THE 48 LAWS OF POWER FROM PAGE 25

./ LAW 8 - MAKE OTHE PEOPLE COME TO YOU- USE BAIT IF NECESSARY [Judgment: When you force the other person to act, you are the one in control. It is always better to make your opponent come to you, abandoning his own plans in the process. Lure him with fabulous gains-then attack. You hold the cards.] Observance of the Law: At the Congress of Vienna in 1814, the major powers of Europe gathered to carve up the remains of Napoleon´s fallen Empire. The city was full of gaiety and the balls were the most spledid in memory. Hovering over the proceedings, however, was the shadow of Napoleon himself. Instead of being executed or exiled far away, he had been sent to the island of Elba, not far from the coast of Italy./ Even imprisoned on an island, a man as bold and creative as Napoleon Bonaparte made everyone nervous. The Austrians plotted to kill him on Elba, but decided it was too risky. Alexander I, Russia´s temperamental czar, heightened the anxiety by throwing a fit during the congress when a part of Poland was denied him: "Beware, I shall loose the monster!" he threatened. Everyone knew he meant Napoleon. Of all the statesmen gathered in Vienna, only Talleyrand, Napoleon´s former foreing minister, seemed calm an unconcerned. It was as if he knew something the others did not. Meanwhile, on the island of Elba, Napoleon´s life was a mockery of his previous glory. As Elba´s "king," he had been allowed to form a court-there was a cook, a wardrobe mistress, an official pianist, and a handful of courtiers. All this was designed to humiliate Napoleon, and it seemed to work./ That winter, however, there occurred a series of events so strange and dramatic they might have been scripted in a play. Elba was surrounded by British ships, their cannons coverig all possible exit points.. Yet somehow, in broad daylight on 26 February 1815, a ship with nine hundred men on board picked up Napoleon and put to sea. The English gave chase but the ship got away. This almost impossible escape astonished the public throughout Europe, and terrified the statesmen at the Congress of Vienna./ Although it would have been safer to leave Europe, Napoleon not only chose to return to France, he raised the odds by marching on Paris with a tiny army, in hopes of recapturing the throne. HIs strategy worked-people of all classes threw themselves at his feet. An army under Marshal Ney sped from Paris to arrest him, but when the soldiers saw their beloved former leader, they changed sides. Napoleon was declared emperor again. Volunteers swelled the ranks of his new army. Delirium swept the country. In Paris, crowds went wild. The king who had replaced Napoleon fled the country./ For the next hundred days, Napoleon ruled France. Soon, however, the giddiness subsided. France was bankrupt, its resources nearly exhausted, and there was little Napoleon could do about this. At the Battle of Waterloo, in June of that year, he was finally defeated for good. This time his enemies had learned their lesson: They exiled him to the barren island of Saint Helena, off the west coast of Africa. There he had no more hope of escape./ Interpretation: Only years later did the facts of Napoleon´s dramatic escape from Elba come to light. Before he decided to attempt this bold move, visitors to his court had told him that he was more popular in France than ever, and that the country would embrace him again. One of these visitors was Austria´s General Koller, who convinced Napoleon that if he escaped, the European powers, England included, would welcome him back into power. Napoleon was tipped off that the English would let him go, and indeed his escape occurred in the middle of the afternoon, in full view of English spyglasses./ What napoleon did not know was that there was a man behind it all, pulling the strings, and that this man was whis former minister, Talleyrand. And Talleyrand was doing all this not to bring back the glory days but to crush Napoleon once and for all. Considering the emperor´s ambitions unsettling to Europe´s stability, he had turned against him long ago. When Napoleon was exiled to Elba, Talleyrand had protested. Napoleon should be sent farther away, he argued, or Europe would never have peace. But no one listened./ Instead of pushing his opinion, Talleyrand bided his time. Working quietly, he eventually won over Castlereah and Metternich, the foreign ministers of England and Austria./ Together these men baited Napoleon into escaping. Even Koller´s visit, to whisper the promise of glory in the exile´s ear, was part of the plan. Like a master cardplayer, Talleyrand figured everything out in advance. He knew Napoleon would fall into the trap he had set. He also foresaw that Napoleon would lead the country into a war, which, given France´s weakened condition, could only last a few months. One diplomat in Vienna, who understood that Talleyrand was behind it all, said, "He has set the house ablaze in order to save it from the plague." / When I have laid bait for deer, I don´t shoot at the frist doee that comes to sniff, but wait until the whole herd has gathered round - Otto von Bismarck / Keys to Power: How many times has this scenario played itself out in history: An aggressive leader initiates a series of bold moves that begin by bringing him much power. Slowly, however, his power