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What to Expect During the Pope's Visit to the U.S.

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"Francis fever" is growing among the more than 68 million Catholics who make up more than a quarter of the population of the United States. The faithful are all a-chatter about who has got tickets to which papal venue ahead of this week's visit by Pope Francis. Those without tickets are instead excitedly posing for photographs alongside the life-size cardboard pope cutouts that have appeared across the nation.

But the enthusiasm is not universal. Opposition to Pope Francis is becoming more vocal -- and also more febrile -- as Tuesday's arrival of the pontiff at Andrews Air Force Base near Washington approaches.

Good behavior instructions have been issued for members of the U.S. Congress -- no handshakes, no selfies, no selective booing or cheering of individual sections of the pope's speech. These have clearly proven too much for one man, the Republican representative from Arizona, Paul Gosar. He is conducting a one-man boycott of the leader of the world's 1.2 billion Catholics.


Opposition to Pope Francis is becoming more vocal -- and also more febrile.


Mr. Gosar objects to the pope's call for action on global warming -- a message Francis is expected to reinforce both to Congress in Washington on Wednesday and the UN General Assembly in New York later this week. Despite describing himself as "a proud Catholic" Mr. Gosar accuses the pope of "socialist talk," "false science" and "the fool's errand of climate change."

He is not the only strident voice on the fringes. Other crackpot conservatives have accused the pope of being a penance the church must "endure," a communist in a cassock, and "the most dangerous man on the planet." Not to mention those on the fundamentalist fringe who have pronounced him to be the Antichrist.

Two Different Messages

What are we to make of this contrast? It arises from the fact that Pope Francis will be delivering two different messages. The first will be to the political, international and clerical elites. The second to the ordinary people of America and the wider world Francis knows will be listening in.

The pope has given plenty of hints as to what his message will be to the leaders. His papal manifesto, "Evangelii Gaudium," attacked the evils of a system of unregulated capitalism which creates wealth for some but leaves others excluded at the bottom of the heap. Political change is required. Then his encyclical on the environment, "Laudato si'," said that global warming, and other ecological despoliation, was rooted in a voracious consumerism encouraged by an economic system which fails to see beyond short-term profit. Economic change must come.

The result, the pope says, is that the weak, the old, the unemployed and the unborn are cast on the scrapheap where they are deemed surplus to society's requirements or of no worth in the global economy. Behind this "economics of exclusion," he suggests, "lurks a rejection of ethics and a rejection of God." Spiritual change is needed.


Previous popes also made strong criticisms of capitalism, but they did not speak with the same passion as Francis who worked among the poorest of the poor in the slums of Buenos Aires for 20 years.


Previous popes, including John Paul II and Benedict XVI, also made strong criticisms of capitalism, but they did not speak with the same passion as Francis who worked among the poorest of the poor in the slums of Buenos Aires for 20 years. As a Latin American, Francis harbors an additional ambivalence towards the United States which combines respect and resentment at its bigger neighbor's economic and political muscle. And as the first pope from the global South, he looks at the world from the bottom up. He said from the outset that he wants "a poor church for the poor."

Moreover, he has switched the focus of the Catholic Church away from a high-profile fight against abortion and gay marriage and onto a mission to serve the poor and extend mercy to all. He is far more concerned with issues related to money than to sex. Francis will not let the rich world off the hook on imbalanced unjust economics and social inequality.

This explains the ferocity of the backlash against Pope Francis from an unholy alliance of red-blooded conservatives, free-market philosophers, oil industry apologists, fracking enthusiasts and climate change deniers.

But this pope is not afraid of challenging vested interests. So expect a strong message from him to the politicians of the U.S. and world leaders at the United Nations on global warming, the refugee crisis, migration, poverty, homelessness and sustainable development.

Addressing Conservative Bishops

America's bishops -- a group far more conservative than the Catholics they lead -- can also expect some corrective words from the pope. Many have over the past two decades developed a confrontational approach to "culture wars" issues of sexual ethics.

Pope Francis -- who has previously condemned those in the Church who are too "obsessed" with abortion, gay marriage and contraception -- has little patience with this preoccupation. He wants them to do more to fight poverty. In recent days he even praised U.S. nuns for their work with the poor -- something conservative bishops had criticized the nuns for, saying they should spend more time campaigning against abortion.

The U.S. bishops could well find themselves -- like their counterparts in Brazil, Korea and Paraguay when the pope visited there -- told to refocus their game. Francis often reserves his harshest words for the clerical elite. Last December he lambasted top Church bureaucrats expecting a routine Christmas message and instead listed the 15 "spiritual diseases" from which they suffered.

Clearly the more conservative of the U.S. bishops have been bracing themselves for criticism. The conservative leader, the Archbishop of Philadelphia, Charles Chaput, recently addressed religion reporters to insist that his archdiocese spends 20 times more on poverty and other social justice issues than it does fighting abortion and contraception.


The pope's message for the ordinary people of America will be a different one.


"One of my fondest hopes is that I enjoy his visit," said the president of the U.S. Conference of Catholic Bishops, Archbishop Joseph Kurtz, recently -- as though the possibility had crossed his mind that he might not do.

But the pope's message for the ordinary people of America will be a different one. He gave a hint of that a few weeks ago when he did a two-way television session with students in Chicago, the homeless in Los Angeles and immigrants near the U.S.-Mexico border in McAllen, Texas.

Up-close and personal Pope Francis was warm, compassionate, affirming, reassuring and ever-smiling with a stream of individuals who shared their difficult life experiences with him. They told him they hadn't always made the right choices and shared their joys, sadness and problems with him, as pastor rather than pope. "Be courageous. God is with you," he said.

The message clearly was, Pope Francis is with you, too.

Also on WorldPost:

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The Question Is the Answer

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An innovation answer is a seductive illusion. We all want to come up with quick, easy solutions to our complicated problems, but answers don't actually provide resolution. That's because, in the world of innovation, there will always be another question--a new urgency or need waiting to be met. Instead of being distracted by the convenience of an orderly solution, we need to learn to embrace the knottiness of big questions.

This is exactly what I've learned in my thirty-year experience judging case competitions at business schools and organizations around the globe: the question is the answer. At these events, teams are given case studies with a dilemma and asked to brainstorm the best game plan for the fictional company. The best responses are always the ones that spend the most time with the question itself, making sense of its nuances and implications.

Sense-making is the fundamental skill of innovation. Leaders judge cases every day. Interpreting stories is how we make sense of our world. Making sense of a story requires two main things: cognitive mobility and inquiry strategies. Cognitive mobility is the capacity to see something from many different perspectives and to connect the dots between a variety of interrelated elements. Inquiry strategies are the questions we ask to penetrate an issue. The ideal questions will be both analytical and generative, simultaneously sparking critical and creative thinking.

In order to be great questioners, we need to be flexible, willing to look at the same thing through multiple points of view and cultural lenses. Most important, though, are our patience and tolerance. Questioning is often frustrating, confusing--even maddening--because questions lead to more questions. They sometimes bring us to things that make no sense or even dead ends. So be prepared to put in a lot of time and effort and to get your hands dirty. Here are three strategies to consider as you navigate your way through your innovation questions.

Locate the boundaries of your biases. Everything you see is necessarily determined by your unique position: your culture, your education, your discipline. The problem is that most people have trouble seeing past their own experiences and histories. You need to become aware of your own biases. Consider, for example, the common mistake made by companies who think that the same process and improvement techniques that work in their own modern country will work in a developing country. This misconception has destroyed the careers of so many leaders who can't gain an outside viewpoint on their industry. Develop self-awareness by asking these questions: how would this case be different if it were interpreted by a character from a different point of view? What is my emotional reaction to this case and how does it affect how I make sense of it?

Move the players around the board. Stories are interactions of setting, character, action, and motivations. In order to make sense of these complex dynamics, philologists, folklorists, and critical theorists borrow a technique from biologists called morphologies--which is essentially deconstructing and reconstructing things. It involves determining the 5 W's plus H--who, what, where, why, when, and how--and then taking those things and moving them around. So, for example, at a car manufacturer, a marketing director might be in charge of making a decision about the features of a new automobile. But when it actually comes to building the vehicle and evaluating its safety, it becomes clear that the decision should really be made by the design engineers. This crucial insight is merely based on switching around the roles. Practice your morphological thinking by asking these questions: who isn't in the case that should be? What if the sequence of events were changed? The answers might just surprise you.

Pull a string. Questions make us improvise since we don't know where they're going to take us. We have to be ready to do things that we might not yet realize we'll need to do. This involves dialogical learning--which simply means making sense out of things by talking about them with other people. Dialogical learning leads us in a million different directions. In all cases and stories, there is a high degree of ambiguity. And each time we consider the question, we will come up with new interpretations and connections--not unlike the way we respond to religious parables. For example, an inexperienced leader may fire someone for repeated tardiness, but the more experienced leader may inquire as to what is making that employee late. Perhaps this person is a stellar employee who's working two jobs to make ends meet, and, with a small raise, he or she will be able to drop the other job. The more experienced leader is willing to pull the string and can see that it is, in fact, the opposite of firing that needs to be done. Figure out where and how you can pull a string by asking these questions: what does this mean? What do we do? These are the most important--and most intertwined--of all the innovation questions you can ask.

Innovation is a perpetual work-in-progress. It's an ongoing learning experience that's more cyclical than linear. You start--and end--with a question. If you're looking for answers, then you're missing out on unexpected opportunities. The people who think they've found the final answer or the right solution are the ones who are too late for the next case, the new challenge that's already here.

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Social Security Strategies for Spouses: Do You Know Your Options?

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Dear Carrie,
My wife and I are both turning 66 and I understand that this is 'full retirement age' according to Social Security. Should we both file on our birthdays, or is it better to wait? And could a spousal benefit help us collect more?--A Reader


Dear Reader,

Congratulations to you and your wife. I think reaching full retirement age (FRA) is an achievement worth celebrating. Once you're both 66, you could certainly toast each other and contact the Social Security Administration (SSA) to sign up for full benefits. And even if either of you decides to keep working, there's no problem because at FRA your earnings don't reduce your benefits as they do when you collect early.

However, a little strategizing could possibly make your celebration a bit richer. There are a number of ways in which coordinating benefits with your spouse could put a few more dollars in your pocket over time, so it's worth looking at the options and running a few scenarios before deciding when to collect. Here are some alternatives to collecting full benefits on your birthdays.

Both spouses defer until age 70
Just as you could each take full benefits at 66, you could also each decide to wait until up to age 70 to collect. If you do, you will get delayed retirement credits, which increase your benefit for each month you wait to collect up to your 70th birthday (at which time it stops increasing). It adds up to around 8 percent per year. For example, collect at age 68½ and your benefit will increase by 20 percent; collect at age 70 and your benefit will increase by 32 percent.

