Ambitious Goals Quotes

It is a paradoxical but profoundly true and important principle of life that the most likely way to reach a goal is to be aiming not at that goal itself but at some more ambitious goal beyond it.

Morrigan didn’t like the sound of the Goal-Setting and Achieving Club for Highly Ambitious Youth, which met on Monday, Tuesday, Wednesday, and Thursday evenings, and all day Sunday. But she thought she could probably get on board with Introverts Utterly Anonymous, which promised no meetings or gatherings of any sort, ever.

The Trump marriage veered furthest away from my concept of the union — and surprised me most as a student of American politics. Donald and Melania seem to inhabit separate realms and to come together when necessary, when one could not move forward without the other. The presidency was one instance in which they were forced into a joint undertaking. If my choice of language sounds businesslike, that’s because that’s how I’ve come to view the Trumps. Having learned more about each partner’s history, I believe they are two highly ambitious individuals who benefit from their partnership. It’s a transaction: he gains a beautiful woman on his arm, a solid-seeming marriage, a son, and a savvy adviser. She gains wealth and international cachet.

We do not need to have an agreed set of goals before we do something ambitious!

If your goals are ambitious and crazy enough, even failure will be a pretty good achievement.

I think I screamed. She certainly did. I started to walk away, she followed. We continued to scream at each other. We were in the middle of a busy square. People stopped to look at us. A lot of people. I wonder now what they thought. That Jin-Ae was my wife? My lover? Surely not an ambitious employee haranguing her boss!

We must humble ourselves before [others] so we may learn from what others have lived. It is only when we have added their expertise to our own that we can truly excel towards our most ambitious goals and reach our fullest potential.

Saving our planet requires you to be ambitious in what you aim, and, equally, in how hard you work to reach your goal.

Most poor people do not really aspire to end poverty; they merely aspire to escape it.

Everyone lives a self-centered life...whether its trivial like what's for breakfast, or more ambitious, like achieving some lofty goal, a person is constantly on her own mind.

If you set a crazy, ambitious goal and miss it, you’ll still achieve something remarkable.

Over time I’ve learned, surprisingly, that it’s tremendously hard to get teams to be super ambitious. It turns out most people haven’t been educated in this kind of moonshot thinking. They tend to assume that things are impossible, rather than starting from real-world physics and figuring out what’s actually possible. It’s why we’ve put so much energy into hiring independent thinkers at Google, and setting big goals. Because if you hire the right people and have big enough dreams, you’ll usually get there. And even if you fail, you’ll probably learn something important. It’s also true that many companies get comfortable doing what they have always done, with a few incremental changes. This kind of incrementalism leads to irrelevance over time, especially in technology, because change tends to be revolutionary not evolutionary. So you need to force yourself to place big bets on the future.

By 1986, however, that Afghan cause entangled increasingly with the international Islamist networks whose leaders had a more ambitious goal: the toppling of corrupt and antireligious governments across the Islamic world.

The two goals of liberation and social justice are not obviously compatible, any more than were the liberty and equality advocated at the French Revolution. If liberation involves the liberation of individual potential, how do we stop the ambitious, the energetic, the intelligent, the good-looking and the strong from getting ahead, and what should we allow ourselves by way of constraining them?

For the ambitious among us, once we reach our goal we soon formulate another to pursue. This is the hedonic treadmill. We continuously raise the bar for what we want or feel we need in order to be happy - and the hedonic treadmill spins faster with ambition. In other words, the downside to being ambitious is a constant sense of dissatisfaction with our achievements.

Knowing someone is the first goal of therapy. Modulating emotionality - whether by relatedness or psychopharmacology or both - is second. Therapy's last and most ambitious aim is revising the neural code that directs an emotional life. (176)

No one "deserves" success; it is either earned with hard work or lost to the hands of fate.

My only career goal is to be an halloween icon.

Go for your goal, be ambitious. Do what you dream, unlock your wishes.

Keep a sharp eye on the game, and not the money. Money will pass away, but the game will play on.

as Larry Page says, “If you set a crazy, ambitious goal and miss it, you’ll still achieve something remarkable.

The hard-charging Silicon Valley entrepreneur has become a respected, admired icon in the modern age. Do these descriptors match the stereotype? A ball of energy. Little need for sleep. A risk taker. Doesn’t suffer fools gladly. Confident and charismatic, bordering on hubristic. Boundlessly ambitious. Driven and restless. Absolutely. They’re also the traits associated with a clinical condition called hypomania. Johns Hopkins psychologist John Gartner has done work showing that’s not a coincidence. Full-blown mania renders people unable to function in normal society. But hypomania produces a relentless, euphoric, impulsive machine that explodes toward its goals while staying connected (even if only loosely) with reality. With

Having this, we want that. Owning some, we want more. Standing here, we wish to be there. If it's impossible, we struggle to make it happen. Why are we like this? Why not be content with some, here, and now? Why is enough not enough? Because humans are ambitious creatures not meant to be idle or fruitless. We strive to learn, to grow, to achieve, to amass; therefore, we will never be content.

Our world does not reduce God by distributing his power to other deities. Rather, we reduce God by making him a figurehead. We too often portray him as standing back from a world that runs on its own. We banish him to the hidden corners of our lives while we amble through life, pursuing our own ambitious goals driven by narcissism, hedonism, and materialism and refusing to allow God to bridle our self-sufficiency.

Focus on your goals and ambitions and less on people and things that are counterproductive. A few simple disciplines practiced everyday along with the right mindset will eventually give you the results you desire.

I am ambitious. I set goals; not because I am ungrateful for what I have, but because I am happy with who I am. I enjoy the experience of rising above my perceived limitations and discovering new levels of my capabilities.

There is no avoiding pain, especially if you’re going after ambitious goals. Believe it or not, you are lucky to feel that kind of pain if you approach it correctly, because it is a signal that you need to find solutions so you can progress.

it is always best to choose a task that is slightly above you, one that might be considered ambitious on your part. This is a corollary of the Law of the Creative Dynamic—the higher the goal, the more energy you will call up from deep within. You will rise to the challenge because you have to, and will discover creative powers in yourself that you never suspected.

To call the belief in substantial human equality a superstition is to insult superstition. It might be unwarranted to believe in leprechauns, but at least the person who holds to such a belief isn’t watching them not exist, for every waking hour of the day. Human inequality, in contrast, and in all of its abundant multiplicity, is constantly on display, as people exhibit their variations in gender, ethnicity, physical attractiveness, size and shape, strength, health, agility, charm, humor, wit, industriousness, and sociability, among countless other features, traits, abilities, and aspects of their personality, some immediately and conspicuously, some only slowly, over time. To absorb even the slightest fraction of all this and to conclude, in the only way possible, that it is either nothing at all, or a ‘social construct’ and index of oppression, is sheer Gnostic delirium: a commitment beyond all evidence to the existence of a true and good world veiled by appearances. People are not equal, they do not develop equally, their goals and achievements are not equal, and nothing can make them equal. Substantial equality has no relation to reality, except as its systematic negation. Violence on a genocidal scale is required to even approximate to a practical egalitarian program, and if anything less ambitious is attempted, people get around it (some more competently than others).

