Short Consultation Quotes

When the clergy addressed General Washington on his departure from the government, it was observed in their consultation that he had never on any occasion said a word to the public which showed a belief in the Christian religion and they thought they should so pen their address as to force him at length to declare publicly whether he was a Christian or not. They did so. However [Dr. Rush] observed the old fox was too cunning for them. He answered every article of their address particularly except that, which he passed over without notice... I know that Gouverneur Morris, who pretended to be in his secrets & believed himself to be so, has often told me that General Washington believed no more of that system than he himself did. {The Anas, February 1, 1800, written shortly after the death of first US president George Washington}

Why don't you tremble?" "I'm not cold." "Why don't you turn pale?" "I am not sick." "Why don't you consult my art?" "I'm not silly. The old crone "nichered" a laugh under her bonnet and bandage; she then drew out a short black pipe, and lighting it began to smoke. Having indulged a while in this sedative, she raised her bent body, took the pipe from her lips, and while gazing steadily at the fire, said very deliberately--"You are cold; you are sick; and you are silly." "Prove it," I rejoined. "I will, in few words. You are cold, because you are alone: no contact strikes the fire from you that is in you. You are sick; because the best of feelings, the highest and the sweetest given to man, keeps far away from you. You are silly, because, suffer as you may, you will not beckon it to approach, nor will you stir one step to meet it where it waits you.

Let me through – I’m a doctor.’ My heart beat a little faster, and I lingered just long enough to be sure he’d used the indefinite article. But the man was short and bald and rather ugly – not at all like any Doctor I’d consult. I hope. If ‘consult’ is the right word.

This was a place where it was impossible to borrow a book, attend a concert, say a prayer, consult a parish record or give to charity. In short, the town was an end state of consumerism.

One by one he would conjure up the world’s major electronic papers; he knew the codes of the more important ones by heart, and had no need to consult the list on the back of his pad. Switching to the display unit’s short-term memory, he would hold the front page while he quickly searched the headlines and noted the items that interested him.

lanning a wedding can be murder. Planning weddings for a living is nothing short of suicide. “Is there a patron saint for wedding consultants? Because I think after this wedding, I just might

Two tramps of supernatural exuberance called at the cottage shortly after breakfast to ask George, whom they had never even consulted about their marriages, to help support their wives and children.

My mother's going to love you, you know. Although," I paused, "I'm not sure the feeling will be mutual." "You make her sound like such an ogre." "Harpy." "What?" "Ogres are male. Harpies are female. At least, I think so. Shit, I don't know. I'm a graphic designer. Mythology wasn't on the curriculum." Cat worked at a local bank as an IT consultant, and I doubted she knew much more about mythic creatures than I did. "Anyway, I think she's too short to be an ogre.

Ancient astrology was rather different from the modern horoscope. Its more learned practitioners enjoyed intellectual respectability, and there was a substantial overlap between astrology and philosophy. People would consult astrologers on anything, from the time and manner in which they were going to die to who was likely to win in the chariot-races that afternoon. The chronology of the origins and development of astrology are impossible to establish, and were debated even in the ancient world. Suffice it to say here that the Western tradition was one of many traditions: Indian, Chinese, Middle Eastern. It was Ptolemy, the Hellenistic geographer and astrologer, who first laid the technical foundations of Western astrology in his Tetrabiblos (‘Four Books’). But the rise in the prominence of astrology was closely tied to the Roman imperial regime. It greatly benefited emperors to have their sovereignty ‘written in the stars’.

My brother distrusts the essential truth of memories; I distrust the way we colour them in. We each have our own cheap-mail-order paintbox, and our favourite hues. Thus, I remembered Grandma a few pages ago as "petite and unopinionated". My brother, when consulted, takes out his paintbrush and counterproposes "short and bossy.

poor supervision or inadequate job design, the ‘solution’ will be temporary as the new staff themselves will shortly need to be replaced. Thus

A letter exposes to all the evil of consultation, and where the mind is anything short of perfect decision, an adviser may, in an unlucky moment, lead it to do what it may afterwards regret.

A crossroad is a holy place. There, the pilgrim has to make a decision. That is why the gods usually sleep and eat at crossroads. Where roads cross, two great forces are concentrated -the path that will be chosen, and the path to be ignored. Both are transformed into a single path, but only for a short period of time. The pilgrim may rest, sleep a bit, and even consult with the gods that inhabit the crossroad. But no one can remain there forever: once his choice is made, he has to move on, without thinking about the path he has rejected. Otherwise, the crossroad becomes a curse.

Better to take life seriously, and reach for light solutions. Satire, for instance; or suicide. Why did people hold so fast to life, that thing they were given without being consulted? All lives were failures, in Alice’s reading of the world, and Jane’s platitude about turning failure into art was fluffy fantasy. Anyone who understood art knew that it never achieved what its maker dreamt for it. Art always fell short, and the artist, far from rescuing something from the disaster of life, was thereby condemned to be a double failure

Until fairly recently, every family had a cornucopia of favorite home remedies--plants and household items that could be prepared to treat minor medical emergencies, or to prevent a common ailment becoming something much more serious. Most households had someone with a little understanding of home cures, and when knowledge fell short, or more serious illness took hold, the family physician or village healer would be called in for a consultation, and a treatment would be agreed upon. In those days we took personal responsibility for our health--we took steps to prevent illness and were more aware of our bodies and of changes in them. And when illness struck, we frequently had the personal means to remedy it. More often than not, the treatment could be found in the garden or the larder. In the middle of the twentieth century we began to change our outlook. The advent of modern medicine, together with its many miracles, also led to a much greater dependency on our physicians and to an increasingly stretched healthcare system. The growth of the pharmaceutical industry has meant that there are indeed "cures" for most symptoms, and we have become accustomed to putting our health in the hands of someone else, and to purchasing products that make us feel good. Somewhere along the line we began to believe that technology was in some way superior to what was natural, and so we willingly gave up control of even minor health problems.

Act Well the Part That Is Given to You We are like actors in a play. The divine will has assigned us our roles in life without consulting us. Some of us will act in a short drama, others in a long one. We might be assigned the part of a poor person, a cripple, a distinguished celebrity or public leader, or an ordinary private citizen. Although we can’t control which roles are assigned to us, it must be our business to act our given role as best as we possibly can and to refrain from complaining about it. Wherever you find yourself and in whatever circumstances, give an impeccable performance. If you are supposed to be a reader, read; if you are supposed to be a writer, write.

She could smell the wrongness in the air and it made her wolf nervous. It felt like something was watching them, as if the wrongness had an intelligence— and it didn't help to remember that at least one of the people they were hunting could hide from their senses. Anna fought the urge to turn around, to take Charles's hand or slide under his arm and let his presence drive away the wrongness. Once, she would have, but now she had the uneasy feeling that he might back away as he almost had when she sat on his lap in the boat, before Brother Wolf had taken over. Maybe he was just tired of her. She had been telling everyone that there was something wrong with him...but Bran knew his son and thought the problem was her. Bran was smart and perceptive; she ought to have considered that he was right. Charles was old. He'd seen and experienced so much—next to him she was just a child. His wolf had chosen her without consulting Charles at all. Maybe he'd have preferred someone who knew more. Someone beautiful and clever who... "Anna?" said Charles. "What's wrong? Are you crying?" He moved in front of her and stopped, forcing her to stop walking, too. She opened her mouth and his fingers touched her wet cheeks. "Anna," he said, his body going still. "Call on your wolf." "You should have someone stronger," she told him miserably. "Someone who could help you when you need it, instead of getting sent home because I can't endure what you have to do. If I weren't Omega, if I were dominant like Sage, I could have helped you." "There is no one stronger," Charles told her. "It's the taint from the black magic. Call your wolf." "You don't want me anymore," she whispered. And once the words were out she knew they were true. He would say the things that he thought she wanted to hear because he was a kind man. But they would be lies. The truth was in the way he closed down the bond between them so she wouldn't hear things that would hurt her. Charles was a dominant wolf and dominant wolves were driven to protect those weaker than themselves. And he saw her as so much weaker. "I love you," he told her. "Now, call your wolf." She ignored his order—he knew better than to give her orders. He said he loved her; it sounded like the truth. But he was old and clever and Anna knew that, when push came to shove, he could lie and make anyone believe it. Knew it because he lied to her now—and it sounded like the truth. "I'm sorry," she told him. "I'll go away—" And suddenly her back was against a tree and his face was a hairsbreadth from hers. His long hot body was pressed against her from her knees to her chest—he'd have to bend to do that. He was a lot taller than her, though she wasn't short. Anna shuddered as the warmth of his body started to penetrate the cold that had swallowed hers. Charles waited like a hunter, waited for her to wiggle and see that she was truly trapped. Waited while she caught her breathe. Waited until she looked into his eyes. Then he snarled at her. "You are not leaving me." It was an order, and she didn't have to follow anyone's orders. That was part of being Omega instead of a regular werewolf—who might have had a snowball's chance in hell of being a proper mate. "You need someone stronger," Anna told him again. "So you wouldn't have to hide when you're hurt. So you could trust your mate to take care of herself and help, damn it, instead of having to protect me from whatever you are hiding." She hated crying. Tears were weaknesses that could be exploited and they never solves a damn thing. Sobs gathered in her chest like a rushing tide and she needed to get away from him before she broke. Instead of fighting his grip, she tried to slide out of it. "I need to go," she said to his chest. "I need—" His mouth closed over hers, hot and hungry, warming her mouth as his body warmed her body. "Me," Charles said, his voice dark and gravelly as if it had traveled up from the bottom of the earth,...

