Achieving Success Together Quotes

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The strength of every individual is the grace for great work.
Lailah Gifty Akita (Think Great: Be Great! (Beautiful Quotes, #1))
One misconception about highly successful cultures is that they are happy, lighthearted places. This is mostly not the case. They are energized and engaged, but at their core their members are oriented less around achieving happiness than around solving hard problems together. This task involves many moments of high-candor feedback, uncomfortable truth-telling, when they confront the gap between where the group is, and where it ought to be.
Daniel Coyle (The Culture Code: The Secrets of Highly Successful Groups)
The key is to let go of two things: grasping and aversion. Grasping is when the mind desperately holds on to something and refuses to let it go. Aversion is when the mind desperately keeps something away and refuses to let it come. These two qualities are flip sides of each other. Grasping and aversion together account for a huge percentage of the suffering we experience, perhaps 90 percent, maybe even 100 percent.
Chade-Meng Tan (Search Inside Yourself: The Unexpected Path to Achieving Success, Happiness (And World Peace))
Do all the work you while you still have strength.
Lailah Gifty Akita (Pearls of Wisdom: Great mind)
The aim of philosophy, abstractly formulated, is to understand how things in the broadest possible sense of the term hang together in the broadest possible sense of the term. Under 'things in the broadest possible sense' I include such radically different items as not only 'cabbages and kings', but numbers and duties, possibilities and finger snaps, aesthetic experience and death. To achieve success in philosophy would be, to use a contemporary turn of phrase, to 'know one's way around' with respect to all these things, not in that unreflective way in which the centipede of the story knew its way around before it faced the question, 'how do I walk?', but in that reflective way which means that no intellectual holds are barred.
Wilfrid Sellars
Summary key points The Psychological Mind is made up of three separate brains: Human, Chimp and Computer. You are the Human. Your Chimp is an emotional thinking machine. Your Computer is a storage area and automatic functioning machine. Any one of them can take complete control but usually they work together.
Steve Peters (The Chimp Paradox: The Mind Management Program to Help You Achieve Success, Confidence, and Happiness)
We understand it still that there is no easy road to freedom. We know it well that none of us acting alone can achieve success. We must therefore act together as a united people, for national reconciliation, for nation building, for the birth of a new world. Let there be justice for all. Let there be peace for all.
Nelson Mandela
One misconception about highly successful cultures is that they are happy, lighthearted places. This is mostly not the case. They are energized and engaged, but at their core their members are oriented less around achieving happiness than around solving hard problems together.
Daniel Coyle (The Culture Code: The Secrets of Highly Successful Groups)
You'll never see a U-Haul behind a hearse,' Denzel Washington often said as we worked together on 'Fences.' 'I don't care how much money you have or what level of notoriety you've achieved, you can't take any of it with you.' There is a cap on earthly success, a ceiling on the amount of joy that possessions and awards can bring before disillusionment sets in. Our appearance, our prosperity, the applause: all of it is so fleeting. But a life of true significance has unlimited impact. It is measured in how well we've loved those around us, how much we've given away, how many seeds we've sown along our path. During her ninety-six years, Ms. [Cicely] Tyson has discovered the potent elixir: she has lived a life of that is bigger than she is, an existence grounded in purpose and flourishing in service to others. That is her defining masterpiece. That is her enduring gift to us all. [Viola Davis, Foreword]
Cicely Tyson (Just as I Am)
A unified team is a force to be reckoned with. When teams pull together to serve a higher purpose, the synergy builds momentum and helps everyone head in the right direction. When people reunite, pull together, have each other’s backs, and strive to achieve a clearly defined purpose, the culture is empowered to produce extraordinary outcomes.
Susan C. Young
Team spirit promotes greater accomplishment.
Lailah Gifty Akita
Be generous to all your stakeholders. You can achieve success and wealth together. Apple’s
George Ilian (Steve Jobs: 50 Life and Business Lessons from Steve Jobs)
when we work together, we achieve more. Character is not a concept that is simply spoken about, but actually manifests itself through our actions.
Jose A. Aviles (Peer Mentorship in High School: A Comprehensive Guide to Implementing a Successful Peer Mentorship Program in Your School)
There are probably no pure races but only races that have become pure, even these being extremely rare. What is normal is crossed races, in which, together with a disharmony of physical features (when eye and mouth do not correspond with one another, for example), there must always go a disharmony of habits and value-concepts. (Livingstone¹¹³ heard someone say: 'God created white and black men but the Devil Created the half-breeds.') Crossed races always mean at the same time crossed cultures, crossed moralities: they are usually more evil, crueller, more restless. Purity is the final result of countless adaptations, absorptions and secretions, and progress towards purity is evidenced in the fact that the energy available to a race is increasingly restricted to individual selected functions, while previously it was applied to too many and often contradictory things: such a restriction will always seem to be an impoverishment and should be assessed with consideration and caution. In the end, however, if the process of purification is successful, all that energy formerly expended in the struggle of the dissonant qualities with one another will stand at the command of the total organism: which is why races that have become pure have always also become stronger and more beautiful. The Greeks offer us the model of a race and culture that has become pure: and hopefully we shall one day also achieve a pure European race and culture.
Friedrich Nietzsche
Amateurs are fond of advising that all practical measures should be postponed pending carrying out detailed researches upon the habits of anophelines, the parasite rate of localities, the effect of minor works, and so on. In my opinion, this is a fundamental mistake. It implies the sacrifice of life and health on a large scale while researches which may have little real value and which may be continued indefinitely are being attempted… In practical life we observe that the best practical discoveries are obtained during the execution of practical work and that long academic discussions are apt to lead to nothing but academic profit. Action and investigation together do more than either of these alone.
Ronald Ross (Researches on Malaria)
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.
Celso Cukierkorn (Secrets of Jewish Wealth Revealed!)
On the maturity continuum, dependence is the paradigm of you—you take care of me; you come through for me; you didn’t come through; I blame you for the results. Independence is the paradigm of I—I can do it; I am responsible; I am self-reliant; I can choose. Interdependence is the paradigm of we—we can do it; we can cooperate; we can combine our talents and abilities and create something greater together. Dependent people need others to get what they want. Independent people can get what they want through their own effort. Interdependent people combine their own efforts with the efforts of others to achieve their greatest success.
Stephen R. Covey (The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change)
Such colourless phrases as he achieved were produced with a difficulty, a hesitancy, simulated perhaps, but decidedly effective in their unconcealed ineptness. Like most successful men, he had turned this apparent disadvantage into a powerful weapon of offense and defense, in the way that the sledge-hammer impact of his comment left, by its banality, every other speaker at a standstill, giving him as a rule complete mastery of the conversational field. A vast capacity for imposing boredom, a sense of immensely powerful stuffiness, emanated from him, sapping every drop of vitality from weaker spirits. "So you were at school together," he said slowly.
Anthony Powell (The Kindly Ones (A Dance to the Music of Time, #6))
Ostensibly it would seem that the further apart these enemy forces, the easier it must be to achieve a decisive success. In terms of time, space, and number, this is undoubtedly true. But once more the moral element intrudes. When the enemy forces are widely separated each is self-contained and tends to be consolidated by pressure. When they are close together they tend to coalesce and 'become members one of another', mutually dependent in mind, morale, and matter. The minds of the commanders affect each other, moral impressions are quickly transfused, and even the movements of each force easily hinder or disorganized those of others. Thus while the antagonist has less time and space for his action, the dislocating results of it take effect more quickly and easily. Further, when forces are close together the enemy's mere divergence from his approach to one of them may become an unexpected, and therefore truly indirect approach to another. In contrast, when forces are widely separated there is more time to prepare to meet, or avoid, the second blow of the army which is exploiting its central position.
