After Reps Quotes

Chasing after you..again

13. A Buddha In Tokyo in th Meiji era there lived two prominent teachers of opposite characteristics. One, Unsho, an instructor in Shingon, kept Buddha's precepts scrupulously. He never drank intoxicants, nor did he eat after eleven o'clock in the morning. The other teacher, Tanzan, a professor of philosophy at the Imperial University, never observed the precepts. When he felt like eating he ate, and when he felt like sleeping in the daytime he slept. One da Unsho visited Tanzan, who was drinking wine at the time, not even a drop of which is supposed to touch the tongue of a Buddhist. "Hello, brother," Tanzan greeted him. "Won't you have a drink?" "I never drink!" exclaimed Unsho solemnly. "One who never drinks is not even human," said Tanzan. "Do you mean to call me inhuman just because I do not indulge in intoxicating liquids!" exclaimed Unsho in anger. "Then if I am not human, wht am I?" "A Buddha," answered Tanzan.

After all, you aren’t built to be transformed in a single day. You are built to improve little by little, connection by connection, rep by rep. As Wooden also said, “Don’t look for the big, quick improvement. Seek the small improvement one day at a time. That’s the only way it happens—and when it happens, it lasts.

I’m recognized in public about 80 percent of the time across this country, but during the other 20 percent when I’m not, I get pissed when I realize how shabbily other people must be treated every day. When store clerks or airline reps do suddenly recognize me and get nice after being grumpy when they didn’t know who I was, I get testy right back.

When you practice a soft skill, focus on making a high number of varied reps, and on getting clear feedback. Don’t worry too much about making errors—the important thing is to explore. Soft skills are often more fun to practice, but they’re also tougher because they demand that you coach yourself. After each session ask yourself, What worked? What didn’t? And why?

The default to studying men at times veered into absurdity: in the early sixties, observing that women tended to have lower rates of heart disease until their estrogen levels dropped after menopause, researchers conducted the first trial to look at whether supplementation with the hormone was an effective preventive treatment. The study enrolled 8,341 men and no women. (Although doctors began prescribing estrogens to postmenopausal women in droves - by the midseventies, a third would be taking them - it wasn't until 1991 that the first clinical study of hormone therapy was conducted in women.) An NIH-supported pilot study from Rockefeller University looked at how obesity affected breast and uterine cancer didn't enroll a single woman. While men can develop breast cancer - and a small number of them do each year - as Rep. Snowe noted drily at the congressional hearings, 'Somehow I find it hard to believe that the male-dominated medical community would tolerate a study of prostate cancer that used only women as research subjects.

After Rep. Martin Sweeney of Ohio delivered a scathing attack on the Roosevelt administration for allegedly using conscription as a way to get the United States into the war, Rep. Beverly Vincent of Kentucky, who was next to Sweeney, loudly muttered that he refused “to sit by a traitor.” Sweeney swung at Vincent, who responded with a sharp right to the jaw that sent Sweeney staggering. It was, said the House doorkeeper, the best punch thrown by a member of Congress in fifty years.

Here’s a great home workout that allows you to train and work on the usual issues I find ailing most people: • Right-leg Bulgarian Split Squats with the dumbbell in the suitcase position, 10 reps • Left-leg Bulgarian Split Squats with the dumbbell in the suitcase position, 10 reps • Goblet Squats with the dumbbell cradled on the chest, 10 reps • Deep Push-ups, chest touching the floor, with the push-up handles, 10 reps • Doorway Chin-ups or Pull-ups, 10 reps • Ab Wheel, 10 reps Try to do these six exercises one after another straight through without resting much between movements. Repeat this sequence, after a minute or two of rest, three to five times.