Currently, the Library of Congress houses eighteen million books. American publishers add another two hundred thousand titles to this stack each year. This means that at the current publishing rate, ten million new books will be added in the next fifty years. Add together the dusty LOC volumes with the shiny new and forthcoming books, and you get a bookshelf-warping total of twenty-eight million books available for an English reader in the next fifty years! But you can read only 2,600 - because you are a wildly ambitious book devourer. ... For every one book that you choose to read, you must ignore ten thousand other books simply because you don't have the time (or money!).

■    Identify your counterpart’s negotiating style. Once you know whether they are Accommodator, Assertive, or Analyst, you’ll know the correct way to approach them.         ■    Prepare, prepare, prepare. When the pressure is on, you don’t rise to the occasion; you fall to your highest level of preparation. So design an ambitious but legitimate goal and then game out the labels, calibrated questions, and responses you’ll use to get there. That way, once you’re at the bargaining table, you won’t have to wing it.         ■    Get ready to take a punch. Kick-ass negotiators usually lead with an extreme anchor to knock you off your game. If you’re not ready, you’ll flee to your maximum without a fight. So prepare your dodging tactics to avoid getting sucked into the compromise trap.         ■    Set boundaries, and learn to take a punch or punch back, without anger. The guy across the table is not the problem; the situation is.         ■    Prepare an Ackerman plan. Before you head into the weeds of bargaining, you’ll need a plan of extreme anchor, calibrated questions, and well-defined offers. Remember: 65, 85, 95, 100 percent. Decreasing raises and ending on nonround numbers will get your counterpart to believe that he’s squeezing you for all you’re worth when you’re really getting to the number you want.

Thoughts and habits not conducive to the work: Believing you’re not good enough. Feeling you don’t have the energy it takes. Mistaking adopted rules for absolute truths. Not wanting to do the work (laziness). Not taking the work to its highest expression (settling). Having goals so ambitious that you can’t begin. Thinking you can only do your best work in certain conditions. Requiring specific tools or equipment to do the work. Abandoning a project as soon as it gets difficult. Feeling like you need permission to start or move forward. Letting a perceived need for funding, equipment, or support get in the way. Having too many ideas and not knowing where to start. Never finishing projects. Blaming circumstances or other people for interfering with your process. Romanticizing negative behaviors or addictions. Believing a certain mood or state is necessary to do your best work. Prioritizing other activities and responsibilities over your commitment to making art. Distractibility and procrastination. Impatience. Thinking anything that’s out of your control is in your way.

Today the most serious computer predators are funded by rich criminal syndicates and even nation-states, and their goals are far more ambitious. Cyberattacks were launched at digital networks in Estonia by ethnic Russian protesters in 2007 and in Georgia before Russia attacked that country in 2008; and someone, probably Israel or the United States (or both), successfully loosed a worm called Stuxnet in 2010 to sabotage computer-controlled uranium centrifuges inside Iran’s secretive nuclear program.

After some point, working harder makes achieving the goal harder or even impossible.

Action achieves ambition.

You have to be enthusiastic enough to do what is required for achieving your dreams and goals.

It's not how good you are, It's how good you want to be.

You can make yourself luckier by setting a goal, creating a plan, developing the right skills, maintaining the right attitude, and aligning your everyday choices with your goals.

But in my experience, there is always one essential ingredient: scrappy people who are willing to work backward from goals that seem impossibly ambitious at the start.] —

Timing for a dream is never right, Yet you must persevere against the tide. A tenacious mind can turn any table, Even amidst the utter absence of light.

Everyone has a dream. The ambitious make that dream a goal. The motivated build a plan. The successful execute.

Most ambitiously, some feminist epistemologists have argued that even our fundamental concepts of reason, evidence, and truth are covertly sexist. Feminist epistemology also goes beyond criticism to make suggestions about reform-how to make science better at finding out about the world (if that goal is to be retained), and also how to make science more socially responsible.

What I’m saying is this: Given that I don’t have a choice, given that death is an unavoidable and final reality, I’m finding ways, not just to accept it, but to use it to give my life meaning. The finality of death is giving my life motivation and focus. It’s driving me to accomplish things that I’d put off indefinitely without it. Death has turned me from a happy-go-lucky slacker chick with some vague creative goals but no real plans for reaching them, into an ambitious, determined woman with a clear sense of what she wants to do with her life and what she needs to do to make it happen.

You’ve probably heard about “first mover advantage”: if you’re the first entrant into a market, you can capture significant market share while competitors scramble to get started. But moving first is a tactic, not a goal. What really matters is generating cash flows in the future, so being the first mover doesn’t do you any good if someone else comes along and unseats you. It’s much better to be the last mover—that is, to make the last great development in a specific market and enjoy years or even decades of monopoly profits. The way to do that is to dominate a small niche and scale up from there, toward your ambitious long-term vision. In this one particular at least, business is like chess. Grandmaster José Raúl Capablanca put it well: to succeed, “you must study the endgame before everything else.

She’d always pictured her future self as a lone wolf traveling around the world, ensnaring romantic conquests and achieving her wildest and most ambitious goals. She didn’t think that at nineteen she would be so dependent on other people; she pictured herself as an autonomous and untouchable force that occasionally flitted back home to show off her new feathers before flying away to her life that was much more exciting than theirs.

Al Qaeda was growing, and its sanctuary in Afghanistan allowed ever more ambitious operations. Within the CIA and at interagency White House sessions the Counterterrorist Center officers spoke starkly. “Al Qaeda is training and planning in Afghanistan, and their goal is to destroy the United States,” they declared, as one official recalled it. “Unless we attack their safe haven, they are going to get continually stronger and stronger.”29

