Achieving Goals Together Quotes

One question in my mind, which I hardly dare mention in public, is whether patriotism has, overall, been a force for good or evil in the world. Patriotism is rampant in war and there are some good things about it. Just as self-respect and pride bring out the best in an individual, pride in family, pride in teammates, pride in hometown bring out the best in groups of people. War brings out the kind of pride in country that encourages its citizens in the direction of excellence and it encourages them to be ready to die for it. At no time do people work so well together to achieve the same goal as they do in wartime. Maybe that's enough to make patriotism eligible to be considered a virtue. If only I could get out of my mind the most patriotic people who ever lived, the Nazi Germans.

A board of directors, in many ways, is akin to a well-rounded football team. While individual talent is important, true success comes from a complementary mix of skills and expertise that work together seamlessly to achieve a common goal.

So the grades I earned were the only objective signal I ever received about how I was doing in the world. The task of setting and achieving academic goals operated as a sort of adhesive; I needed it to hold myself together. Failing (or, at least in this case, failing my own expectations) tore that adhesive off and further splintered my fragile sense of self.

We are limited by our agreements on possibility. Agreement is a common exclusion of alternate possibilities. Agreement is the cement of social structure. Two or three gathered together, agreeing on what they are after, may create a subset in which their goals can be achieved, even though folly in the eyes of the world. The world in this case means a set of expectancies agreed upon, a set excluding other possibilities.

Mastermind alliances can be formed in various settings, such as business, personal development, or community initiatives. The key is to bring together individuals with diverse backgrounds and complementary skills who share a passion for achieving a common goal.

Let these 2 quotes sink in. In tandem together. "A goal is not always meant to be reached, it often serves as something to aim at." - Bruce Lee "Gentlemen, we will chase perfection, and we will chase it relentlessly, knowing all the while we can never attain it. But along the way, we shall catch excellence.” - Vince Lombardi The key here is thing to take away from the tandem of these quotes is that even those you will never achieve perfection, the fact that you will aim towards unfathomable goals you will along the journey catch greatness.

Enlightening, teaching, and perfecting women together with men on the national and individual level: this must be the secret for the achievement of every reasonable goal, as well as the establishment of any permanent social or political relationships.

Remind yourself daily that there is no way to happiness; rather, happiness is the way. You may have a long list of goals that you believe will provide you with contentment when they’re achieved, yet if you examine your state of happiness in this moment, you’ll notice that the fulfillment of some previous ambitions didn’t create an enduring sense of joy. Desires can produce anxiety, stress, and competitiveness, and you need to recognize those that do. Bring happiness to every encounter in life, instead of expecting external events to produce joy. By staying in harmony on the path of the Tao, all the contentment you could ever dream of will begin to flow into your life—the right people, the means to finance where you’re headed, and the necessary factors will come together. “Stop pushing yourself,” Lao-tzu would say, “and feel gratitude and awe for what is. Your life is controlled by something far bigger and more significant than the petty details of your lofty aspirations.

I could get through this. I would be strong because I was so close to achieving my dream of having my kids together.

I found that the more people knew what the goals were, the better buy-in I got—and the better results we achieved together.

You are a manipulator when you try to persuade people to do something that is not in their best interests but is in yours. You are a motivator when you find goals that will be good for both sides, then weld together a high-achieving, high-morale partnership to achieve them.

Intelligent people have said again and again: "How easily men could make things much better than they are-if they only all tried togetherl". But people never do "all try together," because the principle of natural selection guarantees that self-prop systems will act mainly for their own survival and propagation in competition with other self-prop systems, and will not sacrifice competitive advantages for the achievement of philanthropic goals.

When people transcend their differences and work together to achieve a common goal, greatness is possible.

The concentration of the flow experience—together with clear goals and immediate feedback—provides order to consciousness, inducing the enjoyable condition of psychic negentropy.

THESE ARE A FEW OF MY FAVORITE life lessons that I learned as a result of walking on the Moon and the preparation that took us there—the guiding principles that have helped keep me going since returning to Earth. • The sky is not the limit … there are footprints on the Moon! • Keep your mind open to possibilities. • Show me your friends, and I will show you your future. • Second comes right after first. • Write your own epitaph. • Maintain your spirit of adventure. • Failure is always an option. • Practice respect for all people. • Do what you believe is right even when others choose otherwise. • Trust your gut … and your instruments. • Laugh … a lot! • Keep a young mind-set at every age. • Help others go beyond where you have gone. I hope these lessons will be as helpful to you as they have been to me. Take it from a man who has walked on the Moon: Be careful what you dream—it just might come to pass, so be prepared. Apollo is the story of people at their best, working together for a common goal. We started with a dream, and we can do these kinds of things again. With a united effort and a great team, you too can achieve great things. I know, because I am living proof that no dream is too high!

Many people feel that playing the political game involves devious plotting or blatant self-promotion. But in reality, “politics” is what naturally happens whenever people with different goals, interests, and personalities try to work together.

In the English language, we have one word for love, which translates into our sexual drive. The ancient Greeks had more than one word for it, including the word agape. It means to compromise or sacrifice, and it’s a kind of love I’ve seen in all couples who have gotten married and stayed married. It is my opinion that this kind of love determines the entire success of your married life, and to an extent, it’s a good part of your financial life too. Reaching a financial goal always takes a little bit of sacrifice, and would be impossible to do on your own. Once you and your spouse realize that mutual sacrifice is a healthy part of your marriage, you are well on your way to achieving harmony in planning for your finances together.

The Transforming Self is different from the Authoring Self in that rather than being individualistic and competitive, it is more relational and collaborative. When at this higher level, you engage in collaborative relationships for the sake of transformation. All parties have their own perspectives, beliefs, and agendas. Yet they come together for the purpose of having their own views, and even their own identities and sense of self expand. The whole becomes new and greater than the sum of all parts.

But Sony couldn’t. It had pioneered portable music with the Walkman, it had a great record company, and it had a long history of making beautiful consumer devices. It had all of the assets to compete with Jobs’s strategy of integration of hardware, software, devices, and content sales. Why did it fail? Partly because it was a company, like AOL Time Warner, that was organized into divisions (that word itself was ominous) with their own bottom lines; the goal of achieving synergy in such companies by prodding the divisions to work together was usually elusive. Jobs did not organize Apple into semiautonomous divisions; he closely controlled all of his teams and pushed them to work as one cohesive and flexible company, with one profit-and-loss bottom line. “We don’t have ‘divisions’ with their own P&L,” said Tim Cook. “We run one P&L for the company.

As actor and comedian Lily Tomlin once said, “The road to success is always under construction.” So don’t allow yourself to be detoured from getting to your ONE Thing. Pave your way with the right people and place. BIG IDEAS Start saying “no.” Always remember that when you say yes to something, you’re saying no to everything else. It’s the essence of keeping a commitment. Start turning down other requests outright or saying, “No, for now” to distractions so that nothing detracts you from getting to your top priority. Learning to say no can and will liberate you. It’s how you’ll find the time for your ONE Thing. Accept chaos. Recognize that pursuing your ONE Thing moves other things to the back burner. Loose ends can feel like snares, creating tangles in your path. This kind of chaos is unavoidable. Make peace with it. Learn to deal with it. The success you have accomplishing your ONE Thing will continually prove you made the right decision. Manage your energy. Don’t sacrifice your health by trying to take on too much. Your body is an amazing machine, but it doesn’t come with a warranty, you can’t trade it in, and repairs can be costly. It’s important to manage your energy so you can do what you must do, achieve what you want to achieve, and live the life you want to live. Take ownership of your environment. Make sure that the people around you and your physical surroundings support your goals. The right people in your life and the right physical environment on your daily path will support your efforts to get to your ONE Thing. When both are in alignment with your ONE Thing, they will supply the optimism and physical lift you need to make your ONE Thing happen. Screenwriter Leo Rosten pulled everything together for us when he said, “I cannot believe that the purpose of life is to be happy. I think the purpose of life is to be useful, to be responsible, to be compassionate. It is, above all, to matter, to count, to stand for something, to have made some difference that you lived at all.” Live with Purpose, Live by Priority, and Live for Productivity. Follow these three for the same reason you make the three commitments and avoid the four thieves—because you want to leave your mark. You want your life to matter. 18

Focus is a mental commitment to winning against all odds. Focus is beyond putting things together in order to reach a goal. Focus is longing for the goal; it is conditioning self to connect with the forces needed to achieve said goal. Focus is beyond toiling day and night, it is the mind's eye seeing only the harvests of the future and oblivious of the challenges of the present.