How are things going with your brothers?” “The judge set a date to hear me out after graduation. Mrs.Collins has been prepping me.” “That is awesome!” “Yeah.” “What’s wrong?” “Carrie and Joe hired a lawyer and I lost visitation.” Echo placed her delicate hand over mine.“Oh, Noah. I am so sorry." I’d spent countless hours on the couch in the basement, staring at the ceiling wondering what she was doing. Her laughter, her smile, the feel of her body next to mine, and the regret that I let her walk away too easily haunted me. Taking the risk, I entwined my fingers with hers. Odds were I’d never get the chance to be this close again. "No, Mrs. Collins convinced me the best thing to do is to keep my distance and follow the letter of the law." "Wow, Mrs. Collins is a freaking miracle worker. Dangerous Noah Hutchins on the straight and narrow. If you don’t watch out she’ll ruin your rep with the girls." I lowered my voice. "Not that it matters. I only care what one girl thinks about me." She relaxed her fingers into mine and stroked her thumb over my skin. Minutes into being alone together, we fell into each other again, like no time had passed. I could blame her for ending us, but in the end, I agreed with her decision. “How about you, Echo? Did you find your answers?” “No.” If I continued to disregard breakup rules, I might as well go all the way. I pushed her curls behind her shoulder and let my fingers linger longer than needed so I could enjoy the silky feel. “Don’t hide from me, baby. We’ve been through too much for that.” Echo leaned into me, placing her head on my shoulder and letting me wrap an arm around her. “I’ve missed you, too, Noah. I’m tired of ignoring you.” “Then don’t.” Ignoring her hurt like hell. Acknowledging her had to be better. I swallowed, trying to shut out the bittersweet memories of our last night together. “Where’ve you been? It kills me when you’re not at school.” “I went to an art gallery and the curator showed some interest in my work and sold my first piece two days later. Since then, I’ve been traveling around to different galleries, hawking my wares.” “That’s awesome, Echo. Sounds like you’re fitting into your future perfectly. Where did you decide to go to school?” “I don’t know if I’m going to school.” Shock jolted my system and I inched away to make sure I understood. “What the fuck do you mean you don’t know? You’ve got colleges falling all over you and you don’t fucking know if you want to go to school?” My damned little siren laughed at me. “I see your language has improved.” Poof—like magic, the anger disappeared. “If you’re not going to school, then what are your plans?” "I’m considering putting college off for a year or two and traveling cross-country, hopping from gallery to gallery.” “I feel like a dick. We made a deal and I left you hanging. I’m not that guy who goes back on his word. What can I do to help you get to the truth?” Echo’s chest rose with her breath then deflated when she exhaled. Sensing our moment ending, I nuzzled her hair, savoring her scent. She patted my knee and broke away. “Nothing. There’s nothing you can do.” "I think it’s time that I move on. As soon as I graduate, this part of my life will be over. I’m okay with not knowing what happened.” Her words sounded pretty, but I knew her better. She’d blinked three times in a row.

Though he can’t remember how he got there or having taken off his clothes, A.J. wakes in bed wearing only his underwear. He remembers that Harvey Rhodes is dead; he remembers being an asshole to the comely Knightley Press rep; he remembers throwing the vindaloo across the room; he remembers the first glass of wine and the toast to Tamerlane. After that, oblivion. From his point of view, the evening had been a triumph.

Q: Your customer-service representatives handle roughly sixty calls in an eighty-hour shift, with a half-hour lunch and two fifteen-minute breaks. By the end of the day, a problematic number of them are so exhausted by these interactions that their ability to focus, read basic conversational cues, and maintain a peppy demeanor is negatively affected. Do you: A. Increase staffing so you can scale back the number of calls each rep takes per shift -- clearly, workers are at their cognitive limits B. Allow workers to take a few minutes to decompress after difficult calls C. Increase the number or duration of breaks D. Decrease the number of objectives workers have for each call so they aren't as mentally and emotionally taxing E. Install a program that badgers workers with corrective pop-ups telling them that they sound tired. Seriously---what kind of fucking sociopath goes with E?

