TIME States

Indiana Moves to Regulate E-Cig Liquids

Man demonstrates an e-cigarette at Vape store in Chicago in 2014.
Nam Y. Huh—AP Man demonstrates an e-cigarette at Vape store in Chicago in 2014.

States are moving on electronic cigarettes where the feds aren't

Indiana moved closer this week to regulating the liquids that are used in electronic cigarettes, a regulatory focus that goes beyond the measures states and municipalities have been enacting for months.

The bill advanced by a state Senate committee and already passed by the state House would establish requirements for manufacturing safety standards, a ban on the sale of e-cig liquid to minors, and child-proof safety caps, the Associated Press reports. The movement comes as local governments increasingly look to regulate a cigarette alternative that is growing in popularity in the absence of federal rules.

The bill in Indiana would not extend a smoking ban to so-called vaping, something health advocates and the state attorney general had sought. But electronic cigarette business owners told lawmaers that the regulations could force businesses to close.

MORE: The Future of Smoking

The Food and Drug Administration has proposed a regulatory blueprint for regulation that would subject electronic cigarettes to the same regulations that apply to new tobacco products, and require disclosure of ingredients in the liquids used, among other things. But it could be many months, or even years, before these rules are enacted.


TIME China

China Lowers Growth Target to 7% Amid Slowing Economy

Chinese Premier Li Keqiang attends the opening of the 3rd Session of the 12th National People's Congress at the Great Hall of the People on March 5, 2015 in Beijing.
Lintao Zhang—Getty Images Chinese Premier Li Keqiang attends the opening of the 3rd Session of the 12th National People's Congress at the Great Hall of the People on March 5, 2015 in Beijing.

China's growth has declined steadily since it peaked at 14.2 percent in 2007

(BEIJING) — China set a lower economic growth target for this year and promised to open more industries to foreign investors as it tries to make its slowing, state-dominated economy more productive.

The growth target of about 7 percent, down from last year’s 7.5 percent, is in line with efforts to create a “moderately prosperous society,” said Premier Li Keqiang in a report Thursday to China’s ceremonial national legislature. Last year’s actual growth was 7.4 percent, the lowest since 1990.

The ruling Communist Party is in the midst of a marathon effort to guide the world’s second-largest economy to slower but more self-sustaining growth based on domestic consumption and services. It is trying to replace a worn-out model driven by trade and investment in construction and heavy industry that has left China’s air and water badly polluted.

“We need to maintain a proper balance between ensuring steady growth and making structural adjustments,” said Li in the report to the National People’s Congress in the Great Hall of the People in central Beijing.

The full session of the 2,964-member NPC usually is limited to endorsing policy decisions already made by the ruling party but serves as a platform to publicize reform initiatives and set a tone for government work.

Communist leaders say they are comfortable with the slowdown that President Xi Jinping, invoking an American phrase, has dubbed “the new normal.” But in a sign they are afraid of a politically dangerous spike in joblessness, they have tried to spur activity with two interest rate cuts since November and a reduction in business taxes.

Li promised to give entrepreneurs and foreign investors a bigger role in an economy that after three decades of market-oriented reforms still is dominated by government-owned banks, oil producers and other companies.

Beijing will cut in half the number of fields in service and manufacturing industries in which foreign investment is restricted, the premier said. He gave no details but the change has long been sought by foreign companies that face a thicket of restrictions and feel increasingly unwelcome.

The chairman of the American Chamber of Commerce in China, James Zimmerman, said in an email its member companies “share the premier’s hopes for a stable, fair, transparent and predictable business environment” and look forward to the promised streamlining in regulation.

China’s growth has declined steadily since it peaked at 14.2 percent in 2007. Much of that reduction was intentional as Beijing tried to cool inflation and a debt-financed boom in construction and investment. Efforts to promote consumer spending have been slow to gain traction at a time when many workers are uneasy about their financial futures.

The International Monetary Fund expects growth to fall to 7 percent this year and a Cabinet think tank, the Development Research Center, says growth will decline to 6 percent next year.

“I don’t think there’s too much to worry about,” said Yi Yanli, an NPC delegate from the northeastern province of Jilin who is CEO of Adayo Group, a maker of automotive electronics. “I think it’s headed in a pretty good overall direction and that hasn’t really changed.”