B.H. Liddell Hart (Strategy)
Ireland, like Ukraine, is a largely rural country which suffers from its proximity to a more powerful industrialised neighbour. Ireland’s contribution to the history of tractors is the genius engineer Harry Ferguson, who was born in 1884, near Belfast. Ferguson was a clever and mischievous man, who also had a passion for aviation. It is said that he was the first man in Great Britain to build and fly his own aircraft in 1909. But he soon came to believe that improving efficiency of food production would be his unique service to mankind. Harry Ferguson’s first two-furrow plough was attached to the chassis of the Ford Model T car converted into a tractor, aptly named Eros. This plough was mounted on the rear of the tractor, and through ingenious use of balance springs it could be raised or lowered by the driver using a lever beside his seat. Ford, meanwhile, was developing its own tractors. The Ferguson design was more advanced, and made use of hydraulic linkage, but Ferguson knew that despite his engineering genius, he could not achieve his dream on his own. He needed a larger company to produce his design. So he made an informal agreement with Henry Ford, sealed only by a handshake. This Ford-Ferguson partnership gave to the world a new type of Fordson tractor far superior to any that had been known before, and the precursor of all modern-type tractors. However, this agreement by a handshake collapsed in 1947 when Henry Ford II took over the empire of his father, and started to produce a new Ford 8N tractor, using the Ferguson system. Ferguson’s open and cheerful nature was no match for the ruthless mentality of the American businessman. The matter was decided in court in 1951. Ferguson claimed $240 million, but was awarded only $9.25 million. Undaunted in spirit, Ferguson had a new idea. He approached the Standard Motor Company at Coventry with a plan, to adapt the Vanguard car for use as tractor. But this design had to be modified, because petrol was still rationed in the post-war period. The biggest challenge for Ferguson was the move from petrol-driven to diesel-driven engines and his success gave rise to the famous TE-20, of which more than half a million were built in the UK. Ferguson will be remembered for bringing together two great engineering stories of our time, the tractor and the family car, agriculture and transport, both of which have contributed so richly to the well-being of mankind.
Marina Lewycka (A Short History of Tractors in Ukrainian)
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
Gary Keller (The ONE Thing: The Surprisingly Simple Truth Behind Extraordinary Results)
Together the five orbiters Columbia, Challenger, Discovery, Atlantis, and Endeavour have flown a total of 133 successful missions, an unequaled accomplishment of engineering, management, and political savvy. But it's the two disasters that people remember, that most shape the shuttle's story. The lovely dream of spaceflight I grew up with is marred by the images of Challenger and Columbia breaking apart in the sky, the lost astronauts smiling on hopefully in their portraits, oblivious. Some people took the disasters to mean the entire space program had been a lie, that the dream itself was tainted with our fallibility. But even as a child, I knew it was more complex than that. If we want to see people take risks, we have to be prepared to sometimes see them fail. The story of American spaceflight is a story with many endings, a story of how we have weighed our achievements against our failures.
Margaret Lazarus Dean (Leaving Orbit: Notes from the Last Days of American Spaceflight)
A successful marriage results when both partners can just be happy being who they are and in so doing add to the enjoyment of each other. As the Putneys point out, “Each is seeking candor and warmth, and the exploration of self-potential (sexual capacities and many others), all of which is facilitated by cooperation of someone else engaged in a similar development. Such persons are not preoccupied with being loved or with maintaining romantic illusions. They are trying to enjoy life—together.
Bernard Roth (The Achievement Habit: Stop Wishing, Start Doing, and Take Command of Your Life)
There are as many paths to success (and failure) as there are human beings. The smarter you are, the better your chances. The more emotionally balanced, the better. The grittier your determination to overcome obstacles and the longer you practice, the better you’ll do. And even if the frontal lobe or a kernel of the right prefrontal cortex plays essential roles in enhancing these abilities, the bottom line is that to achieve maximum results, the entire brain must work together as a harmonious, integrated whole.
Rahul Jandial (Neurofitness: The Real Science of Peak Performance from a College Dropout Turned Brain Surgeon)
On September 11, 1973, General Augusto Pinochet led a successful coup that overthrew the elected socialist government of President Salvador Allende in Chile. Ruling in the name of economic liberty, the Pinochet junta became one of the most notorious authoritarian regimes in recent history. With mass killings, widespread torture, and systematic intimidation, Pinochet’s forces crushed the trade union movement, vanquished the rural farmers seeking land reform, stifled student activism, and imposed radical and unpopular changes in schooling, health care, social security, and more. As Orlando Letelier, the soon-to-be-assassinated Chilean ambassador to the United States, explained in The Nation, the economic program and the repression were inseparable: social and political “regression for the majorities and ‘economic freedom’ for small privileged groups” went together.1 The military coup obliterated the citizen-led organizing that had made Chile a beacon to the rest of Latin America of what might be achieved by democratic, electoral means.2
Nancy MacLean (Democracy in Chains: The Deep History of the Radical Right's Stealth Plan for America)
A poll when Blair left said that 69 per cent of people reckoned Blair’s legacy would be the Iraq War. I think that ignores his real record of achievement in dismantling the Labour movement. It’s amazing to think that the huge effort he went to creating a massive cash-for-honours scandal will be overshadowed. Blair was said to be saddened that he hasn’t managed to serve for as many years as Thatcher. Instead he will have to content himself with having killed more women and children than Genghis Khan. Ironically, for a man who is so obsessed with legacy, his memory will live on longer than most politicians—as a ghost story that Iraqi mothers use to frighten their children. That said, I do think that Blair stands a good chance of success in his new role of Peace Envoy. There’s a real chance that all those different groups in the Middle East will join together to try and kill him. In six months time he could be putting an end to years of suffering as he is sacrificed on an altar in the centre of Baghdad while everyone celebrates like it’s the end of a Star Wars movie.
Frankie Boyle (My Shit Life So Far)
I believe the perception of what people think about DID is I might be crazy, unstable, and low functioning. After my diagnosis, I took a risk by sharing my story with a few friends. It was quite upsetting to lose a long term relationship with a friend because she could not accept my diagnosis. But it spurred me to take action. I wanted people to be informed that anyone can have DID and achieve highly functioning lives. I was successful in a career, I was married with children, and very active in numerous activities. I was highly functioning because I could dissociate the trauma from my life through my alters. Essentially, I survived because of DID. That's not to say I didn't fall down along the way. There were long term therapy visits, and plenty of hospitalizations for depression, medication adjustments, and suicide attempts. After a year, it became evident I was truly a patient with the diagnosis of DID from my therapist and psychiatrist. I had two choices. First, I could accept it and make choices about how I was going to deal with it. My therapist told me when faced with DID, a patient can learn to live with the live with the alters and make them part of one's life. Or, perhaps, the patient would like to have the alters integrate into one person, the host, so there are no more alters. Everyone is different. The patient and the therapist need to decide which is best for the patient. Secondly, the other choice was to resist having alters all together and be miserable, stuck in an existence that would continue to be crippling. Most people with DID are cognizant something is not right with themselves even if they are not properly diagnosed. My therapist was trustworthy, honest, and compassionate. Never for a moment did I believe she would steer me in the wrong direction. With her help and guidance, I chose to learn and understand my disorder. It was a turning point.