reaches a peak, and soon everything turns against him. HIs numerous enemies band together; trying to maintain his power, he exhausts himself going in this direction and that, and inevitably he collapses. The reason for this pattern is that the aggressive person is rarely in full control. He cannot see more than a couple of moves ahead, cannot see the consequences of this bold move or that one. Because he is constantly being forced to react to the moves of his ever-growing host of enemies, and to the unforeseen consequences of his own rash action, his aggresive energy is turned against him./ In the realm of power, you must ask yourself, what is the point of chasing here and there, trying to solve problems an defeat my enemies, if I never feel in control? Why am I always having to react to events instead of directing them? The answer is simple: your idea of power is wrong. You have mistaken aggresive action for effective action. And most often the most effective action is to stay back, keep calm, and let others be finished by the traps you lay for them, playing for long-term power rather than quick victory. Remember: The essence of power is the ability to keep the initiative, to get others to react to your moves, to keep your opponent and those around you on the defensive. Wehn you make other people come to you , you suddenly become the one controlling the situation. And the one who has control has power.Two things must happen to place you in this position: Two things must happen to place you in this position: You yourself must learn to master your emotions, and never to be influenced by anger; meanwhile, however, you must play on people´s natural tendency to react angrily when pushed and baited. In the long run, the ability to make others come to you is a weapon far more powerful than any tool of aggression./ Study how Talleyrand, the master of the art, performed this delicate trick. First, he overcame the urge to try to convince his fellow statesmen that they needed to banish Napoleon far away. It is only natural to want to persuade people by pleading your case, impoing your will with words. But this often turns against you. Few of Talleyrand´s contemporaries believed Napoleon was still a threat, so that if he had spent a lot of energy trying to convince them, he would only have made himself look foolish. Instead, he held his tongue and his emotions in check. Most important of all, he laid Napoleon a sweet and irresistible trap. He knew the man´s weakness, his impetuosity, his need for glory and the love of the masses, an he played all this to perfection. When Napoleon went for the bait, there was no danger tht he might succeed and turn the tables on talleyrand, who better than anyone knew France´s depleted state. And even had Napoleon been able to overcome these difficulties, the likelihood of his success would have been greater were he able to choose his time and place of action. By setting the proper trap, Talleyrand took the time and place into his own hands./ All of us have only so much energy, and there is a moment when our energies are at their peak. When you make the other person come to you, he wears himself out, wasting his energy on the trip. In the year 1905, Russia and Japan were at war. The Japanee had only recently begun to modernize their warships, so thatthe Russians had a stronger navy, but by spreading false information the Japanese marshal Togo Heihachiro baited the Russians baited the Russians into leaving their docks in the Baltic Sea, making them believe they could wipe out the Japanese fleet in one sweft attack. The Russian fleet could not reach Japan by the quickest route -through the Strait of Gibraltar and the n the Suez Canal in the Indian Ocean- because these wore controlled by the British, and Japan was an ally of Great Britain. They had to go around the Cape of Good Hope, at the southern tip of Africa, adding over more than six thousand miles to the voyage. Once the fleet passed the Cape, the Japanese spread another false story: They were sailing to launch a counterattack. So the Russians made the entire journey to Japan on combat alert. By the time they arrived, their seamen were tense, exhausted, and overworked, while the Japanese had been waiting at their ease. Despite the odds and their lack of experience in modern naval warfare, the Japanese crushed the Russians. One added benefit of making the opponent come to you, as the Japanese discovered with the Russians, is that it forces him to operate in your territory. Being on hostile ground will make him nervous and often he will rush his actions and make mistakes. Fro negotiations or meetings, it is always wise to lure others into your territory, or the territory of yur choice. You have your bearings, while they see nothing familiar and are subtly placed on the defensive. / Manipulation is a dangerous game. Once someone suspects he is being manipulated, it becomes harder and harder to control him. But when you make your opponent come to you, you create the illusion that he is controlling the situation. He does not feel the strings that pull him, just as Napoleon imagined that he himself was the master of his daring escape and return to power./ Everything depends on the sweetness of your bait. If you trap is attractive enough, the turbulence of your enemies´ emotions and desires will blind them