country. In a matter of a few years, I leveraged my new-found freedom from family oversight to establish myself in India. I transitioned to a new identity while retaining the essence of the old.

Wilson found that the average television viewer could retain only 20 percent of the information contained in a fictional televised news story. Katz et al. found that 21 percent of television viewers could not recall any news items within one hour of broadcast.

Harvard Business School professor Amy Edmondson coined the phrase psychological safety. In her book Teaming, she writes, Simply put, psychological safety makes it possible to give tough feedback and have difficult conversations without the need to tiptoe around the truth. In psychologically safe environments, people believe that if they make a mistake others will not penalize or think less of them for it. They also believe that others will not resent or humiliate them when they ask for help or information. This belief comes about when people both trust and respect each other, and it produces a sense of confidence that the group won’t embarrass, reject, or punish someone for speaking up. Thus psychological safety is a taken-for-granted belief about how others will respond when you ask a question, seek feedback, admit a mistake, or propose a possibly wacky idea. Most people feel a need to “manage” interpersonal risk to retain a good image, especially at work, and especially in the presence of those who formally evaluate them. This need is both instrumental (promotions and rewards may depend on impressions held by bosses and others) and socio-emotional (we simply prefer approval over disapproval). Psychological safety does not imply a cozy situation in which people are necessarily close friends. Nor does it suggest an absence of pressure or problems.

I believe the absolute best way to start and grow a business today is not by launching or pushing products, but by creating a system to attract, build, and retain an audience.

The 99 always watch the one

I believe that all organizations, as with people, make a difference.

Don't you think it's incredible, given all the interest, that this temperature target of 15.4 degrees Celcius and the baseline of 13.9 degrees Celcius, as the preindustrial average global air temperature, are not plastered on billboards and posted on social media everywhere?

So why does Tesla stand out in the field? They can point to the advantage of a "bigger" Big E. Their product line's end use has benefits, and they are not shy about talking about it. There is something here for your organization as well. Ask yourself what the impacts of the actual use of your product or service are versus alternatives, and you are well on your way.

Are you an employer of choice in the minds of your employees? How do they feel about your sustainability and ESG efforts? Have you ever asked? You may want to think about the upcoming battle for talent. And that battle is on a personal level.

I can picture purchasing a product, such as a vehicle, a bicycle, or even grocery items, and seeing the emissions to produce the item and transport it to its location on its product tag, or by scanning its bar code. Items with top quartile emissions or high ESG performance for the category may have a different color-coded tag. The price tag will become a product tag and information about the item and the producer would be available in its online description,

The experience of working through the four-level process does more than develop an understanding of our impacts. It changes the conversation. Understanding benefits enables everyone to make a seamless transition from feature selling to sales and marketing based on value creation and sustainability. And it at this altitude, high above the typical transaction sales process, that great things can occur for an organization.

Levi Strauss & Co. invented the first blue jeans in 1873. They were built to withstand the daily rigor of construction, agricultural, and industrial work. As a youngster visiting my grandparents on the family dairy farm, I remember standing beside my grandfather fixing his tractor in his Levi's, and asking him if I could get a pair, He said, "Sure but jeans are meant for the fields and the barn." Over the years, Levi's played a role in making America and worked themselves into mainstream fashion. How times have changed.

In these meetings, far away from my home office in a dusty room, with 30 or so people gathered from various local, regional, and corporate vantages, the benefits of inclusion became starkly apparent. We were all in.

The dividing lines are fading, If we've observed anything over the last several years, it has to be the large eraser we've taken to the stark lines that neatly compartmentalize our lives. For many, the tall wooden dresser, with its many drawers that housed each section of their lives, has been replaced with a large glass box. And we needn't look very far to find examples.

I managed to find a small spot to squeeze my bike's handlebars in between a few other fast-looking machines. As I set my helmet and shoes in position for a quick getaway, one of my new neighbors stepped up. He introduced himself and asked me how I thought I would do in the race. Not a standard question, I thought. I told him I just wanted to finish and end the race with a smile. He was not impressed.