China’s slowdown has cut demand for iron ore and other commodities that drove economic booms in Brazil, Australia and other countries. But if Beijing succeeds in building up a consumer market, that could boost demand for other imports ranging from higher-quality food to Hollywood movies.

In a separate report, the Cabinet’s planning agency promised to “improve the environment for consumer spending” by improving social welfare systems to reduce the need for Chinese households to save so much to pay for retirement and medical care.

Li, the premier, warned China’s economy still faces problems including a scarcity of credit for private companies and a low level of innovation.

Li’s most concrete promises were in areas that are considered politically easy. He avoided detailed promises in more fraught areas such as changing the status of politically influential state companies that benefit from subsidies, monopolies and other favors. Reform advocates say they are a drag on development and their privileges must be cut back.

Li said projects led by state companies will be opened to private investment but gave no indication whether outside investors will be given any voice in management.

“There was relatively little new information today on reforms. Mr. Li largely reiterated the reform goals laid out at previous meetings,” said Julian Evans-Pritchard of Capital Economics in a report.

The premier set a 6 percent target for growth in trade, a field that employs millions of Chinese workers. Last year’s total growth in imports and exports was just 3.4 percent due to weak demand, triggering factory closures and labor tension in the export-dependent southeast.

Li also promised changes in China’s state-owned banking industry. He said qualified private investors will be allowed to set up small and medium-size banks, though he gave no details.

He also promised to cut pollution that is choking China’s cities and improvements in a range of social areas, including education and poverty alleviation. He said Beijing aims to reduce carbon intensity, or emissions per unit of economic output, by 3.1 percent.

In the countryside, authorities will try to finish bringing electricity to the homes of the remaining 200,000 people who still lack it, the premier said.

Li gave no update on the status of anti-terrorism crackdowns being waged by Beijing in restive ethnic minority areas in Tibet and the northwestern Muslim region of Xinjiang. He repeated the Communist Party’s stance that it has improved livelihoods there and is protecting traditional culture.


AP Writers Christopher Bodeen and Didi Tang contributed.

TIME Business

Uber Refunds Woman Hit With $100 ‘Bodily Fluids’ Fee

Uber At $40 Billion Valuation Would Eclipse Twitter And Hertz
Bloomberg/Getty Images The Uber Technologies Inc. logo is displayed on the window of a vehicle after dropping off a passenger at Ronald Reagan National Airport (DCA) in Washington on Nov. 26, 2014.

Annie Pho says she did not throw up or create any sort of "bodily fluids" in her Uber taxi

A California woman complained to Uber that her driver had no reason to charge her a $100 “bodily fluids” fee on a $7 car ride recently.

Annie Pho says she did not throw up or create any sort of “bodily fluids” in the car she ordered with the popular ride sharing app. The only explanation, she told CBS2-TV in Los Angeles, is that the driver was trying to charge her for rain water that might have gotten in his car during the stormy day.

Pho took her outrage to Twitter:

Uber confirmed that a “cleaning fee” of $100 or $200 does exist (though it’s not called a “bodily fluids” fee on its site), but the company told CBS2-TV it was refunded in Pho’s case. The fee is usually reserved for “vomiting or pet accidents,” the company said, and the “exact amount depends on the extent of the damage.”

“The original cleaning fee came from what appeared to be paw marks from a pet left on the backseat of the vehicle,” Uber told TIME later. “But again, after further review, a decision was made to fully refund the rider.”


TIME Next Generation Leaders

The Hero Complex: A Common, Curable Leadership Malady

How should boards and fellow executives come to terms with colleagues who have fallen victim to imperial presumption?

When I was consulting the board of a major financial firm years ago, I was astounded to see the directors, including former heads of state along with CEOs of other companies, served on paper plates with plastic forks while the CEO was served on fine China and silver—for “dietary” reasons.

Sandy Weill, when he ran Shearson, had a fireplace built into his 106th floor office in the World Trade Center in the 1970s. During his next three positions, at American Express, Primerica, and Citigroup, he had fireplaces installed in each skyscraper tower office.

James Dutt, as CEO of Beatrice, required that his photo be hung in each staffer’s office—as 40 of the 58 corporate officers departed during his failed six-year reign. Armand Hammer, as CEO of Occidental Petroleum, displayed a life-size bronze statue of himself in the corporate lobby. This past year, we have seen even more alarming examples of imperial conduct across a wide slice of enterprises.