When you put it in real dollars, that means a $2,000 monthly benefit at 66 would be $2,640 at 70--a full $7,680 a year more. Multiply that by two and it could be quite a windfall. Of course, whether you can afford to wait depends on your current financial situation as well as your health and longevity projections. But if you don't need the money now--and expect to live well into your 80s or beyond--you might appreciate the increase in income later.

Higher-earning spouse 'files and suspends'
Another strategy that can be beneficial, especially if one spouse earns more than the other, is for the higher-earning spouse to file for benefits at FRA, then immediately suspend collecting. This allows the lower-earner to file for a spousal benefit, which at FRA is 50 percent of the higher-earner's full benefit at FRA. In the meantime, both spouses continue to accrue delayed retirement credits up to age 70. At age 70, the lower-earning spouse could continue to get either the spousal benefit or his or her own full benefit--whichever is higher.

There's an added positive to this strategy in that not only will both spouses' individual benefits grow, the survivor benefits for the lower-earning spouse would be higher should he or she outlive the other.

One spouse files for full benefits, the other takes spousal benefit
If your earnings are more or less equal, you could still take advantage of the spousal benefit to boost your overall income. In this case, at FRA one of you would file for full benefits and the other would file for spousal benefits only. So, for instance, if your full benefit is $2,000, your wife could collect $1,000 based on your record. In this scenario, your wife would collect $12,000 a year for four years while her own benefits continue to grow until she reaches 70. At that time, she'd file for her own benefits and you'd both be that much farther ahead.

A caveat for spouses of different ages
The fact that you and your wife are the same age makes these strategies a bit simpler. When there is a significant difference in ages, the younger person needs to understand that if they file before their FRA, they limit both their options and their monthly check.

For example, if you're below your FRA, and you have accrued credits on your own work record, the SSA will always pay you your own benefit first. You can't apply for the spousal benefit only. If you also qualify for a spousal benefit that is higher than your own, you'll get an increase that brings you up to the higher amount. However--and this is the big caveat--that amount will be permanently reduced for every month you file prior to your FRA. There's no increase in benefits when you reach FRA, and no chance for delayed retirement credits. If you don't qualify for your own benefit, you can still file for a spousal benefit at age 62, but that will also be permanently reduced.

As you can see, it's a numbers game, but it's important to know the rules. There are several calculators at ssa.gov that allow you to explore different scenarios. You may also want to seek out a financial advisor who has special expertise in Social Security. This is an important decision, so take the time to review your alternatives. What you decide now can impact your financial security for years to come.

This article is part of the Ask Carrie: Social Security series. For more updates, follow Carrie on LinkedIn and Twitter, and find more Social Security articles and videos here:


Looking for answers to your retirement questions? Check out Carrie's new book, "The Charles Schwab Guide to Finances After Fifty: Answers to Your Most Important Money Questions."

This article originally appeared on Schwab.com. You can e-mail Carrie at askcarrie@schwab.com, or click here for additional Ask Carrie columns. This column is no substitute for an individualized recommendation, tax, legal or personalized investment advice. Where specific advice is necessary or appropriate, consult with a qualified tax advisor, CPA, financial planner or investment manager.

COPYRIGHT 2015 CHARLES SCHWAB & CO., INC. (MEMBER SIPC.) (0915-5744)

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10 Things Successful People Never Do

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I have done all of these ten things and seen the results. I was very unhappy.

Before I can give you the rules I must establish my credentials.

I have started about 20 businesses and failed at 17 of them. I have failed as a husband, as have many.

I hope I don't fail as a parent but certainly some people would look at my track record and say, "yes, yes indeed, he failed as a parent."

I'm not the best boyfriend. One time I broke up with a girlfriend while I was on the elevator up to meet her her in her apartment. I just hit the down button and never spoke to her again.

But I also have had a few successes.

HERE IS WHAT FAILURES DO:

1) THEY BELIEVE IN THE WORD 'FAILURE'


We don't live long enough to fail. Like if a planet is around for 4 billion years and produces no life-forms, I would call that planet a failure.

Everything else is an experiment.

Thomas Edison never said, "I failed 10,000 times before I made a lightbulb."

The guy was in a LABORATORY. He experimented. And now everyone gets into "failure porn" and says "I'm a failure". That's BS!

John Coltrane didn't fail when he couldn't stay in Miles Davis' quartet.

He was experimenting with Miles Davis style but ultimately, with 20 years of practice and study under his belt, he knew that only his unique style could survive and flourish in his own quartet.

He experimented, learned from the experiment and moved on.

HERE is the key on experimenting:

THE MORE MISTAKES YOU MAKE THE BETTER YOU GET.

Why is this? It's brain science: when you make a mistake, you repeat and repeat until you get it right.

This repetition is "practice". Practice makes perfect.

People who just get it right the first time (e.g. when I sold my first business) never learn all the subtleties you learn with practice.

So they get fooled into thinking that "luck" equals "good" when actually "mistakes + repetition = good".

2) FAILURES "UNDER PROMISE AND OVER DELIVER."

Everybody is told a lie: to be a success you have to under promise and over deliver.

This is the worst form of lack of integrity. The idea is that you are "safe". Let's say you under promise and you under deliver.

You think, incorrectly, "hey, at least I have my integrity intact".

No, you have nothing intact. You are just like everyone else. There are 3,000,000,000 employees on the planet and they are all under promising and most of them are under delivering.

You are just like them.

You have to: OVER PROMISE AND OVER DELIVER

Over-promise sets you apart from the people who under-promise. Over-deliver sets you apart from people who just delivered.

It's not that hard to do both. (It's easy to slightly over promise and slightly over deliver because nobody else is doing it).

Try it and you will see the results. it's amazing.

3) PEOPLE WHO FAIL SEEM TO HAVE A LOT OF ACCIDENTS

They left their important project on the subway. They are sick.

Their dog got sick. They broke up with their girlfriend or boyfriend.
There's a way to minimize accidents and it's called health.

You can't succeed if you are sick in bed. You can't succeed if you spent all night the night before reading your wife's emails because you can't trust her.

You can't succeed if you aren't grateful for being given at least the chance to be something better than what you are now.

When someone consistently has a lot of excuses for why something has gotten done, I know they are not ready for the next step.

When I was young, I was the man with the excuses. I had them every day. I was a master of them. But I fooled nobody. And so I was given less opportunities for success.

And you know what: I was right! If I'm reading my wife's email and she's cheating on me, I deserve to fail.

So here's what you do: You can't be perfect.

But every day:

  • Move, Eat, Sleep...Well

  • Improve your relationships (Call a friend, surprise a spouse, be kind to your kids)

  • Be creative (only you know how to do this but at least write 10 random ideas a day)

  • Be grateful for where you are. (and this is the "Now" that people brag about)


4) FAILURES DON'T TAKE IT THE NEXT LEVEL

Bobby Fischer always took it to the next level. Nobody ever thought he was the greatest talent in chess history. He probably had average talent.

But he always said, "how can I take chess to the next level".

When he was a kid he learned Russian so he could read the Russian chess magazines.

After that, he never lost a US Championship. He was 13 years old.

He was so much better than the Americans he even stopped playing in the US championship.

And he took it to the next level right up until the world championship.

For the first time in his life he played a different first move.

His opponent, the older world champion had ONLY prepared for the one move Fischer ever did. So Fischer came up an entire new opening with a new first move.

Gandhi took it to the next level. Every revolution before him was done with violence.

He experimented. He had a vision. He felt that 300 milllion Indians didn't need to do violence.

He was right, despite everyone disagreeing with him.

Take the advice of everyone around you, and then take it to the next level. Practice taking it to the next level (because at first you won't be good).

Come up with your ideas but then think, "What has never been done before" (it's not true that everything has been done before. Only shadows of things have been done before).

But do it over and over again and you will be THAT PERSON that knows how to take things above and beyond.

5) FAILURES TAKE ALL THE CREDIT

Failures are insecure. When they do their little stupid thing at work they want the credit.

Give others credit all the time. Then you are the source of credit. Just like a bank.

When people want more credit, who do they go to? They go to you! Just like they would go to the bank when they need more money.

Credit is like currency. If you're the bank, then in the long run you will end up with all the real credit.

6) LACK OF INTEGRITY

I don't mean "be honest". That's obvious.

How do you take "honesty" and "integrity" to the next level?

You become vulnerable. You admit mistakes before you have to. You offer people their money back when you've lost it and didn't have to.

I was talking to Ev Williams who started Twitter. When his older company, Odeo, wasn't working out - he and his board decided to give everyone their money back before moving on.

That's integrity. Nobody has ever given me my money back.

You give advice and help people when you sincerely want them to do better.

Do this every day. It adds up. No, it doesn't add up. It multiplies. It compounds.

There's "negative integrity" and "positive integrity".

"Negative integrity" is saying to your boss: "I failed because I missed the train".

"Positive integrity" is, "I like your idea for A, B, C reasons but how about you give a chance to X, Y, and Z and I bet we can make your idea a huge success to your boss."

And then you give your boss total credit.

Remember, these rules don't live in isolation. It's all one big rule.

It's all about you being a vessel for a vision.

People live for 75 years on average. But a vision can live for millenia.

7) NO MONEY MANAGEMENT

I thought there was only ONE rule about money: making it.

So I lose it all. Because first I had to learn there are three rules to money:

Making it.

Keeping it.

Growing it.

Making it is what we deal with for a long time. We need to pay the bills. We need to reduce money anxiety in life.

But many people who are failures think that once they make it, the job is over.

I thought my job was over when I had millions in the bank.

So I stopped being healthy. So I stopped being nice to the people around me.

So I spent money on a penthouse apartment and buoght art and got a house in Atlantic City and started gambling after taking helicopters back and forth.

So I put money in every investment possible just to impress people.

And then I had $143 left and I was dead broke and blame myself for the deaths of at least two people.

When you make money, keep it. Don't even invest it. Put it in the bank. Don't be greedy for more. You only need to get rich once.

Unless you want to buy a basketball team you don't need to get rich twice.

And only when you are confident you can Keep it, you can THINK about growing it. But that takes a year or two first of keeping it.

Please trust me on this one.

Almost every failure I know (and I know a lot) didn't fail because they couldn't make money. They are broke now because they couldn't keep it.

8) NO FOLLOW THROUGH

I have a very good friend who is a brilliant brilliant scientist. Maybe the most brilliant man I know.

I would tell him this to his face: you have no follow through.

