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5 Things Businesses May Not Know About Military Spouse Employees

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I recently participated in the Department of Defense sponsored annual meeting for the Military Spouse Employment Partnership (MSEP) in the greater Washington, D.C. area. The MSEP mission is to connect military spouses with employment opportunities through their network of employer partners. The MSEP partners truly value military spouses as a stalwart asset not to be overlooked.

My company, America's Career Force, provides remote employment opportunities to military spouses. I was thrilled to speak with so many companies that embrace remote employment opportunities and want military spouses to fill these roles.

I talked with incredible companies like Kaplan and Synchrony Financial who are actively hiring military spouse talent. Kaplan was recently rated as one of America's top 100 businesses to work for and is committed to hiring military spouses. Similarly, Synchrony Financial, a company creating financial flexibility for today's customer needs, boasts a 90% retention rate because of their loyalty to employees. Kaplan and Synchrony Financial provide an excellent snapshot of the companies dedicated to hiring military spouses.

On behalf of military spouses, I'd like to thank the American companies currently employing military spouses. We thank you for your unwavering commitment in helping us achieve our career goals and your understanding of our mobile lifestyle. For those companies who have not yet hired a military spouse, I'd like to take a moment to introduce you to the incredibly talented men and women of our military's "Silent Ranks."

1) WE ARE EDUCATED
When compared to our civilian counterparts military spouses have a higher level of education. In fact, 84% of all military spouses have some college, 25% have a bachelor's degree and 10% have an advanced degree.

2) WE ARE RESILIENT
We encounter and overcome unique challenges our civilian counterparts do not face. Military spouses are uniquely prepared to navigate change in a dynamic environment, providing businesses with stability and strength.

3) WE ARE INNOVATORS AND VISIONARIES
Military spouses generate opportunity for personal and professional growth with every move. We strive to make each experience optimal for our families and ourselves.

4) WE ARE LOYAL
We have committed our lives to a mobile military lifestyle. We believe in the importance of the sacrifices our spouses make. Our unwavering support to our Nation requires us to remain flexible yet utterly dedicated. This is a delicate balance military spouses have mastered.

5) WE ARE INDEPENDENT AND DRIVEN LEADERS
We are champion networkers, using social media and global relationships to gather resources and information for success. We continually volunteer in leadership roles shaping the community on military installations, providing stability and strength to our future.

America's military is the most experienced and elite the world has seen. America has also "trained" military spouses to be the most adept leaders, visionaries and innovators. I encourage you to "Hire Just One" military spouse and you will benefit from the specialized skillsets military spouses will provide your business.

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When the Universe Gives You a Sign that You're on the Right Path, Embrace It

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Just about a year ago, I had a setback in my career that made me wonder if I was doing the right thing with my life. I was preparing to head out to Los Angeles, to write about Hello Kitty Con and teach an erotica writing class. About a week before the scheduled class, despite having been sent a contract, the organization that had booked me abruptly cancelled my workshop. They were the ones who approached me, and I had been counting on their fee to help cover some of my expenses.

I was shocked at this turn of events, appalled by the unprofessionalism of a group I had thought I could trust, but worst of all, it made me question my own instincts in terms of who I'd chosen to do business with and wonder if, since they'd cancelled because of low enrollment, I had a future in teaching erotica.

Teaching had been one part of my creative business, alongside freelance writing, anthology editing and consulting, that I'd developed as part of my income stream, one that I'd been honing and improving at the more I did it. Last year, I also added an online teaching component via LitReactor.com, which opened up my teaching skills and breadth of my offerings. I had been feeling good about myself, and this utterly threw me for a loop.

After that LA fiasco, I had a choice to make: go big or go home. Well, I did literally go home to New Jersey, but figuratively, I decided to "go big," but in my own way. I realized I had to do better due diligence when it came to partnering with other businesses or groups, rather than simply relying on whether a group looked impressive based on what they said about themselves. I had to start getting contracts in place that I was willing to go to bat to enforce, and to take myself seriously as both a teacher and a businesswoman.

I also came to the realization that one failed event does not make me a failure, and doesn't mean I don't know what I'm doing. It means I'm growing and learning. It means I, like any small business, has ups and downs, and the downs are opportunities to assess where I've gone wrong and correct course, to figure out what to do differently next time.

The year of 2015 has been, far and away, what I'd consider the best year of my career. Yes, in 2014 I left a soulless job I despised to become a full-time magazine editor and became a columnist for a newspaper I'd read since my teen years, The Village Voice, thus leading me toward the career I have today, but I'd say 2015 tops that. I've written for The New York Times, The Washington Post, O, The Oprah Magazine and Marie Claire, and many other publications, taught online and in person workshops and, as I prepare to enter my forties, am trying to figure out how I can top this year by going deeper into my passions next year.

The past few weeks have brought numerous signs from the universe that, unlike what I'd thought in my most pessimistic moments a year ago, I'm indeed supposed to be doing exactly what I'm doing. My job is not to second guess that I've found my groove, but to hone and refine it. One is a mere vague, wispy possibility, that if it comes to fruition, would be amazing, and if that happens, I will shout it from the rooftops.

As for the other: on Wednesday night, after an incredibly long day in Portland, Maine, where I'd written three articles and was utterly exhausted, I opened iTunes and found a new episode of my new podcast obsession, Raise Your Hand. Say Yes. by Tiffany Han, was ready for my ears. I was excited that a friend, Kate McCombs, was on to talk about pleasure. I tweeted about how cool that was. Then, as I lay there listening, I heard her single out my erotica books for praise. I can't stress enough how thrilled that made me. It truly felt like some kind of divine sign, especially because I had a phone interview scheduled with Han the next day for an article I'm writing.

katemccombs_podcast

I'll be sharing more about my upcoming LitReactor class, and am planning a new slate of writing class offerings for 2016. Most of all, during the last few months of this year, I'll be assessing what's gone right and what's gone wrong, and working hard to embrace these signs and live up to their promise.

For more information about my next monthlong LitReactor class, which runs November 3-December 3, click here. And whatever your passion is, I hope you're out there making it happen, and looking for signs to help you along your path. Don't listen to the naysayers or believe that one blip is a reason to veer off course. Your job is to make your own course.

Originally published at Lusty Lady

Rachel Kramer Bussel writes widely about sex, dating, books and pop culture. She's the author of Sex & Cupcakes: A Juicy Collection of Essays and edited of over 50 anthologies, including Dirty Dates: Erotic Fantasies for Couples, Come Again: Sex Toy Erotica, The Big Book of Orgasms, among others. She Tweets @raquelita.

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Does Your Business Need Social Media?

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Does your business need social media? It depends on your answer to this question: Does your business have customers that are on social networks? If the answer is yes, then you need to be there with them. As best-selling author Jay Baer said in a September 2015 interview with Oracle, Hug Your Haters: A Conversation About Social Customer Service With Jay Baer, "It doesn't matter whether you're B2B [business to business] or B2C [business to consumer], you need to interact with your customers where they want to meet you." It used to be the only requirements for a marketing plan were a listing in the phonebook and an ad with the local media. And some would argue that is still all you need. Let me think, who would that apply to? Um, no one. We have this thing called the internet now with a whole new playing field known as digital: Hello email! Call to action -- click here! Like! Engagement, brand awareness and social customer service all rolled into one platform.

Six years ago the world of customer relations opened up to business owners in a form of media that was, well, social. In 2009 customers could become a Facebook fan of your company or brand. This became your opportunity to interact with them in an online community. Social media was free and easy. Advertising on Facebook and the other networks wasn't available just yet. So what was the point of putting yourself out there in the cybersphere? As another way to connect with the customer. "Why do we need to 'engage' with our customers online?" business owners asked. "Can't the conversation just take place here in the store while they're shopping? Why do I have to add more work learning this Facebook thing and maintaining it everyday?" I can't tell you how many times I've heard that. Fast forward to present day and it's a given. By now almost all business owners have some familiarity with Facebook as well as the other key social networks and are on them, intentionally or not. Engagement is up. We are now multi-level conversers.

Brand awareness is perhaps the biggest buzzword in advertising. It's not a trend because brands have always existed (think Coke.) But social media has added a new dimension. "What's your story?" is a fun conversation opener. And why not? Personal stories are interesting. They bring people together, give credibility, create interaction, and most importantly for business, build loyalty. What's the best way to get your story out there? Social media. From an Inc article by Peter Roesler from September 2014, 5 Benefits of Social Media Business Owners Need to Understand, "A website establishes that a brand exists, but a social media page establishes that the brand is active." No one wants to sit through a dull story. You don't just have a logo anymore, you have a brand. Make it big! (And at the very least, if your logo doesn't fit in the Facebook avatar, update it!) Find the social networks that work for you and your customer and get out there. Keep your website current, post on your blog regularly, and move the conversation back to the heart of your online personality, which is your website, not your social media network. Think of social media as the brains of the operation, active, changing, informing, communicating, etc. Studies have shown that when people interact on social media, it boosts the pleasure zones in the brain. How's that for creating loyalty?

The most important reason why your business needs social media is social customer service. I know, you're thinking, "What? Another level of customer service? Isn't that what those pesky review sites like Yelp and Trip Advisor are for?" And you may secretly be thinking that if disgruntled customers (plural because you will have more than one) can't pick up the phone or come in to see you in person, you can't be bothered to deal with them. Well, it doesn't work that way anymore. Looking back, you probably should have hugged the brave soul who took the time out of her day to express a concern to you face to face. That just doesn't happen anymore! Don't let your customers "ghost" you! Believe it or not, social media is the saving grace of customer service. And this isn't just a positive spin for a painful process. When embraced as the powerful marketing tool that it is, using social media to address customer feedback is the easiest way to get the most bang for your buck. It's free, it has reach, it's immediate, and it gets results. Once you're able to let go of the outcome and be present as your authentic brand (a kinder way of saying step up, let go of your ego, address the problem, and be truthful) you will inevitably gain the trust, loyalty, and recognition you deserve for spending time on social media networks. From The only purpose of "customer service"... by Seth Godin, best selling author and marketing genius:

The customer who seeks out your help isn't often looking to deplete your bank account. He is usually seeking validation, support and a path to feeling the way he felt before you let him down.

The best measurement of customer support is whether, after the interaction, the customer would recommend you to a friend. Time on the line, refunds given or the facts of the case are irrelevant. The feelings are all that matter, and changing feelings takes humanity and connection, not cash.


You won't get this if you ignore your customers' comments. You can pay a lot of money to advertise your brand and create a website, but without a social media presence you could miss your chance to make a connection.

And now for the statistics to back this up: I'm not going to quote any numbers. Trust me they're out there. More important than data, the reason your business needs social media goes back to the basic business tenet that the customer is always right. Just like it says on Stew Leonard's famous granite rock.

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Navigating Beyond Profit to Achieve Wider Prosperity

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Photo Caption: Julian Wilson and Andrew Holm of Matt Black Systems designed 'fractalism' to engage employees and double their profit.

Almost unknowingly, business sits on the cusp of an awakening. No, it's not a spiritual awakening, although it might feel like that to employees feeling oppressed by overly controlling management. Instead, it's an awakening of dormant creativity not reachable using traditional management methods. Inspired by a compelling sense of purpose that accelerates profitability beyond imagination, it's more of a bridge from the past to create a future with greater hope. It's a shift in the purpose of business and its leadership role and value to society.

In Decision Making for Dummies, I shared the story of a colleague who'd worked with over a thousand companies. Eventually, he could accurately predict what they'd do next based on ingrained patterns of decision-making rationalized by, 'we know what we're doing' or 'this is the way things are done around here'. As executives red flag the risk of being unable to respond culturally to surprises, including technological, social disruptions, now is a good time to explore thinking differently. Use a wider lens to take in the bigger picture.

Widen the Frame
Chip and Dan Heath noted in Decisive: How to Make Better Choices in Life and Work, decision makers can get trapped into a narrow frame blocking foresight and alternatives to doing things differently given that the context has totally changed. To illustrate, the majority of companies center their 'Why' on the limited confines of making money (profit) as it's defining sense of purpose. It's not a compelling enough reason for employees to fully engage unless they fear for their personal survival, for the hard-core capitalist, it's been enough. Yet, for society as a whole, for the communities where companies operate, for the ecological systems that support the economy it's not enough. Nor it is enough to face the magnitude of major economic and social disruption originating from the obscure effects of climate change. Business decision-makers relying on a narrow frame, that profit is a good enough reason to exist, and that all is well, increase their risk by being blind to tech or social innovators who play by no rules save their own. The tables have turned 180 degrees.