Our society is ambivalent toward top business leaders. CEOs are worshipped as rock stars, if not nearly deified. They are dragon slayers one moment and the next moment vilified as the very dragons they presumably conquered. Most chief executives I have met, however deservedly proud they may be, are serious, devoted leaders who possess a grounded sense of their own vital roles. They generally show a humble appreciation of the contributions of their executive team and their shared responsibilities to shareholders, customers, coworkers, and communities. In fact, they are almost too quick to attribute their hard-earned triumphs to sheer good fortune. But then there are those prominent few in every era who have given way to eye-popping grandiosity, presumption, and arrogance.

How should boards and fellow CEOs come to terms with outlier CEO colleagues who have fallen victim to imperial presumption? These leaders believe the rules do not apply to them. They see themselves as transcendent, “more equal than other animals,” akin to the barnyard leaders in George Orwell’s Animal Farm. I studied this pathology in my book, The Hero’s Farewell. Boards, embarrassed by such rogue leaders—or feeling dependent upon them—whither in prolonged, uncomfortable deliberations before acting.

Consider the example of the three amigos of retail: American Apparel’s Dov Charney; Abercrombie & Fitch’s Michael Jeffries; and Lululemon’s Chip Wilson. Each presided over years of sinking market performance, soaring salaries, and conduct as bizarre as it was offensive.

Despite hundreds of millions in losses, Charney proudly strut his stuff, posing in nothing but his own underwear in American Apparel ads and reportedly once led a meeting wearing nothing other than a sock, not on his foot. He was accused of sexually harassing multiple employees, including arranging for the online posting of nude photos of three of his accusers as retaliation. Charney was charged in lawsuits of rubbing dirt in the face of a Malibu store manager while screaming obscenities at him.

In 1992, the notoriously autocratic Jeffries revived the 113 year-old brand name Abercrombie and Fitch from bankruptcy. However, 15 years later, he was anointed by The Corporate Library as “The Highest Paid, Worst Performer” in the nation after he was paid $71.8 million for faltering performance. Seemingly gleeful over sequential PR backfires, Jeffries claimed he only wanted to market to “cool, good looking people. We don’t want to market to anyone other than that.” Abercrombie’s ads generally displayed far more of the toned flesh of its young models than the featured apparel. He hired male models for company roles that went beyond advertising.

Wilson told Canada’s National Post Business Magazine that he named his company Lululemon because he thought it was funny that Japanese people had trouble pronouncing the letter “L.” Wilson also spoke out over use of child labor in the Third World, in favor of the practice. An avid Ayn Rand fan, as chairman, he printed the name John Galt, the star of one the author’s books, on the company’s bags, without informing the company’s CEO. The company endured a massive recall of their yoga pants when it turned out they were unexpectedly see-through. Responding to complaints from women customers regarding the pilling of Lululemon’s pants, Wilson blamed the fabric‘s poor wear on the overweight physique of those customers.

Less grotesque personal indiscretions at work have felled respected CEOs like Mark Hurd while at HP and Harry Stonecipher at Boeing. According to The Wall Street Journal, Louis Chenevert’s successful six year reign as CEO of United Technologies came to an abrupt end in late 2014 over board concerns regarding the executive’s excessive attention to personal interests such as the oversight of the Taiwan construction of his 110-foot yacht. He apparently devoted similar attention to the construction of his 63-foot and 85-foot yachts.

We could add the narcissistic conduct of many elected U.S. Officials to this list, including the misdirection of public funds for personal luxuries by governors across parties, the reckless, even abusive, treatment of staffers, and the bizarre emails and Tweets to constituents.

It is simplistic to apply labels such as greed, vanity, or immorality to explain such grandiose behavior. No, these leaders have demonstrated a trait unfortunately common among people in positions of power: the drive for heroic stature. In addition to having a commitment to a mission or a desire to establish a meaningful legacy, heroic stature is just one of several hallmarks of transformational leaders. But this particular quality is most often distorted and poorly managed. When you trace the careers and even childhoods of top leaders, most display a lifelong drive for a distinctive identity, something that distinguishes them from the crowd. The priority placed on the perquisites of executive status, such as chauffeur-driven limos, personal jets, platoons of administrative assistants, and corner offices with luxury furnishings—without or without fireplaces—is all too common.

