Selected In Company Quotes

Let me keep company always with those who say “Look!” and laugh in astonishment, and bow their heads.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

Man cannot spend all his time doing evil, and even in the company of pirates there must be some sweet moments on their sinister ship when you feel as if you were aboard a pleasure yacht.

It is a very painful thing, having to part company with what torments you. And how mute the world is!

Somebody, crowd me with love. Somebody, force me to care. Somebody, make me come through, I'll always be there, as frightened as you, to help us survive being alive!

Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist.

The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble. —RALPH WALDO EMERSON

Like many of us left here, I thought I knew you. Now I discover that, in your company, it is myself I know. That is the astonishing gift of your art and your friendship: you gave us ourselves to think about, to cherish.

Are you enjoying your company so far?" "Yes! It's been a pleasure getting to know these ladies." "Are they all the sweet, gentle ladies they appear to be?" Gavril asked. Before Maxon replied, the answer brought a smile to my face. Because I knew that it was yes...sort of. "Umm..." Maxon looked past Gavril at me. "Almost." "Almost?" Gavril asked, surprised. He turned to us. "Is someone over there being naughty?" Mercifully, all the girls let out light giggles, so I blended in. The little traitor! "What exactly did these girls do that isn't so sweet?" Gavril asked Maxon. "Oh, well, let me tell you." Maxon crossed his legs and got very comfortable in his chair. It was probably the most relaxed I'd ever seen him, sitting there poking fun at me. I liked this side of him. I wished it would come out more often. "One of them had the nerve to yell at me rather forcefully the first time we met. I was given a very severe scolding." Above Maxon's head, the king and queen exchanged a glance. It seemed they were hearing this story for the first time, too. Beside me the girls were looking at one another, confused. I didn't get it until Marlee said something. "I don't remember anyone yelling at him in the Great Room. Do you?" Maxon seemed to have forgotten that our first meeting was meant to be a secret. "I think he's talking it up to make it funnier. I did say some serious things to him. I think he might mean me." "A scolding, you say? Whatever for?" Gavril continued. "Honestly, I wasn't really sure. I think it was a bout of homesickness. Which is why I forgave her, of course." Maxon was loose and easy now, talking to Gavril as if he were the only person in the room. I'd have to tell him later how wonderful he did. "So she's still with us, then?" Gavril looked over at the collection of girls, grinning widely, and then returned to face his prince. "Oh, yes. She's still here," Maxon said, not letting his eyes wander from Gavril's face. "And I plan on keeping her here for quite a while.

But first and foremost, I learned from Whitman that the poem is a temple—or a green field—a place to enter, and in which to feel. Only in a secondary way is it an intellectual thing—an artifact, a moment of seemly and robust wordiness—wonderful as that part of it is. I learned that the poem was made not just to exist, but to speak—to be company.

The poem was made not just to exist, but to speak—to be company. It was everything that was needed, when everything was needed.

Often I walked in the neighboring forest of fir and pine, whose beauties, wonderful winter solitudes, seemed to protect me from the onset of despair. Ineffably kind voices spoke down to me from the trees: 'You must not come to the hard conclusion that everything in the world is hard, false, and wicked. But come often to us; the forest likes you. In its company you will find health and good spirits again, and entertain more lofty and beautiful thoughts.

Use more caution the next time you make a reading selection. Books, you know, are a lot like people, and each and every one of us is ultimately judged by the company we keep

A Dream of Trees There is a thing in me that dreamed of trees, A quiet house, some green and modest acres A little way from every troubling town, A little way from factories, school, laments. I would have time, I thought, and time to spare, With only streams and birds for company, To build out of my life a few wild stanzas. And then it came to me, that so was death, A little way away from everywhere.

Only the young can be alone freely. The time is shorter now for company, And sitting by a lamp more often brings Not peace, but other things.

Let me keep my distance, always, from those who think they have the answers. Let me keep company always with those who say "Look!" and laugh in astonishment, and bow their heads.

Our company is teeming with women under thirty, and men approaching or over fifty. That is how the food chain works. Dozens of attractive young women do the grunt work for a handful of men, and the women get filtered out by motherhood. It is the corporate version of natural selection.

And we might, in our lives, have many thresholds, many houses to walk out from and view the stars, or to turn and go back to for warmth and company. But the real one—the actual house not of beams and nails but of existence itself—is all of earth, with no door, no address separate from oceans or stars, or from pleasure or wretchedness either, or hope, or weakness, or greed.

For whoever does not truly have God within themselves, but must constantly receive him in one external thing after another, seeking God in diverse ways, whether by particular works, people or places, such a person does not possess God. The least thing can impede them, for they do not have God and do not seek, love and intend him alone. It is not only bad company but also good company that can obstruct them, not only the street but also the church, not only evil words and deeds but also good words and deeds, for the obstruction lies within themselves, since in them God has not become all things.

I think we should permanently cut off the internet access of any company that sends out three erroneous copyright notices. Three strikes and you’re out, mate.

The man who grasps principles can successfully select his own methods. The man who tries methods, ignoring principles, is sure to have trouble. —RALPH WALDO EMERSON (ATTRIBUTED)1

Settle on the type of person you want to be and stick to it, whether alone or in company.

And yet with every wound You robbed me of a crime, And as each blow was paid with Blood, You paid me also each great sin with greater graces. For even as I killed You, You made Yourself a greater thief than any in Your company, Stealing my sins into Your dying life, Robbing me even of my death.

When you are alone, you should call this tranquility and freedom and when you are with many you shouldn’t call this a crowd, or trouble or uneasiness but festival and company and contentedly accept it.

Remorse is memory awake, Her companies astir,— A presence of departed acts At window and at door. Its past set down before the soul, And lighted with a match, Perusal to facilitate Of its condensed despatch. Remorse is cureless,—the disease Not even God can heal; For ’t is His institution,— The complement of hell.

there was a new voice, which you slowly recognized as your own, that kept you company as you strode deeper and deeper into the world, determined to do the only thing you could do— determined to save the only life you could save.

The key point here is that large companies typically fail at disruptive innovation because the top management team is dominated by individuals who have been selected for delivery skills, not discovery skills. As a result, most executives at large organizations don’t know how to think different. It isn’t something that they learn within their company, and it certainly isn’t something they are taught in business school. Business schools teach people how to be deliverers, not discoverers.

