Yield Management Quotes

She longed for porch friendship, for the sticky, hot sensation of familiar female legs thrown over hers in companionship. She pined for the girliness of it all, the unplanned, improvisational laziness. She wanted to soak the words 'time management' out of her lexicon. She wanted to hand over, to yield, to let herself float down the unchartered beautiful fertile musky swamp of life, where creativity and eroticism and deep intelligence dwell.

Talent is the multiplier. The more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time.

If my neighbors manage to survive without killing themselves, without going mad, maintaining an interest in political parties, not yielding to despair, resolutely pursuing the fight for existence, can their griefs really be genuine?

Sidda was tired of being vigilant, alert, sharp. She longed for porch friendship, for the sticky, hot sensation of familiar female legs thrown over hers in companionship. She pined for the girlness of it all, the unplanned, improvisational laziness. She wanted to soak the words "time management" out of her lexicon. She wanted to hand over, to yield, to let herself float down into the uncharted beautiful fertile musky swamp of life, where creativity and eroticism and deep intelligence dwell.

Oh, that's great. That way, when things have quieted down, and we come up for air, or money, or re-supply, we'll get a nice explosive package from him that says "so nice to see you again" in a way that only multi-megaton yields can.

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors’ actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change.

I simply don’t understand. I have not the remotest clue what the nature or extent of my neighbor’s woes can be. Practical troubles, griefs that can be assuaged if only there is enough to eat— these may be the most intense of all burning hells, horrible enough to blast to smithereens my ten misfortunes, but that is precisely what I don’t understand: if my neighbors manage to survive without killing themselves, without going mad, maintaining an interest in political parties, not yielding to despair, resolutely pursuing the fight for existence, can their griefs really be genuine? Am I wrong in thinking that these people have become such complete egoists and are so convinced of the normality of their way of life that they have never once doubted themselves?

I lay in my bed a few minutes later, resigned as the pain finally made its appearance. It was a crippling thing, this sensation that a huge hole had been pushed through my chest, excising my most vital organs and leaving ragged, unhealed gashes around the edges that continued to throb and bleed despite the passage of time. Rationally, I knew my lungs must still be intact, yet I gasped for air and my head spun like my efforts yielded me nothing. My heart must have been beating, too, but I couldn't hear the sound of my pulse in my ears; my hands felt blue with cold. I curled inward, hugging my ribs to hold myself together. I scrambled for my numbness, my denial, but it evaded me. And yet, I found I could survive. I was alert, I felt the pain--the aching loss that radiated out from my chest, sending wracking waves of hurt through my limbs and head--but it was managable. I could live through it. It didn't feel like the pain had weakened over time, rather that I'd grown strong enough to bear it.

And of course Brian was far more upset about separation from those two blond moppets than about leaving Louise. There shouldn't be any problem loving both, but for some reason certain men choose; like good mutual-fund managers minimizing risk while maximizing portfolio yield, they take everything they once invested in their wives and sink it into their children instead. What is it? Do they seem safer, because they need you? Because you can never become their ex-father, as I think I might become your ex-wife?

I am successful because I refused to take no for an answer. I am successful because I have never once believed my dreams were someone else’s to manage. That’s the incredible part about your dreams: nobody gets to tell you how big they can be. When it comes to your dreams, no is not an answer. The word no is not a reason to stop. Instead, think of it as a detour or a yield sign. No means merge with caution. No reminds you to slow down—to re-evaluate where you are and to judge how the new position you’re in can better prepare you for your destination. In other words, if you can’t get through the front door, try the side window. If the window is locked, maybe you slide down the chimney. No doesn’t mean that you stop; it simply means that you change course in order to make it to your destination.

The husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb surely take a risk. But are they entrepreneurs? All they do is what has been done many times before. They gamble on the increasing popularity of eating out in their area, but create neither a new satisfaction nor new consumer demand. Seen under this perspective they are surely not entrepreneurs even though theirs is a new venture. McDonald’s, however, was entrepreneurship. It did not invent anything, to be sure. Its final product was what any decent American restaurant had produced years ago. But by applying management concepts and management techniques (asking, What is “value” to the customer?), standardizing the “product,” designing process and tools, and by basing training on the analysis of the work to be done and then setting the standards it required, McDonald’s both drastically upgraded the yield from resources, and created a new market and a new customer. This is entrepreneurship.

Managing a portfolio is like managing a garden. You don’t just want different kinds of plants in your garden. You want those different plants to have synergy and to work together harmoniously to maximize productivity. In the same way, when different elements in the portfolio have synergy and work together to help each other maximize individual productivity, their collective yields can then be reinvested to maximize the productivity of the whole portfolio. There’s a compounding effect and a multiplicative value effect that takes place with the permaculture investing approach.

Just because you have the capacity to do something doesn’t mean you have to do it. Management, organization, speaking and traveling: you must ask not only what fruit they bring to the world, but what fruit they yield on the inside of your life and your heart. I

Spend the most time with your best people. ... Talent is the multiplier. THe more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time. ... Persistence directed primarily toward your non-talents is self-destructive. ... You will reprimand yourself, berate yourself, and put yourself through all manner of contortions in an attempt to achieve the impossible.

Come, Paul!" she reiterated, her eye grazing me with its hard ray like a steel stylet. She pushed against her kinsman. I thought he receded; I thought he would go. Pierced deeper than I could endure, made now to feel what defied suppression, I cried - "My heart will break!" What I felt seemed literal heart-break; but the seal of another fountain yielded under the strain: one breath from M. Paul, the whisper, "Trust me!" lifted a load, opened an outlet. With many a deep sob, with thrilling, with icy shiver, with strong trembling, and yet with relief - I wept. "Leave her to me; it is a crisis: I will give her a cordial, and it will pass," said the calm Madame Beck. To be left to her and her cordial seemed to me something like being left to the poisoner and her bowl. When M. Paul answered deeply, harshly, and briefly - "Laissez-moi!" in the grim sound I felt a music strange, strong, but life-giving. "Laissez-moi!" he repeated, his nostrils opening, and his facial muscles all quivering as he spoke. "But this will never do," said Madame, with sternness. More sternly rejoined her kinsman - "Sortez d'ici!" "I will send for Père Silas: on the spot I will send for him," she threatened pertinaciously. "Femme!" cried the Professor, not now in his deep tones, but in his highest and most excited key, "Femme! sortez à l'instant!" He was roused, and I loved him in his wrath with a passion beyond what I had yet felt. "What you do is wrong," pursued Madame; "it is an act characteristic of men of your unreliable, imaginative temperament; a step impulsive, injudicious, inconsistent - a proceeding vexatious, and not estimable in the view of persons of steadier and more resolute character." "You know not what I have of steady and resolute in me," said he, "but you shall see; the event shall teach you. Modeste," he continued less fiercely, "be gentle, be pitying, be a woman; look at this poor face, and relent. You know I am your friend, and the friend of your friends; in spite of your taunts, you well and deeply know I may be trusted. Of sacrificing myself I made no difficulty but my heart is pained by what I see; it must have and give solace. Leave me!" This time, in the "leave me" there was an intonation so bitter and so imperative, I wondered that even Madame Beck herself could for one moment delay obedience; but she stood firm; she gazed upon him dauntless; she met his eye, forbidding and fixed as stone. She was opening her lips to retort; I saw over all M. Paul's face a quick rising light and fire; I can hardly tell how he managed the movement; it did not seem violent; it kept the form of courtesy; he gave his hand; it scarce touched her I thought; she ran, she whirled from the room; she was gone, and the door shut, in one second. The flash of passion was all over very soon. He smiled as he told me to wipe my eyes; he waited quietly till I was calm, dropping from time to time a stilling, solacing word. Ere long I sat beside him once more myself - re-assured, not desperate, nor yet desolate; not friendless, not hopeless, not sick of life, and seeking death. "It made you very sad then to lose your friend?" said he. "It kills me to be forgotten, Monsieur," I said.

There was nothing to cool or banish love in these circumstances, though much to create despair. Much, too, you will think, reader, to engender jealousy: if a woman, in my position, could presume to be jealous of a woman in Miss Ingram's. But I was not jealous...Miss Ingram was a mark beneath jealousy: she was too inferior to excite the feeling. Pardon the seeming paradox; I mean what I say. She was very showy, but she was not genuine; she had a fine person, many brilliant attainments; but her mind was poor, her heart barren by nature: nothing bloomed spontaneously on that soil; no unforced natural fruit delighted by its freshness. She was not good; she was not original: she used repeat sounding phrases from books: she never offered, nor had, any opinion of her own. She advocated a high tone of sentiment; but she did not know the sensations of sympathy and pity; tenderness and truth were not in her. Too often she betrayed this...Other eyes besides mine watched these manifestations of character--watched them closely, keenly shrewdly. Yes; the future bridegroom, Mr. Rochester himself, exercised over his intended a ceaseless surveillance; and it was from this sagacity--this guardedness of his--this perfect, clear conciousness of his fair one's defects--this obvious absence of passion in his sentiments towards her, that ever-toturing pain arose. I saw he was going to marry her, for family, perhaps political reasons, because her rank and connecions suited him; I felt he had not given her his love, and that her qualifications were ill adapted to win from him that treasure. This was the point--this was where the nerve was touched and teased--this was where the fever was sustained and fed: she could not charm him. If she had managed the victory at once, and he had yielded and sincerely laid his heart at her feet, I should have covered my face, turned to the wall, and have died to them.

She tried to keep herself and her life small and manageable. Much like a poem. The condensing of the wide, unknowable past that runs right up behind them. She doesn’t do that anymore, her life isn’t a poem, she knows it’s a big, big story. Her people go all the way back to the riverbank, and further, after all — the river and what happened at the river was a time traveller, their story has no bounds in time.

When we think “prophetic” we need not always think grandly about public tasks. The prophetic task needs to be done wherever there are men and women who will yield to the managed prose future offered them by the king. So, we may ask, if we are to do that alternative constructive task of imagination, if we are to reach more than the most surface group prepared to be “religious,” where do we begin? What I propose is this: The royal consciousness leads people to numbness, especially to numbness about death. It is the task of prophetic ministry and imagination to bring people to engage their experiences of suffering to death.

Traffic will not yield to our will, neither will global finances, the environment, political rhetoric, nor people in general. There is no way to solve the problem of stress through blaming environmental factors.