Esmay T. Parker (A Shimmer of Hope)
And so these three facts came together to form a powerful syllogism for people who cared about poverty: First, scores on achievement tests in school correlate strongly with life outcomes, no matter what a student’s background. Second, children in low-income homes did much worse on achievement tests than children in middle-income and high-income homes. And third, certain schools, using a very different model than traditional public schools, were able to substantially raise the achievement-test scores of low-income children. The conclusion: if we could replicate on a big, national scale the accomplishments of those schools, we could make a huge dent in poverty’s impact on children’s success.
Paul Tough (How Children Succeed: Grit, Curiosity, and the Hidden Power of Character)
Hillary rode her husband’s success to become first lady of Arkansas, then first lady of the United States. Then she won an easy race in liberal New York to become its junior senator. As a senator she accomplished, well, nothing. Then she ran for the Democratic presidential nomination, losing to Barack Obama, who appointed her secretary of state. Despite extensive travels, Hillary’s achievements as secretary of state are essentially nil. As with Benghazi, most of her notable actions are screwups. In an apparent confirmation of the Peter Principle, however, Hillary is now back as the leading candidate for the Democratic nomination for president in 2016. Hillary is fortunate, not merely in her career path, but also in being the surprise recipient of hundreds of millions of dollars that have been rained on her and her husband both directly and through the Clinton Foundation. The Clinton Foundation has raised more than $2 billion in contributions. A substantial portion of that came from foreign governments. Some sixteen nations together have given $130 million. In addition, through speeches and consulting fees, more than $100 million has ended up in the pockets of the Clintons themselves. The foundation, although ostensibly a charitable enterprise, gives only one dollar out of ten to charity. It has also been disclosed that the Clintons have developed a penchant for traveling in high style, and use a substantial amount of donation money on private planes and penthouse suites. The rest of the loot seems to have been accumulated into a war chest that is at the behest of the Clintons and the Hillary presidential campaign.
Dinesh D'Souza (Stealing America: What My Experience with Criminal Gangs Taught Me about Obama, Hillary, and the Democratic Party)
The overhead lights hit the Serch Bythol sculpture on the utmost tier, the sugar crystals shimmering and dancing like a cascade of diamonds. The planes of the cake beneath were clean and crisp, and the sugar-stained glass panels caught every light on the ceiling, throwing back shimmering rainbow rays. Sylvie was most proud of the silhouette that circled the middle stained-glass tiers--the skylines of London and Johnny's family estate in Lancashire. Only when viewed at close range did a second, hidden skyline emerge from within the reflective depths---the fantasy lands of I, Slayer, complete with a tiny, flying dragon. It was a work of art---and even now, she was taken aback by the level of harmony they had achieved, twinning together two very different styles. In honor of the union of two very different people, whose lives would hopefully interlock just as successfully.
Lucy Parker (Battle Royal (Palace Insiders, #1))
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.
Barack Obama (A Promised Land)
In living things, nature springs an ontological surprise in which the world-accident of terrestrial conditions brings to light an entirely new possibility of being: systems of matter that are unities of a manifold, not in virtue of a synthesizing perception whose object they happen to be, nor by the mere concurrence of the forces that bind their parts together, but in virtue of themselves, for the sake of themselves, and continually sustained by themselves. Here wholeness is self-integrating in active performance, and form for once is the cause rather than the result of the material collections in which it successively subsists. Unity here is self-unifying, by means of changing multiplicity. Sameness, while it last, (and it does not last inertially, in the manner of static identity or of on-moving continuity), is perpetual self-renewal through process, borne on the shift of otherness. This active self-integration of life alone gives substance to the term “individual”: it alone yields the ontological concept of an individual as against a merely phenomenological one. The ontological individual, its very existence at any moment, its duration and its identity in duration is, then, essentially its own function, its own concern, its own continuous achievement. In this process of self-sustained being, the relation of the organism to its own concern, its own continuous achievement. In this process of self-sustained being, the relation of the organism to its material substance is of a double nature: the materials are essential to its specifically, accidental individually; it coincides with their actual collection at the instant, but is not bound to any one collection in the succession of instants, “riding” their change like the crest of a wave and bound only to their form of collection which endures as its own feat. Dependent on their availability as materials, its is independent of their sameness as these; its own, functional identity, passingly incorporating theirs, is of a different order. In a word, the organic form stands in a dialectical relation of needful freedom to matter.
Hans Jonas (The Phenomenon of Life: Toward a Philosophical Biology)
The subtitle of this book is Spirituality and Strategies. In Reconciliation, I had proposed that reconciliation is more a spirituality than a strategy. It seemed to me that reconciliation had to be a way of living, had to relate to the profound spiritual issues that reconciliation raises and requires. To think of it only as strategy is to succumb to a kind of technical rationality that will succeed at best partially. Yet strategies cannot be dispensed with. Concrete experiences of struggling to achieve some measure of reconciliation require decisions, and those decisions must have some grounding. I still believe that reconciliation requires a certain spiritual orientation if it is to be successful. The challenge of reconciliation today is such that it requires an interreligious effort. Religious difference is sometimes the cause of social conflict; in all instances, religious people must find ways to work together to achieve reconciliation. What this book hopes to offer is the spirituality that will sustain Christians in their efforts to collaborate with others in that process.
Robert J. Schreiter (Ministry of Reconciliation: Spirituality & Strategies: Strategies and Spirituality)
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.
Ivan R. Misner (Networking Like a Pro: Turning Contacts into Connections)
Ottawa, Ontario July 1, 2017 The Prime Minister, Justin Trudeau, today issued the following statement on Canada Day: Today, we celebrate the 150th anniversary of Confederation. We come together as Canadians to celebrate the achievements of our great country, reflect on our past and present, and look boldly toward our future. Canada’s story stretches back long before Confederation, to the first people who worked, loved, and built their lives here, and to those who came here centuries later in search of a better life for their families. In 1867, the vision of Sir George-Étienne Cartier and Sir John A. Macdonald, among others, gave rise to Confederation – an early union, and one of the moments that have come to define Canada. In the 150 years since, we have continued to grow and define ourselves as a country. We fought valiantly in two world wars, built the infrastructure that would connect us, and enshrined our dearest values – equality, diversity, freedom of the individual, and two official languages – in the Charter of Rights and Freedoms. These moments, and many others, shaped Canada into the extraordinary country it is today – prosperous, generous, and proud. At the heart of Canada’s story are millions of ordinary people doing extraordinary things. They exemplify what it means to be Canadian: ambitious aspirations, leadership driven by compassion, and the courage to dream boldly. Whether we were born here or have chosen Canada as our home, this is who we are. Ours is a land of Indigenous Peoples, settlers, and newcomers, and our diversity has always been at the core of our success. Canada’s history is built on countless instances of people uniting across their differences to work and thrive together. We express ourselves in French, English, and hundreds of other languages, we practice many faiths, we experience life through different cultures, and yet we are one country. Today, as has been the case for centuries, we are strong not in spite of our differences, but because of them. As we mark Canada 150, we also recognize that for many, today is not an occasion for celebration. Indigenous Peoples in this country have faced oppression for centuries. As a society, we must acknowledge and apologize for past wrongs, and chart a path forward for the next 150 years – one in which we continue to build our nation-to-nation, Inuit-Crown, and government-to-government relationship with the First Nations, Inuit, and Métis Nation. Our efforts toward reconciliation reflect a deep Canadian tradition – the belief that better is always possible. Our job now is to ensure every Canadian has a real and fair chance at success. We must create the right conditions so that the middle class, and those working hard to join it, can build a better life for themselves and their families. Great promise and responsibility await Canada. As we look ahead to the next 150 years, we will continue to rise to the most pressing challenges we face, climate change among the first ones. We will meet these challenges the way we always have – with hard work, determination, and hope. On the 150th anniversary of Confederation, we celebrate the millions of Canadians who have come together to make our country the strong, prosperous, and open place it is today. On behalf of the Government of Canada, I wish you and your loved ones a very happy Canada Day.
