Sharing Expertise Quotes

Every man walks his own path, and every path has its fair share of locked doors. You never know who holds the key to a door you’ll need to open one day, so you best treat people as if they are all keyholders.

by giving your time and expertise and sharing them freely, the pie gets bigger for everyone.

Chase picked up the card. “I’m happy to share from my personal experience, if you like.” Temple grinned at his hand. “And I.” It was all too much. “I do not need advice. She enjoyed it immensely.” “I hear they don’t all enjoy it right off the bat,” Cross said. “That is true,” Chase said, all expertise. “It’s fine if she didn’t, old man,” Temple offered. “You can try again.” “She enjoyed it.” Bourne’s voice was low and tight, and he thought he might kill the next person who spoke. “Well, one thing is for certain,” Temple said, casually, and Bourne ignored the pang of disappointment that the enormous man was very likely the only one at the table he could not kill.

It’s about our burning desire to create something from nothing. It’s about defining success for ourselves, and our motivation to find success by doing things our way. And it’s about the freedom to create and execute our ideas, and then share those ideas with the world. It’s about the thing I believe most entrepreneurs today are looking for.

Their insularity made him envious—not just of the men but all three of them. They were working together, two men and a girl, with evident ease. Even after the diving suit was on and she no longer looked like a girl, he was resentful of their shared knowledge, their nomenclature and expertise.

Writing is more fun when you have a partner, so find friends who share your research interests. Two authors can write faster, can complement expertise, can help with hard decisions, and understand context of decisions made.

Oh, those lapses, darling. So many of us walk around letting fly with “errors.” We could do better, but we’re so slovenly, so rushed amid the hurly-burly of modern life, so imprinted by the “let it all hang out” ethos of the sixties, that we don’t bother to observe the “rules” of “correct” grammar. To a linguist, if I may share, these “rules” occupy the exact same place as the notion of astrology, alchemy, and medicine being based on the four humors. The “rules” make no logical sense in terms of the history of our language, or what languages around the world are like. Nota bene: linguists savor articulateness in speech and fine composition in writing as much as anyone else. Our position is not—I repeat, not—that we should chuck standards of graceful composition. All of us are agreed that there is usefulness in a standard variety of a language, whose artful and effective usage requires tutelage. No argument there. The argument is about what constitutes artful and effective usage. Quite a few notions that get around out there have nothing to do with grace or clarity, and are just based on misconceptions about how languages work. Yet, in my experience, to try to get these things across to laymen often results in the person’s verging on anger. There is a sense that these “rules” just must be right, and that linguists’ purported expertise on language must be somehow flawed on this score. We are, it is said, permissive—perhaps along the lines of the notorious leftist tilt among academics, or maybe as an outgrowth of the roots of linguistics in anthropology, which teaches that all cultures are equal. In any case, we are wrong. Maybe we have a point here and there, but only that.

The only expertise everyone shares is the ability to make mistakes.

Being prepared and sharing your knowledge earns the confidence of those who are interviewing you, depend on your expertise, or seek you out for solutions, answers, or presentations.

What is the difference between coaching, consulting, and training? Coaching is personal. Consulting is an expertise shared (generally) with an organization. Training is for the many.

We must never confuse professionalism with expertise. Expertise is something to work for and to share; professionalism is--by definition--elitist and exclusive, sexist, racist, and classist.

COMMUNITIES OF PRACTICE are groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis.

As such, I have found that American politics is best understood by braiding two forms of knowledge that are often left separate: the direct, on-the-ground insights shared by politicians, activists, government officials, and other subjects of my reporting, and the more systemic analyses conducted by political scientists, sociologists, historians, and others with the time, methods and expertise to study American politics at scale. On their own, political actors often ignore the incentives shaping their decisions and academic researchers miss the human motivations that drive political decision-making. Together, however, they shine bright light on how and why American politics work the way it does.

connecting. It’s a constant process of giving and receiving—of asking for and offering help. By putting people in contact with one another, by giving your time and expertise and sharing them freely, the pie gets bigger for everyone. This karma-tinged vision of how things work may sound naïve to those who have grown cynical of the business world. But while the power of generosity is not yet fully appreciated, or applied, in the halls of corporate America, its value in the world of networks is proven.

Our current long-term vision at LinkedIn is to extend this professional graph into an economic graph by digitally manifesting every economic opportunity [i.e., job] in the world (full-time and temporary); the skills required to obtain those opportunities; the profiles for every company in the world offering those opportunities; the professional profiles for every one of the roughly 3.3 billion people in the global workforce; and subsequently overlay the professional knowledge of those individuals and companies onto the “graph” [so that individual professionals could share their expertise and experience with anyone]. Anyone

What has stood out in this wave of early resistance is how the barriers defining who is and who is not an 'activist' or an 'organizer' are completely breaking down. People are organizing mass events who have never organized anything political before. A great many are discovering that, whatever their field of expertise, whether they are lawyers or restaurant workers, they have crucial skills to share in this emerging network of resistance. And wherever they live or work, whether it's a laboratory or a bodega or a law firm or inside the home, they have the power, if they organize with others, to throw a wrench into a dangerous system.

Social media channels and online discussion forums are quickly becoming hotbeds where people who share a common domain expertise can debate and discuss the latest trends in their area of shared interest. Participating in these groups also increases the odds of serendipity – coming across a key nugget of knowledge or information that has the potential to transform your career or your organization.

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Building everything from the bottom up is just as bad as top-down. In its egalitarian, power-to-the-people enthusiasm, GREEN sometimes puts too much of its energy into the lowest echelons. Everybody gets a say, whether competent or not. Nobody's opinion carries more weight than anyone else's. When misapplied, this noble philosophy only leads to a pooling of ignorance and wasted time. The one or two people with real expertise are shouted down by know-nothings getting their share of consensus.

What Ruef discovered was a ringing endorsement of the coffeehouse model of social networking: the most creative individuals in Ruef’s survey consistently had broad social networks that extended outside their organization and involved people from diverse fields of expertise. Diverse, horizontal social networks, in Ruef’s analysis, were three times more innovative than uniform, vertical networks. In groups united by shared values and long-term familiarity, conformity and convention tended to dampen any potential creative sparks. The limited reach of the network meant that interesting concepts from the outside rarely entered the entrepreneur’s consciousness. But the entrepreneurs who built bridges outside their “islands,” as Ruef called them, were able to borrow or co-opt new ideas from these external environments and put them to use in a new context.

they had all worked together seamlessly and selflessly, without regard to credit or turf or political preferences, to achieve a shared goal. With these thoughts came another: Was that unity of effort, that sense of common purpose, possible only when the goal involved killing a terrorist? The question nagged at me. For all the pride and satisfaction I took in the success of our mission in Abbottabad, the truth was that I hadn’t felt the same exuberance as I had on the night the healthcare bill passed. I found myself imagining what America might look like if we could rally the country so that our government brought the same level of expertise and determination to educating our children or housing the homeless as it had to getting bin Laden; if we could apply the same persistence and resources to reducing poverty or curbing greenhouse gases or making sure every family had access to decent day care.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

When one of my early teachers, for instance, recognized that many ritually abused clients were still being abused while in treatment, she insisted that they could not be treated on an outpatient basis, but should be hospitalized and kept from their families. She was targeted with a series of court cases involving false accusations that she had allegedly abused clients in hospital. The experience was devastating to her. And she was not alone. Many others faced persistent attempts to discredit their professional expertise, or legal assaults that robbed them of time, energy, and even the courage to continue to treat clients, write, or teach. Therapy professionals in both direct services and policy making, members of the criminal and civil justice systems, and the general public were systematically indoctrinated via the media. Many now share the view that people who disclose ritual abuse or mind control content suffer from "false memories” induced by "over-zealous therapists," and that dissociative disorders are iatrogenic (or else they do not exist at all).

