Accelerator Best Quotes

After you're dead and buried and floating around whatever place we go to, what's going to be your best memory of earth? What one moment for you defines what it's like to be alive on this planet. What's your takeaway? Fake yuppie experiences that you had to spend money on, like white water rafting or elephant rides in Thailand don't count. I want to hear some small moment from your life that proves you're really alive.

The best ultralearners are those who blend the practical reasons for learning a skill with an inspiration that comes from something that excites them.

Becoming a creature of discomfort can unlock hidden potential in many different types of learning. Summoning the nerve to face discomfort is a character skill—an especially important form of determination. It takes three kinds of courage: to abandon your tried-and-true methods, to put yourself in the ring before you feel ready, and to make more mistakes than others make attempts. The best way to accelerate growth is to embrace, seek, and amplify discomfort.

Our analysis is clear: in today’s fast-moving and competitive world, the best thing you can do for your products, your company, and your people is institute a culture of experimentation and learning, and invest in the technical and management capabilities that enable it.

The best kind of feedback to get is corrective feedback. This is the feedback that shows you not only what you’re doing wrong but how to fix it. This kind of feedback is often available only through a coach, mentor, or teacher. However, sometimes it can be provided automatically if you are using the right study materials.

Bennie's corner of Brooklyn looked different every time Sierra passed through it. She stopped at the corner of Washington Avenue and St. John's Place to take in the changing scenery. A half block from where she stood, she'd skinned her knee playing hopscotch while juiced up on iceys and sugar drinks. Bennie's brother, Vincent, had been killed by the cops on the adjacent corner, just a few steps from his own front door. Now her best friend's neighborhood felt like another planet. The place Sierra and Bennie used to get their hair done had turned into a fancy bakery of some kind, and yes, the coffee was good, but you couldn't get a cup for less than three dollars. Plus, every time Sierra went in, the hip, young white kid behind the counter gave her either the don't-cause-no-trouble look or the I-want-to-adopt-you look. The Takeover (as Bennie had dubbed it once) had been going on for a few years now, but tonight its pace seemed to have accelerated tenfold. Sierra couldn't find a single brown face on the block. It looked like a late-night frat party had just let out; she was getting funny stares from all sides--as if she was the out-of-place one, she thought. And then, sadly, she realized she was the out-of-place one.

I am what I am.' Never has domination found such an innocent-sounding slogan. The maintenance of the self in a permanent state of deterioration, in a chronic state of near-collapse, is the best-kept secret of the present order of things. The weak, depressed, self-critical, virtual self is essentially that endlessly adaptable subject required by the ceaseless innovation of production, the accelerated obsolescence of technologies, the constant overturning of social norms, and generalized flexibility. It is at the same time the most voracious consumer and, paradoxically, the *most productive self*, the one that will most eagerly and energetically throw itself into the slightest *project*, only to return later to its original larval state.

He was astonished at how calm he found he was. Fear of death had always energised him, making him move far more quickly than his body should have been capable of, accelerating his reactions and his thought process to a quite incredible level. This time, though, he only thought, Oh, and realised that he didn't really care all that much. He could feel his responsibilities, the love of others towards him, the unfulfilled possibilities; they were like a child's hand trying to pull him up, doing its best but simply not strong enough for the job. Above all, there was no blame. I tried to climb a wall, but I couldn't, and there it is.

There was, I think, a feeling that the best science was that done in the simplest way. In experimental work, as in mathematics, there was 'style' and a result obtained with simple equipment was more elegant than one obtained with complicated apparatus, just as a mathematical proof derived neatly was better than one involving laborious calculations. Rutherford's first disintegration experiment, and Chadwick's discovery of the neutron had a 'style' that is different from that of experiments made with giant accelerators.

Individual cities that now do the same thing can reap the benefits. So this isn’t complicated: the most educated people who plug into the most flows and enjoy the best governance and infrastructure win. They will have the most data to mine; they will see the most new ideas first; they will be challenged by them first and able to respond and take advantage of them first. Being in the flow will constitute a significant strategic and economic advantage.

The motto here is that sometimes the apparently inferior choice has a better upgrade path: Evolution can’t know this, and we aren’t particularly good at recognizing it ourselves. On the genetic level, it translates as follows: Natural selection may solve the same problems differently in different populations, and what appears to be the most elegant solution at the time may not in fact turn out to be the one that works best in the long run. The seemingly inferior choice

Westrum’s description of a rule-oriented culture is perhaps best thought of as one where following the rules is considered more important than achieving the mission—and we have worked with teams in the US Federal Government we would have no issue describing as generative, as well as startups that are clearly pathological.

However, as you’ll learn in this book, when you trust that the Universe has your best intentions in mind, you can unravel yourself from that which you do not want.

software delivery is an exercise in continuous improvement, and our research shows that year over year the best keep getting better, and those who fail to improve fall further and further behind.

She’s always been beautiful. But her by my side while I battle my demons? It’s a look that can’t compare.  “Focus on the damn road!”  “I’m confused. Did you expect me to go slow?” I push against the accelerator, surging past Noah’s car and cutting him off. I press my foot on the brake and smoke billows from the tires.  “Oh, God. I’m sorry I don’t pray to you enough, but now is the best time. Please don’t let me die.” She presses her palms together.  I chuckle, switching gears to match the curves and straights of the track. “You’ll only die when my tongue is fucking you into oblivion. I promise.

He feels that most high-placed Nazis are refusing to face facts vis-à-vis their economic plight. By doing so, they accelerate the tendency toward greater tour de force adventures, less predictability, less stability in general. The cycle of manic enthusiasm, then fear, then Partei solutions of a desperate type—well, the point he got across was that all this tends to bring the most irresponsible and reckless aspirants to the top.” Mr. Tagomi nodded. “So we must presume that the worst, rather than the best, choice will be made. The sober and responsible elements will be defeated in the present clash.

But with sea levels rising along the East Coast—a natural phenomenon accelerated by climate change—scientists project that in our lifetimes what was once considered a hundred-year flood will happen every three to twenty years.

Some people gain their understanding of the world by symbols and mathematics. Others gain their understanding by pure geometry and space. There are some others that find an acceleration in the muscular effort that is brought to them in understanding, in feeling the force of objects moving through the world. What they want are words of power that stir their souls like the memory of childhood. For the sake of persons of these different types, whether they want the paleness and tenuity of mathematical symbolism, or they want the robust aspects of this muscular engagement, we should present all of these ways. It’s the combination of them that give us our best access to truth

One glance at the way he looked at her, and Sam knew exactly what he was. A lethal habit, she thought. The accelerator on a race car. A halo jump on a crystal clear day. The best possible rush with the worst possible consequences.

It was soothing to sit with life-long friends, the cacophony of bar sounds around us while we caught up on our lives and talked about the glory days of high school. My life since then had been on an accelerated trajectory, not always aimed in the best direction. I acquired a sense of well-being from those friends who married their high school sweethearts, set up housekeeping a stone's throw from where they grew up, and kept the heartbeat of small-town living beating rhythmically.

Fear of feedback often feels more uncomfortable than experiencing the feedback itself. As a result, it is not so much negative feedback on its own that can impede progress but the fear of hearing criticism that causes us to shut down. Sometimes the best action is just to dive straight into the hardest environment, since even if the feedback is very negative initially, it can reduce your fears of getting started on a project and allow you to adjust later if it proves too harsh to be helpful.

For a long moment they gazed at each other, and Freddy felt her mouth go dry and her heartbeat accelerate. If the evening ended right now, she would still remember this moment for all her days. The music, the perfume of the flower baskets, and the hard look of desire in Dal’s eyes.

The two board games that best approximate the strategies of war are chess and the Asian game of go. In chess, the board is small. In comparison to go, the attack comes relatively quickly, forcing a decisive battle.... Go is much less formal. It is played on a large grid, with 361 intersections — nearly six times as many positions as in chess.... [A game of go] can last up to three hundred moves. The strategy is more subtle and fluid than chess, developing slowly; the more complex the pattern your stones initially create on the board, the harder it is for your opponent to understand your strategy. Fighting to control a particular area is not worth the trouble: You have to think in larger terms, to be prepared to sacrifice an area in order eventually to dominate the board. What you are after is not an entrenched position but mobility. With mobility you can isolate your opponent in small areas and then encircle them... Chess is linear, position oriented, and aggressive; go is nonlinear and fluid. Aggression is indirect until the end of the game, when the winner can surround the opponents' stones at an accelerated pace.

GE’s lab is like a mini United Nations. Every engineering team looks like one of those multiethnic Benetton ads. But this was not affirmative action at work; it was a brutal meritocracy. When you are competing in the global technology Olympics every day, you have to recruit the best talent from anywhere you can find it.

Writing is a long-term career. It takes a lot of time, money, perseverance, learning, and soul. Making a mark as a writer and having an influence in the world is a process that generally accelerates slowly. 1. Keep going. 2. Keep giving. 3. Remain true. 4. Trust your instincts. 5. Go with the flow. 6. Do your best. 7. Enjoy it.