He has an idea. Everyone says it's amazing! AMAZING! You are so SMART!

He gets about 30% of it done.

And then he is on to the next Brilliant idea. BRILLIANT!

His kids live on food stamps. And every single one of his ideas is not just a million dollar idea. But a TRILLION dollar idea. I'm not exaggerating.

But he can't follow through. The next idea is always bigger.

Thomas Edison didn't say, "I did it!" when he made the light bulb.

He called up the mayor of New York and worked out a deal to light up downtown New York City. The first city in history to be lit up at night by electricity.

He got paid for that. He made a company. He followed through. He got rich.

That's the difference between Edison and Tesla, who was probably smarter in every way than Edison but died penniless.

If you have trouble following through, delegate. But don't forget the other rules above: Over deliver. Integrity. Health. etc.

9) THEY DON'T HAVE NOTEBOOKS

I carry at all times a waiter's pad. I have over 100 waiter's pads.

In my pocket right now is one. In the table next to where I sleep is one.

Saul Bellow once said, "you never have to rewrite what you write in the middle of the night".

How many times do you think of a great idea and you think, "this is so GREAT I will never forget it" and then you forget it.

It happened to me this morning. Claudia and I were talking last night and she said, "You have to write this down!" and I said, "there is NO WAY I'm going to forget this. "

Well, I forgot it. I pray to the gods of memory I will remember it but I forgot it.

10) THEY DON'T LISTEN

I say, on average, 10,000 words a day.

I ALREADY know the things I'm going to say. They already got to my brain somehow. And now I'm just waiting to vomit them out.

When you listen, you learn. When you learn, you get better. When you get better you start to have a vision, you start to over deliver, you get more creative, and all the other good things above.

I'm going on a word diet.

2500 words a day. MAX. I might not succeed (it's an experiment) but I'm hoping I learn more today. And tomorrow.

Listening is a form of giving credit. It means you value the words of other.

Listening is a form of integrity. Because everyone offers something, you acknowledge that.

Listening is a form of improving relationships with others.

Listening is a way to outsource good ideas since if you let many others talk, some of them will give you good ideas you might not have thought of.

Buddha didn't start a major religion by talking. It started because he sat under a tree and listened.

Jesus spent 40 days in a desert. Listening.

Moses listened to his wife (err....I mean a burning bush).

Everything that has moved history happened because of listening instead of talking. Talking inspires. But listening creates the inspiration.

---


I can say "break all of the above rules" is the final rule.

But I'm not going to say that.

You know why? Because this is not bullshit.

This is not about how to fail or to succeed. You can read those rules in a birthday card.

This is how I failed and succeeded. I hope I can die now without any more pain.

---


MORE FROM JAMES ALTUCHER

Recommended Blog Post: The 9 Ways To Guarantee Success. I really blew it and everyone knows it. I've even spoken at conferences on Failure.

James Altucher Show: John McAfee- The Most Interesting Man in the Universe. How do you summarize a highly colorful life of an inventor, billionaire and philanthropist?

Ask Altucher: How to Become a Master at Networking. Derek. Coburn says, "Going to networking events is a waste of time." You can go to networking events two or three times a week and never realize how much time you're wasting.

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5 Types of Difficult Co-Workers and How to Deal with Them

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Co-authored by Carly Alaimo, Content Manager at Avelist

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You've worked with them all at one point or another. Here's how to handle their quirks and critiques like a boss, even if you aren't one.

1. The Nitpicker. Let's start off light. This person is usually a great employee: super meticulous, impressive work ethic, has their ducks in a row, almost always gets it right. Except for one thing: oh, how they nitpick. A perfectionist to a fault, The Nitpicker is a chronic pain as a superior or a partner. They'll keep you after hours to mull over indentions, font sizes, and color shading on a report only the two of you are going to read, and will stand over your shoulder dictating changes. The Nitpicker doesn't see an endpoint to a project, and is willing to work themselves (and you) to the bone until it's perfect, which you know, is never. The thing is, they're smart, and you respect them for their persistence and attention to detail, but yo, you gotta go home at some point, right?

How to Deal. Set boundaries. Draw cavernous lines in the sand for The Nitpicker. Make it known that you're their ally and willing to work to the best of your ability, but at 6:00 p.m., you're out.

Try this:This project is important to me, but I head out at 6:00 p.m. to take care of my home life. I'm happy to come in a little earlier tomorrow to make additional changes, review, and wrap up the project.

Whether this person is your partner or superior, there is no harm in being straightforward about your expectations. Don't feel guilty about taking care of yourself. Trust us, they'll respect you for it.

2. The Non-Responder. Yeah, you sent that email to this person ages ago and they still haven't gotten back to you. At this point, it's a routine: you send one daily follow-up email, call and leave a voicemail, call again and leave a voicemail, visit their desk (they're out to lunch so you leave a note), a day or two goes by, you call again and no answer, then they respond a week later to say the issue has been resolved--why all the fuss? Sound familiar? Most of the time, The Non-Responder actually gets the job done. They're efficient, focused, and poised; just absolute crap when it comes to communicating.

How to Deal. Confront them face-to-face. The Non-Responder clearly isn't going to get the message via email or phone, so you have to approach them in person to make a difference. Stay courteous and calm while expressing your concern:

Hey, Non-Responder (don't call them Non-Responder, are you crazy?!) thank you for resolving the issue I asked about last week. Going forward, I'd appreciate if you emailed or called me back 1-2 days after I've followed up with you. We all work differently, but having a response early on helps me stay organized and on track. I also think this would help us communicate better overall and increase efficiency.

The Non-Responder is a logical, systematic person, except when it comes to office communication. Bringing something to his or her attention in a face-to-face conversation places the issue directly in front of them, making it a problem they cannot ignore or file away and forget about. Explaining your need for acknowledgement and presenting the problem as a benefit to the company as a whole will make sense to them and hopefully, it'll click.

3. The Busy-Body. Honestly, this co-worker can be a lot of fun, until they aren't. They've got a big personality, are loud, stirring the pot, and yeah, they're in everyone's business. On occasion, it's an entertaining break to chat with the The Busy-Body. But let's be real: this person will latch onto whoever lends them an ear and can be a huge distraction in the workplace. There's also nothing stopping them from spreading rumors about you too. Associating too much with The Busy-Body reflects poorly on you--and who needs that negative energy?

How to Deal: Close the doors. If you find that you've become The Busy-Body's new favorite sounding board, it's time to shut it down. This method is similar to setting boundaries, but more aggressive. Let BB know that your desk isn't the space for gossip and negativity by simply not feeding into it. Acting cold and ignoring your co-worker won't work either, this will alarm them.

Try this instead: Let's talk about something else. I'm uncomfortable talking about people in the office.

Yep, suck the fun right out it. Bye, bye, BB.

4. The Quicksander. Okay, this person truly sucks. The Quicksander is always swamped, so busy, and bogged down with work yet...you never see them doing much of anything besides passing their workload off on others. The Quicksander spits a lot of a BS about how they like to get their hands dirty, but doesn't walk the walk. This person is a master manipulator: charming, empathetic, and sociable--just not a productive employee. People like them personally and want to please them, and that's why it's so simple for The Quicksander to recruit "helpers". In a work setting, The Quicksander makes a lot of noise, creates stress around projects and deadlines, and easily finds others into pull into their pit of unfinished business.

How to Deal: Know your role and state your priorities. Navigating boundaries with The Quicksander is tricky because they're well-liked and operate under the guise of being a hardworker. You don't want to come off as lazy or uncooperative when laying out your beef, but you do want The Quicksander to know you have your own job to do. There's a stark difference between teamwork and absorbing another person's project or task. Here's what to do:

Approach The Quicksander with confidence and be specific:I'm flattered you asked me for help and am happy to assist with *this part* of your project if you need input, but I do have my own deadlines this week. Please understand, if your work starts to take up too much of my time, I'll have to throw it back to you.

The Quicksander will get this. Again, this person is a social butterfly; they love people and are drawn to honesty. They'll appreciate your willingness to lend a hand and your commitment to your own work. This open, transparent approach might also make The Quicksander feel a little special, like a confidant, which they love.

5. The Insulter. There's always one. An intolerable cousin of The Nitpicker, this person has nothing good to say about you or to you. The Insulter is generally impatient, unfriendly, disrespectful, and hypercritical of co-workers. You dread going to work in fear of being chastised by The Insulter for a mistake you've made.

How to Deal. Set the tone and be direct. You can't escape criticism or getting feedback at work, but you can ask the person giving it to change their approach. If you're feeling disrespected by The Insulter, let them know:

I hear that you'd like me to complete my market reports faster, and I will certainly make that change, but I don't appreciate the way you're speaking to me.

Standing up for yourself in an assertive, unaggressive manner will almost always result in positive changes. If the negative behavior from The Insulter persists, you can always take it up with HR. Don't let this person get you down or make you feel worthless. You deserve respect and are allowed to ask for it.

Want more good advice? Head over to Avelist. Learn from others. Adult together.

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Getting the "Right" Things Done

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Many people are fans of the famous "Getting Things Done" series of books and workshops on time management, and there are lots of very powerful tools in that methodology to be certain. Quite apart from actually getting things done, many of us have more things to get done than we have hours in the day. Have you been recently promoted, or had new job responsibilities added, or put on a new project team in addition to what you were already responsible for? Welcome to the club.2015-09-21-1442840557-4096196-GettingtheRightThingsDoneimage.jpg

Contrary to popular belief, you do not get ahead and become successful by sacrificing sleep, exercise, family and friends. So how do you manage expanding responsibilities when you have no more hours in the day?

One of the most critical skills to master as a fearless leader is to figure out which things are most important to get done.

A client I met with recently had just been promoted to a new level of responsibility, and had also been given the job of recruiting a level of management reporting to this new position. She was so busy "doing" the new job and many of the tasks and projects associated that she was finding it really hard to move forward on recruiting. However, not recruiting would mean she had to do the tasks herself for longer... Quite a vicious circle. In her case, the hiring of new people was an important but not obviously urgent task that kept falling to the bottom of the pile whenever the phone rang (or really when the emails came flooding in).

We spent some time analyzing how she was spending time, and how she would solve the problem of being overly busy. We worked out how much time she really needed to spend on the recruiting effort (less than she thought), and the training effort to delegate some tasks (also less than she thought), and how moving that forward would have huge positive impact in the near term. We also worked out the consequences of letting those crucial tasks get delayed, and what else was being held back by not having those jobs filled and by keeping some lower level work. It became apparent that recruiting and delegating was not only important, but also very urgent, and she set herself some deadlines and calendared time to work on getting people hired and moving some tasks to other people.