YOUR OPINION OF EXPERTISE IN YOUR OWN FIELD OF EXPERTISE Experts are in bad odor these days. In courtrooms, expert witnesses flatly contradict each other. In the media, experts analyze the news in ways that reflect Hume’s concept of sentiment rather than his concept of judgment. But away from the spotlight, expertise still has a meaning that virtually all readers can understand for themselves because virtually all of you can call upon something in your life on which you are an expert. Now ask yourself whether you share this common tendency: On topics about which we know little, we are dismissive of the importance of expertise (“I don’t know much about art, but I know what I like”). On topics about which we know a great deal, we are dismissive of amateur opinions. The difference between these two reactions is that one has an empirical basis and the other doesn’t. On topics about which we know little, we by definition have no way of knowing that expertise is unimportant. On topics about which we know a lot, we have concrete reasons for concluding that amateur observations are either wrong or boringly obvious.

Rip ran a hand through his dusty brown hair and tried to imagine what Larsen had found. Larsen’s words “a Cosega find” had been playing over in his mind almost constantly since he’d heard them. Cosega was the reason that Rip became an archaeologist. The Jeep’s motor whined as it pushed over the unmaintained road. Rip’s thoughts drifted to the past. They always did when he was in the mountains. Fifteen years earlier he had graduated from the University of Pennsylvania with honors after publishing a series of papers on the prehistory of man. His first break came when billionaire Booker Lipton, a Penn alumnus who had amassed a fortune through brutal corporate takeovers and a variety of other business dealings, immediately offered him funding. Rip had skipped the “cap and gown nonsense,” as he called it, and was already in Africa when his degree caught up with him. His first human origins digs were featured in an eight-page layout for National Geographic. Within a few years Archaeology Magazine had twice detailed his findings for cover stories. He taught courses at three different universities, and often shared his expertise on news and talk shows. Then, four years ago, he published a paper on the creation stories of all known Native American tribes entitled: Cosega. The controversy that erupted after had almost ended his career. Not yet forty, Ripley had already achieved more than the greats

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

If they’re not practicing deliberately, even experts can see their skills backslide. Ericsson shared with me an incredible example of this. Even though you might be inclined to trust the advice of a silver-haired doctor over one fresh out of medical school, it’s been found that in a few fields of medicine, doctors’ skills don’t improve the longer they’ve been practicing. The diagnostic accuracy of professional mammographers, for example, doesn’t get more accurate over the years. Why would that be? For most mammographers, practicing medicine is not deliberate practice, according to Ericsson. It’s more like putting into a tin cup than working with a coach. That’s because mammographers usually only find out if they missed a tumor months or years later, if at all, at which point they’ve probably forgotten the details of the case and can no longer learn from their successes and mistakes. One field of medicine in which this is definitively not the case is surgery. Unlike mammographers, surgeons tend to get better with time. What makes surgeons different from mammographers, according to Ericsson, is that the outcome of most surgeries is usually immediately apparent—the patient either gets better or doesn’t—which means that surgeons are constantly receiving feedback on their performance. They’re always learning what works and what doesn’t, always getting better. This finding leads to a practical application of expertise theory: Ericsson suggests that mammographers regularly be asked to evaluate old cases for which the outcome is already known. That way they can get immediate feedback on their performance.

He was the son of a very wealthy industrialist who was to play a rather important part in the organizing of the next International Exhibition. I was struck by how knowledgeable this young man and the other few male friends of the girls were in things like clothes, ways of wearing them, cigars, English drinks, horses—a form of erudition that in him was highly developed, which he wore with a proud infallibility, reminiscent of the scholar’s modest reticence—an expertise that was quite selfsufficient, without the slightest need for any accompanying intellectual cultivation. He could not be faulted on the appropriate occasions for wearing dinner jacket or pajamas, but he had no idea of how to use certain words, or even of the most elementary rules of good grammar. That disparity between two cultures must have been shared by his father, who, in his capacity as president of the Association of Property Owners of Balbec, had written an open letter to his constituents, now to be seen as a placard on all the walls, in which he said, “I was desirous of talking to the Mayor about this matter, however, he was of a mind to not hear me out on my just demands.” At the Casino, Octave won prizes in all the dancing competitions—the Boston dip, the tango, and so on—a qualification, if he should ever need one, for a good marriage, among seaside society, a milieu in which a young girl quite literally ends up married to her “partner.” He lit a cigar and said to Albertine, “If you don’t mind,” as one excuses oneself for going on with an urgent piece of work in the presence of someone. For he always “had to be doing something,” though in fact he never did anything. Just as a total lack of activity can eventually have the same effects as overwork, whether in the emotional domain or in the domain of the body and its muscles, the constant intellectual vacuum that resided behind the pensive forehead of Octave had had the result, despite his undisturbed air, of giving him ineffectual urges to think, which kept him awake at night, as though he were a metaphysician with too much on his mind.

Delegation—the assigning of things (work or a task) to individuals. Jethro told Moses to delegate the lesser tasks so he could focus on the major issues of leading the nation of Israel to the promised land. Delegation involves three important elements: Clearly assigning the responsibility the individual is entrusted with. Granting the necessary authority and ability to accomplish the task assigned. Holding the person accountable for the completion of the assigned task. Delegation is not giving an unpleasant task to someone, nor is it getting rid of work to make your workday less than responsible. It is, however: Sharing the work with individuals who have the capability so that you may concentrate on more challenging or more difficult assignments. Providing a format whereby individuals can mature and learn through on-the-job work. Encouraging others to become part of the organization by participative task accomplishment. Allowing individuals to exercise their special gifts and abilities. An important element of the organizational structure of the church is the granting of authority to accomplish the task. Authority is the right to invoke compliance by subordinates on the basis of the formal position in the organizational structure and upon the controls the formal organization has placed on that position. Authority is linked to the position, not the person. Authority is derived in various ways: Position Reputation Experience Expertise Authority and responsibility are directly linked. When you give someone responsibility for a task, then the individual should be given the ability to see to it that the task is accomplished. Responsibility and accountability are also directly linked. If the individual is given the responsibility for a task as well the authority/ability to see to its accomplishment, then it is the manager or administrator’s responsibility to hold the individual accountable to complete the task in the manner assigned and planned. Elements of describing the use of organizational authority include: The use of an organizational chart that establishes the chain of command. The use of functional authority, assigning to individuals in other elements of the organization the authority to administer and control elements of the organization outside their own. Defining span of control, defining within the task assignment specifically what elements of the organization the individual has authority over.

