Time Allocation Quotes

Have you ever lost yourself in a kiss? I mean pure psychedelic inebriation. Not just lustful petting but transcendental metamorphosis when you became aware that the greatness of this being was breathing into you. Licking the sides and corners of your mouth, like sealing a thousand fleshy envelopes filled with the essence of your passionate being and then opened by the same mouth and delivered back to you, over and over again - the first kiss of the rest of your life. A kiss that confirms that the universe is aligned, that the world's greatest resource is love, and maybe even that God is a woman. With or without a belief in God, all kisses are metaphors decipherable by allocations of time, circumstance, and understanding

Sometimes just the tiniest allocation of time spent with a friend, imprints on your mind and gives you something to smile about for the rest of the week, month, or your life!

In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy.

I would like to allocate more time to dating, though. I need to find a girlfriend. That’s why I need to carve out just a little more time. I think maybe even another five to ten—how much time does a woman want a week? Maybe ten hours? That’s kind of the minimum? I don’t know.

Yet for some reason, we as a society have collectively decided it’s better to have millions of human beings spending years of their lives pretending to type into spreadsheets or preparing mind maps for PR meetings than freeing them to knit sweaters, play with their dogs, start a garage band, experiment with new recipes, or sit in cafés arguing about politics, and gossiping about their friends’ complex polyamorous love affairs.

When the human species figures out how to efficiently utilize capital, many of the problems that have haunted us for a long time will cease to exist.

Allocating time and money in the pursuit of looking superior often has a predictable outcome: inferior economic achievement. What are three words that profile the affluent? FRUGAL FRUGAL FRUGAL

I often think of life as a deposit of time. We are each allocated so many years, just like a fixed sum in a bank. When twenty-four hours have passed I have spent one more day. I read in the People's Daily that the average life expectancy for a Chinese woman is seventy-two. I am already seventy-four years old. I spent all my deposits two years ago and am on bonus time. Every day is already a gift. What is there to complain of?

When you allocate yourself time, it is always easier to manage.

Every man has been called to produce a certain number of products within the time allocated to him to live on earth and failure to hit the target would mean a wasted life.

Remember, you’re allocating time to write, not finding time to write.

Your decisions about allocating your personal time, energy, and talent ultimately shape your life’s strategy. I have a bunch

It has been said that life has no guarantees and with that I disagree. Life gives us two great assurances and the first is that we have our personal allocation of time. For some it is only a minute and for others a century or more. Like a great inheritance of calendars and clocks, we are measured a portion of time to have as our own. The rhythm of your heart is your concert of life and no others. The impressions and thoughts of daily events are independent of any other person. We are magnificently autonomous and gifted with a liberation waiting to happen.

My schedule and social skills had now been brought into line with conventional practice, to the best of my ability within the time I had allocated. The Don Project was complete. It was time to commence the Rosie Project.

To live means to experience-through doing, feeling, thinking. Experience takes place in time, so time is the ultimate scarce resource we have. Over the years, the content of experience will determine the quality of life. Therefore one of the most essential decisions any of us can make is about how one's time is allocated or invested.

The grandmothers decided on William’s eighth birthday that the time had come for the boy to learn the value of money. With this in mind, they allocated him one dollar a week as pocket money, but insisted that he keep an inventory accounting for every cent he spent. Grandmother Kane presented him with a green leather-bound ledger, at a cost of 95 cents, which she deducted from his first week’s allowance. From then on the grandmothers divided the dollar up every Saturday morning. William could invest 50 cents, spend 20 cents, give 10 cents to charity and keep 20 cents in reserve. At the end of each quarter they would inspect the ledger and his written report on any unusual transactions.

don't ever allocate necessary time for unnecessary things. Understand what time it is to do what it is

Loan amortization schedules outline how loan payments are allocated between principal and interest. These can make the difference between pays as agreed or default at some future point in time.

In education, we need to begin paying attention to matters routinely ignored. We spend long hours trying to teach a variety of courses on, say, the structure of government or the structure of the amoeba. But how much effort goes into studying the structure of everyday life — the way time is allocated, the personal uses of money, the places to go for help in a society exploding with complexity? We take for granted that young people already know their way around our social structure. In fact, most have only the dimmest image of the way the world of work or business is organized. Most students have no conception of the architecture of their own city's economy, or the way the local bureaucracy operates, or the place to go to lodge a complaint against a merchant. Most do not even understand how their own schools — even universities — are structured, let alone how much structures are changing under the impact of the Third Wave.

Consider the following sequence of cases, which we shall call the Tale of the Slave, and imagine it is about you. 1. There is a slave completely at the mercy of his brutal master’s whims. He is often cruelly beaten, called out in the middle of the night, and so on. 2. The master is kindlier and beats the slave only for stated infractions of his rules (not fulling the work quota, and so on). He gives the slave some free time. 3. The master has a group of slave, and he decides how things are to be allocated among them on nice grounds, taking into account their needs, merit, and so on. 4. The master allows the slave four days on their own and requires them to work only three days a week on his land. The rest of the time is their own. 5. The master allows his slaves to go off and work in the city (or anywhere they wish) for wages. He also retains the power to recall them to the plantation if some emergency threatens his land; and to raise or lower the three-sevenths amount required to be turned over to him. He further retains the right to restrict the slaves from participating in certain dangerous activities that threaten his financial return, for example, mountain climbing, cigarette smoking. 6. The master allows all of his 10,000 slaves, except you, to vote, and the joint decision is made by all of them. There is open discussion, and so forth, among them, and they have the power to determine to what use to put whatever percentage of your (and their) earnings they decide to take; what activities legitimately may be forbidden to you, and so on. 7. Though still not having the vote, you are at liberty (and are given the right) to enter into discussion of the 10,000, to try to persuade them to adopt various policies and to treat you and themselves in a certain way. They then go off to vote to decide upon policies covering the vast range of their powers. 8. In appreciation of your useful contributions to discussion, the 10,000 allow you to vote if they are deadlocked; they commit themselve3s to this procedure. After the discussion you mark your vote on a slip of paper, and they go off and vote. In the eventuality that they divide evenly on some issue, 5,000 for and 5,000 against, they look at your ballot and count it in. This has never yet happened; they have never yet had occasion to open your ballot. (A single master may also might commit himself to letting his slave decide any issue concerning him about which he, the master, was absolutely indifferent.) 9. They throw your vote in with theirs. If they are exactly tied your vote carries the issue. Otherwise it makes no difference to the electoral outcome. The question is: which transition from case 1 to case 9 made it no longer the tale of the slave?

Habit formation is incredibly useful because the conscious mind is the bottleneck of the brain. It can only pay attention to one problem at a time. As a result, your brain is always working to preserve your conscious attention for whatever task is most essential. Whenever possible, the conscious mind likes to pawn off tasks to the non conscious mind to do automatically. This is precisely what happens when a habit is formed. Habits reduce cognitive load and free up mental capacity, so you can allocate your attention other tasks.