Following Homo sapiens, domesticated cattle, pigs and sheep are the second, third and fourth most widespread large mammals in the world. From a narrow evolutionary perspective, which measures success by the number of DNA copies, the Agricultural Revolution was a wonderful boon for chickens, cattle, pigs and sheep. Unfortunately, the evolutionary perspective is an incomplete measure of success. It judges everything by the criteria of survival and reproduction, with no regard for individual suffering and happiness. Domesticated chickens and cattle may well be an evolutionary success story, but they are also among the most miserable creatures that ever lived. The domestication of animals was founded on a series of brutal practices that only became crueller with the passing of the centuries. The natural lifespan of wild chickens is about seven to twelve years, and of cattle about twenty to twenty-five years. In the wild, most chickens and cattle died long before that, but they still had a fair chance of living for a respectable number of years. In contrast, the vast majority of domesticated chickens and cattle are slaughtered at the age of between a few weeks and a few months, because this has always been the optimal slaughtering age from an economic perspective. (Why keep feeding a cock for three years if it has already reached its maximum weight after three months?) Egg-laying hens, dairy cows and draught animals are sometimes allowed to live for many years. But the price is subjugation to a way of life completely alien to their urges and desires. It’s reasonable to assume, for example, that bulls prefer to spend their days wandering over open prairies in the company of other bulls and cows rather than pulling carts and ploughshares under the yoke of a whip-wielding ape. In order for humans to turn bulls, horses, donkeys and camels into obedient draught animals, their natural instincts and social ties had to be broken, their aggression and sexuality contained, and their freedom of movement curtailed. Farmers developed techniques such as locking animals inside pens and cages, bridling them in harnesses and leashes, training them with whips and cattle prods, and mutilating them. The process of taming almost always involves the castration of males. This restrains male aggression and enables humans selectively to control the herd’s procreation.

The Value Proposition is the reason why customers turn to one company over another. It solves a customer problem or satisfies a customer need. Each Value Proposition consists of a selected bundle of products and/or services that caters to the requirements of a specific Customer Segment. In this sense, the Value Proposition is an aggregation, or bundle, of benefits that a company offers customers.

This time we'll be fighting for the nation. The company commander says that it's better to be the ghost of a fallen soldier than a nationless slave. For the sake of our fellow countrymen, our families and our children, we have to resist to the very end... ("Vague Expectations")

Educators worried that they might encourage women to pursue math and science who would then be left high and dry. One electrical company asked for twenty female engineers from Goucher, with the added request, “Select beautiful ones for we don’t want them on our hands after the war.

Bill Hutchinson went over to his wife and forced the slip of paper out of her hand. It had a black spot on it, the black spot Mr. Summers had made the night before with the heavy pencil in the coal company office. Bill Hutchinson held it up, and there was a stir in the crowd. "All right, folks," Mr. Summers said. "Let's finish quickly." Although the villagers had forgotten the ritual and lost the original black box, they still remembered to use stones. The pile of stones the boys had made earlier was ready; there were stones on the ground with the blowing scraps of paper that had come out of the box. Mrs. Delacroix selected a stone so large she had to pick it up with both hands and turned to Mrs. Dunbar. "Come on," she said. "Hurry up." Mrs. Dunbar had small stones in both hands, and she said, gasping for breath, "I can't run at all. You'll have to go ahead and I'll catch up with you." The children had stones already, and someone gave little Davy Hutchinson a few pebbles. Tessie Hutchinson was in the center of a cleared space by now, and she held her hands out desperately as the villagers moved in on her. "It isn't fair," she said. A stone hit her on the side of the head. Old Man Warner was saying, "Come on, come on, everyone." Steve Adams was in the front of the crowd of villagers, with Mrs. Graves beside him. "It isn't fair, it isn't right," Mrs. Hutchinson screamed, and then they were upon her.

When Stephen talked about stalking chamois his whole expression changed. The features became more aquiline, the nose sharpened, the chin narrowed, and his eyes-steel blue - somehow took on the cold brilliance of a northern sky. I am being very frank about my husband. He attracted me at those times, and he repelled me too. This man, I told myself when I first met him, is a perfectionist. And he has no compassion. Gratified like all women who find themselves sought after and desired - a mutual love for Sibelius had been our common ground at our first encounter - after a few weeks in his company I shut my eyes to further judgment, because being with him gave me pleasure. It flattered my self-esteem. The perfectionist, admired by other women, now sought me. Marriage was in every sense a coup. It was only afterwards that I knew myself deceived. ("The Chamois")

Successful succession is more than selecting someone with an appropriate skill set—it’s about finding someone who is in lockstep with the original cause around which the company was founded. Great second or third CEOs don’t take the helm to implement their own vision of the future; they pick up the original banner and lead the company into the next generation. That’s why we call it succession, not replacement. There is a continuity of vision.

So after the family moved to New Jersey, she formally became NOA’s first employee and helped select a location for the new company’s office. Arakawa and his wife settled on a small space on the seventeenth floor of a Manhattan high-rise located in the center of the toy district at 25th Street and Broadway.

Every telecomm company is as big a corporate welfare bum as you could ask for. Try to imagine what it would cost at market rates to go around to every house in every town in every country and pay for the right to block traffic and dig up roads and erect poles and string wires and pierce every home with cabling. The regulatory fiat that allows these companies to get their networks up and running is worth hundreds of billions, if not trillions, of dollars. If phone companies want to operate in the “free market,” then let them: the FCC could give them 60 days to get all their rotten copper out of our dirt, or we’ll buy it from them at the going scrappage rates. Then, let’s hold an auction for the right to be the next big telecomm company, on one condition: in exchange for using the public’s rights-of-way, you have to agree to connect us to the people we want to talk to, and vice-versa, as quickly and efficiently as you can.

Freedom is not achieved by satisfying desire, but by eliminating it. Assure yourself of this by expending as much effort on these new ambitions as you did on those elusive goals. Work day and night to obtain a liberated frame of mind. Instead of a rich old man, cultivate the company of a philosopher. Be seen hanging around his door for a change. There’s no shame in the association, and you won’t go away unedified or empty-handed, provided you go with the right attitude. Try, at least - There in no shame in making an honest effort.

Choose a free or paid platform. 2.       Select a specific blogging framework. 3.       Pick a hosting company.

If you need to be selective about the work at a company, maybe you need to be more selective about the company you work for!

A café is for “people who want to be alone but need company for it.” –Noel Riley Fitch, Paris Café: The Select Crowd

Desire to become pure, and, once pure, you will be at ease with yourself, and comfortable in the company of God.

Hence, though there can be no rule in so capricious a passion, early love is frequently ambitious in choosing its object; or, which comes to the same, selects her (as in the case of Saint Cecilia aforesaid) from a situation that gives fair scope for le beau ideal, which the reality of intimate and familiar life rather tends to limit and impair. I knew a very accomplished and sensible young man cured of a violent passion for a pretty woman, whose talents were not equal to her face and figure, by being permitted to bear her company for a whole afternoon.