mental health is based on a certain degree of tension, the tension between what one has already achieved and what one still ought to accomplish, or the gap between what one is and what one should become. Such a tension is inherent in the human being and therefore is indispensable to mental well-being. We should not, then, be hesitant about challenging man with a potential meaning for him to fulfill. It is only thus that we evoke his will to meaning from its state of latency. I consider it a dangerous misconception of mental hygiene to assume that what man needs in the first place is equilibrium or, as it is called in biology, "homeostasis," i.e., a tensionless state. What man actually needs is not a tensionless state but rather the striving and struggling for a worthwhile goal, a freely chosen task. What he needs is not the discharge of tension at any cost but the call of a potential meaning waiting to be fulfilled by him. What man needs is not homeostasis but what i call "noo-dynamics," i.e., the existential dynamics in a polar field of tension where one pole is represented by a meaning that is to be fulfilled and the other pole by the man who has to fulfill it. And one should not think that this holds true only for normal conditions; in neurotic individuals, it is even more valid. If architects want to strengthen a decrepit arch, they increase the load which is laid upon it, for thereby the parts are joined more firmly together. So if therapists wish to foster their patients' mental health, they should not be afraid to create a sound amount of tension through a reorientation toward the meaning of one's life.

is turning all life into a unified flow experience. If a person sets out to achieve a difficult enough goal, from which all other goals logically follow, and if he or she invests all energy in developing skills to reach that goal, then actions and feelings will be in harmony, and the separate parts of life will fit together—and each activity will “make sense” in the present, as well as in view of the past and of the future. In such a way, it is possible to give meaning to one’s entire life. But isn’t it incredibly naive to expect life to have a coherent overall meaning? After all, at least since Nietzsche concluded that God was dead, philosophers and social scientists have been busy demonstrating that existence has no purpose, that chance and impersonal forces rule our fate, and that all values are relative and hence arbitrary. It is true that life has no meaning, if by that we mean a supreme goal built into the fabric of nature and human experience, a goal that is valid for every individual. But it does not follow that life cannot be given meaning. Much of what we call culture and civilization consists in efforts people have made, generally against overwhelming odds, to create a sense of purpose for themselves and their descendants. It is one thing to recognize that life is, by itself, meaningless. It is another thing entirely to accept this with resignation. The first fact does not entail the second any more than the fact that we lack wings prevents us from flying. From the point of view of an individual, it does not matter what the ultimate goal is—provided it is compelling enough to order a lifetime’s worth of psychic energy. The challenge might involve the desire to have the best beer-bottle collection in the neighborhood, the resolution to find a cure for cancer, or simply the biological imperative to have children who will survive and prosper. As long as it provides clear objectives, clear rules for action, and a way to concentrate and become involved, any goal can serve to give meaning to a person’s life. In the past few years I have come to be quite well acquainted with several Muslim professionals—electronics engineers, pilots, businessmen, and teachers, mostly from Saudi Arabia and from the other Gulf states. In talking to them, I was struck with how relaxed most of them seemed to be even under strong pressure. “There is nothing to it,” those I asked about it told me, in different words, but with the same message: “We don’t get upset because we believe that our life is in God’s hands, and whatever He decides will be fine with us.” Such implicit faith used to be widespread in our culture as well, but it is not easy to find it now. Many of us have to discover a goal that will give meaning to life on our own, without the help of a traditional faith.

For example, he looks at 21 different hunter-gatherer societies for which we have solid historical evidence, from the Walbiri of Australia to the Tauade of New Guinea to the Ammassalik of Greenland to the Ona of Tierra Del Fuego and found that the average number of people in their villages was 148.4. The same pattern holds true for military organization. "Over the years military planners have arrived at a rule of thumb which dictates that functional fighting units cannot be substantially larger than 200 men." Dunbar writes. "This, I suspect, is not simply a matter of how the generals in the rear exercise control and coordination, because companies have remained obdurately stuck at this size despite all the advances in communications technology since the first world war. Rather, it is as thought the planners have discovered, by trial and error over the centuries, that it is hard to get more than this number of men sufficiently familiar with each other so that they can work together as a functional unit." It is still possible, ofcourse, to run an army with larger groups. But at a bigger size you have to impose complicated hierarchies and rules and regulations and formal measures to try to command loyalty and cohesion. But below 150, Dunbar argues, it is possible to achieve these same goals informally: "At this size, orders can be implemented and unruly behavior controlled on the basis of personal loyalties and direct man-to-man contacts. With larger groups this becomes impossible.

Well-known neuropsychiatrist Dan Siegel has emphasized the importance of such integration in healing and has described IFS as a good way to achieve that. He writes, “Health comes from integration. It’s that simple, and that important. A system that is integrated is in a flow of harmony. Just as in a choir, with each singer’s voice both differentiated from the other singers’ voices but also linked, harmony emerges with integration. What is important to note is that this linkage does not remove the differences, as in the notion of blending: instead it maintains these unique contributions as it links them together. Integration is more like a fruit salad than a smoothie.”5 This, again, is one of the basic goals of IFS. Each part is honored for its unique qualities while also working in harmony with all the others.

Thus it can be seen that mental health is based on a certain degree of tension, the tension between what one has already achieved and what one still ought to accomplish, or the gap between what one is and what one should become. Such a tension is inherent in the human being and therefore is indispensable to mental well-being. We should not, then, be hesitant about challenging man with a potential meaning for him to fulfill. It is only thus that we evoke his will to meaning from its state of latency. I consider it a dangerous misconception of mental hygiene to assume that what man needs in the first place is equilibrium or, as it is called in biology, "homeostasis," i.e., a tensionless state. What man actually needs is not a tensionless state but rather the striving and struggling for a worthwhile goal, a freely chosen task. What he needs is not the discharge of tension at any cost but the call of a potential meaning waiting to be fulfilled by him. What man needs is not homeostasis but what I call "noödynamics," i.e., the existential dynamics in a polar field of tension where one pole is represented by a meaning that is to be fulfilled and the other pole by the man who has to fulfill it. And one should not think that this holds true only for normal conditions; in neurotic individuals, it is even more valid. If architects want to strengthen a decrepit arch, they increase the load which is laid upon it, for thereby the parts are joined more firmly together. So if therapists wish to foster their patients' mental health, they should not be afraid to create a sound amount of tension through a reorientation toward the meaning of one's life.

Among DID individuals, the sharing of conscious awareness between alters exists in varying degrees. I have seen cases where there has appeared to be no amnestic barriers between individual alters, where the host and alters appeared to be fully cognizant of each other. On the other hand, I have seen cases where the host was absolutely unaware of any alters despite clear evidence of their presence. In those cases, while the host was not aware of the alters, there were alters with an awareness of the host as well as having some limited awareness of at least a few other alters. So, according to my experience, there is a spectrum of shared consciousness in DID patients. From a therapeutic point of view, while treatment of patients without amnestic barriers differs in some ways from treatment of those with such barriers, the fundamental goal of therapy is the same: to support the healing of the early childhood trauma that gave rise to the dissociation and its attendant alters. Good DID therapy involves promoting co­-consciousness. With co-­consciousness, it is possible to begin teaching the patient’s system the value of cooperation among the alters. Enjoin them to emulate the spirit of a champion football team, with each member utilizing their full potential and working together to achieve a common goal. Returning to the patients that seemed to lack amnestic barriers, it is important to understand that such co-consciousness did not mean that the host and alters were well-­coordinated or living in harmony. If they were all in harmony, there would be no “dis­ease.” There would be little likelihood of a need or even desire for psychiatric intervention. It is when there is conflict between the host and/or among alters that treatment is needed.

they had all worked together seamlessly and selflessly, without regard to credit or turf or political preferences, to achieve a shared goal. With these thoughts came another: Was that unity of effort, that sense of common purpose, possible only when the goal involved killing a terrorist? The question nagged at me. For all the pride and satisfaction I took in the success of our mission in Abbottabad, the truth was that I hadn’t felt the same exuberance as I had on the night the healthcare bill passed. I found myself imagining what America might look like if we could rally the country so that our government brought the same level of expertise and determination to educating our children or housing the homeless as it had to getting bin Laden; if we could apply the same persistence and resources to reducing poverty or curbing greenhouse gases or making sure every family had access to decent day care.