The traffic system needs a complete rethink," mused Bryant as the unit's only allocated vehicle, a powder-blue Vauxhall with a thoroughly thrashed engine, accelerated through Belsize Park. "Look at these road signs. Ministerial graffiti." "It's no use lecturing on the problem, Arthur. That's why your driving examiner failed you thirty-seven times." "What makes you such a great driver?' "I don't hit things.

Without a clear purpose you have no foundation on which you base decisions, allocate your time, and use your resources. You will tend to make choices based on circumstances, pressures, and your mood at that moment. People who don’t know their purpose try to do too much — and that causes stress, fatigue, and conflict.

When you do a fault analysis, there's no point in assigning fault to a part of the system you can't change afterward, it's like stepping off a cliff and blaming gravity. Gravity isn't going to change next time. There's no point in trying to allocate responsibility to people who aren't going to alter their actions. Once you look at it from that perspective, you realize that allocating blame never helps anything unless you blame yourself, because you're the only one whose actions you can change by putting blame there.

Productivity is effectively stewarding your gifts, talents, time, energy, and enthusiasm for the good of others and the glory of God. You have limited amounts of gifting, talents, time, energy, and enthusiasm, but unlimited ways of allocating them. For this reason productivity involves making decisions about how to allocate these finite resources.

Input is much more certain than outcome. When it comes to living the life you want, making sure you allocate time to living your values is the only thing you should focus on.

When a team must allocate a disproportionate amount of time to resolving tickets at the cost of spending time improving the service, scalability and reliability suffer.

Always allocate enough time to pursue the things that are of value to you.

Decide what you want. Determine the Five Major Moves that will help you leap toward that goal. Do deep work on each of the major five moves—at least 60 percent of your workweek going to these efforts—until they are complete. Designate all else as distraction, tasks to delegate, or things to do in blocks of time you’ve allocated in the remaining 40 percent of your time.

The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy.

Rust’s central feature is ownership. Although the feature is straightforward to explain, it has deep implications for the rest of the language. All programs have to manage the way they use a computer’s memory while running. Some languages have garbage collection that constantly looks for no longer used memory as the program runs; in other languages, the programmer must explicitly allocate and free the memory. Rust uses a third approach: memory is managed through a system of ownership with a set of rules that the compiler checks at compile time. None of the ownership features slow down your program while it’s running.

One of the most important decisions any CEO makes is how he spends his time—specifically, how much time he spends in three essential areas: management of operations, capital allocation, and investor relations.

By some estimates, the data-storage curve is rocketing upward at the rate of 800 percent per year. Organizations are collecting so much data they're overwhelmed. Families are no different; we have more things on disk, more photos, more items stored than we'll ever have to allocate time for. "Since Kodachrome made way for jpeg, pictures accumulate on hard drives like wet leaves in a gutter." (Jim Lewis, author of "The King is Dead")

Lee Kuan Yew ruled Singapore from 1959 until 1990, making him, we believe, the longest serving prime minister anywhere. His party, the People’s Action Party (PAP), dominated elections and that dominance was reinforced by the allocation of public housing, upon which most people in Singapore rely. Neighborhoods that fail to deliver PAP votes come election time found the provision and maintenance of housing cut off.18 In Zimbabwe, Robert Mugabe went one step further. In an operation called Murambatsvina (Operation Drive Out the Rubbish), he used bulldozers to demolish the houses and markets in neighborhoods that failed to support him in the 2005 election.

If you're going to err, err on the side of simplicity...assume that you have a very brief time to make an impression, and that you'll be allocated a tiny amount of memory space in overloaded and preoccupied brains of your audience.

How the public felt about government aid to the poor seemed to depend on how the question was put. Both parties, and the media, talked incessantly about the “welfare” system, that it was not working, and the word “welfare” became a signal for opposition. When people were asked (a New York Times/CBS News poll of 1992) if more money should be allocated to welfare, 23 percent said no. But when the same people were asked, should the government help the poor, 64 percent said yes.

[Mood allocates] investments of time, effort, resources, and risk taking to maximize Darwinian fitness in situations of varying propitiousness. High and low moods adjust cognition and behavior to cope with propitious and unpropitious situations.

He said that those five minutes seemed to him an infinite length of time, an immense richness; it seemed to him that during those five minutes he would live so many lives that there was no point in thinking about the last moment yet, so he made various allocations: he calculated the time he needed to say goodbye to his companions, and allotted some two minutes to it, then he allotted another two minutes to think about himself for the last time, and then look around him for the last time. He

The real law underlying the arrests of those years was the assignment of quotas, the norms set, the planned allocations. Every city, every district, every military unit was assigned a specific quota of arrests to be carried out by a stipulated time.

A careful calculation multiplied by parents’ wealth, then divided by race and religion. The poorer and darker a girl, the less funds and time the department allocated to her rescue—after all, the public is a little less outraged when those types of girls go missing.

It is a refinement of Jeremy Bentham’s formulation of utilitarianism, the idea that all humans tend to gravitate toward what make them happy, and to stay away from what hurts them. On that account, trekonomics could be seen as the highest form of utilitarianism. The Federation is organized in such a way that every one of its citizens gets a chance to maximize his or her own utility. Since almost nothing is scarce, the necessity to make choices on budgeting and spending is removed from everyday life. The only thing that one really needs to decide upon is how to balance the goal of bettering oneself vis-à-vis the injunction to better humanity. In other words, the biggest challenge for every Federation citizen resides in how to allocate his or her talents, time, and capacity for empathy, and how to best contribute to the common wealth.

System 2 and the electrical circuits in your home both have limited capacity, but they respond differently to threatened overload. A breaker trips when the demand for current is excessive, causing all devices on that circuit to lose power at once. In contrast, the response to mental overload is selective and precise: System 2 protects the most important activity, so it receives the attention it needs; “spare capacity” is allocated second by second to other tasks. In our version of the gorilla experiment, we instructed the participants to assign priority to the digit task. We know that they followed that instruction, because the timing of the visual target had no effect on the main task. If the critical letter was presented at a time of high demand, the subjects simply did not see it. When the transformation task was less demanding, detection performance was better.

In a traditional business, the only consideration that really matters is the accumulation of profit. All else is subordinated to this goal. In a co-op, the dominant consideration is whatever the workforce wants it to be, for example the maintenance of steady employment, service to the community, or the accumulation of profit (to be allocated as the members decide). We’ll see below that, as a rule, workers prefer the continued employment of as much of the workforce as possible to the retention of high revenues, which in hard times means that they accept pay cuts in order to avoid layoffs.