But the process should not be confused with science. When tests are used as selections devices, they're not a neutral tool; they become a large factor int he very equation they purport to measure. For one thing, the tests tend to screen out - or repel - those who would upset the correlation. If a man can't get into the company in the first place because he isn't the company type, he can't very well get to be an executive and be tested in a study to find out what kind if profile subsequent executives should match. Long before personality tests were invented, of course, plenty of companies proved that if you only hire people of a certain type, then all your successful men will be people of that type. But no one confused this with the immutable laws of science.

You are no more likely to get screwed over by a huge company than you are by a small one. I’m not saying you won’t get screwed over. I’m saying that there is no moral imperative towards smaller companies not screwing you.

As I said, I decided to try an experiment: Right now, from within my perception of my current circumstances, and from within the starkness of this realization, I determined to conceive and focus on what I would tell—and what I have told—my younger self, and live with the consequences. Here is what I wrote down: Immediately disassociate from destructive people and forces, if not physically then ethically—and watch for the moment when you can do so physically. Use every means to improve your mental acuity. Every sacrifice of empty leisure or escapism for study, industry, and growth is a fee paid to personal freedom. Train the body. Grow physically strong. Reduce consumption. You will be strengthened throughout your being. Seek no one’s approval through humor, servility, or theatrics. Be alone if necessary. But do not compromise with low company. At the earliest possible point, learn meditation (i.e., Transcendental Meditation), yoga, and martial arts (select good teachers). Go your own way—literally. Walk/bike and don’t ride the bus or in a car, except when necessary. Do so in all weather: rain, snow, etc. Be independent physically and you will be independent in other ways. Learn-study-rehearse. Pursue excellence. Or else leave something alone. Go to the limit in something or do not approach it. Starve yourself of the compulsion to derive your sense of wellbeing from your perception of what others think of you. Do this as an alcoholic avoids a drink or an addict a needle. It will be agonizing at first, since you may have no other perception of self; but this, finally, is the sole means of experiencing Self. Does this kind of advice, practicable at any time of life, really alter or reselect the perceived past, and, with it, the future? I intend to find out. You

Customer centricity is a strategy that aligns a company’s development and delivery of its products and services with the current and future needs of a select set of customers in order to maximize their long-term financial value to the firm.

And there is one thing that I really, really like to have company for. Watching TV. I'm not particularly needy in relationships, I actually demand a fair amount of space. But I really like to be in bed with another human being and watch TV. That's as intimate and reassuring and tender as it gets for me. I find dating exhausting and uninteresting, and I really would like to skip over the hours of conversation that you need just to get up to speed on each other's lives, and the stories I've told a million times. I just want to get to the watching TV in bed. If you're on a date with me, you can be certain that this is what I'm evaluating you for—how good is it going to be, cuddling with you in bed and watching Damages I'm also looking to see if you have clean teeth. For me, anything less than very clean teeth is fucking disgusting. Here's what I would like to do: I would like to get into bed with a DVD of Damages and have a line of men cue up at my door. I would station a dental hygienist at the front of the line who would examine the men's teeth. Upon passing inspection, she(I've never met a male hygienist, and neither have you) would send them back to my bedroom, one at time, in intervals of ten minutes, during which I would cuddle with the man and watch Damages. Leaving nothing to chance, using some sort of medical telemetry, I would have a clinician take basic readings of my heart rate and brain waves, and create a comparison chart to illustrate which candidate was the most soothing presence for me. After reviewing all the data from what will now be known in diagnostic manuals throughout the world as the Silverman-Damages-Nuzzle-Test, I will make my selection.

Every large branch of the company has several qualified underwriters. When a quote is requested, anyone who happens to be available may be assigned to prepare it. In effect, the particular underwriter who will determine a quote is selected by a lottery.

What a great treasure can be hidden in a small, selected library! A company of the wisest and the most deserving people from all the civilized countries of the world, for thousands of years, can make the results of their studies and their wisdom available to us. The thought which they might not even reveal to their best friends is written here in clear words for us, people from another century. Yes, we should be grateful for the best books, for the best spiritual achievements in our lives. —RALPH WALDO EMERSON

One that has well digested his knowledge both of books and men, has little enjoyment but in the company of a few select companions. He feels too sensibly, how much all the rest of mankind fall short of the notions which he has entertained. And, his affections being thus confined within a narrow circle, no wonder he carries them further than if they were more general and undistinguished. The gaiety and frolic of a bottle companion improves with him into a solid friendship; and the ardours of a youthful appetite become an elegant passion.

Nine Southern states adopted vagrancy laws—which essentially made it a criminal offense not to work and were applied selectively to blacks—and eight of those states enacted convict laws allowing for the hiring-out of county prisoners to plantation owners and private companies.

To All My Mariners in One Forget the many who talk much, say little, mean less and matter least Forget we live in times when broadcasts of Tchaikovsky's 5th precede announcements of the death of tyrants. Forget that life for governments is priced war cheap but kidnap high Our seamanship is not with such. From port to port we learn that "depths last longer than heights", that years are meant to disappear like wakes, that nothing but the sun stands still. We share the sweeter alphabets of laughter and the slower languages of pain. Common as coal, we find in one another's eyes the quiet diamonds that are worth the world. Drawn by the song of our keel, who are we but horizons coming true? Let others wear their memories like jewelry We're of the few who work apart so well, together when we must. We speak cathedrals when we speak and trust no promise but the pure supremacy of tears. What more can we expect? The sea's blue mischief may be waiting for its time and place, but still we have the stars to guide us, we have the winds for company. We have ourselves. We have the sailor's faith that not even dying can divide us.

What is it, fundamentally, that allows us to recognize who has turned out well? That a well-turned out person pleases our senses, that he is carved from wood that is hard, delicate, and at the same time smells good. He has a taste only for what is good for him; his pleasure, his delight cease where the measure of what is good for him is transgressed. He guesses what remedies avail against what is harmful; he exploits bad accidents to his advantage; what does not kill him makes him stronger. Instinctively, he collects from everything he sees, hears, lives through, his sum: he is a principle of selection, he discards much. He is always in his own company, whether he associates with books, human beings, or landscapes: he honors by choosing, by admitting, by trusting. He reacts slowly to all kinds of stimuli, with that slowness which long caution and deliberate pride have bred in him: he examines the stimulus that approaches him, he is far from meeting it halfway. He believes neither in 'misfortune' nor in 'guilt': he comes to terms with himself, with others: he knows how to forget — he is strong enough; hence everything must turn out for his best.