Move to Purpose Driving Profit
Geoff MacDonald, former Global VP of HR for global giant Unilever says, "It's a switch from profit being the purpose for a company's existence, to purpose driving profit." Inherently it expands focus from purely on short-term results, to balancing short-term financial security with holding a longer view, which includes more than dominate global markets. The change in world-view expands 'me' to 'we', while attracting shareholders who see the merit, and inherent profitability and wider prosperity of being of service to society and the world we all live in.

An inspiring purpose isn't limited to serving as the economic engine for society. It must do more than that to extend beyond financial security and survival so that employees can fully engage and co-create solutions. Awakening the power of the human spirit to make radical jumps in performance needs a beacon, a compelling focus that gets you through the murky chaotic zones characteristic of companies adapting their business cultures to fit today's reality. Nothing about the past predicts what lies ahead.

Denial that the future is uncertain is no longer a viable strategy. Moving from denial and complacency to growth will take leadership that is divorced from authority. Sourced in each person, this kind of leadership values personal growth, learning, autonomy, meaningful connection between people, and seeing connections between seemingly unrelated things. Everything is connected. Absolutely everything. Yet, in efforts to keep the complex simple and controllable, it's been easier to adopt a narrow frame just to remain within familiar boundaries.

Explore Alternatives Ways to Organize Work: Free Trapped Initiative
Meet Julian Wilson and Andrew Holm from Matt Black Systems, a manufacturer of digital electronic components for the aerospace industry. Learning from a series of failed attempts at finding a better way of operating, they looked to Nature, then came up with something they call 'fractalism'. Each employee became a business 'cell' and was given the autonomy, skills and knowledge to run their own operation while sharing what is required for the company to keep its edge such as research and development. Custom software supports individual and strategic decisions.

From thirty employees the company shrank down to twelve, moving from small incremental increases in productivity to a leap of over 300%. Profit doubled and personal salaries doubled, in some cases significantly more, and the trend continues. Using data to understand the social system, Julian Wilson and Andrew Holm realized that when people aren't anxious about paying their bills, they focus on contributing. Walmart take note.

Companies are exploring alternative governance models like holacracy, sociocracy, and LiquidO. Adopting an off-the-shelf alternative without understanding how social interactions run your performance is not the way to adapt. Combining data with observation, experimentation, reflection and dialogue will help you wind up with an approach that fits.

Stop Throwing Away Money
Resources have been assumed to be in infinite supply to the point where landfills now hold more rare earth minerals than in all known global reserves, representing waste valued at $70 billion dollars. Telecom Sprint avoided $1 billion in costs by repurposing cell phones that still had all their functionality but weren't 'cool' anymore. It's a move that more and more companies can emulate in order to move beyond fixation on the bottom line to seizing possibilities only visible using a shift in perspective to see opportunities being overlooked.

Expand Awareness and Skills
Moving from the limits of profit to engaging employees and customers alike in the achievement of business goals demands:

  • Make decisions as if you know nothing. No matter how much experience you have, the only way to navigate uncertainty is to keep asking questions - stay curious. Keep the mind open! Disrupt yourself.

  • Look at your decisions to identify one core value that consistently inspires purpose and initiative in your company. Use it to align your strategic decisions. Novo Nordisk's is 'systemic health'.

  • Reflect on the character and underlying beliefs in your company. What drives behavior? Is the focus still on profit and cutting costs? Or on serving a higher purpose?


Where is your company in the arc of transforming from limited to exponential growth?

Dawna Jones brings intelligent insights to transforming business leadership for a fast changing world. Rising above the noise of everyday routine, she offers original thinking so decision makers can see higher-level solutions that enable business to be better for the economy and for the world. Speaker and business innovator, she's the author of Decision Making for Dummies and known to be a tad nomadic. Connect with Dawna on Twitter @EPDawna_Jones or LinkedIn.

-- 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.











An Open Letter To Chairwoman Yellen From the Savers of America

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Dear Chairwoman Janet Yellen:

We are a group of humble savers in traditional bank savings and money market accounts who are frustrated because, like millions of other Americans over the past six years, we are getting near zero interest. We want to know why the Federal Reserve, funded and heavily run by the banks, is keeping interest rates so low that we receive virtually no income for our hard-earned savings while the Fed lets the big banks borrow money for virtually no interest. It doesn't seem fair to put the burden of your Federal Reserve's monetary policies on the backs of those Americans who are the least positioned to demand fair play.

We follow the reporting on your tediously over-dramatic indecision as to when interest rates will be raised - and no one thinks that when you do, it will be any more than one quarter of one percent. We hear the Federal Reserve's Board of Governors and the various regional board presidents regularly present their views of the proper inflation and unemployment rate, and on stock market expectations that influence their calculations for keeping interest rates near-zero. But we never hear any mention of us - the savers of trillions of dollars who have been forced to make do with having the banks and mutual funds essentially provide a lock-box for our money while they use it to make a profit for their firms and, in the case of the giant banks and large mutual funds, pay their executives exorbitant salaries..

We are tired of this melodrama that exploits so many people who used to rely on interest income to pay some of their essential bills. Think about the elderly among us who need to supplement their social security checks every month.

On October 27, the Wall Street Journal headlined the latest rumors of twists and turns inside the secretive Federal Reserve: "Fed Strives For Clear Signal on Rate Move: As 2016 approaches, the central bank hopes to better manage market expectations."

What about the expectations of millions of American savers? It is unfortunately true that we are not organized; if we were, we would give you and the Congress the proper signals!

Please, don't lecture us about the Fed not being "political." When you are the captives of the financial industry, led by the too-big-to-fail banks, you are generically "political." So political in fact that you have brazenly interpreted your legal authority as to become the de facto regulator of our economy, the de facto printer of money on a huge scale ("quantitative easing" is the euphemism for artificially boosting the stock market) and the leader of the Washington bailout machine crony capitalism when big business, especially a shaky Wall Street firm, indulges in manipulative, avaricious, speculative binges with our money.

When it comes to the Fed, Congress is mired in hypocrisy. The anti-regulation, de-regulation crowd on Capitol Hill shuts its mouth when it comes to the most powerful regulators of all - you and the Federal Reserve. Meanwhile, Congress goes along with the out-of-control, private government of the Fed--unaccountable to the national legislature. Moreover, your massive monetary injections scarcely led to any jobs on the ground, other than stock and bond processors.

So what do you advise us to do? Shop around? Forget it. The difference between banks, credit unions and mutual funds may be one-twentieth or one-tenth of one percent! That is, unless you want to tie up money, that you need regularly, in a longer term CD or Treasury. Even then interest rates are far less than they were ten years ago.

Maybe you're saying that we should try the stock market to get higher returns. Some of us have been impelled to do that, but too many have lost their peace of mind and much money in the market.

The Fed's near-zero interest rate policy isn't helping younger people with student loans (now over 1.3 trillion dollars), whose interest rate ranges from six to nine percent. It doesn't help millions of pay-day loan borrowers or victims of installment loan rackets - mostly the poor - whose interest rates, rolled over, can reach over 400 percent!

Chairwoman Yellen, I think you should sit down with your Nobel Prize winning husband, economist George Akerlof, who is known to be consumer-sensitive. Together, figure out what to do for tens of millions of Americans who, with more interest income, could stimulate the economy by spending toward the necessities of life.

For heaven's sake, you're a "liberal" from Berkeley! That is supposed to mean something other than to be indentured by the culture and jargon of the Federal Reserve. If you need further nudging on monetary and regulatory policies of the Fed, other than interest rate decisions, why not invite Berkeley Professor Robert Reich, one of your long-time friends and admirers, to lunch on your next trip home?

Start imagining what we, the savers, have to endure because of plutocratic, crony capitalism for which the Federal Reserve has long been a leading Tribune.

Can we expect your response?

Sincerely yours,
Savers of America

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Weekend Roundup: Protecting the Cloud -- At the Bottom of the Ocean

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This week, a new 21st century debate surfaced: How do we protect the data cloud we have all come to depend on when it is physically composed of cables running across the bottom of the ocean? The issue came to light after it was reported that Russian spy ships were operating near key cable routes.

Former NATO Supreme Allied Commander James Stavridis writes that, "Well over 95 percent of everything moving on the global Internet passes through 200 or so highly active cables, some as deep underwater as Mount Everest is tall." Lixian Hantover offers a profile of what the undersea cloud looks like and what its vulnerabilities are. Carl Bildt, former Swedish prime minister and chair of the Global Commission on Internet Governance, calls for a new digital diplomacy to maintain the free flow of information across borders. "The solution to privacy concerns," he writes, "lies not in data localization, but in the development of secure systems and the proper use of encryption. Data storage actually means the continuous transfer of data between users, with no regard for Westphalian borders. Security in the digital world is based on technology, not geography."

In our continuing series on The Third Industrial Revolution, Jeremy Rifkin lays out the vast potential of the "Internet of Things" and "the zero marginal cost society." Guy Verhofstadt, the former Belgian prime minister and a key EU parliamentarian, addresses the obstacles to creating a digital single market in Europe: "We need to end, once and for all, the European aberration in which markets of the past are given preference over markets of the future." Nobel laureate Michael Spence sees great promise in the emergent "sharing economy." Guy Standing worries that "cloud labor" -- part-time, low-wage flexible work -- is creating a new class, "the precariat." Susan Lund acknowledges both the promise and perils of "free agent labor"on the cloud. Marking a distinct change in course, U.S. President Barack Obama writes about his reservations over the standardized testing he once championed.

The stakes in the strategic battle over whether the U.S. or China will dominate the South China Sea leapt to a new level this week as American warships passed through what China claims are its territorial waters. Writing from Sydney, Hugh White worries that the U.S. doesn't get it: "Washington still expects Beijing to back off at the first faint sign of U.S. resolve," he writes. "It doesn't grasp that Xi Jinping may be at least as determined to change the Asian order as Barack Obama is to preserve it, and that he may believe he holds the better hand." Euan Graham thinks China's next move in response to what it considers a U.S. provocation may well be to "militarize" its island construction project. WorldPost China Correspondent Matt Sheehan reports from Beijing on the cute, cartoonish video that awkwardly seeks to catch the public's attention ahead of the rollout of the new five-year plan by Chinese authorities. He also breaks down the top questions about China's new two-child policy.

In the run up to the November 1 elections, Karabekir Akkoyunlu worries that Turkey is in danger of reprising the 1990s conflict between "the deep state" of the security apparatus and the Islamic-rooted AKP of President Recep Tayyip Erdogan. Stephen Schwartz looks at the complex interplay of competing political interests that have undermined AKP dominance and led the president to play the nationalist and anti-Kurd cards. "Erdogan has set a series of fires that will not be easy to put out," he says.

Writing from Beirut, former MI6 operative Alastair Crooke argues that Syria is central to Putin's effort to resurrect Russia as a world power, including offering a venue to demonstrate its modernized military technology. Writing from Paris, French philosopher Bernard-Henri Levy scores the "Party of Putin" emerging around Europe that buys into what he describes as the Russian leader's intolerant, anti-cosmopolitan worldview. In an interview, Nataliya Rostova, a chronicler and critic of the Russian media, discusses Putin's control of the press. Former top Iranian official Seyed Hossein Mousavian explains what's at stake at the discussions on Syria in Vienna with regard to Iran and Saudi Arabia. "Rather than trying to constrain Iran and isolate it in its own region," he writes, "the leaders of Saudi Arabia should acknowledge that Iran is their neighbor and that they can and should live in peace with each other." In yet another reminder of the severity of the situation in Syria, WorldPost Middle East Correspondent Sophia Jones reports that two Syrian activists who documented the Islamic State's crimes have been beheaded by the terror group.

