Have you ever fancied sailing around the world or buying a holiday home in the Caribbean? Well, before you get too excited, it may help to find out if you have what it takes to become a billionaire.   

    We've all heard stories of school drop-outs who have made their fortune. Do they tend to be university graduates or self-made successful people? Are they married or single?

    Thanks to a recent analysis of people in Forbes（福布斯）Top 100 Billionaires List, we can now find out what they have in common. We know what percentage wear glasses and even how many are bald!

    If you are deciding whether or not to go to university, it may help you to know that 76% of the richest people in the world have a degree. According to this study, of those 76%, 47% have a bachelor's degree, 23% have a master's and 6% have a doctorate. Don't lose hope if you aren't very academic, though. It's worth noting that many of those on the list did not pass all their exams with flying colors. Microsoft founder Bill Gates dropped out of Harvard University after two years of study. And Chinese business magnate Jack Ma, failed his university entrance exams three times before going on to complete his degree and make his millions.

    Another interesting trend is that the world's richest people are much more likely to be married - only 12% of billionaires are unmarried. Finally, the percentage of billionaires who are bald is quite high – so don't worry if you're losing your hair.

    He says the problem with teachers is, “What will a kid learn from someone who chose to become a teacher?” He reminds the other dinner guests that it's true what they say about teachers: Those who can, do; those who can't, teach.

    I decide to bite my tongue instead of biting his and stop myself from reminding the other dinner guests that it's also true what they say about lawyers—that they make money from the misfortune of others.

    “I mean, you're a teacher, Taylor,” he says to me. “Be honest. What do you make?”

    I wish he hadn't asked me to be honest, because now I have to teach him a lesson.

    You want to know what I make?

    I make kids work harder than they ever thought they could.

    I can make a C+ feel like a great achievement and an A－ feel like a failure.

    How dare you waste my time with anything less than your very best?

    I make parents tremble in fear when I call them: I hope I haven't called at a bad time, I just wanted to talk to you about something Billy said today.

    Billy said, “Leave the kid alone. I still cry sometimes, don't you?”

    And it was the bravest act I have ever seen.

    I make parents see their children for who they are and what they can be.

    You want to know what I make?

    I make kids wonder.

    I make them question.

    I make them criticize.

    I make them think.

    I make them apologies and mean it.

    I make them write, write, write.

    And then I make them read.

    I teach them to solve math problems that they once thought impossible.

    I make them understand that if you have brains then you follow your heart and if someone ever tries to judge you by what you make, you teach them a lesson.

    Let me make this simple for you, so you know what I say is true;

    I make a great difference! What about you?

    The behaviour of a building's users may be at least as important as its design when it comes to energy use, according to new research from the UK Energy Research Centre (UKERC). The UK promises to reduce its carbon emissions (排放）by 80 percent by 2050, part of which will be achieved by all new homes being zero-carbon by 2016. But this report shows that sustainable building design on its own — though extremely important- is not enough to achieve such reductions: the behaviour of the people using the building has to change too.

    The study suggests that the ways that people use and live in their homes have been largely ignored by existing efforts to improve energy efficiency (效率)，whichinstead focus on architectural and technological developments.

     ‘Technology is going to assist but it is not going to do everything,'explains Katy Janda, a UKERC senior researcher，‘consumption patterns of building users can defeat the most careful design. 'In other words，old habits die hard, even in the best-designed eco-home.

    Another part of the problem is information. Households and bill-payers don't have the knowledge they need to change their energy-use habits. Without specific information，it's hard to estimate the costs and benefits of making different choices. Feedback (反馈） facilities, like smart meters and energy monitors，could help bridge this information gap by helping people see how changing their behaviour directly affects their energy use; some studies have shown that households can achieve up to 15 percent energy savings using smart meters.

    Social science research has added a further dimension (方面），suggesting that individuals'behaviour in the home can be personal and cannot be predicted 一 whether people throw open their windows rather than turn down the thermostat (恒温器) , for example. Janda argues that education is the key. She calls for a focused programme to teach people about buildings and their own behaviour in them.

    After finishing my teaching for a school year, I thought that I should go back to Montreal, Quebec, my hometown for a visit. My main goal was to relax in preparation for the challenges of my retirement in the coming year.

    Through my stay in Montreal, I met lots of Chinese who are struggling to succeed and then lead a better life in Canada.