Women can get depressed before their period, but PMS is not just depression. Yet PMS is often considered by medical doctors and pharmaceutical companies to be a psychiatric condition suitable for treatment with selective serotonin reuptake inhibitors such as fluoxetine (Prozac, Serafem). But

Nine Southern states adopted vagrancy laws - which essentially made it a criminal offense not to work and were applied selectively to blacks - and eight of those states enacted convict laws allowing for the hiring-out of county prisoners to plantation owners and private companies. Prisoners were forced to work for little or no pay. One vagrancy act specifically provided that 'all free negroes and mulattoes over the age of eighteen' must have written proof of a job at the beginning of the year. Those found with no lawful employment were deemed vagrants and convicted. Clearly, the purpose of the black codes in general and the vagrancy laws in particular was to establish another system of forced labor. In W.E.B. Du Bois's words: 'The Codes spoke for themselves. . . . No open-minded student can read them without being convinced they meant nothing more nor less than slavery in daily toil.

Hiro walks straight through the display, and it vanishes. Amusement parks in the Metaverse can be fantastic, offering a wide selection of interactive three-dimensional movies. But in the end, they’re still nothing more than video games. Hiro’s not so poor, yet, that he would go and write video games for this company. It’s owned by the Nipponese, which is no big deal. But it’s also managed by the Nipponese, which means that all the programmers have to wear white shirts and show up at eight in the morning and sit in cubicles and go to meetings. When Hiro learned how to do this, way back fifteen years ago, a hacker could sit down and write an entire piece of software by himself. Now, that’s no longer possible. Software comes out of factories, and hackers are, to a greater or lesser extent, assembly-line workers. Worse yet, they may become managers who never get to write any code themselves.

You have to understand accounting and you have to understand the nuances of accounting. It's the language of business and it's an imperfect language, but unless you are willing to put in the effort to learn accounting - how to read and interpret financial statements - you really shouldn't select stocks yourself. - Warren Buffett

In all provinces of life, it is unhappily the case, that whatever is to be accomplished by a number of co-operating men and circumstances cannot long continue perfect. Of an acting company as well as of a kingdom, of a circle of friends as well as of an army, you may commonly select the moment when it may be said that all was standing on the highest pinnacle of harmony, perfection, contentment, and activity. But alterations will ere long occur; the individuals that compose the body often change; new members are added; the persons are no longer suited to the circumstances, or the circumstances to the persons; what was formerly united quickly falls asunder.

Over the past decade, the anti-smoking movement has railed against the tobacco companies for making smoking cool and has spent untold millions of dollars of public money trying to convince teenagers that smoking isn't cool. But that's not the point. Smoking was never cool. Smokers are cool. Smoking epidemics begin in precisely the same way that the suicide epidemic in Micronesia began or word-of-mouth epidemics begin or the AIDS epidemic began, because of the extraordinary influence of Pam P. and Billy G. and Maggie and their equivalents-the smoking versions of R. and Tom Gau and Gaetan Dugas. In this epidemic, as in all others, a very small group-a select few-are responsible for driving the epidemic forward.

The fact to be remembered in considering... contact with [the] thought currents of others, is that we may decide the character of the thoughts that we shall receive by carefully observing the rule to think only along such lines as may be worthy of us, and which may tend to our betterment, strength, and advancement. In other words, we have the power to select our mental company.

One that has well digested his knowledge both of books and men, has little enjoyment but in the company of a few select companions. He feels too sensibly, how much all the rest of mankind fall short of the notions which he has entertained. And, his affections being thus confined within a narrow circle, no wonder he carries them further than if they were more general and undistinguished.

Tell me, is it possible to love someone who is not as smart as you are?” Caravaggio, in a belligerent morphine rush, wanted the mood of argument. “This is something that has concerned me most of my sexual life—which began late, I must announce to this select company. In the same way the sexual pleasure of conversation came to me only after I was married. I had never thought words erotic. Sometimes I really do like to talk more than fuck. Sentences. Buckets of this buckets of that and then buckets of this again. The trouble with words is that you can really talk yourself into a corner. Whereas you can’t fuck yourself into a corner.” “That’s a man talking,” muttered Hana. “Well, I haven’t,” Caravaggio continued, “maybe you have, Kip, when you came down to Bombay from the hills, when you came to England for military training. Has anyone, I wonder, fucked themselves into a corner. How old are you, Kip?” “Twenty-six.” “Older than I am.” “Older than Hana. Could you fall in love with her if she wasn’t smarter than you? I mean, she may not be smarter than you. But isn’t it important for you to think she is smarter than you in order to fall in love? Think now. She can be obsessed by the Englishman because he knows more. We’re in a huge field when we talk to that guy. We don’t even know if he’s English. He’s probably not. You see, I think it is easier to fall in love with him than with you. Why is that? Because we want to know things, how the pieces fit. Talkers seduce, words direct us into corners. We want more than anything to grow and change. Brave new world.

Father Jim was sent to jail in a special West Virginia prison filled with politicians, tycoons, confidence men, hedge fund managers, gamblers, and finance company executives, every one of them his least favorite kind of person. The local bishop arranged for him to give services in the cramped chapel, but only two Italian gentlemen regularly showed up, wearing sunglasses in the windowless room.

selected a disc, and turned the volume up louder than he’d ever pushed it. A gentle guitar riff; a tap-tapping of some percussion instrument—he pictured a man hitting a wooden spoon against his legs; a solid male voice, and the song broke into something more, a beat that filled his head with cool images and colors. “What is it?” “Led Zeppelin,” she said. “‘Ramble On.’” He sat against the wall, his eyes trained on the space in the corner, while she selected more songs, rocking back on her legs and staring at him intently. “Free Bird.” “Roundabout.” “Sympathy for the Devil.” “Time.” “The Wreck of the Edmund Fitzgerald.” “Brass in Pocket.” “Bad Company.” “Limelight.” “Crazy on You.” “Voodoo Child.” “Take the Long Way Home.” “Thank you,” he said. “Where have I been hiding all this time?

Mankind is a self-domesticated animal; a mammal; an ape; a social ape; an ape in which the male takes the iniative in courtship and females usually leave the society of their birth; an ape in which men are predators, women herbivorous foragers; an ape in which males are relatively hierarchical, females relatively egalitarian; an ape in which males contribute unusually large amounts of investment in the upbringing of their offspring by provisioning their mates and their children with food, protection, and company; an ape in which monogamous pair bonds are the rule but many males have affairs and occasional males achieve polygamy; an ape in which females mated to low-ranking males often cuckold their husbands in order to gain access to the genes of higher-ranking males; an ape that has been subject to unusually intense mutual sexual selection so that many of the features of the female body (lips, breasts, waists) and the mind of both sexes (songs, competitive ambition, status seeking) are designed for use in competition for mates; an ape that has developed an extraordinary range of new instincts to learn by association, to communicate by speech, and to pass on traditions. But still an ape.