With this warning, Mussolini demanded and was given authority to do just about whatever he wanted; but his initial priority, surprisingly, was good government. He knew that citizens were fed up with a bureaucracy that seemed to grow bigger and less efficient each year, so he insisted on daily roll calls in ministry offices and berated employees for arriving late to work or taking long lunches. He initiated a campaign to drenare la palude (“drain the swamp”) by firing more than 35,000 civil servants. He repurposed Fascist gangs to safeguard rail cargo from thieves. He allocated money to build bridges, roads, telephone exchanges, and giant aqueducts that brought water to arid regions. He gave Italy an eight-hour workday, codified insurance benefits for the elderly and disabled, funded prenatal health care clinics, established seventeen hundred summer camps for children, and dealt the Mafia a blow by suspending the jury system and short-circuiting due process. With no jury members to threaten and judges answerable directly to the state, the courts were as incorruptible as they were docile. Contrary to legend, the dictator didn’t quite succeed in making the trains run on time, but he earned bravos for trying.

In the fleeting window of just 24 hours, humanity has witnessed the pinnacle of greatness. Time, the ultimate arbiter of our existence, holds within it the potential for unparalleled achievement. The only obstacle standing in the way of your own greatness lies in the manner in which you choose to allocate this most precious resource.

Nothing shows a greater contempt for individuality than the train. Modern civilization uses every possible means to develop individuality, and having done so, tries everything in its power to stamp it out. It allots a few square yards to each person, and tells them that they are free to lead their life as they please within that area. At the same time it erects railings around them, and threatens them with all sorts of dire consequences if they should dare to take but one step beyond their compass. It is only natural that the person who has freedom within the confines of their allocated plot, should desire to have freedom to do as they wish outside it too. Civilization's pitiable subjects are forever snapping and snarling at imprisoning bars, for they have been made as fierce as tigers by the gift of liberty, but have been thrown into a cage to preserve universal peace. This, however, is not a true peace. It is the peace of the tiger in a menagerie who lies glowering at those who have come to look at it.

You can talk all you want about having a strategy for your life, understanding motivation, and balancing aspirations with unanticipated opportunities. But ultimately, this means nothing if you do not align those with where you actually expend your time, money, and energy. In other words, how you allocate resources is where the rubber meets the road.

The final element is execution. The only way a strategy can get implemented is if we dedicate resources to it. Good intentions are not enough—you’re not implementing the strategy that you intend if you don’t spend your time, your money, and your talent in a way that is consistent with your intentions. In your life, there are going to be constant demands for your time and attention. How are you going to decide which of those demands gets resources? The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy. All of these factors—priorities, balancing plans with opportunities, and allocating your resources—combine to create your strategy.

Phaethon asked: “Do you think there is something wrong with the Sophotechs? We are Manorials, father! We let Rhadamanthus control our finances and property, umpire our disputes, teach our children, design our thoughtscapes, and even play matchmaker to find us wives and husbands!” “Son, the Sophotechs may be sufficient to advise the Parliament on laws and rules. Laws are a matter of logic and common sense. Specially designed human-thinking versions, like Rhadamanthus, can tell us how to fulfill our desires and balance our account books. Those are questions of strategy, of efficient allocation of resources and time. But the Sophotechs, they cannot choose our desires for us. They cannot guide our culture, our values, our tastes. That is a question of the spirit.” “Then what would you have us do? Would you change our laws?” “Our mores, not our laws. There are many things which are repugnant, deadly to the spirit, and self-destructive, but which law should not forbid. Addiction, self-delusion, self-destruction, slander, perversion, love of ugliness. How can we discourage such things without the use of force? It was in response to this need that the College of Hortators evolved. Peacefully, by means of boycotts, public protests, denouncements, and shunnings, our society can maintain her sanity against the dangers to our spirit, to our humanity, to which such unboundried liberty, and such potent technology, exposes us.” (...) But Phaethon certainly did not want to hear a lecture, not today. “Why are you telling me all this? What is the point?” “Phaethon, I will let you pass through those doors, and, once through, you will have at your command all the powers and perquisites I myself possess. The point of my story is simple. The paradox of liberty of which you spoke before applies to our entire society. We cannot be free without being free to harm ourselves. Advances in technology can remove physical dangers from our lives, but, when they do, the spiritual dangers increase. By spiritual danger I mean a danger to your integrity, your decency, your sense of life. Against those dangers I warn you; you can be invulnerable, if you choose, because no spiritual danger can conquer you without your own consent. But, once they have your consent, those dangers are all-powerful, because no outside force can come to your aid. Spiritual dangers are always faced alone. It is for this reason that the Silver-Gray School was formed; it is for this reason that we practice the exercise of self-discipline. Once you pass those doors, my son, you will be one of us, and there will be nothing to restrain you from corruption and self-destruction except yourself. “You have a bright and fiery soul, Phaethon, a power to do great things; but I fear you may one day unleash such a tempest of fire that you may consume yourself, and all the world around you.

have to give it, especially if that engagement seems emotionally charged. When you decide not to dignify an irrational communication with a response, it’s about preserving your personal dignity and mental clarity. Just because someone throws the ball doesn’t mean you have to catch it. Think of it this way: How would you feel if you sent someone an emotionally charged email but never received a response? You’d initially be confused. First, you’d double-check your Sent folder to make sure it went through. Then you’d start obsessing over the audible “ding” of your incoming messages, thinking it might be their response. Finally, you’d begin wondering if they even got your electronic tirade, somehow found a way to block your emails, or what else they might be doing that was more important than sending you a reply. In the end, you’d feel embarrassed, your pride deflated, and the fire you had to engage in keyboard karate would burn out. That’s the power of not reacting. When faced with a situation in which you’re being provoked, take a moment to let your emotions pass, and then ask yourself, “Do I really need to respond?” Assess the situation from a logical vantage point—rather than an emotional one—and base your decisions on what will ultimately benefit you in the long run. This mental strategy, however, isn’t solely for dealing with insults or slander. It’s just as effective when trying to handle people who constantly want your time and attention. Sometimes you simply don’t have it to give. Or giving it will distract you from things that are more important. When it comes to time allocation, it’s good to separate the signals from the noise. If everything in your life is important, then nothing is.

It is unfortunate that some people judge others by their choice in foods, beverages, suits, watches, motor vehicles, and such. To them, superior people have excellent tastes in consumer goods. But it is easier to purchase products that denote superiority than to be actually superior in economic achievement. Allocating time and money in the pursuit of looking superior often has a predictable outcome: inferior economic achievement.