I suppose people who graduate from very selective and expensive colleges, and receive immense reinforcement from colleagues who preceded them there, develop an inflated sense of their ability to effectively manage things, especially complex things. Many of these young, bright people cannot believe that our creaking and foundering systems won't yield to their managerial tinkering, and the net effect must be to turn them into very cynical careerists with nothing left but personal ladder-climbing and wealth accumulation... The political left in America makes up in cynical cowardly avarice for all the mendacious stupidity on the political right, so we end up at this moment in history with a perfect blend of every bad impulse in human nature and none of the virtues.

i have not the remotest clue what the nature or extent of my neighbor's woes can be. practical troubles, griefs that can be assuaged if only there is enough to eat—these may be the most intense of all burning hells, horrible enough to blast to smithereens my ten misfortunes, but that is precisely what i don't understand: if my neighbors manage to survive without killing themselves, without going mad, maintaining an interest in political parties, not yielding to despair, resolutely pursuing the fight for existence, can their griefs really be genuine?

The customer is also at the center of how we analyze and manage performance metrics. Our emphasis is on what we call controllable input metrics, rather than output metrics. Controllable input metrics (e.g., reducing internal costs so you can affordably lower product prices, adding new items for sale on the website, or reducing standard delivery time) measure the set of activities that, if done well, will yield the desired results, or output metrics (such as monthly revenue and stock price). We detail these metrics as well as how to discover and track them in chapter six.

That is precisely what I don't understand: if my neighbors manage to survive without killing themselves, without going mad, maintaining an interest in political parties, not yielding to despair, resolutely pursuing the fight for existence, can their griefs really be genuine? Am I wrong in thinking that these people have become such complete egoists and are so convinced that they have never once doubted themselves?

That is precisely what I don't understand: if my neighbors manage to survive without killing themselves, without going mad, maintaining an interest in political parties, not yielding to despair, resolutely pursuing the fight for existence, can their griefs really be genuine? Am I wrong in thinking that these people have become such complete egoists and are so convinced that they have never once doubted themselves?

Yes: the future bridegroom, Mr. Rochester himself, exercised over his intended a ceaseless surveillance: and it was from this sagacity—this guardedness of his—this perfect clear consciousness of his fair one's defects—this obvious absence of passion in his sentiments toward her, that my ever-torturing pain arose. I saw he was going to marry her, for family, perhaps political reasons; because her rank and connections suited him; I felt he had not given her his love, and that her qualifications were ill adapted to win from him that treasure. This was the point—this was where the nerve was touched and teased—this was where the fever was sustained and fed: she could not charm him. If she had managed the victory at once, and he had yielded and sincerely laid his heart at her feet, I should have covered my face, turned to the wall, and (figuratively) have died to them. If Miss Ingram had been a good and noble woman, endowed with force, fervor, kindness, sense, I should have had one vital struggle with two tigers—jealousy and despair: then, my heart torn out and devoured, I should have admired her—acknowledged her excellence, and been quiet for the rest of my days: and the more absolute her superiority, the deeper would have been my admiration—the more truly tranquil my quiescence. But as matters really stood, to watch Miss Ingram's efforts at fascinating Mr. Rochester; to witness their repeated failure—herself unconscious that they did fail; vainly fancying that each shaft launched, hit the mark, and infatuatedly pluming herself on success, when her pride and self-complacency repelled further and further what she wished to allure—to witness this, was to be at once under ceaseless excitation and ruthless restraint. Because when she failed I saw how she might have succeeded. Arrows that continually glanced off from Mr. Rochester's breast and fell harmless at his feet might, I knew, if shot by a surer hand, have quivered keen in his proud heart—have called love into his stern eye and softness into his sardonic face; or, better still, without weapons a silent conquest might have been won.

Neely McIntire," I said, clamping a sweaty hand behind her neck. "Friendship be damned!" Hayden yanked me forward. I had time to make a very girly sound before his lips began to move furiously over mine. His touch left behind the tingle of cinnamon gum. One of his hands slowly slid down and pressed into the small of my back. For a second, I thought the sun had washed over me. But this heat cuddled around me, pushing its way through my clothes. "Stmmmmp," I tried to say around his lips. My knees wobbled as he wound his fingers into the curls at my neck, holding my face firmly against his. "No." The hot pressure of his hand increased. A rumbling protest came from his throat when I dug my nails into his collarbones. "Lemme go," I managed to gasp when he kissed the corner of my mouth. "No," he whispered. His voice became a yielding puff of smoke. It slipped into my ears and coaxed something familiar from the broken depths. The urge to fight drained away. This wisp of memory warmed me, relaxed tensed muscles, but tightened other places. My fists uncurled and gripped his shoulders. "Why are you doing this?" "I want you to come back to me, Neely," he said, wrapping his arms around my waist to press our hips together. Fiery lips caressed my face and neck. "I know you're in there somewhere. Come back, come back, come back," he whispered between kisses.

The dilemma of the AI age will be different: its defining technology will be widely acquired, mastered, and employed. The achievement of mutual strategic restraint — or even achieving a common definition of restraint — will be more difficult than ever before, both conceptually and practically. The management of nuclear weapons, the endeavor of half a century, remains incomplete and fragmentary. Yet the challenge of assessing the nuclear balance was comparatively straightforward. Warheads could be counted, and their yields were known. Conversely, the capabilities of AI are not fixed; they are dynamic. Unlike nuclear weapons, AIs are hard to track: once trained, they may be copied easily and run on relatively small machines. And detecting their presence or verifying their absence is difficult or impossible with the present technology. In this age, deterrence will likely arise from complexity — from the multiplicity of vectors through which an AI‑enabled attack is able to travel and from the speed of potential AI responses.

Some might debate whether people are born with talent, or whether it is developed. Toyota’s stand is clear—give us the seeds of talent and we will plant them, tend the soil, water and nurture the seedlings, and eventually harvest the fruits of our labor... Of course the wise farmer selects only the best seeds, but even with careful selection there is no guarantee that the seeds will grow, or that the fruits they yield will be sweet, and yet the effort must be made because it provides the best chance of developing a strong crop.

In forests – Seeds are planted in the soil (capital) and become trees that shed leaves as they grow. Those shedded leaves become added capital to the soil (dividends/yields). The tree also provides a home for other life forms which return capital to the soil. Upon the death of the tree, it’s entire body becomes capital as it is returned to the soil. In this cycle, every tree is an investment which results in the long term accumulation of soil (capital) over time. As the soil grows, it becomes better able to invest in future trees and host future forests. And the yield of them all collectively becomes greater and greater as the capital accumulates. In fact, everything in a natural ecosystem both is capital and exists in service to capital. This duality of capital in natural ecosystems is why capital in natural ecosystems is able to compound and multiply so well. So when it comes to investing - managing portfolios, we apply this duality of capital perspective and pair it with our stewardship identity, which allows us to grow portfolios and maximize wealth.

I saw he was going to marry her, for family, perhaps political reasons, because her rank and connections suited him; I felt he had not given her his love, and that her qualifications were ill adapted to win from him that treasure. This was the point--this was where the nerve was touched and teased--this was where the fever was sustained and fed: she could not charm him. If she had managed the victory at once, and he had yielded and sincerely laid his heart at her feet, I should have covered my face, turned to the wall, and have died to them.

if my neighbors manage to survive without killing themselves, without going mad, maintaining an interest in political parties, not yielding to despair, resolutely pursuing the fight for existence, can their griefs really be genuine? Am I wrong in thinking that these people have become such complete egoists and are so convinced of the normality of their way of life that they have never once doubted themselves? If that is the case, their sufferings should be easy to bear: they are the common lot of human beings and perhaps the best one can hope for.

It is one of the greatest Curses visited upon Mankind, he told me, that they shall fear where no Fear is: this astrological and superstitious Humour disarms men's Hearts, it breaks their Courage, it makes them help to bring such Calamities on themselves. Then he stopped short and looked at me, but my Measure was not yet fill'd up so I begg' d him to go on, go on. And he continued: First, they fancy that such ill Accidents must come to pass, and so they render themselves fit Subjects to be wrought upon; it is a Disgrace to the Reason and Honour of Mankind that every fantasticall Humourist can presume to interpret the Skies (here he grew Hot and put down his Dish) and to expound the Time and Seasons and Fates of Empires, assigning the Causes of Plagues and Fires to the Sins of Men or the Judgements of God. This weakens the Constancy of Humane Actions, and affects Men with Fears, Doubts, Irresolutions and Terrours. I was afraid of your Moving Picture, I said without thought, and that was why I left. It was only Clock-work, Nick. But what of the vast Machine of the World, in which Men move by Rote but in which nothing is free from Danger? Nature yields to the Froward and the Bold. It does not yield, it devours: You cannot master or manage Nature. But, Nick, our Age can at least take up the Rubbidge and lay the Foundacions: that is why we must study the principles of Nature, for they are our best Draught. No, sir, you must study the Humours and Natures of Men: they are corrupt, and therefore your best Guides to understand Corrupcion. The things of the Earth must be understood by the sentient Faculties, not by the Understanding. There was a Silence between us now until Sir Chris. says, Is your Boy in the Kitchin? I am mighty Hungry.

And they are amazingly prolific. The more frantic among them can yield a new generation in less than ten minutes; Clostridium perfringens, the disagreeable little organism that causes gangrene, can reproduce in nine minutes. At such a rate, a single bacterium could theoretically produce more offspring in two days than there are protons in the universe. “Given an adequate supply of nutrients, a single bacterial cell can generate 280,000 billion individuals in a single day,” according to the Belgian biochemist and Nobel laureate Christian de Duve. In the same period, a human cell can just about manage a single division.

Always until then, as is common among men whose taste for the arts develops independently of their sensuality, a weird disparity had existed between the satisfactions which he would accord to both simultaneously; yielding to the seductions of more and more rarefied works of art in the company of more and more vulgar women, taking a little servant-girl to a screened box at the theatre for the performance of a decadent piece he particularly wanted to see, or to an exhibition of Impressionist painting, convinced, moreover, that a cultivated society woman would have understood them no better, but would not have managed to remain so prettily silent.

Alongside the house he planted orange and grapefruit, two more pomegranate trees, and one unbelievable tree that yielded oranges, lemons, tangerines, and other citrus fruits that I do not recall-- perhaps grapefruit and, perhaps, according to the storyline nature of my family, avocado or tomato. Either way, that tree aroused awe and excitement within me, and this is only increased when I asked my mother how her father had managed to create it. 'He's a magician,' she said. Years later I discovered it was a perfectly ordinary grafting of bitter orange understock, but my mother's words were already engraved upon me, and the impression had never dissipated.

