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Right-wing women have surveyed the world: they find it a dangerous place. They see that work subjects them to more danger from more men; it increases the risk of sexual exploitation. They see that creativity and originality in their kind are ridiculed; they see women thrown out of the circle of male civilization for having ideas, plans, visions, ambitions. They see that traditional marriage means selling to one man, not hundreds: the better deal. They see that the streets are cold, and that the women on them are tired, sick, and bruised. They see that the money they can earn will not make them independent of men and that they will still have to play the sex games of their kind: at home and at work too. They see no way to make their bodies authentically their own and to survive in the world of men. They know too that the Left has nothing better to offer: leftist men also want wives and whores; leftist men value whores too much and wives too little. Right-wing women are not wrong. They fear that the Left, in stressing impersonal sex and promiscuity as values, will make them more vulnerable to male sexual aggression, and that they will be despised for not liking it. They are not wrong. Right-wing women see that within the system in which they live they cannot make their bodies their own, but they can agree to privatized male ownership: keep it one-on-one, as it were. They know that they are valued for their sex— their sex organs and their reproductive capacity—and so they try to up their value: through cooperation, manipulation, conformity; through displays of affection or attempts at friendship; through submission and obedience; and especially through the use of euphemism—“femininity, ” “total woman, ” “good, ” “maternal instinct, ” “motherly love. ” Their desperation is quiet; they hide their bruises of body and heart; they dress carefully and have good manners; they suffer, they love God, they follow the rules. They see that intelligence displayed in a woman is a flaw, that intelligence realized in a woman is a crime. They see the world they live in and they are not wrong. They use sex and babies to stay valuable because they need a home, food, clothing. They use the traditional intelligence of the female—animal, not human: they do what they have to to survive.

That girls should not marry for money we are all agreed. A lady who can sell herself for a title or an estate, for an income or a set of family diamonds, treats herself as a farmer treats his sheep and oxen — makes hardly more of herself, of her own inner self, in which are comprised a mind and soul, than the poor wretch of her own sex who earns her bread in the lowest stage of degradation. But a title, and an estate, and an income, are matters which will weigh in the balance with all Eve’s daughters — as they do with all Adam’s sons. Pride of place, and the power of living well in front of the world’s eye, are dear to us all; — are, doubtless, intended to be dear. Only in acknowledging so much, let us remember that there are prices at which these good things may be too costly.

The ways by which you may get your money almost without exception lead downward. To have done anything by which you earn money 'merely' is to be truly idle or worse. If the labourer gets no more than the wages which his employer pays him, he is cheated, he cheats himself.. If I should sell both my forenoons and afternoons to society, as most appear to do, I am sure that for me there would be nothing left worth living for.. You must get your living by loving.

I used to think freedom was freedom of speech, freedom of the press, freedom of conscience. But freedom is the whole life of everyone. Here is what it amounts to: you have to have the right to sow what you wish to, to make shoes or coats, to bake into bread the flour ground from the grain you have sown, and to sell it or not sell it as you wish; for the lathe operator, the steelworker, and the artist it’s a matter of being able to live as you wish and work as you wish and not as they order you to. And in our country there is no freedom – not for those who write books nor for those who sow grain nor for those who make shoes.” (Grossman, p. 99) He noted that “In people’s day-to-day struggle to live, in the extreme efforts workers put forth to earn an extra ruble through moonlighting, in the collective farmers’ battle for bread and potatoes as the one and only fruit of their labor, he [Ivan Grigoryevich] could sense more than the desire to live better, to fill one’s children’s stomachs and to clothe them. In the battle for the right to make shoes, to knit sweaters, in the struggle to plant what one wished, was manifested the natural, indestructible striving toward freedom inherent in human nature. He had seen this very same struggle in the people in camp. Freedom, it seemed, was immortal on both sides of the barbed wire.” (Grossman, p. 110)

There are five basic ways a company can increase earnings*: reduce costs; raise prices; expand into new markets; sell more of its product in the old markets; or revitalize, close, or otherwise dispose of a losing operation.

When people think you're crazy, it's just because they don't have the courage to do what you're doing.

Your freedom is more important than money. It is better to live the kind of life you want than to earn more and be constrained. Don’t sell your freedom.

Steve Jobs said it best: “People don’t know what they want until you show it to them.

If you sell your soul to get ahead it will cost more than you bargained for. When you earn your success and never take something for nothing, no one can lay claim to what’s rightfully yours. My biggest investors, now deceased, ask nothing of me. They are the only ones I owe for a debt I can never repay; but it’s the only kind that will ever be worth carrying.

... something in the back of her mind whispered that there was no help coming and if she ran out of money, she had no real way to earn more. Her only skills were embroidery and weeding gardens. I suppose I could sell my body, but I'm not sure how one does that, either. It seemed like it would be a lot more complicated than getting a seat on a coach. Dis you approach people, or did they approach you, and how did you start a conversation that ended in money for sex? Was there an etiquette? This was not the sort of thing one was taught at convents. It was easier just to sleep in the coaches.

We all desperately need brilliant sales professionals far more than ever before – to help us, guide us, keep us informed and stop us from making diabolically stupid buying decisions.

Besides shopping at garage sales, I love hosting garage sales. Every year my mom and I dig through our houses and find a bunch of crap (I mean really terrific stuff) to sell so we can earn some money so we can go back out and buy some more crap (I mean really terrific stuff) that we’ll use for a bit and then turn around and garage-sale in a couple of years. It’s the circle of life suburban style.

Most books use simplistic statements like “ Focus on what you want & not on what you don’t want “ or “ To really become rich you need to know how to earn money “ which are silly & don’t tell you what exactly to do

But how can you condemn someone with the power to make rain, to make plants grow, to fly! How could you condemn them to a life of complete boredom in a rat race?” pleaded Eliza. “To belong in a society that teaches them their only value is selling their time. That all they contribute is nothing more than earning and spending money. That they exist apart from that fantastic force that turns the earth and breathes life. I knew there had to be more. How could you wish a deprived life for anyone?

With the money my mother earned from selling cakes, my father cut a deal with Mangochi and bought one pail of maize. My mother took it to the mill, saved half the flour for us, and used the rest for more cakes. We did this every day, taking enough to eat and selling the rest. It was enough to provide our one blob of nsima each night, along with some pumpkin leaves. It was practically nothing, yet knowing it would be there somehow made the hunger less painful. "As long as we can stay in business," my father said, "we'll make it through. Our profit is that we live.

