Trusted Company Quotes

It’s exceedingly difficult for employees to have the company’s back when they can’t trust the company to have theirs. Actually, it’s impossible.

Perceptions of unfairness operate on a continuum

Human love, human trust, are always perilous, because they break down. The greater the love, the greater the trust, and the greater the peril, the greater the disaster. Because to place absolute trust on another human being is in itself a disaster, both ways, since each human being is a ship that must sail its own course, even if it go in company with another ship.... And yet, love is the greatest thing between human beings.

The trick is not to learn to trust your gut feelings, but rather to discipline yourself to ignore them. Stand by your stocks as long as the fundamental story of the company hasn’t changed.

People who’ve never read fairy tales, the professor said, have a harder time coping in life than the people who have. They don’t have access to all the lessons that can be learned from the journeys through the dark woods and the kindness of strangers treated decently, the knowledge that can be gained from the company and example of Donkeyskins and cats wearing boots and steadfast tin soldiers. I’m not talking about in-your-face lessons, but more subtle ones. The kind that seep up from your sub¬conscious and give you moral and humane structures for your life. That teach you how to prevail, and trust. And maybe even love.

I am not your hero. I am not the other half of your soul who could never let anything bad ever happen to you. -trust your instincs first always, and me, if you choose, last.

Effective two-way communication is responsible for building the trust in a company and keeping the employees happy.

I will not trust you, I, Nor longer stay in your curst company. Your hands than mine are quicker for a fray, My legs are longer though, to run away.

One compelling argument for ethical governance is that it promotes trust. Trust is the bedrock of any healthy relationship, including those between a company and its stakeholders.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

If you make human company too important you will not discover your true Self. Relationships not based in truth are never entirely reliable and are rarely enduring. Taking time to discover yourself is the best use of time. Prioritize this. One should not excessively seek partners or friends, one should seek to know and be oneself. As you begin to awaken to the Truth, you start noticing how well life flows by itself and how well you are cared for. Life supports the physical, emotional, mental and spiritual needs of the one who is open to self-discovery. Trust opens your eyes to the recognition of this. Surrender allows you to merge in your own eternal being.

When companies act ethically, they build trust with their employees, customers, investors, and communities.

Soon, Joanna’s strength waned, and she was reduced to loose slaps on his shoulders and cries of: “Tell me where my baby is.” She sobbed and broke down, literally collapsing on top of him. “Please tell me where my baby is.

Trust is the bedrock of any healthy relationship, including those between a company and its stakeholders. Trust is what keeps our economy going because without trust, people don’t transact.

Personalization is based on a bargain. In exchange for the service of filtering, you hand large companies an enormous amount of data about your daily life--much of which you might not trust your friends with.

Can you tell me why people go to such lengths to hide their real selves? Or why I always behave very differently when I’m in the company of others? Why do people have so little trust in one another? I know there must be a reason, but sometimes I think it’s horrible that you can’t ever confide in anyone, not even those closest to you.

Shaping the company's future requires actively engaging with shareholders and other stakeholders to build trust and understanding.

My theory was that if I behaved like a confident, cheerful person, eventually I would buy it myself, and become that. I always had traces of strength somewhere inside me, it wasn't fake, it was just a way of summoning my courage to the fore and not letting any creeping self-doubt hinder my adventures. This method worked then, and it works now. I tell myself that I am the sort of person who can open a one-woman play in the West End, so I do. I am the sort of person who has several companies, so I do. I am the sort of person WHO WRITES A BOOK! So I do. It's the process of having faith in the self you don't quite know you are yet, if you see what I mean. Believing that you will find the strength, the means somehow, and trusting in that, although your legs are like jelly. You can still walk on them and you will find the bones as you walk. Yes, that's it. The further I walk, the stronger I become. So unlike the real lived life, where the further you walk, the more your hips hurt.

This time around I was so lonely that I was forced to be face to face with myself. Realizing at the end of the day I only have me and I didn't seem to like my own company. I decided to I had to make myself into someone I can live with.

Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work for Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.

Even the richest of brands are robbed by poor character.

In that way they really were friends, understanding in their basic disagreement, trusting in their complete distrust and enjoying one another’s company.

Employees need to feel trusted and respected at work. Everyone at the company should feel that trust and that respect.

Love and trust and believing in other people-- what was the point when humans were all flawed and fucked up anyway, when they only hurt each other continuously because they were too stupid to do anything else?

CSIPP™ stresses the importance of data in informing risk assessments and crisis response strategies. By utilizing data effectively, organizations can make informed decisions that protect their reputation and stakeholder trust.

Early on I realized that I had to hire people smarter and ore qualified than I was in a number of different fields, and I had to let go of a lot of decision-making. I can't tell you how hard that is. But if you've imprinted your values on the people around you, you can dare to trust them to make the right moves.

I will do everything in my power to keep you safe, but it’s not a guarantee because no matter how much you trust me, you should never, under any circumstances trust anyone fully. In the end, you can only trust yourself. I am not your hero. I am not the other half of your soul who could never let anything bad ever happen to you. Trust your instincts first always, and me, if you choose, last

Patience is the mother of joy. It is through patience that we can endure each others company long enough to fall in love, through patience that we can cooperate in a task, through patience that we can go from abysmally bad to almost all right, through patience that we can restrain ourselves from wasting our lives in anger and disappointment. The patient person waits, listens, expects, hopes, nurtures, cares, remembers, speaks, trusts, and is courteous. The impatient person demands, gets angry, hurries, presumes, is careless, despairs, forgets, complains, distrusts, disrupts.

If the years have taught me one thing it's that those who care are always scarce. Those who genuinely care; not the acquaintances, false friends or those with similar aspirations. The few who seek your company, the souls who would plainly step off the world for you. Once you resolve to ignore them, only regret will follow.

She was not as stupid as some I have had, and better company, but still perhaps her going was for the best. She was not what I needed." "Because I failed," whispered Alyce in the shadows. "Because she gave up," continued the midwife. "I need an apprentice who can do what I tell her, take what I give her, who can try and risk and fail and try again and not give up...

Stakeholder trust enhances a company's resilience in the face of challenges. When faced with crises or setbacks, companies with high levels of stakeholder trust are better equipped to navigate these turbulent waters.