Helpful Help-desk Incorporated took millions of calls a day, from all over the world, 24-7, 365. One angry, befuddled cretin after another. There was no down time between the calls because there were always several hundred morons in the call queue, all of them willing to wait on hold for hours to have a tech-rep hold their hand and fix their problems. Why bother looking up the solution online, why try to figure the problem out on your own when you could have someone else do your thinking for you.

Left alone, I must quickly have drifted off into my own thoughts, for I did not notice the barman return. He must have done so, however, for I was soon drinking coffee, staring at the mirrored wall behind the bar - in which I could see not only my own reflection but much of the room behind me. After a while, for some reason, i found myself replaying in my head key moments from a football match I had attended many years earlier - an encounter between Germany and Holland. I adjusted my posture on the high-stool - I could see I was hunching excessively - and tried recalling the names of the players in the Dutch team that year. Rep, Krol, Haan, Neeskens. After several minutes I had succeeded in remembering all but two of the players, but these last two names remained just beyond the rim of my recall. As I tried to remember, the sound of the fountain behind me, which at first I had found quite soothing, began to annoy me. It seemed that if only it woulds stop, my memory would unlock and I would finally remember the names.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

the sales reps walks by her office, taps on the glass wall and calls out, ‘Yo, Soph!’ She calls back ‘Yo, Matt!’ and waves a fist in the air like a homeboy. She is such a fraud. She taps quickly on the delete key, thinking with pleasurable horror of the reaction if she had accidentally clicked on ‘send’. Their hurt, earnest faces! What can Thomas possibly want, after all this time? She finds herself remembering a sugary-brown smell. It is the smell of cinnamon toast, frangipani blossoms and Mr Sheen –the smell of his Aunt Connie’s house. Sophie had been going out with Thomas for nearly a year when she decided to break up with him. The decision was the result of weeks of agonised self-analysis. Yes, she loved him, but did she love him for the right reasons? She knew, for example, that it was right to love a man for his kind heart, but wrong to love him for his bank account. It was fine to love him for his gorgeous blue eyes, but shallow to love him for his tanned muscles. (Unless, of course, they were uniquely his muscles,

I remember my very first day in the gym back in Indiana. My palms were soft and quickly got torn up on the bars because they weren’t accustomed to gripping steel. But over time, after thousands of reps, my palms built up a thick callous as protection. The same principle works when it comes to mindset. Until you experience hardships like abuse and bullying, failures and disappointments, your mind will remain soft and exposed. Life experience, especially negative experiences, help callous the mind. But it’s up to you where that callous lines up. If you choose to see yourself as a victim of circumstance into adulthood, that callous will become resentment that protects you from the unfamiliar. It will make you too cautious and untrusting, and possibly too angry at the world. It will make you fearful of change and hard to reach, but not hard of mind. That’s where I was as a teenager, but after my second Hell Week, I’d become someone new. I’d fought through so many horrible situations by then and remained open and ready for more. My ability to stay open represented a willingness to fight for my own life, which allowed me to withstand hailstorms of pain and use it to callous over my victim’s mentality. That shit was gone, buried under layers of sweat and hard fucking flesh, and I was starting to callous over my fears too. That realization gave me the mental edge I needed to outlast Psycho Pete one more time.

In the chaos of sport, as in life, process provides us a way. It says: Okay, you’ve got to do something very difficult. Don’t focus on that. Instead break it down into pieces. Simply do what you need to do right now. And do it well. And then move on to the next thing. Follow the process and not the prize. The road to back-to-back championships is just that, a road. And you travel along a road in steps. Excellence is a matter of steps. Excelling at this one, then that one, and then the one after that. Saban’s process is exclusively this—existing in the present, taking it one step at a time, not getting distracted by anything else. Not the other team, not the scoreboard or the crowd. The process is about finishing. Finishing games. Finishing workouts. Finishing film sessions. Finishing drives. Finishing reps. Finishing plays. Finishing blocks. Finishing the smallest task you have right in front of you and finishing it well. Whether it’s pursuing the pinnacle of success in your field or simply surviving some awful or trying ordeal, the same approach works. Don’t think about the end—think about surviving. Making it from meal to meal, break to break, checkpoint to checkpoint, paycheck to paycheck, one day at a time. And when you really get it right, even the hardest things become manageable. Because the process is relaxing. Under its influence, we needn’t panic. Even mammoth tasks become just a series of component parts.

