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Picking oranges in Florida. Pushing a broom in New Orleans. Mucking out horse-stalls in Lufkin, Texas. Handing out real estate brochures on street corners in Phoenix, Arizona. Working jobs that pay cash. ... The faces on the currency don't matter. What matters is the sight of a weathervane against a violent pink sunset, the sound of his heels on an empty road in Utah, the sound of the wind in the New Mexico desert, the sight of a child skipping rope beside a junked-out Chevrolet Caprice in Fossil, Oregon. What matters is the whine of the powerlines beside Highway 50 west of Elko, Nevada, and a dead crow in a ditch outside Rainbarrel Springs. Sometimes he's sober and sometimes he gets drunk. Once he lays up in an abandoned shed-this is just over the California state line from Nevada-and drinks for four days straight. It ends with seven hours of off-and-on vomiting. For the first hour or so, the puking is so constant and so violent he is convinced it will kill him. Later on, he can only wish it would. And when it's over, he swears to himself that he's done, no more booze for him, he’s finally learned his lesson, and a week later lies drunk again and staring up at the strange stars behind the restaurant where he has hired on as a dishwasher. He is an animal in a trap and he doesn't care. ... Sometimes he asks himself what he thinks he's doing, where the hell he's going, and such questions are apt to send him in search of the next bottle in a hurry. Because he's really not going anywhere. He's just following the highways in hiding and dragging his trap along behind him, he's just listening to the call of those roads and going from one to the next. Trapped or not, sometimes he is happy; sometimes he sings in his chains like the sea. He wants to see the next weathervane standing against the next pink sunset. He wants to see the next silo crumbling at the end of some disappeared farmer's long-abandoned north field and see the next droning truck with TONOPAH GRAVEL or ASPLUNDH HEAVY CONSTRUCTION written on the side. He's in hobo heaven, lost in the split personalities of America. He wants to hear the wind in canyons and know that he's the only one who hears it. He wants to scream and hear the echoes run away.

Olmsted’s greatest concern, however, was that the main, Jackson Park portion of the exposition simply was not fun. “There is too much appearance of an impatient and tired doing of sight-seeing duty. A stint to be got through before it is time to go home. The crowd has a melancholy air in this respect, and strenuous measures should be taken to overcome it.” Just as Olmsted sought to conjure an aura of mystery in his landscape, so here he urged the engineering of seemingly accidental moments of charm. The concerts and parades were helpful but were of too “stated or programmed” a nature. What Olmsted wanted were “minor incidents … of a less evidently prepared character; less formal, more apparently spontaneous and incidental.” He envisioned French horn players on the Wooded Island, their music drifting across the waters. He wanted Chinese lanterns strung from boats and bridges alike. “Why not skipping and dancing masqueraders with tambourines, such as one sees in Italy? Even lemonade peddlers would help if moving about in picturesque dresses; or cake-sellers, appearing as cooks, with flat cap, and in spotless white from top to toe?” On nights when big events in Jackson Park drew visitors away from the Midway, “could not several of the many varieties of ‘heathen,’ black, white and yellow, be cheaply hired to mingle, unobtrusively, but in full native costume, with the crowd on the Main Court?

It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

In Hiding - available for pre-order on Amazon! The emotion of her words silenced him. He knew it was the damn truth. The bastard’s lawyer claimed the video of the robbery was too blurry, which made it ineffective. Grand’s attorney then pulled some bullshit about the inability to find the gun. Without it, they would never link the ballistics to the shooting. To stress the point, their hired ballistics specialist rattled off enough mumbo-jumbo to confuse any layman. When the specialist left the stand, the prosecutor hung his head, knowing that his case had died. Not enough evidence to bring it to trial, the prosecutor could take another run at it after they solidified their case. The defense attorney had successfully fooled the Grand Jury, but Kate hadn’t accepted this. Instead, she hunted Grand down and shot him point-blank, just like he'd killed her folks. After her family posted bail, Kate ran, and Wayne chased her. Now, they both sat steeped in the events that brought them to this moment. “Don’t tell me you wouldn’t have done the same!” Kate’s words struck a chord that he struggled to ignore. He couldn’t say he disagreed. He’d never expected it to end like this. Despite his skepticism, a part of him rooted for her; he wanted to believe that she was not a bad person; she was just in a bad situation. Kate should be back in college, busting her ass to pass a mid-term or, at worse, making a questionable decision with some dude. She didn’t deserve to go to prison for murder. Most of the people he chased were assholes like Grand. The world was better for it, and he moved to the next skip. Kate was different. The world would be lacking without her.