Stoic virtues are sometimes referred to as the four cardinal virtues: Practical wisdom (prudence) Moderation (temperance) Courage (fortitude) Integrity (justice) However, each of them individually is not considered a virtue. They may be thought of as traits or dispositions that strengthen and ennoble humankind but must be used together so one does not override the others. The Stoics sought after ethical notions and solid principles. They came up with eight principles to form the foundation for living a good life[VM10]. These principles have been used by people from all walks of life and can help you achieve your goals. Nature is rational. Illness, poverty, and death are not evil; they are natural. A life following rational nature is virtuous. Passion is irrational (apatheia). Wisdom is the root of all virtue. The universe is governed by a law of reason. Pleasure is neither good nor bad. Virtue should be sought as a matter of duty, not for pleasure.

De Grey describes his goal as “engineered negligible senescence”—stopping the body and brain from becoming more frail and disease-prone as it grows older.18 As he explains, “All the core knowledge needed to develop engineered negligible senescence is already in our possession—it mainly just needs to be pieced together.”19 De Grey believes we’ll demonstrate “robustly rejuvenated” mice—mice that are functionally younger than before being treated and with the life extension to prove it—within ten years, and he points out that this achievement will have a dramatic effect on public opinion. Demonstrating that we can reverse the aging process in an animal that shares 99 percent of our genes will profoundly challenge the common wisdom that aging and death are inevitable. Once robust rejuvenation is confirmed in an animal, there will be enormous competitive pressure to translate these results into human therapies, which should appear five to ten years later.

HAPPINESS: "Flourishing is a fact, not a feeling. We flourish when we grow and thrive. We flourish when we exercise our powers. We flourish when we become what we are capable of becoming...Flourishing is rooted in action..."happiness is a kind of working of the soul in the way of perfect excellence"...a flourishing life is a life lived along lines of excellence...Flourishing is a condition that is created by the choices we make in the world we live in...Flourishing is not a virtue, but a condition; not a character trait, but a result. We need virtue to flourish, but virtue isn't enough. To create a flourishing life, we need both virtue and the conditions in which virtue can flourish...Resilience is a virtue required for flourishing, bur being resilient will not guarantee that we will flourish. Unfairness, injustice, and bad fortune will snuff our promising lives. Unasked-for pain will still come our way...We can build resilience and shape the world we live in. We can't rebuild the world...three primary kinds of happiness: the happiness of pleasure, the happiness of grace, and happiness of excellence...people who are flourishing usually have all three kinds of happiness in their lives...Aristotle understood: pushing ourselves to grow, to get better, to dive deeper is at the heart of happiness...This is the happiness that goes hand in hand with excellence, with pursuing worthy goals, with growing mastery...It is about the exercise of powers. The most common mistake people make in thinking about the happiness of excellence is to focus on moments of achievement. They imagine the mountain climber on the summit. That's part of the happiness of excellence, and a very real part. What counts more, though, is not the happiness of being there, but the happiness of getting there. A mountain climber heads for the summit, and joy meets her along the way. You head for the bottom of the ocean, and joy meets you on the way down...you create joy along the way...the concept of flow, the kind of happiness that comes when we lose ourselves through complete absorption in a rewarding task...the idea of flow..."Contrary to what we usually believe, moments like these, the best moments in our lives, are not the passive, receptive, relaxing times...The best moments usually occur when a person's body or mind is stretched to its limit in a voluntary effort to accomplish something difficult and worthwhile."...Joy, like sweat, is usually a byproduct of your activity, not your aim...A focus on happiness will not lead to excellence. A focus on excellence will, over time, lead to happiness. The pursuit of excellence leads to growth, mastery, and achievement. None of these are sufficient for happiness, yet all of them are necessary...the pull of purpose, the desire to feel "needed in this world" - however we fulfill that desire - is a very powerful force in a human life...recognize that the drive to live well and purposefully isn't some grim, ugly, teeth-gritting duty. On the contrary: "it's a very good feeling." It is really is happiness...Pleasures can never make up for an absence of purposeful work and meaningful relationships. Pleasures will never make you whole...Real happiness comes from working together, hurting together, fighting together, surviving together, mourning together. It is the essence of the happiness of excellence...The happiness of pleasure can't provide purpose; it can't substitute for the happiness of excellence. The challenge for the veteran - and for anyone suddenly deprived of purpose - is not simple to overcome trauma, but to rebuild meaning. The only way out is through suffering to strength. Through hardship to healing. And the longer we wait, the less life we have to live...We are meant to have worthy work to do. If we aren't allowed to struggle for something worthwhile, we'll never grow in resilience, and we'll never experience complete happiness.

Well, check out these questions below, and if you can answer yes to most or all of the following points about a person and her business, you would have a pretty deep referral relationship: ​You trust them to do a great job and take great care of your referred prospects. ​You have known each other for at least one year. ​You understand at least three major products or services within their business and feel comfortable explaining them to others. ​You know the names of their family members and have met them personally. ​You have both asked each other how you can help grow your respective businesses. ​You know at least five of their goals for the year, including personal and business goals. ​You could call them at 9 o’clock at night if you really needed something. ​You would not feel awkward asking them for help with either a personal or business challenge. ​You enjoy the time you spend together. ​You see each other on a regular basis—in both business and personal situations. ​You enjoy seeing them achieve further success. ​They are “top of mind” regularly. ​You have open, honest talks about how you can help each other further.

CELEBRATE YOUR SUCCESS The more you praise and celebrate your life, the more there is in life to celebrate. —Oprah Winfrey How do you know if your scrappy effort was successful? There’s positive movement—cause to celebrate. It either moves your intention forward or you come closer to achieving your goal. You will know it worked because you feel the win, big or small. I’m a huge believer in champagne moments (or celebratory beer, ice cream, night on the town, whatever your preference). You have to celebrate! This journey is supposed to be fun. Stop and take the time to recognize and enjoy the big wins, little wins, and everything in between. Research shows there is bonus value to celebrating. In her article “Getting Results Through Others,” Loraine Kasprzak writes, quoting her coauthor Jean Oursler, “When others have worked hard to achieve the desired results, celebrate it! ‘It’s important to celebrate because our brains need a memorable reference point—also called a reward—to make the whole journey worthwhile.’” Celebrating creates a positive benchmark in your brain for future reference. According to an article in the Journal of Staff Development by Richard DuFour: Ritual and ceremony help us experience the unseen webs of significance that tie a community together. There may be grand ceremonies for special occasions, but organizations [and individuals] also need simple rituals that infuse meaning and purpose into daily routine. Without ritual and ceremony, transitions become incomplete, a clutter of comings and goings. Life becomes an endless set of Wednesdays. An endless set of Wednesdays? Yuck. Who needs that? Whether you are an individual, a small team, or a large organization, celebrate your scrappy wins as part of the experience and enjoy the ride.

It is perhaps easier for an English writer than it is for an Italian to see through that nonsense, and to perceive what it is designed to conceal: the deep structural similarity between communism and fascism, both as theory and as practice, and their common antagonism to parliamentary and constitutional forms of government. Even if we accept the – highly fortuitous – identification of National Socialism and Italian Fascism, to speak of either as the true political opposite of communism is to betray the most superficial understanding of modern history. In truth there is an opposite of all the ‘isms’, and that is negotiated politics, without an ‘ism’ and without a goal other than the peaceful coexistence of rivals. Communism, like fascism, involved the attempt to create a mass popular movement and a state bound together under the rule of a single party, in which there will be total cohesion around a common goal. It involved the elimination of opposition, by whatever means, and the replacement of ordered dispute between parties by clandestine ‘discussion’ within the single ruling elite. It involved taking control – ‘in the name of the people’ – of the means of communication and education, and instilling a principle of command throughout the economy. Both movements regarded law as optional and constitutional constraints as irrelevant – for both were essentially revolutionary, led from above by an ‘iron discipline’. Both aimed to achieve a new kind of social order, unmediated by institutions, displaying an immediate and fraternal cohesiveness. And in pursuit of this ideal association – called a fascio by nineteenth-century Italian socialists – each movement created a form of military government, involving the total mobilization of the entire populace,3 which could no longer do even the most peaceful-seeming things except in a spirit of war, and with an officer in charge. This mobilization was put on comic display, in the great parades and festivals that the two ideologies created for their own glorification.