Instead of dwindling into an atrophic puddle of sick fat, we can make our ending like a failed last rep at the end of a final workout. Strong, vigorous and useful, to the last.

Avoid slouching, and perform five back bends immediately before and after lifting. “By standing upright and bending back before lifting,” explains McKenzie, “you ensure that, as you begin the lift, there is no distortion already present in the joints of the lower back.” Place your hands in the small of your back pointing your fingers downward and keep your legs straight. Bend back slowly using your hands as the fulcrum, pause for a second, and return to the upright position. Try to bend further with each successive rep.

Pick a kettlebell you can clean and press—a clean before each press, that is—roughly five to eight times. C&P it once with your weaker arm, switch hands and put it up with your stronger arm. Rest. Two reps. Another short break. Three reps. Then start over at one. Do three ladders, for a total of 18 repetitions, the first week; add a ladder the next week and a ladder the week after. Five ladders, total 30 reps. You will stay with five ladders from now on. Although the top “rung” of each ladder, especially the last, should be tough, you must not fail! Never train to failure! If you want to know why, read Power to the People! The Party is always right.

IS FATIGUE ALL IN YOUR HEAD? In the early 1990s, in a physiology lab at the University of Cape Town in South Africa, an exercise scientist named Tim Noakes, MD, unveiled a radical new way to think about fatigue. Until then, prevailing wisdom held that fatigue occurred in the body. At a certain intensity or duration of physical effort, the demands we put on our muscles become too great and, eventually, our muscles fail. Ask any athlete, from a marathon runner to a powerlifter, and they will be familiar with the feeling. It’s not a particularly comfortable one. What at first is a manageable burn becomes worse and worse until they can no longer bear it. The runner’s pace slows to a mere shuffle; the powerlifter can’t manage to hoist the barbell up for one last rep. Try as they might, they simply run out of gas and their muscles cease to contract. Noakes, however, wasn’t convinced that fatigue occurred in the body or that muscles actually ran out of gas. He questioned why so many athletes, seemingly overwhelmed by fatigue, were suddenly able to speed up during the final stretch of a race when the end was in sight. If the muscles were truly dead, Noakes hypothesized, these finish-line spurts would be impossible. To prove his point, Noakes attached electrical sensors to athletes and then instructed them to lift weights with their legs until they simply couldn’t lift any longer. (In exercise science, this is called “inducing muscle failure.”) When the weights slammed down and each participant tapped out, reporting they could no longer contract their muscles, Noakes ran an electrical current through the sensor. Much to the surprise of everyone—especially to the participants whose legs were dead—their muscles contracted. Although the participants could not contract their muscles on their own, Noakes proved that their muscles actually had more to give. The participants felt drained, but empirically, their muscles were not. Noakes repeated similar versions of this experiment and observed the same result. Although participants reported being totally depleted and unable to contract their muscles after exercising to what they thought was failure, when electrical stimulation was applied, without fail, their muscles produced additional force. This led Noakes to conclude that contrary to popular belief, physical fatigue occurs not in the body, but in the brain. It’s not that our muscles wear out; rather, it is our brain that shuts them down when they still have a few more percentage points to give. Noakes speculates this is an innately programmed way of protecting ourselves. Physiologically, we could push our bodies to true failure (i.e., injury and organ failure), but the brain comes in and creates a perception of failure before we actually harm ourselves. The brain, Noakes remarked, is our “central governor” of fatigue. It’s our “ego” shutting us down when confronted by fear and threat. In other words, we are hardwired to retreat when the going gets tough. But like Boyle and Strecher demonstrated, it is possible to override the central governor.