When employees feel valued and respected, and when they trust that their company operates with integrity, they are more likely to be motivated, productive, and loyal.

Only now, I tell myself that what I'd felt for her, the trust that slowly built up, the constant preference for her company and the joy each time I was reunited with her after an expedition were probably what the women called love.

As managers, we should hire people whose values align with the values of the company, and then trust them to do their job well. If you have to micromanage an employee, one of you isn't a fit for the company.

But in the military you don't get trusted positions just because of your ability. You also have to attract the notice of superior officers. You have to be liked. You have to fit in with the system. You have to look like what the officers above you think that officers should look like. You have to think in ways that they are comfortable with. The result was that you ended up with a command structure that was top-heavy with guys who looked good in uniform and talked right and did well enough not to embarrass themselves, while the really good ones quietly did all the serious work and bailed out their superiors and got blamed for errors they had advised against until they eventually got out. That was the military.

By prioritizing ethical considerations in decision-making, companies can enhance their financial performance, strengthen their reputation, build trust with stakeholders, and cultivate a thriving organizational culture.

I prefer your company, Em." He said it as if it were obvious. I snorted again, assuming he was teasing me. "Over the company of a tavern filled with a rapt and grateful audience? I'm sure you do." "Over anyone else's company." Again, he said it with some amusement, as if wondering what I was doing speculating about something so evident. "You are drunk," I said. "Shall I prove it to you?" "No, you shan't," I said, alarmed, but he was already sweeping to the floor, bending his knee and taking my hand between his. "What in God's name are you doing?" I said between my teeth. "And why are you doing it now?" "Shall I make an appointment?" he said, then laughed. "Yes, I believe you would like that. Well, name the time when it would be convenient for you to receive a declaration of love." "Oh, get up," I said, furious now. "What sort of jest is this, Wendell?" "You don't believe me?" He smiled, all mischief, a look I'd seen from other Folk, enough to know not to trust him one inch. "Ask for my true name, and I'll give it to you." "Why on earth would you do that?" I demanded, yanking my hand back. "Oh, Em," he said forlornly. "You are the cleverest dolt I have ever met." I stared at him, my heart thundering. Of course, I am not a dolt in any sense; I had supposed he felt something for me and had only hoped he would keep it to himself. Forever. Not that a part of me didn't wish for the opposite. But that was when I assumed his feelings in that respect were equivalent to what he felt for any of the nameless women who passed in and out of his bed. And why would I lower myself to that, when he and I already had something that was vastly more valuable?

If you can trust a puzzle company to make sure every piece is in the box to complete the puzzle, then why can't you trust God that every piece of your life is there for a reason?

Stakeholder trust is the bedrock upon which long-term value creation is built in the context of corporate social responsibility.

We'd walk home together in the foggy summer night and I'd tell her about sex; the good stuff, like how it could be warm and exciting--it took you away--and the not-so-good things, like how once you showed someone that part of yourself, you had to trust them one thousand percent and anything could happen. Someone you thought you knew could change and suddenly not want you, suddenly decide you made a better story than a girlfriend. Or how sometimes you might think you wanted to do it and then halfway through or afterward realize no, you just wanted the company, really; you wanted someone to choose you, and the sex part itself was like a trade-off, something you felt like you had to give to get the other part. I'd tell her that and help her decide. I'd be a friend.

I only know that I will never again trust my life, my future, to the whims of men, in companies or out. Never again will their judgment have anything to do with what I think I can do.

It is honorable for a man to admit his fears, resistance, and edge of practice. It is simply true that each man has his limit, his capacity for growth, and his destiny. But it is dishonorable for him to lie to himself or others about his real place. He shouldn’t pretend he is more enlightened than he is—nor should he stop short of his actual edge. The more a man is playing his real edge, the more valuable he is as good company for other men, the more he can be trusted to be authentic and fully present. Where a man’s edge is located is less important than whether he is actually living his edge in truth, rather than being lazy or deluded.

When you are a person people can trust, they will call on upon you, love to be around you and work with you. A leader’s skills take him to people, but his character brings people to him.

You coming?" She hesitated, weighing her options. Risk running back down the flaming aisles to find another exit? Or trust the guy who'd been stalking her all afternoon? The fire spread to the nearby shelves. The heat was growing unbearable. "You cut me deep," he said. "You'd actually choose a fiery death over the prospect of my company. I have to admit, that stings a bit.

Tom and Dan were the perfect bosses in this regard. They would talk about valuing ability more than experience, and they believed in putting people in roles that required more of them than they knew they had in them. It wasn’t that experience wasn’t important, but they “bet on brains,” as they put it, and trusted that things would work out if they put talented people in positions where they could grow, even if they were in unfamiliar territory.

how shall I get through the months or years of my future life, in company with that man -- my greatest enemy -- for none could injure me as he has done? Oh! when I think how fondly, how foolishly I have loved him, how madly I have trusted him, how constantly I have laboured, and studied, and prayed, and struggled for his advantage, and how cruelly he has trampled on my love, betrayed my trust, scorned my prayers and tears, and efforts for his preservation --crushed my hopes, destroyed my youth's best feelings, and doomed me to a life of hopeless misery -- as far as man can do it -- it is not enough to say that I no longer love my husband -- I HATE him! The word stares me in the face like a guilty confession, but it is true: I hate him -- I hate him!

It's good to be transparent in business. As much as possible, the business should be transparent about it's products and services. And it should be transparent about it's income, expenses and debts. Transparency fosters trust. And trust is very valuable in business.

I learned from them that genuine decency and professional competitiveness weren't mutually exclusive. In fact, true integrity, a sense of knowing who you are and being guided by your own clear sense of right and wrong is a kind of secret weapon. They trusted in their own instincts. They treated people with respect. And over time, the company came to represent the values they live by.

When empathy is present in a companies culture, employees feel safe and they bring the fullness of who they are into the company instead of just a piece of themself. And that cultivates trust. And that's good for everyone.

Letting go and trusting others to do things well is one of the more challenging aspects of being a leader of a growing organization.

People will not buy from you if they don’t trust you, your product, and your company.

