Sometimes I Even Saw Tears In Her Eyes

Sometimes I Even Saw Tears In Her Eyes

Sometimes I Even Saw Tears In Her Eyes

Copyright © 2023 by Kari Foster

All rights reserved

TABLE OF CONTENTS

CHAPTER 1 : AUTOBIOGRAPHY OF KATHY PARSANKO

CHAPTER 2 : ACT IN A CERTAIN WAY

CHAPTER 3 : ROBERT KAPLAN, A PROFESSOR OF ACCOUNTING AT HBS

CHAPTER 4 : FOCUS ON OPPORTUNITIES

CHAPTER 5 : DIVE TENT PRICE

CHAPTER 1 : AUTOBIOGRAPHY OF KATHY PARSANKO

Kathy Parsanko is a marketing and public relations consultant in Cincinnati, Ohio. While working at the Drake Center, she shared the final autobiography for this book. In what form does the greatest enchantment exist? Long lasting love between two people.

DON MARTINS AND ULYS MARTIN, WHO DON CALLS THE CUTE BRIDEMy friend, who lives in Bridgeway Pointe, belongs to the community (people with disabilities) supported by the Drake Center. Don lives in an apartment alone. Ulys lives in a safe room for the insane on another floor. Don drives his electric wheelchair to visit her every day. They've been married for sixty-five years, have lived all over the world, and now they're back here.

Ulys is constantly confused and doesn't know what day it is, doesn't know where he is, and probably doesn't know who he's talking to... until Don shows up. Whenever she saw him, her face lit up, she smiled, and sometimes I even saw tears in her eyes. She recognized Don. And they communicate with each other, verbally or not. This is the kind of love that many people think only exists in novels or dreams. But I have seen it.

Ulys and Don's story was featured on the front page of the Cincinnati Enquirer on Valentine's Day 2010. At first, Don didn't understand why so many people wanted to read about our personal story. He doesn't understand why people make such a big deal about this. But then he realized. I read to him the positive and touching comments that readers had written online. Many people expressed gratitude to the couple for giving them hope that one day they will find their true love.

Working in public relations in a disability community is a life-giving job. When coming to this place, residents and their families are very vulnerable and do not ask for anything. Most of them know what really matters, and that is love. And there's really nothing more enchanting than living in that environment.

GREAT Test

To help you get started, I've answered the first two questions.

1. How many facial muscles are used to create an attractive smile?

a. 0

b. 2

c. 3

d. 5

e. ten

2. How should you dress compared to the person you want to charm?

a. More than them

b. Lose to them

c . By last name

d. Not important

e. As long as you are satisfied

3. What is a useful method for starting a goal?

a. Tell a story

b. Sow many seeds

c. Ask people what they will do

d. Reduce choices

e. All items above

4. When meeting someone for the first time, you should

a. Consider his requests skeptically

b. Shake his hand for at least ten seconds

c. Use similes about war to get acquainted

d. Don't chat about personal passions but focus on work topics

e. By default, you are willing to say yes and think of ways to help him

5. Five qualities of a good goal are

a. Silly, flawed, obscure, irritating and expensive

b. Deep, intelligent, complete, empowering and remarkable

c. Disadvantageous, out of place, contradictory, erotic and ephemeral

d. Deep, intellectual, competitive, eloquent and novel

e. Didactic, tasteless, charming, decent and sacred

6. Choose the third quality of a message: brevity, likability, and

a. Serious

b. Skillful

c. Mock

d. Receptive

e. Show off your piety

7. What characteristics encourage people to try your product?

a. Easy to use

b. Start immediately

c. Low trial cost

d. You can stop trying

e. All items above

8. When should you raise a conflict of interest?

a. Immediately after signing the contract

b. Never

c. Right at the beginning of the relationship

d. When others ask

e. When summoned to court

9. Which method does not help counter target opposition?

a. Create awareness of popularity

b. Create awareness of scarcity

c. Find a bright spot

d. Show people your magic

e. All methods can help conquer opposition

10. When someone thanks you for helping, the best response is

a. You're welcome

b. You owe me.

c. Piece of cake

d. My people did that

e. I know you will do the same.