The goal was ambitious. Public interest was high. Experts were eager to contribute. Money was readily available. Armed with every ingredient for success, Samuel Pierpont Langley set out in the early 1900s to be the first man to pilot an airplane. Highly regarded, he was a senior officer at the Smithsonian Institution, a mathematics professor who had also worked at Harvard. His friends included some of the most powerful men in government and business, including Andrew Carnegie and Alexander Graham Bell. Langley was given a $50,000 grant from the War Department to fund his project, a tremendous amount of money for the time. He pulled together the best minds of the day, a veritable dream team of talent and know-how. Langley and his team used the finest materials, and the press followed him everywhere. People all over the country were riveted to the story, waiting to read that he had achieved his goal. With the team he had gathered and ample resources, his success was guaranteed. Or was it? A few hundred miles away, Wilbur and Orville Wright were working on their own flying machine. Their passion to fly was so intense that it inspired the enthusiasm and commitment of a dedicated group in their hometown of Dayton, Ohio. There was no funding for their venture. No government grants. No high-level connections. Not a single person on the team had an advanced degree or even a college education, not even Wilbur or Orville. But the team banded together in a humble bicycle shop and made their vision real. On December 17, 1903, a small group witnessed a man take flight for the first time in history. How did the Wright brothers succeed where a better-equipped, better-funded and better-educated team could not? It wasn’t luck. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. They were pursuing exactly the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why. 2.

EXERCISE 10: DEVELOPING A GRAND VISION You may want to do this exercise alone, out in a natural setting somewhere. 1. See Your Interests, Values, and Abilities. The next step is to discover how your interests and your deep values connect into and form your mission. It can be accomplished by seeing a grand, whole, meaningful image of what purpose you could dedicate your life to. This will be formed from your interests, values, and present goals. Begin to play with the images that you see, which represent some kind of direction that you want to take. As you get a sense of what your mission can be, see various snapshots of yourself doing what you love to do, snapshots of your abilities. 2. Focus on Heroes and Heroines. Take a look at what your favorite heroes or heroines do. See yourself doing things that give you the same feeling you get when you think of them. See snapshots of the person you want to become. Any images you don’t like can fade away. 3. Direct a Movie of Yourself. See yourself the way you want to be—doing the things you love to do. Whatever you choose to put on the screen, you’re the Spielberg, you’re the director. See the images that you feel passionate about. You can play with the images in front of you. Pretend that you’re in the middle of an inner, three-dimensional movie theater. It’s a place where you can see and hear and feel with great fidelity. Notice how much you can see, letting the wisdom from within guide the visual display that you see in front of you. Visualize it, feel it, enjoy it. The images are often up close and in full, rich color. See yourself living out a scenario that gives you tingles in your spine. You can zoom in on that glorious, fun-filled, exciting future that you see. It allows you to do what you love to do and accomplish what you believe in. 4. Recall Your Deep Values. List your deep values as you watch your mission scenario. Notice how your values and your images can fit together with a remarkable consistency. 5. Ask for Help from Your Inner Wisdom. Ask for your inner wisdom, the higher powers, or God to guide your grand vision. This vision is going to be more of a discovery than a creation. Let it come to you. Ask and it will come. Take the time to see and hear those aspects of life that unify into a whole that you feel a powerful passion for. See some more images. See some time going by. See various bright, radiant, up-close, colorful images of what it is that you could create in your life. They can begin going in a certain direction, coalescing and representing many of your current goals, some of the things that you want. See them develop into a kind of grand visionary collection of images that represents your purpose and your mission. 6. Do What It Takes. Take whatever time you need—five minutes, an hour, a whole afternoon. This is your life, your future that you are creating. When you finish, write it down. Your images are so attractive, you have some glimpses of what your mission is. Now you can develop it more fully. Ask the visionary in you to give you the gift of this grand vision. Now that you can see your grand vision of what you want to contribute to, you can make that vision into a cause to work for—a specific direction to channel your efforts to.

Now, with their miniature robot army, three Harvard University researchers have upped the ante, assembling a massive swarm of simple, three-legged robots that can work as a team to assemble into different shapes on command. The advance, reported Thursday in the journal ­Science, is a feat of “engineering majesty,’’ said James ­McLurkin, director of the Multi-Robot Systems Lab at Rice University, who was not ­involved in the research. “Building 1,000 robots is hard,’’ McLurkin said. “Getting 1,000 robots to work together reliably is — how’d they say it in Boston? — ‘wicked hard.’ ’’ The technology is still in the early stages. These simple ­robots, which each weigh about as much as three nickels and cost $14 in parts, cannot build a skyscraper or clean up an oil spill. But they surmount several major problems in robotics, McLurkin said. The software the researchers designed allows individual ­robots to act on their own, using only information from their neighbors to achieve goals that dwarf their thumb-sized bodies.

There is that sense that we have to all come together, the challenges have become so great for the human species that it's going to take all of us to find our way out. One of the ways to achieve this goal, of course, is to expand the freedom of religions so that those people who use psychedelics within their religious practise are able to do so. -Rick Doblin

The film nicely shows how a person may make a rational decision to achieve a goal while at the same time unconsciously doing everything possible to avoid it. It may be that what held this couple together was the very lack of sexual satisfaction or the mutual search for a solution, while the realisation of their quest proved unsatisfactory.

It felt like one of those movies where a bunch of misfits, each gifted in his own way - one in explosives, another in disguise, another in forgery or karate- are thrown together to achieve a dangerous mission.

We wouldn’t be able to achieve such great feats without working together as a team. But too often we think about goals as individual activities, pursued in isolation from other people, despite the fact that in most areas of our working life, working in groups is the norm.

underlying the ‘share’ principle is the fact that human beings are social animals. And when we recognize this fully, we will come to realize that we are better off working together if we want to achieve our individual objectives.

Once you’ve identified your income and sales goals and the two or three things you need to do on a consistent basis to reach them, you have the raw materials to put together a simple plan to achieve them. I call this a Prosperity Plan.

Our values were human values. Ethics, integrity, sharing, support, teamwork, caring, respect, and loyalty were all ideals I included in that first mission statement. I also wanted to instill a sense of ambitious camaraderie: “We will set aggressive goals and drive ourselves to achieve them,” the mission statement said. “It’s an adventure, and we’re in it together.

37. Be Kind Enthusiasm, ability and aptitude all have to be on someone’s CV before I’ll take them into a life or death situation, but when I am putting a team together for an expedition, there’s one other quality I’m always looking out for - kindness. Expeditions into jungles or across deserts or raging oceans are never easy. However much we might romanticize the lives of explorers, when you are in the middle of an inflatable boat with 50-foot waves all around, you haven’t slept for three days, or you have been struggling with an injury in silence for a week, it is the little things that count. What you really want from the people you are with is that they are kind - to know that they are on your side when the chips are down. Let me give you a couple of examples: once you get above 25,000 feet (7,500 metres) on a mountain, and the temperature drops to minus 45°, if you don’t get a headache - the kind that grips your head like a nut in a pair of pliers - then you’re not human. Part of this is the altitude, part is the inevitable dehydration that comes from the thin air. So working hard 24/7 to keep hydrated is essential. The only way to get water, though, is to melt the ice. But at that height, at that temperature, melting enough snow and ice to drink can take hours. The good expedition member is the one who gives their buddies the first sip or the last swig of that precious water. In the extremes it is the little things that stand out. So try and look at all those sorts of moments as chances to distinguish yourself - and it is the kind, unselfish mountaineer who is loved and is often the real bedrock of a great team.

Imagine a world where product owners, Development, QA, IT Operations, and Infosec work together, not only to help each other, but also to ensure that the overall organization succeeds. By working toward a common goal, they enable the fast flow of planned work into production (e.g., performing tens, hundreds, or even thousands of code deploys per day), while achieving world-class stability, reliability, availability, and security.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

We are in this journey of life. Together we will achieve our goals and dreams in Life. I will push you to achieve your dreams and I hope you push me to achieve mine!

If the tactic of occupation, for example, is employed in order to create exemplars and temporary spaces of non-capitalist social relations, it will inevitably fail to achieve substantial change. If, on the other hand, it is understood as a mechanism to produce solidarity networks and mobilise them for further action, then it may still have use within broader counter-hegemonic strategies. But this sort of strategic reflection about the virtues and limits of any particular action is what is absent from too much of the left today. The numerous protests and marches and occupations typically operate without any sense of strategy, simply acting as dispersed and independent blips of resistance. There is far too little thought given to how to combine these various actions, and how they might function together to collectively build a better world. Instead we are left with actions that sometimes succeed but which rarely have an overarching eye to how this contributes to medium-and long-term goals.105

Hanna stood looking at him, lips tightly pressed together. Then she turned on her heel and strode out of the conference room. She had to get out of that room. Only bad things happened there. Jack

Both of them, alone, are limited. But when the disabled person climbs on the shoulders of the blind man, together they can travel and achieve their goals easily.