to reality. The greedier they become, the more they can be led around./ The great nineteenth century robber baron Daniel Drew was a master at playing the stock market. When he wanted a particular stock to be bought or sold, driving prices up or down, he rarely resorted to the direct aproach. One of his tricks was to hurry through an exclusive club near Wall Street, obviously on his way to the stock exchange, and to pull out his customary red bandanna to wipe his perspiring brow. A slip of paper would fall from this bandanna that he would pretend not to notice. The club´s members were always trying to foresee Drew´s moves, and they would pounce on the paper, which invariably seemed to contain an inside tip on a stock. Word would spread, and members would buy or sell the stock in droves, playing perfectly into Drew´s hands./ If you can get other people to dig their own graves, why sweat your self? Pickpockets work this to perfection. The key to picking a pocket is knowing which pocket contains the wallet. Experienced pickpockets often ply their trade in train stations and other places where there is a clearly marked sign reading BEWARE OF PICKPOCKETS. Passersby seeing the sign invariably feel for their wallet to make sure it is still there. For the watching pickpockets, this is like shooting fish in a barrel. Pickpockets have even been known to place their own BEWARE OF PICKPOCKETS signs to ensure their success./ When you are making people come to you, i is sometims better to let them know you are forcing their hand. You give up deception for overt manipulation. The psychological ramifications are profound: The person who makes others come to him appears powerful, and demands respect./ Filippo Brunelleschi, the great Renaissance artist and architect, was a great practitioner of the art of making others come to him as a sign of his power. On one occasion he had been engaged to repair the dome of the Sant Maria del Fiore cathedral in Florence. The commission was important and prestigious. But when the city officials, hired a second man, Lorenzo Ghiberti, to work with Brunelleschi, the great artist brooded in secret. he knw that Ghiberti had gotten the job through his connections and that he would do none of the work and get half the credit. At a critical moment of the construction, then, Brunelleschi suddenly developed a mysterious illness. He had to stop work, but pointed out to city officials that they had hired Ghiberti, who should have been able to continue the work on his own. Soon it became clear that Ghiberti was useless and the officials came begging to Brunelleschi. He ignored them, insisting that Ghiberti should finish the project, until finally they realized the problem: They fired Ghiberti./ By some miracle, Brunelleschi recovered within days. He did not have to throw a tantrum or make a fool of himself; he simply practiced the art of "making others come to you." If one one occasion you make it a point of dignity that others must come to you and you succeed, they will continue to do so even after you stop trying./ [ Image: The Honeyed Bear Trap. Th bear hunter does not chase his prey; a bear that knows it is hunted is nearly impossible to catch and is ferocious if cornered. Instead, the hunter lays traps baited with honey. He doen not exhaust himself and risk his life in pursuit. He baits, then waits.] / [ Authority: Good warriors make others come to them, and do not go to others. This is the principle of emptiness and fullness of others and self. When you induce opponents to come to you, then their force is always empty; as long as you do not go to them, your force is always full. Attacking emptiness with fullness is like throwing stones on eggs. (Zhang Yu, eleventh century commentator on The Art of War)] / Reversal: Although it is generally the wiser policy to make others exhaust themselves chasing you, there are opposite cases where striking suddenly and aggressively at the enemy so demoralizes him that his energies sink. Instead of making others come to you, you go to them, force the issue, take the lead. First attac can be an awesome weapon, for it forces the other person to react without the time to think or plan. With no time to think, people make errors of judgment, and are thrown on the defensive. This tactic is the obverse of waiting and baiting, but it serves the same function: You make your enemy respond on your terms./ Men like Cesare Borgia and Napoleon used the element of speed to intimidate and ocntrol. A rapid and unforeseen move is terrifying and demoralizing. You must choose your tactics depending on the situation. If you have time on your side, and know that you nd your enemies are at least equal strength, then deplete their strength by making them come to you. If time is against you -your enemies are weaker, and waiting will only give them the chance to recover -give them no such chance. Strike quickly and they have nowhere to go As the boxer Joe Louis put it, "He can run, but he can´t hide. / LAW 9 - WIN THROUGH YOUR ACTIONS, NEVER THROUGH ARGUMENT [Judgment; Any momentar triumph you think you have gained through argument is really a Pyrrhic victory: The resentment and ill will you stir up is stronger and lasts longer than any momentary change of opinion. It is moch more powerful to get others to agree with you through your actions, without