We are all short sighted, and very often see but one side of a matter; our views are not extended to all that has a connection with it. From this defect I think no man is free. We see but in part, and we know but in part, and therefore it is no wonder we conclude not right from our partial views. This might instruct the proudest esteemer of his own parts, how useful it is to talk and consult with others, even such as come short of him in capacity, quickness and penetration: for since no one sees all, and we generally have different prospects of the same thing, according to our different, as I may say, positions to it, it is not incongruous to think nor beneath any man to try, whether another may not have notions of things which have escaped him, and which his reason would make use of if they came into his mind.

What have they fixed?” asked former McKinsey consultant Michael Lanning. “What have they changed? Did they take any voice in the way banking has evolved in the past thirty years? They did study after study at GM, and that place needed the most radical kind of change you can imagine. The place was dead, and it was just going to take a long time for the body to die unless they changed how they operated. McKinsey was in there with huge teams, charging huge fees, for several decades. And look where GM came out.”13 In the end, all the GM work did was provide a revenue stream to enrich a group of McKinsey partners, especially those working with the automaker. The last time McKinsey was influential at Apple Computer was when John Sculley was there, and that’s because he’d had a brand-marketing heritage from Pepsi. And Sculley was a disaster. Did McKinsey do anything to help the great companies of today become what they are? Amazon, Microsoft, Google? In short, no.

Self-Management If you can read just one book on motivation—yours and others: Dan Pink, Drive If you can read just one book on building new habits: Charles Duhigg, The Power of Habit If you can read just one book on harnessing neuroscience for personal change: Dan Siegel, Mindsight If you can read just one book on deep personal change: Lisa Lahey and Bob Kegan, Immunity to Change If you can read just one book on resilience: Seth Godin, The Dip Organizational Change If you can read just one book on how organizational change really works: Chip and Dan Heath, Switch If you can read just two books on understanding that change is a complex system: Frederic Laloux, Reinventing Organizations Dan Pontefract, Flat Army Hear interviews with FREDERIC LALOUX, DAN PONTEFRACT, and JERRY STERNIN at the Great Work Podcast. If you can read just one book on using structure to change behaviours: Atul Gawande, The Checklist Manifesto If you can read just one book on how to amplify the good: Richard Pascale, Jerry Sternin and Monique Sternin, The Power of Positive Deviance If you can read just one book on increasing your impact within organizations: Peter Block, Flawless Consulting Other Cool Stuff If you can read just one book on being strategic: Roger Martin and A.G. Lafley, Playing to Win If you can read just one book on scaling up your impact: Bob Sutton and Huggy Rao, Scaling Up Excellence If you can read just one book on being more helpful: Edgar Schein, Helping Hear interviews with ROGER MARTIN, BOB SUTTON, and WARREN BERGER at the Great Work Podcast. If you can read just two books on the great questions: Warren Berger, A More Beautiful Question Dorothy Strachan, Making Questions Work If you can read just one book on creating learning that sticks: Peter Brown, Henry Roediger and Mark McDaniel, Make It Stick If you can read just one book on why you should appreciate and marvel at every day, every moment: Bill Bryson, A Short History of Nearly Everything If you can read just one book that saves lives while increasing impact: Michael Bungay Stanier, ed., End Malaria (All money goes to Malaria No More; about $400,000 has been raised so far.) IF THERE ARE NO STUPID QUESTIONS, THEN WHAT KIND OF QUESTIONS DO STUPID PEOPLE ASK?

The waitress came over slowly, as if the effort of crossing the floor was synonymous with wading through deep snow and she should be rewarded for it. Myron warmed her up with one of his patented smiles. The Christian Slater model—friendly yet devilish. Not to be mistaken for the Jack Nicholson model which was also friendly yet devilish. “Hi,” he said. She put down a Rolling Rock cardboard coaster. “What can I get you?” she asked, trying to toss up a friendly tone and falling way short. You rarely find a friendly barmaid in Manhattan, except for those born-again waitresses at chains like TGI Friday’s or Bennigan’s where they tell you their name and that they’ll be your “server” like you might mistake them for something else, like your “legal consultant” or “medical advisor.

For instance, there was the case of Nancy Schmeing, who had recently earned her doctorate in physics at the Massachusetts Institute of Technology. Incredibly, Schmeing failed the reading comprehension section of the new [Massachusetts] teacher test, which required one to quickly read short essays and then choose the one "best" answer among those provided by the test maker. The exam supposedly assessed one's ability to boil down the essential meanings of prose. Schmeing's failing the reading section created a small furor about the test's credibility. After graduating from MIT, Schmeing worked as a technical consultant, translating engineering, science, and business documents for clients around the world. Thus, the very nature of her work necessitated the ability to find essential meanings in written texts, to comprehend a writer's purpose, and so forth. Moreover, Schmeing was a Fulbright scholar, had graduated magnum cum laude from college ... Schmeing's failure simply defied common sense, fueling concerns over the exam's predictive validity.

One other thing. And this really matters for readers of this book. According to official Myers–Briggs documents, the test can ‘give you an insight into what kinds of work you might enjoy and be successful doing’. So if you are, like me, classified as ‘INTJ’ (your dominant traits are being introverted, intuitive and having a preference for thinking and judging), the best-fit occupations include management consultant, IT professional and engineer.30 Would a change to one of these careers make me more fulfilled? Unlikely, according to respected US psychologist David Pittenger, because there is ‘no evidence to show a positive relation between MBTI type and success within an occupation…nor is there any data to suggest that specific types are more satisfied within specific occupations than are other types’. Then why is the MBTI so popular? Its success, he argues, is primarily due to ‘the beguiling nature of the horoscope-like summaries of personality and steady marketing’.31 Personality tests have their uses, even if they do not reveal any scientific ‘truth’ about us. If we are in a state of confusion they can be a great emotional comfort, offering a clear diagnosis of why our current job may not be right, and suggesting others that might suit us better. They also raise interesting hypotheses that aid self-reflection: until I took the MBTI, I had certainly never considered that IT could offer me a bright future (by the way, I apparently have the wrong personality type to be a writer). Yet we should be wary about relying on them as a magic pill that enables us suddenly to hit upon a dream career. That is why wise career counsellors treat such tests with caution, using them as only one of many ways of exploring who you are. Human personality does not neatly reduce into sixteen or any other definitive number of categories: we are far more complex creatures than psychometric tests can ever reveal. And as we will shortly learn, there is compelling evidence that we are much more likely to find fulfilling work by conducting career experiments in the real world than by filling out any number of questionnaires.32

You should rather suppose that those are involved in worthwhile duties who wish to have daily as their closest friends Zeno, Pythagoras, Democritus and all the other high priests of liberal studies, and Aristotle and Theophrastus. None of these will be too busy to see you, none of these will not send his visitor away happier and more devoted to himself, none of these will allow anyone to depart empty-handed. They are at home to all mortals by night and by day. None of these will force you to die, but all will teach you how to die. None of them will exhaust your years, but each will contribute his years to yours. With none of these will conversation be dangerous, or his friendship fatal, or attendance on him expensive. From them you can take whatever you wish: it will not be their fault if you do not take your fill from them. What happiness, what a fine old age awaits the man who has made himself a client of these! He will have friends whose advice he can ask on the most important or the most trivial matters, whom he can consult daily about himself, who will tell him the truth without insulting him and praise him without flattery, who will offer him a pattern on which to model himself.

I stood on the rug and warmed my hands, which were rather cold with sitting at a distance from the drawing-room fire. I felt now as composed as ever I did in my life: there was nothing indeed in the gipsy’s appearance to trouble one’s calm. She shut her book and slowly looked up; her hat-brim partially shaded her face, yet I could see, as she raised it, that it was a strange one. It looked all brown and black: elf-locks bristled out from beneath a white band which passed under her chin, and came half over her cheeks, or rather jaws: her eye confronted me at once, with a bold and direct gaze. “Well, and you want your fortune told?” she said, in a voice as decided as her glance, as harsh as her features. “I don’t care about it, mother; you may please yourself: but I ought to warn you, I have no faith.” “It’s like your impudence to say so: I expected it of you; I heard it in your step as you crossed the threshold.” “Did you? You’ve a quick ear.” “I have; and a quick eye and a quick brain.” “You need them all in your trade.” “I do; especially when I’ve customers like you to deal with. Why don’t you tremble?” “I’m not cold.” “Why don’t you turn pale?” “I am not sick.” “Why don’t you consult my art?” “I’m not silly.” The old crone “nichered” a laugh under her bonnet and bandage; she then drew out a short black pipe, and lighting it began to smoke.

