Agility Fitness Quotes

Becoming limitless involves mental agility; the ability to quickly grasp and incorporate new ideas and concepts with confidence.

Oh, how I wish I had already regenerated to become the tall one with the dicky bow, thought the Doctor, who occasionally had visions of his future selves. He is always so fit and agile. I suppose all that incessant running down corridors that he does . . . will do . . . may do, in one of my possible futures . . . is good for something.

Stop letting people shove you into the binary. There’s not enough room for your soul to fit into the narrow box being forced upon you.

Do you want a level of income to fit your lifestyle or a lifestyle to fit your income level?

A job interview is a two-way communication to probe for cultural and team fit. No matter which side of the table you sit, you should be asking questions that are important to you without fear.

Such was the Arab of the desert, the dweller in tents, in whom was fulfilled the prophetic destiny of his ancestor Ishmael. "He will be a wild man; his hand will be against every man, and every man's hand against him." Nature had fitted him for his destiny. His form was light and meagre, but sinewy and active, and capable of sustaining great fatigue and hardship. He was temperate and even abstemious, requiring but little food, and that of the simplest kind. His mind, like his body, was light and agile. He eminently possessed the intellectual attributes of the Shemitic race, penetrating sagacity, subtle wit, a ready conception, and a brilliant imagination. His sensibilities were quick and acute, though not lasting; a proud and daring spirit was stamped on his sallow visage and flashed from his dark and kindling eye. He was easily aroused by the appeals of eloquence, and charmed by the graces of poetry. Speaking a language copious in the extreme, the words of which have been compared to gems and flowers, he was naturally an orator; but he delighted in proverbs and apothegms, rather than in sustained flights of declamation, and was prone to convey his ideas in the oriental style, by apologue and parable.

They moved with a minimum of effort and noise, and knew how to sit, walk and run in the most agile and efficient manner. Varied and constant use of their bodies made them as fit as marathon runners. They had physical dexterity that people today are unable to achieve even after years of practising yoga or t’ai chi.

Sadhana It is important not to keep eating through the day. If you are below thirty years of age, three meals every day will fit well into your life. If you are over thirty years of age, it is best to reduce it to two meals per day. Our body and brain work at their best only when the stomach is empty. So be conscious of eating in such a way that within two and a half hours, your food moves out of the stomach, and within twelve to eighteen hours completely out of the system. With this simple awareness you will experience much more energy, agility, and alertness. These are the ingredients of a successful life, irrespective of what you choose to do with it.

In a self-organized team, individuals take accountability for managing their own workload, shift work among themselves based on need and best fit, and take responsibility for team effectiveness. Team members have considerable leeway in how they deliver results, they are self-disciplined in their accountability for those results, and they work within a flexible framework.

It’s the same everywhere, she thought, they’re small and they live with you and you’re in love with them and they move away and a slightly bigger version of them moves in. Then you fall in love again, only to watch that little person leave, and yet a slightly taller, more agile version, who still fits in the toddler bed, but just barely, arrives and there you go again, head over heels. Another birthday will come and this one, too, will go, pigtails and all, and so on, until your heart could burst. You see them turn two, then three and four and you miss that tiny newborn who smelled like milk, the one-year-old who teeter-tottered, and how sweet was that two-year-old who would not let go of your hand, and do you remember running alongside her bicycle at five? Where did she go? Noor

I made a lot of mistakes along the way and wish I had access to the information in this book back then. Common traps were stepped in—like trying a top-down mandate to adopt Agile, thinking it was one size fits all, not focusing on measurement (or the right things to measure), leadership behavior not changing, and treating the transformation like a program instead of creating a learning organization (never done).

A value-added step in a process is defined by three characteristics. First, the step must be something that the customer is willing to pay for. Second, the step must directly change the form, fit, or function of something to produce a product or service. The final characteristic of a value-added step is that it is so important that it must be done right every time to successfully produce the intended product or service.

One of the outstanding features of Vanni society was the degree of integration of disabled people into the mainstream. They could be seen actively participating in many spheres, carrying out work with grit and amazing agility. People with one arm would ride motorbikes with heavy loads behind them on their motorbikes. You would hardly have known that some people you worked with were missing a leg from below the knee. Disability had been normalized. Serving these people was the only prosthetic-fitting service in Vanni, Venpuraa. This also expanded its service with the introduction of new technology. A common phrase one heard even prior to the Mullivaikaal genocide was about so and so having a piece of shrapnel in some part of their body. Many people lived with such pieces in their body and suffered varying degrees of pain as a result. Visiting medical experts did their best to remove the ones causing the most severe pain.

This principle fits well with the concept of business and development working daily. Business needs to be intensely involved with the process, if for nothing more than identifying the 80% of the work that we really don’t have to do. Just think of the amount of money that could be saved every year by reducing project scope to only those features and functions that are actually used! Think of how quickly we could deliver functionality! Think of how many more “projects” we could complete!