The first step in these arguments was to prove that the design existed. Nature was ransacked for results obtained through separate things being co-adapted. Our eyes, for instance, originate in intra- uterine darkness, and the light originates in the sun, yet see how they fit each other. They are evidently made FOR each other. Vision is the end designed, light and eyes the separate means devised for its attainment. It is strange, considering how unanimously our ancestors felt the force of this argument, to see how little it counts for since the triumph of the darwinian theory. Darwin opened our minds to the power of chance-happenings to bring forth 'fit' results if only they have time to add themselves together. He showed the enormous waste of nature in producing results that get destroyed because of their unfitness. He also emphasized the number of adaptations which, if designed, would argue an evil rather than a good designer. Here all depends upon the point of view. To the grub under the bark the exquisite fitness of the woodpecker's organism to extract him would certainly argue a diabolical designer. Theologians have by this time stretched their minds so as to embrace the darwinian facts, and yet to interpret them as still showing divine purpose. It used to be a question of purpose AGAINST mechanism, of one OR the other. It was as if one should say "My shoes are evidently designed to fit my feet, hence it is impossible that they should have been produced by machinery." We know that they are both: they are made by a machinery itself designed to fit the feet with shoes. Theology need only stretch similarly the designs of God. As the aim of a football-team is not merely to get the ball to a certain goal (if that were so, they would simply get up on some dark night and place it there), but to get it there by a fixed MACHINERY OF CONDITIONS—the game's rules and the opposing players; so the aim of God is not merely, let us say, to make men and to save them, but rather to get this done through the sole agency of nature's vast machinery. Without nature's stupendous laws and counterforces, man's creation and perfection, we might suppose, would be too insipid achievements for God to have designed them.

23. Honour The Journey, Not the Destination As a team, when we came back from Everest, so often the first question someone would ask us was: ‘Did you make it to the summit?’ I was lucky - unbelievably lucky - to have reached that elusive summit, which also allowed me to reply to that summit question with a ‘yes’. My best buddy Mick found the question much harder, as a ‘no’ didn’t tell even part of his incredible story. He might not have made it to the very top of Everest, but he was as near as damn it. For three months we had climbed alongside each other, day and night. Mick had been involved in some real heroics up high when things had gone wrong, he had climbed with courage, dignity and strength, and he had reached within 300 feet (90 metres) of the summit. Yet somehow that didn’t count in the eyes of those who asked that ironically unimportant question: ‘Did you reach the top?’ For both of us, the journey was never about the summit. It was a journey we lived through together; we held each other’s lives in our hands every day, and it was an incredible journey of growth. The summit I only ever saw as a bonus. When we got that question on our return, I often got more frustrated for Mick than he did. He was smart and never saw it as a failure. He’d tell you that he was actually lucky - for the simple reason that he survived where four others that season had died. You see, Mick ran out of oxygen high up on the final face of Everest at some 28,000 feet (8,500 metres). Barely able to move, he crawled on all fours. Yet at that height, at the limit of exhaustion, he slipped and started to tumble down the sheer ice face. He told me he was certain he would die. By some miracle he landed on a small ledge and was finally rescued when two other climbers found him. Four other climbers hadn’t been so lucky. Two had died of the cold and two had fallen. Everest is unforgiving, especially when the weather turns. By the time I was back with Mick, down at Camp Two a couple of days later, he was a changed man. Humbled, grateful for life, and I had never loved him so much. So when everyone at home was asking him about the summit, or sympathizing with him for narrowly missing out, Mick knew better. He should have died up there. He knew he was plain lucky to be alive. ‘Failure had become his blessing, and life had become a great gift to him. And those are great lessons that many never learn - because you can only learn them through a life-changing journey, regardless of the destination. Consider the billionaire who flies into the South Pole for an hour to ‘experience’ it, compared to the man who has toiled, sweated and struggled across hundreds and hundreds of miles of ice, dragging a humble sledge. You see, it is the journey that makes the man. And life is all about our growth, not our trophies.

The less you see of your toxic friends and the more you see of your enthusiastic friends, the better you will feel about yourself, and the better you will become. We are such social creatures that we all tend to become like the people we hang out with. It is human nature. So spend your days in the company of people who build you up and who see your mountain as achievable. It is why I pick team members on big expeditions so carefully. I don’t pick people just for their skills - the world is full of skilful people. I pick those who have that rare combination of good skills and even better attitudes. Those who see the glass as half full; those who will see an obstacle as a challenge not a problem; those who help others, who encourage others and who will watch my back when it is turned. Picking friends and expedition members who are better than you is a sure way to grow yourself. It elevates us, it inspires us, and together we all get stronger. But most people do the opposite: they pick friends or team members who are just a little ‘lower’ down the pecking order than they are, because it makes them feel superior. But that is not the path of growth - it is the path of mediocrity. The true champion, the true summiteer, hangs out with those who help and inspire them to be even better - through encouragement, through their actions and through their attitudes.

75. Light Can Only Shine Through Broken Vessels I want the last chapter of this book to be about humanity and humility. In order to thrive and survive in the game of life, it is important to understand that we don’t have to have all parts of our life totally together - nicely sealed and wrapped - for it to be a success. In fact, the opposite is true. To live a life of adventure and impact we just need to have the will, and then to begin. There is power in that first simple step. The rest is then the process - hard and challenging, to be sure - but still a process. We are limited only by the extent of our courage, tenacity and vision. We can all push the boundaries, make a difference, empower, encourage, and better many lives. None of this requires us to be perfect and sorted first. Life is a journey and we are all learning every day. Embrace that. Growing pains are part of life! And finally, remember that light can only shine through broken vessels, and we are all a little broken. Sometimes it is the broken-ness that gives us the fire. But it is when we know our need to change that we can finally begin to grow. Here’s to your own great adventure…

One of the reasons that my wife appreciated Valentine’s Day this year is because we spent uninterrupted time together. She often complains that I am not fully present with her even when we’re together; she says I’m either checking emails, on the phone, or glued to a screen. Though I don’t appreciate her complaints, I do realize that what she says is true; her case against my frequent screen distractions is not unfounded. Much of that screen time is office related, and the further I move up in management, the less time I seem to have in the evenings to be fully present with my family. To be honest, even when I’m not checking email, my mind is still preoccupied with work and the tasks I didn't finish at the office. When my wife goes to bed, I end up catching up on emails that went unanswered during the day. I finally go to bed when I am too tired to continue, only to wake up the next day and start the cycle all over again. I really do feel like a hamster in a wheel. During my first few years at the company, this wasn’t a big deal. Plus, email wasn’t like it is today. Now I feel like I’m under a continual barrage of email, texts, and documents, and to be honest, it’s exhausting. I am losing motivation to keep moving forward with my company. I’m starting to see that it is impacting my relationship with my wife and kids, and I’m not sure what to do about that. It would be helpful to talk through my options.

Team Leader’s Checklist Learn: Strengthen the team both cognitively and affectively. Design well: Set distinct goals with defined and varied tasks for team members. Build identity: Share experience and strengthen camaraderie to create a set of norms and values. Dynamic: As the market changes, evolve the team’s expectations and tasks. Diverse and inclusive: Optimize variety in the members’ backgrounds and experiences, and engage all in the team’s work and achievements. Size right: Not too large, not too small. Set compelling direction, strong structure, supportive context, and shared mindset. Create a team agenda, inner scaffolding, outer backing, and aligned thinking for members to row together in the right direction.

Patriotism can be turned to good or ill purposes, but in most people it never dies. It’s a persistent attachment, like loyalty to your family, a source of meaning and togetherness, strongest when it’s hardly conscious. National loyalty is an attachment to what makes your country yours, distinct from the rest, even when you can’t stand it, even when it breaks your heart. This feeling can’t be wished out of existence. And because people still live their lives in an actual place, and the nation is the largest place with which they can identify—world citizenship is too abstract to be meaningful—patriotic feeling has to be tapped if you want to achieve anything big. If your goal is to slow climate change, or reverse inequality, or stop racism, or rebuild democracy, you will need the national solidarity that comes from patriotism.

Prioritize food, friends, and sexual relationships. These three things are the basis of day-to-day happiness. Note that there is no mention here of money or freedom. There’s nothing wrong with having lots of cash and autonomy, but their pursuit shouldn’t interfere with opportunities to enjoy good food, sex, and friends. These three things are most likely to provide the happy experiences that accumulate into a life worth living. Cooperate. Working together with family, friends, and colleagues to achieve mutual goals is one of the most important sources of life satisfaction. Your achievements won’t make you permanently happier, but cooperation is inherently rewarding and provides a foundation for life satisfaction. Happiness doesn’t emerge only from leisure and fun, but also from work and productivity, particularly when you are satisfying your evolutionary imperative of cooperating with others. Not all the work we do is meaningful, as life has necessary drudgery, but working with people you trust and admire lightens the load.