There is an excellent short book (126 pages) by Faustino Ballvè, Essentials of Economics (Irvington-on-Hudson, N.Y.: Foundation for Economic Education), which briefly summarizes principles and policies. A book that does that at somewhat greater length (327 pages) is Understanding the Dollar Crisis by Percy L. Greaves (Belmont, Mass.: Western Islands, 1973). Bettina Bien Greaves has assembled two volumes of readings on Free Market Economics (Foundation for Economic Education). The reader who aims at a thorough understanding, and feels prepared for it, should next read Human Action by Ludwig von Mises (Chicago: Contemporary Books, 1949, 1966, 907 pages). This book extended the logical unity and precision of economics beyond that of any previous work. A two-volume work written thirteen years after Human Action by a student of Mises is Murray N. Rothbard’s Man, Economy, and State (Mission, Kan.: Sheed, Andrews and McMeel, 1962, 987 pages). This contains much original and penetrating material; its exposition is admirably lucid; and its arrangement makes it in some respects more suitable for textbook use than Mises’ great work. Short books that discuss special economic subjects in a simple way are Planning for Freedom by Ludwig von Mises (South Holland, 111.: Libertarian Press, 1952), and Capitalism and Freedom by Milton Friedman (Chicago: University of Chicago Press, 1962). There is an excellent pamphlet by Murray N. Rothbard, What Has Government Done to Our Money? (Santa Ana, Calif.: Rampart College, 1964, 1974, 62 pages). On the urgent subject of inflation, a book by the present author has recently been published, The Inflation Crisis, and How to Resolve It (New Rochelle, N.Y.: Arlington House, 1978). Among recent works which discuss current ideologies and developments from a point of view similar to that of this volume are the present author’s The Failure of the “New Economics”: An Analysis of the Keynesian Fallacies (Arlington House, 1959); F. A. Hayek, The Road to Serfdom (1945) and the same author’s monumental Constitution of Liberty (Chicago: University of Chicago Press, 1960). Ludwig von Mises’ Socialism: An Economic and Sociological Analysis (London: Jonathan Cape, 1936, 1969) is the most thorough and devastating critique of collectivistic doctrines ever written. The reader should not overlook, of course, Frederic Bastiat’s Economic Sophisms (ca. 1844), and particularly his essay on “What Is Seen and What Is Not Seen.” Those who are interested in working through the economic classics might find it most profitable to do this in the reverse of their historical order. Presented in this order, the chief works to be consulted, with the dates of their first editions, are: Philip Wicksteed, The Common Sense of Political Economy, 1911; John Bates Clark, The Distribution of Wealth, 1899; Eugen von Böhm-Bawerk, The Positive Theory of Capital, 1888; Karl Menger, Principles of Economics, 1871; W. Stanley Jevons, The Theory of Political Economy, 1871; John Stuart Mill, Principles of Political Economy, 1848; David Ricardo, Principles of Political Economy and Taxation, 1817; and Adam Smith, The Wealth of Nations, 1776.

There’s a Good Book about goodness and how to be good and so forth, but there’s no Evil Book about evil and how to be bad. The Devil has no prophets to write his Ten Commandments and no team of authors to write his biography. His case has gone completely by default. We know nothing about him but a lot of fairy stories from our parents and schoolmasters. He has no book from which we can learn the nature of evil in all its forms, with parables about evil people, proverbs about evil people, folk-lore about evil people. All we have is the living example of the people who are least good, or our own intuition. ‘So,’ continued Bond, warming to his argument, ‘Le Chiffre was serving a wonderful purpose, a really vital purpose, perhaps the best and highest purpose of all. By his evil existence, which foolishly I have helped to destroy, he was creating a norm of badness by which, and by which alone, an opposite norm of goodness could exist. We were privileged, in our short knowledge of him, to see and estimate his wickedness and we emerge from the acquaintanceship better and more virtuous men.’ ‘Bravo,’ said Mathis. ‘I’m proud of you. You ought to be tortured every day. I really must remember to do something evil this evening. I must start at once. I have a few marks in my favour – only small ones, alas,’ he added ruefully – ‘but I shall work fast now that I have seen the light. What a splendid time I’m going to have. Now, let’s see, where shall I start, murder, arson, rape? But no, these are peccadilloes. I must really consult the good Marquis de Sade. I am a child, an absolute child in these matters.’ His face fell. ‘Ah, but our conscience, my dear Bond. What shall we do with him while we are committing some juicy sin? That is a problem. He is a crafty person this conscience and very old, as old as the first family of apes which gave birth to him. We must give that problem really careful thought or we shall spoil our enjoyment. Of course, we should murder him first, but he is a tough bird. It will be difficult, but if we succeed, we could be worse even than Le Chiffre.

Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.

How to choose a best website development company RNS IT Solutions is the best Software development company. When choosing a development company for your website, it is very important not only to look at the price, but also the quality of the work you hope to obtain and it is that a good Web of quality, realized of the hand of good engineers who have been working in the sector for years, can make you recover the investment in a short time and generate great benefits in the long term. Of course, to have a quality website the initial investment will probably be greater than you expect and maybe right now you think that the web you need does not require much quality, or a lot of work, but stop to think for a moment and consider the possibility that you are totally wrong, because that may depend on the future of your company as well as Web Development company India.The image that you want to transmit to the clients of the same one and the investment that you will have to do in the web once developed. With all this I do not mean that you have to ask for a loan from the bank to pay for the web. If the project you have in mind takes more work than you initially thought and the budget is out of your expectations, you can always limit and remove features that are dispensable. In this way you can publish the Web as soon as possible, so that once the initial investment is amortized, you can continue investing in adding those features that were left in the background. There are few Web Development Company In India hat right now could not survive, if they were not involved in the online world and it costs much less to make you a quality professional website, with a higher initial investment, to make you a website on which you have to invest, and then large amounts in development and consulting to correct deficiencies initially not contemplated. In the worst case, a bad development, may even force you to throw all the code of the web to the trash, to have to start from scratch. But what is quality of Web Development Services India? Let's see the characteristics that a website must have in order to be considered quality and professional: In any development project, meetings are always held to develop an initial analysis, gathering all the requirements and objectives of the web that the client wants. At this point you should have a proactive attitude, proposing functionalities that could be interesting or alternative ideas that we know can generate good results.

A famous British writer is revealed to be the author of an obscure mystery novel. An immigrant is granted asylum when authorities verify he wrote anonymous articles critical of his home country. And a man is convicted of murder when he’s connected to messages painted at the crime scene. The common element in these seemingly disparate cases is “forensic linguistics”—an investigative technique that helps experts determine authorship by identifying quirks in a writer’s style. Advances in computer technology can now parse text with ever-finer accuracy. Consider the recent outing of Harry Potter author J.K. Rowling as the writer of The Cuckoo’s Calling , a crime novel she published under the pen name Robert Galbraith. England’s Sunday Times , responding to an anonymous tip that Rowling was the book’s real author, hired Duquesne University’s Patrick Juola to analyze the text of Cuckoo , using software that he had spent over a decade refining. One of Juola’s tests examined sequences of adjacent words, while another zoomed in on sequences of characters; a third test tallied the most common words, while a fourth examined the author’s preference for long or short words. Juola wound up with a linguistic fingerprint—hard data on the author’s stylistic quirks. He then ran the same tests on four other books: The Casual Vacancy , Rowling’s first post-Harry Potter novel, plus three stylistically similar crime novels by other female writers. Juola concluded that Rowling was the most likely author of The Cuckoo’s Calling , since she was the only one whose writing style showed up as the closest or second-closest match in each of the tests. After consulting an Oxford linguist and receiving a concurring opinion, the newspaper confronted Rowling, who confessed. Juola completed his analysis in about half an hour. By contrast, in the early 1960s, it had taken a team of two statisticians—using what was then a state-of-the-art, high-speed computer at MIT—three years to complete a project to reveal who wrote 12 unsigned Federalist Papers. Robert Leonard, who heads the forensic linguistics program at Hofstra University, has also made a career out of determining authorship. Certified to serve as an expert witness in 13 states, he has presented evidence in cases such as that of Christopher Coleman, who was arrested in 2009 for murdering his family in Waterloo, Illinois. Leonard testified that Coleman’s writing style matched threats spray-painted at his family’s home (photo, left). Coleman was convicted and is serving a life sentence. Since forensic linguists deal in probabilities, not certainties, it is all the more essential to further refine this field of study, experts say. “There have been cases where it was my impression that the evidence on which people were freed or convicted was iffy in one way or another,” says Edward Finegan, president of the International Association of Forensic Linguists. Vanderbilt law professor Edward Cheng, an expert on the reliability of forensic evidence, says that linguistic analysis is best used when only a handful of people could have written a given text. As forensic linguistics continues to make headlines, criminals may realize the importance of choosing their words carefully. And some worry that software also can be used to obscure distinctive written styles. “Anything that you can identify to analyze,” says Juola, “I can identify and try to hide.

