DISCLAIMER

This blog is not intended as professional advice. The author disclaims any liability, loss, or risk taken by individuals who directly or indirectly act on the information contained herein.All readers must accept full responsibility for their use of this material.

My sponers

Saturday, August 27, 2011

Hosting Integrity Golf Classic

BBB Foundation Tees Off to Help Educate Community by Hosting Integrity Golf Classic


BBB of Central Arizona Foundation (BBB Foundation) will host its 21st annual Integrity Golf Classic on Thursday, October 27, 2011, at ASU Karsten Golf Course in Tempe. Proceeds from the event will benefit BBB Foundation’s Savvy Consumer Programs, which educate teens and senior citizens on financial literacy topics and important marketplace issues.

The tournament will kick off with a shotgun start at 7:45 a.m. Following the tournament, a luncheon, awards ceremony and raffle will take place on the scenic patio of the Trophy Room Restaurant.

“The golf tournament helps BBB Foundation go into classrooms and community centers to educate consumers on how to make savvy financial decisions,” said Erin Harshfield, BBB Foundation Director. “By providing financial literacy basics and information on current marketplace scams, we hope to create a community of savvy consumers that positively impacts our economy.”

In 2010, BBB Foundation reached more than 135,000 Arizona residents through various community outreach activities. Collaboration with organizations such as Friendly House, Arizona Quest for Kids, Maricopa Elder Abuse Prevention Alliance, and the Elder Abuse Prevention Coalition, to name a few, has allowed BBB Foundation to continue working on building a community of savvy consumers.

For more information on BBB Foundation’s 2011 Integrity Golf Classic,visit www.arizona.bbb.org/golf2011 or call 602-264-2864. You may also email bbbfoundation@arizonabbb.org.

Anti-Corruption Programme

Launch of Principles for Anti-Corruption Programme
04 July 2011

The Institute of Business Ethics (IBE) is pleased to welcome the publication of Principles for an Anti-Corruption Programme under the UK Bribery Act 2010 for the Energy and Extractives Sector.
The Principles have been developed by a group of leading energy and mining companies and draw on their considerable experience of managing potential bribery and corruption. They represent a sharing of best practice and are intended to provide assistance to organisations operating in these areas on the key issues to consider as they seek to prevent bribery in their organisations.
The IBE provided assistance in the development of the Principles.
The key Principles are based on those that the contributor companies employ in their own businesses. It is anticipated that the Principles will be used as a helpful reference to assist organisations to develop or enhance their own policies and procedures.
The Principles may also be of benefit to companies in other sectors who are considering policies and procedures to help prevent bribery in their own organisations.
The contributors are grateful to the Serious Fraud Office for the opportunity to discuss the Principles. Commenting on the publication, Richard Alderman, the Director of the SFO said:
"It is very clear from reading this guidance that the companies in this sector are committed to full compliance with the Bribery Act and that they are living up to the high ethical standards that society expects from them. I am delighted therefore to welcome this readily accessible guidance. It is an excellent example of good practice and is a model of what is needed."

Wednesday, August 24, 2011

Insurance company to refund customers

ibe.org.uk
NZ: Insurance company to refund customers after Fair Trading Act breach, NZCC
19 August 2011
An insurance company has admitted breaching the Fair Trading Act by failing to adequately disclose that an administration fee would be charged for cancelling private vehicle insurance. Protecta Insurance has written to 840 policy holders who were incorrectly charged from January 2007 to March 2011. The company has acknowledged its mistake and will refund approximately $44,471 to those policy holders. It has also changed its policy wording to clarify that an administration fee will be charged for cancellation.

