vania-janet/multiturn-rag-retrieval-data huggingface dataset:
If someone says yeah, I'll buy at $1.10 it'll go up. I'm sure there is more to it than that. But everything I can find. It 100% has to have people more people wanting to buy then sale for it to go up. If more want to sale then buy, it'll go down. But hey, if this is way off base. Go ahead and fill me in. I'm open to CMV. This was all found after a short amount of time researching [""What makes stock prices go up?""](https://www.google.com/search?q=What+makes+stock+prices+go+up%3F&amp;oq=What+makes+stock+prices+go+up%3F&amp;gs_l=psy-ab.3..0i71k1l4.43421.43421.0.43882.0.0.0.0.0.0.0.0..0.0....0...1.1.64.psy-ab..0.0.0....0.6Crfejzb3XY)"
"the point is is that your hard work may or may not pan out based on factors which are completely not in your control, both in the past and in the future. that's the ""right time"" part of the expression. the right place is the part that everyone controls, but it's insufficient.   i mean are you really going to tell some person growing up in a slum that all they need to do is spend time and get to know and become friends with people? 9999/10000 times that isn't going to cut the mustard, because of their unlucky starting point."
This is the guy who created thousands of jobs, through his own hard work. Sure, it's easy to ignore the years of his life where he went without, when you look at it out of context. But whether you agree that people should be able to make a profit or not, he *does* actually employ thousands of people. He pays them money they use to buy food, clothes, and generally support themselves.
In today’s competitive world, if one wishes to excel and achieve mass success, it is mandatory to have best brand output for the customers. With the change in the marketing medium, the consumer has n-number of opportunities to choose from various mediums of social and mobile web.
If they really believed in their product, the juice, they should have just reorganized their structure to idk repackage it slightly. So then we can buy the squeezables in gas stations or something. Sounds pretty ready if people found out you could just squeeze em out. That's how you cut manufacture prices down and still reliever the MAIN product, the juice.  You can build the best machine in the world but if the product your selling doesn't need the machine, well you've just made a mechanical baby. Beautiful, expensive, and sure as hell don't make you money.
Headchef need to create a menu sustainable for the volume of business, it takes lot of work to refine a menu to make it profitable and appealing to customers at the same time. Sometimes ingredients can be used for different dishes based on freshness for example. The key is to have an experienced headchef in my opinion.
There are certainly bumps along the way. But any combination of these methods can produce positive results. I have been chasing each of these for my whole career, some with more success than others. But i'm still chipping away at it.
Are you doing seo web positioning but you do not notice anything? Okay, let's review all the critical points of your on page seo and your linked profile. With all this information we can already meet, Start Your Business Online and see how we started. Because since we started this adventure, we have managed not to be one more agency. We have endeavoured to understand and feel as your own all your projects, getting involved in each of its stages.
That would be like requiring the IT department in you company to be self sufficient.  You're IT department doesn't exist to earn a profit.  It exists to enable the rest of the company to earn a profit.  Your IT department runs a deficit, it sucks money from the bottom line of your company.  Hopefully, it boosts other departments in your company like sales, or engineering, and enables them to make more money than IT consumes.
Helps being born rich, born with access to money, being born white and male and in the first world.  Also helps having a police force to protect you, etc, and a military to defend your profits.  Anyhow, you feel free to lick that boss ass all day long.  Enjoy your meal.
you don't have move across the country. just to the nearest city. that's bull tho. anyone can make it happen if they try. and if not, too bad. some people in africa are born sick and die on a rock with a bear eating them.
I think he's talking about having a psychological investment in your dream. A truly devoted and obsessive leader will only be thinking about moving forward, not trying to work on getting out.   I don't think it's a fair thing to expect, however. I think a lot of prudent leaders will want to know how to exit gracefully. That doesn't mean they can't be risk takers, but they're smart.
The problem is, everyone feels pressure to grow. M&amp;A is no longer just about cost synergies, but increasingly about revenue synergies and acquiring products or services that demonstrate growth with an ongoing runway.  I see too many issues where acquires impede on the growth of their new acquisition, thus resulting in a huge failure.  But today, it's a grow or die mindset (become an acquisition target or free full towards bankruptcy). Many are willing to overpay for growth so that they can continue on.