In October 1982, President Reagan officially announced his administration’s War on Drugs. At the time he declared this new war, less than 2 percent of the American public viewed drugs as the most important issue facing the nation.72 This fact was no deterrent to Reagan, for the drug war from the outset had little to do with public concern about drugs and much to do with public concern about race. By waging a war on drug users and dealers, Reagan made good on his promise to crack down on the racially defined “others”—the undeserving. Practically overnight the budgets of federal law enforcement agencies soared. Between 1980 and 1984, FBI antidrug funding increased from $8 million to $95 million.73 Department of Defense antidrug allocations increased from $33 million in 1981 to $1,042 million in 1991. During that same period, DEA antidrug spending grew from $86 to $1,026 million, and FBI antidrug allocations grew from $38 to $181 million.74 By contrast, funding for agencies responsible for drug treatment, prevention, and education was dramatically reduced. The budget of the National Institute on Drug Abuse, for example, was reduced from $274 million to $57 million from 1981 to 1984, and antidrug funds allocated to the Department of Education were cut from $14 million to $3 million.75

Ludwig von Mises wrote a book on socialism that predicted the catastrophe we see before us. Socialist economy, he argued, was economic irrationality, and socialist planning a prescription for chaos. Only a capitalist market could provide a system of rational allocations and rational accounts. Only private property and the profit-motive could unleash the forces of individual initiative and human creativity to produce real and expanding wealth—not only for the rich but

To become fit requires discomfort, to earn a significant income requires discomfort, to become great at anything, requires you to pay the price. .. To become great, you must choose to allocate your time to your greatest opportunities. You will have to choose to spend time on the difficult things that create your biggest payoffs. To be great you will need to live with intention. That will require you to be clear on what matters most, and then to have the courage to say no to things that distract you.

big forces to worry about: growth and inflation. Each could either be rising or falling, so I saw that by finding four different investment strategies—each one of which would do well in a particular environment (rising growth with rising inflation, rising growth with falling inflation, and so on)—I could construct an asset-allocation mix that was balanced to do well over time while being protected against unacceptable losses. Since that strategy would never change, practically anyone could implement it.

Imagine having to put a code into your phone when you go to the toilet, and then have a weekly meeting with your supervisor where you have to justify why you were 1.2 minutes above the average toilet break allocated to you last week,” wrote another. Lindsay, who worked as a rep on Walmart and Sam’s Club accounts a few years back, told me the stress of her job caused her to develop digestive problems. “Even though I went to the doctor and brought a note explaining what was wrong, my supervisor still insisted on following me into the bathroom to ‘make sure’ I really did have diarrhea every single time,” Lindsay said. “She would stand outside the stall door and listen to me shit.

to begin funding in 2024, India’s National Quantum Mission has allocated a substantial Rs 6000 crores over the next eight years. While this is a significant investment for India, it is the first notable investment into quantum technology in India. In contrast to other nations, India has seen notably much much lower industry investment and investor interest in quantum technology. When it comes to startup funding in this sector, Indian companies have collectively managed to raise less than Rs 50 crores as of December 2023. This sum is minuscule compared to the global quantum computing startup scene, where funding has exceeded this amount by nearly thousand times in the same period.

Ilona Otto and her colleagues point out that in 2017 alone – according to official rolls – forty-four individuals inherited more than $1 billion each, a total sum of $189 billion. The four largest global funds for financing adaptation to climate impacts approved projects amounting to $2.78 billion. Forty-four individuals thus cashed out sixty-eight times more unearned wealth than what the world’s victims of climate catastrophe were allocated, and most likely, some of it went straight to superyachts and the like – as if the act of injecting poison into the groundwater also coincided with snatching purification tablets out of the hands of slum-dwellers. This compounding of the crime can only intensify at higher levels.

I have not attempted to cover all aspects of the ethics of in vitro fertilization and embryo experimentation. To do that, it would be necessary to investigate several other issues, including the appropriateness of allocating scarce medical resources to this area at a time when the world has a serious problem of overpopulation. Further uses of IVF, such as donating or selling embryos to others, employing a surrogate to bear the child, using IVF to enable older women to have children (in 2008, a 70-year-old Indian woman used the technique to become the oldest woman reliably recorded as having had a child), or selecting from among a number of embryos for the one that meets some criteria of genetic desirability, raise separate ethical issues.

Probability theory naturally comes into play in what we shall call situation 1: When the data-point can be considered to be generated by some randomizing device, for example when throwing dice, flipping coins, or randomly allocating an individual to a medical treatment using a pseudo-random-number generator, and then recording the outcomes of their treatment. But in practice we may be faced with situation 2: When a pre-existing data-point is chosen by a randomizing device, say when selecting people to take part in a survey. And much of the time our data arises from situation 3: When there is no randomness at all, but we act as if the data-point were in fact generated by some random process, for example in interpreting the birth weight of our friend’s baby.

Groupies and hangers-on somehow fancy themselves entitled to the narcissist’s favour and largesse, his time, attention, and other resources. They convince themselves that they are exempt from the narcissist’s rage and wrath and immune to his vagaries andabuse . This self-imputed and self-conferred status irritates the narcissist no end as it challenges and encroaches on his standing as the only source of preferential treatment and the sole decision-maker when it comes to the allocation of his precious and cosmically significant wherewithal. The narcissist is the guru at the centre of a cult. Like other gurus, he demands complete obedience from his flock: his spouse, his offspring, other family  members, friends, and colleagues. He feels entitled to adulation and special treatment by his followers. He punishes the wayward and the straying lambs. He enforces discipline, adherence to his teachings, and common goals. The less accomplished he is in reality – the more stringent his mastery and the more pervasive the brainwashing. Cult leaders are narcissists who failed in their mission to "be someone", to become famous, and to impress the world with their uniqueness, talents, traits, and skills. Such disgruntled narcissists withdraw into a "zone of comfort" (known as the "Pathological Narcissistic Space") that assumes the hallmarks of a cult. The – often involuntary – members of the narcissist's mini-cult inhabit a twilight zone of his own construction. He imposes on them an exclusionary or inclusionary shared psychosis, replete with persecutory delusions, "enemies", mythical-grandiose narratives, and apocalyptic scenarios if he is flouted. Exclusionary shared psychosis involves the physical and emotional isolation of the narcissist and his “flock” (spouse, children, fans, friends) from the outside world in order to better shield them from imminent threats and hostile intentions. Inclusionary shared psychosis revolves around attempts to spread the narcissist’s message in a missionary fashion among friends, colleagues, co-workers, fans, churchgoers, and anyone else who comes across the mini-cult. The narcissist's control is based on ambiguity, unpredictability, fuzziness, and ambientabuse . His ever-shifting whims exclusively define right versus wrong, desirable and unwanted, what is to be pursued and what to be avoided. He alone determines the rights and obligations of his disciples and alters them at will.

And in the aftermath of the Bay of Pigs failure, not only our psychological state, but living conditions generally in the prison became much more severe. Even food was much scarcer. At that time, they would bring in vats full of greasy water with some vegetables floating in it — potatoes, pumpkins, yams — frequently dirty and rotten, at that. We found out from men working in the kitchen, who belonged to Circular 4, that one hundred pounds of foodstuffs per day were allocated for the six thousand prisoners on Isla de Pinos — that worked out to less than a pound for every fifty prisoners. And that was the extent of our food. The bread had not a drop of fat or lard in it, just salt, and not always that. Its texture was so rubbery that you could stretch it out to more than a third longer without breaking it.

