Title Company Quotes

The sky isn’t more beautiful if you have perfect skin. Music doesn’t sound more interesting if you have a six-pack. Dogs aren’t better company if you’re famous. P izza tastes good regardless of your job title. The best of life exists beyond the things we are encouraged to crave.

Her sentence cut off with another hiccupping sob. The sound ripped through me like a bullet, and I would’ve given up anything—my title, my company, my entire legacy—if it meant I could soothe her hurt for just one minute.

When they had been deciding what to call their company all those years ago, Marx had argued for calling it Tomorrow Games, a name Sam and Sadie instantly rejected as "too soft." Marx explained that the name referenced his favorite speech in Shakespeare, and that it wasn't soft at all. "Do you have any ideas that aren't from Shakespeare?" Sadie said. To make his case, Marx jumped up on a kitchen chair and recited the "Tomorrow" speech for them, which he knew by heart: Tomorrow, and tomorrow, and tomorrow, Creeps in this petty pace from day to day, To the last syllable of recorded time; And all our yesterdays have lighted fools The way to dusty death. Out, out, brief candle! Life's but a walking shadow, a poor player, That struts and frets his hour upon the stage, And then is heard no more. It is a tale Told by an idiot, full of sound and fury, Signifying nothing. "That's bleak," Sadie said. "Why start a game company? Let's go kill ourselves," Sam joked. "Also," Sadie said, "What does any of that have to do with games?" "Isn't it obvious?" Marx said. It was not obvious to Sam or to Sadie. "What is a game?" Marx said. "It's tomorrow, and tomorrow, and tomorrow. It's the possibility of infinite rebirth, infinite redemption. The idea that if you keep playing, you could win. No loss is permanent, because nothing is permanent, ever." "Nice try, handsome," Sadie said. "Next.

And stop with the playboy title. I simply enjoy the company of beautiful women and ( . )( . ) and (_Y_) That’s tits & ass to the untrained eye. :D

The sound ripped through me like a bullet, and I would’ve given up anything—my title, my company, my entire legacy—if it meant I could soothe her hurt for just one minute.

Of course, it was impossible, in this company, not to think about balances of power. Raffin and Bann glanced at each other now and then, sharing silent agreement, teasing each other, or just resting their eyes on each other, as if each man was a comfortable resting place for the other. Prince Raffin, heir to the Middluns throne; Bann, who had no title, no fortune. How she longed to ask them questions that were too nosy for asking, even by her standards. How did they balance money matters? How did they make decisions? How did Bann cope with the expectation that Raffin marry and produce heirs? If Randa knew the truth about his son, would Bann be in danger? Did Bann ever resent Raffin’s wealth and importance? What was the balance of power in their bed?

Sunglasses must be kept on until an acquaintance is identified at one of the tables, but one must not appear to be looking for company. Instead, the impression should be that one is heading into the cafe to make a phone call to one's titled Italian admirer, when--quelle surprise!--one sees a friend. The sunglasses can then be removed and the hair tossed while one is persuaded to sit down.

Before job interviews, I think: What color tie best represents me as a person this company would be interested in?

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up.

Maybe this is the case for many of us: No matter who we become or what we accomplish, we still feel that we’re essentially the kid we were at some simpler time long ago. Somehow that’s the trick of leadership, too, I think, to hold on to that awareness of yourself even as the world tells you how powerful and important you are. The moment you start to believe it all too much, the moment you look yourself in the mirror and see a title emblazoned on your forehead, you’ve lost your way. That may be the hardest but also the most necessary lesson to keep in mind, that wherever you are along the path, you’re the same person you’ve always been.

Gauri laughed when he stumbled through the movements of the dance. “You are a discredit to your title, Vikram. Fox Prince, indeed,” she said. “I’ve never seen a clumsier fox.” “What I lack in skill, I make up for in enthusiasm.” “Do you even know how to dance?” “Not at all,” he said, spinning her in a circle. “I can tell. Were you lulled by the music?” “The company.” “Now you’re just trying to be sly and charming.” “I am a credit to my title, after all.

He felt as if there were something missing inside him that didn't fit in with their merriment, with their willing ignorance of the world outside the castle. It went beyond his title. He had enjoyed their company early in his adolescence, but it had become apparent that he'd always be a step away. The worst of it was that they didn't seem to notice he was different- or that he felt different. Were it not for Chaol, he would have felt immensely lonely.

Sure. If you hadn’t gone through everything you’ve gone through, there’s no way in the world you’d be ready to hear what I’ve come here to teach you. Life’s had to break you down so you could be rebuilt better. And, boy, just wait until you see the breakthroughs you’re about to experience. Before you know it, you’ll be the rock star of this whole book company,” Tommy said as his voice rose, full of passion.

I am responsible for finding fulfillment in my job, for being happy with what I do, for knowing my value regardless of my title, the company I work for, the salary I make, or the way anyone looks at all of it.

Core should spend three months of the year in Hades’s company, as Queen of Tartarus, with the title of Persephone, and the remaining nine in Demeter’s. Hecate offered to make sure this arrangement was kept and to keep constant watch on Core.

(The research on the development of the first MRI scanners was performed by the British company EMI, financed in large part from their profits on Beatles records. “I Want to Hold Your Hand” might well have been titled “I Want to Scan Your Brain.”)

She strolled between shelves, looking at titles, smiling as she met old friends - books she had read three times or five times or a dozen. Just a title, or an author's name, would be enough to summon up happy images. Strange creatures like phoenixes and psammeads, moving under smokey London daylight of a hundred years before, in company with groups of bemused children; starships and new worlds and the limitless vistas of interstellar night, outer space challenged but never conquered; princesses in silver and golden dresses, princes and heroes carrying swords like sharpened lines of light, monsters rising out of weedy tarns, wild creatures that talked and tricked one another...

In 2019, I advised a large global B2B company to ban the job title ‘salesperson’, to stop using the term ‘sales’ and replace it with a ‘partnerships’ team. More people responded to their emails, and their sales rose by 31 per cent. As I suspected, a job title with the word ‘sales’ in it, primes the people you contact to believe you’re going to pester them to buy something they don’t want – conversely, the framing of the word ‘partner’ suggests the person is on your team.

It doesn’t matter if you work at a fast food joint or if you are the CEO of a Fortune 500 company. Your job title does not define your purpose. The size of your paycheck does not make you worthy. What makes you valuable is your contribution to the world and the legacy that you leave behind. Stop defining yourself by what you do, and start defining yourself by who you are!

When groups are small, for example, everyone’s stake in the outcome of the group project is high. At a small biotech, if the drug works, everyone will be a hero and a millionaire. If it fails, everyone will be looking for a job. The perks of rank—job titles or the increase in salary from being promoted—are small compared to those high stakes. As teams and companies grow larger, the stakes in outcome decrease while the perks of rank increase. When the two cross, the system snaps. Incentives begin encouraging behavior no one wants. Those same groups—with the same people—begin rejecting loonshots.

The detail of Macbeth throwing dinner rolls at Banquo’s empty chair comes from the Royal Shakespeare Company’s 2018 production of Macbeth, directed by Polly Findlay and starring Christopher Eccleston in the title role.

The very best way to know what you want is to act in the role. Not just in title, but in real action. In my career, I’ve been acting VP of HR, CFO, and VP of sales. Often CEOs resist acting in functional roles, because they worry that they lack the appropriate knowledge. This worry is precisely why you should act—to get the appropriate knowledge. Indeed, acting is really the only way to get all the knowledge that you need to make the hire, because you are looking for the right executive for your company today, not a generic executive.

An interesting example is found in an article by Dr. Jennifer Roback titled “The Political Economy of Segregation: The Case of Segregated Streetcars,” in the Journal of Economic History (1986). During the late 1800s, private streetcar companies in Augusta, Houston, Jacksonville, Mobile, Montgomery, and Memphis were not segregated, but by the early 1900s, they were. Why? City ordinances forced them to segregate black and white passengers. Numerous Jim Crow laws ruled the day throughout the South mandating segregation in public accommodations.

As a rough rule, I would suggest that a company’s orthographic eccentricities should be noted, possibly even observed, but never overindulged. Just because a company chooses to put a backward letter into its title or to spell its name in small capitals does not entitle it to become a distraction in print.

