Turnover Quotes

They thrived on the rapid turnover of acquaintances, the lack of involvement with others, and the total self-sufficiency of lives which, needing nothing, were never dissapointed.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure.

These people were the first to master a new kind of late twentieth-century life. They thrived on the rapid turnover of acquaintances, the lack of involvement with others, and the total self-sufficiency of lives which, needing nothing, were never disappointed.

success is not always measured in terms of dollars earned or turnover. It is measured in terms of the difference you have made to the people around you.

You see, there is a major downfall to living in a tourist town. You guessed it, the constant turnover of new people. You cannot really connect with anyone because no one is ever here for more than two weeks every year, if they comeback at all. The intruders never thought about what happens once they leave. ~ Stella

...she was a level-headed woman who saw the glass as neither half empty nor half full, but rather a glass with something in it and room to pour in more...

I used to arch my back for boys who couldn’t even remember the color of my bedsheets. But you, however, made me turnover the arch on my mouth.

In short, rent control reduces the rate of housing turnover.

Hours are long. Wages are pitiful. But sweatshops are the symptom, not the cause, of shocking global poverty. Workers go there voluntarily, which means—hard as it is to believe—that whatever their alternatives are, they are worse. They stay there, too; turnover rates of multinational-owned factories are low, because conditions and pay, while bad, are better than those in factories run by local firms. And even a local company is likely to pay better than trying to earn money without a job: running an illegal street stall, working as a prostitute, or combing reeking landfills in cities like Manila to find recyclable goods.

These people were content with their environment, and felt no particular objection to an impersonal steel and concrete landscape, no qualms about the invasion of their privacy by government agencies and organizations, and if anything welcoming these intrusions, using them for their own purposes. These people were the first to master a new kind of 20th century life. They thrived on the rapid turnover of acquaintances, the lack of involvement with others, and the total self-sufficiency of lives which, needing nothing, were never disappointed. Alternatively, their real needs might emerge later.

Many of the Prego sauces—whether cheesy, chunky, or light—have one feature in common: The largest ingredient, after tomatoes, is sugar. A mere half cup of Prego Traditional, for instance, has more than two teaspoons of sugar, as much as two-plus Oreo cookies, a tube of Go-Gurt, or some of the Pepperidge Farm Apple Turnovers that Campbell also makes.

Magic is just magic!” Jackaby threw up his hands. “It’s not inherently special or strange or dangerous! It’s everywhere! It’s already all around you! If just being magical meant that something was dangerous, you’d have long since been killed by a butterfly, or a bubble, or an apple turnover.” “Those things aren’t magical.” “Of course they’re magical! Argh! You infuriating man! If a unicorn came and sat in the corner of your office every day, then by the end of the year you’d be hanging your coat on its horn. There is magic in your life! Not appreciating it does not make it any less magical. Yes, some of that magic is dangerous, but so are scissors and electricity and politics—and plenty of other completely human inventions!

... In a ROWE* people don't have schedules. They show up when they want. They don't have to be in the office at certain time, or anytime. They just have to get their work done. How they do it ? When they do it ? Where they do it ? It's totally up to them. Meetings & this kind of environments are Optional. What happens ... ? Almost across the board ! - Productivity goes up - Worker Engagement goes up - Worker Satisfaction goes up - Turnovers goes down - Autonomy .. Mastery .. Purpose - these are the building blocks of new way of doing things." ______________________________________________________________ *ROWE: results-only work environment

If you always find yourself numbering your troubles, you will never find time counting your blessings. There is no use becoming frustrated in your difficulties while you have all opportunities hiding in them for a turnover!

With a given volume of capital advanced, the scale of production grows, and hence, with a given rate of surplus-value, the absolute mass of the surplus-value produced in one turnover period also grows, and there occurs, simultaneously with this, a rise in the annual rate of surplus-value caused by the reduction in the reproduction period.

I'll make you fall for me! By having you like me, I'll turnover that trauma for you" -Takaya

I drive by a business that has a permanent sign that says, "Always hiring." Why in the world would they advertise the fact that they have continual turnover? They might as well say, "You'll hate working here.

In the mutual fund industry, for example, the annual rate of portfolio turnover for the average actively managed equity fund runs to almost 100 percent, ranging from a hardly minimal 25 percent for the lowest turnover quintile to an astonishing 230 percent for the highest quintile. (The turnover of all-stock-market index funds is about 7 percent.)

There was no greater gift than making someone laugh. People who laughed were happy.

We should not be too quick to dismiss our own [ocular] arrangement. As so often in biology, the situation is more complex.....we have the advantage that our own light-sensitive cells are embedded directly in their support cells (the retinal pigment epithelium) with an excellent blood supply immediately underneath. Such an arrangement supports the continuous turnover of photosensitive pigments. The human retina consumes even more oxygen than the brain, per gram, making it the most energetic organ in the body.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues;

All night the earth and the heavens followed their usual arrangements. Stars passed: an immense tide hung over them. A silent sea raced back with the sun, its wave turn-over small, delicate and comfortless. The most glorious of all stars hung above the sun's threshold and went out. An hour later the sun governed the earth again, mist-chasing, flower-opening, bird-rousing, ghost-driving, spirit-shepherding back out the various gates of sleep.

You can’t find good people these days. There’s too much turnover, absenteeism, moonlighting. People just don’t care anymore.

We found very little correlation between turnover and profitability...

When employees are motivated and love what they do you will see higher productivity, less turnover, healthier communication, increased loyalty, and a happier environment.

The added cost of higher wages is offset by savings from lower labor turnover and higher labor productivity.

Rennie’s people got regular breaks, footrests, English lessons, and nine bucks an hour to start. There was almost no turnover. Quinn

For myself, I pick up two stuffed turnovers, which slide down my throat like letters into a mailbox.

Though employers often refuse to consider applicants with criminal records, such workers have been found to be more productive and have less turnover. They’re also promoted faster.

These toxic residues lead to high turnover and low innovation, creativity, and collaboration. No team can win with these elements corroding their effectiveness long term.

Not belonging or a sense of isolation is among the strongest predictors of turnover.

lack of training and limited opportunity for advancement are two of the leading reasons for turnover.