Justin Trudeau
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.
Terri L. Sjodin (Scrappy: A Little Book About Choosing to Play Big)
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.
Simon Sinek (Start With Why: How Great Leaders Inspire Everyone To Take Action)
The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.
Philip M. Rosenzweig (The Halo Effect: How Managers let Themselves be Deceived)
Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.
Douglas W. Hubbard (Business Intelligence Sampler: Book Excerpts by Douglas Hubbard, David Parmenter, Wayne Eckerson, Dalton Cervo and Mark Allen, Ed Barrows and Andy Neely)
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Clear and concise language should be the aim of most fiction authors with few exceptions. The main way to achieve this is to use simple language, as it will be more effective and communicate your meaning more easily. Using long words is not going to make you seem smarter or a better writer. Know your readers. If the novel is aimed at a tech savvy audience, then some amount of technical jargon will have to be used, but even then, simple language should be the basis for the book with the computer terms sprinkled in only as required. Keep sentences short. Nothing makes a text more difficult to read than long run-on sentences with multiple independent clauses. Also, avoid the comma splice, which is when you put together two independent clauses with the use of a comma between them. This technique is one of which I am guilty of using all too frequently. There is the Flesch-Kincaid grading system that was developed in the 1970s to evaluate the readability of text. It is widely used and gives a score based on a US grade level of reading ability. Most successful novels will have a score of no more than grade 8, which is the average person’s reading level. There are free online web pages that can evaluate text using the Flesch-Kincaid system.
Jack Orman (30 Days To A Better Novel: Unlock Your Writing Potential)
Undestination (The Sonnet) I gave up my country in your love, I gave up my home for your sweetness. I stand at your door without identity, Will you take me in and fill my emptiness! I've sailed my ship towards undestination, Let the waves take me where they may. Embracing the unknown I became a pal of all. Come out my friend from your cage of dismay. Come with me, and we'll explore all impossibility. If we must be awful let's be awful together. Let us lose all maps and walk around as vagrants. Why worry, when we have each other! To hell with destination, let us savor the journey! Before success and achievement, let us first have unity.
Abhijit Naskar (Şehit Sevda Society: Even in Death I Shall Live)
Im building connections, worldwide and without diversity, The world would go backwards , Success is simply moving in unity. I found that when everyone is moving forward together their is no cap on what we can achieve in life .
Brynelle Brown Founder of The Plug LLC International
We start our working lives expecting life to be fair and, in particular, hoping that large corporations run by adults will be fair. Of course, they are not. They are a complex set of interdependent relationships and competing interests. No two people have exactly the same perspectives and priorities. Humans collaborate together to meet both their collective and their individual interests.
James Brooke (Be Bulletproof: How to achieve success in tough times at work)
UNION AND CHANGE The third article was union. To those who were small and few against the wilderness, the success of liberty demanded the strength of union. Two centuries of change have made this true again. No longer need capitalist and worker, farmer and clerk, city and countryside, struggle to divide our bounty. By working shoulder to shoulder, together we can increase the bounty of all. We have discovered that every child who learns, every man who finds work, every sick body that is made whole--like a candle added to an altar--brightens the hope of all the faithful. So let us reject any among us who seek to reopen old wounds and to rekindle old hatreds. They stand in the way of a seeking nation. Let us now join reason to faith and action to experience, to transform our unity of interest into a unity of purpose. For the hour and the day and the time are here to achieve progress without strife, to achieve change without hatred--not without difference of opinion, but without the deep and abiding divisions which scar the union for generations. THE AMERICAN BELIEF Under this covenant of justice, liberty, and union we have become a nation--prosperous, great, and mighty. And we have kept our freedom. But we have no promise from God that our greatness will endure. We have been allowed by Him to seek greatness with the sweat of our hands and the strength of our spirit. I do not believe that the Great Society is the ordered, changeless, and sterile battalion of the ants. It is the excitement of becoming--always becoming, trying, probing, falling, resting, and trying again--but always trying and always gaining. In each generation, with toil and tears, we have had to earn our heritage again. If we fail now, we shall have forgotten in abundance what we learned in hardship: that democracy rests on faith, that freedom asks more than it gives, and that the judgment of God is harshest on those who are most favored. If we succeed, it will not be because of what we have, but it will be because of what we are; not because of what we own, but, rather because of what we believe. For we are a nation of believers. Underneath the clamor of building and the rush of our day's pursuits, we are believers in justice and liberty and union, and in our own Union. We believe that every man must someday be free. And we believe in ourselves. Our enemies have always made the same mistake. In my lifetime--in depression and in war--they have awaited our defeat. Each time, from the secret places of the American heart, came forth the faith they could not see or that they could not even imagine. It brought us victory. And it will again. For this is what America is all about. It is the uncrossed desert and the unclimbed ridge. It is the star that is not reached and the harvest sleeping in the unplowed ground. Is our world gone? We say "Farewell." Is a new world coming? We welcome it--and we will bend it to the hopes of man. To these trusted public servants and to my family and those close friends of mine who have followed me down a long, winding road, and to all the people of this Union and the world, I will repeat today what I said on that sorrowful day in November 1963: "I will lead and I will do the best I can." But you must look within your own hearts to the old promises and to the old dream. They will lead you best of all. For myself, I ask only, in the words of an ancient leader: "Give me now wisdom and knowledge, that I may go out and come in before this people: for who can judge this thy people, that is so great?
Lyndon B. Johnson
We cap our ability to succeed when we work solo. When we come together, we multiply both ideas and effort; we increase the capacity to succeed.
Dele Ola (Pursuit of Personal Leadership: Practical Principles of Personal Achievement)
Encourage teams to organize internal “yak days,” where teams get together to work on technical debt. These are great events because technical debt is so rarely prioritized. Hold regular internal DevOps mini-conferences. We’ve seen organizations achieve success using the classic DevOpsDays format, which combines pre-prepared talks with “open spaces” where participants self-organize to propose and facilitate their own sessions. Give staff dedicated time, such as 20% time or several days after a release, to experiment with new tools and technologies. Allocate budget and infrastructure for special projects.