"&gt;If you know that a company called Toyota with no access to any retained earnings... Okay, we are talking at cross-purposes here. I take it as axiomatic that speculative ventures by private actors is mostly a net good thing (e.g., grocery stores buying produce before the customer has handed over the gold, car-makers designing and building cars before they have been paid for end-to-end, etc...). Even if a lot of them fail, I take it as axiomatic that we would not have things like laptop computers and fresh oranges year-round and non-iron shirts without that kind of speculative investment. I also take it as axiomatic that such speculative investment could not/would not exist without privately- or publicly-issued promissory notes. E.g., I do not think anyone would ever have made the first laptop computer, if doing so required directly handing previously-acquired gold coins to everyone involved in the design and construction. A caveman with no money but infinite time could have built his own Macbook Pro with retina display: like everything else we have, it was dug up out of the ground by people no stronger than you or I. All the functionality is just ingenuity and machining, it's just stuff dug up and re-combined by people, not necessarily smarter than anyone else. The fact that it *has* been done by human beings, means, by definition, that it *can* be done by human beings. Ergo, a caveman could have done it. Could have placed a man on the moon, or built himself a 60"" 1080p TV, or an iPod, or a nuclear bomb, or a Ferrari, or sent a satellite past the solar-system, anything at all. We don't have anything that he didn't have: just ingenuity, and whatever we dig up out of the ground. But more realistically, the difference between us and cavemen is twofold: - We have a historical record, and the accumulated ingenuity of millions of individual insights; and, - We have an economy, based on credibility and promises, that allows things to be invented, tested, and made, before they are paid for.
I still remember during the dot-com boom when everyone was talking about how the traditional business metrics didn't work anymore. Turns out that a lot of people got severely burned finding out that they, in fact, did still work just fine.
Sometimes you have to travel from one place to another and you need to find a good taxi. In this case you have to find out as to whether you would be able to get the perfect one for you. This would make you stay yourself on a much better and profitable side that would not make you get tensed. Unless you try to get the perfect one for you it would not make you get the right amount of fulfillment.
London is a unique and vibrant city with a great deal of opportunity for those looking to create, build and run a successful business. It would be impossible to identify all of the rising stars in the United Kingdom's booming capital, but here are five...
Votes.  Resources everyone requires.  The ability to sue people forever for the same or similar issue, until those people are financially unable to defend themselves. Control over a “corner” of the market.  The means of production from under their competition. And on and on.
Some combination of the following  1. Executioner, warden, police, lawyer: Make sure the convicted are terminated or sanctioned in accordance with existing policy, both internal and external. Enforce compliance.  2. Chaplain, therapist: Work with management to ensure you're spiritually and emotionally capable of continuing to do the work you're given.  3. School administrator: Figure out ways to develop either specific employees or the general population for more advanced work.  4. Utopian reformer: Turn the organization into the type of touchy-feely paradise in which nobody is at each other's throats.  ...some focus more on one aspect that another. Sometimes they simply don't have the time to do everything they want to do - other times they are not given the authority to do so...
If you bark orders, people will do them.. but they'll put no effort into it and you'll distance yourself from them. Ask if they could do something for you. It's a politeness, nobody ever says no unless there is an issue which you need to deal with anyway. 1. Pick your battles. Is it worth moaning at someone for that little infraction? Or can you get over that message another way? i.e. I don't like people having drinks on the till counter, so when I take over to cover for them for a break, I just move it. After a while, no drinks appear on the counter. 1. Be honest. If you don't know, say so.. ask for input. Weigh up the options out loud, then pick one, explain why, and go for it - or better yet, get the person that thought of it working with you (not for you) to implement it. If you're wrong, hold your hand up and try the other suggestion(s). 1. Always take responsibility when things go wrong - that is actually your job. When things go well, use *you* and *we*. If things go badly, sometimes *I*, sometimes *we*, but never *you*. 1. Always be pro-active with money. If you owe your staff money for any reason, chase them to give it to them, never let them chase you. If there even *might* be any problems at all with money, let everyone know as soon as you know. Go out of your way to ensure they get what they're owed *now*, not later. I just did this today actually, I forgot to do expenses for someone and switched over the till so there wasn't enough cash in the new till to cover it.. so I just took it from the money to bank, and marked down why there was a discrepancy on the paperwork and will do the same tomorrow when that doesn't match by the opposite amount. I should not do this at all, but it's the right thing to do. 1. Listen carefully.
You're a leader now. Your role demands it. Do everything possible to learn your strengths and build your leadership skills. When you are at work just remember your relationship is not a friend or family based one. It's business. Make that expectation clear. Communicate.
Be honest with them and let them know exactly what is expected. Act like they are part of a team and that they are as important as you are. Ask for their input and give them credit for their work.  Thants all. Good luck.
Thanks! I don't even know who they are and what their roles are yet, let alone what I expect from them. Maybe this will come in time once I get to know them and the business. I have a feeling I'll be going in and my lack of knowledge will undermine any respect they would have otherwise had for me.
