Funnier than the fool "is the man who, having had something funny happen to him, refuses to admit that anything out of the way has happened, and attempts to maintain his dignity," Chaplin once said.
He forever put his hapless character in jams, just so The Tramp could show his longing to be "a normal little gentleman."
"That is why, no matter how desperate the predicament is, I am always very much in earnest about clutching my cane, straightening my derby hat, and fixing my tie, even though I have just landed on my head."
They've set up MBSR programs for employees of Aetna, Intel, Target and, naturellement, Google.
With all our Internet-induced stress, it's little wonder.
"We need this stuff right now," says New York Times reporter David Gelles, author of Mindful Work, "Mindfulness is an effective way to get off the hamster wheel of our minds."
But if your māyā detector just buzzed, I'm with you.
I've tried mindfulness meditation, sitting with a great teacher.
I learned enough to know it's hard work.
People peddling MBSR as an easy remedy to stress are selling snake oil.
"Society is a troop of thinkers, and the best heads among them take the best places."
— Ralph Waldo Emerson
After Pantone each December announces its "color of the year," you'll see that color throughout every piece of marketing collateral you run into for the next 12 months. "Thought leadership" is 2016's color of the year. B2B marketers who've donned the color aren't fooling anyone, according to a new study by Hill+Knowlton and The Economist Group. "The very idea of what it means to be a thought leader—once limited to an elite group of businesses that truly developed proprietary knowledge—is increasingly seen as an overused and self-serving tactic, one that is contributing to the noise rather than cutting through it," says Jeff Pundyk, a coauthor of the study. Nearly 1,650 executives were asked their opinions of the "thought leadership content" they encounter:
Three in five say they're confused and overwhelmed by the sheer volume of that content. Ironically, eight in ten marketers plan to produce more in the coming 12 months.
Seventy-five percent say they've become more selective about the thought leadership content they consume.
Executives are compelled by thought leadership content only when it's “innovative,” “big picture,” “credible,” and “transformative;" they're turned off by content that's “superficial,” “sales driven,” and “biased.”
"Executives continue to rely on credible, fact-based content; in fact, they are consuming more of it but from fewer sources," Pundyk says.
"Today’s business executives are no longer looking for thought leaders; they are looking for authentic thought partners."
"This is a logical extension of the revenue management principle of pricing a service to match demand," says Sheryl Kimes, co-author of the study.
Some app providers already charge a premium for hard-to-get reservations at trendy spots; and some auction off those reservations. Demand, surge and dynamic pricing in fact surrounds us (think of your electricity company, local toll roads and summer rental properties), even though—as Uber recently learned—it's considered inhospitable. Only restaurateurs and economists—who insist it boosts supply—would say demand pricing isn't just plain, old-fashioned price gouging. What would you say?
ToutApp CEO "TK" Towhead Kader, who prides himself on "operational ruthlessness," is through with events; or, at least, with other people's events (OPE).
"If you’re attending any of the sales conferences this year, you may notice a distinct absence of a ToutApp booth," he says.
OPE have proven a heart-breaker. "As we looked back at our marketing spend in the past year, we couldn’t help but notice how paid speaking arrangements, booths, and sponsorships accounted for a lot of our spend but not a lot of attribution to closed business or real pipeline," TK says.
The CEO is diverting his company's spend on OPE "to things that have worked 10x better."
What are those things? Proprietary events (PE).
"We’ll invest in our own events in association with people we love," TK says.
"With all the money we save, we’ll spend that money to invest back into our product, pay our employees at competitive rates, and net-net, be an operationally ruthless company."