Nicole Forsgren (Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations)
Real self-respect comes from dominion over self, from true independence. And that’s the focus of Habits 1, 2, and 3. Independence is an achievement. Interdependence is a choice only independent people can make. Unless we are willing to achieve real independence, it’s foolish to try to develop human relations skills. We might try. We might even have some degree of success when the sun is shining. But when the difficult times come—and they will—we won’t have the foundation to keep things together.
Stephen R. Covey (The 7 Habits of Highly Effective People)
Dogs descended from wolves and humans from chimpanzees. The difference is that wolves aimed for food, while chimpanzees desired much more. So, even when living together, they evolved differently.
Sukant Ratnakar (Quantraz)
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.
Andrew Leedham (Unstoppable Self Confidence: How to create the indestructible, natural confidence of the 1% who achieve their goals, create success on demand and live life on their terms)
Look, there’s absolutely no pressure for you to work with us. This is a two-way interview, and we are both evaluating if it’s a great fit. If you choose a different advisory firm, we will be absolutely fine. We only want to work together if we are excited and 100 percent on the same page for goals and expectations. Being aligned and upfront with each other from day one is crucial to a successful long-term relationship. And in the end, that’s what it’s all about.
Dan Sullivan (Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork)
Hendrick Kganyago Characteristics of the successful entrepreneur Find out if you have the necessary skills to start your business and achieve success in the business world. An entrepreneur is a person who, with information, knowledge, contacts and high levels of innovation and creativity, brings together money, equipment, raw materials and personnel in order to start a business and achieve success. Hendrick Kganyago However, to be a successful entrepreneur you must try to develop certain skills that influence the success of any company 1. Ability to detect opportunities 2. Ability to innovate or create 3. Ability to fight against the inconveniences of the environment 4. Hendrick Kganyago Ability to adapt to changes
Hendrick Kganyago
There are probably no pure races but only races that have become pure, even these being extremely rare. What is normal is crossed races, in which, together with a disharmony of physical features (when eye and mouth do not correspond with one another, for example), there must always go a disharmony of habits and value-concepts. Crossed races always mean at the same time crossed cultures, crossed moralities: they are usually more evil, crueller, more restless. Purity is the final result of countless adaptations, absorptions and secretions, and progress towards purity is evidenced in the fact that the energy available to a race is increasingly restricted to individual selected functions, while previously it was applied to too many and often contradictory things: such a restriction will always seem to be an impoverishment and should be assessed with consideration and caution. In the end, however, if the process of purification is successful, all that energy formerly expended in the struggle of the dissonant qualities with one another will stand at the command of the total organism: which is why races that have become pure have always also become stronger and more beautiful. The Greeks offer us the model of a race and culture that has become pure: and hopefully we shall one day also achieve a pure European race and culture.
Friedrich Nietzsche
Small business IT support is essential to the success of your business. Troubleshooting of problems, breakdown issues, and internet hosting services is just a few of the very important services that a little business could need from their IT support department. Traditionally, smaller businesses don't have an associate in the nursing in-house IT support department, rather than selecting to outsource these services. There are a lot of advantages however the most factor is to settle on one thing that supported your own business needs. Top reasons to outsource your IT support Support is on hand, able to answer IT problems as they arise Access to skilled recommendation and knowledge Access to new technology at lower prices Scale back overheads associate with nursing economize Increases potency and productivity Permits you to figure your business Information lose prevention Internet hosting and exchange server Troubleshooting via remote access No capital outlay Hiring an IT support for little businesses IT support specialists are qualified to assess a company’s IT systems and support them in utilizing the ability of IT so that you can easily achieve your trading goals by systematically utilizing them. The IT support team’s prime responsibilities are to embrace work and diagnosis your company’s IT foundation, researching the business needs, and making & executing a technology resolution. Also, some Small Business IT Support Services in Milwaukee are answerable for manufacturing technological solutions to resolve business obstacles, implementation, and examination of the technology, drafting a schedule for analysis, and operational aboard your in-house technical groups to supply the most effective performance, amongst different duties. Benefits of appointing IT support companies for small businesses It's difficult to seek out appropriate IT support corporations for little businesses. And a full-time, in-house IT department may be costly to rent and manage. Also, the best IT Support Companies for Small businesses can help you find free time and save lots of cash, which may be used to target planning methods or concentrate on your business’s core spheres. It's simple to visualize why Small Business Technology Solutions appreciates internet hosting services, server backups, or facilities together with your blackberry server is therefore necessary for any business. And outsourcing this allows you to induce with operating in your business instead of on it. it's going to not be the answer for every single business, and you' ve got to figure inside your means that and your business needs, however, outsourcing is valued performing some analysis and finding some native corporations to visualize if it may be the solution you have been trying for.
IT Simpli
The Abwehr also achieved a great success against the Dutch resistance beginning in March 1942. It called this counter-intelligence coup Operation North Pole, or the Englandspiel. This disaster was almost entirely due to appallingly lax practices in N Section at SOE’s London headquarters. An SOE radio operator was picked up in a sweep in The Hague. The Abwehr forced him to transmit to London. He did so, assuming that, because he had left off the security check at the end of his message, London would know that he had been captured. But to his horror London assumed that he had simply forgotten it, and replied telling him to arrange a drop zone for another agent to be parachuted in. A German reception committee was waiting for the new agent, and he was in turn forced to signal back as instructed. The chain continued, with one agent after another seized on arrival. Each was deeply shocked to find that the Germans knew everything about them, even the colour of the walls in their briefing room back in England. The Abwehr and SD, for once working harmoniously together, thus managed to capture around fifty Dutch officers and agents. Anglo-Dutch relations were severely damaged by this disaster; in fact many people in the Netherlands suspected treachery at the London end. There was no conspiracy, just a terrible combination of incompetence, complacency and ignorance of conditions in occupied Holland.
Antony Beevor (The Second World War)
If there is one satisfactory mode, it is in the intermixture of art and criticism, of creativity and curiosity, which is the essential way to love and think such dense and rich human experience. It is the poetic attitude, shadowed closely by its critical child, which alone together sustain the species. The melancholics have forgotten or betrayed poiesis, limiting it the display of the unbearable. Nevertheless, this bleakness about life, the inability to stand in the face of finitude's complexities that this reflects, betrays the species' fundamental quality of mimesis, of imagination as part of the answer to the human question. The consequences of this inability have been dire for intellectual life; it does not have confidence that imagination can, in the here and now, achieve an albeit always limited victory in struggle. Bleakness and weakness live in the allegorical, in the infinite deferral of hope over a utopian horizon. Committed to ruin, it cannot see or accept the hard truths of limit, love, and beauty. Therefore, it impoverishes the human, its capacities, and its challenges. It devalues its creations, their beauties, and their successes - simply because none of them is final, apocalyptic, erasure of the finitude that makes the secular world. It not only crystallizes the work of imagination in one key but condemns the imagination to the endless iteration of the same monotone. For the melancholics, bleakness is all.
Paul A. Bové (Love's Shadow)
● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.