All ancient philosophers, poets, and moralists agree that love is a striving, an aspiration of the “lower” toward the “higher,” the “unformed” toward the “formed,” ... “appearance” towards “essence,” “ignorance” towards “knowledge,” a “mean between fullness and privation,” as Plato says in the Symposium. ... The universe is a great chain of dynamic spiritual entities, of forms of being ranging from the “prima materia” up to man—a chain in which the lower always strives for and is attracted by the higher, which never turns back but aspires upward in its turn. This process continues up to the deity, which itself does not love, but represents the eternally unmoving and unifying goal of all these aspirations of love. Too little attention has been given to the peculiar relation between this idea of love and the principle of the “agon,” the ambitious contest for the goal, which dominated Greek life in all its aspects—from the Gymnasium and the games to dialectics and the political life of the Greek city states. Even the objects try to surpass each other in a race for victory, in a cosmic “agon” for the deity. Here the prize that will crown the victor is extreme: it is a participation in the essence, knowledge, and abundance of “being.” Love is only the dynamic principle, immanent in the universe, which sets in motion this great “agon” of all things for the deity. Let us compare this with the Christian conception. In that conception there takes place what might be called a reversal in the movement of love. The Christian view boldly denies the Greek axiom that love is an aspiration of the lower towards the higher. On the contrary, now the criterion of love is that the nobler stoops to the vulgar, the healthy to the sick, the rich to the poor, the handsome to the ugly, the good and saintly to the bad and common, the Messiah to the sinners and publicans. The Christian is not afraid, like the ancient, that he might lose something by doing so, that he might impair his own nobility. He acts in the peculiarly pious conviction that through this “condescension,” through this self-abasement and “self-renunciation” he gains the highest good and becomes equal to God. ... There is no longer any “highest good” independent of and beyond the act and movement of love! Love itself is the highest of all goods! The summum bonum is no longer the value of a thing, but of an act, the value of love itself as love—not for its results and achievements. ... Thus the picture has shifted immensely. This is no longer a band of men and things that surpass each other in striving up to the deity. It is a band in which every member looks back toward those who are further removed from God and comes to resemble the deity by helping and serving them.

Monkeys and pedestals is a mental model that helps you quit sooner. Pedestals are the part of the problem you know you can already solve, like designing the perfect business card or logo. The hardest thing is training the monkey. When faced with a complex, ambitious goal, (a) identify the hard thing first; (b) try to solve for that as quickly as possible; and (c) beware of false progress. Building pedestals creates the illusion that you are making progress toward your goal, but doing the easy stuff is a waste of time if the hard stuff is actually impossible. Tackling the monkey first gets you to no faster, limiting the time, effort, and money you sink into a project, making it easier to walk away. When we butt up against a hard problem we can’t solve, we have a tendency to turn to pedestal-building rather than choosing to quit. Advance planning and precommitment contracts increase the chances you will quit sooner. When you enter into a course of action, create a set of kill criteria. This is a list of signals you might see in the future that would tell you it’s time to quit. Kill criteria will help inoculate you against bad decision-making when you’re “in it” by limiting the number of decisions you’ll have to make once you’re already in the gains or in the losses. In organizations, kill criteria allow people a different way to get rewarded beyond dogged and blind pursuit of a project until the bitter end.

Live with Areté: Express your highest self in every moment. If we want to be on good terms with our highest self, we need to close the gap between what we’re capable of and what we’re actually doing. This is really about being your best version in the here and now. It’s about using reason in our actions and living in harmony with deep values. This is obviously easier said than done, what supports this ambitious goal is to separate good from bad and focus on what we control.

Being in New Orleans with its long history of ambitious women of color like Julianna had shown her that she didn't need the societal stamp of a husband to achiee her goals. ... But would Cole and Lenny succeed without her being Cole's wife?

I know that where you come from, maybe someone who goes to poly or ITE is considered a failure. But who's to say that going to poly or ITE can't be another person's dream? Maybe you think that we're not ambitious enough. I don't know. But where does it say that only going to JC or university can be considered an ambition? Everyone has their own goal to work towards. And even if our goals are different, that doesn't mean that we don’t have to work hard for them, or that we don't struggle to reach them too.

And if people shoot for the starts and only hit the moon, don't treat them too harshly. Ease the pain of failure to leave room for learning. As Larry often says: If your goals are ambitious and crazy enough, even failure will be a pretty good achievement.

You are a product of your environment so your mind and goals are influenced by your environment. Association to negative and petty people yields negative thinking and petty habits. On the flip side, association to positive and ambitious people yields positive thinking and great results.

Skating along with the key details of his deal unresolved, Trump promoted it with great confidence. Here he exhibited many of the traits that social scientists would eventually ascribe to high achievers. First he set an ambitious goal. Then he focused on it relentlessly, devoting years of effort to the task and refusing to be deterred by obstacles that would have stopped someone with less confidence. Trump held a vivid image of the new hotel in his mind’s eye and refused any suggestion that his tender age, his lack of experience, or the conditions of the marketplace would prevent it from becoming real.

The evolutionary process of productive adaption and ascent—the process of seeking, obtaining, and pursuing more and more ambitious goals—does not just pertain to how individuals and society move forward. It is equally relevant when dealing with setbacks, which are inevitable. At some point in your life you will crash in a big way. You might fail at your job or with your family, lose a loved one, suffer a serious accident or illness, or discover the life you imagined is out of reach forever. There are a whole host of ways that something will get you . At such times, you will be in pain and might think that you don’t have the strength to go on. You almost always do, however; your ultimate success will depend on you realizing that fact, even though it might not seem that way at the moment. This is why many people who have endured setbacks that seems devastating at the time ended up happy as (or even happier than) they originally were after they successfully adapted to them. The quality of your life will depend on the choices you make at those painful moments. The faster one appropriately adapts, the better. No matter what you want out of life, your ability to adapt and move quickly and efficiently through the process of personal evolution will determine your success and your happiness. If you do it well, you can cahnge your psychological reaction to it so that what was painful can become something you crave.

Noble literature lasts for centuries; every ambitious writer aims for that. When a writer's words kept preserved for generation after generation, it is proof that what he or she wrote left a positive impact on humanity. If you are a writer keep that in mind, your words may last after your death, so ask yourself: Am I leaving what is worth to be read over and over again? Make this your compass.

Brystal understood what Madame Weatherberry was saying, her plan seemed too ambitious to work. The world would require a tremendous change of heart to accept magic, and she couldn't picture the world changing that much. "I'm sorry, but it feels like an unrealistic goal," she said. "I'd like to imagine a world where fairies can live openly and honestly, where they can live happily without fear or persecution, but I can't." "Every accomplishment in history started as an unrealistic goal," Madame Weatherberry said. "A prosperous future is built by the persistence of its past - and we can't let doubt hold our persistence hostage. What I'm suggesting isn't certain, and it isn't going to be easy, but we have to at least try. Even if we fail, every step we take forward will be a step our successors won't have to take.