Cixi’s lack of formal education was more than made up for by her intuitive intelligence, which she liked to use from her earliest years. In 1843, when she was seven, the empire had just finished its first war with the West, the Opium War, which had been started by Britain in reaction to Beijing clamping down on the illegal opium trade conducted by British merchants. China was defeated and had to pay a hefty indemnity. Desperate for funds, Emperor Daoguang (father of Cixi’s future husband) held back the traditional presents for his sons’ brides – gold necklaces with corals and pearls – and vetoed elaborate banquets for their weddings. New Year and birthday celebrations were scaled down, even cancelled, and minor royal concubines had to subsidise their reduced allowances by selling their embroidery on the market through eunuchs. The emperor himself even went on surprise raids of his concubines’ wardrobes, to check whether they were hiding extravagant clothes against his orders. As part of a determined drive to stamp out theft by officials, an investigation was conducted of the state coffer, which revealed that more “than nine million taels of silver had gone missing. Furious, the emperor ordered all the senior keepers and inspectors of the silver reserve for the previous forty-four years to pay fines to make up the loss – whether or not they were guilty. Cixi’s great-grandfather had served as one of the keepers and his share of the fine amounted to 43,200 taels – a colossal sum, next to which his official salary had been a pittance. As he had died a long time ago, his son, Cixi’s grandfather, was obliged to pay half the sum, even though he worked in the Ministry of Punishments and had nothing to do with the state coffer. After three years of futile struggle to raise money, he only managed to hand over 1,800 taels, and an edict signed by the emperor confined him to prison, only to be released if and when his son, Cixi’s father, delivered the balance. The life of the family was turned upside down. Cixi, then eleven years old, had to take in sewing jobs to earn extra money – which she would remember all her life and would later talk about to her ladies-in-waiting in the court. “As she was the eldest of two daughters and three sons, her father discussed the matter with her, and she rose to the occasion. Her ideas were carefully considered and practical: what possessions to sell, what valuables to pawn, whom to turn to for loans and how to approach them. Finally, the family raised 60 per cent of the sum, enough to get her grandfather out of prison. The young Cixi’s contribution to solving the crisis became a family legend, and her father paid her the ultimate compliment: ‘This daughter of mine is really more like a son!’ Treated like a son, Cixi was able to talk to her father about things that were normally closed areas for women. Inevitably their conversations touched on official business and state affairs, which helped form Cixi’s lifelong interest. Being consulted and having her views acted on, she acquired self-confidence and never accepted the com“common assumption that women’s brains were inferior to men’s. The crisis also helped shape her future method of rule. Having tasted the bitterness of arbitrary punishment, she would make an effort to be fair to her officials.

The benefits of good nutrition may be particularly strong for two sets of people who do not decide what they eat: unborn babies and young children. In fact, there may well be an S-shaped relationship between their parent’s income and the eventual income of these children, caused by childhood nutrition. That is because a child who got the proper nutrients in utero or during early childhood will earn more money every year of his or her life: This adds up to large benefits over a lifetime. For example, the study of the long-term effect of deworming children in Kenya, mentioned above, concluded that being dewormed for two years instead of one (and hence being better nourished for two years instead of one) would lead to a lifetime income gain of $3,269 USD PPP. Small differences in investments in childhood nutrition (in Kenya, deworming costs $1.36 USD PPP per year; in India, a packet of iodized salt sells for $0.62 USD PPP; in Indonesia, fortified fish sauce costs $7 USD PPP per year) make a huge difference later on.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

When you read the phrase “selling your product or service,” don’t just think in terms of the product or service your company sells, but also your individual and intangible personal product or service—you. And understand that you need to sell you and your ideas in order to advance your career, gain more respect, and increase your success, influence, and income. And

In the old days, farmers would keep a little of their home-made opium for their families, to be used during illnesses, or at harvests and weddings; the rest they would sell to the local nobility, or to pykari merchants from Patna. Back then, a few clumps of poppy were enough to provide for a household's needs, leaving a little over, to be sold: no one was inclined to plant more because of all the work it took to grow poppies - fifteen ploughings of the land and every remaining clod to be built; purchases of manure and constant watering; and after all that, the frenzy of the harvest, each bulb having to be individually nicked, drained and scrapped. Such punishment was bearable when you had a patch or two of poppies - but what sane person would want to multiply these labours when there were better, more useful crops to grow, like wheat, dal, vegetables? But those toothsome winter crops were steadily shrinking in acreage: now the factory's appetite for opium seemed never to be seated. Come the cold weather, the English sahibs would allow little else to be planted; their agents would go from home to home, forcing cash advances on the farmers, making them sign /asámi/ contracts. It was impossible to say no to them: if you refused they would leave their silver hidden in your house, or throw it through a window. It was no use telling the white magistrate that you hadn't accepted the money and your thumbprint was forged: he earned commissions on the oppium adn would never let you off. And, at the end of it, your earnings would come to no more than three-and-a-half sicca rupees, just about enough to pay off your advance.

Sound investing is not complicated. Save a portion of every dollar you earn or that otherwise comes your way. The greater the percent of your income you save and invest, the sooner you’ll have F-You Money. Try saving and investing 50% of your income. With no debt, this is perfectly doable. The beauty of a high savings rate is twofold: You learn to live on less even as you have more to invest. The stock market is a powerful wealth-building tool and you should be investing in it. But realize the market and the value of your shares will sometimes drop dramatically. This is absolutely normal and to be expected. When it happens, ignore the drops and buy more shares. This will be much, much harder than you think. People all around you will panic. The news media will be screaming Sell, Sell, Sell! Nobody can predict when these drops will happen, even though the media is filled with those who claim they can. They are delusional, trying to sell you something or both. Ignore them. When you can live on 4% of your investments per year, you are financially independent.

Algren’s book opens with one of the best historical descriptions of American white trash ever written.* He traces the Linkhorn ancestry back to the first wave of bonded servants to arrive on these shores. These were the dregs of society from all over the British Isles—misfits, criminals, debtors, social bankrupts of every type and description—all of them willing to sign oppressive work contracts with future employers in exchange for ocean passage to the New World. Once here, they endured a form of slavery for a year or two—during which they were fed and sheltered by the boss—and when their time of bondage ended, they were turned loose to make their own way. In theory and in the context of history the setup was mutually advantageous. Any man desperate enough to sell himself into bondage in the first place had pretty well shot his wad in the old country, so a chance for a foothold on a new continent was not to be taken lightly. After a period of hard labor and wretchedness he would then be free to seize whatever he might in a land of seemingly infinite natural wealth. Thousands of bonded servants came over, but by the time they earned their freedom the coastal strip was already settled. The unclaimed land was west, across the Alleghenies. So they drifted into the new states—Kentucky and Tennessee; their sons drifted on to Missouri, Arkansas and Oklahoma. Drifting became a habit; with dead roots in the Old World and none in the New, the Linkhorns were not of a mind to dig in and cultivate things. Bondage too became a habit, but it was only the temporary kind. They were not pioneers, but sleazy rearguard camp followers of the original westward movement. By the time the Linkhorns arrived anywhere the land was already taken—so they worked for a while and moved on. Their world was a violent, boozing limbo between the pits of despair and the Big Rock Candy Mountain. They kept drifting west, chasing jobs, rumors, homestead grabs or the luck of some front-running kin. They lived off the surface of the land, like army worms, stripping it of whatever they could before moving on. It was a day-to-day existence, and there was always more land to the west. Some stayed behind and their lineal descendants are still there—in the Carolinas, Kentucky, West Virginia and Tennessee. There were dropouts along the way: hillbillies, Okies, Arkies—they’re all the same people. Texas is a living monument to the breed. So is southern California. Algren called them “fierce craving boys” with “a feeling of having been cheated.” Freebooters, armed and drunk—a legion of gamblers, brawlers and whorehoppers. Blowing into town in a junk Model-A with bald tires, no muffler and one headlight … looking for quick work, with no questions asked and preferably no tax deductions. Just get the cash, fill up at a cut-rate gas station and hit the road, with a pint on the seat and Eddy Arnold on the radio moaning good back-country tunes about home sweet home, that Bluegrass sweetheart still waitin, and roses on Mama’s grave. Algren left the Linkhorns in Texas, but anyone who drives the Western highways knows they didn’t stay there either. They kept moving until one day in the late 1930s they stood on the spine of a scrub-oak California hill and looked down on the Pacific Ocean—the end of the road.