For instance, if you keep taking on others’ feelings, inserting a 1 into your emotional boundary will help you put yourself first. Following are some of the meanings of the numbers 1 through 10, plus some powerful numbers above 10: 1:​Initiates and begins; invokes the Creator; brings your needs to a conclusion and puts yourself first. 2:​Represents pairing and duality; balances relationships; creates healthy liaisons; shares power. 3:​Reflects optimism; the number of creation, it brings a beginning and an end together; ends chaos. 4:​Signifies foundation and stability; provides grounding; achieves balance. 5:​Promotes and progresses; creates a space for decision-making; provides the ability to go in any direction at will. 6:​The number of service; indicates the presence of light and dark, good and evil, and the choices made between these. 7:​Represents the divine principle; opens us for love and grace, erasing doubts about the divine path. 8:​The symbol of power and infinity; establishes recurring patterns and illuminates karma; can be used to erase old and entrenched patterns or syndromes. 9:​Represents change and harmony; eliminates the old and opens us to a new cycle; can erase evil. 10:​Signifies building and starting over. The number of physical matter, it can create heaven on earth. 11:​Represents inspiration; releases personal mythology; opens us to divine powers; erases self-esteem issues. 12:​Signifies mastery over human drama; accesses own divine self, but still encompasses humanity; excellent for forgiveness. 22:​For success in anything you do. 33:​For teaching and accepting our own wisdom; invokes bravery and discipline.
Cyndi Dale (Energetic Boundaries: How to Stay Protected and Connected in Work, Love, and Life)
VII. I Need Do Nothing T-18.VII.1. You still have too much faith in the body as a source of strength. What plans do you make that do not involve its comfort or protection or enjoyment in some way? This makes the body an end and not a means in your interpretation, and this always means you still find sin attractive. No one accepts Atonement for himself who still accepts sin as his goal. You have thus not met your one responsibility. Atonement is not welcomed by those who prefer pain and destruction. T-18.VII.2. There is one thing that you have never done; you have not utterly forgotten the body. It has perhaps faded at times from your sight, but it has not yet completely disappeared. You are not asked to let this happen for more than an instant, yet it is in this instant that the miracle of Atonement happens. Afterwards you will see the body again, but never quite the same. And every instant that you spend without awareness of it gives you a different view of it when you return. T-18.VII.3. At no single instant does the body exist at all. It is always remembered or anticipated, but never experienced just now. Only its past and future make it seem real. Time controls it entirely, for sin is never wholly in the present. In any single instant the attraction of guilt would be experienced as pain and nothing else, and would be avoided. It has no attraction now. Its whole attraction is imaginary, and therefore must be thought of in the past or in the future. T-18.VII.4. It is impossible to accept the holy instant without reservation unless, just for an instant, you are willing to see no past or future. You cannot prepare for it without placing it in the future. Release is given you the instant you desire it. Many have spent a lifetime in preparation, and have indeed achieved their instants of success. This course does not attempt to teach more than they learned in time, but it does aim at saving time. You may be attempting to follow a very long road to the goal you have accepted. It is extremely difficult to reach Atonement by fighting against sin. Enormous effort is expended in the attempt to make holy what is hated and despised. Nor is a lifetime of contemplation and long periods of meditation aimed at detachment from the body necessary. All such attempts will ultimately succeed because of their purpose. Yet the means are tedious and very time consuming, for all of them look to the future for release from a state of present unworthiness and inadequacy. T-18.VII.5. Your way will be different, not in purpose but in means. A holy relationship is a means of saving time. One instant spent together with your brother restores the universe to both of you. You are prepared.
Foundation for Inner Peace (A Course in Miracles)
The strategic level is concerned with the use of military force to achieve national objectives. In the new American style of war, it has come to be interpreted as the highest political and diplomatic level at which decisions are made to collect and deploy military forces to a distant theater. The size of strategic land forces varies, depending on the nature of the topography and the seriousness of the enemy threat. In past limited wars, deployments involved relatively large armies consisting of multiple corps of 50,000 soldiers each. The numbers of soldiers deployed in more recent campaigns have been considerably smaller. The strategic challenge in the years ahead will center on "time versus risk"-that is, the decisions that must be made to balance the size of the strategic force to be projected versus the time necessary for the force to arrive ready to fight. The United States must be able to overcome the problems of distance and time without unnecessarily exposing early arriving forces to an enemy already in place within a theater of war. The operational level of warfare provides a connection between strategic deployments and the tactical engagements of small units. The "art" of maneuvering forces to achieve decisive results on the battlefield nest here. As with the deployments of strategic level forces, the basic elements of operational maneuver have shrunk as the conflict environment has changed since the end of the Second World War. During the Cold War, corps conducted operational maneuver. More recently, the task has devolved to brigades, usually self contained units of all arms capable of independent maneuver. An independent brigade consists of about 5,000 soldiers. At the operational level, ground forces will face the challenge of determining the proper balance between "firepower and maneuver" resources and technologies to ensure that the will of the enemy's army to resist can be collapsed quickly and decisively. Battles are fought at the tactical level. In the past, the tactical fight has been a face-to-face endeavor; small units of about company size, no more that several hundred soldiers, are locked in combat at close range. The tactical fight is where most casualties occur. The tactical challenge of the future will be to balance the anticipated "ends," or what the combat commander is expected to achieve on the battlefield, with the "means," measured in the lives of soldiers allocated to achieve those ends. Since ground forces suffer casualties disproportionately, ground commanders face the greatest challenge of balancing ends versus means. All three challenges must be addressed together if reform of the landpower services - the Army and the Marine Corps - is to be swift and lasting. The essential moderating influence on the process of change is balance. At the strategic level, the impulse to arrive quickly must be balanced with the need for forces massive and powerful enough to fight successfully on arrival. The impulse to build a firepower-dominant operational forces will be essential if the transitory advantage of fires is to be made permanent by the presence of ground forces in the enemy's midst. The impulse to culminate tactical battle by closing with and destroying the enemy must be balanced by the realization that fighting too close may play more to the advantage of enemy rather than friendly forces.
Robert H. Scales
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.
Vincent K. Harris (Making The Shift: Activating Personal Transformations To BECOME What You Should Have BEEN)
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.
John Patrick Hickey (On The Journey To Achievement)
Most recognized experts achieved success not because of some special genius, but because they learned how to put disparate elements together and present ideas in a new and meaningful way.
Dorie Clark (Stand Out: How to Find Your Breakthrough Idea and Build a Following Around It)
Even when they are successful in tapping into a more diverse set of knowledge flows, companies tend to concentrate on flows involving transfers of existing knowledge rather than creation of new knowledge. I read your white paper. You show me your well-polished and tightly scripted PowerPoint presentation. We certainly gain value from exchanging this knowledge. But we are able to create even more value if we can bring people together across different companies to engage in deep problem solving around a performance challenge so that they are creating new knowledge. Now we are not simply accessing knowledge that already exists, but driving performance to new levels that could not be achieved without distinctive new knowledge.
John Seely Brown (The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion)
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?
Chester Goad (Purple People Leader)
There are no guarantees of success, if there were, it would have not been called real success. Success is an outcome, what counts more is the process together with the act of striving to achieve success.
John Taskinsoy
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
Arslan Wani
Achievement and fearfulness can't stay together.
Tarang Sinha
ownergy= ownership + energy. A word i coined together to mean working with a clear sense of ownership and energy to achieve great success. Brimekonsult.
We were born to work together like feet, hands and eyes, like the two rows of teeth, upper and lower. To obstruct each other is unnatural.
Darius Foroux (Massive Life Success: Live a Stress-Free Life and Achieve Your Goals by Dealing with Anxiety, Stress and Fear)
...the key to successful development performance is achieving a careful balance among what government can successfully accomplish, what the private market system can do, and what both can best do when working together.
