Store Manager Quotes

It was ironic, really - you want to die because you can't be bothered to go on living - but then you're expected to get all energetic and move furniture and stand on chairs and hoist ropes and do complicated knots and attach things to other things and kick stools from under you and mess around with hot baths and razor blades and extension cords and electrical appliances and weedkiller. Suicide was a complicated, demanding business, often involving visits to hardware shops. And if you've managed to drag yourself from the bed and go down the road to the garden center or the drug store, by then the worst is over. At that point you might as well just go to work.

So, tell me this: suppose you manage to kidnap her again and take her off to the mall. While you're there a Strigoi comes at you. What will you do? Depends on what store we're in.

What is Insulin? Insulin is a hormone that allows the glucose (also called blood sugar) in your blood to get out of your bloodstream and into your cells for energy for whatever your current activity or inactivity is. If you have more glucose in your bloodstream than your current energy need, the excess is stored in your liver (called glycogen in its storage form). If your liver is full and you still have excess glucose in your bloodstream, the rest is stored as body fat around your butt, thighs, belly—and generally every place you don’t want it to be. 

I’d noticed soon after starting the job that whenever I got angry at the same things as everyone else, they all seemed happy. If I went along with the manager when he was annoyed or joined in the general irritation at someone skiving off the night shift, there was a strange sense of solidarity as everyone seemed pleased that I was angry too.

My present self is formed almost completely of the people around me. I am currently made up of 30 percent Mrs. Izumi, 30 percent Sugawara, 20 percent the manager, and the rest absorbed from past colleagues such as Sasaki, who left six months ago, and Okasaki, who was our supervisor until a year ago. My speech is especially infected by everyone around me and is currently a mix of that of Mrs. Izumi and Sugawara. I think the same goes for most people. When some of Sugawara’s band members came into the store recently they all dressed and spoke just like her. After Mrs. Izumi came, Sasaki started sounding just like her when she said, “Good job, see you tomorrow!” Once a woman who had gotten on well with Mrs. Izumi at her previous store came to help out, and she dressed so much like Mrs. Izumi I almost mistook the two. And I probably infect others with the way I speak too. Infecting each other like this is how we maintain ourselves as human is what I think.

It was the American middle class. No one's house cost more than two or three year's salary, and I doubt the spread in annual wages (except for the osteopath) exceeded more than five thousand dollars. And other than the doctor (who made house calls), the store managers, the minister, the salesman, and the banker, everyone belonged to a union. That meant they worked a forty-hour week, had the entire weekend off (plus two to four weeks' paid vacation in the summer), comprehensive medical benefits, and job security. In return for all that, the country became the most productive in the world and in our little neighborhood it meant your furnace was always working, your kids could be dropped off at the neighbors without notice, you could run next door anytime to borrow a half-dozen eggs, and the doors to all the homes were never locked -- because who would need to steal anything if they already had all that they needed?

Getting straight with your money is as complicated as a trip to the grocery store: You need a comparison shop, add and subtract, stick with a plan, and ask questions- nothing more.

All I really, really want to do is find a very, very fine chocolate store that I can walk into and then figure out how in the world one manages to pick out just a few chocolates out of all those very many chocolates! If I am one day able to walk into a fine chocolate store and know for certain which chocolates I want, when that happens, I will believe myself to be accomplished!

In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.

At cocktail parties, I played the part of a successful businessman's wife to perfection. I smiled, I made polite chit-chat, and I dressed the part. Denial and rationalization were two of my most effective tools in working my way through our social obligations. I believed that playing the roles of wife and mother were the least I could do to help support Tom's career. During the day, I was a puzzle with innumerable pieces. One piece made my family a nourishing breakfast. Another piece ferried the kids to school and to soccer practice. A third piece managed to trip to the grocery store. There was also a piece that wanted to sleep for eighteen hours a day and the piece that woke up shaking from yet another nightmare. And there was the piece that attended business functions and actually fooled people into thinking I might have something constructive to offer. I was a circus performer traversing the tightwire, and I could fall off into a vortex devoid of reality at any moment. There was, and had been for a very long time, an intense sense of despair. A self-deprecating voice inside told me I had no chance of getting better. I lived in an emotional black hole. p20-21, talking about dissociative identity disorder (formerly multiple personality disorder).

For eighteen years, there has always been a manager, even if his appearance keeps changing. Although each is different, taken all together I sometimes have the feeling they are but one single creature.

They had managed to convert their wealth, which had originally been in the form of factories or stores or other demanding enterprises, into a form so liquid and abstract, negotiable representations of money on paper, that there were few reminders coming from anywhere that they might be responsible for anyone outside their own circle of friends and relatives.

At the end of the day, taking 50% off a $250 dress still means walking out of the store $125 poorer.

My resume is worthless—it turns out that managing a now-defunct video store in your twenties while solving monster crimes qualifies you for absolutely nothing else.

Not having money is time consuming. There are hours spent at laundromats, hours at bus stops, hours at free clinics, hours at thrift stores, hours on the phone with the bank or the credit card company or the phone company over some fee, some little charge, some mistake

my dreams, my works, must wait till after hell I hold my honey and I store my bread In little jars and cabinets of my will. I label clearly, and each latch and lid I bid, Be firm till I return from hell. I am very hungry. I am incomplete. And none can tell when I may dine again. No man can give me any word but Wait, The puny light. I keep eyes pointed in; Hoping that, when the devil days of my hurt Drag out to their last dregs and I resume On such legs as are left me, in such heart As I can manage, remember to go home, My taste will not have turned insensitive To honey and bread old purity could love.

...a kid, maybe eight years old, ran up and poked her in the ribs with a plastic laser weapon, making electric zinging noises as he repeatedly pulled the trigger. “You’re dead,” he said victoriously. His mother came hurrying up, looking harassed and helpless. “Damian, stop that!” She gave him a smile that was little more than a grimace. “Don’t bother the nice people.” “Shut up,” he said rudely. “Can’t you see they’re Terrons from Vaniot.” The kid poked her in the ribs again. “Ouch!” He made those zinging noises again, taking great pleasure in her discomfort. She plastered a big smile on her face and leaned down closer to precious Damian, then cooed in her most alienlike voice, “Oh, look, a little earthling.” She straightened and gave Sam a commanding look. “Kill it.” Damian’s mouth fell open. His eyes went as round as quarters as he took in the big pistol on Sam’s belt. From his open mouth began to issue a series of shrill noises that sounded like a fire alarm. Sam cursed under his breath, grabbed Jaine by the arm, and began tugging her at a half-trot toward the front of the store. She managed to snag her purse from the buggy as she went past. “Hey, my groceries!” she protested. “You can spend another three minutes in here tomorrow and get them,” he said with pent-up violence. “Right now I’m trying to keep you from getting arrested.” “For what?” she asked indignantly as he dragged her out of the automatic doors. People were turning to look at them, but most were following the sounds of Damian’s shrieks to aisle seven. “How about threatening to kill that brat and causing a riot?” “I didn’t threaten to loll him! I just ordered you to.

Stories are how we make sense of our lives. To tell a story is to own it: to own the narrative thread to own a piece of our past. And when we own a story when we put it in a tidy box and store it on a high shelf it becomes manageable so that whatever negative effects it's been having on us are in theory lessened.

The husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb surely take a risk. But are they entrepreneurs? All they do is what has been done many times before. They gamble on the increasing popularity of eating out in their area, but create neither a new satisfaction nor new consumer demand. Seen under this perspective they are surely not entrepreneurs even though theirs is a new venture. McDonald’s, however, was entrepreneurship. It did not invent anything, to be sure. Its final product was what any decent American restaurant had produced years ago. But by applying management concepts and management techniques (asking, What is “value” to the customer?), standardizing the “product,” designing process and tools, and by basing training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources, and created a new market and a new customer. This is entrepreneurship.

Barriers to full engagement: Negative habits that block, distort, waste, diminish, deplete and contaminate stored energy.

Seasons or Ritz-Carlton hotel. So Johnson sent his first five store managers through the Ritz-Carlton training

I was just thinking how much brisker the morning session was when the manager led it, when Shiraha muttered under his breath: “Ugh, it’s just like a religion!” Of course it is, I thought.

Sybil entered, with a plate. "You're not eating enough, Sam," she announced. "And the canteen here is a disgrace. It's all grease and garbage!" "That's what the men like, I'm afraid," said Vimes guiltily. "I've cleaned out the tar in the tea urn, at least," Sybil went on, with satisfaction. "You cleaned out the tar urn?" said Vimes in a hollow voice. It was like being told that someone had wiped the patina off a fine old work of art. "Yes, it was like tar in there. There really wasn't much proper food in the store, but I managed to make you a bacon, lettuce, and tomato sandwich." "Thank you, dear." Vimes cautiously lifted a corner of the bread with his broken pencil. There seemed to be too much lettuce, which is to say, there was some lettuce.

I’m a businessman. My family has a seat in the Dwarven Merchants Guild. Merchants buy and sell goods. Businessmen buy and sell stores. In my spare time, I manage a spy network. And occasionally, I write books.”—Varric Tethras

I am a child in search of his inner adult, though the truth is that I’m not searching too hard. I don’t recommend anyone doing so. That is the secret, the one people always ask me about when they see me singing and dancing, whistling my way through the grocery store or doing a soft shoe in the checkout line. They say, “Pardon me, Mr. Van Dyke, but you seem so happy. What’s your secret?” What they really want to know is how I have managed to grow old, even very old, without growing up, and the answer is this: I haven’t grown up. I play. I dance with my inner child. Every day.