As the wave of violence continues in Jerusalem and the West Bank, Ronald Lauder, president of the World Jewish Congress, calls on Israeli and Palestinian leaders to re-launch negotiations on a two-state solution. Historian M.G.S Narayanan traces the recent controversy over beef-eating to a misinterpretation of Hinduism. "There is no Hindu 'religion,'" he writes. "Unlike the Semitic religions of Judaism, Christianity and Islam, there is no one founder, sacred book and rules of conduct including procedure for conversion and excommunication applicable to Hindu society as a whole."

C. Christine Fair takes aim at "The Drone Papers," a recently published report from The Intercept, specifically disputing the claim that 90 percent of strikes killed people who were not targets.

As the influx of refugees and migrants continues to grow unabated in Europe, Lliana Bird reports on the worsening conditions and increasing desperation of people on the Greek island of Lesbos. A Greek islander tells HuffPost Greece, "It's hard to live with death every day." We also document the experience of rescued refugees on the island in photos and learn what motivated some members of MSF's team on another Greek island -- Kos -- to help out. In a series of infographics, we look at where refugees are coming from in the Middle East and Africa and where they are going in Europe. World Reporter Nick Robins-Early explains how the refugee crisis is fueling the rise of Europe's right. And in this week's "Forgotten Fact," we remind readers that despite the fact that winter is approaching, the number of refugees arriving in Europe keeps rising.

Writing from Hong Kong, Parag Khanna argues that we are entering a new Middle Ages of the future where, once again, cities will be more important than nation-states. In an inspiring video, we learn about the wonders of "biomimicry," an approach to innovation that suggests solutions to some of our most pressing challenges already exist all around us. We also watch Chile's Atacama desert bloom in a rare event and explore the beauty of the dry land that comprises the world's deserts.

Our Singularity series this week looks at the new blockchain technology designed to prevent corruption in accounting ledgers of companies and countries alike. Finally, Fusion catches up with iconic actor Bill Murray in Morocco, where his new movie "Rock the Kasbah" was filmed.




WHO WE ARE


EDITORS: Nathan Gardels, Senior Advisor to the Berggruen Institute on Governance and the long-time editor of NPQ and the Global Viewpoint Network of the Los Angeles Times Syndicate/Tribune Media, is the Editor-in-Chief of The WorldPost. Farah Mohamed is the Managing Editor of The WorldPost. Kathleen Miles is the Senior Editor of The WorldPost. Alex Gardels and Peter Mellgard are the Associate Editors of The WorldPost. Katie Nelson is the National Editor at the Huffington Post, overseeing The WorldPost and HuffPost's editorial coverage. Eline Gordts is HuffPost's Senior World Editor. Charlotte Alfred and Nick Robins-Early are World Reporters. Rowaida Abdelaziz is Social Media Editor.

CORRESPONDENTS: Sophia Jones in Istanbul; Matt Sheehan in Beijing.

EDITORIAL BOARD: Nicolas Berggruen, Nathan Gardels, Arianna Huffington, Eric Schmidt (Google Inc.), Pierre Omidyar (First Look Media) Juan Luis Cebrian (El Pais/PRISA), Walter Isaacson (Aspen Institute/TIME-CNN), John Elkann (Corriere della Sera, La Stampa), Wadah Khanfar (Al Jazeera), Dileep Padgaonkar (Times of India) and Yoichi Funabashi (Asahi Shimbun).

VICE PRESIDENT OF OPERATIONS: Dawn Nakagawa.

CONTRIBUTING EDITORS: Moises Naim (former editor of Foreign Policy), Nayan Chanda (Yale/Global; Far Eastern Economic Review) and Katherine Keating (One-On-One). Sergio Munoz Bata and Parag Khanna are Contributing Editors-At-Large.

The Asia Society and its ChinaFile, edited by Orville Schell, is our primary partner on Asia coverage. Eric X. Li and the Chunqiu Institute/Fudan University in Shanghai and Guancha.cn also provide first person voices from China. We also draw on the content of China Digital Times. Seung-yoon Lee is The WorldPost link in South Korea.

Jared Cohen of Google Ideas provides regular commentary from young thinkers, leaders and activists around the globe. Bruce Mau provides regular columns from MassiveChangeNetwork.com on the "whole mind" way of thinking. Patrick Soon-Shiong is Contributing Editor for Health and Medicine.

ADVISORY COUNCIL: Members of the Berggruen Institute's 21st Century Council and Council for the Future of Europe serve as the Advisory Council -- as well as regular contributors -- to the site. These include, Jacques Attali, Shaukat Aziz, Gordon Brown, Fernando Henrique Cardoso, Juan Luis Cebrian, Jack Dorsey, Mohamed El-Erian, Francis Fukuyama, Felipe Gonzalez, John Gray, Reid Hoffman, Fred Hu, Mo Ibrahim, Alexei Kudrin, Pascal Lamy, Kishore Mahbubani, Alain Minc, Dambisa Moyo, Laura Tyson, Elon Musk, Pierre Omidyar, Raghuram Rajan, Nouriel Roubini, Nicolas Sarkozy, Eric Schmidt, Gerhard Schroeder, Peter Schwartz, Amartya Sen, Jeff Skoll, Michael Spence, Joe Stiglitz, Larry Summers, Wu Jianmin, George Yeo, Fareed Zakaria, Ernesto Zedillo, Ahmed Zewail, and Zheng Bijian.

From the Europe group, these include: Marek Belka, Tony Blair, Jacques Delors, Niall Ferguson, Anthony Giddens, Otmar Issing, Mario Monti, Robert Mundell, Peter Sutherland and Guy Verhofstadt.


MISSION STATEMENT

The WorldPost is a global media bridge that seeks to connect the world and connect the dots. Gathering together top editors and first person contributors from all corners of the planet, we aspire to be the one publication where the whole world meets.

We not only deliver breaking news from the best sources with original reportage on the ground and user-generated content; we bring the best minds and most authoritative as well as fresh and new voices together to make sense of events from a global perspective looking around, not a national perspective looking out.


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Dumb and Dumber Debating -- Part II

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Thank goodness the Republican House approved a budget compromise that lifted the debt ceiling for 2 years, and ignored the Republican Presidential debates. It was a compromise because Democrats were needed to get approval in both houses of Congress. In fact, retiring House Speaker John Boehner was only able to pass it because all 187 Democrats voted for it, and only 79 House Republicans--and the Senate approved it late last night.

The deal provides an extra $80 billion, divided evenly between the Pentagon and domestic agencies over the next two years, and extends the government's authority to borrow to pay bills into March 2017, as President Obama's successor settles into the White House. It also preserves our S&P AA+ bond rating (that once was AAA).

"Today we had a major victory in the House," said California Rep. Nancy Pelosi, the chamber's top Democrat. "It was a victory for bipartisanship. ... We honored the full faith and credit of the United States of America."


It tells us what the Republican debates have also told us. Repubs have become the 'dumb-down' party, with seemingly no clue how an economy works. Best example is the 10 percent flat tax that they have advocated forever. Steve Forbes made it part of his presidential run in 1996 and 2000, or Marco Rubio's assertion in Wednesday's Republican debate that $6 Trillion in tax cuts would pay for itself.

In fact, either would bankrupt government, which has to be their goal. Revenues would not even begin to cover expenses. It is certainly why the U.S. has the developed world's greatest income inequality, which has led to the poorest social safety net, especially for children.

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Graph: The Spirit Level


Today's tax revenues don't cover current expenses either, but that's because tax rates have been cut drastically and steadily since Ronald Reagan dropped the maximum rate from 70 to 40 percent. GW Bush's Treasury Secretary Ron O'Neill famously warned that deficits do matter, but Veep Dick Cheney fired him one month later, rather than listen to such economic wisdom. And Republicans economic knowledge hasn't improved, judging from the two presidential candidate debates held to date.

There is really only one way to reduce the current $19 Trillion federal debt, since Congress hasn't been able to reduce government spending. It's to raise revenues, with a combination of higher taxes as well as fewer tax loopholes. Most modern developed countries require their citizens pay enough taxes to cover what is being spent, and the wealthiest pay the most.

It's a simple fact that most of our deficit is from past spending, such as the Wars on Terror, or the $835 billion spent via the American Recovery and Reinvestment Act that saved us from another Great Depression; or from revenue losses from the Bush tax cuts and the Great Recession. So the question is how do we make up the lost revenues?

Republicans have succeeded in crippling much of government with their no tax raise mantra. This budget compromise will help current programs. But it doesn't cure the revenue problem. That can only be fixed with higher maximum income and inheritance tax rates, while rescinding some of the tax subsidies to the energy sector ($7 billion), or the "carried interest" loophole that taxes hedge fund profits at the current capital gains rate of 20 percent, rather than as ordinary income with its 39.6 percent maximum rate.

Eliminating the carried interest loophole would raise $21 billion in revenue over 10 years, according to the Congressional Budget Office. This is when the top 25 hedge fund managers earned some $24.3 billion in 2013.

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Graph: St Louis Fed


We were able to keep our deficits at a reasonable level when the U.S. had 70 to 90 percent maximum tax rates to support our growing economy, as the above graph shows--before 1980, that is. Now we have to find a way to dispel the myth that downsizing government helps anyone but the wealthiest among US.

Harlan Green © 2015

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Medicare and Open Enrollment

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Medicare's open enrollment period is the time of year when you can change your Part D, prescription drug insurance or change from traditional Medicare to Medicare Advantage, or change Medicare Advantage plans. Open enrollment runs from October 15 through December 7th. (Don't confuse that with open enrollment for Obamacare, which started November 1st, and will be the subject of a separate column.) Medicare open enrollment is a complex but important process for seniors and the permanently disabled.

The government website www.Medicare.gov is a great source of help, many community agencies offer advice, and help is available from private websites and insurance brokers like eHealth.com .

Here are five basics you should understand to make the process easier.

1. The Basic Parts of Medicare. If you have earned coverage through years of work, you are automatically covered for Medicare Part A (hospitalization) when you reach age 65. Yes, that's before you reach full retirement age for Social Security.

You become eligible for Medicare Part B (physicians, and other benefits) when you reach full retirement age. But you don't have to sign up for Part B if you are still working and have comparable coverage at work. When you retire, you'll want to immediately be covered by Medicare Part B. But it doesn't cover everything, leaving you with co-payments, coinsurance and deductibles.

That's why you should purchase a Medicare supplement (Medigap) policy which covers things like co-payments and deductibles that are not covered by Medicare. If you sign up for a supplement policy within 6 months of becoming eligible for Medicare Part B, you cannot be turned down from the most comprehensive coverage because of existing health problems.

Prescription drugs are covered separately in traditional Medicare, under Part D. When you enroll in Part B, you must sign up for Part D - prescription drug coverage, or face serious penalties (see below).

2. Medicare Advantage. Sometimes called Medicare Part C, Medicare Advantage is a combination of all the parts of traditional Medicare into one policy. You pay one fee, or premium, for all your coverage. But you must still choose the lowest cost Medicare Advantage plan, based on the cost of any co-payments for drugs, and based on the physicians and hospitals included in the Advantage plan you choose. You can only switch from traditional Medicare to a Medicare Advantage plan during this open enrollment period or change from one Medicare Advantage plan to another. And if you have a Medicare Supplement but want to try Medicare Advantage, you can try it for a year and switch back to a Supplement without penalty if you don't like it.

3. Medicare Supplement Choices. Long ago the government decided to standardize coverage for various levels of Medicare supplement plans in policies ranging from A to N, each offering additional coverage such as additional days of skilled nursing, and coverage for foreign travel. Typically, the premiums for these plans rise each year. Changing plans may require health underwriting. Here's a link to the government's Medicare website showing you how to compare supplement plans.

4. Medicare Part D. These prescription drug benefit plans change every year, in terms of the drugs they cover, the co-payments you will pay for a specific drug, the pharmacies they include, and the basic premium for the policy itself. The best way to compare Part D drug plans is to use the "Drug Plan Finder" at Medicare.gov. Since plans and prices vary by geography, you should input your zip code and the exact prescriptions and dosages to find out which will result in the lowest out-of-pocket costs - even if you currently don't take any drugs!

