Edward Roberts

Flodoard of Rheims (893/4–966) is one of the tenth century's most intriguing but neglected historians. His works are essential sources for the emergence of the West Frankish and Ottonian kingdoms in the tumultuous decades following the collapse of the Carolingian empire in 888. Yet although Flodoard is a crucial narrative voice from this period, his works have seldom been considered in the context of the evolving circumstances of his turbulent career or his literary aims. This important new study is the first to analyse and synthesise Flodoard's entire output, suggesting that his writings about Rheims, contemporary politics and the Christian past have until now been taken at face value without regard for his own intentions or priorities, and therefore have been misunderstood. Edward Roberts' re-evaluation of the relationship between political participation, historical understanding and authorial individuality casts important new light on the political and cultural history of tenth-century Europe.

Flodoard of Rheims (893/4–966) is one of the tenth century's most intriguing but neglected historians. His works are essential sources for the emergence of the West Frankish and Ottonian kingdoms in the tumultuous decades following the collapse of the Carolingian empire in 888. Yet although Flodoard is a crucial narrative voice from this period, his works have seldom been considered in the context of the evolving circumstances of his turbulent career or his literary aims. This important new study is the first to analyse and synthesise Flodoard's entire output, suggesting that his writings about Rheims, contemporary politics and the Christian past have until now been taken at face value without regard for his own intentions or priorities, and therefore have been misunderstood. Edward Roberts' re-evaluation of the relationship between political participation, historical understanding and authorial individuality casts important new light on the political and cultural history of tenth-century Europe.

Un libro dedicado al profesional de la belleza, al Estilista que quiere crecer en su negocio. Es un libro con informaci n practica para que puedas aumentar tus ingresos y obtener mas clientes. Es un libro totalmente interactivo, a medida que lo leas podr s crear tus planes de acci n.

The great majority of startups fail, and most entrepreneurs who have succeeded have had to bounce back from serious mistakes. Entrepreneurs fumble key interactions because they don’t know how to handle the negotiation challenges that almost always arise. They mistakenly believe that deals are about money when they are much more complicated than that.This book presents entrepreneurship as a series of interactions between founders, partners, potential partners, investors and others at various stages of the entrepreneurial process - from seed to exit. There are plenty of authors offering ‘tips’ on how to succeed as an entrepreneur, but no one else scrutinizes the negotiation mistakes that successful entrepreneurs talk about with the authors.As Dinnar and Susskind show, learning to handle emotions, manage uncertainty, cope with technical complexity and build long-term relationships are equally or even more important. This book spotlights eight big mistakes that entrepreneurs often make and shows how most can be prevented with some forethought. It includes interviews with high-profile entrepreneurs about their own mistakes. It also covers gender biases, cultural challenges, and when to employ agents to negotiate on your behalf.Aspiring and experienced entrepreneurs should pay attention to the negotiation errors that even the most successful entrepreneurs commonly make.

The great majority of startups fail, and most entrepreneurs who have succeeded have had to bounce back from serious mistakes. Entrepreneurs fumble key interactions because they don’t know how to handle the negotiation challenges that almost always arise. They mistakenly believe that deals are about money when they are much more complicated than that.This book presents entrepreneurship as a series of interactions between founders, partners, potential partners, investors and others at various stages of the entrepreneurial process - from seed to exit. There are plenty of authors offering ‘tips’ on how to succeed as an entrepreneur, but no one else scrutinizes the negotiation mistakes that successful entrepreneurs talk about with the authors.As Dinnar and Susskind show, learning to handle emotions, manage uncertainty, cope with technical complexity and build long-term relationships are equally or even more important. This book spotlights eight big mistakes that entrepreneurs often make and shows how most can be prevented with some forethought. It includes interviews with high-profile entrepreneurs about their own mistakes. It also covers gender biases, cultural challenges, and when to employ agents to negotiate on your behalf.Aspiring and experienced entrepreneurs should pay attention to the negotiation errors that even the most successful entrepreneurs commonly make.

Innovating is for doers: you don't need to wait for an earth-shattering idea, but can build one with a hunch and scale it up to impact.Innovation is the subject of countless books and courses, but there's very little out there about how you actually innovate. Innovation and entrepreneurship are not one and the same, although aspiring innovators often think of them that way. They are told to get an idea and a team and to build a show-and-tell for potential investors. In Innovating, Luis Perez-Breva describes another approach-a doer's approach developed over a decade at MIT and internationally in workshops, classes, and companies. He shows that to start innovating it doesn't require an earth-shattering idea; all it takes is a hunch. Anyone can do it. By prototyping a problem and learning by being wrong, innovating can be scaled up to make an impact. As Perez-Breva demonstrates, "no thing is new" at the outset of what we only later celebrate as innovation.In Innovating, the process-illustrated by unique and dynamic artwork-is shown to be empirical, experimental, nonlinear, and incremental. You give your hunch the structure of a problem. Anything can be a part. Your innovating accrues other people's knowledge and skills. Perez-Breva describes how to create a kit for innovating, and outlines questions that will help you think in new ways. Finally, he shows how to systematize what you've learned: to advocate, communicate, scale up, manage innovating continuously, and document-"you need a notebook to converse with yourself," he advises. Everyone interested in innovating also needs to read this book.