James O. Incandenza - A Filmography The following listing is as complete as we can make it. Because the twelve years of Incadenza'a directorial activity also coincided with large shifts in film venue - from public art cinemas, to VCR-capable magnetic recordings, to InterLace TelEntertainment laser dissemination and reviewable storage disk laser cartridges - and because Incadenza's output itself comprises industrial, documentary, conceptual, advertorial, technical, parodic, dramatic non-commercial, nondramatic ('anti-confluential') noncommercial, nondramatic commercial, and dramatic commercial works, this filmmaker's career presents substantive archival challenges. These challenges are also compounded by the fact that, first, for conceptual reasons, Incadenza eschewed both L. of C. registration and formal dating until the advent of Subsidized Time, secondly, that his output increased steadily until during the last years of his life Incadenza often had several works in production at the same time, thirdly, that his production company was privately owned and underwent at least four different changes of corporate name, and lastly that certain of his high-conceptual projects' agendas required that they be titled and subjected to critique but never filmed, making their status as film subject to controversy.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

You seem disappointed that I am not more responsive to your interest in "spiritual direction". Actually, I am more than a little ambivalent about the term, particularly in the ways it is being used so loosely without any sense of knowledge of the church's traditions in these matters. If by spiritual direction you mean entering into a friendship with another person in which an awareness and responsiveness to God's Spirit in the everydayness of your life is cultivated, fine. Then why call in an awkward term like "spiritual direction"? Why not just "friend"? Spiritual direction strikes me as pretentious in these circumstances, as if there were some expertise that can be acquired more or less on its own and then dispensed on demand. The other reason for my lack of enthusiasm is my well-founded fear of professionalism in any and all matters of the Christian life. Or maybe the right label for my fear is "functionalism". The moment an aspect of Christian living (human life, for that matter) is defined as a role, it is distorted, debased - and eventually destroyed. We are brothers and sisters with one another, friends and lovers, saints and sinners. The irony here is that the rise of interest in spiritual direction almost certainly comes from the proliferation of role-defined activism in our culture. We are sick and tired of being slotted into a function and then manipulated with Scripture and prayer to do what someone has decided (often with the help of some psychological testing) that we should be doing to bring glory to some religious enterprise or other. And so when people begin to show up who are interested in us just as we are - our souls - we are ready to be paid attention to in this prayerful, listening, non-manipulative, nonfunctional way. Spiritual direction. But then it begins to develop a culture and language and hierarchy all its own. It becomes first a special interest, and then a specialization. That is what seems to be happening in the circles you are frequenting. I seriously doubt that it is a healthy (holy) line to be pursuing. Instead, why don't you look over the congregation on Sundays and pick someone who appears to be mature and congenial. Ask her or him if you can meet together every month or so - you feel the need to talk about your life in the company of someone who believes that Jesus is present and active in everything you are doing. Reassure the person that he or she doesn't have to say anything "wise". You only want them to be there for you to listen and be prayerful in the listening. After three or four such meetings, write to me what has transpired, and we'll discuss it further. I've had a number of men and women who have served me in this way over the years - none carried the title "spiritual director", although that is what they have been. Some had never heard of such a term. When I moved to Canada a few years ago and had to leave a long-term relationship of this sort, I looked around for someone whom I could be with in this way. I picked a man whom I knew to be a person of integrity and prayer, with seasoned Christian wisdom in his bones. I anticipated that he would disqualify himself. So I pre-composed my rebuttal: "All I want you to do is two things: show up and shut up. Can you do that? Meet with me every six weeks or so, and just be there - an honest, prayerful presence with no responsibility to be anything other than what you have become in your obedient lifetime." And it worked. If that is what you mean by "spiritual director," okay. But I still prefer "friend". You can see now from my comments that my gut feeling is that the most mature and reliable Christian guidance and understanding comes out of the most immediate and local of settings. The ordinary way. We have to break this cultural habit of sending out for an expert every time we feel we need some assistance. Wisdom is not a matter of expertise. The peace of the Lord, Eugene

In 2011, Mark Brooks, a consultant to online-dating companies, published the results of an industry survey titled “How Has Internet Dating Changed Society?” The survey responses, from 39 executives, produced the following conclusions: “Internet dating has made people more disposable.” “Internet dating may be partly responsible for a rise in the divorce rates.” “Low quality, unhappy and unsatisfying marriages are being destroyed as people drift to Internet dating sites.” “The market is hugely more efficient … People expect to—and this will be increasingly the case over time—access people anywhere, anytime, based on complex search requests … Such a feeling of access affects our pursuit of love … the whole world (versus, say, the city we live in) will, increasingly, feel like the market for our partner(s). Our pickiness will probably increase.” “Above all, Internet dating has helped people of all ages realize that there’s no need to settle for a mediocre relationship.” From "A Million First Dates How online romance is threatening monogamy" in January/February 2013

Arin set the package on the divan where she sat. “A new dress means an event on the horizon.” “Yes, a dinner party. Lord Irex is hosting.” He frowned. “And you’re going?” She shrugged. “Do you need an escort?” Kestrel intended to say no, but became distracted by the determined set to Arin’s mouth. He looked almost…protective. She was surprised that he should look that way. She was confused, and perhaps this made her say, “To be honest, I would be glad for your company.” His eyes held hers. Then his gaze fell to the book by Kestrel’s side. Before she could stop him, he took it with a nimble hand and read the title. It was a Valorian history of its empire and wars. Arin’s face changed. He returned the book and left.

The hours I spent in this anachronistic, bibliophile, Anglophile retreat were in surreal contrast to the shrieking horror show that was being enacted in the rest of the city. I never felt this more acutely than when, having maneuvered the old boy down the spiral staircase for a rare out-of-doors lunch the next day—terrified of letting him slip and tumble—I got him back upstairs again. He invited me back for even more readings the following morning but I had to decline. I pleaded truthfully that I was booked on a plane for Chile. 'I am so sorry,' said this courteous old genius. 'But may I then offer you a gift in return for your company?' I naturally protested with all the energy of an English middle-class upbringing: couldn't hear of such a thing; pleasure and privilege all mine; no question of accepting any present. He stilled my burblings with an upraised finger. 'You will remember,' he said, 'the lines I will now speak. You will always remember them.' And he then recited the following: What man has bent o'er his son's sleep, to brood How that face shall watch his when cold it lies? Or thought, as his own mother kissed his eyes, Of what her kiss was when his father wooed? The title (Sonnet XXIX of Dante Gabriel Rossetti)—'Inclusiveness'—may sound a trifle sickly but the enfolded thought recurred to me more than once after I became a father and Borges was quite right: I have never had to remind myself of the words. I was mumbling my thanks when he said, again with utter composure: 'While you are in Chile do you plan a call on General Pinochet?' I replied with what I hoped was equivalent aplomb that I had no such intention. 'A pity,' came the response. 'He is a true gentleman. He was recently kind enough to award me a literary prize.' It wasn't the ideal note on which to bid Borges farewell, but it was an excellent illustration of something else I was becoming used to noticing—that in contrast or corollary to what Colin MacCabe had said to me in Lisbon, sometimes it was also the right people who took the wrong line.

That was the old Ellen Gulden, the girl who would walk over her mother in golf shoes, who scared students away from writing seminars, who started work on Monday after graduating from Harvard with honors on a Thursday, who loved the moments in the office when she would look out at the impenetrable black of the East River, starred with the reflected lights of Queens, with only the cleaning crew for company, and think of her various superiors out at dinner parties and restaurants and her various similars out at downtown clubs or cheap but authentic places in Chinatown and say to herself, 'I'm getting ahead.' That Ellen Gulden, the one her boss suspected of using the dying-mother ploy to get more money or a better job title, would have covered every inch of [this datebook] with the frantic scribble of unexamined ambition.

Elide said quietly, “Marion was my mother’s name. She died defending Aelin Galathynius from her assassin. My mother bought Aelin time to run—to get away so she could one day return to save us all. My uncle, Vernon, watched and smiled as my father, the Lord of Perranth, was executed outside our castle. Then he took my father’s title and lands and home. And for the next ten years, my uncle locked me in the highest tower of Perranth Castle, with only my nursemaid for company. When I broke my foot and ankle, he did not trust healers enough to let them treat it. He kept bars on the tower windows to keep me from killing myself, and shackled my ankles to keep me from running. I left for the first time in a decade when he shoved me into a prison wagon and dragged me down to Morath. There, he made me work as a servant—for the humiliation and terror he delights in. I planned and dreamed of escaping every day. And when the time came … I took my chance. I did not know about the ilken, had only heard rumors of fell things being bred in the mountains beyond the Keep. I have no lands, no money, no army to offer Aelin Galathynius. But I will find her—and help her in whatever way I can. If only to keep just one girl, just one, from ever enduring what I did.

The clever seek comfort, the wise seek peace. The clever seek pleasure, the wise seek contentment. The clever seek riches, the wise seek happiness. The clever seek laughter, the wise seek joy. The clever seek company, the wise seek comrades. The clever seek crowds, the wise seek friends. The clever seek approval, the wise seek respect. The clever seek fame, the wise seek reverence. The clever seek acquaintances, the wise seek allies. The clever seek accomplices, the wise seek helpers. The clever seek associates, the wise seek partners. The clever seek connections, the wise seek mentors. The clever seek accolades, the wise seek excellence. The clever seek recognition, the wise seek awards. The clever seek prominence, the wise seek followers. The clever seek leadership, the wise seek impact. The clever seek power, the wise seek influence. The clever seek titles, the wise seek respect. The clever seek fame, the wise seek dignity. The clever seek glory, the wise seek integrity. The clever seek wants, the wise seek needs. The clever seek luxury, the wise seek convenience. The clever seek enjoyment, the wise seek fulfillment. The clever seek entertainment, the wise seek rest. The clever seek style, the wise seek grace. The clever seek brains, the wise seek heart. The clever seek appearance, the wise seek etiquette. The clever seek beauty, the wise seek honesty. The clever seek opinions, the wise seek facts. The clever seek truth, the wise seek knowledge. The clever seek ideas, the wise seek wisdom. The clever seek adventure, the wise seek discovery. The clever seek questions, the wise seek answers. The clever seek problems, the wise seek solutions. The clever seek amusement, the wise seek books. The clever seek an education, the wise seek enlightenment.