The strategy paradox arises from the need to commit in the face of unavoidable uncertainty. The solution to the paradox is to separate the management of commitments from the management of uncertainty. Since uncertainty increases with the time horizon under consideration, the basis for the allocation of decision making is the time horizon for which different levels of the hierarchy are responsible: the corporate office, responsible for the longest time horizon, must focus on managing uncertainty, while operating managers must focus on delivering on commitments. This is the principle of Requisite Uncertainty. A critically important tool in applying Requisite Uncertainty is Strategic Flexibility, a framework for identifying uncertainties and developing the options needed to mitigate risk or exploit opportunity.

The trouble is that such categories do not take us much further. They are academic abstractions that do not do justice to the process-character of the observable social data to which they refer. Underlying them is the idea that the tidy division into epochs we usually find in history books best fits the actual course of social development. Each figure who is known through the magnitude of his or her achievement is then allocated to one epoch or the other as its high point. On closer examination, however, it not uncommonly emerges that outstanding achievements occur most frequently at times which could at most be called transitional phases if static concepts of epochs are used. In other words, such achievements arise from the dynamics of the conflict between the canons of older declining classes and newer rising ones.

Chapter 28 Genghis Cat Gracing Whatever Shithole This Is, Washington, USA You can all relax now, because I am here. What did you think? I’d run for safety at the whim of a fucking parrot with under-eye bags like pinched scrotums? Did you suspect I—a ninja with feather-wand fastness and laser-pointer focus—had the spine of a banana slug? Then you are a shit-toned oink with the senses of a sniveling salamander. Then you don’t know Genghis Cat. I look around and can see that we are surrounded by The Bird Beasts, those crepe-faced, hair ball–brained fuck goblins. I intensely dislike these lumpy whatthefuckareyous who straddle between the Mediocre Servant and animal worlds, trying to be one thing and really not being, like imitation crabmeat in a sushi log that is really just fucking whitefish and WE ALL KNOW IT. “Would you like a little of the crabmeat, Genghis?” my Mediocre Servants seemed to ask with their blobfish lips and stupid faces. “THAT’S FUCKING WHITEFISH, YOU REGURGITATED MOLES!” I’d yowl, and then I’d steal the sushi log and run off and growl very much so they couldn’t have it back, and later I would pee on their night pillows for good measure. I cannot imagine their lives before me. We mustn’t think of those bleak dark ages. But the Beasts are dangerous. I have watched them morph and chew into a house. I have seen them with spider legs and second stomachs and camouflage skins. I have seen them tear the legs off a horse and steal flight from those with feathers. Orange and I have lost family to their fuckish appetites. But they are still fakish faking beasts and I’m fucking Genghis Cat. They are imitation crab and Genghis is filet mignon Fancy Feast, bitch. Probably I should come clean here and tell you that I’m immortal. I always suspected it but can confirm it now that I have surpassed the allocated nine lives. I’m somewhere around life 884, give or take seventy-eight. Some mousers have called me a god, but I insist on modesty. I also don’t deny it. I might be a god. It seems to fit. It feels right. A stealthy, striped god with an exotically spotted tummy—it seems certain, doesn’t it to you? I’m 186 percent sure at this point. Orange insists we stay away from the Beasts all the time, but I only let Orange think he’s in charge. Orange is incredibly sensitive, despite being the size of a Winnebago. He hand-raised each of my kittens and has terrible nightmares, and I have to knead my paws on him to calm him down. Orange and I have a deal. I will kill anything that comes to harm Orange and Orange will continue to be the reason I purr.

The underlying reason why this transition was piecemeal is that food production systems evolved as a result of the accumulation of many separate decisions about allocating time and effort. Foraging humans, like foraging animals, have only finite time and energy, which they can spend in various ways. We can picture an incipient farmer waking up and asking: Shall I spend today hoeing my garden (predictably yielding a lot of vegetables several months from now), gathering shellfish (predictably yielding a little meat today), or hunting deer (yielding possibly a lot of meat today, but more likely nothing)? Human and animal foragers are constantly prioritizing and making effort-allocation decisions, even if only unconsciously. They concentrate first on favorite foods, or ones that yield the highest payoff. If these are unavailable, they shift to less and less preferred foods.

In the words of Andy Grove: “To understand a company’s strategy, look at what they actually do rather than what they say they will do.”…. Here is a way to frame the investments that we make in the strategy that becomes our lives: we have resources – which include personal time, energy, talent and wealth – and we are using them to try to grow several “businesses” in our personal lives… How should we devote our resources to these pursuits? Unless you manage it mindfully, your personal resource allocation process will decide investments for you according to the “default” criteria that essentially are wired into your brain and your heart. As is true in companies, your resources are not decided and deployed in a single meeting or when you review your calendar for the week ahead. It is a continuous process –and you have, in your brain, a filter for making choices about what to prioritize. But it’s a messy process. People ask for your time and energy every day, and even if you are focused on what’s important to you, it’s still difficult to know which are the right choices. If you have an extra ounce of energy or a spare 30 minutes, there are a lot of people pushing you to spend them here rather than there. With so many people and projects wanting your time and attention, you can feel like you are not in charge of your own destiny. Sometimes that’s good: opportunities that you never anticipated emerge. But other times, those opportunities can take you far off course… The danger for high-achieving people is that they’ll unconsciously allocate their resources to activities that yield the most immediate, tangible accomplishments… How you allocate your own resources can make your life turn out to be exactly as you hope or very different from what you intend.

you’re a leader with no power over business strategy and no ability to allocate people to important tasks, you’re at best at the mercy of your influence with other executives and managers, and at worst a figurehead. You can’t give up the responsibility of management without giving up the power that comes with it. The CTO who doesn’t also have the authority of management must be able to get things done purely by influencing the organization. If the managers won’t actually give people and time to work on the areas that the CTO believes are important, he is rendered effectively powerless. If you give up management, you’re giving up the most important power you ever had over the business strategy, and you effectively have nothing but your organizational goodwill and your own two hands. My advice for aspiring CTOs is to remember that it’s a business strategy job first and foremost. It’s also a management job.

I’ll say it: I am lucky enough to not have to work, in the sense that Jesse and I could change how we organize our life to live on one income. I work because I like to. I love my kids! They are amazing. But I wouldn’t be happy staying home with them. I’ve figured out that my happiness-maximizing allocation is something like eight hours of work and three hours of kids a day. It isn’t that I like my job more than my kids overall—if I had to pick, the kids would win every time. But the “marginal value” of time with my kids declines fast. In part, this is because kids are exhausting. The first hour with them is amazing, the second less good, and by hour four I’m ready for a glass of wine or, even better, some time with my research. My job doesn’t have this feature. Yes, the eighth hour is less fun than the seventh, but the highs are not as high and the lows are not as low. The physical and emotional challenges of work pale in comparison to the physical and emotional challenges of being an on-scene parent. The eighth hour at my job is better than the fifth hour with the kids on a typical day. And that is why I have a job. Because I like it. It should be okay to say this. Just like it should be okay to say that you stay home with your kids because that is what you want to do. I’m well aware that many people don’t want to be an economist for eight hours a day. We shouldn’t have to say we’re staying home for children’s optimal development, or at least, that shouldn’t be the only factor in the decision. “This is the lifestyle I prefer” or “This is what works for my family” are both okay reasons to make choices! So before you even get into reading what the evidence says is “best” for your child or thinking about the family budget, you—and your partner, or any other caregiving adults in the house—should think about what you would really like to do.