The Mufti was one of the initiators of the systematic extermination of European Jewry and had been a collaborator and adviser of Eichmann and Himmler in the execution of this plan... He was one of Eichmann’s best friends and had constantly incited him to accelerate the extermination measures. I heard him say, accompanied by Eichmann, he had visited incognito the gas chamber of Auschwitz.7

If your product is shaving cream, you can use the headline, “The five things you’d better know about shaving and how many different ways it affects your body.” Plus, you can include tips on how to shave, the best ways to shave, and what every kid should know when it’s time to shave. Cover topics such as the structure of various shaving creams and the impact that shaving has on your skin. You could even give the history of shaving. When did it start? How did it start? Who started it? Get this: if you offer all this advice and plug that Web site every where you’re already promoting your product, the site becomes an information source that folks are going to send other folks to in order to get this information. So information-based marketing accelerates your reach and increases word-of-mouth

The three conditions without which healthy growth does not take place can be taken for granted in the matrix of the womb: nutrition, a physically secure environment and the unbroken relationship with a safe, ever-present maternal organism. The word matrix is derived from the Latin for “womb,” itself derived from the word for “mother.” The womb is mother, and in many respects the mother remains the womb, even following birth. In the womb environment, no action or reaction on the developing infant’s part is required for the provision of any of his needs. Life in the womb is surely the prototype of life in the Garden of Eden where nothing can possibly be lacking, nothing has to be worked for. If there is no consciousness — we have not yet eaten of the Tree of Knowledge — there is also no deprivation or anxiety. Except in conditions of extreme poverty unusual in the industrialized world, although not unknown, the nutritional needs and shelter requirements of infants are more or less satisfied. The third prime requirement, a secure, safe and not overly stressed emotional atmosphere, is the one most likely to be disrupted in Western societies. The human infant lacks the capacity to follow or cling to the parent soon after being born, and is neurologically and biochemically underdeveloped in many other ways. The first nine months or so of extrauterine life seem to have been intended by nature as the second part of gestation. The anthropologist Ashley Montagu has called this phase exterogestation, gestation outside the maternal body. During this period, the security of the womb must be provided by the parenting environment. To allow for the maturation of the brain and nervous system that in other species occurs in the uterus, the attachment that was until birth directly physical now needs to be continued on both physical and emotional levels. Physically and psychologically, the parenting environment must contain and hold the infant as securely as she was held in the womb. For the second nine months of gestation, nature does provide a near-substitute for the direct umbilical connection: breast-feeding. Apart from its irreplaceable nutritional value and the immune protection it gives the infant, breast-feeding serves as a transitional stage from unbroken physical attachment to complete separation from the mother’s body. Now outside the matrix of the womb, the infant is nevertheless held close to the warmth of the maternal body from which nourishment continues to flow. Breast-feeding also deepens the mother’s feeling of connectedness to the baby, enhancing the emotionally symbiotic bonding relationship. No doubt the decline of breast-feeding, particularly accelerated in North America, has contributed to the emotional insecurities so prevalent in industrialized countries. Even more than breast-feeding, healthy brain development requires emotional security and warmth in the infant’s environment. This security is more than the love and best possible intentions of the parents. It depends also on a less controllable variable: their freedom from stresses that can undermine their psychological equilibrium. A calm and consistent emotional milieu throughout infancy is an essential requirement for the wiring of the neurophysiological circuits of self-regulation. When interfered with, as it often is in our society, brain development is adversely affected.

To be sure, there will always be evil in the world, there will always be criminality, there will always be swindlers who use the fruits of technological progress or the freedom of cyberspace to cheat the community or their neighbor or a stranger. To talk about how to better govern such realms is always, at best, to talk about increasing the odds of restraining more bad behaviors than not—because they will never be eliminated. The

Hockey is a sport that rewards repetition. The same exercises, the same movements, until a player’s responses become instinctive, branded into his marrow. The puck doesn’t just glide, it bounces as well, so acceleration is more important than maximum speed, hand-eye coordination more important than strength. The ice judges you by your ability to change direction and thought quicker than anyone else—that’s what separates the best players from the rest.

When you attempt to multi-task, your focus, attention, and energy is spent switching between your tasks and re-orienting yourself to exactly where you were before you switched. It’s like swimming against the current. Every time you take a stroke, you might only get one quarter of a stroke forward because of the current, and sometimes you might even go backwards despite your best efforts.   It’s an inefficient use of your time that ends up in your becoming well-versed in the beginning stages of many tasks, but never quite seeing them to completion.   The better approach is to be willfully ignorant of everything else you need to do, while giving full attention to one task at a time. In a sense, a lumberjack can only chop the tree in front of him or her, and can’t do anything with a bunch of half-chopped trees. Chopping the tree in front of you will allow you to make better progress on everything more than actively working on it while multi-tasking.

I am what I am.' Never has domination found such an innocent-sounding slogan. The maintenance of the self in a permanent state of deterioration, in a chronic state of near-collapse, is the best-kept secret of the present order of things. The weak, depressed, self-critical, virtual self is essentially that endlessly adaptable subject required by the ceaseless innovation of production, the accelerated obsolescence of technologies, the constant overturning of social norms, and generalized flexibility.

Our democracy can work only if voters know how the world works, so they are able to make intelligent policy choices and are less apt to fall prey to demagogues, ideological zealots, or conspiracy buffs who may be confusing them at best or deliberately misleading them at worst. As I watched the 2016 presidential campaign unfold, the words of Marie Curie never rang more true to me or felt more relevant: “Nothing in life is to be feared, it is only to be understood. Now is the time to understand more, so that we may fear less.

When dealing with Arab society, [we are dealing with] a production system that is in competition with others (and not with a theoretical opposition between specific economic rationalities), a social structure that must at all times prove its viability in the world arena (and not with its inner logic, which is theoretically as total, as elegant, and plausible as that of any other society whatever), a practical politics that is in perpetual disequilibrium (and not with elaborate theories about the best form of government), a language that must constantly prove its creativity and capacity for adaptation in competition with other languages in an accelerating evolutionary situation (and not with a theory of the language at a given moment of its evolution).

Some researchers, such as psychologist Jean Twenge, say this new world where compliments are better than sex and pizza, in which the self-enhancing bias has been unchained and allowed to gorge unfettered, has led to a new normal in which the positive illusions of several generations have now mutated into full-blown narcissism. In her book The Narcissism Epidemic, Twenge says her research shows that since the mid-1980s, clinically defined narcissism rates in the United States have increased in the population at the same rate as obesity. She used the same test used by psychiatrists to test for narcissism in patients and found that, in 2006, one in four U.S. college students tested positive. That’s real narcissism, the kind that leads to diagnoses of personality disorders. In her estimation, this is a dangerous trend, and it shows signs of acceleration. Narcissistic overconfidence crosses a line, says Twenge, and taints those things improved by a skosh of confidence. Over that line, you become less concerned with the well-being of others, more materialistic, and obsessed with status in addition to losing all the restraint normally preventing you from tragically overestimating your ability to manage or even survive risky situations. In her book, Twenge connects this trend to the housing market crash of the mid-2000s and the stark increase in reality programming during that same decade. According to Twenge, the drive to be famous for nothing went from being strange to predictable thanks to a generation or two of people raised by parents who artificially boosted self-esteem to ’roidtastic levels and then released them into a culture filled with new technologies that emerged right when those people needed them most to prop up their self-enhancement biases. By the time Twenge’s research was published, reality programming had spent twenty years perfecting itself, and the modern stars of those shows represent a tiny portion of the population who not only want to be on those shows, but who also know what they are getting into and still want to participate. Producers with the experience to know who will provide the best television entertainment to millions then cull that small group. The result is a new generation of celebrities with positive illusions so robust and potent that the narcissistic overconfidence of the modern American teenager by comparison is now much easier to see as normal.

At the Pace of What Is Real Stop talking, stop thinking, and there is nothing you will not understand. —SENG-TS'AN Like most people I know, I struggle with taking too much on, with doing too many things, with moving too fast, with overcommitting, with overplanning. I've learned that I must move, quite simply, at the pace of what is real. While this pace may vary, life always seems vacant and diminished when I accelerate beyond my capacity to feel what is before me. It seems we run our lives like trains, speeding along a track laid down by others, going so fast that what we pass blurs on by. Then we say we've been there, done that. The truth is that blurring by something is not the same as experiencing it. So, no matter how many wonderful opportunities come my way, no matter the importance placed on these things by others who have my best interests at heart, I must somehow find a way to slow down the train that is me until what I pass by is again seeable, touchable, feelable. Otherwise, I will pass by everything—can put it all on my résumé—but will have experienced and lived through nothing.