When you are in the middle of your day, sometimes it is hard to see what is truly important. Start with a vision of where you want to be in 6 months, or 5 years (or anywhere in between), and think about what will be truly critical to staying on that path. How will you make sure you are spending time on those critical items rather than your inbox or smartphone or meetings? Know that adding critical tasks to your day also involves letting go of something. What will you stop doing, or delegate, or delay? Which tasks or uses of your time are not helping you create your future vision? Those are the ones you need to consider eliminating to make space for the truly important.

Fearless leaders align their time and resources with their vision, and get the "right" things done, not just the things that are in front of them.

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The Future of Business

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Disengaged workforces. Water shortages. Financial oligarchies. Climate change. Charismatic leadership. Mass migration. Wealth inequality.

In the words of Otto Scharmer, senior lecturer at MIT and co-founder of the Presencing Institute, we have entered an Age of Disruption. Traditional approaches are at an impasse. Yet the possibility of profound personal, organizational, societal change has never been more real.

This moment of disruption deals with death and rebirth. What's dying is an old civilization and a mindset of maximum "me" -- maximum consumption, bigger is better, and special-interest group-driven decision-making that has led us into a state of organized irresponsibility, collectively creating results that nobody wants.

What's being born is less clear but in no way less significant. The future is not just about firefighting and tinkering with the surface of structural change. It's not just about replacing one mindset that no longer serves us with another. It's a future that requires us to tap into a deeper level of our humanity, of who we really are and who we want to be as a society.


It's time for us to embrace this change and move towards a better future. The world needs companies to be a force for good, giving people the existence they deserve -- one of meaning, and of example. It will require us to rebuild institutions from the inside out and empower the people that drive them.

Organizations won't self-heal. We need to develop the critical skills this transformation will require. Now is the time to grow authentic leaders to collaborate and promote an inclusive workforce striving towards a common purpose. A world where businesses and society grow stronger, together.

Introducing Marmalade Fish.

Ambition Delivered.

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The Top 10 Questions About China Ahead of Xi's U.S. Visit

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When President Xi Jinping arrives for his first state visit to the United States this week, a number of new domestic and foreign policy questions are likely to be on the minds of administrations in both capitals. How these are interpreted, and most importantly, managed, during the visit will shape the future of this core strategic relationship. And the content of this relationship will in turn shape much of the content of the future global rules-based order.

Here, at least in my judgment, are the top 10 questions on policy makers minds, both in Beijing and Washington, on the eve of Xi's visit.

1. Just how much trouble is the Chinese economy really in?

Some, but nothing fundamental. The core problem for Chinese policy makers is embarking on an unavoidable, necessary and major reform of China's growth model at a time of unexpectedly weak global growth. The traded sector of the economy has not provided a sufficient "growth buffer" during this complex process of re-engineering the policy model.

China is moving from a low-wage, labor intensive manufacturing for export strategy supported by a massive national infrastructure build to a new model based on rising domestic consumption, an expanding services sector and greater market share for the private sector. In essence, gradual increases in domestic consumption have thus far not offset larger falls in net exports.

2. Do Chinese economic managers know what they are doing?

Yes, but they are in uncharted waters because of the "economy in transition" factors referred to above. They cannot simply rely on the post '79 economic policy playbook. The Chinese leadership has spent much of the last three years sensitizing opinion both at home and abroad to a slower rate than the double-digit growth of the last 30 years.

Their core policy task is to maintain sufficient economic growth to sustain social stability. The leadership's unofficial, unstated base figure here is around 6 percent in order to sustain improving living standards and generating enough jobs for the some 12 million new entrants to the labor market each year. If 6 percent growth is threatened, further monetary policy easing and fresh fiscal intervention will occur. Also, the leadership will always intervene to avoid the possibility of any form of financial crisis arising from one sector that might trigger a broader crisis in the real economy. They are keen students of both the Asian and global financial crises. Hence their recent and extraordinary intervention in the Shanghai equities market.

3. Is there a danger of Chinese economic collapse?

No. Chinese "collapsism" was introduced to the American debate by renowned sinologist David Shambaugh earlier this year. Great headline. No evidence.

The problem with this thesis is that when real problems occur (e.g. the stock market turmoil), something akin to a stampede in China commentary occurs under the general, apocalyptic thematic that "the end is nigh." This is particularly dangerous if it induces a broader American view that China is suddenly in decline. It is for naught. The parallel reality, however, is that China's recent economic challenges should also induce a little more sobriety and a little less triumphalism for others who have concluded that China is some sort of unstoppable economic juggernaut. Both extremes in the China debate are as non-empirical as they are unhelpful.

4. Has Chinese economic reform stalled?

No, but the headwinds are strong. The reform blueprint announced two years ago outlined some 60 sets of policy measures to give effect to the transformation of the Chinese economic model. Unless these are implemented, China's long-term economic prospects will falter. The Chinese leadership knows this.

So far, they have begun effective implementation of about a third of them. Where the rubber will really hit the road is when state-owned enterprise reform. Furthermore, if China denies real access to its financial and other services markets to foreign participants, China's international competitiveness will stall. Bad for China. Bad for the world.

5. Is Xi Jinping in real political trouble?

No. His position is secure. Despite wild commentary about the possibility of political or military coups against Xi Jinping arising from the fallout of the anti-corruption campaign, or from recent challenges to the economy, there is zero evidence of this. Xi's control of both the party and the military is as absolute as Deng Xiaoping's once was. Perhaps more so. No credible analyst of Chinese politics can point to a single political figure who could organize and implement any action that threatens Xi's hold on power.

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DigitalGlobe high-resolution imagery of the Subi Reef in the South China Sea, a part of the Spratly Islands group. Photo DigitalGlobe via Getty Images.




6. Is Xi Jinping's China becoming more nationalist?

Xi Jinping has always been a party loyalist and Chinese nationalist. Any analysis of his statements over many years would have concluded this long ago. Bear in mind, China has no particular monopoly on nationalist sentiment, either in Asia or elsewhere in the world. The real question here is the degree of focus of Chinese nationalist sentiment on Japan.

Prime Minister Shinzo Abe's statement on the 70th anniversary of the end of WWII, and China's reaction to it, underline the deep and continuing toxicity of this relationship. The uncomfortable truth for us all is that unless and until there is a fundamental reconciliation between Tokyo and Beijing, of the type achieved between Berlin and Paris after 1945, long-term regional stability in Asia will continue to be uncertain.

7. Is there any solution in sight on the three big problems that now dominate the discourse on U.S.-China relations: cyber, the South China Sea and China's new proposed laws for the regulation of foreign NGOs?

Yes and no. On cyber, there is now perhaps sufficient mutual recognition that unless the two sides begin to negotiate genuine rules of the road, both on state and corporate cyber attacks, this has the potential to derail the relationship altogether.

On the South China Sea, despite the current strategic pause in land reclamation activities, there is no emerging consensus on how to resolve conflicting territorial claims, or U.S. concerns regarding freedom of navigation.

As for China's proposed new NGO laws that (among other changes) would hand regulatory responsibility for control of foreign NGOs operating in China to the public security bureau, the law is still in draft form, submissions have been called for and it remains to be seen what amendments are accepted.

The problem for the long-term relationship is that there is a real danger that all three factors create a powerful combination of the U.S. national security, corporate and NGO establishments, forming a grand coalition against China. And that's before we add the usual round of China-bashing in the U.S. presidential primaries season which is already underway. Wiser heads need to prevail all round in managing the dynamics of what has always been a difficult relationship given their significantly different values and interests. I doubt that either side wants to see long-term strategic drift into either conflict or war.

8. What strategic interests do Xi Jinping's China and the U.S. really share?

More than you think actually. The bulk of the commentary on U.S.-China relations always focuses on the formidable bilateral challenges facing the relationship. Less attention is dedicated to where the two are working together, or could work together more.

This is a long list, including: North Korea's nuclear program post-Iran; counter-terrorism against a range of militant Islamist groups; climate change; working together with regional countries including Japan, Korea and ASEAN on the development of longer-term security architecture which helps manage down regional security disputes, as well as the conclusion of an effective U.S.-China bilateral investment treaty.

9. Given this, is there any common strategic narrative possible for U.S.-China relations for the future that reduces the possibility of long-term conflict?

Part of the problem in the long-term U.S.-China strategic relationship is the absence of a common strategic narrative capable of embracing significant differences and commonalities at the same time. What the two countries' leaders say to each other's publics matters just as it matters what organizing principles exist within their respective administrations to govern or at least guide the long-term relationship.

10. Can 'Constructive Realism' be a path forward?

I have argued that what is needed is a common strategy of "constructive realism." "Realist" in recognizing the major outstanding problems in the relationship where no resolution is anywhere in sight in areas such as Taiwan, the East and South China Seas and human rights. "Constructive" in the hard but doable areas of strategic collaboration identified above. Such a strategy must also anchored in a "Common Purpose" aimed at reforming and enhancing the global rules-based order anchored in the UN and the Bretton Woods machinery.

Constructive realism is based on the assumption that China already recognizes that however imperfect the current order might be, strengthening that order is better than no order at all. Better also to have a common strategic purpose with the United States than none at all, thus further running the risk of long-term and potentially irreparable strategic drift.

President Obama and President Xi, the international community wishes you well in your upcoming summit. It won't be easy. But it matters to us all.

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A Flashmob Mentality

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When the path of one person's action becomes the path of many, the energy and momentum that results has the potential to create significant change.

Movements are born. Existing industries are disrupted. We see the evolution of the new in business, in society, and in the way the two cross over, as individuals use the power of the personal to drive change, and create opportunities to bring the future to the present.

Enter stage left the 'flashmob'; used by the marketing mafioso to create impact-high, memorable experiences and emotional responses within an immediate vicinity or environment. It's a technique far more engaging and further reaching than the traditional beige printed ads bombarding our letterboxes and media, and it's impossible not to become a part of the flashmob mentality.

One becomes many as unsuspecting audiences are wowed by dance troupes, stopped by choirs of voices, and inspired by the 'random' appearance of people playing musical instruments and becoming a pop up orchestra. The fast moving world stops for a moment as tired crowds at airport welcome gates are emotionally awakened by serenades or as one person lets loose at a music festival - to be quickly joined, of course, by an increasing throng of individuals who are, in that one moment, an exemplar of togetherness.

These are experiences with a long lasting impression, in fact, quite often unforgettable.

The impact of the collective is exactly what we are now witnessing (thankfully) across the world, as the demand for action in response to the Syrian refugee crisis increases in noise. It has, it appears, finally reached the crest of the wave of popular opinion which leaders ignore at their peril.