"Let's say - someone who gives you vague direction, gets upset when you ""do it wrong,"" then gives you the impression you're free to do it as you see fit, then two hours later comes in and starts micromanaging. When you ask for clarification by email, it goes unanswered, and when you ask in person you get a sixty minute discussion about some other subject that nets you more work.   Or how about a boss that's passive-aggressive? So when you take two days off to take your kids to college, he comments that there was a meeting that you really should've been at, because you would've been really helpful. And he finds ways to bring this up several times over the next few days.   What about a boss that asks you to take care of the network in addition to your primary duties, then asks you to leave the hours off your time sheet because it affects the customer's billing. Then a year later during promotion reviews, recorded hours are part of the input and said boss just sits there and doesn't say a word as their team is fucked?   Any of those suit you?"
What you say is 100% true and I will add: I want to hear and see that you are not too qualified so, one day, you will advance and be a threat to my [inept] qualifications.  In this case, being a CHIEF Security Officer, I think it ALSO requires good connections beyond saying what I want to hear.
"here's an all-too-common anecdote which gives me that impression: Executive summaries, PowerPoint etc. have slowly made most leaders slow and ineffective at dealing with change. I worked in a company that was adamant to continue to produce a DSL modem/Wifi Router/In-Room movie service box as their next product that would be installed per room into a Dslam on site in hotels. When I tried to explain to them people are just going to download porn online, cat-5 and a few Wifi routers are 1/10th the price and a Dlam is a pain in the troubleshoot over the phone they just ignored me. Why? Well they said they had been with the company for far longer, seniority was their excuse to drive a company into the ground. They never gave me one technical or analytical reason why their monstrosity of a project was actually worth pursuing, the actually thought they knew more about technology than their engineers, technicians and tech support because they had been sitting in rooms listening about technology at maybe a 10th grade level for 30 years. Every one of them had business degrees, even the CTO but that is not too bad on its own. It was the fact that they had never ventured out of their academic discipline. Their book shelves, if they had any, were filled with popular management books, self-help guides and dieting books. Oh man, sorry for the long rant, I hated that place. TL;DR: Management in MBA-led technical companies after a certain amount of time imho just becomes a bunch of deluded, self-righteous good old boys that will drive your company like 60 year old drunk frat boys at the wheel of a school bus. my background is in computational bio, which is close to economics math-wise. Let me do a play-by-play takedown of those things, and their dependency on context. 1) communicating with stakeholders How is this different from communication skills generally? stakeholders are not a homogenous group, so the statement is a derp. 2)negotiating goals much like the first, this is some ""communications"" herpderp.
"The article basically says: keep in touch, and show respect.  That's fine, but it's not nearly enough.  My top tip: make sure your work is measurable and visible, and report weekly on what you have accomplished using these measurements. There should be no question of ""what did you actually *accomplish* this week""."
At a certain point, your subordinates will test your limits. Recognize these minor infractions for what they are, and address them immediately. If you cut people slack on coming in late, cutting out early, not doing their job, ect, they will escalate into bigger problems.
Yeah, those sound like good interns. But I'd look at it more like a person like that would get more out of the internship than somebody will fewer qualification. I see where you're coming from. I haven't supervised an intern in a while, I moved into an organization this year that doesn't have anybody below VP level and doesn't take interns. I teach a class to interns and new grad hires though, and I always enjoy it.
Be honest, and let your expectations be known. BUT ....and I can't stress this enough...you need to let them know your willing to work just as hard as they are. Work with them, help them with their jobs every now and then so you know A) what  goes into their work and b) how they work. All ppl are different and respond differently to things but they will be more respectful of you if they know you don't think they are below you and that your a hard worker. Also....a thanks and good job go a long way....
"Such a ""duh"" article, but depressingly this happens in reality too much.  Years ago I was called into an EVP office who asked why my projects continued much longer than the average in the company (good thing - my projects kept going to get more results).  I was flummoxed by the very question.  Um, I answer questions, I deliver, I talk with the client, I'm above board.  What's the freaking magic?  Nothing - I am a person and so are the clients."
Completely agree, my boss is a great guy and I wouldn't have it any other way.  I was going to be skipped for a raise because I was just hired, but he talked them into giving me one because I was under contract for two years.
Every organization is built on teamwork. So knowing your team mates is crucial. Insist on informal introductions which help your team member openly talk about who they are as people, what they like and don't. Getting to know them at a slightly more personal level helps them warm up to you as a leader.
&gt; Your never done building your culture. It's not some sort of top ten list. It has to be maintained against entropy and natural employee churn  Yes but that doesn't mean the person who built it is also the best person to maintain/enforce it.  Bye Felicia.