Suppose that you need to hire a sales representative for your firm. If you are serious about hiring the best possible person for the job, this is what you should do. First, select a few traits that are prerequisites for success in this position (technical proficiency, engaging personality, reliability, and so on). Don’t overdo it—six dimensions is a good number. The traits you choose should be as independent as possible from each other, and you should feel that you can assess them reliably by asking a few factual questions. Next, make a list of those questions for each trait and think about how you will score it, say on a 1–5 scale. You should have an idea of what you will call “very weak” or “very strong.” These preparations should take you half an hour or so, a small investment that can make a significant difference in the quality of the people you hire. To avoid halo effects, you must collect the information on one trait at a time, scoring each before you move on to the next one. Do not skip around. To evaluate each candidate, add up the six scores. Because you are in charge of the final decision, you should not do a “close your eyes.” Firmly resolve that you will hire the candidate whose final score is the highest, even if there is another one whom you like better—try to resist your wish to invent broken legs to change the ranking. A vast amount of research offers a promise: you are much more likely to find the best candidate if you use this procedure than if you do what people normally do in such situations, which is to go into the interview unprepared and to make choices by an overall intuitive judgment such as “I looked into his eyes and liked what I saw.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

When I talked ONLY about what I got right I wasn’t doing myself or anyone else any favors. I want to be a role model not an unattainable ideal, I want my story to inspire people, not make them feel like they haven’t accomplished enough or can’t measure up. I think about the people who have sat in the audience of my speeches in the past, probably wondering why they were messing up when I seemingly never did, why was it so easy for me to find success when it was so hard for them. I can’t help to think, did I un-inspire anyone, did anyone decide they weren’t cut out for owning a business or being a leader because they were comparing themselves with the one sided version of my story? I really hope not. If I could go back to the times when I told those filtered stories of everything I did right, I’d talk about the things I speak about now. The things I wrote about in this book. I’d talk about how I told people what to do, instead of empowering them. I’d talk about how my poor decisions as a leader led to my shutting down a whole branch of my company. I’d confess I learned the value of autonomy by being too controlling. I’d talk about the people I didn’t ask to leave when I should have, and all the people I missed out on because I didn’t hire them when I had the chance. I’d talk about the times I hurt and let my people down. The times I didn’t listen to them or make them feel valued. The times I failed them and they left. I’d admit there’s no guide that explains exactly what it is like to lead, and no one gets it right the first time. You don’t mess up a couple times and skip your way to success. You mess up, get a little closer to achieving something and then make another mistake that puts you 10 steps back again. Sometimes you make the same mistake twice. Sometimes you feel like you want to give up. Sometimes you go to bed crying. These are the things I wish someone had told me when I was first starting out. Things I wish more leaders would get comfortable acknowledging. Because lets face it, leadership is really hard. And I learned that if its not hard, chances are you aren’t doing it right.

How to Get on Google Maps- The process We all know that marketing trends keep on changing and the new wave is pointing towards the Google maps marketing. Everyone is able to see the importance of this strategy and they are pretty impressed with the results too. However, the next big question is how to get on the Google Maps? What process do they need to follow? Do they have to hire someone for the deed? Here you can get the answer for all these questions. Initially you don’t have to hire anyone to do the deed but eventually maybe you have to. The initial process of getting on the maps is quite easy and is divided into few steps only. Here is the list of steps one needs to follow in order to get on the Google maps and start their journey of Google Maps marketing. How to Get on Google Maps • Business Listing: The very first step to start the process is through getting yourself listed on the Google Maps. Fill the details of your business accurately on Google My Business listing. Mention all the details asked there without skipping any field. Claim your listing first, this step will be the stepping stone to mark your company’s presence on Google Maps. • Address: Here we are talking about Maps so hopefully you understand that it is very important to share the exact address of the business to get a right one on the maps. Before completing the listing, make sure that the address is 100% correct without any discrepancies, be it on Goggle or other platforms. • Verification of the listing: The last step is to verify your listing which can be done through several ways. Some people believe that postcard submissions are the most dependable ones. This step can take few days or weeks to complete. In this step every option will offer you a 4- digit PIN which you have to submit at Google’s site.