If you don't sign up for Part D when you first sign up for Part B (and don't have comparable private drug coverage) you could be assessed a penalty of 1 percent per month (a 12 percent per year permanent increase in premiums) for every month you go without coverage. And if you don't sign up for Part D during the current open enrollment period, you can't sign up again until next year - costing you that steep penalty in every future year.

5. Help is Available. The Medicare.gov website is easy to use, and they have a helpline. But some national private companies offer online and telephone help in choosing Supplements, Part D drug, and Advantage plans. For example you can contact www.ehealthmedicare.com or call them toll free at 844-866-9688. Their advisor/agents do not receive compensation based on selling any specific plan, so they work in your interest. The same company also offers a search feature for agents at www.Medicare.com -- a private website, not the government site -- putting you in touch with an agent that is familiar with the plans in your area. The prices are the same as those at the government website.

Healthcare is one of the largest costs for seniors and people with disabilities. Yes, the system is complicated at first, but with help you can work your way through it to find the best policies for your situation. And then next year, during open enrollment, you can use them again if you decide to switch or to see if you can save money. It's a never-ending process. And that's The Savage Truth.

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Tips for "Obamacare" Enrollment

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Open enrollment for the third year of "Obamacare" starts November 1st, and if you want your coverage to start on January 1, 2016, your enrollment deadline is December 15th. (Final deadline is January 31, 2016 for coverage starting March 1st.) The penalty for not having insurance coverage rises to $695 per person ($347.50 per child under 18) or 2 percent of MAGI (whichever is greater) for 2016, so it's important to get in on the open enrollment period.

Over the past three years, insurers have learned a lot about how people actually use their insurance coverage, so this year there are big changes in the kinds of coverage being offered, and the pricing. So, even if you already have an "Obamacare" policy, it is important to shop to make sure you have the most appropriate and least costly plan. You can do that at the government website,
www.Healthcare.gov or at state health exchange websites, or at large private sites like www.EHealth.com.

Here are five things to focus on when choosing your 2016 healthcare plan:

1. Don't just focus on monthly premiums. The most obvious comparison is the monthly cost of the policy. But it's really the total potential cost that matters if you have to actually use your insurance. Many plans have low monthly premiums, but very high deductibles and co-payments. The websites mentioned above will allow you to compare potential costs based on your assessment of your health situation, and potential services needed.

2. Consider the subsidies. The premiums on all policies may look expensive at first - but you could qualify for a premium subsidy based on your income level. That subsidy is applied directly to the monthly premium, based on your estimate of 2016 income. If you earn more, you will be billed for the subsidy reduction, and if you earn less, you will get a refund.

3. "Silver" plans get Cost-Sharing Reductions. In addition to premium subsidies, there is another important way to reduce the cost of your insurance through Cost-Sharing Reductions (CSR), which are based on your income. To qualify, your income must be between 100 percent and 250 percent of the Federal poverty level (for an individual or household). These CSRs can cut your co-payments in half, and cover a significant portion of your deductible. BUT, you can only qualify for CSRs if you purchase the "silver" tier of coverage. Silver plans likely have higher monthly premiums - but the cost reductions can make them less expensive in the long run.

According to eHealth.com, the average deductible for a Silver plan in 2015 was $2,975. But those who qualify for CSR could cut that number to as low as $1,000.

4. Consider the Coverage. After several years of experience, insurers are re-organizing the kinds of coverage they offer. There has been a 40 percent decline in offerings of PPO plans, which allow you to choose almost any physician and/or hospital. They have been replaced by more restrictive HMOs, which limit care to specific providers, and require you to coordinate care through a primary physician. There are also fast-growing EPO plans, which similarly limit care to an exclusive network but don't require a primary physician to coordinate all of your care.

5. Drug and Doc "tools." Both Healthcare.gov and sites like eHealth.com offer easy comparison tools, not only for monthly premiums and out-of-pocket expenses, but to allow you to search for physicians and hospitals covered by the plan so you can continue your current relationships. And they also offer a new tool this year, similar to the Medicare Part D tool, that shows you which of your drugs the Obamacare plan covers and what co-payments are required. All of these should factor into your ultimate decision.

It all seems very complicated, but it's important to compare. Private websites charge the same prices, but give you a dedicated agent to help you through the process.

It's worth the time to choose the plan that works for you - not only based on monthly premiums, but on lowest out-of-pocket costs so you won't hesitate to actually use the insurance you buy. And that's The Savage Truth.

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The Great Remix: Why Mergers Are Booming

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Another day, another merger. Telephone companies, drug companies, drugstores, airlines, hospitals, retail stores, and beer. According to preliminary data from Thomson Reuters, $3.19 trillion in deals were announced so far in 2015. Mergers are booming in the United States, and globally too. Why?

With the Great Recession (mostly) behind us, it is now time for the Great Remix. This merger mania is a remixing of the cards of business.

At any point in the game of business, every company holds certain cards. Some of these cards are aces, like the patent on a blockbuster drug or the copyright on an essential piece of software. Most of the cards are less lofty assets -- factories, distribution outlets, brand names and teams of people with know-how.

The most important game rule is this: With the exception of those aces, what each card is worth to a player depends on the other cards that player holds. In poker, if you hold the five, six, seven and eight of spades, getting that nine of spades gives you a straight flush -- not bad for a set of mundane cards!

So it is with multibillion dollar mergers. Office Depot's assets are worth a modest amount to its investors -- but to Staples they are worth much more. Why? Because Staples believes that by "remixing" these Office Depot assets with its own, it can lower costs, gain market share and get cash to invest in its online business. Their proposed merger is now being reviewed by the Federal Trade Commission to see whether it will help or hurt consumers.

Most mergers today are not about growth for the sake of growth. They are not about holding more cards in your hand but about assembling a more valuable collection of cards. The claim is usually that the combination will be more profitable than the separate businesses. The shorthand for this idea is 1+1=3. That's one of laws that dictate success in any business combination.

In today's fast-paced, interconnected business environment, this remixing of assets has become fundamental to competitive advantage. When done for the right reasons, these combinations bring in new ideas, provide access to new capabilities and markets and let companies leverage what they do best. That is why mergers are hot today.

And it's not only mergers that are used to achieve these goals. An alliance between Apple and IBM. A joint venture of Novartis and GlaxoSmithKline. A partnership of Oxfam and Marks & Spencer. A consortium of General Electric and internet-of-things players Verizon, Intel and Cisco. Joint development by NASA and SpaceX. All these deals involve collaboration between firms, but they are short of A full merger. They all aim to create value by the 1+1=3 formula. It's just the organizational tools that differ.

Business combinations such as these have long been recognized as a key factor in competition and innovation. The first to see this relationship was Joseph Schumpeter, the great political economist of the early 20th century. He described how the normal routine of a business could be upended by new combinations of the elements of the business. Entrepreneurs, he argued, are the ones who made these new combinations -- combinations of existing and new manufacturing processes, of markets and new sources of supply, of new products and technologies and even of new corporate structures and strategies. These new combinations were at the heart of his theory of innovation.

Schumpeter's observations still describe what is now happening all around us -- but today, it is not only start-up entrepreneurs who are coming up with the new combinations. Executives in established companies are now driving this innovation process too. The last decade has seen a proliferation of strategies of this sort -- strategies that combine assets and resources from inside and outside of a company. The details of these combinations vary: they may be temporary or permanent, be governed by a loose or an iron-clad contract, be exclusive or not and so on. But, fundamentally, they all seek to create value by combining resources and know-how from separate firms.

Because these strategies can rapidly transform a business, mergers and partnerships often spread like wildfire. Whenever key players in an industry begin to use business combinations for one reason or another, their rivals often are not far behind. This pattern happened in airlines, computers, pharmaceuticals, banking, media, communications and other industries.

Why? It's not just management fashion -- there is method to the madness.

The simplest explanation of these waves of business combinations is that firms are reacting to fundamental changes in their business environment. For example, the passage of the Affordable Care Act has created new incentives for hospital mergers, as well as consolidation in other medical products and services. In the Internet of Things, new technologies drive alliances in mobile computing and help vendors connect their devices so that we can track our energy usage or our health in real time.

Another reason for what seems like copy-cat behavior is in fact just that: Firms often follow each other's strategic moves. Doing so might lower a firm's chances of moving ahead or -- more importantly -- falling behind its rivals. So when one telecom company tied up with another, others often followed suit. Sometimes, firms don't wait to copy others, because being first may well be the key to success. By tying up good partners early, these firms also hope to block rivals from joining the dance.

Why should you care about these deals? Of course, you want to know where to shop for ink cartridges, and you want the new mega hospitals and airlines to serve you better, cheaper and faster. Whether the new combined enterprises can do so depends on whether they can make that 1+1=3 actually come true.

That ultimate outcome depends on another funny math formula: 1+1=1. This is the second law of success. By this I mean that the combined entity, partnership or alliance really needs to be managed as if it were one. It might need to present one face to the customer and have a well-coordinated operation behind the scenes. In other words, it must pay careful attention to playing its full hand of cards.

Some will fail at this game -- almost half of mergers and partnerships don't reach their goals. However, those that succeed can transform our world. Think of Disney's entry into computer animation. Before Disney worked with Pixar on "Toy Story," it had failed to understand how to make this new technology work. The companies worked together as partners for years before Disney acquired Pixar for $7.4 billion. In the process, Disney/Pixar produced a string of blockbuster movies that delight viewers worldwide. Similar stories lie behind other successful combinations, from new medicines to the smartphone technologies that keep us connected today.

So when a new merger is announced, its impact on our world is not yet in the cards. That outcome lies in how the new owners remix their cards and play their new hand.

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If You Want to Be More Successful, Learn How to Sell

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Perhaps the most important subject you can study and learn is sales. Yet many of the smartest people avoid learning it, and some of the best colleges shun teaching it.
Why? One reason is that our society too often disparages the sales profession. Death of a Salesman, Wall Street, Boiler Room, Glengarry Glen Ross give negative portrayals of selling. As a result, too many look at sales people as "slimy, sleazy" liars.

And, because so many that gravitate to sales jobs are not properly trained or qualified, the stereotypes about sales and sales people are reinforced by the negative experiences of many buyers.

Why is learning to sell so important?

Selling is a critical skill because, like it or not, everyone has to sell to succeed. Famous author, Robert Louis Stevenson, recognized this when he said, "Everyone lives by selling something." Whatever you do, sales skills will help you to...

  • Secure the job you want;

  • Convince your boss to assign the project you want;

  • Influence your company to promote you quicker;

  • Encourage your bank or utility to waive annoying fees;

  • Convince money sources to invest in your business.


Of course, if you are in a sales position, learning to sell more effectively can put a lot more money and opportunities in your pocket.

Sales Cycle

Once you recognize the importance of sales, you should begin learning a framework for selling that I call the Sales Cycle. The way I teach it, it has five main steps.

Step One: Generating, Categorizing, and Collecting Intelligence on leads. The best sales people get leads from everywhere. Leads capture contact and other information on the people that have expressed an interest in buying what you are selling. They are typically recorded on physical or electronic versions of "lead cards," and contain the following four types of information on the "front" of the card.

  1. Identification of the prospect. If you are selling to a business, most of the information you need is on your contact's business card. For additional information you need, your lead card should be designed so you can add it with minimal effort.

  2. Product interest. The products you typically sell should be pre-listed on the lead card so that you can quickly check them off when a prospect expresses an interest in them.

  3. Degree of interest. This is your "guestimate" of how likely the prospect is to buy your product in the current period, which is usually the current month. Because the degree of interest relates to "buying temperature" the metaphor for "degree of interest" that is often is used is (1) Hot for the most interested leads, (2) Warm for a medium level of interest, and (3) Cool for the least interested. Since good sales people can move their prospects from Cool to Hot, these leads should not be discarded as many sales trainers suggest. In fact, many Cool leads that will never buy from you can still refer business to you so they need to be kept in your system.

  4. Lead source. Perhaps the hottest topic in marketing is having a system to measure the effectiveness of your marketing efforts. As a result, all promotion that you do should have a unique code so that when the lead is captured, you can determine what marketing activity generated the lead.


The "back" of the lead card should contain your notes of every contact that include (1) details on what the prospect wants, (2) information on any competitors the prospect is considering, (3) the next step approved by the prospect, and (4) answers to basic "intelligence" questions you should ask. These questions typically include the following:

  1. What do you want or need? This question is critically important and will facilitate your handling of all subsequent phases of the sales cycle.

