Successful Partnerships Quotes

Our success has really been based on partnerships from the very beginning.

When people can’t agree, it’s often because there is no empathy, no sense of shared experience. If you feel what others feel, you’re more likely to see what they see. Then you can understand one another. Then you can move to the honest and respectful exchange of ideas that is the mark of a successful partnership. That’s the source of progress.

Once you achieve intimacy and connection, I predict that innovation, partnership, execution and success won't be far behind.

Marriage was an economic institution in which you were given a partnership for life in terms of children and social status and succession and companionship. But now we want our partner to still give us all these things, but in addition I want you to be my best friend and my trusted confidant and my passionate lover to boot, and we live twice as long. So we come to one person, and we basically are asking them to give us what once an entire village used to provide: Give me belonging, give me identity, give me continuity, but give me transcendence and mystery and awe all in one. Give me comfort, give me edge. Give me novelty, give me familiarity. Give me predictability, give me surprise. And we think it’s a given, and toys and lingerie are going to save us with that. Ideally, though, we’re lucky, and we find our soul mate and enjoy that life-changing mother lode of happiness. But a soul mate is a very hard thing to find.

In business partnerships, it's important to do your due diligence and eliminate as much risk from the deal as possible.

Such a tough life. This is not the easy way." "No," Penn agreed, "but I'm not sure easy is what I want for the kids anyway." She looked up at him. "Why the hell not?" "I mean, if we could have everything, sure. If we can have it all, yeah. I wish them easy, successful, fun-filled lives, crowned with good friends, attentive lovers, heaps of money, intellectual stimulation, and good views out the window. I wish them eternal beauty, international travel, and smart things to watch on tv. But if I can't have everything, if I only get a few, I'm not sure easy makes my wish list." "Really?" "Easy is nice. But its not as good as getting to be who you are or stand up for what you believe in," said Penn. "Easy is nice. But I wonder how often it leads to fulfilling work or partnership or being." "Easy probably rules out having children," Rosie admitted. "Having children, helping people, making art, inventing anything, leading the way, tackling the world's problems, overcoming your own. I don't know. Not much of what I value in our lives is easy. But there's not much of it I'd trade for easy either, I don't think.

All the vital components that make a relationship successful, without any of the emotional messiness to drag it down. It's about respect, caring, and commitment. Shared goals and compatible priorities. It's about treating marriage like a partnership instead of some romantic fantasy. It's about two people liking each other.

It had evidently not occurred to her as yet that those who consent to share the bread of adversity may want the whole cake of prosperity for themselves.

In partnership, the result is harmony, respect, love, and an explosion of creativity and joy.

...this is the first time in the history of humankind where we are trying to experience sexuality in the long term, not because we want 14 children, for which we need to have even more because many of them won't make it, and not because it is exclusively a woman's marital duty. This is the first time that we want sex over time about pleasure and connection that is rooted in desire. So what sustains desire, and why is it so difficult? And at the heart of sustaining desire in a committed relationship, I think is the reconciliation of two fundamental human needs... So reconciling our need for security and our need for adventure into one relationship, or what we today like to call a passionate marriage, used to be a contradiction in terms. Marriage was an economic institution in which you were given a partnership for life in terms of children and social status and succession and companionship. But now we want our partner to still give us all these things, but in addition I want you to be my best friend and my trusted confidant and my passionate lover to boot, and we live twice as long. So we come to one person, and we basically are asking them to give us what once an entire village used to provide: Give me belonging, give me identity, give me continuity, but give me transcendence and mystery and awe all in one. Give me comfort, give me edge. Give me novelty, give me familiarity. Give me predictability, give me surprise. And we think it's a given, and toys and lingerie are going to save us with that.

Success is rarely the work of a single leader; leaders work best in partnership with other leaders.

They’d never precisely been friends, but they’d managed to stop the human race from being wiped out by a corporation’s self-induced sociopathy and a recovered alien weapon that everyone in human history had mistaken for a moon of Saturn. By that standard, at least, the partnership had been a success.

Your coat's a little shabby—but who cares? It doesn't keep people from asking you to dine. If I were shabby no one would have me: a woman is asked out as much for her clothes as for herself. The clothes are the background, the frame, if you like: they don't make success, but they are a part of it. Who wants a dingy woman? We are expected to be pretty and well-dressed till we drop—and if we can't keep it up alone, we have to go into partnership.

In successful relationships, perfection is the acceptance of imperfection.

And the starting point for human improvement is empathy. Everything flows from that. Empathy allows for listening, and listening leads to understanding. That’s how we gain a common base of knowledge. When people can’t agree, it’s often because there is no empathy, no sense of shared experience. If you feel what others feel, you’re more likely to see what they see. Then you can understand one another. Then you can move to the honest and respectful exchange of ideas that is the mark of a successful partnership. That’s the source of progress.

Marriage was an economic institution in which you were given a partnership for life in terms of children and social status and succession and companionship. But now we want our partner to still give us all these things, but in addition I want you to be my best friend and my trusted confidant and my passionate lover to boot, and we live twice as long. So we come to one person, and we basically are asking them to give us what once an entire village used to provide: Give me belonging, give me identity, give me continuity, but give me transcendence and mystery and awe all in one. Give me comfort, give me edge. Give me novelty, give me familiarity. Give me predictability, give me surprise. And we think it’s a given, and toys and lingerie are going to save us with that.6

And he is at his best when he is with you. That, I think, is the best kind of love. Love doesn’t guarantee happiness or wealth or success. But if you’re willing to commit to it, to work at it, it guarantees partnership. So that no matter the trials or tribulations, no matter the joy or loss, you are not alone.

Empathy allows for listening, and listening leads to understanding. That’s how we gain a common base of knowledge. When people can’t agree, it’s often because there is no empathy, no sense of shared experience. If you feel what others feel, you’re more likely to see what they see. Then you can understand one another. Then you can move to the honest and respectful exchange of ideas that is the mark of a successful partnership. That’s the source of progress.

A successful partnership is like a winning basketball team made up of two deaf individuals with fully developed and interchangeable sets of skills. Each player has to know not just how to shoot but also how to dribble, pass and defend. That doesn't mean there aren't weaknesses or differences you will compensate for in each other. It's just that together you'll have to cover the full court keeping yourselves versatile over time. A partnership doesn't actually change who you are even as it challenges you to be accommodating of another person's needs... The change is in what is between us, the million small adjustments, compromises and sacrifices, we've each made in order to accommodate the close presence of the other.

