1 Percent Improvement Quotes

Meanwhile, improving by 1 percent isn’t particularly notable—sometimes it isn’t even noticeable—but it can be far more meaningful, especially in the long run. The difference a tiny improvement can make over time is astounding. Here’s how the math works out: if you can get 1 percent better each day for one year, you’ll end up thirty-seven times better by the time you’re done. Conversely, if you get 1 percent worse each day for one year, you’ll decline nearly down to zero. What starts as a small win or a minor setback accumulates into something much more.

Whenever you’re looking to improve, you can rotate through the Four Laws of Behavior Change until you find the next bottleneck. Make it obvious. Make it attractive. Make it easy. Make it satisfying. Round and round. Always looking for the next way to get 1 percent better.

Moonshots force you to reason from first principles. If your goal is 1 percent improvement, you can work within the status quo. But if your goal is to improve tenfold, the status quo has to go. Pursuing a moonshot puts you in a different league—and often an entirely different game—from that of your competitors, making the established plays and routines largely irrelevant.

The whole principle came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improve it by 1 percent, you will get a significant increase when you put them all together.

Habits are the compound interest of self-improvement. Getting 1 percent better every day counts for a lot in the long-run. ■ Habits are a double-edged sword. They can work for you or against you, which is why understanding the details is essential. ■ Small changes often appear to make no difference until you cross a critical threshold. The most powerful outcomes of any compounding process are delayed. You need to be patient. ■ An atomic habit is a little habit that is part of a larger system. Just as atoms are the building blocks of molecules, atomic habits are the building blocks of remarkable results. ■ If you want better results, then forget about setting goals. Focus on your system instead. ■ You do not rise to the level of your goals. You fall to the level of your systems.

works. Individual students can expect their incomes to rise roughly 8 to 12 percent for each additional year of school they complete. Nations, however, can expect their incomes to rise by only 1 to 3 percent for each additional year of school completed by their citizens on average.13 If schooling actually works by improving individual students, then we would expect the improvements for individual students to be cumulative across a nation. But nations don’t seem to benefit as much from educating their citizens. Something, as they say, doesn’t add up.

Training is, quite simply, one of the highest-leverage activities a manager can perform. Consider for a moment the possibility of your putting on a series of four lectures for members of your department. Let’s count on three hours preparation for each hour of course time—twelve hours of work in total. Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. If your training efforts result in a 1 percent improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours.

You don't need to be 100 percent better to see a 100 percent improvement. You just need to be a little better. There's a concept in play here called the winning edge. It means that a small change in the right place makes a huge difference in the end result. In golf, a 1-mm difference in the angle of the club head means the difference between “middle of the fairway” and “you can't find your ball.” In a horse race, the winning horse often wins “by a nose,” but that split second is usually a fourfold increase in prize money. In sales, the tiniest perceived difference between competitors can mean the difference between receiving all of the business or none.

Heat is lost at the surface, so the more surface area you have relative to volume, the harder you must work to stay warm. That means that little creatures have to produce heat more rapidly than large creatures. They must therefore lead completely different lifestyles. An elephant’s heart beats just thirty times a minute, a human’s sixty, a cow’s between fifty and eighty, but a mouse’s beats six hundred times a minute—ten times a second. Every day, just to survive, the mouse must eat about 50 percent of its own body weight. We humans, by contrast, need to consume only about 2 percent of our body weight to supply our energy requirements. One area where animals are curiously—almost eerily—uniform is with the number of heartbeats they have in a lifetime. Despite the vast differences in heart rates, nearly all animals have about 800 million heartbeats in them if they live an average life. The exception is humans. We pass 800 million heartbeats after twenty-five years, and just keep on going for another fifty years and 1.6 billion heartbeats or so. It is tempting to attribute this exceptional vigor to some innate superiority on our part, but in fact it is only over the last ten or twelve generations that we have deviated from the standard mammalian pattern thanks to improvements in our life expectancy. For most of our history, 800 million beats per lifetime was about the human average, too.

exercise produces extraordinary benefits. Going for regular walks reduces the risk of heart attack or stroke by 31 percent. An analysis of 655,000 people in 2012 found that being active for just eleven minutes a day after the age of forty yielded 1.8 years of added life expectancy. Being active for an hour or more a day improved life expectancy by 4.2 years.

Operationally, a business can be improved in only three ways: (1) increase the level of sales; (2) reduce costs as a percent of sales; (3) reduce assets as a percentage of sales. The other factors, (4) increase leverage or (5) lower the tax rate, are the financial drivers of business value. These are the only ways a business can make itself more valuable. Buffett

Habits are the compound interest of self-improvement. Getting 1 percent better every day counts for a lot in the long-run. Habits are a double-edged sword. They can work for you or against you, which is why understanding the details is essential. Small changes often appear to make no difference until you cross a critical threshold. The most powerful outcomes of any compounding process are delayed. You need to be patient. An atomic habit is a little habit that is part of a larger system. Just as atoms are the building blocks of molecules, atomic habits are the building blocks of remarkable results. If you want better results, then forget about setting goals. Focus on your system instead. You do not rise to the level of your goals. You fall to the level of your systems.

Working hard is important. But more effort does not necessarily yield more results. “Less but better” does. Ferran Adrià, arguably the world’s greatest chef, who has led El Bulli to become the world’s most famous restaurant, epitomizes the principle of “less but better” in at least two ways. First, his specialty is reducing traditional dishes to their absolute essence and then re-imagining them in ways people have never thought of before. Second, while El Bulli has somewhere in the range of 2 million requests for dinner reservations each year, it serves only fifty people per night and closes for six months of the year. In fact, at the time of writing, Ferran had stopped serving food altogether and had instead turned El Bulli into a full-time food laboratory of sorts where he was continuing to pursue nothing but the essence of his craft.1 Getting used to the idea of “less but better” may prove harder than it sounds, especially when we have been rewarded in the past for doing more … and more and more. Yet at a certain point, more effort causes our progress to plateau and even stall. It’s true that the idea of a direct correlation between results and effort is appealing. It seems fair. Yet research across many fields paints a very different picture. Most people have heard of the “Pareto Principle,” the idea, introduced as far back as the 1790s by Vilfredo Pareto, that 20 percent of our efforts produce 80 percent of results. Much later, in 1951, in his Quality-Control Handbook, Joseph Moses Juran, one of the fathers of the quality movement, expanded on this idea and called it “the Law of the Vital Few.”2 His observation was that you could massively improve the quality of a product by resolving a tiny fraction of the problems. He found a willing test audience for this idea in Japan, which at the time had developed a rather poor reputation for producing low-cost, low-quality goods. By adopting a process in which a high percentage of effort and attention was channeled toward improving just those few things that were truly vital, he made the phrase “made in Japan” take on a totally new meaning. And gradually, the quality revolution led to Japan’s rise as a global economic power.3

The third and deepest layer is changing your identity. This level is concerned with changing your beliefs: your worldview, your self-image, your judgments about yourself and others. Most of the beliefs, assumptions, and biases you hold are associated with this level. Outcomes are about what you get. Processes are about what you do. Identity is about what you believe. When it comes to building habits that last—when it comes to building a system of 1 percent improvements—the problem is not that one level is “better” or “worse” than another. All levels of change are useful in their own way. The problem is the direction of change. Many people begin the process of changing their habits by focusing on what they want to achieve. This leads us to outcome-based habits. The alternative is to build identity-based habits. With this approach, we start by focusing on who we wish to become.

Two decades after its first democratic election, South Africa ranks as the most unequal country on Earth.1 A host of policy tools could patch each of South Africa’s ills in piecemeal fashion, yet one force would unquestionably improve them all: economic growth.2 Diminished growth lowers living standards. With 5 percent annual growth, it takes just fourteen years to double a country’s GDP; with 3 percent growth, it takes twenty-four years. In general, emerging economies with a low asset base need to grow faster and accumulate a stock of assets more quickly than more developed economies in which basic living standards are already largely met. Meaningfully increasing per capita income is a critical way to lift people’s living standards and take them out of poverty, thereby truly changing the developmental trajectory of the country. South Africa has managed to push growth above a mere 3 percent only four times since the transition from apartheid, and it has remained all but stalled under 5 percent since 2008. And the forecast for growth in years to come hovers around a paltry 1 percent. Because South Africa’s population has been growing around 1.5 percent per year since 2008, the country’s per capita income has been stagnant over the period.

Marx believed that as wealth becomes more concentrated, poverty will become more widespread and the plight of working people evermore desperate. According to his critics, this prediction has proven wrong. They point out that he wrote during a time of raw industrialism, an era of robber barons and the fourteen-hour work day. Through persistent struggle, the working class improved its life conditions from the mid-nineteenth to the mid-twentieth centuries. Today, mainstream spokespersons portray the United States as a prosperous middle-class society. Yet one might wonder. During the Reagan-Bush-Clinton era, from 1981 to 1996, the share of the national income that went to those who work for a living shrank by over 12 percent. The share that went to those who live off investments increased almost 35 percent. Less than 1 percent of the population owns almost 50 percent of the nation’s wealth. The richest families are hundreds of times wealthier than the average household in the lower 90 percent of the population. The gap between America’s rich and poor is greater than it has been in more than half a century and is getting ever-greater. Thus, between 1977 and 1989, the top 1 percent saw their earnings grow by over 100 percent, while the three lowest quintiles averaged a 3 to 10 percent drop in real income.