MY FATHER TRIED IT. In Daruvar, Croatia, he bought a piano, sat my oldest brother at it, and hired a teacher. Whenever Vlado made a mistake, the teacher caned his fingers. After a few such lessons, Vlado skipped one; the teacher complained and wanted his money. Vlado said he was beaten; the teacher denied it. Father believed the teacher, and beat Vlado for maligning such a gentleman. After that, Vlado made sure not to play the piano again. Father attempted to persuade him a few times with the belt and a stick, which only confirmed Vlado’s impression of the piano as the black instrument of torture.

At C&R Lewis we constantly strive to be at the forefront of recycling and waste management solutions. We can provide skips for hire sized from 4 yards to 16 yards. Contact our team of experts today and book a skip. Our quick and simple process for skip hire in Solihull, skip hire Birmingham, skip hire Coventry and surrounding areas is ideal for domestic and commercial consumers. All you need to do is complete our online form above, send over an email or pick up the phone and speak to the team directly to obtain quick skip delivery – often on the same day. C&R Lewis skip hire will arrange the permits needed if your skip is to be situated on a road or public highway.

And then there’s Stella. Stella is an interior decorator who’s been in the business for more than a decade. She had a thriving design firm and accolades out the wazoo. And yet, she still felt a niggling need to go to school to get certified. “Why would you want to waste your time doing that?” I asked. “You have a waiting list for your clients.” “Well, I’d feel more legit,” she said. FOR BUSINESS For the love of God and the information highway, please write your bio in first person—we all know you wrote it anyway. One of the most highly trafficked pages on small business websites is the “About” page. People are hiring you, paying attention to you, coming to see you. So they want to hear from… you. “You made more than a hundred grand last year and your clients refer you all the time. Isn’t that legit?” I asked. She was resisting, so I ramped up my persisting. “You know what you should say in your bio?” I said to her. “Say that you’re self-taught, in eighteen-point bold type. Let people know that you never set foot in a design college because you were too busy sewing your own drapes, shopping for textiles with your grandma, and learning how to build cabinets after school with your dad. It’s in your blood. Self-taught says ‘extra amazing.’ Self-taught says ‘natural talent.’ Just come out with it.” She skipped school.

Grow slow and see what feels right—premature hiring is the death of many companies. And avoid huge growth spurts too—they can cause you to skip right over your appropriate size.

Winning Under Fire”: This is the title of a book by Dale Collie and, as stated by Bob Danzig, former CEO of Hearst Newspapers, “A must read for every leader.

I am the good shepherd, The good shepherd lays down his life for the sheep. The hired hand is not the shepherd who owns the sheep. So when he sees the wolf coming, he abandons the sheep and runs away. Then the wolf attacks the flock and scatters it.” Suddenly, all his other cares melted away, all his questions on morality and philosophy, everything else blew away with the wind, and Josh was reduced to the essence of his soul – he was a shepherd – always had been. He had to stop Momin, had to stop the wolf, protect the flock. He loved the flock.

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Qin skipped off down the corridor. Skipped. Bonita’s hired killing machine skipped. Well, so long as she blew crushers off the ship when needed, that was fine.

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In Ethiopia, a study found that just applying for a midlevel clerical job took several days and repeated journeys. Each application cost the would-be applicant a tenth of the monthly wage he would earn and had a very low probability of leading to a hire, one reason why few people applied.40 For this reason, in the case of lower-paid workers, firms often skip the interview and rely on the recommendation of someone they trust.

I apply this to the trade-offs among health, wealth, and time. You can trade time and health to accumulate more wealth. Why health? You may be stressed, lose sleep, have a poor diet, or skip exercise. If you are like me and want better health, you can invest time and money on medical care, diagnostic and preventive measures, and exercise and fitness. For decades I have spent six to eight hours a week running, hiking, walking, playing tennis, and working out in a gym. I think of each hour spent on fitness as one day less that I’ll spend in a hospital. Or you can trade money for time by working less and buying goods and services that save time. Hire household help, a personal assistant, and pay other people to do things you don’t want to do. Thousand-dollar-an-hour New York professionals who pay $50 an hour for a car and driver so they can work while they commute understand clearly the monetary value of their time.