Some of the same things that are important in a family are also important in a company — things like empathy, love, compassion, trust, fun, commitment, collaborative work, and authenticity.

Commitment, trust, and voluntary cooperation are not merely attitudes or behaviors. They are intangible capital. They allow companies to stand apart in the speed, quality, and consistency of their execution and to implement strategic shifts fast at low cost.

His toes wriggle in his socks and my first thought is, I want to snip them off with hedge trimmers. Not only does he not deserve to wriggle his toes, he does not deserve to have toes. He deserves to gave stumps. He cannot be trusted with toes because they enable him to walk and thus seek out the company of crack dealers. Kathy Bates's character completed understood this concept in Misery.

How does paying people more money make you more money? It works like this. The more you pay your workers, the more they spend. Remember, they're not just your workers- they're your consumers, too. The more they spend their extra cash on your products, the more your profits go up. Also, when employees have enough money that they don't have to live in constant fear of bankruptcy, they're able to focus more on their work- and be more productive. With fewer personal problems and less stress hanging over them, they'll lose less time at work, meaning more profits for you. Pay them enough to afford a late model car (i.e. one that works), and they'll rarely be late for work. And knowing that they'll be able to provide a better life for their children will not only give them a more positive attitude, it'll give them hope- and an incentive to do well for the company because the better the company does, the better they'll do. Of course, if you're like most corporations these days- announcing mass layoffs right after posting record profits- then you're already hemorrhaging the trust and confidence of your remaining workforce, and your employees are doing their jobs in a state of fear. Productivity will drop. That will hurt sales. You will suffer. Ask the people at Firestone: Ford has alleged that the tire company fired its longtime union employees, then brought in untrained scab workers who ended up making thousands of defective tires- and 203 dead customers later, Firestone is in the toilet.

Trust me.” That’s what a CEO says every day to her employees. Trust me: This will be a good company. Trust me: This will be good for your career. Trust me: This will be good for your life. A layoff breaks that trust. In order to rebuild trust, you have to come clean.

This is where I find myself now on the journey that God and I have been on, at the station called hope, the one that comes right after gratitude and somewhere not far from journey's end. It has been "God and I" the whole way. Not so much because he has always been pleasant company. Not because I could always feel his presence when I got up in the morning or when I was afraid to sleep at night. It was because he did not trust me to travel alone. Personally I liked the last miles of the journey better than the first. But, since I could not have the ending without first having the beginning, I thank God for getting me going and bringing me home. And sticking with me all the way.

I am a Princess. I am brave sometimes. I am scared sometimes. Sometimes, I am brave even when I am scared. I believe in loyalty and trust. I believe loyalty is built on trust. I try to be kind. I try to be generous. I am kind even when others are not so generous. I am a Princess. I think standing up for myself is important. I think standing up for others is more important. But standing with others is most important. I am a Princess. I believe compassion makes me strong. Kindness is power. And family is the tightest bond of all. I have heard I am beautiful. I know I am strong. I am a Princess. Long may I reign.

Even though we don't know which companies the NSA has compromised – or by what means – knowing that they could have compromised any of them is enough to make us mistrustful of all of them. This is going to make it hard for large companies like Google and Microsoft to get back the trust they lost. Even if they succeed in limiting government surveillance. Even if they succeed in improving their own internal security. The best they'll be able to say is: "We have secured ourselves from the NSA, except for the parts that we either don't know about or can't talk about.

The people you choose must (a) make you think smarter and (b) put lots of solutions on the table in a short amount of time. I don’t care who it is, the janitor or the intern or one of your most trusted lieutenants: If they can help you do that, they should be at the table.” Believe me, you don’t want to be at a company where there is more candor in the hallways than in the rooms where fundamental ideas or matters of policy are being hashed out. The best inoculation against this fate? Seek out people who are willing to level with you, and when you find them, hold them close.

Only the Christian Church can offer any rational objection to a complete confidence in the rich. For she has maintained from the beginning that the danger was not in man's environment, but in man. Further, she has maintained that if we come to talk of a dangerous environment, the most dangerous environment of all is the commodious environment. I know that the most modern manufacture has been really occupied in trying to produce an abnormally large needle. I know that the most recent biologists have been chiefly anxious to discover a very small camel. But if we diminish the camel to his smallest, or open the eye of the needle to its largest — if, in short, we assume the words of Christ to have meant the very least that they could mean, His words must at the very least mean this — that rich men are not very likely to be morally trustworthy. Christianity even when watered down is hot enough to boil all modern society to rags. The mere minimum of the Church would be a deadly ultimatum to the world. For the whole modern world is absolutely based on the assumption, not that the rich are necessary (which is tenable), but that the rich are trustworthy, which (for a Christian) is not tenable. You will hear everlastingly, in all discussions about newspapers, companies, aristocracies, or party politics, this argument that the rich man cannot be bribed. The fact is, of course, that the rich man is bribed; he has been bribed already. That is why he is a rich man. The whole case for Christianity is that a man who is dependent upon the luxuries of this life is a corrupt man, spiritually corrupt, politically corrupt, financially corrupt. There is one thing that Christ and all the Christian saints have said with a sort of savage monotony. They have said simply that to be rich is to be in peculiar danger of moral wreck. It is not demonstrably un-Christian to kill the rich as violators of definable justice. It is not demonstrably un-Christian to crown the rich as convenient rulers of society. It is not certainly un-Christian to rebel against the rich or to submit to the rich. But it is quite certainly un-Christian to trust the rich, to regard the rich as more morally safe than the poor.

Every company, organization or group with the ability to inspire starts with a person or small group of people who were inspired to do something bigger than themselves. Gaining clarity of WHY, ironically, is not the hard part. It is the discipline to trust one's gut, to stay true to one's purpose, cause or beliefs. Remaining completely in balance and authentic is the most difficult part.

We vote every day for companies, for people, and we put money toward 'campaigns.' We need to think of the faces behind the scenes. Who are the masters and Caesars that we pledge allegiance to by the way we live and through the things we put our trust in? We vote every day with our feet, our hands, our lips, and our wallets. We are the vote for the poor. We are to vote for the peacemakers. We are to vote for the marginalized, the oppressed, the most vulnerable of our society. These are the ones Jesus voted for, those whom every empire had left behind, those whom no millionaire politician will represent.