Would it be okay if” + benefit = Great Ice Breaker Ready for some examples? Let’s talk about our business opportunity first: * Would it be okay if you never had to show up to work again? * Would it be okay if you had two paychecks instead of one? * Would it be okay if you had five-day weekends instead of two-day weekends? * Would it be okay if you earned more money? * Would it be okay if you could sell your alarm clock to your neighbor? * Would it be okay if you could wake up at the crack of noon? * Would it be okay if you could fire the boss? * Would it be okay

A brick could be used to show you how to live a richer, fuller, more satisfying life. Don’t you want to have fulfillment and meaning saturating your existence? I can show you how you can achieve this and so much more with just a simple brick. For just $99.99—not even an even hundred bucks, I’ll send you my exclusive life philosophy that’s built around a brick. Man’s used bricks to build houses for centuries. Now let one man, me, show you how a brick can be used to build your life up bigger and stronger than you ever imagined. But act now, because supplies are limited. This amazing offer won’t last forever. You don’t want to wake up in ten years to find yourself divorced, homeless, and missing your testicles because you waited even two hours too long to obtain this information. Become a hero today—save your life. Procrastination is only for the painful things in life. We prolong the boring, but why put off for tomorrow the exciting life you could be living today? If you’re not satisfied with the information I’m providing, I’m willing to offer you a no money back guarantee. That’s right, you read that wrong. If you are not 100% dissatisfied with my product, I’ll give you your money back. For $99.99 I’m offering 99.99%, but you’ve got to be willing to penny up that percentage to 100. Why delay? The life you really want is mine, and I’m willing to give it to you—for a price. That price is a one-time fee of $99.99, which of course everyone can afford—even if they can’t afford it. Homeless people can’t afford it, but they’re the people who need my product the most. Buy my product, or face the fact that in all probability you are going to end up homeless and sexless and unloved and filthy and stinky and probably even disabled, if not physically than certainly mentally. I don’t care if your testicles taste like peanut butter—if you don’t buy my product, even a dog won’t lick your balls you miserable cur. I curse you! God damn it, what are you, slow? Pay me my money so I can show you the path to true wealth. Don’t you want to be rich? Everything takes money—your marriage, your mortgage, and even prostitutes. I can show you the path to prostitution—and it starts by ignoring my pleas to help you. I’m not the bad guy here. I just want to help. You have some serious trust issues, my friend. I have the chance to earn your trust, and all it’s going to cost you is a measly $99.99. Would it help you to trust me if I told you that I trust you? Well, I do. Sure, I trust you. I trust you to make the smart decision for your life and order my product today. Don’t sleep on this decision, because you’ll only wake up in eight hours to find yourself living in a miserable future. And the future indeed looks bleak, my friend. War, famine, children forced to pimp out their parents just to feed the dog. Is this the kind of tomorrow you’d like to live in today? I can show you how to provide enough dog food to feed your grandpa for decades. In the future I’m offering you, your wife isn’t a whore that you sell for a knife swipe of peanut butter because you’re so hungry you actually considered eating your children. Become a hero—and save your kids’ lives. Your wife doesn’t want to spread her legs for strangers. Or maybe she does, and that was a bad example. Still, the principle stands. But you won’t be standing—in the future. Remember, you’ll be confined to a wheelchair. Mushrooms are for pizzas, not clouds, but without me, your life will atom bomb into oblivion. Nobody’s dropping a bomb while I’m around. The only thing I’m dropping is the price. Boom! I just lowered the price for you, just to show you that you are a valued customer. As a VIP, your new price on my product is just $99.96. That’s a savings of over two pennies (three, to be precise). And I’ll even throw in a jar of peanut butter for free. That’s a value of over $.99. But wait, there’s more! If you call within the next ten minutes, I’ll even throw in a blanket free of charge. . .

Consider some basic economic truths. If the government mandates that workers who are earning $7.25 must, overnight, be paid $10.10 an hour (or even $15.00 per hour) those new dollars must originate from some source. For example, if a fast-food restaurant that employs twenty individuals is required to pay some or all of them close to 30 percent more per hour, it must account for those dollars somewhere. The restaurant can try to sell more food, it can increase the cost of food, it can cut the hours of its employees, it can hire fewer workers, or it can lay off those currently employed.

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Forgetting herself entirely, Pandora let her head loll back against Gabriel's shoulder. "What kind of glue does Ivo use?" she asked languidly. "Glue?" he echoed after a moment, his mouth close to her temple, grazing softly. "For his kites." "Ah." He paused while a wave retreated. "Joiner's glue, I believe." "That's not strong enough," Pandora said, relaxed and pensive. "He should use chrome glue." "Where would he find that?" One of his hands caressed her side gently. "A druggist can make it. One part acid chromate of lime to five parts gelatin." Amusement filtered through his voice. "Does your mind ever slow down, sweetheart?" "Not even for sleeping," she said. Gabriel steadied her against another wave. "How do you know so much about glue?" The agreeable trance began to fade as Pandora considered how to answer him. After her long hesitation, Gabriel tilted his head and gave her a questioning sideways glance. "The subject of glue is complicated, I gather." I'm going to have to tell him at some point, Pandora thought. It might as well be now. After taking a deep breath, she blurted out, "I design and construct board games. I've researched every possible kind of glue required for manufacturing them. Not just for the construction of the boxes, but the best kind to adhere lithographs to the boards and lids. I've registered a patent for the first game, and soon I intend to apply for two more." Gabriel absorbed the information in remarkably short order. "Have you considered selling the patents to a publisher?" "No, I want to make the games at my own factory. I have a production schedule. The first one will be out by Christmas. My brother-in-law, Mr. Winterborne, helped me to write a business plan. The market in board games is quite new, and he thinks my company will be successful." "I'm sure it will be. But a young woman in your position has no need of a livelihood." "I do if I want to be self-supporting." "Surely the safety of marriage is preferable to the burdens of being a business proprietor." Pandora turned to face him fully. "Not if 'safety' means being owned. As things stand now, I have the freedom to work and keep my earnings. But if I marry you, everything I have, including my company, would immediately become yours. You would have complete authority over me. Every shilling I made would go directly to you- it wouldn't even pass through my hands. I'd never be able to sign a contract, or hire employees, or buy property. In the eyes of the law, a husband and wife are one person, and that person is the husband. I can't bear the thought of it. It's why I never want to marry.