Saturday, August 20, 2011

Industry level strategies to control

From the textile and garment industry, the reality, the international buyers order and social responsibility requirements linked to the formation of the initial basic driving force of social responsibility. But with the financial crisis in 2009, the proportion of the increased domestic and industrial restructuring and promotion of industry transfer, trade and investment, production and sales growth in the domestic market demand is gradually digested, the past passive driving force of social responsibility began with the industrial policies specifications and industry have gradually shifted the initiative.
In fact, from a global perspective on the development of social responsibility is only just 20 years. The early 1990s, Levis "sweatshops" in the event was revealed to be a time a great impact on the brand Levis. In order to save the public image to the sustainable development of the brand, Levis company developed its first Code of Practice.
Liability management strategy of driving force
Social responsibility involves the original corporate ethics dimension, this translated into an improvement in efficiency related to business, management changes.
"China's textile and apparel industry 2009/2010 annual Social Responsibility Report", solemnly wrote: Regardless of whether the responsibility is really a distinction, are no longer sustainable development was denied to all countries, all industries, all enterprises, or even all individuals "common responsibility."
For example, printing and dyeing class enterprise through the application of energy saving technology to reduce the environmental costs of enterprise market access.
Therefore, the strategic transformation of social responsibility is an important enterprise efficiency polarization factor. In addition, the mining industry within the dominant corporate social responsibility through continuous management of the potential, allows companies get better control costs. Based on this, "Social Responsibility Annual Report" recommendations: industries and enterprises must take the initiative to seize the historic opportunity to strengthen corporate social responsibility strategy and management capacity, it could be sustained in the future development of space.

Promote Your Business With Self Publishing

Promote Your Business With Self Publishing

One great and unique way to get your company s story out there is by publishing your own book. Here are a few things to keep in mind as you get started on this project.

Gather Your Material:

When you are looking to create your own company book, you are going to want to make sure that it contains only the highest quality photos, and nothing but well written copy.

To that end, your creative team (even if that is just you alone) needs to sit down and create a strategy for the book. Start by thinking of who your target audience is going to be. Is the purpose of the book to attract new clients? Is the purpose to gain some local press? Is it simply a gift for your employees and current clients? All of the above? Deciding these matters from the very beginning will help guide the project throughout the process, and help to keep you focused.

In the beginning stages, gather as much information as your company has out there, in whatever form, including brochures, booklets, annual reports, and web copy. Whatever printed material you and your company already have, get it all together in one place and let that be your starting point. When you are looking over this material, ask yourself what story your company is telling, and how the items in front of you tell it. What great and interesting parts do they leave out? Does your company, for instance, have a compelling story about its beginning stages? Did you overcome diversity to get where you are?

The main idea is to create a story arc, and to write it down in outline form in this stage.

Writing and Artwork:

Keep in mind that not all great books start at the beginning. You can, for instance, start your book at a particular turning point in your company s history and work outward and inward from there.

If you are not comfortable with the work of writing your company s book, hire someone to do it for you. The first place you might want to look is at the copywriter who helped you with your promotional material. Chances are he or she will be up to the task, or will know someone who is. This is a pert of the job that is central and vital to the quality of the entire project, so find someone whose work you trust, and be prepared to pay them what they are worth.

The same goes for your photographer and any graphic artists you may need to hire. The only thing worse than not having a book is having one that looks poorly conceived.

Printing and Binding:

Just as with the talent that helped you with your promotional book, you will not want to skimp on the printing. If you are going to use color photographs, you will need to get your pages printed with a high quality digital four color process printer.

When it comes to binding your book, you have several options. You can send them to an online company, but you may also want to consider having your own binding machine on the premises so you can make any changes you need to at any time, and have your books ready to go in mere minutes. The machines that do hardcover binding are known as thermal binding machines, and start at under $100. These machines are incredibly simple to use, and are great for binding presentations, proposals and reports as well

Loss of Credibility and Authority:

Loss of Credibility and Authority:

No Authority!

No Authority, No Click!

Let us assume that you are getting some visitors to your blog posts, even though you have duplicate content on your blog. Don’t be happy my friend, because this is only half of the battle. The most important part is convincing your visitors to click on your affiliate links and to make them buy the product/service that you are promoting.