Toby N. Carlson (Economic Development)
Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
Principle 1: Leaders Embrace Extreme Ownership. "On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame." Principle 2: There Are No Bad Teams, Only Bad Leaders. "When leaders drive their teams to achieve a higher standard of performance, they must recognize that when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate." Principle 3: Mission Clarity. "Everyone on the team must understand not only what do to, but why." Principle 4: Keep Your Ego in Check. "Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism." Principle 5: Teamwork. "Each member of the team is critical to success, though the main effort and supporting efforts must be clearly identified. If the overall team fails, everyone fails, even if a specific member or an element within the team did their job successfully. Pointing fingers and placing blame on others contributes to further dissension between teams and individuals. These individuals and teams must instead find a way to work together, communicate with each other, and mutually support one another. The focus must always be on how to best accomplish the mission." Principle 6: Simplicity and Clarity. "Leaders eliminate complexity in problems and in situations. Leaders bring clarity to a situation. They keep plans simple, clear, and concise." Principle 7: Prioritize and Execute. "Leaders must determine the highest priority task and execute. Prioritize and Execute." Principle 8: Decentralized Command. "Good leaders delegate. They trust their teams to execute. They provide freedom to execute by giving them clarity in the mission and clear boundaries." Principle 9: Manage Up and Manage Down. "As leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team." Principle 10: Discipline Equals Freedom.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
Lesson No. 15: Be generous to all your stakeholders. You can achieve success and wealth together.
George Ilian (Steve Jobs: 50 Life and Business Lessons from Steve Jobs)
Nothing of significance was ever achieved without people working together.
John C. Maxwell (Good Leaders Ask Great Questions: Your Foundation for Successful Leadership)
PRIME Prime is an ever-changing condition, a segment of a journey, not a haven at the end of the road. Companies in Prime are recognizable: All aspects work well together, all operations thrive, and all members of the organization know where it is going and how to stay on track. Prime is a state of balance: Flexibility and control, function and form, imagining and producing, innovation and administration. But companies in that exultant equilibrium — so hard to achieve, so easy to lose — continually risk sliding back to childish habits or stumbling into the rigidity of old age. An organization is no less vulnerable in Prime than it is at any other stage of its lifecycle. The cash shortage of Infancy, the founder’s heavy hand in Go-Go, the infighting of Adolescence — those are challenges it has overcome. Now the complacency that comes with a surfeit of success looms as a potential and significant threat. I have a rule of thumb by which I judge an adult company: If it does not produce significant new products or spin off promising start-ups within any three-year period, it is either decaying or on the brink of decline. Ask yourself what percentage of your revenues come from products you were not selling three years ago? Be honest. There are enhancements, changes that are cosmetic in nature that make old products look new. Pharmaceutical manufacturers are well known for
lchak Adizes (The Pursuit of Prime: Maximize your Company's Success with the Adizes Program)
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…
Bear Grylls (A Survival Guide for Life: How to Achieve Your Goals, Thrive in Adversity, and Grow in Character)
I have identified seven elements essential to Apple’s software success: Inspiration: Thinking big ideas and imagining what might be possible Collaboration: Working together well with other people and seeking to combine your complementary strengths Craft: Applying skill to achieve high-quality results and always striving to do better Diligence: Doing the necessary grunt work and never resorting to shortcuts or half measures Decisiveness: Making tough choices and refusing to delay or procrastinate Taste: Developing a refined sense of judgment and finding the balance that produces a pleasing and integrated whole Empathy: Trying to see the world from other people’s perspectives and creating work that fits into their lives and adapts to their needs There weren’t any company handbooks describing these elements. Nobody outlined this list in a new-employee orientation. There weren’t any signs affixed to the walls of our Cupertino campus exhorting us to “Collaborate!” On the contrary, we felt, on an instinctive level, that imposing a fixed methodology might snuff out the innovation we were seeking. Therefore, our approach flowed from the work. This happened from the top down, stemming from the unquestioned authority and uncompromising vision of Steve Jobs, and it happened from the ground up, through the daily efforts of designers and programmers you’ve never heard of, people like me and my colleagues, some of whom I’ll tell you about.
Ken Kocienda (Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs)
In Eastern cultures, it is generally accepted that only by being sensitive to what others are thinking and doing can we successfully harmonize with one another so that we may achieve more together than we can as individuals.
Matthew D. Lieberman (Social: Why Our Brains Are Wired to Connect)
Compassion, wisdom, power. When you have compassion and power but no wisdom, this is idiot compassion. Compassion and wisdom but no power—what can you achieve?” he shrugged. “All three are necessary, together.
David Michie (The Dalai Lama's Cat and The Four Paws of Spiritual Success (The Dalai Lama's Cat #4))
The greatest setback can lead to your greatest breakthrough. Trust and believe that all things are working together for your good. 
Germany Kent
Zhou and Lee identify another factor important to the successful educational outcomes of Asian children: mind-set. “Asian immigrants have been raised in countries where the prevalent belief is that effort, rather than ability, is the most critical ingredient for achievement.… By contrast, native-born American parents believe that their children’s outcomes are more heavily influenced by innate ability.
Beverly Daniel Tatum (Why Are All The Black Kids Sitting Together in the Cafeteria?)
For example, achieving in school and at work was considered important by Latinx teens in the study because success would allow them to take care of family members. Conversely, White American teens considered education and work as a means of gaining independence from their families.
Beverly Daniel Tatum (Why Are All The Black Kids Sitting Together in the Cafeteria?)
With the advent of eugenics, this situation changed. What had begun as a distinctively regional term emanating from the upper South soon became transregional, with meanings that were recognized in faraway places. As poor white trash traveled and entered into local dialects, it formed a chain of associations that symbolically linked local poor whites to those in other rural places. A large part of the cultural success of the eugenics movement lay with the way in which it used this chain of associations to group together the local images of poor rural whites in New Jersey, Ohio, New York, Pennsylvania, Kansas, and everywhere else. It incorporated and expanded upon the shared perceptions of southern poor whites as immoral, lazy, dirty, criminal, filthy, and perverse and offered an explanation that could be generalized to the entire group. That the stigmatyping images of poor rural whites was, by the late nineteenth century, firmly established as a shared cultural schema ensured that eugenicists did not have to work very hard to make their case. The power of this shared perception, coupled with the rising reformist power of the professional middle class, resulted in efforts to achieve a rare and extreme form of exclusion: the biological eradication of an entire population through coercive reproductive control.
Matt Wray (Not Quite White: White Trash and the Boundaries of Whiteness)
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.