I created a lot selling the collar for fifteen hundred gold, and the wand for eighteen hundred. These numbers were unreasonable, ten times as high as the average market price. ​After waiting for half an hour, I created a lot buying the items for twenty-five hundred gold. Was that dumb? Absolutely. But it worked! What would a reseller see, when they looked at these lots? Two items that could be resold for a thousand gold more. The conclusion was automatic: buy it and sell it on to potential buyers, and earn a thousand gold. What a tempting prospect! ​The main thing was to use different nicknames, or even the greediest of resellers would realize that it was a scam.

If you sold a business opportunity: * Well, you know how a five-day weekend is better than a two-day weekend? * Well, you know how great it would be to work out of our homes? * Well, you know how commuting takes up so much time? * Well, you know how we will never get rich working a job? * Well, you know how we would love to sell our alarm clock to our neighbor? * Well, you know how we would all like to earn more money? * Well, you know how smart people all have a second income? * Well, you know how we would love to set our own hours? * Well, you know how we want to pick up our children from school? * Well, you know how great it would be to never to go to work again?

He asked me innocently, what then had brought me to his home, and without a minutes hesitation I told him an astounding lie. A lie which was later to prove a great truth. I told him I was only pretending to sell the encyclopedia in order to meet people and write about them. That interested him enormously, even more than the encyclopedia. He wanted to know what I would write about him, if I could say. It's taken me twenty years to answer that question, but here it is. If you would still like to know, John Doe of the city of Bayonne, this is it. I owe you a great deal, because after that lie I told you, I left your house and I tore up the prospectus furnished me by The Encyclopedia Britannica and I threw it in the gutter. I said to myself I will never again go to people under false pretenses, even if is to give them the Holy Bible. I will never again sell anything, even if I have to starve. I am going home now and I will sit down and really write about people and if anybody knocks at my door to sell me something, I will invite him in and say "Why are you doing this?" and if he says it is because he needs to make a living I will offer him what money I have and beg him once again to think what he is doing. I want to prevent as many men as possible from pretending that they have to do this or that because they must earn a living. It is not true. One can starve to death, it is much better. Every man who voluntarily starves to death jams another cog in the automatic process. I would rather see a man take a gun and kill his neighbor in order to get the food he needs than keep up the automatic process by pretending that he has to earn a living. That's what I want to say, Mr John Doe.

As it turned out, Sharpe was right. Cooperation succumbed to market forces, but even more to the war waged on it by the business classes. By 1887 the latter were determined to destroy the Knights, with their incessant boycotts, their strikes (sometimes involving hundreds of thousands), their revolutionary agitation, and their labor parties organized across the country. In the two years after the infamous Haymarket bombing in Chicago and the Great Upheaval of 1886, in which 200,000 trade unionists across the country went on a four-day-long strike for the eight-hour day but in most cases failed—partly because Terence Powderly, the leader of the Knights, who had always disliked strikes, refused to endorse the action and encouraged the Knights not to participate—capitalist repression swept the nation. Joseph Rayback summarizes: The first of the Knights’ ventures to feel the full effect of the post-Haymarket reaction were their cooperative enterprises. In part the very nature of such enterprises worked against them. The successful ventures became joint-stock corporations, the wage-earning shareholders and managers hiring labor like any other industrial unit. In part the cooperatives were destroyed by inefficient managers, squabbles among shareholders, lack of capital, and injudicious borrowing of money at high rates of interest. Just as important was the attitude of competitors. Railroads delayed the building of tracks, refused to furnish cars, or refused to haul them. Manufacturers of machinery and producers of raw materials, pressed by private business, refused to sell their products to the cooperative workshops and paralyzed operations. By 1888 none of the Order’s cooperatives were in existence.170

By probing questions such as these, the Swiss watch company Swatch, for example, was able to arrive at a cost structure some 30 percent lower than any other watch company in the world. At the start, Nicolas Hayek, chairman of Swatch, set up a project team to determine the strategic price for the Swatch. At the time, cheap (about $75), high-precision quartz watches from Japan and Hong Kong were capturing the mass market. Swatch set the price at $40, a price at which people could buy multiple Swatches as fashion accessories. The low price left no profit margin for Japanese or Hong Kong–based companies to copy Swatch and undercut its price. Directed to sell the Swatch for that price and not a penny more, the Swatch project team worked backwards to arrive at the target cost, a process that involved determining the margin Swatch needed to support marketing and services and earn a profit. Given

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You have something to say to me, Cassidy, say it. Or shut the fuck up.” “All right,” Jules said. “I will.” He took a deep breath. Exhaled. “Okay, see, I, well, I love you. Very, very much, and . . .” Where to go from here . . .? Except, his plain-spoken words earned him not just a glance but Max’s sudden full and complete attention. Which was a little alarming. But it was the genuine concern in Max’s eyes that truly caught Jules off-guard. Max actually thought . . . Jules laughed his surprise. “Oh! No, not like that. I meant it, you know, in a totally platonic, non-gay way.” Jules saw comprehension and relief on Max’s face. The man was tired if he was letting such basic emotions show. “Sorry.” Max even smiled. “I just . . .” He let out a burst of air. “I mean, talk about making things even more complicated . . .” It was amazing. Max hadn’t recoiled in horror at the idea. His concern had been for Jules, about potentially hurting his tender feelings. And even now, he wasn’t trying to turn it all into a bad joke. And he claimed they weren’t friends. Jules felt his throat tighten. “You can’t know,” he told his friend quietly, “how much I appreciate your acceptance and respect.” “My father was born in India,” Max told him, “in 1930. His mother was white—American. His father was not just Indian, but lower caste. The intolerance he experienced both there and later, even in America, made him a . . . very bitter, very hard, very, very unhappy man.” He glanced at Jules again. “I know personality plays into it, and maybe you’re just stronger than he was, but . . . People get knocked down all the time. They can either stay there, wallow in it, or . . . Do what you’ve done—what you do. So yeah. I respect you more than you know.” Holy shit. Weeping was probably a bad idea, so Jules grabbed onto the alternative. He made a joke. “I wasn’t aware that you even had a father. I mean, rumors going around the office have you arriving via flying saucer—” “I would prefer not to listen to aimless chatter all night long,” Max interrupted him. “So if you’ve made your point . . .?” Ouch. “Okay,” Jules said. “I’m so not going to wallow in that. Because I do have a point. See, I said what I said because I thought I’d take the talk-to-an-eight-year-old approach with you. You know, tell you how much I love you and how great you are in part one of the speech—” “Speech.” Max echoed. “Because part two is heavily loaded with the silent-but-implied ‘you are such a freaking idiot.’” “Ah, Christ,” Max muttered. “So, I love you,” Jules said again, “in a totally buddy-movie way, and I just want to say that I also really love working for you, and I hope to God you’ll come back so I can work for you again. See, I love the fact that you’re my leader not because you were appointed by some suit, but because you earned very square inch of that gorgeous corner office. I love you because you’re not just smart, you’re open-minded—you’re willing to talk to people who have a different point of view, and when they speak, you’re willing to listen. Like right now, for instance. You’re listening, right?” “No.” “Liar.” Jules kept going. “You know, the fact that so many people would sell their grandmother to become a part of your team is not an accident. Sir, you’re beyond special—and your little speech to me before just clinched it. You scare us to death because we’re afraid we won’t be able to live up to your high standards. But your back is strong, you always somehow manage to carry us with you even when we falter. “Some people don’t see that; they don’t really get you—all they know is they would charge into hell without hesitation if you gave the order to go. But see, what I know is that you’d be right there, out in front—they’d have to run to keep up with you. You never flinch. You never hesitate. You never rest.

