The Diversity of Life by Edward O. Wilson

“There is an implicit principle of human behavior important to conservation: the better an ecosystem is known, the less likely it will be destroyed. As the Senegalese conservationist Baba Dioum has said, “In the end, we will conserve only what we love, we will love only what we understand, we will understand only what we are taught.” ”

“Consider, finally, a centimeter-wide patch of soil, the area of a fingernail, at a randomly chosen spot on the forest floor. A decaying splinter of wood lying on the surface contains one set of bacterial forms, leached sand grains a millimeter away another flora, and specks of humus a centimeter down yet another. All told there are thousands of species. Now assemble all such microfloras across an entire forest, then across all forests and habitats for the entire world, and we might expect to find many millions of hitherto unstudied species. The bacteria await biologists as the black hole of taxonomy. Few scientists have even tried to dream of how all that diversity can be assayed and used.”

 

Post- to Neo-: The Art World of the 1980s by Calvin Tomkins

“In 1980 … more than a hundred galleries in New York concentrate on showing contemporary work (as against a dozen or so in 1960), American colleges and universities turn out close to fifteen thousand arts graduates a year, young men and women schooled in the talismans of vanguardism and fully sympathetic to what Harold Rosenberg called “the tradition of the new.”

Nobody is obliged to cut off his ear in this society. Is it possible, in fact, that the practice of art today has become too easy? All those college grads know that art is whatever the artist decides to make (or not to make, if he happens to be a Conceptualist), and the key question–How Do You know You’re an Artist?–rarely gets asked. One decides to be an artist, acquires a B.F.A. or M.F.A. degree, and after that whatever one makes must be art.

Having no dominant style to assimilate or rebel against, the young artist confronts a limitless range of possibilities; it could also be argued that this makes the practice of art more difficult than ever. Where originality is so highly placed, mere novelty obtrudes. Any number of budding talents appear sui generis to a fault. “

Vanity Fair by William Makepeace Thackeray

“… the truth may surely be borne in mind, that the bustle, and triumph, and laughter, and gaiety which Vanity Fair exhibits in public, do not always pursue the performer into private life, and that the most dreary depression of spirits and dismal repentances sometimes overcome him.

Recollection of the best ordained banquets will scarcely cheer sick epicures. Reminiscences of the most becoming dresses and brilliant ball-triumphs will go very little way to console faded beauties. Perhaps statesmen, at a particular period of existence, are not much gratified at thinking over the most triumphant divisions; and the success of the pleasure of yesterday becomes of very small account when a certain (albeit uncertain) morrow is in view, about which all of us must some day or other be speculating.

O brother wearers of motley! Are there not moments when one grows sick of grinning and tumbling, and the jingling of cap and bells? This, dear friends and companions, is my amiable object–to walk with you through the Fair, to examine the shops and the shows there; and that we should all come home after the flare, and the noise, and the gaiety, and be perfectly miserable in private.”

Principles of Egyptian Art by Heinrich Schäfer

“Unless, when one approaches an alien art, one makes a scholarly attempt to grasp its essence, one will grant recognition only to what one feels has a positive effect on one’s own personality and acts as a new and enriching element in one’s life. That is the natural way for a man to approach a strange work of art. In doing this he may calmly take appearance for reality, and fill the form, which would otherwise be dead for him, with new life; this is how many ideas become fruitful only when they are misunderstood. Any man, and that includes any artist, is entitled to do this, but not to make the arrogant assumption that he has found the key to a strange art in what he is thus able to perceive and appreciate of it.”

“The scholar, who struggles to understand the essence of Egyptian art without hoping to find in it some immediate gain in his responsiveness to life, cannot be satisfied with the kind of observation just described. Many people have probably been drawn to this art because at some time it appealed to their emotions. But the scholar must test whether the forms are really created with the intentions suggested to him by his emotions. … In order to achieve this he will have to stand at a distance and abandon his instinctive sympathy for the works.”