In order to find and eliminate a Constraint, Goldratt proposes the “Five Focusing Steps,” a method you can use to improve the Throughput of any System: 1. Identification: examining the system to find the limiting factor. If your automotive assembly line is constantly waiting on engines in order to proceed, engines are your Constraint. 2. Exploitation: ensuring that the resources related to the Constraint aren’t wasted. If the employees responsible for making engines are also building windshields, or stop building engines during lunchtime, exploiting the Constraint would be having the engine employees spend 100 percent of their available time and energy producing engines, and having them work in shifts so breaks can be taken without slowing down production. 3. Subordination: redesigning the entire system to support the Constraint. Let’s assume you’ve done everything you can to get the most out of the engine production system, but you’re still behind. Subordination would be rearranging the factory so everything needed to build the engine is close at hand, instead of requiring certain materials to come from the other end of the factory. Other subsystems may have to move or lose resources, but that’s not a huge deal, since they’re not the Constraint. 4. Elevation: permanently increasing the capacity of the Constraint. In the case of the factory, elevation would be buying another engine-making machine and hiring more workers to operate it. Elevation is very effective, but it’s expensive—you don’t want to spend millions on more equipment if you don’t have to. That’s why Exploitation and Subordination come first: you can often alleviate a Constraint quickly, without resorting to spending more money. 5. Reevaluation: after making a change, reevaluating the system to see where the Constraint is located. Inertia is your enemy: don’t assume engines will always be the Constraint: once you make a few Changes, the limiting factor might become windshields. In that case, it doesn’t make sense to continue focusing on increasing engine production—the system won’t improve until windshields become the focus of improvement. The “Five Focusing Steps” are very similar to Iteration Velocity—the more quickly you move through this process and the more cycles you complete, the more your system’s Throughput will improve.

Stuff doesn't matter. That's what they say. I wonder if they've tried losing everything? I left Kerenza with nothing but the clothes I was wearing, and I lost those soon after. I got a ship jumpsuit instead. They say people are more important than stuff. Maybe that's true, though I think there's a reason nobody but Brothers and Sisters renounce their possessions. Even the destitute have something to cling to, right? Your stuff is a series of choices that show who you are. Yeah, I went for the black digiplayer with the skulls on, got a problem with that? Yeah, these are the boots my mom says make me look like I'm in the army. This is the shirt my boyfriend loves, that I have to wear a jacket over when I leave the house. That's the toy turtle my grandma gave me before she died. All I have now is me. People matter more than stuff? Well *beep* you, I don't have people. My mother's dead or mad. My father's on Heimdall, which means he's probably dead too. And my stuff might have been a tiny reminder, something to cling to. Something to tell me who I am. Excuse me for being so ----ing shallow. I want to slam this keyboard against the wall. This keyboard that belongs to the Hypatia. Not mine. Requisitioned. Like my blanket. Like my clothes. Like my life. So here's the thing. My people are gone. My stuff is gone. Nobody's left who knows me, there's nothing left to say who I am. Everyhing's gone, except one thing. One person. He told me to run, to get out, to spread the word. Byron said the same. I understand why they did. But Ezra was ready to die just to improve my chance of survival one percent more. Turns out I feel the same way. Time to go get him. Or die trying. - Kady; The Illuminae Files

At Booths, over one-quarter of the transport footprint comes from the very small amount of air freight in their supply chains—typically used for expensive items that perish quickly. Conversely, most of their food miles are by ship (partly because the U.K. is an island), but because ships can carry food around the world around 100 times more efficiently than planes, they account for less than 1 percent of Booths’ total footprint. The message here is that it is OK to eat apples, oranges, bananas, or whatever you like from anywhere in the world, as long as it has not been on a plane or thousands of miles by road. Road miles are roughly as carbon intensive as air miles, but in the U.K. the distances involved tend not to be too bad, whereas in North America they can be thousands of miles. Booths is a regional supermarket with just one warehouse, so their own distribution is not a big carbon deal, and they have been working hard on further improvements.

Despite the fact that Uncle Rulon and his followers regard the governments of Arizona, Utah, and the United States as Satanic forces out to destroy the UEP, their polygamous community receives more than $6 million a year in public funds. More than $4 million of government largesse flows each year into the Colorado City public school district—which, according to the Phoenix New Times, “is operated primarily for the financial benefit of the FLDS Church and for the personal enrichment of FLDS school district leaders.” Reporter John Dougherty determined that school administrators have “plundered the district’s treasury by running up thousands of dollars in personal expenses on district credit cards, purchasing expensive vehicles for their personal use and engaging in extensive travel. The spending spree culminated in December [2000], when the district purchased a $220,000 Cessna 210 airplane to facilitate trips by district personnel to cities across Arizona.” Colorado City has received $1.9 million from the U.S. Department of Housing and Urban Development to pave its streets, improve the fire department, and upgrade the water system. Immediately south of the city limits, the federal government built a $2.8 million airport that serves almost no one beyond the fundamentalist community. Thirty-three percent of the town’s residents receive food stamps—compared to the state average of 4.7 percent. Currently the residents of Colorado City receive eight dollars in government services for every dollar they pay in taxes; by comparison, residents in the rest of Mohave County, Arizona, receive just over a dollar in services per tax dollar paid. “Uncle Rulon justifies all that assistance from the wicked government by explaining that really the money is coming from the Lord,” says DeLoy Bateman. “We’re taught that it’s the Lord’s way of manipulating the system to take care of his chosen people.” Fundamentalists call defrauding the government “bleeding the beast” and regard it as a virtuous act.

For years, exercise scientists have been convinced that the only way to increase mitochondrial density is with aerobic endurance training, but recent studies have proved otherwise. Not only is an increase in the size and number of mitochondria a proven adaptation to HIIT, but the mitochondrial benefit of HIIT goes way beyond size and number. For example, all your mitochondria contain oxidative enzymes, such as citrate synthase, malate dehydrogenase, and succinate dehydrogenase. These oxidative enzymes lead to improved metabolic function of your skeletal muscles—particularly by causing more effective fat and carbohydrate breakdown for fuel and also by accelerating energy formation from ATP. So more oxidative enzymes means that you have a higher capacity for going longer and harder. And it turns out that, according to an initial study on the effect of HIIT on oxidative enzymes, there were enormous increases in skeletal muscle oxidative enzymes in seven weeks in subjects who did four to ten thirty-second maximal cycling sprints followed by four minutes of recovery just three days a week. But what about HIIT as opposed to aerobic cardio? Another six-week training study compared the increase in oxidative enzymes that resulted from either: 1. Four to six thirty-second maximal-effort cycling sprints, each followed by four-and-a-half minutes of recovery, performed three days a week (classic HIIT training) or 2. Forty to sixty minutes of steady cycling at 65 percent VO2 max (an easy aerobic intensity) five days a week The levels of oxidative enzymes in the mitochondria in subjects who performed the HIIT program were significantly higher—even though they were training at a fraction of the volume of the aerobic group. How could this favorable endurance adaptation happen with such short periods of exercise? It turns out that the increased mitochondrial density and oxidative-enzyme activity from HIIT are caused by completely different message-signaling pathways than those created by traditional endurance training.

Below are recommended optimal ranges for key metabolic blood tests. Falling outside of these ranges is an indicator that you could have brewing dysfunction. The remainder of Part 2 and the plan in Part 3 will give specific steps to increase Good Energy and improve these biomarkers: Triglycerides: Less than 80 mg/dL HDL: 50 to 90 mg/dL Fasting Glucose: 70 to 85 mg/dL Blood Pressure: Less than 120 systolic and less than 80 diastolic mmHg Waist Circumference: <80 cm (31.5 inches) for women and <90 cm (35 inches) for men (South Asian, Chinese, Japanese, and South and Central Americans) <80 cm (31.5 inches) for women and <94 cm (37 inches) for men (European, Sub-Saharan African, Middle Eastern, and Eastern Mediterranean) Triglyceride-to-HDL Ratio: Below 1.5. Above 3 is a clear sign of metabolic dysfunction. Fasting Insulin: From 2 to 5 mIU/L. Above 10 mIU/L is concerning and above 15 mIU/L is significantly elevated. HOMA-IR: Less than 2.0 High-Sensitivity CRP (hsCRP): Less than 0.3 mg/dL Hemoglobin A1c: From 5.0 to 5.4 percent Uric Acid: Less than 5 mg/dL for men, and from 2 to 4 mg/dL for women

Manhattan Prep started out as one lone tutor in a Starbucks coffee shop. Less than ten years later, it was a leading national education and publishing business that employed over one hundred people and was acquired by a public company for millions of dollars. How did that happen? We delivered a service that customers liked more than what was otherwise available. They sought us out and rewarded us with their business. We hired more people, grew, and kept improving. This process—a new company filling a need and flourishing as a result—is an example of value creation. It’s the fuel of economic growth, and what our country has been seeking a formula for. It’s the process that leads to new businesses and jobs. Value creation has a polar opposite: rent-seeking. In the 1980s, economists began noticing that countries with ample natural resources experienced lower economic growth rates than others. From 1965 to 1998 in the OPEC (oil-producing) countries, gross domestic product per capita decreased on average by 1.3 percent, while in the rest of the developed world, per capita growth increased by 2.2 percent (for an overall difference of 3.5 percent). This was a surprise—if you had lots of oil in the ground, wouldn’t that give you more wealth to invest and thus spur more rapid growth? Economists cited a number of factors to explain this “resource curse,” including internal and external conflict, corruption, lower monitoring of government, lack of diversification, and being subject to higher price volatility. One other possible explanation on offer was that a country’s smart people will wind up going to work in whatever industry is throwing off money (like the oil industry in Saudi Arabia). Thus fewer talented people are innovating in other industries, dragging down the growth rate over time. This makes sense—it’s a lot easier for a gifted Saudi to plug into the Ministry of Petroleum and Mineral Resources and extract economic value than to come up with a new business or industry. Does this sort of thing happen in the United States? Yes, you can make money through rent-seeking as opposed to value or wealth creation.