Transforming Challenges into Opportunities: Enhancing Problem-Solving Skills through Critical Thinking In today's fast-paced and competitive business world, the ability to think critically and solve problems effectively is crucial for success. Whether you are a seasoned entrepreneur or a budding startup owner, developing strong problem-solving skills can give you a significant edge in the market. By harnessing the power of critical thinking, you can transform challenges into opportunities and propel your business towards success. As a coach for business start-ups and a catalyst for innovation, I understand the importance of equipping entrepreneurs with the necessary tools to overcome obstacles and thrive in the face of adversity. In this blog post, I will explore how honing your critical thinking skills can help you navigate the challenges of starting and growing a business. 1. Identifying the Problem: Critical thinking involves the ability to accurately identify and define the problem at hand. As a coach for business start-up ideas, I can help you analyze your unique challenges and break them down into manageable parts. By clarifying the problem, you can focus your efforts on finding the most effective solution. 2. Analyzing Different Perspectives: One of the key aspects of critical thinking is considering different perspectives and viewpoints. When faced with a problem, it is important to step back and evaluate the situation from various angles. This allows you to gain valuable insights and uncover opportunities that may not be immediately apparent. As a coach, I can guide you through this process, helping you see the bigger picture and explore alternative solutions. 3. Developing Creative Solutions: Critical thinking encourages out-of-the-box thinking and the ability to generate creative solutions. By breaking away from conventional thought patterns, you can discover innovative approaches to solving problems. As your coach, I can help you tap into your creative potential and unlock new possibilities for your business. 4. Evaluating Risks and Benefits: Effective problem-solving requires a thorough analysis of the risks and benefits associated with different solutions. Through critical thinking, you can weigh the pros and cons, assess potential outcomes, and make informed decisions. As your coach, I can guide you in evaluating the risks and benefits of various options, enabling you to make strategic choices that align with your business goals. 5. Adapting to Change: In today's rapidly evolving business landscape, adaptability is crucial. Critical thinking allows you to embrace change and adapt your strategies as needed. By honing your problem-solving skills, you can navigate unexpected challenges with ease and turn them into opportunities for growth. As your coach, I can provide you with the tools and techniques to foster adaptability and resilience in the face of change. In conclusion, developing strong problem-solving skills through critical thinking is essential for entrepreneurs and business start-ups. By working with a coach who specializes in business start-up ideas, you can enhance your problem-solving abilities, uncover new opportunities, and position your business for long-term success. So, why wait? Invest in your critical thinking skills today and unlock the potential within your business. If you are looking for a coach to guide you in transforming challenges into opportunities, I am here to help. Contact me to explore how we can work together to enhance your problem-solving skills and achieve your business goals. Keywords: coach startup ideas, coach for business start-up, problem-solving skills, critical thinking, challenges, opportunities, entrepreneurs, innovation, analyze, creative solutions, risks, benefits, adaptability.

Cooperate. Working together with family, friends, and colleagues to achieve mutual goals is one of the most important sources of life satisfaction. Your achievements won’t make you permanently happier, but cooperation is inherently rewarding and provides a foundation for life satisfaction. Happiness doesn’t emerge only from leisure and fun, but also from work and productivity, particularly when you are satisfying your evolutionary imperative of cooperating with others. Not all the work we do is meaningful, as life has necessary drudgery, but working with people you trust and admire lightens the load. Embed yourself in community. Give careful thought to any decisions that require you to pull up roots and go somewhere else. We evolved to be curious, so new people and new places are forever enticing. But you don’t need to abandon old friends to meet new people and see new places. Even if you have a strong wanderlust, you should try to retain your connections to your community. Learn new things. Learning is a lifelong source of happiness, and play and storytelling are two important sources of learning. At all stages of life, from childhood to young adulthood through to midlife and old age, we enjoy mastering new things. If you choose your activities thoughtfully, you can enjoy the process of learning up to your last healthy days on this earth.

ideas are easier to come up with than you think. What’s hard—really hard—is moving from an idea to reality. It’s hard to find the right form of an idea, a form that will let consumers see its value, understand how to interact with it, and feel excited enough to pay for it. That is so hard that it often takes a team of people to do it. And that’s when the level of hard goes even higher. Suddenly you have to find a way to hire the right people, get them all focused on the right thing, and make sure no one forgets why they got together in the first place in this world of interesting (and profitable) other things to do.

Every relationship has a beginning and middle. Many have an ending. In fundraising, we often call the coming-together part acquisition and early cultivation. For major and legacy gifts, I prefer lead generation (to inspire supporters to lean in to attain value) and qualification (to make sure they want to have a deeper, more personal relationship with a fundraiser or their charity’s mission). Hopefully, they’ll hire you to help them achieve their goals and the relationship will plateau at the maintenance level. Fundraisers might call this retention or stewardship.

Marriage has to do with being and becoming good and faithful companions, where we learn o align ourselves and become one in purpose as e strive together tot achieve our most important life goals.

Marriage has to do with being and becoming good and faithful companions, where we learn to align ourselves and become one in purpose as we strive together to achieve our most important life goals.

We need to reevaluate and reconsider what is appropriate human behavior. Human beings have been so successful at surviving because of our intelligence and cooperation. When we are unintelligent and uncooperative it is no wonder that our survival is threatened. We need to be educated about our health and the health of our planet, and work together to achieve goals that are impossible to achieve individually.

While every one of the disciplines has value, their real power is in how they work together in sequence.

Victorious living is not simply achieving our goals; victorious living is producing a legacy while we’re striving.

The How of Achieving Goals Each year, organizations spend thousands of hours defining WHAT needs to be achieved in the near future—objectives are set, plans are made, Gantt charts are drafted, and to-do lists are created—all of which are tactical in nature. However, organizations nearly always overlook the HOW of achieving their goals: HOW we will behave when working together HOW we will talk about each other, even when the other person is not present HOW we will resolve disagreements and respond when things do not go to plan HOW we will leverage our individual experiences and skills to work together to achieve the corporate goals The HOW focuses on identifying who is involved in achieving each goal. Regularly reviewing this means we can identify new skills or capabilities that may be required and then determine how the organization will provide these, whether it will be an in-house (build) or a recruit-and-hire externally (buy) approach. In focusing on the HOW, an organization can identify new roles or additional headcount needed to support a growth strategy. It can look for opportunities to streamline and create efficiencies.

the realization that we have to live together, and work together. So why not make the best of it and accomplish our goals together and achieve success together?

Of course, to properly reward the “doers” you must correctly define what a doer is. This is central to the idea of execution. Simply put, a doer is a person who gets things done. Doing is meeting goals. Some goals are legitimately short-term goals that yield short-term results and are properly compensated on a short-term basis. But other goals are long-term and by definition we will not know if we have achieved those goals for some time. Consequently the people striving to meet those goals should be compensated on a long-term basis, with some portion of that long- term compensation based on achieving critical milestones toward the goal. And there are some goals that are so long- term that compensation should only be awarded when a person retires and his or her contributions to meeting those extremely long-term goals can be assessed. Leaders must take responsibility for setting the right rewards for doers. This is particularly true of boards of directors, many of which made egregiously bad calls in rewarding poor performance by the CEOs of their companies. Linked together as these behaviors are, rewarding the doers must be based on the correct metrics. For too long companies—and this often involved boards of directors— set “shareholder value” as one of the goals to be measured and rewarded in compensation plans. But the directors and CEOs who set shareholder value as a goal missed an essential point. Increasing shareholder value is an outcome, not a goal. If you set the right strategy with the right goals and execute well to implement the strategy and achieve the goals—growth in earnings per share, good cash flow, improved market share, for example—then shareholder value is the result. Get everything else right and shareholder value will take care of itself. EXPAND

Hostility gives way when groups pull together to achieve overriding goals that are real and compelling to all concerned,” Sherif explained.29 It’s an important finding to remember. A key to

An effective coach must ensure that goals are clearly set, expectations are discussed, and ideal achievements are decided together. A