That tried and true aphorism: Each day is precious. Each day is a gift. If we don't open the wrapping carefully, we might break it and have to return it to the store. And then they're going to ask for a receipt and throw a total shit fit if we've left it at home, and we'll have to call the manager over and give him a good talking-to, and of course eventually he'll relent and tell the clerk to give us full credit, but by then we'll be so upset that we've wasted an hour of our time that we'll end up with a migraine and having to spend the rest of the day in bed, completely defeating the whole idea that each day is supposed to be precious and so forth.

The news about Shiraha spread through the store like wildfire. Every time I saw the manager he started pestering me with: “How’s Shiraha? When are you going to bring him out drinking with us?” I’d always had a lot of respect for manager #8. He was a hard worker and I’d thought of him as the perfect colleague, but now I was sick to death of him only ever talking about Shiraha whenever we met. Until now, we’d always had meaningful worker-manager discussions: “It’s been hot lately, so the sales of chocolate desserts are down,” or “There’s a new block of flats down the road, so we’ve been getting more customers in the evening,” or “They’re really pushing the ad campaign for that new product coming out the week after next, so we should do well with it.” Now, however, it felt like he’d downgraded me from store worker to female of the human species.

I don’t think any other retail company in the world could do what I’m going to propose to you. It’s simple. It won’t cost us anything. And I believe it would just work magic, absolute magic on our customers, and our sales would escalate, and I think we’d just shoot past our Kmart friends in a year or two and probably Sears as well. I want you to take a pledge with me. I want you to promise that whenever you come within ten feet of a customer, you will look him in the eye, greet him, and ask him if you can help him. Now I know some of you are just naturally shy, and maybe don’t want to bother folks. But if you’ll go along with me on this, it would, I’m sure, help you become a leader. It would help your personality develop, you would become more outgoing, and in time you might become manager of that store, you might become a department manager, you might become a district manager, or whatever you choose to be in the company. It will do wonders for you. I guarantee it. Now, I want you to raise your right hand—and remember what we say at Wal-Mart, that a promise we make is a promise we keep—and I want you to repeat after me: From this day forward, I solemnly promise and declare that every time a customer comes within ten feet of me, I will smile, look him in the eye, and greet him. So help me Sam.

My present self is formed almost completely of the people around me. I am currently made up of 30 percent Mrs. Izumi, 30 percent Sugawara, 20 percent the manager, and the rest absorbed from past colleagues such as Sasaki, who left six months ago, and Okasaki, who was our supervisor until a year ago.

We’ve been lucky. The autumn happened to be dry and warm. We managed to dig the potatoes before the rain and cold set in. Minus what we owed and returned to the Mikulitsyns, we have up to twenty sacks, and it is all in the main bin of the cellar, covered above, over the floor, with straw and old, torn blankets. Down there, under the floor, we also put two barrels of Tonya’s salted cucumbers and another two of cabbage she has pickled. The fresh cabbage is hung from the crossbeams, head to head, tied in pairs. The supply of carrots is buried in dry sand. As is a sufficient amount of harvested black radishes, beets, and turnips, and upstairs in the house there is a quantity of peas and beans. The firewood stored up in the shed will last till spring.

A DIFFERENT KIND OF CHECKLIST If we want our kids to have a shot at making it in the world as eighteen-year-olds, without the umbilical cord of the cell phone being their go-to solution in all manner of things, they’re going to need a set of basic life skills. Based upon my observations as dean, and the advice of parents and educators around the country, here are some examples of practical things they’ll need to know how to do before they go to college—and here are the crutches that are currently hindering them from standing up on their own two feet: 1. An eighteen-year-old must be able to talk to strangers—faculty, deans, advisers, landlords, store clerks, human resource managers, coworkers, bank tellers, health care providers, bus drivers, mechanics—in the real world.

I see companies these days where thoughts of “exits” are foremost in the minds of top management and board, and it is so clear that this value will infect the decision making down to the smallest choice by the most junior employee. Do we create something that is good, or just that seems good and might get us acquired or funded?

If you are thinking about Agile as a set of tools and processes, you’re looking for the wrong thing. You can’t go to the store and “buy some Agile management.

The Night Managers.

You’ll hear me say this again: save your brain for higher-level thinking. Use your organizer for storing information. Don’t trust your brain.

the internet is basically the world’s largest candy store for your limbic system.

Having prospered as a merchant, Jesse was now worth $100,000—equivalent to nearly $3 million today—and employed about fifty people. When he reached sixty in 1854, he had begun to withdraw from active management of his business interests. His holdings included several tanneries near Portsmouth, Ohio, and leather goods stores in Wisconsin, Iowa, and Galena, Illinois.

Like most people, I acquired my initial sense of the era from books and photographs that left me with the impression that the world of then had no color, only gradients of gray and black. My two main protagonists, however, encountered the fl esh-and-blood reality, while also managing the routine obligations of daily life. Every morning they moved through a city hung with immense banners of red, white, and black; they sat at the same outdoor cafés as did the lean, black-suited members of Hitler’s SS, and now and then they caught sight of Hitler himself, a smallish man in a large, open Mer-cedes. But they also walked each day past homes with balconies lush with red geraniums; they shopped in the city’s vast department stores, held tea parties, and breathed deep the spring fragrances of the Tier-garten, Berlin’s main park. They knew Goebbels and Göring as social acquaintances with whom they dined, danced, and joked—until, as their fi rst year reached its end, an event occurred that proved to be one of the most signifi cant in revealing the true character of Hitler and that laid the keystone for the decade to come. For both father and daughter it changed everything.

The rings are a nice touch, though. I don’t know how Roman managed to find the wedding rings so fast. He probably went to a jewelry store while I was waiting with Vova and Dimitri in the car. I also got a second ring—a thick white gold band with a pale rock in the middle, which I suppose will pose as an engagement ring. It’s probably fake, because the real deal would cost a fortune. I like it anyway.

He pulled to the side and saw, to his chagrin, that Mrs. Prince of the $2,100 bill at the Star Store was just leaving. She waved at him merrily and grinned and Seth waved back gamely. He wondered how Ralph had reacted to the news that his grandson had managed to screw up running the Star Store’s cash register. He could easily imagine Mrs. Prince’s words: “Ralph, I hate to ask, but can that boy even count?

Finding a taxi, she felt like a child pressing her nose to the window of a candy store as she watched the changing vista pass by while the twilight descended and the capital became bathed in a translucent misty lavender glow. Entering the city from that airport was truly unique. Charles de Gaulle, built nineteen miles north of the bustling metropolis, ensured that the final point of destination was veiled from the eyes of the traveller as they descended. No doubt, the officials scrupulously planned the airport’s location to prevent the incessant air traffic and roaring engines from visibly or audibly polluting the ambience of their beloved capital, and apparently, they succeeded. If one flew over during the summer months, the visitor would be visibly presented with beautifully managed quilt-like fields of alternating gold and green appearing as though they were tilled and clipped with the mathematical precision of a slide rule. The countryside was dotted with quaint villages and towns that were obviously under meticulous planning control. When the aircraft began to descend, this prevailing sense of exactitude and order made the visitor long for an aerial view of the capital city and its famous wonders, hoping they could see as many landmarks as they could before they touched ground, as was the usual case with other major international airports, but from this point of entry, one was denied a glimpse of the city below. Green fields, villages, more fields, the ground grew closer and closer, a runway appeared, a slight bump or two was felt as the craft landed, and they were surrounded by the steel and glass buildings of the airport. Slightly disappointed with this mysterious game of hide-and-seek, the voyager must continue on and collect their baggage, consoled by the reflection that they will see the metropolis as they make their way into town. For those travelling by road, the concrete motorway with its blue road signs, the underpasses and the typical traffic-logged hubbub of industrial areas were the first landmarks to greet the eye, without a doubt, it was a disheartening first impression. Then, the real introduction began. Quietly, and almost imperceptibly, the modern confusion of steel and asphalt was effaced little by little as the exquisite timelessness of Parisian heritage architecture was gradually unveiled. Popping up like mushrooms were cream sandstone edifices filigreed with curled, swirling carvings, gently sloping mansard roofs, elegant ironwork lanterns and wood doors that charmed the eye, until finally, the traveller was completely submerged in the glory of the Second Empire ala Baron Haussmann’s master plan of city design, the iconic grand mansions, tree-lined boulevards and avenues, the quaint gardens, the majestic churches with their towers and spires, the shops and cafés with their colourful awnings, all crowded and nestled together like jewels encrusted on a gold setting.

All new hires had to directly improve the outcome of the company. He wanted doers—engineers, developers, perhaps merchandise buyers, but not managers. “We didn’t want to be a monolithic army of program managers, à la Microsoft.

The U.S. government, contending that many Osage were unable to handle their money, had required the Office of Indian Affairs to determine which members of the tribe it considered capable of managing their trust funds. Over the tribe’s vehement objections, many Osage, including Lizzie and Anna, were deemed “incompetent,” and were forced to have a local white guardian overseeing and authorizing all of their spending, down to the toothpaste they purchased at the corner store.