Next question.” He swipes the screen of his phone, but he’s not looking at it; he’s staring at me. Trying to intimidate me. Trying to see who’ll blink first. “Did you leave DC because (A) you couldn’t find any hotties to make out with? Or (B) your East Coast boyfriend is an ankle buster and you’d heard about legendary West Coast D, so you had to find out for yourself if the rumors were true?” he says with a smirk. “Idiot,” Grace mumbles, shaking her head. I may not understand some of his phrasing, but I get the gist. I feel myself blushing. But I manage to recover quickly and get a jab in. “Why are you so interested in my love life?” “I’m not. Why are you evading the question? You do that a lot, by the way.” “Do what?” “Evade questions.” “What business is that of yours?” I say, secretly irritated that he’s figured me out... Porter scoffs. “Seeing how this is your first day on the job, and may very well be your last, considering the turnover rate for this position? And seeing how I have seniority over you? I’d say, yeah, it’s pretty much my business.” “Are you threatening me?” I ask. He clicks off his phone and raises a brow. “Huh?” “That sounded like a threat,” I say. “Whoa, you need to chill. That was not . . .” He can’t even say it. He’s flustered now, tucking his hair behind his ear. “Grace . . .” Grace holds up a hand. “Leave me out of this mess. I have no idea what I’m even witnessing here. Both of you have lost the plot.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

Cooperatives have lower absentee rates and less worker turnover than their conventional competitors. (For instance, the annual rate of turnover in the Mondragon cooperatives in 1974 was two percent, while in comparable capitalist firms it was 14 percent.)94 Members show relatively high individual work effort, tending to act as their own supervisors, at least to a greater degree than employees do elsewhere. Job rotation, where it happens, enhances the attractiveness of the work. And there are greater incentives to help one another than in a competitive environment.

More seriously-and this is probably why there has been a lot of garbage talked about a lost generation-it was easy to see, all over the landscape of contemporary fiction, the devastating effect of the Thatcher years. So many of these writers wrote without hope. They had lost all ambition, all desire to to wrestle with the world. Their books dealt with tiny patches of the world, tiny pieces of human experience-a council estate, a mother, a father, a lost job. Very few writers had the courage or even the energy to bite off a big chunk of the universe and chew it over. Very few showed any linguistic or formal innovation. Many were dulled and therefore dull. (And then, even worse, there were the Hooray Henries and Sloanes who evidently thought that the day of the yuppie novel, and the Bellini-drinking, okay-yah fiction had dawned. Dukedoms and country-house bulimics abounded. It was plain that too may books were being published; that too many writers had found their way into print without any justification for it at all; that too many publishers had adopted a kind of random, scattergun policy of publishing for turnover and just hoping that something would strike a cord. When the general picture is so disheartening, it is easy to miss the good stuff. I agreed to be a judge for "Best of Young British Novelists II" because I wanted to find out for myself if the good stuff really was there. In my view, it is...One of my old schoolmasters was fond of devising English versions of the epigrams of Martial. I remember only one, his version of Martial's message to a particularly backward-looking critic: "You only praise the good old days We young 'uns get no mention. I don't see why I have to die To gain your kind attention.

She desired not only the dolls and dollhouses but also the accessories that gave the appearance of daily life. For a breakfast scene, she cabled Au Nain Bleu asking for tiny French breads: croissants, brioches, madeleines, mille-feuilles, and turnovers. But she wasn't done. In a May 7,1956, cable to store, she wrote: For the lovely pastry shop please send the following: waffles, babas, tartelettes, crepes, tartines, palm- iers, galettes, cups of milk, tea and coffee with milk, small butter jars, fake jam and honey, small boxes of chocolate, candies and candied fruits, and small forks. Thank you.

For a service business, nothing is more valuable than engaged employees who feel they can make a difference and want to stay with the organization. Turnover is costly. The best turnover is internal turnover, where people are growing their careers within your enterprise rather than moving someplace else. People aren’t wired to be nomads. They just need to find a place where they feel they can make a real impact.

A mountain of recent data on open-plan offices from many different industries corroborates the results of the games. Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

Standing to one side watching the politicians and the journalists and the cameras is one of the factory’s owners, John Kernahan, who tells me Sulo’s annual turnover is $85 million. So the carbon tax? “It’s not a biggie.

During the 25 elections between 1850 and 1898 . . . turnover averaged 50.2 percent. On average, more than half the House during any given session in the second half of the nineteenth century was made up of first term members.

Holmes cast himself as a demanding contractor. As workers came to him for their wages, he berated them for doing shoddy work and refused to pay them, even if the work was perfect. They quit, or he fired them. He recruited others to replace them and treated these workers the same way. Construction proceeded slowly, but at a fraction of the proper cost. The high rate of turnover had the corollary benefit of keeping to a minimum the number of individuals who understood the building’s secrets. A

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues.

As more and more skill is stripped out of a job, the cost of turnover falls; eventually, training an ever-churning influx of new unskilled workers becomes less expensive than incentivizing people to stay by improving the experience of work or paying more.

Jo gave her sister an encouraging pat on the shoulder as they parted for the day, each going a different way, each hugging her little warm turnover, and each trying to be cheerful in spite of wintry weather, hard work, and the unsatisfied desires of pleasure-loving youth.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels

mountain of recent data on open-plan offices from many different industries corroborates the results of the games. Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure.

The problem is understaffing. The problem is undertraining. The problem is high caregiver turnover. The problem is paying minimum wage. The problem is the eldercare industry. (I could go on, and so I will: The problem is undervaluing the elderly. The problem is fear of aging. The problem is fear of dying.)

And when it comes to addiction, employers with successful employee assistance programs report improvements in morale and productivity and decreases in absenteeism, accidents, downtime, turnover, and theft. Employers with long-standing programs also report better health status among employees and family members.

We’ve started asking partners to use their intellect and creativity, rather than telling them ‘take the coffee out of the box, put the cup here, follow this rule,’ ” said Kris Engskov, a vice president at Starbucks. “People want to be in control of their lives.” Turnover has gone down. Customer satisfaction is up.