Successful leaders understand their image reflects what and who they are as opposed to what they plan to become. If you would like to be known as a sustainable organization, there are four things you can do. Think and act in ways that support long-term viability and ESG ideals. Help stakeholders understand how you think and act. Help stakeholders see how you think and act. Continuously reinforce all of the above with stakeholders.

Recognize that strategies shift and can change the underlying dynamics of your organization. Effective leaders are constantly reinventing and disrupting their organizations to take advantage of the next growth wave. They realize the dangers of maintaining the status quo when disruptive forces, trends, and customer requirements change.

What I found most interesting about Session C was the unique window it provided the CEO into the business. It was "boundaryless" before the word came into favor as a GE company value. It was functionally agnostic and part of a more extensive system managed by the top executive with ties to the board of directors, corporate and operating executives, and various management levels. No one could claim outright ownership for it, but everyone was intimately involved.

Effective leaders understand that managing sustainability and ESG both involves work and creates opportunity, It;s a horizontal versus a vertical organizational process, with spectacular range and ability to drop to incredible depths if need be. It's the submarine effect. It shares specific characteristics with initiatives cutting across you organization's vertical business units, such as your digitization and talent management efforts.

As we approached our fifth small hill and were well into the Powerline Road, fatigue started to take hold. Just below the crest, my legs turned heavy, and I was losing ground. In the moment before I was going to concede, I felt something on the small of my back. My Italian friend has timed his reach perfectly and was guiding me to the top. It turns out that those 10 seconds of help were all I needed to finish with the pack. As we gathered, post-ride, and mingled around the cars, I thanked my ride saver for the assistance. After denying he had any role a few times, he smiled and said, "Sometimes, a helping hand is all we need to improve.

You can start weaving your purpose into your vocabulary right away. Use every opportunity to talk to current and new stakeholders. Remind them of who you are, why you exist, and continually renew their enthusiasm around working with you. With some work up front, your message will be compelling.

Saipem, an Italian-based company founded in 1957, has built some of the world's largest energy and infrastructure projects. It is organized into five business divisions that focus on onshore and offshore drilling, engineering and construction, and conceptual design services. Given its connection to oil and gas contracts, which effectively collapsed in 2014 with a plunge in oil prices, it has had to set a course beyond fossil fuels and rethink everything about its business. This "change or die" scenario sets the tone for its reporting and disclosure. Its 2019 sustainability report acknowledges the scenario it is facing and tackles the issue of the low-carbon transition head-on. At its core is the organziations rallying call, or "the four challenges," which describe the context and frame the opportunities it must capture to remain competitive.

Amid the most challenging times, your ability to bring stakeholders back to first principles and connect with them at a deeper emotional level can be the difference between success and failure. Today, we refer to this skill as motivating people through purpose, However, for this to happen, we need a purpose in the first place.

Amid the most challenging times, your ability to bring stakeholders back to first principles and connect with them at a deeper emotional level can be the difference between success and failure. Today, we refer to this skill as motivating people through purpose. However, for this to happen, we need a purpose in the first place.

Recognition of hard work matters, especially when it comes to retaining talent. A decades-long study of two hundred thousand managers and employees conducted by OC Tanner found that 79 percent of people who leave their jobs cite “lack of appreciation” as a primary reason.

Under the right circumstances, this can accelerate the growth of a business considerably while allowing the owner to retain ownership, reduced taxes, and lower interest rates.

Financial debt is the act of borrowing money from an outside party to quickly finance the operations of a business—with the promise to repay the principal plus the agreed-upon rate of interest in a timely manner. Under the right circumstances, this can accelerate the growth of a business considerably while allowing the owner to retain ownership, reduced taxes, and lower interest rates. On the other hand, the inability to pay back this debt on time can adversely affect credit rating, result in higher interest rates, cash flow difficulties, and other restrictions.