I love to think of the success of Berande,” he said; “but that is secondary.  It is subordinate to the dearest wish, which is that some day you will share Berande with me in a completer way than that of mere business partnership.  It is for you, some day, when you are ready, to be my wife.

When you take God into partnership, when you are conscious that you are doing His work, you have a feeling of peace and security. You walk as one who sees a great light because you feel that you have a great Partner, One with whom you cannot lose your way. You do not fear failure because you know that your divine Partner is the very Source of all supply, and you feel safe, reassured. You know that nothing can prevent your success as long as you and your Partner are in harmony.

The choice of a partner is the single most important decision most people will ever make about their businesses. The essential elements of a successful partnership are: a good fit between the partners’ personalities, similar values, the ability to be a team player, compatible goals and clear expectations, and mutual trust and respect.

Success attracts success to build strong partnerships for more successful ventures whilst failure attracts failure to have more pity parties.

Sharing certain important core values is one of the key factors that determine the chemistry of a relationship/partnership.

Meeting someone with the same vision doesn't mean you have to compete for success. It means you've found a companion to succeed together.

Everyone you work with, in order to achieve a goal, must have something to lose if it is not realised and something to gain if it is realised. These are the people that are going to stick around you through thick and thin until the job is done.

In many ways, the emotional and economic self-sufficiency of unmarried life is more demanding than the state we have long acknowledged as (married) maturity. Being on one’s own means shouldering one’s own burdens in a way that being coupled rarely demands. It means doing everything—making decisions, taking responsibility, paying bills, cleaning the refrigerator—without the benefits of formal partnership. But we’ve still got a lot of hardwired assumptions that the successful female life is measured not in professional achievements or friendships or even satisfying sexual relationships, but by whether you’re legally coupled.

If I were shabby no one would have me: a woman is asked out as much for her clothes as for herself. The clothes are the background, the frame, if you like; they don’t make success, but they are a part of it. Who wants a dingy woman? We are expected to be pretty and well-dressed till we drop—and if we can’t keep it up alone, we have to go into partnership.

Marriage was an economic institution in which you were given a partnership for life in terms of children and social status and succession and companionship. But now we want our partner to still give us all these things, but in addition I want you to be my best friend and my trusted confidant and my passionate lover to boot, and we live twice as long. So we come to one person, and we basically are asking them to give us what once an entire village used to provide: Give me belonging, give me identity, give me continuity, but give me transcendence and mystery and awe all in one. Give me comfort, give me edge. Give me novelty, give me familiarity. Give me predictability, give me surprise. And we think it’s a given, and toys and lingerie are going to save us with that.

Ireland, like Ukraine, is a largely rural country which suffers from its proximity to a more powerful industrialised neighbour. Ireland’s contribution to the history of tractors is the genius engineer Harry Ferguson, who was born in 1884, near Belfast. Ferguson was a clever and mischievous man, who also had a passion for aviation. It is said that he was the first man in Great Britain to build and fly his own aircraft in 1909. But he soon came to believe that improving efficiency of food production would be his unique service to mankind. Harry Ferguson’s first two-furrow plough was attached to the chassis of the Ford Model T car converted into a tractor, aptly named Eros. This plough was mounted on the rear of the tractor, and through ingenious use of balance springs it could be raised or lowered by the driver using a lever beside his seat. Ford, meanwhile, was developing its own tractors. The Ferguson design was more advanced, and made use of hydraulic linkage, but Ferguson knew that despite his engineering genius, he could not achieve his dream on his own. He needed a larger company to produce his design. So he made an informal agreement with Henry Ford, sealed only by a handshake. This Ford-Ferguson partnership gave to the world a new type of Fordson tractor far superior to any that had been known before, and the precursor of all modern-type tractors. However, this agreement by a handshake collapsed in 1947 when Henry Ford II took over the empire of his father, and started to produce a new Ford 8N tractor, using the Ferguson system. Ferguson’s open and cheerful nature was no match for the ruthless mentality of the American businessman. The matter was decided in court in 1951. Ferguson claimed $240 million, but was awarded only $9.25 million. Undaunted in spirit, Ferguson had a new idea. He approached the Standard Motor Company at Coventry with a plan, to adapt the Vanguard car for use as tractor. But this design had to be modified, because petrol was still rationed in the post-war period. The biggest challenge for Ferguson was the move from petrol-driven to diesel-driven engines and his success gave rise to the famous TE-20, of which more than half a million were built in the UK. Ferguson will be remembered for bringing together two great engineering stories of our time, the tractor and the family car, agriculture and transport, both of which have contributed so richly to the well-being of mankind.

Closer inspection showed that lichens were more interesting than magical. They are in fact a partnership between fungi and algae. The fungi excrete acids that dissolve the surface of the rock, freeing minerals that the algae convert into food sufficient to sustain both. It is not a very exciting arrangement, but it is a conspicuously successful one. The world has more than twenty thousand species of lichens.

In an interview I can’t seem to find, they asked Diddy, “when did you know you were successful?” He responded, “the first time I flew without luggage.” I always believed this would be incredible if we did this in our -ships (friendships, partnerships, intimate relationships, etc.). Imagine showing up with none of that STUFF weighing us down. We’d be free to move about the land and discover things new that’d cover us.

Marriage was an economic institution in which you were given a partnership for life in terms of children and social status and succession and companionship. But now we want our partner to still give us all these things, but in addition I want you to be my best friend and my trusted confidant and my passionate lover to boot, and we live twice as long. So we come to one person, and we basically are asking them to give us what once an entire village used to provide:

Stan Druckenmiller, reflecting on his unbelievable success as an investor, said that the only way to make superior returns is to concentrate heavily. He thinks “diversification and all the stuff they’re teaching at business school today is probably the most misguided concept everywhere. And if you look at great investors that are as different as Warren Buffett, Carl Icahn, Ken Langone, they tend to be very, very concentrated bets. They see something, they bet it, and they bet the ranch on it… . [T]he mistake I’d say 98 percent of the money managers and individuals make is they feel like they got to be playing in a bunch of stuff.”4

Remember, every relationship is an opportunity to either discover more of your individuality and expand as a human being or do the pretzel dance and twist yourself into a smaller version of you based on who you think your partner wants you to be. Despite what your mind tells you, your partner is attracted to the real you—the authentic you that he first met—not the twisted version you think he wants. When you commit to being yourself from the start and to communicating your truth no matter what, you’ll avoid virtually all the drama, angst, and anxiety of not knowing where things stand that many other women experience on a daily basis. Most women are afraid to be real because they mistakenly believe that they’re not enough as they are. This “I’m not enough” mind-set not only is inaccurate but also destroys your well-being and ability to have a loving and satisfying relationship. Being yourself and speaking your truth from the moment you meet is the secret to having relationships unfold naturally and authentically. It is also the key to maintaining your irresistibility. Be yourself. Communicate what works you and what doesn’t. Do it from day one and never stop. This is the most powerful step you can take at the beginning of any relationship to set it up for long-term success. Speaking of relationship success, don’t confuse relationship longevity with relationship success. Just because a relationship lasts for many years does not mean it’s a success. Many couples cling to a lifeless and miserable existence they call a relationship because they are too afraid to be alone or to face the uncertainty of the unknown. Living a life of quiet desperation devoid of true love, passion, and spiritual partnership is not my idea of success. Relationships, again, are life’s grandest opportunity for spiritual growth and evolution. They exist so that we may discover ourselves, awaken our hearts, and heal our barriers to love. Every relationship you’ve ever had, or you ever will have, is designed to bring you closer to your divinity and ability to experience and express the very best of who you are.