HOW TO USE THIS BOOK WHAT TO DO FIRST 1. Find the MAP. It will be there. No Tour of Fantasyland is complete without one. It will be found in the front part of your brochure, quite near the page that says For Mom and Dad for having me and for Jeannie (or Jack or Debra or Donnie or …) for putting up with me so supportively and for my nine children for not interrupting me and for my Publisher for not discouraging me and for my Writers’ Circle for listening to me and for Barbie and Greta and Albert Einstein and Aunty May and so on. Ignore this, even if you are wondering if Albert Einstein is Albert Einstein or in fact the dog. This will be followed by a short piece of prose that says When the night of the wolf waxes strong in the morning, the wise man is wary of a false dawn. Ka’a Orto’o, Gnomic Utterances Ignore this too (or, if really puzzled, look up GNOMIC UTTERANCES in the Toughpick section). Find the Map. 2. Examine the Map. It will show most of a continent (and sometimes part of another) with a large number of BAYS, OFFSHORE ISLANDS, an INLAND SEA or so and a sprinkle of TOWNS. There will be scribbly snakes that are probably RIVERS, and names made of CAPITAL LETTERS in curved lines that are not quite upside down. By bending your neck sideways you will be able to see that they say things like “Ca’ea Purt’wydyn” and “Om Ce’falos.” These may be names of COUNTRIES, but since most of the Map is bare it is hard to tell. These empty inland parts will be sporadically peppered with little molehills, invitingly labeled “Megamort Hills,” “Death Mountains, ”Hurt Range” and such, with a whole line of molehills near the top called “Great Northern Barrier.” Above this will be various warnings of danger. The rest of the Map’s space will be sparingly devoted to little tiny feathers called “Wretched Wood” and “Forest of Doom,” except for one space that appears to be growing minute hairs. This will be tersely labeled “Marshes.” This is mostly it. No, wait. If you are lucky, the Map will carry an arrow or compass-heading somewhere in the bit labeled “Outer Ocean” and this will show you which way up to hold it. But you will look in vain for INNS, reststops, or VILLAGES, or even ROADS. No – wait another minute – on closer examination, you will find the empty interior crossed by a few bird tracks. If you peer at these you will see they are (somewhere) labeled “Old Trade Road – Disused” and “Imperial Way – Mostly Long Gone.” Some of these routes appear to lead (or have lead) to small edifices enticingly titled “Ruin,” “Tower of Sorcery,” or “Dark Citadel,” but there is no scale of miles and no way of telling how long you might take on the way to see these places. In short, the Map is useless, but you are advised to keep consulting it, because it is the only one you will get. And, be warned. If you take this Tour, you are going to have to visit every single place on this Map, whether it is marked or not. This is a Rule. 3. Find your STARTING POINT. Let us say it is the town of Gna’ash. You will find it down in one corner on the coast, as far away from anywhere as possible. 4. Having found Gna’ash, you must at once set about finding an INN, Tour COMPANIONS, a meal of STEW, a CHAMBER for the night, and then the necessary TAVERN BRAWL. (If you look all these things up in the Toughpick section, you will know what you are in for.) The following morning, you must locate the MARKET and attempt to acquire CLOTHING (which absolutely must include a CLOAK), a SADDLE ROLL, WAYBREAD, WATERBOTTLES, a DAGGER, a SWORD, a HORSE, and a MERCHANT to take you along in his CARAVAN. You must resign yourself to being cheated over most prices and you are advised to consult a local MAGICIAN about your Sword. 5. You set off. Now you are on your own. You should turn to the Toughpick section of this brochure and select your Tour on a pick-and-mix basis, remembering only that you will have to take in all of it.

Just think of any consulting business – its solutions to whatever problems occur will be what it currently offers.

forecasts, far short of the 1billion once expected. Consulting firm eMarketer suggests that Twitter's user growth will plateau in major developed markets within five years.

THE CHASM – THE DIFFUSION MODEL WHY EVERYBODY HAS AN IPOD Why is it that some ideas – including stupid ones – take hold and become trends, while others bloom briefly before withering and disappearing from the public eye? Sociologists describe the way in which a catchy idea or product becomes popular as ‘diffusion’. One of the most famous diffusion studies is an analysis by Bruce Ryan and Neal Gross of the diffusion of hybrid corn in the 1930s in Greene County, Iowa. The new type of corn was better than the old sort in every way, yet it took twenty-two years for it to become widely accepted. The diffusion researchers called the farmers who switched to the new corn as early as 1928 ‘innovators’, and the somewhat bigger group that was infected by them ‘early adaptors’. They were the opinion leaders in the communities, respected people who observed the experiments of the innovators and then joined them. They were followed at the end of the 1930s by the ‘sceptical masses’, those who would never change anything before it had been tried out by the successful farmers. But at some point even they were infected by the ‘hybrid corn virus’, and eventually transmitted it to the die-hard conservatives, the ‘stragglers’. Translated into a graph, this development takes the form of a curve typical of the progress of an epidemic. It rises, gradually at first, then reaches the critical point of any newly launched product, when many products fail. The critical point for any innovation is the transition from the early adaptors to the sceptics, for at this point there is a ‘chasm’. According to the US sociologist Morton Grodzins, if the early adaptors succeed in getting the innovation across the chasm to the sceptical masses, the epidemic cycle reaches the tipping point. From there, the curve rises sharply when the masses accept the product, and sinks again when only the stragglers remain. With technological innovations like the iPod or the iPhone, the cycle described above is very short. Interestingly, the early adaptors turn away from the product as soon as the critical masses have accepted it, in search of the next new thing. The chasm model was introduced by the American consultant and author Geoffrey Moore. First they ignore you, then they laugh at you, then they fight you, then you win. Mahatma Gandhi

An increasing number of people are taking advantage of having a leg up on their competition by branding themselves as "the expert" in their particular niche. Call it a business card, a resume, a billboard, or whatever you choose, but the long and short of it is that books are no longer just books. They are branding devices and credibility builders, not to mention door openers. Books are the reason that authors command large speaking and consulting fees.

And McKinsey never really left the building. A decade later, when John Birt, then director-general of the BBC, stepped down from his job, McKinsey brought him on as a part-time consultant. In 2005 Birt severed all ties with the firm after critics suggested that working for 10 Downing Street in London and McKinsey posed a conflict of interest—as if hiring him shortly after extracting millions of pounds out of the BBC hadn’t been. Birt’s replacement at the BBC’s helm—Greg Dyke—immediately slashed spending on outside consultants by 75 percent.

We arrived back at the Abbey hand in hand and in perfect amity. In the space of our short walk we had agreed upon a new career and a new style of living. We should embrace simplicity, at least a privileged and eccentric sort of simplicity. We would have rooms for consulting and photographic equipment as well as a sitting room and bedroom with further accommodation for Morag and Aquinas. A pair of guest rooms and another pair for a cook and maid would complete our domestic arrangements. That still left a few rooms unused, but I had little doubt we would eventually put them to good purpose. As to the work Brisbane proposed, I felt a thrill at the prospect of taking on such important and clandestine activities. There was much yet to be discussed, but I felt the new year had dawned full of expectant promise, and already it was being fulfilled.

Wendy sat in my o ice, perched on the edge of her chair, alert, inquisitive, and a little bit embarrassed. An experienced and highly successful real estate agent, she had come to me for a financial consultation—and the facts of her situation were hardly reassuring. Although she earned well over $250,000 a year and was able to put two kids through private school at an annual cost of $15,000 each, her personal finances were a mess. A self-employed single parent, she had less than $25,000 saved for retirement, no life or disability insurance, and never bothered to write a will. In short, this intelligent, ambitious businesswoman was completely unprotected from the unexpected and utterly unprepared for the future. When I asked Wendy why she had never done any financial planning, she shrugged and o ered a response I'd heard countless times before: “I've always been too busy working to focus on what to do with the money I make.

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

Fund management is a skill—you cannot run money through consultants or committees. If you have a committee, you should buy an index fund and stop trying. Committees settle to the lowest common denominator, which is the lowest risk. A committee will not take risk. By the time a committee decides to buy tech, it is already March 2000. Fund management is like cooking, whereby 10 chefs have the same ingredients but make 10 different things. You have great chefs who get three stars and lousy chefs who make horrible food. Fund management is similar in that what is important is what you make out of the mix, how you interpret information, how you structure trades and build portfolios. But with committees somehow the results are always the same. When you have a committee, you cannot be the only guy making the decision because, at some stage, you will be wrong in the short-term and everyone will get fired. So the whole groupthink model makes things very difficult, as does the visibility of these posts. Making or losing a lot of money always makes headlines—there is no upside or solution for that.

provide. OPENING FOR BUSINESS* I will help clients _________. After hiring me, they will receive [core benefit + secondary benefit]. I will charge $xxx per hour or a flat rate of _____ per service. This rate is fair to the client and to me. My basic website will contain these elements: a. The core benefit that I provide for clients and what qualifies me to provide it (remember that qualifications may have nothing to do with education or certifications; Gary is qualified to book vacations with miles because he’s done it for himself many times) b. At least two stories of how others have been helped by the service (if you don’t have paying clients yet, do the work for free with someone you know) c. Pricing details (always be up front about fees; never make potential clients write or call to find out how much something costs) d. How to hire me immediately (this should be very easy) I will find clients through [word-of-mouth, Google, blogging, standing on the street corner, etc.]. I will have my first client on or before ____·[short deadline]. Welcome to consulting! You’re now in business.

Non-teenagers might find his appeal difficult to understand, as he isn’t especially handsome, or big, or even funny; his features are striking only in their regularity, the overall effect being one of solidity, steadiness, the quiet self-assurance one might associate with, for instance, a long-established and successful bank. But that, in fact, is the whole point. One look at Titch, in his regulation Dubarrys, Ireland jersey and freshly topped-up salon tan, and you can see his whole future stretched out before him: you can tell that he will, when he leaves this place, go on to get a good job (banking/insurance/consultancy), marry a nice girl (probably from the Dublin 18 area), settle down in a decent neighbourhood (see above) and about fifteen years from now produce a Titch Version 2.0 who will think his old man is a bit of a knob sometimes but basically all right. The danger of him ever drastically changing – like some day joining a cult, or having a nervous breakdown, or developing out of nowhere a sudden burning need to express himself and taking up some ruinously expensive and embarrassing-to-all-that-know-him discipline, like modern dance, or interpreting the songs of Joni Mitchell in a voice that, after all these years, is revealed to be disquietingly feminine – is negligible. Titch, in short, is so remarkably unremarkable that he has become a kind of embodiment of his socioeconomic class; a friendship/sexual liaison with Titch has therefore come to be seen as a kind of self-endorsement, a badge of Normality, which at this point in life is a highly prized commodity.