No one ever called Alexander III of Macedon Alexander the Great until he invented the title himself and manufactured a false lineage that connected him to the mythic Achilles and Odysseus. In the Frenzy of Renown, literary scholar Leo Braudy argues that societies generate a subset of people eager to live their lives in the public eye. Some court recognition on a grand scale in the belief that fame will somehow exempt them from the often suffocating expectations and standards that come with executive jobs.

The disappearance of a heroic platform can be disconcerting to leaders. In 1983, Gerald Ford hosted a gathering of former chiefs of state of who all voluntarily “retired.” As they reminisced, former UK Prime Minister James Callaghan commented, “I had to pinch myself and almost pinch the rest of them to remind ourselves that we were no longer in power.” France’s former president Valery Giscard D’Estang replied to a reporter who asked how he now felt, “How does it feel? It feels the same way you feel when you write a story that does not get in the paper.”

Leaders can use their platform to direct public attention to key issues and promote important measures. Heroic stature imbues executives with the kind of authority that encourages people to support their ideas and strategies. But such authority can get out of hand very fast. And company boards, even those with truly independent directors, are all too often intimidated and embarrassed to take action. Nevertheless, boards can respect a CEO’s heroic stature without yielding to intolerable autocratic presumptions.

A company board’s compensation committee, if not the full board, should determine which perks are acceptable symbols of authority and which ones are simply wasteful expressions of vanity. And the nominating and governance committee should ensure that they have a good lock on strong successor candidates so they do not feel they are held hostage by the incumbent. Sometimes, CEOs simply offer up questionable candidates on paper that no one could really see as legitimate successors, what in Victorian literature could be called “beards,” or non-threatening escorts. It’s up to directors to root this kind of behavior out at the very beginning. Ultimately, good corporate governance does not mean giving control to the CEO or the board but establishing a working partnership. This requires agreeing to share power, from start to finish.

Jeffrey Sonnenfeld is Senior Associate Dean for Executive Programs and Lester Crown Professor in the Practice of Management at the Yale School of Management

This article originally appeared on Fortune.com.

TIME Apple

This Is How Terrifying It Was to Pitch Steve Jobs a New Idea

Apple CEO Steve Jobs delivering a keynote address to the Apple Worldwide Developers Conference in San Francisco on June 6, 2011.
Paul Sakuma—AP Apple CEO Steve Jobs delivering a keynote address to the Apple Worldwide Developers Conference in San Francisco on June 6, 2011.

“Are you smart? Are you going to waste my time?”

“The first time we met he walked into the room, looked around, realized that I was new, walked up to me and asked (all in one breath), “Are you smart? Do you know what you are talking about? Are you going to waste my time?”

So begins Brett Bilbrey’s 715-word response to the question “What was it like to deliver a presentation to Steve Jobs?” on the crowd-sourced Q&A site Quora.

It’s a response that has drawn some attention—315,000 views, 4,800 upvotes—since it was posted last month because Bilbrey was not just any third-party developer pitching a new app. He was a prolific Apple inventor and a key team manager whose name appears on more than 50 patents and whose engineers developed, among other products, Apple TV and the Mac Mini. From 2008 until his retirement in February he headed the company’s top-secret Technology Advancement Group charged with developing forward-looking technology for products of which he cannot speak.

But he can talk about what it was like to deal with a notoriously difficult boss.

Steve was wicked smart,” he writes. “I was always amazed at how sharp he was and how quickly he could focus on what was important. I don’t know ANYONE that even comes close to how good he was at being able to do that.”

“Don’t just read the story,” says The Loop’s Jim Dalrymple. “Read the comments too.”

Follow Philip Elmer-DeWitt on Twitter at @philiped. Read his Apple AAPL coverage at fortune.com/ped or subscribe via his RSS feed.

This article originally appeared on Fortune.com.

TIME celebrities

See Vince Vaughn and Dave Franco in These Hilarious Stock Images

Sprinkle a soupçon of celebrity onto your next PowerPoint

Vince Vaughn and the cast of Unfinished Business are injecting some humor into the stilted, campy world of office-themed stock images.

In a partnership with Twentieth Century Fox, iStock by Getty Images has released a set of images that, if they didn’t feature the likes of Vaughn, Dave Franco and Tom Wilkinson, could easily be confused with those ever-inspiring pictures from office PowerPoint presentations.