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How to Get Verified on LinkedIn and Build Real Credibility Fast ✅➤WhatsApp:+1 (928) 4065180 ✅➤Telegram: @usaoldsmm1 In today’s digital age, LinkedIn is more than just a networking platform—it’s a vital tool for personal branding, professional growth, and business development. With millions of users competing for attention, standing out on LinkedIn has never been more important. One of the best ways to boost your presence and establish trust is by getting verified and building real credibility fast. But how exactly can you do that? Let’s break it down step by step. ⇔Contact For More Information⇔ ✅➤Email: usaoldsmm@gmail.com ✅➤WhatsApp:+1 (928) 4065180 ✅➤Telegram: @usaoldsmm1 What Does “Verified” Mean on LinkedIn? Unlike platforms like Instagram or Twitter, LinkedIn doesn’t offer a traditional blue checkmark for general public profiles. However, LinkedIn does have verification features through identity confirmation, workplace verification, and LinkedIn’s “About This Profile” feature. These tools help demonstrate authenticity and credibility, especially if you’re aiming to build a strong professional reputation. 1. Use LinkedIn’s Official Verification Tools LinkedIn offers limited verification options, but they are still powerful. Here are some ways to get “verified” or boost your profile’s legitimacy: Verify Your Workplace: Some companies partner with LinkedIn to verify their employees. If your employer uses LinkedIn’s verification system, make sure your profile reflects your current position accurately. Verify with CLEAR (U.S. Users Only): LinkedIn has partnered with identity verification platform CLEAR to confirm identity using government-issued IDs. Once verified, a badge will appear on your profile under the “About This Profile” section. LinkedIn Premium and Creator Mode: While not traditional verification, enabling features like Creator Mode or upgrading to LinkedIn Premium can increase your visibility and social proof, especially if paired with consistent, quality content. 2. Optimize Your LinkedIn Profile for Credibility First impressions count, and your LinkedIn profile is no exception. A complete, optimized profile signals professionalism and increases your chances of being taken seriously. Use a Professional Profile Picture: Profiles with high-quality headshots get 14 times more views. Invest in a clean, well-lit, and approachable photo. Craft a Compelling Headline: Your headline should do more than list your job title. Use it to highlight your expertise, niche, or value proposition. For example: "Helping Startups Scale Through Strategic Branding | Fractional CMO | Speaker" Write a Strong Summary: Your About section should tell your story. Focus on who you are, what you do, who you help, and how you do it. Add Keywords: Use industry-relevant keywords naturally throughout your profile to improve discoverability through search—both on LinkedIn and search engines. 3. Build Authority Through Content Creation Want to build real credibility quickly? Start creating valuable content consistently. When you educate, inspire, or entertain your audience, you build trust and position yourself as a thought leader in your niche. Post Consistently: Aim for at least 2–3 posts per week. Mix it up with text posts, images, carousels, videos, and polls. Share Insights and Case Studies: Offer real-world examples of how you’ve solved problems or delivered value. Engage in Comments: Don’t just post—interact. Comment on others' content to expand your visibility and authority. Use Hashtags Strategically: Stick to 3–5 relevant hashtags per post to expand your reach without looking spammy. 4. Get Endorsements and Recommendations Social proof is one of the most powerful credibility boosters on LinkedIn. Ask colleagues, clients, or collaborators to endorse your skills or write recommendations.

Saudi ambassador in 2011. Is this payback? I don’t know. So they can’t be ruled out. But the National Counterterrorism Center is working on the problem as we speak.” “Look, I’m meeting with the Director of National Intelligence. He’ll want some details. He’ll also want to know how this was possible. How could this happen?” “That’s what I intend to find out.” “Then again,” O’Donoghue said, shaking his head, “is it possible there’s a problem in our ranks?” Meyerstein saw where this was going. “I hear what you’re saying.” O’Donoghue shrugged. “Just playing devil’s advocate.” “I agree we can’t discount such a possibility.” The Director leaned back in his seat and stared at her. “I’m intrigued you think a foreign government might be behind this. What’s your rationale?” “Luntz’s area of expertise makes him valuable to any government. But the fact that he specifically asked to speak to the FBI so urgently makes me think something else is afoot—and that’s why they want to silence him.” O’Donoghue nodded. “Taken from right under our noses. Very audacious. And dangerous.” Meyerstein nodded. “Tell me more about Connelly. Was he new?” “Just a few months with us, sir. Was based in Seattle for a couple of years before being posted here.” “Married?” “Young wife, two kids.” O’Donoghue turned and stared out of his window over the Washington skyline. “I want the bastards who did this, Martha. You have whatever resources you want.” “Sir, my team will also be alive to the possibility another story is playing out. I’m of course talking about national security. We can’t rule that out.” Meyerstein got up out of her seat. “Oh, Martha?” he said. “Yes, sir?” “Let’s do this right. And let’s nail those responsible.” “Count on it, sir.” Meyerstein walked out of the office and took the elevator down two floors to where Roy Stamper was standing waiting for her, unsmiling. He was wearing his customary navy suit, white shirt, navy silk tie, and highly polished black leather shoes. He had been with the FBI since he was headhunted after graduating from Duke, coming top of his class at law school. They had both started training at the FBI’s academy at Quantico at the same time. He wasn’t a great mixer. Never had been. He was quiet, but unlike her errant husband, he was a great family man. Her own father, despite being a workaholic like her, was the same, trying to take time out of his punishing schedule to meet her mother for lunch or supper. Her father was devoted to her mother. He liked being with her. He liked being around her. They looked relaxed in each other’s company. Martha could see that. She’d never felt that with her own husband. He’d never wanted to share a glass of wine with her when

But, just when you do think they are vulnerable or depressed, they will launch into an overly intellectualized debate about something and try to “beat you” at it (everyone has one covert narcissistic relative who holds the table hostage with a conversation in which he or she needs to be the expert and humiliate or at least “get one over” on anyone who may share that expertise).