Data sliced sufficiently finely begin once again to tell stories. The top 1 percent of the income distribution—representing household incomes in excess of roughly $475,000—comprises only about 1.5 million households. If one adds up the numbers of vice presidents or above at S&P 1500 companies (perhaps 250,000), professionals in the finance sector, including in hedge funds, venture capital, private equity, investment banking, and mutual funds (perhaps 250,000), professionals working at the top five management consultancies (roughly 60,000), partners at law firms whose profits per partner exceed $400,000 (roughly 25,000), and specialist doctors (roughly 500,000), this yields perhaps 1 million people. These are surely not all one-percenters, but they are all plausibly parts of the top 1 percent, and this group might comprise half—a sizable share—of 1 percent households overall. At the very least, the people in these known and named jobs constitute a material, rather than just marginal or eccentric, part of the top 1 percent of the income distribution. They are also, of course, the people depicted in journalistic accounts of extreme jobs—the people who regularly cancel vacation plans, spend most of their time on the road, live in unfurnished luxury apartments, and generally subsume themselves in work, encountering their personal lives only occasionally, and as strangers.

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

Princess Cookie’s cognitive pathways may have required a more comprehensive analysis. He knew that it was possible to employ certain progressive methods of neural interface, but he felt somewhat apprehensive about implementing them, for fear of the risks involved and of the limited returns such tactics might yield. For instance, it would be a particularly wasteful endeavor if, for the sake of exhausting every last option available, he were even to go so far as resorting to invasive Ontological Neurospelunkery, for this unorthodox process would only prove to be the cerebral equivalent of tracking a creature one was not even sure existed: surely one could happen upon some new species deep in the caverns somewhere and assume it to be the goal of one’s trek, but then there was a certain idiocy to this notion, as one would never be sure this newfound entity should prove to be what one wished it to be; taken further, this very need to find something, to begin with, would only lead one to clamber more deeply inward along rigorous paths and over unsteady terrain, the entirety of which could only be traversed with the arrogant resolve of someone who has already determined, with a misplaced sense of pride in his own assumptions, that he was undoubtedly making headway in a direction worthwhile. And assuming still that this process was the only viable option available, and further assuming that Morell could manage to find a way to track down the beast lingering ostensibly inside of Princess Cookie, what was he then to do with it? Exorcise the thing? Reason with it? Negotiate maybe? How? Could one hope to impose terms and conditions upon the behavior of something tracked and captured in the wilds of the intellect? The thought was a bizarre one and the prospect of achieving success with it unlikely. Perhaps, it would be enough to track the beast, but also to let it live according to its own inclinations inside of her. This would seem a more agreeable proposition. Unfortunately, however, the possibility still remained that there was no beast at all, but that the aberration plaguing her consciousness was merely a side effect of some divine, yet misunderstood purpose with which she had been imbued by the Almighty Lord Himself. She could very well have been functioning on a spiritual plane far beyond Morell’s ability to grasp, which, of course, seared any scrutiny leveled against her with the indelible brand of blasphemy. To say the least, the fear of Godly reprisal which this brand was sure to summon up only served to make the prospect of engaging in such measures as invasive Ontological Neurospelunkery seem both risky and wasteful. And thus, it was a nonstarter.

While he digs he is free to let his mind wander, and he dreams his kingdom of pear trees in the orchard across to his left, growing skywards, gnarling, putting forth fat green soft fruits with ease each year. The trees that already grow in the orchards he loves almost as women in his life; the Catherine pear, the Chesil or pear Nouglas, the great Kentish pear, the Ruddick, the Red Garnet, the Norwich, the Windsor, the little green pear ripe at Kingsdon Feast; all thriving where they were planted in his father's ground at Lytes Cary before the management of the estate became his own responsibility as the eldest son. So much has happened these last six years since his father handed over and left for his house in Sherborne: there have been births and deaths - Anys herself was taken from him only last year. But the pear trees live on, reliably flowering and yielding variable quantities as an annual crop that defines the estate, and he has plans to add more.

There is a third premise of the recovery movement that I do endorse enthusiastically: The patterns of problems in childhood that recur into adulthood are significant. They can be found by exploring your past, by looking into the corners of your childhood. Coming to grips with your childhood will not yield insight into how you became the adult you are: The causal links between childhood events and what you have now become are simply too weak. Coming to grips with your childhood will not make your adult problems go away: Working through the past does not seem to be any sort of cure for troubles. Coming to grips with your childhood will not make you feel any better for long, nor will it raise your self-esteem. Coming to grips with childhood is a different and special voyage. The sages urged us to know ourselves, and Plato warned us that the unexamined life is not worth living. Knowledge acquired on this voyage is about patterns, about the tapestry that we have woven. It is not knowledge about causes. Are there consistent mistakes we have made and still make? In the flush of victory, do I forget my friends—in the Little League and when I got that last big raise? (People have always told me I'm a good loser but a bad winner.) Do I usually succeed in one domain but fail in another? (I wish I could get along with the people I really love as well as I do with my employers.) Does a surprising emotion arise again and again? (I always pick fights with people I love right before they have to go away.) Does my body often betray me? (I get a lot of colds when big projects are due.) You probably want to know why you are a bad winner, why you get colds when others expect a lot of you, and why you react to abandonment with anger. You will not find out. As important and magnetic as the “why” questions are, they are questions that psychology cannot now answer. One of the two clearest findings of one hundred years of therapy is that satisfactory answers to the great “why” questions are not easily found; maybe in fifty years things will be different; maybe never. When purveyors of the evils of “toxic shame” tell you that they know it comes from parental abuse, don't believe them. No one knows any such thing. Be skeptical even of your own “Aha!” experiences: When you unearth the fury you felt that first kindergarten day, do not assume that you have found the source of your lifelong terror of abandonment. The causal links may be illusions, and humility is in order here. The other clearest finding of the whole therapeutic endeavor, however, is that change is within our grasp, almost routine, throughout adult life. So even if why we are what we are is a mystery, how to change ourselves is not. Mind the pattern. A pattern of mistakes is a call to change your life. The rest of the tapestry is not determined by what has been woven before. The weaver herself, blessed with knowledge and with freedom, can change—if not the material she must work with—the design of what comes next.

The object is to want money, and to become so determined to have it that you CONVINCE yourself you will have it. Only those who become "money conscious" ever accumulate great riches. "Money consciousness" means that the mind has become so thoroughly saturated with the DESIRE for money, that one can see one's self already in possession of it. To the uninitiated, who has not been schooled in the working principles of the human mind, these instructions may appear impractical. It may be helpful, to all who fail to recognize the soundness of the six steps, to know that the information they convey, was received from Andrew Carnegie, who began as an ordinary laborer in the steel mills, but managed, despite his humble beginning, to make these principles yield him a fortune of considerably more than one hundred million dollars. It may be of further help to know that the six steps here recommended were carefully scrutinized by the late Thomas A. Edison, who placed his stamp of approval upon them as being, not only the steps essential for the accumulation of money, but necessary for the attainment of any definite goal. The steps call for no "hard labor." They

The alien ship was already thundering towards the upper reaches of the atmosphere, on its way out into the appalling void which separates the very few things there are in the Universe from each other. Its occupant, the alien with the expensive complexion, leaned back in its single seat. His name was Wowbagger the Infinitely Prolonged. He was a man with a purpose. Not a very good purpose, as he would have been the first to admit, but it was at least a purpose and it did at least keep him on the move. Wowbagger the Infinitely Prolonged was --- indeed, is --- one of the Universe's very small number of immortal beings. Those who are born immortal instinctively know how to cope with it, but Wowbagger was not one of them. Indeed he had come to hate them, the load of serene bastards. He had had his immortality thrust upon him by an unfortunate accident with an irrational particle accelerator, a liquid lunch and a pair of rubber bands. The precise details of the accident are not important because no one has ever managed to duplicate the exact circumstances under which it happened, and many people have ended up looking very silly, or dead, or both, trying. Wowbagger closed his eyes in a grim and weary expression, put some light jazz on the ship's stereo, and reflected that he could have made it if it hadn't been for Sunday afternoons, he really could have done. To begin with it was fun, he had a ball, living dangerously, taking risks, cleaning up on high-yield long-term investments, and just generally outliving the hell out of everybody. In the end, it was the Sunday afternoons he couldn't cope with, and that terrible listlessness which starts to set in at about 2:55, when you know that you've had all the baths you can usefully have that day, that however hard you stare at any given paragraph in the papers you will never actually read it, or use the revolutionary new pruning technique it describes, and that as you stare at the clock the hands will move relentlessly on to four o'clock, and you will enter the long dark teatime of the soul. So things began to pall for him. The merry smiles he used to wear at other people's funerals began to fade. He began to despise the Universe in general, and everyone in it in particular. This was the point at which he conceived his purpose, the thing which would drive him on, and which, as far as he could see, would drive him on forever. It was this. He would insult the Universe.

businesses that could benefit from the way networks behave, and this approach yielded some notable successes. Richard came from a different slant. For twenty years, he was a ‘strategy consultant’, using economic analysis to help firms become more profitable than their rivals. He ended up co-founding LEK, the fastest-growing ‘strategy boutique’ of the 1980s, with offices in the US, Europe and Asia. He also wrote books on business strategy, and in particular championed the ‘star business’ idea, which stated that the most valuable venture was nearly always a ‘star’, defined as the biggest firm in a high-growth market. In the 1990s and 2000s, Richard successfully invested the money he had made as a management consultant in a series of star ventures. He also read everything available about networks, feeling intuitively that they were another reason for business success, and might also help explain why some people’s careers took off while equally intelligent and qualified people often languished. So, there were good reasons why Greg and Richard might want to write a book together about networks. But the problem with all such ‘formal’ explanations is that they ignore the human events and coincidences that took place before that book could ever see the light of day. The most

SEVEN CHANGE MASTERY SHIFTS • Change Mastery Shift 1: From Problem Focus to Opportunity Focus. Effective leaders tend to perceive and to innovate on the opportunities inherent in change. • Change Mastery Shift 2: From Short-Term Focus to Long-Term Focus. Effective leaders don’t lose sight of their long-term vision in the midst of change. • Change Mastery Shift 3: From Circumstance Focus to Purpose Focus. Effective leaders maintain a clear sense of purpose, value, and meaning to rise above immediate circumstances. • Change Mastery Shift 4: From Control Focus to Agility Focus. Effective leaders understand that control is a management principle that yields a certain degree of results. However, agility, flexibility, and innovation are leadership principles that sustain results over the long haul. • Change Mastery Shift 5: From Self-Focus to Service. Effective leaders buffer their teams and organizations from the stress of change by managing, neutralizing, and/or transcending their own stress. • Change Mastery Shift 6: From Expertise Focus to Listening Focus. Effective leaders stay open and practice authentic listening to stay connected with others and to consider multiple, innovative solutions. • Change Mastery Shift 7: From Doubt Focus to Trust Focus. Effective leaders are more secure in themselves; they possess a sense that they can handle whatever may come their way; their self-awareness and self-trust are bigger than the circumstances of change.