My Future Self My future self and I become closer and closer as time goes by. I must admit that I neglected and ignored her until she punched me in the gut, grabbed me by the hair and turned my butt around to introduce herself. Well, at least that’s what it felt like every time I left the convalescent hospital after doing skills training for a certification I needed to help me start my residential care business. I was going to be providing specialized, 24/7 residential care and supervising direct care staff for non-verbal, non-ambulatory adult men in diapers! I ran to the Red Cross and took the certified nurse assistant class so I would at least know something about the job I would soon be hiring people to do and to make sure my clients received the best care. The training facility was a Medicaid hospital. I would drive home in tears after seeing what happens when people are not able to afford long-term medical care and the government has to provide that care. But it was seeing all the “young” patients that brought me to tears. And I had thought that only the elderly lived like this in convalescent hospitals…. I am fortunate to have good health but this experience showed me that there is the unexpected. So I drove home each day in tears, promising God out loud, over and over again, that I would take care of my health and take care of my finances. That is how I met my future self. She was like, don’t let this be us girlfriend and stop crying! But, according to studies, we humans have a hard time empathizing with our future selves. Could you even imagine your 30 or 40 year old self when you were in elementary or even high school? It’s like picturing a stranger. This difficulty explains why some people tend to favor short-term or immediate gratification over long-term planning and savings. Take time to picture the life you want to live in 5 years, 10 years, and 40 years, and create an emotional connection to your future self. Visualize the things you enjoy doing now, and think of retirement saving and planning as a way to continue doing those things and even more. However, research shows that people who interacted with their future selves were more willing to improve savings. Just hit me over the head, why don’t you! I do understand that some people can’t even pay attention or aren’t even interested in putting money away for their financial future because they have so much going on and so little to work with that they feel like they can’t even listen to or have a conversation about money. But there are things you’re doing that are not helping your financial position and could be trouble. You could be moving in the wrong direction. The goal is to get out of debt, increase your collateral capacity, use your own money in the most efficient manner and make financial decisions that will move you forward instead of backwards. Also make sure you are getting answers specific to your financial situation instead of blindly guessing! Contact us. We will be happy to help!

This bio-power was without question an indispensable element in the development of capitalism; the latter would not have been possible without the controlled insertion of bodies into the machinery of production and the adjustment of the phenomena of population to economic processes. But this was not all it required; it also needed the growth of both these factors, their reinforcement as well as their availability and docility; it had to have methods of power capable of optimizing forces, aptitudes, and life in general without at the same time making them more difficult to govern. If the development of the great instruments of the state, as institutions of power, ensured the maintenance of production relations, the rudiments of anatomo- and bio-politics, created in the eighteenth century as techniques of power present at every level of the social body and utilized by very diverse institutions (the family and the army, schools and the police, individual medicine and the administration of collective bodies), operated in the sphere of economic processes, their development, and the forces working to sustain them. They also acted as factors of segregation and social hierarchization, exerting their influence on the respective forces of both these movements, guaranteeing relations of domination and effects of hegemony. The adjustment of the accumulation of men to that of capital, the joining of the growth of human groups to the expansion of productive forces and the differential allocation of profit, were made possible in part by the exercise of bio-power in its many forms and modes of application. The investment of the body, its valorization, and the distributive management of its forces were at the time indispensable.

Stage 2: People and Their Countries Are Rich but Still Think of Themselves as Poor. Because people who grew up with financial insecurity typically don’t lose their financial cautiousness, people in this stage still work hard, sell a lot to foreigners, have pegged exchange rates, save a lot, and invest efficiently in real assets like real estate, gold, and local bank deposits, and in bonds of the reserve currency countries. Because they have a lot more money, they can and do invest in the things that make them more productive—e.g., human capital development, infrastructure, research and development, etc. This generation of parents wants to educate their children well and get them to work hard to be successful. They also improve their resource-allocation systems, including their capital markets and their legal systems. This is the most productive phase of the cycle. Countries in this stage experience rapidly rising income growth and rapidly rising productivity growth at the same time. The productivity growth means two things: 1) inflation is not a problem and 2) the country can become more competitive. During this stage, debts typically do not rise significantly relative to incomes and sometimes they decline. This is a very healthy period and a terrific time to invest in a country if it has adequate property rights protections. You can tell countries in this stage from those in the first stage because they have gleaming new cities next to old ones, high savings rates, rapidly rising incomes, and, typically, rising foreign exchange reserves. I call countries in this stage “late-stage emerging countries.” While countries of all sizes can go through this stage, when big countries go through it, they are typically emerging into great world powers.

But as Bill Gates said to us when Mark and I met with him in his Seattle-area office, “People invest in high-probability scenarios: the markets that are there. And these low-probability things that maybe you should buy an insurance policy for by investing in capacity up front, don’t get done. Society allocates resources primarily in this capitalistic way. The irony is that there’s really no reward for being the one who anticipates the challenge.” Every time there is a new, serious viral outbreak, such as Ebola in 2012 and Zika in 2016, there is a public outcry, a demand to know why a vaccine wasn’t available to combat this latest threat. Next a public health official predicts a vaccine will be available in x number of months. These predictions almost always turn out to be wrong. And even if they’re right, there are problems in getting the vaccine production scaled up to meet the size and location of the threat, or the virus has receded to where it came from and there is no longer a demand for prevention or treatment. Here is Bill Gates again: Unfortunately, the message from the private sector has been quite negative, like H1N1 [the 2009 epidemic influenza strain]: A lot of vaccine was procured because people thought it would spread. Then, after it was all over, they sort of persecuted the WHO people and claimed GSK [GlaxoSmithKline] sold this stuff and they should have known the thing would end and it was a waste of money. That was bad. Even with Ebola, these guys—Merck, GSK, and J & J [Johnson & Johnson]—all spent a bunch of money and it’s not clear they won’t have wasted their money. They’re not break-even at this stage for the things they went and did, even though at the time everyone was saying, “Of course you’ll get paid. Just go and do all this stuff.” So it does attenuate the responsiveness. This model will never work or serve our worldwide needs. Yet if we don’t change the model, the outcome will not change, either.