“Many people tend to be shocked when it is suggested that they apply their intellects to works of art. Yet for anyone who is seriously engaged in the study of art it is essential. At least the basic principles underlying the rendering of nature in Egyptian art are quite simply comprehensible only through thought; they must necessarily remain closed to unaided sensibility. This is an area where Goethe’s maxim that ‘a work of art should just be enjoyed, not dissected by analysis’ is invalid. “

Macaulay’s History of England Volume 1

“Those who compare the age on which their lot has fallen with a golden age which exists only in their imagination may talk of degeneracy and decay: but no man who is correctly informed as to the past will be disposed to take a morose or desponding view of the present.”

“The present constitution of our country is, to the constitution under which she flourished five hundred years ago, what the tree is to the sapling, what the man is to the boy. The alteration has been great. Yet there never was a moment at which the chief part of what existed was not old. A polity thus formed must abound in anomalies. But for the evils arising from mere anomalies we have ample compensation. Other societies possess written constitutions more symmetrical. But no other society has yet succeeded in uniting revolution with prescription, progress with stability, the energy of youth with the majesty of immemorial antiquity.”

The Curated Closet by Anuschka Rees

The Curated Closet by Anuschka Rees

“The perfect wardrobe isn’t something that you can cook up in a weekend. Your personal style is the result of many different influences, all the people you have met over the years, all the places you have traveled. It’s a truly personal thing that can take a little digging to fully uncover.”

“Training yourself to become more selective is the single most effective thing you can do to upgrade your wardrobe. … But because of our natural human tendency to conserve energy in the short term and choose the easiest route when possible, being more selective when it comes to your wardrobe is something you actively have to practice.”

“If you have picked up this book expecting a fail-proof wardrobe plan that you can replicate, I have to disappoint you. On no page of this book will I tell you what to wear, which pieces to include in your wardrobe, or what kind of top to match with which kind of bottom. What I will do is show you how you can figure all these things out for yourself.”

“Some of the biggest style icons of the last century were people who explicitly did not follow every new trend out there and instead had their own very distinctive looks from which they rarely strayed.”

“It takes time to train your eye, experiment with different aesthetics, and develop a sense of style that feels natural and effortless to you. It takes time to figure out which types of pieces work best for your lifestyle and to curate a versatile wardrobe.”

“Our clothes tell a story. Our clothes reflect our personality and what’s important to us.”

“To be comfortable and confident, we need clothes that feel like us.”

“To be functional, your wardrobe needs to be optimally tailored to your lifestyle, or in other words, what you are doing all day. Not what you would like to do, or what you will be doing sometime in the future if all goes well. But right now.”

“A great wardrobe is like a well-oiled machine that consists of interrelated parts that all work together, allowing you to mix and match freely and create a ton of different outfits that all suit your personal style.”

“If you’re on a tight budget, that’s all the reason to use your money well and not spread it across lots of imperfect things.”

“The way you shop is nothing but a set of habits you have picked up over the years. And if you want to change the way you shop and become more selective and thoughtful about what you buy and what goes into your wardrobe, then you need to gradually replace those habits with some new ones.”

“Your best defense is a clear, succinct shopping list. Get in the habit of deciding what you want to buy before you hit the shops, online or in person at a brick-and-mortar store.”

“After decades of research and number crunching, brands know exactly how to lure us in, point us toward the pricy stuff, and send us home with way more than we came in for.”

“Compared to the average shopper, people who own carefully curated wardrobes shop at a snail’s pace. They like to take their time to compare all options before they make a decision and will rarely buy a piece on the same day they first spotted it in a store or online.”