Each of us has the ability to create our own flashmob. We can form our own group of cheerleaders aligned to a collective purpose, mission and goals. These groups of people connect, and, from choice, actively contribute to create a shift for all involved.

Whilst we continue to spend an inordinate amount of money on personal development to increase our depth of knowledge and skill, to become 'better people' or become known for something, the reality is this; without a flashmob around you, the ability to create the ripples of change, to drive emotional response, and to build engagement and influence are minimal.

Empowering yourself with skills is great - a big tick to you for that. But to really drive your net worth, and net influence, you have to become a more connected you, building the breadth and width of your personal reach. This consequently creates opportunities to collaborate further, and shift your current state to become your future.

In the Corporate Leadership Council High Potential Management Survey (2005), results indicated that only 29% of high performers are also high potential employees.

While having what it takes to achieve more, the remaining 71% of high performers are missing that special something needed to excel at the next level of an organisation.

So there you have it - having the skills in one thing.

Having the skills to surround yourself with those who empower your own ability is another.

Author Sean Stephenson says:

Communication is merely an exchange of information, but connection is an exchange of humanity


Embrace the flashmob mentality - and start an intellectual and collaborative riot of ideas and information.

Jumping into a crowd never looked so good.

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Confessions of a Reluctant Self-Promoter

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This is article is for those, who like me, have struggled to stand out in a way that does not stand apart from who they are. Throughout my career I found it difficult to self-advocate or self-promote. It just felt to do so would be disingenuous to some of my core beliefs such as humility and even integrity. I know factually, that I missed out on opportunities. Yet, I was able to self-justify my inaction by telling myself that I could stand tall and look myself in the mirror. Let me tell you, that was a load of crap!

I found it difficult to self-advocate or self-promote. It just felt to do so would be disingenuous to some of my core beliefs


When I started my business, I was confronted with the reality that self-promotion was a must. Not doing so might enable me to look myself in the mirror, but I would not be able to afford the house in which it was hung. That was a frightening and uncomfortable realization.

I am not demeaning those who are comfortable in overt, bold and aggressive self-promotion. There is no doubt it can be compelling and effective to be told that if you sign up in the next hour, or if you are one of the first 10 to respond to an offer, you are going to receive some benefit. Further, there are those who are completely comfortable talking about themselves and why someone would be crazy not to work with them or their business. Most of us have known that person who has the swagger to walk into the boss' office and tell her why they deserve a promotion. But this article is not for them. The country artist Toby Keith had a hit song called "I Want to Talk About me". Here is the rub, I don't! It makes me nervous, uncomfortable and awkward, and I am sure that I am not alone. It is for those of us that this article is written.

What do people like us do? How do we establish top of mind awareness for our brand, either personal or corporate? Do we just sit on the sidelines while those comfortable, confident and adept at self-promotion get all the good gigs? The answer is no. We take a different approach. We first recognize that like those of us uncomfortable with aggressive self-promotion, there are those equally uncomfortable with aggressive self-promoters. Therefore, we don't talk about ourselves, rather we listen. We don't tout our value; we just add it. We do this because if feels right. We do this because it is authentic, and we do this because it is effective.

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How do we accomplish this, you ask? We ask, listen and learn from our ideal clients about their struggles, obstacles and challenges. Then we bring forward content, tools, tips and and anything else that will add value to them professionally or personally. We pull from our own expertise and those of others. We commit to consuming information and sharing it openly with those we feel it may serve or help. Most importantly, we expect nothing in return.

We are fortunate that we live in a world where this form of outreach is possible thanks to the advent of social media. Look around at whatever social platform you prefer and you will find those that focus on touting their value and those that just go about adding value. Both methods work. What I know is that the latter is far more aligned with who I am. What I have also found is that those clients who have come to me through this form of outreach turn out to be a much better fit.

So for those of you, for whom this approach resonates, let me leave you with two suggestions. First, read the book by Bruce Kasanoff, "How to Self-Promote Without Being a Jerk". He does a great job of detailing what I have shared in this article, and frankly I found it very affirming to read. Secondly, I do this for a living, and I help my clients do the same. So, here's my little bit of self-promotion; if this form of marketing sits well with your beliefs, please feel free to reach out to me and I will be happy to help you take the next step.



Thanks for reading.

Elliot Begoun is a Business Growth Consultant and the Principle of The Intertwine Group. His purpose is to help businesses and business leaders grow. He works to solve real issues, establish strategic guardrails, develop integrative leaders and foster employee enlightenment.


Grow your business - Solve real issues - Establish Strategic Guardrails - Develop Integrative leaders - Foster Employee Enlightenment



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5 Things I Learned About Periscope in My First Month

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With 15 million (yes... MILLION) users, Periscope is the place to be. Whether you are building a personal brand, have a small business or an established business, or simply enjoy engaging in online communities, you need to join Periscope.

I joined about a month ago, & I felt like I was late to the game. Everyone seemed like they knew what they were doing. There were emojis, hashtags, and hearts flying everywhere; and it was hard to know where to start and what to scope about. But in the last month, I have learned five key things that should help other scopers out there...

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1. Everyone Gets Nervous
There are a lot of people on Periscope who don't ever broadcast themselves. They join so that they can view videos and ask questions via comments, but if you want to broadcast (and I highly recommend it), you will quickly find that it can be nerve-wracking. It is scary to push the red button and go live not knowing who will watch and what they will think. I always get a little nervous before scoping, but I take comfort in knowing that most people also feel this way. Plus, the adrenaline rush after scoping is a great payoff to these nerves!

2. Do Not Disturb
Before you start a broadcast, make sure you turn on airplane mode or hit the Do Not Disturb button on your phone. If someone calls you in the middle of your broadcast, that Periscope is ruined! This is one that I don't always do, but I am really trying to make a habit of it.

3. Address Replay Viewers
People can only comment if they are watching you live on a smartphone, but I know that people watching the replay or watching from their desktop computer might have questions too. To address this, I tell people at the very beginning of the scope that they can tweet me if they have any questions or feedback, & that way I will be able to easily answer them.

4. Ask for Things
Asking your viewers questions will help keep them engaged and keep them coming back. Everyone loves to share about themselves so get in the habit of saying something like, "Thanks for joining me! Please share where you are watching from b/c I love to see how we can all come together like this no matter where we are." Or, "Please tell me your name and what you are passionate about." Or something directly related to your particular broadcast. You can also ask for hearts, shares, and encourage people to click simple links for more information.

5. Find Communities
Periscope broadcasts can be shared directly with Twitter, which makes the hashtag feature very useful. You can also search hashtags within Periscope, and many Periscope communities use this to their advantage. There are hashtags related to daily challenges and prompts and hashtags related to certain topics and communities. These are a great way to find like-minded people and be discovered yourself!

Join me on Periscope here!

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5 Secrets to Build Your Business Without Sacrificing Your Sanity

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Have you ever dreamed of building your business to the level you want without going crazy?

Don't think you can have your cake and eat it too? I get it, it's one of those dreams where you think to yourself, there's got to be a trap!

Maybe you're worried that having the best of both worlds will slow down your growth, progress and ultimately your success.

It's no secret that building a successful business takes real work. If you're in this for the long run with a vision for serving and impacting people's lives through your work, you'll need to invest your time, energy and money to grow.

Does that mean you have to sacrifice your health, happiness, relationships and everything else that's important to you in the process?

Absolutely not.

There are many thought leaders, experts, and online marketers out there who rally behind the idea of creating success. Most times their methods for taking your business to the next level come at a cost and it's not cheap. The problem is they're missing a big part of the puzzle.

So what's the missing piece? A strategy for sustainability.

Most strategies for success only focus on the business and neglects the most important part of the picture, you. Honoring your business objectives and your core values is the best way to set yourself up for sustainable success. When you have a business that you're fully committed to for the long haul, sustaining your energy, drive and momentum must be a part of your business strategy or else you'll sacrifice your sanity.

It's time that we prioritize enjoying the journey of entrepreneurship.

Today we live in an entrepreneurial culture where sacrificing just about everything you value is part of the recipe to success. There are loads of content out there that promote stress-based success and praise people who've given it all up to make it to the top. They glamorize being broke for a while, losing friends and sleepless nights as if it's the latest fashion trend.

In the name of creating success, I see my fellow entrepreneurs doing what I call extreme computing, working over 12 hours a day in front of a laptop. It's become the new standard of how to work if you really want to succeed in business.

They call it ambition, I call it crazy!

Working in a way that honors you, doesn't mean your results will be compromised. Instead, you get better results because you're not working in a state of frustration, overwhelm and exhaustion. It's the quickest way to crash and burn out. When you're working at your full potential, you tap into unique creativity and wisdom to make the best decisions for you.

Here are 5 secrets to build your business without sacrificing your sanity.


1. Know and respect your core values.

It's one thing to have values but it's another thing to respect them. Every business decision is a life decision. As much as we try to separate our business from our life; it's all life! Every decision you make affects you personally. When your values are at the center of every decision you make, you won't sacrifice what's truly important to you. Being aware and intentional about your values will help you set a strong foundation for not only your business growth, but for your personal growth too.

2. Being selfish isn't only OK, it's smart.

Being selfish used to get a bad wrap but now it seems like we're all in agreement that being selfish is ok--sometimes. This isn't about having a me, me, me type of attitude, it's about making decisions that maximize your energy for long-term success. Your business gives you the greatest fulfillment when you choose what you want to offer, who you want to serve and how you want to work. When expectations are set in your best interests, you'll enjoy the process of creating your success. Start by giving yourself yourself permission to do what's best for you. Yep, it's that simple!

3. Finding the sweet spot between ambition and ease = unstoppable momentum.

When was the last time you've asked yourself, "how can I make this happen with the least amount of stress?" Asking this simple question will help you find your sweet spot between ambition and ease. I'm not saying that everything should be a piece of cake; however, with every business move you can find that happy medium where you're feeling challenged but not overly stressed. Being more strategic about what you work on and how you work will impact your momentum big time. And let's face it, you're no fun when you're stressed and overworked.

4. Following cookie-cutter plans and blueprints will make you miserable.

There's a difference between following best business practices and trying to force cookie-cutter strategies to fit your business. Blindly following someone's blueprint to a T without first thinking about how you want to grow for sustainable success will only drain your energy. When you add your creativity to the best business practices, you'll not only have more fun, but your enthusiasm will impact everyone around you.

5. Fun is critical to your business growth and sanity.

As Barbara Corcoran, real estate mogul and business expert featured on the Shark Tank show, said in her inspirational talk at Inc. Women's Summit:

"Fun is good for business".