An adaptive development process has a different character from an optimizing one. Optimizing reflects a basic prescriptive Plan-Design-Build lifecycle. Adapting reflects an organic, evolutionary Envision-Explore-Adapt lifecycle. An adaptive approach begins not with a single solution, but with multiple potential solutions (experiments). It explores and selects the best by applying a series of fitness tests (actual product features or simulations subjected to acceptance tests) and then adapting to feedback.

The human collective knows far more today than did the ancient bands. But at the individual level, ancient foragers were the most knowledgeable and skilful people in history. There is some evidence that the size of the average Sapiens brain has actually decreased since the age of foraging.5 Survival in that era required superb mental abilities from everyone. When agriculture and industry came along people could increasingly rely on the skills of others for survival, and new ‘niches for imbeciles’ were opened up. You could survive and pass your unremarkable genes to the next generation by working as a water carrier or an assembly-line worker. Foragers mastered not only the surrounding world of animals, plants and objects, but also the internal world of their own bodies and senses. They listened to the slightest movement in the grass to learn whether a snake might be lurking there. They carefully observed the foliage of trees in order to discover fruits, beehives and bird nests. They moved with a minimum of effort and noise, and knew how to sit, walk and run in the most agile and efficient manner. Varied and constant use of their bodies made them as fit as marathon runners. They had physical dexterity that people today are unable to achieve even after years of practising yoga or t’ai chi.

Impossible?” she scoffed, lurching to face him. “You have servants who can pull the brains from a calf’s head, but they couldn’ get one little pear out of a bottle? I doubt that. Send for one of your under-butlers—just give a whistle, and—oh, I forgot. You can’t whistle.” She focused on him, her eyes narrowing as she stared at his mouth. “That’s the sillies’ thing I ever heard. Everyone can whistle. I’ll teach you. Right now. Pucker your lips. Like this. Pucker…see?” Marcus caught her in his arms as she swayed before him. Staring down at her adorably pursed lips, he felt an insistent warmth invading his heart, overflowing and spilling past its fretted barriers. God in heaven, he was tired of fighting his desire for her. It was exhausting to struggle against something so overwhelming. Like trying not to breathe. Lillian stared at him earnestly, seeming puzzled by his refusal to comply. “No, no, not like that. Like this.” The bottle dropped to the carpet. She reached up to his mouth and tried to shape his lips with her fingers. “Rest your tongue on the edge of your teeth and…it’s all about the tongue, really. If you’re agile with your tongue, you’ll be a very, very good”—she was temporarily interrupted as he covered her mouth with a brief, ravening kiss—“whistler. My lord, I can’t talk when you—” He fitted his mouth to hers again, devouring the sweet brandied taste of her.

Let’s take the threshold idea one step further. If intelligence matters only up to a point, then past that point, other things—things that have nothing to do with intelligence—must start to matter more. It’s like basketball again: once someone is tall enough, then we start to care about speed and court sense and agility and ball-handling skills and shooting touch. So, what might some of those other things be? Well, suppose that instead of measuring your IQ, I gave you a totally different kind of test. Write down as many different uses that you can think of for the following objects: a brick a blanket This is an example of what’s called a “divergence test” (as opposed to a test like the Raven’s, which asks you to sort through a list of possibilities and converge on the right answer). It requires you to use your imagination and take your mind in as many different directions as possible. With a divergence test, obviously there isn’t a single right answer. What the test giver is looking for are the number and the uniqueness of your responses. And what the test is measuring isn’t analytical intelligence but something profoundly different—something much closer to creativity. Divergence tests are every bit as challenging as convergence tests, and if you don’t believe that, I encourage you to pause and try the brick-and-blanket test right now. Here, for example, are answers to the “uses of objects” test collected by Liam Hudson from a student named Poole at a top British high school: (Brick). To use in smash-and-grab raids. To help hold a house together. To use in a game of Russian roulette if you want to keep fit at the same time (bricks at ten paces, turn and throw—no evasive action allowed). To hold the eiderdown on a bed tie a brick at each corner. As a breaker of empty Coca-Cola bottles. (Blanket). To use on a bed. As a cover for illicit sex in the woods. As a tent. To make smoke signals with. As a sail for a boat, cart or sled. As a substitute for a towel. As a target for shooting practice for short-sighted people. As a thing to catch people jumping out of burning skyscrapers.

When resistance is overcome using positional power, it is highly likely that employees are acquiescing, while their behavior is actually passive-aggressive. When management’s attention is turned to something else, they’ll quietly revert to the old ways. They had no ownership in the changes, and they haven’t internalized them. It hasn’t become “how we do things around here.” It isn’t part of their identity individually or as a group. Evolutionary change is robust, while designed and managed change is fragile. The Kanban Method is fundamentally based in the belief that wiring a modern business with the means and mechanisms for evolutionary change—to have the evolutionary DNA that is able to respond to a changing environment and changing expectations, to evolve and remain fit-for-purpose—provides the resilience and robustness that organizations need to survive and thrive. The Kanban Method provides the operational means to maintain a fit-for-purpose organization that is built for survival.