Best Ideas and Tips for Career Growth and Development In case you're thinking about how you will get where you need to be in your career, there are some basic advances you can take that will assist you in making your own professional development. Similarly, as with all endeavors, you should be clear about your course when you make your own career development plan. You don't take an excursion without knowing where you need to wind up. You additionally don't have to excessively confound this undertaking. For profession improvement wanting to be compelling, extend your perspective on advancement and that of your representatives. An outside instructional course isn't the best way to create workers. Worker advancement is an incredible idea yet it isn't without issues. The best plans save the duty regarding finish unequivocally on the shoulders of representatives. Something else, if a worker doesn't finish their advancement openings, the individual in question may decide to put the fault on the board, which is counter-profitable for the entirety of the included gatherings. Certain issues and articulations exist that you would need to maintain a strategic distance from as you and the workers who report to you make plans and strategies for career development. Best Ideas for Career Growth and Development 1. Analyze your skills by yourself Experience the expected set of responsibilities detail by detail and rate your present condition of aptitudes, training, or experience to what is recorded. Your rating framework can be as straightforward as 1-10, with 10 an ideal match and one being totally absent. As you rate, make notes about your manner of thinking for future reference. When you have finished this activity, distinguish the entirety of the things where there is anyplace from a decent measure to a considerable measure of improvement that is required. Search for shared characteristics and cluster those all together. You will find that there will be subjects for your holes. 2. Change Job If or Whenever You Want You may likewise need to have numerous methods of amplifying your range of abilities to add profundity to it. A model is in the event that you need to move to a venture the board position, you might need to get confirmation and furthermore request venture duties. At first, these might be little, which are fine; they will offer you a chance to develop and learn. Also, you may need to inquire about different approaches to get what it takes you have to develop in your profession. You can't anticipate to what extent or how much work you should do so as to build up the expertise at the level you need, however, you do have command over the move you make to begin. Follow along. You have to focus on your career development plan at least two times every year. This will permit you to remain concentrated on your advance and help you to remember subsequent stages. 3. Growth Takes Time: But not for Everyone Some portion of the explanation we presume development is such a high need when you search for an occupation is on the grounds that you weren't getting development and improvement at your last one. You can totally change occupations at regular intervals to fulfill your longing for development. In any case, that despite everything leaves an extensive timeframe when you're not developing once you sink into work and before you move onto the following one. Here are some of the plan and strategies for career development, if you have any doubt, let us know in the comment section. Can also check: Things which is Important for student to get success

A newcomer to the scam biz might suppose that scientists were the hardest to fool, but the opposite was true. Each letter after a name imparted a dose of misapplied confidence. PhDs believed that expertise in one field—say, neuroscience—made them generally smarter in all fields. Belief that one was hard to fool was the one quality shared by all suckers. And if the suckers wanted the results you were giving ’em—if they were already imagining the publications and fame that would come from proving psychic abilities were true?

When I started exploring what flag I should plant back in 2009, there was a confluence of events in the works. The business world was increasingly using a methodology called Agile as its preferred product-development process while, at the same time, digital design was becoming increasingly important. Technology was rapidly evolving, and design was becoming a key differentiating factor for success—this was just a couple of years after the introduction of the iPhone. Companies were struggling to figure out how to integrate these two trends successfully, which created an opportunity for me—no one had solved this problem. This is where I decided to plant my flag—because I had the expertise, the opportunity, a real problem to solve that many people were dealing with, and the credibility to speak to it. I decided to work on solving this challenge and to bring everyone willing along with me on my journey. My teams and I started experimenting, trying different ways of working. We often failed, but as we were going through our ups and downs, I was sharing—publicly writing and giving talks about—what we were trying to do. Turned out I wasn’t the only one struggling with this issue. The more I wrote and the more I presented, the more widely I became known out in the world as someone who was not only working to solve this issue, but who was a source of ideas, honesty, and inspiration. So, when I left TheLadders, I had already planted my flag. I had found the thing I wanted to be known for and the work I was passionate about. A quick word of warning… Success on this path is a double-edged sword and you should approach this process with eyes open. The flag you plant today may very well be with you for the rest of your life—especially if you build widespread credibility on the topic. It’s going to follow you wherever you go and define you. No matter what else I do out in the world, I will forever be Jeff Gothelf—the Lean UX guy.

Rapid Health Rehabilitation is a team of professional kinesiologists that provide customized training & exercise programs to support anyone who has been part of a motor vehicle accident to get back to their daily routines with as few disruptions as possible. Our kinesiologists love sharing their expertise to empower people to return to their daily routines with as few disruptions as possible. We work directly with ICBC insured individuals so they can focus on their rehabilitation goals.

We wanted to fuse generalized awareness with specialized expertise. Our entire force needed to share a fundamental, holistic understanding of the operating environment and of our own organization, and we also needed to preserve each team’s distinct skill sets.

The Hyderabad Baby Studio recognizes that photography is not just about clicking a camera; it's about preserving the emotions, memories, and unique personality of each child. To achieve this, the studio takes a personalized approach to each session. Parents are encouraged to share their vision and ideas, enabling the photographers to tailor the session to their desires. Whether it's a specific theme, a favorite toy, or a particular milestone, the studio ensures that the essence of the child is reflected in every photograph. The final product is not just a collection of images but a narrative of a child's journey, one that parents can revisit and cherish for years to come. In an era marked by the proliferation of digital photography and smartphone cameras, the Hyderabad Baby Studio brings back the importance of professional photography. While anyone can take a picture, professional photographers possess the expertise and equipment necessary to create images that stand the test of time.

But the country’s experience during the pandemic is also a culmination of many of the things that had begun to distort our society for a number of years— gross inequality based on race and income, the growing distrust of expertise, a media addicted to promoting controversy, and a people long out of the habit of shared sacrifice for the common good.

deep-seated issues that are part of our culture and national identity emerged to haunt us: Our obsession with individual liberties, even at the expense of others’ lives and health. Our belief that the country can isolate itself from the rest of the world and rely on our wealth to protect us from global problems. Our increasingly unequal and separate nation, where people like Ahmed shoulder the lion’s share of the risks and burdens. Our health care system, which is inaccessible to many even in normal times. Our diminishment of science and expertise.

The Agile project manager plays a crucial role in ensuring the successful delivery of projects using Agile methodologies. They act as facilitators, coaches, and leaders, guiding the team through the iterative development process. Here are some key responsibilities of an Agile project manager: Orchestrating the project's lifecycle: This involves planning and breakdown of work into sprints, facilitating ceremonies like daily stand-ups, sprint planning, and retrospectives, and ensuring the project progresses smoothly towards its goals. Promoting collaboration and communication: Agile thrives on open communication and collaboration. The project manager fosters an environment where team members feel comfortable sharing ideas, concerns, and updates. They actively remove roadblocks and ensure everyone is aligned with the project vision and goals. Empowering the team: Agile teams are self-organizing and empowered to make decisions. The project manager provides guidance and support but avoids micromanaging. They trust the team's expertise and encourage them to take ownership of their work. Stakeholder management: The project manager acts as a bridge between the development team and stakeholders, including clients, sponsors, and other interested parties. They keep stakeholders informed of project progress, manage expectations, and address their concerns. Continuous improvement: Agile is an iterative process that emphasizes continuous improvement. The project manager actively seeks feedback from team members and stakeholders, analyzes project data, and identifies areas for improvement. They implement changes to the process and tools to enhance efficiency and effectiveness. Overall, the Agile project manager plays a vital role in driving successful project delivery through Agile methodologies. They wear multiple hats, acting as facilitators, coaches, leaders, and problem-solvers, ensuring the team has the resources, support, and environment they need to thrive.