And, even more important for our purposes, these facts are sturdy enough that we can build a sensible diet upon them. Here they are: FACT 1. Populations that eat a so-called Western diet—generally defined as a diet consisting of lots of processed foods and meat, lots of added fat and sugar, lots of refined grains, lots of everything except vegetables, fruits, and whole grains—invariably suffer from high rates of the so-called Western diseases: obesity, type 2 diabetes, cardiovascular disease, and cancer. Virtually all of the obesity and type 2 diabetes, 80 percent of the cardiovascular disease, and more than a third of all cancers can be linked to this diet. Four of the top ten killers in America are chronic diseases linked to this diet. The arguments in nutritional science are not about this well-established link; rather, they are all about identifying the culprit nutrient in the Western diet that might be responsible for chronic diseases. Is it the saturated fat or the refined carbohydrates or the lack of fiber or the transfats or omega-6 fatty acids—or what? The point is that, as eaters (if not as scientists), we know all we need to know to act: This diet, for whatever reason, is the problem. FACT 2. Populations eating a remarkably wide range of traditional diets generally don’t suffer from these chronic diseases. These diets run the gamut from ones very high in fat (the Inuit in Greenland subsist largely on seal blubber) to ones high in carbohydrate (Central American Indians subsist largely on maize and beans) to ones very high in protein (Masai tribesmen in Africa subsist chiefly on cattle blood, meat, and milk), to cite three rather extreme examples. But much the same holds true for more mixed traditional diets. What this suggests is that there is no single ideal human diet but that the human omnivore is exquisitely adapted to a wide range of different foods and a variety of different diets. Except, that is, for one: the relatively new (in evolutionary terms) Western diet that most of us now are eating. What an extraordinary achievement for a civilization: to have developed the one diet that reliably makes its people sick! (While it is true that we generally live longer than people used to, or than people in some traditional cultures do, most of our added years owe to gains in infant mortality and child health, not diet.) There is actually a third, very hopeful fact that flows from these two: People who get off the Western diet see dramatic improvements in their health. We have good research to suggest that the effects of the Western diet can be rolled back, and relatively quickly.

It was a contradiction that Bikram negotiated with two twin sayings: "Ninety-nine percent correct, one hundred percent wrong," and its complement, "Try one perfect the right way, get one hundred percent of the benefits." This 99 percent wrong/1 percent right mentality created the classic Bikram dynamic. During class, internally, there is a perfectionism, a demand for almost hostile conformity that works like metallurgy on the human form. Outside the hot room, externally, or from the teacher’s perspective, the yoga is compassionate, open, and tolerant. every improvement is praised because every improvement is hard won. The strict disciplinarian and the loving healer.

NBA players made roughly the same percentage of shots from 23 feet as they did from 24. But because the three-point line ran between them, the values of those two shots were radically different. Shot attempts from 23 feet had an average value of 0.76 points, while 24-footers were worth 1.09. This, the Warriors concluded, was an opportunity. By moving back a few inches before shooting, a basketball player could improve his rate of return by 43 percent.41

Most of the people get trouble in losing their belly fat. It is a big challenge to lose. But it is best to accept the challenge and show our body that it is not difficult. I am here to tell you how to lose belly fat without investing. 1. Lemon: lemon is an easily available ingredient found in everyone’s kitchen. It has various health kit like improving digestion, enhancing focus and increasing energy level. Lemon is low calorie beverage. One glass of lemon water helps to lose weight. Start your day with one glass of lemon and warm water juice and see you midsection getting smaller. 2. Ginger: add ginger in your tea will help you to lose weight. It increases your body temperature and helps burn fat more effectively. It is a natural remedy for a wide variety of digestive disorders, including upset tummy, vomiting, and gastritis. It also helps for cold and cough. It contains a type of caffeine that helps lose weight. 3. AppleCider Vinegar : apple contains lots of fibre and a good source of pectin. Including pectin in your meal can make you feel full and satisfied. It adds amazing flavour in your drink and helps with weight loss. Add apple cider vinegar in water before any meal. 4. Mint : mint and lemon water helps to detox your body. It also helps in decreasing your belly fat by removing additional bile from your gall bladder. Bile helps to store fat in everyone’s body. Mint is also naturally low in calories, and the antioxidants present in them can improve your metabolic rate and help you lose fat. 5. Aleo vera juice : sterol contains in aleo vera, which helps to lose abdominal fat. Also, being a laxative, it can result in weight loss. If you are looking to lose those extra fat quickly, turn aleo vera into juice and add it in your meal. One glass of aleo vera juice per day will help you lose weight. 6. Garlic: garlic helps to boost the energy level which can help to burn all the calories. It is great in detoxifying. Have raw garlic will help to lose weight faster. 7. Water melon : it contain 91% of water. Eat water melon before any meal. It will add substantial amount of calories in your meal, which will keep you feel full for a long time. 8. Beans : Regular consumption of different types of beans helps reduce body fat, develop muscles and improve the digestion process. Beans also help you feel full for a longer time, thus keeping you from overeating. 9. Cucumber : people do prefer to have cucumber before meal is because it is refreshing and low in calories. It contains 96% percent of water in 100 grams of cucumber. They are packed with mineral, vitamins and dietary fibre. 10. Tomatoes: One large tomato has just 33 calories. It contains a compound known as 9-oxo-ODA that helps reduce lipids in the blood, which in turn helps control belly fat. This compound also fights chronic diseases associated with obesity.

Adam Grant has an answer. In Give and Take, he writes about the power of purpose to improve not just happiness, but also productivity. 50 His answer, like many brilliant insights, seems obvious once it’s pointed out. The big surprise is how huge the impact is. Adam looked at paid employees in a university’s fund-raising call center. Their job was to call potential donors and ask for contributions. He divided them into three groups. Group A was the control group, and just did their jobs. Group B read stories from other employees about the personal benefits of the job: learning and money. Group C read stories from scholarship recipients about how the scholarships had changed their lives. Groups A and B saw no difference in performance. Group C, in contrast, grew their weekly pledges by 155 percent (to twenty-three a week from nine a week) and weekly fund-raising by 143 percent (to $ 3,130 from $ 1,288). If reading

The study compared the effectiveness of daily caloric reduction and intermittent fasting among 107 women. One group reduced their daily caloric intake from 2,000 calories to 1,500 calories. The other group was allowed normal caloric intake (2,000 calories) five days a week but only 25 percent of that (500 calories) on the remaining two days—this is referred to as a 5:2 fast. This means that over the course of a week, average caloric intake for the two groups was very similar: 10,500 calories per week for the reduced-calorie group and 11,000 calories per week for the fasting group. Both groups consumed similar Mediterranean-style diets with 30 percent fat. After six months, both groups had similar levels of weight loss and fat loss. But the 5:2 fasting group showed a clear, substantial improvement in insulin levels and insulin resistance, whereas the caloric-reduction group did not.

But Google’s learning algorithms are much better than Yahoo’s. This is not the only reason for the difference in their market caps, of course, but it’s a big one. Every predicted click that doesn’t happen is a wasted opportunity for the advertiser and lost revenue for the website. With Google’s annual revenue of $50 billion, every 1 percent improvement in click prediction potentially means another half billion dollars in the bank, every year, for the company. No wonder Google is a big fan of machine learning, and Yahoo and others are trying hard to catch up.

In truth, the U.S.-sponsored international “War on Drugs” is a war on poor people, most of them subsistence farmers caught in a dangerous no-win situation. If the goal of the War on Drugs is to discourage or prevent drug use, it has failed. Among young people in North America drug use has reached unprecedented levels and enjoys unprecedented tolerance. According to figures quoted by Norm Stamper, the number of Americans who have used illegal drugs stands at 77 million. The U.S. Department of Justice reports that the number of prisoners has tripled, from 139 per 100,000 residents in 1980 to 476 per 100,000 in 2002, the vast majority being incarcerated after drug convictions. From 1980 to 1999 the annual number of Americans arrested for drug offences nearly tripled, from 580,900 to 1,532,200. “That’s a lot of enemies,” comments the ex–police chief. If the War’s purpose is to protect people and communities or to improve their quality of life, it fails disastrously. As the personal histories of Downtown Eastside addicts illustrate and as statistics show, the human costs are devastating. “One [result] which is especially cruel and will have a terrible impact on American life for many generations is the large increase in the number of women incarcerated for drug violations,” U.S. District Court Judge John T. Curtin has pointed out. From 1980 to 1996, there has been a 400 percent increase in the number of women prisoners. Many of those jailed for drug violations were mules or assistants. I venture that none was a principal organizer. Many are the mothers of small children who will be left without maternal care, and most probably without any parental care at all…The engine of punitive punishment of mothers will haunt this nation for many years to come. If the War’s aim is to end or even curtail the international drug trade, it has failed there, too. If it is to suppress the cultivation of plants from which the major substances of abuse are derived: once again, abject failure. Truth, once again, is among the inevitable casualties of war.

Huang was skeptical when his doctors told him there was a new drug option called semaglutide (sold under the brand name Ozempic). The doctor had seen some astounding results from this new drug, including a 50 percent drop in HbA1c levels and a weight loss of as much as 50 pounds. What’s more, these dramatic improvements could happen quickly—sometimes within a couple of months. Huang’s doctor mailed him some Ozempic pens, which he would use to inject himself with this groundbreaking drug once a week. He started on a low dose, which was then slowly increased. In the past, Huang had experienced almost every side effect under the sun from his medications. But you know what? With Ozempic, he experienced no side effects at all.