CrossFit’s ten attributes of fitness—Endurance, Stamina, Speed, Strength, Balance, Accuracy, Coordination, Agility, Flexibility, Power. And then, in continuous fashion, Courage, Confidence, Perseverance, Virtuosity, Resilience, Service, Faith.

The strength that is developed in your muscles is underpinned by the other 6 foundations of total fitness: Flexibility Mobility Stability Agility Endurance Nutrition

We hear all the time about how important it is to be physically fit. Our society has become ultra-focused on fitness and health. Our Facebook feeds are filled with seven-minute workouts. There are YouTube videos galore on seven days to rock-hard abs. The radio plays ads to lose ten pounds in ten days, but only if you call in the next ten minutes. Even the president told us to be physically fit. Remember the Presidential Physical Fitness Test in elementary school? A quick shuttle run, the dreaded flexed arm hang. It tested strength, endurance, flexibility, and agility. All different ways to prove we were physically fit. Or not. As a matter of fact, Americans now spend more on fitness than on college tuition.1 Over a lifetime, the average American spends more than $100,000 on things like gym memberships, supplements, exercise equipment, and personal training.2 Seems shocking, right? But where are the training programs for the thoughts in your head? Those thoughts that tell you that you have no choices when bad things happen. Those thoughts that try to convince you everything is out of your control in difficult situations. Where do you go if you want to be Thoughtfully Fit? Right here in this book.

A holistic approach means giving equal emphasis to each of the following 7 types of fitness: Strength Flexibility Mobility Stability Agility Endurance Nutrition These 7 foundations of total fitness can be considered a pension for your body and future function. The more you put into it, the more you get back!

The 7 foundations of total fitness are strength, mobility, flexibility, stability, agility, endurance and nutrition

Agility asks us to override our knee-jerk tendency to fire back, to get angry, and to defend ourselves. When you work your core in Agility, you Pause, Think about what you want or need in the situation, and try to identify a more thoughtful and intentional course of Action. With practice, you can have the knee-jerk reactions without the jerk!

When we think about physical fitness, agility centers on your ability to move quickly and easily. To make adjustments to what’s happening around you. To help you stay on your feet when you get thrown off balance.

Agility is about overriding defaults. For me, a good way to accomplish that is to remember what happened the last time I went on autopilot. Ask yourself: What was the outcome? Is that something I want to repeat? If the results weren’t good in the past, don’t use the same recipe! Try something different. If you tend to get frustrated and other people get defensive, see if you can be kinder. If you’re a yeller, see if you can deliver the same message with a calm demeanor and a more compassionate “inside” voice.

Agility is about handling the curveballs life pitches at us. It’s being able to respond quickly when you’re caught off guard. When you engage your core to Pause and Think, you can Act by responding thoughtfully when you’re blindsided, instead of reacting instinctually.

You have to be strong and agile to ride a bicycle in city traffic. You need excellent balance and vision. (Children and seniors, for example, have worse peripheral vision than fit adults, and more trouble judging the speed of approaching objects.17) Most of all, you must possess a high tolerance for risk.18 Even the blood of adventurous riders gets flooded with beta-endorphins – the euphoria-inducing chemical that has been found in bungee-jumpers and rollercoaster riders – not to mention a stew of cortisol and adrenaline, the stress hormones that are so useful in moments of fight and flight, but toxic if experienced over the long term. The biologist Robert Sapolsky once said that the way to understand the difference between good and bad stress is to remember that a rollercoaster ride lasts for three minutes rather than three days. A super-long roller-coaster would not only be a lot less fun but poisonous. I personally like rollercoasters, and I loved the challenge of riding in the Paris traffic. But what is thrilling to me – a slightly reckless, forty-something male – would be terrifying for my mother, or my brother or a child. So if we really care about freedom for everyone, we need to design for everyone – not just the brave. This means we have got to confront the shared-space movement, which has gradually found favour since the sharing concept known as the woonerf emerged on residential streets in the Dutch city of Delft in the 1970s. In the woonerf, walkers, cyclists and cars are all invited to mingle in the same space, as though they are sharing a living room. Street signs and marked kerbs are replaced with flowerpots and cobblestones and even trees, forcing users to pay more attention as they move. It’s a bit like the vehicular cyclist paradigm, except that in a woonerf, everyone is expected to share the road.fn8

Fit” in not one or two but ten domains: stamina, strength, flexibility, power, speed, coordination, agility, balance, accuracy, and respiratory endurance. Fit like a fireman