When visitors comes to your blog and see the same content that they have seen on a number of other sites, they will be least likely to click on the links provided by you. Why? This is because your visitors are human like you and me and they love to buy things that are recommended by people that they trust or whom they consider as an authority on the subject.

When your visitors realize that you are using duplicate content on your blog, the first thing that comes to their mind is that you are not an expert or you don’t know anything about the topic. And that’s why you are using duplicated content. Therefore they will never consider you as an authority person and will not even look on your product recommendations.

So, the ultimate loss is yours. This will reduce the number of visitors who will be willing to click through your recommended links. And lower click through always reduces the chances of better revenue. I’m sure that you know it!

SOCIAL MEDIA PROVIDES VALIDATION 2k

SOCIAL MEDIA PROVIDES VALIDATION
In other words, being able to see that demonstrators were revolting in Tunisia seemed to help trigger the same kind of response in Egypt, because it helped protesters in Tahrir Square in Egypt see themselves as part of a larger movement, or at least not alone in their desire to revolt. That’s a positive use of these tools (unless you’re a member of the totalitarian government in either country, of course), but the same phenomenon also theoretically makes it easier for people to justify their behavior in a riot in London, because others are doing the same thing.

Is this specific to social media like Twitter or Facebook? Hardly. As some noted about the almost hysterical coverage of these tools by mainstream media, television news reports and tabloid newspapers arguably do as much to publicize and legitimize that kind of behavior as any social network does.

The difference with Twitter and Facebook is that they are always on, and real-time in a way that even television often isn’t. But the real power comes from the connections that such tools allow between individuals: people who may not even know each other, but become part of a much larger phenomenon via their social connections and their ability to communicate quickly and easily. That can help citizens rise up against their dictatorial governments, but it can also help thugs and thieves take advantage of a cause to create panic and disorder. Unfortunately, you can’t have one without the other.

Network Effects:Social Media's Role

Network Effects: Social Media's Role in the London Riots

Facebook and Twitter can fuel uprisings by allowing participants to coordinate action and to see themselves as part of a larger movement


In the wake of a controversial police shooting, Britain’s capital city has been rocked by two straight days of widespread rioting and looting. As with previous riots—such as those in Vancouver, B.C., following the Stanley Cup finals—everyone seems to be looking for a culprit, with some blaming Twitter and Facebook, and others pinning the violence on BlackBerry (RIMM) and its instant messaging abilities. But that’s a little like blaming individual trees for the forest fire. As we’ve pointed out before with respect to the uprisings in Tunisia and Egypt, these are just aspects of our increasingly real-time, mobile, and connected lives, and they can be an incredibly powerful force for both good and bad.

Although they are completely different in important ways, there are also some interesting similarities between the riots in London this weekend and the uprisings in Egypt’s Tahrir Square. Both were triggered by the death of a man whom some believed was unfairly targeted by the authorities. In Britain, it was Mark Duggan—a 29-year-old father of four shot dead after being stopped by the police—and in Egypt, it was Khaled Said, a 28-year-old businessman who was pulled from an Internet cafe and beaten to death by security forces. Both deaths also led to the creation of Facebook pages that became the focus of a social media effort that ultimately fueled the protests.

Asset Liability Management in Risk Framework

Asset-Liability Management (ALM) can be termed as a risk management technique designed to earn an adequate return while maintaining a comfortable surplus of assets beyond liabilities. It takes into consideration interest rates, earning power, and degree of willingness to take on debt and hence is also known as Surplus Management.

But in the last decade the meaning of ALM has evolved. It is now used in many different ways under different contexts. ALM, which was actually pioneered by financial institutions and banks, are now widely being used in industries too. The Society of Actuaries Task Force on ALM Principles, Canada, offers the following definition for ALM: "Asset Liability Management is the on-going process of formulating, implementing, monitoring, and revising strategies related to assets and liabilities in an attempt to achieve financial objectives for a given set of risk tolerances and constraints."