Habits are the compound interest of self-improvement. Getting 1 percent better every day counts for a lot in the long-run. Habits are a double-edged sword. They can work for you or against you, which is why understanding the details is essential. Small changes often appear to make no difference until you cross a critical threshold. The most powerful outcomes of any compounding process are delayed. You need to be patient. An atomic habit is a little habit that is part of a larger system. Just as atoms are the building blocks of molecules, atomic habits are the building blocks of remarkable results.

It was shown that eating 1, 1.5, and 2.4 ounces of nuts per day was associated with a reduction in LDL cholesterol of 4.2 percent, 4.9 percent, and 7.4 percent, respectively.38 Similarly, substantial evidence from human trials shows that avocado consumption improves blood lipid levels.

Chapter Summary Habits are the compound interest of self-improvement. Getting 1 percent better every day counts for a lot in the long-run. Habits are a double-edged sword. They can work for you or against you, which is why understanding the details is essential. Small changes often appear to make no difference until you cross a critical threshold. The most powerful outcomes of any compounding process are delayed. You need to be patient. An atomic habit is a little habit that is part of a larger system. Just as atoms are the building blocks of molecules, atomic habits are the building blocks of remarkable results. If you want better results, then forget about setting goals. Focus on your system instead. You do not rise to the level of your goals. You fall to the level of your systems.

Ancient Master Requirements: Talent attribute two or more Tiers above lowest-Tier attribute Know three or more forms of Magic Race: Most Focus: Magic Zeal or Conviction one Tier lower than Willpower Restrictions: Must never reject an opportunity to learn a new type of magic (but see below). May not voluntarily increase Zeal or Conviction May not use or learn Divine Magic Some part of him was impressed at the depth of the class system, but that part was small indeed. Most of him was howling “get to the kewl powerz.” The knowledge slid into his mind, and he began to smile. Passive Abilities: Calculate aether-derived %RESOURCE% using an improved formula: 50+(Talent*50) Increased facility with improvised magic Decreased ability to use known spellforms Base aether to %RESOURCE% conversion ratio is 100% Basic Abilities: %RESOURCE%bolt (3 %RESOURCE% / damage, global cooldown, attack spell) Fires a bolt of %RESOURCE% energy at the target Gnostic Reflection (100 %RESOURCE%, 30s cooldown, mental trigger) Absorbs the energy of one spell targeting the caster, then targets the spell’s source with an identical spell using the caster’s parameters. Unknown magic types will not be replicated but can contribute to learning that type of magic. %RESOURCE% Metamorphosis (100 percent of current %RESOURCE%, 1/day, mental trigger) Converts all surrounding energy in a (Tier*Talent) meter radius as well as the caster’s physical form into %RESOURCE% for up to 60 seconds. During this time, damage to Health is applied to %RESOURCE%, only abilities or effects which use %RESOURCE% will function within the ability’s

Not true. I found an investor; he has agreed to invest twenty million dollars into our venture in exchange for fifty percent of the company, secured by the deed to the land. First we sign our deal; tomorrow morning we sign our deal with him.” “Dad, that’s amazing,” Terry said, hugging her father. Mac and Jonas looked at one another. “Who would buy into such a risky proposition for twenty million?” “A billionaire with far bigger plans. A man of science, like myself, who seeks to improve humanity through the exploration of the unknown.” “This billionaire have a name?” Mac asked. “Of course he has a name. Everyone has a name. You a funny man, James Mackreides… maybe you should work nights doing standup?” “Sure, why not? As long as I don’t need an electrician’s license.

The study found that between 2005 and 2009, door-to-balloon times were reduced across the nation; the number of patients waiting longer than 90 minutes decreased from 40.3 percent to 16.9 percent. Unfortunately, mortality was completely unchanged over this time period. Figure 5.1 displays in a striking way the decline in door-to-balloon time graphed against the unchanging mortality. Our tremendous and costly efforts improved door-to-balloon time but did not yield improvements in survival.

Outcomes are about what you get. Processes are about what you do. Identity is about what you believe. When it comes to building habits that last—when it comes to building a system of 1 percent improvements—the problem is not that one level is “better” or “worse” than another. All levels of change are useful in their own way. The problem is the direction of change. Many people begin the process of changing their habits by focusing on what they want to achieve. This leads us to outcome-based habits. The alternative is to build identity-based habits. With this approach, we start by focusing on who we wish to become.

improving by 1 percent isn’t particularly notable—sometimes it isn’t even noticeable—but it can be far more meaningful,

Brailsford said, “The whole principle came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improve it by 1 percent, you will get a significant increase when you put them all together.

To reiterate just a couple of examples mentioned earlier: the majority of authorized cancer drugs (57 percent) between 2009 and 2013 came to market without any evidence that “they improved the quality or quantity of patients’ lives,”1 and five-year survival rates for patients using cytotoxic chemotherapy drugs increased by an average of only 2.1 percent,2 a significant portion of which may simply be placebo.

the aggregation of marginal gains,” which was the philosophy of searching for a tiny margin of improvement in everything you do. Brailsford said, “The whole principle came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improve it by 1 percent, you will get a significant increase when you put them all together.”4

To measure market needs, I would watch carefully what customers do, not simply listen to what they say. Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group. Thus, observations indicate that auto users today require a minimum cruising range (that is, the distance that can be driven without refueling) of about 125 to 150 miles; most electric vehicles only offer a minimum cruising range of 50 to 80 miles. Similarly, drivers seem to require cars that accelerate from 0 to 60 miles per hour in less than 10 seconds (necessary primarily to merge safely into highspeed traffic from freeway entrance ramps); most electric vehicles take nearly 20 seconds to get there. And, finally, buyers in the mainstream market demand a wide array of options, but it would be impossible for electric vehicle manufacturers to offer a similar variety within the small initial unit volumes that will characterize that business. According to almost any definition of functionality used for the vertical axis of our proposed chart, the electric vehicle will be deficient compared to a gasolinepowered car. This information is not sufficient to characterize electric vehicles as disruptive, however. They will only be disruptive if we find that they are also on a trajectory of improvement that might someday make them competitive in parts of the mainstream market. The trajectories of performance improvement demanded in the market—whether measured in terms of required acceleration, cruising range, or top cruising speed—are relatively flat. This is because traffic laws impose a limit on the usefulness of ever-more-powerful cars, and demographic, economic, and geographic considerations limit the increase in commuting miles for the average driver to less than 1 percent per year. At the same time, the performance of electric vehicles is improving at a faster rate—between 2 and 4 percent per year—suggesting that sustaining technological advances might indeed carry electric vehicles from their position today, where they cannot compete in mainstream markets, to a position in the future where they might.

No. 1, when you ask who’s interested in this, the usual answer is, terminally ill people with excruciating pain. False. Factually not true. It tends to be a preoccupation of people who are depressed or hopeless for other reasons. No surprise, actually, if you look at what leads to suicide: hopelessness and depression. You have to look at euthanasia or assisted suicide as more like suicide than like a good death. Second, this notion that there’s no slippery slope, as advocates have long claimed? Totally wrong. Look at Belgium and the Netherlands: First, it’s accepted for adults who are competent and give consent. Then, it’s “We’re going to extend it to neonates with genetic defects, and adolescents.” Any time we do anything in medicine, it’s the same way: We develop an intervention for a narrow group of people, and once it’s well accepted, it gets expanded. I think it’s false to say, “We can hold the line here.” It doesn’t work that way. Third, people say this is a quick, reliable, painless intervention. No medical intervention in history is quick, reliable, painless and has no flaws. In the Netherlands, there’s about a 17 to 20 percent rate of problems, something screwing up. Initially, when the Oregon people published — “We have no problems. Every case went flawlessly!” — you knew the data was wrong. It had to be wrong. Either you’re not getting every case, so the denominator was wrong, or people are lying. There’s nobody who does a procedure, not even blood draws, and it’s perfect every time. So this idea that this is quick, reliable and painless is nonsense. And the last and most important point is: You want to legalize these interventions to improve end-of-life care in this country? That’s your motivation and this is your method? PS: I don’t think people argue that–— ZE: [interrupting] Oh, people do argue that! That is the justification for these procedures: It’s going to improve end-of-life care and give people control. The problem is, even in countries that have legalized it for a long time, at best 3 percent of people die this way in the Netherlands and Belgium. At best, 10 percent express interest in it. That is not a way to improve end-of-life care. You don’t focus lots of attention and effort on 3 percent. It’s the 97 percent, if you want to improve care. The typical response is, we can do both. Hmmm. Every system I’ve ever seen has a bandwidth problem: You can only do so much. We ought to focus our attention on the vast, vast majority, 97 percent of people, for whom this is not the right intervention and get that right — and we are far from that. I don’t think legalizing euthanasia and assisted suicide are the way to go. It’s a big, big distraction.