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But it’s hard to make the case that the one-child policy advanced Chinese women’s rights when, balanced against urban women’s advancements, one considers the huge numbers of females killed at birth or abandoned, as well as aborted female foetuses. Nobel Prize–winning economist Amartya Sen estimates that infanticide and gendercide have contributed to a missing 100 million women in Asia. Roughly half of those would have been Chinese. With the current gender imbalance, women are certainly more valuable, but not necessarily more valued. In addition to a rising anti-feminist backlash, the female shortage has resulted in increasing commodification of women. Prostitution and sex trafficking in China have been on the rise for the past decade, though nobody has precise figures, for enforcement is lax and transparency low. In 2007, the US State Department estimated that a minimum of ten to twenty thousand victims are trafficked domestically within China yearly, earning traffickers more than $7 billion annually, more than selling drugs or weapons.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

Emma, calm down. I had to know-" I point my finger in his face, almost touching his eyeball. "It's one thing for me to give your permission to look into it. But I'm pretty sure looking into it without my consent is illegal. In fact, I'm pretty sure everything that woman does is illegal. Do you even know what the Mafia is, Galen?" His eyebrows lift in surprise. "She told you who she is? I mean, who she used to be?" I nod. "While you were checking in with Grom. Once in the Mob, always in the Mob, if you ask me. How else would she get all her money? But I guess you wouldn't care about that, since she buys you houses and cars and fake IDs." I snatch my wrist away and turn back toward our hotel. At least, I hope it's our hotel. Galen laughs. "Emma, it's not Rachel's money; it's mine." I whirl on him. "You are a fish. You don't have a job. And I don't think Syrena currency has any of our presidents on it." Now "our" means I'm human again. I wish I could make up my mind. He crosses his arms. "I earn it another way. Walk to the Gulfarium with me, and I'll tell you how." The temptation divides me like a cleaver. I'm one part hissy fit and one part swoon. I have a right to be mad, to press charges, to cut Rachel's hair while she's sleeping. But do I really want to risk the chance that she keeps a gun under her pillow? Do I want to miss the opportunity to scrunch my toes in the sand and listen to Galen's rich voice tell me how a fish came to be wealthy? Nope, I don't. Taking care to ram my shoulder into him, I march past him and hopefully in the right direction. When he catches up to me, his grin threatens the rest of my hissy fit side, so I turn away, fixing my glare on the waves. "I sell stuff to humans," he says. I glance at him. He's looking at me, his expression every bit as expectant as I feel. I hate this little game of ours. Maybe because I'm no good at it. He won't tell me more unless I ask. Curiosity is one of my most incurable flaws-and Galen knows it. Still, I already gave up a perfectly good tantrum for him, so I feel like he owes me. Never mind that he saved my life today. That was so two hours ago. I lift my chin. "Rachel says I'm a millionaire," he says, his little knowing smirk scrubbing my nerves like a Brillo pad. "But for me, it's not about the money. Like you, I have a soft spot for history." Crap, crap, crap. How can he already know me this well? I must be as readable as the alphabet. What's the use? He's going to win, every time.

Buffett declared the best inflation hedge is a company with a wonderful product that requires little capital to grow. As a test, he invited each of us to look at our own earning ability. In inflation, your compensation can go up without any additional investment. As a business example, Buffett noted that when See’s Candy was purchased in 1971, it had the revenues of $25 million and sold 16 million pounds of candy annually with $9 million in tangible assets. Today, See’s sells $300 million of candy with $40 million of tangible assets. Berkshire needed to invest only $31 million to generate a more than 10-fold increase in revenues. In aggregate, Buffett noted that Berkshire has earned $1.5 billion in profits at See’s over the years. See’s inventory turns fast, has no receivables and has little fixed investment – a perfect inflation hedge. Buffett allowed that if you have tons of receivables and inventory, that’s a lousy business in inflation. The railroad and MidAmerican Energy both have these undesirable characteristics, but that is offset by their utility to the economy and subsequent allowable returns. Buffett rued that there simply aren’t enough “See’s Candys” to buy. Buffett added that being an investor has made him a better businessman and that being a businessman has made him a better investor.(125) Munger noted that they didn’t always know this inflation-business element, which shows how continuous learning is so important.

Innovation and disruption are ideas that originated in the arena of business but which have since been applied to arenas whose values and goals are remote from the values and goals of business. People aren’t disk drives. Public schools, colleges and universities, churches, museums, and many hospitals, all of which have been subjected to disruptive innovation, have revenues and expenses and infrastructures, but they aren’t industries in the same way that manufacturers of hard-disk drives or truck engines or drygoods are industries. Journalism isn’t an industry in that sense, either. Doctors have obligations to their patients, teachers to their students, pastors to their congregations, curators to the public, and journalists to their readers--obligations that lie outside the realm of earnings, and are fundamentally different from the obligations that a business executive has to employees, partners, and investors. Historically, institutions like museums, hospitals, schools, and universities have been supported by patronage, donations made by individuals or funding from church or state. The press has generally supported itself by charging subscribers and selling advertising. (Underwriting by corporations and foundations is a funding source of more recent vintage.) Charging for admission, membership, subscriptions and, for some, earning profits are similarities these institutions have with businesses. Still, that doesn’t make them industries, which turn things into commodities and sell them for gain.

the investor would need more than a mere falling off in both earnings and price to give him a sound basis for purchase. He should require an indication of at least reasonable stability of earnings over the past decade or more—i.e., no year of earnings deficit—plus sufficient size and financial strength to meet possible setbacks in the future. The ideal combination here is thus that of a large and prominent company selling both well below its past average price and its past average price/earnings multiplier. This would no doubt have ruled out most of the profitable opportunities in companies such as Chrysler, since their low-price years are generally accompanied by high price/earnings ratios. But let us assure the reader now—and no doubt we shall do it again—that there is a world of difference between “hindsight profits” and “real-money profits.” We doubt seriously whether the Chrysler type of roller coaster is a suitable medium for operations by our enterprising investor. We have mentioned protracted neglect or unpopularity as a second cause of price declines to unduly low levels. A current case of this kind would appear to be National Presto Industries. In the bull market of 1968 it sold at a high of 45, which was only 8 times the $5.61 earnings for that year. The per-share profits increased in both 1969 and 1970, but the price declined to only 21 in 1970. This was less than 4 times the (record) earnings in that year and less than its net-current-asset value. In March 1972 it was selling at 34, still only 5½ times the last reported earnings, and at about its enlarged net-current-asset value.