saying a word. Demonstrate, do not explicate.] / Transgression of the Law: In 131 B.C., the Roman consul Publius Crassus Dives Mucianus, laying siege to the Greek town of Pergamus, found himself in need of a battering ram to force through the town´s walls. He had seen a couple of hefty ship´s masts in a shipyard in Athens a few days before, and he ordered that the larger of these be sent to hm immediately. The military engineer in Athens who received the order felt certain that the consul really wanted the smaller of the masts. He argued endlessly with the soldiers who delivered the request: The smaller mast, he told them, was much better suited to the task. And indeed it would be easier to transport./ The soldiers warned the engineer that their master was not a man to argue with, but he insisted that the smaller mast would be the only one that would work with a machine that he was constructing to go with it. He drew diagram after diagram, and went so far as to say that he was the expert and they had no clue what they were talking about. The soldiers knew their leader and at last convinced the engineer that it would be better to swallow his expertise and obey./ After they left, though, the engineer thought about it some more. What was the point, he asked himself, in obeying an order that would lead to failure? And so he sent the smaller mast, confident that the consul would see how much more effective it was and reward him justly./ When the smaller mast arrived, Mucianus asked his soldiers for an explanation. They described to him how the engineer had argued endlessly for the smaller mast, but had finally promised to send the larger one. Mucianus went into a rage. He could not concentrate on the siege, or consider the importance of breaching the walls before the town received reinforcements. All he could think about was the impudent engineer, whom he ordered to be brought to him immediately./ Arriving a few days later, the engineer gladly explained to the consul, one more time, the reasons for the smaller mast. He went on and on, using the same arguments he had made with the soldiers. He said it was wise to listen to experts in these matters, and if the attack was only tried with the battering ram he had sent, the consul would not regret it. Mucianus let him finish, then had him stripped naked before the soldiers and flogged and scourged with rods until he died./ Interpretation: The engineer, whose name has not been recorded by history, had spent his life designing masts and pillars, and was respected as the finest engineer in a city that had excelled in the science. He knew that he was right. A smaller ram would allow more speed and carry more force. Larger is not necessarily better. Of course the consul would see his logic, and would eventually understand that science is neutral and reason superior. How could the consul possibly persist in his ignorance if the engineer showed him detailed diagrams and explained the theories behind his advice? / The military engineer was the quitessence of the Arguer, a type found everywhere among us. The Arguer does not understand that words are never neutral, and that by arguing with a superior he impugns the intelligence of one mor powerful than he. He also has no awareness of the person he is dealing with. Since each man believes that he is right, and words will rarely convince him otherwise, the arguer´s reasoning falls on deaf ears. When cornered, he only argues more, digging his own grave. Once he has made the other person feel insecure and inferior in his beliefs, the eloquence of Socrates could not save the situation./ It is not simply a question of avoiding an argument with those who stand above you. We all believe we are masters in the realm of opinions and reasoning. You must be careful, them: Learn to demonstrate the correctness of your ideas indirectly./ [The Sultan and the Vizier: A vizier had served his master for some thirty years and was known and admired for his loyalty, truthfulness, and devotion to God. His honesty, however had made him many enemies in the court who spread stories of his duplicity and perfidy. They worked on the sultan day in and day out until he too came to distrust the innocent vizier and finally ordered the man who had served him so well to be put to death. In this realm, those condemned to death were tied up and thrown into the pen where the sultan kept his fiercest hunting dogs. The dogs would promptly tear the victim to pieces. Before being thrown to the dogs, however, the vizier asked for one last reques. "I woul like ten days´ respite," he said, "so that I can pay my debts, collect any money due to me, return items that people have put in my care, and share out my goods among the members of my family and my children and appoint a guardian for them." After receiving a guarantee that the vizier would not try to escape the sultan granted this request. The vizier hurried home, collected one hundred gold pieces, then paid a visti to the huntsman who looked after the sultan´s dogs. He offered this man the one hundred gold pieces and said, "Let me look after the dogs for ten days." The huntsman agreed, and for the next ten days the vizier cared for the beasts with great attention, grooming them well and feeding them handsomely. By the end of the ten days they were eating out of his hand. On the eleventh