A good metric is a ratio or a rate. Accountants and financial analysts have several ratios they look at to understand, at a glance, the fundamental health of a company. You need some, too. There are several reasons ratios tend to be the best metrics: • Ratios are easier to act on. Think about driving a car. Distance traveled is informational. But speed—distance per hour—is something you can act on, because it tells you about your current state, and whether you need to go faster or slower to get to your destination on time. • Ratios are inherently comparative. If you compare a daily metric to the same metric over a month, you’ll see whether you’re looking at a sudden spike or a long-term trend. In a car, speed is one metric, but speed right now over average speed this hour shows you a lot about whether you’re accelerating or slowing down. • Ratios are also good for comparing factors that are somehow opposed, or for which there’s an inherent tension. In a car, this might be distance covered divided by traffic tickets. The faster you drive, the more distance you cover—but the more tickets you get. This ratio might suggest whether or not you should be breaking the speed limit.

Talmy points out how the mindset behind force dynamics is very different from our best understanding of force and momentum from Newtonian physics. The force-dynamic model in language singles out one entity and conceives of another as impinging on it, whereas in physics neither object in an interaction is privileged. Language conceives of the agonist as having an inner impulse toward motion or rest, whereas physics treats an object as simply continuing at its current velocity. Language distinguishes motion and rest as qualitatively distinct tendencies, whereas physics treats rest as a velocity that happens to be zero. Language treats the antagonist as exerting a force that is stronger than the intrinsic tendency of the agonist. In Newtonian physics, an action and its reaction are opposite and equal, so a pair of touching objects that are at rest, or are moving at a constant velocity, must exert equal forces on each other (if one force were stronger, the two would accelerate in that direction). In language, things can just happen, without stated causes-The book toppled off the shelf; The sidewalk cracked-whereas in physics every event has a lawful antecedent. And in physics, the distinction between causing, blocking, permitting, and helping plays no obvious role.

The VCs were prolific. They talked like nobody I knew. Sometimes they talked their own book, but most days, they talked Ideas: how to foment enlightenment, how to apply microeconomic theories to complex social problems. The future of media and the decline of higher ed; cultural stagnation and the builder’s mind-set. They talked about how to find a good heuristic for generating more ideas, presumably to have more things to talk about. Despite their feverish advocacy of open markets, deregulation, and continuous innovation, the venture class could not be relied upon for nuanced defenses of capitalism. They sniped about the structural hypocrisy of criticizing capitalism from a smartphone, as if defending capitalism from a smartphone were not grotesque. They saw the world through a kaleidoscope of startups: If you want to eliminate economic inequality, the most effective way to do it would be to outlaw starting your own company, wrote the founder of the seed accelerator. Every vocal anti-capitalist person I’ve met is a failed entrepreneur, opined an angel investor. The SF Bay Area is like Rome or Athens in antiquity, posted a VC. Send your best scholars, learn from the masters and meet the other most eminent people in your generation, and then return home with the knowledge and networks you need. Did they know people could see them?

13. If the goal is to build up one's sexual energy, what's the harm of sleeping with a lot of different women (or men) to increase your ching chi? Chia: The goal is not to build up one's sexual energy—it is to transform raw sexual energy into a refined subtle energy. Sex is only one means of doing that. Promiscuity can easily lower your energy if you choose partners with moral or physical weakness. If you lie with degenerates, it may hurt you, in that you can temporarily acquire your partner's vileness. By exchanging subtle energy, you actually absorb the other's substance. You become the other person and assume new karmic burdens. This is why old couples resemble each other so closely: they have exchanged so much energy that they are made of the same life-stuff. This practice accelerates this union, but elevates it to a higher level of spiritual experience. So the best advice I can give is to never compromise your integrity of body, mind and spirit. In choosing a lover you are choosing your destiny, so make sure you love the woman with whom you have sex. Then you will be in harmony with what flows from the exchange and your actions will be proper. If you think you can love two women at once, be ready to spend double the chi to transform and balance their energy. I doubt if many men can really do that and feel deep serenity. For the sake of simplicity, limit yourself to one woman at a time. It takes a lot of time and energy to cultivate the subtle energies to a deep level. It is impossible to define love precisely. You have to consult your inner voice. But cultivating your chi energy sensitizes you to your conscience. What was a distant whisper before may become a very loud voice. For your own sake, do not abandon your integrity for the sake of physical pleasure or the pretense that you are doing deep spiritual exercises. If you sleep with one whom you don't love, your subtle energies will not be in balance and psychic warfare can begin. This will take its toll no matter how far apart you are physically until you sever or heal the psychic connection. It's better to be honest in the beginning. For the same reason make love only when you feel true tenderness within yourself. Your power to love will thus grow stronger. Selfish or manipulative use of sex even with someone with whom you are in love can cause great disharmony. If you feel unable to use your sexual power lovingly, then do not use it at all! Sex is a gleaming, sharp, two-edged sword, a healing tool that can quickly become a weapon. If used for base purposes, it cuts you mercilessly. If you haven't found a partner with whom you can be truly gentle, then simply touch no one. Go back to building your internal energy and when it gets high you will either attract a quality lover or learn a deeper level within yourself.

Lava is best. It’d certainly help in this situation. WAIT, I HAVE SOME IN MY BACKPACK!” “NOOOO!” we all cried out. But of course, it was too late. The Head Admin emptied the bucket as we ran, and although it did a fantastic job in cooking the giant zombie, it also did a fantastic job in setting fire to the forest around us. “YOU DOLT!” I screamed, as we accelerated our speed, “DO YOU REALIZE WHAT YOU’VE DONE!?” “ALL HAIL THE LAVA GODS!” I’m starting to think he may have hit his head on the way down here. To prevent any further incidents, I grabbed a roll of duct tape and buried him in the stuff. “HAVE MERCY!” With the Head Admin unable to inflict any more trouble, I threw him over my shoulder and ran with the others to safety. And whilst I can’t say I enjoy fleeing for my life, being chased by boiling flames, I will say it did look quite pretty. Oh, and as a plus, it took out all the evil creatures following us. I guess that’s a bonus. “The lava gods are pleased,” the Head Admin grinned, before I stuck duct tape over his mouth as well. That would keep him quiet, I hoped to myself. “OVER THERE!” Dinnerbone shouted, pointing forward to what looked like a mountain. “IT’S A MOUNTAIN!” Charles cried. “A BEAUTIFUL MOUNTAIN!” Dr. Boom looked like he was going to cry out of happiness, “WE’RE SAVED!” “MMMMPHPHPHPHPH!” I could only assume the Head Admin was glad as well. I later found out he had a fear of mountains, and was begging to be left to the lava instead. Oh well.

There’s a big difference, in other words, between having a mentor guide our practice and having a mentor guide our journey. OUR TYPICAL PARADIGM FOR mentorship is that of a young, enterprising worker sitting across from an elderly executive at an oak desk, engaging in Q& A about how to succeed at specific challenges. On the other hand, a smartcut-savvy mentee approaches things a bit differently. She develops personal relationships with her mentors, asks their advice on other aspects of life, not just the formal challenge at hand. And she cares about her mentors’ lives too. Business owner Charlie Kim, founder of Next Jump and one of my own mentors, calls this vulnerability. It’s the key, he says, to developing a deep and organic relationship that leads to journey-focused mentorship and not just a focus on practice. Both the teacher and the student must be able to open up about their fears, and that builds trust, which in turn accelerates learning. That trust opens us up to actually heeding the difficult advice we might otherwise ignore. “It drives you to do more,” Kim says. The best mentors help students to realize that the things that really matter are not the big and obvious. The more vulnerability is shown in the relationship, the more critical details become available for a student to pick up on, and assimilate. And, crucially, a mentor with whom we have that kind of relationship will be more likely to tell us “no” when we need it—and we’ll be more likely to listen.

A story best told at speed. After finals, more exams, then the call to the bar, pupillage, a lucky invitation to prestigious chambers, some early success defending hopeless cases—how sensible it had seemed, to delay a child until her early thirties. And when those years came, they brought complex worthwhile cases, more success. Jack was also hesitant, arguing for holding back another year or two. Mid-thirties then, when he was teaching in Pittsburgh and she worked a fourteen-hour day, drifting deeper into family law as the idea of her own family receded, despite the visits of nephews and nieces. In the following years, the first rumors that she might be elected precociously to the bench and required to be on circuit. But the call didn’t come, not yet. And in her forties, there sprang up anxieties about elderly gravids and autism. Soon after, more young visitors to Gray’s Inn Square, noisy demanding great-nephews, great-nieces, reminded her how hard it would be to squeeze an infant into her kind of life. Then rueful thoughts of adoption, some tentative inquiries—and throughout the accelerating years that followed, occasional agonies of doubt, firm late-night decisions concerning surrogate mothers undone in the early-morning rush to work. And when at last, at nine thirty one morning at the Royal Courts of Justice, she was sworn in by the Lord Chief Justice and took her oath of allegiance and her Judicial Oath before two hundred of her bewigged colleagues, and she stood proudly before them in her robes, the subject of a witty speech, she knew the game was up; she belonged to the law as some women had once been brides of Christ.