“… humans are pretty terrible at making decisions under pressure. We ignore crucial pieces of information, get hung up on irrelevant details, and overemphasize certain things just to reach a conclusion. Having to make a decision while stuck in a tiny compartment in various states of undress definitely classifies as an under-pressure situation. And I’m not just talking about time pressure … but also an internal pressure not to leave empty-handed. Because after you’ve already invested all that time and effort to come to the store and try everything on, of course you’d rather not leave without having anything to show for it. ”

“The hands-down best way to escape that feeling of being under pressure and improve your decision making when it comes to buying pieces for your wardrobe is to simply automate the entire process.”

“Just like your eating habits, your approach to shopping is something you have been cultivating your whole life. And that’s why changing it usually requires a good deal of effort and introspection.”

“… let’s not forget what discounts are: a marketing tool designed to get us to spend more money, not less. Price reductions are one of the most reliable sales strategies out there and a surefire way for a brand to increase profit. Why do discounts work so well? Because they tap right into our inherent fear of scarcity and trigger our instinct to hoard resources whenever we can. We tend to use the price of a product as a marker for its desirability, so when something is reduced, we feel as though by buying it we are making the best possible use of our most-valued resource: money. That coupled with the fact that time-limited discounts create a sense of urgency puts us straight back into hunter-gatherer mode.”

“No matter the price, a new piece is worth the money only if you need it, love it, and will wear it.”

 

Spine of 'Why We Buy' by Paco Underhill

Why We Buy by Paco Underhill

“As men and women (and relations between them) change, their shopping behaviors do, too, which will have huge implications for American business.”

“Most purchasing traditionally falls to women, and they usually do it willingly–even when shopping for the mundane necessities, even when the experience brings no particular pleasure, women tend to do it in dependable, agreeable fashion. Women take pride in their ability to shop prudently and well. In a study we ran of baby products, women interviewed insisted that they knew the price of products by heart, without even having to look. (Upon further inquiry, we discovered that they were mostly wrong.) As women’s roles change, so does their shopping behavior–their becoming a lot more like men in that regard–but they’re still the primary buyer in the American marketplace.”

“You’ll see a man impatiently move through a store to the section he wants, pick something up, and then, almost abruptly, he’s ready to buy, having taken no apparent joy in the process of finding. You’ve practically got to get out of his way. ”

“The great traditional arena for male shopping behavior has always been the supermarket. It’s here, with thousands of products within easy reach, that you can witness the carefree abandon and restless lack of discipline for which the gender is known. In one supermarket study, we counted how many shoppers came armed with lists. Almost all of the women had them. Less than a quarter of the men did. Any wife who’s watching the family budget knows better than to send her husband to the supermarket unchaperoned. … Throw a couple of kids in with Dad and you’ve got a lethal combination; he’s notoriously bad at saying no when there’s grocery acquisitioning to be done.”

“Supermarkets are places of high impulse buying for both sexes–fully 60 to 70 percent of purchases there were unplanned, grocery industry studies have shown us.”

“Paper grocery store coupons? Gone. Whoosh! Today less than 3 percent of all manufacturers’ coupons are ever redeemed. Women’s lives changed, and the thought of sitting hunched over the kitchen table scissoring away at the Daily Bugle suddenly seemed as cost-effective as churning your own butter. Oh, there are some major pockets of coupon-clipping resistance–senior citizens, the highly budget-conscious and motivated, mostly women who aren’t working at jobs all day. But otherwise–outtahere!”

“Under the old division of labor, the job of acquiring fell mainly to women, who did it willingly, ably, systematically. It was … women’s main realm of public life. If, as individuals, they had little influence in the world of business, in the marketplace they collectively called the shots. Shopping gave women a good excuse to sally forth, sometimes even in blissful solitude, beyond the clutches of family.”

“As women’s lives change, their relationship to shopping must evolve. Today most American women hold jobs, so they get all the impersonal, businesslike contact with other adults they want … They also get plenty of time away from the comforts of home. And so the routine shopping trip is no longer the great escape. It’s now something that must be crammed in … Catalogs, TV shopping channels and Web shopping all have flourished thanks mainly to the changes in women’s responsibilities. And the less time they spend in stores, the less they buy there. … Women may even become more male in their shopping habits–hurried hit-and-run artists instead of dedicated browsers and searchers. … women have more money … women have less time and inclination to spend it in stores.”

