For corporations to be bedfellows with the arts is good business for both. The architecture that houses a company is a more visible statement than the president's in the annual report. Ditto interiors, particularly of offices and sometimes, dramatically, in plants. For solvent businesses, support of community cultural undertakings in music, drama, dance creates great goodwill. Also, the existence of such activities is often important to the executives and their families that companies want to keep or attract to keep.

Some people as a result of adversity are sadder, wiser, kinder, more human. Most of us are better, though, when things go better.

Looking the part helps get the chance to fill it. But if you fill the part, it matters not if you look it.

There are a handful of companies who understand all successful business operations come down to three basic principles; People---Product---Profit. Without top people, you cannot do much with the other two.

Several weeks of summer vacation in the Thirties I spent working at $15 a week in the FORBES office.... I worked in the mail cage, where envelopes were slit and subscription payments extracted. Dad used to come pounding down the office aisle and pause long enough to ask, How much today? Inevitably the answer was inadequate-except once. That day the controller said excitedly, Mr. Forbes, the ledger shows a slight profit this month! ... My father turned to him and said, Young man, I don't give a damn what your books show. Do we have any money in the bank?

There is never enough time, unless you're serving it.

I think the terror most people are concerned with is the IRS.