How did we forget these lessons from the past? How did we go from knowing that the best athletes in the ancient Greek Olympics must consume a plant-based diet to fearing that vegetarians don’t get enough protein? How did we get to a place where the healers of our society, our doctors, know little, if anything, about nutrition; where our medical institutions denigrate the subject; where using prescription drugs and going to hospitals is the third leading cause of death? How did we get to a place where advocating a plant-based diet can jeopardize a professional career, where scientists spend more time mastering nature than respecting it? How did we get to a place where the companies that profit from our sickness are the ones telling us how to be healthy; where the companies that profit from our food choices are the ones telling us what to eat; where the public’s hard-earned money is being spent by the government to boost the drug industry’s profits; and where there is more distrust than trust of our government’s policies on foods, drugs and health? How did we get to a place where Americans are so confused about what is healthy that they no longer care?

In the unfixables of our lives we are invited to keep company with Jesus and take a risk that God's intentions toward us are good. Day after day this is what Jesus did. It is called trust. He calls us: 'Keep company with me and you'll learn to live freely and lightly" (Matthew 11:30, MSG)

Guil: …The truth is, we value your company, for want of any other. We have been left so much to our own devices— after a while one welcomes the uncertainty of being left to other people’s. Player: Uncertainty is the normal state. You’re nobody special. [He makes to leave again. Guil loses his cool.] Guil: But for God’s sake what are we supposed to do?! Player: Relax. Respond. That’s what people do. You can’t go through life questioning your situation at every turn. Guil: But we don’t know what’s going on, or what to do with ourselves. We don’t know how to act. Player: Act natural. You know why you’re here at least. Guil: We only know what we’re told, and that’s little enough. And for all we know it isn’t even true. Player: For all anyone knows, nothing is. Everything has to be taken on trust; truth is only that which is taken to be true. it’s the currency of living. There may be nothing behind it, but it doesn’t make any difference so long as it is honored.

Dogs are masters of creating emotionally safe space just by being themselves. ... it is as if something deep within our souls resonates with their energy, their unwavering unconditional love and unbridled joy to be in our presence, their undivided loyalty, and complete trust in us. Dogs make us feel special, and teach us by example to relish simple pleasures and live totally in the moment. They teach us there is only now and only who you are, who you are with, and what you are doing right then–and what could be better than to sniff the wind and be in the company of those you love?

This generation of Wall Street CEOs could be the ones to forfeit America’s trust. When the history of the Great Recession is written, they can be singled out as the bonus babies who were so shortsighted that they put the economy at risk and contributed to the destruction of their own companies. Or they can acknowledge how Americans’ trust has been lost and take the first steps to earn it back.

The book in my hands became my trusted companion. What was written there had so much power that it forced me to stop avoiding myself, to make my own choices as well. And through some sort of vital intuition, I understood that I had a long way to go, that it would bring about a profound transformation within me, even though I could not determine it's essence, or its scope. In that book there was a voice, and behind that voice threw was an intelligence that sought to establish contact with me. It was not merely the company of written words that distiller my boredom. It was a living voice, speaking. To me.

The time we spend getting to know people when we’re not working is part of what it takes to form bonds of trust. It’s the exact same reason why eating together and doing things as a family really matters. Equally as important are conferences, company picnics and the time we spend around the watercooler. The more familiar we are with each other, the stronger our bonds. Social interaction is also important for the leaders of an organization. Roaming the halls of the office and engaging with people beyond meetings really matters.

All this time, and I could just leave. I could have left months ago. For nearly two years, I had been seduced by the confidence of young men. They made it look so simple, knowing what you wanted and getting it. I had been ready to believe in them, eager to organize my life around their principles. I had trusted them to tell me who I was, what mattered, how to live. I had trusted them to have a plan, and trusted that it was the best plan for me. I thought they knew something I did not know. I swam in relief. Watching the city, wrapped in Ian’s jacket, I did not see that I was in good company: an entire culture had been seduced. I understood my blind faith in ambitious, aggressive, arrogant young men from America’s soft suburbs as a personal pathology, but it wasn’t personal at all. It had become a global affliction.

one cup of it took the place of the evening papers, of all the old evenings in cafés, of all chestnut trees that would be in bloom now in this month, of the great slow horses of the outer boulevards, of book shops, of kiosques, and of galleries, of the Parc Montsouris, of the Stade Buffalo, and of the Butte Chaumont, of the Guaranty Trust Company and the Ile de la Cité, of Foyot’s old hotel, and of being able to read and relax in the evening; of all the things he had enjoyed and forgotten and that came back to him when he tasted that opaque, bitter, tongue-numbing, brain-warming, stomach-warming, idea-changing liquid alchemy.

Shy South comes home to her farm to find a blackened shell, her brother and sister stolen, and knows she’ll have to go back to bad old ways if she’s ever to see them again. She sets off in pursuit with only her cowardly old step-father Lamb for company. But it turns out he’s hiding a bloody past of his own. None bloodier. Their journey will take them across the lawless plains, to a frontier town gripped by gold fever, through feuds, duels, and massacres, high into unmapped mountains to a reckoning with ancient enemies, and force them into alliance with Nicomo Cosca, infamous soldier of fortune, a man no one should ever have to trust…