Marriage was an economic institution in which you were given a partnership for life in terms of children and social status and succession and companionship. But now we want our partner to still give us all these things, but in addition I want you to be my best friend and my trusted confidant and my passionate lover to boot, and we live twice as long. So we come to one person, and we basically are asking them to give us what once an entire village used to provide: Give me belonging, give me identity, give me continuity, but give me transcendence and mystery and awe all in one. Give me comfort, give me edge. Give me novelty, give me familiarity. Give me predictability, give me surprise. And we think it’s a given, and toys and lingerie are going to save

I am not suggesting here that a non-ADHD spouse should simply roll over and say, “She’s ignoring me because she’s eccentric [or because she has ADHD]. Oh well!” In fact, having an ADHD spouse take charge of creating a systematic approach to treatment is one of the most important elements of improving your marriage. The “symptom” is, after all, at the beginning of the symptom-response-response sequence, and not much changes until the symptoms are under control—and that task can be accomplished only by the ADHD spouse. But ADHD in relationships is like a dance. One partner leads and initiates the steps, but both must understand their role to successfully circle the floor. In an ADHD partnership, an ADHD partner can address her symptoms, but the couple will be unsuccessful if the non-ADHD partner’s response doesn’t change, too. The inverse, of course, is also true.

It all began in 1919 when ex-Marxist Benito Mussolini wrote the Fascist Party platform, calling for central planning through a “partnership” of government, business, and labor. By 1925 he was in total power. Not all of Mussolini’s admirers were in Italy. The cover story of the New York Times Magazine for October 24, 1926, gushed: The most approachable as well as the most interesting statesman in Europe. He is a voracious learner who never makes the same mistake twice. . . . The whole country is keyed up by his energy. . . . The whole economic structure of the nation has been charted out in a graph that shows it as a huge corporation with the Government as the directorate. He explains it clearly and patiently, reminding you that he started his career as a teacher. An earlier New York Times editorial (October 31, 1922) had explained: In Italy as everywhere the great complaint against democracy today is its inefficiency. . . . Neither the failures nor the successes of (Russia’s) Bolshevist Government offer much of an example to the Western world. Dr. Mussolini’s experiment will perhaps tell us something more about the possibilities of oligarchic administration.

Code of Civil Procedure §1161(2) prevents the landlord from claiming rent due more than a year before the service of the 3-day notice. See Fifth & Broadway Partnership v Kimny, Inc. (1980) 102 CA3d 195, 202. An argument could also be made on the ground of laches that it is inequitable for a landlord to wait a full year before demanding overdue rent. That argument was successfully made in Maxwell v Simons (Civ Ct 1973) 353 NYS2d 589, which held that it was unconscionable for a landlord to permit the tenant to fall more than 3 months behind in rent before bringing an unlawful detainer action based on the total arrearage. New York law required the tenant to pay the arrearage within 5 days or return possession. The court held that the landlord could base his eviction action only on the last 3 months' nonpayment of rent and would have to recover the balance in an ordinary action for rent. See also Marriott v Shaw (Civ Ct 1991) 574 NYS2d 477 and Dedvukaj v Mandonado (Civ Ct 1982) 453 NYS2d 965. In California, this reasoning, along with the cases cited above on "equitable" defenses, might be used to attack a 3-day notice to pay or quit demanding more than three months' back rent.

It just seems like such a hard road"-she took deep breaths until she felt herself inflated to the brink of bursting-"such a tough life. This is not the easy way." "no," Penn agreed, "but I'm not sure easy is what I want for the kids anyway." She looked up at him. "why the hell not?" "I mean, if we could have everything, sure. If we can have it all, yeah, I wish them easy, successful, fun-filled lives, crowned with good friends, attentive lovers, heaps of money, intellectual stimulation, and good views out the window. I wish them eternal beauty, international travel, and smart things to watch on TV. But if I can't have everything, if I only get a few, I'm not sure easy makes my wish list." "Really?" "Easy is nice, but it's not as good as getting to be who you are or stand up for what you believe in," said Penn. "Easy is nice, but I wonder how often it leads to fulfilling work or partnership or being." "Easy probably rules out having children," Rosie admitted. "Having children, helping people, making art, inventing anything, leading the way, tackling the world's problems, overcoming your own. I don't know. Not much of what I value in our lives is easy. But there's not much of it I'd trade for easy either, I don't think.

When we get down to potential versus reality in relationships, we often see disappointment, not successful achievement. In the Church, if someone creates nuclear fallout in a calling, they are often released or reassigned quickly. Unfortunately, we do not have that luxury when we marry. So many of us have experienced this sad realization in the first weeks of our marriages. For example, we realized that our partner was not going to live up to his/her potential and give generously to the partnership. While fighting the mounting feelings of betrayal, we watched our new spouses claim a right to behave any way they desired, often at our expense. Most of us made the "best" of a truly awful situation but felt like a rat trapped in maze. We raised a family, played our role, and hoped that someday things would change if we did our part. It didn't happen, but we were not allowed the luxury of reassigning or releasing our mates from poor stewardship as a spouse or parent. We were stuck until we lost all hope and reached for the unthinkable: divorce. Reality is simple for some. Those who stay happily married (the key word here is happily are the ones who grew and felt companionship from the first days of marriage. Both had the integrity and dedication to insure its success. For those of us who are divorced, tracing back to those same early days, potential disappeared and reality reared its ugly head. All we could feel, after a sealing for "time and all eternity," was bound in an unholy snare. Take the time to examine the reality of who your sweetheart really is. What do they accomplish by natural instinct and ability? What do you like/dislike about them? Can you live with all the collective weaknesses and create a happy, viable union? Are you both committed to making each other happy? Do you respect each other's agency, and are you both encouraging and eager to see the two of you grow as individuals and as a team? Do you both talk-the-talk and walk-the-walk? Or do you love them and hope they'll change once you're married to them? Chances are that if the answer to any of these questions are "sorta," you are embracing their potential and not their reality. You may also be embracing your own potential to endure issues that may not be appropriate sacrifices at this stage in your life. No one changes without the internal impetus and drive to do so. Not for love or money. . . . We are complex creatures, and although we are trained to see the "good" in everyone, it is to our benefit to embrace realism when it comes to finding our "soul mate." It won't get much better than what you have in your relationship right now.