The Path of the 99% Purely, statistically speaking (and nothing personal intended), it is almost certain you won’t make an investment in a franchise either. You will probably complain about the way things are, dream about what could be, take a brief stand for yourself by declaring, “I am tired placing my future in the hands of others. Now it’s my turn!” Then you’ll Google franchise opportunities, visit franchisor homepages, gather stacks of franchisor brochures, research companies, talk to people and professionals you trust, and have conversations with franchisors. You’ll feel proactive. You’ll tell your friends you’re considering buying a business. Chances are they thought about it, too. Some will be happy for you, some will be jealous, some will be afraid for you. Virtually everyone will share their strong opinions with you. You’ll dream about what it would be like to be your own boss. You’ll think about your customers and employees. You’ll make clever little charts such as the T Bar, where you neatly list all the pros on the left side of the page, balanced by the cons on the right side. Then the time will come to make a decision. Fear, doubt, and negative self-chatter (yours, your spouse’s, your kids’, your parents,’ your friends’, and your hired professionals’) will kick into high gear. Eventually, you probably will make a fear-based “no” decision, backed by the logic of your neatly listed cons. “The business has fatal flaws,” you think, “Employee turnover is too high. Competition is too fierce. The business is too risky. Sure, it may work in some areas, but everyone knows our town is different.” And with everything going on in your life, the timing couldn’t be worse. Yes, you are being completely responsible with your resources. You didn’t work this hard and long and sacrifice this much to lose what you’ve earned and saved. Moving forward with a franchise would put your family in danger. If you leave your company, you will lose your insurance benefits and 401(k). What if someone in your family had to go to hospital? How would you survive without insurance? Plus, your industry is changing so fast, in a few years your expertise would be obsolete and it would be impossible for you to regain entry if your business didn’t make it. Certainly almost every reasonable person armed with the same research and faced with the same personal challenges you have would naturally come to the same conclusion. And you are right. 99 percent do.

Gregory Chevrier's love for travel fuels his passion for discovering new culinary delights and cultural traditions worldwide, reflected in his extensive cookbook collection. He generously shares his expertise by teaching cooking classes in his community.

With her expertise in the performing arts, Hanying Chen contributes significantly to the success of various productions, driven by the goal of sharing meaningful stories that offer support and encouragement. Through her involvement in directing, songwriting, and screenwriting, she endeavors to create impactful narratives that resonate with audiences, providing them with a sense of solace and hope.

market research consultant in india: AMT Market Research Having accurate and insightful market research is essential for making informed decisions in today's dynamic business environment. AMT Market Research, a prominent Indian market research consultant, specializes in providing custom solutions to assist businesses in navigating the Indian market's complexities. AMT Market Research aids businesses in a variety of industries in locating growth opportunities, mitigating risks, and remaining competitive by having a thorough comprehension of local consumer behavior, economic trends, and industry shifts. Services and Expertise AMT Market Research offers a wide range of services tailored to each client's specific requirements. These are some: Market Analysis By conducting a thorough market analysis, AMT assists businesses in comprehending market share, size, and trends. AMT ensures that businesses have the data they need to make strategic decisions by evaluating key industry drivers, competitive landscapes, and potential growth areas. Customer Insights Any business that wants to succeed in India's vast and varied market must have a solid understanding of consumer behavior. Businesses can use AMT's consumer insights services to create targeted products and marketing strategies by delving deeply into buying patterns, preferences, and motivations. By analyzing competitors' strategies, strengths, weaknesses, and market positioning, competitor analysis from AMT aids businesses in benchmarking. By taking advantage of their distinct value propositions and comprehending the dynamics of the competition, this service enables businesses to maintain their lead. AMT's feasibility studies provide a comprehensive analysis of potential outcomes prior to launching a new product, entering a new market, or expanding operations, assisting clients in assessing risks and profitability. Data Collection and Analysis AMT uses surveys, interviews, and focus groups to collect both qualitative and quantitative data. Advanced analytics are used by the company to transform unstructured data into useful insights, giving businesses a clear path forward. What Attracts You to AMT Market Research? AMT Market Research stands out because it is able to provide individualized solutions that address the particular difficulties that the Indian market faces. AMT provides insights that are accurate, timely, and applicable thanks to a team of seasoned professionals. Clients will be able to anticipate and prepare for changes thanks to their data-driven approach. AMT is a dependable partner for businesses looking to expand in India or strengthen their market position because of its extensive network across various industries and unparalleled access to market information. market research consultant in india can help you stay ahead of the competition, whether you're a local business or a multinational corporation. In conclusion, businesses aiming for success in India need AMT Market Research as a crucial partner. AMT helps its customers make well-informed decisions that drive growth and profitability by providing individualized research solutions, consumer insights, and strategic analysis. AMT Market Research is the preferred consulting firm for businesses attempting to navigate the Indian market's complexities.

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With the explosion of the internet has come numerous avenues for small business owners to share their expertise and position themselves as experts. And expertise is what consumers are looking for.

once in a while, we do need a mapmaker who takes the time to survey the system, uncover hidden paths and powerful levers, and share what they learn with the team. Sometimes the mapmaker must endure solitude in search of discovery, but much of this work is social. Our systems are mostly people, which means our expertise is useless without empathy. And so we study users and interview stakeholders, just as Donella would advise. Before you disturb the system in any way, watch how it behaves. If it’s a piece of music or a whitewater rapid or a fluctuation in a commodity price, study its beat. If it’s a social system, watch it work. Learn its history. Ask people who’ve been around a long time to tell you what has happened.[17] As

The reason is clear from the market share numbers. In the 1999 Euromoney poll, almost 48 per cent of market share was held by banks outside the top ten; by the 2006 poll, that number had halved to about 24 per cent. These banks did not have a business large enough to justify spending the money needed to automate. In fact, the collective market share decline of smaller banks masked a shift in behaviour that was even worse news for the career prospects of the traders who worked in them. Increasingly, FX giants like Deutsche would give these banks access to systems like Autobahn or the equivalent. Their salespeople would simply quote the Deutsche Bank (or Citibank, UBS or Barclays) rate to their customers with a small spread to offset the credit risk. No need for expensive traders. In effect, the smaller banks had shifted from ‘manufacturing’ FX rates to being distributors to clients with whom they had a strong relationship based on regional expertise or history. ‘You guys just sucked us dry,’ complained an old friend and adversary at the time – he was in his late thirties, from a smaller bank, and we were at his ‘leaving-the-industry’ drinks. ‘But,’ he added resignedly, with a slightly drunken grin, ‘I guess that’s just that old whore Capitalism for you.’ He became a maths teacher.

voters.” Whether about science or policy, however, they all share the same disturbing characteristic: a solipsistic and thin-skinned insistence that every opinion be treated as truth. Americans no longer distinguish the phrase “you’re wrong” from the phrase “you’re stupid.” To disagree is to disrespect. To correct another is to insult.