The Warmer starts with the customer’s challenges. So the opening is, “We know you face a host of challenges every day, such as production line issues, workers’ comp costs, maintenance and safety issues. Especially those challenges that are critical to keeping your business open and running every single day.” After reviewing a couple issues and providing some general color from other companies, the rep then asks the customer to select for discussion one or two that are particularly pressing in their organization. The idea is to get the customer pulled into the conversation right away and talking about their challenges relative to what Grainger has already seen at other companies. Grainger has found that this one page can lead to an incredibly robust and valuable conversation—all because the rep led with a hypothesis of customer need rather than an open-ended question to “discover” customer need.

One The number ONE means so many things in every aspect of our lives. We are born to ONE woman. We are focused on being number ONE in sports, school, politics, etc. We love to be number ONE. As a Christian, we believe that there is ONE Lord, ONE Savior and ONE church. We bond with others in our cities, states, nations and all over the world that call on the name of Jesus. We can use this number to focus our efforts to improve our lives. Instead of looking at life as half-empty and the things you can’t do, try looking at how ONE can make a difference in your life. If you are battling an il ness, acute or chronic, try doing ONE more thing today. Take ONE more step, try ONE more rep in physical therapy, smile ONE more time at those who are helping you. Sometimes even though you are sick, you can make such an impact on others by how you handle your ONE issue. Maybe you are an athlete; try doing ONE more rep at the end of the set. ONE more interval on the bike, track or trail. ONE more sprint if you are in the middle of football practice. The person who has the “just ONE more” mentality will always beat the other person and be number ONE. If you are dieting and trying to get your physical body back where you want it; try eating one LESS dessert, one LESS fast food lunch, one MORE salad, one MORE veggie and one MORE lap around the block after dinner. If you want to draw closer to God, read ONE passage a day if you are out of the habit. It doesn’t matter which one, just spend time listening to the Word of the Creator. Say ONE more prayer than just the one to bless the food. ONE more good deed to help your fel ow man. ONE more smile for your spouse, child, sibling or parent. What if we all did ONE good deed this week for a lonely neighbor or a shut in from church? 2 Thessalonians 3:1 (MSG) One more thing, friends: Pray for us. Be that ONE person who makes a difference in this world by doing ONE more thing to progress the love of God!

Everything starts in the mind, if you lift weights at the gym, you know that after a certain number of reps, your body feels as if it can’t continue. But the 40% rule states that when the mind starts telling the body it’s tired, we have only reached 40% of what we are capable of.

The typical day went something like this. I’d wake up at 4:30 a.m., munch a banana, and hit the ASVAB books. Around 5 a.m., I’d take that book to my stationary bike where I’d sweat and study for two hours. Remember, my body was a mess. I couldn’t run multiple miles yet, so I had to burn as many calories as I could on the bike. After that I’d drive over to Carmel High School and jump into the pool for a two-hour swim. From there I hit the gym for a circuit workout that included the bench press, the incline press, and lots of leg exercises. Bulk was the enemy. I needed reps, and I did five or six sets of 100–200 reps each. Then it was back to the stationary bike for two more hours. I was constantly hungry. Dinner was my one true meal each day, but there wasn’t much to it. I ate a grilled or sautéed chicken breast and some sautéed vegetables along with a thimble of rice. After dinner I’d do another two hours on the bike, hit the sack, wake up and do it all over again, knowing the odds were stacked sky high against me. What I was trying to achieve is like a D-student applying to Harvard, or walking into a casino and putting every single dollar you own on a number in roulette and acting as if winning is a foregone conclusion. I was betting everything I had on myself with no guarantees.