John Doerr, the legendary venture capitalist who backed Netscape, Google, and Amazon, doesn’t remember the exact day anymore; all he remembers is that it was shortly before Steve Jobs took the stage at the Moscone Center in San Francisco on January 9, 2007, to announce that Apple had reinvented the mobile phone. Doerr will never forget, though, the moment he first laid eyes on that phone. He and Jobs, his friend and neighbor, were watching a soccer match that Jobs’s daughter was playing in at a school near their homes in Palo Alto. As play dragged on, Jobs told Doerr that he wanted to show him something. “Steve reached into the top pocket of his jeans and pulled out the first iPhone,” Doerr recalled for me, “and he said, ‘John, this device nearly broke the company. It is the hardest thing we’ve ever done.’ So I asked for the specs. Steve said that it had five radios in different bands, it had so much processing power, so much RAM [random access memory], and so many gigabits of flash memory. I had never heard of so much flash memory in such a small device. He also said it had no buttons—it would use software to do everything—and that in one device ‘we will have the world’s best media player, world’s best telephone, and world’s best way to get to the Web—all three in one.’” Doerr immediately volunteered to start a fund that would support creation of applications for this device by third-party developers, but Jobs wasn’t interested at the time. He didn’t want outsiders messing with his elegant phone. Apple would do the apps. A year later, though, he changed his mind; that fund was launched, and the mobile phone app industry exploded. The moment that Steve Jobs introduced the iPhone turns out to have been a pivotal junction in the history of technology—and the world.

Our fatalism goes beyond, even if it springs from, the Hindu acceptance of the world as it is ordained to be. I must tell you a little story – a marvellous fable from our Puranas that illustrates both our resilience and our self-absorption in the face of circumstance.’ I sat up against my bolsters and assumed the knowingly expectant attitude of those who are about to tell stories or perform card tricks. ‘A man, someone very like you, Arjun – a symbol, shall we say, of the people of India - is pursued by a tiger. He runs fast, but his panting heart tells him he cannot run much longer. He sees a tree. Relief! He accelerates and gets to it in one last despairing stride. He climbs the tree. The tiger snarls below him, but he feels that he has at last escaped its snapping jaws. But no – what’s this? The branch on which he is sitting is weak, and bends dangerously. That is not all: wood-mice are gnawing away at it; before long they will eat through it and it will snap and fall. The branch sags down over a well. Aha! Escape? Perhaps our hero can swim? But the well is dry, and there are snakes writhing and hissing on its bed. What is our hero to do? As the branch bends lower, he perceives a solitary blade of grass growing on the wall of the well. On the top of the blade of grass gleams a drop of honey. What action does our Puranic man, our quintessential Indian, take in this situation? He bends with the branch, and licks up the honey.’ I laughed at the strain, and the anxiety, on Arjun’s face. ‘What did you expect? Some neat solution to his problem? The tiger changes its mind and goes away? Amitabh Bachhan leaps to the rescue? Don’t be silly, Arjun. One strength of the Indian mind is that it knows some problems cannot be resolved, and it learns to make the best of them. That is the Indian answer to the insuperable difficulty. One does not fight against that by which one is certain to be overwhelmed; but one finds the best way, for oneself, to live with it. This is our national aesthetic. Without it, Arjun, India as we know it could not survive.

For unknown ages after the explosive outpouring of matter and energy of the Big Bang, the Cosmos was without form. There were no galaxies, no planets, no life. Deep, impenetrable darkness was everywhere, hydrogen atoms in the void. Here and there, denser accumulations of gas were imperceptibly growing, globes of matter were condensing-hydrogen raindrops more massive than suns. Within these globes of gas was kindled the nuclear fire latent in matter. A first generation of stars was born, flooding the Cosmos with light. There were in those times, not yet any planets to receive the light, no living creatures to admire the radiance of the heavens. Deep in the stellar furnaces, the alchemy of nuclear fusion created heavy elements from the ashes of hydrogen burning, the atomic building blocks of future planets and lifeforms. Massive stars soon exhausted their stores of nuclear fuel. Rocked by colossal explosions, they returned most of their substance back into the thin gas from which they had once condensed. Here in the dark lush clouds between the stars, new raindrops made of many elements were forming, later generation of stars being born. Nearby, smaller raindrops grew, bodies far too little to ignite the nuclear fire, droplets in the interstellar mist on their way to form planets. Among them was a small world of stone and iron, the early Earth. Congealing and warming, the Earth released methane, ammonia, water and hydrogen gases that had been trapped within, forming the primitive atmosphere and the first oceans. Starlight from the Sun bathed and warmed the primeval Earth, drove storms, generated lightning and thunder. Volcanoes overflowed with lava. These processes disrupted molecules of the primitive atmosphere; the fragments fell back together into more and more complex forms, which dissolved into the early oceans. After a while the seas achieved the consistency of a warm, dilute soup. Molecules were organized, and complex chemical reactions driven, on the surface of clay. And one day a molecule arose that quite by accident was able to make crude copies of itself out of the other molecules in the broth. As time passed, more elaborate and more accurate self replicating molecules arose. Those combinations best suited to further replication were favored by the sieve of natural selection. Those that copied better produced more copies. And the primitive oceanic broth gradually grew thin as it was consumed by and transformed into complex condensations of self replicating organic molecules. Gradually, imperceptibly, life had begun. Single-celled plants evolved, and life began generating its own food. Photosynthesis transformed the atmosphere. Sex was invented. Once free living forms bonded together to make a complex cell with specialized functions. Chemical receptors evolved, and the Cosmos could taste and smell. One celled organisms evolved into multicellular colonies, elaborating their various parts into specialized organ systems. Eyes and ears evolved, and now the Cosmos could see and hear. Plants and animals discovered that land could support life. Organisms buzzed, crawled, scuttled, lumbered, glided, flapped, shimmied, climbed and soared. Colossal beasts thundered through steaming jungles. Small creatures emerged, born live instead of in hard-shelled containers, with a fluid like the early ocean coursing through their veins. They survived by swiftness and cunning. And then, only a moment ago, some small arboreal animals scampered down from the trees. They became upright and taught themselves the use of tools, domesticated other animals, plants and fire, and devised language. The ash of stellar alchemy was now emerging into consciousness. At an ever-accelerating pace, it invented writing, cities, art and science, and sent spaceships to the planets and the stars. These are some of the things that hydrogen atoms do, given fifteen billion years of cosmic evolution.

Have no anxiety about anything,' Paul writes to the Philippians. In one sense it is like telling a woman with a bad head cold not to sniffle and sneeze so much or a lame man to stop dragging his feet. Or maybe it is more like telling a wino to lay off the booze or a compulsive gambler to stay away from the track. Is anxiety a disease or an addiction? Perhaps it is something of both. Partly, perhaps, because you can't help it, and partly because for some dark reason you choose not to help it, you torment yourself with detailed visions of the worst that can possibly happen. The nagging headache turns out to be a malignant brain tumor. When your teenage son fails to get off the plane you've gone to meet, you see his picture being tacked up in the post office among the missing and his disappearance never accounted for. As the latest mid-East crisis boils, you wait for the TV game show to be interrupted by a special bulletin to the effect that major cities all over the country are being evacuated in anticipation of a nuclear attack. If Woody Allen were to play your part on the screen, you would roll in the aisles with the rest of them, but you're not so much as cracking a smile at the screen inside your own head. Does the terrible fear of disaster conceal an even more terrible hankering for it? Do the accelerated pulse and the knot in the stomach mean that, beneath whatever their immediate cause, you are acting out some ancient and unresolved drama of childhood? Since the worst things that happen are apt to be the things you don't see coming, do you think there is a kind of magic whereby, if you only can see them coming, you will be able somehow to prevent them from happening? Who knows the answer? In addition to Novocain and indoor plumbing, one of the few advantages of living in the twentieth century is the existence of psychotherapists, and if you can locate a good one, maybe one day you will manage to dig up an answer that helps. But answer or no answer, the worst things will happen at last even so. 'All life is suffering' says the first and truest of the Buddha's Four Noble Truths, by which he means that sorrow, loss, death await us all and everybody we love. Yet "the Lord is at hand. Have no anxiety about anything," Paul writes, who was evidently in prison at the time and with good reason to be anxious about everything, 'but in everything by prayer and supplication with thanksgiving let your requests be made known to God.' He does not deny that the worst things will happen finally to all of us, as indeed he must have had a strong suspicion they were soon to happen to him. He does not try to minimize them. He does not try to explain them away as God's will or God's judgment or God's method of testing our spiritual fiber. He simply tells the Philippians that in spite of them—even in the thick of them—they are to keep in constant touch with the One who unimaginably transcends the worst things as he also unimaginably transcends the best. 'In everything,' Paul says, they are to keep on praying. Come Hell or high water, they are to keep on asking, keep on thanking, above all keep on making themselves known. He does not promise them that as a result they will be delivered from the worst things any more than Jesus himself was delivered from them. What he promises them instead is that 'the peace of God, which passes all understanding, will keep your hearts and your minds in Christ Jesus.' The worst things will surely happen no matter what—that is to be understood—but beyond all our power to understand, he writes, we will have peace both in heart and in mind. We are as sure to be in trouble as the sparks fly upward, but we will also be "in Christ," as he puts it. Ultimately not even sorrow, loss, death can get at us there. That is the sense in which he dares say without risk of occasioning ironic laughter, "Have no anxiety about anything." Or, as he puts it a few lines earlier, 'Rejoice in the Lord always. I will say, Rejoice!