Collateral Capacity or Net Worth? If young Bill Gates had knocked on your door asking you to invest $10,000 in his new company, Microsoft, could you get your hands on the money? Collateral capacity is access to capital. Your net worth is irrelevant if you can’t access any of the money. Collateral capacity is my favorite wealth concept. It’s almost like having a Golden Goose! Collateral can help a borrower secure loans. It gives the lender the assurance that if the borrower defaults on the loan, the lender can repossess the collateral. For example, car loans are secured by cars, and mortgages are secured by homes. Your collateral capacity helps you to avoid or minimize unnecessary wealth transfers where possible, and accumulate an increasing pool of capital providing accessibility, control and uninterrupted compounding. It is the amount of money that you can access through collateralizing a loan against your money, allowing your money to continue earning interest and working for you. It’s very important to understand that accessibility, control and uninterrupted compounding are the key components of collateral capacity. It’s one thing to look good on paper, but when times get tough, assets that you can’t touch or can’t convert easily to cash, will do you little good. Three things affect your collateral capacity: ① The first is contributions into savings and investment accounts that you can access. It would be wise to keep feeding your Golden Goose. Often the lure of higher return potential also brings with it lack of liquidity. Make sure you maintain a good balance between long-term accounts and accounts that provide immediate liquidity and access. ② Second is the growth on the money from interest earned on the money you have in your account. Some assets earn compound interest and grow every year. Others either appreciate or depreciate. Some accounts could be worth a great deal but you have to sell or close them to access the money. That would be like killing your Golden Goose. Having access to money to make it through downtimes is an important factor in sustaining long-term growth. ③ Third is the reduction of any liens you may have against these accounts. As you pay off liens against your collateral positions, your collateral capacity will increase allowing you to access more capital in the future. The goose never quit laying golden eggs – uninterrupted compounding. Years ago, shortly after starting my first business, I laughed at a banker that told me I needed at least $25,000 in my business account in order to borrow $10,000. My business owner friends thought that was ridiculously funny too. We didn’t understand collateral capacity and quite a few other things about money.

The anti-Communist control mechanism reaches through the system to exercise a profound influence on the mass media. In normal times as well as in periods of Red scares, issues tend to be framed in terms of a dichotomized world of Communist and anti-Communist powers, with gains and losses allocated to contesting sides, and rooting for “our side” considered an entirely legitimate news practice.

giving performance reviews is a very complicated and difficult business and that we, managers, don’t do an especially good job at it. The fact is that giving such reviews is the single most important form of task-relevant feedback we as supervisors can provide. It is how we assess our subordinates’ level of performance and how we deliver that assessment to them individually. It is also how we allocate the rewards—promotions, dollars, stock options, or whatever we may use. As we saw earlier, the review will influence a subordinate’s performance—positively or negatively—for a long time, which makes the appraisal one of the manager’s highest-leverage activities.

First, he said, we need 30% in stocks (for instance, the S&P 500 or other indexes for further diversification in this basket). Initially that sounded low to me, but remember, stocks are three times more risky than bonds. And who am I to second-guess the Yoda of asset allocation!? “Then you need long-term government bonds. Fifteen percent in intermediate term [seven- to ten-year Treasuries] and forty percent in long-term bonds [20- to 25-year Treasuries].” “Why such a large percentage?” I asked. “Because this counters the volatility of the stocks.” I remembered quickly it’s about balancing risk, not the dollar amounts. And by going out to longer-term (duration) bonds, this allocation will bring a potential for higher returns. He rounded out the portfolio with 7.5% in gold and 7.5% in commodities. “You need to have a piece of that portfolio that will do well with accelerated inflation, so you would want a percentage in gold and commodities. These have high volatility. Because there are environments where rapid inflation can hurt both stocks and bonds.” Lastly, the portfolio must be rebalanced. Meaning, when one segment does well, you must sell a portion and reallocate back to the original allocation. This should be done at least annually, and, if done properly, it can actually increase the tax efficiency. This is part of the reason why I recommend having a fiduciary implement and manage this crucial, ongoing process.

Poor asset allocation, ill-considered active management, and perverse market timing lead the list of errors made by individual investors.

Another appropriate policy response limits investment alternatives to a well-structured set of choices. Government-provided tax advantages encourage individual participation in defined contribution programs. Suppose the government were to award tax benefits only to accounts that invest in low-cost, market-mimicking funds. By restricting tax-advantaged investments to passive vehicles, investors face far fewer opportunities to make investment mistakes. Government regulation might address market-timing issues by limiting the number and frequency of moves between funds. Educational efforts might deal with the challenges of asset allocation, encouraging individuals to adopt investment programs that fit their specific risk profiles and time horizons. Acting in loco parentis, the government could create powerful incentives to adopt passively managed, appropriately allocated investment programs

Market forces are the best way at the same time to allocate scarce resources and to solve problems

When playing a bear market, the same rules hold: You want to diversify your risks, especially knowing that collapses move even faster than rallies. You need to decide how much safe cash or near cash you want to hold to sleep at night and to handle financial emergencies, like the loss of your job or your house. Then decide how much to put into longer-term high-quality bonds, like those 30-year Treasuries and AAA corporates, but I think it’s still premature to make this move at the time of this writing, in August 2017. Then decide how much you want to put into a dollar bull fund or the ETF UUP, which tracks the U.S. dollar versus its six major trading partners. If you’re willing to risk part of your wealth, you can also bet on financial assets going down—from stocks to gold. Stocks are the one type of financial asset that goes down in either a deflationary crisis, like the 1930s, or an inflationary one, like the 1970s. So shorting stocks is the best way to prosper in the downturn, either way. But don’t leverage this bet. The markets are simply too volatile. You can short the stock market with no leverage by simply buying an ETF (exchange-traded fund) like the ProShares Short S&P 500 (NYSEArca: SH). It’s an inverse fund on the S&P 500, so if the index goes down 50 percent, you make 50 percent. The ProShares Ultrashort (NYSEArca: QID) is double short the NASDAQ 100, which is likely to get hit the worst. If you make this play, just do a half share, to avoid that two-times leverage (hold the other half in cash or short-term bonds). Direxion Daily Small Cap Bear 3X ETF (NYSEArca: TZA) is triple short the Russell 2000, which is also likely to lead on the way down. So buy only a one-third share of this one, to remain without leverage. (That means the money you allocate here should be one-third in TZA and two-thirds in cash, to offset the leverage.) And unlike the gold bugs, I see gold collapsing. It’s an inflation hedge, not a deflation hedge. If gold rallies back as high as $1,425—on my predicted bear-market rally—then it could easily drop to around $700 within a year. Your last decision is whether to risk some of your funds betting on gold’s downside, for the greatest potential returns. You can buy DB Gold Double Short ETN (NYSEArca: DZZ)—double short gold—at a half share, to offset the leverage, or just simply short GLD, the ETF that follows gold. There you have it. How to handle the coming crash.