As this example suggests, it is rarely possible—or even particularly fruitful—to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question in most cases should be, Where and how can I achieve results that will make a difference within the next year and a half ? The answer must balance several things. First, the results should be hard to achieve—they should require “stretching,” to use the current buzzword. But also, they should be within reach. To aim at results that cannot be achieved—or that can be only under the most unlikely circumstances—is not being ambitious; it is being foolish. Second, the results should be meaningful. They should make a difference. Finally, results should be visible and, if at all possible, measurable. From this will come a course of action: what to do, where and how to start, and what goals and deadlines to set. RESPONSIBILITY

By the time I got to work, I had this realization that I didn’t have any more goals.”26 For the next two months, he assiduously tended to the task of finding for himself a worthy life goal. “I looked at all the crusades people could join, to find out how I could retrain myself.” What struck him was that any effort to improve the world was complex. He thought about people who tried to fight malaria or increase food production in poor areas and discovered that led to a complex array of other issues, such as overpopulation and soil erosion. To succeed at any ambitious project, you had to assess all of the intricate ramifications of an action, weigh probabilities, share information, organize people, and more. “Then one day, it just dawned on me—BOOM—that complexity was the fundamental thing,” he recalled. “And it just went click. If in some way, you could contribute significantly to the way humans could handle complexity and urgency, that would be universally helpful.”27 Such an endeavor would address not just one of the world’s problems; it would give people the tools to take on any problem.

Many have argued with me that ambition is not the problem. Women are not less ambitious than men, they insist, but more enlightened with different and more meaningful goals. I do not dismiss or dispute this argument. There is far more to life than climbing a career ladder, including raising children, seeking personal fulfillment, contributing to society, and improving the lives of others. And there are many people who are deeply committed to their jobs but do not - and should not have to - aspire to run their organizations. Leadership roles are not the only way to have profound impact.

One of my secrets to nutritional excellence and superior health is the one pound–one pound rule. That is, try to eat at least one pound of raw vegetables a day and one pound of cooked/steamed or frozen green or nongreen nutrient-rich vegetables a day as well. One pound raw and one pound cooked—keep this goal in mind as you design and eat every meal. This may be too ambitious a goal for some of us to reach, but by working toward it, you will ensure the dietary balance and results you want. The more vegetables you eat, the more weight you will lose. The high volume of greens not only will be your secret to a thin waistline but will simultaneously protect you against life-threatening illnesses.

The only social change presented by most SF has been towards authoritarianism, the domination of ignorant masses by a powerful elite—sometimes presented as a warning, but often quite complacently. Socialism is never considered as an alternative, and democracy is quite forgotten. Military virtues are taken as ethical ones. Wealth is assumed to be a righteous goal and a personal virtue. Competitive free-enterprise capitalism is the economic destiny of the entire Galaxy. In general, American SF has assumed a permanent hierarchy of superiors and inferiors, with rich, ambitious, aggressive males at the top, then a great gap, and then at the bottom the poor, the uneducated, the faceless masses, and all the women.

In your eternal quest for experience and knowledge, you pursue a multitude of interests and you set ambitious, wide-ranging goals for yourself. You want to see the world and understand it, which is why your sign rules travel, philosophy, religion, law, and abstractions of all kinds. Sagittarius is freethinking, casual, open-minded, and optimistic. You connect easily with all kinds of people and are said to be lucky. The truth is that your spontaneous decisions and out-there gambles occasionally pay off, but what benefits you the most is your fearless attitude. Sure, troubles may come. No one is immune to that. But ultimately, buoyed by your curiosity and belief in the future, you bounce back. You look at it this way: What other choice is there?

It’s easy to throw stones at Microsoft. They’ve clearly fallen from their dominance. They’ve become mostly irrelevant. And yet I appreciate what they did and how hard it was. They were very good at the business side of things. They were never as ambitious product-wise as they should have been. Bill likes to portray himself as a man of the product, but he’s really not. He’s a businessperson. Winning business was more important than making great products. He ended up the wealthiest guy around, and if that was his goal, then he achieved it. But it’s never been my goal, and I wonder, in the end, if it was his goal. I admire him for the company he built—it’s impressive—and I enjoyed working with him. He’s bright and actually has a good sense of humor. But Microsoft never had the humanities and liberal arts in its DNA. Even when they saw the Mac, they couldn’t copy it well. They totally didn’t get it.

This evolutionary process of productive adaptation and ascent—the process of seeking, obtaining, and pursuing more and more ambitious goals—does not just pertain to how individuals and society move forward. It is equally relevant when dealing with setbacks, which are inevitable. At some point in your life you will crash in a big way. You might fail at your job or with your family, lose a loved one, suffer a serious accident or illness, or discover the life you imagined is out of reach forever. There are a whole host of ways that something will get you. At such times, you will be in pain and might think that you don’t have the strength to go on. You almost always do, however; your ultimate success will depend on you realizing that fact, even though it might not seem that way at the moment. This is why many people who have endured setbacks that seemed devastating at the time ended up as happy as (or even happier than) they originally were after they successfully adapted to them. The quality of your life will depend on the choices you make at those painful moments. The faster one appropriately adapts, the better.24 No matter what you want out of life, your ability to adapt and move quickly and efficiently through the process of personal evolution will determine your success and your happiness. If you do it well, you can change your psychological reaction to it so that what was painful can become something you crave. 1.8 Weigh second- and third-order consequences. By recognizing the higher-level consequences nature optimizes for, I’ve come to see that people who overweigh the first-order consequences of their decisions and ignore the effects of second- and subsequent-order consequences rarely reach their goals. This is because first-order consequences often have opposite desirabilities from second-order consequences, resulting in big mistakes in decision making. For example, the first-order consequences of exercise (pain and time spent) are commonly considered undesirable, while the second-order consequences (better health and more attractive appearance) are desirable. Similarly, food that tastes good is often bad for you and vice versa. Quite often the first-order consequences are

■​Prepare, prepare, prepare. When the pressure is on, you don’t rise to the occasion; you fall to your highest level of preparation. So design an ambitious but legitimate goal and then game out the labels, calibrated questions, and responses you’ll use to get there. That way, once you’re at the bargaining table, you won’t have to wing it. ■​Get ready to take a punch. Kick-ass negotiators usually lead with an extreme anchor to knock you off your game. If you’re not ready, you’ll flee to your maximum without a fight. So prepare your dodging tactics to avoid getting sucked into the compromise trap. ■​Set boundaries, and learn to take a punch or punch back, without anger. The guy across the table is not the problem; the situation is. ■​Prepare an Ackerman plan. Before you head into the weeds of bargaining, you’ll need a plan of extreme anchor, calibrated questions, and well-defined offers. Remember: 65, 85, 95, 100 percent. Decreasing raises and ending on nonround numbers will get your counterpart to believe that he’s squeezing you for all you’re worth when you’re really getting to the number you want.

