Sparrow is a fast-food chain with 200 restaurants. Some years ago, the group to which Sparrow belonged was taken over by another company. Although Sparrow showed no sign of declining, the chain was generally in an unhealthy state. With more and more fast-food concepts reaching the market, the Sparrow menu had to struggle for attention. And to make matters worse, its new owner had no plans to give it the funds it required.

    Sparrow failed to grow for another two years. Until a new CEO, Carl Pearson, decided to build up its market share. He did a survey, which showed that consumers who already used Sparrow restaurants were extremely positive about the chain, while customers of other fast-food chains were unwilling to turn away from them. Sparrow had to develop a new promotional campaign.

Pearson faced a battle over the future of the Sparrow brand. The chain's owner now favored rebranding Sparrow as Marcy's restaurants. Pearson resisted, arguing for an advertising campaign designed to convince customers that visits to Sparrow restaurants were fun. Such an attempt to establish a positive relationship between a company and the general public was unusual for that time. Pearson strongly believed that numbers were the key to success, rather than customers' speeding power. Finally, the owner accepted his idea.

The campaign itself changed the traditional advertising style of the fast-food industry. The TV ads of Sparrow focused on entertainment and featured original songs performed by a variety of stars. Instead of showing the superiority of a specific product, the intention was to put Sparrow in the hearts of potential customers.

    Pearson also made other decisions which he believed would contribute to the new Sparrow image. For example, he offered to lower the rent of any restaurants which achieved a certain increase in their turnover (营业额) .

    These efforts paid off, and Sparrow soon became one of the most successful fast-food chains in the regions where it operated.

    You are the collector in the gallery of your life. You collect. You might not mean to but you do. One out of three people collects tangible（有形的）things such as cats, photos and noisy toys.

    There are among some 40 collections that are being shown at “The Museum Of”—the first of several new museums which, over the next two years, will exhibit the objects accumulated by unknown collectors. In doing so, they will promote a popular culture of museums, not what museums normally represent.

    Some of the collections are fairly common—records, model houses. Others are strangely beautiful—branches that have fallen from tree, for example. But they all reveal （显露）a lot of things: ask someone what they collect and their answers will tell you who they are.

    Other on the way include “The museum of Collectors” and “The Museum of Me.”These new ones, it is hoped, will build on the success of “The Museum Of.” The thinkers behind the project want to explore why people collect, and what it means to do so. They hope that visitors who may not have considered themselves collectors will begin to see they, too, collect.

Some collectors say they started or stopped making collections at important point: the beginning or end of adolescence—“it's a growing-up thing; you stop when you grow up,”says one. Other painful times are mentioned, such as the end of a relationship. For time and life can seem so uncontrollable that a steady serial（顺序排列的）arrangement is comforting.

    Anyone can try to lead a group, but not every individual is cut out for leadership. The better leaders possess a few qualities that can mean the difference between the success and failure of the group. These are the qualities the leader of higher rank will look for when choosing a leader for a group, or when evaluating the performance of a leader. They're also the qualities team members want in a group leader, and appreciate when they find them.

    Take Responsibility

    Group leaders might share tasks around a group as necessary, but eventually a group leader needs to be able to accept that responsibility lies on his shoulders. That means that if things go wrong in a group project, he's the one who must accept the consequences and work out what mistakes are made. The group leader won't always have the power to control everything group members do, but he should be ready to admit any mistakes the group has made as a result of his leadership

    Concern for Members

    The group leader has a commitment to the task or project at hand, but perhaps more importantly, he has a real concern for each and every person who is part of his group. This means getting to know the strengths, weaknesses and goals of team members, as well as making time to build the group through collective activities. The group leader should make sure that everyone is included, even if an individual is new to a group.

    Good Listener

    The group leader needs to be able to listen to the suggestions, complaints and ideas of group members. Not only will this allow complaints to be addressed and potentially suitable ideas to be put into practice, but a leader who listens will also encourage group members to share their concerns and thoughts, creating an atmosphere of free speech and productivity.