C. S. Lewis called it the “inconsolable longing” for we know not what, or Sehnsucht, a German term based on the words das Sehnen (“the yearning”) and sucht (“an obsession or addiction”). Sehnsucht was the animating force of Lewis’s life and career. It was “that unnameable something, desire for which pierces us like a rapier at the smell of bonfire, the sound of wild ducks flying overhead, the title of The Well at the World’s End, the opening lines of ‘Kubla Khan,’ the morning cobwebs in late summer, or the noise of falling waves.” He’d felt it first as a young boy, when his brother brought him a toy garden in the form of an old biscuit tin filled with moss and flowers, and he was overcome by a joyous ache he couldn’t understand, though he would try for the rest of his life to put it into words, to find its source, to seek the company of kindred spirits who’d known the same wondrous “stabs of joy.

You’re either remarkable or invisible,” says Seth Godin in his 2002 bestseller, Purple Cow.1 As he elaborated in a Fast Company manifesto he published on the subject: “The world is full of boring stuff—brown cows—which is why so few people pay attention…. A purple cow… now that would stand out. Remarkable marketing is the art of building things worth noticing.”2 When Giles read Godin’s book, he had an epiphany: For his mission to build a sustainable career, it had to produce purple cows, the type of remarkable projects that compel people to spread the word. But this left him with a second question: In the world of computer programming, where does one launch remarkable projects? He found his second answer in a 2005 career guide with a quirky title: My Job Went to India: 52 Ways to Save Your Job.3 The book was written by Chad Fowler, a well-known Ruby programmer who also dabbles in career advice for software developers.

Edward Niedermeyer, who had written a critical book on Tesla titled Ludicrous, unleashed a thread of tweets. “Improvements to common driver assistance systems is moving the industry toward more radar, and even more novel modalities like LiDAR and thermal imaging,” he wrote. “Tesla, in a marked contrast, is moving backwards.” And Dan O’Dowd, a software security entrepreneur, took out a full-page ad in the New York Times calling Tesla’s self-driving system “the worst software ever sold by a Fortune 500 company

After Orson Welles terrified the nation with his Halloween 1938 War of the Worlds broadcast, his name became a household word. The immediate result was sponsorship for his theatrical air company, The Mercury Theater on the Air. Campbell Soups had been sponsoring the once-famed but fading variety hour Hollywood Hotel, which closed its doors in December 1938. The soup company immediately picked up Welles and his players, and the first Campbell Playhouse under that title was Daphne du Maurier’s Rebecca, introduced by newsman Edwin C. Hill. The

He had even written a poem about one, titled “OxyContin,” published in Annals of Internal Medicine: It might have been easier If OxyContin swallowed the mountains, and took The promises of tens of thousands of young lives Slowly, like ever-encroaching kudzu. Instead, It engulfed us, Gently as napalm Would a school-yard. Mama said As hard as it was to bury Papa after the top fell in the mine up Caney Creek, it was harder yet to find Sis that morning cold and blue, with a needle stuck up her arm. Top of her class, with nothing but promise ahead until hi-jacked by the torment of needle and spoon.

Some days it seems like every lowlife in town has Tail ’Em and Nail ’Em on their grease-stained Rolodex. A number of phone messages have piled up on the answering machine, breathers, telemarketers, even a few calls to do with tickets currently active. After some triage on the playback, Maxine returns an anxious call from a whistle-blower at a snack-food company over in Jersey which has been secretly negotiating with ex-employees of Krispy Kreme for the illegal purchase of top-secret temperature and humidity settings on the donut purveyor’s “proof box,” along with equally classified photos of the donut extruder, which however now seem to be Polaroids of auto parts taken years ago in Queens, Photoshopped and whimsically at that. “I’m beginning to think something’s funny about this deal,” her contact’s voice trembling a little, “maybe not even legit.” “Maybe, Trevor, because it’s a criminal act under Title 18?” “It’s an FBI sting operation!” Trevor screams. “Why would the FBI—” “Duh-uh? Krispy Kreme? On behalf of their brothers in law enforcement at all levels?” “All right. I’ll talk to them at the Bergen County DA, maybe they’ve heard something—” “Wait, wait, somebody’s coming, now they saw me, oh! maybe I better—” The line goes dead. Always happens.

However, before that I owned a gun store. We were a Title 7 SOT (Special Occupational Taxpayer), which means we worked with legal machine guns, suppressors, and pretty much everything except for explosives. We did law enforcement sales and worked with equipment that’s unavailable from most dealers, which meant lots of government inspections and compliance paperwork. I had to be exceedingly familiar with federal gun laws, and there are a multitude of those. I worked with many companies in the gun industry and still have friends and contacts at various manufacturers. When I hear people tell me the gun industry is unregulated, I have to resist the urge to laugh in their faces.

When I first became a manager, I had mixed feelings about training. Logically, training for high-tech companies made sense, but my personal experience with training programs at the companies where I had worked was underwhelming. The courses were taught by outside firms who didn’t really understand our business and were teaching things that weren’t relevant. Then I read chapter 16 of Andy Grove’s management classic, High Output Management, titled “Why Training Is the Boss’s Job,” and it changed my career. Grove wrote, “Most managers seem to feel that training employees is a job that should be left to others. I, on the other hand, strongly believe that the manager should do it himself.

Persuasion Alert Self-deprecating humor is an acceptable way to brag. Mentioning a moment of boneheadedness at my former company beats the far more obnoxious “I was a high-level manager at a publishing company that had twenty-three million customers the year I left.” The term du jour for this device: humblebrag. So I’m a lousy prognosticator of bestsellers. In retrospect, however, I can explain why the title was not such a bad idea after all. “South Beach” conjures an image of people—you—in bathing attire. It says vacation, one of the chief reasons people go on a diet. The Rodale editors stimulated an emotion by making readers picture a desirable and highly personal goal: you, in a bathing suit, looking great. So

With all this “Work for yourself! It’s better than whatever you’re doing now!” messaging out there, people often end up falling in love with the idea of working for themselves without understanding the actual day-to-day work required to be their own boss. Or as Austin Kleon cleverly puts it, “People want to be the noun without doing the verb.” They want the job title of founder or CEO, or a business card and a fancy website with a new logo, but they forget or overlook the daily rigors of running a business of their own. Having a brilliant idea or a passion to build a successful business is not enough. Ideas and dreams are nice, but they’re also cheap and meaningless if you don’t take action and do the work to make them happen.

I have a small mind, but big goals. I have a small heart, but big ambitions. I have a small soul, but big dreams. I have small eyes, but a big vision. I have small ears, but big understanding. I have small hands, but big reach. I have a small tongue, but a big opinion. I have a small nose, but a big sense. I have a small mouth, but a big lecture. I have a small message, but a big audience. I have a small title, but a big education. I have a small purse, but a big gift. I have a small lesson, but a big classroom. I have a small resume, but a big accomplishment. I have a small company, but a big project. I have a small budget, but a big profit. I have a small team, but a big success. I have a small reputation, but a big destiny.

Corvallis sometimes thought back on the day, three decades ago, when Richard Forthrast had reached down and plucked him out of his programming job at Corporation 9592 and given him a new position, reporting directly to Richard. Corvallis had asked the usual questions about job title and job description. Richard had answered, simply, “Weird stuff.” When this proved unsatisfactory to the company’s ISO-compliant HR department, Richard had been forced to go downstairs and expand upon it. In a memorable, extemporaneous work of performance art in the middle of the HR department’s open-plan workspace, he had explained that work of a routine, predictable nature could and should be embodied in computer programs. If that proved too difficult, it should be outsourced to humans far away. If it was somehow too sensitive or complicated for outsourcing, then “you people” (meaning the employees of the HR department) needed to slice it and dice it into tasks that could be summed up in job descriptions and advertised on the open employment market. Floating above all of that, however, in a realm that was out of the scope of “you people,” was “weird stuff.” It was important that the company have people to work on “weird stuff.” As a matter of fact it was more important than anything else. But trying to explain “weird stuff” to “you people” was like explaining blue to someone who had been blind since birth, and so there was no point in even trying. About then, he’d been interrupted by a spate of urgent text messages from one of the company’s novelists, who had run aground on some desolate narrative shore and needed moral support, and so the discussion had gone no further. Someone had intervened and written a sufficiently vague job description for Corvallis and made up a job title that would make it possible for him to get the level of compensation he was expecting. So it had all worked out fine. And it made for a fun story to tell on the increasingly rare occasions when people were reminiscing about Dodge back in the old days. But the story was inconclusive in the sense that Dodge had been interrupted before he could really get to the essence of what “weird stuff” actually was and why it was so important. As time went on, however, Corvallis understood that this very inconclusiveness was really a fitting and proper part of the story.