Writing in 1957, Eliade argued that the world we live in had lost its hierophanies—that all things were part of the same flat reality. The numinous had given the world “a fixed point, a center,” and without it we are left with a broken place, a “shattered universe, an amorphous mass consisting only of an infinite number of more or less neutral places.” Meaning had seeped away, leaving us with nothing more than the demands of industrial society in the place of profundity. And yet humans—tragic figures in Eliade’s imagination, wandering aimlessly through a landscape that they have chosen to obliterate—still cannot help but retain an urge to sanctify certain parts of life. A kind of atavistic urge lives inside us, an impulse to imbue places with magical meaning, to make them into hallowed ground. Perhaps the place where we were born, the house where we grew up, the café where we met our partner. These places become thin imitations of the holy wells or consecrated precincts that would once have unlocked great wellsprings of meaning. I don’t entirely agree with Eliade on this point. I don’t believe that we are now so degraded in our acts of making meaning, nor that the religiosity of previous generations— often obedient and perfunctory—was necessarily more true. But I’ll admit that I’m compelled by his vision of our ancestors walking through a landscape that was in itself a hierophany and seeing depths of significance in everything they touched. It seems to me that this was a very different way of knowing, one that was embedded in the body rather than hived off into the mind, and which was fundamentally more complex than our current habits of thought. Imagine moving through a place where each landmark unpacks its own mythology, grand stories unfolding around you as you go about your daily business, transcendence happening in real time. Even in the day-to-day, you could not avoid reflecting on the big moral and ethical questions of life, because they would be present, unavoidable. Over a lifetime, you would approach these ideas in a million different ways. Our most familiar places would become maps of myth and wisdom, blooming around us like fractals, inviting us into an ever more nuanced engagement with meaning.

It is much more expensive to acquire a new customer than to keep an old one. Yet many businesses will never recognize and change the things that cause them to lose their customers. They only focus on tactics to bring the new customer in the door to make enough profit for that month. I cannot stress enough the importance of focusing on retaining customers, which directly correlates to incredible growth and profits for the business. Providing exceptional customer service dramatically increases retention, which leads to increased referrals, which leads to dramatically increased profits and income.

This group of capitalists has cornered and exploited the world’s resources and the staples required for civilized living; they have been able to do this because they have owned and controlled the world’s wealth through their interlocking directorates and have retained it in their own hands. They have made possible the vast differences existing between the very rich and the very poor; they love money and the power which money gives; they have stood behind governments and politicians; they have controlled the electorate; they have made possible the narrow nationalistic aims of selfish politics; they have financed the world businesses and controlled oil, coal, power, light and transportation; they control publicly or sub rosa the world’s banking accounts. The responsibility for the widespread misery to be found today in every country in the world lies predominantly at the door of certain major interrelated groups of business-men, bankers, executives of international cartels, monopolies, trusts and organizations and directors of huge corporations who work for corporate or personal gain.

Therefore, if you interpret being true to yourself as requiring that you retain every notion of your youth, you will be safely underway, not only toward maximizing ignorance but also toward whatever misery can be obtained through unpleasant experiences in business.

Among my most salient takeaways was the value of optionality. Arthur was the king of optionality. Quite often, the longer he could wait to commit, the longer he could retain the power of free will.

Word of Mouth: the Power of True Believers As everyone knows, word of mouth is the most effective advertising of all. Or, when in my cups, I have been known to say that there’s no better business to run than a cult. Trader Joe’s became a cult of the overeducated and underpaid, partly because we deliberately tried to make it a cult once we got a handle on what we were actually doing, and partly because we kept the implicit promises with our clientele. I used to work every Thanksgiving Day in one of the stores. They only let me bag, because I had lost all my checker skills. One Thanksgiving, a woman came in and asked for bourbon. I told her that we had none, because we had not been able to make the right kind of deal (this was after the end of Fair Trade, when we were deep in the Mac the Knife mode). “That’s all right,” she exclaimed. “I know what you’re trying to do for us!” Note the us. There aren’t many cult retailers who successfully retain their cult status over a long period of time. A couple in California are In ’n Out Burger and Fry’s Electronics. But across America, in every town, there’s a particular donut shop, pizza parlor, bakery, greengrocer, bar, etc., that has a cult following of True Believers. The old Petrini’s of the 1950s and 1960s had that status when it came to meat. Brooks Bros had that status until the 1970s. S. S. Pierce in Boston was another. But all of them failed to keep the faith. Beware of ever betraying the True Believers! The fury of a woman scorned is nothing compared with that of a betrayed cultee.