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We define a bargain issue as one which, on the basis of facts established by analysis, appears to be worth considerably more than it is selling for. The genus includes bonds and preferred stocks selling well under par, as well as common stocks. To be as concrete as possible, let us suggest that an issue is not a true “bargain” unless the indicated value is at least 50% more than the price. What kind of facts would warrant the conclusion that so great a discrepancy exists? How do bargains come into existence, and how does the investor profit from them? There are two tests by which a bargain common stock is detected. The first is by the method of appraisal. This relies largely on estimating future earnings and then multiplying these by a factor appropriate to the particular issue. If the resultant value is sufficiently above the market price—and if the investor has confidence in the technique employed—he can tag the stock as a bargain. The second test is the value of the business to a private owner. This value also is often determined chiefly by expected future earnings—in which case the result may be identical with the first. But in the second test more attention is likely to be paid to the realizable value of the assets, with particular emphasis on the net current assets or working capital. At low points in the general market a large proportion of common stocks are bargain issues, as measured by these standards. (A typical example was General Motors when it sold at less than 30 in 1941, equivalent to only 5 for the 1971 shares. It had been earning in excess of $4 and paying $3.50, or more, in dividends.) It is true that current earnings and the immediate prospects may both be poor, but a levelheaded appraisal of average future conditions would indicate values far above ruling prices. Thus the wisdom of having courage in depressed markets is vindicated not only by the voice of experience but also by application of plausible techniques of value analysis.

There is some evidence that peer reports (Suzie’s friends’ ratings) predict people’s behavior better than their self-reports (Suzie’s own ratings). In one study, for example, college students were worse at predicting how nervous and talkative they would be when chatting with a new acquaintance than were peers who had just met them for the first time.21 Other studies have found that people are worse at making specific predictions about how they will behave than they are at predicting how other people will behave. When asked whether they would purchase a flower as part of a campus charity drive in the upcoming weeks, students made overly rosy predictions; 83 percent said they would, whereas in fact only 43 percent actually did. When asked how likely it was that other students would purchase a flower, people were more accurate; they predicted that 56 percent would, which was closer to the 43 percent figure. In another study, people predicted that they would donate an average of $2.44 of their earnings in an experiment to charity, whereas other people would donate only $1.83. Once again they were more accurate in their predictions about other people; the actual figure donated was $1.53. One reason people fail to predict their own behavior very accurately is that they believe that they are “holier than thou” and would be more likely than the average person to perform moral acts of kindness. Another is that people use different kinds of information when predicting their own versus other people’s behavior. When predicting other people’s actions, we rely mostly on our cumulative experience of how the average person would act, including our hunches about the kinds of situational constraints people will face (“Probably many people who intended to buy a flower will never walk past one of the people selling them”). When predicting our own actions, we rely more on our “inside information” about our own personalities (“I am a kind person who wants to help others”). This can be a problem for two reasons: relying only on inside information causes people to overlook situational constraints on their actions, such as the possibility that they, too, will fail to pass by someone selling the flowers; second, as we have seen, people’s inside information is not the full story about their personalities and might not be completely accurate.22

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The school is teeming with activity. The rooms are small and large, many are special-purpose rooms, like shops and labs, but most are furnished like rather shabby living or dining rooms in homes: lots of sofas, easy chairs, and tables. Lots of people sitting around talking, reading, and playing games. On an average rainy day—quite different from a beautiful suddenly snowy day, or a warm spring or fall day—most people are inside. But there will also be more than a few who are outside in the rain, and later will come in dripping and trying the patience of the few people inside who think the school should perhaps be a “dry zone.” There may be people in the photo lab developing or printing pictures they have taken. There may be a karate class, or just some people playing on mats in the dance room. Someone may be building a bookshelf or fashioning chain mail armor and discussing medieval history. There are almost certainly a few people, either together or separate, making music of one kind or another, and others listening to music of one kind or another. You will find adults in groups that include kids, or maybe just talking with one student. It would be most unusual if there were not people playing a computer game somewhere, or chess; a few people doing some of the school’s administrative work in the office—while others hang around just enjoying the atmosphere of an office where interesting people are always making things happen; there will be people engaged in role-playing games; other people may be rehearsing a play—it might be original, it might be a classic. They may intend production or just momentary amusement. People will be trading stickers and trading lunches. There will probably be people selling things. If you are lucky, someone will be selling cookies they baked at home and brought in to earn money. Sometimes groups of kids have cooked something to sell to raise money for an activity—perhaps they need to buy a new kiln, or want to go on a trip. An intense conversation will probably be in progress in the smoking area, and others in other places. A group in the kitchen may be cooking—maybe pizza or apple pie. Always, either in the art room or in any one of many other places, people will be drawing. In the art room they might also be sewing, or painting, and some are quite likely to be working with clay, either on the wheel or by hand. Always there are groups talking, and always there are people quietly reading here and there. One

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We have to decide whether we can sensibly estimate an earnings range for five years out, or more. If the answer is yes, we will buy the stock (or business) if it sells at a reasonable price in relation to the bottom boundary of our estimate.

It is difficult to evaluate their recommendations of individual securities. Each service is entitled to be judged separately, and the verdict could properly be based only on an elaborate and inclusive study covering many years. In our own experience we have noted among them a pervasive attitude which we think tends to impair what could otherwise be more useful advisory work. This is their general view that a stock should be bought if the near-term prospects of the business are favorable and should be sold if these are unfavorable—regardless of the current price. Such a superficial principle often prevents the services from doing the sound analytical job of which their staffs are capable—namely, to ascertain whether a given stock appears over- or undervalued at the current price in the light of its indicated long-term future earning power. The intelligent investor will not do his buying and selling solely on the basis of recommendations received from a financial service. Once this point is established, the role of the financial service then becomes the useful one of supplying information and offering suggestions.