“Women can go into a kind of reverie when they shop–they become absorbed in the ritual of seeking and comparing, of imagining and envisioning merchandise in use. They then coolly tally up the pros and cons of this purchase over that, and once they’ve found what they want at the proper price, they buy it. Women generally care that they do well in even the smallest act of purchasing, and take pride in their ability to select the perfect thing, whether it’s cantaloupe or a house or a husband.”

 

Avid Reader by Robert Gottlieb

“…the basics of publishing as I learned it and tried to practice it: “Publishing is the business of conveying your own honest enthusiasm for a book and a writer to the rest of the world.”

“If you believe in a book, there are others who will too, because you’re not special.”

“Every book has its own potential readership–figure out what it is and reach for it, don’t try to sell every book to everyone.”

“Take every detail seriously, since we just don’t know what makes certain books do better than others. Except, of course, their innate qualities.”

And, perhaps hardest to accept, “Readers aren’t stupid–their instincts may prove to be sounder than yours.””

Spine of John Aubry, My Own Life by Ruth Scurr

John Aubrey, My Own Life by Ruth Scurr

“Men think that because everybody remembers a memorable event soon after it is done, it will never be forgotten; and so it ends up not being registered and cast into oblivion.

I have always done my best to rescue and preserve antiquities, which would otherwise have been utterly lost and forgotten, even though it has been my strange fate never to enjoy one entire month, or six weeks, of leisure for contemplation.

I have rescued what I could of the past from the teeth of time.

Matters of antiquity are like the light after sunset – clear at first – but by and by crepusculum – the twilight – comes – then total darkness.”

Spine of Tacitus on Britain and Germany

Tacitus on Britain and Germany

Calgacus, leader of the Britons, rallies his men for battle against Agricola:
“We, the last men on earth, the last of the free, have been shielded till today by the very remoteness and the seclusion for which we are famed. We have enjoyed the impressiveness of the unknown. But today the boundary of Britain is exposed; beyond us lies no nation, nothing but waves and rocks and the Romans, more deadly still than they, for you find in them an arrogance which no reasonable submission can elude.”

Tacitus remembering his father-in-law, Agricola:
“May we honour you in better ways – by our admiration, by our undying praise, even, if our powers permit, by following your example! That is true honour, the true affection of souls knit close to yours. … Not that I would place an absolute ban on likenesses of marble or of bronze. But the image of the human face, like that face itself, is feeble and perishable, whereas the essence of the soul is eternal, never to be caught and expressed by the material and skill of a stranger, but only by you in your own living.”

Spine of 'Cut Your Grocery Bill in Half'

Cut Your Grocery Bill in Half by Steve and Annette Economides

Found at Harrisonburg’s greatest thrift shop, the ‘Gift and Thrift’.

Many of the techniques in this book I’ve used for years, such as going to the store alone during off hours, using a grocery list system, purchasing produce only when in season, etc. But now I have ideas for more.

Thanks to their advice I’ve just created a spreadsheet, accessible on my phone, that allows me to compare unit prices for regularly purchased items across stores. This list has already been incredibly helpful for decision making. It isn’t always obvious which stores will have the best prices on which items, and in many cases my intuition was wrong.