The Singaporean study also identified three specific conditions that promoted productive failure. First, failure is best when it promotes a sense of challenge and engagement versus frustration. Frustration, of course, is the feeling that you are going nowhere at top speed, so there has to be a sense of progress and achievement. You can’t just hand a child a calculus equation and expect productive failure. It has to be within their capabilities and they have to be able to see improvement.  Second, failure is best when learners have the opportunity to elaborate on what they are doing and thinking, as was done in a group setting during the study. When you can narrate what you’re doing, instead of toiling away in silence, it can help shed light on your efforts because you’re actively thinking about what you’re doing and analyzing it. Often, thinking out loud leads to solutions that wouldn’t have appeared otherwise. Third, failure is best when learners have the chance to compare solutions that work, and solutions that don’t. This is what happens when you aren’t shown the exact path every single time. You recognize the red flags of failure and gain intuition when something seems right or wrong.

Studies have shown that a concept known as spaced repetition is far more effective for learning and memory than daily rote memorization. This means the brain is like a muscle, and it simply needs time to recover and make neural connections for the information that you’ve consumed. It also means that if you overdo it and burn out, you are wasting time by attempting to learn more than your brain can handle at the time. Then, you encounter the phenomenon where you are reading the same paragraph over and over and don’t comprehend it. Finally, it places an emphasis on memorization versus understanding and analysis, the latter of which is what will help information stick in your brain the best. More isn’t better; smarter is better.

Deliberate practice was a term coined by John Hayes of Carnegie Mellon University. In short, it describes the best way to practice is to break your main goal down into numerous sub-skills that contribute to the goal. Then, instead of rehearsing the main goal, focus on each sub-skill and bring them to the point of proficiency, one at a time.

Research from Brunel University shows that chess students who trained with coaches increased on average 168 points in their national ratings versus those who didn’t. Though long hours of deliberate practice are unavoidable in the cognitively complex arena of chess, the presence of a coach for mentorship gives players a clear advantage. Chess prodigy Joshua Waitzkin (the subject of the film Searching for Bobby Fischer) for example, accelerated his career when national chess master Bruce Pandolfini discovered him playing chess in Washington Square Park in New York as a boy. Pandolfini coached young Waitzkin one on one, and the boy won a slew of chess championships, setting a world record at an implausibly young age. Business research backs this up, too. Analysis shows that entrepreneurs who have mentors end up raising seven times as much capital for their businesses, and experience 3.5 times faster growth than those without mentors. And in fact, of the companies surveyed, few managed to scale a profitable business model without a mentor’s aid. Even Steve Jobs, the famously visionary and dictatorial founder of Apple, relied on mentors, such as former football coach and Intuit CEO Bill Campbell, to keep himself sharp. SO, DATA INDICATES THAT those who train with successful people who’ve “been there” tend to achieve success faster. The winning formula, it seems, is to seek out the world’s best and convince them to coach us. Except there’s one small wrinkle. That’s not quite true. We just held up Justin Bieber as an example of great, rapid-mentorship success. But since his rapid rise, he’s gotten into an increasing amount of trouble. Fights. DUIs. Resisting arrest. Drugs. At least one story about egging someone’s house. It appears that Bieber started unraveling nearly as quickly as he rocketed to Billboard number one. OK, first of all, Bieber’s young. He’s acting like the rock star he is. But his mentor, Usher, also got to Billboard number one at age 18, and he managed to dominate pop music for a decade without DUIs or egg-vandalism incidents. Could it be that Bieber missed something in the mentorship process? History, it turns out, is full of people who’ve been lucky enough to have amazing mentors and have stumbled anyway.

But the bigger breakthrough may be the code that runs the PR2. Instead of making his source code proprietary, Hassan has open-sourced the project. “Proprietary systems slow things down,” he says. “We want the best minds around the world working on this problem. Our goal is not to control or own this technology but to accelerate it; put the pedal to the metal to make this happen as soon as possible.

Barbara Fredrickson from the University of North Carolina, along with other researchers who study the impact of positive emotions, have found that happiness brings out our best potential in four concrete ways.5 Intellectually. Positive emotions help you learn faster, think more creatively, and resolve challenging situations. For example, Mark Beeman at Northwestern University has shown that people have an easier time solving a puzzle after watching a short comedy clip. Fun, by easing tension and activating pleasure centers in the brain, helps spark neuronal connections that facilitate greater mental flexibility and creativity.6 It’s no surprise then that multiple studies have shown that happiness makes people 12 percent more productive.7

or opposite of the word

best questions. “The world of the designer changes,” explains Bass, “from the form maker to the person that creates the goals and the constraints of the object to be designed—[and that person] then no longer creates the designs, but selects the design from a landscape of possibilities. We’re going from what was once a point solution to more of a collaboration [between man and machine], because with the computer’s help, the designer is now able to understand the whole range [of any system] beyond what any human mind can comprehend on its own.” The

The maintenance of the self in a permanent state of deterioration, in a chronic state of near-collapse, is the best-kept secret of the present order of things. The weak, depressed, self-critical, virtual self is essentially that endlessly adaptable subject required by the ceaseless innovation of production, the accelerated obsolescence of technologies, the constant overturning of social norms, and generalized flexibility.

recent/upcoming university graduates, experienced SDRs, military-to-civilian transitions, and job shifters (those looking to make the move into professional selling). In terms of what you’re looking for within those profiles, focus on the following: There are three characteristics that are universal in the best sales development candidates: passion, competitiveness, and curiosity.

for Level 1 the car had some advanced driver-assistance technology, such as automatic emergency braking, but the driver still controlled the vehicle at all times. Level 5 was the highest, at which a car would have no controls for human drivers whatsoever. At that point, you could read a book, take a nap, or watch a movie while the car drove itself. Google has tested fully autonomous vehicles to a Level 5 designation, meaning the cars could perform all “safety-critical driving functions and monitor roadway conditions for an entire trip,” but they haven’t yet left the test circuit. The development of autonomous vehicles goes hand in hand with the development of electric vehicles, because self-driving cars are best controlled by drive-by-wire systems, in which electrical signals and digital controls, rather than mechanical functions, operate a car’s core systems, such as steering, acceleration, and braking.

Today, I wish you to know that you are much more wiser, bigger & powerful than your circumstances. Don’t let the testing, upsetting or confusing moments hit you hard & steal away your ability to do what you do the best. Darling listen – you can no longer avoid what’s possible & good for you. I want you to remind yourself of your capabilities, how you did all the things in the past & how your old self has won so many battles despite all the barriers. Sweetheart, retrace & regain your confidence & strength. It's time for you to upgrade, transform & live patiently (purposefully). Sweetheart (the person reading this), I wish to assure you that whatever battle you’re facing right now, just know that you’ll make it out & soon you will witness yourself in the greatest form. Very soon things will start accelerating towards the outcomes you want & you will see God’s hand working for you. Enjoy the blessings & congratulations in advance! Wishing you a great week ahead!

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Arline Geronimus, a professor at the University of Michigan School of Public Health, provides the best current explanation of how lived experiences can become biology. Her concept of weathering explains that high-effort coping from fighting against racism leads to chronic stress that can trigger premature aging and poor health outcomes. It works this way: stress, the body’s response to a perceived threat, prompts the brain to release hormones, including adrenaline and cortisol. This, in turn, causes blood pressure to increase and the heart rate to speed up. Short, infrequent bursts of this fight-or-flight response are normal, but when it happens again and again, it can turn deadly, eroding health and accelerating aging. Also, as the stressors pile up and feed on each other, they can lead to unhealthy coping mechanisms—drinking, smoking, poor food choices, and drug use. Those who are economically disadvantaged have added stressors in their day-to-day fight for survival, but even educated, well-off African Americans struggle with

Sometimes in life, you need opposers. Like the air pressure that fills up a flat tyre and enables it to perform at its best, such people can help accelerate your growth process if you do not allow them to hinder your success.

ACCELERATE YOUR LEARNING—CHECKLIST How effective are you at learning about new organizations? Do you sometimes fall prey to the action imperative? To coming in with “the” answer? If so, how will you avoid doing this? What is your learning agenda? Based on what you know now, compose a list of questions to guide your early inquiries. If you have begun to form hypotheses about what is going on, what are they, and how will you test them? Given the questions you want to answer, who is likely to provide you with the most useful insights? How might you increase the efficiency of your learning process? What are some structured ways you might extract more insight for your investment of time and energy? What support is available to accelerate your learning, and how might you best leverage it? Given your answers to the previous questions, start to create your learning plan.