While their normal working relations are pervaded by an atmosphere of intrigue and competitive resentment, Diana still feels a sense of responsibility towards her husband. When he returned to public duties last year following a lengthy recuperation from his broken arm he intended to make a bizarre “statement” regarding the intense speculation surrounding his injury. He instructed his staff to find a false arm with a hook on the end so that he could appear in public like a real-life Captain Hook. Diana was consulted by senior courtiers worried that he would make a fool of himself. She suggested that a false arm should be obtained but then conveniently mislaid shortly before he was to attend a medical meeting in Harley Street, central London. While Charles was annoyed by the subterfuge, his staff were relieved that his dignity had been preserved thanks to Diana’s timely intervention.

As a former consultant, I can tell you that many tout engagement as a panacea. They measure engagement through a short questionnaire, typically including statements like: “I have a best friend at work,” “In the last seven days, I have received recognition or praise for doing good work,” or “My supervisor, or someone at work, seems to care about me as a person.” My chief HR officer friends tell me that engagement surveys fail to tell them how to improve. If your scores are low, do you raise them by somehow convincing more employees to be best friends? Or, if profits are low, is the best fix to start praising people more? We do measure some similar topics at Google (along with dozens more), but don’t merge them into a single all-encompassing construct like engagement. We see better results by instead understanding very specific areas like career development or manager quality.

A short man who himself had been an attorney before becoming a broadcast journalist shouted, “Jonathan? Is it true that evidence found in the house exculpates Theodore Martin in the murder of his wife?” Jonathan smiled benignly. “I’ve seen the evidence that Mr. Cole found, and I’ll be in consultation with the district attorney’s office sometime in the next few days. Now, if you’ll excuse me.” More questions exploded at us from a dozen directions, and they were all about Mr. Cole.

Few Americans can claim to know China as well as Ambassador Stapleton Roy. Born in China, a fluent Mandarin speaker, Roy also served as the American ambassador to China from 1991 to 1995 and has stayed exceptionally well informed on US-China relations. He explained what happened: In a joint press conference with President Obama on September 25, 2015, Xi Jinping had proposed a more reasonable approach on the South China Sea. Xi had supported full and effective implementation of the 2002 Declaration on the Conduct of Parties in the South China Sea, signed by China and all ten ASEAN members; had called for early conclusion of the China-ASEAN consultations on a Code of Conduct for the South China Sea; and had added that China had no intention of militarizing the Spratlys, where it had engaged in massive reclamation work on the reefs and shoals it occupied. Roy said that Obama missed an opportunity to capitalize on this reasonable proposal. Instead, the US Navy stepped up its naval patrols. China responded by proceeding with militarization. In short, Xi did not renege on a promise. His offer was effectively spurned by the US Navy. The big question is how an untruth becomes accepted as a fact by well-informed, thoughtful Western elites.

Keith’s former publicist from many years ago. In 2007, he’d been hired by political consultant Roger Stone—yes, that Roger Stone—to clean up Nxivm’s image. (Stone had worked at Nxivm for a short stint.

Your stakeholders may be accustomed to issuing orders to research teams and may occasionally enjoy upbraiding them for not following them. Setting aside time for stakeholder needs disrupts this pattern and instead sets the tone as one of listening and responding as a consulting expert.

J.K. Rowling may have only a vague idea of Sybill Trelawney’s pre-Hogwarts life, but she has definite ideas about Seers, particularly the practice of consulting a Naming Seer.

Better to have short pencil than long memory.

I created time in my schedule as well as in that of my staff to hold follow-up consultations with our business leaders. These were one-to-two-hour-long meetings on a variety of topics, held every six weeks, and organized around presentations that were short (no more than ten pages long) and that contained up-to-date data on the business’s financial and operational performance. Our follow-up consultations forced leaders to gather and analyze data regularly throughout the year, since they now bore responsibility for reporting it to me. Strategy would no longer be a one-time annual event that everyone quickly forgot.

Short and long bios Contracts Cover page and introduction to a proposal Engagement letter Quick blurb/elevator speech—what do you do? What are your focus areas? Letters of recommendation Logo and company graphic art Nondisclosure agreements Presentations of all sorts Progress reports Proposals and statements of work Publications list Marketing trifold (less important now than in the past) Work programs and check-off lists Examples of frequently requested spreadsheets. For example, you may be in a business that uses six sigma for quality control. Graphs, statistical reports, and so on can typically be modified quickly from one client to the next. Unless you are in the graphic arts or publications business itself, there is no need to be original. Inspiring ideas permeate the Internet.

Part I opens the kimono with a hairy entrée into the global megaverse of top-tier management consulting, with these observations: 1. A bloodcurdling litany of betrayal and alcoholism 2. Behind-the-scenes truth about a very powerful, very short man 3. A lighthearted look at global consulting behemoth McKinsey and its resemblance to a certain Renaissance warmonger 4. Why your child will never go to Harvard Business School 5. A consulting hymnal and songbook3

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

There is nothing quite like a real political whiz. Some adopt an inscrutable, almost somnolent demeanour and make you beg for their wisdom, while others come at you like a whirlwind. The effect in both cases is the same: even when you think they must be extracting certitude from guesses or cucumbers from sunbeams, you are captive, not only to the verbal artistry but to the weight of the movement, the sense that on these matters to which you are now privy the course of history depends, Politics being civil war by other means, it is fought with the same volumes of smoke and passion and ruthless brutality, and it leaves some of the same psychic wounds. All political environments - democratic, republican and monarchical - have this much in common: it is never more than a short walk in any direction to find someone who disagrees with the last person you spoke to, or who envies or disapproves or wants to thwart him, or who feels thwarted, threatened or misused by him. As our conversation in the Four Seasons concluded, my friend stubbed out the butt of his cigar. I still had three inches to smoke. I left with it and later that evening I met a consultant, also from the Democratic side, who tried to put me wise to the first man’s failings. To be frank, I was left not knowing whom to believe. The consultant told me that these days he thinks it impossible for the US political system to throw up people or parties of true character, vision or integrity. (A businessman from the Republican side once told me the same thing.) Rather, the system is now ideal for hacks, ‘yes men’ and fodder for lobbyists. Political thinking has become institutionalised and incapable of solving the country’s problems. The press has lost character in proportion to the politician, and accepts their values and arguments almost without question. He thought universal national service with a non-military option might be one way to spread the burden and rekindle a sense of shared responsibility.

Most companies tend to focus on short-term results and hence that makes them frequently do things that deviate away from their articulated strategy . . . these diversions take them away from the path they have to travel to achieve their long-term goals . . . the willingness to resist the temptation of short-term ‘off-strategy’ profits for long-term sustainable gain is not there in most Indian companies,’ writes Rama Bijapurkar, a leading market strategy consultant and independent director (2015).

There was a new trend for agencies to hire and parade before their clients “strategic planners,” an ideal originally imported from the UK; but these were not strategists in the same way that management consultants were strategists. Instead, agency strategic planners were experts in customer segmentation and behavior, excellent at designing market research and reading the results of market research reports. The planners were called, in some quarters, “the conscience of the consumer” – they upheld long-term brand values on behalf of consumers and helped to resist any attempts by the creative department to go “off brand” in the pursuit of cute ideas that would dilute “brand values.” In short, the strategic planners were consumer experts, brand developers and brand policemen. They were an important innovation, but they hardly signaled new strategic directions for ad agencies, and their efforts did not have the slightest impact on their clients’ concerns about achieving improved shareholder value. Ironically,

Based on the initial analysis, I recommend that the company expand Program B in the short term for the following reasons: Currently, Program A is losing money and cannot sustain itself. Program B is highly profitable. If we can expand the program by just X percent, the company can break even quickly. There are risks involved in expanding Program B, in particular the reputation risk. But due to the short-term nature of the expansion, these risks can be minimized. Given more time, we should evaluate options to turn around Program A and to unwind Program B.

If I were to nitpick (which I’ve been known to do), I would say her last sentence should have restated the conclusion by saying, “And that’s why I recommend the client expand Program B in the short term.

Nothing you said in your synthesis supported your point on unwinding Program B. You need to say, “After the short-term crisis has passed, it would be worth examining if Program B—the temporary solution— should be canceled ...” or something like that.

Though never losing his taste for seclusion, he developed a talent for getting on with people in all walks of life, and those who came to consult or visit him were impressed as much by his courtesy and humour as by his wisdom and the quality of his mind.

Finally, I saw that we had demystified one of our greatest forces, our Art, and specifically our Rock music. Art, like Religion, needs mystery. That is how we participate in it. But our society demystifying that mystery has the same effect as music Engineers separating the frequencies with pillows and rugs. The advent of MTV was the beginning of the end of Rock’s importance. The accessibility of videos diluted and in many cases eliminated the experience of seeing a live Rock band. It has also allowed Rock bands to exist without the essential prerequisite of being great live performers. The corporatization of Rock radio dealt another severely damaging, if not lethal, blow. As did consultants, whose only job was to homogenize and eliminate interesting, unique personality. As did lazy, ignorant, short-sighted record companies. The result, of course, was the waning of the Rock era and the rise of a Pop era that was more vapid, meaningless, superficial, emotionless, soulless, unmemorable, and disposable than any previous era in the history of music. Most importantly, now that Pop was big business, bottom-line corporate control took precedence over the Art.