  2. When do you want it? This identifies the time frame for buying and helps you to categorize the lead as Hot, Warm or Cool.

  3. How are you satisfying that need now? This question is aimed at identifying the indirect competition.

  4. Are you considering other options and if so, which ones? This aims to identify the direct competition.

  5. Who is involved in the decision to buy? Novice sales people often waste their time selling scouts that do not make the final decision.

  6. What is your budget, or how much do you want to spend? This is necessary to match your product offering with the amount they are likely to pay.


Step Two: Giving presentations. To give effective presentations, sales people need to properly prepare for the presentation. This involves (1) investigating the prospect, (2) formulating questions to clarify the intelligence already collected, (3) making sure presentation equipment works, (4) being ready to answer "nasty questions" such as what's wrong with your product, and (5) handling disasters related to Murphy's Law.

Once you are prepared, you should give the presentation by focusing only on what prospects told you they want your product to do. Novice sales people insist on telling the prospect everything in their presentation no matter what. This wastes sales and prospect time and is sure to "turn off" the prospect. During the presentation, the sales person should look for 3 signals - (1) Buying (upon getting this, the sales person should close the sale), (2) Rejection (the sales person has lost the sale and needs to do whatever is necessary to recover), and (3) Objections (upon getting an objection, which is an obstacle to the sale and a disguised request for more information, the sales person should go to the "Identifying and Answering Objections" procedure listed next).

Step 3: Identifying and Answering Objections. If the prospect is not pre-sold on buying the product, identifying and answering objections is the quickest way to close the sale. It involves the following steps.

  1. Lowering the barrier. Before you can answer an objection, you should try to lower the barrier by empathizing (but not agreeing) with the objection.

  2. Identifying the real objection. Since prospects often disguise the real objection for numerous reasons, sales people need to uncover what is really keeping them from buying. For example, "The price is too high" is not a real objection since a prospect could voice this if (1) they are negotiating, (2) they are comparing your product with one that is not comparable, or (3) they really perceive the price is too high. To answer this objection, the sales person needs to drill down deeper before formulating an effective answer.

  3. Breaking it down. Large obstacles need to be broken down into (1) tangible, answerable components (time and money) and (2) bite-sized pieces (making them largely insignificant).

  4. Answering. Once the obstacle is broken into little pieces, it is usually easy to answer. For example, a1,200 difference in price could be reduced to pennies per day over they useful life of the product.

  5. Providing proof. To establish trust, a good sales person will provide independent, credible, third-party proof to support each answer.

  6. Looking for and reacting to signals. As you answer objections, you look for the same signals and react to them as you did during the presentation. If you receive a buying signal, close the sale.


Step Four: Closing the sale. There are two basic categories of closes - Trial Closes and Standard Closes.

  1. Trial Closes. When you employ trial closes, you assume that there might be a sale, and you are testing that assumption. Good sales people use trial closes throughout the sales process to save the prospect's and their time. There are many different trial closes. The following is an example of the "two positive choices" trial close: Mr. Jones, "we have this in blue and red, which would you prefer?" If Jones says, "Blue," the sale is closed.

  2. Standard Closes. You employ a standard close when you have answered all known objections and ask for the order. For example, if the prospect has no other concerns, the sales person might ask, "When would you like us to deliver?"


Please notice that both closing technique categories involve questions that cannot be easily answered with a "No". That's because good sales people avoid such questions unless that are certain the answer will be "Yes". They ask closing questions with confidence. And after asking, they do not say anything since it is the prospect's turn to answer.

Step Five: Post-close follow-up. Once you close the sale, there is another phase of the sales cycle - the post-close follow up phase. In some cases, prospects get "buyers remorse," and the "closed" sale becomes unclosed. To handle this situation, you need to go back to the offending objection and answer it again. In a percentage of these situations, you will not be able to revive the sale because of circumstances beyond your control. In most of them, good sales skills will close it back up. Even when there is no incidence of buyer's remorse, there is another step. You need to make sure that the customer is happy, and once happy, you want to ask your customer if they know of others that you can help as you have helped them. That is, you should look at all prospects, whether they become a customer or not, as a referral source.

Knowing how to sell

Successful people learn how to sell one way or the other. If they do not learn a formal process as outlined in this article, they are likely to make costly mistakes and develop bad habits. If you want to increase your chances of success in business and in life, it will greatly help you to learn the sales process and practice it so it becomes part of your marketing DNA. Some examples of successful sales people include: Bill Gates (yes, he did sales in the early days of Microsoft), Steve Jobs (not many are better than he was at selling during a presentation), and Ross Perot (after the Navy, he want to work for IBM as a salesman). When I went to school, I did not learn sales since many of my business professors looked down upon the sales profession. This cost me a lot in lost business and lost opportunities after I graduated. I wrote this post so that won't happen to you. Best of luck.

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The Rigging of the American Market

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Much of the national debate about widening inequality focuses on whether and how much to tax the rich and redistribute their income downward.



But this debate ignores the upward redistributions going on every day, from the rest of us to the rich. These redistributions are hidden inside the market.



The only way to stop them is to prevent big corporations and Wall Street banks from rigging the market.



For example, Americans pay more for pharmaceuticals than do the citizens of any other developed nation.



That's partly because it's perfectly legal in the U.S. (but not in most other nations) for the makers of branded drugs to pay the makers of generic drugs to delay introducing cheaper unbranded equivalents, after patents on the brands have expired.



This costs you and me an estimated $3.5 billion a year -- a hidden upward redistribution of our incomes to Pfizer, Merck, and other big proprietary drug companies, their executives, and major shareholders.



We also pay more for Internet service than do the inhabitants of any other developed nation.



The average cable bill in the United States rose 5 percent in 2012 (the latest year available), nearly triple the rate of inflation.



Why? Because 80 percent of us have no choice of Internet service provider, which allows them to charge us more.



Internet service here costs 3 and-a-half times more than it does in France, for example, where the typical customer can choose between 7 providers.



And U.S. cable companies are intent on keeping their monopoly.



It's another hidden upward distribution - from us to Comcast, Verizon, or another giant cable company, its executives and major shareholders.



Likewise, the interest we pay on home mortgages or college loans is higher than it would be if the big banks that now dominate the financial industry had to work harder to get our business.



As recently as 2000, America's five largest banks held 25 percent of all U.S. banking assets. Now they hold 44 percent -- which gives them a lock on many such loans.



If we can't repay, forget using bankruptcy. Donald Trump can go bankrupt four times and walk away from his debts, but the bankruptcy code doesn't allow homeowners or graduates to reorganize unmanageable debts.



So beleaguered homeowners and graduates don't have any bargaining leverage with creditors -- exactly what the financial industry wants.



The net result: another hidden upward redistribution -- this one, from us to the big banks, their executives, and major shareholders.



Some of these upward redistributions seem to defy gravity. Why have average domestic airfares risen 2.5% over the past, and are now at their the highest level since the government began tracking them in 1995 -- while fuel prices, the largest single cost for the airlines, have plummeted?



Because America went from nine major carriers ten years ago to just four now. Many airports are now served by one or two.



This makes it easy for airlines to coordinate their fares and keep them high -- resulting in another upward redistribution.



Why have food prices been rising faster than inflation, while crop prices are now at a six-year low?



Because the giant corporations that process food have the power to raise prices. Four food companies control 82 percent of beef packing, 85 percent of soybean processing, 63 percent of pork packing, and 53 percent of chicken processing.



Result: A redistribution from average consumers to Big Agriculture.



Finally, why do you suppose health insurance is costing us more, and co-payments and deductibles are rising?



One reason is big insurers are consolidating into giants with the power to raise prices. They say these combinations make their companies more efficient, but they really just give them power to charge more.



Health insurers are hiking rates 20 to 40 percent next year, and their stock values are skyrocketing (the Standard & Poor's 500 Managed Health Care Index recently hit its highest level in more than twenty years.)



Add it up -- the extra money we're paying for pharmaceuticals, Internet communications, home mortgages, student loans, airline tickets, food, and health insurance -- and you get a hefty portion of the average family's budget.



Democrats and Republicans spend endless time battling over how much to tax the rich and then redistribute the money downward.



But if we didn't have so much upward redistribution inside the market, we wouldn't need as much downward redistribution through taxes and transfer payments.



Yet as long as the big corporations, Wall Street banks, their top executives and wealthy shareholders have the political power to do so, they'll keep redistributing much of the nation's income upward to themselves.



Which is why the rest of us must gain political power to stop the collusion, bust up the monopolies, and put an end to the rigging of the American market.



ROBERT B. REICH's new book, "Saving Capitalism: For the Many, Not the Few," will be out September 29. His film "Inequality for All" is now available on DVD and blu-ray, and on Netflix. Watch the trailer below:

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Learn Together to Grow Fast

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Learning from someone who has been there, done that is is no longer OPTIONAL to succeed quickly.

I have been fascinated for a long time on the topic of learning in general, and, specifically, the role of conversations with the right people to accelerate learning.

As we speak, Yale University researchers are just now exploring the changes in brain chemistry when two people are engaged in a conversation. We don't have to wait for the research to be concluded, because, in real life, I have experienced that myself. I know for a fact that ONE conversation can change the trajectory of your life, and I have heard this over and over again from other successful entrepreneurs and business leaders.

I have also found from my own experience that new ideas emerge when I am engaged in healthy intellectual conversation with my mentors or students (I teach at Founder Institute in Silicon Valley). It seems to be that we all have amassed an incredible amount of knowledge and wisdom from our own life experiences, books we have read, the conversations we have had or tough situations we have overcome. And my observation was that wisdom remains locked and somehow comes alive and flows out in a conversation.

Thinking some more, thoughtful conversations are when tacit knowledge gets transferred.

Tacit Knowledge resides in us in forms that cannot be easily digitized, such as an Experience, Competence, Thinking, Commitment to a specific activity. It exists within our mind and gets expressed only during teamwork and during engaging conversations.

It is a known fact that top performing employees are a key competitive advantage for any organization and they possess tremendous tacit knowledge that remains heavily under-utilized.

A million-dollar question in every senior leader's mind in organizations is:

Are we fully utilizing our employees' knowledge and expertise?

Sadly, the answer is not pretty in many cases. Since knowledge is locked up in those top employees, it is hard to even quantify, if that 'in-house asset' is being fully utilized.

Let's explore what can be changed so that there is a better and a more definitive answer for the above question. With distributed teams becoming more common, time has come for organizations to find new ways to leverage that tacit knowledge they already have right within their organization for helping other employees improve their skills and capabilities.

Let's think back for a minute:

We learned how to ride a bike or close a tough sales deal or deliver an inspiring keynote not by reading a book but from another person. There are certain industries such as Advanced Manufacturing, Oil and Gas, Biotechnology, Pharmaceuticals, Aviation, Nuclear Science and so on, where this tacit knowledge has a long shelf-life. Such valuable tacit knowledge needs to be effectively shared with the next generation of leaders and specialists for organizations to remain competitive.

Well, one solution is by choreographing conversations between someone who needs that knowledge with someone who has that knowledge. When the quality and frequency of such conversations grow, participating people grow as leaders and learners, and in turn, the entire organization experiences an increase in productivity, happiness and business growth.

Here are 4 ways for organizations to implement processes and systems for tacit knowledge to be shared organically.

1. Leadership



Like many things in life and work, it starts at the top. If the leaders don't recognize the need for such knowledge sharing across their workforce, it won't help the cause. However, leadership and strong executive sponsorship alone is not sufficient to move the needle.

2. Mindset



The mindset of employees is equally important. Employees who are learning should check their ego at the door and the employees who are sharing should never feel that they are walking the extra mile. Both benefit in a conversation when it is centred around learning. Sharer builds depth, and learner gains new knowledge. A meaningful relationship or camaraderie is also established during the process. This kind of a mindset will reduce the friction between employees to share and learn from each other.