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

He was a big, rather clumsy man, with a substantial bay window that started in the middle of the chest. I should guess that he was less muscular than at first sight he looked. He had large staring blue eyes and a damp and pendulous lower lip. He didn't look in the least like an intellectual. Creative people of his abundant kind never do, of course, but all the talk of Rutherford looking like a farmer was unperceptive nonsense. His was really the kind of face and physique that often goes with great weight of character and gifts. It could easily have been the soma of a great writer. As he talked to his companions in the streets, his voice was three times as loud as any of theirs, and his accent was bizarre…. It was part of his nature that, stupendous as his work was, he should consider it 10 per cent more so. It was also part of his nature that, quite without acting, he should behave constantly as though he were 10 per cent larger than life. Worldly success? He loved every minute of it: flattery, titles, the company of the high official world...But there was that mysterious diffidence behind it all. He hated the faintest suspicion of being patronized, even when he was a world figure. Archbishop Lang was once tactless enough to suggest that he supposed a famous scientist had no time for reading. Rutherford immediately felt that he was being regarded as an ignorant roughneck. He produced a formidable list of his last month’s reading. Then, half innocently, half malevolently: "And what do you manage to read, your Grice?" I am afraid", said the Archbishop, somewhat out of his depth, "that a man in my position doesn't really have the leisure..." Ah yes, your Grice," said Rutherford in triumph, "it must be a dog's life! It must be a dog's life!

Markkula wrote his principles in a one-page paper titled “The Apple Marketing Philosophy” that stressed three points. The first was empathy, an intimate connection with the feelings of the customer: “We will truly understand their needs better than any other company.” The second was focus: “In order to do a good job of those things that we decide to do, we must eliminate all of the unimportant opportunities.” The third and equally important principle, awkwardly named, was impute. It emphasized that people form an opinion about a company or product based on the signals that it conveys. “People DO judge a book by its cover,” he wrote. “We may have the best product, the highest quality, the most useful software etc.; if we present them in a slipshod manner, they will be perceived as slipshod; if we present them in a creative, professional manner, we will impute the desired qualities.

The action of God’s grace precedes our consciousness of sin, so that we perceive the depth of our own participation in sin’s bondage simultaneously with the recognition of the unconditional love of Christ, which is perfect freedom. We recognize that love, moreover, not from the depths of the hell we were bent on creating for ourselves, but from the perspective of the heaven that God is preparing for us. In the victorious presence of the crucified and risen One, the whole company of the redeemed will throw off every bond and join in a celebration of mutual love and joy where no one will be a wallflower and everyone will be able to dance like Fred Astaire and Michael Jackson combined. Thus “Lord of the Dance” is truly an apt title for the risen Christ and for the kingdom of God: “The Great Dance . . . has begun from before always. . . . The dance which we dance is at the center and for the dance all things were made. Blessed be He!”10

This is your opportunity! The Zed, shine your eyes! They call it a big-big name, evaluation consulting, but it is not difficult. You undervalue the properties and make sure it looks as if you are following due process. You acquire the property, sell off half to pay your purchase price, and you are in business! You’ll register your own company. Next thing, you’ll build a house in Lekki and buy some cars and ask our hometown to give you some titles and your friends to put congratulatory messages in the newspapers for you and before you know, any bank you walk into, they will want to package a loan immediately and give it to you, because they think you no longer need the money! And after you register your own company, you must find a white man. Find one of your white friends in England. Tell everybody he is your General Manager. You will see how doors will open for you because you have an oyinbo General Manager. Even Chief has some white men that he brings in for show when he needs them. That is how Nigeria works. I’m telling you.

We’ve lost our way” is how another manifesto author, Andrew Hunt, put it in a 2015 essay titled “The Failure of Agile.” Hunt tells me the word agile has become “meaningless at best,” having been hijacked by “scads of vocal agile zealots” who had no idea what they were talking about. Agile has split into various camps and methodologies, with names like Large-Scale Scrum (LeSS) and Disciplined Agile Delivery (DAD). The worst flavor, Hunt tells me, is Scaled Agile Framework, or SAFe, which he and some other original manifesto authors jokingly call Shitty Agile for Enterprise. “It’s a disaster,” Hunt tells me. “I have a few consultant friends who are making big bucks cleaning up failed SAFe implementations.” SAFe is the hellspawn brainchild of a company called Scaled Agile Inc., a bunch of mad scientists whose approach consists of a nightmare world of rules and charts and configurations. SAFe itself comes in multiple configurations, which you can find on the Scaled Agile website. Each one is an abomination of corporate complexity and Rube Goldberg-esque interdependencies.

Nesta scanned the shelves while we walked, and I read the titles- a bit more slowly, still needing a little time to process what was instinct for my sister. 'I didn't know you couldn't really read,' Nesta said as she paused before a nondescript section, noticing the way I silently sounded out the words of a title. 'I didn't know where you were in your lessons- when it all happened. I assumed you could read as easily as us.' 'Well, I couldn't.' 'Why didn't you ask us to teach you?' I trailed a finger over the neat row of spines. 'Because I doubted you would agree to help.' Nesta stiffened like I'd hit her, coldness blooming in those eyes. She tugged a book from a shelf. 'Amren said Rhysand taught you to read.' My cheeks heated. 'He did.' And there, deep beneath the world, with only darkness for company, I asked, 'Why do you push everyone away but Elain?' Why have you always pushed me away? Some emotion guttered in her eyes. Her throat bobbed. Nesta shut her eyes for a moment, breathing in sharply. 'Because-' The words stopped. I felt it at the same moment she did. The ripple and tremor. Like... like some piece of the world shifted, like some off-kilter chord had been plucked.

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

In the wake of the Cognitive Revolution, gossip helped Homo sapiens to form larger and more stable bands. But even gossip has its limits. Sociological research has shown that the maximum ‘natural’ size of a group bonded by gossip is about 150 individuals. Most people can neither intimately know, nor gossip effectively about, more than 150 human beings. Even today, a critical threshold in human organisations falls somewhere around this magic number. Below this threshold, communities, businesses, social networks and military units can maintain themselves based mainly on intimate acquaintance and rumour-mongering. There is no need for formal ranks, titles and law books to keep order. 3A platoon of thirty soldiers or even a company of a hundred soldiers can function well on the basis of intimate relations, with a minimum of formal discipline. A well-respected sergeant can become ‘king of the company’ and exercise authority even over commissioned officers. A small family business can survive and flourish without a board of directors, a CEO or an accounting department. But once the threshold of 150 individuals is crossed, things can no longer work that way. You cannot run a division with thousands of soldiers the same way you run a platoon. Successful family businesses usually face a crisis when they grow larger and hire more personnel. If they cannot reinvent themselves, they go bust. How did Homo sapiens manage to cross this critical threshold, eventually founding cities comprising tens of thousands of inhabitants and empires ruling hundreds of millions? The secret was probably the appearance of fiction. Large numbers of strangers can cooperate successfully by believing in common myths. Any large-scale human cooperation – whether a modern state, a medieval church, an ancient city or an archaic tribe – is rooted in common myths that exist only in people’s collective imagination. Churches are rooted in common religious myths. Two Catholics who have never met can nevertheless go together on crusade or pool funds to build a hospital because they both believe that God was incarnated in human flesh and allowed Himself to be crucified to redeem our sins. States are rooted in common national myths. Two Serbs who have never met might risk their lives to save one another because both believe in the existence of the Serbian nation, the Serbian homeland and the Serbian flag. Judicial systems are rooted in common legal myths. Two lawyers who have never met can nevertheless combine efforts to defend a complete stranger because they both believe in the existence of laws, justice, human rights – and the money paid out in fees.

Indeed, equal amounts of research support both assertions: that mentorship works and that it doesn’t. Mentoring programs break down in the workplace so often that scholarly research contradicts itself about the value of mentoring at all, and prompts Harvard Business Review articles with titles such as “Why Mentoring Doesn’t Work.” The mentorship slip is illustrated well by family businesses: 70 percent of them fail when passed to the second generation. A business-owner parent is in a perfect spot to mentor his or her child to run a company. And yet, sometime between mentorship and the business handoff, something critical doesn’t stick. One of the most tantalizing ideas about training with a master is that the master can help her protégé skip several steps up the ladder. Sometimes this ends up producing Aristotle. But sometimes it produces Icarus, to whom his father and master craftsman Daedalus of Greek mythology gave wings; Icarus then flew too high too fast and died. Jimmy Fallon’s mentor, one of the best-connected managers Jimmy could have for his SNL dream, served him up on a platter to SNL auditions in a fraction of the expected time it should take a new comedian to get there. But Jimmy didn’t cut it—yet. There was still one more ingredient, the one that makes the difference between rapid-rising protégés who soar and those who melt their wings and crash. III.

Here are four more strategies to help you stack the deck in your favor when seeking a raise or a promotion: ✓ DO YOUR RESEARCH: Understand your market value and, more important, your value to the company. Be prepared to explain, candidly and concretely, what you feel you’re doing that you’re not being compensated for. Have confidence in your own worth. ✓ ASK TO BE PAID FOR THE JOB YOU’RE ACTUALLY DOING: If your responsibilities have increased but you haven’t been recognized since, say, you’ve taken over for the manager who left several months earlier, approach your new boss and say, “I’ve been effectively doing this person’s job since she departed and I’d like to formally assume her position.” Have a conversation. Express that you feel confident you can grow in this role and create value for the organization. ✓ PROVE YOUR WORTH: To earn an increase in salary, you need to be increasing your responsibilities and performing at a higher level than when you were hired. ✓ DON’T NEGOTIATE IF YOUR BOSS SAYS NO: Typically no means no when it comes to this type of discussion. If your boss says no, you have two choices: you either accept the rationale, think about it, and grow based on the feedback, or you leave. This is a good time to be reflective. Ask why you haven’t earned the increase. You may not walk away with a new title or more money, but hopefully you’ll learn something that will help you correct your course moving forward.