Basis of Asset-Liability Management

Basis of Asset-Liability Management

Traditionally, banks and insurance companies used accrual system of accounting for all their assets and liabilities. They would take on liabilities - such as deposits, life insurance policies or annuities. They would then invest the proceeds from these liabilities in assets such as loans, bonds or real estate. All these assets and liabilities were held at book value. Doing so disguised possible risks arising from how the assets and liabilities were structured.

Consider a bank that borrows 1 Crore (100 Lakhs) at 6 % for a year and lends the same money at 7 % to a highly rated borrower for 5 years. The net transaction appears profitable-the bank is earning a 100 basis point spread - but it entails considerable risk. At the end of a year, the bank will have to find new financing for the loan, which will have 4 more years before it matures. If interest rates have risen, the bank may have to pay a higher rate of interest on the new financing than the fixed 7 % it is earning on its loan.

Suppose, at the end of a year, an applicable 4-year interest rate is 8 %. The bank is in serious trouble. It is going to earn 7 % on its loan but would have to pay 8 % on its financing. Accrual accounting does not recognize this problem. Based upon accrual accounting, the bank would earn Rs 100,000 in the first year although in the preceding years it is going to incur a loss.

The problem in this example was caused by a mismatch between assets and liabilities. Prior to the 1970's, such mismatches tended not to be a significant problem. Interest rates in developed countries experienced only modest fluctuations, so losses due to asset-liability mismatches were small or trivial. Many firms intentionally mismatched their balance sheets and as yield curves were generally upward sloping, banks could earn a spread by borrowing short and lending long.

Things started to change in the 1970s, which ushered in a period of volatile interest rates that continued till the early 1980s. US regulations which had capped the interest rates so that banks could pay depositors, was abandoned which led to a migration of dollar deposit overseas. Managers of many firms, who were accustomed to thinking in terms of accrual accounting, were slow to recognize this emerging risk. Some firms suffered staggering losses. Because the firms used accrual accounting, it resulted in more of crippled balance sheets than bankruptcies. Firms had no options but to accrue the losses over a subsequent period of 5 to 10 years.

One example, which drew attention, was that of US mutual life insurance company "The Equitable." During the early 1980s, as the USD yield curve was inverted with short-term interest rates sky rocketing, the company sold a number of long-term Guaranteed Interest Contracts (GICs) guaranteeing rates of around 16% for periods up to 10 years. Equitable then invested the assets short-term to earn the high interest rates guaranteed on the contracts. But short-term interest rates soon came down. When the Equitable had to reinvest, it couldn't get even close to the interest rates it was paying on the GICs. The firm was crippled. Eventually, it had to demutualize and was acquired by the Axa Group.

Increasingly banks and asset management companies started to focus on Asset-Liability Risk. The problem was not that the value of assets might fall or that the value of liabilities might rise. It was that capital might be depleted by narrowing of the difference between assets and liabilities and that the values of assets and liabilities might fail to move in tandem. Asset-liability risk is predominantly a leveraged form of risk.

The capital of most financial institutions is small relative to the firm's assets or liabilities, and so small percentage changes in assets or liabilities can translate into large percentage changes in capital. Accrual accounting could disguise the problem by deferring losses into the future, but it could not solve the problem. Firms responded by forming asset-liability management (ALM) departments to assess these asset-liability risk.

Managing Increased Financial Risk

Managing Increased Financial Risk

We have seen a period in which the oil price rose to $147 a barrel and then fell back dramatically. The wider commodities market followed suit. Inflation rose to its highest level for many years before easing back. Property prices have been savaged, following a protracted boom. Only interest rates have remained relatively benign compared to the extremes of the past.