And why are you so firmly, so solemnly convinced that only the normal and the positive, in short, that only well-being, is profitable for man? Is reason not perhaps mistaken as to profits? Maybe man does not love well-being only? Maybe he loves suffering just as much? Maybe suffering is just as profitable for him as well-being? For man sometimes loves suffering terribly much, to the point of passion, and that is a fact. Here there's not even any need to consult world history; just ask yourself, if you're a human being and have had any life at all. As for my personal opinion, to love just well-being alone is even somehow indecent.

It is perfectly true that many cases of subnormal energy can be helped by the proper glandular dosage, but how many of those who have spoken to you of being probably hypo-thyroid* ever went through the simple process of having a basal metabolism test to see if that were really the trouble? Of course they can claim that the situation is so grave that they cannot even get up energy to start being cured; there’s no answer to that one. But if you are really seriously handicapped by lethargy, you can take your first successward step by consulting a good diagnostician, if necessary. If necessary, mind; for there is a fact which makes a good deal of the talk about glandular insufficiency look like the alibi it too often is, and which will be confirmed for you by specialists in glandular therapy if you ask them: that if those who complain of lethargy increase their habitual activity little by little the glands respond by increased secretion. In short, very often this condition can be cured by starting at the other end! You may rest assured that you will have no consequent breakdown in following this advice unless you deliberately (and with intent to cripple yourself) leap from a practically comatose state to one of manic activity.

Have you ever seen the teacher of an art class at work? Frequently he will find in the drawing of one pupil a flaw which is so typical of most students’ work at the same stage that he will call the other pupils of the class around the easel. Using the imperfect canvas as his text, he will branch into criticism, advice, exhortation, and will occasionally go on to rub out the mistake and draw the line or put in the color as it should have been done. If you will observe the group at this moment you will discover that, tragically enough, everyone seems to be benefiting by the lecture except the very pupil to whom it should be most valuable. In almost every case the one whose work is providing the example will be quivering, nervous, sometimes tearful, often angry—in short, giving every sign that he is feeling so personally humiliated and insulted that he is reacting at an infantile level. If you ask for help, or put yourself into the relation of a pupil to a teacher, learn to advance by your mistakes instead of suffering through them. Keep your attitude impersonal while you are being shown the road back to the right procedure. If you are in school, or taking class or private instruction, it is wise to take every opportunity to ask well-considered questions, then to act on the information, and finally—and very important—to report to your instructor as to your success or failure through following his advice. This is of advantage not only to you, but to him and his subsequent pupils, since he cannot know what practices are effective and what are only useful to himself and a few like him unless his pupils report in this fashion. If you must consistently report no progress, then one of two things must be true: that you are not fully understanding him, or that you are not working under the right master. After your period of apprenticeship is over, try not to weaken yourself or bring about self-doubt to such an extent that you must have help on minor points of procedure. Every physician and psychiatrist knows that there is a great class of “sufferers” who return again and again, asking so many and such trivial questions that it seems unlikely they could ever have grown to maturity if they were as helpless in all relations as they show themselves to their physicians. No one except a charlatan truly welcomes the appearance of such patients as these. The person who is looking for an excuse to blame his failure on another or who will not, if he can help it, grow up and settle his own difficulties, will go on asking advice until he draws his last breath, and even the astutest consultant may be forgiven if he sometimes mistakes an infrequent questioner for one of the weaker type. A good touchstone to show whether you may be only following a nervous habit of dependence is to ask yourself in every case: “Would I ask this if I had to pay a specialist’s fee for the answer?

From a logical standpoint, it’s more likely that the future will be “protopian.” The world won’t be perfect and happy, but it won’t be an abysmal dystopia either. This means there will be positives and negatives, but overall, it will be a better world. Digital marketing consultant Marcus Wong writes, “Protopia defines a state where we’re no longer fighting for survival (Dystopia), nor are we accepting perfection (Utopia…. Every opportunity to create something new, something faster, something ‘better’—creates a new world of problems that we would have never initially created. This is not a bad thing; some problems are good to have.”[29] In short, we can’t eliminate problems without introducing new ones. This is why we will see progress, but not perfection.[30] Will robots take some workers’ jobs? Yes. There will be automation, but automation will also generate new jobs.

The following afternoon Frank and Joe left school at one o’clock. They stopped at their house to get Afron’s address from Aunt Gertrude, then drove to the airport. Two hours later their plane was touching down at LaGuardia Field. After riding to the East Side Air Terminal in Manhattan, the brothers walked to Forty-second Street and caught a crosstown bus. “Wonder if we should have phoned first to make sure Afron’s in,” Joe murmured. Frank shook his head. “Better to catch him off-guard, I’d say. Then if he does know anything about Batter or the gang, he’ll have no time to cover up, or invent a story.” They got off the bus at the Avenue of the Americas and walked quickly to their destination in the West Forties. The address proved to be a small, grimy-looking office building. “Not a very classy place for a wealthy decorator to have his studio,” Joe said in surprise. Inside, they consulted the wall directory, listing the firms with offices in the building. Afron’s name was not among them. Frank turned to the uniformed elevator dispatcher who was standing nearby at his post in the lobby. “Could you tell us the office number of Afron Business Décor, please?” “Afron Business Décor?” The dispatcher frowned and shrugged. “Never heard of it. There’s no such outfit in this building.

KIRKUS REVIEWS BOOK REVIEW A retired professor explores the life and writings of Carl Sandburg in this debut book. “During the first half of the twentieth century,” Quinley writes, “Carl Sandburg seemed to be everywhere and do everything.” Though best known for his Pulitzer Prize–winning poetry and multivolume biography of Abraham Lincoln, Sandburg had a wide-ranging career as a public intellectual, which included stints in journalism as a columnist and investigative reporter, in musicology as a leading advocate and performer of folk music, and in the nascent movie industry as a consultant and film critic. He also dabbled in political activism, children’s literature, and novels. Not only does Quinley, a retired college administrator and professor, hail Sandburg as a 20th-century icon (“If my grandpa asks you a question,” his grandchildren joke, “the answer is always Carl Sandburg”), but much of his own life has been adjacent to that of the poet as well. Born in Maywood, Illinois, a “few blocks” from Sandburg’s home 30 years prior, Quinley would eventually move to the Appalachian Mountains. He lived just a few miles from Sandburg’s famed residence in Hendersonville, North Carolina. As a docent for the Carl Sandburg Home National Historic Site, the author was often asked for literature about the luminary’s life. And though much has been written about Sandburg, biographies on the iconoclast are either out of print or are tomes with more than 800 pages. Eschewing comprehensiveness for brevity, Quinley seeks to fill this void in the literary world by offering readers a short introduction to Sandburg’s life and writings. At just 122 pages, this accessible book packs a solid punch, providing readers with not just the highlights of Sandburg’s life, but also a sophisticated analysis of his passions, poetry, and influence on American culture. This engaging approach that’s tailored to a general audience is complemented by an ample assortment of historical photographs. And while its hagiographic tone may annoy some readers, this slim volume is backed by more than 260 endnotes and delivers an extensive bibliography for readers interested in learning more about the 20th century’s “voice of America.” A well-written, concise examination of a literary legend Kirkus Indie, Kirkus Media LLC, 2600 Via Fortuna Suite 130 Austin, TX 78746 indie@kirkusreviews.com

Now, though, as we assembled the crew to work on our second film, A Bug’s Life, drawing on people who’d been key to Toy Story’s evolution, I discovered we’d completely missed a serious, ongoing rift between our creative and production departments. In short, production managers told me that working on Toy Story had been a nightmare. They felt disrespected and marginalized—like second-class citizens. And while they were gratified by Toy Story’s success, they were very reluctant to sign on to work on another film at Pixar. I was floored. How had we missed this? The answer, at least in part, was rooted in the role production managers play in making our films. Production managers are the people who keep track of the endless details that ensure that a movie is delivered on time and on budget. They monitor the overall progress of the crew; they keep track of the thousands of shots; they evaluate how resources are being used; they persuade and cajole and nudge and say no when necessary. In other words, they do something essential for a company whose success relies on hitting deadlines and staying on-budget: They manage people and safeguard the process. If there was one thing we prided ourselves on at Pixar, it was making sure that Pixar’s artists and technical people treated each other as equals, and I had assumed that that same mutual respect would be afforded to those who managed the productions. I had assumed wrong. Sure enough, when I checked with the artists and technical staff, they did believe that production managers were second-class and that they impeded—not facilitated—good filmmaking by overcontrolling the process, by micromanaging. Production managers, the folks I consulted told me, were just sand in the gears.

Some interpreters have dismissed practices as "superstition" or "magic." We need not take these terms too seriously, however, since they function mostly to denigrate. Opponents might classify consulting a conjurer as superstitious, even though they would insist that seeking counsel from a minister is religious. I don't see much difference. Magic, which means the manipulation of natural powers for personal ends, is also a divisive term. Historically, it has been employed by those who wanted to condemn Catholic ritual life, its "smells and bells," or the "strange" rituals of Indigenous Peoples in, say, Africa. In the history of the West, the term magic has been a weapon wielded in an interreligious battle. It is not a respectful label for sorting differences.