Along the way to Seattle, he wrote his business plan. He identified several reasons why the book category was underserved and well suited to online commerce. He outlined how he could create a new and compelling experience for book-buying customers. To begin with, books were relatively lightweight and came in fairly uniform sizes, meaning they would be easy and inexpensive to warehouse, pack, and ship. Second, while more than 100 million books had been written and more than a million titles were in print in 1994, even a Barnes & Noble mega-bookstore could stock only tens of thousands of titles. An online bookstore, on the other hand, could offer not just the books that could fit in a brick-and-mortar store but any book in print. Third, there were two large book-distribution companies, Ingram and Baker & Taylor, that acted as intermediaries between publishers and retailers and maintained huge inventories in vast warehouses. They kept detailed electronic catalogs of books in print to make it easy for bookstores and libraries to order from them. Jeff realized that he could combine the infrastructure that Ingram and Baker & Taylor had created—warehouses full of books ready to be shipped, plus an electronic catalog of those books—with the growing infrastructure of the Web, making it possible for consumers to find and buy any book in print and get it shipped directly to their homes. Finally, the site could use technology to analyze the behavior of customers and create a unique, personalized experience for each one of them.

I’m sure I’ve never heard of this one. You?” Eve shook her head. “I’m not much of a follower of the bard.” Shrugging, Rose settled back in her seat and waited. This was either going to be very good or very bad. It ended up being the latter. The play seemed disjointed, although the blame for that couldn’t be put totally on Lord Battenfield. His acting abilities were next to nonexistent, but he made up for it in sheer drama. Rose recognized some of his lordships “company” as various children of titled families. They seemed to be having a good time. But the play! In this case the play was not the thing. Neither it nor the people acting it out could seem to decide if it was a tragedy or a comedy and so the audience never knew whether or not they should laugh. Rose was amongst them. Timon began the play as a posturing, wealthy character like many modern aristos, caring about nothing but money. Lord Battenfield played this with a naïve bravado that made it highly amusing. But then Timon lost his fortune and none of his former friends would help him. This should have been a serious moment in the production, but it wasn’t. Finally, when Timon realizes the servant Flavius is his only friend and then seems to commit suicide in the wilderness, what could have been a poignant commentary on society became a joke when Lord Battenfield’s death scene revealed that he was completely naked beneath the toga. It was just a glimpse, but Rose was certain she would be scarred for life. She and Eve were trying to control their giggles when the curtains fell.

When the dress for Irex’s dinner party arrived wrapped in muslin and tied with twine, it was Arin who brought the package to Kestrel. She hadn’t seen him since the first green storm. She didn’t like to think about that day. It was her grief, she decided, that she didn’t want to remember. She was learning to live around it. She had returned to her music, and let that outings and lessons flow around the fact of Enai’s death, smoothing its jagged edges. She spent little time at the villa. She sent no invitations to Arin for Bite and Sting. If she went into society, she chose other escorts. When Arin stepped into her sitting room that was really a writing room, Kestrel set her book next to her on the divan and turned its spine so that he wouldn’t see the title. “Hmm,” Arin said, turning the packaged dress over in his hands. “What could this be?” “I am sure you know.” He pressed it between his fingers. “A very soft kind of weapon, I think.” “Why are you delivering my dress?” “I saw Lirah with it. I asked if I could bring it to you.” “And she let you, of course.” He lifted his brows at her tone. “She was busy. I thought she would be glad for one less thing to do.” “That was kind of you then,” Kestrel said, though she heard her voice indicate otherwise and was annoyed with herself. Slowly, he said, “What do you mean?” “I mean nothing.” “You asked me to be honest with you. Do you think I have been?” She remembered his harsh words during the storm. “Yes.” “Can I not ask the same thing of you?” The answer was no, no slave could ask anything of her. The answer was no, if he wanted her secret thoughts he could try to win them at Bite and Sting. But Kestrel swallowed a sudden flare of nervousness and admitted to herself that she valued his honesty--and her own, when she was around him. There was nothing wrong with speaking the truth. “I think that you are not fair to Lirah.” His brows drew together. “I don’t understand.” “It’s not fair for you to encourage Lirah when your heart is elsewhere.” He inhaled sharply. Kestrel thought that he might tell her it was no business of hers, for it was not, but then she saw that he wasn’t offended, only taken aback. He pulled up a chair in that possessive, natural way of his and sank into it, dropping the dress onto his knees. He studied her. She willed herself not to look away. “I hadn’t thought of Lirah like that.” Arin shook his head. “I’m not thinking clearly at all. I need to be more careful.” Kestrel supposed that she should feel reassured. Arin set the package on the divan where she sat. “A new dress means an event on the horizon.” “Yes, a dinner party. Lord Irex is hosting.” He frowned. “And you’re going?” She shrugged. “Do you need an escort?” Kestrel intended to say no, but became distracted by the determined set to Arin’s mouth. He looked almost…protective. She was surprised that he should look that way. She was confused, and perhaps this made her say, “To be honest, I would be glad for your company.” His eyes held hers. Then his gaze fell to the book by Kestrel’s side. Before she could stop him, he took it with a nimble hand and read the title. It was a Valorian history of its empire and wars. Arin’s face changed. He returned the book and left.

The overwhelming favorites to dominate the race to become the so-called Information Superhighway were competing proprietary technologies from industry powerhouses such as Oracle and Microsoft. Their stories captured the imagination of the business press. This was not so illogical, since most companies didn’t even run TCP/IP (the software foundation for the Internet)—they ran proprietary networking protocols such as AppleTalk, NetBIOS, and SNA. As late as November 1995, Bill Gates wrote a book titled The Road Ahead, in which he predicted that the Information Superhighway—a network connecting all businesses and consumers in a world of frictionless commerce—would be the logical successor to the Internet and would rule the future. Gates later went back and changed references from the Information Superhighway to the Internet, but that was not his original vision. The implications of this proprietary vision were not good for business or for consumers. In the minds of visionaries like Bill Gates and Larry Ellison, the corporations that owned the Information Superhighway would tax every transaction by charging a “vigorish,” as Microsoft’s then–chief technology officer, Nathan Myhrvold, referred to it. It’s difficult to overstate the momentum that the proprietary Information Superhighway carried. After Mosaic, even Marc and his cofounder, Jim Clark, originally planned a business for video distribution to run on top of the proprietary Information Superhighway, not the Internet. It wasn’t until deep into the planning process that they decided that by improving the browser to make it secure, more functional, and easier to use, they could make the Internet the network of the future. And that became the mission of Netscape—a mission that they would gloriously accomplish.

The Jewel in Her Crown, which showed the old Queen (whose image the children now no doubt confused with the person of Miss Crane) surrounded by representative figures of her Indian Empire: princes, landowners, merchants, moneylenders, sepoys, farmers, servants, children, mothers, and remarkably clean and tidy beggars. The Queen was sitting on a golden throne, under a crimson canopy, attended by her temporal and spiritual aides: soldiers, statesmen and clergy. The canopied throne was apparently in the open air because there were palm trees and a sky showing a radiant sun bursting out of bulgy clouds such as, in India, heralded the wet monsoon. Above the clouds flew the prayerful figures of the angels who were the benevolent spectators of the scene below. Among the statesmen who stood behind the throne one was painted in the likeness of Mr. Disraeli holding up a parchment map of India to which he pointed with obvious pride but tactful humility. An Indian prince, attended by native servants, was approaching the throne bearing a velvet cushion on which he offered a large and sparkling gem. The children in the school thought that this gem was the jewel referred to in the title. Miss Crane had been bound to explain that the gem was simply representative of tribute, and that the jewel of the title was India herself, which had been transferred from the rule of the British East India Company to the rule of the British Crown in 1858, the year after the Mutiny when the sepoys in the service of the Company (that first set foot in India in the seventeenth century) had risen in rebellion, and attempts had been made to declare an old Moghul prince king in Delhi, and that the picture had been painted after 1877, the year in which Victoria was persuaded by Mr. Disraeli to adopt the title Empress of India.

I WANT TO end this list by talking a little more about the founding of Pixar University and Elyse Klaidman’s mind-expanding drawing classes in particular. Those first classes were such a success—of the 120 people who worked at Pixar then, 100 enrolled—that we gradually began expanding P.U.’s curriculum. Sculpting, painting, acting, meditation, belly dancing, live-action filmmaking, computer programming, design and color theory, ballet—over the years, we have offered free classes in all of them. This meant spending not only the time to find the best outside teachers but also the real cost of freeing people up during their workday to take the classes. So what exactly was Pixar getting out of all of this? It wasn’t that the class material directly enhanced our employees’ job performance. Instead, there was something about an apprentice lighting technician sitting alongside an experienced animator, who in turn was sitting next to someone who worked in legal or accounting or security—that proved immensely valuable. In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived. Simply by providing an excuse for us all to toil side by side, humbled by the challenge of sketching a self-portrait or writing computer code or taming a lump of clay, P.U. changed the culture for the better. It taught everyone at Pixar, no matter their title, to respect the work that their colleagues did. And it made us all beginners again. Creativity involves missteps and imperfections. I wanted our people to get comfortable with that idea—that both the organization and its members should be willing, at times, to operate on the edge. I can understand that the leaders of many companies might wonder whether or not such classes would truly be useful, worth the expense. And I’ll admit that these social interactions I describe were an unexpected benefit. But the purpose of P.U. was never to turn programmers into artists or artists into belly dancers. Instead, it was to send a signal about how important it is for every one of us to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before. That’s what P.U. lets our people do, and I believe it makes us stronger.