Whatand why were never questions for me. How was the only question. When I look back now, I realize that I never thought about what I wanted to become in life. I only thought about how I wanted to live my life. And I knew that the “how” could only be determined within me and by me. There was a big boom in poultry farming at the time. I wanted to make some money to finance my desire for unrestrained, purposeless travel. So I got into it. My father said, “What am I going to tell people? That my son is rearing chickens?” But I built my poultry farm and I built it single-handedly, from scratch. The business took off. The profits started rolling in. I devoted four hours every morning to the business. The rest of the day was spent reading and writing poetry, swimming in the well, meditating, daydreaming on a huge banyan tree. Success made me adventurous. My father was always lamenting that everyone else’s sons had become engineers, industrialists, joined the civil service, or gone to America. And everywhere everyone I met—my friends, relatives, my old school and college teachers—said, “Oh, we thought you’d make something of your life, but you are just wasting it.” I took on the challenge. In partnership with a civil engineer friend, I entered the construction business. In five years, we became a major construction company, among the leading private

A comprehensive theory of entrepreneurship should address all the functions of an early-stage venture: vision and concept, product development, marketing and sales, scaling up, partnerships and distribution, and structure and organizational design. It has to provide a method for measuring progress in the context of extreme uncertainty.

I’m calling for my friend Jeff Arnold, the founder of WebMD, who has a new, very powerful way to distribute digital content. With some of the new products you’ll be launching this quarter, it could make for the perfect partnership. I’ll be in New York next week. Let’s get together. Or, if getting together this trip isn’t convenient, I’ll make room in my schedule for whenever it’s more convenient for you.” In fifteen seconds, I used my four rules for what I call warm calling: (1) Convey credibility by mentioning a familiar person or institution—in this case, John, Jeff, and WebMD. (2) State your value proposition: Jeff’s new product would help Serge sell his new products. (3) Impart urgency and convenience by being prepared to do whatever it takes whenever it takes to meet the other person on his or her own terms. (4) Be prepared to offer a compromise that secures a definite follow-up at a minimum.

Partnership is not the crutch of the imperfect, but the secret of the successful.

I began a project 25 years ago that would change my life forever. Evolution of Loving offers real life examples of diverse couples who model successful, conscious partnership over time via intimate photographs and the telling of their story. It provides an intimate glimpse into eight remarkable partnerships that have been consciously built – and in many cases, rebuilt – on a foundation of authenticity, personal responsibility, and trust. The project is a true reflection of the human condition, following births, deaths, separations and the strengthening of partnerships.

author Riane Eisler, who writes in her book The Power of Partnership, “When I think of spirituality, I think of our profound human capacity for love, our striving for justice, our hunger for beauty, our yearning to create. This is partnership spirituality, a spirituality that helps us be in partnership with what is called our higher selves.

A few years ago, we engaged a team of experts to determine the “secret sauce” that propelled those rare leaders, organizations, and movements to success. They discovered five principles that are consistently present when transformational breakthroughs take place. To spark this sort of change, you must: 1. Make a Big Bet. So many people and organizations are naturally cautious. They look at what seemed to work in the past and try to do more of it, leading to only incremental advances. Every truly history-making transformation has occurred when people have decided to go for revolutionary change. 2. Be bold, take risks. Have the guts to try new, unproven things and the rigor to continue experimenting. Risk taking is not a blind leap off a cliff but a lengthy process of trial and error. And it doesn’t end with the launch of a product or the start of a movement. You need to be willing to risk the next big idea, even if it means upsetting your own status quo. 3. Make failure matter. Great achievers view failure as a necessary part of advancing toward success. No one seeks it out, but if you’re trying new things, the outcome is by definition uncertain. When failure happens, great innovators make the setback matter, applying the lessons learned and sharing them with others. 4. Reach beyond your bubble. Our society is in thrall to the myth of the lone genius. But innovation happens at intersections. Often the most original solutions come from engaging with people with diverse experiences to forge new and unexpected partnerships. 5. Let urgency conquer fear. Don’t overthink and overanalyze. It’s natural to want to study a problem from all angles, but getting caught up in questions like “What if we’re wrong?” and “What if there is a better way?” can leave you paralyzed with fear. Allow the compelling need to act to outweigh all doubts and setbacks. These five principles can be summarized in two words: Be Fearless.

The fundamental drivers of success for any business can be broken down into the three P's: People, Products, and Partnerships.

It’s called sticking your head in the sand, and because I did that I lost millions of quid and still don’t have financial security now, even after forty years of being in the music business, the co-writer of ‘Blue Monday’ and ‘Love Will Tear Us Apart’ and many successful albums. At the end of the day I’ve only got myself to blame for said actions and for never raising my voice against signing daft agreement after daft agreement, that signed away 30 per cent of my earnings in perpetuity and all my rights to publishing and song royalties to erroneous partnerships and companies I have absolutely no control over. It’s unbelievable to me now.