The book, All I Really Need to Know I Learned in Kindergarten, was written in 1986 by a minister, Robert Fulghum, and it’s full of simple-sounding life advice, like “share everything,” “play fair,” and “clean up after your own mess.” Chen believes that these skills—the elementary, pre-literate skills of treating other people well, acting ethically, and behaving in prosocial ways, all of which I consider “analog ethics”—are badly needed for an age in which our value will come from our ability to relate to other people. He writes: While I know that we’ll need to layer on top of that foundation a set of practical and technical know-how, I agree with [Fulghum] that a foundation rich in EQ [emotional quotient] and compassion and imagination and creativity is the perfect springboard to prepare people—the doctors with the best bedside manner, the sales reps solving my actual problems, crisis counselors who really understand when we’re in crisis—for a machine-learning powered future in which humans and algorithms are better together. Research has indicated that teaching analog ethics can be effective. One 2015 study that tracked children from kindergarten through young adulthood found that people who had developed strong prosocial, noncognitive skills—traits like positivity, empathy, and regulating one’s own emotions—were more likely to be successful as adults. Another study in 2017 found that kids who participated in “social-emotional” learning programs were more likely to graduate from college, were arrested

When I opened my eyes, I had an entirely different attitude about meditation. I didn’t like it, per se, but I now respected it. This was not just some hippie time-passing technique, like Ultimate Frisbee or making God’s Eyes. It was a rigorous brain exercise: rep after rep of trying to tame the runaway train of the mind. The repeated attempt to bring the compulsive thought machine to heel was like holding a live fish in your hands. Wrestling your mind to the ground, repeatedly hauling your attention back to the breath in the face of the inner onslaught required genuine grit. This was a badass endeavor.

YOU: Hi, I’m going to be paying off my credit card debt more aggressively beginning next week and I’d like a lower APR. CREDIT CARD REP: Uh, why? YOU: I’ve decided to be more aggressive about paying off my debt, and that’s why I’d like a lower APR. Other cards are offering me rates at half what you’re offering. Can you lower my rate by 50 percent or only 40 percent? CREDIT CARD REP: Hmm . . . After reviewing your account, I’m afraid we can’t offer you a lower APR. We can offer you a credit limit increase, however. YOU: No, that won’t work for me. Like I mentioned, other credit cards are offering me zero percent introductory rates for twelve months, as well as APRs of half what you’re offering. I’ve been a customer for X years, and I’d prefer not to switch my balance over to a low-interest card. Can you match the other credit card rates, or can you go lower? CREDIT CARD REP: I see . . . Hmm, let me pull something up here. Fortunately, the system is suddenly letting me offer you a reduced APR. That is effective immediately.

When the day of the meeting arrived, Anna opened by acknowledging ABC’s biggest gripes. “We understand that we brought you on board with the shared goal of having you lead this work,” she said. “You may feel like we have treated you unfairly, and that we changed the deal significantly since then. We acknowledge that you believe you were promised this work.” This received an emphatic nod from the ABC representatives, so Anna continued by outlining the situation in a way that encouraged the ABC reps to see the firms as teammates, peppering her statements with open-ended questions that showed she was listening: “What else is there you feel is important to add to this?” By labeling the fears and asking for input, Anna was able to elicit an important fact about ABC’s fears, namely that ABC was expecting this to be a high-profit contract because it thought Anna’s firm was doing quite well from the deal. This provided an entry point for Mark, who explained that the client’s new demands had turned his firm’s profits into losses, meaning that he and Anna needed to cut ABC’s pay further, to three people. Angela, one of ABC’s representatives, gasped. “It sounds like you think we are the big, bad prime contractor trying to push out the small business,” Anna said, heading off the accusation before it could be made. “No, no, we don’t think that,” Angela said, conditioned by the acknowledgment to look for common ground. With the negatives labeled and the worst accusations laid bare, Anna and Mark were able to turn the conversation to the contract. Watch what they do closely, as it’s brilliant: they acknowledge ABC’s situation while simultaneously shifting the onus of offering a solution to the smaller company. “It sounds like you have a great handle on how the government contract should work,” Anna said, labeling Angela’s expertise. “Yes—but I know that’s not how it always goes,” Angela answered, proud to have her experience acknowledged. Anna then asked Angela how she would amend the contract so that everyone made some money, which pushed Angela to admit that she saw no way to do so without cutting ABC’s worker count. Several weeks later, the contract was tweaked to cut ABC’s payout, which brought Anna’s company $1 million that put the contract into the black. But it was Angela’s reaction at the end of the meeting that most surprised Anna. After Anna had acknowledged that she had given Angela some bad news and that she understood how angry she must feel, Angela said:

The Center for Immigration Studies (CIS) estimates that there are 340 jurisdictions with sanctuary policies, located in forty-three states and the District of Columbia. CIS found that in just one eight-month period in 2014, more than 8,100 deportable aliens were released by sanctuary jurisdictions. Three thousand were felons and 62 percent had prior criminal records. Nineteen hundred were later rearrested a total of 4,300 times on 7,500 offenses including assaults, burglaries, sexual assaults, thefts, and even murders—none of which would have occurred except for these sanctuary policies! Such sanctuary policies are illegal under federal immigration law, which specifies that “no State or local government entity may be prohibited, or in any way restricted, from sending to or receiving from the Immigration and Naturalization Service information regarding the immigration status, lawful or unlawful, of any alien in the United States.”9 But in accordance with its nonenforcement policy on immigration, the Obama administration announced in 2010 that it would not sue sanctuary cities for violating federal law. As Kate Steinle’s father, Jim Steinle, told the Senate Judiciary Committee on July 21, 2015: Everywhere Kate went throughout the world, she shined the light of a good citizen of the United States of America. Unfortunately, due to disjointed laws and basic incompetence at many levels, the U.S. has suffered a self-inflicted wound in the murder of our daughter by the hand of a person who should have never been on the streets of this country.10 Kate Steinle’s murderer had been deported five times, and kept reentering the country with no consequences. So on July 9, 2015, Rep. Matt Salmon (R-AZ) introduced H.R. 3011—Kate’s Law—to impose a five-year mandatory prison sentence on anyone arrested in the United States after having been previously deported. A companion bill was introduced in the Senate by Sen. Ted Cruz (R-TX). But the Obama administration made it clear it would not support such a bill if it passed Congress.

There are enough examples of liberal intolerance, hatred, and incivility to fill volumes—in this chapter, I provide just a fractional sampling. The left has become a giant outrage mob, bullying everyone who refuses to submit to its ideas. Leftists are everything they say they are not, and they embody what they rail against. They talk diversity and inclusiveness and claim to champion gays, minorities, and women, but as noted, they’ll viciously turn on any member of these groups whenever they deviate from leftist orthodoxy. On a daily basis, leftists get away with statements that any conservative would be flayed alive for saying. Former Saturday Night Live star Jane Curtin, for example, announced on CNN, “My New Year’s resolution is to make sure the Republican Party dies.”7 Washington Post columnist Jennifer Rubin went even further, proclaiming, “It’s not only that Trump has to lose, but that all his enablers have to lose. We have to collectively, in essence, burn down the Republican Party. We have to level them because if there are survivors—if there are people who weather this storm, they will do it again.”8 Predictably, there was no uproar on the left about the casual heartlessness of these comments, which were made around two years after a Bernie Sanders supporter shot up a congressional Republican baseball practice, wounding four people including Republican Rep. Steve Scalise. If a Republican comedian had mused on CNN about ensuring the death of the Democratic Party, she’d be subject to a nationwide boycott to this day. Then again, it’s hard to imagine a Republican comedian being invited on a mainstream media platform at all—because for the left, everything is political.