Use difficulty as a guide not just in selecting the overall aim of your company, but also at decision points along the way. At Via web one of our rules of thumb was run upstairs. Suppose you are a little, nimble guy being chased by a big, fat, bully. You open a door and find yourself in a staircase. Do you go up or down? I say up. The bully can probably run downstairs as fast as you can. Going upstairs his bulk will be more of a disadvantage. Running upstairs is hard for you but even harder for him. What this meant in practice was that we deliberately sought hard problems. If there were two features we could add to our software, both equally valuable in proportion to their difficulty, we’d always take the harder one. Not just because it was more valuable, but because it was harder. We delighted in forcing bigger, slower competitors to follow us over difficult ground. Like guerillas, startups prefer the difficult terrain of the mountains, where the troops of the central government can’t follow. I can remember times when we were just exhausted after wrestling all day with some horrible technical problem. And I’d be delighted, because something that was hard for us would be impossible for our competitors.

When he was barely 14, he auditioned on one of the most prestigious reality shows in South Korea, known as Superstar K. A show designed to find raw talent in the Korean music industry. The show achieved just that with the discovery of Jungkook. Interestingly, Jungkook did not win the show; neither was he part of the individuals who were selected. But his difference was evident to most of the individuals in the room, and before the show was over, he had received more than seven offers from seven different entertainment companies. The decision he made appeared to be the best decision he made all his life. He chose Big Hit Entertainment and started a 36-month training program with them.  Years later, he was quoted to have said that his present bandmate, Rap Monster, in the label was what influenced his decision.

The idea that depression is caused by low serotonin levels in the brain is now deeply embedded in popular folklore, and people with no neuroscience background at all will routinely incorporate phrases about it into everyday discussion of their mood, just to keep their serotonin levels up. Many people also don't know that this is how antidepressant drugs work: depression is caused by low serotonin, so you need drugs which raise the serotonin levels in your brain, like SSRI antidepressants, which are 'selective serotonin reuptake inhibitors'. But this theory is wrong. The 'serotonin hypothesis' for depression, as it is known, was always shaky, and the evidence now is hugely contradictory ... But in popular culture the depression-serotonin theory is proven and absolute, because it has been marketed so effectively.

Beauty no accident. ―The beauty of a race or a family, their grace and graciousness in all gestures, is won by work: like genius, it is the end result of the accumulated work of generations. One must have made great sacrifices to good taste, one must have done much and omitted much, for its sake―seventeenth-century France is admirable in both respects―and good taste must have furnished a principle for selecting company, place, dress, sexual satisfaction; one must have preferred beauty to advantage, habit, opinion, and inertia. Supreme rule of conduct: before oneself too, one must not "let oneself go." The good things are immeasurably costly; and the law always holds that those who have them are different from those who acquire them. All that is good is inherited: whatever is not inherited is imperfect, is a mere beginning.

After several rounds of interviews with Google’s founders, they offered me a job. My bank account was diminishing quickly, so it was time to get back to paid employment, and fast. In typical—and yes, annoying—MBA fashion, I made a spreadsheet and listed my various opportunities in the rows and my selection criteria in the columns. I compared the roles, the level of responsibility, and so on. My heart wanted to join Google in its mission to provide the world with access to information, but in the spreadsheet game, the Google job fared the worst by far. I went back to Eric and explained my dilemma. The other companies were recruiting me for real jobs with teams to run and goals to hit. At Google, I would be the first “business unit general manager,” which sounded great except for the glaring fact that Google had no business units and therefore nothing to actually manage. Not only was the role lower in level than my other options, but it was entirely unclear what the job was in the first place. Eric responded with perhaps the best piece of career advice that I have ever heard. He covered my spreadsheet with his hand and told me not to be an idiot (also a great piece of advice). Then he explained that only one criterion mattered when picking a job—fast growth. When

A commercial company enslaved a nation comprising two hundred millions. Tell this to a man free from superstition and he will fail to grasp what these words mean. What does it mean that thirty thousand people, not athletes, but rather weak and ordinary people, have enslaved two hundred millions of vigorous, clever, capable, freedom-loving people? Do not the figures make it clear that not the English, but the Indians, have enslaved themselves?

Man alone is made in the image of God. That some of us do not recognize that status of ours, makes no difference, except that we do not get the benefit of the status, even as a lion brought up in the company of sheep may not know his own status, and therefore does not receive its benefits. But it belongs to him, nevertheless, and the moment he realizes it, he begins to exercise his dominion over the sheep. But no sheep masquerading as a lion can ever attain the leonine status.

After breakfast, determined to pass as little of the day as possible in company with Lady Lowborough, I quietly stole away from the company and retired to the library. Mr. Hargrave followed me thither, under pretence of coming for a book; and first, turning to the shelves, he selected a volume, and then quietly, but by no means timidly, approaching me, he stood beside me, resting his hand on the back of my chair, and said softly, ‘And so you consider yourself free at last?’ ‘Yes,’ said I, without moving, or raising my eyes from my book, ‘free to do anything but offend God and my conscience.

Saturday morning brought an Imbolc gift of thick fog, as our select company of three set off onto the rain-sodden moor. ‘Here we are,’ said Mrs Darley, as the well appeared before us after a ten minute climb. She immediately began to unwrap a joint offering from Phyllis and herself of an ivy swag interwoven with white ribbons and laid it across the lintel of the well. I followed suit but with a far more modest bunch of pine branches and silver honesty. ‘Drinks, dear?’ Mrs Darley looked at Phyllis, who right on cue produced three paper cups from her bag and filled them with whiskey from a hip flask.

Let’s call it the Moses Trap: When ideas advance only at the pleasure of a holy leader—rather than the balanced exchange of ideas and feedback between soldiers in the field and creatives at the bench selecting loonshots on merit—that is exactly when teams and companies get trapped. The leader raises his staff and parts the seas to make way for the chosen loonshot. The dangerous virtuous cycle spins faster and faster: loonshot feeds franchise feeds bigger, faster, more. The all-powerful leader begins acting for love of loonshots rather than strength of strategy. And then the wheel turns one too many times.