11. Which of the following statements is false?

a. You should create a separate workplace for people who believe in your goals

b. People will return the favor decades later

c. A homogeneous group will maintain the fascination

d. The Grateful Dead allows people to record their performances

e. Monetary rewards do not guarantee loyalty and support

12. Which format is ideal for Power Point or Keynote presentations?

a. Sixty pages, six minutes, size six font

b. Ten pages, sixty minutes, size eight font

c. Twenty pages, twenty minutes, size ten font

d. Ten pages, twenty minutes, thirty-point font

e. Thirty pages, ninety minutes, sixty-point font

13. What is the appropriate length for an attractive Youtube video?

a. Sixty minutes

b. Sixty seconds

c. Five minutes

d. Fifteen seconds

e. Ten seconds

14. Which Japanese principle should you not follow?

a. Wa

b. Bakatare

c. Shibui

d. Seijaku

e. Kanso

15. When should you pay attention to the crowd?

a. The crowd represented many diverse cultures

b. The opinion of each person in the crowd is considered

c. There is a policy that encourages only knowledgeable people to participate

d. a, b and c

e. Only c

16. What can you do to captivate the crowd at the beginning of each speech?

a. Thank you audience for turning off your phone

b. Discount your product or service

c. Show off photos of their city that fascinate you

d. Show a photo of your new Porsche

e. Explain that you are really tired after a long flight

17. What you shouldn't do if you want to charm your employees

a. Create conditions for them to work independently

b. Ask them to do what you wouldn't do

c. Consider your shortcomings first

d. Celebrate collective success

e. Evaluate your results and their intentions

18. If you want me to stay at your hotel, what shouldn't you do?

a. Wireless network billing

b. Provide only one power outlet at the desk

c. Turn the fitness center into a reception room

d. Collect money when booking

e. Only one card is provided for use at the bar

19. What is the most important thing you can do to charm your boss?

a. Endure

b. Give bad news last

c. Refuse career advice

d. Promise little and deliver much

e. Drop everything to do what your boss wants

20. What is not a quality of Twitter?

a. Reliable

b. Free of charge

c. Easy

d. Popular

e. Fast

Bonus question: I answered the first two questions to

a. Raise your score

b. Proves to you that I know my book well

c. Make the test short

d. Encourage cheating

e. We encourage you to take the test

Answer:1b, 2c, 3e, 4e, 5b, 6d, 7e, 8c, 9e, 10e, 11c, 12d,13b, 14b, 15d, 16c, 17b , 18 d, 19 e, 20 a.

How do you take the test? Here is a guide scorecard to rate your enchantment skill:

19 - 20You can teach Steve Jobs a few things

16 - 18Use your tricks to mesmerize everyone

11 - 15Reread Enchanted again

6 - 10Find a job with little human contact

0 - 5Ask me to refund the book

Reference source

A good book begins with expectations, and ends with joy and profit.

- A. Bronson Alcott

During the time I was writing the book, I consulted nearly twenty books on influence and the art of persuasion. They broaden and enrich my knowledge of enchantment. I list them here so you can follow my steps and learn more about enchantment methods.

Bedell, Gene. 3 Steps to Yes: The Gentle Art of Getting Your Way. New York: Crown Business, 2000.

Brafman, Ori, and Rom Brafman. Sway: The Irresistible Pull of Irrational Behavior . New York: Broadway Business, 2008.

Brafman, Ori, and Rom Brafman. Click: The Magic of Instant Connections . New York: Broadway Business, 2010.

Carnegie, Dale. How to Win Friends and Influence People. New York: Simonand Schuster, 2009.

Cialdini, Robert. Influence: The Psychology of Persuasion. New York: HarperPaperbacks, 2006.

Deci, Edward L., with Richard Flaste. Why We Do What We Do: Understanding Self-Motivation. New York: Putnam's, 1995.

Earls, Mark. Herd:How to Change Mass Behavior by Harnessing Our True Nature. West Sussex, UK: John Wiley, 2007.

Fisher, Len. The Perfect Swarm: The Science of Complexity in Everyday Life. New York: Basic Books, 2009.

Freedman, David H. Wrong:Why Experts Keep Failing Us—and How to Know When Not to Trust Them. New York: Little, Brown, 2010.