THE ORGANIC FOODS MYTH A few decades ago, a woman tried to sue a butter company that had printed the word 'LITE' on its product's packaging. She claimed to have gained so much weight from eating the butter, even though it was labeled as being 'LITE'. In court, the lawyer representing the butter company simply held up the container of butter and said to the judge, "My client did not lie. The container is indeed 'light in weight'. The woman lost the case. In a marketing class in college, we were assigned this case study to show us that 'puffery' is legal. This means that you can deceptively use words with double meanings to sell a product, even though they could mislead customers into thinking your words mean something different. I am using this example to touch upon the myth of organic foods. If I was a lawyer representing a company that had labeled its oranges as being organic, and a man was suing my client because he found out that the oranges were being sprayed with toxins, my defense opening statement would be very simple: "If it's not plastic or metallic, it's organic." Most products labeled as being organic are not really organic. This is the truth. You pay premium prices for products you think are grown without chemicals, but most products are. If an apple is labeled as being organic, it could mean two things. Either the apple tree itself is free from chemicals, or just the soil. One or the other, but rarely both. The truth is, the word 'organic' can mean many things, and taking a farmer to court would be difficult if you found out his fruits were indeed sprayed with pesticides. After all, all organisms on earth are scientifically labeled as being organic, unless they are made of plastic or metal. The word 'organic' comes from the word 'organism', meaning something that is, or once was, living and breathing air, water and sunlight. So, the next time you stroll through your local supermarket and see brown pears that are labeled as being organic, know that they could have been third-rate fare sourced from the last day of a weekend market, and have been re-labeled to be sold to a gullible crowd for a premium price. I have a friend who thinks that organic foods have to look beat up and deformed because the use of chemicals is what makes them look perfect and flawless. This is not true. Chemical-free foods can look perfect if grown in your backyard. If you go to jungles or forests untouched by man, you will see fruit and vegetables that look like they sprouted from trees from Heaven. So be cautious the next time you buy anything labeled as 'organic'. Unless you personally know the farmer or the company selling the products, don't trust what you read. You, me, and everything on land and sea are organic. Suzy Kassem, Truth Is Crying

The vision is the public statement of the founder’s intent, WHY the company exists. It is literally the vision of a future that does not yet exist. The mission statement is a description of the route, the guiding principles—HOW the company intends to create that future. When both of those things are stated clearly, the WHY-type and the HOW-type are both certain about their roles in the partnership. Both are working together with clarity of purpose and a plan to get there. For it to work, however, it requires more than a set of skills, it requires trust. As

We have been conditioned since birth with the belief that satisfaction of these inner needs comes through our interaction with the world. We seek inner fulfillment through what we have or what we do, through the experiences the world provides, and through the ways others behave toward us. This is the meme that governs so much of our thinking and behavior: the meme that says whether or not we are content with life depends on what we have and what we do. Prevalent as this meme may be, it seldom provides any lasting satisfaction. A person may gather a great deal of wealth, but is he really more secure? More than likely, he will soon find new sources of insecurity. Are my investments safe? Will the stock market crash? Can I trust my friends? Should I employ “security” companies to protect my possessions?

The result of these shared experiences was a closeness unknown to all outsiders. Comrades are closer than friends, closer than brothers. Their relationship is different from that of lovers. Their trust in, and knowledge of, each other is total. They got to know each other's life stories, what they did before they came into the Army, where and why they volunteered, what they liked to eat and drink, what their capabilities were. On a night march they would hear a cough and know who it was; on a night maneuver they would see someone sneaking through the woods and know who it was from his silhouette.

They became the directing power in the life insurance companies, and other corporate reservoirs of the people’s savings-the buyers of bonds and stocks. They became the directing power also in banks and trust companies-the depositaries of the quick capital of the country-the life blood of business, with which they and others carried on their operations. Thus four distinct functions, each essential to business, and each exercised, originally, by a distinct set of men, became united in the investment banker. It is to this union of business functions that the existence of the Money Trust is mainly due.[1]

Trust does not emerge simply because a seller makes a rational case why the customer should buy a product or service, or because an executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. We trust some people and companies even when things go wrong, and we don’t trust others even though everything might have gone exactly as it should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

I can’t help but wonder why leaders are so often hesitant to lead. I guess it takes a lot of conviction and trusting your gut to get ahead of your peers, your staff and your employees while they are still squabbling about which path to take, and set an unhesitating, unequivocal course whose rightness or wrongness will not be known for years. Such a decision really tests the mettle of the leader. By contrast, it doesn’t take much self-confidence to downsize a company—after all, how can you go wrong by shuttering factories and laying people off if the benefits of such actions are going to show up in tomorrow’s bottom line and will be applauded by the financial community?

New Rule: Republicans must stop pitting the American people against the government. Last week, we heard a speech from Republican leader Bobby Jindal--and he began it with the story that every immigrant tells about going to an American grocery store for the first time and being overwhelmed with the "endless variety on the shelves." And this was just a 7-Eleven--wait till he sees a Safeway. The thing is, that "endless variety"exists only because Americans pay taxes to a government, which maintains roads, irrigates fields, oversees the electrical grid, and everything else that enables the modern American supermarket to carry forty-seven varieties of frozen breakfast pastry.Of course, it's easy to tear government down--Ronald Reagan used to say the nine most terrifying words in the Englishlanguage were "I'm from the government and I'm here to help." But that was before "I'm Sarah Palin, now show me the launch codes."The stimulus package was attacked as typical "tax and spend"--like repairing bridges is left-wing stuff. "There the liberals go again, always wanting to get across the river." Folks, the people are the government--the first responders who put out fires--that's your government. The ranger who shoos pedophiles out of the park restroom, the postman who delivers your porn.How stupid is it when people say, "That's all we need: the federal government telling Detroit how to make cars or Wells Fargo how to run a bank. You want them to look like the post office?"You mean the place that takes a note that's in my hand in L.A. on Monday and gives it to my sister in New Jersey on Wednesday, for 44 cents? Let me be the first to say, I would be thrilled if America's health-care system was anywhere near as functional as the post office.Truth is, recent years have made me much more wary of government stepping aside and letting unregulated private enterprise run things it plainly is too greedy to trust with. Like Wall Street. Like rebuilding Iraq.Like the way Republicans always frame the health-care debate by saying, "Health-care decisions should be made by doctors and patients, not government bureaucrats," leaving out the fact that health-care decisions aren't made by doctors, patients, or bureaucrats; they're made by insurance companies. Which are a lot like hospital gowns--chances are your gas isn't covered.

To All My Mariners in One Forget the many who talk much, say little, mean less and matter least Forget we live in times when broadcasts of Tchaikovsky's 5th precede announcements of the death of tyrants. Forget that life for governments is priced war cheap but kidnap high Our seamanship is not with such. From port to port we learn that "depths last longer than heights", that years are meant to disappear like wakes, that nothing but the sun stands still. We share the sweeter alphabets of laughter and the slower languages of pain. Common as coal, we find in one another's eyes the quiet diamonds that are worth the world. Drawn by the song of our keel, who are we but horizons coming true? Let others wear their memories like jewelry We're of the few who work apart so well, together when we must. We speak cathedrals when we speak and trust no promise but the pure supremacy of tears. What more can we expect? The sea's blue mischief may be waiting for its time and place, but still we have the stars to guide us, we have the winds for company. We have ourselves. We have the sailor's faith that not even dying can divide us.