Well, now, if we’d known we were going to have such…ah…gra…that is, illustrious company, we’d have-“ “Swept off the chairs?” Lucinda suggested acidly. “Shoveled off the floor?” “Lucinda!” Elizabeth whispered desperately. “They didn’t know we were coming.” “No respectable person would dwell in such a place even for a night,” she snapped, and Elizabeth watched in mingled distress and admiration as the redoubtable woman turned around and directed her attack on their unwilling host. “The responsibility for our being here is yours, whether it was a mistake or not! I shall expect you to rout your servants from their hiding places and have them bring clean linens up to us at once. I shall also expect them to have this squalor remedied by morning! It is obvious from your behavior that you are no gentleman; however, we are ladies, and we shall expect to be treated as such.” From the corner of her eye Elizabeth had been watching Ian Thornton, who was listening to all of this, his jaw rigid, a muscle beginning to twitch dangerously in the side of his neck. Lucinda, however, was either unaware of or unconcerned with his reaction, for, as she picked up her skirts and turned toward the stairs, she turned on Jake. “You may show us to our chambers. We wish to retire.” “Retire!” cried Jake, thunderstruck. “But-but what about supper?” he sputtered. “You may bring it up to us.” Elizabeth saw the blank look on Jake’s face, and she endeavored to translate, politely, what the irate woman was saying to the startled red-haired man. “What Miss Throckmorton-Jones means is that we’re rather exhausted from our trip and not very good company, sir, and so we prefer to dine in our rooms.” “You will dine,” Ian Thornton said in an awful voice that made Elizabeth freeze, “on what you cook for yourself, madam. If you want clean linens, you’ll get them yourself from the cabinet. If you want clean rooms, clean them! Am I making myself clear?” “Perfectly!” Elizabeth began furiously, but Lucinda interrupted in a voice shaking with ire: “Are you suggesting, sirrah, that we are to do the work of servants?” Ian’s experience with the ton and with Elizabeth had given him a lively contempt for ambitious, shallow, self-indulgent young women whose single goal in life was to acquire as many gowns and jewels as possible with the least amount of effort, and he aimed his attack at Elizabeth. “I am suggesting that you look after yourself for the first time in your silly, aimless life. In return for that, I am willing to give you a roof over your head and to share our food with you until I can get you to the village. If that is too overwhelming a task for you, then my original invitation still stands: There’s the door. Use it!” Elizabeth knew the man was irrational, and it wasn’t worth riling herself to reply to him, so she turned instead to Lucinda. “Lucinda,” she said with weary resignation, “do not upset yourself by trying to make Mr. Thornton understand that his mistake has inconvenienced us, not the other way around. You will only waste your time. A gentleman of breeding would be perfectly able to understand that he should be apologizing instead of ranting and raving. However, as I told you before we came here, Mr. Thornton is no gentleman. The simple fact is that he enjoys humiliating people, and he will continue trying to humiliate us for as long as we stand here.” Elizabeth cast a look of well-bred disdain over Ian and said, “Good night, Mr. Thornton.” Turning, she softened her voice a little and said, “Good evening, Mr. Wiley.

■​Identify your counterpart’s negotiating style. Once you know whether they are Accommodator, Assertive, or Analyst, you’ll know the correct way to approach them. ■​Prepare, prepare, prepare. When the pressure is on, you don’t rise to the occasion; you fall to your highest level of preparation. So design an ambitious but legitimate goal and then game out the labels, calibrated questions, and responses you’ll use to get there. That way, once you’re at the bargaining table, you won’t have to wing it. ■​Get ready to take a punch. Kick-ass negotiators usually lead with an extreme anchor to knock you off your game. If you’re not ready, you’ll flee to your maximum without a fight. So prepare your dodging tactics to avoid getting sucked into the compromise trap. ■​Set boundaries, and learn to take a punch or punch back, without anger. The guy across the table is not the problem; the situation is. ■​Prepare an Ackerman plan. Before you head into the weeds of bargaining, you’ll need a plan of extreme anchor, calibrated questions, and well-defined offers. Remember: 65, 85, 95, 100 percent. Decreasing raises and ending on nonround numbers will get your counterpart to believe that he’s squeezing you for all you’re worth when you’re really getting to the number you want. CHAPTER 10

At different times in the past, there were companies that exemplified Silicon Valley. It was Hewlett-Packard for a long time. Then, in the semiconductor era, it was Fairchild and Intel. I think that it was Apple for a while, and then that faded. And then today, I think it’s Apple and Google—and a little more so Apple. I think Apple has stood the test of time. It’s been around for a while, but it’s still at the cutting edge of what’s going on. It’s easy to throw stones at Microsoft. They’ve clearly fallen from their dominance. They’ve become mostly irrelevant. And yet I appreciate what they did and how hard it was. They were very good at the business side of things. They were never as ambitious product-wise as they should have been. Bill likes to portray himself as a man of the product, but he’s really not. He’s a businessperson. Winning business was more important than making great products. He ended up the wealthiest guy around, and if that was his goal, then he achieved it. But it’s never been my goal, and I wonder, in the end, if it was his goal. I admire him for the company he built—it’s impressive—and I enjoyed working with him. He’s bright and actually has a good sense of humor. But Microsoft never had the humanities and liberal arts in its DNA. Even when they saw the Mac, they couldn’t

This book festival...grew to attract thousands of visitors every year. Now they felt like they needed a new purpose. The festival’s continuing existence felt assured. What was it for? What could it do? How could it make itself count? The festival’s leadership reached out to me for advice on these questions. What kind of purpose could be their next great animating force? Someone had the idea that the festival’s purpose could be about stitching together the community. Books were, of course, the medium. But couldn’t an ambitious festival set itself the challenge of making the city more connected? Couldn’t it help turn strong readers into good citizens? That seemed to me a promising direction—a specific, unique, disputable lodestar for a book festival that could guide its construction...We began to brainstorm. I proposed an idea: Instead of starting each session with the books and authors themselves, why not kick things off with a two-minute exercise in which audience members can meaningfully, if briefly, connect with one another? The host could ask three city- or book-related questions, and then ask each member of the audience to turn to a stranger to discuss one of them. What brought you to this city—whether birth or circumstance? What is a book that really affected you as a child? What do you think would make us a better city? Starting a session with these questions would help the audience become aware of one another. It would also break the norm of not speaking to a stranger, and perhaps encourage this kind of behavior to continue as people left the session. And it would activate a group identity—the city’s book lovers—that, in the absence of such questions, tends to stay dormant. As soon as this idea was mentioned, someone in the group sounded a worry. “But I wouldn’t want to take away time from the authors,” the person said. There it was—the real, if unspoken, purpose rousing from its slumber and insisting on its continued primacy. Everyone liked the idea of “book festival as community glue” in theory. But at the first sign of needing to compromise on another thing in order to honor this new something, alarm bells rang. The group wasn’t ready to make the purpose of the book festival the stitching of community if it meant changing the structure of the sessions, or taking time away from something else. Their purpose, whether or not they admitted it, was the promotion of books and reading and the honoring of authors. It bothered them to make an author wait two minutes for citizens to bond. The book festival was doing what many of us do: shaping a gathering according to various unstated motivations, and making half-hearted gestures toward loftier goals.