Another impressive ratio is Altman Z-Score. Discovered in 1968 by Edward Altman, this quotient measures the probability of a company going into bankruptcy within two years. Over the last few decades, the formula has proven to be highly accurate. It was originally developed for public manufacturing companies, with other versions for private and non-manufacturing organizations becoming available later. The original Z-Score formula was as follows: Z = 1.2X1 + 1.4X2 + 3.3X3 + 0.6X4 + 0.99X5 Where: X1 = Working Capital / Total Assets X2 = Retained Earnings / Total Assets X3 = Earnings Before Interest and Taxes / Total Assets. X4 = Market Value of Equity / Book Value of Total Liabilities. X5 = Sales / Total Assets. If Z > 2.99, the company is in the Safe Zone.

Arts Council England estimates that every ₤1 of salary paid by the arts and culture industry generates an additional ₤2.01 in the wide economy by “attracting visitors; creating jobs and developing skills; attracting and retaining businesses revitalizing places; and developing talent.

Stern reported that 51 percent of viewers could not recall a single item of news a few minutes after viewing a news program on television. Wilson found that the average television viewer could retain only 20 percent of the information contained in a fictional televised news story. Katz et al. found that 21 percent of television viewers could not recall any news items within one hour of broadcast.

Soon a number of journalists from the national papers came to interview me to see what all the buzz was about. We developed a foolproof way of impressing them. I sat at my desk, the telephone at my elbow. ‘Great to meet you. Take a seat,’ I would say, waving the journalist down into the beanbag opposite me. As they shuffled around trying to retain their dignity, get comfortable, and remove the drips of houmous and piles of cigarette ash from the folds, the telephone would ring. ‘Can someone take that, please?’ I would ask. ‘Now –’ I turned my attention to the journalist ‘– what do you want to know about Student?’ ‘It’s Ted Heath for you, Richard,’ Tony would call across. ‘I’ll call him back,’ I’d say over my shoulder. ‘Now, what did you want to know about Student?’ By this time the journalist was craning round to watch Tony tell Ted Heath that he was sorry but Richard was in a meeting and he’d call him back. Then the telephone would ring again, and Tony would pick it up. ‘David Bailey for you, Richard.’ ‘I’ll call him back, but will you ask if he can change that lunch date? I’ve got to be in Paris. OK –’ I’d flash an apologetic grin at the journalist ‘– now, how are we doing?’ ‘I just wanted to ask you –’ The telephone rang again. ‘I’m sorry to interrupt,’ Tony would apologise, ‘but it’s Mick Jagger for you and he says it’s urgent.’ ‘Please excuse me for a minute,’ I’d say, reluctantly picking up the phone. ‘Mick, hello. Fine thanks, and you? Really? An exclusive? Yes, that sounds great…’ And on I went until Jonny couldn’t stop laughing in the call box opposite or the pips went. ‘I’m sorry,’ I’d say to the journalist. ‘Something’s cropped up and we’ve got to dash. Are we finished?’ The journalist would be ushered out in a daze, passing Jonny on the way, and the telephone would stop ringing.

It goes without saying that charities need to use smart business strategies to meet their goals. Pyramid and populist fundraising don’t fit the bill because they assume all donors are created equal, and we know they aren’t. Instead, you should give priority treatment to the best donors and prospects. Doesn’t it make sense to use your precious time and valuable resources on finding and retaining more people who are not only passionate about your cause, but also have the capacity to make serious impact, instead of spending tons of money on low-dollar, low-capacity donors and then trying to move them up the pyramid?