Mir Qasim’s second Christian commander was Khoja Gregory, an Isfahani Armenian to whom Mir Qasim gave the title Gurghin Khan, or the Wolf. Ghulam Hussain Khan met him and thought him a remarkable man: ‘above ordinary size, strongly built, with a very fair complexion, an aquiline nose and large black eyes, full of fire’.69 The job of both men was to train up Mir Qasim’s forces so that they could equal those of the Company. They also started armaments factories to provide their master with high-quality modern muskets and cannon.

that doesn’t take away from how profound it was. In fact, not only do those five simple words mark a major turning point in the sale but they also mark the point where you’re going to begin your next pattern. You’re going to say, in a sympathetic tone: “Now, that I can understand. You don’t know me, and I don’t have the luxury of a track record; so let me take a moment to reintroduce myself. “My name is [your first and last name], and I’m a [your title] at [the name of your company], and I’ve been there for [actual number] years, and I pride myself on …” And now you’re going to tell your prospect a little bit about yourself—citing any degrees you have, any licenses you have, any special talents you have, any awards you’ve won, what your goals are at the company, what you stand for as a person in terms of ethics and integrity and customer service, and how you can be an asset to him and his family over the long term.

Being terminated for any of the items listed below may constitute wrongful termination: Discrimination: The employer cannot terminate employment because the employee is a certain race, nationality, religion, sex, age, or (in some jurisdictions) sexual orientation. Retaliation: An employer cannot fire an employee because the employee filed a claim of discrimination or is participating in an investigation for discrimination. In the US, this "retaliation" is forbidden under civil rights law. Reporting a Violation of Law to Government Authorities: also known as a whistleblower law, an employee who falls under whistleblower protections may not lawfully be fired for reporting an employer's legal violation or for similar activity that is protected by the law. Employee's refusal to commit an illegal act: An employer is not permitted to fire an employee because the employee refuses to commit an act that is illegal. Employer is not following the company's own termination procedures: In some cases, an employee handbook or company policy outlines a procedure that must be followed before an employee is terminated. If the employer fires an employee without following this procedure, depending upon the laws of the jurisdiction in which the termination occurs, the employee may have a claim for wrongful termination. … In the United States, termination of employment is not legal if it is based on your membership in a group protected from discrimination by law. It is unlawful for an employer to terminate an employee based upon factors including employee's race, religion, national origin, sex, disability, medical condition, pregnancy, or age (over 40), pursuant to U.S. federal laws such as Title VII of the Civil Rights Act of 1964, the Americans with Disabilities Act of 1990 and the Age Discrimination in Employment Act of 1967. … Many laws also prohibit termination, even of at-will employees. For example, whistleblower laws may protect an employee who reports a legal or safety violation by the employer to an appropriate oversight agency. Most states prohibit employers from firing employees in retaliation for filing a workers' compensation claim, or making a wage complaint over unpaid wages. [firing someone for political affiliation or activism away from work is not on the list]

But Kindle had not started out that way. In the early stages of its development—before we got started on the press release approach and when we were still using PowerPoint and Excel—we had not described a device that could do all these things from the customer perspective. We had focused on the technology challenges, business constraints, sales and financial projections, and marketing opportunities. We were working forward, trying to invent a product that would be good for Amazon, the company, not the customer. When we wrote a Kindle press release and started working backwards, everything changed. We focused instead on what would be great for customers. An excellent screen for a great reading experience. An ordering process that would make buying and downloading books easy. A huge selection of titles. Low prices. We would never have had the breakthroughs necessary to achieve that customer experience were it not for the press release process, which forced the team to invent multiple solutions to customer problems.

Section 13-2921 - Harassment; classification; definition A. A person commits harassment if, with intent to harass or with knowledge that the person is harassing another person, the person: 1. Anonymously or otherwise contacts, communicates or causes a communication with another person by verbal, electronic, mechanical, telegraphic, telephonic or written means in a manner that harasses. 2. Continues to follow another person in or about a public place for no legitimate purpose after being asked to desist. 3. Repeatedly commits an act or acts that harass another person. 4. Surveils or causes another person to surveil a person for no legitimate purpose. 5. On more than one occasion makes a false report to a law enforcement, credit or social service agency. 6. Interferes with the delivery of any public or regulated utility to a person. B. A person commits harassment against a public officer or employee if the person, with intent to harass, files a nonconsensual lien against any public officer or employee that is not accompanied by an order or a judgment from a court of competent jurisdiction authorizing the filing of the lien or is not issued by a governmental entity or political subdivision or agency pursuant to its statutory authority, a validly licensed utility or water delivery company, a mechanics' lien claimant or an entity created under covenants, conditions, restrictions or declarations affecting real property. C. Harassment under subsection A is a class 1 misdemeanor. Harassment under subsection B is a class 5 felony. D. This section does not apply to an otherwise lawful demonstration, assembly or picketing. E. For the purposes of this section, "harassment" means conduct that is directed at a specific person and that would cause a reasonable person to be seriously alarmed, annoyed or harassed and the conduct in fact seriously alarms, annoys or harasses the person. A.R.S. § 13-2921 Section 13-2921.01 - Aggravated harassment; classification; definition A. A person commits aggravated harassment if the person commits harassment as provided in section 13-2921 and any of the following applies: 1. A court has issued an order of protection or an injunction against harassment against the person and in favor of the victim of harassment and the order or injunction has been served and is still valid. 2. The person has previously been convicted of an offense included in section 13-3601. B. The victim of any previous offense shall be the same as in the present offense. C. A person who violates subsection A, paragraph 1 of this section is guilty of a class 6 felony. A person who commits a second or subsequent violation of subsection A, paragraph 1 of this section is guilty of a class 5 felony. A person who violates subsection A, paragraph 2 of this section is guilty of a class 5 felony. D. For the purposes of this section, "convicted" means a person who was convicted of an offense included in section 13-3601 or who was adjudicated delinquent for conduct that would constitute a historical prior felony conviction if the juvenile had been tried as an adult for an offense included in section 13-3601. A.R.S. § 13-2921.01

Umar Farooq Zahoor, well-established and smart Norwegian businessmen born into a warm Pakistani family in 1975 has made his name among the world’s best business tycoons. With all his experiences of success, he has managed to become the name behind several successfully established companies today. Sheikh Umar Farooq Zahoor stepped into this world of business when he was just 18 years of age and has never looked back. He has received the honorable title of a philanthropist because of his numerous contributions and support from different parts of the society. His craving for success made him famous in every field where he stepped in and is a smart business investor is now one of the well-settled businessmen in Dubai, U.A.E. Over the years he has been successfully running several companies in multiple industries.

This is also a great tactic if negotiations ever stall—revisit the things both parties agree upon and remind the seller of more of those things that may not have been discussed for a while. For example, if things have come to a standstill in the negotiation, you might say: Investor: “I know we haven’t yet agreed on price, but I think we’re pretty close here. Remember, we’re happy to take the house as-is— you don’t have to clean out the basement or the garage. And our title company is happy to come here to your house to sign all the paperwork, just to make everything more convenient. My offer of $90,000 really is my top number, but I want you to be confident you are getting a great deal, so I’ll give up some of my profit and go to $91,500. Can we close on that?

Early on in our careers, we may be able to make these sacrifices more easily. We can drop out of a prestigious college to start our own company. Or we can tolerate being looked over once in a while. Once we’ve “made it,“ the tendency is to switch to the mind-set of “getting what’s mine.” Now, all of a sudden awards and recognition matter—even though they weren’t what got us here. We need that money, that title, that media attention—not for the team or the cause, but for ourselves. Because we’ve earned it.

In 2013, Dropbox CEO Drew Houston and his top team used their powers over all employees of this file-sharing company to cancel hundreds of time-sucking meetings. Employees were wasting so much time in meetings that they kept missing crucial deadlines, especially shipping dates. Drew’s team decided to help Dropbox employees avoid heaping unnecessary meetings on themselves. Dropbox IT folks removed nearly all standing meetings from employees’ calendars and made it impossible for them to add new meetings to their calendars for two weeks. Employees were notified via an email titled “Armeetingeddon has landed.” After explaining why their calendars were “a bit light,” the email asked, “Ahhh, doesn’t it feel fantastic?

Titles are arbitrary social constructs that only make sense in the context they’re given. Titles don’t translate across companies meaningfully, and they’re a deeply flawed way to judge yourself or others. Don’t let them become your goal.

Come away at once, or I shall abandon you in this house in the company of the most insufferable man you have ever encountered!” “Forgive me for asking, but was I not a candidate for that title not half an hour ago?

once worked with a transit company whose sole purpose was moving things from here to there, but they understood their work as being about helping customers keep their promises. Noble. I’ve also worked with title companies who, on the surface, may appear to be the soulless i-dotters and t-crossers of the mortgage and home-buying process. But as they understood it, their work is what makes the American dream possible and allows people to confidently call a home their own. Noble. In business, there is always more than meets the eye, something bigger at play. Telling the story of that something can transform business entirely.