day the vizier was called before the sultan, the charges were repeated, and the sultan watched as the vizier was tied up and thrown to the dogs. Yet when the beasts saw him, they ran up to him with wagging tails. They nibbled affectionately at his shoulders and began playing with him. The sultan and the other witnesses were amazed, and the sultan asked the vizier why the dogs had spared his life. The vizier replied, "I have looked after these dogs for ten days. The sultan has seen the resuls for himself. I have looked after you for thirty years, and what is the result? I am condemned to death on the strength of accusations brought by my enemies." The sultan blushed with shame. He no only pardoned the vizier but gave him a fine set of clothes and handed over to him the men who had slandered his reputation. The noble vizier set them free and continued to treat them with kindkness. - The Subtle Ruse: The Book of Arabic Wisdom and Guile. Thirteenth Century.] / Observance of the Law: In 1502, in Florence, Italy, an enormous block of marble stood in the works department of the church of Santa Maria del Fiore. It had once been a magnificent piece of raw stone, but an unskillful sculptor had mistakenly bored a hole through it where there should have been a figure´s legs, generally mutilating it. Piero Soderini, Florence´s mayor, had a contemplated trying to save the block by commissioning Leonardo da Vinci to work on it, or some other master, but had given up, since everyone agreed that the stone had been ruined. So, despite the money that had been wasted on it, it gathered dust in the dark halls of the church./ This was where things stood until some Florentine friends of the great Michelangelo decided to write to the artist, then living in Rome. He alone, they said, could do something with the marble, which was still magnificent raw material. Michelangelo traveled to Florence, examined the stone, and came to the conclusion that he could in fact carve a fine figure from it, by adapting the pose to the way the rock had been mutilated. Soderini argued that this was a waste of time -nobody could salvage such a disaster- but he finally agreed to let the artist work on it. Michelangelo decided he would depict a young David, sling in hand./ Weeks later, as Michelangelo was putting the final touches on the statue, Soderini entered the studio. Fancying himself a bit of a connoisseur, he studied the huge work, and told Michelangelo that while he thought it was magnificent, the nose, he judged, was too big. Michelangelo realized that Soderini was standing in a place right under the giant figure and did not have the proper perspective. Without a word, he gestured for Soderini to follo him up the scaffolding. Reaching the nose, he picked up his chisel, as well as a bit of marble dust that lay on the planks. With Soderini just a few feet below him on the scaffolding, Michelangelo startet to tap lightly with the chisel, letting the bits of dust he had gathered in his hand to fall little by little. He actually did nothin to change the nose, but gave every appearance of working on it. After a few minutes of this charade he stood aside: "Look at it now." "I like it better," replied Soderini, "you´ve made it come alive." / Interpretation: Michelangelo knew that by changing the shape of the nose he might ruin the entire sculpture. Yet Soderini was a patron who prided himself on the aesthetic judgment. To offend such a man by arguing would not only gain Michelangelo nothing, it would put future commissions in jeopardy. Michelangelo was too clever to argue. His solution was to change Soderini´s perspective (literally bringing him closer to the nose) without making him realize that this was the cause of his misperception./ Fortunately for posterity, Michelangelo found a way to keep the perfection of the statue intact while at the same time making Soderini believe he had improved it. Such is the double power of winning through actions rather than argument: No one is offended, and your point is proven./ Keys to Power: In the realm of power you must learn to judge your moves by their long term effects on other people. The problem in trying to prove a point or gain a victory through argument is that in the end you can never be certain how it affects the people you´re arguing with: They may appear to agree with you politely, but inside they may resent you. Or perhaps something you said inadvertently even offended them -words have that insidious ability to be interpreted according to the other person´s mood and insecurities. Even the best argument has no solid foundation, for we have all come to distrust the slippery nature of words. And days after agreeing with someone, we often revert to our old opinion out of sheer habit./ Understand this: ords are dime a dozen. Everyone knows that in the heat of an argument, we will all say anithing to support our cause. We will quote the Bible, refer to unverifiable statistics. Who can be persuaded by bags of air like that? Action and demonstration are much more powerful and meaningful. They are there, before our eyes, for us to see -"Yes, now the statue´s nose does look just right.2 There are no offensive words, no possibility of misinterpretation. No one can argue with a demonstrated proof. As Baltasar Gracián remarks, "The truth is generally seen, rarely heard." / Sir