Thereafter he gave up on a career in the arts and filled a succession of unsuitable vacancies and equally unsuitable women, falling in love whenever he took up a new job, and falling out of love - or more correctly being fallen out of love with - every time he moved on. He drove a removal van, falling in love with the first woman whose house he emptied, delivered milk in an electric float, falling in love with the cashier who paid him every Friday night, worked as an assistant to an Italian carpenter who replaced sash windows in Victorian houses and replaced Julian Treslove in the affections of the cashier, managed a shoe department in a famous London store, falling in love with the woman who managed soft furnishings on the floor above.

term Lean was coined by John Krafcik in a 1988 article based on his master’s thesis at MIT Sloan School of Management1 and then popularized in The Machine that Changed the World and Lean Thinking. Lean Thinking summarized Womack and Jones’s findings from studying how Toyota operates, an approach that was spearheaded by Taiichi Ohno, codified by Shigeo Shingo, and strongly influenced by the work of W. Edwards Deming, Joseph Juran, Henry Ford, and U.S. grocery stores. Lean Thinking framed Toyota’s

When I first started managing people, I had a hard time setting boundaries and expectations. I wanted everyone to like me. I wanted the people here to feel like they were part of a family—because that is what this store has always been to me. Family.

Bowel transit time, as it is known in the trade, is a very personal thing and varies widely between individuals, and in fact within individuals depending on how active they are on a given day and what and how much they have been eating. Men and women evince a surprising amount of difference in this regard. For a man, the average journey time from mouth to anus is fifty-five hours. For a woman, typically, it is more like seventy-two. Food lingers inside a woman for nearly a full day longer, with what consequences, if any, we do not know. Roughly speaking, however, each meal you eat spends about four to six hours in the stomach, a further six to eight hours in the small intestine, where all that is nutritious (or fattening) is stripped away and dispatched to the rest of the body to be used or, alas, stored, and up to three days in the colon, which is essentially a large fermentation tank where billions and billions of bacteria pick over whatever the rest of the intestines couldn’t manage—fiber mostly. That’s why you are constantly told to eat more fiber: because it keeps your gut microbes happy and at the same time, for reasons not well understood, reduces the risk of heart disease, diabetes, bowel cancer, and indeed death of all types.

Josephy visited several leading Manhattan bookstores and sadly discovered the explanation [from his agent] to be generally correct; books about Indians were shelved in the back of the stores alongside books about natural history, dinosaurs, plants, birds, and animals rather than being placed alongside biographies and histories of Americans, Europeans, Asians, Africans, and other great world cultures. Puzzled, Josephy began asking bookstore managers for a justification of this marketing tactic and was informed that Indian books had “just always been placed there.” The longer he pondered booksellers’ indifference toward Indians, the more annoyed Josephy became with the realization that bookstore marketing tactics were simply a reflection of the pervasive thinking throughout the United States in 1961: Americans believed Indians to be a vanished people. “Thinking about it made me angry,” Josephy wrote in his autobiography, “and I vowed that someday, some way, I would do something about this ignorant insult.

The farmers, who rent out their house so they can stay afloat, and sleep all together in a studio, but spend their days off outside on a picnic blanket, living the lives they want to live. Drew and Melanie, with their two homes and their horses and their love story. And Rene, traveling across the world, painting temporary masterpieces. Even my uncle Pete has something good worked out with Melinda and his day trips and his best friend, my dad, who has a small nice house in San Francisco and a dozen neighborhood vendors who know him by name. All of these different ways of living. Even Sophie, with her baby in that apartment, with her record store job and her record collection. I imagine her twirling with her baby across her red carpet with Diana Ross crooning, the baby laughing, the two of them getting older in that apartment, eating meals on red vinyl chairs. Walt, too, as pathetic as his situation is, seems happy in his basement, providing entertainment to Fort Bragg's inner circle. All of them, in their own ways, manage to make their lives work.

5. When Begging Ends I love the idea of Divine Source. It reminds us that everything, the fulfillment of every need, always emanates from the One. So if you learn how to keep your vibration high and attuned to That, whatever is needed to sustain you can always occur, often in surprising and delightful ways. Your Source is never a particular person, place, or thing, but God Herself. You never have to beg. Furthermore, Divine Source says that whatever resonates with you will always find you. That which does not, will fall away. It’s that simple. When Outrageous Openness first came out, I experienced this as I took the book around—some stores were simply not drawn to it. But knowing about Divine Source and resonance, I didn’t care. I remember taking it to a spiritual bookstore in downtown San Francisco. The desultory manager sort of half-growled, “Oh, we have a long, long wait here. You can leave a copy for our ‘pile’ in the back room. Then you could call a ton and plead with us. If you get lucky, maybe one day we’ll stock it. Just keep hoping.” “Oh, my God, no!” I shuddered. “Why would I keep twisting your arm? It’ll go easily to the places that are right. You never have to convince someone. The people who are right will just know.” He looked stunned when I thanked him, smiling, and left. And sure enough, other store clerks were so excited, even from the cover alone. They nearly ripped the book out of my hands as I walked in. When I brought it to the main bookstore in San Francisco’s Castro district, I noticed the manager striding toward me was wearing a baseball cap with an image of the goddess Lakshmi. “Great sign,” I mused. He held the book for a second without even cracking it open, then showed the cover to a coworker, yelling, “Hey, let’s give this baby a coming-out party!” So a few weeks later, they did. Sake, fortune cookies, and all. Because you see, what’s meant for you will always, always find you. You never have to be bothered by the people who aren’t meant to understand. And anyway, sometimes years later, they are ready . . . and they do. Change me Divine Beloved into One who knows that You alone are my Source. Let me trust that You fling open every door at the right time. Free me from the illusion of rejection, competition, and scarcity. Fill me with confidence and faith, knowing I never have to beg, just gratefully receive.

In his business, some customers come in and buy a suit, but what they're really buying is confidence for that job interview that's coming up. The older businessman browsing new cuff links and ties is actually looking for a way to show he's made it. The woman shopping for socks and underwear for her husband isn't there to buy socks and underwear-she's there to show her man how special he is, how much she recognizes and appreciates his uniqueness. If she wanted socks and underwear for him, she could go to any department store at the mall. The manager at this men's store realized the psychology of his particular clientele.

Speaking to a foreigner was the dream of every student, and my opportunity came at last. When I got back from my trip down the Yangtze, I learned that my year was being sent in October to a port in the south called Zhanjiang to practice our English with foreign sailors. I was thrilled. Zhanjiang was about 75 miles from Chengdu, a journey of two days and two nights by rail. It was the southernmost large port in China, and quite near the Vietnamese border. It felt like a foreign country, with turn-of-the-century colonial-style buildings, pastiche Romanesque arches, rose windows, and large verandas with colorful parasols. The local people spoke Cantonese, which was almost a foreign language. The air smelled of the unfamiliar sea, exotic tropical vegetation, and an altogether bigger world. But my excitement at being there was constantly doused by frustration. We were accompanied by a political supervisor and three lecturers, who decided that, although we were staying only a mile from the sea, we were not to be allowed anywhere near it. The harbor itself was closed to outsiders, for fear of 'sabotage' or defection. We were told that a student from Guangzhou had managed to stow away once in a cargo steamer, not realizing that the hold would be sealed for weeks, by which time he had perished. We had to restrict our movements to a clearly defined area of a few blocks around our residence. Regulations like these were part of our daily life, but they never failed to infuriate me. One day I was seized by an absolute compulsion to get out. I faked illness and got permission to go to a hospital in the middle of the city. I wandered the streets desperately trying to spot the sea, without success. The local people were unhelpful: they did not like non-Cantonese speakers, and refused to understand me. We stayed in the port for three weeks, and only once were we allowed, as a special treat, to go to an island to see the ocean. As the point of being there was to talk to the sailors, we were organized into small groups to take turns working in the two places they were allowed to frequent: the Friendship Store, which sold goods for hard currency, and the Sailors' Club, which had a bar, a restaurant, a billiards room, and a ping-pong room. There were strict rules about how we could talk to the sailors. We were not allowed to speak to them alone, except for brief exchanges over the counter of the Friendship Store. If we were asked our names and addresses, under no circumstances were we to give our real ones. We all prepared a false name and a nonexistent address. After every conversation, we had to write a detailed report of what had been said which was standard practice for anyone who had contact with foreigners. We were warned over and over again about the importance of observing 'discipline in foreign contacts' (she waifi-lu). Otherwise, we were told, not only would we get into serious trouble, other students would be banned from coming.

What exactly is it you'd like to know? [the book store manager asked]. He had an odd expression, like he was asking her a trick question. [Katherine] thought a minute. What DID she want to know? Why had she taken the trouble to come out in the cold to learn about a woman she'd never heard of until yesterday? She had that feeling she got when she was doing her art and suddenly discovered the missing piece that ties everything together: a tingling in the back of her neck, a crazy buzzed-rush of a feeling that spread through her whole body. She didn't understand the role that Sara Harrison Shea, the ring Gary had given her, or the book he had hidden would play, but she knew that this was important, and that she had to give herself over to it and see where it might lead.