3. Culture



Establishing a culture of learning in your organization is key to achieving great results. Laszlo Bock in his book "Work Rules" talks about creating 'an institution of learning.' He talks about employees passionately sharing what they are good at with other employees, and this kind of behavior is highly encouraged at Google, he says. This kind of learning culture in your organization would make it extremely easy for someone to reach out for help without worrying what others think.

4. Technologies



Without proper technology solutions, organizations will not be able to scale their learning across their workforce. Learning Management Systems (LMS) as well as Open Courseware (MOOCs) like Coursera, Udacity have done a great job of making rich content easily available and accessible to individuals. The next generation of platforms, according to John Hagel are 'learning platforms' where participants build long-term relationships and learn from each other. In a recent conversation with Ravi Gundlapalli, CEO of MentorCloud (a company I am also involved with), he talked about companies looking at newer and cost-effective ways to rapidly improve the skills and capabilities of their employees. He added, 'why look outside when the expertise exists right within your own four walls?'

You have to start somewhere and that starts with the need to understand the power of right conversations to unleash the tacit knowledge of your own employees, and accelerate learning within your organization. That leads to the overall growth of the organization, which is a result every organization aspires for.

Photo credit: Anne Davis 773 on Flickr

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It's Not Your Father's University... Or Yours: Lessons From the U

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Technology has always been a constant factor in the evolution of education: teaching and learning.

From cave painting to the Greek academies to the invention of paper, from chalk to electronic stylus, from lectures to interactive videos, the social forces inherent in our very DNA have pushed the sharing experience that is at the core of good education to new heights and continues to do so.

Watch The History of Technology in Education.

Yet, there is another constant that defines education and that is the quality of the experience, which includes the content, the venue, the challenge, the presentation itself and ultimately the takeaway -- the end result.

My fear, as expressed many times in my writing, is that, when it comes to education, too often we let the digibabble forces of technology take hold of our teaching initiatives, and in the name of the gods of progress, we leave behind reason and critical thinking. I refer you to the Waldorf Schools and others who are dedicated to teaching critical thinking and not to the false prophets of digibabble.

Which is why I share with you the following story from The New York Times:

Extreme Study Abroad: The World Is Their Campus by Claire Cain Miller:

As educators question what college should look like in the 21st century, one answer is: global.

And to higher education trailblazers, that means more than junior year abroad or overseas internships. They find campuses to be insular places that leave students ill prepared for a globalized world, and they question the efficacy of traditional pedagogy, especially the lecture format, at a time when the same information can be imparted online.


Now...if you stopped reading here, you might get the impression that the story is about the impact of technology...of devices and screens...of mobile and wearables and experiential and VR and AR and Big Data and maybe even post-digital....

And yes, there is some of that - as there is in anything...Digital is everything but not everything is digital...

Not everything is digital....and that is, in fact, the point of the story and why I am so excited and frankly optimistic about the potential for the future:

Consider one emerging approach, wherein students hop from campus to campus across continents, earning an undergraduate degree in the process. In these programs, they spend the majority of their college years outside the United States and immerse themselves in diverse cultures. Foreign cities are their classrooms.

More and more students, especially at the elite end, are realizing, 'I can get my basic learning on the Internet and then have this collection of experiences around the globe that enhances who I am as a person,' said Michael B. Horn, a co-founder of the Clayton Christensen Institute.


Human interaction. Real-life experience. Hand-in-hand sharing -- all enhanced by good teaching technology give these students an opportunity to see and taste the world in ways their peers -- who are no doubt being taught with the best immersive experiential technology -- never will.

And here, in my book, is the most important and critical point:

"We want them to be able to adapt to jobs that don't even exist yet, so we give them a great range of the best cognitive tools," said Stephen Kosslyn, Minerva's founding dean.

Cognitive tools -- simple, not screens, not devices, not the latest digital social networks. NO DIGIBABBLE. Cognitive tools...

And there you have it.

The world will belong to those with the best cognitive skills. Watch every post-apocalypse movie out there if you don't believe me.

When the networks fail...

And one last thought:

Ms. McNellis, a senior double-majoring in math and international studies, is spending part of this semester in Athens to study city life in ancient Greece. She has also studied in Rome, London and Madrid and completed an archaeology internship in Ireland. She said that hopping among campuses had given her a different experience than the usual study abroad: 'It's not just a vacation. I'm going to learn.'

'You remember that the other people across the world from you are people...They have their own thoughts and motives and dreams and desires. It's a humbling realization that we're all the same.'


We are all the same... a good cognitive conclusion.

And perhaps, in conclusion, best said as follows... listen:

The philosophy of the school room in one generation will be the philosophy of government in the next. Abraham Lincoln

Think on that -- what an amazing world we would have if the philosophy of the world and its governments were expressed as "It's a humbling realization that we're all the same."

Change the world.

What do you think?

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Four Business Lessons From Baseball

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With the end of the World Series, I began thinking about all the lessons I've learned about business and leadership from baseball. Whether it was playing the game or watching it on TV, I realized that the game has shaped my actions and beliefs in my career and relationships.

As I recently told my team, "This is the first inning of a very long baseball game" which helps keep all of us focused on our long-term vision. Baseball managers just like business leaders are tasked with building winning teams. Here are four business lessons from baseball.

1. Never give up, perseverance is key
The hottest topic surrounding this year's World Series is without a doubt the fact that both teams haven't won since the 80s. Imagine missing your goal for more than 25 years and finally being so close to achieving it. Persevering in the face of adversity and never giving up is one of the most important attitudes to have in business and life. After 12 innings, the Kansas City Royals come from behind to beat the Mets, clinching their first World Series title since 1985.

Unfortunately, things don't always go the way you envision or plan. That's just a fact of business and having the strength to keep going even when you're down will often lead you to success.

2. Whether winning or losing, always remain optimistic
Many hold this year's matchup in a negative light, essentially calling it a championship among perennial losers. However, I like to see it as a championship between two teams who have demonstrated an insurmountable level of determination and persistence. Maintaining a positive approach like this has always been important to me and something I strive to keep.

Regardless of what unplanned event has happened or what setback I encounter, I like to stay optimistic. Negativity is infectious and brings down the whole team. An optimistic philosophy is incredibly important for leaders to adopt as it sets a positive tone for your team and instills determination.

3. Players win games, teams win championships
A whole team working well together will always trump great players working alone. There have been a lot of great baseball players that have won league awards yet failed to capture a World Series ring. Ken Griffey, Jr., was a 13-time All-Star and is ranked sixth among all-time home run hitters. Barry Bonds received seven NL MVP awards and 14 All-Star selections. Although they are considered some of the best players in baseball history, they have never won a World Series.

Just like in baseball, in business team chemistry is the result of strong relationships and a strong corporate culture that promote teamwork and mesh different strengths. After winning the World Series, Royals first baseman Eric Hosmer said it best: "Your team is not doing too well. Everyone relates back to that and how much it hurt."

And while it's great to have talented team members, it's always the whole organization working together toward a common vision that achieves success. Bottom line, "the difference between success and failure is a great team."

4. Communication is key
Effective communications is key. And, it starts from the top. Every member of the team must know how he or she factors in to the overall equation. In baseball, each player has a position and must cover a specific portion of the field. If that player fails to do so and leaves a gap, he or she risks letting the other team score.

Business is conducted in much the same way where each team member has particular role that helps the team accomplish its mission. As a leader, it's important to make sure team members clearly understand their responsibilities so that they can play their part in helping achieve the common goal.

Baseball is a really an inspiring game because it is one of the few that translates its lessons beyond the baseball field. In business and life, this game reflects great truths for personal endurance and business success. The World Series reminds us winning championships takes more than being the best team in the league.

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Billionaire Yuri Milner's $100M Bet

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In the past six years, we have discovered 1,031 planets circling around distant stars "in the habitable zone" (i.e. not too cold, not too hot... able to sustain life).



These are 1,000 of an estimated 40 billion Earth-sized planets within the Milky Way that have been identified by an incredible spacecraft called Kepler.



Launched in 2009, Kepler is a NASA space observatory designed and managed by NASA Ames (Mountain View, CA), as the first step to discovering life in our universe.



The Kepler Mission

The Kepler Mission was "designed to survey our region of the Milky Way galaxy to discover hundreds of Earth-size and smaller planets in or near the habitable zone and determine the fraction of the hundreds of billions of stars in our galaxy that might have such planets."



The fraction, per former NASA Ames Director Pete Worden, is about 25% (more on Pete in a moment).



Kepler's sole instrument is a photometer. This instrument "continuously monitors the brightness of over 145,000 main sequence stars in a fixed field of view.



This data is transmitted to Earth, then analyzed to detect periodic dimming caused by extrasolar planets that cross in front of their host star."



The mission has been wildly successful and is still imaging the sky as we speak, despite the fact that Kepler was only commissioned to last until 2013.



One of the heroes of Kelper, responsible for making it a success, is now responsible for searching for intelligent life in our universe (SETI).



Meet Pete Worden

In my Abundance 360 webinar this week, I had a chance to talk with incredible visionary Dr. Pete Worden, a dear friend of mine for the past 30 years.



Pete has had a storied career.



He received his Ph.D in Astronomy, is a retired Brigadier General of the U.S. Air Force, and the past head of technology for the U.S. Strategic Defense Initiative (think missile defense program), overseeing a budget of $2 billion a year.



He became the director of NASA's Ames Research Center at Moffett Field, which he ran for nine years.



At NASA Ames, he was my partner and landlord of Singularity University, and the person who ran the Kepler program.



Today, after leaving NASA Ames, Pete has been tapped by Russian billionaire investor Yuri Milner (founder of mail.ru), who is most famous for his brilliant track record making major investments in companies like Facebook, Twitter and Alibaba.



For Yuri, Pete is now running the Breakthrough Prize Foundation -- with the assignment of running a $100 million effort to find extraterrestrial life.



What is the Breakthrough Prize Foundation?

About five or six years ago, Yuri Milner noted that if you take a list of the 100 most famous people on the planet, none of them are scientists.



That's really too bad -- most of the wealth that has been made in the last century is because people made advancements in science and technology.



He decided to create a series of awards that would both incentivize and popularize outstanding scientific achievement -- an Academy Awards of Science, if you will.



The over $30 million in prizes honor important, primarily recent, achievements in the categories of Fundamental Physics, Life Sciences and Mathematics.



The donors? A few familiar names: Sergey Brin and Anne Wojcicki, Mark Zuckerberg and Priscilla Chan, Yuri and Julia Milner, and Jack Ma and Cathy Zhang.



Within this ecosystem, one key issue has really piqued Yuri's interest: Are we alone in the universe and what is the future of life?



The Breakthrough Initiative -- Breakthrough Listen

This summer, alongside Prof. Stephen Hawking and an esteemed board of scientists, Milner announced an unprecedented $100 million global Breakthrough Initiative to reinvigorate the search for life in the universe.



The initiative, called "Breakthrough Listen," seeks to answer three fundamental questions:



  1. How did life begin?

  2. Where else is it in the galaxy and universe?

  3. What's the future of life here on Earth?


It is the biggest scientific search ever undertaken for signs of intelligent life beyond Earth.



It is 50 times more sensitive than previous programs dedicated to SETI research, will cover 10 times more of the sky than previous programs, and will scan at least five times more of the radio spectrum -- and 100 times faster. Finally, in tandem with a radio search, it will undertake the world's deepest and broadest search for optical laser transmissions.



I asked Pete if he thought there was life on Europa and Mars. He replied:



"Yes and yes on both of them. I believe life is all over the universe. I think we are going to find some life on Mars probably by the end of this decade. The key question is: is that life Earth-like? Or is it weird life, or what we'd call a Second Genesis."



Going from Success to Significance

When asking a series of experts, "What do you think the likelihood of finding an intelligent signal is?" Pete estimates that the median was less than 1%.



How many people would say, "I want you to spend $100 million on something with less than a 1% chance of success"?



The truth is that an answer to the question "Are we alone?" is worth the investment.



"More importantly," Pete continues, "this is a mindset that I think powers Silicon Valley. We have people now that are willing to do the really bold things. And that accept failure as an option. This is a mindset that is going to take us to the stars."



A quick look at Yuri Miler's Wikipedia page pegs his net worth at some $3 billion. So spending $100 million is 3% of his wealth.