Degradation of work. Compelling the people in an organization to focus their efforts on the narrow range of what gets measured leads to a degradation of the experience of work. Edmund Phelps, a Nobel Prize winning economist, claims in his book Mass Flourishing: How Grassroots Innovation Created Jobs, Challenge, and Change that one of the virtues of capitalism is its ability to provide “the experience of mental stimulation, the challenge of new problems to solve, the chance to try the new, and the excitement of venturing into the unknown.”9 That is indeed a possibility under capitalism. But those subject to performance metrics are forced to focus their efforts on limited goals, imposed by others, who may not understand the work that they do. For the workers under scrutiny, mental stimulation is dulled, they decide neither the problems to be solved nor how to solve them, and there is no excitement of venturing into the unknown because the unknown is beyond the measureable. In short, the entrepreneurial element of human nature—which extends beyond the owners of enterprises—may be stifled by metric fixation.10 One result is to motivate those with greater initiative and enterprise to move out of mainstream, large-scale organizations where the culture of accountable performance prevails. Teachers move out of public schools to private schools and charter schools. Engineers move out of large corporations to boutique firms. Enterprising government employees become consultants. There is a healthy element in this. But surely the large-scale organizations of our society are the poorer for driving out those most likely to innovate and initiate. The more that work becomes a matter of filling in the boxes by which performance is to be measured and rewarded, the more it will repel those who think outside the box.

I was in Harley Street the other day, and I saw you come out of a certain doctor’s house. I know the doctor and for what disease one consults him, and I read the expression on your face. I have seen it only once or twice in my lifetime, but it is not easily mistaken. It was the face of a man under sentence of death.

Archbishop Benson lived in a different era, but his rules for life carry relevance today: • Eagerly start the day’s main work. • Do not murmur at your busyness or the shortness of time, but buy up the time all around. • Never murmur when correspondence is brought in. • Never exaggerate duties by seeming to suffer under the load, but treat all responsibilities as liberty and gladness. • Never call attention to crowded work or trivial experiences. • Before confrontation or censure, obtain from God a real love for the one at fault. Know the facts; be generous is your judgment. Otherwise, how ineffective, how unintelligible or perhaps provocative your well-intentioned censure may be. • Do not believe everything you hear; do not spread gossip. • Do not seek praise, gratitude, respect, or regard for past service. • Avoid complaining when your advice or opinion is not consulted, or having been consulted, set aside. • Never allow yourself to be placed in favorable contrast with anyone. • Do not press conversation to your own needs and concerns. • Seek no favors, nor sympathies; do not ask for tenderness, but receive what comes. • Bear the blame; do not share or transfer it. • Give thanks when credit for your own work or ideas is given to another.6

The contradiction between the letter of the Covenant and the policy of the Allies is even more flagrant in the case of the “independent nation” of Palestine than in that of the “independent nation” of Syria. For in Palestine we do not propose even to go through the form of consulting the wishes of the present inhabitants of the country.… The four Great Powers are committed to Zionism. And Zionism, be it right or wrong, good or bad, is rooted in age-long traditions, in present needs, in future hopes, of far profounder import than the desires and prejudices of the 700,000 Arabs who now inhabit that ancient land. In my opinion that is right. What I have never been able to understand is how it can be harmonised with the declaration, the Covenant, or the instructions to the Commission of Enquiry. I do not think that Zionism will hurt the Arabs; but they will never say they want it. Whatever be the future of Palestine it is not now an “independent nation,” nor is it yet on the way to become one. Whatever deference should be paid to the views of those who live there, the Powers in their selection of a mandatory do not propose, as I understand the matter, to consult them. In short, so far as Palestine is concerned, the Powers have made no statement of fact which is not admittedly wrong, and no declaration of policy which, at least in the letter, they have not always intended to violate.

The basic feature in the present-day- strategic human resource consultancy in devising the right processes with HR digital practices, for an organization routing organizational performance towards accomplishing organizational goals, both - long-term goals and short-term goals, aligned with the organization’s vision and mission.

A WOMAN OF PRAYER Rejoice always, pray without ceasing, in everything give thanks; for this is the will of God in Christ Jesus for you. 1 Thessalonians 5:16-18 NKJV On his second missionary journey, Paul started a small church in Thessalonica. A short time later, he penned a letter that was intended to encourage the new believers at that church. Today, almost 2,000 years later, 1 Thessalonians remains a powerful, practical guide for Christian living. In his letter, Paul advised members of the new church to “pray without ceasing.” His advice applies to Christians of every generation. When we consult God on an hourly basis, we avail ourselves of His wisdom, His strength, and His love. As Corrie ten Boom observed, “Any concern that is too small to be turned into a prayer is too small to be made into a burden.” Today, make yourself a woman of prayer. Instead of turning things over in your mind, turn them over to God in prayer. Instead of worrying about your next decision, ask God to lead the way. Don’t limit your prayers to meals or bedtime. Become a woman of constant prayer. God is listening, and He wants to hear from you. Now. The manifold rewards of a serious, consistent prayer life demonstrate clearly that time with our Lord should be our first priority. Shirley Dobson A TIMELY TIP Today, ask yourself if your prayer life is all that it should be. If the answer is yes, keep up the good work. But if the answer is no, set aside a specific time each morning to talk to God. And then, when you’ve set aside a time for prayer, don’t allow yourself to become sidetracked.

Hannah tells me that you helped protect her from the Hispanics during the riot.” “The Hispanics? Oh, the protest, right.” “Call it what you like, son. This place was crawling with spics, and I am grateful that you took care of my only child.” “Well,” I shrugged. “I guess that’s what boyfriends do.” Spics?? “Only good boyfriends,” Hannah said, still tightly holding my left hand. I could never predict when she’d pour on the affection and when she’d act distant. Were all girlfriends this complicated? “I helped pass that law, you understand,” Mr. Walker said. “I’m an advisor to the senator, and it’s about time someone notable, someone of prestige, took a stand on the influx of hispanics into our once great city. The Hispanics were rioting because of that law, because they’re afraid of justice.” “Oh yeah?” I said. I knew nothing about politics or laws. But I had a feeling I disagreed with him. “But I’ll discontinue this tangent before I begin to preach,” he smiled. “Hannah is giving me the warning look.” “Thank you, Daddy,” Hannah said. “The spics destroyed your car,” he said. “Hannah informed me, and then I read the report in the newspaper.” “That was a good car,” I nodded. “I will miss it.” “Well, let me see what I can do to help,” he said. “I’m a financial consultant to many of our nation’s finest automobile manufacturers, including Mission Motorcycles. You have heard of them?” “I don’t know much about any cars. Or motorcycles,” I admitted. “Well, it just so happens, they owed me a favor and agreed to give me a short-term loan on one of their new electric bikes,” he said. And it was then that I realized we were standing beside a gleaming black, silver, and orange motorcycle. I hadn’t noticed before because our school parking lot always looks like a luxury car showcase, and I’d grown numb to the opulence. A sleek black helmet hung from each handle. Mr. Walker placed his palm on the seat and said, “This bike is yours. Until you get a new car.” “Wow,” I breathed. A motorcycle!! “Isn’t it sexy?” Hannah smiled. “It looks like it’s from the future.” “It does,” I agreed. “I’m almost afraid to touch it, like it’ll fly off. But sir, there’s no way…” “Please don’t be so ungrateful as to refuse, son. That’s low class, and that’s not the Walkers. You are in elite company. Dating my daughter has advantages, as I’m sure she’s told you. You just keep performing on the football field.” “Oh…right,” I said. “I’m gratified I can help,” Mr. Walker said and shook my hand again. “I’m expecting big things from you. Don’t let me down. It’s electric, so you’ll need to charge it at night. Fill out the paperwork in the storage compartment and return them signed to Hannah tomorrow. If you wreck it, I’ll have you drowned off Long Beach. I wish I could stay, but I’m late for a meeting with the Board of Supervisors. Hannah, tell your mother I’ll be out late,” he said and got into the back seat of a black sedan that whisked him away.

The situational diagnosis conversation. In this conversation, you seek to understand how your new boss sees the STARS portfolio you have inherited. Are there elements of start-up, turnaround, accelerated growth, realignment, and sustaining success? How did the organization reach this point? What factors—both soft and hard—make this situation a challenge? What resources within the organization can you draw on? Your view may differ from your boss’s, but it is essential to grasp how she sees the situation. The expectations conversation. Your goal in this conversation is to understand and negotiate expectations. What does your new boss need you to do in the short term and in the medium term? What will constitute success? Critically, how will your performance be measured? When? You might conclude that your boss’s expectations are unrealistic and that you need to work to reset them. Also, as part of your broader campaign to secure early wins, discussed in the next chapter, keep in mind that it’s better to underpromise and overdeliver. The resource conversation. This conversation is essentially a negotiation for critical resources. What do you need to be successful? What do you need your boss to do? The resources need not be limited to funding or personnel. In a realignment, for example, you may need help from your boss to persuade the organization to confront the need for change. Key here is to focus your boss on the benefits and costs of what you can accomplish with different amounts of resources. The style conversation. This conversation is about how you and your new boss can best interact on an ongoing basis. What forms of communication does he prefer, and for what? Face-to-face? Voice, electronic? How often? What kinds of decisions does he want to be consulted on, and when can you make the call on your own? How do your styles differ, and what are the implications for the ways you should interact? The personal development conversation. Once you’re a few months into your new role, you can begin to discuss how you’re doing and what your developmental priorities should be. Where are you doing well? In what areas do you need to improve or do things differently? Are there projects or special assignments you could undertake (without sacrificing focus)? In practice, your

Take the value “We treat customers the way we would want to be treated.” That’s pretty tangible, but Bank One had literally identified the ten or twelve behaviors that made that value come to life. Here are some of them: Never let profit center conflicts get in the way of doing what is right for the customer. Give customers a good, fair deal. Great customer relationships take time. Do not try to maximize short-term profits at the expense of building those enduring relationships. Always look for ways to make it easier to do business with us. Communicate daily with your customers. If they are talking to you, they can’t be talking to a competitor. Don’t forget to say thank you. Another value Bank One had was: “We strive to be the low-cost provider through efficient and great operations.” Some of the prescribed behaviors included: Leaner is better. Eliminate bureaucracy. Cut waste relentlessly. Operations should be fast and simple. Value each other’s time. Invest in infrastructure. We should know our business best. We don’t need consultants to tell us what to do.

