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.

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

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.

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.

A fit athlete, as Glassman put it, is competent in all general physical skills, meaning that he or she not only has stamina, but is also strong, fast, agile, coordinated, and flexible. With this base, you can add in sport-specific training for anything from running a marathon to fighting in the cage.

Finding a job that is a good fit is as much about you selecting the right company as it is about them selecting the right candidate.

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

The kingdom of Bosnia forms a division of the Ottoman empire, and is a key to the countries of Roumeli (or Romeli). Although its length and breadth be of unequal dimensions, yet it is not improper to say it is equal in climate to Misr and Sham (Egypt and Syria). Each one of its lofty mountains, exalted to Ayuk, (a bright red star that * The peace of Belgrade was signed on the first of September, 1739. By this peace the treaty of Passarowitz was nullified, and the rivers Danube, Save, and Una re-established, as the boundaries of the two empires. See note to page 1. always follows the Hyades,) is an eye-sore to a foe. By reason of this country's vicinity to the infidel nations, such as the deceitful Germans, Hungarians, Serbs (Sclavonians), the tribes of Croats, and the Venetians, strong and powerful, and furnished with abundance of cannon, muskets, and other weapons of destruction, it has had to carry on fierce war from time to time with one or other, or more, of these deceitful enemies—enemies accustomed to mischief, inured to deeds of violence, resembling wild mountaineers in asperity, and inflamed with the rage of seeking opportunities of putting their machinations into practice; but the inhabitants of Bosnia know this. The greater part of her peasants are strong, courageous, ardent, lion-hearted, professionally fond of war, and revengeful: if the enemy but only show himself in any quarter, they, never seeking any pretext for declining, hasten to the aid of each other. Though in general they are harmless, yet in conflict with an enemy they are particularly vehement and obstinate; in battle they are strong-hearted ; to high commands they are obedient, and submissive as sheep; they are free from injustice and wickedness; they commit no villany, and are never guilty of high-way robbery; and they are ready to sacrifice their lives in behalf of their religion and the emperor. This is an honour which the people of Bosnia have received as an inheritance from their forefathers, and which every parent bequeaths to his son at his death. By far the greater number of the inhabitants, but especially the warlike chiefs, capudans, and veterans of the borders, in order to mount and dismount without inconvenience, and to walk with greater freedom and agility, wear short and closely fitted garments: they wear the fur of the wolf and leopard about their shoulders, and eagles' wings in their caps, which are made of wolf-skins. The ornaments of their horses are wolf and bearskins: their weapons of defence are the sword, the javelin, the axe, the spear, pistols, and muskets : their cavalry are swift, and their foot nimble and quick. Thus dressed and accoutred they present a formidable appearance, and never fail to inspire their enemies with a dread of their valour and heroism. So much for the events which have taken place within so short a space of time.* It is not in our power to write and describe every thing connected with the war, or which came to pass during that eventful period. Let this suffice. * It will be seen by the dates given in page 1, that the war lasted about two years and five months. Prepared and printed from the rare and valuable collection of Omer EfFendi of Novi, a native of Bosnia, by Ibrahim.* * This Ibrahim was called Basmajee^ the printer. He is mentioned in history as a renegado, and to have been associated with the son of Mehemet Effendi, the negotiator of the peace of Paasarowitz, and who was, in 1721, deputed on a special em-, bassy to Louis XV. Seyd Effendi, who introduced the art of printing into Turkey. Ibrahim, under the auspices of the government, and by the munificence of Seyd Effendi aiding his labours^ succeeded in sending from the newly instituted presses several works, besides the Account of the War in Bosnia.

An individual’s agility is a fundamental digital capability block through which she or he can build more advanced professional capabilities and better fit in the digital dynamic we live in.

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 birds’ 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.

An Obliger boss explained "Obliger fits perfectly with my organization's mission-driven and team-centered culture.

I may not be good at climbing, may lack the upper-body and leg strength required to make me a good cyclist or an ironman competitor, may have spent my schooldays getting an 'acceptable' for my level of fitness and a 'cause for concern' for my attitude towards exercise, but, despite all my athletic shortfalls, what I lack in agility I more than make up for in bloody-minded stubbornness and unfailing blind optimism.

The deal [between product owners and] engineering goes like this: Product management takes 20% of the team’s capacity right off the top and gives this to engineering to spend as they see fit. They might use it to rewrite, re-architect, or re-factor problematic parts of the code base...whatever they believe is necessary to avoid ever having to come to the team and say, ‘we need to stop and rewrite [all our code].’ If you’re in really bad shape today, you might need to make this 30% or even more of the resources. However, I get nervous when I find teams that think they can get away with much less than 20%.

The deal [between product owners and] engineering goes like this: Product management takes 20% of the team’s capacity right off the top and gives this to engineering to spend as they see fit. They might use it to rewrite, re-architect, or re-factor problematic parts of the code base...whatever they believe is necessary to avoid ever having to come to the team and say, ‘we need to stop and rewrite [all our code].’ If you’re in really bad shape today, you might need to make this 30% or even more of the resources. However, I get nervous when I find teams

and plays on your vulnerabilities — you are not smart or strong or tall enough. Does it claim to be rich in a nutrient or have extra doses of a nutrient? Iron, fibre, protein, vitamin D? Textbook nutritionism (read previous chapter or ask your parents about it once they have read it). Is it giving you a free toy for buying the product or a chance to win an iPhone or an all-expenses paid foreign trip? Illegal in a lot of countries where governments are active in protecting children from the cheap and unethical marketing practices of food companies. Does your favourite movie star or cricketer endorse the product? Truth be told, you are only engaged as a brand ambassador of junk food when you have a fit and agile body. Essentially, it means that you have had the mental and physical discipline to stay away from the very food that you are endorsing. And to tell you a secret, the celebs won’t even consume it on the day of the shoot; they

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.

