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“When two naughty MILF wives start complimenting each other’s bodies, you know the fun is about to begin.” Credit:MILF Goddess Natalia & ⭐️Lana♠️QOS⭐️EXXXOTICA NJ Oct 23–25♠️DM to Collab Follow them for more spicy content
23,044 просмотров • 11 месяцев назад •via X (Twitter)
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![I hear so often from the Dommes I work with that they struggle with people online fetichizing them and simply seeing them for how sexy and beautiful they are. They project their fantasies and their desires onto you. That stops immediately once you move the attention from you to them. From 'look at me' to 'I see you'. What does that look like? When you create content, think of them and what this scene or that narrative is evoking. What will they learn from you? What they want is not to passively watch how sexy you are, but for you to train them, to give them instructions, to teach them, to guide them, to be in charge, to command them. This is not being an object but the main subject. The Authority figure. How is your content already doing that. The sexy photos can still be there, they are important to already capture des attention. But what you do with that attention once you have it, is where the power dynamic is established. Positioning yourself as more than a stunning Goddess, but actually a woman who has a voice, opinions, perspective, a philosophy, a way to doing things, teaching them what you like, how you like it, why you like it, already makes them want to be that for you. You hold the attention, you hold the power, so you direct it. And for that, you want them to know you get them and you know what lives within them... that creates the desire for you to be the one exposing it. You instantly build trust. Not because you demanded it, but because you earned it: you showed them you know what you are doing. You have experience, you understand them. They are not told to come see you, they are seduced into it. They desire it. And they will work for it. This will attract better clients (real subs) and instead of you trying to get their attention, they will work to earn yours. If you want to learn more about power dynamics, building a brand as a Pro or the psychology behind BDSM, you can now access all my trainings and classes in one place for a fraction of the cost of The Dominatrix Academy. And you can reinvest the total amount towards the Program. Message me [SECRET] for the details. This offer is not available on my website.](https://image.24vids.com/tw-2049167429041824109/ext_tw_video_thumb/2049167371538251780/pu/img/25DXjHkj6hG_xBzD.jpg)
![[ENG TRANS] “Something that causes a querrel between you two” #SoundCheckXคริสสิงโต #คริสสิงโต — I’m sure when they said they talked it out, they did. I trust they really got to understand each other more. The reason they talk about in this show may just be one of many reasons, so don’t be quick to judge. After all, we fans only know part of what really happened. What’s important is that they are both happy about it and it ended well for them. 🙂](https://image.24vids.com/tw-1942667847496610164/amplify_video_thumb/1942666937973997569/img/Fm9lsv8B5PWPIPdW.jpg)
![Airbnb founder Brian Chesky on how to interview and reference check new hires Brian’s first piece of advice comes from Steve Jobs: “Start with the results and work backwards to the people. Most people start with resumes. They start with brands — ‘Oh, this person worked at Google.’ But you should actually ask yourself: What products do I admire? And then who built those products?” With respect to actually interviewing them, Brian’s first tip is to ask follow-up questions: “Ask them to explain how they did something, and then the key is to ask two follow-ups. You never want the first answer. You always want the third answer. And if people don’t know what they’re talking about, they struggle. They might be able to follow-up, but the second follow-up, they become absent of details.” But more important than interviewing, Brian argues, is references: “I prioritize references over interviewing, especially with executives who have more experience BSing you than you have experience detecting their BS.” Brian recalls that Andreessen Horowitz would tell him to do 8 hours of reference checks per employee: “[That’s] probably over the top, but you should probably spend as much time referencing as you do hiring.” He also believes the CEO should interview and reference check new hires as long as possible. Brian interviewed the first 400 people at Airbnb, but he wishes he interviewed longer. And with respect to tactics for reference checks, Brian offers the following advice: “A lot of people are polite. They’re afraid of the feedback getting back. So the first thing to say when you start the call is that everything is off the record — and it should be off the record. It should never be attributed to them. The more it’s unattributed to them, the more honest they’re going to be.” On this topic, Brian recommends avoiding disqualifying questions: “A lot of people don’t want to say somebody sucks or is not good… Say, ‘Okay, separate from this topic, I just want to know who’s the best person you’ve ever worked with?’ Do they say the person’s name you just asked about? They usually tell the truth and if they don’t say that person’s name, they’re not the best, right?” And then ask for specifics: “They said they’re amazing — well why are they amazing? What would you point to? If they have no specifics, maybe they weren’t really good… Then ask questions like, ‘Okay, what do I need to watch out for if I were to hire them?’ or ‘What’s the one area of development you would give them?’ If you say that, they have to tell you something because they’ll feel like they’re not thoughtful enough…. And then you ask them at the end who else you should talk to: ‘Can you give me two more names?’ And then you use that to build a network.” Brian believes recruiting should be more like building a talent network than a sales pipeline.](https://image.24vids.com/tw-1987140548835094999/amplify_video_thumb/1987124191791915008/img/KvpKBINqTpAMl9Mf.jpg)
![Airbnb founder Brian Chesky on how to interview and reference check new hires Brian’s first piece of advice comes from Steve Jobs: “Start with the results and work backwards to the people. Most people start with resumes. They start with brands — ‘Oh, this person worked at Google.’ But you should actually ask yourself: What products do I admire? And then who built those products?” With respect to actually interviewing them, Brian’s first tip is to ask follow-up questions: “Ask them to explain how they did something, and then the key is to ask two follow-ups. You never want the first answer. You always want the third answer. And if people don’t know what they’re talking about, they struggle. They might be able to follow-up, but the second follow-up, they become absent of details.” But more important than interviewing, Brian argues, is references: “I prioritize references over interviewing, especially with executives who have more experience BSing you than you have experience detecting their BS.” Brian recalls that Andreessen Horowitz would tell him to do 8 hours of reference checks per employee: “[That’s] probably over the top, but you should probably spend as much time referencing as you do hiring.” He also believes the CEO should interview and reference check new hires as long as possible. Brian interviewed the first 400 people at Airbnb, but he wishes he interviewed longer. And with respect to tactics for reference checks, Brian offers the following advice: “A lot of people are polite. They’re afraid of the feedback getting back. So the first thing to say when you start the call is that everything is off the record — and it should be off the record. It should never be attributed to them. The more it’s unattributed to them, the more honest they’re going to be.” On this topic, Brian recommends avoiding disqualifying questions: “A lot of people don’t want to say somebody sucks or is not good… Say, ‘Okay, separate from this topic, I just want to know who’s the best person you’ve ever worked with?’ Do they say the person’s name you just asked about? They usually tell the truth and if they don’t say that person’s name, they’re not the best, right?” And then ask for specifics: “They said they’re amazing — well why are they amazing? What would you point to? If they have no specifics, maybe they weren’t really good… Then ask questions like, ‘Okay, what do I need to watch out for if I were to hire them?’ or ‘What’s the one area of development you would give them?’ If you say that, they have to tell you something because they’ll feel like they’re not thoughtful enough…. And then you ask them at the end who else you should talk to: ‘Can you give me two more names?’ And then you use that to build a network.” Brian believes recruiting should be more like building a talent network than a sales pipeline.](https://image.24vids.com/tw-2081769078298186086/amplify_video_thumb/2081351362323828736/img/ntOky5sAlm8gmp7s.jpg)