    Some travelled thousands of miles to get knowledge. When I spoke with some of them about the major barrier they had to face after they arrived in Canada, they all talked about the two official languages of Canada. But I was impressed by their ability to express their ideas while switching between English and French.

    Almost all of those people said they often felt homesick. They miss their families and friends. Though Montreal has lots of Chinese restaurants, they long for a home-cooked meal.

    I met some tourists who were trying to realize their childhood dreams of experiencing the life in a developed country. When I asked them if Montreal had lived up to their expectations, they hesitated. They said that reality never agrees with fantasies. However, they were glad to have the opportunity to visit Montreal and didn't regret taking the trip.

    Not all the Chinese people I met were happy. I once met a young lady who met with a gentleman through the Internet. However, to her disappointment, he disappeared after he promised to marry her in Montreal.

    I was served by another Chinese person who could not handle the challenges of studying in an English environment and ended up working in a restaurant with minimum pay.

    Exploring different parts of the world, without any doubt, is an amazing experience. However, one should be realistic when it comes to leaving his hometown to set up a new life in a foreign country. One should take the time to examine the advantages and the shortcomings of the venture before they decide to chase an uncertain dream of achieving success or leading a better life.

    In the years ahead, AI will raise three big questions for bosses and governments. One is the effect on jobs. Although bosses publicly praise the broad benefits AI will bring very much, their main interest lies in cutting costs. One European bank asked a technology company to find a way of reducing the staff in its operations department from 50,000 to 500. This special report has shown that AI-enhanced tools can help reduce staff in departments such as customer service and human resources by a large amount. The McKinsey Global Institute finds that by 2030 up to 375m people, or 14% of the global workers in companies or countries, could have their jobs automated away. Bosses will need to decide whether they are prepared to offer and pay for retraining, and whether they will give time off for it. Many companies say they are all for workers developing new skills, but not at the employer's expense.

    A second important question is how to protect privacy as AI spreads. The Internet has already made it possible to track people's digital（数字的）behaviour in extremely small detail. AT will offer even better tools for businesses to monitor consumers(客户) and workers, both online and in the physical world. Consumers are sometimes happy to go along with this if it results in personalised（个性化的）service. But AI probably brings privacy violations (侵犯) that are seen as shocking and morally unacceptable. In the wrong hands, useful technology could be against fair and equal treatment. Countries with a record of the careful watching of a person place, especially by the police or army and human-rights abuses already using AI to monitor political activity. The police around the world will use AI to spot criminals, but may also look on ordinary citizens secretly, in order to discover things or find out information about them. New rules will be needed to ensure agreement on what degree of monitoring is acceptable.

    The third question is about the effect of AI on competition in business. Today many firms are competing to provide AI-enhanced tools to companies. But a technology company that achieves artificial intelligence could race ahead of competitors, put others out of business and lessen competition. This is unlikely to happen in the near future, but if it did it would be of great concern.

    About a month after I joined Facebook, I got a call from Lori Goler, a highly regarded senior director of marketing at eBay. She made it clear this was a business call. "I want to apply to work with you at Facebook," she said. "Instead of recommending myself, I want to ask you: What is your biggest problem, and how can I solve it?"

    My jaw hit the floor. I had hired thousands of people over the previous decade and no one had ever said anything remotely like that. People usually focus on finding the right role for themselves, with the implication that their skills will help the company. Lori put Facebook's needs front and center. It was a killer approach. I responded, "Recruiting is my biggest problem. And, yes, you can solve it."

    Lori never dreamed she would work in recruiting, but she jumped in. She even agreed to trade earnings for acquiring new skills in a new field. Lori did a great job running recruiting and within months was promoted to her current job, leading People@Facebook.

    The most common metaphor for careers is a ladder, but this concept no longer applies to most workers. As of 2010, the average American had eleven jobs from the ages of eighteen to forty-six alone. Lori often quotes Pattie Sellers, who came up with a much better metaphor: "Careers are a jungle gym, not a ladder."

    As Lori describes it, there's only one way to get to the top of a ladder, but there are many ways to get to the top of a jungle gym. The jungle gym model benefits everyone, but especially women who might be starting careers, switching careers, getting blocked by external barriers, or reentering the workforce after taking time off. The ability to create a unique path with occasional dips, detours (弯路), and even dead ends presents great views of many people, not just those at the top. On a ladder, most climbers are stuck staring at the butt of the person above.