The narrative of success is a lie, and yet it's us, the workers, who are weighed down by the company's actions. We are the ones who define ourselves by where we work, our job title, how much we make, and what we do forty-plus hours a week. And now we are the ones that must pay the price for this attachment.

As we saw in the introduction, the evangelists of big data and other human information technologies (whether corporate, scientific, or governmental) are fond of suggesting that “data is the new oil.”9 This is a conscious choice of words to frame the debates over our human information policy in ways that benefit the companies, scientists, and governments who would collect it. It was popularized by a cover story in the Economist magazine in 2017 titled “The World’s Most Valuable Resource Is No Longer Oil, but Data.”10 Data is the new oil, the analogy goes, because the industrial age’s cars, trucks, planes, ships, and power plants were fueled by oil, but the electronic engines of the information age will be fueled by human data.

Switching over Entire Networks Part of why cherry picking can be dangerous for the incumbent is that the upstart networks can reach over and directly acquire an entire set of users who have been conveniently aggregated on your network. It’s just software, after all, and users can spread competitors within an incumbent’s network by using all the convenient communication and social tools. Airbnb is again an example of this. The company not only unbundled Craigslist and turned the shared rooms idea into an entire product, but they actually used Craiglist users to advertise Airbnb to other users. How? Early on, Airbnb added functionality so that when a host was done setting up their listing, they could publish it to Craigslist, with photos, details, and an “Interested? Got a question? Contact me here” link that drove Craigslist users back to Airbnb. These features were accomplished not by using APIs provided by Craigslist, but by reverse-engineering the platform and creating a bot to do it automatically—clever! I first wrote about this in 2012 on my blog, in a post titled “Growth Hacker is the new VP Marketing” with this example in mind. By the time Craigslist decided it didn’t like this functionality and disabled it, months had passed and Airbnb had formed its atomic network. The same thing happened in the early days of social networks, when Facebook, LinkedIn, Skype, and others grew on the back of email contacts importing from Hotmail, Yahoo Mail, and other mail clients. They used libraries like Octazen—later acquired by Facebook—to scrape contacts, helping the social networks grow and connect their users. At the time, these new social networks didn’t look like direct threats to email. They were operating within niche parts of messaging overall, focused on college and professional networks. It took several years for the email providers to shut down access after recognizing their importance. When an incumbent has its network cherry-picked, it’s extra painful along two dimensions: First, any network that is lost is unlikely to be regained, as anti-network effects kick back in. And second, the decline in market share hits doubly hard, which has implications for being able to raise money.

They ultimately agreed to the SEC’s new terms: Musk could keep his role as CEO but he was to give up his title of chairman for three years rather than two, as originally proposed. Musk personally would have to pay a $20 million fine, $10 million more than in the first deal. Tesla would have to pay a $20 million fine and agree to placing two new directors on its board. The company would also have to put in place a plan to monitor Musk’s public comments. He wouldn’t be allowed to tweet material information without prior approval. No more “funding secured” messages without a lawyer looking at it first.

This explains why, compared with European and Asian companies, American businesses tend to have more: •​Organizational charts (showing on paper who works for whom) •​Titles (describing exactly who is at what level) •​Written objectives (explaining who is responsible for accomplishing what) •​Performance appraisals (stating in writing how each person is doing) By contrast, many high-context cultures—particularly those of Asia and Africa—have a strong oral tradition in which written documentation is considered less necessary. The tendency to put everything in writing, which is a mark of professionalism and transparency in a low-context culture, may suggest to high-context colleagues that you don’t trust them to follow through

But Alfonso actually set out in his Siete Partidas the education which should be given to a prince, and to a princess. Interestingly, he considered that a princess should have the same tutors as a prince, thereby indicating that he considered that they should be as highly educated as their brothers. One can therefore (save as regards martial training) regard the rules for princes as being equally applicable to the princesses, and hence to Eleanor’s experience of education. Generally Alfonso’s list of the training which a prince should have, in Title VII of Part II of the Siete Partidas, may be likened to that to be expected of a well-behaved Victorian child. There is an extensive litany of behaviour and deportment issues. Those raising the children should pay careful attention to their rearing – the children should be very pure and refined in all their actions and kept in the company of pure and refined people only. Their tutors (of good family and judgment) should teach them to be elegant and clean and to eat tidily. They should be taught to speak properly and politely. They should not speak loudly, or in a very low tone, and they should not speak either very rapidly or very slowly. They should speak with no gesticulation and should use neither too many nor too few words. They should not listen with mouths open, and should walk gracefully, without dragging their feet or raising them too high. (It is interesting to see how universal are such preoccupations on the part of parents, even at a gap of several hundred years.) As for formal education, children should be taught to read and write, how to learn to know men and how to talk to those of all stations in life.31 For princesses there are special injunctions, doubtless to be attended to while their brothers gained proficiency in arms. They should be brought up with much greater supervision, to ensure they formed good habits as they would have a greater part in raising children in due course. ‘The most important thing in the world … is that for the sake of loyalty they should respect themselves and their husbands and consider carefully everything else which they have to do in order that they may have good habits and offer a good example to others.’ Interestingly, their supervisors ‘should especially prevent them from yielding to anger for … it is the one thing in the world which most quickly induces women to commit sin’.

Whatever the reason, the existence of some persistent investment factors is today accepted by almost every (if not all) financial economist and investor. In an ingenious bit of marketing, factors are often called “smart beta.” Sharpe himself grew to hate the term, as it implies that all other forms of beta are dumb.10 Most financial academics prefer the term “risk premia,” to more accurately reflect the fact that they think these factors primarily yield an investment premium from taking some kind of risk—even if they cannot always agree what the precise risk is. An important milestone was when Fama and his frequent collaborator Ken French—another Chicago finance professor who would later also join DFA—in 1992 published a paper with the oblique title “The Cross-Section of Expected Stock Returns.”11 It was a bombshell. In what would become known as the three-factor model, Fama and French used data on companies listed on the NYSE, the American Stock Exchange, and the Nasdaq from 1963 to 1990 and showed that both value (the tendency of cheap stocks to outperform expensive ones) and size (the tendency of smaller stocks to outperform bigger ones) were distinct factors from the broader market factor—the beta. Although Fama and French’s paper termed these factors as rewards for taking extra risks, coming from the father of the efficient-markets hypothesis, it was a signal event in the history of financial economics.12 Since then academics have identified a panoply of factors, with varying degrees of durability, strength, and acceptance. Of course, factors do not always work. They can go through long fallow stretches where they underperform the market. Value stocks, for example, suffered a miserable bout of performance in the dotcom bubble, when investors wanted to buy only trendy technology stocks. And to DFA’s chagrin, after small caps enjoyed a robust year in DFA’s first year of existence, they would then undergo a long, painful seven-year period of trailing dramatically behind the S&P 500.13 DFA managed to keep growing, losing very few clients, partly because it had always stressed to them that stretches like this could happen. But it was an uncomfortable period that led to many awkward conversations with clients.

FOB origin is stipulated when the order is placed, and the buyer selects the transport company and pays the freight company, owns the title, and files the claims for bad or damaged goods. If FOB destination is stipulated, the buyer pays the freight charges, but the supplier owns the title and files any claims.

Companies that get it wrong are those that build departments with ‘innovation’ in their titles. We need to have everyone in the business innovating.

With this act Virginia became a royal colony and continued as such until the American Revolution made it free and independent. From the point of view of the people in the Colony, the change from Company to Crown was almost painless although there was concern over land titles and a continuance of the Assembly.

For additional examples, read the Harvard Business Review article titled “Building Your Company’s Vision,” by James C. Collins and Jerry I. Porras. You’ll notice that all the Values listed are phrases, not single words.

Leadership Leadership has a lot more to it than simply telling people what to do, keeping track of efforts, penalizing those who are late or who disrupt, and hiring / firing. Great leaders are also great workers with a level of competence and confidence learned on the job that others accept and are willing to follow. These leaders are good at working with themselves, they have developed discipline, an ability to delay gratification, curiosity as to why people think or do things the way they do, and are open minded and accepting of change. Just look at any sports team, military unit or successful company and you will read or hear about all the leaders that make up the company. Most frequently these leaders are not the ones with a title, but the ones who make the place run through their efforts, focus, determination and ability to overcome obstacles. It is from these ranks that titles are granted and rewards given. These people have proven that they can lead by example, are able to shoulder the load and have what it takes to lead others, helping them grow just as they were helped on their way. My book entitled YOU Working With YOU is all about you, helping you to become the leader that you are capable of becoming. Just showing up to work might keep you employed, stepping up and leading by example is what others will notice and align with.