What is it, fundamentally, that allows us to recognize who has turned out well? That a well-turned out person pleases our senses, that he is carved from wood that is hard, delicate, and at the same time smells good. He has a taste only for what is good for him; his pleasure, his delight cease where the measure of what is good for him is transgressed. He guesses what remedies avail against what is harmful; he exploits bad accidents to his advantage; what does not kill him makes him stronger. Instinctively, he collects from everything he sees, hears, lives through, his sum: he is a principle of selection, he discards much. He is always in his own company, whether he associates with books, human beings, or landscapes: he honors by choosing, by admitting, by trusting. He reacts slowly to all kinds of stimuli, with that slowness which long caution and deliberate pride have bred in him: he examines the stimulus that approaches him, he is far from meeting it halfway. He believes neither in 'misfortune' nor in 'guilt': he comes to terms with himself, with others: he knows how to forget — he is strong enough; hence everything must turn out for his best.

A year earlier, no company had been accorded more faith than Enron; by late November, none was trusted less. And so, a gasping gurgle, a desperate SOS: Enron, the emblem of free markets, the champion of deregulation, reached into its depleted treasury and forked over $100,000 to each of the major political parties' campaign war chests. Then, it shuttered its online trading unit - its erstwhile gem. On November 28, Standard & Poor's downgraded Enron to junk-bond level - which triggered provisions in Enron's debt requiring it to immediately repay billions of its obligations. This it could not do. Its stock was seventy cents and falling, and, now, no gatekeepers and no credit remained. Accordingly, in the first week of December, Enron, the archetype of shareholder value, availed itself of the time-honored protection for those who have lost their credit: bankruptcy.

Better Associations: If you associate yourself with a change maker, Your life will by all means become better. You will wink at challenges and begin to think. In times of frustrations, you will not sink. If you miss the way to a great destination, Just look for those going to that direction. Mount the shoulders of a giant believer And you will become a great achiever. People around you determine your speed. They will influence the growth of your seed. People you are around will decide your strength And also the figure of your success’ length I trust you want to become a better you. It matters, what your associates plan to do. It depends, where your companions want to go. It relies on what your friends believe and know. Quit friendships that build you nothing Choose friends who bring out of you something One iron sharpens another iron Go along with great people and ride on.

Let there be no mistake in your mind as to the special character of the man who has come to Christ, and is a true Christian. He is not an angel, he is not a half-angelic being, in whom is no weakness, or blemish, or infirmity - he is nothing of the kind. He is nothing more than a sinner who has found out his sinfulness, and has learned the blessed secret of living by faith in Christ. What was the glorious company of the apostles and prophets? What was the noble army of martyrs? What were Isaiah, Daniel, Peter, James, John, Paul, Polycarp, Chrysostom, Augustine, Luther, Ridley, Latimer, Bunyan, Baxter, Whitefield, Venn, Chalmers, Bickersteth, M’Cheyne? What were they all, but sinners who knew and felt their sins, and trusted only in Christ? What were they, but men who accepted the invitation I bring you this day, and came to Christ by faith? By this faith they lived; in this faith they died. In themselves and their doings they saw nothing worth mentioning; but in Christ they saw all that their souls required. The invitation of Christ is now before you. If you never listened to it before, listen to it today. Broad, full, free, wide, simple, tender, kind, that invitation will leave you without excuse if you refuse to accept it. There are some invitations, perhaps, which it is wiser and better to decline. There is one which ought always to be accepted: that one is before you today. Jesus Christ is saying, “Come! Come unto Me.

But, the transformation — either into joint-stock companies and trusts, or into State-ownership — does not do away with the capitalistic nature of the productive forces. In the joint-stock companies and trusts, this is obvious. And the modern State, again, is only the organization that bourgeois society takes on in order to support the external conditions of the capitalist mode of production against the encroachments as well of the workers as of individual capitalists. The modern state, no matter what its form, is essentially a capitalist machine — the state of the capitalists, the ideal personification of the total national capital. The more it proceeds to the taking over of productive forces, the more does it actually become the national capitalist, the more citizens does it exploit. The workers remain wage-workers — proletarians. The capitalist relation is not done away with. It is, rather, brought to a head. But, brought to a head, it topples over. State-ownership of the productive forces is not the solution of the conflict, but concealed within it are the technical conditions that form the elements of that solution.

We became the most successful advanced projects company in the world by hiring talented people, paying them top dollar, and motivating them into believing that they could produce a Mach 3 airplane like the Blackbird a generation or two ahead of anybody else. Our design engineers had the keen experience to conceive the whole airplane in their mind’s-eye, doing the trade-offs in their heads between aerodynamic needs and weapons requirements. We created a practical and open work environment for engineers and shop workers, forcing the guys behind the drawing boards onto the shop floor to see how their ideas were being translated into actual parts and to make any necessary changes on the spot. We made every shop worker who designed or handled a part responsible for quality control. Any worker—not just a supervisor or a manager—could send back a part that didn’t meet his or her standards. That way we reduced rework and scrap waste. We encouraged our people to work imaginatively, to improvise and try unconventional approaches to problem solving, and then got out of their way. By applying the most commonsense methods to develop new technologies, we saved tremendous amounts of time and money, while operating in an atmosphere of trust and cooperation both with our government customers and between our white-collar and blue-collar employees. In the end, Lockheed’s Skunk Works demonstrated the awesome capabilities of American inventiveness when free to operate under near ideal working conditions. That may be our most enduring legacy as well as our source of lasting pride.