A saying which has always stuck with me, ‘Turnover is vanity, profit is sanity.’ A business turning over £100k a year but creating a net profit of £20k is much more successful than a business turning over £1m but only producing a net profit of £50k. The former has a net profit of 20% while the latter only has a net profit of 5%.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others. Indeed,

Stat Watch 67 words In a survey 91% of university staff members said they had been ignored, avoided, shut out of conversations, or treated as invisible during the previous year, according to a study led by Jane O’Reilly, of the University of Ottawa. Research shows that ostracism does more psychological harm and causes higher turnover than outright harassment, which is far less common.

When the train arrived, the sisters put the children on board, obviously never to return, but they kept Paul who was there simply help with the baggage and who had a great deal of difficulty speaking and expressing himself. The transfer of orphans from this institute was a regular occurrence. Paul remembers two women with dark skin who came to categorize the children. One of them, with short nappy hair spoke to Paul, telling him that she had seen him elsewhere (at La Miséricorde Home), and that he was separated from the other children because of a fractured skull that he experienced at the age of 2. Paul stayed at the Chaumont Institute for 3 years. He noticed a great turnover of children – these were transferred to the Chaumont Institute, and then sent on to the United States.

Ocean acidification is sometimes referred to as global warming’s “equally evil twin.” The irony is intentional and fair enough as far as it goes, which may not be far enough. No single mechanism explains all the mass extinctions in the record, and yet changes in ocean chemistry seem to be a pretty good predictor. Ocean acidification played a role in at least two of the Big Five extinctions (the end-Permian and the end-Triassic) and quite possibly it was a major factor in a third (the end-Cretaceous). There’s strong evidence for ocean acidification during an extinction event known as the Toarcian Turnover, which occurred 183 million years ago, in the early Jurassic, and similar evidence at the end of the Paleocene, 55 million years ago, when several forms of marine life suffered a major crisis. “Oh, ocean acidification,” Zalasiewicz had told me at Dob’s Linn. “That’s the big nasty one that’s coming down.

Burned-out, stressed-out, and frazzled leaders foster organizations that experience high turnover, low employee engagement, steep healthcare costs, and dysfunctional teams that often work against one another. The current models of leadership require organizations to motivate their people largely with fear and extrinsic rewards. Though no one argues that these forms of motivation can produce short-term results, they are usually accompanied by distrust and cynicism in the workplace, which have long-term negative consequences.

The 'violent wrenching' of the world into constant movements has remained constant. Indeed, the only constancy of the past several decades has been change itself, that is, constant inconstancy. The paradox of this syndrome causes those who suffer from it to hope that change - or the right kind of change - will eventually put an end to the dread it induces through its endless turnover of the new. This is strange hope to hold to, yet it may be the only one available at a time when the unworlding of the world seems a fait accompli.

allowed to partake of refreshment as they liked—freedom being the sauce best beloved by the boyish soul. They availed themselves of the rare privilege to the fullest extent, for some tried the pleasing experiment of drinking milk while standing on their heads, others lent a charm to leapfrog by eating pie in the pauses of the game, cookies were sown broadcast over the field, and apple turnovers roosted in the trees like a new style of bird. The little girls had a private tea party, and Ted roved among the edibles at his own sweet will.

What is surprising, though, is that in every part of the world, people have become more liberal. A lot more liberal: young Muslims in the Middle East, the world’s most conservative culture, have values today that are comparable to those of young people in Western Europe, the world’s most liberal culture, in the early 1960s. Though in every culture both the zeitgeist and the generations became more liberal, in some, like the Islamic Middle East, the liberalization was driven mainly by the generational turnover, and it played an obvious role in the Arab Spring.41

What has happened is that aesthetic production today has become integrated into commodity production generally: the frantic economic urgency of producing fresh waves of ever more novel-seeming goods (from clothing to airplanes), at ever greater rates of turnover, now assigns an increasingly essential structural function and position to aesthetic innovation and experimentation. Such economic necessities then find recognition in the varied kinds of institutional support available for the newer art, from foundations and grants to museums and other forms of patronage.

Strategy involves creating “fit” among a company’s activities. Fit has to do with the ways a company’s activities interact and reinforce one another. For example, Vanguard Group aligns all of its activities with a low-cost strategy; it distributes funds directly to consumers and minimizes portfolio turnover. Fit drives both competitive advantage and sustainability: when activities mutually reinforce each other, competitors can’t easily imitate them. When Continental Lite tried to match a few of Southwest Airlines’ activities, but not the whole interlocking system, the results were disastrous.

A new social type was being created by the apartment building, a cool, unemotional personality impervious to the psychological pressures of high-rise life, with minimal needs for privacy, who thrived like an advanced species of machine in the neutral atmosphere. This was the sort of resident who was content to do nothing but sit in his over-priced apartment, watch television with the sound turned down, and wait for his neighbours to make a mistake. Perhaps the recent incidents represented a last attempt by Wilder and the airline pilots to rebel against this unfolding logic? Sadly, they had little chance of success, precisely because their opponents were people who were content with their lives in the high-rise, who felt no particular objection to an impersonal steel and concrete landscape, no qualms about the invasion of their privacy by government agencies and data-processing organizations, and if anything welcomed these invisible intrusions, using them for their own purposes. These people were the first to master a new kind of late twentieth-century life. They thrived on the rapid turnover of acquaintances, the lack of involvement with others, and the total self-sufficiency of lives which, needing nothing, were never disappointed. Alternatively,

Sunday after church, all the sisters, sisters-in-law, wives kissing and patting, swatting at each other's children and at the same time loving them and rubbing their little round heads, women comparing and swapping babies, and all the men gathering and talking business, wool, yarn, lengths, shipping, bloody Flemings, fishing rights, brewing, annual turnover, nice timely information, favour-for-favour, little sweeteners, little retainers, my attorney says … That's what it should be like, married to Morgan Williams, with the Williamses being a big family in Putney … But somehow it's not been like that. Walter has spoiled it all.