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Facebook built its foundation on a second lie, repeated thousands of times in early meetings between Facebook’s army of sales reps and the world’s largest consumer brands: “Build big communities and you will own them.” Hundreds of brands invested hundreds of millions on Facebook to aggregate enormous branded communities hosted by Facebook. And by urging consumers to “like” their brands, they gave Facebook an inordinate amount of free advertising. After brands built this expensive house, and were ready to move in, Facebook barked, “Just kidding, those fans aren’t really yours; you need to rent them.” The organic reach of a brand’s content—percentage of posts from a brand received in a fan’s feed—fell from 100 percent to single digits. Now, if a brand wants to reach its community, it must advertise on—that is, pay—Facebook. This is similar to building a house and having the county inspector show up as you’re putting on the finishing touches. As she changes the locks she informs you, “You have to rent this from us.

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Jeff Dahl, a lawyer who worked personal injury claims in Florida for more than a decade, illustrates the ways that stagecraft—while manipulative—can be in everyone’s best interest. Florida, like many other states, likes to see lawsuits handled through mediation rather than cluttering up the court system. One time Dahl was serving as mediator between a thirty-year-old plaintiff, who had been injured in an automobile accident, and an insurance company. Dahl put the plaintiff and his lawyer in one room, and the insurance representative across the hall in another room. Both rooms had glass walls and afforded a full view of the opposing party. Dahl spent the better part of the next two hours moving from one room to the other, patiently hearing out each side and validating their concerns. The insurance company agreed to pay seventy thousand dollars, which Dahl knew was exactly the figure the plaintiff wanted, so Dahl expected to conclude the deal. Unfortunately, when the plaintiff received the offer he became temporarily intoxicated by the prospect of money and indicated that he wanted to hold out for more. Dahl knew that the insurance representative was not authorized to pay additional money. Fearing that the mediation would devolve into a bitter lawsuit, Dahl opted to engage in a little drama. Dahl marched into the room where the insurance rep sat waiting to hear that the plaintiff had accepted his offer. Instead of relaying the fact that the plaintiff now wanted even more money, Dahl said, “I need to know you are serious about this seventy thousand dollars and that it’s your best offer. If this is truly the case, you can communicate that to me in earnest by packing up your briefcase and leaving. After all, there is nothing more for us to do here.” At Dahl’s suggestion, the rep began packing to leave. Dahl used this opportunity to rush, panicked, to the plaintiff across the hall. “Oh no!” Dahl warned, “The rep is leaving and taking his offer with him! You’d better agree to the deal quickly, so that everyone can go home happy.” Minutes later, the parties got together to sign the papers. It’s important to remember that while what Dahl did was manipulative in the purest sense of the word, it was also intended to benefit all parties equally—and it succeeded in doing so.

A method we developed to shock the muscle was “stripping.” In a normal weight training sequence, you do your first set with lighter weight and then work your way up. But in stripping, you do the reverse. For example, in preparation for London, I needed to bulk up my deltoids. So I’d do dumbbell presses, where you hold a dumbbell in each hand at shoulder height and then raise them up above your head. With stripping, I’d start at my top weight: six repetitions with 100-pound dumbbells. Put those down, take the 90-pound dumbbells and do six reps. And so on, all the way down the rack. By the time I reached the 40s, my shoulders would be on fire and six reps would feel like each arm was lifting 110 pounds, not 40. But before putting down the weights, I’d shock the deltoids further by doing lateral raises, lifting the 40s from hip level out to shoulder height. After that, my shoulder muscles would be so totally berserk that I did not know where to put my hands. It was agony to let them hang by my sides and impossible to lift them. All I could do was drape my arms on a table or a piece of equipment to relieve the excruciating pain. The deltoids were screaming from the unexpected sequence of sets. I’d shown them who was boss. Their only option now was to heal and grow.

TUT doesn’t apply to the kettlebell swing. The swing is the one case where I recommend adding reps in order to progress. Once you’re completely comfortable performing 5 sets of 10 swings with a given weight start increasing the sets by one rep each week. After you master sets of 20 it’s time to level up with a shiny new kettlebell.

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