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 people cast themselves down by the fuming boards while servants cut the roast, mixed jars of wine and water, and all the gods flew past like the night-breaths of spring. The chattering female flocks sat down by farther tables, their fresh prismatic garments gleaming in the moon as though a crowd of haughty peacocks played in moonlight. The queen’s throne softly spread with white furs of fox gaped desolate and bare, for Penelope felt ashamed to come before her guests after so much murder. Though all the guests were ravenous, they still refrained, turning their eyes upon their silent watchful lord till he should spill wine in libation for the Immortals. The king then filled a brimming cup, stood up and raised it high till in the moon the embossed adornments gleamed: Athena, dwarfed and slender, wrought in purest gold, pursued around the cup with double-pointed spear dark lowering herds of angry gods and hairy demons; she smiled and the sad tenderness of her lean face, and her embittered fearless glance, seemed almost human. Star-eyed Odysseus raised Athena’s goblet high and greeted all, but spoke in a beclouded mood: “In all my wandering voyages and torturous strife, the earth, the seas, the winds fought me with frenzied rage; I was in danger often, both through joy and grief, of losing priceless goodness, man’s most worthy face. I raised my arms to the high heavens and cried for help, but on my head gods hurled their lightning bolts, and laughed. I then clasped Mother Earth, but she changed many shapes, and whether as earthquake, beast, or woman, rushed to eat me; then like a child I gave my hopes to the sea in trust, piled on my ship my stubbornness, my cares, my virtues, the poor remaining plunder of god-fighting man, and then set sail; but suddenly a wild storm burst, and when I raised my eyes, the sea was strewn with wreckage. As I swam on, alone between sea and sky, with but my crooked heart for dog and company, I heard my mind, upon the crumpling battlements about my head, yelling with flailing crimson spear. Earth, sea, and sky rushed backward; I remained alone with a horned bow slung down my shoulder, shorn of gods and hopes, a free man standing in the wilderness. Old comrades, O young men, my island’s newest sprouts, I drink not to the gods but to man’s dauntless mind.” All shuddered, for the daring toast seemed sacrilege, and suddenly the hungry people shrank in spirit; They did not fully understand the impious words but saw flames lick like red curls about his savage head. The smell of roast was overpowering, choice meats steamed, and his bold speech was soon forgotten in hunger’s pangs; all fell to eating ravenously till their brains reeled. Under his lowering eyebrows Odysseus watched them sharply: "This is my people, a mess of bellies and stinking breath! These are my own minds, hands, and thighs, my loins and necks!" He muttered in his thorny beard, held back his hunger far from the feast and licked none of the steaming food.

O infinite goodness of my God! It is thus that I seem to see both myself and Thee. O Joy of the angels, how I long, when I think of this, to be wholly consumed in love for Thee! How true it is that Thou dost bear with those who cannot bear Thee to be with them! Oh, how good a Friend art Thou, my Lord! How Thou dost comfort us and suffer us and wait until our nature becomes more like Thine and meanwhile dost bear with it as it is! Thou dost remember the times when we love Thee, my Lord, and, when for a moment we repent, Thou dost forget how we offended Thee. I have seen this clearly in my own life, and I cannot conceive, my Creator, why the whole world does not strive to draw near to Thee in this intimate friendship. Those of us who are wicked, and whose nature is not like Thine, ought to draw near to Thee so that Thou mayest make them good. They should allow Thee to be with them for at least two hours each day, even though they may not be with Thee, but are perplexed, as I was, with a thousand worldly cares and thoughts. In exchange for the effort which it costs them to desire to be in such good company (for Thou knowest, Lord, that at first this is as much as they can do and sometimes they can do no more at all) Thou dost prevent the devils from assaulting them so that each day they are able to do them less harm, and Thou givest them strength to conquer. Yea, Life of all lives, Thou slayest none of those that put their trust in Thee and desire Thee for their Friend; rather dost Thou sustain their bodily life with greater health and give strength to their souls.

In those days there was no money to buy books. Books you borrowed from the rental library of Shakespeare and Company, which was the library and bookstore of Sylvia Beach at 12 rue de l’Odéon. On a cold windswept street, this was a lovely, warm, cheerful place with a big stove in winter, tables and shelves of books, new books in the window, and photographs on the wall of famous writers both dead and living. The photographs all looked like snapshots and even the dead writers looked as though they had really been alive. Sylvia had a lively, very sharply cut face, brown eyes that were as alive as a small animal’s and as gay as a young girl’s, and wavy brown hair that was brushed back from her fine forehead and cut thick below her ears and at the line of the collar of the brown velvet jacket she wore. She had pretty legs and she was kind, cheerful and interested, and loved to make jokes and gossip. No one that I ever knew was nicer to me. I was very shy when I first went into the bookshop and I did not have enough money on me to join the rental library. She told me I could pay the deposit any time I had the money and made me out a card and said I could take as many books as I wished. There was no reason for her to trust me. She did not know me and the address I had given her, 74 rue Cardinal Lemoine, could not have been a poorer one. But she was delightful and charming and welcoming and behind her, as high as the wall and stretching out into the back room which gave onto the inner court of the building, were the shelves and shelves of the richness of the library.

A bare two years after Vasco da Gama’s voyage a Portuguese fleet led by Pedro Alvarez Cabral arrived on the Malabar coast. Cabral delivered a letter from the king of Portugal to the Samudri (Samudra-raja or Sea-king), the Hindu ruler of the city-state of Calicut, demanding that he expel all Muslims from his kingdom as they were enemies of the ‘Holy Faith’. He met with a blank refusal; then afterwards the Samudra steadfastly maintained that Calicut had always been open to everyone who wished to trade there… During those early years the people who had traditionally participated in the Indian Ocean trade were taken completely by surprise. In all the centuries in which it had flourished and grown, no state or kings or ruling power had ever before tried to gain control of the Indian Ocean trade by force of arms. The territorial and dynastic ambitions that were pursued with such determination on land were generally not allowed to spill over into the sea. Within the Western historiographical record the unarmed character of the Indian Ocean trade is often represented as a lack, or failure, one that invited the intervention of Europe, with its increasing proficiency in war. When a defeat is as complete as was that of the trading cultures of the Indian Ocean, it is hard to allow the vanquished the dignity of nuances of choice and preference. Yet it is worth allowing for the possibility that the peaceful traditions of the oceanic trade may have been, in a quiet and inarticulate way, the product of a rare cultural choice — one that may have owed a great deal to the pacifist customs and beliefs of the Gujarati Jains and Vanias who played such an important part in it. At the time, at least one European was moved to bewilderment by the unfamiliar mores of the region; a response more honest perhaps than the trust in historical inevitability that has supplanted it since. ‘The heathen [of Gujarat]’, wrote Tomé Pires, early in the sixteenth century, ‘held that they must never kill anyone, nor must they have armed men in their company. If they were captured and [their captors] wanted to kill them all, they did not resist. This is the Gujarat law among the heathen.’ It was because of those singular traditions, perhaps, that the rulers of the Indian Ocean ports were utterly confounded by the demands and actions of the Portuguese. Having long been accustomed to the tradesmen’s rules of bargaining and compromise they tried time and time again to reach an understanding with the Europeans — only to discover, as one historian has put it, that the choice was ‘between resistance and submission; co-operation was not offered.’ Unable to compete in the Indian Ocean trade by purely commercial means, the Europeans were bent on taking control of it by aggression, pure and distilled, by unleashing violence on a scale unprecedented on those shores.