Each month Cohn brought Trump the latest Job Openings and Labor Turnover Survey, called JOLTS, conducted by the Bureau of Labor Statistics. He realized he was being an asshole by rubbing it in because each month was basically the same, but he didn’t care. “Mr. President, can I show this to you?” Cohn fanned out the pages of data in front of the president. “See, the biggest leavers of jobs—people leaving voluntarily—was from manufacturing.” “I don’t get it,” Trump said. Cohn tried to explain: “I can sit in a nice office with air conditioning and a desk, or stand on my feet eight hours a day. Which one would you do for the same pay?

Yet laying the blame on a lack of personal responsibility obscures the fact that there are powerful and ever-changing structural forces at play here. Service sector employers often engage in practices that middle-class professionals would never accept. They adopt policies that, purposely or not, ensure regular turnover among their low-wage workers, thus cutting the costs that come with a more stable workforce, including guaranteed hours, benefits, raises, promotions, and the like. Whatever can be said about the characteristics of the people who work low-wage jobs, it is also true that the jobs themselves too often set workers up for failure. The

Many energy companies will use models to value assets with lifetimes of 20 years or longer—things like power plants, pipelines, and natural gas wells. Even if the model was sufficient when first developed, it can still fail before its lifetime is up. Assumptions made 15 years earlier are often invalidated due to regulatory changes, population shifts, and technological changes. Exacerbating this problem is the problem of employee turnover—commonly, the original developers of the models have moved to other jobs when problems develop. After a number of years, organizations need to take steps to ensure that someone still understands every model that is in production.

This may be a bit controversial, but I’m not so sure compensation scales are a “moral” issue, at least once you exceed the very bottom of the range. If I create a business model that works only if I pay animators half the going rate in Hollywood, and we find it impossible to hire competent animators at that rate, I know my business model is invalid. It won’t work. On the other hand, if enough animators turn up willing to work for that pay scale, the business model may be valid. Turnover will undoubtedly be on the high side, as many of the better animators will move on to higher-paying work, but if we can build turnover into our business model, the business still works.

Flexible people are rare. Organizations discourage flexibility by rewarding performance rather than development. Many organizations train people without developing them, or expect society at large to pay the price of development. These organizations may be penny-wise and pound-foolish. Organizations have to develop people in order to have promotable “raw material” that can be trained later on. The cost of training people who reject change and are defensive about their deficiencies is many times more expensive than the cost of development. Developing human resources is inexpensive as compared with the costs of turnover, the costs of repetitive training, and the costs of lowered morale.

There must be a limit, even to dinners. You are fond of apple turnovers, ladies; do not indulge in them to excess. Even in the matter of turnovers, good sense and art are requisite. Gluttony chastises the glutton, Gula punit Gulax. Indigestion is charged by the good God with preaching morality to stomachs. And remember this: each one of our passions, even love, has a stomach which must not be filled too full. In all things the word finis must be written in good season; self-control must be exercised when the matter becomes urgent; the bolt must be drawn on appetite; one must set one's own fantasy to the violin, and carry one's self to the post. The sage is the man who knows how, at a given moment, to effect his own arrest.

Those working in slaughterhouses, for example, are often underpaid and overworked, lack insurance, and are required to use dangerous equipment without adequate training. Turnover and rates of injury for jobs in anymal industries are among the highest in the United States. Slaughterhouse employees are almost always poor, they are often immigrants, and they are inevitably viewed by their employers as expendable. Moreover, if we would not like to kill pigs, hens, or cattle all day long, then we should not make food choices that require others to do so. Our dietary choices determine where others work. Will our poorest laborers work in fields of green or in buildings of blood? Fieldwork is difficult, but I worked in the fields as a child, and I am very glad that I never worked in a slaughterhouse.

week before the election, the New Republic’s Morton Kondracke wrote that “it seems more likely by the day that Ronald Reagan is not going to execute a massive electoral sweep. In fact, the movement of the presidential campaign suggests a Carter victory.”14 David Broder had written: “There is no evidence of a dramatic upsurge in Republican strength or a massive turnover in Congress.” Though polls in the days leading up to the election showed Reagan ahead of Carter, most were near or within the margin of error, and everyone was predicting a late-night nail-biter. The New York Times poll three days out had Reagan ahead by a single point; veteran California pollster Mervin Field said, “At the moment there is a slight movement toward Carter.” George Gallup said, “This election could very well be a cliffhanger just like 1948.”15

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others. Indeed, excessive stimulation seems to impede learning: a recent study found that people learn better after a quiet stroll through the woods than after a noisy walk down a city street.

FREE COFFEE Get to know every single barista/o in your local coffee shop. That’s Emma, Jason, Helen, Anjara, Brooklyn, and Jeremy! And because there’s high turnover, now it’s Angela, Jeremiah, Lupe, Jason, and Carmela! Oops—now Amber, Kat, Jonny, and Jason! Learn the names of their pets. Ask about their cat, Stanley. Like and repost their self-made music videos of ballet dancing while high. Give them your address and the code to get into your house to use the pool. After two to seven months of this, forget to pay. That’s twelve ounces of your favorite coffee beverage gratis! Become CONSUMED WITH GUILT. You just STOLE five-dollars-plus out of the pocket of a small, family-owned business in your own neighborhood! Anja, the owner, will find out and you will be BANNED. Within twenty-four hours, send ten dollars via Venmo to Anja. REPEAT THIS PROCESS FOR DECADES. 2. Diagnos-YES! Why I need so badly to belong somewhere: because there’s something really wrong with me!

Rarely in military history has there been so high a turnover of generals as in France in the 1790s. It meant that capable young men could advance through the ranks at unprecedented speed. The Terror, emigration, war, political purges, disgrace after defeat, political suspicion and scapegoating, on top of all the normal cases of resignation and retirement, meant that men like Lazare Hoche, who was a corporal in 1789, could be a general by 1793, or Michel Ney, a lieutenant in 1792, could become one by 1796. Napoleon’s rise through the ranks was therefore by no means unique given the political and military circumstances of the day.73 Still, his progress was impressive: he had spent five and a half years as a second-lieutenant, a year as a lieutenant, sixteen months as a captain, only three months as a major and no time at all as a colonel. On December 22, 1793, having been on leave for fifty-eight of his ninety-nine months of service – with and without permission – and after spending less than four years on active duty, Napoleon was made, at twenty-four, a general.