Christopher Wren was England´s version of the Renaissance man. He had mastered the sciences of mathematics, astronomy, physics, and physiology. Yet during his extremely long career as England´s most celebrated architect he was often told by his patrons to make impractical changes in his designs. Never once did he argue or offend. He had other ways of proving his point./ In 1688 Wren designed a magnificent town hall for the city of Westminster. The mayor, however, esas not satisfied; in fact he was nervous. He told Wren he was afraid the second floor was not secure, and that it could all come crashing down on his office on the first floor. He demanded that Wren add two stone columns for extra support. Wren, the consummate engineer, knew that these columns would serve no purpose, and that the mayor ´s fears were baseless. But build them he did, and the mayor was grateful. It was only years later that workmen on a high scaffold saw that the columns stopped just short of the ceiling./ They were dummies. But both men got what they wanted: The majorcould relax, and Wren knew posterity would understandthat his original design worked and the columns were unnecessary./ The power of demonstrating your idea is that you opponents do not get defensive, and are therefore more open to persuasion. Making them literally and physically feel your meaning is infinitely more powerful than argument./ A heckler once interrupted Nikita Khrushchev in the middle of a spech in which he was denouncing the crimes of Stalin. "You were a colleague of Stalin´s," the heckler yelled, "why didn´t you stop him then?" Khrushschev apparently could not see the heckler and barked out, "Who said that?" No hand went up. No one moved a muscle. After a few seconds of tense silence, Khruschev finally said in a quiet voice, "Now you know why I didn´t stop him." Instead of just arguing that anyone facing Stalin was afraid, knowing that the slightest sign of rebellion would mean certain death, he had made them feel what it was like to face Stalin -had made them feel the paranoia, the fear of speaking up, the terror of confronting the leader, in this case Khrushchev. The demonstration was visceral and no more argument was necessary./ The most powerful persuasion goes beyond action into symbol. The power of a symbol -a flag, a mythic story, a monument to some emotional event- is that everyone understands you without anything being said. In 1975, when Henry Kissinger was engaged in some frustrating negotiations with the Israelis over the return of part of the Sinai desert that they had seized in the 1967 war, he suddenly broke off a tense meeting and decided to do some sight-seeing. He paid a visit to the ruins of the ancient fortress of Masada, Known to all Israelis a the place where seven hundred Jewish warriors committed mass suicide in A.D. 73 rather than give in to the Roman troops besieging them. The Israelis instantly understood the message of Kissinger´s visit: He was indirectly accusing them of courting mass suicide. Although the visit did not by itself change their minds, it made them think far more seriously than any direct warning would have. Symbols like this one carry great emotional significance./ When aming for power, or trying to conserve it, always look for the indirect route. And also choose your battles carefully. If it does not matter in the log run whether the other person agrees with you -or if time and their own experience will make them understand what you mean- then it is best not even to bother with a demonstration. Save your energy and walk away./ The works of Amasis: When Apries had been deposed in the way I have described, Amasis came to the throne. He belonged to the district of Sais and was a native of the town called Siuph. At first the Egyptians were inclined to be contemptuous, and did not think much of him because of his humble and undistinguished origin; but later on he cleverly brought them to heel, without having recourse to harsh measures. Amongst his innumerable treasures, he had a gold footbath, which he and is guests used on occasion to wash their feet in. This he broke up, and with the material had a statue made to one of the gods, which he then set up in what he thought the most suitable spot in the city. The Egyptians constantly coming upon the statue, treated it with pofound reverence, and as soon as Amasis heardof the effect it had upon them, he called a meeting and revealed the fact that the deeply revered statue was once a footbath, which they washed their feet and pissed and vomited in. He went on to say that his own case was mucho the same, in that one he had been only an ordinary person and was now their king; so that just as they had come to revere the transformed footbath, so they had better pay honor and respect to him, too. In this way the Egyptians were persuaded to accept him as their master. - The Histories, Herodotus, Fifth Cenury B.C. /



PAGINA 73 DONDE ESTA EL CIRCULO - solo falta lo rojo y a la sig. pag.



Los libros no se abren con impunidad
los libros son las herramientas más maravillosas
cambian tu mente
moldean tu ser
Un libro abierto es una ventana
a la neurosis de otra mente



La conciencia de Dios
es la conciencia del cambio


Cuando la vida te da la espalda
es porque no le debes nada.
Todo es maravilloso bajo el sol.



TIMES NEW ROMAN 10 NORMAL