Volatility has been traded as a market index for many years, but in 2008 alone it hit several spikes. It has become a fact of life. Markets are now driven mainly by fear—fear of being caught out when prices fall or fear of not being in the market as prices rise. Add to that the power of short sellers and you have a scary scenario for borrowers and investors, whether individuals or corporate.

Protecting or insulating yourself or your company against financial risks is known as “hedging.” The principle of hedging is easily understood—it’s like an insurance premium. In practice, the instruments generally used are known as “derivatives.” These are poorly understood and, given the recent financial mess, probably viewed with fear or trepidation.

This article attempts two things: first, to put forward a more objective approach for companies wishing to improve their financial efficiency at a managed level of risk; and second, to demystify financial risk, making it a more approachable topic for the average manager or director.

Entrepreneur or Leader

Are You a Good Leader?

You will be if you draw on key ethical principles. Here's how to do it, whether you're a CEO, a banker, an entrepreneur, or anyone else in business

"Never underestimate the other guy's greed." This isn't just a classic line from the 1983 Brian De Palma film, Scarface (written by Oliver Stone). It also reflects the attitude that has caused the economic disaster we're now clawing ourselves out of.

Isn't it time for a new way of thinking?

I propose the following leadership guidelines for C-level executives, investment bankers, entrepreneurs, and everyone else whose decisions can affect the financial well being of other people.

1. WHAT'S GOOD FOR THE GANDER IS GOOD FOR THE GOOSE.

At a time when companies are slashing their labor forces and freezing salary increases, and when some employees are being asked to take lower-paying positions, it is deeply unethical for leaders to retain their sky-high compensationand to expect enormous bonuses. They should follow the example of Michael Kneeland, CEO of United Rentals, who recently asked for, and was given, a 20% pay cut. Let's hear more reports like this one.

2. KNOW YOUR PRODUCT.

According to a recent three-part story in The Wall Street Journal, the willingness of investors to buy and sell financial products whose complexity they didn't fully understand was one of the primary catalysts of the bust. From our current sober perspective, it seems unbelievable that self-identified experts could be involved in transactions with so much at stake and at the same time be ignorant about exactly what it is they were buying or selling, but this is what happened, and on a grand scale, no less.

Because money was being made in these deals, no one thought to question what was going on or had the strength of character to speak up about any suspicions. However, knowing your product isn't a nicety of doing business. It is an ethical obligation—to your company, your clients, and yourself.

3. WINNING (AT ALL COSTS) IS FOR LOSERS.

Most of us were taught that we should treat people the way we'd like to be treated ourselves. However, too many business leaders have failed to take this seriously. Instead, the guideline seems to be, "Get all you can by any means necessary." Look at credit-card companies that charge exorbitant interest rates, changing customers' fees without telling them why. These companies defend such practices on the grounds that they will lose their competitive edge if they don't play hardball.

This kind of leadership is shortsighted, unfair, and ultimately bad for business, since the consequences will be more federal regulation and oversight. Good leaders know that if they don't regulate their businesses themselves, someone else will.

4. TELL THE TRUTH.

A leader has an ethical obligation to be honest with stakeholders about issues that directly concern them. One of these issues is the leader's own health. Consider the recent 10% drop in Apple stock after CEO Steve Jobs announced that he was taking a five-month medical leave of absence. Because Jobs battled pancreatic cancer several years ago, there was speculation that his cancer had returned, even though Jobs had announced earlier that he was merely suffering from a "hormone imbalance." While stockholders may have punished Jobs for his announcement, he did the right thing in saying he was taking a leave for medical reasons. There is no shame in being ill, and true leadership involves being forthcoming about one's illness—and anything else that can affect the flourishing of the organization.

5. PREVENT HARM.

When you can reasonably foresee that a decision is likely to hurt people and you make that decision anyway, you're being both irresponsible and stupid. For example, subprime mortgage lenders and brokers who lend money to people likely to default are enriching themselves at the expense of the rest of us, since the federal government may be called upon for financial rescue.