Mobile Virtual Network Operators (MVNOs) have been around in the telecom world since the dawn of the 21st century. However, since their inception, their role has kept on changing. From broadly voice-based service providers to 3G purveyors, MVNOs have evolved in their services with time. Nowadays, in this world of intense competition, the success of MVNO completely depends on their ability to think out of the box. It is their ingenuity in creating customer-driven plans that decides their fate in today’s heavily saturated telecom market. The present-day MVNO subscribers are finicky, moody and disloyal. It is an MVNO’s task to inspire confidence in them, attract them towards their services and ensure that they stay loyal. The Challenge Faced by Different MVNOs Evoking customer trust and then ensuring that it is maintained is probably the toughest challenge faced by an MVNO in telecom. Especially in the competitive world of today that demands a differentiation in service along with an attractive pricing model. Based on their infrastructural capabilities, MVNOs can be divided into: 1. Skinny MVNOs: Equipped with their own voice mail, content applications, SMSC, prepaid and VAS. 2. Thin MVNOs: Apart from the infrastructure above, they also have AUC, EIR, HLR, and IN. 3. Thick MVNOs: Along with infrastructure of a thin MVNO, thick MVNOs also have a VLR and MSC. Regardless of the kind of MVNO that you are running, there are some major challenges that you need to overcome. While a skinny MVNO does not have to worry too much about the infrastructure, he cannot scale his operations as well as a thin or thick MVNO. On the other hand, a thick MVNO may be able to scale his operations well, but he might get too involved in managing the infrastructure with very little time for branding and marketing. The Importance of MVNE/MVNA Partnership for Overcoming Challenges As MVNOs are considerably smaller than a full-fledged MNO (Mobile Network Operator), they need support from MVNEs (Mobile Virtual Network Enablers) to get their job done. A capable MVNE with a comprehensive MVNO software solution like Telgoo5 can provide the following benefits to an MVNO: 1. Better billing – Billing is probably the toughest task for an MVNO to undertake all by itself. Any mistake or inefficiency in billing tasks can have a major bearing on MVNO subscribers. But when you partner with an MVNE like Vcare, you get access to a cutting-edge MVNO billing software solution. With a convergent billing solution by your side, you can create itemized bills with details of all types of services used by your subscribers. 2. Profitable deals with MNOs – Partnership with a competent MVNE/MVNA can help you get better-priced deals with an MNO. This will allow you to deliver the services at a lower rate to your MVNO subscribers while still making a profit. 3. Avoid red tape – Running a successful MVNO operation requires you to get into contracts with different carriers and vendors. By partnering with a competent MVNE like Vcare (who already has fully-licensed platforms and contracts with vendors), you are able to bypass the process of signing new deals, thereby saving considerable time and effort.

What does an equal partnership look like? One significant study showed that when partners see that they can influence the other person, they both have the experience of being heard and recognized. This mutual influence fosters open communication and the greater likelihood of sharing feelings, needs, and vulnerabilities. As a result, better intimacy is created in which both partners benefit and feel satisfied with the relationship (Steil 1997). However, as Gottman recognized in his long-term research on marriage, husbands were far less willing to be influenced and often stonewalled or distanced themselves verbally and emotionally from conversations (Gottman and Silver 2000). He also determined in his studies that 81% who are not willing to be influenced by their partner are at risk for divorce. That women seem more interested in a balanced relationship between partners might account for the findings that more women instigate divorce (Coontz 2005).

Organizational success comes when IT and business act from “IT vs. business” to a true partnership with high scalability, speed, and significance.

Marriage was an economic institution in which you were given a partnership for life in terms of children and social status and succession and companionship. But now we want our partner to still give us all these things, but in addition I want you to be my best friend and my trusted confidant and my passionate lover to boot, and we live twice as long. So we come to one person, and we basically are asking them to give us what once an entire village used to provide: Give

You can gain great insights about investing from a careful study of Buffett’s Generals. He was constantly appraising the value of as many stocks as he could find, looking for the ones where he felt he had a reasonable ability to understand the business and come up with an estimate for its worth. With a prodigious memory and many years of intense study, he built up an expansive memory bank full of these appraisals and opinions on a huge number of companies. Then, when Mr. Market offered one at a sufficiently attractive discount to its appraised value, he bought it; he often concentrated heavily in a handful of the most attractive ones. Good valuation work and proper temperament have always been the two keys pillars of his success as an investor. Buffett

When the game is no longer being played your way, it is only human to say the new approach is all wrong, bound to lead to trouble, etc. I have been scornful of such behavior by others in the past. I have also seen the penalties incurred by those who evaluate conditions as they were—not as they are. Essentially I am out of step with present conditions. On one point, however, I am clear. I will not abandon a previous approach whose logic I understand (although I find it difficult to apply) even though it may mean foregoing large and apparently easy profits to embrace an approach which I don’t fully understand, have not practiced successfully and which, possibly, could lead to substantial permanent loss of capital. The

For the most part, food plays a very functional role in American culture. We eat to work. If Aini was visiting in my home, I'd tell her, “Don't eat anything you don't like. We don't care.” And we really wouldn't for the most part. But in many parts of the world, food is deeply rooted in the life of people. Sometimes I've had Indian hosts prepare meals for me that used spices grown on their homestead for hundreds of years. The best Indian meals take days to prepare. So to pass on eating dishes prepared for you in that context could be far more insulting than passing on a dish you just don't care for. It can be seen as an all-out rejection. And as for eating with utensils versus eating with our hands, one of my Indian friends puts it this way: “Eating with utensils is like making love through an interpreter!” That says it all when it comes to the affection most Indians have for their cuisine. To reject the food of an Indian colleague can be extremely disrespectful and can erode any possibility of a business partnership. Who would have thought food could play such a strong role in successful global performance? Edwin,

Agencies need to initiate the creation of marketing and strategic performance partnerships that see themselves and their clients as co-equal partners, each with specific responsibilities and roles, each of them committed to finding successful, results-generating marketing paths for the advertisers’ brands.

Successful CMOs make efforts to develop a synergistic partnership with other members of the senior executive team.

Rock and his partner articulated an approach to risk management that would resonate with future venture capitalists. Modern portfolio theory, the set of ideas that was coming to dominate academic finance, stressed diversification: by owning a broad mix of assets exposed to a wide variety of uncorrelated risks, investors could reduce the overall volatility of their holdings and improve their risk-return ratio. Davis and Rock ignored this teaching: they promised to make concentrated bets on a dozen or so companies. Although this would entail obvious perils, these would be tolerable for two reasons. First, by buying just under half of a firm’s equity, the Davis & Rock partnership would get a seat on the board and a say in its strategy: in the absence of diversification, a venture capitalist could manage his risk by exercising a measure of control over his assets. Second, Davis and Rock insisted that they would invest only in ambitious, high-growth companies—ones whose value might jump at least tenfold in five to seven years. To critics who called this test excessively demanding, Davis retorted that it would be “unwise to accept a less stringent one.” Venture investing was necessarily speculative, he explained, and most startups would fail; therefore, the winners would have to win big enough to make a success of the portfolio.[25]

Traditional structures of social and economic support slowly weakened; no longer was it possible for a man to follow his father and grandfather into a manufacturing job, or to join the union and start on the union ladder of wages. Marriage was no longer the only socially acceptable way to form intimate partnerships, or to rear children. People moved away from the security of legacy religions or the churches of their parents and grandparents, toward churches that emphasized seeking an identity, or replaced membership with the search for connection or economic success (Wuthnow, 1988). These changes left people with less structure when they came to choose their careers, their religion, and the nature of their family lives. When such choices succeed, they are liberating; when they fail, the individual can only hold himself or herself responsible. In the worst cases of failure, this is a Durkheim-like recipe for suicide. We can see this as a failure to meet early expectations or, more fundamentally, as a loss of the structures that give life a meaning.10 Durkheim,