My favorite buyer program is one called Eat What You Cook. Once a quarter, every buyer has to go out to a different store and act as manager for a couple of days in the department he or she buys merchandise for. I guarantee you that after they’ve eaten what they cooked enough times, these buyers don’t load up too many Moon Pies to send to Wisconsin, or beach towels for Hiawatha, Kansas.

What Warden Matsumoto had said about people like them was accurate. They had managed to convert their wealth, which had originally been in the form of factories or stores or other demanding enterprises, into a form so liquid and abstract, negotiable representations of money on paper, that there were few reminders coming from anywhere that they might be responsible for anyone outside their own circle of friends and relatives.

It used to puzzle me: Why do companies advertise during such depressing programming? Do they really want viewers to associate their products with the horror stories that fill the nightly news? And who is going to be in the mood for a department store sale after hearing about a brutal murder or the threat of a terrorist attack? It turns out I might be, and you might be, too, thanks to a psychological phenomenon called terror management.

I stop at the tune store, where I'm greeted by Javier and Jules. Half the store is Javier's, half is Jules's—they have entirely different musical tastes, so you have to know going in whether the tune you're looking for is more like Javier or Jules. They have been together for more than twenty years, and today as they offer me cider and argue the blues, I want to ask them how they've done it. To be together with someone for twenty years seems like an eternity to me. I can't seem to manage twenty days. Twenty weeks would be a stretch. How can they stand there behind the counter, spinning songs for each other day in and day out? How can they find things to say—how can they avoid saying things they'll always regret? How do you stay together? I want to ask them, the same way I want to ask my happy parents, the same way I want to go up to old people and ask them 'what is it like to live so long'?

The minute the light changes, she told herself firmly; there's no sense. The light changed before she was ready and in the minute before she collected herself traffic turning the corner overwhelmed her and she shrank back against the curb. She looked longingly at the cigar store on the opposite corner, with her apartment house beyond; she wondered, How do people ever manage to get there, and knew that by wondering, by admitting a doubt, she was lost.

SATURDAY AT THE STORE is a nightmare. We are besieged by do-it-yourselfers wanting to spruce up their homes. Mr. and Mrs. Clayton and John and Patrick—the two other part-timers—and I are besieged by customers. But there’s a lull around lunchtime, and Mrs. Clayton asks me to check on some orders while I’m sitting behind the counter at the register discreetly eating my bagel. I’m engrossed in the task, checking catalog numbers against the items we need and the items we’ve ordered, eyes flicking from the order book to the computer screen and back as I make sure the entries match. Then, for some reason, I glance up … and find myself locked in the bold gray gaze of Christian Grey, who’s standing at the counter, staring at me. Heart failure. “Miss Steele. What a pleasant surprise.” His gaze is unwavering and intense. Holy crap. What the hell is he doing here, looking all outdoorsy with his tousled hair and in his cream chunky-knit sweater, jeans, and walking boots? I think my mouth has popped open, and I can’t locate my brain or my voice. “Mr. Grey,” I whisper, because that’s all I can manage. There’s a ghost of a smile on his lips and his eyes are alight with humor, as if he’s enjoying some private joke. “I was in the area,” he says by way of explanation. “I need to stock up on a few things. It’s a pleasure to see you again, Miss Steele.” His voice is warm and husky like dark melted chocolate fudge caramel … or something.

It is not surprising that the banking concept of education regards men as adaptable, manageable beings. The more students work at storing the deposits entrusted to them, the less they develop the critical consciousness which would result from their intervention in the world as transformers of that world. The more completely they accept the passive role imposed on them, the more they tend simply to adapt to the world as it is and to the fragmented view of reality deposited in them.

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

If you estimate that the wage of the average store employee is $18,000 and that the cost of finding, hiring and training each new employee is 1.5 times his salary, then the total cost to the company for the different levels of retention between the two groups is $18,000 x 1.5 x 1,000 = $27,000,000. And that’s just the hard cost. The drain of experienced employees who have developed valuable relationships with their customers and their colleagues is harder to measure but is just as significant a loss.

Grant had a theory about which kinds of circumstances would call for introverted leadership. His hypothesis was that extroverted leaders enhance group performance when employees are passive, but that introverted leaders are more effective with proactive employees. To test his idea, he and two colleagues, professors Francesca Gino of Harvard Business School and David Hofman of the Kenan-Flagler Business School at the University of North Carolina, carried out a pair of studies of their own. In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent. In

I’d noticed soon after starting the job that whenever I got angry at the same things as everyone else, they all seemed happy. If I went along with the manager when he was annoyed or joined in the general irritation at someone skiving off the night shift, there was a strange sense of solidarity as everyone seemed pleased that I was angry too. Now, too, I felt reassured by the expression on Mrs. Izumi and Sugawara’s faces: Good, I pulled off being a “person.” I’d felt similarly reassured any number of times here in the convenience store.

Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.

These people you let escape? They smashed the front windows of the Jessica McClintock store and were caught defacing the mannequins. How do I explain this to the other mall residents? This makes it look like we don’t have control.” “You don’t have control.” Marco wondered why this was such a revelation. “If we don’t provide the illusion of control, we’ll have anarchy. Your job is to help me project this illusion. And if you can no longer manage your job, I am going to have to relieve you of your card key and all privileges of non-compliance that up until now you have enjoyed.

Farmers in the South, West, and Midwest, however, were still building a major movement to escape from the control of banks and merchants lending them supplies at usurious rates; agricultural cooperatives—cooperative buying of supplies and machinery and marketing of produce—as well as cooperative stores, were the remedy to these conditions of virtual serfdom. While the movement was not dedicated to the formation of worker co-ops, in its own way it was at least as ambitious as the Knights of Labor had been. In the late 1880s and early 1890s it swept through southern and western states like a brushfire, even, in some places, bringing black and white farmers together in a unity of interest. Eventually this Farmers’ Alliance decided it had to enter politics in order to break the power of the banks; it formed a third party, the People’s Party, in 1892. The great depression of 1893 only spurred the movement on, and it won governorships in Kansas and Colorado. But in 1896 its leaders made a terrible strategic blunder in allying themselves with William Jennings Bryan of the Democratic party in his campaign for president. Bryan lost the election, and Populism lost its independent identity. The party fell apart; the Farmers’ Alliance collapsed; the movement died, and many of its cooperative associations disappeared. Thus, once again, the capitalists had managed to stomp out a threat to their rule.171 They were unable to get rid of all agricultural cooperatives, however, even with the help of the Sherman “Anti-Trust” Act of 1890.172 Nor, in fact, did big business desire to combat many of them, for instance the independent co-ops that coordinated buying and selling. Small farmers needed cooperatives in order to survive, whether their co-ops were independent or were affiliated with a movement like the Farmers’ Alliance or the Grange. The independent co-ops, moreover, were not necessarily opposed to the capitalist system, fitting into it quite well by cooperatively buying and selling, marketing, and reducing production costs. By 1921 there were 7374 agricultural co-ops, most of them in regional federations. According to the census of 1919, over 600,000 farmers were engaged in cooperative marketing or purchasing—and these figures did not include the many farmers who obtained insurance, irrigation, telephone, or other business services from cooperatives.173

Brian discovers that this first group features two bricklayers, a machinist, a doctor, a gun-store owner, a veterinarian, a plumber, a barber, an auto mechanic, a farmer, a fry cook, and an electrician. The second group—Brian thinks of them as the Dependents—features the sick, the young, and all the white-collar workers with obscure administrative backgrounds. These are the former middle managers and office drones, the paper pushers and corporate executives who once pulled down six-figure incomes running divisions of huge multinationals—now just taking up space, as obsolete as cassette tapes.

That was the real difference, Ferguson concluded. Not too little money or too much money, not what a person did or failed to do, not buying a larger house or a more expensive car, but ambition. That explained why Brownstein and Solomon managed to float through their lives in relative peace—because they weren’t tormented by the curse of ambition. By contrast, his father and Uncle Don were consumed by their ambitions, which paradoxically made their worlds smaller and less comfortable than those who weren’t afflicted by the curse, for ambition meant never being satisfied, to be always hungering for something more, constantly pushing forward because no success could ever be big enough to quell the need for new and even bigger successes, the compulsion to turn one store into two stores, then two stores into three stores, to be talking now about building a fourth store and even a fifth store, just as one book was merely a step on the way to another book, a lifetime of more and more books, which required the same concentration and singleness of purpose that a businessman needed in order to become rich. Alexander the Great conquers the world, and then what? He builds a rocket ship and invades Mars.

aspects of health; even if we manage a full night’s sleep, unless enough of that sleep is in a deep state, we’ll suffer from sleep deprivation. Unlike in rapid eye movement (REM) sleep, in the deep sleep stage, your body and brain waves slow down. This is the stage where information is stored in long-term memory, learning and emotions are processed, the immune system is energized, and the body recovers. Healthy adults spend an average of 13 to 23 percent of their night in deep sleep. So if you sleep for seven hours, that translates to just fifty to one hundred minutes in a deep state. Each minute, in other words, is precious.