I would rather eat at the bar, but such behavior is regarded by professionals as a form of denial, so here I am seated alone at a table with a white tablecloth attended by an elderly waiter with no name– ideal conditions for dining alone according to the connoisseurs of this minor talent. I have brought neither book nor newspaper since reading material is considered cheating. Eating alone, they say, means eating alone, not in the company of Montaigne or the ever-engaging Nancy Mitford. Nor do I keep glancing up as if waiting for someone who inevitably fails to appear– a sign of moral weakness to those who take this practice seriously.

That's the trouble with the world we live in, Dana. It's full of people just doing their job and ignoring what's really going on. Care about the rainforest until they get a couple of kids and enough money for a gas guzzling car, or some fancy hardwood dining furniture. Watch all those wildlife programmes and coo over the furry animals, but still eat meat and poultry that was raised in conditions of unbelievable cruelty. I'm sorry, but we live in a relatively free society. The facts are available, but people choose to ignore them. As far as I'm concerned, any educated person who works for the government or a big oil company is guilty through their own selective ignorance.

When you speak like this it embarasses me. You listen to me, Olek. There will always be men who select their friends for reasons of advancement, either socially, military, or politically. They will tell you to avoid a certain man's company because he is out of favor, or his family is poor. Or, indeed, because his life is lived in a manner some people find unbecoming. As a soldier I judge men by what they can do. By how much guts they have. When it comes to friends all that matters is whether I like them. I like Greavas. I think you will come to like him too. If you don't that's too bad. You will still learn to dance. And I will expect you to stand up for him with your friends.

Here’s a Reader’s Digest version of my approach. I select mutual funds that have had a good track record of winning for more than five years, preferably for more than ten years. I don’t look at their one-year or three-year track records because I think long term. I spread my retirement, investing evenly across four types of funds. Growth and Income funds get 25 percent of my investment. (They are sometimes called Large Cap or Blue Chip funds.) Growth funds get 25 percent of my investment. (They are sometimes called Mid Cap or Equity funds; an S&P Index fund would also qualify.) International funds get 25 percent of my investment. (They are sometimes called Foreign or Overseas funds.) Aggressive Growth funds get the last 25 percent of my investment. (They are sometimes called Small Cap or Emerging Market funds.) For a full discussion of what mutual funds are and why I use this mix, go to daveramsey.com and visit MyTotalMoneyMakeover.com. The invested 15 percent of your income should take advantage of all the matching and tax advantages available to you. Again, our purpose here is not to teach the detailed differences in every retirement plan out there (see my other materials for that), but let me give you some guidelines on where to invest first. Always start where you have a match. When your company will give you free money, take it. If your 401(k) matches the first 3 percent, the 3 percent you put in will be the first 3 percent of your 15 percent invested. If you don’t have a match, or after you have invested through the match, you should next fund Roth IRAs. The Roth IRA will allow you to invest up to $5,000 per year, per person. There are some limitations as to income and situation, but most people can invest in a Roth IRA. The Roth grows tax-FREE. If you invest $3,000 per year from age thirty-five to age sixty-five, and your mutual funds average 12 percent, you will have $873,000 tax-FREE at age sixty-five. You have invested only $90,000 (30 years x 3,000); the rest is growth, and you pay no taxes. The Roth IRA is a very important tool in virtually anyone’s Total Money Makeover. Start with any match you can get, and then fully fund Roth IRAs. Be sure the total you are putting in is 15 percent of your total household gross income. If not, go back to 401(k)s, 403(b)s, 457s, or SEPPs (for the self-employed), and invest enough so that the total invested is 15 percent of your gross annual pay. Example: Household Income $81,000 Husband $45,000 Wife $36,000 Husband’s 401(k) matches first 3%. 3% of 45,000 ($1,350) goes into the 401(k). Two Roth IRAs are next, totaling $10,000. The goal is 15% of 81,000, which is $12,150. You have $11,350 going in. So you bump the husband’s 401(k) to 5%, making the total invested $12,250.

Fifteen years ago, a business manager from the United States came to Plum Village to visit me. His conscience was troubled because he was the head of a firm that designed atomic bombs. I listened as he expressed his concerns. I knew if I advised him to quit his job, another person would only replace him. If he were to quit, he might help himself, but he would not help his company, society, or country. I urged him to remain the director of his firm, to bring mindfulness into his daily work, and to use his position to communicate his concerns and doubts about the production of atomic bombs. In the Sutra on Happiness, the Buddha says it is great fortune to have an occupation that allows us to be happy, to help others, and to generate compassion and understanding in this world. Those in the helping professions have occupations that give them this wonderful opportunity. Yet many social workers, physicians, and therapists work in a way that does not cultivate their compassion, instead doing their job only to earn money. If the bomb designer practises and does his work with mindfulness, his job can still nourish his compassion and in some way allow him to help others. He can still influence his government and fellow citizens by bringing greater awareness to the situation. He can give the whole nation an opportunity to question the necessity of bomb production. Many people who are wealthy, powerful, and important in business, politics, and entertainment are not happy. They are seeking empty things - wealth, fame, power, sex - and in the process they are destroying themselves and those around them. In Plum Village, we have organised retreats for businesspeople. We see that they have many problems and suffer just as others do, sometimes even more. We see that their wealth allows them to live in comfortable conditions, yet they still suffer a great deal. Some businesspeople, even those who have persuaded themselves that their work is very important, feel empty in their occupation. They provide employment to many people in their factories, newspapers, insurance firms, and supermarket chains, yet their financial success is an empty happiness because it is not motivated by understanding or compassion. Caught up in their small world of profit and loss, they are unaware of the suffering and poverty in the world. When we are not int ouch with this larger reality, we will lack the compassion we need to nourish and guide us to happiness. Once you begin to realise your interconnectedness with others, your interbeing, you begin to see how your actions affect you and all other life. You begin to question your way of living, to look with new eyes at the quality of your relationships and the way you work. You begin to see, 'I have to earn a living, yes, but I want to earn a living mindfully. I want to try to select a vocation not harmful to others and to the natural world, one that does not misuse resources.' Entire companies can also adopt this way of thinking. Companies have the right to pursue economic growth, but not at the expense of other life. They should respect the life and integrity of people, animals, plants and minerals. Do not invest your time or money in companies that deprive others of their lives, that operate in a way that exploits people or animals, and destroys nature. Businesspeople who visit Plum Village often find that getting in touch with the suffering of others and cultivating understanding brings them happiness. They practise like Anathapindika, a successful businessman who lived at the time of the Buddha, who with the practise of mindfulness throughout his life did everything he could to help the poor and sick people in his homeland.

asked him to imagine the following: If I selected an employee of the company at random, from any level or function or region, and that employee had an absolutely brilliant idea that would unlock a dramatic new source of growth for the company, how would he or she get it implemented? Does the company have an automatic process for testing a new idea, to see if it is actually any good? And does the company have the management tools necessary to scale this idea up to maximum impact, even if it doesn’t align with any of the company’s current lines of business? That’s what a modern company does: harnesses the creativity and talent of every single one of its employees. Jeff answered me directly: “That’s what your next book should be about.