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

My search for professional/personal harmony led me down the path of asking the wrong question. The question isn’t, “What can I give up today to have what I want tomorrow?” The reality of life is that winning costs. It takes a tremendous amount of dedication and effort. The key question here is, “Are the intrinsic and extrinsic rewards worth the price you have to pay?” There is no right or wrong answer, just ebbs and flows. Malcom Gladwell’s Outliers and Geoff Colvin’s Talent is Overrated are different riffs on the same theme. In theory, it takes approximately 10,000 hours of hard, dedicated practice to get to a level of expertise in any field. It takes the right focus, the right practice and most of all, commitment. Cloud technology today is as ubiquitous as kids having cell phones. However, five years ago it was like the feeling shared by a new married couple. There was a lot of hope and promise but you weren’t sure how it was going to play out. Here’s where it got really interesting. Try selling hope and promise to a highly-regulated global bank with massive footprints in Canada and the USA after the financial crisis of 2008. Selling ice to Eskimos in December would have been easier. That’s the challenge we were up against. I had just moved to Toronto from Chicago. I enjoyed working with my new customer. I was whipping my team into shape. I could now openly indulge in contraband (Cuban cigars). Life was good. God bless Canada! Peter was the cloud specialist on my team. We were partners in every sense of the word. Together, we developed a sales strategy and campaign to sell cloud services to this financial services firm in Canada. Together we pushed the envelope and our teams to achieve the impossible.

Are you selling with soul or do you come off like you are selling your soul? If people only see you selling your expertise all the time, without experiencing elements of you sharing the expertise and knowledge you have, then what reason are you giving them to trust you or buy? 

Friend! There’s a subtle feature of speculative behaviour which reflects the public attitude to money itself. When money is in its right place, fulfilling its proper function, men’s minds are fixed upon the goods and services which money can help them to exchange. In such an economic environment the producers of real wealth are seen to earn a fitting reward for their labours and expertise, and in fact productive and community endeavour are portrayed universally as almost the sole means whereby the individual can get himself a goodly share of the world’s riches. Let there just be a change in the emphasis however. Raise the interest rates. Exacerbate the debt structure. Turn money into a commodity which can be bought and sold at a profit. Then you create a breed of men who live by their dexterity at the exchanges. When these men are seen to prosper more considerably than the producers of goods and services, there is a desire amongst the ordinary plodding citizenry to command a share of the action, and to participate in what are seen as easily made profits. Many a fond illusion was wiped out in the collapse of Wall Street share values during the crash of 1929. Whole volumes have been written about its causes and repercussions, and about the sinister shift in real estate ownership which took place during the spate of liquidations and forced sales which followed. But we shall content ourselves meanwhile with the comment that it was just one of a chain of events that were set in motion way back in 1913 when the Federal Reserve Bank was formed to lend money to the Government.

What they didn’t own was the mindspace and shelfspace Cadbury had painstakingly built up over 180 years, especially in emerging markets like India. Cadbury had operated in India since 1948, and have a formidable presence with a 70% share of the rapidly growing chocolate market and a sales coverage that reached over one million stores. The costs and time for Kraft to attempt to replicate this would be unsustainable. Kraft can now use the Cadbury set-up to launch their own brands, and with their superior financial resources are able to add more juice than Cadbury would have been able to. In April 2011, Cadbury India launched Oreo, the Kraft-owned world’s number-one cookie brand, using Cadbury contract manufacturing expertise to source the product locally, Cadbury mindspace to brand the product under the Cadbury name and Cadbury shelfspace capabilities to achieve widespread distribution and prominent display. Mindspace and shelfspace are the valuable currencies of FMCG industries.

am indebted to a host of professionals who have influenced my concepts of love. Among them are psychiatrists Ross Campbell and Judson Swihart. For editorial assistance, I am indebted to Debbie Barr, Cathy Peterson, and Betsey Newenhuyse. The technical expertise of Tricia Kube and Don Schmidt made it possible to meet publication deadlines. Last, and most important, I want to express my gratitude to the hundreds of couples who, over the years, have shared the intimate side of their lives with me. This

Clip This Article on Location 1397 | Added on Monday, September 1, 2014 4:10:39 PM REVIEW & OUTLOOK An $8.3 Billion Rebuke to the FDA Roche buys a drug approved in Europe but not in America. 359 words Amid this summer's M&A fever, Roche's agreement Monday to buy the San Francisco biotech InterMune deserves special notice. The tie-up is an $8.3 billion guided missile into the fortified bunker that is the Food and Drug Administration. InterMune has never turned a profit in 16 years of existence and other than its clinical expertise the company holds a single asset: an idea for treating a lethal lung disorder called idiopathic pulmonary fibrosis with no known cause, cure or approved therapy—at least in the U.S. An InterMune drug called pirfenidone that slows the progression of irreversible lung scarring is on the market in Europe, Japan, Canada and even China. Bloomberg News But the FDA refused to approve pirfenidone in 2010, despite the 40,000 Americans who are killed annually by lung fibrosis and a positive recommendation from its outside scientific advisory committee. The agency brass claimed the evidence was statistically unsatisfactory, when one clinical trial was inconclusive but another showed strong benefits such as improved lung function. The results of the third trial the FDA ordered were reported earlier this year and confirmed that pirfenidone is even more of a treatment advance than it seemed in 2010, and may prolong life. The agency is expected, finally, to approve the medicine in November. Roche is paying a 38% premium over Friday's closing share price, and 63% over trading before the news of InterMune's corporate suitors broke a few weeks ago. The deal is a big vote of confidence in pirfenidone, not least because a rival lung fibrosis drug is awaiting U.S. approval. Then again, maybe that drug's maker, the German pharmaceutical consortium Boehringer Ingelheim, will have the same FDA experience as InterMune. The Roche deal is a tacit reprimand to the FDA's unscientific and uncompassionate—and wrong—2010 defenestration. Amid medical ambiguity about effectiveness, the humane option is to allow a drug to come to patients and follow on with more research, in particular for a drug with few side effects. Pulmonary fibrosis is a protracted death sentence of three to five years. The FDA denied tens of thousands of dying people better and possibly longer lives in the time they had left. ==========

teaching is sharing that knowledge, expertise and experience.