COEFFICIENT The nonparametric alternative, Spearman’s rank correlation coefficient (r, or “rho”), looks at correlation among the ranks of the data rather than among the values. The ranks of data are determined as shown in Table 14.2 (adapted from Table 11.8): Table 14.2 Ranks of Two Variables In Greater Depth … Box 14.1 Crime and Poverty An analyst wants to examine empirically the relationship between crime and income in cities across the United States. The CD that accompanies the workbook Exercising Essential Statistics includes a Community Indicators dataset with assorted indicators of conditions in 98 cities such as Akron, Ohio; Phoenix, Arizona; New Orleans, Louisiana; and Seattle, Washington. The measures include median household income, total population (both from the 2000 U.S. Census), and total violent crimes (FBI, Uniform Crime Reporting, 2004). In the sample, household income ranges from $26,309 (Newark, New Jersey) to $71,765 (San Jose, California), and the median household income is $42,316. Per-capita violent crime ranges from 0.15 percent (Glendale, California) to 2.04 percent (Las Vegas, Nevada), and the median violent crime rate per capita is 0.78 percent. There are four types of violent crimes: murder and nonnegligent manslaughter, forcible rape, robbery, and aggravated assault. A measure of total violent crime per capita is calculated because larger cities are apt to have more crime. The analyst wants to examine whether income is associated with per-capita violent crime. The scatterplot of these two continuous variables shows that a negative relationship appears to be present: The Pearson’s correlation coefficient is –.532 (p < .01), and the Spearman’s correlation coefficient is –.552 (p < .01). The simple regression model shows R2 = .283. The regression model is as follows (t-test statistic in parentheses): The regression line is shown on the scatterplot. Interpreting these results, we see that the R-square value of .283 indicates a moderate relationship between these two variables. Clearly, some cities with modest median household incomes have a high crime rate. However, removing these cities does not greatly alter the findings. Also, an assumption of regression is that the error term is normally distributed, and further examination of the error shows that it is somewhat skewed. The techniques for examining the distribution of the error term are discussed in Chapter 15, but again, addressing this problem does not significantly alter the finding that the two variables are significantly related to each other, and that the relationship is of moderate strength. With this result in hand, further analysis shows, for example, by how much violent crime decreases for each increase in household income. For each increase of $10,000 in average household income, the violent crime rate drops 0.25 percent. For a city experiencing the median 0.78 percent crime rate, this would be a considerable improvement, indeed. Note also that the scatterplot shows considerable variation in the crime rate for cities at or below the median household income, in contrast to those well above it. Policy analysts may well wish to examine conditions that give rise to variation in crime rates among cities with lower incomes. Because Spearman’s rank correlation coefficient examines correlation among the ranks of variables, it can also be used with ordinal-level data.9 For the data in Table 14.2, Spearman’s rank correlation coefficient is .900 (p = .035).10 Spearman’s p-squared coefficient has a “percent variation explained” interpretation, similar

In the achievement of dreams demands 100 percent dedication.

People with major metabolic problems, like severe insulin resistance or type 2 diabetes, may benefit from long-term carbohydrate restriction— to 25 percent of daily calories as in Phase 1 or sometimes even lower. Preliminary studies report that some individuals experience remarkable improvements in health by eliminating virtually all carbohydrates on a ketogenic diet.4

International labor mobility What’s the problem? Increased levels of migration from poor to rich countries would provide substantial benefits for the poorest people in the world, as well as substantial increases in global economic output. However, almost all developed countries pose heavy restrictions on who can enter the country to work. Scale: Very large. Eighty-five percent of the global variation in earnings is due to location rather than other factors: the extremely poor are poor simply because they don’t live in an environment that enables them to be productive. Economists Michael Clemens, Claudio Montenegro, and Lant Pritchett have estimated what they call the place premium—the wage gain for foreign workers who move to the United States. For an average person in Haiti, relocation to the United States would increase income by about 680 percent; for a Nigerian, it would increase income by 1,000 percent. Some other developing countries have comparatively lower place premiums, but they are still high enough to dramatically benefit migrants. Most migrants would also earn enough to send remittances to family members, thus helping many of those who do not migrate. An estimated six hundred million people worldwide would migrate if they were able to. Several economists have estimated that the total economic gains from free mobility of labor across borders would be greater than a 50 percent increase in world GDP. Even if these estimates were extremely optimistic, the economic gains from substantially increased immigration would be measured in trillions of dollars per year. (I discuss some objections to increased levels of immigration in the endnotes.) Neglectedness: Very neglected. Though a number of organizations work on immigration issues, very few focus on the benefits to future migrants of relaxing migration policy, instead focusing on migrants who are currently living in the United States. Tractability: Not very tractable. Increased levels of immigration are incredibly unpopular in developed countries, with the majority of people in Germany, Italy, the Netherlands, Norway, Sweden, and the United Kingdom favoring reduced immigration. Among developed countries, Canada is most sympathetic to increased levels of immigration; but even there only 20 percent of people favor increasing immigration, while 42 percent favor reducing it. This makes political change on this issue in the near term seem unlikely. What promising organizations are working on it? ImmigrationWorks (accepts donations) organizes, represents, and advocates on behalf of small-business owners who would benefit from being able to hire lower-skill migrant workers more easily, with the aim of “bringing America’s annual legal intake of foreign workers more realistically into line with the country’s labor needs.” The Center for Global Development (accepts donations) conducts policy-relevant research and policy analysis on topics relevant to improving the lives of the global poor, including on immigration reform, then makes recommendations to policy makers.

A Family Affair: Essential Fatty Acids More chemical clues to the nature of alcoholism come from research focusing on alcoholics with at least one grandparent who was Welsh, Irish, Scottish, Scandinavian, or native American. Typically, these alcoholics have a history of depression going back to childhood and close relatives who suffered from depression or schizophrenia. Some may have relatives who committed suicide. There also may be a family history of eczema, cystic fibrosis, premenstrual syndrome, diabetes, irritable bowel syndrome, or benign breast disease. The common denominator here is a genetic abnormality in the way the body handles certain essential fatty acids (EFAs) derived from foods. Normally, these EFAs are converted in the brain to various metabolites such as prostaglandin E1 (PGE1), which plays a vital role in the prevention of depression, convulsions, and hyperexcitability. When the EFA conversion process is defective, brain levels of prostaglandin E1 are lower than normal, which results in depression. In affected individuals, alcohol acts as a double-edged sword. It activates the PGE1 within the brain, which immediately lifts depression and creates feelings of well-being. Because the brain cannot make new PGE1 efficiently, its meager supply of PGE1 is gradually depleted. Over time, the ability of alcohol to lift depression slowly diminishes. Several years ago, researchers hit upon a solution to this problem. They discovered that a natural substance, oil of evening primrose, contains large amounts of gamma-linolenic acid (GLA), which can help the brain convert EFAs to PGE1. The results are quite dramatic. In a recent study in Scotland, researcher David Horrobin, M.D., matched two groups of alcoholics whose EFA levels were 50 percent below normal. The first group got EFA replacement, the second, a placebo. Marked differences between the two groups emerged in the withdrawal stage. The group that got EFA replacement had far fewer symptoms, while the placebo group displayed the full range of withdrawal symptoms associated with prostaglandin deficiency: tremors, irritability, tension, hyperexcitability, and convulsions. At the outset of the study, members of both groups had some degree of alcohol-related liver damage. Three months later, the researchers found that liver function among the EFA replacement group was almost normal. There was no significant improvement among the placebo group. A year later, the placebo group was still deficient in the natural ability to convert essential fatty acids into PGE1. What’s more, only 28 percent of this group had remained sober; the rest had resumed drinking. Results were dramatically better among the EFA replacement group: 83 percent remained sober and depression free.

A window of opportunity might present itself in tomorrow's battle. The odds of that happening may be 0.1 percent, or even 0.01 percent, but if I could improve my combat skills even the slightest bit- if that window were to open even a crack- I'd find a way to force it open wide. If I could learn to jump every hurdle this little track meet of death threw at me, maybe someday I'll wake up in a world with a tomorrow.

Researchers looking for answers to these questions studied women with cancer and found that saturated fat in the diet promoted a more rapid spread of the cancer.61 Other researchers found similar results. For a woman who already has cancer, her risk of dying increased 40 percent for every 1,000 grams of fat consumed monthly.62 Studies also indicate that high fruit and vegetable intake improved survival, and fat on the body increases the risk of a premature death.

Exhaustive analysis of the findings indicated principles to improve in-store visibility. Based on these, Guinness created a prototype fixture and installed it in test stores, as shown in Figure 2.1. The extruding fins were highly visible, ensuring that the offer would reach shoppers at the end of the aisle. The fins also broke the linear nature of the aisle, helping to stop shoppers by the display. Product layout was clear and authoritative. All these elements were within the cone of vision. Strong brand block and the use of signpost products reduced visual “noise,” strengthened impact, and acted as guides around the fixture. Figure 2.1 This Guinness display, using fins to break the aisle, helped stop shoppers and increase sales dramatically. Guinness monitored checkout scanner data in the test stores. It then modified the design in response to these findings and installed the display in various retail sites. Guinness then installed the new display in ten sites and identified another ten control sites for a formal test. The new fixture increased sales dramatically. Why? The new display was able to pull customers through the three moments of truth: reaching, stopping, and closing the sale. The fixture made stout easier to find in this busy category, so the display reached out to shoppers. The time until the first customer interaction decreased from an average of 38 seconds to 11 seconds. The majority of stout purchasers went straight to the fixture, so it did a better job stopping them in front of the display. The total average visit time reduced from 2.08 minutes to 1.53 minutes, indicating that it is easier to shop from the new fixture. U-turning in the middle of the aisle halved, to only 24 percent. More customers were now shopping the whole aisle. And, finally, these customers bought Guinness in much higher numbers. In the test stores, Guinness draught sales increased by 25 percent in value and 24 percent in volume. Total stout sales grew by 10 percent and total beer sales by 4 percent

A recent George Barna poll revealed that only 1% of Christians interviewed in his poll subscribed to all thirteen listed basic doctrinal principles of our Christian faith. Only one percent. Colson notes that in most churches today, “Biblical illiteracy is rampant.” As I detailed in America at the Crossroads (Tyndale House, 1979), cultures historically have only improved when God’s people get serious and experience spiritual revival. America has not witnessed a nationwide revival since early in the 20th century, over one hundred years ago. Americans really shouldn’t be too surprised that our culture continues to spiral downward. If we are “blind” to our true spiritual condition as an end times Church, our prayer should be that we see our true spiritual condition, as God sees it.          The literal translation of the word “sin” is missing the mark. Are we blind to how far we are from ‘hitting the mark’? Since current polls and demographic studies show that Christians living in America are divorcing, abusing, over-indulging, bankrupting or adultering at rates that don’t differ from non-Christians, we have to admit our blindness.