Have we waltzed before, my lady?” “You have not had that pleasure since I put my hair up. The last time was at a Christmas gathering at Morelands. You were on leave with Bart and Devlin.” The music began, and as they moved off, Deene cast his memory back. He’d danced with several of the Windham sisters, even Maggie, who had been accounted the family recluse until she’d married Hazelton. He had danced with Eve on the last leave Lord Bart had taken before his death. When Deene glanced down at his partner, he saw a shadow of that recollection in her eyes, which would not do. He pulled her a trifle closer on the next turn. “Deene.” She made his title, just five letters, sound like an entire sermon on impropriety. “If you’re going to rescue me, you have to do a proper job of it.” He aimed a smile at her, pleased to see the shadows had fled from her eyes. “If I’m not seen to flirt with you, the Lady Staineses of the world will think I am still quite at large, maritally speaking.” “You are at large, maritally speaking. Just because I appropriated your company for one dance doesn’t mean I’ll be your decoy indefinitely.” “Decoy.” He considered the notion. “The idea has a great deal of merit. And you’re bound to me for supper as well, you know.” He saw by her slight grimace that she hadn’t intended this result. Her generosity had been spontaneous, then, which meant she hadn’t watched him being hounded and chased and harried the livelong evening. “A waltz and supper.” She paused while they twirled through another turn, and this time Deene pulled her a shade closer still then let her ease away. “Lucas Denning, behave, or I shall put it about you have a fondness for leeks.” He

There are only a limited number of sporadic groups, and one of them does indeed have the geometric interpretion with the highest number of dimensions. It's the Monster Group, and the shape it corresponds to can exist only in 196,883 dimensions. This boggles my mind. As you travel up past hundreds of thousands of dimensions, with only a few predictable infinite families of shapes to keep you company, suddenly, out of the blurred monotony, a shape flashes into existence for a single dimensional space. It wasn't there in 196,882D and has gone again by 196,884D. In that one tiny window, a shape beyond any human comprehension exists. It is a real mathematical object, as much as a triangle or a cube. The title of Griess's 1982 paper gives the Monster its other, more affectionate name: the Friendly Giant. We will never be able to picture the Friendly Giant, but we know it exists.

Some of the same forces have come to bear in the business world, where many companies in thriving talent-dependent industries embraced a new workplace ethos in which hierarchies were softened and office floor plans were reengineered to break down the walls that once kept management and talent separated. One emerging school of thought, popular among technology companies in Silicon Valley, is that organizations should adopt “flat” structures, in which management layers are thin or even nonexistent. Star employees are more productive, the theory goes, and more likely to stay, when they are given autonomy and offered a voice in decision-making. Some start-ups have done away with job titles entirely, organizing workers into leaderless “self-managing teams” that report directly to top executives. Proponents of flatness say it increases the speed of the feedback loop between the people at the top of the pyramid and the people who do the frontline work, allowing for a faster, more agile culture of continuous improvement. Whether that’s true or not, it has certainly cleared the way for top executives to communicate directly with star employees without having to muddle through an extra layer of management. As I watched all this happen, I started to wonder if I was really writing a eulogy. Just as I was building a case for the crucial value of quiet, unglamorous, team-oriented, workmanlike captains who inhabit the middle strata of a team, most of the world’s richest sports organizations, and even some of its most forward-thinking companies, seemed to be sprinting headlong in the opposite direction.

Caitlin Ross was a pretty blonde white girl in a room full of pretty blonde white girls. She looked over the sea of heart-shaped faces and sighed. Every open call was the same, a swarm of female actors putting the lie to all of her father’s ungrammatical assurances that Caitlin was “very unique.” The audition was for an all-white musical adaptation of A Raisin in the Sun, which the producers were re-titling Caucrasian. It would undoubtedly be horrible and it didn’t pay, but Caitlin hadn’t been working lately and was getting desperate to appear in something. When she had emailed the company her headshot and résumé she had claimed that a reviewer had once described her as “like a young, white Debbie Allen,” and almost immediately she was asked to come in and read for the part of Beneatha. She

It is fun to be around really, really creative makers in the second half of the chessboard, to see what they can do, as individuals, with all of the empowering tools that have been enabled by the supernova. I met Tom Wujec in San Francisco at an event at the Exploratorium. We thought we had a lot in common and agreed to follow up on a Skype call. Wujec is a fellow at Autodesk and a global leader in 3-D design, engineering, and entertainment software. While his title sounds like a guy designing hubcaps for an auto parts company, the truth is that Autodesk is another of those really important companies few people know about—it builds the software that architects, auto and game designers, and film studios use to imagine and design buildings, cars, and movies on their computers. It is the Microsoft of design. Autodesk offers roughly 180 software tools used by some twenty million professional designers as well as more than two hundred million amateur designers, and each year those tools reduce more and more complexity to one touch. Wujec is an expert in business visualization—using design thinking to help groups solve wicked problems. When we first talked on the phone, he illustrated our conversation real-time on a shared digital whiteboard. I was awed. During our conversation, Wujec told me his favorite story of just how much the power of technology has transformed his work as a designer-maker.

She sighed hard and shook her head, realized she was still staring at the same recipe card in her hand. She propped it against the monitor and read again, Elegant French Pork and Beans, by Carmine Grosz of Huron, South Dakota. She scanned the recipe, which called for haricot beans- a not inelegant bean, Olivia thought. Two kinds of sausage, two cuts of pork. Leeks. Well. This looked like a midwesternized cassoulet- definitely better than the usual "Casserole Corner" fare, which was largely made up of recipes containing endless and minute variations on the same hot dishes, issue after issue. For a couple of years there, chicken and broccoli had been all the rage: Chicken Broccoli Divan, Chicken Broccoli 'Divine', Chicken Broccoli Supreme ("Them's fightin' words," Ruby had told Vivian). Chicken Broccoli Surprise, Chicken Broccoli 'Rice' Surprise (David: "Where's the surprise? You've just listed all the ingredients in the title"). Elegant Company Chicken-Broccoli Casserole. "Which is the inelegant part," Olivia had asked over the phone from college, because she was studying ambiguous reference in her Linguistic Description of Modern English class, "the company or the casserole?

You’re a man in his prime. It’s only natural to want your own woman. What’s more, you have a title to pass on. And from what I understand of the peerage, your primary responsibility is to produce more of yourselves.” “Good God, are we back to that again?” Scowling, Leo finished his brandy and set the glass aside. “The last thing I want to do is sire brats.” Cam lifted a brow, looking amused. “What’s wrong with children?” “They’re sticky. They interrupt. They cry when they don’t have their way. If I want that kind of company, I have my friends.

Another challenge is a phenomenon that I call the Law of Crappy People. The Law of Crappy People states: For any title level in a large organization, the talent on that level will eventually converge to the crappiest person with the title. The rationale behind the law is that the other employees in the company with lower titles will naturally benchmark themselves against the crappiest person at the next level. For example, if Jasper is the worst vice president in the company, then all of the directors will benchmark themselves against Jasper and demand promotions as soon as they reach his low level of competency

A filmmaker made a short documentary about this happy-go-lucky teenager on death row, called My Last Days. It showed Zach living happily, hanging out with his family, and playing music. Everybody loved Zach. When you see the footage, you can’t help but like him. As you watch him laugh and love and sing, you catch yourself forgetting: this kid is about to die. Zach’s family tells the camera how knowing he would die has helped them realize what matters in life and to find true meaning. “It’s really simple, actually,” Zach says. “Just try and make people happy.” As the 22-minute film closes, Zach looks into the camera, smiling, and says, “I want to be remembered as the kid who went down fighting, and didn’t really lose.” Not long after he said those words, Zach passed away. When Eli Pariser and Peter Koechley of Upworthy saw the film, they thought, This is a story that needs to be heard. Now just over a year old, Upworthy has become quite popular. In fact, it recently hit 30 million monthly visitors, making it, according to the Business Insider, the fastest-growing media company in history.* (Seven-year-old BuzzFeed was serving 50 million monthly visitors at the time.) The Zach Sobiech story illustrates how Upworthy used rapid feedback to do it: According to Upworthy’s calculations, My Last Days had the potential to reach a lot of people. But so far, few had seen it. The filmmaker had posted the documentary under the headline, “My Last Days: Meet Zach Sobiech.” Though descriptive, it was suboptimal packaging. In the ADD world of Facebook and Twitter, it’s no surprise that few people clicked. Upworthy reposted the video with a new title: “We Lost This Kid 80 Years Too Early. I’m Glad He Went Out with a Bang,” and shared it with a small number of its subscribers, then waited to see who clicked.

There was little science to Amazon’s earliest distribution methods. The company held no inventory itself at first. When a customer bought a book, Amazon ordered it, the book would arrive within a few days, and Amazon would store it in the basement and then ship it off to the customer. It took Amazon a week to deliver most items to customers, and it could take several weeks or more than a month for scarcer titles.

Larry E. Greiner’s classic Harvard Business Review article titled “Evolution and Revolution as Organizations Grow,

What does exceeding customers’ expectations for this experience look like? 15 • The lobby is clean, neat, well lit, and beautiful. It is decorated with interesting artifacts from the company’s history with little cards explaining the significance of each one. A running fountain and a small indoor pond create a soothing oasis from the noise of the street outside. • The receptionist’s title is Director of First Impressions. She understands the strategic importance of her

Lynne Twist’s insightful book titled The Soul of Money: Transforming Your Relationship With Money and Life

The company knows what your previous Disney job title and description looks like. What they are looking for is your ability to articulate how you incorporated the Four Key Basics into your role, how did you support your team overall and what accomplishments or projects did you complete during your program?