Archbishop Benson lived in a different era, but his rules for life carry relevance today: • Eagerly start the day’s main work. • Do not murmur at your busyness or the shortness of time, but buy up the time all around. • Never murmur when correspondence is brought in. • Never exaggerate duties by seeming to suffer under the load, but treat all responsibilities as liberty and gladness. • Never call attention to crowded work or trivial experiences. Before confrontation or censure, obtain from God a real love for the one at fault. Know the facts; be generous is your judgment. Otherwise, how ineffective, how unintelligible or perhaps provocative your well-intentioned censure may be. • Do not believe everything you hear; do not spread gossip. Do not seek praise, gratitude, respect, or regard for past service. • Avoid complaining when your advice or opinion is not consulted, or having been consulted, set aside. • Never allow yourself to be placed in favorable contrast with anyone. • Do not press conversation to your own needs and concerns. Seek no favors, nor sympathies; do not ask for tenderness, but receive what comes. • Bear the blame; do not share or transfer it. • Give thanks when credit for your own work or ideas is given to another.6

According to the Boston Consulting Group, 7 percent of Chinese netizens drive 40 percent of online sales. These social enthusiasts and key opinion leaders (i.e., those who spend the most time on social-media websites) can significantly influence a company's image.

हिंदुस्तान में जीजाओं की इज्ज़त का पैमाना यही है कि ससुराल में कोई शादी हो और तय होने से पहले उनकी राय पूछ ली जाए, वो हाँ का एकमात्र विकल्प चुनें और बाज़ार में खबर फैला दी जाए कि लड़की के या लड़के के जीजा ने सब देख समझ लिया था । जीजा जैसे जीजा होने से पहले शादी के senior consultant थे किसी MNC में

P lanning a wedding can be murder. Planning weddings for a living is nothing short of suicide. “Is there a patron saint for wedding consultants? Because I think after this wedding, I just might meet the requirements.” I stood near the top of the wide marble staircase that swept down the middle of the Corcoran Gallery of Art’s central foyer . Below me, dozens of tuxedo-clad waiters scurried around the enormous hall filled end to end with tables and gold ladder-backed chairs. After having draped ivory chiffon into swags on all forty tables, I massaged the red indentations left

P lanning a wedding can be murder. Planning weddings for a living is nothing short of suicide. “Is there a patron saint for wedding consultants? Because I think after this wedding, I just might meet the requirements.” I stood near the top of the wide marble staircase that swept down the middle of the Corcoran Gallery of Art’s central foyer . Below me, dozens of tuxedo-clad waiters scurried around the enormous hall filled end to end with tables and gold ladder-backed chairs. After

P lanning a wedding can be murder. Planning weddings for a living is nothing short of suicide. “Is there a patron saint for wedding consultants? Because I think after this wedding, I just might meet the requirements.” I stood near the top of the wide marble staircase that swept down the middle of the Corcoran Gallery of Art’s central foyer. Below me, dozens of tuxedo-clad waiters scurried around the enormous hall filled end to end with tables and gold ladder-backed chairs. After having draped ivory chiffon into swags on all forty tables, I massaged the red indentations left on my fingers by the heavy pins. “Annabelle, darling, I may be a lapsed Catholic, but I’m pretty sure you have to be dead to qualify for sainthood.” Richard Gerard has been one of my closest friends since I arrived in Washington, D.C. three years ago and started “Wedding Belles.” At the time he’d been the only top caterer who’d bother talking to a new wedding planner. Now I worked with him almost exclusively. “The wedding isn’t over yet.”“At least your suffering hasn’t been in vain.” Richard motioned at the room below us. “It’s divine.” The museum’s enormous hall did look magical. The side railings of the staircase were draped with a floral garland, leading to a pair of enormous white rose topiaries flanking the bottom of the stairs. Amber light washed each of the three-story limestone columns bordering the room, and white organza hung from the ceiling, creating sheer curtains that were tied back at each column with clusters of ivory roses. “I just hope the MOB is happy.” My smile disappeared as I thought

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I am a sick man…. I am a spiteful man. I am an unattractive man. I believe my liver is diseased. However, I know nothing at all about my disease, and do not know for certain what ails me. I don’t consult a doctor for it, and never have, though I have a respect for medicine and doctors. Besides,

No, I refuse to consult a doctor from spite.

Grasp that, and you will not be surprised to learn that the males of these primitive people held their own sex in such veneration that quite young ones—puny in intellect, and without education—were, by act of senate, qualified to elect senators, enter upon the government of the world, and occupy the highest offices to the exclusion of the Infinite Intelligence, where possessed by women. So those poor vain creatures, with much, assumption of wisdom, though still very apelike in various ways, made laws affecting woman's liberty, property, and even her children, without consulting her, her happiness, or any higher feeling than their own self-love, comfort and aboriginal greed. In short, the women up to past the nineteenth century were really slaves in all but the name.

Harry was qualified to judge how well she did because everyone is qualified to critique a housewife. when you're an at-home mom, suddenly everyone in the world is your management consultant. The same wasn't true of Harry. Whenever he fell short at home, he always got to hide behind the opaque screen of his job.

One by one he would conjure up the world’s major electronic papers; he knew the codes of the more important ones by heart, and had no need to consult the list on the back of his pad. Switching to the display unit’s short-term memory, he would hold the front page while he quickly searched the headlines and noted the items that interested him. Each had its own two-digit reference; when he punched that, the postage-stamp-sized rectangle would expand until it neatly filled the screen, and he could read it with comfort. When he had finished he would flash back to the complete page and select a new subject for detailed examination.

Fred Layman, (AKA The Club Doctor) is a veteran golf course and clubs in transition operations director/consultant. The Way I See It The Height of a Kite One sunny day, a mother and her son were outside flying a kite. The son loved watching the kite glide through the sky and cheered as it flew higher and higher. Eventually, the kite reached the end of its string and could not go any higher. After pleading with his mom to break the string, she finally agreed and cut the string to release the kite. Shortly after, a gust of wind made the kite spiral uncontrollably, and it crashed to the ground. As the son looked very sad and disappointed, the mother explained, “Just like the kite, we may reach a certain level in life and feel like things may be holding us back, such as friends, family, or rules. We feel the desire to become free from those strings, but it’s important to remember that those strings will help us remain stable and fly higher than we can without them.” Here’s the way I see it: Dan Pearce once said it best, “Who do you want to surround yourself with? People who can pull you up to their level of greatness? Or people who will happily pull you down to theirs?” Fred W. Layman III, USPTA Elite, Director of Operations The Windermere Club, is the president of an Augusta, GA based Club Consulting Company, Fred Layman Ventures.

No writer ever knows enough words but he doesn’t have to try to use all that he does know. Tests would show that I had an enormous vocabulary and through the years it must have grown, but I never had a desire to display it in the way that John Updike or William Buckley or William Safire do to such lovely and often surprising effect. They use words with such spectacular results; I try, not always successfully, to follow the pattern of Ernest Hemingway who achieved a striking style with short familiar words. I want to avoid calling attention to mine, judging them to be most effective as ancillaries to a sentence with a strong syntax. My approach has been more like that of Somerset Maugham, who late in life confessed that when he first thought of becoming a writer he started a small notebook in which he jotted down words that seemed unusually beautiful or exotic, such as chalcedony, for as a novice he believed that good writing consisted of liberally sprinkling his text with such words. But years later, when he was a successful writer, he chanced to review his list and found that he had never used even one of his beautiful collection. Good writing, for most of us, consists of trying to use ordinary words to achieve extraordinary results. I struggle to find the right word and keep always at hand the largest dictionary my workspace can hold, and I do believe I consult it at least six or seven times each working day, for English is a language that can never be mastered.* [*Even though I have studied English for decades I am constantly surprised to find new definitions I have not known: ‘panoply’ meaning ‘a full set of armor’, ‘calendar’ meaning ‘a printed index to a jumbled group of related manuscripts or papers’. —Chapter IX “Intellectual Equipment”, page 306

Even in his short service time he’d noticed how brass-heavy the agency was becoming, how expensive civilian consultants were brought in to advise on everything, how essential equipment projects had fallen behind schedule and grown massive cost overruns.