She even goes on to say that fun is the most underutilized tool in doing business. Blurring the lines between work and play is one of the best ways to dramatically increase your potential for business growth. Imagine what would happen if you spent a third of your time planning how to create more fun for you, your customers and the people you bring on your team. Just think--happier employees, repeat customers and a sane leader running the show, now that's sustainable success!

You have the freedom to run your business and honor your health, happiness and core values as you create your success.

Noelle Bloom is a Lifestyle Strategist who can help you have fun, live free and feel fabulous while building your business. Have a fabulous business lifestyle today, instead of waiting until X, Y and Z to finally start living.

Get your FREE Business Lifestyle Action Guide to help you align your business with your lifestyle goals, style your business sweet spot and design your daily hustle. Start here:http://www.noellebloom.com/quiz/

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Carly Fiorina Has to Answer Some Questions About Her Performance at HP

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Former Hewlett-Packard CEO Carly Fiorina was the breakout star of last week's Republican Presidential debate. That is the consensus of most observers and she has experienced a corresponding rise in the polls.

Yale School of Management professor Jeffrey Sonnenfeld was mentioned twice during that debate, first by billionaire and current GOP frontrunner Donald Trump and then by Fiorina. Sonnenfeld is a longtime critic of Fiorina's performance as CEO of Hewlett-Packard. Trump cited Sonnenfeld's critiques of Fiorina in his debate comments and Fiorina pushed back against those arguments. For his part, Sonnenfeld doesn't deny that he has negative views of Fiorina's tenure at Hewlett-Packard and he wrote in an article in Politico Magazine that:

Trump did get something right, though: my criticism of Carly Fiorina's disastrous term as CEO of Hewlett Packard. As Fiorina admits, I have been critical of her for over a decade--long before she announced her political aspirations. I have studied her business record, challenged her leadership abilities and have come to agree with the assessment that she was one of the worst technology CEOs in history. I stand by that evaluation.


Sonnenfeld goes on to provide support for that evaluation in great detail and he asks "why in 10 years has [Fiorina] never been offered another public company to run?" I strongly suggest that anyone reading this post read Sonnenfeld's article in its entirety. There is a lot to consider there.

I've previously written about Fiorina in the Independent Journal Review and I discussed her penchant for comparing herself with business leaders who have bounced back from setbacks, namely Steve Jobs. That piece makes it clear that I don't think that comparison is accurate. However, in my view that's a side-issue to a larger point. Carly Fiorina has made her service as CEO of Hewlett-Packard the centerpiece of her campaign. She cites it as proof of her leadership skills and willingness to take unpopular positions. It therefore is fair to ask about her work at Hewlett-Packard and its aftermath.

So here are the questions that need to be asked of Fiorina. Has any company asked you to be its CEO after you left Hewlett-Packard? If so, which companies did so and why didn't you take any of those offers? (To be fair to Fiorina, she may have had good reasons for turning down such opportunities.) If not, why do you think other companies haven't been interested in hiring you?

Those are simple questions that get to the heart of the matter. Opinions vary about whether Fiorina was a good CEO. Professor Sonnenfeld certainly doesn't think she was. But let's approach these questions from more of a market-oriented perspective rather than that of op-ed punditry. If Fiorina was as good a CEO as she says she was, then presumably some other company would want her as its leader. If no other company has asked her to become its CEO, then that's a market response worth considering. And if other companies have done so, then that would speak well for her and that information should be out there for the public to judge.

So - let's hear Fiorina's answers to those questions.

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9 Truths All Successful Lifestyle Entrepreneurs Believe In

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This article was originally published on Addicted2Success.



Let's face it. Every entrepreneur wants their business to be successful. You're no exception.

Yet 80% of businesses fail within the first eighteen months.

And especially for lifestyle businesses, your attitude and beliefs can be the difference between its failure or success. After all, as a lifestyle entrepreneur, you are your business.

These nine beliefs can make or break the success of a lifestyle entrepreneur.

1. Successful lifestyle entrepreneurs believe value is the key to success

Successful entrepreneurs' businesses have one thing in common:

They provide value to their target market.

The more value the entrepreneur communicates to their target market, the more value they enjoy in their business.

"Success is not what you have, but who you are."- Bo Bennet


2. Successful lifestyle entrepreneurs believe in building relationships

Successful entrepreneurs recognize that relationships are the key to business.

As a lifestyle entrepreneur, your relationship with clients, industry leaders, and even competitors becomes your bread and butter.

They say that it's not what you know, it's who you know. That's true in entrepreneurship, too.

3. Successful lifestyle entrepreneurs believe in integrity and trust

Have you ever heard the quote: "people do business with people they know, like, and trust"?

It's never been more true.

Successful entrepreneurs know this and by maintaining integrity in all that they do, they build trust with their target market.

Would you rather do business with your trustworthy neighbor, or the guy who seems to just want to take your money?

The best marketing is being known as trustworthy.

4. Successful lifestyle entrepreneurs believe in the power of focus

It's better to be great at one thing than okay at everything.

Successful entrepreneurs know that they can't be everything in their business.

They focus on what they are good at, grow their business with their unique skills, and let others take care of the rest.

Whether that means hiring a team, a virtual assistant, or finding one-off help on Fiverr or oDesk, they know that there are some things that others are better at, and leverage the skills of others.

5. Successful lifestyle entrepreneurs believe that motivation is a dead end

Do you want to know something surprising?

Successful entrepreneurs aren't always motivated.

Even the most successful entrepreneurs struggle with motivation, but they still make progress when they feel unmotivated.

How?

Habits.

They build rituals and habits around important actions, so even when they aren't motivated, they are still moving forward.

Building habits pays compound interest.

6. Successful lifestyle entrepreneurs believe that failure is an ally

Successful entrepreneurs know that failure is how you grow and learn.

We'd all prefer not to fail, but if you don't fail, it means you aren't taking enough risk. Failure is how you develop into a successful entrepreneur.

Successful entrepreneurs don't let the fear of failure hold them back. They use failure as a tool.

7. Successful lifestyle entrepreneurs believe that competition is healthy

In business school, we're taught that competitive markets are not good markets to enter.

However, successful lifestyle entrepreneurs believe that competition is a positive thing.

After all, competition means that you:

- Have found a profitable market, and
- Can learn from the competition's errors and mistakes.

Furthermore, competitors can become mutually beneficial allies.

8. Successful lifestyle entrepreneurs treat themselves as an asset

What is your biggest personal asset?

Probably your house, your car, or your investments.

And how do you treat that asset? You're kind with it. You're generous in the time and attention you put into it. You treat it right.

Successful entrepreneurs treat themselves as their business' most important asset.

They take time out, fuel their bodies with nutrition, exercise, and take care of themselves. They believe in themselves, and don't give in to self-doubt or fear.

9. Successful lifestyle entrepreneurs believe that narrow and deep is better than wide and shallow

Successful lifestyle entrepreneurs know that it's better to find a corner of the market and dig deep, developing expertise and establishing themselves in that niche, rather than picking a wide market and trying to serve everyone.

  • They know that their products aren't for everybody, and they are fine with that.

  • They serve their small, narrow niche well, and fight the urge to please everyone.

  • They know that by pleasing everyone, you please no-one.


It's time to start channeling your inner successful entrepreneur

You may have heard some of these points before. Maybe you find yourself nodding in recognition.

But have you focused on implementing each belief into your business? Don't forget that knowledge isn't power until it's applied.

So it's time to start channeling your inner successful entrepreneur and let these beliefs guide your business. Whether you memorize them or print them out, make these beliefs your mantra.

Every time you are facing a decision, align yourself with these beliefs.

And soon, they will be so ingrained that your gut will guide you - straight to success.

About Sarah: I used to have to ask for time off. Now I can travel whenever I want and work from anywhere with Wifi. I write and podcast at Unsettle.org where I encourage people to never settle for careers they don't love. Find your perfect lifestyle business idea with her free course so you can stop settling and start building your dream.

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Do You Have Just One Minute A Day?

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Few things are more comforting than knowing that someone else has been there before, has experienced what you've experienced, and can give you that beam of hope that light truly is right around the corner. In celebration of International Peace Day, I thought it was a good time to talk about how we can bring peace and love into our businesses by modeling ourselves after people we admire.

If we can all help someone get over that hump -- you know, the one right before a major breakthrough, when it's so tempting to give up -- the dividends it will pay to society will prove immense.

Recently, in my own business, I was starting to feel uninspired. It left a bitter taste in my mouth to think about the lack of collaboration, celebration, and inspiration from the so-called "gurus" and the ones who have "made it." For instance, in a recent request to interview a top podcaster, I was told that it was "largely a man's world," and that I was "going to be in trouble" if I took issue with his intro, which catered exclusively to men.

At this moment, I thought -- for a lack of better words -- "What the hell, man? What kind of example are you setting for future podcasters?" If we can't be socially responsible when achieving influence and recognition, then it's not going to just be me that will "be in trouble."

Luckily, one of the most genuine and business-savvy marketers I know crossed my path: Ryan Lee, the creator of the Freedym Show, and the founder of the Freedym Fest and the Freedym Academy. I feel so full of gratitude to have had the chance to attend the Freedym Fest, which was two days of heart-centered entrepreneurs and marketers giving nothing but value -- just in quick, 20-minute presentations! Condensed, actionable value: it was amazing.
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But it wasn't just the delivery of condensed value that made the Freedym Fest so special: it was the entire atmosphere. The speakers -- big names in the industry like Jonathan Fields, Nick Unsworth, Ryan Levesque, and Kevin Rogers, just to name a few -- all stayed and listened to the other presentations, even from lesser-known entrepreneurs.

They didn't imbue it with a cheap-feeling sense of "celebrity," or only talk about how glamorous their life is as if it was the sole result of a single action. as so often happens with this type of conference; instead, they humanized the event, interacting with attendees and exchanging serious value.

The Freedym Fest -- along with business gurus like Ryan Lee and thought leaders like Jonathan Fields -- filled me with renewed hope and inspiration to continue creating a business around helping others find their tribe and monetize their passions. The real message is that we all need to be that person who inspires others, gives them hope, and supports them in their journey to materialize the life they're dreaming of.

After the Freedym Fest, I attended a post-event webinar hosted by Mary Agnes Antonopoulos, known for her high level social media strategies. In it, she talked about how posting just a one-minute video every day can expand your reach exponentially. When she talked about this, I felt a light bulb turn on in my head.

No, it wasn't the tip in and of itself that was this "a-ha!" moment for me -- but rather, how powerful it could be in the bigger picture, especially as I reflected on how profound the effects of a 20-minute keynote presentation can be.

