Another Achievement Unlocked Quotes

1. Resolve today to “switch on” your success mechanism and unlock your goal-achieving mechanism by deciding exactly what you really want in life. 2. Make a list of ten goals that you want to achieve in the foreseeable future. Write them down in the present tense, as if you have already achieved them. 3. Select the one goal that could have the greatest positive impact on your life if you were to achieve it, and write it down at the top of another piece of paper. 4. Make a list of everything you could do to achieve this goal, organize it by sequence and priority, and then take action on it immediately. 5. Practice mindstorming by writing out twenty ideas that could help you achieve your most important goal, and then take action on at least one of those ideas.

Humans—especially women—have an extraordinary capacity to ignore this voice. We live in a culture that values “self-control,” “grit,” and persistence. Many of us are taught to see a shift in goals as “weakness” and “failure,” where another culture would see courage, strength, and openness to new possibilities. We have been taught that letting go of a goal is the same as failing. We share stories of people overcoming the odds to achieve remarkable things in the face of great resistance, which is inspiring. But these stories too often imply that we are the controllers of our destinies—as if we control the amount of nuts and seeds in a particular patch of forest. If we “fail” to achieve a goal, it’s because there is something wrong with us. We didn’t fight hard enough. We didn’t “believe.

Jesus was an inner anarchist. His central message was that another world was waiting to be born. The people confused this message with the notion that Jesus was somehow going to physically displace the ruling regime of the day and achieve political freedom. Jesus did not advocate the expulsion of religious or worldly leaders by the sword. Instead, he told people to find liberation inside themselves and then unlock the prison cells for everyone else to break free. 

Conflict resolution. The team discovers the principles and process of managing conflict in a healthy, productive manner. In organizational settings, we tend to live on one of two ends of a continuum. We either have mismanaged agreement (conflict avoidance), or we tear the relational fabric between people to shreds. Conflict is the door to creativity, consensus, and commitment. If the team doesn't learn how to talk straight and be tough on issues without blowing one another out of the water, they will probably never experience the creative synergy needed to achieve exceptional results.

Freed from incessant worry about securing the bare essentials to live, the majority of us in the Western world are able to focus on tending to our higher needs—on pursuing happiness, on thriving. And one group has benefited from this shift more than all the rest—millennials, the largest, most diverse generation ever. Millennials, those Americans born between 1980 and the early 2000s, spent their youth in relatively comfortable surroundings. They watched as their parents—the Baby Boomers and Gen Xers—obeyed the rules of the industrial complex, getting steady corporate jobs and saving for retirement. Their parents achieved modern society’s definition of success: material wealth. But millennials could see that, rather than bringing fulfillment, this path often ended with their parents unhappy, divorced, stressed-out, or on antidepressants. In response to this, millennials went in another direction. Well-educated and communicative, they learned from their parents’ experiences and adjusted their needs hierarchy to put meaning ahead of money. Millennials want lives marked by creativity, spiritual satisfaction, expanded knowledge, societal contribution, and multilayered experiences. Sound familiar? We’re in Maslow territory—millennials are seeking to live self-actualized lives and enjoy peak experiences, a generational change that has had extensive repercussions.

When you complete a major quest and return home, do take a few moments to celebrate with friends and family, or simply celebrate alone with your thoughts. If there’s a chance to capture a memento or stick your achievement on the wall, go for it. You’ve earned it, and you should be proud of your accomplishments. However, after a little while it’s time to grab the sword, don your cape once again, and set out on another adventure. If your life is a movie, then you just got green-lit for a sequel with an even bigger budget.

If you’ve ever played Destiny, Diablo, or EverQuest, or even games like Call of Duty, you know leveling systems are beyond addicting. You’ll play a game far after it’s stopped being fun simply because there’s the possibility of an increased level, a new achievement, or additional item. That’s why you’ll spend five hours killing rats just to get to the next level, as you’ll then unlock a new sword or spell that gives you a chance to gain . . . yup, another level. These leveling systems are designed specifically with human behavioral psychology in mind. As I told you earlier in the book, our brains love progress, and we love to be rewarded when we make progress. It’s the same psychology behind why we feel good when somebody likes the photos we post to Facebook: we take an action, and we are rewarded for it. What’s going on here? When these activities take place, our brains release dopamine, which makes us feel better and more accomplished. And then we chase that feeling. In fact, our brains can actually create new pathways with each repeated cue and reward. Once we understand this process, it becomes our responsibility to use it for good rather than for evil. Although I don’t play games like EverQuest very often anymore due to the time commitment they require and to my own admitted addiction to these types of games, I am still addicted to progress and leveling up. I just do it in real life now.