Many aspects of the modern financial system are designed to give an impression of overwhelming urgency: the endless ‘news’ feeds, the constantly changing screens of traders, the office lights blazing late into the night, the young analysts who find themselves required to work thirty hours at a stretch. But very little that happens in the finance sector has genuine need for this constant appearance of excitement and activity. Only its most boring part—the payments system—is an essential utility on whose continuous functioning the modern economy depends. No terrible consequence would follow if the stock market closed for a week (as it did in the wake of 9/11)—or longer, or if a merger were delayed or large investment project postponed for a few weeks, or if an initial public offering happened next month rather than this. The millisecond improvement in data transmission between New York and Chicago has no significance whatever outside the absurd world of computers trading with each other. The tight coupling is simply unnecessary: the perpetual flow of ‘information’ part of a game that traders play which has no wider relevance, the excessive hours worked by many employees a tournament in which individuals compete to display their alpha qualities in return for large prizes. The traditional bank manager’s culture of long lunches and afternoons on the golf course may have yielded more useful information about business than the Bloomberg terminal. Lehman

But there was a lacuna in Nehru’s concept of science: he saw it exclusively in terms of laboratory science, not field science; physics and molecular biology, not ecology, botany, or agronomy. He understood that India’s farmers were poor in part because they were unproductive—they harvested much less grain per acre than farmers elsewhere in the world. But unlike Borlaug, Nehru and his ministers believed that the poor harvests were due not to lack of technology—artificial fertilizer, irrigated water, and high-yield seeds—but to social factors like inefficient management, misallocation of land, lack of education, rigid application of the caste system, and financial speculation (large property owners were supposedly hoarding their wheat and rice until they could get better prices). This was not crazy: more than one out of five families in rural India owned no land at all, and about two out of five owned less than 2.5 acres, not enough land to feed themselves. Meanwhile, a tiny proportion of absentee landowners controlled huge swathes of terrain. The solution to rural poverty, Nehru therefore believed, was less new technology than new policies: give land from big landowners to ordinary farmers, free the latter from the burdens of caste, and then gather the liberated smallholders into more-efficient, technician-advised cooperatives. This set of ideas had the side benefit of fitting nicely into Nehru’s industrial policy: enacting them would cost next to nothing, reserving more money for building factories.

It might be imagined that certain people in history—the naturally gifted, the geniuses—have either somehow bypassed the Apprenticeship Phase or have greatly shortened it because of their inherent brilliance. To support such an argument, people will bring up the classic examples of Mozart and Einstein, who seemed to have emerged as creative geniuses out of nowhere. With the case of Mozart, however, it is generally agreed among classical music critics that he did not write an original and substantial piece of music until well after ten years of composing. In fact, a study of some seventy great classical composers determined that with only three exceptions, all of the composers had needed at least ten years to produce their first great work, and the exceptions had somehow managed to create theirs in nine years. Einstein began his serious thought experiments at the age of sixteen. Ten years later he came up with his first revolutionary theory of relativity. It is impossible to quantify the time he spent honing his theoretical skills in those ten years, but is not hard to imagine him working three hours a day on this particular problem, which would yield more than 10,000 hours after a decade. What in fact separates Mozart and Einstein from others is the extreme youth with which they began their apprenticeships and the intensity with which they practiced, stemming from their total immersion in the subject. It is often the case that in our younger years we learn faster, absorb more deeply, and yet retain a kind of creative verve that tends to fade as we get older.

Taking the catcher’s place, he sank to his haunches and gestured to Arthur. “Throw some easy ones to begin with,” he called, and Arthur nodded, seeming to lose his apprehensiveness. “Yes, milord!” Arthur wound up and released a relaxed, straight pitch. Squinting in determination, Lilian gripped the bat hard, stepped into the swing, and turned her hips to lend more impetus to the motion. To her disgust, she missed the ball completely. Turning around, she gave Westcliff a pointed glance. “Well, your advice certainly helped,” she muttered sarcastically. “Elbows,” came his succinct reminder, and he tossed the ball to Arthur. “Try again.” Heaving a sigh, Lillian raised the bat and faced the pitcher once more. Arthur drew his arm back, and lunged forward as he delivered another fast ball. Lillian brought the bat around with a grunt of effort, finding an unexpected ease in adjusting the swing to just the right angle, and she received a jolt of visceral delight as she felt the solid connection between the bat and the leather ball. With a loud crack the ball was catapulted high into the air, over Arthur’s head, beyond the reach of those in the back field. Shrieking in triumph, Lillian dropped the bat and ran headlong toward the first sanctuary post, rounding it and heading toward second. Out of the corner of her eye, she saw Daisy hurtling across the field to scoop up the ball, and in nearly the same motion, throwing it to the nearest boy. Increasing her pace, her feet flying beneath her skirts, Lillian rounded third, while the ball was tossed to Arthur. Before her disbelieving eyes, she saw Westcliff standing at the last post, Castle Rock, with his hands held up in readiness to catch the ball. How could he? After showing her how to hit the ball, he was now going to tag her out? “Get out of my way!” Lillian shouted, running pellmell toward the post, determined to reach it before he caught the ball. “I’m not going to stop!” “Oh, I’ll stop you,” Westcliff assured her with a grin, standing right in front of the post. He called to the pitcher. “Throw it home, Arthur!” She would go through him, if necessary. Letting out a warlike cry, Lillian slammed full-length into him, causing him to stagger backward just as his fingers closed over the ball. Though he could have fought for balance, he chose not to, collapsing backward onto the soft earth with Lillian tumbling on top of him, burying him in a heap of skirts and wayward limbs. A cloud of fine beige dust enveloped them upon their descent. Lillian lifted herself on his chest and glared down at him. At first she thought that he had been winded, but it immediately became apparent that he was choking with laughter. “You cheated!” she accused, which only seemed to make him laugh harder. She struggled for breath, drawing in huge lungfuls of air. “You’re not supposed…to stand in front…of the post…you dirty cheater!” Gasping and snorting, Westcliff handed her the ball with the ginger reverence of someone yielding a priceless artifact to a museum curator. Lillian took the ball and hurled it aside. “I was not out,” she told him, jabbing her finger into his hard chest for emphasis. It felt as if she were poking a hearthstone. “I was safe, do you…hear me?” She heard Arthur’s amused voice as he approached them. “Actually, miss—” “Never argue with a lady, Arthur,” the earl interrupted, having managed to regain his powers of speech, and the boy grinned at him. “Yes, milord.” “Are there ladies here?” Daisy asked cheerfully, coming from the field. “I don’t see any.” Still smiling, the earl looked up at Lillian.

The 12 Principles of Permaculture Investing are: 1. Accumulate & Compound Capital: Consistently save and invest to grow your capital base over time, leveraging the power of compound interest. 2. Utilize Capital: Actively deploy your capital into productive investments that generate returns, rather than letting it sit idle. 3. Retain Maximum & Gradiented Liquidity: Maintain a balance between liquid assets (easily accessible cash) and less liquid investments, ensuring you can meet immediate needs while still investing for the long term. 4. Actively Manage Passive: While focusing on passive income sources, actively monitor and adjust your investments to optimize returns and mitigate risks. 5. Prioritize Long-Term Growth: Focus on investments that offer potential for significant growth over the long term, even if they don't provide immediate high yields. 6. Prioritize Consistent Yields: Balance your portfolio with investments that provide reliable, consistent income to support your financial needs. 7. Add Net Value to all Stakeholders: Invest in ways that benefit not only yourself but also the broader community, environment, and all parties involved. 8. Provide Authentic Data: Be transparent and honest in your financial reporting, providing accurate information to all stakeholders. 9. Collect & Utilize Authentic Data: Base your investment decisions on reliable, verified data rather than speculation or rumors. 10. Diversify Holistically: Diversify your investments across different asset classes, industries, and geographical regions to reduce risk and maximize potential returns. 11. Harvest Yields Equitably: Distribute profits fairly among all stakeholders, ensuring everyone benefits from the investment's success. 12. Reinvest Yields in Most Profitable Assets: Continuously evaluate your portfolio and reinvest profits into the most promising opportunities to further compound your growth.

How often, after that day, in the course of my walks along the Guermantes way, and with what an intensified melancholy, did I reflect on my lack of qualification for a literary career, and abandon all hope of ever becoming a famous author. The regrets that I felt for this, as I lingered behind to muse awhile on my own, made me suffer so acutely that, in order to banish them, my mind of its own accord, by a sort of inhibition in the face of pain, ceased entirely to think of verse-making, of fiction, of the poetic future on which my lack of talent precluded me from counting. Then, quite independently of all these literary preoccupations and in no way connected with them, suddenly a roof, a gleam of sunlight on a stone, the smell of a path would make me stop still, to enjoy the special pleasure that each of them gave me, and also because they appeared to be concealing, beyond what my eyes could see, something which they invited me to come and take but which despite all my efforts I have never managed to discover. Since I felt that this something was to be found in them, I would stand there motionless, looking, breathing, endeavouring to penetrate with my mind beyond the thing seen or smelt. And if I then had to hasten after my grandfather, to continue my walk, I would try to racapture them by closing my eyes; I would concentrate on recalling exactly the line of the roof, the colour of the stone, which, without my being able to understand why, had seemed to me to be bursting, ready to open, to yield up to me the secret treasure of which they were themselves no more than the lids. It was certainly not impressions of this kind that could restore the hope I had lost of succeeding one day in becoming an author and poet, for each of them was associated with some material object devoid of intellectual value and suggesting no abstract truth. But at least they gave me an unreasoning pleasure, the illusion of a sort of fecundity, and thereby distracted me from the tedium, from the sense of my own impotence which I had felt whenever I had sought a philosophic theme for some great literary work. But so arduous was the task imposed on my conscience by those impressions of form or scent or colour - to try to perceive what lay hidden beneath them - that I was not long in seeking an excuse which would allow me to relax so strenuous an effort and to spare myself the fatigue that it involved.