Permission Granted" You do not have to choose the bruised peach or misshapen pepper others pass over. You don't have to bury your grandmother's keys underneath her camellia bush as the will states. You don't need to write a poem about your grandfather coughing up his lung into that plastic tube—the machine's wheezing almost masking the kvetching sisters in their Brooklyn kitchen. You can let the crows amaze your son without your translation of their cries. You can lie so long under this summer shower your imprint will be left when you rise. You can be stupid and simple as a heifer. Cook plum and apple turnovers in the nude. Revel in the flight of birds without dreaming of flight. Remember the taste of raw dough in your mouth as you edged a pie. Feel the skin on things vibrate. Attune yourself. Close your eyes. Hum. Each beat of the world's pulse demands only that you feel it. No thoughts. Just the single syllable: Yes ... See the homeless woman following the tunings of a dead composer? She closes her eyes and sways with the subways. Follow her down, inside, where the singing resides.

I spent my afternoons forming a government. A new administration brings less turnover than most people imagine: Of the more than three million people, civilian and military, employed by the federal government, only a few thousand are so-called political appointees, serving at the pleasure of the president. Of those, he or she has regular, meaningful contact with fewer than a hundred senior officials and personal aides. As president, I would be able to articulate a vision and set a direction for the country; promote a healthy organizational culture and establish clear lines of responsibility and measures of accountability. I would be the one who made the final decisions on issues that rose to my attention and who explained those decisions to the country at large. But to do all this, I would be dependent on the handful of people serving as my eyes, ears, hands, and feet—those who would become my managers, executors, facilitators, analysts, organizers, team leaders, amplifiers, conciliators, problem solvers, flak catchers, honest brokers, sounding boards, constructive critics, and loyal soldiers.

If efficient copying is adaptive, such that natural selection should favor greater and greater reliance on social as opposed to asocial learning, then the tournament also establishes that a number of characteristics strongly evocative of human culture will follow automatically. With increasing copying inevitably comes greater behavioral diversity; the retention of cultural knowledge for long periods of time; conformity; and rapid turnover in behavior such as fads, fashions, and changes in technology. Provided copying errors or innovation introduce new behavioral variants, copying can simultaneously increase the knowledge base of a population and reduce the range of exploited behavior to a core of high-performance variants. Similar reasoning accounts for the observation that copying can lead to knowledge being retained over long periods of time, yet trigger rapid turnover in behavior. Low-level performance of suboptimal behavior is sufficient to retain large amounts of cultural knowledge in social learning populations, over long periods. A high level of copying increases the retention of cultural knowledge by several orders of magnitude.

Bollywood's economic workings are more mysterious. It still exists in what was known as the informal and high-risk sector of the Indian economy. Banks rarely invest in Bollywood, where moneylenders are rampant, demanding up to 35 percent interest. The big corporate houses seem no less keen to stay away from filmmaking. A senior executive with the Tatas, one of India's prominent business families, told me, "We went into Bollywood, made one film, lost a lot of money, and got out of it fast," adding that "the place works in ways we couldn't begin to explain to our shareholders." Since only six or seven of the two hundred films made each year earn a profit, the industry has generated little capital of its own. The great studios of the early years of the industry are now defunct. It is outsiders- regular moneylenders, small and big businessmen, real estate people, and, sometimes, mafia dons- who continue to finance new films, and their turnover, given the losses, is rapid. Their motives are mixed: sex, glamour, money laundering, and, more optimistically, profit. They rarely have much to do with the desire to make original, or even competent, films.

Cohn assembled every piece of economic data available to show that American workers did not aspire to work in assembly factories. Each month Cohn brought Trump the latest Job Openings and Labor Turnover Survey, called JOLTS, conducted y the Bureau of Labor Statistics. He realized he was being an asshole by rubbing it in because each month was basically the same, but he didn't care. "Mr. President, can I show this to you?" Cohn fanned out the pages of data in front of the president. "See, the biggest leavers of jobs--people leaving voluntarily--was from manufacturing." "I don't get it," Trump said. Cohn tried to explain: "I can sit in a nice office with air conditioning and a desk, or stand on my feet eight hours a day. Which one would you do for the same pay?" Cohn added, "People don't want to stand in front of a 2,000 degree blast furnace. People don't want to go into coal mines and get black lung. For the same dollars or equal ollars, they're going to choose something else." Trump wasn't buying it. Severl times Cohn just asked the president, "Why do you have these views?" "I just do," Trump replied. "I've had these views for 30 years." "That doesn't mean they're right," Cohn said. "I had the view for 15 years I could play professional football. It doesn't mean I was right.

That’s not the only present I brought you. It’s not even the best one.” He peels away from me and pulls a little velvet jewelry box out of his backpack. I gasp. Pleased, he says, “Hurry up and open it already.” “Is it a pin?” “It’s better.” My hands fly to my mouth. It’s my necklace, the heart locket from his mom’s antique store, the very same necklace I admired for so many months. At Christmas when Daddy said the necklace had been sold, I thought it was gone from my life forever. “I can’t believe it,” I whisper, touching the diamond chip in the middle. “Here, let me put it on for you.” I lift my hair up, and Peter comes around and fastens the necklace around my neck. “Can I even accept this?” I wonder aloud. “It was really expensive, Peter! Like, really really expensive.” He laughs. “I know how much it cost. Don’t worry, my mom cut me a deal. I had to sign over a bunch of weekends to driving the van around picking up furniture for the store, but you know, no biggie. It’s whatever, as long as you’re into it.” I touch the necklace. “I am! I’m so, so into it." Surreptitiously I look around the cafeteria. It’s a petty thought, a small thought, but I wish Genevieve were here to see this. “Wait, where’s my valentine?” Peter asks me. “It’s in your locker,” I say. Now I’m sort of wising I didn’t listen to Kitty and let myself go a little overboard this first Valentine’s Day with a boyfriend. With Peter. Oh, well. At least there are the cherry turnovers still warm in my backpack. I’ll give them all to him. Sorry, Chris and Lucas and Gabe.