Vasana is determinism that feels like free will. I’m reminded of my friend Jean, whom I’ve known for almost twenty years. Jean considers himself very spiritual and went so far in the early nineties as to walk way from his job with a newspaper in Denver to live in an ashram in western Massachusetts. But he found the atmosphere choking. “They’re all crypto Hindus,” he complained. “They don’t do anything but pray and chant and meditate.” So Jean decided to move on with his life. He’s fallen in love with a couple of women but has never married. He doesn’t like the notion of settling down and tends to move to a new state every four years or so. (He once told me that he counted up and discovered that he’s lived in forty different houses since he was born.) One day Jean called me with a story. He was on a date with a woman who had taken a sudden interest in Sufism, and while they were driving home, she told Jean that according to her Sufi teacher, everyone has a prevailing characteristic. “You mean the thing that is most prominent about them, like being extroverted or introverted?” he asked. “No, not prominent,” she said. “Your prevailing characteristic is hidden. You act on it without seeing that you’re acting on it.” The minute he heard this, Jean became excited. “I looked out the car window, and it hit me,” he said. “I sit on the fence. I am only comfortable if I can have both sides of a situation without committing to either.” All at once a great many pieces fell into place. Jean could see why he went into an ashram but didn’t feel like he was one of the group. He saw why he fell in love with women but always saw their faults. Much more came to light. Jean complains about his family yet never misses a Christmas with them. He considers himself an expert on every subject he’s studied—there have been many—but he doesn’t earn his living pursuing any of them. He is indeed an inveterate fence-sitter. And as his date suggested, Jean had no idea that his Vasana, for that’s what we’re talking about, made him enter into one situation after another without ever falling off the fence. “Just think,” he said with obvious surprise, “the thing that’s the most me is the thing I never saw.” If unconscious tendencies kept working in the dark, they wouldn’t be a problem. The genetic software in a penguin or wildebeest guides it to act without any knowledge that it is behaving much like every other penguin or wildebeest. But human beings, unique among all living creatures, want to break down Vasana. It’s not good enough to be a pawn who thinks he’s a king. We crave the assurance of absolute freedom and its result—a totally open future. Is this reasonable? Is it even possible? In his classic text, the Yoga Sutras, the sage Patanjali informs us that there are three types of Vasana. The kind that drives pleasant behavior he calls white Vasana; the kind that drives unpleasant behavior he calls dark Vasana; the kind that mixes the two he calls mixed Vasana. I would say Jean had mixed Vasana—he liked fence-sitting but he missed the reward of lasting love for another person, a driving aspiration, or a shared vision that would bond him with a community. He displayed the positives and negatives of someone who must keep every option open. The goal of the spiritual aspirant is to wear down Vasana so that clarity can be achieved. In clarity you know that you are not a puppet—you have released yourself from the unconscious drives that once fooled you into thinking that you were acting spontaneously.

I don’t understand why people are always putting us down, instead of encouraging us to become great. Because, when you do become great, you will give me a world that I would not have any other way. We all have something to give one another.

Clearly chairs, or CGOs, have a leading part to play in ensuring that governance boards work in the way the new model outlines. As Carver and Oliver say, "We believe that the chair's role is one of the most important keys to unlocking the potential of boards, and we are therefore going to give it considerable attention." I strongly support the importance that the model gives to the chair's role. This book stresses that the board must speak with one voice and that the CEO takes directions only from the board as a whole. The board will speak with one voice only as a result of directors' commitment to do so and the skill of the chair. I doubt that what is required of a person to serve well on any type of board or committee is a natural form of behavior. The key task of a chair is to enable the members of a board to work together effectively and to get the best out of them. This is what the servant achieved in the story on which Robert Greenleaf's concept of the servant-leader is based. Chairs have a major leadership task. It is they who are responsible for turning a collection of competent individuals into an effective team. The new model is demanding of its chairs, and much will depend on them. Another field in which