Collins hadn’t set out to make a point about quiet leadership. When he started his research, all he wanted to know was what characteristics made a company outperform its competition. He selected eleven standout companies to research in depth. Initially he ignored the question of leadership altogether, because he wanted to avoid simplistic answers. But when he analyzed what the highest-performing companies had in common, the nature of their CEOs jumped out at him. Every single one of them was led by an unassuming man like Darwin Smith. Those who worked with these leaders tended to describe them with the following words: quiet, humble, modest, reserved, shy, gracious, mild-mannered, self-effacing, understated. The lesson, says Collins, is clear. We don’t need giant personalities to transform companies. We need leaders who build not their own egos but the institutions they run.

How we should perform our works in the most rational way. There are many people (and we can ourselves easily be among them, if we wish) who are not impeded by those things with which they come into contact and in whom such things do not create a permanent image; for creatures can neither have nor find a resting place in a heart which is filled with God. But we should not rest content with this: we should also derive great profit from all things, whatever they may be, wherever we may be, whatever we see or hear and however alien and strange to us they are. It is then, and only then, that we are in the right state of mind. And no one can ever come to the end of this process, but rather we should grow in it without end and come to achieve ever more. We should make good use of our reason in all our works and in all things and have a clear understanding of ourselves and our inner nature, grasping God in all things and in the highest possible manner. For we should be as our Lord told us: ‘You should be like those who at all times watch and wait for their Lord’ (Luke 12:36). Truly, such vigilant people are alert and on the watch for their Lord for whom they wait; they look to see if he is not by chance concealed in what befalls them, however strange it may be to them. So we too should consciously look out for our Lord in all things. This demands much effort, and must cost us all that our senses and faculties are capable of. But this is the right thing for us to do, so that we grasp God in the same way in all things and find him equally everywhere. Works are different in kind, but whatever is done in the same spirit will be of equal value. For those who are in the right frame of mind, and for whom God has become their own, God will truly shine out just as clearly from their worldly acts as he does from their most sacred ones. But of course this is not to be understood as meaning that we should do things which are either worldly or wrong, but rather that we should offer to God whatever we see or hear of things in the world. Only those for whom God is present in all things and who make the very best use of their reason, know what true peace is and truly possess heaven. For those who want to achieve this, one of two things must always happen: either they must learn to grasp and to hold God in what they do, or they must stop doing things altogether. But since we cannot abandon all activity in this life, which is part of being human and which takes so many different forms, we must learn to possess God in all things, while remaining free in all that we do and wherever we are. Thus, if the beginner is to achieve something in company, then he or she must first enlist God’s help, fixing him firmly in their hearts and uniting all their intentions, thoughts, desires and faculties with him so that nothing else can take form in them.

Unfortunately, however, there is another serious catch. Theory dictates that such discoveries must occur at an increasingly accelerating pace; the time between successive innovations must systematically and inextricably get shorter and shorter. For instance, the time between the “Computer Age” and the “Information and Digital Age” was perhaps twenty years, in contrast to the thousands of years between the Stone, Bronze, and Iron ages. If we therefore insist on continuous open-ended growth, not only does the pace of life inevitably quicken, but we must innovate at a faster and faster rate. We are all too familiar with its short-term manifestation in the increasingly faster pace at which new gadgets and models appear. It’s as if we are on a succession of accelerating treadmills and have to jump from one to another at an ever-increasing rate. This is clearly not sustainable, potentially leading to the collapse of the entire urbanized socioeconomic fabric. Innovation and wealth creation that fuel social systems, if left unchecked, potentially sow the seeds of their inevitable collapse. Can this be avoided or are we locked into a fascinating experiment in natural selection that is doomed to fail?

They peer from beyond Glasses of locked cupboards, They stare longingly For months we do not meet The evenings once spent in their company Now pass at the computer screen. They are so restless now, these books- They have taken to walking in their sleep They stare longingly The values they stood for Whose batteries never died out Those values are no more found in homes The relationships they spoke of Have all come undone today A sigh escapes as I turn a page The meanings of many words have fallen off They appear like shrivelled, leafless stumps Where meaning will grow no more Many traditions lie scattered Like the debris of earthen cups Made obsolete by glass tumblers Each turn of the page Brought a new flavour to the tongue, Now a click of the finger Floods the screen with images, layer upon layer That bond with books that once was, is severed now We used to sometimes lie with them on our chest Or hold them in our lap Or balance them on our knees, Bowing our heads as in prayer Of course, the world of knowledge still lives on, But what of The pressed flowers and scented missives Hidden between their pages, And the love forged on the pretext Of borrowing, dropping and picking up books together What of them? That, perhaps, shall no longer be!

Americans are Americans and everyone else is sorry. Half the time we don't even know what we're sorry about, it just squeaks out of our sorry gaps before we've even clues into the conversation. Well, I'm sorry YOU'RE all so sorry. You have to know when to be sorry. You can't really be sorry for something you don't want to remember, can you? Selective memory, isn't it? Let's be honest, hell, you can't even apologize for the shit you did yesterday never mind fifty years ago. Indian residential schools, Japanese internment camps, hell, and this is just in your neighborhood. But it's all right... everybody's sorry these days. The politicians are sorry, the cops are sorry, the priests are sorry, the logging companies are sorry, mining companies, electric companies, water companies, wife beaters, serial rapists, child molesters, mommy and daddy. Everybody's sorry. Everybody's sorry they got caught sticking it to someone else... that's what they are sorry about... getting caught. They could give a rat's ass about you, or me, or the people they are saying sorry to. Think about it... Don't be a sorry ass, be sorry before you have to say you are sorry. Be sorry for even thinking about, bringing about something sorry-filled. And the next time someone says, "There is one law for everyone." Say, "I'm sorry, you're an idiot." Just kidding, now that was harsh.

the present grandeur and prospective pre-eminence of that glorious American Republic, in which Europe enviously seeks its model and tremblingly foresees its doom. Selecting for an example of the social life of the United States that city in which progress advances at the fastest rate, I indulged in an animated description of the moral habits of New York. Mortified to see, by the faces of my listeners, that I did not make the favourable impression I had anticipated, I elevated my theme; dwelling on the excellence of democratic institutions, their promotion of tranquil happiness by the government of party, and the mode in which they diffused such happiness throughout the community by preferring, for the exercise of power and the acquisition of honours, the lowliest citizens in point of property, education, and character. Fortunately recollecting the peroration of a speech, on the purifying influences of American democracy and their destined spread over the world, made by a certain eloquent senator (for whose vote in the Senate a Railway Company, to which my two brothers belonged, had just paid 20,000 dollars), I wound up by repeating its glowing predictions of the magnificent future that smiled upon mankind—when the flag of freedom should float over an entire continent, and two hundred millions of intelligent citizens, accustomed from infancy to the daily use of revolvers, should apply to a cowering universe the doctrine of the Patriot Monroe.