Good advice from this book:

– Go to the store as little as possible. Try to reduce trips to once a month. (I now go every two weeks.)
– Know your prices. Compare unit prices only! Bring a calculator to the store if necessary. (I’m now using the spreadsheet mentioned above.)
– Establish a ‘buy price’ for frequently purchased items. Wait until they are on sale at or below your ‘buy price’ and then buy them in bulk.
– Use coupons when possible. Avoid purchasing items that you wouldn’t normally purchase just because you have a coupon. Use coupons on smaller containers for a better unit price.
– Avoid warehouse clubs and memberships. Go occasionally with a friend who has a card to check for occasional deals. Most prices at warehouse clubs are not a deal! (I just found out that this is true after visiting Costco with my aunt. By using my spreadsheet with unit prices I saw that most of the sale prices at my usual store were lower than the Costco prices, often for better quality items.)
– Use ‘rain checks’ if the grocer is out of a sale item. Pick up the item later at the sale price.
– Watch closely at the checkout and carefully check all receipts for errors.
– Bagged produce is usually much cheaper than per-piece produce items. Bags are often slightly over the declared weight. Check carefully for damage however.

Making Ideas Happen by Scott Belsky

Spine of 'Making Ideas Happen' by Scott BelskyNotes from reading, the majority of which have been paraphrased or rewritten for clarity.

Making Ideas Happen = Ideas + Organization + Communal Forces + Leadership Capability

You can develop the capacity to make ideas happen, even if you think you don’t have it.

The forces that help us to execute ideas are often at odds with the source of our ideas. Accept this.

To bring ideas to fruition, you must become comfortable alternating between ideation and execution.

Creativity + Organization = Impact

The way that you organize projects, manage your energy, and prioritize is possibly more important than the quality of your ideas.

Be excited about the potential of new projects, while at the same time being deeply concerned with how to manage them.

Relentless action pushes ideas forward.

Taking and organizing extensive notes is usually not worth the effort. Focus on capturing actions required for the project instead.

Capture action steps everywhere, relentlessly.

Use appealing, design-centric systems to stay organized.

Organize in the context of projects.

Maintain a backburner and make a ritual of updating it.

Prioritize your projects.

Differentiate between ‘urgent’ and ‘important’ actions. Don’t let urgent matters encroach on time reserved for important matters.

The ‘Project Plateau’ – The place where our ideas become less interesting as we realize the sheer amount of work and implied responsibilities necessary to complete them.

To make it past the plateau, you must develop the capacity to endure, and even thrive, while on it.

The easiest and most seductive escape from the project plateau is the most dangerous: a new idea.

On the project plateau, fear of taking action can easily set in. The key to overcoming fear is to act without conviction.

The cost of waiting for conviction can be very great. Waiting builds apathy and increases the likelihood that another idea will capture our energy. Don’t wait, act without conviction.

Conviction can make it difficult to change course when necessary.

Create an environment that allows premature action. A commitment to early action – without conviction – will help ideas materialize.

Kill ideas liberally. Say ‘no’ more than you say ‘yes’.

End meetings with a review of actions captured.

Execute without remorse.

Relentlessly follow up with others.

Seek constraints – they help us to manage energy and execute ideas. Productivity requires restrictions.

It is your responsibility to seek constraints when they are not given to you.

Progress begets progress – When you see concrete evidence of progress, you are inclined to take further action.

Keep artifacts of completed work around as testaments to progress.

Design is a critical element of productivity.

When you have a project that is tracked with a beautiful chart or elegant sketchbook, you are more likely to focus your attention on it. Use your work space to direct attention to where you need it most.

Work ethic alone can give your ideas the boost that makes all the difference.

Organize your energy and hold yourself accountable with routine.

You must reduce the amount of energy you spend on unnecessary tasks related to your insecurities.

‘Insecurity Work’ is work with no intended outcome that does not move ideas forward, such as checking traffic stats, account balances, e-mail responses etc. Corral this ‘work’ into a specific time of day with established guidelines and rituals for it.

Everyone can benefit from a partner who acts as a foil and complement.

Partnerships are flexible: they can be created on a project basis or for the long haul. They can also be hired.

Share ideas liberally. Don’t be afraid. Great ideas are plentiful but very few people have the discipline and resources to make them happen.

When your ideas are known by many people, they are more likely to be refined and your are more likely to stay focused on them.