The key to preventing this is balance. I see the give and take between different constituencies in a business as central to its success. So when I talk about taming the Beast, what I really mean is that keeping its needs balanced with the needs of other, more creative facets of your company will make you stronger. Let me give you an example of what I mean, drawn from the business I know best. In animation, we have many constituencies: story, art, budget, technology, finance, production, marketing, and consumer products. The people within each constituency have priorities that are important—and often opposing. The writer and director want to tell the most affecting story possible; the production designer wants the film to look beautiful; the technical directors want flawless effects; finance wants to keep the budgets within limits; marketing wants a hook that is easily sold to potential viewers; the consumer products people want appealing characters to turn into plush toys and to plaster on lunchboxes and T-shirts; the production managers try to keep everyone happy—and to keep the whole enterprise from spiraling out of control. And so on. Each group is focused on its own needs, which means that no one has a clear view of how their decisions impact other groups; each group is under pressure to perform well, which means achieving stated goals. Particularly in the early months of a project, these goals—which are subgoals, really, in the making of a film—are often easier to articulate and explain than the film itself. But if the director is able to get everything he or she wants, we will likely end up with a film that’s too long. If the marketing people get their way, we will only make a film that mimics those that have already been “proven” to succeed—in other words, familiar to viewers but in all likelihood a creative failure. Each group, then, is trying to do the right thing, but they’re pulling in different directions. If any one of those groups “wins,” we lose. In an unhealthy culture, each group believes that if their objectives trump the goals of the other groups, the company will be better off. In a healthy culture, all constituencies recognize the importance of balancing competing desires—they want to be heard, but they don’t have to win. Their interaction with one another—the push and pull that occurs naturally when talented people are given clear goals—yields the balance we seek. But that only happens if they understand that achieving balance is a central goal of the company.

To be free requires that we are not marionettes whose strings are pulled by physical law. Whether the laws are deterministic (as in classical physics) or probabilistic (as in quantum physics) is of deep significance to how reality evolves and to the kinds of predictions science can make. But for assessing free will, the distinction is irrelevant. If the fundamental laws can continually churn, never grinding to a halt for lack of human input and applying all the same even if particles happen to inhabit bodies and brains, then there is no place for free will. Indeed, as is affirmed by every scientific experiment and observation ever conducted, long before we humans came on the scene the laws ruled without interruption; after we arrived, they continued to rule without interruption. To sum up: We are physical beings made of large collections of particles governed by nature’s laws. Everything we do and everything we think amounts to motions of those particles. Shake my hand and particles constituting your hand push up and down against those constituting mine. Say hello, and particles constituting your vocal cords jostle particles of air in your throat, setting off a chain reaction of colliding particles that ripples through the air, knocking into the particles constituting my eardrums, setting off a surge of yet other particles in my head, which is how I manage to hear what you’re saying. Particles in my brain respond to the stimuli, yielding the thought that’s a strong grip, and sending signals carried by other particles to those in my arm, which drive my hand to move in tandem with yours. And since all observations, experiments, and valid theories confirm that particle motion is fully controlled by mathematical rules, we can no more intercede in this lawful progression of particles than we can change the value of pi. Our choices seem free because we do not witness nature’s laws acting in their most fundamental guise; our senses do not reveal the operation of nature’s laws in the world of particles. Our senses and our reasoning focus on everyday human scales and actions: we think about the future, compare courses of action, and weigh possibilities. As a result, when our particles do act, it seems to us that their collective behaviors emerge from our autonomous choices. However, if we had the superhuman vision invoked earlier and were able to analyze everyday reality at the level of its fundamental constituents, we would recognize that our thoughts and behaviors amount to complex processes of shifting particles that yield a powerful sense of free will but are fully governed by physical law.

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Another dangerous neoliberal word circulating everywhere that is worth zooming in on is the word ‘resilience’. On the surface, I think many people won’t object to the idea that it is good and beneficial for us to be resilient to withstand the difficulties and challenges of life. As a person who lived through the atrocities of wars and sanctions in Iraq, I’ve learnt that life is not about being happy or sad, not about laughing or crying, leaving or staying. Life is about endurance. Since most feelings, moods, and states of being are fleeting, endurance, for me, is the common denominator that helps me go through the darkest and most beautiful moments of life knowing that they are fleeing. In that sense, I believe it is good for us to master the art of resilience and endurance. Yet, how should we think about the meaning of ‘resilience’ when used by ruling classes that push for wars and occupations, and that contribute to producing millions of deaths and refugees to profit from plundering the planet? What does it mean when these same warmongers fund humanitarian organizations asking them to go to war-torn countries to teach people the value of ‘resilience’? What happens to the meaning of ‘resilience’ when they create frighteningly precarious economic structures, uncertain employment, and lay off people without accountability? All this while also asking us to be ‘resilient’… As such, we must not let the word ‘resilience’ circulate or get planted in the heads of our youth uncritically. Instead, we should raise questions about what it really means. Does it mean the same thing for a poor young man or woman from Ghana, Ecuador, Afghanistan vs a privileged member from the upper management of a U.S. corporation? Resilience towards what? What is the root of the challenges for which we are expected to be resilient? Does our resilience solve the cause or the root of the problem or does it maintain the status quo while we wait for the next disaster? Are individuals always to blame if their resilience doesn’t yield any results, or should we equally examine the social contract and the entire structure in which individuals live that might be designed in such a way that one’s resilience may not prevail no matter how much perseverance and sacrifice one demonstrates? There is no doubt that resilience, according to its neoliberal corporate meaning, is used in a way that places the sole responsibility of failure on the shoulders of individuals rather than equally holding accountable the structure in which these individuals exist, and the precarious circumstances that require work and commitment way beyond individual capabilities and resources. I find it more effective not to simply aspire to be resilient, but to distinguish between situations in which individual resilience can do, and those for which the depth, awareness, and work of an entire community or society is needed for any real and sustainable change to occur. But none of this can happen if we don’t first agree upon what each of us mean when we say ‘resilience,’ and if we have different definitions of what it means, then we should ask: how shall we merge and reconcile our definitions of the word so that we complement not undermine what we do individually and collectively as people. Resilience should not become a synonym for surrender. It is great to be resilient when facing a flood or an earthquake, but that is not the same when having to endure wars and economic crises caused by the ruling class and warmongers. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

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By the end of 2008, however, the ingredients for a solid market recovery were in place. The over-levered funds that had received margin calls either raised additional capital, sold assets to de-lever as required, or liquidated. Funds and investment managers that received notices from investors desiring to withdraw at year-end either put up “gates” postponing withdrawals or completed the asset sales needed to meet them. The prices of debt securities reached a point where they implied yields so high that selling was unpalatable and buying became attractive. And, ultimately, market participants demonstrated that when negative psychology is universal and “things can’t get any worse,” they won’t. When all optimism has been driven out, and panicked risk aversion is everywhere, it becomes possible to reach a point where prices can’t go any lower. And when prices eventually stop going down, people tend to feel relief, and so the potential for a price recovery begins to arise.

Boredom is the hollow space that comes before anxiety. It is a void that needs to be filled. And anything you have flattened and confined - any tiny, manageable bad thoughts, not to speak fo the larger, less yielding traumas - in this space they bloat, becoming big-bellied, and surrounding them are a thousand feeding horseflies; bussing and nipping and whipping up the radio static that drives a person mad.

There happens to be a coffee bar in the lobby of the hotel. One afternoon while on a business trip in Las Vegas, I went to buy myself a cup of coffee. The barista working that day was a young man named Noah. Noah was funny and engaging. It was because of Noah that I enjoyed buying that cup of coffee more than I generally enjoy buying a cup of coffee. After standing and chatting for a while, I finally asked him, “Do you like your job?” Without skipping a beat Noah immediately replied, “I love my job!” Now, for someone in my line of business, that’s a significant response. He didn’t say, “I like my job,” he said, “I love my job.” That’s a big difference. “Like” is rational. We like the people we work with. We like the challenge. We like the work. But “love,” love is emotional. Love is something harder to quantify. It’s like asking someone “Do you love your spouse,” and they respond, “I like my spouse a lot.” It’s a very different answer. You get my point, love is a higher standard. So when Noah said, “I love my job,” I perked up. From that one response, I knew Noah felt an emotional connection to the Four Seasons that was bigger than the money he made and the job he performs. Immediately, I asked Noah a follow-up question. “Tell me specifically what the Four Seasons is doing that you would say to me that you love your job.” Again without skipping a beat, Noah replied, “Throughout the day, managers will walk past me and ask me how I’m doing, ask me if there is anything I need, anything they can do to help. Not just my manager … any manager. I also work for [another hotel],” he continued. He went on to explain that at his other job the managers walk past and try to catch people doing things wrong. At the other hotel, Noah lamented, “I keep my head below the radar. I just want to get through the day and get my paycheck. Only at the Four Seasons,” Noah said, “do I feel I can be myself.” Noah gives his best when he’s at the Four Seasons. Which is what every leader wants from their people. So it makes sense why so many leaders, even some of the best-intentioned ones, often ask, “How do I get the most out of my people?” This is a flawed question, however. It’s not a question about how to help our people grow stronger, it’s about extracting more output from them. People are not like wet towels to be wrung out. They are not objects from which we can squeeze every last drop of performance. The answers to such a question might yield more output for a time, but it often comes at a cost of our people and to the culture in the longer term. Such an approach will never generate the feelings of love and commitment that Noah has for the Four Seasons. A better question to ask is, “How do I create an environment in which my people can work to their natural best?

Types of Forex Strategy Traders Figuring out how to exchange isn't simple particularly with regards to the unfamiliar trade market. You will presumably need to learn it through a Forex exchanging framework. A few people believe that dealers are jack of all methodologies of exchanging yet that is not how things work. The way to fruitful exchanging is to turn into the expert of a couple of exchanging techniques. These couple of exchanging methodologies can take you far. Forex procedure dealer frameworks are broadly utilized by various individuals since they give you structure, a bunch of rules and an arrangement to follow as well. There are sure techniques that are at present utilized in the Forex market and they can even cause you to pick what Forex system broker would be best for you to make due in this market. Indicator Driving Trading Systems These exchanging bargains are planned by the individuals who look at that as a specific set up is working at the present time, yet utilizing this framework calls for wary managing. That is on the grounds that it simply works for the current second. This Forex exchanging framework can't give you uphold for quite a while. The framework utilizes pointers for producing an exchanging signal against the value activity. The pointers consistently slack and subsequently, they will in general give late just as false signals. They are not forward-thinking regardless. Something to be thankful for about this exchanging bargain is that it takes a gander at the graphs and numerous beginner merchants think that it’s valuable and enticing. They think of it as' not difficult to utilize and comprehend. Harmonic trading system The Harmonic trading system framework perceives value designs with the Fibonacci augmentations just as following data and afterward it figures the defining moments in the business sectors. It is an intricate type of exchanging which will call for significant practice. On the off chance that you ace it by training, at that point you will discover it among outstanding amongst other exchanging frameworks as it can offer more significant yields against the danger. You can utilize it for exchanging any sort of market. Technical Trading Systems These are perhaps the most ordinarily utilized exchanging bargains that are basic among Forex merchants. They incorporate climbing triangles, banner examples, shoulder examples, heads and various different examples to allow you to exchange the business sectors. These exchanging frameworks are truly useful and you utilize monetary information from earlier years to anticipate the market patterns and take an action. The Forex technique broker or the Forex exchanging frameworks empower you to ensure that you don't lose while you exchange from the solace of your own home. In any case, be certain that Forex exchanging frameworks are not lucrative aides. You actually need to utilize your own insight in exchanging and assemble loads of exchanging data request to put your cash in the perfect spot. Exchanging isn't some tea. On the off chance that you think by utilizing the exchanging gives you can guarantee making enormous amounts of cash, at that point you are incorrect. You should utilize your experience and viable information to guarantee that the Forex procedure broker you use demonstrates to control you in productive exchanging.