After a series of promotions—store manager at twenty-two, regional manager at twenty-four, director at twenty-seven—I was a fast-track career man, a personage of sorts. If I worked really hard, and if everything happened exactly like it was supposed to, then I could be a vice president by thirty-two, a senior vice president by thirty-five or forty, and a C-level executive—CFO, COO, CEO—by forty-five or fifty, followed of course by the golden parachute. I’d have it made then! I’d just have to be miserable for a few more years, to drudge through the corporate politics and bureaucracy I knew so well. Just keep climbing and don't look down. Misery, of course, encourages others to pull up a chair and stay a while. And so, five years ago, I convinced my best friend Ryan to join me on the ladder, even showed him the first rung. The ascent is exhilarating to rookies. They see limitless potential and endless possibilities, allured by the promise of bigger paychecks and sophisticated titles. What’s not to like? He too climbed the ladder, maneuvering each step with lapidary precision, becoming one of the top salespeople—and later, top sales managers—in the entire company.10 And now here we are, submerged in fluorescent light, young and ostensibly successful. A few years ago, a mentor of mine, a successful businessman named Karl, said to me, “You shouldn’t ask a man who earns twenty thousand dollars a year how to make a hundred thousand.” Perhaps this apothegm holds true for discontented men and happiness, as well. All these guys I emulate—the men I most want to be like, the VPs and executives—aren’t happy. In fact, they’re miserable.  Don’t get me wrong, they aren’t bad people, but their careers have changed them, altered them physically and emotionally: they explode with anger over insignificant inconveniences; they are overweight and out of shape; they scowl with furrowed brows and complain constantly as if the world is conspiring against them, or they feign sham optimism which fools no one; they are on their second or third or fourth(!) marriages; and they almost all seem lonely. Utterly alone in a sea of yes-men and women. Don’t even get me started on their health issues.  I’m talking serious health issues: obesity, gout, cancer, heart attacks, high blood pressure, you name it. These guys are plagued with every ailment associated with stress and anxiety. Some even wear it as a morbid badge of honor, as if it’s noble or courageous or something. A coworker, a good friend of mine on a similar trajectory, recently had his first heart attack—at age thirty.  But I’m the exception, right?

They carved it up with surgical precision…And if anyone was a thief, God bless them, maybe their grandchildren will turn out decent. Ugh! And these are the democrats…[Silence.] They put on American suits and did what their Uncle Sam told them to do. But American suits don’t fit them right. They sit crooked. That’s what you get! It wasn’t freedom they were after, it was blue jeans, supermarkets…They were fooled by the shiny wrappers…Now our stores are filled with all sorts of stuff. An abundance. But heaps of salami have nothing to do with happiness. Or glory. We used to be a great nation! Now we’re nothing but peddlers and looters…grain merchants and managers…

The U.S. government, contending that many Osage were unable to handle their money, had required the Office of Indian Affairs to determine which members of the tribe it considered capable of managing their trust funds. Over the tribe’s vehement objections, many Osage, including Lizzie and Anna, were deemed “incompetent,” and were forced to have a local white guardian overseeing and authorizing all of their spending, down to the toothpaste they purchased at the corner store. One Osage who had served in World War I complained, “I fought in France for this country, and yet I am not allowed even to sign my own checks.” The guardians were usually drawn from the ranks of the most prominent white citizens in Osage County.

A duck walks into a store and asks the manager if he sells grapes. The manager says no, so the duck leaves. The next day the duck goes back to the store and asks the manager if he sells grapes. The manager says, “NO, we don’t sell grapes,” so the duck leaves the store. The next day the duck goes back to the same store and asks the manager if he sells grapes. The manager is furious now and says, “NO, WE DO NOT SELL GRAPES! IF YOU COME BACK AND ASK IF WE SELL GRAPES AGAIN, I’LL GLUE YOUR BEAK TO THE FLOOR!” The next day the duck goes back to the same store and says to the manager, “Excuse me, do you sell glue at this store?” The manager says, “No, we don’t sell glue.” The duck replies, “That’s good. Do you sell grapes?

Stop Telling Yourself You’re Not Ready As we noted yesterday, we fear the unknown. For example, in our personal lives, we hesitate before saying hello to strangers. We immediately call a plumber before trying to fix plumbing problems on our own. We stick to the same grocery stores rather than visiting new stores. We gravitate toward the familiar. In our professional lives, we shy away from taking on unfamiliar projects. We cringe at the thought of creating new spreadsheets and reports for our bosses. We balk at branching out into new avenues of business. Instead, we remain in our comfort zones. There, after all, the risk of failure is minimal. One of the biggest reasons we do this is because we believe we’re unready to tackle new activities. We feel we lack the practical expertise to handle new projects with poise and effectiveness. We feel we lack the knowledge to know what we’re doing. In other words, we tell ourselves that we’re not 100% ready. This assumption stems from a basic and common fallacy: that we must be 100% prepared if we hope to perform a given task effectively. In reality, that’s untrue. The truth is, you’ll rarely be 100% ready for anything life throws at you. Individuals who have achieved success in their respective fields claim their success is a reflection of their persistence and grit, and an ability to adapt to their circumstances. It is not dictated by whether the individual has achieved mastery in any particular area.

I doubted it, but perhaps I was wrong. I wished, then, that I could go with Tim-quit my job at the record store, just take off and go. Maybe never return. Stay in Israel forever. Become a citizen. Convert to Judaism. If they'd have me. Tim could probably swing it. Maybe in Israel I'd stop mixing metaphors and remembering poems. Maybe my mind would give up trying to solve problems in terms of recycled words. Used phrases, bits ripped from here and there: fragments from my days at Cal in which I had memorized but not understood, understood but not applied, applied but never successfully. A spectator to the destruction of my friends, I said to myself; one who records on a notepad the names of those who die, and did not manage to save any of them, not even one

Bezos had seemingly made up his mind that he was no longer going to indulge in financial maneuvering as a way to escape the rather large hole Amazon had dug for itself, and it wasn’t just through borrowing Sinegal’s business plan. At a two-day management and board offsite later that year, Amazon invited business thinker Jim Collins to present the findings from his soon-to-be-published book Good to Great. Collins had studied the company and led a series of intense discussions at the offsite. “You’ve got to decide what you’re great at,” he told the Amazon executives. Drawing on Collins’s concept of a flywheel, or self-reinforcing loop, Bezos and his lieutenants sketched their own virtuous cycle, which they believed powered their business. It went something like this: Lower prices led to more customer visits. More customers increased the volume of sales and attracted more commission-paying third-party sellers to the site. That allowed Amazon to get more out of fixed costs like the fulfillment centers and the servers needed to run the website. This greater efficiency then enabled it to lower prices further. Feed any part of this flywheel, they reasoned, and it should accelerate the loop. Amazon executives were elated; according to several members of the S Team at the time, they felt that, after five years, they finally understood their own business. But when Warren Jenson asked Bezos if he should put the flywheel in his presentations to analysts, Bezos asked him not to. For now, he considered it the secret sauce.

But it is the nature of narcissistic entitlement to see the situation from only one very subjective point of view that says “My feelings and needs are all that matter, and whatever I want, I should get.” Mutuality and reciprocity are entirely alien concepts, because others exist only to agree, obey, flatter, and comfort – in short, to anticipate and meet my every need. If you cannot make yourself useful in meeting my need, you are of no value and will most likely be treated accordingly, and if you defy my will, prepare to feel my wrath. Hell hath no fury like the Narcissist denied. Narcissists hold these unreasonable expectations of particularly favorable treatment and automatic compliance because they consider themselves uniquely special. In social situations, you will talk about them or what they are interested in because they are more important, more knowledgeable, or more captivating than anyone else. Any other subject is boring and won’t hold interest, and, in their eyes, they most certainly have a right to be entertained. In personal relationships, their sense of entitlement means that you must attend to their needs but they are under no obligation to listen to or understand you. If you insist that they do, you are “being difficult” or challenging their rights. How dare you put yourself before me? they seem to (or may actually) ask. And if they have real power over you, they feel entitled to use you as they see fit and you must not question their authority. Any failure to comply will be considered an attack on their superiority. Defiance of their will is a narcissistic injury that can trigger rage and self-righteous aggression. The conviction of entitlement is a holdover from the egocentric stage of early childhood, around the age of one to two, when children experience a natural sense of grandiosity that is an essential part of their development. This is a transitional phase, and soon it becomes necessary for them to integrate their feelings of self-importance and invincibility with an awareness of their real place in the overall scheme of things that includes a respect for others. In some cases, however, the bubble of specialness is never popped, and in others the rupture is too harsh or sudden, as when a parent or caretaker shames excessively or fails to offer soothing in the wake of a shaming experience. Whether overwhelmed with shame or artificially protected from it, children whose infantile fantasies are not gradually transformed into a more balanced view of themselves in relation to others never get over the belief that they are the center of the universe. Such children may become self-absorbed “Entitlement monsters,” socially inept and incapable of the small sacrifices of Self that allow for reciprocity in personal relationships. The undeflated child turns into an arrogant adult who expects others to serve as constant mirrors of his or her wonderfulness. In positions of power, they can be egotistical tyrants who will have their way without regard for anyone else. Like shame, the rage that follows frustrated entitlement is a primitive emotion that we first learn to manage with the help of attuned parents. The child’s normal narcissistic rages, which intensify during the power struggles of age eighteen to thirty months – those “terrible twos” – require “optimal frustration” that is neither overly humiliating nor threatening to the child’s emerging sense of Self. When children encounter instead a rageful, contemptuous or teasing parent during these moments of intense arousal, the image of the parent’s face is stored in the developing brain and called up at times of future stress to whip them into an aggressive frenzy. Furthermore, the failure of parental attunement during this crucial phase can interfere with the development of brain functions that inhibit aggressive behavior, leaving children with lifelong difficulties controlling aggressive impulses.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

SUPERSIZE IT—Try sizing someone’s job the way you shop for shoes for a young child. How does the wise parent decide what size to buy? They start by measuring the child’s foot, and then they buy a pair that’s a size too big. And how does the parent respond when their child tries on those shoes, awkwardly parading down the store aisle, complaining that the shoes feel weird and too big and that their feet are flopping around in them? The parent reassures them, “Don’t worry, you’ll grow into them.” Try supersizing someone’s job. Assess their current capabilities and then give them a challenge that is a size too big. Give an individual contributor a leadership role; give a first-line manager more decision-making power. If they seem startled, acknowledge that the role or responsibility might feel awkward at first. Then step back and watch them grow into it.