United States is committed to protecting privacy. It is an element of individual dignity and an aspect of participation in democratic society. To an increasing extent, privacy protections have become critical to the information-based economy. Stronger consumer data privacy protections will buttress the trust that is necessary to promote the full economic, social, and political uses of networked technologies. The increasing quantities of personal data that these technologies subject to collection, use, and disclosure have fueled innovation and significant social benefits. We can preserve these benefits while also ensuring that our consumer data privacy policy better reflects the value that Americans place on privacy and bolsters trust in the Internet and other networked technologies. The framework set forth in the preceding pages provides a way to achieve these goals. The Consumer Privacy Bill of Rights should be the legal baseline that governs consumer data privacy in the United States. The Administration will work with Congress to bring this about, but it will also work with privatesector stakeholders to adopt the Consumer Privacy Bill of Rights in the absence of legislation. To encourage adoption, the Department of Commerce will convene multistakeholder processes to encourage the development of enforceable, context-specific codes of conduct. The United States Government will engage with our international partners to increase the interoperability of our respective consumer data privacy frameworks. Federal agencies will continue to develop innovative privacy-protecting programs and guidance as well as enforce the broad array of existing Federal laws that protect consumer privacy. A cornerstone of this framework is its call for the ongoing participation of private-sector stakeholders. The views that companies, civil society, academics, and advocates provided to the Administration through written comments, public symposia, and informal discussions have been invaluable in shaping this framework. Implementing it, and making progress toward consumer data privacy protections that support a more trustworthy networked world, will require all of us to continue to work together★ 45 ★

A tradesman or craftsman is someone who can produce a product or provide a service primarily by themselves. For example, artist can paint pictures by themselves or dentists can fix teeth by themselves. True entrepreneurs cannot do what they need to do by themselves. An entrepreneur must be able to pull together smart people from different disciplines and skills and have them work together to achieve a common goal. In other words, an entrepreneur builds teams that take on products that no one individual can do on their own. The reason most people remain small is because they solve problems they can solve themselves.

Being married to your purpose gives you the legal right to birth it. Having goals is not enough. You must achieve them in order to have real success. Most people are content with just having goals, but it takes commitment (being married to your goals) in order to give birth to them. Most people don’t want to marry their goals; they simply want to date them. Dating requires no commitment and if things become difficult, you can call it quits and lose nothing. However, when you are married to something, you are committed to fulfilling its purpose, regardless of the cost. When people marry, they vow during marriage to stick through things “for better or for worse” meaning conditions don’t determine your commitment. Success takes faithfulness and dedication. With marriage, there is real intimacy, one common purpose, life-long commitment, quality and constant time together. The marriage to your vision requires the same thing to be successful. You must be willing to ignore distractions and do whatever is necessary to supply all that is needed to have a fulfilling marriage to your vision. While there is pain in giving birth, the joy of the newborn baby (vision) makes it worthwhile. While people say they want to give birth to their goals, many are afraid and unwilling to make a commitment to them. The birthing not only takes time, it also takes nurturing and caring after the birth or it will die. Just as people want the benefits of marriage (companionship and sex) without commitment, they also want the success of goal setting without the commitment. The same amount of passion you have for loving and being committed to your family, you should have for your vision and goals. Take this very moment to list your goals and write beside each one of them whether you are married to them versus dating them.

How we talk effects our lives in two very important ways. It shows how we think of others and how we think of ourselves. The fascinating thing is they always run together.

focus (and change majors) in college to account for newfound interests, even graduate students can venture into uncharted territory. Students can sometimes achieve a sharper focus of academic interests and career goals while discovering postgraduate options. Internships, jobs, and careers Creating a “storyline” of your interests and how they are linked together can be a great tool when writing out job applications in college. Demonstrate your knowledge of how you fit into the role you’re seeking. Be prepared for a rigorous job application process: spending hours preparing for interviews, going through several rounds of interviews, and

Today was a day to face that very temptation. A family who had become dear friends had left the church with no warning or explanation. Not even good bye. When they were missing on that first Sunday, we didn’t realize that they had removed themselves from our church. We thought maybe someone was sick or an alarm clock didn’t go off or something simple. If it had been something serious, they would have called us, of course. We had done so much for them and with them. We rejoiced when they rejoiced, we cried when they cried, we prayed with them, we prayed for them, we loved them and felt as if they loved us in return. Of course, one Sunday turned to two, and then three. I mentioned to Michael that I had called and left a message. He told me that he had the same thought as well. He had left a message and sent a card. We felt sad as the realization sank in: they had left the church. People don’t know how to leave a church, and many pastors don’t take such a loss graciously. In all our determinations about pastoring, we had considered the possibility of losing members, but this family was the first. It was time for a lesson for all of us, and I felt the Lord tugging at my spirit. I was to take the first step. Sunday afternoon, Michael taking a nap, kids playing games in their room... Now was as good a time as any. I got into my car and headed toward their house. Suddenly nervous, I sat in the driveway for a minute at first. What was I doing here again? Pastor’s wives don’t do this. I had been around pastor’s wives all my life. Since sensing my call to full time ministry at eighteen, I had been paying close attention to them, and I had never seen one of them do this. I got my words together. I needed an eloquent prayer for such a moment as this one: “Lord, help” (okay, so it wasn’t eloquent). I remembered a verse in Jeremiah: “I, the LORD, search the heart, I test the mind, Even to give every man according to his ways, According to the fruit of his doings” (17:10). The Lord knew my heart, and He understood. In this situation, I knew that I had opened myself up to Him. In this situation, I knew that my heart was pure before Him. All of a sudden, my courage returned. I opened the car door and willed myself toward the front porch. As I walked up the driveway, I also thought about Paul’s warning which I had read earlier that morning: “they failed to reach their goal... because their minds were fixed on what they achieved instead of what they believed” (Romans 9:31-32). This family was not my achievement; they were the Lord’s creation. What I believed was that I had been right in opening my heart to them. What I believed was that Michael and I had been faithful to the Lord and that we had helped this family while they were in our flock. I had not failed to reach my goal thus far, and I felt determined not to fail now. This front porch was not unfamiliar to me. I had been here before on many occasions, with my husband and children. Happy times: dinners, cook-outs, birthdays, engagement announcements, births.... Sad times as well: teenaged child rebelling, financial struggles, hospital stays or even death .... We had been invited to share heartache and joy alike. No, “invited” is the wrong word. We were needed. We were family, and family comes together at such times. This afternoon, however, was different. I was standing on this familiar front porch for a reason that had never brought me here before: I came to say good bye. On this front porch, I knocked on the door. This family had been with us for years, and we had been with them. Remembering how this family had helped and blessed our congregation, I quietly smiled. Remembering how they had enriched our personal lives with their friendship and encouragement, I could feel the tears burning behind my eyes. We would miss them. Remembering all that we had done for them, I wondered how they could leave with no word or even warning. Just stopped coming. Just

One of the loudest voices calling for greater focus is Bjorn Lomborg, a Danish economist, who has launched the Post-2015 Consensus, an effort to draw up a shortish list of goals and targets the benefits of which, if achieved, would far outweigh the costs. This is a souped-up version of the Copenhagen Consensus he has run for the past decade, bringing together leading economists to calculate the cheapest ways to improve the state of the world.

Imagine what you can give in these areas of the Twelve Areas of Balance: 9.​YOUR CAREER. What are your visions for your career? What level of competence do you want to achieve and why? How would you like to improve your workplace or company? What contribution to your field would you like to make? If your career does not currently seem to contribute anything meaningful to the world, take a closer look—is that because the work is truly meaningless or does it just not have meaning to you? What career would you like to get into? 10.​YOUR CREATIVE LIFE. What creative activities do you love to do or what would you like to learn? It could be anything from cooking to singing to photography (my own passion) to painting to writing poetry to developing software. What are some ways you can share your creative self with the world? 11.​YOUR FAMILY LIFE. Picture yourself being with your family not as you think you “should” be but in ways that fill you with happiness. What are you doing and saying? What wonderful experiences are you having together? What values do you want to embody and pass along? What can you contribute to your family that is unique to you? Keep in mind that your family doesn’t have to be a traditional family—ideas along those lines are often Brules. “Family” may be cohabiting partners, a same-sex partner, a marriage where you decided not to have children, or a single life where you consider a few close friends as family. Don’t fall into society’s definition of family. Instead, create a new model of reality and think of family as those whom you truly love and want to spend time with. 12.​YOUR COMMUNITY LIFE. This could be your friends, your neighborhood, your city, state, nation, religious community, or the world community. How would you like to contribute to your community? Looking at all of your abilities, all of your ideas, all of the unique experiences you’ve had that make you the person you are, what is the mark you want to leave on the world that excites and deeply satisfies you? For me, it’s reforming global education for our children. What is it for you? This brings us to Law 8. Law 8: Create a vision for your future. Extraordinary minds create a vision for their future that is decidedly their own and free from expectations of the culturescape. Their vision is focused on end goals that strike a direct chord with their happiness.

management has no more critical role than to motivate and engage large numbers of people to work together toward a common goal. Defining and explaining what the goal is, sharing a path to achieving it, motivating people to take the journey with you, and assisting them by removing obstacles—those are management's reasons for being. We

What makes the THIRDS such a unique and successful agency is its diverse nature. Here at the THIRDS we promote and embrace all cultures, religions, sexualities, genders, nationalities, and species, so that we may come together to achieve a common goal—justice for all.