I've only worked for one firm but thankfully our CIO is technically inclined and has a technology background.  Agree on the project management aspect. I'm the tech lead on projects and the PM essentially just acts as an escalation point and needs to ask me for updates/decisions that need to be made. All they really do is watch the budget and schedule and change it as I direct them to.
I would say that there are places where you are indeed a code monkey, and what you learn is easily transferred. i.e: If you know Java, or RoR, it's easy to get started at a new job where the apps are built with those languages.   However, if you're able to get some, Murex, Kondor+ or Calypso training or exposure under your belt, your skills are much more highly sought after, and can get you a much higher salary than an ordinary code monkey.   At the end of the day managing is managing, regardless of whether you're managing code monkeys or Murex developers.
As you can tell from books already posted here, the way you asked the question is very broad. If you want the nuts and bolts of running a business with more than 10 people here are some I'd recommend.  Kiss Theory Goodbye by Prosen Mastering the Rockefeller Habits by Harnis Awesomely Simple by Spense  See my other reviews of business books at https://www.librarything.com/catalog/BizCoach
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It's the kick ass part I'm worried about! I can kick ass when it's a simple matter of defending my principles or close ones, but managing other people like this will be a new challenge altogether. I guess I have to try first!
"Thanks for sharing. I think it's a great idea to allow everyone to speak freely and share their thoughts in an open format for critiquing. I've watched [similar TED talks](http://www.ted.com/talks/dan_ariely_what_makes_us_feel_good_about_our_work?language=en#t-66168) that have shown this practice gives more value to an employee's self worth, which also leads to more overall productivity. However, I'm a little puzzled by Mr. Dalio's merit weighting/""believability"" index, and feel like I need more information to understand how they attribute those weights. Here's an excellent and relevant excerpt from one of my favorite reads – 2 Second Lean by Paul Akers: *Besides having a 100% emotional commitment, a Lean leader must be humble. What does that look like? Let me give you a tangible goal. Commit yourself to validating, complimenting and/ or recognizing the work of your employees at least ten times a day. Your people should be accustomed to hearing you say things like, “That’s a great idea, Bob,” or “Mary, I appreciate how hard you’ve worked on this project,” or “Actually, John, I like your idea better than mine.” When humility becomes a central attribute of the Lean leadership a vortex of creativity and buy-in will follow. When there is a culture where people know there is not an egomaniac in charge they can begin to grow and thrive. They know that leadership is singular in their focus to give others credit above themselves. There are no politics, no jealousies or rivalries because everybody knows they’ll be acknowledged for their contribution and more importantly, they understand their job is to acknowledge others’ contributions. A Lean culture is a generous environment. It’s generous in giving credit to others, generous in respect, generous in offering ideas, support and help.* *The Lean leader has an ego strong enough to solicit and welcome ideas from absolutely every person involved and will recognize everybody’s contribution as valuable.
But the actual quantities produced are a matter of scheduling &amp; planning via MRP systems (aka or MRP II and ERP). So, as I said... your ignorance (which has then turned into arrogance) is showing. &gt;In my field we measure things like the change in average time to launch, or the revenue impact of features, or the change in performance metrics, etc. LOL. The attempts to measure software engineering are among the ""most failed"" category of performance measurement. Everyone in management basically keeps repeating the same stupid mistakes that were already proven worthless in prior iterations. &gt;They're all proxy measurements though. Poor performers are generally much easier to spot than high performers. Mediocre performers can generally get through things, but may not earn promotions etc. Don't kid yourself. Poor performers in terms of actual quality &amp; quantity of code will often still be promoted for several ""political"" reasons; they are probably better at ""managing up"" than the better coders are (IOW, they suck up to the ""idiot manager MBA"" boss better, regurgitate the latest party line of buzzwords/phrases on a regular basis, are not seen as ""troublesome"" {adamant/insistent on quality or consistency} and are seen as ""team players"", etc.) About the only ""poor performers"" that will be easily spotted are those who are totally incompetent/unqualified -- and really, they are an indication of poor management in that they should never have been hired in the first place. And the true ""high performers"" in software are in fact fairly easy to spot -- provided you know what to look for (and don't get caught up in ridiculously inane and worthless proxy performance metrics -- which are all too often ""how well/often did you kiss the boss's arse/comply with some meaningless process steps"")."
when you have a problem, the first person you call is usually incompetent. They can't solve your problem, and you can tell they are trying to get off the phone just so you are not their problem any more.    obviously not everyone can be an omniscient senior engineer, but please ensure you have an effective escalation process.
We are well equipped with controls and oversight.  What we lack is a great person on our floor to help handle our finance function.  We hope that qualified redditors from this subreddit will consider throwing their hats in the ring.