Nearly, my friend.” “And what will they burn instead of coal?” “Water,” replied Harding. “Water!” cried Pencroft, “water as fuel for steamers and engines! water to heat water!” “Yes, but water decomposed into its primitive elements,” replied Cyrus Harding, “and decomposed doubtless, by electricity, which will then have become a powerful and manageable force, for all great discoveries, by some inexplicable laws, appear to agree and become complete at the same time. Yes, my friends, I believe that water will one day be employed as fuel, that hydrogen and oxygen which constitute it, used singly or together, will furnish an inexhaustible source of heat and light, of an intensity of which coal is not capable. Some day the coalrooms of steamers and the tenders of locomotives will, instead of coal, be stored with these two condensed gases, which will burn in the furnaces with enormous calorific power.

Now, describe, in a single written sentence, your intended successful outcome for this problem or situation. In other words, what would need to happen for you to check this project off as “done”? It could be as simple as “Take the Hawaii vacation,” “Handle situation with customer X,” “Resolve college situation with Susan,” “Clarify new divisional management structure,” “Implement new investment strategy,” or “Research options for dealing with Manuel’s reading issue.” All clear? Great. Now write down the very next physical action required to move the situation forward. If you had nothing else to do in your life but get closure on this, what visible action would you take right now? Would you call or text someone? Write an e-mail? Take pen and paper and brainstorm about it? Surf the Web for data? Buy nails at the hardware store? Talk about it face-to-face with your partner, your assistant, your attorney, or your boss? What? Got the answer to that?

People have wracked their brains for an explanation of benzene and how the celebrated man, August Kekulé, managed to come up with the concept of the benzene theory. With regard to the last point especially, a friend of mine who is a farmer and has a lively interest in chemistry has asked me a question which I would like to share with you. My 'agricultural friend' apparently believes he has traced the origins of the benzene theory. 'Has Kekulé,' so ran the question, 'once been a bee-keeper? You certainly know that bees too build hexagons; they know well that they can store the greatest amount of honey that way with the least amount of wax. I always liked it,' my agricultural friend went on, 'When I received a new issue of the Berichte; admittedly, I don't read the articles, but I like the pictures very much. The patterns of benzene, naphthalene and especially anthracene are indeed wonderful. When I look at the pictures I always have to think of the honeycombs of my bee hives.

This is related to the phenomenon of the Professional Smile, a national pandemic in the service industry; and noplace in my experience have I been on the receiving end of as many Professional Smiles as I am on the Nadir, maître d’s, Chief Stewards, Hotel Managers’ minions, Cruise Director—their P.S.’s all come on like switches at my approach. But also back on land at banks, restaurants, airline ticket counters, on and on. You know this smile—the strenuous contraction of circumoral fascia w/ incomplete zygomatic involvement—the smile that doesn’t quite reach the smiler’s eyes and that signifies nothing more than a calculated attempt to advance the smiler’s own interests by pretending to like the smilee. Why do employers and supervisors force professional service people to broadcast the Professional Smile? Am I the only consumer in whom high doses of such a smile produce despair? Am I the only person who’s sure that the growing number of cases in which totally average-looking people suddenly open up with automatic weapons in shopping malls and insurance offices and medical complexes and McDonald’ses is somehow causally related to the fact that these venues are well-known dissemination-loci of the Professional Smile? Who do they think is fooled by the Professional Smile? And yet the Professional Smile’s absence now also causes despair. Anybody who’s ever bought a pack of gum in a Manhattan cigar store or asked for something to be stamped FRAGILE at a Chicago post office or tried to obtain a glass of water from a South Boston waitress knows well the soul-crushing effect of a service worker’s scowl, i.e. the humiliation and resentment of being denied the Professional Smile. And the Professional Smile has by now skewed even my resentment at the dreaded Professional Scowl: I walk away from the Manhattan tobacconist resenting not the counterman’s character or absence of goodwill but his lack of professionalism in denying me the Smile. What a fucking mess.

It is in our collective behavior that we are the most mysterious. We won't be able to construct machines like ourselves until we've understood this, and we're not even close. All we know is the phenomenon: we spend our time sending messages to each other, talking and trying to listen at the same time, exchanging information. This seems to be our most urgent biological function; it is what we do with our lives. By the time we reach the end, each of us has taken in a staggering store, enough to exhaust any computer, much of it incomprehensible, and we generally manage to put out even more than we take in. Information is our source of energy; we are driven by it. It has become a tremendous enterprise, a kind of energy system on its own. All 3 billion of us are being connected by telephones, radios, television sets, airplanes, satellites, harangues on public-address systems, newspapers, magazines, leaflets dropped from great heights, words got in edgewise. We are becoming a grid, a circuitry around the earth.

They did not speak of this together. At night he worked downstairs while she slept, and during the morning she managed the restaurant alone. When they worked together he stayed behind the cash register and looked after the kitchen and the tables, as was their custom. They did not talk except on matters of business, but Biff would stand watching her with his face puzzled. Then in the afternoon of the eighth of October there was a sudden cry of pain from the room where they slept. Biff hurried upstairs. Within an hour they had taken Alice to the hospital and the doctor had removed from her a tumor almost the size of a new-born child. And then within another hour Alice was dead. Biff sat by her bed at the hospital in stunned reflection. He had been present when she died. Her eyes had been drugged and misty from the ether and then they hardened like glass. The nurse and the doctor withdrew from the room. He continued to look into her face. Except for the bluish pallor there was little difference. He noted each detail about her as though he had not watched her every day for twenty-one years. Then gradually as he sat there his thoughts turned to a picture that had long been stored inside him.

Which meant, if somehow GameStop did start to go up, the people who had shorted the company would begin to feel pressure to buy; the more the stock went up, the heavier that pressure became. As the shorts began to cover, buying shares to return them to their lenders, the stock would rise even higher. In financial parlance, this was something called a 'short squeeze.' It didn't happen often, but when it did, it could be spectacular. Most famously, in 2008, a surprise takeover attempt of the German automaker Volkswagen by rival Porsche drove Volkswagen's stock price up by a factor of 5 — briefly making it the most valuable company in the world — in two quick days of trading, as short selling funds struggled to cover their positions. Similarly, a battle between two hedge fund titans — Bill Ackman, of Pershing Square Capital Management, and Carl Icahn — led to a squeeze involving supplement maker — and alleged pyramid marketer — Herbalife, which cost Ackman a reported $1 billion. And perhaps the first widely reported short squeeze dated back a century, to 1923, when grocery magnate Clarence Saunders successfully decimated short sellers who had targeted his nascent chain of Piggly Wiggly grocery stores.

The biggest fear for homeschooled children is that they will be unable to relate to their peers, will not have friends, or that they will otherwise be unable to interact with people in a normal way. Consider this: How many of your daily interactions with people are solely with people of your own birth year?  We’re not considering interactions with people who are a year or two older or a year or two younger, but specifically people who were born within a few months of your birthday. In society, it would be very odd to section people at work by their birth year and allow you to interact only with persons your same age. This artificial constraint would limit your understanding of people and society across a broader range of ages. In traditional schools, children are placed in grades artificially constrained by the child’s birth date and an arbitrary cut-off day on a school calendar. Every student is taught the same thing as everyone else of the same age primarily because it is a convenient way to manage a large number of students. Students are not grouped that way because there is any inherent special socialization that occurs when grouping children in such a manner. Sectioning off children into narrow bands of same-age peers does not make them better able to interact with society at large. In fact, sectioning off children in this way does just the opposite—it restricts their ability to practice interacting with a wide variety of people. So why do we worry about homeschooled children’s socialization?  The erroneous assumption is that the child will be homeschooled and will be at home, schooling in the house, all day every day, with no interactions with other people. Unless a family is remotely located in a desolate place away from any form of civilization, social isolation is highly unlikely. Every homeschooling family I know involves their children in daily life—going to the grocery store or the bank, running errands, volunteering in the community, or participating in sports, arts, or community classes. Within the homeschooled community, sports, arts, drama, co-op classes, etc., are usually sectioned by elementary, pre-teen, and teen groupings. This allows students to interact with a wider range of children, and the interactions usually enhance a child’s ability to interact well with a wider age-range of students. Additionally, being out in the community provides many opportunities for children to interact with people of all ages. When homeschooling groups plan field trips, there are sometimes constraints on the age range, depending upon the destination, but many times the trip is open to children of all ages. As an example, when our group went on a field trip to the Federal Reserve Bank, all ages of children attended. The tour and information were of interest to all of the children in one way or another. After the tour, our group dined at a nearby food court. The parents sat together to chat and the children all sat with each other, with kids of all ages talking and having fun with each other. When interacting with society, exposure to a wider variety of people makes for better overall socialization. Many homeschooling groups also have park days, game days, or play days that allow all of the children in the homeschooled community to come together and play. Usually such social opportunities last for two, three, or four hours. Our group used to have Friday afternoon “Park Day.”  After our morning studies, we would pack a picnic lunch, drive to the park, and spend the rest of the afternoon letting the kids run and play. Older kids would organize games and play with younger kids, which let them practice great leadership skills. The younger kids truly looked up to and enjoyed being included in games with the older kids.