„The air was saturated with the finest flour of a silence so nourishing, so succulent, that I could move through it only with a sort of greed, especially on those first mornings of Easter week, still cold, when I tasted it more keenly because I had only just arrived in Combray: before I went in to say good morning to my aunt, they made me wait for a moment, in the first room where the sun, still wintry, had come to warm itself before the fire, already lit between the two bricks and coating the whole room with an odour of soot, having the same effect as one of those great country ‘front-of-the-ovens’, or one of those château mantelpieces, beneath which one sits hoping that outdoors there will be an onset of rain, snow, even some catastrophic deluge so as to add, to the comfort of reclusion, the poetry of hibernation; I would take a few steps from the prayer stool to the armchairs of stamped velvet always covered with a crocheted antimacassar; and as the fire baked like a dough the appetizing smells with which the air of the room was all curdled and which had already been kneaded and made to ‘rise’ by the damp and sunny coolness of the morning, it flaked them, gilded them, puckered them, puffed them, making them into an invisible, palpable country pastry, an immense ‘turnover’ in which, having barely tasted the crisper, more delicate, more highly regarded but also drier aromas of the cupboard, the chest of drawers, the floral wallpaper, I would always come back with an unavowed covetousness to snare myself in the central, sticky, stale, indigestible and fruity smell of the flowered coverlet.

The newspapers, according to their political colour, urged punishment, eradication, colonisation or a crusade against the newts, a general strike, resignation of the government, the arrest of newt owners, the arrest of communist leaders and agitators and many other protective measures of this sort. People began frantically to stockpile food when rumours of the shores and ports being closed off began to spread, and the prices of goods of every sort soared; riots caused by rising prices broke out in the industrial cities; the stock exchange was closed for three days. It was simply the more worrying and dangerous than it had been at any time over the previous three or four months. But this was when the minister for agriculture, Monsieur Monti, stepped dexterously in. He gave orders that several hundred loads of apples for the newts should be discharged into the sea twice a week along the French coasts, at government cost, of course. This measure was remarkably successful in pacifying both the newts and the villagers in Normandy and elsewhere. But Monsieur Monti went even further: there had long been deep and serious disturbances in the wine-growing regions, resulting from a lack of turnover, so he ordered that the state should provide each newt with a half litre of white wine per day. At first the newts did not know what to do with this wine because it caused them serious diarrhoea and they poured it into the sea; but with a little time they clearly became used to it, and it was noticed that from then on the newts would show a lot more enthusiasm for sex, although with lower fertility rates than before. In this way, problems to do with the newts and with agriculture were solved in one stroke; fear and tension were assuaged, and, in short, the next time there was another government crisis, caused by the financial scandal around Madame Töppler, the clever and well proven Monsieur Monti became the minister for marine affairs in the new cabinet.

In 1932 he and other leading eugenicists attended the Third Inter-national Congress of Eugenics, which was held in New York City. The exhibits were intended to show that eugenics was a “pure and applied science.” Major Leonard Darwin, the son of Charles Darwin, also presented his views at the meeting. The New York Times reported on the event. Eugenists from all over the world will attend the Third International Congress of Eugenics today and tomorrow at the American Museum of Natural History. At general and sectional meetings they will discuss advances in the study for the physical and mental improvement of the human race… It [the exhibit] will seek to emphasize the fact that eugenics is concerned primarily with racial and family-stock, quality in the turn-over of population from generation to generation. “As a pure science,” the announcement says, “eugenics tries to understand the forces which govern this turn-over, while as an applied science it strives to use these forces in the improvement of family-stocks and races.

You don’t have to decide anything now. If you will allow me to be near you for a time, then we can see.” He rested his head back, and they looked at each other, their faces inches apart. He always was so good at looking at her. And it occurred to her just then that she herself was more Darcy than Erstwhile, sitting there admiring his fine eyes, feeling dangerously close to falling in love against her will. “Just be near…” she repeated. He nodded. “And if I don’t make you feel like the most beautiful woman in the world every day of your life, then I don’t deserve to be near you.” Jane breathed in, taking those words inside her. She thought she might like to keep them for a while. She considered never giving them up. “Okay, I lied a little bit.” He rubbed his head with even more force. “I need to admit up front that I don’t know how to have a fling. I’m not good at playing around and then saying good-bye. I’m throwing myself at your feet because I’m hoping for a shot at forever. You don’t have to say anything now, no promises required. I just thought you should know.” He forced himself to lean back again, his face turned slightly away, as if he didn’t care to see her expression just then. It was probably for the best. She was staring straight ahead with wide, panicked eyes, then a grin slowly took over her face. In her mind was running the conversation she was going to have with Molly. “I didn’t think it was possible, but I found a man as crazy intense as I was.” The plane was moving, that scatty slow motion that seemed to go both forward and backward at once. Jane kept looking back and forth between the window and the man next to her, checking to see if he was really there. Was this a better ending than tallyho? “So,” he said, “is New York City our final destination?” “That’s home.” “Good. There’s bound to be work for an attractive British actor, wouldn’t you think?” “There are thousands of restaurants, and those waiter jobs have high turnover.” “Right.” “Loads of theaters, too. I think you’d be wonderful in a comedy.” “Because I’m laughable.” “It doesn’t hurt.

YouTube: Dr. Samuel T. Francis — “Equality Unmasked" (American Renaissance Conference, 1996) In the second place, understanding egalitarianism as the ideology of the system and the elites that run it ought to alter our view of how the system and its elites actually operate. Most elites in history have always had a vested interest in preserving the societies they rule and that is why most elites have been conservative. ... But the elite that has come to power in the United States in the Western World in this century actually has a vested interest in managing and manipulating social change--the destruction of the society it rules. Political analyst Kevin Phillips pointed this out in his 1975 book "Mediacracy," which is a study of the emergence of what he calls the new knowledge elite, the members of which approach society from a new vantage point. Change does not threaten the affluent intelligentsia of the postindustrial society the way it threatened the land owners and industrialists of the New Deal. On the contrary, change is as essential to the knowledge sector as inventory turnover is to a merchant or a manufacturer. Change keeps up demand for the product: research, news, theory and technology. Post industrialism, a knowledge elite and accelerated social change appear to go hand in hand. The new knowledge elite does not preserve and protect existing traditions and institutions. On the contrary, far more than previous new classes, the knowledge elite has sought to modify or replace traditional institutions with new relationships and power centers. Egalitarianism and environmentalism serve this need to manage social change perfectly. Traditional institutions can be depicted not only as unequal and oppressive, but also as pathological, requiring the social and economic therapy that only the knowledge elite is skilled enough to design and apply. The interests of the knowledge elite in managing social change happen to be entirely consistent, not only with the agendas of the hard left, but also with the grievances and demands of various racial and ethnic groups that view racism and prejudice as obstacles to their own advancement. So that what we see as an alliance between the new elites and organized racial and ethnic minorities to undermine and displace the traditional institutions and beliefs of white, Euro-american society, which just happen to the power centers of older elites based on wealth, land and status. This process of displacement or dispossession is always described as progressive, liberating or diversifying, when in fact it merely helps consolidate the dominance of a new class and weaken the power and interests of its rivals.