MATCH STRATEGY TO SITUATION—CHECKLIST What portfolio of STARS situations have you inherited? Which portions of your responsibilities are in start-up, turnaround, accelerated-growth, realignment, and sustaining-success modes? What are the implications for the challenges and opportunities you are likely to confront, and for the way you should approach accelerating your transition? What are the implications for your learning agenda? Do you need to understand only the technical side of the business, or is it critical that you understand culture and politics as well? What is the prevailing climate in your organization? What psychological transformations do you need to make, and how will you bring them about? How can you best lead change given the situations you face? Which of your skills and strengths are likely to be most valuable in your new situation, and which have the potential to get you into trouble? What are the implications for the team you need to build?

NEGOTIATE SUCCESS—CHECKLIST How effectively have you built relationships with new bosses in the past? What have you done well? Where do you need improvement? Create a plan for the situational conversation. Based on what you know now, what issues will you raise with your boss in this conversation? What do you want to say up front? In what order do you want to raise issues? Create a plan for the expectations conversation. How will you figure out what your new boss expects you to do? Create a plan for the style conversation. How will you figure out how best to work with your boss? What mode of communication does he prefer? How often should you interact? How much detail should you provide? What types of issues should you consult with him about before deciding? Create a plan for the resource conversation. Given what you need to do, what resources are absolutely needed? With fewer resources, what would you have to forgo? If you had more resources, what would the benefits be? Be sure to build the business case. Create a plan for the personal development conversation. What are your strengths, and where do you need improvement? What kinds of assignments or projects might help you develop skills you need? How might you use the five conversations framework to accelerate the development of your team? Where are you in terms of having the key conversations with each of your direct reports?

Situation: The company has weathered the start-up and turnaround or crisis stage, and is now in accelerating growth. While there is a good growth strategy, there are not enough good leaders to carry it out. The products and services are good, but many business processes are either missing or dysfunctional. Strategy: Don’t think in terms of doing it all yourself, but focus on creating a team of ‘A’ players. Your mindset: “get me the best in the world,” rather than just fill slots. Do an assessment on what’s working and not working, and address what’s missing that could make a difference— build a brand name, leverage new technology, and outsource missing or broken processes.

The lesson of the TCP sawtooth is that in an unpredictable and changing environment, pushing things to the point of failure is indeed sometimes the best (or the only) way to use all the resources to their fullest. What matters is making sure that the response to failure is both sharp and resilient. Under AIMD, every connection that isn’t dropping the ball is accelerated until it is—and then it’s cut in half, and immediately begins accelerating again. And though it would violate almost every norm of current corporate culture, one can imagine a corporation in which, annually, every employee is always either promoted a single step up the org chart or sent part of the way back down.

Fabian passes over his best guess, paths to take that might dodge the worst of the incoming fire as they accelerate out of this mess; Meshner counters. Kern shoots them both down, figuratively speaking, modelling worst-case scenarios for them that see the Lightfoot smeared across a kilometre of empty space. The acerbic computer helpfully attaches a legend identifying just which pieces of the wreckage are Meshner and Fabian, because she always has computing power for put-downs.

LO3 is far from the only player in this space. Another important driver of blockchain ideas for energy is Berlin-based Grid Singularity, which has formed an alliance with the Rocky Mountain Institute, a non-profit renewable energy advocate, to accelerate the commercial deployment of blockchain technology in the energy sector. Grid Singularity focuses on how it can be used to securely read and interpret massive amounts of data from thousands of independent devices to give power system managers granular knowledge of how power is being used so they can best manage local and public grids.

how to use Agile for physical products: Ask “What will you learn?” instead of “What will you do?” Make decisions at the right time, with the right people and the best available knowledge. Visualize the flow of knowledge from idea to launch.

While Tyson did well for itself, it is less clear how well the company did by the communities that made it rich. Remarkably little research has been done to measure the economic impact of vertically integrated meat production on the nation’s economy. Instead, the massive firepower of public research dollars has been aimed at a different question: how to accelerate the industrialization of agriculture. At the University of Arkansas in Fayetteville, for example, researchers study, on the molecular level, how chickens can more efficiently convert feed into meat, helping companies like Tyson to further compress their cost margins. At Kansas State University, researchers are finding new ways to keep cattle from getting open sores on their feet during the months they stand in manure-covered feedlot pens. But an extensive analysis of publicly available data shows the impact of Tyson’s rise has been, at best, a mixed blessing for the communities where the company operates.

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In the next few years, those who are first and best in achieving digital trust will become the new superhighways for a unified, single economy firing across a globally connected world. Using the resources and strategies delivered in this book, you can catch up with those who already have figured it out, and then accelerate past them. The first step is to acquire a new way of thinking about trust itself.

Had Ma held a strengths perspective, he would have stuck to what he knew best: teaching English. After all, Ma had never written a line of code or made even a single sale to a customer before deciding to launch a commercial Internet venture. But Ma derived his enthusiasm from the belief that if he failed, he would have learned from the experience.

I look down and see that Colter has returned and has gone on lock-solid, drop-dead point about twenty feet in front of us, head and shoulders hunched and crouched, bony ass stuck way up in the air, body half-twisted, frozen, as if cautioning us of some hidden, deadly betrayal: and green eyes afire, stub tail motionless. We ease forward, adrenaline-drunk. Nothing happens. And then it does. The cock-bird climbs towering above and then flares and accelerates away; Tim fires twice, I fire twice, Colter runs shrieking after the untouched bird, and from across that spartan landscape we hear the cattlewomen snort small laughs of disbelief, and one of them says, “Oops, they missed again.”   We

Spread a mindset, not just a footprint. Running up the numbers and putting your logo on as many people and places as possible isn’t enough. 2. Engage all the senses. Bolster the mindset you want to spread with supportive sights, sounds, smells, and other subtle cues that people may barely notice, if at all. 3. Link short-term realities to long-term dreams. Hound yourself and others with questions about what it takes to link the never-ending now to the sweet dreams you hope to realize later. 4. Accelerate accountability. Build in the feeling that “I own the place and the place owns me.” 5. Fear the clusterfug. The terrible trio of illusion, impatience, and incompetence are ever-present risks. Healthy doses of worry and self-doubt are antidotes to these three hallmarks of scaling clusterfugs. 6. Scaling requires both addition and subtraction. The problem of more is also a problem of less. 7. Slow down to scale faster—and better—down the road. Learn when and how to shift ears from automatic, mindless, and fast modes of thinking (“System 1”) to slow, taxing, logical, deliberative, and conscious modes (“System 2”); sometimes the best advice is, “Don’t just do something, stand there.

What’s the first thing you do now before you visit a new restaurant for the first time or book a hotel room online? You probably ask a friend for a recommendation or you check out the reviews online. Now more than ever, the story your customers tell about you is a big part of your story. Word of mouth is accelerated and amplified. Trust is built digitally beyond the village. Reputations are built and lost in a moment. Opinions are no longer only shared one to one; they are broadcasted one to many, through digital channels. Those opinions live on as clues to your story. The cleanliness of your hotel bathrooms is no longer a secret. Guests’ unedited photos are displayed alongside a hotel brochure’s digital glossies. TripAdvisor ratings are proudly displayed by hotels and often say more about the standards guests can expect than do other, more established star ratings systems, such as the Forbes Travel Guide‘s ratings. Once-invisible brands and family-run hotels have had their businesses turned around by the stories their customers tell about them. “With 50 million reviews and counting, [TripAdvisor] is shaking the travel industry to its core.” —Nathan Labenz It turns out that people are more likely to trust the stories other people tell about you than to trust the well-lit Photoshopped images in your brochure. Reputation is how your idea and brand story are spread. A survey conducted by Chadwick Martin Bailey found that six in ten cruise customers said “they were less likely to book a cruise that received only one star.” There is no marketing more powerful than what one person says to another to recommend your brand. “Don’t waste money on expensive razors.” “Nice hotel; shame about the customer service.” In a world where online reputation can increase a hotel’s occupancy and revenue, trust has become a marketing metric. “[R]eputation has a real-world value.” —Rachel Botsman When we were looking to book a quiet, off-the-beaten-track hotel in Bali, the first place we looked wasn’t with the travel agents or booking.com. I jumped online and found that one of the area’s best-rated hotels on tripadvisor.com wasn’t a five-star resort but a modest family-run, three-star hotel that was punching well above its weight. This little fifteen-room hotel had more than 400 very positive reviews and had won a TripAdvisor Travellers Choice award. The reviews from the previous guests sealed the deal. The little hotel in Ubud was perfect. The reviews didn’t lie, and of course the place was fully booked with a steady stream of guests who knew where to look before taking a chance on a hotel room. Just a few years before, this $50-a-night hotel would have been buried amongst a slew of well-marketed five-star resorts. Today, thanks to a currency of trust, even tiny brands can thrive by doing the right thing and giving their customers a great story to tell.