Then I got to the point: “I don’t think any other retail company in the world could do what I’m going to propose to you. It’s simple. It won’t cost us anything. And I believe it would just work magic, absolute magic on our customers, and our sales would escalate, and I think we’d just shoot past our Kmart friends in a year or two and probably Sears as well. I want you to take a pledge with me. I want you to promise that whenever you come within ten feet of a customer, you will look him in the eye, greet him, and ask him if you can help him. Now I know some of you are just naturally shy, and maybe don’t want to bother folks. But if you’ll go along with me on this, it would, I’m sure, help you become a leader. It would help your personality develop, you would become more outgoing, and in time you might become manager of that store, you might become a department manager, you might become a district manager, or whatever you choose to be in the company. It will do wonders for you. I guarantee it. Now, I want you to raise your right hand—and remember what we say at Wal-Mart, that a promise we make is a promise we keep—and I want you to repeat after me: From this day forward, I solemnly promise and declare that every time a customer comes within ten feet of me, I will smile, look him in the eye, and greet him. So help me Sam.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

she feels lucky to have a job, but she is pretty blunt about what it is like to work at Walmart: she hates it. She’s worked at the local Walmart for nine years now, spending long hours on her feet waiting on customers and wrestling heavy merchandise around the store. But that’s not the part that galls her. Last year, management told the employees that they would get a significant raise. While driving to work or sorting laundry, Gina thought about how she could spend that extra money. Do some repairs around the house. Or set aside a few dollars in case of an emergency. Or help her sons, because “that’s what moms do.” And just before drifting off to sleep, she’d think about how she hadn’t had any new clothes in years. Maybe, just maybe. For weeks, she smiled at the notion. She thought about how Walmart was finally going to show some sign of respect for the work she and her coworkers did. She rolled the phrase over in her mind: “significant raise.” She imagined what that might mean. Maybe $2.00 more an hour? Or $2.50? That could add up to $80 a week, even $100. The thought was delicious. Then the day arrived when she received the letter informing her of the raise: 21 cents an hour. A whopping 21 cents. For a grand total of $1.68 a day, $8.40 a week. Gina described holding the letter and looking at it and feeling like it was “a spit in the face.” As she talked about the minuscule raise, her voice filled with anger. Anger, tinged with fear. Walmart could dump all over her, but she knew she would take it. She still needed this job. They could treat her like dirt, and she would still have to show up. And that’s exactly what they did. In 2015, Walmart made $14.69 billion in profits, and Walmart’s investors pocketed $10.4 billion from dividends and share repurchases—and Gina got 21 cents an hour more. This isn’t a story of shared sacrifice. It’s not a story about a company that is struggling to keep its doors open in tough times. This isn’t a small business that can’t afford generous raises. Just the opposite: this is a fabulously wealthy company making big bucks off the Ginas of the world. There are seven members of the Walton family, Walmart’s major shareholders, on the Forbes list of the country’s four hundred richest people, and together these seven Waltons have as much wealth as about 130 million other Americans. Seven people—not enough to fill the lineup of a softball team—and they have more money than 40 percent of our nation’s population put together. Walmart routinely squeezes its workers, not because it has to, but because it can. The idea that when the company does well, the employees do well, too, clearly doesn’t apply to giants like this one. Walmart is the largest employer in the country. More than a million and a half Americans are working to make this corporation among the most profitable in the world. Meanwhile, Gina points out that at her store, “almost all the young people are on food stamps.” And it’s not just her store. Across the country, Walmart pays such low wages that many of its employees rely on food stamps, rent assistance, Medicaid, and a mix of other government benefits, just to stay out of poverty. The

I was exhausted and had to rely on Herr Schreiner to help me and knew in my soul that God had sent him to my aid. As tired as I was, I couldn’t have handled my luggage alone. Finally another train did pull into the station but in stark contrast to the empty platform we were standing on, the train was completely full of people. Although he wasn’t that big of a man, Herr Schreiner pushed my suitcases up the two steps into the railway car, and I climbed up behind them. As the train left the station, he hung onto the two entrance handles right behind me and I pushed for space, trying to make enough room for him to get into the carriage. With every surge of the train I expected him to lose his grip but with what I am certain was superhuman strength, he hung on as the train picked up speed. Several of the people made snide remarks but I turned a deaf ear to this and pushed as hard as I could, so that he could also get in. With the help of another man pulling on his coat, Herr Schreiner finally managed to squeeze in far enough so that we could close the door behind him. Once safely on the train, someone from his school in Mannheim recognized him. Herr Schreiner had been a very popular, much admired school principal and seeing how tired and bedraggled we now looked, the passenger offered us his window seats and helped to make room so that we could store our suitcases in the luggage rack above our heads. The train didn’t make any more stops and continued east crossing the Rhine River Bridge, which miraculously was still there. I couldn’t believe that everything had come together as well as it had, and that I was on my way back to Überlingen and my children.

5. Move toward resistance and pain A. Bill Bradley (b. 1943) fell in love with the sport of basketball somewhere around the age of ten. He had one advantage over his peers—he was tall for his age. But beyond that, he had no real natural gift for the game. He was slow and gawky, and could not jump very high. None of the aspects of the game came easily to him. He would have to compensate for all of his inadequacies through sheer practice. And so he proceeded to devise one of the most rigorous and efficient training routines in the history of sports. Managing to get his hands on the keys to the high school gym, he created for himself a schedule—three and a half hours of practice after school and on Sundays, eight hours every Saturday, and three hours a day during the summer. Over the years, he would keep rigidly to this schedule. In the gym, he would put ten-pound weights in his shoes to strengthen his legs and give him more spring to his jump. His greatest weaknesses, he decided, were his dribbling and his overall slowness. He would have to work on these and also transform himself into a superior passer to make up for his lack of speed. For this purpose, he devised various exercises. He wore eyeglass frames with pieces of cardboard taped to the bottom, so he could not see the basketball while he practiced dribbling. This would train him to always look around him rather than at the ball—a key skill in passing. He set up chairs on the court to act as opponents. He would dribble around them, back and forth, for hours, until he could glide past them, quickly changing direction. He spent hours at both of these exercises, well past any feelings of boredom or pain. Walking down the main street of his hometown in Missouri, he would keep his eyes focused straight ahead and try to notice the goods in the store windows, on either side, without turning his head. He worked on this endlessly, developing his peripheral vision so he could see more of the court. In his room at home, he practiced pivot moves and fakes well into the night—such skills that would also help him compensate for his lack of speed. Bradley put all of his creative energy into coming up with novel and effective ways of practicing. One time his family traveled to Europe via transatlantic ship. Finally, they thought, he would give his training regimen a break—there was really no place to practice on board. But below deck and running the length of the ship were two corridors, 900 feet long and quite narrow—just enough room for two passengers. This was the perfect location to practice dribbling at top speed while maintaining perfect ball control. To make it even harder, he decided to wear special eyeglasses that narrowed his vision. For hours every day he dribbled up one side and down the other, until the voyage was done. Working this way over the years, Bradley slowly transformed himself into one of the biggest stars in basketball—first as an All-American at Princeton University and then as a professional with the New York Knicks. Fans were in awe of his ability to make the most astounding passes, as if he had eyes on the back and sides of his head—not to mention his dribbling prowess, his incredible arsenal of fakes and pivots, and his complete gracefulness on the court. Little did they know that such apparent ease was the result of so many hours of intense practice over so many years.