HR can and should serve as advisors to organizational leadership to develop strategic workforce plans that link to the organization’s strategic plan to ensure that the right people are on board so that the firm can meet its objectives and fulfill its mission. HR partners with line management to provide development opportunities to maximize the potential of each and every employee. HR advises management on total rewards programs (compensation and benefits) and rewards and recognition programs designed to minimize costly employee turnover and to maximize employee engagement and retention.

In the opinion of the A. C. Nielsen Company, the ideal radio research service must: 1. Measure the entertainment value of the program (probably best indicated by the size of the audience, bearing in mind the scope of the broadcasting facilities). 2. Measure the sales effectiveness of the program. 3. Cover the entire radio audience; that is: a. All geographical sections. b. All sizes of cities. c. Farms. d. All income classes. e. All occupations. f. All races. g. All sizes of family. h. Telephone and non-telephone homes, etc., etc. 4. Sample each of the foregoing sections of the audience in its proper portion; that is, there must be scientific, controlled sampling — not wholly random sampling. 5. Cover a sufficiently large sample to give reliable results. 6. Cover all types of programs. 7. Cover all hours of the day. 8. Permit complete analysis of each program; for example: a. Variations in audience size at each instant during the broadcast. b. Average duration of listening. c. Detection of entertainment features or commercials which cause gain or loss of audience. d. Audience turnover from day to day or week to week, etc., etc. 9. Reveal the true popularity and listening areas of each station and each network; that is, furnish an "Audit Bureau of Circulations" for radio. A study was made by A. C. Nielson Company of all possible methods of meeting these specifications. After careful investigation, they decided to use a graphic recording instrument known as the "audimeter" for accurately measuring radio listening. . . . The audimeter is installed in radio receivers in homes.

VANILLA CRACK Preheat oven to 350 degrees F., rack in the middle position. 1 box salted soda crackers. (I used Saltines) 2 sticks salted butter (1 cup, 8 ounces, ½ pound) 1 cup white (granulated) sugar 2 teaspoons vanilla extract ½ cup salted nut pieces Line a 10-inch by 15-inch cookie sheet with heavy-duty foil. If you have a jellyroll pan, that’s perfect. If you don’t, turn up the edges of the foil to form sides. Spray the foil with Pam or other nonstick cooking spray. (You want to be able to peel it off later, after the cookies harden.) Cover the pan completely with a single layer of soda crackers, salt side up. (You can break the crackers in pieces to make them fit if you have to.) Set the cracker-lined jellyroll pan or cookie sheet aside while you cook the topping. Combine the butter with the white sugar and vanilla in a heavy saucepan. Bring it to a full boil over medium high heat on the stovetop, stirring constantly. (A full boil will have breaking bubbles all over the surface of the pan.) Boil it for exactly five (5) minutes, stirring it constantly. If it sputters too much, you can reduce the heat. If it starts to lose the boil, you can increase the heat. Just don’t stop stirring. Pour the mixture over the soda crackers as evenly as you can. Hannah’s Note: I start by pouring the mixture in lines from top to bottom over the length of the pan. Then I turn it and pour more lines over the width of the pan. Once the whole pan is cross-hatched with the hot toffee mixture, I pour any that’s left where it’s needed. If it doesn’t cover the soda crackers completely, don’t worry—it’ll spread out quite a bit in the oven. Sprinkle the salted nut pieces over the top. Slide the pan into the oven and bake the cookies at 350 degrees F. for ten (10) minutes. Remove the pan from the oven and let it cool on a wire rack. When the cookies have thoroughly cooled, peel off the foil and break them into random-sized pieces.

WATERMELON COOKIES Preheat oven to 325 degrees F., rack in the middle position. 1 package (.16-ounce) watermelon (or any other flavor) Kool-Aid powder (Don’t get the kind with sugar or sugar substitute added.) 1 and ⅔ cup white (granulated) sugar 1 and ½ cups softened butter (2 and ½ sticks, 10 ounces) 2 large eggs, beaten (just whip them up in a glass with a fork) ½ teaspoon salt 1 teaspoon baking soda 3 cups all-purpose flour (pack it down in the cup when you measure it) ½ cup white (granulated) sugar in a bowl Hannah’s 1st Note: When Brandi makes these cookies, she rolls them out on a floured board and uses cookie cutters. Rolled cookies take more time than other types of cookies, so Lisa and I modified Brandi’s recipe for use at The Cookie Jar. Mix the watermelon Kool-Aid with the granulated sugar. Add the softened butter and mix until it’s nice and fluffy. Add the eggs and mix well. Mix in the salt and the baking soda. Make sure they’re well incorporated. Add the flour in half-cup increments, mixing after each addition. Spray cookie sheets with Pam or another nonstick cooking spray. You can also use parchment paper if you prefer. Roll dough balls one inch in diameter with your hands. (We use a 2-teaspoon cookie scooper at The Cookie Jar.) Roll the cookie balls in the bowl of white sugar and place them on the cookie sheet, 12 to a standard-size sheet. Bake the Watermelon Cookies at 325 degrees F. for 10 to 12 minutes (mine took 11 minutes) or until they’re just beginning to turn golden around the edges. Don’t overbake. Let the cookies cool on the cookie sheets for no more than a minute, and then remove them to a wire rack to cool completely. Yield: Approximately 6 dozen pretty and unusual cookies that kids will adore, especially if you tell them that they’re made with Kool-Aid. Hannah’s 2nd Note: Brandi’s mother baked these cookies to send to school on birthdays. She

I’m not quite sure what promotions, if any, are or are not available to me or my colleagues at our level. There seems to be a high rate of turnover that may be, in part, due to a lack of clarity on how to grow within the business.” “While I feel like there is a lot of future opportunity in the organization, I have no idea how to get promoted. My manager has never discussed development or promotion opportunities with me.” “It has never been explained to me what each role entails and what I need to achieve in order to progress. I have only been told by my current and past team leader to ‘carry on how you’re doing,’ which is a compliment. However, it would be better if everyone was given some sort of document which consists of targets you need to hit in order to progress in the company.