Gawande, Atul. The Checklist Manifesto: How to Get Things Right. New York: Metropolitan Books, 2010.

Goldstein, Noah J., Steve J. Martin, and Robert B. Cialdini. Yes! 50 Scientifically Proven Ways to be Persuasive. New York: Free Press, 2008.

Granger, Russell H. The 7 Triggers to Yes: The New Science Behind InfluencingPeople's Decisions. New York: McGraw-Hill, 2008.

Heath, Chip, and Dan Heath. Switch: How to Change Things When Change Is Hard. New York: Broadway Books, 2010.

Lehrer, Jonah. How We Decide . Boston: Houghton Mifflin Harcourt, 2009.

Lovaglia, Michael J. Knowing People: The Personal Use of Social Psychology. New York: McGraw-Hill, 1999.

Luntz, Frank. Words That Work: It's Not What You Say, It's What People Hear. New York: Hyperion, 2007.

Mauboussin, Michael J. Think Twice: Harnessing the Power of Counterintuition. Boston: Harvard Business Press, 2009.

Patterson, Kerry, Joseph Grenny, David Maxfield, Ron McMillan, and Al Switzler. Influencer: The Power to Change Anything. New York: McGraw-Hill, 2008.

Shell, G. Richard, and Mario Moussa. The Art of Woo: Using Strategic Persuasion to Sell Your Ideas. New York: Portfolio, 2007.

Thaler, Richard H., and Cass R. Sunstein. Nudge: Improving Decisions About Health, Wealth, and Happiness. New York: Penguin Books, 2009.

I also like this design the most. I had previously intended to veto the majority's results, but the recount gave me the opportunity to maintain fairness, openness and transparency. So much better.

During the competition, many designers attacked me for exploiting the creativity in their colleagues. They reasoned that if 250 people entered and only one person won, that meant I was taking advantage of the other 249 people. It is a crime because it is speculative and there is no guarantee of payment. Stop it. The nature of life is like that: without courage there is no glory, no fame, no experience and no reward at all. I'm not forcing anyone to join, and this is your chance to win $1,000 and become famous. I'm glad to see that the winner (a) is not a professional designer; (b) is not a US person; (c) not a talkative person. He is Ade Harnusa Azril, an electrical student at Institut Teknologi Bandung in Indonesia.

I couldn't have planned it that well.

After I announced the winner, the designers attacked the winning design, saying it was nothing more than a picture of a butterfly on an ordinary red background. Yes, but Andy Warhol painted a can of Cambell soup. That's too bad, it seems like they haven't thought about that yet? I have never seen an industry where people push each other down to get up as much as the design industry.

Unfortunately (or perhaps fortunately), the design was not approved by the editor, publicist, publisher, and publishing assistant. So much New Age style! Too feminine - no man would read a red book with a butterfly on the cover. Too homegrown, too cheesy, too… you get the picture. And the worst sentence is The sales team doesn't like it.

Welcome to my world.

But when 90% of the battle has taken place. 90% of difficulties are still waiting for you.

As I later saw, this negative reaction forced me to roll up my sleeves and get to work. One night, while cycling on the Star Trac and reading tweets on my iPad while watching NHL On the Fly, I came up with the idea of an origami butterfly. Japanese - ND). This idea solves two problems: not using photos purchased online and reducing the homegrown, New Age style mark. Furthermore, there is a special connection: a Japanese person and a Japanese art.

I knew nothing about origami, so I Googled origami butterfly, and I asked my 330,000 closest friends on Twitter, Does anyone know an origami master? The results obtained are excellent. My sister - Jean Okimoto - and also Lisa Kailua Lisa Mullinaux, Jason Wehmhoener, and Marco Carbullido came together to help me. These efforts led me to Michael G. LaFosse's design called Alexander Swallowtail Butterfly, which I saw on Sara Adam's website:

Then I learned that Michael is Wayne Gretzky when it comes to origami. He and his partner, Richard Alexander, run Origamito Studio. Michael starred in the famous origami movie, Between the Fold. I went to Origamito's website and sent an email to the webmaster's address, who usually never responded. Oh my gosh, Michael responded within a day.