Again, how will we keep them loyal? What measures can ensure our machines stay true to us? Once artificial intelligence matches our own, won’t they then design even better ai minds? Then better still, with accelerating pace? At worst, might they decide (as in many cheap dramas), to eliminate their irksome masters? At best, won’t we suffer the shame of being nostalgically tolerated? Like senile grandparents or beloved childhood pets? Solutions? Asimov proposed Laws of Robotics embedded at the level of computer DNA, weaving devotion toward humanity into the very stuff all synthetic minds are built from, so deep it can never be pulled out. But what happens to well-meant laws? Don’t clever lawyers construe them however they want? Authors like Asimov and Williamson foresaw supersmart mechanicals becoming all-dominant, despite deep programming to “serve man.

A Typical Description of an NDE (Near Death Experience) I asked Ring to describe for me a typical NDE. He told me: The first thing is a tremendous feeling of peace, like nothing else you have experienced. Most people say like never before and never again. People say [that it is] the peace that passes all understanding. Then there is the sense of bodily separation and sometimes the sense of actually being out of the body. There are studies that show that people can sometimes report veridically what is in their physical environment, e.g., the lint on the light fixtures above themselves. They could see in a three-hundred-sixty-degree panoramic vision. They had extraordinary acuity. Often when they went further into the experience, they went to a dark place that is sometimes described as a tunnel, but not always. They usually feel that there is a sense of motion; that they are moving through something that is vast almost beyond imagination. And yet they feel they don't have the freedom to go anywhere. They feel as if they were being propelled. The extreme sense of motion often seems to be one of acceleration. Some describe that they have felt as if they were moving a the speed of light or faster. One NDEr described this as superluminal-moving beyond the speed of light with tremendous accelerated motion through a kind of cylindrical vortex, and then, in the distance, the person describes a dot of light that suddenly grows larger, more brilliant, and all encompassing. Ring continued: At this stage of the experience there is an encounter with light. It seems to be a living light exuding pure love, complete acceptance, and total understanding. The individual feels that he is made of that light, that he has always been there, and that he has stepped out of time and stepped into eternity. This feeling is accompanied by a sense of absolute perfection. Being out of time introduces another aspect of the experience: a sense of destiny. Ring explained: Then there is a panoramic light review in which you see everything that has ever happened to you in your life. Not [only] just what you have done but the effects of your actions on others, the effects of your thoughts on others. The whole thing is laid out for you without being judged but with a complete understanding of why things were the way they were in your life. The best metaphor I can suggest for this is: as if you were the character in someone else's novel. There would be one moment outside of time where you would have the perspective of the author of that novel, and you have a sense of omniscience about that character. Why he did the things that he did, why he had affected others, and so on. It is a profound moment outside of time when this realization occurs. You see the whole raison d'etre of your life. You may also see scenes or fragments of scenes of your life if you choose to go back to your body. In other words, it is not only that you have flashbacks but you also seem to have flash-forwards of events that will occur almost at though there is a kind of blueprint for your life. And it is up to you at that moment. You have free choice because it is often left to you whether to go back to your life or to leave it behind. The people we talk with of course always make the choice to go back or sometimes are sent back.

More typical, however, are tail-chasing proclamations like this one, which can be found on the website of the MIT Innovation Initiative: “The MIT Innovation Initiative is an Institute-wide, multi-year agenda to transform the Institute’s innovation ecosystem—internally, around the globe and with its partners—for accelerated impact well into the 21st century.”20 This sounds distinctly like bullshit, but if MIT wants to think of itself in such a way, that’s their business. The problem arises when we enshrine innovation as a public philosophy—when we look to it as the solution to our economic ills and understand it as the guide for how economies ought to parcel out rewards. To put it bluntly, it is not clear that cheering for innovation in the bombastic way we see in the blue states actually improves the economic well-being of average citizens. For example, the last fifteen years have been a golden age of financial and software innovation, but they have been feeble in terms of GDP growth. In ideological terms, however, innovation definitely works: as a way of excusing soaring inequality and explaining the exalted status of the rich, it is the best we’ve got.

She would initiate three “races to the top” from the federal level—with prizes of $100 million, $75 million, and $50 million—to vastly accelerate innovations in social technologies: Which state can come up with the best platform for retraining workers? Which state can design a pilot city or community of the future where everything from self-driving vehicles and ubiquitous Wi-Fi to education, clean energy, affordable housing, health care, and green spaces is all integrated into a gigabit-enabled platform? Which city can come up with the best program for turning its public schools into sixteen-hour-a-day community centers, adult learning centers, and public health centers? We need to take advantage of the fact that we have fifty states and hundreds of cities able to experiment and hasten social innovation. In

A strong start sets the stage for meaningful learning and powerful impacts. Teachers need to be mindful of the place their students are in the learning cycle. Surface learning sets the necessary foundation for the deepening knowledge and transfer that will come later. But there’s the caveat: teaching for transfer must occur. Too often, learning ends at the surface level, as up to 90% of instructional time is devoted to conveying facts and procedures (Hattie, 2012). Bu the challenge is this: we can’t overcorrect in the other direction, bypassing foundational knowledge in favor of critical and analytic thinking. Students need and deserve to be introduced to new knowledge and skills thoughtfully and with a great deal of expertise on the part of the teacher. And teachers need to recognize the signs that it is time to move forward from the surface acquisition and surface consolidation period.

We have a unique and totally unprecedented ability to innovate and transmit information and ideas from person to person. At first, modern human cultural change accelerated gradually, causing important but incremental shifts in how our ancestors hunted and gathered. Then, starting about 50,000 years ago, a cultural and technological revolution occurred that helped humans colonize the entire planet. Ever since then, cultural evolution has become an increasingly rapid, dominant, and powerful engine of change. Therefore, the best answer to the question of what makes Homo sapiens special and why we are the only human species alive is that we evolved a few slight changes in our hardware that helped ignite a software revolution that is still ongoing at an escalating pace. Who Were the First Homo sapiens? Every religion has a different explanation for when and where our species, H. sapiens, originated. According to the Hebrew Bible, God created Adam from dust in the Garden of Eden and then made Eve from his rib; in other traditions, the first humans were vomited up by gods, fashioned from mud, or birthed by enormous turtles. Science, however, provides a single account of the origin of modern humans. Further, this event has been so well studied and tested using multiple lines of evidence that we can state with a reasonable degree of confidence that modern humans evolved from archaic humans in Africa at least 200,000 years ago.

The happiest people don’t have the best of everything, but they make the best of everything they have

Cool. I know an awesome spot called Henry’s. They have the absolute best beer selections and the wings are great. They also have darts and pool.” Furi stopped talking when he noticed Syn looking a little pale. “Hey, what’s up?” “Uh, nothing.” They were in Syn’s old faithful truck and Furi sat silently watching the man next to him. “We going or what?” Furi narrowed his eyes, staring at the side of Syn’s face. His jaw was clenched and his neck was flushed. What the hell? “Yeah. Let’s go.” “Okay.” Syn thought he was going to be sick. It was just his goddamn luck that Furi would suggest the one place where half the department liked to hang out. Hell, even his Lieutenants frequented this place. It would be cruel to subject Furi to Day’s inappropriateness so soon. Syn wasn’t necessarily afraid of being with a man; he just wasn’t the type to make his personal life public. Or am I scared? Fuck. Syn didn’t think Furi would go for keeping them a secret. The man had made that quite clear when they were in the alley. Syn gripped the steering wheel and willed his foot to press the accelerator. Maybe … just maybe, there wouldn’t be anyone familiar there. Syn drove under the speed limit and felt Furious’ probing eyes on the side of his face. He tried to smile and keep his jaw from showing his nervous tick. Despite his efforts, they got there in what felt like record time. Furious got out and waited for Syn to slowly make his way toward the entrance. “Are you sure everything is alright?” Furious asked, annoyed. “I’m good. Really. Good. Perfect,” Syn said, mentally kicking himself for sounding like an idiot. Furi took his hand in his and it took every ounce of Syn's willpower not to pull his hand back. Of course he’d be into PDA. Furious pulled open the door and walked in as if he hadn’t a care in the world. It was almost nine p.m. and the though it wasn’t packed, there were quite a few people there. Syn tried not to look around, keeping his eyes on the back of Furious’ head as he led them to a booth; thankfully located in the back of the bar, where it was a little bit darker. Syn made sure to sit so he was facing the door while Furi sat opposite of him. Furi didn’t speak. He picked up one of the menus and started to look through it. “First time out with a man?” Syn's head snapped his up from hiding behind his menu. “Uh. Yeah, but ya know.” “No, I don’t know,” Furi answered quickly. “If you didn’t want to come out, why didn’t you just say so? You look like you're about to pull a disguise out of your coat. Or do you plan to just stay hidden behind your menu all fucking evening?” “Furious.” “Although that’s going to make eating really difficult. Should I be prepared for you to fake a stomach ache?” “Enough,” Syn barked, Furious’ dark eyes widening at his tone. “Look, cut me some slack alright? I am not new to dating men. I’m new to dating: period. Just about all of my adult life I’ve focused on being a cop, a damn good cop. I had little time for anything else in my life including dates. Dating takes time and patience, two things I didn't have. I was prepared to accept being alone the rest of my life until I saw you. I wanted you, and I was more than willing to take the time and effort to be with you. So forgive me if I don’t do everything exactly right on our first date.” “I’m not expecting you to. I haven’t dated in years myself. But one thing I’m not concerned about is being ashamed.” Furi looked Syn dead in the eye. Syn didn’t have a chance to respond, the waitress came to set a pail of peanuts on the table. Speaking in a cheerful voice: “What can I get you guys to drink?