“We hope these images bring a smile to people’s faces as they recognise classic business stock concepts with a twist,” said Craig Peters, General Manager of iStock by Getty Images in a press release.

Twelve images will be released during a three-week roll-out plan. Check out the first four, released Monday, and decide if your next meeting could use a Hollywood twist.

Unfinished Business, set for release on Friday, is a comedy following Vaughn and his new company as they try to land a big deal in Germany.

TIME apps

The Over-30s Must Pay Double for Tinder’s New Premium Service

Now you can rewind that left swipe, but it will cost you

Tinder launched its much anticipated premium service on Monday but the hugely popular dating app will cost twice as much for users over 30.

Tinder Plus offers users the chance to undo accidental left swipes, reports ABC. (Tinder allows users to search for others who are located close to them on their smartphones, swiping right if you’re interested in a profile and left to reject that person.)

The feature also allows you to connect with people in different cities using the “Passport” function, and the app will be ad-free.

Users in the U.S. can purchase the new upgrade for $9.99 a month, unless you’re over 30, in which case you’ll have to pay $19.99 for the privilege.

And if you live in the U.K., Tinder Plus will cost you £14.99 ($23) if you’re 28 or over, compared with just £3.99 ($6) for users ages 18 to 27.

But Tinder says its prices are based on “extensive” testing.

“Younger users are just as excited about Tinder Plus, but are more budget constrained, and need a lower price to pull the trigger,” said Rosette Pambakian, vice president of corporate communications at Tinder.



Simple Ways to Master the Art of Networking

Anxious about your next networking event? Follow these steps to get the most from the experience.

You arrive alone. Your heart is beating a little faster than normal and suddenly all of your charisma and charm go out the window. You try to lock eyes with someone so that you can find a temporary home in what can feel like a sea of strangers. But everyone looks happily engaged in conversation.

While this might sound like your experience at a middle school dance, it’s also what many people feel when they enter a networking event. These are completely natural reactions, even for the biggest extroverts. The great news is that people go to these events to meet strangers, so you’re in the same position as everyone else. Here are 17 helpful tips for navigating a networking event and making the most of your time there:

  1. Find the bar! Whether or not you’re drinking, it’s always a great idea to position yourself at the edge of the bar. Many people run for the bar when they get to a networking event in order to get a short respite from an overwhelming entrance. If you position yourself a few steps from the bar, you can easily strike up a conversation as people turn with drink in hand.
  2. Be yourself. Networking events are meant as jumping-off points for relationship building. If you can’t be yourself, you’ll be starting off these new relationships with a lie. Don’t try to be the person you think others want to meet. Be genuine. The people you connect with when you are authentic are the ones you’ll want to stay in touch with.
  3. Set reasonable expectations. When attending an event, understand what you are there to do. Is your goal to feel out a new organization and get to know the vibe? Is it to meet five new people? Is it to meet one or two specific people? These are all reasonable expectations and it takes a little pre-planning to set these goals.
  4. Don’t spread yourself too thin. Start by spreading a large net to test out a handful of organizations and then commit yourself to a only a few as time goes on. You want to become a staple at these events. When you bounce around to too many events where no one knows you, you’re doing yourself a disservice by having to build your brand from scratch in each environment. You’ll also find that networking is a lot more fun when you become a regular. People will sing your praises to new attendees (this is always better than you doing it yourself) and you’ll see lots of familiar faces.
  5. Take notes. When you ask for someone’s card after having a great conversation, take notes on their business card after they walk away or immediately after the event. This will help you to be more specific in your follow-up.
  6. Introduce yourself to the organizer. A great way to get to know more about an organization and who is involved is to seek out the event organizer and introduce yourself. He/she can then help point you in the right direction and can introduce you to other attendees to get you off on the right foot.
  7. Treat people like friends. Would you go to a friend, interrupt his/her conversation, hand over a business card, talk about yourself and then walk away? Of course not. Treat new networking relationships as you’d treat your friendships. Build rapport and trust that business will happen.
  8. Ask great questions. The only way to get to know someone else is to ask them genuine and thoughtful questions. It’s always best to walk away from a conversation having allowed the other person to speak more than you did. Not only will they feel great about the conversation, but you’ll have gotten to know a lot about him/her, helping you plan and execute your follow-up more thoughtfully.
  9. Sharing is caring. This is no less true now than it was in kindergarten. If you are willing to share your contacts and resources, others will be more likely to help you as well. Develop a sincerity in your giving nature without expectation of something in return.
  10. Consider their network. When meeting people, it’s important to remember that even if they can’t help you directly, someone in their network probably can.
  11. Treat connecting like a puzzle. If you’re asking great questions and considering how you can help others, you’ll naturally start to draw connections between who you are talking to and others in your network. Offer to make these connections! Perhaps they are two people who have the same target client industry, or maybe you know that a contact of yours is looking for the service the other provides. Encourage both parties to follow up with you after they meet so that you can hear what came of their interaction. It will not only pay dividends for you, it will also help you hone your matchmaking skills.
  12. Don’t be a card spammer. The closest thing to you throwing all of your business cards away is handing them out to anyone and everyone you meet without them asking. If you haven’t built enough rapport with someone to encourage them to ask for your card, don’t offer one.
  13. Be specific. The more specific you can be about what you do and what others can do to help you (if they ask), the better. Tell them the names of a few specific companies you’re looking to work with.
  14. Ask yourself why they should care. Consider why the person you’re speaking to should care about what you’re saying. Craft your conversations accordingly. You only have a short time to make an impression, so try to make it favorable.
  15. Be engaged. Keep eye contact with your conversation partner. Nod your head and tilt your body towards them when you’re speaking. These small cues go a long way towards making them feel like you care, which helps you to build rapport and trust: the foundation on which you can later do business.
  16. Do NOT “work the room.” Don’t try to meet as many people as possible in a room; focus on making just a few solid connections. People can sense when you’re simply speaking with them to grab their card and go. These short interactions will not be memorable and therefore work against you. Aim to meet a few people and begin a meaningful dialogue.
  17. Don’t be afraid to join in. There is nothing wrong with joining a conversation and waiting for a natural break in the chatter to introduce yourself. In most cases, the people who are already speaking will enjoy the interruption because it gives them a chance to meet someone new. If you sense that you’ve entered into a serious discussion, it’s okay to politely excuse yourself.