How Advocacy Boosts Retention One of the most critical challenges facing fitness clubs is retention. About 30 percent of club members do not renew their memberships, according to IHRSA. In some clubs, turnover rates are even higher. In larger fitness chains, like the fitness club, improving retention rates by even one percent can mean millions in revenues. So how can Brand Advocates help fitness clubs keep more members? Here are three ways: 1. Members are more likely not to renew if their usage levels are low. Brand Advocates can help educate other members about services they may not currently be using, like Group X classes, personal training, swimming lessons, spa services, and more. As the club's most enthusiastic and engaged members, Advocates are glad to tell others about these services. 2. Brand Advocates will happily create content about why they're loyal customers. Ask your Advocates why they stay with your club. Advocates will create compelling answers, which you can then share with other members and even prospects. 3. Sponsor fun events where Advocates encourage new members to participate in club events and take advantage of club services. 4. Lastly, engaging your Advocates increases the likelihood that these enthusiastic members themselves will continue renewing their memberships month after month, year after year. By building and nurturing relationships with your Advocates you deepen their commitment to your club.

Training is, quite simply, one of the highest-leverage activities a manager can perform. Consider for a moment the possibility of your putting on a series of four lectures for members of your department. Let’s count on three hours of preparation for each hour of course time—twelve hours of work in total. Say that you have ten students in your class. Next year they will work a total of about twenty thousand hours for your organization. If your training results in a 1 percent improvement in your subordinates’ performance, your company will gain the equivalent of two hundred hours of work as the result of the expenditure of your twelve hours.

Increased investment by businesses and a slightly improved trade picture prompted the revision, which lifted the estimated annual rate of growth in April, May and June to 4.2 percent from the government's initial reading of 4 percent in late July. Since the economy emerged from the recession five years ago, companies have been hesitant to spend heavily on new capacity, but these figures and other recent data indicate that is finally changing. In a separate report Thursday, the Labor Department said initial claims for unemployment benefits dropped last week by 1,000, to 298,000, helping push the eight-week average for new claims to below 300,000 for the first time since April 2006, well before the onset of the recession.

axis, all of those straight-ish lines would look like the first graph above of Andy’s tribble family—horizontal most of the way, then suddenly close to vertical at the end. And there would really be no way to graph them all together—the numbers involved are just too different. Logarithmic scaling takes care of these issues and allows us to get a clear overall picture of improvement in digital gear. It’s clear that many of the critical building blocks of computing—microchip density, processing speed, storage capacity, energy efficiency, download speed, and so on—have been improving at exponential rates for a long time. To understand the real-world impacts of Moore’s Law, let’s compare the capabilities of computers separated by only a few doubling periods. The ASCI Red, the first product of the U.S. government’s Accelerated Strategic Computing Initiative, was the world’s fastest supercomputer when it was introduced in 1996. It cost $55 million to develop and its one hundred cabinets occupied nearly 1,600 square feet of floor space (80 percent of a tennis court) at Sandia National Laboratories in New Mexico.10 Designed for calculation-intensive tasks like simulating nuclear tests, ASCI Red was the first computer to score above one teraflop—one trillion floating point operations* per second—on the standard benchmark test for computer speed. To reach this speed it used eight hundred kilowatts per hour, about as much as eight hundred homes would. By 1997, it had reached 1.8 teraflops.

As we shall see, small and apparently insignificant details can have major impacts on people’s behavior. A good rule of thumb is to assume that “everything matters.” In many cases, the power of these small details comes from focusing the attention of users in a particular direction. A wonderful example of this principle comes from, of all places, the men’s rooms at Schiphol Airport in Amsterdam. There the authorities have etched the image of a black housefly into each urinal. It seems that men usually do not pay much attention to where they aim, which can create a bit of a mess, but if they see a target, attention and therefore accuracy are much increased. According to the man who came up with the idea, it works wonders. “It improves the aim,” says Aad Kieboom. “If a man sees a fly, he aims at it.” Kieboom, an economist, directs Schiphol’s building expansion. His staff conducted fly-in-urinal trials and found that etchings reduce spillage by 80 percent.1

Harvard, and most other elite private schools, claim that their admissions are merit-based and need-blind, and that everyone who qualifies will receive enough financial aid to attend. This is bullshit, of course. If your parents went to Harvard (or another Ivy League university, such as Yale, Princeton, etc.) and have donated money, or if your father runs a huge global bank or is prime minister somewhere, your chances are surely somewhat improved. But forget about that—just look at the money and the students. In the 2011 academic year, Harvard’s administration proudly announced that slightly over 60 percent of its undergraduates received some level of financial aid and also stated that no student whose family earned less than $180,000 per year would be required to pay more than 10 percent of their total costs.17 Think about that for a minute. If you’re a Harvard student who receives no financial aid at all, you come from a family that makes much more than $180,000 per year. Let’s say the eligibility cutoff for receiving any financial aid at all is $300,000 (Harvard doesn’t reveal the number). This means that nearly 40 percent of Harvard undergraduates came from families whose income is at the very upper end of the American income distribution. This means that Harvard’s income distribution is probably even more skewed than America’s: in the nation as a whole, in 2010 the top 1 percent of families received about 20 percent of all annual income.

Biodiesel is an inexhaustible, clean-Ignite diesel substitution to reduce dependence on foreign petroleum use, create jobs and improve the environment. Recycled cooking oil, soybean oil and animal fats made from a diverse mix of feedstock including was the first and only EPA - 1 billion gallons of annual production to reach across the Biodiesel Plants country and the first commercial scale production of advanced biofuels named. Strict technical fuel quality and engine performance specifications meeting, this amendment without existing diesel engines to be used in and all major engine manufacturers ' warranty is covered by, most often 5 percent or 20 percent biodiesel blend.

What's your economic forecast for 2015? The world's improving. The U.S. economy is going to grow a little faster than last year, though probably a little weaker in the first quarter. Europe's going to be incrementally better, because they've fixed their banking crisis. They've benefited from a very weakened euro. And then you have economies like India, which was stagnating at around 5-ish percent GDP growth a year ago, and now they're going to receive the benefit of lower oil prices. That's going to add at least 1 percent to India's GDP. Prime Minister Narendra Modi's reforms will probably add 1 or 2 percent more growth to overcome all the weakness in China.

If 80 percent of children can become successful as a result of first, best instruction (Batsche et al., 2005), shouldn’t district leadership devote 80 percent of its efforts toward improving Tier 1 concentrated instruction, rather than focusing most of its time, energy, and resources on “plugging holes in the dike

To address this challenge, Netflix built elaborate algorithms to suggest older titles to its customers. Over time, these algorithms got better and better. But never satisfied, Netflix conducted a very public contest that awarded a $1 million prize to anyone who could improve on their recommendation model (called Cinematch) by 10 percent. As an example of how far Netflix had come, it took three years for someone to improve what it had already built, and Netflix awarded the $1 million prize to a group from AT&T that finally did it.

Similarly, a comprehensive 1977 study by McKinlay and McKinlay, formerly required reading in almost all American medical schools, found that all medical interventions, including vaccines, surgeries, and antibiotics, contributed only about 1 percent of the decline and at most 3.5 percent.17 Both CDC and the McKinlays attributed the disappearance of infectious disease mortalities not to doctors and health officials, but to improved nutrition and sanitation—the latter credited to strict regulation of food preparation, electric refrigerators, sewage treatment, and chlorinated water. The McKinlays joined Harvard’s iconic infectious disease pioneer, Edward Kass, in warning that a self-serving medical cartel would one day try to claim credit for these public health improvements as a pretense for imposing unwarranted medical interventions (e.g., vaccines) on the American public. As the McKinlays and Kass18 had predicted, vaccinologists successfully hijacked the astonishing success story—the dramatic 74 percent decline in infectious disease mortalities of the first half of the twentieth century—and deployed it to claim for themselves, and particularly for vaccines, a revered and sanctified—and scientifically undeserving—prestige beyond criticism, questioning, or debate.

The table shows that during the six-month trial, two people in the placebo group numbering approximately 22,000 and only one in the similarly sized vaccine group died from COVID. Believe it or not, this data point is the source of Pfizer’s claim that the vaccine is 100 percent efficacious against death. Since only one person died from COVID in the vaccine group and two died in the placebo group, Pfizer can technically represent that the vaccine is a 100 percent improvement over the placebo. After all, the number “2” is 100 percent greater than the number “1,” right? The media winked at this canard, obligingly reporting Pfizer’s extraordinary 100 percent efficacy claim.

The holy grail of habit change is not a single 1 percent improvement, but a thousand of them. It' a bunch of atomic habits stacking up, each one a fundamental unit of the overall system.

Ernst & Young, Catalyst, the World Bank, and McKinsey have “all discovered over the past few years that once parliaments and corporate boards reach 30 percent female representation, the quality of decisions improves, the guys behave better, and there is less corruption.”[1]

Those who’d engaged in aerobic exercise saw their hippocampi grow by about 2 percent over the year they’d been exercising. Considering that the hippocampus normally shrinks by 0.5 percent per year as we age, study participants had effectively walked away as much as four years of brain aging. And those who showed greater changes in their BDNF levels saw greater increases in their hippocampal volume—a sign that it was BDNF that was spurring growth in the hippocampus. By comparison, study participants in the stretching group—who on average didn’t improve their overall fitness—experienced about a 1.4 percent shrinkage in their hippocampi over the study period, about what you’d expect for this age group. Those who started out more fit,

the aggregation of marginal gains,” which was the philosophy of searching for a tiny margin of improvement in everything you do. Brailsford said, “The whole principle came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improve it by 1 percent, you will get a significant increase when you put them all together.