A complete meritocratic accounting of earned advantage is more expansive than this and traces income through its shallow sources back to its deep roots—to reveal that some income nominally attributed to capital in fact originates in labor and therefore should be counted as earned through effort, skill, and industry. An entrepreneur who sells founder’s shares in her firm, an executive who realizes appreciation after being paid in stock, and a hedge fund manager who gets paid a “carried interest” share of profits on funds she invests (but does not own) all report capital gains income on their tax returns. But all these types of income ultimately reflect returns to the founder’s, the executive’s, or the manager’s labor and, the meritocrat insists, are on this account earned. A similar analysis applies to pensions and owner-occupied housing. All this income is earned in a way that distinguishes it from the true capital income of the hereditary rentier who lives, at leisure, from returns on an inherited patrimony. Regardless of what the tax accounts say, therefore, accurate meritocratic accounting attributes all these types of income not to capital but to labor.

to solve algebra problems. It’s weird and confusing. This should explain why one of my first clients, Jessica, was so annoyed with me. Jessica was a twenty-something who responded to my ad on Craigslist. That’s how new brokers like me found clients in 2008. We placed ads, clients called, and we arranged to meet with them. It’s actually very similar to arranging a date with a prostitute.

The secret to your success will be revealed in hindsight. You won’t recognize it until you’ve already lived it.

Or did I want something different? Did I want a life that was completely unhindered by anything? Limitless possibilities. Expansion in all ways. That sounded a lot better than my current situation of broke and in tears. I understood that I had a choice to make. Did I want to be moderately successful? Or did I want to be phenomenally successful?

thought about how I could take initiative to move my career forward every day. I asked more experienced brokers if I could shadow them for a day or run one of their open houses. I put more ads on Craigslist. I worked to be less shy. Soon I started to feel less weird about not going to auditions, and more excited about selling. It was a slow, steady process. There were occasional bumps, big and small, but I kept going. At first, I was fueled by fear and the scary thoughts of returning home to Colorado a failure.

Initiative is like a magical cure-all elixir. Pick up the phone and make a call, send an email, follow up with leads. Do something. Taking initiative is like breathing for a salesperson; you cannot survive without it. Take initiative with everything that is put in front of you, and you will experience success every single day.

Never hyper-focus on one ball. You do not live or die by one sale. 2. You never wonder, “What’s next?” because your next deal is already in the works. 3. You are surrounded by opportunity—making contacts, gaining referrals, generating new business, always reaching for new balls. 4. You know that it takes as much energy to manage one ball as it does four, five, or even six. 5. You control the flight path—you know which balls to handle first, which ones to deal with quickly, and which ones require more time and attention. 6. You don’t blindly toss balls in the air. You care about where each one lands. LET FEAR DRIVE YOUR SUCCESS

Face time matters in sales. Whenever I have a client who is on the fence about a deal, or hesitating to move forward, I schedule a face-to-face meeting right away. People often struggle to make decisions, and if they’re not in front of you it’s out of sight and out of mind. It’s easy to ignore texts and emails, but it’s not easy to ignore someone sitting right across from you. I take in-person meetings whenever I can. An in-person meeting shows a client your level of commitment. In the end you’ll also save time, close more sales, and be ready to tackle that next ball.

option. Never forget that while you’re a salesperson, you are also in the service business—and sometimes that means being flexible and playing by someone else’s rules.

The list goes on, and the only thing I’ve said NO to was having a live tiger at an open house—that’s just going too far. But it was that first big deal with Mr. X that showed me the true power of YES when it comes to making volume sales. I sell more because I say YES when other people would say no, and I can keep moving a client forward until that deal is done. Saying yes to every opportunity was my way of believing in myself and showing everyone I was the best—even when I wasn’t. I’ve also learned that quickly flipping negatives into positives will help you close deals faster and more frequently. Sometimes this is as simple as asking yourself, “Is this negative really even a negative?” For example, if I’m selling an apartment with no light I’ll push this as a positive to a client who is almost never home, or only home at night. Why pay for a view you won’t even see? Take the time to think about the usual objections you have in your area of sales; it’s likely you’ll hear the same objections over and over. How can you show clients that this isn’t really a negative? How can you turn this around? Anticipating objections and immediately turning them into positives will result in you selling more. Get ready to juggle more balls and cash bigger checks! AN UNEXPECTED SALES WEAPON: IMPROV If you visited my office on a random Monday morning during our team meeting, you might think you had mistakenly walked into a circus or a lunatic asylum.

YES is the most essential word in any salesperson’s vocabulary. Say yes to opportunities so that you have lots of balls to play with. You have to persuade clients to say yes to making purchases. You have to say yes to taking risks. And maybe most importantly, if a client were to say, “I only want to buy from the best shoe salesperson in the world. Is that you?” don’t hesitate to shout, “Yes, I am the best!” from the top of the nearest mountain. Or just climb on a chair, you know, whatever works. When you are asked to do something new or totally foreign to you and you have no idea how to do it, say YES and trust yourself to figure out how to do it later.

toward closing and a nice big check), you need to listen to what your client is saying to you. You can’t be a one-note salesperson. Not everyone responds to the same song, and it’s your job to adjust the tune and play the right notes. You have to constantly ask yourself, “What does this client need from me?” and respond at their level. Ask yourself:

If you want a client to buy what you are selling, self-confidence needs to be oozing out of your pores. You must decide that there is no choice but to be the BEST salesperson that has ever existed in the history of the entire universe. Early on in my career, I bought myself a one-way ticket to planet confidence and I’ve never looked back.

Making enough money to pay for your kids’ college or take your dream vacation? The Serhants and the Badavas family have been lifelong friends since the day we showed up at their front door. I never could have imagined such a risk would pay off in such a good way. If there’s the possibility of that big reward on the other side of the door, just knock on it. Go ahead, take a risk. What are you waiting for? See? You’re still alive! Take another one. Then do it again.

Set your timer for two minutes (once you become a master of this game, do it for longer). Start a conversation with the other person by asking them a question. They must reply to your question with, you guessed it, another question. Continue this for the entire two minutes. Whoever messes up and answers a question with a statement loses the game.

SoHo was a market I desperately wanted to sell in, and I started meeting people the moment I put my mind to it. “Need some water? My name’s Ryan.” “Need a spot?” “Nice Nikes!” These would be strange things to say to someone on the street. But at the gym, these were my client pickup lines, and they worked. They worked so well that I became addicted to meeting people. The first week I picked up a $3.5 million loft and sold it in four days. The 6 percent commission I made paid for 100 years of Equinox. Literally. And these were just my afternoon clients.

Never start off by talking about the product. Always make a connection first. If you went on a blind date and the first words out of your mouth were, “Do you want to have sex?” things probably wouldn’t go your way. You might even get a drink thrown in your face. Sales is surprisingly similar: You have to be sincere when meeting a potential customer for the first time. Give them a genuine compliment or ask a question to get a conversation started. Get a yes and a smile. Once

People are attracted to other people with similar likes.

If you want to be really productive, give yourself a quota. Meet at least three new people every day, and get their contact info.

Social currency matters. The more people you meet, the more business you’ll do.

Most salespeople are either too pushy and aggressive, and only focused on the sale. Or they’re too accommodating—robotic, and say yes to whatever the client asks. Both of these scenarios prevent deals from closing. To be an effective closer, you have to maintain a connection but focus on the deal first.