Achieve your Agniveer aspirations with our Ebooks featuring model papers, bundled together to offer diverse resources for every aspiring Agniveer. Tailored for comprehensive preparation, these packs cater to all aspirants, providing essential study materials. Equip yourself with the necessary knowledge and practice to realize your goal of joining the esteemed Agniveer community.

Family = a “verb” that means being present, creating memories together and having each others back. Family is not just some sort of status. It’s an action verb. I made it my goal to create an environment where their roots can grow strong, have lots of fruitful memories and surround them with people who showers them with genuine love, joy and support. A very challenging task to achieve indeed but seeing my kid’s happy faces and having fruitful experiences makes it — worth all the while.

A system is a group of components that work together to achieve a common goal.

A system-wide transformation can be achieved only when everyone takes a step forward together, like a puzzle that will be solved only when we turn all the keys at the same time.

PUTTING IT ALL TOGETHER I’ve explained a lot of concepts in this chapter, so I want to recap it all into something a little more tangible. Step #1: The first step is to figure out what type of show you want to have. If you’re a writer, then you should start a blog. If you like video, then you should start a vlog on one of the video platforms. Lastly, if you like audio, then you should start a podcast. Step #2: Your show will be you documenting the process of achieving the same goal that your audience will be striving for. As you’re documenting your process, you’ll be testing your material and paying attention to the things that people respond to. If you commit to publishing your show every day for a year, you’ll have the ability to test your material and find your voice, and your dream customers will be able to find you. Step #3: You’ll leverage your Dream 100 by interviewing them on your show. This will give you the ability to build relationships with them, give them a platform, give you the ability to promote their episode on your show to their audience, and get access to their friends and followers. Step #4: Even though this is your own show, you’re renting time on someone else’s network. It’s important that you don’t forget it and that you focus on converting it into traffic that you own. Figure 7.11: As you create your own show, focus on converting traffic that you earn and control into traffic that you own. And with that, I will close out Section One of this book. So far, we’ve covered a lot of core principles to traffic. We: Identified exactly who your dream client is. Discovered exactly where they are congregating. Talked about how to work your way into those audiences (traffic that you earn) and how you buy your way into those audiences (traffic that you control). Learned how to take all the traffic that you earn and all the traffic that you buy and turn it all into traffic that you own (building your list). Discussed how to plug that list into a follow-up funnel so you can move them through your value ladder. Prepared to infiltrate your Dream 100, find your voice, and build your following by creating your own show. In the next section, we’ll shift our focus to mastering the pattern to get traffic from any advertising networks (like Instagram, Facebook, Google, and YouTube) and how to understand their algorithms so you can get unlimited traffic and leads pouring into your funnels.

There is a better way, it’s called targeted universalism. A concept developed by law professor and critical race scholar john a. powell, who currently directs the Haas Other and Belonging Institute at the University of California Berkeley. With targeted universalism, you set a universal policy goal, and then develop strategies to achieve that goal that takes into account the varied situations of the groups involved.

And because those rules become internalized, we stop consciously thinking about them, considering them and reviewing them. Or even being aware that they exist. We stop being aware of the fact that they are rules that we’ve given ourselves. And so most people live on auto pilot, not considering if those rules are right for them or if they work against them. They become ‘just what you do’. The problem is that most of these rules aren’t rules you’ve thought about, considered, and carefully chosen. They’re just a default setting that you were given by your parents, your siblings, your teachers, your friends and your society. By a whole group of people who are equally unconscious of those rules. They form part of their group identity, of the culture of your society, of your family, of your group of friends. It’s the set of rules and norms that bind you together.

This is the Rocketship Growth Rate—the precise pace at which a startup must grow to break out. How do you calculate this rate of growth? First, by setting a goal of exceeding a billion dollars of valuation—thus being in a position to achieve an IPO—and working backward. Hitting a $1 billion valuation generally requires at least $100 million in top-line recurring revenue annually, based on the rough market multiple of 10x revenue. You’d want to hit that in 7–10 years, to sustain the engagement of the key employees and also reward investors who often work in decade-long time cycles. These two goals—revenue and time—work together to create an overall constraint. Neeraj Agarwal, a venture capitalist and investor in B2B companies, first calculated this growth rate by arguing that SaaS companies in particular need to follow a precise path to reach these numbers:64 Establish great product-market fit Get to $2 million in ARR (annual recurring revenue) Triple to $6 million in ARR Triple to $18 million Double to $36 million Double to $72 million Double to $144 million SaaS companies like Marketo, Netsuite, Workday, Salesforce, Zendesk, and others have all roughly followed this curve. And the rough timing makes sense. The first phase, in which the team initially gets to product/market fit, takes 1–3 years. Add on the time to reach the rest of the growth milestones, and the entire process might take 6–9 years. Of course, after year 10, the company might still be growing quickly, though it’s more common for it to be growing 50 percent annualized rather than doubling. The argument is that products with network effects both can see higher growth rates as they tap into the various network forces I’ve discussed, and can compound these growth rates for a longer period of time—and looking at the data, I think that’s generally true.

Gandhi. Jinnah. Patel. Three men from Gujarat who had worked together as one team at one time for one goal, Now the British were leaving, goal achieved, but the team had fractured.

Never ever feel that you are alone. We are together in this fight for achieving our goals.

Not only as some intangible, incorporeal soul inhabiting your body, but any real you whatsoever. ​Everything that you have come to identify as yourself – your body, fears, goals, worries, insecurities, achievements, memories, habits, experiences, passions, anything that you relate to – are an arbitrary series of discrete snapshots strung together through the use of, and reinforced by, stories.

The time after I won the title of Grandmaster brought with it my first experience of the aftermath of obsessively chasing a goal. I was suddenly left without a purpose. I felt empty and bored, almost listless. All this while, I had been solely fixated on a singular pursuit. But once I got to my destination I kept looking back rather than at fresh peaks. I didn’t know what to do with myself. Tournaments and scores didn’t excite me any more, and my results took a beating. For six months I was caught on a conveyor belt of despair. It was through my interactions with other Grandmasters on my travels for overseas tournaments that I realized this was a normal phase and one that almost all players experienced. Sometimes, a goal can be such a big deal, such an all-consuming theme in our lives, that we just don’t know what to look forward to any more after we’ve achieved it. Gradually, I managed to pull myself back together, just in time for the next phase of my life as a chess player to begin.

Batch Similar Tasks: Group comparable tasks together into a single time block. This reduces context switching and enhances efficiency.

It would be futile for me to “make up my mind” to be a painter if I have no talent in that direction. But the truth is, if the talent is lacking, the desire will be absent, too. Your genuine self does not want to do things that are utterly foreign to it; it wants to realize its own potential. Of course, people can come up with all kinds of crazy notions about what they think they want to do or be, but they are just that—notions, and not genuine impulses. When we use our willpower to achieve goals that do not spring out of us, but which we set for the sake of pleasing others or to fulfill a fantasy about who we are, we create a kind of monster, a mechanical man in which our living self is trapped. We have all seen people who are held together by sheer willpower; the effort is enormous, but the result is hardly worth it. They aren’t people we enjoy being with—or who enjoy being with themselves.

she’d just read an article titled “Loneliness in Marriage” in a popular women’s magazine. The article stated that men and women have trouble communicating because they’re inherently different. When boys are growing up, they play with trucks and learn to solve problems and achieve goals. In contrast, when girls are growing up, they play with dolls and learn to talk about their feelings so they can develop emotional bonds with each other. Allison said she was relieved to discover that millions of women throughout America felt just as lonely and frustrated as she did because their husbands couldn’t deal with feelings or intimacy. She explained that her husband, Burt, was exactly like that— he was an accountant and understood numbers, but didn’t understand a single thing about emotions. She

Not all learning is about customers and products. Sometimes you learn how to learn. Sometimes teams test out ways to work together, and learn what does and doesn’t help the company move forward.

Reflect on the end together, as we achieve the same goal as artificial intelligence, namely, eternity.