One executive team I worked with had at one time identified three criteria for deciding what projects to take on. But over time they had become more and more indiscriminate, and eventually the company’s portfolio of projects seemed to share only the criterion that a customer had asked them to do it. As a result, the morale on the team had plummeted, and not simply because team members were overworked and overwhelmed from having taken on too much. It was also because no project ever seemed to justify itself, and there was no greater sense of purpose. Worse, it now became difficult to distinguish themselves in the marketplace because their work, which had previously occupied a unique and profitable niche, had become so general. Only by going through the work of identifying extreme criteria were they able to get rid of the 70 and 80 percents that were draining their time and resources and start focusing on the most interesting work that best distinguished them in the marketplace. Furthermore, this system empowered employees to choose the projects on which they could make their highest contribution; where they had once been at the mercy of what felt like capricious management decisions, they now had a voice. On one occasion I saw the quietest and most junior member of the team push back on the most senior executive. She simply said, “Should we be taking on this account, given the criteria we have?” This had never happened until the criteria were made both selective and explicit. Making our criteria both selective and explicit affords us a systematic tool for discerning what is essential and filtering out the things that are not.

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

My typical day began at five o'clock in the morning when I would finish reading scripts by the side of Rebecca's bed until she woke up at seven. It was thrilling to find a script that I loved, something I desperately wanted to make. And when I found one, my day was made by seven A.M. If I didn't have a script to finish, I had notes to make on those I had read. And if I'd finished my notes, I went downstairs to exercise. After mornings with Rebecca, I'd arrive at the office at nine-thirty. The phone calls had started long before I got there. By ten o'clock I was in a staff meeting, and depending on the day of the week, it was either a production, marketing/distribution or business-affairs meeting. By eleven-thirty, I might be in a meeting with an executive about a particular movie or problem. By twelve, I was meeting with a director I was trying to seduce back to the studio. By twelve forty-five, I'd get in my car and drive across town to a lunch meeting with an agent, a producer, a writer or a movie star. While driving, I'd start to return the phone calls that had started before I ever arrived at my office. At two-thirty, I was back in the car, returning more phone calls, the calls from early morning, from mid-morning, plus East Coast and Europe calls that came in during lunch. At two forty-five, I was back in the office. Inevitably, there were people waiting to see me, executives with personal problems, political problems, and/or production problems. In between, I returned and made more phone calls. At three-thirty, there could be a meeting with someone I was trying to bring to the studio. At four-thirty, there was a script meeting with an executive, writer, producer and/or director. At five o'clock, there were selected dailies of the movies we were shooting. And if I hadn't finished watching them by six-thirty, the rest were put on tape for me to watch later at home. At six-thirty, I'd jump into my car and return more phone calls on my drive home. The call sheet numbered one hundred to one hundred and fifty calls a day. And I always felt it was very important to return every call. The lesson here is people remember when you don't call them back. I'd go home to be with Rebecca. If I didn't have a business dinner or a sneak preview of one of our movies, I had to go to a black-tie event. There was at least one of them a week, honoring someone from our industry. I went out of respect for the talent involved and my counterparts at the other studios. So Rebecca would keep me company while I washed off my makeup, put on new makeup, dressed in black tie, kissed her good-bye and shot out the door. That's where men really have it good: they just put on a tux and go. After I got home at ten-thirty, I would sit on the chair next to Rebecca's bed. Watching her sleep dissolved all the stress in my body. Then I would get up, either finish watching the dailies, or read a script, wash my face and fall into bed at eleven-thirty. But the part of my workday that made me the happiest was when I was closest to the actual making of a movie.

Finding a job that is a good fit is as much about you selecting the right company as it is about them selecting the right candidate.

The ‘why’ of leadership is very rarely addressed: despite the trillions of words on the different forms leadership can take, and whether people are born to lead or can be schooled for greatness, few have paused to ask why we bother with leaders at all. Why is it that almost every social grouping – from countries to companies, councils to cults – has a figurehead out in front?

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.

With every post, tweet, or pin, users anticipate social validation. Rewards of the tribe keep users coming back, wanting more. Sites that leverage tribal rewards benefit from what psychologist Albert Bandura called “social learning theory.”[lxxvi] Bandura studied the power of modeling and ascribed special powers to our ability to learn from others. In particular, Bandura showed that people who observe someone being rewarded for a particular behavior are more likely to alter their own beliefs and subsequent actions. Notably, Bandura also showed that this technique works particularly well when people observe the behavior of people most like themselves, or those who are slightly more experienced (and, therefore, role models).[lxxvii] This is exactly the kind of targeted demographic and interest-level segmentation that social media companies such as Facebook and industry-specific sites such as Stack Overflow selectively apply.

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FOB origin is stipulated when the order is placed, and the buyer selects the transport company and pays the freight company, owns the title, and files the claims for bad or damaged goods. If FOB destination is stipulated, the buyer pays the freight charges, but the supplier owns the title and files any claims.

A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.

Corporate culture and the selection of people—and those are related. For a company at Amazon’s scale to continue to invent and change, to build new things, it needs to have a culture that supports a willingness to experiment, a willingness to fail. I think it is very helpful to have a customer-obsessed culture. There are other business strategies that work. You can be competitor-obsessed, and that leads to business strategies like close following. Close-following strategies can be good for businesses because you don’t have to go down as many blind alleys and you get to let your competitors do the pioneering—and then, when something works, you can jump on it. But it doesn’t lead to as much entrepreneurialism. A pioneering culture, one that actually enjoys and is excited by experimentation, a culture that rewards experimentation even as it embraces the fact that it is going to lead to failure—that is very important for larger companies in order to be entrepreneurial. And a long-term orientation is a key part of that. If everything has to work this quarter, then you’re by definition not going to be doing very much experimentation.