The advice process: From the start, make sure that all members of the organization can make any decision, as long as they consult with the people affected and the people who have expertise on the matter. If a new hire comes to you to approve a decision, refuse to give him the assent he is looking for. Make it clear that nobody, not even the founder, “approves” a decision in a self-managing organization. That said, if you are meaningfully affected by the decision or if you have expertise on the matter, you can of course share your advice. A conflict resolution mechanism: When there is disagreement between two colleagues, they are likely to send it up to you if you are the founder or CEO. Resist the temptation to settle the matter for them. Instead, it’s time to formulate a conflict resolution mechanism that will help them work their way through the conflict. (You might be involved later on if they can’t sort the issue out one-on-one and if they choose you as a mediator or panel member.) Peer-based evaluation and salary processes: Who will decide on the compensation of a new hire, and based on what process? Unless you consciously think about it, you might do it the traditional way: as a founder, you negotiate and settle with the new recruit on a certain package (and then probably keep it confidential). Why not innovate from the start? Give the potential hire information about other people’s salaries and let them peg their own number, to which the group of colleagues can then react with advice to increase or lower the number. Similarly, it makes sense right from the beginning to choose a peer-based mechanism for the appraisal process if you choose to formalize such a process. Otherwise, people will naturally look to you, the founder, to tell them how they are doing, creating a de facto sense of hierarchy within the team.

The Poverty Mentality If I give you something, it costs me what I gave you. The more you have, the less I have. The more I share, the more I lose. How long have you had an approach to stuff or ideas or time that sounds like this? We've been taught it for a long time. Digital goods call our bluff. If you read my e-book, we both win. If you share it, so do your friends. Attention is precious, and if you're willing to trade your attention for my idea, we both thrive. But it goes far beyond that. When you give something away, you benefit more than the recipient does. The act of being generous makes you rich beyond measure, and as the goods or services spread through the community, everyone benefits. But that's a hard thing to start doing, because you've been taught that what's yours is yours. If you don't have enough (and who does, say the marketers), then how can you possibly give away what you have? And yet, every day, successful people race to give away their expertise and to spread their ideas.

As the costs of storing and retrieving information have collapsed, sharing expertise ought to be easy. But the cooperative approach based on openness and trust undermines the status of managers, whose wealth depends on the ability to create the impression that they have knowledge that their subordinates cannot be trusted to share.

For someone who didn’t want children, Erika had a wealth of parenting expertise she felt obliged to share. You

ALOE brings experts from around the world of health & fitness together on one platform to share their expertise. By watching online courses students can improve their knowledge through a flexible, accessible & affordable platform. ALOE's founder, Caroline Leon fell 7m when rock-climbing. 14 surgeries later; repairing her feet, hips & three vertebrae she met rehab specialist Keith O'Malley-Farrell. It was clear to both, that remote cities had poor access to education. From this ALOE was born.

There are certain notes in your Second Brain that are disproportionately valuable, that you will nd yourself returning to again and again. These are the cornerstones of your work on which everything else is built, but you can’t usually know which notes are cornerstones up front. You discover them by sharing your ideas with others, and seeing which ones resonate with them. It is by sharing our ideas with other people that we discover which ones represent our most valuable expertise.

14. Build a Diverse Top Team. Have you drawn quality performers into your inner circle? Are they diverse in expertise but united in purpose? Are they as engaged, energized, and included as you? 15. Place Common Interest First. Have you contributed to or even helped define the enterprise’s purpose? In all decisions, have you placed shared resolve ahead of private gain? Do the firm’s vision and strategy embody the organization’s mission? 16. Think Like a Chief Executive. Are you reasoning like a president or CEO even if you are unlikely to become one? If you were the company CEO, what would she or he expect of your leadership now? Have you pulled all your functions and operations under a common umbrella?

Keeping up with the content of accelerating change is really hard. Naturally we all share the inclination to focus on what we know, on our industry, or on our area of expertise, where we can be comfortable keeping up with what is changing. Yet trying to keep up with the content of accelerating change may actually be less important than keeping up with the context of accelerating change. There is a real difference between the content question “What changed?” and the context question “What is going on?” or “Why is this happening?

Asking for expertise requires listening to students’ opinions. If teachers are not ready to hear what students have to say, the groups could backfire. Teachers might feel upset by students’ opinions and dismiss them, and students might react angrily. We wanted students to share what troubled them about their classroom experiences, even if they had become disengaged and hostile toward school. Teachers sometimes dismiss student opinions because what troubles students about the learning experience may not trouble teachers. We caution teachers before embarking on student inquiry groups to think about how much honesty you can take about your classroom. Know your limits. Start with topics that are comfortable. We hope that over time you will venture outside your comfort zone.

Third, vertical positioning benefits from common venues that spread the word about your firm, like conferences, awards, trade publications, and shared vendors. Your prospects want to learn from each other, so they network in different ways. The more effective your work, the more they talk about you, efficiently spreading the word about you. All this cross-pollination follows vertical positioning, translating into great organic referral growth, which is a significant source of new business in every field of expertise.

Values are the non-negotiables in our belief system that would never change regardless of the setting or external pressures. They are best discerned by observing our actions, which reflect our character. Values stem from who we are. They would show up in whatever sort of business we were running. Purpose is the reason why our particular organization exists. (Later in life, the same values might lead to a different purpose, mediated through a different business.) Mission is how the organization will achieve the purpose for our existence, based on the values that we share. (Any given purpose could lead to multiple missions. Your mission is how you choose to implement your purpose.) Vision is the destination. It’s what the end result will look like if my values lead to a certain purpose whose mission my organization exists to fulfill. It connects purpose with impact. (This is the huge, wide-ranging vision that drives you forward. It’s aspirational in nature.)

It was partially down to Elton and David. At the end of our recent visit they’d introduced us to a barrister, an acquaintance of theirs, a lovely fellow who knew more about the phone-hacking scandal than anyone I’d ever met. He’d shared with me his expertise, plus loads of open-court evidence, and when I told him I wished there was something I could do with it, when I complained that we’d been blocked at every turn by the Palace, he offered a breathtakingly elegant work-around. Why not hire your own lawyer? I stammered: You mean…are you telling me we could just…? What a thought. It had never occurred to me. I’d been so conditioned to do as I was told.

Networking also helps to build your reputation and credibility in your industry. By attending events, participating in discussions, and sharing your knowledge and expertise, you can establish yourself as a thought leader and subject matter expert. This can help to attract new clients, collaborators, and investors who are looking for someone with your level of expertise.

So, what are we to do? Here’s a simple question that can serve as a litmus test for you: “Can I build a campfire around what I’m sharing?” By this, I mean, is there warmth? Are you building something that is attractive and inviting to others? Can you build a community around it? Are you someone whom others want to invite onto their stages, in front of their employees, or into their lives?