THE MIRROR TEST

THE MIRROR TEST

In his book Resisting Corporate Corruption , Stephen Arbogast notes that when Enron higher-ups sought an exemption from the company's ethics policy so that they could move forward with certain dubious financial dealings, the arrangement was made to "seem a sacrifice for the benefit of Enron." Reinhard Siekaczek, a former Siemens executive, told The New York Times(NYT) that the company's showering of foreign officials with bribes "was about keeping the business unit alive and not jeopardizing thousands of jobs overnight."

For Drucker, the best way for a business—indeed, for any organization—to create an ethical environment is for its people to partake in what he came to call in a 1999 article öthe mirror test." In his 1981 piece, Drucker had a fancier name for this idea: He termed it "The Ethics of Prudence." But either way, it boils down to the same thing: When you look in the mirror in the morning, what kind of person do you want to see?

The Ethics of Prudence, Drucker wrote, "does not spell out what "right" behavior is." It assumes, instead, "that what is wrong behavior is clear enough—and if there is any doubt, it is "questionable" and to be avoided." Drucker added that "by following prudence, everyone regardless of status becomes a leader" and remains so by "avoiding any act which would make one the kind of person one does not want to be, does not respect."

FINANCIAL BALLOON

FINANCIAL BALLOON

Wall Street's profits grew rapidly, too. During the market slump of the 1970s and early '80s, the financial sector never accounted for more than 16% of domestic corporate profits. By the 1990s, banks and insurance companies were capturing between 21% and 30% of U.S. corporate profits. During the 2000s, the figure topped 40%.

By then, the investment banks were focused on "innovation" and "financial products," including the structured finance products, collateralized debt obligations, and credit default swaps we've heard so much about. While some of these creations were well intentioned—mortgage debt was pooled, in theory, to reduce risk and enable more people to buy their own homes—much of it was overly complicated and intended to enrich the bankers at the expense of their clients.

In the rush to create new financial "products," banks lost sight of their core mission. In truth, their role is to safeguard the financial resources of their customers and to help allocate capital to productive uses in society. In the future, bankers should worry less about their own "innovation" and more about supporting the real innovations of entrepreneurs and others who create tangible value. Wall Street is supposed to be in the financial services business—that is, the business of serving others.

A society that has too much of its energy, smarts, and capital flowing to Wall Street is, by definition, underinvesting in the rest of the economy.

In the future, let's focus on the traditional strengths of the American economy. Here are three things we do well:

1. We produce trust better than other societies.

The U.S. economy has prospered because we respect the rule of law, contracts, intellectual property, and transparency. That's why it's so painful when trust is betrayed. By rebuilding trust, America will attract the capital and the people we need to thrive. Banks will again lend, investors will embrace risks and entrepreneurs will dream big—but only after trust is restored.

2. We solve problems by deploying the forces of capitalism.

While government policy is important, businesses built the railroads, created the automobile industry, enabled global communications, and generated the growth in personal wealth that, even now, after the housing bust, allows about 67% of Americans to own their homes. We need our best and brightest today to devote themselves to our big problems: the environment, health care, and education. Business can help lead the way. Many companies already are—look at Wal-Mart's commitment to sustainability or GE's new effort to help deal with the cost and availability of health care.

3. We create real value from values.

We do our best when, instead of pursuing short-term success, we are inspired by values. Most great businesses are driven by values. By that, I mean that they are other-directed; they focus on the needs and wants of their customers, workers, and communities. Just as important, they go about their business in a principled, consistent and transparent way. Examples abound: Google (GOOG) with its drive to organize all of the world's information, Walt Disney (DIS) with its desire to entertain families, UPS (UPS)with its goal of enabling global commerce to thrive.

These are among the big ideas that we can take away from the global economic meltdown. They're about more than spending, saving, borrowing, regulating, or reading the fine print in an investment prospectus. Business leaders need to have a thoughtful conversation about these ideas—and that will take time. Let's get started now.