The Belt and Road is global in nature. Its ruling principle is interdependence, a close network of common interests by which every country’s development is affected by the development path in other countries. In his Jakarta speech, Xi called it a “community of shared destiny.” The expression featured in Chinese official pronouncements since at least 2007, when it was used to describe relations between Taiwan and the Mainland. Applied to relations outside China’s borders, it was a reformulation—a modern version—of the traditional concept of Tianxia (天下), which scholars such as Zhao Tingyang had been popularizing with extraordinary success. Zhao argued that the most important fact about the world today is that it has not become a zone of political unity, but remains a Hobbesian stage of chaos, conflict, noncooperation and anarchy.16 Looking for a way to frame new political concepts distinct from Western ideas of world order, the Chinese authorities quickly appropriated Tianxia—a notion that originated about three thousand years ago—and made it the cornerstone of their most ambitious geopolitical initiative. The idea of a community of shared destiny and the Belt and Road develop the two sides of every human action. Both have their own emphasis: the former belongs to the idea, the concept or type, the latter is aimed at practice. Together they form the “dialectical unity of theory and practice, goals and paths, value rationality and instrumental rationality.”17

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

I counted my years and discovered that I have fewer years left to live compared to the time I have lived until now. I feel like a boy who won a package of treats. The first he eats with pleasure, but when he realizes that there are a few left, he then starts to contemplate upon them. I no longer have time for endless meetings that achieve nothing as statuses, rules, procedures and regulations are discussed. Neither do I have time to give encouragement to absurd people who, despite their age, have not grown up. I don't have time to deal with mediocrity. I don't want to be in meetings where egos parade. I won't tolerate manipulators and opportunists. I am bothered by envious people, seeking to discredit the able ones, to usurp their places, talents and accomplishments. I hate to witness the ill effects, generated by the struggle for a better job, among ambitious people. I detest people who do not argue about content but titles. My time is too precious to discuss titles. I want the essence, my soul is in a hurry. Not many treats are left in the packet. I want to live among human people, very human. People, who can laugh at their mistakes. Who do not become full of themselves because of their triumphs. Who do not consider themselves elite, before they have really become one. Who do not run away from their responsibilities. Who defend human dignity. Who do not want anything else but to walk along with truth, righteousness, honesty and integrity. The essential thing is what makes life worthwhile. I want to surround myself with people who can touch the hearts of others. People who despite the hard knockouts of life, grew up with a soft touch in their soul. Yes, I am in a hurry. So that I can live with the intensity, which only maturity can give me. I intend not to waste any of the treats I have left. I am sure they will be more exquisite compared to the ones I have eaten so far. My goal is to reach the end satisfied and at peace with my loved ones and my conscience. I hope yours is the same, because the end will come anyway...

Lacking valid reasons to justify himself and sufficient strength to defend himself, easily crushing an individual, but himself crushed by gangs of bandits, alone against everyone and, because of mutual jealousies, unable to join with his equals against an enemy united by a common hope of pillage, the rich man, hard pressed by necessity, eventually conceived the most cleverly designed project which has ever entered the human mind. That was to use to his advantage the very forces of those who were attacking him, to turn his enemies into his defenders, to inspire them with other maxims, and to give them other institutions which were as beneficial to him as natural right was against him. With this in mind, after showing his neighbours the horror of a situation which armed them all against the others, which made their possessions as onerous as their needs, and in which no one found his security either in poverty or in wealth, he easily came up with specious reasons to lead them to his goal. "Let us unite," he said to them, "to protect the weak from oppression, to restrain the ambitious, and to assure to each man the possession of what belongs to him. Let us set up rules of justice and peace to which everyone is obliged to conform, which do not exempt any one, and which in some way make up for the whims of fortune, by subjecting the powerful and the weak equally to mutual obligations. In a word, instead of turning our forces against ourselves, let us collect them into one supreme power which governs us according to wise laws and which protects and defends all the members of the association, repels common enemies, and keeps us in an eternal harmony." He required much less than the equivalent of this speech to convince crude and easily seduced men, who, in addition, had too many things to disentangle among themselves to be able to go without arbitrators and too much avarice and ambition to be able to do without masters for any length of time. They all rushed headlong into their chains, believing they were guaranteeing their liberty.

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.

45. No Plan Survives First Contact With The Enemy No matter how well you have prepared for something in advance - whether it’s an expedition, an exam, a marriage or a race - when you find yourself in the thick of the action, however good your plan, things happen. Adventure is unpredictable, and you had better learn to be flexible and to swing with the punches, or you will get beaten - it’s as simple as that. Mike Tyson famously once said: ‘Everyone has a plan…until they get punched in the face!’ If the adventure is an exciting one, you can bet your bottom dollar you will get hit by the occasional punch in the face. So prepare for the unexpected, and remember that forewarned is forearmed. Knowing that things will and do go wrong in the heat of battle is actually half the battle. It means that when it happens you are ready for it - you can react fast, stay nimble and you can survive the barrage. We used to say in the military that when things took a turn for the worse you have to ‘improvise, adapt and overcome.’ IAO. It is a good one to remember. It gives us a road map to deal with the unexpected. Being caught out, being caught off guard often makes people freeze - it is a human reaction to shock. But freezing can cost you the edge. So learn to anticipate the unexpected, and when it happens, smile to yourself and treat it as a solid marker that you are doing something right on your road to success. If nothing ever goes wrong then you haven’t been ambitious enough! I also like to say that the real adventure begins in earnest when things go a little bit wrong. It is only then that you get to pit yourself against the worst the wild has to throw at you. When all is going to plan, with all the kit working perfectly and the weather benign, then it isn’t really a test of character. It is easy to be the hero when all is going your way. But when it all goes wrong and life feels like a battle, it is then that we can see what sort of people we have around us. It is only through the hardships that our character becomes forged. Without struggle there can be no growth - physically or emotionally. So embrace the unexpected, feed off it, train yourself to be a master of the curve ball, and you will have built yourself another solid ‘character’ rung on the ladder to success.