France initially offered strong resistance to the inclusion of Germany in the Marshall Plan, but failed to deflect the US position. In the best French negotiating style, it managed to get a more substantial portion of the resources. This tactic later yielded much fruit in the negotiations for the European economic union, when it would sell dearly its lifting of vetoes to Community initiatives.

Plants truly can restore our planet. Beyond the food yields plants provide for humans, they also offer many solutions to global problems. Plants mitigate erosion, build soil, clean toxic water, break up hard soil, manage the climate, and so on. There are plants we can grow and harvest sustainably to build our structures, heat our homes, and clean our air.

Dimka kept his face expressionless. Trofim Lysenko was a scientific charlatan, a clever self-promoter who had won Khrushchev’s favor even though his research was worthless. He promised improved yields that never materialized, but he managed to persuade political leaders that his opponents were “anti-progress,” an accusation that was as fatal in the USSR as “Communist” was in the USA

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Although at one time a measure of a business’s prosperity, it has become a relic: stocks should simply not be bought on the basis of their dividend yield. Too often struggling companies sport high dividend yields, not because the dividends have been increased, but because the share prices have fallen. Fearing that the stock price will drop further if the dividend is cut, managements maintain the payout, weakening the company even more.

If you had not worked as a carpenter, you would not have been able to place your soul outside yourself, to pretend that it is a crow talking, and to understand that you are better and wiser than you believe,” came the reply. “Because it was in the carpentry shop that you discovered the sacred that is in all things.” “I always took pleasure in pretending to talk to the tables and chairs I built; wasn’t that enough? And when I spoke to them, I usually found thoughts that had never entered my head. The woman had told me that it was because I had put the greater part of my soul into the work, and it was this part that answered me. “But when I was beginning to understand that I could serve God in this way, the angel appeared, and—well, you know the rest.” “The angel appeared because you were ready,” replied the crow. “I was a good carpenter.” “It was part of your apprenticeship. When a man journeys toward his destiny, often he is obliged to change paths. At other times, the forces around him are too powerful and he is compelled to lay aside his courage and yield. All this is part of the apprenticeship.” Elijah listened attentively to what his soul was saying. “But no one can lose sight of what he desires. Even if there are moments when he believes the world and the others are stronger. The secret is this: do not surrender.” “I never thought of being a prophet,” Elijah said. “You did, but you were convinced that it was impossible. Or that it was dangerous. Or that it was unthinkable.” Elijah rose. “Why do you tell me what I have no wish to hear?” Startled at the movement, the bird fled. * * * THE BIRD RETURNED the next morning. Instead of resuming the conversation, Elijah began to observe it, for the animal always managed to feed itself and always brought him the food that remained.

A time later, I located the Fool. He knelt beside me, his arm around my shoulders. I had not been aware of him steadying me. I wobbled my head to look at him. His face sagged with weariness and his brow was creased with pain, but he managed a lopsided smile. “I did not know if I could do it. But it was the only thing I could think of to try.” After a few moments, his words made sense to me. I looked down at my wrist. His fingerprints were renewed there; not silver as they were the first time he Skill-touched me, but a darker shade of gray than they had been for some time. The thread of awareness that linked us had become one strand stronger. I was appalled at what he had done. “Thank you. I suppose.” I offered the words ungraciously. I felt invaded. I resented that he had touched me in such a way, without my consent. It was childish, but I had not the strength to reach past it just then. He laughed aloud at me, but I could hear the edge of hysteria in it. “I did not think you would like it. Yet, my friend, I could not help myself. I had to do it.” He drew a ragged breath. His voice was softer as he added, “And so it begins again, already. Scarcely two days am I at your side, and fate reaches for you. Will this always be the cost for us? Must I always dangle you over death’s jaws in an effort to lure this world into a better course?” His grip on my shoulders tightened. “Ah, Fitz. How can you continually forgive what I do to you?” I could not forgive it. I did not say so. I looked away from him. “I need a moment to myself. Please.” A bubble of silence met my words. Then, “Of course.” He let his arm fall away from my shoulders and abruptly stood clear of me. It was a relief. His touch on me had been heightening the Skill-bond between us. It made me feel vulnerable. He did not know how to reach across it and plunder my mind, but that did not lessen my fear. A knife to my throat was a threat, even if the hand that held it had only the best intentions. I tried to ignore the other side of that coin. The Fool had no concept of how open he was to me just then. The sense of it tainted me, tempting me to attempt a fuller joining. All I would have to do was bid him lay his fingers once more on my wrist. I knew what I could have done with that touch. I could have swept across into him, known all his secrets, taken all his strength. I could have made his body and extension of my own, used his life and his days for my own purpose. It was a shameful hunger to feel. I had seen what became of those who yielded to it. How could I forgive him for making me feel it?

Investment firms are buying up more vacation homes, aiming to cash in on growing demand from tourists and remote workers. Most vacation rental homes are owned by small-time owners who list their properties on websites such as Airbnb Inc., but the number of financial firms investing in the sector is growing. New York-based investment firm Saluda Grade is launching a venture with short-term- rental operator AvantStay Inc. to buy about $500 million of homes, the companies said Tuesday. Saluda Grade said it is also looking to raise debt by selling mortgage bonds backed by its homes to investors, the first vacation-rental mortgage securitization, according to the company. Andes STR, a startup that buys and manages short-term rental homes on behalf of investors, also recently signed a deal with Chilean investment firm WEG Capital to buy roughly $80 million of properties in the U.S., Andes said. These investors are betting they can get higher returns if they rent out homes by the night instead of by the year. Low-interest rates have made it more attractive to borrow and Buy Traditional Rental Homes, inflating property prices and making it harder for new buyers to turn a profit. That has prompted some institutions and wealthy families to look in more obscure corners of the property market where competition is smaller, investment advisers say. Some are turning to investments in vacation homes, where demand has surged in many places during the pandemic as more people choose to work from remote locations and leisure travel heated up last year. “There’s a lot more yield available in the short-term market,” said Saluda Grade’s chief executive, Ryan Craft. It is the latest sign of how the pandemic is changing the way people work and live, and how real-estate investors are angling to find new ways to profit from these shifts. Saluda Grade is targeting homes within driving distance of major population centers, Mr. Craft said. His company will buy the homes and AvantStay will manage them for a fee. But while vacation-rental homes can offer higher returns, they also pose challenges to investors. Mortgages are usually more expensive and harder to get for short-term rentals than for owner-occupied homes, said Giri Devanur, CEO of reAlpha Tech Corp., a startup that wants to pool money from small-time investors to buy short-term-rental homes.

There are essentially three ways for a product manager to work, and I argue only one of them leads to success: The product manager can escalate every issue and decision up to the CEO. In this model, the product manager is really a backlog administrator. Lots of CEOs tell me this is the model they find themselves in, and it's not scaling. If you think the product manager job is what's described in a Certified Scrum Product Owner class, you almost certainly fall into this category. The product manager can call a meeting with all the stakeholders in the room and then let them fight it out. This is design by committee, and it rarely yields anything beyond mediocrity. In this model, very common in large companies, the product manager is really a roadmap administrator. The product manager can do his or her job. The honest truth is that the product manager needs to be among the strongest talent in the company. My intention in this book is to convince you of this third way of working. It will take me the entire book to describe how the strong product manager does his or her job, but let me just say for now that this is a very demanding job and requires a strong set of skills and strengths.

In a nutshell, Mikao Usui was born in Japan, and he was very interested in answering the age-old question as a committed student-practitioner of Buddhism, "Why are we here?" His studies led him to speculate that the supreme goal of life is to achieve An-shin Ritsu-mei, which Doi describes as ‘You can abandon what you cannot change to the world and keep Kokoro calm without thinking about anything.’ In other words, chill out, do your best, and yield to the world things that you can't manage instead of running away from your life.

In 2001 the entire cattle and sheep industry of Great Britain was thrown into chaos by the discovery of foot-and-mouth disease in Northumberland. Within nine months, 3.8 million animals had been slaughtered to prevent the spread of the disease; and massive damage to agriculture was compounded by an estimated £10 billion of income lost by the tourist industry due to restrictions on travel in rural areas, and the concomitant discouragement of visitors to Great Britain in general. For a time, the army was required to manage the slaughter of herds suspected of infection, along with the disruption to transport, communications, villages and towns all across the country. All this was demanded, not by the threat of a potentially lethal disease, but by international regulations governing agricultural transport and exchange – for as Franklin points out, foot-and-mouth ‘is harmless to humans and rarely infects them’, while even to sheep it is rarely fatal, and usually ‘no more severe than the common cold’. It mainly causes problems in dairy herds, where (although once again seldom lethal) it reduces milk yield; hence its economic impact, which is massively compounded by the inability of affected countries to trade with countries where the virus is absent or at least quiescent. Sheep are therefore slaughtered during a foot-and-mouth outbreak only because they can transmit unprofitability to other agricultural sectors. Foot-and-mouth disease is ‘only lethal to domestic animals because it is economically intolerable to humans’.

Who are you? Where do you come from?” were the questions you wanted to ask her right away. She wouldn’t have been able to answer, so identified was she with her mystery, so reluctant to betray it. No one will ever know how she managed to breathe—by what aberration she yielded to the claims of breath—nor what she was seeking among us. The one sure thing is that she was not from here, and that if she shared our fallen state it was merely out of politeness or some morbid curiosity. Only angels and incurables inspire a sentiment analogous to the one you felt in her presence.

Time is relatively straightforward to measure inside a company once management begins to focus on it. Time is captured explicitly in measures of elapsed time—lead time, cycle time, and so on—and implicitly in metrics normally used in engineering and finance—machine uptime, product yield, inventory turnover, and the like. When all these time-related measures are brought together with maps showing the organization’s main flows and interaction patterns, a powerful picture of the company’s problems and opportunities comes into view.