Money and the Meaning of Life

Money and the Meaning of Life

Why do brilliant people allow their hunger for money to cause their ruin?

Everywhere you look, there's compelling evidence that the single-minded pursuit of wealth often leads smart people to do incredibly stupid things—things that destroy what money can't buy.

Last week, the big story was the conviction of Raj Rajaratnam on 14 counts of insider trading, a greed-driven scheme that will lead to obliterated reputations, long prison terms, or both, for senior leaders at IBM, McKinsey, and other blue-chip institutions.

A few weeks before that, the big story was the resignation and humiliation of Berkshire Hathaway's David Sokol, the likely successor to CEO Warren Buffet, undone by his eagerness to cash suspiciously timed investments in the stock of a company Berkshire later bought.

And next week on HBO we get to see the made-for-TV adaptation of the bestseller Too Big to Fail, a blow-by-blow chronicle of the subprime-mortgage fiasco — an exercise in collective greed that came pretty close to destroying the world as we know it.

Every time I read or see these sorry dispatches, I ask myself the same questions. How is it that brilliant people with more money than they'll ever need allow their hunger for even more money to cause them to lose everything? How much is enough, and why are people willing to risk so much to get more? If money is so alluring, how is it that so many people of great wealth also seem so unhappy?

To answer those questions, I tend to turn to the big lessons in a small book that was published 20 years ago. Called Money and the Meaning of Life, the author is Jacob Needleman, a professor of philosophy at San Francisco State University. I met Needleman during the heyday of the first Internet boom, when lots of people in their twenties and thirties were making more money than they ever imagined they would and were trying to come to terms with what it meant.

Since then, we've had a broader stock-market boom, a real-estate bubble, a second Internet boom, and plenty of busts along the way. The specifics of the financial markets have changed, but the questions remain the same. Here's some of what Jacob Needleman has taught me about the answers, drawn from an interview we did with him at Fast Company many years ago. It's amazing to me how relevant these insights are to what's happening today.

Money may be the root of all evil, but only if you're not honest about what it means to you. "Money is about love and relationships," Needleman explained. "It has a wonderful power to bring people together as well as tear them apart. You can't escape money. If you run from it, it will chase you and catch you. If we don't understand our relationship to money in this culture, then I think we're doomed. If you don't know how you are toward money and really understand that relationship, you simply don't know yourself. Period.

Money truly can't buy happiness, especially if you're unhappy to begin with. "If you are worrying about vegetables now, you'll be worrying about yachts then," Needleman joked. "You're a worrier. It's in you, not the money. Life, except for the obvious physical needs, is not so much defined by the external situation as by the inner one. Having money won't change your internal makeup. If you're an anxious sonofabitch without money, you're going to be an anxious sonofabitch with a lot of money."

Being rich does not make you smart—especially about things other than money. "I met a guy who worked his way up from zero to a half-billion dollars," the philosopher noted. "I asked him, 'What was the most surprising thing you discovered when you got rich?' He said, 'Everybody asks my opinion about things because they think I know something. All I really know is how to make a lot of money.' See, this guy wasn't fooled by his money. That's the key.

Being rich does not automatically lead to a rich life. "There is a difference between money and success. To be totally engaged with all my functions, all my faculties, all my capacities in life—to me that would be success. I grew up around the Yiddish language, and in Yiddish there are about 1,000 words that mean "fool." There's only one word that means an authentic human being: mensch. My grandmother would say, "You've got to be a mensch," and that has to do with what we used to call character. To be successful means to have developed character. You should be looking for the joy, the struggle, and the challenge of work. What you bring forth from your own guts and heart. The happiness of hard work. No amount of money can buy that. Those are things of the spirit."

It's easy to pass judgment from afar on the misdeeds and missteps of wealthy people in the news. But look in the mirror. What's your relationship with the pursuit of wealth? How do you think about money and the meaning of life?

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