Joseph P. Kauffman (Conscious Collective: An Aim for Awareness)
The Director’s Chair is with Francis Ford Coppola (The Godfather, Apocalypse Now, etc.), and Robert refers later to this quote from Francis: “Failure is not necessarily durable. Remember that the things that they fire you for when you are young are the same things that they give lifetime achievement awards for when you’re old.” ROBERT: “Even if I didn’t sell Mariachi, I would have learned so much by doing that project. That was the idea—I’m there to learn. I’m not there to win; I’m there to learn, because then I’ll win, eventually. . . . “You’ve got to be able to look at your failures and know that there’s a key to success in every failure. If you look through the ashes long enough, you’ll find something. I’ll give you one. Quentin [Tarantino] asked me, ‘Do you want to do one of these short films called Four Rooms [where each director can create the film of their choosing, but it has to be limited to a single hotel room, and include New Year’s Eve and a bellhop]?’ and my hand went up right away, instinctively. . . . “The movie bombed. In the ashes of that failure, I can find at least two keys of success. On the set when I was doing it, I had cast Antonio Banderas as the dad and had this cool little Mexican as his son. They looked really close together. Then I found the best actress I could find, this little half-Asian girl. She was amazing. I needed an Asian mom. I really wanted them to look like a family. It’s New Year’s Eve, because [it] was dictated by the script, so they’re all dressed in tuxedos. I was looking at Antonio and his Asian wife and thinking, ‘Wow, they look like this really cool, international spy couple. What if they were spies, and these two little kids, who can barely tie their shoes, didn’t know they were spies?’ I thought of that on the set of Four Rooms. There are four of those [Spy Kids movies] now and a TV series coming. “So that’s one. The other one was, after [Four Rooms] failed, I thought, ‘I still love short films.’ Anthologies never work. We shouldn’t have had four stories; it should have been three stories because that’s probably three acts, and it should just be the same director instead of different directors because we didn’t know what each person was doing. I’m going to try it again. Why on earth would I try it again, if I knew they didn’t work? Because you figured something out when you’re doing it the first time, and [the second attempt] was Sin City.” TIM: “Amazing.
Timothy Ferriss (Tools of Titans: The Tactics, Routines, and Habits of Billionaires, Icons, and World-Class Performers)
Koreans know from experience that everyone must rise together, or not at all. Another important lesson from Korea’s success is this apparent paradox: Being number one matters, but being first does not. Almost every area in which Korea achieved dominance occurred in territory that was well covered by other nations.
Euny Hong (The Birth of Korean Cool: How One Nation Is Conquering the World Through Pop Culture)
This was a pivotal event in his career, as well as a personal epiphany. Often, when a man is young and idealistic, he believes that if he works hard and does the right thing, success will follow. This was what Boyd’s mother and childhood mentors had told him. But hard work and success do not always go together in the military, where success is defined by rank, and reaching higher rank requires conforming to the military’s value system. Those who do not conform will one day realize that the path of doing the right thing has diverged from the path of success, and then they must decide which path they will follow through life. Almost certainly, he realized that if he was not promoted early to lieutenant colonel after all that he had done, he would never achieve high rank.
Robert Coram (Boyd: The Fighter Pilot Who Changed the Art of War)
Educators and psychologists have a mantra these days: No matter how hectic the schedules of your family members may be, make time to have dinner together. Research shows that family dinners help kids feel they matter to the parent, and as a result they have a positive impact on kids’ mental health and lead to greater self-esteem and greater academic achievement. In addition to talking to our kids about their day or their lives, talking to them about current events scales the level of critical thinking up a level—to
Julie Lythcott-Haims (How to Raise an Adult: Break Free of the Overparenting Trap and Prepare Your Kid for Success)
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.
Charlie Cochet (Blood & Thunder (THIRDS, #2))
Dreams create hope, energy and passion and together reveal your hidden abilities and untapped potential
Mensah Oteh (The Best Chance: A Guide to Discovering Your Purpose, Reaching Your Potential, Experiencing Fulfilment and Achieving Success in Any Area of Life)
The AAR is not an open-ended brainstorming session, but a straightforward process of experiential learning structured around five questions: 1. What was the intent? What was the strategy at the time the action began? What was the desired outcome? How was the strategy expected to be achieved? 2. What actually happened? What were the actual events as they occurred within a specific timeframe? Who did what? Where? How? When? Reactions? Blame is not ascribed but, rather, a factual chronology is collaboratively pieced together. 3. Why did it happen? This is the diagnostic portion. Commentary is offered about possible reasons why the specific outcome was not the intended strategic intent, or about reasons for success. 4. How can we do better? What was learned? 5. What do we do now?
Julia Sloan (Learning to Think Strategically)
The same researchers also wanted to know why red hampers academic performance. It turns out that the color red activates the right hemisphere of the frontal cortex, a pattern of brain activity that typically indicates avoidance motivation. Avoidance motivation is the technical term for a state in which you’re more concerned with avoiding failure than you are with achieving success. It’s a distracting state of mind that all but guarantees poorer performance when you’re trying to solve questions that require insight and mental effort. Psychologists have also shown that people literally recoil from the color red, leaning slightly farther backward in their seats when they’re about to begin a test with a red rather than green cover. None of these effects occurs consciously, but when they occur together it becomes clear why the color red can be so damaging in academic contexts.
Adam Alter (Drunk Tank Pink: And Other Unexpected Forces that Shape How We Think, Feel, and Behave)
An effective coach must ensure that goals are clearly set, expectations are discussed, and ideal achievements are decided together. A
Brian Cagneey (Coaching: The 7 Laws Of Coaching: Powerful Coaching Skills That Will Predict Your Team’s Success (7 Laws, coaching questions, coaching books, the coaching habit))
Mature people act above their emotions and love beyond their comfort zones. This is the secret of growing together in marriage. It cannot be achieved by two temperamental snowflakes who are imprisoned by their feelings. It can only be achieved by those who are guided by their love for God, their dedication to each other, and their conviction that doing the right thing will be blessed in the end.
Jimmy Evans (The Four Laws of Love: Guaranteed Success for Every Married Couple)
Finally, it is worth cultivating moments in life in which we feel immense satisfaction and happiness divorced from our own success or achievements. This happens commonly when we find ourselves in a beautiful landscape—the mountains, the sea, a forest. We do not feel the prying, comparing eyes of others, the need to have more attention or to assert ourselves. We are simply in awe of what we see, and it is intensely therapeutic. This can also occur when we contemplate the immensity of the universe, the uncanny set of circumstances that had to come together for us to be born, the vast reaches of time before us and after us. These are sublime moments, and as far removed from the pettiness and poisons of envy as possible.
Robert Greene (The Laws of Human Nature)
We are committed to the mission and to each other’s success: We will not let each other fail. In fact, we will ensure each other succeeds. We will elevate each other as we work together to achieve
Keith Ferrazzi (Leading Without Authority: How Co-Elevation Is Redefining Collaboration and Transforming Our Teams)
The truth about success is that our ability to achieve extraordinary results in the future lies in stringing together powerful moments, one after the other. What you do in any given moment determines what you experience in the next. Your “present now” and all “future nows” are undeniably determined by the priority you live in the moment. The deciding factor in determining how you set that priority is who wins the battle between your present and future selves.
Gary Keller (The One Thing: The Surprisingly Simple Truth Behind Extraordinary Results)
Getting it together mentally in tennis involves the learning of several internal skills: 1) learning how to get the clearest possible picture of your desired outcomes; 2) learning how to trust Self 2 to perform at its best and learn from both successes and failures; and 3) learning to see “nonjudgmentally”—that is, to see what is happening rather than merely noticing how well or how badly it is happening. This overcomes “trying too hard.” All these skills are subsidiary to the master skill, without which nothing of value is ever achieved: the art of relaxed concentration.
W. Timothy Gallwey (The Inner Game of Tennis: The Classic Guide to the Mental Side of Peak Performance)