The best advice came from the legendary actor the late Sir John Mills, who I sat next to backstage at a lecture we were doing together. He told me he considered the key to public speaking to be this: “Be sincere, be brief, be seated.” Inspired words. And it changed the way I spoke publicly from then on. Keep it short. Keep it from the heart. Men tend to think that they have to be funny, witty, or incisive onstage. You don’t. You just have to be honest. If you can be intimate and give the inside story--emotions, doubts, struggles, fears, the lot--then people will respond. I went on to give thanks all around the world to some of the biggest corporations in business--and I always tried to live by that. Make it personal, and people will stand beside you. As I started to do bigger and bigger events for companies, I wrongly assumed that I should, in turn, start to look much smarter and speak more “corporately.” I was dead wrong--and I learned that fast. When we pretend, people get bored. But stay yourself, talk intimately, and keep the message simple, and it doesn’t matter what the hell you wear. It does, though, take courage, in front of five thousand people, to open yourself up and say you really struggle with self-doubt. Especially when you are meant to be there as a motivational speaker. But if you keep it real, then you give people something real to take away. “If he can, then so can I” is always going to be a powerful message. For kids, for businessmen--and for aspiring adventurers. I really am pretty average. I promise you. Ask Shara…ask Hugo. I am ordinary, but I am determined. I did, though--as the corporation started to pay me more--begin to doubt whether I was really worth the money. It all seemed kind of weird to me. I mean, was my talk a hundred times better now than the one I gave in the Drakensberg Mountains? No. But on the other hand, if you can help people feel stronger and more capable because of what you tell them, then it becomes worthwhile for companies in ways that are impossible to quantify. If that wasn’t true, then I wouldn’t get asked to speak so often, still to this day. And the story of Everest--a mountain, like life, and like business--is always going to work as a metaphor. You have got to work together, work hard, and go the extra mile. Look after each other, be ambitious, and take calculated, well-timed risks. Give your heart to the goal, and it will repay you. Now, are we talking business or climbing? That’s what I mean.

another showed him back in Berlin, reviewing a throng of grateful Germans from the balcony of the German chancery. He had led Germany to military glory against all odds. The Third Reich built by his Nazis seemed invincible. Yet the restless erstwhile artist and miracle-working warlord was not finished. In fact, the most ambitious act of Nazi world building was yet to come. In Mein Kampf Hitler had made it abundantly clear that the long-term plan of National Socialism was the elimination of the Jews and the enslavement of the Slavs. Both goals were contingent on the conquest of the Soviet Union. Since a large percentage of European Jewry lived within her borders and those of Poland, a war in the east was necessary. Poland had now fallen, and German military forces were already sweeping through the country rounding up its Jewish citizenry. But the Soviet Union—the heart of “Jewish-Bolshevism”—remained untouched. To overcome the Aryans’ greatest racial enemy and subdue the Slavs, a full-scale invasion was necessary. As 1941 opened, then, Hitler prepared for what came to be known as Operation Barbarossa. Bringing Nazi ideology to fulfillment, it proved to be the greatest invasion in history. Hitler before the Eiffel Tower Hitler’s plans for the invasion of Russia were laid out in a series of meetings and reports during the spring. They were defined by a combination of utopian vision and nihilistic contempt. Gathering his generals before him on March 30, the leader declared that the coming struggle was not merely one of army against army but of culture against culture. It would be a “clash of two ideologies,” he explained. The Communists and Nazis had erected their states on the ruins of Christendom. Both Christianity, with its principle of charity, and humanism, with its celebration of autonomous individual dignity, were bankrupt. Wars in the past, he observed, had accommodated such values. But mercy and chivalry were now dead. Between opposing armies, he declared “we must forget the notion” of sympathy.150 The coming conflict will be “a war of annihilation.”151 Hitler’s generals got the message. One, Erich Hoepner (d. 1944), subsequently declared to his men with a combination of Darwinian objectivity and Nietzschean ruthlessness: The war against Russia is an essential phase in the German nation’s struggle for existence. It is the ancient struggle of the Germanic peoples against Slavdom, the defense of European culture against the Muscovite-Asiatic tide, the repulse of Jewish Bolshevism. That struggle must have as its aim the shattering of present-day Russia and therefore be waged with unprecedented hardness.

If you choose to push through this often painful process of personal evolution, you will naturally “ascend” to higher and higher levels. As you climb above the blizzard of things that surrounds you, you will realize that they seem bigger than they really are when you are seeing them up close; that most things in life are just “another one of those.” The higher you ascend, the more effective you become at working with reality to shape outcomes toward your goals. What once seemed impossibly complex becomes simple. a. Go to the pain rather than avoid it. If you don’t let up on yourself and instead become comfortable always operating with some level of pain, you will evolve at a faster pace. That’s just the way it is. Every time you confront something painful, you are at a potentially important juncture in your life—you have the opportunity to choose healthy and painful truth or unhealthy but comfortable delusion. The irony is that if you choose the healthy route, the pain will soon turn into pleasure. The pain is the signal! Like switching from not exercising to exercising, developing the habit of embracing the pain and learning from it will “get you to the other side.” By “getting to the other side,” I mean that you will become hooked on: • Identifying, accepting, and learning how to deal with your weaknesses, • Preferring that the people around you be honest with you rather than keep their negative thoughts about you to themselves, and • Being yourself rather than having to pretend to be strong where you are weak. b. Embrace tough love. In my own life, what I want to give to people, most importantly to people I love, is the power to deal with reality to get what they want. In pursuit of my goal to give them strength, I will often deny them what they “want” because that will give them the opportunity to struggle so that they can develop the strength to get what they want on their own. This can be difficult for people emotionally, even if they understand intellectually that having difficulties is the exercise they need to grow strong and that just giving them what they want will weaken them and ultimately lead to them needing more help.23 Of course most people would prefer not to have weaknesses. Our upbringings and our experiences in the world have conditioned us to be embarrassed by our weaknesses and hide them. But people are happiest when they can be themselves. If you can be open with your weaknesses it will make you freer and will help you deal with them better. I urge you to not be embarrassed about your problems, recognizing that everyone has them. Bringing them to the surface will help you break your bad habits and develop good ones, and you will acquire real strengths and justifiable optimism. This evolutionary process of productive adaptation and ascent—the process of seeking, obtaining, and pursuing more and more ambitious

The Scandinavian model followed a more selective but also more ambitious program: its goal, as articulated by the influential Swedish sociologist Gunnar Myrdal, was to institutionalize the state’s responsibility to “protect people against themselves.”11 Neither Americans nor British had any such ambitions.

There’s a wonderful story of two people standing before God. God asks them about their goals in life. One person states, “I’d like to be a saint.” God responds, “That’s very nice.” When the other person says, “I’m just trying to be a good human being,” God replies, “You are very ambitious.

Several of them have moved up to the highest ranks of the organization, thanks to a strong track record of proving to their bosses, day in and day out, that they have what it takes to help the company succeed. They are passionately curious about the entire organization and how it can beat the competition. They have shown repeatedly that they can tackle tough assignments. They have built teams of complementary staff and rallied them around ambitious goals. They have distilled complex strategy decisions down to just a few priorities, helping align their employees around just a handful of focused goals. And they have pushed and prodded their bosses to shake up the organization, taking bold steps even when there was no burning need to do so. These are the people you find at the top of organizations. They embody these qualities and, as leaders, help develop them in others.

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

She had none of the attributes of the ambitious. When she suffered, her pain was clearly visible, and when she was happy, the happiness she felt was contagious. She was incapable of setting herself a goal and striving steadily toward it. At least, no goal was appealing or desirable enough for her to pursue it unreservedly. Used in a personal sense, the phrase “achieve an end” seemed to her a small-minded snare.