As I started to close more deals, I saw that when I made a genuine connection with clients I was able to show how my product fit into their lifestyles—and not vice versa. If my client loved golf, I’d point out how much fun it would be to live near the driving range at Chelsea Piers. Making that personal connection between product and client is key, and it lays the groundwork for a transaction. It’s the difference between closing or losing a sale. If

Don’t always sell the most expensive product.

fit for them. Steve Jobs said it best: “People don’t know what they want until you show it to them.” Linus wanted an apartment in Murray Hill, but I sold him a townhouse in Park Slope. This didn’t happen because I just told him where it was, when it was built, and what the square footage was; based on what I knew about Linus I believed it was the best choice for him—and that he would love it. Closing a deal is about tapping into emotions. The sooner you can learn to take off the “salesman’s hat” and get in tune with your client’s emotions and desires, the better you’ll become at working the deal. If you’re not sure how to do that, remember what makes an exceptional salesperson: a salesperson who works for The Deal.

Shifting your focus back to the deal will remind you that you have one job: to close a sale for a happy customer, who will then come back and buy from you for the rest of their lives. When you work for the deal:

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Doer work can be everything and anything. Turning on lights, sending emails, answering the phones, opening mail, placing ads, licking stamps, putting postcards in mailboxes—whatever work has to be done to get the deal made. I did everything from ordering Twizzlers in bulk to showing apartments, to painting apartments, staging apartments, and measuring apartments to make sure a couch would fit, and taking out the garbage when a seller forgot to. For you it might mean paperwork and contracts—whatever work it takes to support the deal.

When the market is great, that’s all you need. But when the market is bad, you need to sell more than just the product—you need to sell the story.

In sales, there is a direct correlation between the business that you get and the business you’re known for.

If you make a big sale, you’re one step closer to being the salesperson you want to be. Let everyone know about it. Send out postcards, post on social media, talk about it every chance you get.

Do I guide clients toward one decision over another? Possibly. Do I push a little when someone is nervous about making a decision? Of course. When I sell someone an apartment they love, it’s because I listened carefully to their wants, needs, and concerns, and I am able to assure them that they’re making the right choice. I always make a point of keeping my eye on the target, and my bulls-eye is always a closed deal.

That day I walked out of the store with new shoes and an understanding of how emotions can be used to drive a sale. Having me put on a shoe that was way out of my price range, but not pressuring me to buy it, created a big Wow Moment, and it achieved a couple of important things. First, my mind was blown. I couldn’t believe the difference between a good shoe and an amazing shoe, and I was able to feel it for myself. This is a great technique for upselling someone if they have more to spend. You can’t control how much money is in a client’s bank account, but you can control how you present the product to them—and that directly impacts how they feel about it. I

The Wow Moment also gave me a clear understanding of what products were in my price range. It helped manage my expectations. No one wants to hear, “Well, your budget is small, and therefore the sofas in your price range really aren’t that great. That’s probably why you hate all of them.” The Wow Moment is a kinder way to educate and assure a customer about their purchase. Serhant Secret #10 You can’t negotiate with someone’s wallet, but you can negotiate with their feelings. I first tried the Wow Moment on my client Amanda, who was looking for a rental on the west side of Manhattan and had a budget of about $3,500.

I told her, but before she got upset, I said, “Don’t worry, I know that’s too much for you, and who really needs a terrace? I have this same apartment one floor down, for $3,850 without a terrace. Want to see it?” She signed a lease that night.

At one point she got up to go to the bathroom, and I noticed her coat. I saw the tag—it was made by Linus’s family. I laughed out loud and sent him a text. He responded right away, “So funny. Just thinking about you. I want to buy another house.

relentless. Have empathy. Are patient. Listen.

Bring value. Have respect.

you want your voice to convey qualities that assure customers they are making the right move, start with your posture. You’ll sound best if you are standing up tall and straight.

When working with buyers, it’s important to keep momentum—once a buyer cools on spending this kind of money, it’s very tough to get them motivated again.

I no longer work like this, by the way. I learned my lesson after working with buyer after buyer who wouldn’t actually buy anything. Now I qualify buyers, I help them focus, and teach them that purchasing property is a process of elimination, not a shopping spree.

I decided I would follow up every three weeks, religiously, until they bought an apartment or I was dead (tragically young), or I read that they’d perished in a fiery car chase in Monte Carlo. I was going to implement the first F, follow-up, by sending them emails about new developments, listings I thought they would like, and highlights from The Serhant Team newsletter.

up. You are still in touch with cold clients once or twice a month. When they do decide to buy something, there you are, like magic!

HOT: Hot clients are ready to buy something now. They have a time line set. You are in touch with them every day. You’re keeping them posted on any product developments or sales. You are making it clear you are working hard for them. WARM: Warm clients are thinking about buying something. They are buy-curious. You are in touch with them once a week, also keeping them posted on developments and sales. COLD: Cold clients are not actively looking to buy, but that doesn’t mean you don’t follow

When you incorporate follow-up into your regular sales practice, jotting off a quick and friendly email is practically effortless—and it’s free. It’s free! It costs you nothing to send an email, and it takes less time than it does to make yourself a donut-shop-flavored Keurig coffee. If there was any chance the Lockes were going to buy an apartment—ever—it was going to be from me. Let the follow-up parade continue! When you follow up with a lead, don’t just

message. Include information about a sale, or a new product. You just came across an article that says, “People who have hot tubs are so relaxed that they outlive poor slobs who do not have hot tubs.” Include that along with a friendly message about how you’re offering free delivery this week only! I follow all my clients on social media. I also save all of their birthdays in my calendar. The other day I noticed that Greta Lambert’s son James had just celebrated his tenth birthday. It was an opportunity for an easy, friendly follow-up message. I shot her an email, “Wow. James is growing up so quickly, your apartment must be feeling small.” Greta responded, “Ryan, good to hear from you, it does feel small!” Now she’s a warm lead and I’ll follow up next week with some listings in her area.

One time he wanted me to research a house he was curious about—in Iowa. Some realtors might find this annoying, or view it as something they “don’t have time to do.” Anytime someone on my team tells me they’re too busy to answer clients, the next day they’re not on the team. Customer service and follow-through are paramount to referral business from clients just like Campbell. So even though I had no idea what houses in Iowa were worth, I was happy to get more information for him.

Anyone can follow up by pushing calls and emails, but follow-through is the next level. It’s simple: do what you say you’re going to do. If you tell a client you’ll do some research and get back to him, do it. If you say you will answer your emails within twelve hours, do it. If you make a promise to yourself that you’re going to meet three new people every day, don’t sell yourself short. Do it.

Never wait to follow up. Follow up now. It’s one of my little tricks to get attention. No one follows up faster than I do. And when you want to set up that follow-up meeting, propose dates that work for you. Don’t just ask if they’re free—take control of the destiny of your working relationship!

He said I was relentless with my outreach, and that’s the kind of broker he needs selling his apartments.