Communal forces refine the substance of our ideas, hold us accountable for making them happen, provide material and emotional support, spread the word and push us to go above and beyond our original goals.

Feedback is an asset, a form of nonfinancial compensation. Develop methods for consistently gathering and exchanging it.

Transparency boosts feedback exchange. Let others see what you’re working on.

Create a circle or group for exchange and feedback.

Competition is an extremely valuable motivating force. Seek it out.

Watch and get to know the competitive forces around you. They can display better ways of doing things.

If you want others to take a risk of their own to support your project, you must publicly commit or take on the risk yourself. Only then will you get the full support of your community.

Publicly proclaim your goals and create systems for accountability.

Sharing a workspace, whether it be a coffeeshop or coworking space, fosters focus and professionalism.

Take advantage of mistakes, allow for serendipity.

Accept responsibility for marketing yourself.

Connect with people and be receptive to their perspectives. This can be a challenge when immersed in creative pursuits.

Without some degree of mass appeal, most ideas will falter.

Ask yourself if the average person can understand the value offered in your new idea.

The most challenging person to manage is you.

The greatest barriers we face along the path to bring our ideas to fruition lie within us.

Self-leadership is about awareness, tolerance and not letting your own tendencies limit your potential.

Our best hope for staying on track is to notice when we stray and to figure out why it happened.

Assemble a ‘personal advisory board’ – a few people who can give candid feedback and help you to stay on course.

Develop a greater tolerance for ambiguity and uncertainty. Be patient in the face of it.

Don’t go nuts over the unknown, don’t lose patience when dealing with disappointments.

Work with what you know, identify what you don’t know, and make decisions accordingly.

If you fail, identify external conditions and internal factors that can explain your failure. Then find the gems in the unintended outcome.

Avoid ‘visionary’s narcissism’ – the creative leader’s perception that he or she is the exception to the rule.

At the same time, practice ‘contrarianism’ Purposefully think against the grain and question norms.

You have a responsibility to make your idea sustainable.

For an idea to thrive over time, it must be treated as an enterprise.

Stay engaged with incremental progress. The big win is likely far off in the distance.

Be willing to be a deviant.

We pay a price for postponing action.

Every creator who has successfully made an idea happen has fought an survived a very long war.

Take yourself and your creative pursuits seriously. The importance of your ideas extends beyond your own interests.

You have a responsibility to create something of value.

 

 

 

 

 

 

Spine of 'Galaxies in the Universe' by Sparke and Gallagher

Galaxies in the Universe: An Introduction by Linda S. Sparke and John S. Gallagher

I read this book while falling asleep nearly every night for the last few months. It isn’t terribly quotable and it put me to sleep very well, but that doesn’t mean it isn’t fascinating.

What did I learn?

There is far, far more dark matter in the universe than baryonic matter. In fact it is the distribution of dark matter that determines the visible distribution of matter that we see. Understanding the properties of dark matter is essential to understanding large-scale structure formation in the universe.

There is plenty of stuff, intergalactic gas and such, between galaxies. I had somehow imagined that it was all pure voids between them. Even metals make it out into intergalactic clouds. This makes perfect sense when one considers that galaxies collide and form clusters.

Quasars were far more common in the early universe. It may be that most galaxies pass through a phase of having active nuclei.

The Martha Rules by Martha Stewart

Notes from reading, mostly paraphrased:

Write the book that you want to read

Research the field in which you want to work

Consider carefully how hard you want to work

Find mentors, learn from everyone

Develop a deep knowledge about the fundamentals of the business

Focus your attention and creativity on basic things that people need and want

Ask yourself – “Is there a use for my idea in her life?” Find out what the world needs

Brainstorm, use a team when possible

Ideas

  • Is your idea better than alternatives on the market?
  • Is your idea simple for you to develop and for customers to understand?
  • Cross out elements that complicate the picture or overtax your resources
  • Is your idea affordable?
  • Is your idea too big? Don’t take on too much too soon. Go step by step.
  • Can you expand or extend your idea?
  • Does your idea make the world better?
  • Capture ideas immediately. Carry notebooks and take photographs.