Ask yourself this question: What problem is big and significant enough that you would spend 3% of your net worth on answering it, even if you only had a 1% chance of a positive outcome?



You might find some interesting opportunities.

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How Developing Nations Can Leapfrog Developed Countries with the Sharing Economy

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This essay is the third in a four-part series on the theme, "The Third Industrial Revolution." An introduction by Arianna Huffington is available here. Part one is available here. Part two is here. Stay tuned for the next chapters and responses from leading global figures and technologists.

Electrifying the Developing World









The distributed features of the new economic paradigm arising during the Third Industrial Revolution will enable the least developed regions -- that were largely excluded from the First and Second Industrial Revolutions -- to leapfrog the developed world. Currently, more than a billion people are without electricity, and many more have only marginal and unreliable access. These are the very countries where population is rising the fastest.

The lack of infrastructure is both a liability and a potential asset. It is often cheaper and quicker to erect virgin infrastructure than to reconfigure existing infrastructure. We are already witnessing a surge of activity in some of the poorer regions of the world with the introduction of solar, wind, geothermal, small hydro and biomass harvesting technologies and the installation of distributed renewable energy micro grids.

Electricity is now coming to remote areas in Africa, which never before had access to a centralized power grid. Not surprisingly, the introduction of cell phones has helped precipitate the development of a nascent Third Industrial Revolution infrastructure. Virtually overnight, millions of Africa's rural households have scraped together enough money -- from selling an animal or surplus crops -- to purchase a cell phone. The phones are used as much for carrying on commercial activity as for personal communications. In rural areas, far removed from urban banking facilities, people are increasingly relying on cell phones to facilitate small money transfers. The problem is that without access to electricity, cell phone users often have to travel on foot to get to a town with electricity in order to recharge their phones. A single solar panel affixed on the tin roof of a rural hut would provide enough electricity to not only charge the cell phone but also power electric lights.









Although the statistics are still spotty, it appears that families across Africa are installing solar panels, and analysts predict a quick scale up as millions of others follow suit into the Third Industrial Revolution. What's going on in Africa heralds a historic transformation as households leapfrog from the pre-electricity era directly into the Third Industrial Revolution age.

Besides solar, other green micro-generation energy technologies are quickly coming online, including small biogas chambers that make electricity and fuel from cow manure, tiny power plants that make electricity from rice husks and small hydroelectric dams that generate power from local streams.

Lateral power is beginning to transform the developing world. This process represents the democratization of energy in the world's poorest communities. The electrification process is likely to accelerate in the future, giving rise to exponential curves and a qualitative leap into the Third Industrial Revolution era in previously underdeveloped regions.

For example, the electrification of the developing world makes it possible to power 3-D-printers and for distributed manufacturing to proliferate. In poor urban outskirts, isolated towns and rural locales -- where infrastructure is scant, access to capital spotty at best and technical expertise, tools and machinery virtually nonexistent -- 3-D-printing provides a desperately needed opportunity for building a Third Industrial Revolution infrastructure. Today, the emerging Internet of Things infrastructure provides the means to lift hundreds of millions of human beings out of abject poverty and into a sustainable quality of life.

Bringing universal electricity to developing countries also fosters greater communication and connectivity between rural and urban communities. That connectivity is spawning the proliferation of a shared "Commons" among farmers and consumers. A younger generation of farmers is sharing harvests on an agricultural scale with urban consumers. Community-supported agriculture began inauspiciously in Europe and Japan in the 1960s and accelerated rapidly in the United States and other countries in the 1990s with the rise of the Internet. And now, as universal electricity and the Internet spread to developing nations, community-supported agriculture is beginning to transform the relationship between farmers and urban dwellers in developing regions as well. Urban consumers pledge a fixed amount of money to local farmers in advance of the growing season to pay for the cost of growing the crops. The consumers become, in effect, shareholders. In return, the consumers are provided with the bounty from the harvest delivered to their door or to nearby distribution centers throughout the growing season. If the farmers' crops are plentiful, the shareholders are rewarded with the additional yield. Likewise, if yields are down because of adverse weather or other conditions, the shareholders share in the losses with the delivery of less produce.



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Erasmus Wambua, a schoolboy, left, poses for a photograph holding an LED electric light powered by M-Kopa solar technology, inside his home in Ndela village, Machakos county, in Kenya. (Waldo Swiegers/Bloomberg via Getty Images)






The sharing of risk between consumers and farmers creates a bond of mutual trust and fosters social capital. Moreover, eliminating all the middlemen in the conventional, vertically integrated agribusiness operations dramatically reduces the costs of the produce for the end user.

Many CSA operations use ecological agricultural practices and organic farming techniques, eliminating the high costs and environmental damage caused by the use of petrochemical fertilizers and pesticides. Energy and environmental costs are further reduced by eliminating plastic packaging and the long-haul transport of produce.

The Internet has been a great facilitator of CSA by making it easier for farmers and consumers to connect in peer-to-peer networks. Local CSA websites also allow farmers and customers to stay in constant contact, sharing up-to-date information on crop performance and delivery schedules. CSAs replace sellers and buyers in the conventional market with providers and users exchanging produce on a social Commons. In a sense, consumers become "prosumers" by crowd-financing the means of production that deliver the end products they will consume. There are thousands of CSA enterprises scattered around the world, and their numbers are growing as a younger generation becomes increasingly comfortable with the idea of exercising more of its commercial options in a social economy on the Commons. Community-supported agriculture -- CSA -- is likely to grow even more quickly in developing regions of the world where farmers often lack sufficient capital to adequately finance the next year's crop. Electrification and the convergence of the "Communication Internet" with a digitalized, "Renewable Energy Internet" and a digitalized smart "Transportation and Logistics Internet" is likely to speed the development of community-supported agriculture in the poorest regions of the world.









The United Nations Industrial Development Organization has made a commitment to help empower local populations to lay down a Third Industrial Revolution infrastructure that can bring green electricity to impoverished people around the world. In 2011, I joined Dr. Kandeh Yumkella, then-director general of UNIDO, at the organization's global conference in support of the TIR build-out in developing nations. Yumkella declared that, "we believe we are at the beginning of a third industrial revolution and I wanted all member countries of UNIDO to hear the message and ask them the key question: How does this apply to our economies? How can we be part of this revolution? And of course, how do we share knowledge, share capital and investments around the world to make this revolution really happen?"

The goal is to make electricity universally available by 2030. The electrification of every community on Earth will provide the impetus to lift the world's poor out of poverty and toward the zone of comfort that can sustain a decent quality of life for every human being.



Rethinking Economics in an Ecological Era









The transformation to an Internet of Things infrastructure and a Third Industrial Revolution paradigm is forcing a wholesale rethinking of economic theory and practice. The unleashing of extreme productivity wrought by the digitalization of communication, energy and transportation is leading to a reassessment of the very nature of productivity and a new understanding of ecological sustainability. Conventional economists fail to recognize that the laws of thermodynamics govern all economic activity. The first and second laws of thermodynamics state that the total energy content of the universe is constant and the total entropy is continually increasing. The first law, the conservation law, posits that energy can neither be created nor destroyed -- that the amount of energy in the universe has remained the same since the beginning of time and will be until the end of time. While the energy remains fixed, it is continually changing form, but only in one direction, from available to unavailable. This is where the second law of thermodynamics comes into play. According to the second law, energy always flows from hot to cold, concentrated to dispersed, ordered to disordered. For example, if a chunk of coal is burned, the sum total of the energy remains constant, but is dispersed into the atmosphere in the form of carbon dioxide, sulfur dioxide and other gases. While no energy is lost, the dispersed energy is no longer capable of performing useful work. Physicists refer to the lost energy as entropy.

All economic activity comes from harnessing available energy in nature -- in material, liquid or gaseous form -- and converting it into goods and services. At every step in the production, storage and distribution process, energy is used to transform nature's resources into finished goods and services. Whatever energy is embedded in the product or service is, at the expense of energy, used and lost -- the entropic bill -- in moving the economic activity along the value chain. Eventually, the goods we produce are consumed, discarded and recycled back into nature; again, with an increase in entropy. Engineers and chemists point out that in regard to economic activity there is never a net energy gain but always a loss in available energy in the process of converting nature's resources into economic value. The only question is: when does the bill come due?

The entropic bill for the First and Second Industrial Revolutions has arrived. The accumulation in carbon dioxide emissions in the atmosphere from burning massive amounts of carbon energy has given rise to climate change and the wholesale destruction of the Earth's biosphere, throwing the existing economic model into question. The field of economics, by and large, has yet to confront the fact that economic activity is conditioned by the laws of thermodynamics.



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The Syncrude Canada Ltd. mine stands at the Athabasca oil sands in this aerial photograph taken near Fort McMurray, Alberta, Canada. (Ben Nelms/Bloomberg via Getty Images)






Until very recently, economists were content to measure productivity by two factors: machine capital and labor performance. But when Robert Solow -- who won the Nobel Prize in economics in 1987 for his growth theory -- tracked the Industrial Age, he found that machine capital and labor performance only accounted for approximately 12.5 percent of all of the economic growth, raising the question of what was responsible for the other 87.5 percent. This mystery led economist Moses Abramovitz, former president of the American Economic Association, to admit what other economists were afraid to acknowledge -- that the other 86 percent is a "measure of our ignorance."

Over the past 25 years, a number of analysts, including physicist Reiner Kümmel of the University of Würzburg, Germany and economist Robert Ayres at INSEAD business school in Fontainebleau, France, have gone back and retraced the economic growth of the industrial period using a three-factor analysis of machine capital, labor performance and thermodynamic efficiency of energy use. They found that it is "the increasing thermodynamic efficiency with which energy and raw materials are converted into useful work" that accounts for most of the rest of the gains in productivity and growth in industrial economies. In other words, "energy" is the missing factor.

A deeper look into the First and Second Industrial Revolutions reveals that the leaps in productivity and growth were made possible by the communication/energy/transportation matrix and accompanying infrastructure that comprised the general purpose technology platform that firms connected to. For example, Henry Ford could not have enjoyed the dramatic advances in efficiency and productivity brought on by electrical power tools on the factory floor without an electricity grid. Nor could businesses reap the efficiencies and productivity gains of large, vertically integrated operations without the telegraph and, later, the telephone. These technologies provided them with instant communication, both upstream to suppliers and downstream to distributors, as well as instant access to chains of command in their internal and external operations. Nor could businesses significantly reduce their logistics costs without a fully built-out road system across national markets. Likewise, the electricity grid, telecommunications networks and cars and trucks running on a national road system were all powered by fossil fuel energy, which required a vertically integrated energy infrastructure to move the resource from the wellhead to the end users.

The general purpose technology infrastructure of the Second Industrial Revolution provided the productive potential for a dramatic increase in growth in the 20th century. Between 1900 and 1929, the United States built out an incipient Second Industrial Revolution infrastructure -- the electricity grid, telecommunications network, road system, oil and gas pipelines, water and sewer systems and public school systems. The Great Depression and World War II slowed the effort, but after the war, laying down the interstate highway system and completing a nationwide electricity grid and telecommunications network provided a mature, fully integrated infrastructure. The Second Industrial Revolution infrastructure advanced productivity across every industry, from automobile production to suburban commercial and residential building developments along the interstate highway exits.



interstate highway system

Eastbound 101 freeway traffic drives into the sunrise in Los Angeles, California. (Al Seib /LA Times via Getty Images)






During the period from 1900 to 1980 in the United States, aggregate energy efficiency -- the ratio of useful to potential physical work that can be extracted from materials -- steadily rose along with the development of the nation's infrastructure, from 2.48 percent to 12.3 percent. The aggregate energy efficiency leveled off in the 1990s at around 13 percent with the completion of the Second Industrial Revolution infrastructure. Despite a significant increase in efficiency, which gave the United States extraordinary productivity and growth, nearly 87 percent of the energy we used in the Second Industrial Revolution was wasted during transmission.

Even if we were to upgrade the Second Industrial Revolution infrastructure, it's unlikely to have any measurable effect on efficiency, productivity and growth. Fossil fuel energies have matured and are becoming more expensive to bring to market. And the technologies designed and engineered to run on these energies, like the internal combustion engine and the centralized electricity grid, have exhausted their productivity, with little potential left to exploit.