Now you’re prepared to rock your next networking event and hopefully build some meaningful relationships in the process. And remember; do talk to strangers!

Darrah Brustein is a writer, master-networker, and serial entrepreneur with businesses in merchant services, networking, and financial education for kids.

The Young Entrepreneur Council (YEC) is an invite-only organization comprised of the world’s most promising young entrepreneurs. In partnership with Citi, YEC recently launched StartupCollective, a free virtual mentorship program that helps millions of entrepreneurs start and grow businesses.

This article originally appeared on StartupCollective.

TIME career

10 Behaviors to Avoid if You Want To Be Successful

multiple hands holding lightbulb
Getty Images

Success is not just about you

Answer by Brandon Lee on Quora.

These aren’t hard and fast rules, there are always exceptions, caveats, and nuances to lists like these, but here are a few things:

  1. Don’t take advice from people who do not have the results you are looking for (e.g. Asking Michael Jordan for tennis advice or getting financial advice from your broke friend). Study those who have the results you are looking for.
  2. Don’t instantly believe everything you hear. Trust but validate.
  3. Don’t feel like you need do everything by yourself; you don’t have to be the best or the smartest. It’s far better to have the support of a team, mentors, and friends who will watch your back.
  4. Don’t underestimate the power of rest, play, and fun in the midst of all the hours you spend working — there is a place for both.
  5. Don’t neglect your physical, emotional, and spiritual health in your pursuit of financial wealth.
  6. Don’t be a bridge burner — don’t lie, don’t cheat, don’t circumvent, don’t backstab, don’t take advantage of, don’t deceive, don’t steal credit — unless you want your future bridges to come pre-burned because of your reputation. Build and continually build bridges and others will help build them for you.
  7. Don’t build a reputation of overpromising and underdelivering. Underpromise and overdeliver.
  8. Don’t focus on having the biggest slice of the pie. Focus on growing the pie so everybody wins.
  9. Don’t rush yourself. Life is a marathon, not a sprint. Think decades, not month by month.
  10. Don’t forget to thank those that have helped you along the way.

Bonus: When you make it, give back and help those that want to follow in your footsteps.

This question originally appeared on Quora: What are some universal things we should not do to become successful?

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