When planning your business, look at it with a telescope, a wide-angle lens, and a microscope.

Love all key elements of your business

Invest in exploring all details of your passion. See your path.

Describe your business consistently and confidently when talking to all sorts of people

Assemble your materials first

Ask for help

Take time to save money and avoid false economies

Analyze risks and threats

Create a frugal culture

Share your knowledge with the customers

Test ideas with customers, get feedback. Customers are your best consultants.

Give information away

Paint a happy picture in which your customer appears

See beyond the initial transaction

Promote yourself as an expert

Quality is the top priority, always

Quality should be included in your vision statement

Invest in your reputation

Offer something superior

Quality must be the last thing to be sacrificed: make it a core value of the company

Assemble an informal advisory team

React, but don’t panic when setbacks occur

Companies falter not once, but many times

Separate reasonable risk from careless chance

You will always have more chances. Don’t do something that you aren’t prepared to do just because you think you won’t have another chance. Business opportunities are not rare objects.

Make it beautiful

Growing a Business by Paul Hawken

Spine of Paul Hawken's "Growing a Business"

“To find the beginning, reduce your business idea to its apparent essence. Then reduce it again.”

“The beginning anticipates, in an almost genetic fashion, the business it will become. Each step in the growth of a business is a consequence of the preceding step.”

“Don’t cut a single corner along the way.”

“If a business is to grow you have to own it–the acts, habits, functions, jobs, and grunt labor … You have to know all the fundamental details in order to give them away later.”

“The entrepreneur must expect at some time to experience an awful emptiness in the pit of the stomach.”

“Even if nothing goes wrong at first … you will feel a strange loneliness. A time will come when the primal fears emerge: What have I done? Isn’t someone else doing it, too, and better?”

“Play with it.”

“Work and practice and learn.”

“Problems signify that the business is in a rapid learning phase.”

“Understand in the beginning that you will always have problems. It is there that the opportunities lie.”

“A new business simply will not conform to any set of expectations, predictions, or patterns. It will have frayed edges, surprises and unintended consequences. This is a reflection of the world.”

“When your business encounters problems and messes, stay with them. Find something valuable down in the dreck. Work with it until you know that mess so well it will never develop again, until it has become your friend.”

“A good business has interesting problems, a bad business has boring ones.”

“Your job as owner and manager is not to solve every problem. Your job is to create a company with compelling problems that attract bright, unusual people to join in solving them.”

“Your best idea for a business will be something that is deep within you, something that can’t be stolen because it is uniquely yours, and anyone else trying to execute it without the … thought you have given the subject will fail.”

“Your business must be an extension of who you are and what you are trying to learn and achieve.”

“Don’t worry about anyone stealing your idea, because they can’t steal your life.”

“Good ideas often do not look very good at first or even second glance, but don’t worry if your business idea sounds weird, crazy, or obscure. Like a puppy, many good ideas are awkward, helpless, and unimpressive.”

“The idea for a business is usually the result of a fascination, preoccupation, or even obsession with some mundane field or pursuit.”

“Remember that in business you are never trying to “beat” the competition. You are trying to give your customers something other than what hey are receiving from the competition.”

“Don’t start two businesses.”

“If you conceive a business where twenty serious mistakes could occur, and then you create safeguards to deal with some or most of these possibilities, you are creating a survivor.”

“The proper way to grow is by releasing growth. The worst way is to push growth.”

“One of the most important functions of the founder/manager of any business is sensing what that “inherent” growth rate should be, and adhering to it.”

“The time to be expansive is at the bottom of a recession. The time to be conservative and highly cost conscious is when profits and sales are soaring.”

“Plan to be around for a hundred years.”