The results were astonishing. No one station had noticeably poor uptime or yield, but each had some small problems. Neither uptime nor yield was at 100 percent for any station. This mapping and measurement of the process showed that if each station’s yield and uptime were just 1 percent better than current performance, they would raise the effective capacity of the whole process by more than one-third. (Remember the 1 percent improvement is compounded 38—19 × 2—times.) In other words, the way to get higher and more flexible capacity was to control the existing process more rigorously. This would reduce the cycle time—increase throughput—for existing product volume so that there would be time to run additional products. It would also help reduce the cost of variety, because the faster the cycle time, the sooner a new product variant could be set up and run through the process and shipped to a customer.

Within the past couple of years I’ve switched from water to beet juice for prerace hydration. I know it sounds weird, but it has a benefit that is lacking in any other hydration choice and I encourage all runners to try it. Beet juice is rich in dietary nitrates, which are precursors for nitric oxide, a chemical that the body uses to cause blood vessels to dilate. Consuming beet juice before exercise increases vasodilatation and blood flow and reduces the oxygen cost of exercise. These effects translate directly into better race performance, even in highly trained endurance athletes. A 2011 study conducted by researchers at the University of Exeter found that consuming half a liter of beet juice 2.5 hours before cycling time trials of 4 km and 16.1 km improved performance by 2.8 percent and 2.7 percent, respectively, in club-level cyclists.

The bankruptcy plan had three principal components: It would boost revenue, largely because a new fleet would enable it to serve more markets with newer airplanes. AA would rid itself of restrictive scope provisions in the pilot contract, so that it could operate more regional jets and engage in more codesharing, particularly with JetBlue at New York Kennedy Airport. And it would reduce labor costs through 13,000 layoffs—including 9,000 among TWU workers. Combined, the improvements were valued at $3 billion by 2017, including $1.25 billion in employee cost savings, resulting from a 20 percent reduction in costs for each work group.

Outcomes are about what you get. Processes are about what you do. Identity is about what you believe. When it comes to building habits that last—when it comes to building a system of 1 percent improvements—the problem is not that one level is “better” or “worse” than another

After our species was almost driven to extinction 74,000 years ago, up until 1900, the human population grew at a rate amounting to a fraction of a percent each year as we expanded to all habitable regions on the planet, breeding with at least two other human species or subspecies. By 1930, thanks to sanitation and decreases in child-mother mortality, our species was increasing its numbers at 1 percent each year. And by 1970, due to immunization and improvements in food production globally, the rate was 2 percent each year. Two percent might not seem like a lot, but it added up fast. It took more than 120 years for our population to move from 1 billion to 2 billion, but after reaching that mark in 1927, it took just thirty-three more years to add another billion and then fourteen years to add another. This is how, at the end of the second decade of the twenty-first century, we came to have more than 7.7 billion people on our planet, and every year one additional person per square kilometer.

Sir David Brailsford was a coach hired to revitalize British cycling. He did so by committing to what he called “the aggregation of marginal gains,” or a small improvement in a lot of areas. In his words: “The whole principle came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improve it by 1 percent, you will get a significant increase when you put them all together.

Brailsford had been hired to put British Cycling on a new trajectory. What made him different from previous coaches was his relentless commitment to a strategy that he referred to as “the aggregation of marginal gains,” which was the philosophy of searching for a tiny margin of improvement in everything you do. Brailsford said, “The whole principle came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improve it by 1 percent, you will get a significant increase when you put them all together.

Brailsford and his team continued to find 1 percent improvements in overlooked and unexpected areas. They tested different types of massage gels to see which one led to the fastest muscle recovery. They hired a surgeon to teach each rider the best way to wash their hands to reduce the chances of catching a cold. They determined the type of pillow and mattress that led to the best night’s sleep for each rider. They even painted the inside of the team truck white, which helped them spot little bits of dust that would normally slip by unnoticed but could degrade the performance of the finely tuned bikes.

improving by 1 percent isn’t particularly notable—sometimes it isn’t even noticeable—but it can be far more meaningful, especially in the long run.

So, how did Pfizer transform its unimpressive record of eliminating a single COVID fatality among 22,000 vaccinated subjects into a $5 billion/year success story? By gulling the public with a deceptive measure called “relative risk,” instead of the presumptive and far more useful measure of “absolute risk.” The table shows that during the six-month trial, two people in the placebo group numbering approximately 22,000 and only one in the similarly sized vaccine group died from COVID. Believe it or not, this data point is the source of Pfizer’s claim that the vaccine is 100 percent efficacious against death. Since only one person died from COVID in the vaccine group and two died in the placebo group, Pfizer can technically represent that the vaccine is a 100 percent improvement over the placebo. After all, the number “2” is 100 percent greater than the number “1,” right?

Similarly, a comprehensive 1977 study by McKinlay and McKinlay, formerly required reading in almost all American medical schools, found that all medical interventions, including vaccines, surgeries, and antibiotics, contributed only about 1 percent of the decline and at most 3.5 percent.17 Both CDC and the McKinlays attributed the disappearance of infectious disease mortalities not to doctors and health officials, but to improved nutrition and sanitation—the latter credited to strict regulation of food preparation, electric refrigerators, sewage treatment, and chlorinated water. The McKinlays joined Harvard’s iconic infectious disease pioneer, Edward Kass, in warning that a self-serving medical cartel would one day try to claim credit for these public health improvements as a pretense for imposing unwarranted medical interventions (e.g., vaccines) on the American public.

This is a continuous process. There is no finish line. There is no permanent solution. Whenever you’re looking to improve, you can rotate through the Four Laws of Behavior Change until you find the next bottleneck. Make it obvious. Make it attractive. Make it easy. Make it satisfying. Round and round. Always looking for the next way to get 1 percent better.

Habits are the compound interest of self-improvement. Getting 1 percent better every day counts for a lot in the long-run.

Stuff doesn't matter. That's what they say. I wonder if they've tried losing everything? I left Kerenza with nothing but the clothes I was wearing, and I lost those soon after. I got a ship jumpsuit instead. They say people are more important than stuff. Maybe that's true, though I think there's a reason nobody but Brothers and Sisters renounce their possessions. Even the destitute have something to cling to, right? Your stuff is a series of choices that show who you are. Yeah, I went for the black digiplayer with the skulls on, got a problem with that? Yeah, these are the boots my mom says make me look like I'm in the army. This is the shirt my boyfriend loves, that I have to wear a jacket over when I leave the house. That's the toy turtle my grandma gave me before she died. All I have now is me. People matter more than stuff? Well *beep* you, I don't have people. My mother's dead or mad. My father's on Heimdall, which means he's probably dead too. And my stuff might have been a tiny reminder, something to cling to. Something to tell me who I am. Excuse me for being so ----ing shallow. I want to slam this keyboard against the wall. This keyboard that belongs to the Hypatia. Not mine. Requisitioned. Like my blanket. Like my clothes. Like my life. So here's the thing. My people are gone. My stuff is gone. Nobody's left who knows me, there's nothing left to say who I am. Everyhing's gone, except one thing. One person. He told me to run, to get out, to spread the word. Byron said the same. I understand why they did. But Ezra was ready to die just to improve my chance of survival one percent more. Turns out I feel the same way. Time to go get him. Or die trying.

SKILLS: A superstar culture is built on once-a-year training, delivered by those who have not used the taught skills in over a decade, let alone updated them. Instead, a science culture relies on continuous improvement, where best practices are instantly shared, enriched with peer feedback and coached to new team members. In a science culture, seventy percent of learning comes from doing and coaching, twenty percent from peer feedback and only ten percent from formal classroom learning.

What made him different from previous coaches was his relentless commitment to a strategy that he referred to as “the aggregation of marginal gains,” which was the philosophy of searching for a tiny margin of improvement in everything you do. Brailsford said, “The whole principle came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improve it by 1 percent, you will get a significant increase when you put them all together.

Ancient Master Requirements: Talent attribute two or more Tiers above lowest-Tier attribute Know three or more forms of Magic Race: Most Focus: Magic Zeal or Conviction one Tier lower than Willpower Restrictions: Must never reject an opportunity to learn a new type of magic (but see below). May not voluntarily increase Zeal or Conviction May not use or learn Divine Magic Some part of him was impressed at the depth of the class system, but that part was small indeed. Most of him was howling “get to the kewl powerz.” The knowledge slid into his mind, and he began to smile. Passive Abilities: Calculate aether-derived %RESOURCE% using an improved formula: 50+(Talent*50) Increased facility with improvised magic Decreased ability to use known spellforms Base aether to %RESOURCE% conversion ratio is 100% Basic Abilities: %RESOURCE%bolt (3 %RESOURCE% / damage, global cooldown, attack spell) Fires a bolt of %RESOURCE% energy at the target Gnostic Reflection (100 %RESOURCE%, 30s cooldown, mental trigger) Absorbs the energy of one spell targeting the caster, then targets the spell’s source with an identical spell using the caster’s parameters. Unknown magic types will not be replicated but can contribute to learning that type of magic. %RESOURCE% Metamorphosis (100 percent of current %RESOURCE%, 1/day, mental trigger) Converts all surrounding energy in a (Tier*Talent) meter radius as well as the caster’s physical form into %RESOURCE% for up to 60 seconds. During this time, damage to Health is applied to %RESOURCE%, only abilities or effects which use %RESOURCE% will function within the ability’s area, %RESOURCE% pool is doubled, and %RESOURCE% regeneration is halted. When the effect expires, caster returns to physical form with a percentage of %RESOURCE% based on their Tier remaining.

My pain’s down 63 percent, my reflexes have actually improved, and I can sleep through the night without drugs for the first time in twenty years. Is that what you wanted to hear?