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

The pressure on life businesses and the capital fears prompted by the 2008 crisis have prompted the industry to build bigger capital cushions and cut costs. This has left insurers in a relatively good position. Investors have enjoyed decent dividends with payouts increasing by a cumulative 70% since 2009, according to FactSet. For shareholders, the risks to returns from life insurance have, so far, been balanced by earnings from nonlife insurance and asset management. Germany’s Allianz has U.S. bond house Pacific Investment Management Co. and nonlife insurance businesses, like property and casualty cover, around the world. Pimco has done well as interest rates declined and bond prices rose, but is expected to suffer once rates rise again—especially since founder Bill Gross walked out. France’s Axa similarly has global nonlife businesses and a large investment manager. However, these businesses ultimately will suffer from low investment returns. In nonlife, insurers can combat this with tougher underwriting standards. But demand for property-type insurance also suffers in a slower economy. Allianz has the lowest financial leverage of the big-three eurozone life insurers, and so has more flexibility to look for higher returns abroad. It also has a substantial general insurance business in the U.S., where rates should head higher sooner, and a higher expected dividend yield than France’s Axa or Italy’s Generali for this year and next.

The private-equity approach can take the form of simple improvements, such as changing irrigation from antiquated dykes and canal networks to automatic spray systems: these are the equivalent of picking low-hanging fruit. Pricey robots can boost milk per cow by 10-15%. Using “big-data” analytics to plant and cultivate seeds can push crop yields up 5%. “This is an industry where the gap between the top and bottom quartile is greater than anywhere else,” says Detlef Schoen of Aquila Capital, an alternative-investment firm. And yet the 36 agriculture-focused funds, with $15 billion under management, pale in comparison to the 144 funds focused on infrastructure ($89 billion) and 473 targeting real estate ($163 billion), according to Preqin, a data provider. TIAA-CREF, an American financial group, is a market leader with $5 billion in farmland, from Australia to Brazil, and its own agricultural academic centre at the University of Illinois. Canadian pension funds and Britain’s Wellcome Trust are among those bolstering their farming savvy.

Indeed, in many agricultural regions — including northern China, southern India (as well as the Punjab), Mexico, the western United States, parts of the Middle East, and elsewhere — water may be much more of a constraint to future food production than land, crop yield potential, or most other factors. Developing and distributing technologies and practices that improve water management is critical to sustaining the food production capability we now have, much less increasing it for the future. Water-short Israel is a front-runner in making its agricultural economy more water-efficient. Its current agricultural output could probably not have been achieved without steady advances in water management — including highly efficient drip irrigation, automated systems that apply water only when crops need it, and the setting of water allocations based on predetermined optimum water applications for each crop. The nation’s success is notable: between 1951 and 1990, Israeli farmers reduced the amount of water applied to each hectare of cropland by 36 percent. This allowed the irrigated area to more than triple with only a doubling of irrigation water use.37 Whether

Promotions Every time your company gives someone a promotion, everyone else at that person’s organizational level evaluates the promotion and judges whether merit or political favors yielded it. If the latter, then the other employees generally react in one of three ways: 1. They sulk and feel undervalued. 2. They outwardly disagree, campaign against the person, and undermine them in their new position. 3. They attempt to copy the political behavior that generated the unwarranted promotion. Clearly, you don’t want any of these behaviors in your company. Therefore, you must have a formal, visible, defensible promotion process that governs every employee promotion. Often this process must be different for people on your own staff. (The general process may involve various managers who are familiar with the employee’s work; the executive process should include the board of directors.) The purpose of the process is twofold. First, it will give the organization confidence that the company at least attempted to base the promotion on merit. Second, the process will produce the information necessary for your team to explain the promotion decisions you made.

Between 1978 and 1983, the entire basis of the agricultural economy was changed by the adoption of the “household responsibility system.” The origins of this shift lay in a village in Anhui province, where a group of farmers got together in secret and signed an agreement to dissolve their collective and divide up their farmland into individual plots. This innovation rapidly spread, and the province’s party secretary, Wan Li, realized he was facing a powerful popular revolt against an immiserating system. Rather than crush it, he decided to promote this land-to-the-tiller reform. The party secretary of Sichuan province, Zhao Ziyang, made a similar decision. At the national level, the December 1978 party plenum that launched the reform era raised agricultural prices and gave a blessing to rural collectives experimenting with different ways of management, but it still condemned private farming. By 1980, however, Zhao Ziyang had become premier and Wan Li was vice premier in charge of agriculture policy. Together they rammed through a national policy to disband the communes and return to family farming. By the end of 1982 virtually all agricultural collectives were gone, and family farmers had been assigned rights to cultivate individual plots of land. The effect on agricultural output and farm incomes was spectacular. By 1984 grain output was over 400 million tons, a third higher than it had been just six years before; production of oilseeds and cotton sustained annual growth rates of 15 percent; and meat production was growing by 10 percent a year. Rural per capita income more than doubled between 1979 and 1984. Per capita cash savings by rural families rose from essentially zero in 1979 to 300 renminbi (Rmb) by 1989. Rapid gains in agricultural output and incomes continued throughout the 1980s, as farmers continued to diversify their crops and apply new technologies that increased yields. Use of chemical fertilizer, which had risen gradually in the 1970s, tripled between 1978 and 1990. So did the use of farm machinery, notably pumps, small tractors, and food processing equipment.3

That kiss was a revelation- Patience had never imagined a simple kiss could be so bold, so heavily invested with meaning. His lips were hard; they moved over hers, parting them further, confidently managing her, ruthlessly teaching her all she was so eager to learn. His tongue invaded her mouth with the arrogance of a conquerer claiming victory's spoils. Unhurriedly, he visited every corner of his domain, claiming every inch, branding it as his- knowing it. After a lengthy, devastatingly thorough inspection, he settled to sample her in a different way. The slow, languid thrusting seduced her willing senses. She'd yielded, yet her passive surrender satisfied neither of them. Patience found herself drawn into the game- the slide of lips against lips, the sensual glide of hot tongue against tongue. She was more than willing. The promise in the heat rising, steadily building between them, and even more the tension- excitement and something more- that surged like a slow tide behind the warm glow, drew her on. The kiss stretched and time slowed- the drugging effect of shared breaths sent her wits to a slow spin.

If this is how you see your role and if this is what you are doing when you spend time with your people —setting unique expectations, highlighting and perfecting individual styles, and running interference —you cannot help but be drawn toward your most talented employees. Talent is the multiplier. The more energy and attention you invest in it, the greater the yield. The time you spend with your best is, quite simply, your most productive time.

Questions to ask when analyzing a business Business - How does the company make money? - Does it seem like it should be a good business? Is it competitive? Do suppliers have too much power? Do customers value the product? Are there substitutes? - Without looking at financials, how does the company seem like it has done against competitors in its industry in terms of executing on its vision? - What reputation does the management team have? Do they seem honest? Straightforward? Valuation - What is the company's P/E multiple? Is it high or low for its industry? For the overall market right now? Why might the stock be trading at this valuation? - What is the company's free-cash flow yield? Is this a relevant metric given the stage the company is in? How does it compare to similar companies? - Is the company growing faster or more slowly than other companies with similar multiples? - Based on the number alone, does the company seem to have a rich valuation or a cheap valuation? Why might this be the case? Financials - What has been the trajectory of revenue growth over the past ten years? Why? What is it expected to do in the future? - How has the company's industry been growing? Is the company gaining or losing share in its industry? - What is the company’s level of profit margins? How does it compare to other companies in its industry? - How have margins varied over the past ten years? Why? - What percentage  of the company's costs are fixed costs versus variable costs? - What is the company's historical return on capital? Why is it high/low? What does this say about the quality of the business? - What is the trend in returns on capital? Why? What does this say about the returns the company will have to make on its future investments? - What is the company's dividend policy? Why? If they are paying no dividend or a small dividend, is there a danger that the company's management will waste shareholder's money? Technical - How have the company's shares performed against the overall market and its industry over the past twelve months? - What seems to be driving this under/over performance? - What key news events are likely to impact the stock in the future? - Do mutual funds and other large institutional investors seem to be buying or selling the shares? Sentiment and Expectations - What are the consensus earnings estimates for the next quarter and year? Do they seem aggressive or conservative? - Does consensus opinion seem overly bullish or bearish about the company's future prospects? - What insight do you have that the market might be missing that will cause the shares to appreciate?

A good salesman knows you better than you know yourself. If you are Chinese, they will sell you yield. If you’re European, they will stroke your sense of superiority. If you’re an ambitious manager of an American pension fund, sitting on piles of money but bound by rules and regulations, they will find a kosher way for you to become the big swinging dick you always knew you were. And if you are an American hedge fund — a serious fund, not two guys and a Bloomberg — a smart salesman cuts the bullshit and both of you reach an understanding.

Ben Graham–style bargain equities, we may become quite uncomfortable at times, especially if the market value of the portfolio declined precipitously. We might look at the portfolio and conclude that every investment could be worth zero. After all, we may have a mediocre business run by mediocre management, with assets that could be squandered. Investing in deep value equities therefore requires faith in the law of large numbers—that historical experience of market-beating returns in deep value stocks and the fact that we own a diversified portfolio will combine to yield a satisfactory result over time. This conceptually sound view becomes seriously challenged in times of distress. By contrast, an investor in high-quality businesses that are conservatively financed and run by shareholder-friendly managements may fall back on the well-founded belief that no matter how low the stock prices of those companies fall, the businesses will survive the downturn and recover value over time.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

An even more important invention was the control of fire. No one is quite sure when humans first managed to regularly create and use fire. Currently, the earliest evidence for the controlled use of fire by humans comes from a million-year-old site in South Africa and from a 790,000-year-old site in Israel.18 Traces of fire, however, remain rare until 400,000 years ago, when fireplaces and burnt bones start showing up regularly in sites, suggesting that archaic Homo, unlike H. erectus, habitually cooked its food.19 Cooking, when it did catch on, was a transformative advance. For one, cooked food yields much more energy than uncooked food and is less likely to make you sick. Fire also allowed archaic humans to keep warm in cold habitats, to fend off dangerous predators, like cave bears, and to stay up late at night.

Clients over time paid the bill via higher management fees, as product manufacturers increased their management fees, and thus charged even higher distribution fees, since the fee level very often was expressed as a percentage of the management fee of the investment fund: a vicious circle decreasing the yield of the investor and increasing the profit of the industry.