Demand that your people pursue two seemingly conflicting things at the same time. Make it your mission to understand the nuances of your businesses so that you can shape and guide your teams’ intellectual inquiry. Allocate your time thoughtfully; don’t become a victim of your calendar. Carve out time to read, research, and think. Turn your meetings into vigorous, instructive debates.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

In addition to the 60 million ether sold to the public, roughly 6 million was created to compensate early contributors to Ethereum, and another 6 million for long-term reserves of the Ethereum Foundation. The extra allocation of 12 million ether for the early contributors and Ethereum Foundation has proved problematic for Ethereum over time, as some feel it represented double dipping.

A strategy—whether in companies or in life—is created through hundreds of everyday decisions about how you spend your time, energy, and money. With every moment of your time, every decision about how you spend your energy and your money, you are making a statement about what really matters to you. You can talk all you want about having a clear purpose and strategy for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it’s effectively implemented. How do you make sure that you’re implementing the strategy you truly want to implement? Watch where your resources flow—the resource allocation process. If it is not supporting the strategy you’ve decided upon, you run the risk of a serious problem. You might think you are a charitable person, but how often do you really give your time or money to a cause or an organization that you care about? If your family matters most to you, when you think about all the choices you’ve made with your time in a week, does your family seem to come out on top? Because if the decisions you make about where you invest your blood, sweat, and tears are not consistent with the person you aspire to be, you’ll never become that person.

kensi Gounden says, However, keep in mind that combining evergreen solutions with contemporary tech will allow you to cater to the entirety of the modern market. Sometimes your team members are simply so busy managing the hectic daily workload that they don’t have the time or the resources to be creative or innovative. Instead of putting innovation on the backburner until an opportunity presents itself (which it never will), you can allocate some of your resources to create departments and divisions intended for this purpose.

Once I have referred a matter to heaven, I know God allocates it to a powerful angel, without any waste of time. Once a matter has been handed over to heaven, and once it is being handled at the heavenly courts, no earthly court can overrule, object and instruct anything contrary to what God wants to see happening. Jesus is the highest advocate!! And God the highest Judge.

The first is asset allocation: What assets are you going to hold in your portfolio? And in which proportions are you going to hold them? The second is market timing. Are you going to try to bet on whether one asset class is going to perform better in the short run relative to the other asset classes you hold?

The distinguished delegate from Obregon had even wanted to allocate funds to develop a new non drill sergeant–based boot camp, replacing the fundamental training overseer since time immemorial with a new kind of instructor called a “military lifestyle and career coach.

premium unrelated to its usefulness, like the fund managers earning a fat fee for doing nothing, or the many talented MIT engineers and scientists hired to write software that allows stock trading at millisecond frequencies, then talented people are lost to firms that might do something more socially useful. Faster trading may be profitable because it allows the trader to react more quickly to new information, but given that the reaction time is already seconds or less, it seems implausible that it improves the allocation of resources in the economy in any meaningful way.

In recent decades, as the economy has shifted and large companies promising lifelong employment have given way to freelance jobs and migratory careers, understanding motivation has become increasingly important. In 1980, more than 90 percent of the American workforce reported to a boss. Today more than a third of working Americans are freelancers, contractors, or in otherwise transitory positions. The workers who have succeeded in this new economy are those who know how to decide for themselves how to spend their time and allocate their energy. They understand how to set goals, prioritize tasks, and make choices about which projects to pursue. People who know how to self-motivate, according to studies, earn more money than their peers, report higher levels of happiness, and say they are more satisfied with their families, jobs, and lives.

I would argue that, over the last 40 years, as a higher proportion of parents’ time in two-parent families has been compensated at market rates, parental time overall has become more valuable. Consequently, parents allocate this valuable time differently during their nonworking hours than people did in the past.

Over time, the way parents have allocated their non-market-work hours has shifted considerably. The biggest change in the new home economics has been time devoted to housework. This has fallen precipitously—almost in half over 40 years.

over the past five years have led me to conclude that three factors are central to building a truly great company. Firstly, the management team has to have an obsessive focus on the core franchise instead of being distracted by short-term gambles outside the core segment. Secondly, the company has to relentlessly deepen its competitive moats over the course of time (I’m talking about decades here). And thirdly, the people calling the shots at the company have to be sensible about capital allocation, i.e. refrain from large bets (especially those outside core franchise) and return excess cash to shareholders if the cash cannot be deployed to good effect by the company.

They then compare the likelihood of at least one strategy being down over various time horizons as well as the likelihood of beating cash over the same time horizons. What they find is that the fox has a slight edge over the hedgehog in beating cash over every time frame, yet is substantially more likely to experience at least one strategy being down.

It must have been made by a man,” I say, dropping a book titled First-Time Dad onto his pile with a not-so-subtle thud, “if it took them nine tries to figure out how to properly please a woman.” Bo’s tongue pushes against the side of his cheek as he nods, an arrogant gleam in his eye returning. “Not all men need nine chances, if I remember correctly.” He moves the chocolates that I had allocated to his pile back to mine, leaning closer. “Some of us only needed one,” he whispers.

The point is that the single most important job any CEO of a growing company can perform is identifying the constraints that are keeping the organization from sprinting forward in the right direction and then allocating as much of their time as needed to remove them, thus freeing up space for the organization to perform more effectively.

In an experiment led by Kimberly Wade-Benzoni, one of the world’s leading scholars of intergenerational decision-making, participants were split into two groups. The first group were asked to read an article about someone who had been killed in an airplane accident, while the second group read about a Russian mathematical whizz. They were then told that they were being entered into a lottery draw for $1,000, and were given the option of committing a portion of the prize to one of two charities: one that helped people in need in the present, or one that worked to help people in the future. The result? Those who read about the math genius gave two and half times more to the present-focused charity than the future-oriented one. In contrast, those given the death nudge by the plane article allocated more than five times as much to the future charity than the present one.

Sometimes Ned’s students set their ACT or SAT scores as their goal. The words they write down for step two might be “calm,” “confident,” or “focused.” When they consider inner obstacles, they write “rushed,” “stressed,” and “confused.” They are mentally preparing themselves for the test, and imagining how that stress or confusion will feel. Then they imagine themselves tackling these obstacles, or at least enduring them. What self-talk will they use? How will they flip to a test-taking shortcut to remind themselves that, unlike in school, unanswered questions may be better than allocating time for every question? What is their plan for coping when they face an obstacle? The knowledge that they have anticipated potential setbacks and allowed for contingencies will help them cope more effectively.

There was Train Number 193, she thought. Six weeks ago, Train Number 193 had been sent with a load of steel, not to Faulkton, Nebraska, where the Spencer Machine Tool Company, the best machine tool concern still in existence, had been idle for two weeks, waiting for the shipment—but to Sand Creek, Illinois, where Confederated Machine had been wallowing in debt for over a year, producing unreliable goods at unpredictable times. The steel had been allocated by a directive which explained that the Spencer Machine Tool Company was a rich concern, able to wait, while Confederated Machines was bankrupt and could not be allowed to collapse, being the sole source of livelihood of the community of Sand Creek, Illinois. The Spencer Machine Tool Company had closed a month ago. Confederated Machines had closed two weeks later.