Things continued – from the story of the Waikiki World Fair and Don Ho – and Michael created a unique design called the Kawasaki Swallowtail Butterfly. Have you ever heard of Jobs, Gates, Williams, Stone, Ballmer, Ellison, or Zuckerberg's origami butterflies? Probably not yet.

Richard glued gilded paper he made himself to the printing paper to create a double-sided effect. And Michael assembled a Kawasaki Swallowtail and voila, I had a cool butterfly that looked like James Clavell's Shoguns clashing with a B-1 stealth bomber.

By this point I had a cool butterfly and butterfly design on a red background. Now I need someone to make the design perfect and complete according to the specifications of the book cover. Sarah Brody helped me with this.

You are familiar with her products because she is the main designer for many Apple application software. She photographed the Kawasaki Swallowtail, edited the image, created the red glossy background, chose the font (FFThesis-TheSans), created the cover layout, and generally made it perfect. Just now is the story of how I mobilized a design crowd of 250 talented people around the world, chose an idea from an engineering student in Indonesia, convinced an origami master in Boston to create a new butterfly, and sewed it. Lucky to know a famous designer in Silicon Valley. Is there any book cover story more enchanting than this?

WHY DO WE DO THE RIGHT THING BUT WE STILL FEEL WRONG?

In this book, we will discuss the following:

- A corporation almost closed a branch before realizing that it was actually an opportunity to grow its business.

- The sales manager struggled to find ways to reduce forecast sales.

- Incentive strategies to motivate and reward underperforming employees.

- Pricing strategies that make no sense, but still increase earnings.

Surely there is a grievance in your mind. How can such things be real? If so many of us make mistakes in so many areas, and if I claim that those mistakes are so obvious, then why do they continue to this day?

The answer is not because we are stupid. It's because we spend so much time thinking about how to do new things that we don't have time to reflect on our own thinking. This is the promise of this book. Our work can be significantly more efficient. We don't need to become wise, or learn tons of new skills, or work harder, or cram in vast amounts of knowledge. Simply put, to be successful, we just need to improve our thinking about how we use what we have.

That's why I wrote this book, a book about many common misconceptions in business, and how to avoid them, through a discussion of Caveman Wisdom.

INTELLIGENCE OF THE ANCIENT MAN

Do you remember the old days, when people lived in herds and hunting was the main way to make a living, when being bitten to death by a saber-toothed tiger was considered an occupational accident, and when people were excited and excited about The fashion trend is bearskin coats?

No, you probably don't remember, and neither do I. Life in the Stone Age must have been dirty, cruel and (usually) short, but extremely simple. At that time, risks and opportunities were very few, very easy to see, and dealing with or grasping them was not difficult.

Imagine a more advanced, civilized society on the other side of the galaxy. Every thousand years or so, they send someone to check on us. This year's test takers noticed the progress we have made in the field of technology. Since that visit a thousand years ago, our homes, tools, and information have now evolved beyond recognition. Our intergalactic visitor certainly approves, and is deeply impressed by our progress. But, they may also be disappointed by our way of thinking about the new world we have been creating. So it seems a lot of the time we're stuck in the Stone Age, and we have to apply caveman thinking to the problems of the information age.

The visitors concluded that we need to reflect more on our own thinking, otherwise we will fall into a mess with no way out.

In fact, the Caveman Mind is responsible for most of the thinking problems described above, thanks to two principles.

Caveman wisdom - Principle number 1 - Familiarity is safety

Imagine a poor caveman placed in a new situation: For example, he was taken from the savannah to the tropical forest. Everything is different - from the plants, animals, sights, sounds, to smells. How does he know what is safe and what is dangerous? Too hard.

In this new environment, he not only has no experience, but also lacks many of the skills we often use to know whether we are safe or not. He doesn't have the knowledge to help him know what is safe to eat. Nor was he allowed to read the books of those who had been there, so that they could tell him about their findings.

This is a difficult problem, and the caveman can only solve the problem in the only way he has. He takes refuge in the simple aphorism – familiarity = safety. Or, to put it another way: If this situation is familiar, it means I've gotten through it before, so I can get through it again. If I'm not familiar, I won't take the risk.

For