    Spring is coming, and it is time for those about to graduate to look for jobs. Competition is tough, so job seekers must carefully consider their personal choices. Whatever we are wearing, our family and friends may accept us, but the workplace may not.

    A high school newspaper editor said it is unfair for companies to discourage visible tattoos (纹身)，nose rings, or certain dress styles. It is true you can't judge a book by its cover, yet people do "cover" themselves in order to convey certain messages. What we wear, including tattoos and nose rings, is an expression of who we are. Just as people convey messages about themselves with their appearances, so do companies. Dress standards exist in the business world for a number of reasons, but the main concern is often about what customers accept.

    Others may say how to dress is a matter of personal freedom, but for businesses it is more about whether to make or lose money. Most employers do care about the personal appearances of their employees, because those people represent the companies to their customers.

    As a hiring manager I am paid to choose the people who would make the best impression on our customers. There are plenty of well-qualified candidates, so it is not wrong to reject someone who might disappoint my customers. Even though I am open-minded, I can't expect all our customers are.

    There is nobody to blame but yourself if your set of choices does not match that of your preferred employer. No company should have to change to satisfy a candidate simply because he or she is unwilling to respect its standards, as long as its standards are legal.

    A few weeks ago, I called an Uber to take me to the Boston airport for a flight home for the holidays. As I slid into the back seat of the car, the warm intonations(语调) of the driver's accent washed over me in a familiar way.

    I learned that he was a recent West African immigrant with a few young children, working hard to provide for his family. I could relate: I am the daughter of two Ethiopian immigrants who made their share of sacrifices to ensure my success. I told him I was on a college break and headed home to visit my parents. That's how he found out I went to Harvard. An approving eye glinted at me in the rearview window, and quickly, we crossed the boundaries of rider and driver. I became his daughter, all grown up—the product of his sacrifice.

    And then came the fateful question: "What do you study?" I answered "history and literature" and the pride in his voice faded, as I knew it might. I didn't even get to add "and African-American studies" before he cut in, his voice thick with disappointment, "All that work to get into Harvard, and you study history?"

    Here I was, his daughter, wasting the biggest opportunity of her life. He went on to deliver the age-old lecture that all immigrant kids know. We are to become doctors (or lawyers, if our parents are being generous)—to make money and send money back home. The unspoken demand, made across generations, which my Uber driver laid out plainly, is simple: Fulfill your role in the narrative(故事) of upward mobility so your children can do the same.

    I used to feel anxious and backed into a corner by the questioning, but now as a junior in college, I'm grateful for their support more than anything. This holiday season, I've promised myself I won't get annoyed at their inquiries. I won't defensively respond with "but I plan to go to law school!" when I get unrequested advice. I'll just smile and nod, and enjoy the warmth of the occasion.

A new book called "Battle Hymn of the Tiger Mother" by Amy Chua has caused a debate (争论) about cultural differences in parenting. Amy Chua is a teacher in an American university and both of her parents are Chinese. In the book, Ms. Chua writes about how she taught her daughters. She told NBC television that she had a clear list of what her daughters were not allowed to do, such as having a play date, watching TV or playing computer games and getting any grade less than an A.

Many people are against Amy Chua's parenting style (风格), even her husband, who is American. They say it is rude and unfair to children. But she says her parents raised her and her three sisters in that way.

Ms. Chua says after her younger daughter shouted "I hate my life! I hate you!" she decided to retreat because she was afraid of losing her daughter. But she also says American parents often have low expectations of their children's abilities.

"The debate is about what it means to be a successful parent and what it means to be a successful child," said Stacy DeBroff, who has written four books on parenting. She says Amy Chua's parenting style is not limited to Chinese families. It is a tradi-tional way of parenting among immigrants (移民). They hope to get a better future for their children.

She also sees a risk (风险). When children have no time to be social or to develop their own interests, they might not develop other skills that they need to succeed in life. DeBroff advises parents to develop their own style of parenting and not just repeat the way they were raised.