We as ambitious human beings can maintain self respect by influencing ourselves to behave as civil human beings and focus on our long term goals by not allowing others to take advantage of our lives.

The big tech companies—the Europeans have charmingly, and correctly, lumped them together as GAFA (Google, Apple, Facebook, Amazon)—are shredding the principles that protect individuality. Their devices and sites have collapsed privacy; they disrespect the value of authorship, with their hostility to intellectual property. In the realm of economics, they justify monopoly with their well-articulated belief that competition undermines our pursuit of the common good and ambitious goals.

If you aren’t getting rejected on a daily basis, your goals aren’t ambitious enough.

Half the ideas in this book are probably wrong. The history of human science is not encouraging. Galton's eugenics, Freud's unconscious, Durkheim's sociology, Mead's culture-driven anthropology, Skinner’s behaviorism, Piaget's early learning, and Wilson’s sociobiology all appear in retrospect to be riddled with errors and false perspectives. No doubt the Red Queen's approach is just another chapter in this marred tale. No doubt its politicization and the vested interests ranged against it will do as much damage as was done to previous attempts to understand human nature. The Western cultural revolution that calls itself political correctness will no doubt stifle inquiries it does not like, such as those into the mental differences between men and women. I sometimes feel that we are fated never to understand ourselves because part of our nature is to turn every inquiry into an expression of our own nature: ambitious, illogical, manipulative, and religious. "Never literary attempt was more unfortunate than my Treatise of Human Nature. It fell dead-born from the Press," said David Hume. But then I remember how much progress we have made since Hume and how much nearer to the goal of a complete understanding of human nature we are than ever before. We will never quite reach that goal, and it would perhaps be better if we never did. But as long as we can keep asking why, we have a noble purpose.

Life is too short for fearmongering and becoming ensnarled in lengthy periods of depression. We must use our time judiciously and never waver in our scared quest striving to achieve what one seeks. A person whom encounters no difficulties along the way, or only finds relatively minor troubles, probably does not want much out of life. When times are too tame, it is probable that we allowed a certain pall of inertia to set in. One cannot sail on a meek wind. When life is too tranquil, we should be suspicious of our charted designation. When life is too calm, it is possible that we will shortly run aground. When we experience no resistance in our path, we probably did not depart on a worthwhile journey in the first place. One must act diligently to scout out a meaningful destination. I must rest when tired, but I can never become complacent and snooze through life. I can never surrender what I seek. Striving means a willingness to make mistakes in good faith and to continue to go on undeterred by past mistakes. Any motivated person is bound to make mistakes pursing challenging goals and occasionally fall short of his or her intended short-term or midrange mark. In order to achieve worthy long-term goals, person must exhibit mental flexibility and adapt to every obstacle blocking their path.

Never give up on your dreams, because you never know which is destined to manifest.

Psychological safety enables candor and openness and, as such, thrives in an environment of mutual respect. It means that people believe they can – and must – be forthcoming at work. In fact, psychological safety is conducive to setting ambitious goals and working toward them together. Psychological safety sets the stage for a more honest, more challenging, more collaborative, and thus also more effective work environment.

When we apply motivated reasoning to assessments about ourselves, we produce that positive picture of a world in which we are all above average. If we’re better at grammar than arithmetic, we give linguistic knowledge more weight in our view of what is important, whereas if we are good at adding but bad at grammar, we think language skills just aren’t that crucial. If we are ambitious, determined, and persistent, we believe that goal-oriented people make the most effective leaders; if we see ourselves as approachable, friendly, and extroverted, we feel that the best leaders are people-oriented. We even recruit our memories to brighten our picture of ourselves.

It’s your job to keep your window clean. Sure, I can give you a little encouragement. And other people can encourage you, too. But in the end, nobody else can do it for you. You see, you always have a choice. You can leave the filth on your window and look at life through a smeared glass. But there are consequences to that approach—and they’re not very pretty. You’ll go through life negative and frustrated. You’ll be unhappy. You’ll achieve only a fraction of what you’re capable of achieving. There’s a better way. When you choose to take out your squeegee and clean your window, life will be brighter and sunnier. You’ll be healthier and happier. You’ll set some ambitious goals

they bought a retail company, Lojas Americanas, and a beer company, Brahma. Their thesis proved correct: If they had the right people with the right cultural DNA, they could deploy those right people into acquired businesses and win big. Lemann and his partners focused on building a “People Machine” to hire and train an ever-larger pool of aggressive, ambitious, young leaders for eventual deployment. Their ultimate “strategy” was to find passionate, driven young people; put them in an intense meritocratic culture; challenge them with audacious goals; and give them a stake in the outcome—what they summarized as Dream-People-Culture.

you might call a Red person bold, ambitious, driven, but also potentially hot-tempered, rash, or dominant. You quickly notice a Red person because he doesn’t make the slightest effort to conceal who he is. A Red person is a dynamic and driven individual. He has goals in life that others may find difficult to even imagine. Since his goals are so highly ambitious, achieving them seems to be impossible. Reds strive forward, always pushing themselves harder, and they almost never give up. Their belief in their own ability is unsurpassed.

Handle What You can handle and leave for God What You cant handle

Underestimating the other side's BATNA and establishing a goal that is overly ambitious is not a problem. This will lead you to make an offer that may be too aggressive, but you can adjust in the negotiation when you recognize that your originally established goal is not attainable. Remember, you do not walk away if you are not achieving your goal. But if you overestimate the strength of the other party's BATNA, then you will set too low a goal and make an offer that is not aggressive enough.

You are somewhere you don't want to be, with people who make you feel uncomfortable, who you think do not like you; you certainly dislike some of them. They are ambitious and confident, with their own agendas and their own scores to settle. Pause for a moment. Take a deep breath. Remember why you are here and what you want to achieve. Remember what your goals are. In order to achieve these, you have to spend time with people, but it doesn't mean you have to like them, be liked by them or even attempt to be like them. Imagine your cat is sitting on your lap and you are stroking his ears. Just wait for your moment, take another deep breath and say the minimum you need to say to make your point. Then shut up.

There are two Great Forces of human nature: Self Interest and Caring for Others, and people are most successful when they are driven by a Hybrid Engine of the two.’ If Takers are selfish, and Failed Givers are selfless: Successful Givers are ‘otherish’ - They care about benefitting others, but they also have ambitious goals for advancing their own interests.

If I’m working to ascend anything—a steep piece of trail, my own personal or spiritual growth, or an ambitious goal—I’ve learned not to keep looking up. It would only remind me what a daunting task I have in front of me. It would only help me be daunted. I found a way that works much better for me. Here’s what I learned to do, and it helped. A lot. I focused on the step I was taking. The current one. The now step. I did that over and over. And over. And over. And over. Until I’d taken many more steps than I thought I had in me. Then I turned around and looked back down the trail. Wow, I thought. Wow! I’ve come a long way.