When an independent company undertakes to travel across the plains, they are generally too independent for their own safety and good. There never was and never will be a people in heaven nor on earth, in time nor in eternity, that can be considered truly and entirely independent of counsel and direction. Our independent companies entertain the same mistaken views of independence as people generally do of the independence of a Republican Government. Man in his ignorance is impatient of control, and when he finds himself from under its influence he supposes that he is then independent, or, in other words, that he is a free man. Independence so viewed and so employed, either individually or collectively, religiously or politically, must open a wide arena of action for all the evil, selfish and malignant qualities of depraved men, introducing distraction into every ramification of society, destroying confidence, checking the onward progress of industry and universal prosperity, and bringing in famine, pestilence and destruction everywhere. . . . Individual self-government lies at the root of all true and effective government, whether in heaven or on earth. Those who govern should be wiser and better than the governed, that the lesser may be blessed of the greater. Were this so, then the people would willingly repose their dearest interests to the trusts of their rulers or leaders, and with a feeling of pleasure bow to and carry out to the letter their instructions and conclusions on all matters that pertained to the general good. This will apply to great kingdoms and mighty nations, to small companies of immigrants crossing the plains, or to the home circle. A Republican Government in the hands of a wicked people must terminate in woe to that people, but in the hands of the righteous it is everlasting, while its power reaches to heaven.

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

William Slothrop was a peculiar bird. He took off from Boston, heading west in true Imperial style, in 1634 or -5, sick and tired of the Winthrop machine, convinced he could preach as well as anybody in the hierarchy even if he hadn’t been officially ordained. The ramparts of the Berkshires stopped everybody else at the time, but not William. He just started climbing. He was one of the very first Europeans in. After they settled in Berkshire, he and his son John got a pig operation going—used to drive hogs right back down the great escarpment, back over the long pike to Boston, drive them just like sheep or cows. By the time they got to market those hogs were so skinny it was hardly worth it, but William wasn’t really in it so much for the money as just for the trip itself. He enjoyed the road, the mobility, the chance encounters of the day—Indians, trappers, wenches, hill people—and most of all just being with those pigs. They were good company. Despite the folklore and the injunctions in his own Bible, William came to love their nobility and personal freedom, their gift for finding comfort in the mud on a hot day—pigs out on the road, in company together, were everything Boston wasn’t, and you can imagine what the end of the journey, the weighing, slaughter and dreary pigless return back up into the hills must’ve been like for William. Of course he took it as a parable—knew that the squealing bloody horror at the end of the pike was in exact balance to all their happy sounds, their untroubled pink eyelashes and kind eyes, their smiles, their grace in crosscountry movement. It was a little early for Isaac Newton, but feelings about action and reaction were in the air. William must’ve been waiting for the one pig that wouldn’t die, that would validate all the ones who’d had to, all his Gadarene swine who’d rushed into extinction like lemmings, possessed not by demons but by trust for men, which the men kept betraying . . . possessed by innocence they couldn’t lose . . . by faith in William as another variety of pig, at home with the Earth, sharing the same gift of life. . . .

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

Magnus’s head was tipped back, his shimmering white suit rumpled like bedsheets in the morning, his white cloak swaying after him like a moonbeam. His mirrorlike mask was askew, his black hair wild, his slim body arching with the dance, and wrapped around his fingers like ten shimmering rings was the light of his magic, casting a spotlight on one dancer, then another. The faerie Hyacinth caught one radiant stream of magic and whirled, holding on to it as if the light were a ribbon on a maypole. The vampire woman in the violet cheongsam, Lily, was dancing with another vampire who Alec presumed was Elliott, given the blue and green stains around his mouth and all down his shirtfront. Malcolm Fade joined in the dance with Hyacinth, though he appeared to be doing a jig and she seemed very puzzled. The blue warlock who Magnus had called Catarina was waltzing with a tall horned faerie.The dark-skinned faerie whom Magnus had addressed as a prince was surrounded by others whom Alec presumed were courtiers, dancing in a circle around him. Magnus laughed as he saw Hyacinth using his magic like a ribbon, and sent shimmering streamers of blue light in several directions. Catarina batted away Magnus’s magic, her own hand glowing faintly white. The two vampires Lily and Elliott both let a magic ribbon wrap around one of their wrists. They did not seem like trusting types, but they instantly leaned into Magnus with perfect faith, Lily pretending to be a captive and Elliott shimmying enthusiastically as Magnus laughed and pulled them toward him in the dance. Music and starshine filled the room, and Magnus shone brightest in all that bright company. As Alec made for the stairs, he brushed past Raphael Santiago, who was leaning against the balcony rail and looking down at the dancing crowd, his dark eyes lingering on Lily and Elliott and Magnus. There was a tiny smile on the vampire’s face. When Raphael noticed Alec, the scowl snapped immediately back on. “I find such wanton expressions of joy disgusting,” he declaimed. “If you say so,” said Alec. “I like it myself.” He reached the foot of the stairs and was crossing the gleaming ballroom floor when a voice boomed out from above. “This is DJ Bat, greatest werewolf DJ in the world, or at least in the top five, coming to you live from Venice because warlocks make irresponsible financial decisions, and this one is for the lovers! Or people with friends who will dance with them. Some of us are lonely jerks, and we’ll be doing shots at the bar.