Mother Nature is not a living being, but she is a biogeophysical, rationally functioning, complex system of oceans, atmosphere, forests, rivers, soils, plants, and animals that has evolved on Planet Earth since the first hints of life emerged. She has survived the worst of times and thrived in the best of them for nearly four billion years by learning to absorb endless shocks, climate changes, surprises, and even an asteroid or two. That alone makes Mother Nature an important mentor.

Japan, a country that had done its best to have no contact with strangers and to seal out the rest of the world. Its economy and politics were dominated by feudal agriculture and a Confucian hierarchical social structure, and they were steadily declining. Merchants were the lowest social class, and trading with foreigners was actually forbidden except for limited contact with China and the Dutch. But then Japan had an unexpected encounter with a stranger—Commodore Matthew Perry—who burst in on July 8, 1853, demanding that Japan’s ports be open to America for trade and insisting on better treatment for shipwrecked sailors. His demands were rebuffed, but Perry came back a year later with a bigger fleet and more firepower. He explained to the Japanese the virtues of trading with other countries, and eventually they signed the Treaty of Kanagawa on March 31, 1854, opening the Japanese market to foreign trade and ending two hundred years of near isolation. The encounter shocked the Japanese political elites, forcing them to realize just how far behind the United States and other Western nations Japan had fallen in military technology. This realization set in motion an internal revolution that toppled the Tokugawa Shogunate, which had ruled Tokyo in the name of the emperor since 1603, and brought Emperor Meiji, and a coalition of reformers, in his place. They chose adaptation by learning from those who had defeated them. They launched a political, economic, and social transformation of Japan, based on the notion that if they wanted to be as strong as the West they had to break from their current cultural norms and make a wholesale adoption of Western science, technology, engineering, education, art, literature, and even clothing and architecture. It turned out to be more difficult than they thought, but the net result was that by the late nineteenth century Japan had built itself into a major industrial power with the heft to not only reverse the unequal economic treaties imposed on it by Western powers but actually defeat one of those powers—Russia—in a war in 1905. The Meiji Restoration made Japan not only more resilient but also more powerful.

The situational diagnosis conversation. In this conversation, you seek to understand how your new boss sees the STARS portfolio you have inherited. Are there elements of start-up, turnaround, accelerated growth, realignment, and sustaining success? How did the organization reach this point? What factors—both soft and hard—make this situation a challenge? What resources within the organization can you draw on? Your view may differ from your boss’s, but it is essential to grasp how she sees the situation. The expectations conversation. Your goal in this conversation is to understand and negotiate expectations. What does your new boss need you to do in the short term and in the medium term? What will constitute success? Critically, how will your performance be measured? When? You might conclude that your boss’s expectations are unrealistic and that you need to work to reset them. Also, as part of your broader campaign to secure early wins, discussed in the next chapter, keep in mind that it’s better to underpromise and overdeliver. The resource conversation. This conversation is essentially a negotiation for critical resources. What do you need to be successful? What do you need your boss to do? The resources need not be limited to funding or personnel. In a realignment, for example, you may need help from your boss to persuade the organization to confront the need for change. Key here is to focus your boss on the benefits and costs of what you can accomplish with different amounts of resources. The style conversation. This conversation is about how you and your new boss can best interact on an ongoing basis. What forms of communication does he prefer, and for what? Face-to-face? Voice, electronic? How often? What kinds of decisions does he want to be consulted on, and when can you make the call on your own? How do your styles differ, and what are the implications for the ways you should interact? The personal development conversation. Once you’re a few months into your new role, you can begin to discuss how you’re doing and what your developmental priorities should be. Where are you doing well? In what areas do you need to improve or do things differently? Are there projects or special assignments you could undertake (without sacrificing focus)? In practice, your

Financial markets strive to be forward-looking, but not when it comes to underfollowed small cap stocks in obscure industries. Such stocks remain under the radar of most investors until they report huge acceleration in earnings growth. When a company that used to grow at 5 to 10% suddenly reports a 300% increase in earnings and a 100% increase in sales, it will grab the attention of many investors.

Instead of developing a business plan, find ways to accelerate your learning and validate customers demand. The best way to do this is to build a prototype (with minimal features) and sell it to some early adopters. Then change the product repeatedly – daily if necessary – and keep supplying your customers with the new and improved versions. Listen to their feedback and use those ideas to make a better version and then get more feedback on that. Keep iterating until you get a fully featured product which your customers love.

Although the traditional concept of recycling had long since been popularized and accepted by the mainstream as basic civic responsibility, its benefits did not always hold up under close scrutiny since the amount of energy and other resources that went into the various processes—and all of the detrimental by-products that resulted—very legitimately called the entire theory into question. The reality of traditional consumer recycling was that it yielded a slender margin of benefit at best, and at worst, might have actually done a great deal of harm, representing little more than a psychological placebo designed to alleviate collective guilt over massive amounts of unfettered overconsumption, thereby accelerating the pace of global resource depletion. But once the question of energy (and

Here are the six major false theories that drive our current notions of success:         •  Never stop accomplishing. Stay continuously focused on getting things done. To achieve more and stay competitive, you’ve got to move quickly from one to-do to another, always keeping an eye on what’s next.         •  You can’t have success without stress. Stress is inevitable if you want success. Living in overdrive is the inescapable by-product of a fast-paced life. Suffering is inevitable and even necessary.         •  Persevere at all costs. Work to exhaustion; spend every drop of mental energy you have staying on task despite distractions and temptations.         •  Focus on your niche. Immerse yourself in your area of knowledge; by focusing exclusively on your field and becoming an expert in it, you’ll know how to best solve its problems.         •  Play to your strengths. Align your work with your talents. Do what you do best, and stay away from your weak areas. To discover your talents and weaknesses, be your own toughest critic.         •  Look out for number one. Look out primarily for yourself and your interests so you can successfully outperform the competition.

These theories of success permeate our culture. They are ingrained in us from the time we attend elementary school (“Don’t daydream!” “Focus!” “Work harder!”). But while these theories are widely popular and appear to make a lot of sense, they are, in fact, incredibly flawed. While some people have attained success this way, they have done so at great cost. In fact, research demonstrates that these theories actually hurt your potential for success and happiness because they lead to a host of negative consequences: they harm your ability to connect productively with others, impede work creativity, diminish your energy, prevent you from performing at your best, and make you less resilient in the face of challenge and failure. Research suggests that you are also more likely to end up burned out, isolated, and suffering from poor physical and mental health.

According to Darwin’s Origin of Species, it is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself. Applying this theoretical concept to us as individuals, we can state that the civilization that is able to survive is the one that is able to adapt to the changing physical, social, political, moral, and spiritual environment in which it finds itself. Thank

The fact is that 79 percent of employees who quit their jobs cite a lack of appreciation as a key reason for leaving. Sixty-five percent of North Americans report that they weren’t recognized in the least bit the previous year.

The simple but transformative act of a leader expressing appreciation to a person in a meaningful and memorable way is the missing accelerator that can do so much and yet is used so sparingly.

Coach Beckner of Boise State explains the power of body language through the “thermostat” effect of the game changer: “When playmakers walk into a gym, they are thermometers. They take the temperature of the environment (competitiveness level, talent level, energy/emotion) and they adjust to it. They conform to the temperature. The game changer is a thermostat. He walks in the gym and sets the temperature. If the competitiveness level, talent level, or energy/emotion isn't where he likes it…he sets it. He demands, insists, and fights to have the gym and environment the way he wants them” (Phil Beckner, pers. comm.).

The best types of goals are S.M.A.R.T. –an acronym that stands for Specific, Measurable, Attainable, Relevant, Time-bound.

What advice would you give to a smart, driven college student about to enter the “real world”? What advice should they ignore? Nobody really knows what the world and the job market will look like in 2040, hence nobody knows what to teach young people today. Consequently, it is likely that most of what you currently learn at school will be irrelevant by the time you are 40. So what should you focus on? My best advice is to focus on personal resilience and emotional intelligence. Traditionally, life has been divided into two main parts: a period of learning followed by a period of working. In the first part of life you built a stable identity and acquired personal and professional skills; in the second part of life you relied on your identity and skills to navigate the world, earn a living, and contribute to society. By 2040, this traditional model will become obsolete, and the only way for humans to stay in the game will be to keep learning throughout their lives and to reinvent themselves again and again. The world of 2040 will be a very different world from today, and an extremely hectic world. The pace of change is likely to accelerate even further. So people will need the ability to learn all the time and to reinvent themselves repeatedly—even at age 60.

I am hardly a technophobe. But we will get the best of these technologies only if we don’t let them distract us from making these deep human connections, addressing these deep human longings, and inspiring these deep human energies.