James Patterson

Thank you. Thank you.

Thank you. Thank you.

Thank you. Thank you.

That was when I was running the New York office and I'd just taken it over. And some of the offices were quite good. The New York office was quite bad and you couldn't get people in there. So I'm running the creative department and it's, oh, we can't hire anybody because nobody wants to come work there. So once again, it's this problem solution thing. And I did an ad, write if you want work.

That was when I was running the New York office and I'd just taken it over. And some of the offices were quite good. The New York office was quite bad and you couldn't get people in there. So I'm running the creative department and it's, oh, we can't hire anybody because nobody wants to come work there. So once again, it's this problem solution thing. And I did an ad, write if you want work.

That was when I was running the New York office and I'd just taken it over. And some of the offices were quite good. The New York office was quite bad and you couldn't get people in there. So I'm running the creative department and it's, oh, we can't hire anybody because nobody wants to come work there. So once again, it's this problem solution thing. And I did an ad, write if you want work.

And it was six questions. And there were questions like it listed the ingredients on, you know, baked beans. And they're terrible ingredients. And it just said, make it sound mouthwatering. You know, stuff like that. And you could read the six answers in three, four, five minutes, and you could tell immediately whether that person, A, could write and B, could solve problems. I see.

And it was six questions. And there were questions like it listed the ingredients on, you know, baked beans. And they're terrible ingredients. And it just said, make it sound mouthwatering. You know, stuff like that. And you could read the six answers in three, four, five minutes, and you could tell immediately whether that person, A, could write and B, could solve problems. I see.

And it was six questions. And there were questions like it listed the ingredients on, you know, baked beans. And they're terrible ingredients. And it just said, make it sound mouthwatering. You know, stuff like that. And you could read the six answers in three, four, five minutes, and you could tell immediately whether that person, A, could write and B, could solve problems. I see.

Because it wasn't like hide from the problem by being a smarty-ass writer. It was like, no, you got to solve the problem. You know, sell a telephone system to a trappist monk who don't speak. And I'm actually doing a nonfiction book right now, which deals with that kind of thing, solving problems in innovative ways.

Because it wasn't like hide from the problem by being a smarty-ass writer. It was like, no, you got to solve the problem. You know, sell a telephone system to a trappist monk who don't speak. And I'm actually doing a nonfiction book right now, which deals with that kind of thing, solving problems in innovative ways.

Because it wasn't like hide from the problem by being a smarty-ass writer. It was like, no, you got to solve the problem. You know, sell a telephone system to a trappist monk who don't speak. And I'm actually doing a nonfiction book right now, which deals with that kind of thing, solving problems in innovative ways.

What it taught me was there's an audience. You go in there and you're a kid and you go, oh, geez, I can do this, stand on my head. And you give them an idea and they test it and nobody paid any attention. And you go, oh, okay, this is not as simple as I thought it was. But that whole idea of an audience, it relates to book covers, which I get involved in the book jacket thing.

What it taught me was there's an audience. You go in there and you're a kid and you go, oh, geez, I can do this, stand on my head. And you give them an idea and they test it and nobody paid any attention. And you go, oh, okay, this is not as simple as I thought it was. But that whole idea of an audience, it relates to book covers, which I get involved in the book jacket thing.

What it taught me was there's an audience. You go in there and you're a kid and you go, oh, geez, I can do this, stand on my head. And you give them an idea and they test it and nobody paid any attention. And you go, oh, okay, this is not as simple as I thought it was. But that whole idea of an audience, it relates to book covers, which I get involved in the book jacket thing.

And I have a simple thing about book covers that you need to notice it and it needs to motivate you. So it's an easy way to look at and go like, I wouldn't notice this on a book stand. Okay, next.

And I have a simple thing about book covers that you need to notice it and it needs to motivate you. So it's an easy way to look at and go like, I wouldn't notice this on a book stand. Okay, next.

And I have a simple thing about book covers that you need to notice it and it needs to motivate you. So it's an easy way to look at and go like, I wouldn't notice this on a book stand. Okay, next.

And then I notice it, but it doesn't turn me on at all about this particular mystery or whatever the heck it is. a related thing. When I was in advertising, I used to address the first year people and I would get up there and say, I can tell you the secret to making a million dollars a year or some nice sum in advertising. And it really is relatively simple.

And then I notice it, but it doesn't turn me on at all about this particular mystery or whatever the heck it is. a related thing. When I was in advertising, I used to address the first year people and I would get up there and say, I can tell you the secret to making a million dollars a year or some nice sum in advertising. And it really is relatively simple.