With the absence of subsidized childcare, paid federal parental leave, and rampant pregnancy discrimination, young women who have had a healthy amount of class advantages are left to ask themselves if they want to effectively lose them—because that’s what parenthood in the United States will ultimately entail: If they want to partake in a different kind of labor that will offer them fewer legal protections, limited pay, increased hours, increased personal financial burdens, and with zero support from the institutions to which they have dedicated expanding days and increased workloads. In this increasing neoliberal cultural terrain, where everyone is encouraged to optimize themselves for the best employment, the strongest partnerships, the most successful path, what strategically middle-class, somewhat self-aware woman wants to do more work for less money? If it wasn’t parenthood we were talking about but a white-collar job, Sheryl Sandberg would tell these young women to lean out. The pragmatics of having a baby are fundamentally incompatible with the dominant cultural messages surrounding economic security, class ascension, and performance aimed at women of these particular socioeconomic backgrounds. This is the tension that underlies many of these waffling motherhood essays and, I think, what young, professional, child-curious people are looking to reconcile when they click on these “Should I, a Middle-Class Woman Who Went to NYU, Have a Baby and Fuck Up This Good Thing?” headlines. But what often awaits them is a contemplation of “choice” and very seldom an expanded structural critique. They are placated into the numbing mantra that having children is “a personal choice,” encouraging increased individual reflection on what is actually a raging systemic failure that relies on women’s free labor. But structuring the conversation of having children around personal autonomy and lone circumstances also successfully eclipses the identification of parenthood as labor in the first place.

Your Trusted Source for High-Quality GC Sheets in Dindigul When it comes to sourcing top-notch GC sheets in Dindigul, one name stands out prominently - Shree Sivabalaaji Steels. Renowned for its commitment to quality and excellence, this company has established itself as a reliable supplier of galvanized corrugated (GC) sheets, catering to various industries and construction needs. At Shree Sivabalaaji Steels, quality is the cornerstone of their operations. They understand the significance of using superior-grade materials for construction and industrial purposes. GC sheets offered by the company are manufactured using advanced technology, ensuring durability, strength, and resistance to environmental factors. This ensures that the sheets maintain their integrity over time, even in harsh conditions. Variety is another feather in Shree Sivabalaaji Steels' cap. The company provides a wide range of GC sheet options to meet the diverse needs of its customers. Whether you require sheets of different thicknesses, sizes, or coatings, they have it all. This extensive selection empowers customers to choose the perfect GC sheets that align with their project requirements. One of the factors that set Shree Sivabalaaji Steels apart is their unwavering commitment to customer satisfaction. Their team of experienced professionals is always ready to assist clients in selecting the right type of GC sheets based on their specific needs. Whether it's for roofing, wall cladding, or any other application, customers can rely on their expertise to make informed decisions. Time efficiency and punctuality are the driving forces behind Shree Sivabalaaji Steels' operations. They understand that in the construction industry, timely delivery is of the essence. The company has implemented streamlined processes to ensure that customers receive their GC sheet orders on schedule, minimizing project delays and interruptions. Environmental consciousness is a key aspect of Shree Sivabalaaji Steels' philosophy. They recognize their responsibility towards sustainable practices and offer GC sheets that are manufactured using eco-friendly processes. This not only reflects their commitment to the environment but also resonates with customers who prioritize green building materials. Competitive pricing is yet another advantage that customers enjoy when partnering with Shree Sivabalaaji Steels. Despite offering high-quality GC sheets, the company maintains a pricing strategy that remains accessible and competitive. This affordability, coupled with the quality of their products, makes them a preferred choice among contractors, builders, and industries. In conclusion, for those seeking top-grade GC sheets in Dindigul, Shree Sivabalaaji Steels emerges as a reliable and customer-centric option. With their focus on quality, variety, expertise, punctuality, sustainability, and affordability, they have rightfully earned their reputation as a go-to supplier for GC sheets in the region. When you choose Shree Sivabalaaji Steels, you're not just purchasing construction materials; you're investing in a partnership that prioritizes your project's success.

I have a rampaging curiosity about things, and she was content, I think, to be with me. To go to the Caribbean once a year. There were things that I wanted, and I was willing to really hurt somebody to have them." Bourdain describes his separation from Putkoski as 'the greatest betrayal' of his life. In an email, Putkoski wrote to me, 'I'm big on shared experiences, which I'd thought had bulletproofed our partnership... We'd been through an awful lot of stuff together, a lot of it not so great, a lot of it wonderful fun.' She concluded, 'I just didn't anticipate how tricky success would be.

Many companies contemplating where to play in the ecosystem economy have incredible, innovative ideas for expanding their proposition. But what they oftentimes fail to realize is that unless their ideas can achieve a quantum leap of customer experience improvement, they won't be successful. You need to not only make life easier for your customer—you need to make life vastly easier. The same is true of other stakeholders in your ecosystem. Adding a few superficial partnerships, or an additional service here, or a new form of connectivity there—this most certainly will not be enough to make a meaningful difference in customers’ lives.

By the time I got to know Paul, he and John had formed a close partnership. They had agreed that any songs they wrote, together or separately, would be by Lennon and McCartney. It was as though, even then, they had a strong sense that their success depended on the connection between them.

True partnerships transcend borders; with the right language, we build global success together." "Partnerships are forged in the space between words. It's how we listen and learn that brings us closer.