this I say,—we must never forget that all the education a man's head can receive, will not save his soul from hell, unless he knows the truths of the Bible. A man may have prodigious learning, and yet never be saved. He may be master of half the languages spoken round the globe. He may be acquainted with the highest and deepest things in heaven and earth. He may have read books till he is like a walking cyclopædia. He may be familiar with the stars of heaven,—the birds of the air,—the beasts of the earth, and the fishes of the sea. He may be able, like Solomon, to "speak of trees, from the cedar of Lebanon to the hyssop that grows on the wall, of beasts also, and fowls, and creeping things, and fishes." (1 King iv. 33.) He may be able to discourse of all the secrets of fire, air, earth, and water. And yet, if he dies ignorant of Bible truths, he dies a miserable man! Chemistry never silenced a guilty conscience. Mathematics never healed a broken heart. All the sciences in the world never smoothed down a dying pillow. No earthly philosophy ever supplied hope in death. No natural theology ever gave peace in the prospect of meeting a holy God. All these things are of the earth, earthy, and can never raise a man above the earth's level. They may enable a man to strut and fret his little season here below with a more dignified gait than his fellow-mortals, but they can never give him wings, and enable him to soar towards heaven. He that has the largest share of them, will find at length that without Bible knowledge he has got no lasting possession. Death will make an end of all his attainments, and after death they will do him no good at all. A man may be a very ignorant man, and yet be saved. He may be unable to read a word, or write a letter. He may know nothing of geography beyond the bounds of his own parish, and be utterly unable to say which is nearest to England, Paris or New York. He may know nothing of arithmetic, and not see any difference between a million and a thousand. He may know nothing of history, not even of his own land, and be quite ignorant whether his country owes most to Semiramis, Boadicea, or Queen Elizabeth. He may know nothing of the affairs of his own times, and be incapable of telling you whether the Chancellor of the Exchequer, or the Commander-in-Chief, or the Archbishop of Canterbury is managing the national finances. He may know nothing of science, and its discoveries,—and whether Julius Cæsar won his victories with gunpowder, or the apostles had a printing press, or the sun goes round the earth, may be matters about which he has not an idea. And yet if that very man has heard Bible truth with his ears, and believed it with his heart, he knows enough to save his soul. He will be found at last with Lazarus in Abraham's bosom, while his scientific fellow-creature, who has died unconverted, is lost for ever. There is much talk in these days about science and "useful knowledge." But after all a knowledge of the Bible is the one knowledge that is needful and eternally useful. A man may get to heaven without money, learning, health, or friends,—but without Bible knowledge he will never get there at all. A man may have the mightiest of minds, and a memory stored with all that mighty mind can grasp,—and yet, if he does not know the things of the Bible, he will make shipwreck of his soul for ever. Woe! woe! woe to the man who dies in ignorance of the Bible! This is the Book about which I am addressing the readers of these pages to-day. It is no light matter what you do with such a book. It concerns the life of your soul. I summon you,—I charge you to give an honest answer to my question. What are you doing with the Bible? Do you read it? HOW READEST THOU?

God continually chooses the least likely to be chosen, the broken and the humble. It’s clearly His modus operandi. I’ve heard this response from people when I talk about this idea: “But how can we possibly get things done without big-time visionaries? Without massive plans to save the world?” Well, the Bible actually singles out a specific, heroic animal species to illustrate how to get things done. If you want to know how to do it, don’t go to the soaring eagle. Don’t go to the impressive, roaring lion, either. God may have a different idea: Go watch the ants, you lazy person. Watch what they do and be wise. Ants have no commander, no leader or ruler, but they store up food in the summer and gather their supplies at harvest. (Prov. 6:6–8 NCV) Yes. Watch how the ants operate. They get it. Sure enough, modern research shows just how remarkable ants are. They all know what to do and when to do it. They know when to rest, when to battle intruders, when to take care of their eggs, all of it. If there are too many ants foraging, just enough ants decide to quit foraging and take on other jobs. They know how to build massive anthills that are marvels of construction engineering. And they do it all without a hierarchy. They manage it all without management. They get it done without any one ant knowing the “big picture.” No ant is a superstar. No ant is irreplaceable. How they operate is still somewhat mysterious to science, but scientists do know that ants just use the information that’s in front of them, and then they respond. That’s it. That’s all the information an ant has. The Bible singles out a species wherein every individual member does whatever needs doing, just by responding to what’s in front of it. An ant can’t worry about the big blueprint. No ant actually has the big picture. If they each do their thing, the thing right in front of them, the big picture takes care of itself.

Cam let go of Evie and approached Sebastian as the room emptied. “You fight like a gentleman, my lord,” he commented. Sebastian gave him a sardonic glance. “Why doesn’t that sound like a compliment?” Sliding his hands into his pockets, Cam observed mildly, “You do well enough against a pair of drunken sots—” “There were three to start with,” Sebastian growled. “Three drunken sots, then. But the next time you may not be so fortunate.” “The next time? If you think I’m going to make a habit of this—” “Jenner did,” Cam countered softly. “Egan did. Nearly every night there is some to-do in the alley, the stable yard, or the card rooms, after the guests have had hours of stimulation from gaming, spirits, and women. We all take turns dealing with it. And unless you care to get the stuffing knocked out of you on a weekly basis, you’ll need to learn a few tricks to put down a fight quickly. It causes less damage to you and the patrons, and keeps the police away.” “If you’re referring to the kind of tactics used in rookery brawls, and quarrels over back-alley bobtails—” “You’re not going for a half hour of light exercise at the pugilistic club,” Cam said acidly. Sebastian opened his mouth to argue, but as he saw Evie drawing closer something changed in his face. It was a response to the anxiety that she couldn’t manage to hide. For some reason her concern gently undermined his hostility, and softened him. Looking from one to the other, Cam observed the subtle interplay with astute interest. “Have you been hurt?” Evie asked, looking over him closely. To her relief, Sebastian appeared disheveled and riled, but free of significant damage. He shook his head, holding still as she reached up to push back a few damp amber locks that were nearly hanging in his eyes. “I’m fine,” he muttered. “Compared to the drubbing I received from Westcliff, this was nothing.” Cam interrupted firmly. “There are more drubbings in store, milord, if you won’t take a few pointers on how to fight.” Without waiting for Sebastian’s assent, he went to the doorway and called, “Dawson! Come back here for a minute. No, not for work. We need you to come take a few swings at St. Vincent.” He glanced back at Sebastian and remarked innocently, “Well, that got him. He’s hurrying over here.

The tendency to want what has been banned and therefore to presume that it is more worthwhile is not limited to such commodities as laundry soap. In fact, the tendency is not limited to commodities at all but extends to restrictions on information. In an age when the ability to acquire, store, and manage information is becoming increasingly the determinant of wealth and power, it is important to understand how we typically react to attempts to censor or otherwise constrain our access to information. Although much data exist on our reactions to various kinds of potentially censorable material—media violence, pornography, radical political rhetoric—there is surprisingly little evidence as to our reactions to the act of censoring them. Fortunately, the results of the few studies that have been done on the topic are highly consistent. Almost invariably, our response to the banning of information is a greater desire to receive that information and a more favorable attitude toward it than before the ban.112 The intriguing thing about the effects of censoring information is not that audience members want to have the information more than they did before; that seems natural. Rather, it is that they come to believe in the information more, even though they haven’t received it. For example, when University of North Carolina students learned that a speech opposing coed dorms on campus would be banned, they became more opposed to the idea of coed dorms. Thus, without ever hearing the speech, they became more sympathetic to its argument. This raises the worrisome possibility that especially clever individuals holding a weak or unpopular position can get us to agree with that position by arranging to have their message restricted. The irony is that for such people—members of fringe political groups, for example—the most effective strategy may not be to publicize their unpopular views, but to get those views officially censored and then to publicize the censorship. Perhaps the authors of this country’s Constitution were acting as much as sophisticated social psychologists as staunch civil libertarians when they wrote the remarkably permissive free-speech provision of the First Amendment. By refusing to restrain freedom of speech, they may have been attempting to minimize the chance that new political notions would win support via the irrational course of psychological reactance.

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

told my people that I wanted only the best, whatever it took, wherever they came from, whatever it cost. We assembled thirty people, the brightest cybersecurity minds we have. A few are on loan, pursuant to strict confidentiality agreements, from the private sector—software companies, telecommunications giants, cybersecurity firms, military contractors. Two are former hackers themselves, one of them currently serving a thirteen-year sentence in a federal penitentiary. Most are from various agencies of the federal government—Homeland Security, CIA, FBI, NSA. Half our team is devoted to threat mitigation—how to limit the damage to our systems and infrastructure after the virus hits. But right now, I’m concerned with the other half, the threat-response team that Devin and Casey are running. They’re devoted to stopping the virus, something they’ve been unable to do for the last two weeks. “Good morning, Mr. President,” says Devin Wittmer. He comes from NSA. After graduating from Berkeley, he started designing cyberdefense software for clients like Apple before the NSA recruited him away. He has developed federal cybersecurity assessment tools to help industries and governments understand their preparedness against cyberattacks. When the major health-care systems in France were hit with a ransomware virus three years ago, we lent them Devin, who was able to locate and disable it. Nobody in America, I’ve been assured, is better at finding holes in cyberdefense systems or at plugging them. “Mr. President,” says Casey Alvarez. Casey is the daughter of Mexican immigrants who settled in Arizona to start a family and built up a fleet of grocery stores in the Southwest along the way. Casey showed no interest in the business, taking quickly to computers and wanting to join law enforcement. When she was a grad student at Penn, she got turned down for a position at the Department of Justice. So Casey got on her computer and managed to do what state and federal authorities had been unable to do for years—she hacked into an underground child-pornography website and disclosed the identities of all the website’s patrons, basically gift-wrapping a federal prosecution for Justice and shutting down an operation that was believed to be the largest purveyor of kiddie porn in the country. DOJ hired her on the spot, and she stayed there until she went to work for the CIA. She’s been most recently deployed in the Middle East with US Central Command, where she intercepts, decodes, and disrupts cybercommunications among terrorist groups. I’ve been assured that these two are, by far, the best we have. And they are about to meet the person who, so far, has been better. There is a hint of reverence in their expressions as I introduce them to Augie. The Sons of Jihad is the all-star team of cyberterrorists, mythical figures in that world. But I sense some competitive fire, too, which will be a good thing.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.