WHY SMALL HABITS MAKE A BIG DIFFERENCE It is so easy to overestimate the importance of one defining moment and underestimate the value of making small improvements on a daily basis. Too often, we convince ourselves that massive success requires massive action. Whether it is losing weight, building a business, writing a book, winning a championship, or achieving any other goal, we put pressure on ourselves to make some earth-shattering improvement that everyone will talk about. Meanwhile, improving by 1 percent isn’t particularly notable—sometimes it isn’t even noticeable—but it can be far more meaningful, especially in the long run. The difference a tiny improvement can make over time is astounding. Here’s how the math works out: if you can get 1 percent better each day for one year, you’ll end up thirty-seven times better by the time you’re done. Conversely, if you get 1 percent worse each day for one year, you’ll decline nearly down to zero. What starts as a small win or a minor setback accumulates into something much more. 1% BETTER EVERY DAY 1% worse every day for one year. 0.99365 = 00.03 1% better every day for one year. 1.01365 = 37.78

Card counters formed informal networks and developed new and improved techniques. Beat the Dealer had introduced the idea of a team. Suppose several players, say five, each with a $10,000 bankroll, are playing separately, winning at an average rate of 1 percent or $100 an hour. Then the five players together will gain an average of $500 an hour. If instead they pool their money into one $50,000 bank, when one of them plays he can bet five times as much as he could safely risk on his own $10,000. Consequently he expects to win five times as much, namely, 1 percent of $50,000 or $500

The holy grail of habit change is not a single 1 percent improvement, but a thousand of them. It’s a bunch of atomic habits stacking up, each one a fundamental unit of the overall system.

High schools routinely classified students who quit high school as transferring to another school, returning to their native country, or leaving to pursue a General Equivalency Diploma (GED)—none of which count as dropping out in the official statistics. Houston reported a citywide dropout rate of 1.5 percent in the year that was examined; 60 Minutes calculated that the true dropout rate was between 25 and 50 percent. The statistical chicanery with test scores was every bit as impressive. One way to improve test scores (in Houston or anywhere else) is to improve the quality of education so that students learn more and test better. This is a good thing. Another (less virtuous) way to improve test scores is to prevent the worst students from taking the test. If the scores of the lowest-performing students are eliminated, the average test score for the school or district will go up, even if all the rest of the students show no improvement at all. In Texas, the statewide achievement test is given in tenth grade. There was evidence that Houston schools were trying to keep the weakest students from reaching tenth grade. In one particularly egregious example, a student spent three years in ninth grade and then was promoted straight to eleventh grade—a deviously clever way of keeping a weak student from taking a tenth-grade benchmark exam without forcing him to drop out (which would have showed up on a different statistic).

Meanwhile, improving by 1 percent isn’t particularly notable—sometimes it isn’t even noticeable—but it can be far more meaningful, especially in the long run.

the aggregation of marginal gains,” or a small improvement in a lot of areas. In his words: “The whole principle came from the idea that if you broke down everything you could think of that goes into riding a bike, and then improve it by 1 percent, you will get a significant increase when you put them all together.

much capacity is sufficient? When you’ve raised your AeT to be within 10 percent (elite athletes can have a Z3 spread of 6–7 percent or only 10 beats) of your LT as measured by either heart rate or pace. With more than a 10 percent spread between thresholds, an athlete still has aerobic deficiency and needs to build more aerobic base. Those who have less than a 10 percent spread between thresholds will need to reduce or even drop Z2 training, substituting Z3 workouts. Here’s how to do the 10 percent test: Determine your AeT using one of the methods described on pages 152 to 155 (AeT Testing). Then do the LT test (see page 155). Calculate the percentage difference between the AeT heart rate and the LT heart rate by dividing the higher heart rate by the lower heart rate. We know this is not the conventional way to calculate percentage, but it works well for our purposes. Example: Suppose your AeT heart rate is 128 as determined by a laboratory test. Your LT hill-climb test shows an average heart rate of 150. 150/128 = 1.17. This shows that the LT heart rate is 17 percent greater than the AeT heart rate. You still have a lot of potential to improve your aerobic base with Z1–2 and should not be too eager to move to adding Z3 or higher intensity yet. ZONE

In one College Board survey of 829,000 high-school seniors, 0 percent rated themselves below average in “ability to get along with others,” 60 percent rated themselves in the top 10 percent, and 25 percent rated themselves in the top 1 percent. Compared with our average peer, most of us fancy ourselves as more intelligent, better-looking, less prejudiced, more ethical, healthier, and likely to live longer—a phenomenon recognized in Freud’s joke about the man who told his wife, “If one of us should die, I shall move to Paris.

broke down everything you could think of that goes into riding a bike, and then improve it by 1 percent,

Life as an Enron employee was good. Prestwood’s annual salary rose steadily to sixty-five thousand dollars, with additional retirement benefits paid in Enron stock. When Houston Natural and Internorth had merged, all of Prestwood’s investments were automatically converted to Enron stock. He continued to set aside money in the company’s retirement fund, buying even more stock. Internally, the company relentlessly promoted employee stock ownership. Newsletters touted Enron’s growth as “simply stunning,” and Lay, at company events, urged employees to buy more stock. To Prestwood, it didn’t seem like a problem that his future was tied directly to Enron’s. Enron had committed to him, and he was showing his gratitude. “To me, this is the American way, loyalty to your employer,” he says. Prestwood was loyal to the bitter end. When he retired in 2000, he had accumulated 13,500 shares of Enron stock, worth $1.3 million at their peak. Then, at age sixty-eight, Prestwood suddenly lost his entire Enron nest egg. He now survives on a previous employer’s pension of $521 a month and a Social Security check of $1,294. “There aint no such thing as a dream anymore,” he says. He lives on a three-acre farm north of Houston willed to him as a baby in 1938 after his mother died. “I hadn’t planned much for the retirement. Wanted to go fishing, hunting. I was gonna travel a little.” Now he’ll sell his family’s land. Has to, he says. He is still paying off his mortgage.7 In some respects, Prestwood’s case is not unusual. Often people do not diversify at all, and sometimes employees invest a lot of their money in their employer’s stock. Amazing but true: five million Americans have more than 60 percent of their retirement savings in company stock.8 This concentration is risky on two counts. First, a single security is much riskier than the portfolios offered by mutual funds. Second, as employees of Enron and WorldCom discovered the hard way, workers risk losing both their jobs and the bulk of their retirement savings all at once.

8 Ways to Work Smarter and Improve Productivity We as a whole have a similar measure of time in a day, and there is no real way to get a greater amount of it. It doesn't make a difference how effective or well off one is - we are altogether topped at 24 hours for every day. We need to subtract some to sleep, eating, driving and simply living everyday lives - the time left for entrepreneurial undertakings is once in a while enough. However, there is an approach to expand that time, and it includes working more brilliant - not harder. Utilize the eight hints beneath and you will accomplish more in a shorter timeframe. 1. Ensure you cherish what you do 100 percent. This is entirely basic. When you completely adore what you do, it doesn't feel like work. It sounds so buzzword, yet it's flawless. I adore what I do, and I get up each morning energized for what is coming down the road. A late night or long travel day doesn't make a difference - I hop up out of bed each morning without a wake up timer. When you are really enthusiastic about what you are doing you remain laser centered, which normally brings about high profitability. In the event that you are hopeless and abhor what you are doing, paying little mind to how much cash you are making, you won't be energized and your profitability will go directly down the deplete. 2. Grasp innovation. In the event that you decline to grasp innovation you will put yourself at a noteworthy weakness. There are program augmentations, applications and robotization programming to help practically every part of your business and everyday duties. Quite a while back, it wound up noticeably conceivable to maintain your whole business in a hurry from your portable workstation. Today, the same is conceivable from your cell phone. We have mind boggling apparatuses accessible to us that give us finish area opportunity. Thump out errands while driving, doing cardio at the exercise center or sitting tight for a flight - having your whole business readily available can radically build your profitability. 3. Use your systems administration connections. Think about the time and exertion you burn through systems administration - being dynamic via web-based networking media, going to meetings and conversing with everybody. Set aside the opportunity to truly make a strong system and really use the quality of others to help your business. You need to give before you can hope to get, so make it a point to help however many individuals as could be expected under the circumstances. The connections you assemble while doing this can prove to be useful down the line, and when you have a system of experts to help you in specific zones, you gain from the best, as well as don't need to do all the truly difficult work alone. 4. Measure accomplishment in assignments finished, not hours worked. Many people are hung up on the quantity of hours works. Disregard saying "I worked 12 hours today" and rather concentrate on the quantity of assignments you finished. When you are a business person, hours worked amount to nothing - you aren't checking in. Assignments finished, not number of hours, manage achievement. As you figure out how to thump out errands speedier, you accomplish more. Most business people are normally aggressive, so make an individual rivalry and attempt to up your execution as far as every day assignments finished. Do this and watch your profitability shoot through the rooftop. 5. Delegate your shortcomings. I was always wore out until the point when I figured out how to appoint. Now and then, we think we are superhuman and can do everything, except that is basically not the situation.

It’s the habit of process change—the undertaking of numerous, sustained changes over time—that counts. So often leaders try to change a business overnight by taking a single, bold action. Process improvement is less dramatic and glamorous than that. It’s a change in mind-set and operational norms that takes months or even years to establish, and that yields incremental, accumulated gains years into the future (remember that the compounding effect of 3 percent versus 1 percent annual productivity is huge over time). Process improvement is also about yielding some of your authority as a leader and empowering others closest to the action to improve the real work, incrementally, day after day. Their insights, judgments, and decisions large and small, compounded over a period of years, move the organization forward.