Here are some scary statistics: Each year the average company loses 20-50% of its employee base Cost of replacing entry level employees: 30-50% of their annual salary Cost of replacing mid-level employees: 150% of their annual salary Millennial turnover costs the U.S. economy $30.5 billion annually. The cost of replacing high-level or highly specialized employees: 400% of their annual salary.

Job Openings and Labor Turnover Survey, called JOLTS, conducted by the Bureau of Labor Statistics.

A healthy organization is one that has less politics and confusion, higher morale and productivity, lower unwanted turnover, and lower recruiting costs than an unhealthy one.

Total Market Index Funds do not suffer the impact of front running because they hold nearly every publicly-listed stock. If a stock is sold by a small-cap index and bought by a mid-cap index, it makes no difference to the passive manager of a total market index fund because the index fund manager neither sells nor buys the stock, thus avoiding front running and other hidden turnover costs.

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He requested recipes from his mother and combed the markets for ingredients, shaping his nostalgia for her cooking into Sunday meals- pickled beets with crème fraîche, crabapple and cabbage dumplings, plum turnovers- and filling envelopes with fantasy menus addressed to Nina. Maman, we must add crepe soufflé to our desserts. You simply fold meringue into your vanilla custard, spoon it into the pancakes, fold them in half, sprinkle with sugar, and bake them. They puff into golden pillows!

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Specifically, it accelerates cell turnover and growth. Its normal level in childhood is around 100 ng/ml. With the onset of puberty it soars to 1000 or more, attesting to its potency. Most readers will have had some experience with this. IGF-1 then drops to around 200 in adulthood, gradually declining to maybe 100 in old age. If you are exercising, your body will raise your IGF-1 level. This signals cells to repair, grow, and divide. This is anabolism, the building of new body parts.

Inventory turnover ratio A low number here may indicate that either your stock is slow moving or that there may be problems, such as the presence of obsolete stock or low customer demand or order quantities are too high for the demand, resulting in little or no movement. Low numbers are typical in a spare parts operation where stock is held just in case.

Taking a deep breath, Sailor decided to lay himself at her feet. "I was imagining the future and thinking of how if everything went according to plan, I'd have a very successful business with a high turnover." He made sure his hands were locked behind Ísa's back--just in case she decided to leave him in her dust a fourth time. "And since I'd be rich, I'd be able to buy houses and other nice things for my family." Ísa frowned. "I don't think your family expects that." "They don't exactly need my largess either," Sailor muttered. "But in my future fantasy, I'm buying everyone fancy cars and houses. Go with it." Ísa's lips twitched. "Okay, big spender. What else is fantasy Sailor doing?" "He's building a ginormous mansion. Swimming pool, tennis court, the works." "Is he hiring a buff personal masseuse named Sven?" "Hell no." He glared at her. "The masseuse is a fifty-year-old forner bodybuilder named Helga. Now, can I carry on?" Pretending to zip up her lips and throw away the key, Ísa made a "go on" motion. "Future Sailor is also creating a huge walk-in closet for you and filling it with designer shoes and clothes. He's giving you everything your heart desires." A flicker of darkness in Ísa's gaze, but she didn't interrupt... though her hands went still on his shoulders. "And there's a tricked-out nursery too," he added. "Plus a private playground for our rug rats." Throat moving, Ísa said, "How many?" It was a husky question. "Seven, I think." "Very funny, mister." "I'm not done." Sailor was the one who swallowed this time. "And in this fantasy house, future Sailor walks in late for dinner again because of a board meeting, and he has a gorgeous, sexy, brilliant wife and adorable children. But his redhead doesn't look at him the same anymore. And it doesn't matter how many shoes he buys her or how many necklaces he gives her, she's never again going to look at him the way she did before he stomped on her heart. Ísa's lower lip began to quiver, but she didn't speak. "I'm so sorry, baby." Sailor cupped her face, made sure she saw the sheer terror he felt at the thought of losing her. "I've been so tied to this idea of becoming a grand success that I forgot what it was all about in the first place--being there for the people I love. Sticking through the good and the bad. Never abandoning them." Silent tears rolled own Ísa's face. "But that great plan of mine?" he said, determined not to give himself any easy outs. "It'd have mean abandoning everyone. How can I be there for anyone when all I do is work? When I shove aside all other commitments? When the people I love hesitate to ask for my time because I'm too tired and too busy?" Using his thumbs, he rubbed away her tears. More splashed onto the backs of his hands, her hurt as hot as acid. "Spitfire, please," he begged, breaking. "I'll let you punch me as many times as you want if you stop crying. With a big red glove. And you can post photos online." Ísa pressed her lips together, blinked rapidly several times. And pretended to punch him with one fist, the touch a butterfly kiss. Catching her hand, he pressed his lips to it. "That's more like my Ísa." He wrapped his arms around her again. And then he told her the most important thing. "I realized that I could become a multimillionaire, but it would mean nothing if my redhead didn't look at me the way she does now, if she expected to have to take care of everything alone like she's always done--because her man was a selfish bastard who was never there." Ísa rubbed her nose against his. "You're being very hard on future Sailor," she whispered, her voice gone throaty. "That dumbass deserves it," Sailor growled. "He was going to put his desire to be a big man above his amazing, smart, loving redhead.