Ukraine, March 1929 Roman founded an organization called OWK. He and Ostap made leaflets with their own hands, with the help of thick pencils, and distributed them all over the city, nailing them to doors and walls. When one of Afros' OGPO men stopped him on the street and asked about his actions, Roman replied, "I serve the revolution, comrade. And what are you doing?" The brothers were brought before Afros and Zhuk in the house they had confiscated in the village square. Zhuk asked if Roman wanted to be taken to Murmansk. Roman said no. He explained that apparently there were no kulaks left in Ispes after the concentrated purge six weeks ago. Therefore, Roman And Ostap decided to form an organization that anyone can join, and they are holding the first assembly next week. The organization is called OWK, the acronym for 'Organization without Kulaks'. "I even used the abominable Russian word, out of national solidarity with you and your friends, Comrade Zhuk," Roman said. "It is an organization of non-wealthy farmers, a definition that applies to the entire population that remained in Ispas. It is difficult to continue to maintain in Ukraine the class war between the successful farmer and the less successful farmer, in part because the classification changes from harvest to harvest. Kulak Mouser is the bane of the current harvest. And because the harvest was so bad and despite your laudable efforts, of course, there don't seem to be any kulaks left in our village. So we don't know exactly how to conduct the class war about which you spoke so eloquently a few weeks ago." Her novel to Jouk has a friendly smile. "We are deeply committed to purging the last of the anti-communist elements. And therefore - OW-K. "If you're serious, you'll participate in collectivization," said Jock. "I understand your point about the inefficiency of the small-scale farm, comrade," Roman said. "I am attentive to her. But listen to me until the end. The land of the Lazar family is far from the other farms, and it is impossible to connect it to them easily and create the collectivization, savings and cooperation that you strive for. So this is my proposal: my family and I will agree to meet your quota without collectivization. Let's show you how we work - with your help, maybe lend us a steel plow that expresses our new understanding and partnership? I'm sure it will work much better than our old wooden plows, and we'll do the rest. We will plow our land now, we will plant your wheat in August. We will work tirelessly for the cause and bring you the grain you demand. We will not give and we will not bargain.” "And in return?" "Nothing," Roman said. "In return we will continue to fatten horses and cows in peace." "You intend to pay other people to work in your wheat fields, Comrade Lazar?" asked Zhuk in a smooth voice. "Of course not," said Roman. "I know that even if I only have three horses, and I only pay two people to work for me, it means that I am a fat and lazy kulak, lower than a human pig. Then, as a founding member of OWK, I will have to destroy myself. So the answer is no. I will not pay anyone to work for me. Every person who passes through the fields will work for free, and that is the duty of all Ukrainians, right? As you told us we have to do to be counted for true patriots.

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they used to be. Warlow had picked up the reins after an eighteen-month self-induced lay-off wrapped up as a supposed retirement. But the force, namely Superintendent Sion Buchannan, asked him to return after a successful partnership where he’d consulted on a nasty case with Jess Allanby and they’d blown wide open a drug and human trafficking racket. And so here he was doing the same thing as he’d done for the last

I believe that partnerships are the fastest growth strategy that any business can follow. In my book Progressive Partnerships – The Future of business I show you exactly how to create successful partnerships. More importantly I show you how you can attract partnerships to you, so that you don’t have to go chasing them.

It’s about teamwork, realizing we are on the same side and complementing each other. The family is at its best when exposed to and engaged in high-quality environments, interactions, and relationships. This is not technological or economic quality – it is leadership and effectiveness quality. Children mature best when the adults in their life work in partnership with one another. There must exist important aligning of mission, beliefs, values and behaviours within the family unit.

You’ve now read the central elements to an optimistic climate, but what exactly does it look like? Here’s what it looks like when it takes root and positively transforms the work environment:37 1. People anticipate good things will come from their work. 2. Personal and professional goals are achieved. 3. Personal and professional worlds are integrated. 4. People make satisfying progress with their work. 5. Financial metrics are achieved. 6. People are viewed as significant and the heart of success. 7. Values-based leadership guides actions and decisions. 8. Partnership and collaboration replaces hierarchy-driven interactions. 9. Community building is encouraged. 10. Organizational and personal purpose guide decisions. 11. Strengths are maximized. Keep in mind that the vibe in your team is constantly changing. So the conditions listed above may not all be present at the same time. That’s okay. What you choose to focus on based on the needs of your team will influence heavily what emerges as important.

Don’t do equal partnerships. Even with a board to act as a tie breaker, power struggles between partners seem to arise from the best of relationships and can do irreparable damage to companies.

What do you have to believe? This is a great header for a sheet of paper when looking at any new market, partnership, new product, etc. The things listed under the header are the key assumptions to the bet. Plan

When our Paleolithic ancestors began making tools from stone over three million years ago, they had no understanding they were entering into one of the most successful symbiotic relationships this planet has ever seen. From those humble, preverbal beginnings, humans and technology have lifted one another, improved each other’s lot, made possible the most amazing partnership imaginable.

The new form of networking is not about climbing a ladder to success; it’s about collaboration, cocreation, partnerships, and long-term values-based relationships. Jack

Thus the successful bid to gain access to marriage effectively strengthens marital status as a state-sanctioned condition for the exercise of certain kinds of rights and entitlements; it strengthens the hand of the state in the regulation of human sexual behavior; and it emboldens the distinction between legitimate and illegitimate forms of partnership and kinship.

The ability to “people read” is an important tool for understanding what some are unable or unwilling to express verbally. Not only that, but it is vital for negotiation, dating, business partnerships, marriage, and other important relationship dynamics. It is for this reason that those who are better at finding relationship success have likely learned how to accomplish this on some level. Although mastering this technique can make you a much better communicator, not paying attention to it can be harmful to your relationship success.

Before building any relationship, think on how your partner could be the best companion to you in achieving your life’s earnest goals

if not anyone else—that what we’d created at Pixar could work outside of Pixar. Both the run-up to the acquisition and its execution provided the ultimate case study, and as such, it was enormously exciting to be a part of. First, I’ll talk about how the merger came to pass in the first place, because I believe we did several things in the very early stages that put our partnership on a strong footing. “GET TO KNOW Bob Iger,” Steve had said. So a few weeks later, I did.

In the biblical narrative, work is a co-labor of love, tasks done in partnership with a gracious God who uses our labors to bless others.

In the long run, relationships/partnerships get falter and ultimately break when there are no shared values, or one or both parties fail to live by the shared values.

How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? Many, many moons ago, I used to be a corporate lawyer. I was an ambivalent corporate lawyer at best, and anyone could have told you that I was in the wrong profession, but still: I’d dedicated tons of time (three years of law school, one year of clerking for a federal judge, and six and a half years at a Wall Street firm, to be exact) and had lots of deep and treasured relationships with fellow attorneys. But the day came, when I was well along on partnership track, that the senior partner in my firm came to my office and told me that I wouldn’t be put up for partner on schedule. To this day, I don’t know whether he meant that I would never be put up for partner or just delayed for a good long while. All I know is that I embarrassingly burst into tears right in front of him—and then asked for a leave of absence. I left work that very afternoon and bicycled round and round Central Park in NYC, having no idea what to do next. I thought I’d travel. I thought I’d stare at the walls for a while. Instead—and it all happened so suddenly and cinematically that it might defy belief—I remembered that actually I had always wanted to be a writer. So I started writing that very evening. The next day I signed up for a class at NYU in creative nonfiction writing. And the next week, I attended the first session of class and knew that I was finally home. I had no expectation of ever making a living through writing, but it was crystal clear to me that from then on, writing would be my center, and that I would look for freelance work that would give me lots of free time to pursue it. If I had “succeeded” at making partner, right on schedule, I might still be miserably negotiating corporate transactions 16 hours a day. It’s not that I’d never thought about what else I might like to do other than law, but until I had the time and space to think about life outside the hermetic culture of a law practice, I couldn’t figure out what I really wanted to do.