“…the product itself is not the business you are in. Your business is creating satisfaction for the customer…”

“…if you plan to succeed, do so from the beginning. There may not be time later.”

“Let your relationship with money determine the amount of money you use to start your business.”

“Embarking on your own business venture, you should start slowly and steadily, preferably using your own money.”

“The sense that someone is on track, on schedule, and on purpose is immensely attractive to people and capital.”

“Do not compare yourself with others. Ignore the journalistic sirens of quick success. The question is what growth rate is comfortable for you.”

“Luck is working so hard at your craft, service, or enterprise that sooner or later you get a break.”

“In order to be a growing business and attract capital, you must project a sense that the world is expansive. Generosity, ampleness, and abundance draw money to ideas, people, and businesses.”

“Being in business will be one long, continuing effort. Persistence is applying yourself doggedly and relentlessly to the daily tasks at hand, knowing there are no shortcuts.”

“You cannot delegate what you do not understand.”

“The less experience, the less initial money should be spent.”

“Profit is a cost of doing business. You need it in order to grow.”

“In every business there is a “model” relationship between sales and expenses.”

“To grow, your business must earn the permission of the marketplace.”

“If you start with quality and the truth you’ll never have to stop.”

“…you must be the market. You should want to shop at the store you run or receive the services you offer. Every expression of the business … should be 100 percent credible, respectable, and acceptable to you.”

“…watch the customer’s hands, eyes, feet, and body. See what people do and don’t do, the attractions and repulsions, and observe the minutiae of daily life so that you can say before the buyer even knows it, “this is what you want.””

“Take your time. There’s plenty of it. If you try to rush your message and do and say too much, you’ll create cynicism, in your customers and yourself … proceed as though you are having a long dialogue with your customer.”

“You’re not big. Your market doesn’t want big.”

“As a small businessperson, you have no greater leverage than the truth.”

“The market is a stream of information constantly flowing into your business. Once you sense the stream and are able to read its signals, your business is born–and you know it.”

“When you are dealing with customer problems you have to discard the idea of profit.”

“A mistake is usually where the predicted didn’t happen. The unpredicted is the gap between perception and reality. The unpredicted is your best toehold on reality because it is from these events that don’t “go right” that you can discover what is really happening with your business.”

“The only model you should keep in mind is one of integrity, your own and your company’s, in all relations with suppliers, customers, and community.”

 

 

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Spine of Patti Smith's "Just Kids"

Just Kids by Patti Smith

“I thought of something I learned from reading Crazy Horse: The Strange Man of the Oglalas by Mari Sandoz. Crazy Horse believes that he will be victorious in battle, but if he stops to take spoils from the battlefield, he will be defeated. He tattoos lighting bolts on the ears of his horses so the sight of them will remind him of this as he rides. I tried to apply this lesson to the things at hand, careful not to take spoils that were not rightfully mine.”

“I flung my jacket over my shoulder, Frank Sinatra style. I was full of references. He was full of light and shadow. … He took twelve pictures that day. Within a few days he showed me the contact sheet. ‘This one has the magic,’ he said. When I look at it now, I never see me. I see us.”

“I left Mephistopheles, the angels, and the remnants of our handmade world, saying, ‘I choose Earth.'”

“‘Patti’, he drawled, ‘you got famous before me.'”

“Why can’t I write something that would awake the dead? That pursuit is what burns most deeply. I got over the loss of his desk and chair, but never the desire to produce a string of words more precious than the emeralds of Cortés.”

Spine of 'This Side of Paradise' by F. Scott Fitzgerald

This Side of Paradise by F. Scott Fitzgerald

“…he wanted people to like his mind again–after a while it might be such a nice place in which to live.”

“Youth is like having a big plate of candy. Sentimentalists think they want to be in the pure, simple state they were in before they ate the candy. They don’t. They just want the fun of eating it all over again. … I don’t want to repeat my innocence. I want the pleasure of losing it again.”

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