If you think of life as a game of dodgeball, Agility is about learning to stay light on your feet and think about what you want to do with all those balls flying at you. In the short term, it can feel easier to duck and avoid them or be more satisfying to throw a ball back even harder, but sometimes the right choice is to call for a time out.

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.

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

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

Choose activities that support the goal of the retrospective. If there’s no way to discuss the activity that makes a connection between the activity and the work, omit it. We’re not against games and simulations—in fact we use them often—when they serve a purpose and move the retrospective forward. Icebreakers, energizers, and games that don’t relate to the work don’t fit in retrospectives. There’s only so much time, so don’t waste it with activities that are “just for fun.” Have fun, but have a purpose.

People need to be challenged to reach their potential. They need work that inspires them to do and become better. Jim Rohn, entrepreneur and author said, "The ultimate reason for setting goals is to entice you to become the person it takes to achieve them." In other words, the result is only part of the reward.

Organizations need systematic approaches to creating alignment and managing achievement. Leaders within organizations own these responsibilities. Alan Branche, the author of a book called Implementation, said, "Strategy execution is the responsibility that makes or breaks executives" We look to our leaders to lead us to a better station in life first and foremost. There is an unwritten contract to followership. We trust our leaders to call their shot and make it.

We look to our leaders to lead us to a better station in life first and foremost. There is an unwritten contract of followership. We trust our leaders to call their shot and make it.

As existing companies struggle to find ways to cope with unprecedented change, leaders must learn to proactively self-disrupt in a controlled fashion before they are disrupted against their will

Agile Strategy Execution decentralizes knowledge and control so everyone can make the best choices for improvement within their domain in the context of what is most important for the business to improve.

Agile brought the power of iteration to the forefront. It sought to recover what the Lean and Six Sigma world somehow lost. Instead of building a massive plan that is rife with assumptions that will hopefully lead you to your destination, just set a relatively short-term goal and iterate your way there.

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.

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.

Many companies approach management and improvement from a standpoint that being wrong is unacceptable, therefore incentivizing a bias for favorable results from each activity or else consequences shall be dealt to the one who attempted change.

To pass the time they invented a number of games including Knattleik, a ball game similar to hockey, which attracted both large crowds and frequent injuries. Several less violent board games did exist, but the Vikings primarily valued physical fitness.8 Their most popular activities were usually tests of strength – wrestling, sword fighting, and trying to dunk each other; endurance – climbing fjords, skiing, skating and distance swimming; or agility – throwing spears with both hands at the same time, or leaping from oar to oar outside the railing of a ship while it was being rowed.

ACSM recommends to engage in…      •  moderate-intensity cardiorespiratory exercise training for 30 minutes or more per day on 5 or more days per week, or      •  vigorous-intensity cardiorespiratory exercise training for 20 minutes or more per day on 3 or more days per week, or      •  a combination of moderate- and vigorous-intensity exercise to accumulate a total energy expenditure of 500–1000 or more MET minutes per week; and additionally      •  resistance exercises for each of the major muscle groups a minimum of 2 days per week and      •  neuromotor exercise (functional fitness training) involving balance, agility, and coordination for each of the major muscle-tendon groups (a total of 60 seconds per exercise) a minimum of 2 days per week.

This is the reality of operating complex systems; no single person can see the whole system and understand how all the pieces fit together.

The practices and artifacts of Scrum –backlogs, sprints, stand ups, increments, burn charts –reflect an understanding of the need to strike a balance between planning and improvisation, and the value of engaging the entire team in both. As we’ll see later, Agile and Lean ideas can be useful beyond their original ecosystems, but translation must be done mindfully. The history of planning from Taylor to Agile reflects a shift in the zeitgeist –the spirit of the age –from manufacturing to software that affects all aspects of work and life. In business strategy, attention has shifted from formal strategic planning to more collaborative, agile methods. In part, this is due to the clear weakness of static plans as noted by Henry Mintzberg. Plans by their very nature are designed to promote inflexibility. They are meant to establish clear direction, to impose stability on an organization… planning is built around the categories that already exist in the organization.[ 43] But the resistance to plans is also fueled by fashion. In many organizations, the aversion to anything old is palpable. Project managers have burned their Gantt charts. Everything happens emergently in Trello and Slack. And this is not all good. As the pendulum swings out of control, chaos inevitably strikes. In organizations of all shapes and sizes, the failure to fit process to context hurts people and bottom lines. It’s time to realize we can’t not plan, and there is no one best way. Defining and embracing a process is planning, and it’s vital to find your fit. That’s why I believe in planning by design. As a professional practice, design exists across contexts. People design all sorts of objects, systems, services, and experiences. While each type of design has unique tools and methods, the creative process is inspired by commonalities. Designers make ideas tangible so we can see what we think. And as Steve Jobs noted, “It’s not just what it looks like and feels like.