Organizational success comes when IT and business act from “IT vs. business” to IT is business” - a true partnership.

For a study in contrast, consider the European Union’s venture interventions. In 2001, the European Commission allocated more than €2 billion ($1.9 billion) for venture subsidies. But it failed to pair this capital with the design features underpinning Israel’s success. Europe did not recognize limited partnerships. It did not address burdensome labor-market regulations. It failed to build startup-friendly stock markets to facilitate VC exits. As a result, rather than crowding in private venture operators, the European initiative crowded them out: given the limited entrepreneurial opportunities in Europe, commercial VC partnerships were not interested in competing with subsidized public investors.54 Worse, because government-sponsored investors were less skilled and motivated than private ones, this displacement reduced the quality of European VC: deal selection and post-investment coaching deteriorated. From the beginning of the industry through the end of 2007, the average European venture fund generated a return of minus 4 percent.

At the meeting with a potential partner, it is necessary to put him at ease so that he does not perceive your information as a threat to his business, but is ready to accept your offer. This can be done by saying a couple of positive words about him. Sincerely praise him.

Partnership relations need to be nurtured. If you make one or two calls, agree with one or two partners, and then settle down - it won't work. Continue to build relationships.

see so many women who are successful in their careers while still doing everything at the home, from childcare to household chores. They don’t have enough time for anything, least of all to grow. It’s not a partnership. They don’t feel truly loved or supported one bit. Both people need to show up.

Building relationships across cultures is much more than just a business necessity; it is an art form that demands sensitivity, patience, and an open mind. A true global leader sees beyond mere transactions to the building of long-term partnerships that respect and honor the diversity of practices and values.

Partnership is the best strategy for mass attracting new customers and increasing profit!

The Importance of an Accountant for Doctors Managing the financial side of a medical practice can be challenging for doctors who already have demanding schedules. This is why having a specialized accountant is essential for doctors. A qualified accountant can help doctors efficiently manage their financial records, optimize tax strategies, and ensure the overall financial health of the practice, allowing physicians to concentrate on patient care. Unique Financial Challenges for Doctors Doctors face unique financial challenges that are specific to the healthcare industry. These include managing income from multiple sources, handling billing systems for patient care, dealing with insurance reimbursements, and navigating complex healthcare regulations. Additionally, doctors often need to invest in high-cost medical equipment and balance personal and business financial planning. Without professional guidance, these financial aspects can become overwhelming. Accountants with expertise in the medical field understand these complexities and can offer valuable support. The Role of an Accountant in a Medical Practice A specialized accountant for doctors provides services that go beyond traditional bookkeeping. They help with financial planning, ensuring that the practice’s income and expenses are balanced effectively. Additionally, they manage payroll, tax filing, and compliance with healthcare regulations. Furthermore, an accountant can provide strategic advice on reducing costs and optimizing cash flow, making the practice more efficient and profitable. Doctors also benefit from tax planning services, ensuring that deductions specific to healthcare professionals are maximized while keeping the practice compliant with tax laws. Benefits of Hiring a Specialized Accountant By hiring an accountant who specializes in working with doctors, medical professionals can streamline their financial operations and reduce the risk of costly errors. This partnership allows doctors to focus on patient care, knowing that the financial side of their practice is being handled efficiently. Moreover, an accountant can provide financial insights that help doctors plan for the future, such as retirement planning or business expansion. Conclusion In conclusion, a specialized accountant is invaluable for doctors who want to ensure the financial success of their practice. With expertise in the unique financial challenges doctors face, accountants provide essential services that allow medical professionals to focus on their patients while maintaining a healthy financial standing.

In addition to inflated beauty standards, women are now also expected to be career-driven, achievement-orientated, financially independent, and a competent badass in the boardroom, bedroom, kitchen and nursery. On the flip side, the plights of men are often dismissed and unseen, since men are regarded as the ones wielding all the privilege and power. But what happens when the same societal structures that grant men superiority also deny them the full range of human emotions and threaten their status as men if they experience even the slightest form of sensitivity, vulnerability or indication of their needs for love, emotional safety and tenderness (basically, if men admit to having any attachment needs at all)? What happens when men are paralyzed by shame and made to feel unworthy of love and partnership unless they meet certain masculine expectations around financial or professional success? And what happens to a person’s ability to feel safe and connected when they are transgender or do not fit in the gender binary at all? Many of the personal problems and relationship struggles that we face are actually societal issues impairing our ability to bond, connect and love in secure ways.

developed in partnership with the United States, which provided Israel with more than $3 billion in annual military assistance, mostly to be spent in the United States. Iron Dome had about a 90 percent success rate in identifying and intercepting short-to-medium-range rockets and even mortars headed for populated areas.

Sometimes they would fly down to the coast, near Mobile, land the plane on a lonely stretch of beach, and get out and walk along the shore, in winter: no one else out. He would lean slightly forward, listening to the slow, steady lapping of waves dying into the shore. He would hold Sara's hand. If she tried to speak while he was listening, imagining, he would raise a finger to his lips. The only reason he could have two passions rather than one was because he had never ruined the first. It hadn't ever been sold, when asked for. She watched him watch the beach, the ocean, and considered his success

Cooperation is the act of working with others and acting together to accomplish a job. A team is a partnership of unique people who bring out the very best in each other, and who know that even though they are wonderful as individuals, they are even better together. Coming together is a beginning; staying together is progress; working together is success.

chemically dependent people and those with mental disorders feel overwhelmed and helpless. They yearn for hope and a sense of empowerment in the face of debilitating disease. An important aspect of effective treatment includes empowering patients to see themselves in partnership with their physician, strengthening their physical, emotional, and mental health.

would start with recognition of mutual trustworthiness as the most valuable attribute of any successful partnership.

The Knight of the Burning Pestle was first performed in 1607 before it was published in quarto form in 1613. The play is credited to Francis Beaumont, before he began his highly successful partnership with John Fletcher.

Yet Catchings would in just ten years very nearly destroy the firm, proving once again that articulate optimists encouraged by early successes and armed with financial leverage can become hugely destructive.