I'll admit it: I'm not the best at posting videos, nevermind every day! It's usually because my perfectionism gets in the way; I think too much about it and before I know it, I'm overwhelmed before I've even gotten started. When Mary shared that tip, I thought, "Yes! Even I can handle a one-minute video clip each day." That very next day, I posted my first tip called "Engagement is In, Exclusivity is Out," from a recent article I had published.

After I posted that first tip, it got me thinking how powerful it could be if others join me in posting one-minute videos, sharing tips that help improve others' businesses and lives.

Forget call-to-actions or even promoting your business if that's something that is stopping you: just think about the reach, the changes, and the value that one minute a day can give to others. One might be surprised to find out just how valuable your knowledge and experiences can be when shared with others.

Now, I'm not talking about earth-shattering expert advice here: in fact, you don't even have to be an "expert" at all! But if you're, say, an editor, you can share tips on how to get published in major forums, or what media outlets are looking for. Maybe you're a rockstar when it comes to gluten-free cooking, and you can share tips on meal preparation or quick recipes.

It doesn't matter if it's been said before, or if you think it's "common knowledge": everyone learns from different people, and your unique voice could be the one that makes a difference for somebody else.

Whether you're an entrepreneur, mother, father, sister, friend -- or many of the above -- I invite you join myself and my What Vibes Your Tribe community for the next 30 days in posting a daily, one-minute video to my Facebook page, sharing a tip that can help improve the businesses or lives of others. Make sure you use the hashtag #TribeVibes.

And if you're not already a member of my free mastermind Facebook group What Vibes Your Tribe, we would love to have you join us. Together, we can help each other -- in the words of Marie Forleo -- to "create a life and business we love".

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Wealth Gap Widens Along Race Lines

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New Study Shows Increasing Inequality

Moneytips
The Great Recession took quite a toll on the average American's net worth. A combined fiscal crisis and plummeting home values chopped off almost 40 percent of the median net worth of U.S. households, from $135,700 in 2007 to $82,300 in 2010 (expressed in 2013 dollars). Since that time, a slow economic recovery has failed to rebuild net worth values. The median net worth in 2013 was $81,400, showing an even further decline from 2010. However, that decline is disproportionately falling among minorities.

A study from the Pew Research Study took a closer look at the racial and ethnic components of wealth inequality and how their nature has changed over the last thirty years. Using data from the Survey of Consumer Finances conducted by the Federal Reserve, the researchers have shown that the median net worth of white households has risen slightly while those of black and Hispanic households have fallen dramatically.

The size of the gap in median incomes is startling even before the recent effects are considered. Since 1983, the smallest multiple in the median wealth of white households versus black or Hispanic households is six. In 2007, prior to the Great Recession, the median white net worth was $192,500 -- approximately 8 times the median Hispanic household net worth of $23,600 and a bit over 10 times the $19,200 median net worth of black households.

In 2010, the Great Recession lowered the median net worth of white households to $138,600, a 28 percent drop from 2007 levels. During the same period, the median net worth of black households fell by approximately 13.5 percent from $19,200 to $16,600 and the net worth of Hispanic households fell by 32.2 percent from $23,600 to $16,000. The multiplier for white households' wealth over minorities dropped to 8 over black households but rose to 9 over Hispanic households. The overall dollar drop was much larger within white households, but a double-digit percentage drop in net worth for minority households was particularly damaging to economic safety nets.

The recovery period of 2010-2013 only exacerbated the racial and ethnic wealth gap. White households gained around 2.3 percent in median wealth to $141,900, while that of black households fell 33.7 percent to $11,000 and that of Hispanic households fell 14.3 percent to $13,700. The multiplier for white households' wealth rose to 10 over Hispanics and 13 over blacks. Those are the largest multiples since the 1980s.

Taken as one period from 2007 to 2013, white household median net worth dropped by 26.3 percent while Hispanic household median net worth dropped by 41.9 percent, and black household median net worth dropped by 42.7 percent.

Why is the gap increasing during the recovery period? Income disparity is one reason. The median income of all minority households fell 9 percent during 2010-2013, compared to a 1 percent drop for non-Hispanic white households. With lower incomes and less room to spare, minority households are far more likely to have committed their existing incomes and even their savings accounts to paying monthly bills -- and that's before taking into account a disproportionate income drop.

Asset appreciation also works against minorities, as white households disproportionately hold stocks and own homes. Homeownership rates fell across the board but minorities were most affected. Homeownership for white households dropped by 1.4 percentage points from 2010 to 2013 (75.3 percent to 73.9 percent), but fell by 3.2 percentage points among minority households (50.6 percent to 47.4 percent).

Unfortunately, these trends are unlikely to change without significant wage increases among minorities. Wealth and income inequality can only be properly addressed by a rise in prosperity among minority households.

More from MoneyTips.com
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4 Reasons You Should Care About Energy Efficiency

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It's easy to understand why renewable energy receives most of the press. Photos and videos of sunsets reflecting off solar panels, or wind turbines spinning across a scenic field, make for great and compelling imagery for reporters to use in their articles and TV reports.

A less-understood, less-covered, but equally important element of the current U.S. energy evolution is energy efficiency.

I know what you're thinking: that's old news. Jimmy Carter pushed energy efficiency in the 1970s, and Americans were too lazy and certainly not ready to take his message to heart. Fair enough. So why is now different? Even if your friends and family roll their eyes at the idea of energy efficiency, the benefits remain. Here are four facts about energy efficiency that should make you pay attention.

1) Companies in the energy-efficiency industry are innovative, well supported and, best of all, huge job creators.

The United States economy is still recovering from 2008's economic collapse. To continue its growth, creative companies with strong balance sheets and the ability to employ people domestically will fuel the economy's return to full strength.

Did you know companies in the energy efficiency space meet all those criteria?

"There's tremendous opportunity to develop new business models that leverage the innovations in energy efficiency technology," says Jason Gates of Compology, a San Francisco-based company that produces energy efficiency management equipment for the waste management industry. "For a business to succeed in energy efficiency, the economics have to make sense when compared to other offerings in the same category. The smart companies are figuring out how to do that."

Investors are placing their money on behind-the-meter technology, including control systems, monitoring programs and storage capabilities. Entrepreneurs with similar experience in other industries are joining the race toward the next big breakthrough, and are hiring innovative thinkers to join them. The energy efficiency industry will play a huge role in adding jobs to a recovering economy.

2) Businesses are discovering energy efficiency investments provide a higher and faster return-on-investment (ROI).

Once businesses discover how much money is escaping through energy system inefficiencies, they start investigating energy efficiency. With new command-and-control software linking all of the energy-assets within a site, facility managers can control energy distribution precisely. Think of it this way: Now facility managers can do with massive energy systems what homeowners are already doing through technology like the Nest thermostat and LED light bulbs.

For example, consider a pick-up and delivery service with 40 box trucks, each with approximately a 40-gallon tank. The largest energy cost for this business is diesel or natural gas that only get around 10 miles per gallon. At the national average of $2.30/gallon for unleaded ($2.52/gallon for diesel), it costs the business $92 per each fill-up ($101 for diesel). With such low gas mileage, the energy costs add up quickly.

Using an energy efficient dynamic routing system, similar to the platform developed by Compology, the company can reduce the number of trucks they need by up to 40%. The reduction in trucks to 24 reduces the fuel bill from $3,680 to $2,208 ($4,040 to $2,424 for diesel). In a business with tight margins, those savings are enormous.

3) Energy efficiency is easier to implement and operate than ever before.

Homeowners are discovering how easy it is to implement energy efficiency monitors like eMonitor and eGauge. These devices allow homeowners to see their energy use in real-time and adjust accordingly to lower their energy costs. Now, the same level of energy efficiency monitoring is available to facility managers at the largest and most complex and critical facilities. And the industry's leading companies will not only install the systems, but monitor them for their customers, too.

"It saves facility managers having to log into the system," says Tom Willie of Blue Pillar, a Frederick, MD-based company that provides Industrial Internet of Things (IIoT) and energy management technology to facilities. "When an alert comes in, our software lets the manager know -- and their team can fix the problem before it becomes a crisis."

How much easier can it get? Hire a company that is using innovative technology to create robust network systems. They will install it, monitor the equipment and energy use, and ensure the lights stay on at all times. It's a no-brainer.

4) Energy efficiency is increasingly syncing with the fast-growing renewable energy industries.

As distributed generation continues to spread (i.e., businesses producing their own power on-site) with renewable energy like solar and wind, energy efficiency networks must be able to integrate into these systems. After all, renewable energy sources can't reduce climate change solely on their own. Storage and energy efficiency devices enhance, maximize and multiply the positive effects renewables have on carbon emissions -- these three pillars work best as a package.

"Energy storage devices improve self-consumption and provide distributed resources with the ability to offset grid fluctuations," says Greg Maguire, VP of Sales and Marketing at JuiceBox Energy. "We believe that generating, storing and distributing electricity in your home will soon be as common as how we currently generate and store hot water in our homes today."

Now that you have a better understanding of the critical role energy efficiency plays in your energy consumption, engage with an energy efficiency expert today to reap the benefits -- and then encourage your friends and family to do the same.

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4 Unexpected Leadership Lessons from My Pontoon Boat

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A 24-foot long, Sylvan Special Edition pontoon boat with a 115-horse Johnson outboard is where I spend most of my Sundays. My wife and I decided to take the plunge and acquire our first boat in May this year. Since then, our baby has been in the shop twice, been towed once, and proven that boat truly does stand for "Break Out Another Thousand."

But, like Kenny Chesney says, "[I] wouldn't take a million for the way it makes [me] feel."

If Kenny didn't beat me to the line, I'd say the same thing about leadership. Leading people can push us out of our comfort zones, while also fulfilling us more than most activities in business. After reflecting on this summer's experience with our boat, I realized there's actually quite a bit I can learn from that old Sylvan to make me a better leader at Lesson.ly.

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The Lesson.ly marketing team and Pippa the Pom all aboard the pontoon

1. Don't Let Issues Linger
A little while after we bought our boat, it started to lean to one side. I thought this was due to our gas tank being full, but it turns out, we had a hole in one of our pontoons. Not ideal. It was filling up very slowly, so I didn't pay much attention to it. I left it linger on so long that eventually everyone who saw the boat started noticing its significant lean. It was time to get it fixed, or else it might end up at the bottom of the lake.

One of the greatest management mistakes I've made is letting things linger with a specific employee until it was too late. This was dealing with a particular behavioral issue that started slow and grew over time. By the time we confronted the person about this issue, it was so habitual and had been accepted for so long, the individual was unwilling to curb their behavior.

Whether there would've been behavioral change or not, it was my responsibility to that individual, the company, and to myself to nip that problem in the bud as soon as it was clear that it was an actual problem.