Needless to say, 100 percent thermodynamic efficiency is impossible. New studies, however, including one conducted by my global consulting group, show that with the shift to a Third Industrial Revolution infrastructure, it is conceivable to increase aggregate energy efficiency to 40 percent or more in the next 40 years, amounting to a dramatic increase in productivity beyond what the economy experienced in the 20th century.

Cisco forecasts that by 2022, the Internet of Things will generate $14.4 trillion in cost savings and revenue. A General Electric study published in November 2012 concludes that the efficiency gains and productivity advances induced by a smart industrial Internet could resound across virtually every economic sector by 2025, impacting "approximately one half of the global economy."



The Rise of the Sharing Economy









While the developing digital infrastructure is making the traditional capitalist market more productive and competitive, it is also spurring the meteoric growth of the Sharing Economy. In the Sharing Economy, social capital is as vital as finance capital, access is as important as ownership, sustainability supersedes consumerism, cooperation is as crucial as competition and "exchange value" in the capitalist marketplace is increasingly supplemented by "shareable value" on the Collaborative Commons. Millions of people are already transferring bits and pieces of their economic life to the Sharing Economy. Prosumers are not only producing and sharing their own information, news, knowledge, entertainment, green energy, transportation and 3-D-printed products in the Sharing Economy at near zero marginal cost. Many Americans are actively engaged in sharing homes, toys, tools and countless other items. For example, millions of apartment dwellers and home owners are sharing their living quarters with millions of travelers, at near zero marginal cost, using online services like Airbnb and CouchSurfing. In New York City alone, Airbnb's 416,000 guests who stayed in houses and apartments between 2012 and 2013 cost the New York hotel industry 1 million lost room nights.

All the various enterprises mentioned above are collaborative in nature, sharable in design and take advantage of a distributed, laterally scaled IoT architecture. Some of the commerce is shareable in the sense of gift giving, like couchsurfing. Others are mixed, combining gift giving and exchanges with some form of compensation. Still others are purely profit-seeking enterprises like eBay. If we think of a collaborative economy as both gift giving as well as redistribution and recycling with or without compensation, everyone is covered.

Recent surveys underscore the broad economic potential of the Sharing Economy. A recent study by Zogby Analytics found that 54 percent of millennials are attracted to the notion of sharing goods, services and experiences in Collaborative Commons. These two generations differ significantly from the baby boomers and World War II generation in favoring access over ownership. When asked to rank the advantages of a Sharing Economy, respondents to the survey listed saving money at the top of the list, followed by impact on the environment, lifestyle flexibility, the practicality of sharing and easy access to goods and services. As for the emotional benefits, respondents ranked generosity first, followed by a feeling of being a valued part of a community, being smart, being more responsible and being a part of a movement.

How likely is it that the Sharing Economy will play an ever larger role in the economic life of society in the coming decades? According to an opinion survey conducted by Latitude Research, "75 percent of respondents predicted their sharing of physical objects and spaces will increase in the next five years." Many industry analysts agree with these optimistic forecasts. In 2011, Timedeclared collaborative consumption to be one of its "10 Ideas That Will Change the World."

Jeremy Rifkin is the author of "The Zero Marginal Cost Society: The Internet of Things, the Collaborative Commons, and the Eclipse of Capitalism." Rifkin is an advisor to the European Union and to heads of state around the world, and is the president of the Foundation on Economic Trends in Washington, D.C. For more information, please visit The Zero Marginal Cost Society.



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7 Signs That It's Time to Quit Your Job

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Over the last 6 years, I've quit two great jobs. Both times, it was a tough decision. I felt guilty about leaving these amazing firms that many dream to join. Plus, letting go of the financial security of a corporate career was pretty scary.

But I felt that something was missing and that I needed to move on. I had lost the sense of purpose in my work and my lifestyle was not aligned with my values.

As a former financial analyst, I learned to always assess the potential upside and downside of any investment opportunity. So I applied the same principle to my life. In the words of Sir Richard Branson in The Entrepreneur:

The calculated risks you and your team take should be strategic judgments, not just blind gambles: Protect the downside by figuring out the odds of success, working out what the worst possible consequences would be, then deciding".


Part of making a smart assessment includes reading the (sometimes not so subtle) signs that it's time for a drastic change...

Here are seven common clues that you may be better off quitting your job to pursue a different opportunity, start your own business, or simply take a well-deserved sabbatical to think about who you are and what you really want to do.

1. Meaning crisis

You feel stuck in a job in which you find little purpose. You've lost your motivation and wonder why you keep doing what you're doing.

2. Vocational mismatch

Not only do you not see a strong meaning in your work, you'd rather be doing something radically different.

The first thing to do if you're in this situation is to explore whether you can apply for a transfer to another department within your firm that may be a better fit. As a temporary fix, you can at least request to participate in ad-hoc projects more in-line with your natural talents and interests. That not being possible, it's time to consider a complete career transition.

3. Conflict of values

You need to be clear about what matters most to you and make sure that you're leading your life and career accordingly.

If Romance and Family are among your top values and you're working 60-80 hours a week, with little time left for your partner and kids (or poor chances of having them!), then you may need to weight the pros and cons of staying in your industry.

4. Health failure

When you're running yourself ragged, trying to be the perfect mum, wife and career woman, your body gives you signs that it's time to slow down.

You feel exhausted and resort to caffeine to keep going. Stress weakens your immune system and you can go through a string of colds and infections. You may suddenly gain or lose a substantial amount of weight. You feel fatigued, anxious and unwell.

5. Breakeven rut

With your healthcare bills on the rise and tons of money spent on holistic solutions, nannies, maids and personal trainers, you may well realize that you're at a breakeven point. Your salary is merely covering all the expenses you incur in order to stay sane.

6. Financial cushion

While your current account may seem to be going nowhere, you may have a nice cushion of past bonuses set aside.

Would now be the right time to use a portion of that to take some time off, get that MBA or start a new venture? (Personally, I've chosen to do all of the above)

Calculate how much you'd be willing to invest and for how long you could live on your savings.

7. Family support

When even your husband and parents are telling you that it's time to quit and find happiness elsewhere, you should probably listen to them.

They care about you deeply, and most will be there to support through any future challenges and fears. Make sure that your loved ones are on-board with your decision.

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Using Data to Ditch the Blame Game

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Ever played the blame game?

That's the meeting where everyone blames everyone else for what's gone wrong. No one has any suggestions other than "change the way YOU do things and then I'LL be successful." Let's take a quarterly sales meeting as an example. Sales are down and new reps aren't meeting their quotas.


  • The VP of Sales blames HR for poor sourcing. The HR rep says it's poor hiring decisions and poor rep management that's to blame.

  • The head of Presales blames the Marketing director for sending them unqualified leads.

  • The Product Development lead blames it on poor rep training, which the director of Learning counters by saying it's because of poor attendance - managers aren't allowing reps to go to class so how could they possibly learn?



Sound familiar? We've probably all attended meetings like these, with smart people throwing around attitude and ego instead of good ideas. Is this how we really want to run our businesses?

There's another way. Data analysis has the potential to stop the arguments and defensiveness and get everyone on the same page. The right data can reveal objective solutions for business problems that companies are trying to solve.

Take, for example, a classic issue for any Chief Learning Officer: learner complaints. I've had team members come to me claiming that "everybody's complaining" about a particular training course. Who's everybody? How many people actually complained? Is it one person complaining multiple times? More importantly, do the complaints have a real bearing on issues impacting our bottom line?

Data to the rescue. Only by analyzing facts can I determine which complaints I need to address in order to improve performance.

For example, every month we onboard about 50 sales reps with a two-day training. For scheduling reasons, we alternate months training in a cold, windowless, bunker-like basement and an 11th-story glass-enclosed conference room with stunning views of Palo Alto.

The energy on the 11th floor inspires. Feedback consistently rates the training as one of the best the reps have ever had. The basement reviews, meanwhile, come back as drab as the space. Instructors started demanding the upper floor every other month - a change that would create a major backlog. Was it worth creating a scheduling headache?

By tracking the performance of 200 sales reps, representing four cohorts of each classroom, we learned that the classroom environment didn't matter. By a variety of performance measures, the sales reps performed similarly no matter which training they took.

I'm not in the business of making people miserable but at the end of the day I want them to learn. If they can do that, I don't really care to change a system to create problems - such as a training backlog. I had the numbers to back up this decision.

How might you begin to embrace data analytics and end the blame game?

A lot of companies are embracing big data, but calculations mean nothing if you can't implement them. A recent HR study by KPMG indicates that there is a learning curve, noting three key steps toward effectively using data:

  1. Become comfortable with data and analysis - know all the data sources you need to access and bring data experts on board to extract both information and conclusions from it.

  2. Develop industry and organizational knowledge - this will help guide efficient analytics efforts by starting with the right hypotheses.

  3. Design an analytics operating model - to maximize collaboration across groups and set standards for information flows, visualization, decision-making and more.


The first two points are a lot of the same advice I have been giving about moving ahead with data analytics - in blogs, at learning and HR conferences and in meetings with SAP customers. The third point is brilliant. Want to drive true change? Put structure around it.

Let's go back to that quarterly sales meeting scenario. Fast-forward to a year later, after implementing an analytics initiative. The company has been able to pinpoint, for example, the behaviors of the most successful (and least successful) reps and identify exactly what actions drive sales KPIs. They've also analyzed the top factors that influence whether or not a prospect will buy. Thanks to data analytics, the team is now clear on how to turn the situation around.

  • The VP of Sales and HR are now on the same page about sourcing and hiring decisions because they know what traits to look for.

  • The Presales head and Marketing director has come up with a new plan to promote and qualify leads that fit the hot prospect profile.

  • Product Development actively contributes training content and Learning no longer has to struggle to get reps to go to class -it's now mandatory.


This is just one illustration of how data can drive collaboration and transform relationships. I challenge you to think back to the last "blame game" you witnessed (or played!) and consider how you can leverage data to remove the guesswork from driving success for your organization.

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3 Things That Will Always Stand in the Way of Your Goals

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There are a lot of things that get in the way of a dream. Maybe you don't have the money right now to start the business you really want to run. Or maybe you can't seem to hire the right person to work with to achieve a goal.

But both those things can seem annoyingly simple when you realize that the real forces keeping you from reaching your objective are within you.

These are only three of those things. There are definitely more. Maybe you've even run into others already on your path. But right now, take a look at this list and see if maybe one of these is the thing that has been standing in your way. I hope I can help you start to overcome it.

1. Complaining

I genuinely feel that there is no real value in complaining.

To me, the only things anybody has a right to complain about are things like their health. Short of the death of a loved one, or a terminal illness, or some other horrible tragedy, everything feels controllable. If you're in control of it, you have the ability to fix it. Where is the value in complaining? Instead of complaining, my process is this: Assess the problem, find the solution, and get on the offense. I'm an offensive player; complaining is playing defense.

2. Waiting for the big moments

When people give keynotes, particularly in business, they will talk a lot about "that one moment" where they knew they made it. I don't like to do that. I think it's unfair. It's unfair for them to tell you about those things because it sets an expectation. It says that you should know when those moments happen in your own life. It may seem helpful or even "cool" for them to bring them up, but in truth, it's not. It's just not. They have the hindsight, the perspective, to pick out the moments.

Trying to figure out whether this is the moment that you "made it" will keep you from moving forward. Just don't think about those things. Please.

Because really, there are only two ways to approach the question of "when have you made it". One: it's the moment you decided to do anything. Or two: it hasn't happened yet. And that is where you need to focus. That in-between space -- the time between starting and stopping -- is where you need to worry less and execute more.

3. Lack of optimism

There are a million reasons why not, but there is one good reason why, which is this: You just have to persevere.

No matter what happens, it's the way it is, and you have to keep going. And that is where the optimism lives. If you truly believe that you can do it no matter what, you've got this. The only reason you might bring up any of the previous excuses we talked about is because you don't believe, right? Do not let that kind of thinking ever get in the way.

Get thicker skin. Build up your self esteem. To be able to get through, you need to have optimism. Every day is hard, and all you have to fight it in the end is yourself.

This post originally appeared on Medium.

-- 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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