None Of My Business

You have a God-given right to happiness, wealth, and success. In this dynamic book by Reverend Terry Cole-Whittaker, you’ll learn how to cast off the shackles of fear and false beliefs to discover your own inner path—the route to your inborn talents and limitless potential! Explore your deepest feelings with self-awareness strategies and consciousness-raising exercises. Learn how to cope with physical, mental, and spiritual problems, involving love, money, risk-taking, relationships, guilt, self-reliance, self-image, sexuality, and more. It’s all here in one astonishing book: the motivation, tools, and tactics to resolve personal conflicts—and change your life forever!

The #1 New York Times–bestselling author takes on subjects from banking to bitcoin: “Another winner from an A-list humorist.” ―Booklist Sharp-witted satirist and author of Parliament of Whores P. J. O’Rourke takes on his scariest subjects yet—business, investment, finance, and the political chicanery behind them. Want to get rich overnight for free in three easy steps with no risk? Then don’t buy this book. (Actually, if you believe there’s a book that can do that, you shouldn’t buy any books because you probably can’t read.) P. J. O’Rourke’s approach to business, investment, and finance is different. He takes the risks for you in his chapter “How I Learned Economics by Watching People Try to Kill Each Other.” He proposes “A Way to Raise Taxes That We’ll All Love”—a 200% tax on celebrities. He offers a brief history of economic transitions before exploring the world of high tech innovation with a chapter on “Unnovations,” which asks, “The Internet—whose idea was it to put all the idiots on earth in touch with each other?” He misunderstands bitcoin, which seems “like a weird scam invented by strange geeks with weaponized slide rules in the high school Evil Math Club.” And finally, he offers a fanciful short story about the morning that P. J. wakes up and finds that all the world’s goods and services are free! “The funniest writer in America.” ―The Wall Street Journal

When you provide a service you believe in-one with the power to change lives for the better-you'll approach your work with a sense of joy. The business side of things, however, might be a different story. Most of us weren't taught how to run a business when we learned our craft, so a few years in, you might be short on clients and light on revenue. The thought of marketing yourself to attract new business feels like a step outside of integrity you don't want to make. It doesn't have to be this way, though.When you learn how to communicate your value to the world, everything changes. In None of Your Business, Shawn Dill and Lacey Book share strategies on marketing, sales, mindset, and entrepreneurship that will help you reach more people, grow your business, and create the lifestyle you've always dreamed about. You'll see that adding new clients is about sharing your heart and learn that success is not about taking from the world, but rather giving back what you get to support those who supported you.

You can hardly pass through customs at an airport today without having your picture taken and your fingertips scanned, that information then stored in an archive you'll never see. Nor can you use your home's smart technology without wondering what, exactly, that technology might do with all you've shared with it: shopping habits, security decisions, media choices. Every day, Americans surrender their private information to entities that claim to have their best interests in mind, in exchange for a promise of safety or convenience. This trade-off has long been taken for granted, but the extent of its nefariousness has recently become much clearer. As Lawrence Cappello's None of Your Damn Business reveals, the problem is not so much that data will be used in ways we don't want, but rather how willing we have been to have our information used, abused, and sold right back to us. In this startling book, Cappello shows that this state of affairs was not the inevitable by-product of technological progress. He targets key moments from the past 130 years of US history when privacy was central to battles over journalistic freedom, national security, surveillance, big data, and reproductive rights. As he makes dismayingly clear, Americans have had numerous opportunities to protect the public good while simultaneously safeguarding personal information, and we've squandered them every time. The wide range of the debates and incidents presented here shows that, despite America's endless rhetoric or individual freedom, we actually have some of the weakest privacy protections in the developed world. None of Your Damn Business is a rich and provocative survey of an alarming topic that grows only more relevant with each fresh outrage of trust betrayed. -- Dust jacket flap.

Life is a series of contracts the ego makes with itself; reality is the shadow these contracts put upon our souls. Just as a businessman makes a contract with other businessmen, so too does your ego make contracts. These contracts begin when you are a child as young as three to four years old-contracts that you unknowingly enter into with your parents, friends, teachers, employers, and the mass media. These contracts will make you poor, sad, and unhealthy if they are kept. Our ego tells us how much time and effort to spend in getting others to approve of us. Everyone goes through a domestication period-a time where others tell us what we should eat, act like, want, and not want. This domestication period ends when we decide that it has ended.

The historic European Union Directive on Data Protection will take effect in October 1998. A key provision will prohibit transfer of personal information from Europe to other countries if they lack “adequate” protection of privacy. If enforced as written, the Directive could create enormous obstacles to commerce between Europe and other countries, such as the United States, that do not have comprehensive privacy statutes. In this book, Peter Swire and Robert Litan provide the first detailed analysis of the sector-by-sector effects of the Directive. They examine such topics as the text of the Directive, the tension between privacy laws and modern information technologies, issues affecting a wide range of businesses and other organizations, effects on the financial services sector, and effects on other prominent sectors with large transborder data flows. In light of the many and significant effects of the Directive as written, the book concludes with detailed policy recommendations on how to avoid a coming trade war with Europe. The book will be of interest to the wide range of individuals and organizations affected by the important new European privacy laws. More generally, the privacy clash discussed in the book will prove a major precedent for how electronic commerce and world data flows will be governed in the Internet Age.

Business startup advice from the former president of the Ewing Marion Kaufmann Foundation and cofounder of Global Entrepreneurship Week and StartUp America, this “thoughtful study of ‘how businesses really start, grow, and prosper’...dispels quite a few business myths along the way” (Publishers Weekly). Carl Schramm, the man described by The Economist as “The Evangelist of Entrepreneurship,” has written a myth-busting guide packed with tools and techniques to help you get your big idea off the ground. Schramm believes that entrepreneurship has been misrepresented by the media, business books, university programs, and MBA courses. For example, despite the emphasis on the business plan in most business schools, some of the most successful companies in history—Apple, Microsoft, Google, Facebook, and hundreds of others—achieved success before they ever had a business plan. Burn the Business Plan punctures the myth of the cool, tech-savvy twenty-something entrepreneur with nothing to lose and venture capital to burn. In fact most people who start businesses are juggling careers and mortgages just like you. The average entrepreneur is actually thirty-nine years old, and the success rate of entrepreneurs over forty is five times higher than that of those under age thirty. Entrepreneurs who come out of the corporate world often have discovered a need for a product or service and have valuable contacts to help them get started. Filled with stories of successful entrepreneurs who drew on real-life experience rather than academic coursework, Burn the Business Plan is the guide to starting and running a business that will actually work for the rest of us.

The author and the translator have used this book in Chinese classrooms to teach oral English, translation, and philosophical ideas for debate. The text weaves together three strands made of the ten ox-herding paintings of Buddhist tradition, the author's personal biography, and Christian theology. These strands are woven into a fabric of thought to stimulate discussion about psychology, philosophy, and American culture.

If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?