2. Invest in Your People to Survive the Tough Times
Our pontoon came with a very old cover. It had lost all of its water repellency it initially had, so I invested a little time and money into restoring it. Now, regardless of how much it rains, the cover keeps the boat bone dry and mildew-free.

When storms come along in your business, it's too late to start investing in your team. Leaders who weather even the strongest of downpours are the ones who prove how much they care about their employees before, during, and after cloudy weather. At Lesson.ly, we are obviously big proponents of training because our business revolves around training software. But, even more importantly, we are big fans of training because we recognize the direct correlation between sharing knowledge with team members, and the business impact that our customers get from doing so.

Other ways we like to invest in our employees is simply by spending time together. We regularly enjoy company-wide events that are actually fun. Some include a visit to Lake Walloon in Michigan, an internship award ceremony, and even a high-five competition. Show your employees that you care when times are good and they will be there for you when the going gets tough.

3. Don't Burn Your Employees Out
Re-energize and refuel them to keep engines running.
In older pontoon boats, there's a chunk of technology called the power pack. If you run a boat with said power pack for too long at too high of an RPM, you experience what I did this summer. Eventually, the boat will still idle, but you're not going to get much more out of it. So, that's a maximum of eight miles per hour versus the typical twenty.

Leaders are in the interesting business of pushing employees as far as they can go, while also providing an environment of positivity, encouragement, and enjoyment. We have to understand that each of us has a breaking point, and we need to respect our employees' limits. If we push our employees past their personal limits, we'll experience lower performance than expected, or high turnover.

Work-life balance is something we take to heart very seriously at Lesson.ly. We are a work whenever, work wherever, and unlimited vacation time work environment. We set goals we know are possible to achieve and trust our people to figure out how to get it done and trust them to get it done. Further, in order to make this work, you have to have great rapport built with your staff that allows them to be honest with you.

4. When You Need Help, Ask for It
My wife and I headed out on the pontoon one night for a nice evening cruise. It was going great, then we had some serious engine trouble. The thing just wouldn't start. We were about 10 minutes by boat away from the house with little daylight left. We had to illegally park at a nearby marina we paddled over to for the night. The next morning, I had to flag down a clearly experienced fishermen whose boat was running well and have them tow me back to my home. It was an annoying, frustrating, and humbling experience, but I needed his help, and he was happy to provide it.

For most of the last eight years, I've been in various roles with at least partial management responsibilities in my daily life. What I am constantly reminded of is the fact that I have a lifetime of experience ahead of me to learn how to get management right. I still mess up even the most fundamental principles of leadership. Each time is a reminder that management is tough and there's always something to learn.

As humbling as it can be, if you make a mistake, it's always best to admit it and do what is needed to repair the fix. If you feel outside of your leadership limits, ask your mentors what to do. If they are the kind of mentors you should be listening to, they'll be completely willing to share their similar experience and help you navigate through your situation. Reaching out for help is critical for improvement.

There you have it, after a great summer on the pontoon, I didn't expect some leadership lessons, but the old boat sure did the trick.

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For China and the U.S., Cyber Governance Is Better Than Cyberwar

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guancha


SHANGHAI -- Before setting foot in Washington and New York, Chinese President Xi Jinping, on his first state visit to the United States, is holding court in Seattle, at the U.S.-China Internet Industry Forum. The titans of American technology industry will show up in force. Tim Cook of Apple, Mark Zuckerberg of Facebook and Bill Gates could be among them, standing side by side with Xi. Given the Obama administration's recent hostilities toward China with regards to cybersecurity, this will be an awkward moment for the White House.

The contrast will be an interesting one. On the American West Coast, it will be a picture of entrepreneurial optimism characterized by growth and opportunities. Back East at the political center inside the Beltway, a chilly atmosphere with shrill rhetoric awaits Xi. Just weeks before receiving the visiting Chinese president at the White House, President Obama had repeatedly blasted China for its alleged cyberattacks, and warned of U.S. entering "a race to weaponize the Internet."

While it is debatable whether China is in fact becoming a superpower on par with the United States, it is abundantly clear that in the world of the Internet, China and the U.S. are the two superpowers in all dimensions.

In recent years, there have been many accusations of cyberespionage and theft leveled at China by the U.S. government. While denying such charges, the Chinese note that revelations by Edward Snowden evidenced American cyber malfeasance. But the fact is that commonly accepted rules in cyberspace do not exist.

Global governance of the Internet will not be possible without the two countries' cooperation. Unlike nuclear weapons, trade and finance, the Internet is an open arena with no established rules. Effective governance is badly needed.


Now, it seems, it is cyber war, not cyber governance, that will consume the energy of Obama and Xi.


Yet, unfortunately, since the end of July, tides have been turning against the formation of a constructive environment that fosters bilateral cooperation in cyberspace. Mr. Obama's confrontational rhetoric has been further hyped by the media, and it seems to intensify existing conflicts in U.S.-China cyber relations. Now, it seems, it is cyberwar, not cyber governance, that will consume the energy of Obama and Xi.

This is wholly unnecessary and counterproductive. The absence of accepted rules is the root cause of current disputes. As the role of the Internet becomes ever more significant in global affairs, the right way forward for Chinese and American leadership is to commit themselves to first building a benign cyber relationship between the two cyber superpowers. The "we-are-righteous, you-are-wrong" approach taken by the U.S. is premature to say the least.

Firstly, Washington needs to overcome its "Cold War mentality," which gives rise to constant fear and suspicion of a great power rivalry. A quarter century after the fall of the Berlin Wall, American grand strategy has yet to steer away from playing a "zero-sum game" with an imagined archenemy. Therefore, it is imperative for Beltway insiders to gradually reach a consensus that today's China is very much different from the former Soviet Union, that it now seeks mutual benefits and development instead of undermining America's position. Without such understanding, it would be very hard for American political establishment to overcome structural distrust toward China, especially in global cyber governance.

Why Not Cyber Cooperation?





Secondly, it is precisely in the interest of the U.S. to take the initiative to strengthen cyber cooperation with Beijing, just as it did in striking the historical climate change deal last November. The USCIIF is an ideal platform for promoting cooperation, trust and mutual prosperity. It would be detrimental to both countries and the progress of Internet development around the world if the relationship between the two cyber superpowers are allowed to deteriorate.

Perhaps American entrepreneurs know better than American politicians. Having realized the immense potential to capitalize on each other's comparative advantages, American tech giants such as Apple, Amazon, Cisco and IBM, along with up-and-coming new generation of players such as Uber, are in Seattle working with their Chinese counterparts including Jack Ma of Alibaba, Pony Ma of Tencent and Robin Li of Baidu.

Such constructive initiatives will not only catalyze a series of far-reaching reactions that benefit the global Internet industry, but also contribute tremendously to the U.S. economy from within. The synergy resulted from U.S.-China cooperation could prove to be great incentives for political leaders who are brave enough to face up to lobbying pressures and adopt a long-term view in decision-making.

Thirdly, Washington should encourage Beijing to take a more proactive approach to tackling common cybersecurity challenges. Prior to his visit, as a friendly gesture, President Xi had sent his special envoy Meng Jianzhu to meet with U.S. Secretary of State John Kerry and other senior officials to discuss how the two countries should fight cyber crimes together. Unfortunately, President Obama seemed to mistake China's initiative for some sort of bargaining chip in domestic politics. Mr. Meng went home rather empty handed.


Perhaps American entrepreneurs know better than American politicians.


A more responsible way of looking at U.S.-China cyber relations would be to recognize that cyber conflicts and cooperation between the two countries as the "new normal." Naturally the best way to manage the relationship should be to listen to each other and treat each other as equal partners. Only on that basis, can we begin to construct the much needed rules to govern the global cyber commons.

The strategy of pressuring China, forcing it to make concessions, will not become a lasting model of U.S.-China interaction in the cyberspace, even though the U.S. still enjoys significant strategic advantage in global affairs.

The essential spirit of the USCIIF is cooperation. Only by exploring new dimensions of cooperation in the digital economy, could the U.S. and China respond to new threats to cybersecurity, and promote mutual development and prosperity. It is unwise to call China's overture a "conspiracy" and dismiss it as "flexing tech muscles."

As a Chinese saying goes, "the world is more beautiful when one adopts a long-term view and keeps an open mind." Now, Silicon Valley is leading. Will Washington follow?

Earlier on WorldPost:

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5 Tips on How Your Bridge Job Can Benefit Your Business

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Many of us that have bridge jobs (either working in Corporate America or having a few part-time jobs) would like to make our businesses full time so that we can make more money and have more time to focus fully on what we love.

So many people who have bridge jobs feel embarrassed and shameful because they have bridge jobs and are not 100% entrepreneurs or following their passion. Having a bridge job while building your business is not embarrassing at all, it is actually very empowering. When you are working a bridge job it allows you to build a business of your dreams and offers a tons of other benefits to your business.

Even if you hate your job(s) and are working on an exit strategy to leave, you must shift your perception and turn around your thinking of your bridge job(s). Your job can be looked upon as your secret angel investor or your sugar daddy.

Some of the benefits to having a bridge job while you build your business include:

1. Provides Steady Income: It not only helps you to pay the bills, but keeps you from being desperate for clients and allows you to take more risks your my business AND allows you the opportunity to invest in whatever you want no second guessing if you have enough money.

2. Allows You to Invest Your Business: There is no waiting or shifting money in order to hire exactly who you want to work with in order to take my business to the next level, mentor/coaches, photographers, media coaches, energy healers, copy writers, accountants, lawyer, or any other services your business needs.

3. You are More Productive: "If you want something done, ask a busy person" - managing your time between a full time job and building a business there is no time for BS or time wasters. The more busier you are the more you get done. Think about the last time you were busy how much did you get done? You are more efficient, productive and least likely to not waste time.

4. Pays for Free Business Training: Some company's pay for their employees to get trained, if they don't offer this benefit then ask! If your company provides training, take it and you can apply what you learn to your own business. Working for someone else also means you are constantly learning in the environment around you, make sure you pay attention to everything that is going on around you... every situation is an opportunity to learn, grow and apply to your business. You might even learn some things that you will NEVER apply into your business.

5. An Opportunity to Meet and Network with Different People: A job gives you an opportunity to meet and network with others that you may not have met sitting at home. Work these connections into your advantage and develop these relationships you never know what can come out of the relationship. Introductions can happen and some great connections can be made!

There are so many other benefits of having a bridge job while building your business, just make sure you take each opportunity that comes your way and for more tips on how to manage a bridge job while building a business check out The After 5 Club free video training series.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.











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