The remarks I have already quoted make abundantly clear how abject is Price's adherence to the democratic fallacy - i.e., the notion that what "millions" of people believe must be true, regardless of their overall intelligence or of how they came by the belief. It is a leitmotif in Price's work: "the majority opinion of Homo sapiens throughout our known history is worth, at a minimum, initial respect" (LM 26). I regret to say that the long history of almost universal human folly and error does not incline me to share Price's naive confidence on this point. Given that (to choose only one example among many) 47 percent of the American public believes that human beings were created, pretty much in their present form, a few thousand years ago - an opinion from which Price himself boldly dissents, actually acknowledging that the emergence of the human species may date to as early as four million years ago (PG 9) - Price's confidence in the intelligence of the masses does not appear warranted. And yet, the final sentence of Letter to a Man in the Fire repeats the dogma once again: "the proportional number of Homo sapiens who doubt the existence of a conscious Creator - the source of all good if nothing more - is likely no greater than it's ever been" (LM 108). This is fallacious on three separate grounds: first, the notion that truth is determined by a vote of the majority; second, the fact that outside of the pious United States, and especially in Europe, both the number and the proportion of those who call themselves atheists or agnostics has indeed risen markedly in the last hundred years; and third, the plain fact that during the past two centuries the intellectual elite (i.e., those who actually have some claim to expertise on matters of religion, philosophy, and science) have indeed become overwhelmingly skeptical in regard to the existence of a "conscious Creator.

The faculty members who support these three contentions will tell you that the fundamental flaw in the structure of the university is that the faculty governs the institution, yet the primary loyalty of too many faculty members as individuals is not to their university or even to their students, but to their discipline, their professional expertise and reputation, and their colleagues that share these in universities generally. Perceptive faculty members know this, and the donors know it. And the donors are wise enough to accept that they cannot, and ought not, use their influence to try to change the predominant loyalty of faculty members. Perhaps this is what a good teacher-scholar has to be. The donors also know that the trustees have given the faculty so much power that the administrators cannot lead them in their educational goals. So the trustees must assume more leadership.

Jill Coleman, to elaborate on this topic and share some of her expertise in this area, and here’s what she had to say about not having forbidden foods: “When you *can* say yes anytime, urgency to binge dissipates. Overcoming food obsessions is about: 1) Permission (satisfaction) 2) Mindfulness I think 99% of the reasons we binge stems from feeling deprived.

The Coming Out Dawn has ushered in Yet another era Whilst the sun sets on the other Bidding it farewell Rotating like the globe Each era getting its time to shine Like a star as it should Fulfilling its destiny before the sun sets Ushering out yet another era Shuttered for too long Shunned Dismissed Scattered underground among thorns Bristles,debris and twigs Among inhabitable bats, rats and stones Stalactites as chandeliers Stalagmites as cedar floors Mustaches touching their feet Beards touching the ground Disheveled unshaven hairs covered their entire bodies The people looked around They noticed their sharp resemblance To the animals living above them Surely the people thought... They must have evolved from these creatures living above them And as time passes they outgrew their long tails “Oh God!” Pleaded the people “Did You not make room for us too?” God heard the pleas of the people and pitied them And God showed the people mercy Grateful were the people Pale from the dark shelter of the caves and unshaven hairs They were guided to a place where they could share in the land The people thanked God for taking them to green pastures They set up systems On the money the people put God first and boldly proclaimed “In Almighty God We Trust" The people established a Holiday specifically to thank God for remembering them God prospered the people He brought out from the underground caves As time passes the people became selfish, greedy and violent The underground people forgot how God took them out of the dark caves The people from below forgot God's mercy Because the people lived among the stony caves They knew not how to make the land productive The people sought expertise exploitively The people concocted and instituted bitter irrational laws To hold the experts as hostages against their will Experts brought great success The experts grew crops that were traded profitably Experts were unpaid Even with the huge booming success of the crops they grew The people that came out from below the caves Unrelentingly wants everything above the caves As the era rotates From one era to the next Like each era is destined to be Until the era's sun sets

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Egalitarian Fiction and Collective Fraud” by Linda S. Gottfredson Society, Vol. 31, No. 3 March/April 1994, page 53 In the 1998 book The IQ Controversy: The Media and Public Policy by Psychologist-lawyer Marc Snyderman and political scientist Stanley Rothman provides strong evidence that the general public receives a highly distorted view of opinion among “IQ experts.” In essence, say Snyderman and Rothman, accounts in major national newspapers, newsmagazines, and television reports have painted a portrait of expert opinion that leaves the impression that “the majority if experts in the field believe it is impossible to adequately define intelligence, that intelligence tests to not measure anything that is relevant to life performance, and that they are biased against minorities, primarily blacks and Hispanics, as well as against the poor.” However, say the authors, the survey of experts revealed quite the opposite: "On the whole, scholars with any expertise in the area of intelligence and intelligence testing … share a common view of [what constitute] important components of intelligence, and are convinced that [intelligence] can be measured with some degree of accuracy. An overwhelming majority also believe that individual genetic inheritance contributes to variations in IQ within the white community, and a smaller majority express the same view about black-white and SES [socioeconomic] differences in IQ.

business. It will show you how you can make a huge difference in your life and the lives of others by sharing your expertise. It will show you how to achieve financial freedom, location freedom, and time freedom. I’m super-excited for you.

In an era when no individual can know or do everything needed to carry out the work that serves customers, it's more important than ever for people to speak up, share information, contribute expertise, take risks, and work with each other to create lasting value. Yet, as Edmund Burke wrote more than 250 years ago, fear limits our ability for effective thought and action – even for the most talented of employees. Today's leaders must be willing to take on the job of driving fear out of the organization to create the conditions for learning, innovation, and growth.

The brain is a social organism: to call someone an idiot is to point a finger and put a label on them. It demonstrates your own ability to detect this defect, which isn’t always easy to spot at first sight, as we have shown, and which you yourself do not possess. To call someone else stupid is to call attention to your own perceptiveness, which is always flattering to the ego, placing yourself above the designated victim. As a rule, few people will contradict you, which allows you to confirm your ascendance on the lofty ladder occupied by those who share your point of view. They spare themselves mental effort by mirroring you. They will mock the sacrificial victim along with you, laughing heartily. You will be confirmed as the leader of a superior assemblage that knows how to draw a clear line between idiots and everyone else. Your expertise will spread quickly intoother domains. You will be listened to, and your advice will be followed; better still, you will be obeyed! The poor idiots you’ve singled out will have no choice but to flee, or to just stand by and take it. They will be forced to submit, to accept ridicule to fulfill their role as scapegoats. A king who turns megalomaniac will try to hold on to his crown, expand his powers, and reign without giving power to those who placed him on the throne. He exploits them legitimately because they were stupid enough to prop him up. And still—so says Brassens—there’s hardly any chance he’ll be dethroned.

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