An automobile yields to its driver regardless of his expertise and dexterity. If a driver decides to run a car into a solid wall, the car will hit the wall without objection. Riding a horse, however, presents a different perspective. It matters to the horse who the rider is, and a proper ride can be achieved only after a series of information exchanges between the horse and the rider. Horse and rider form an information-bonded system in which guidance and control are achieved by a second degree agreement (agreement based on a common perception) preceded by a psychological contract.

executives typically fall into one of five decision-making categories: Charismatics can be initially exuberant about a new idea or proposal but will yield a final decision based on a balanced set of information. Thinkers can exhibit contradictory points of view within a single meeting and need to cautiously work through all the options before coming to a decision. Skeptics remain highly suspicious of data that don’t fit with their worldview and make decisions based on their gut feelings. Followers make decisions based on how other trusted executives, or they themselves, have made similar decisions in the past. And controllers focus on the pure facts and analytics of a decision because of their own fears and uncertainties. The five styles span a wide range of behaviors and characteristics. Controllers, for instance, have a strong aversion to risk; charismatics tend to seek it out. Despite such differences, people frequently use a one-size-fits-all approach when trying to convince their bosses, peers, and staff. They argue their case to a thinker the same way they would to a skeptic. Instead, managers should tailor their presentations to the executives they are trying to persuade, using the right buzzwords to deliver the appropriate information in the most effective sequence and format. After all, Bill Gates does not make decisions in the same way that Larry Ellison does. And knowing that can make a huge difference.

Peter Bernstein and Robert Arnott reflected on this question in a recent article in the Journal of Portfolio Management: “Bull Market? Bear Market? Should You Really Care?” They concluded that “for most long-term investors, bull markets are not nearly as beneficial, and bear markets not nearly as damaging as most investors seem to think.” They noted, correctly, that “a bull market raises the asset value, but delivers a proportionate reduction in the prospective real yields that the portfolio can deliver from that point forward, while a bear market does the reverse, reducing portfolio value, which is largely offset by an increase in prospective yields, other things being equal.

Experience conclusively shows that index-fund buyers are likely to obtain results exceeding those of the typical fund manager, whose large advisory fees and substantial portfolio turnover tend to reduce investment yields. Many people will find the guarantee of playing the stock-market game at par every round a very attractive one. The index fund is a sensible, serviceable method for obtaining the market’s rate of return with absolutely no effort and minimal expense.

It is our emptiness and lowliness that God needs and not our plenitude. These are a few of the ways we can practice humility: Speak as little as possible of oneself. Mind one's own business. Avoid curiosity. Do not want to manage other people's affairs. Accept contradiction and correction cheerfully. Pass over the mistakes of others. Accept blame when innocent. Yield to the will of others. Accept insults and injuries. Accept being slighted, forgotten, and disliked. Be kind and gentle even under provocation. Do not seek to be specially loved and admired. Never stand on one's dignity. Yield in discussion even when one is right. Choose always the hardest.

Milken told his boss, Edwin Kantor, who was in charge of all fixed-income trading, that he wanted to create an autonomous unit, with its own sales force, its own traders and its own research people: the high-yield- and convertible-bond department. Selling these low-rated bonds, he explained, was more like selling stocks than it was like selling high-grade bonds. If a bond was rated triple A by a rating agency, institutions bought them based on that rating—not on the salesman’s pitch about the company. But to convince an investor to buy a bond with a C rating you had to tell the company’s story. You had to know the company’s management, its product, its balance sheet, its earnings trend and cash flow—just as you would in trying to sell the stock of a little-known company.

In these uncertain days, bond funds are an especially important option for investors. Unlike stock funds, they have high predictability in at least these five ways: (1) The current yields (on longer-term issues) are an excellent—if imperfect—predictor of future returns. (2) The range of gross returns earned by bond managers clusters in an inevitably narrow range that is established by the current level of interest rates in each sector of the market. (3) The choices are wide. As the maturity date lengthens, volatility of principal increases, but volatility of income declines. (4) Whether taxable or municipal, bond fund returns are highly correlated with one another. Municipal bond funds are fine choices for investors in high tax brackets, and inflation-protected bond funds are a sound option for those who believe that much higher living costs will result from the huge federal government deficits of this era. (5) The greatest constant of all is that—given equivalent portfolio quality and maturity—lower costs mean higher returns. (Don’t forget that index bond funds—or their equivalent—carry the lowest costs of all.)

Why do investors fail to realize that money placed in a mutual fund that tries to pick “out-performing stocks” is unlikely to yield a better return than money invested in the S&P 500? If fund managers and investment advisers are so good at picking stocks, why are they risking your money rather than their own? Some

Could you at least give me some time to get accustomed to the idea and get to know you before we are wed?” He sighed and nodded with obvious reluctance. “Within reason.” “One year?” she asked in the sweetest voice she could manage. His silver gaze glinted as he frowned. “One month.” “Six months?” she ventured, struggling to maintain her saccharine, imploring tone. “One month,” he repeated. His arms crossed over his broad chest as his frown deepened. “Four months?” Angelica begged, hating the desperation in her voice. But she needed time to devise a plan on how to get out of this predicament. “One month.” His tone was firm, implacable, autocratic. And there was something unnerving about the way he looked at her, as if he knew she sought escape. She sighed, exhausted with his refusal to yield. “You will negotiate with my father, but not with me. Some suitor you are!” Biting back her temper, she gentled her voice. “Six weeks, please?” Burnrath nodded. “Very well, six weeks it is.” He smiled suddenly and a small dimple appeared in his cheek. “I suppose I should take the time to court you properly. Now, let’s seal the bargain with a kiss.” He grasped her shoulders, but Angelica stepped back. The idea of his lips on hers made her knees turn to water and her stomach leap around in the most alarming manner. “A-a handshake should suffice, I think.” His rich laughter overwhelmed her senses. “Come now, you are to be my bride. No kiss, no bargain, my beauty,” he challenged. “Do not tell me you are afraid.” Angelica lifted her chin. Hell if he would call her a coward! “Very well.” She stood on tiptoe and pecked him on the cheek, shocked at the thrill rushing up her spine at that small contact. He smelled of exotic spices. “D-do we have a bargain then?” she asked, hating how her voice shook. The vampire’s eyes seemed to glow dangerously. With a low growl, he pulled her into his arms. She gasped at the feel of the warm steel bands holding her to his large, hard body. “That is not what I had in mind.” Keeping his arm around her, he stroked her back as he tipped her chin up with his other hand to meet his smoldering silver gaze. With one finger, he lightly traced her cheek before tangling his fingers in her hair. The vampire’s breath was warm on her face as he whispered, “This is a kiss.” His

The markets in Israel and Denmark would have allowed Better Place to reach a sustainable commercial scale within a manageable geographic scope. But as excitement around the company grew and scores of government delegations from around the world came to explore what Better Place might do in their own countries and regions, management attention shifted. Yielding to the temptation of fast, global growth, Better Place launched pilots and spent resources across the world from Australia to the Netherlands, Hawaii to Japan, China to California to Canada.

Taking all these things together–the emphasis on pricing, the focus on cost reduction and balance sheet efficiency–an improvement in both margins and return on capital was to be expected. As for valuation, the average free cash flow yields of 6–7 per cent imply growth rates of around GDP or a little less, which suggests that the stock market is underestimating the potential long-run benefit to be derived from market consolidation and improved discipline. In the light of an improving capital cycle among brewers, we find ourselves able, to paraphrase Sir Winston, to overcome our prejudice and begin increasing our exposure to beer. 6

I beg you, therefore, to take with you, when you go forth to assume the obligations of American citizenship, as one of the best gifts of your alma mater, a strong and abiding faith in the value and potency of a good conscience and a pure heart. Never yield one iota to those who teach that these are weak and childish things, not needed in the struggle of manhood with the stern realities of life. Interest yourselves in public affairs as a duty of citizenship; but do not surrender your faith to those who discredit and debase politics by scoffing at sentiment and principle, and whose political activity consists in attempts to gain popular support by cunning devices and shrewd manipulation. You will find plenty of these who will smile at your profession of faith and tell you that truth and virtue and honesty and goodness were well enough in the old days when Washington lived, but are not suited to the present size and development of our country and the progress we have made in the art of political management. Be steadfast. The strong and sturdy oak still needs the support of its native earth, and, as it grows in size and spreading branches, its roots must strike deeper into the soil which warmed and fed its first tender sprout. You will be told that the people no longer have any desire for the things you profess. Be not deceived. The people are not dead but sleeping. They will awaken in good time and scourge the moneychangers from their sacred temple.32

In human resource management, an employee who brings in one point three times what he costs is worth his money. In other words an actual yield of thirty percent!

When I have pictorially captured smell, the most palpable of the senses, the next thing will be to imprison sound- vulgarly speaking, to bottle it. Just think a moment. Force is as imperishable as matter; indeed, as I have been somewhat successful in showing, it is matter. Now, when a sound wave is once started, it is only lost through an indefinite extension of its circumference. Catch that sound wave, sir! Catch it in a bottle, then its circumference cannot extend. You may keep the sound wave forever if you will only keep it corked up tight. The only difficulty is in bottling it in the first place. I shall attend to the details of that operation just as soon as I have managed to photograph the confounded rotten-egg smell of sulphydric acid." The professor stirred up the offensive mixture with a glass rod, and continued: "While my object in bottling sound is mainly scientific, I must confess that I see in success in that direction a prospect of considerable pecuniary profit. I shall be prepared at no distant day to put operas in quart bottles, labeled and assorted, and contemplate a series of light and popular airs in ounce vials at prices to suit the times. You know very well that it costs a ten-dollar bill now to take a lady to hear Martha or Mignon, rendered in first-class style. By the bottle system, the same notes may be heard in one's own parlor at a comparatively trifling expense. I could put the operas into the market at from eighty cents to a dollar a bottle. For oratorios and symphonies I should use demijohns, and the cost would of course be greater. I don't think that ordinary bottles would hold Wagner's music. It might be necessary to employ carboys. Sir, if I were of the sanguine habit of you Americans, I should say that there were millions in it. Being a phlegmatic Teuton, accustomed to the precision and moderation of scientific language, I will merely say that in the success of my experiments with sound I see a comfortable income, as well as great renown. A SCIENTIFIC MARVEL By this time the professor had another negative, but an eager examination of it yielded nothing more satisfactory than before. He sighed and continued: "Having photographed smell and bottled sound, I shall proceed to a project as much higher than this as the reflective faculties are higher than the perceptive, as the brain is more exalted than the ear or nose. "I am perfectly satisfied that elements of mind are just as susceptible of detection and analysis as elements of matter. Why, mind is matter. "The soul spectroscope, or, as it will better be known, Dummkopf's duplex self-registering soul spectroscope, is based on the broad fact that whatever is material may be analyzed and determined by the position of the Frauenhofer lines upon the spectrum. If soul is matter, soul may thus be analyzed and determined. Place a subject under the light, and the minute exhalations or