Area Of Improvement Quotes

The great news is that God knows everything about you, both good and bad, and He still loves you and values you unconditionally. God does not always approve of our behavior. He is not pleased when we go against his will, and when we do, we always suffer the consequences and have to work with Him to correct our thoughts, words, actions, or attitudes. And while you should work to improve in the areas where you fall short, nothing you do will ever cause God to love you less…or more. His love is a constant you can depend on.

I am not concerned with simply surviving. I am very concerned about improving. I start each day by examining yesterday's work and looking for areas where I can improve. I am always trying to draw the characters better, and trying to design each panel somewhat in the manner a painter would treat his canvas.

Its not easy taking your own advice, accepting what you don't like hearing, & seeing the grey amongst the black & white.

We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas a knowledge workers should not take on work, jobs and assignments. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

In time, we lose our freshness and spontaneity of true conversation. These are areas in which everyone interested in self-improvement will seek to improve.

He closed by telling us the real battle is won in the mind. It’s won by guys who understand their areas of weakness, who sit and think about it, plotting and planning to improve. Attending to the detail. Work on their weaknesses and overcome them. Because they can.

Did you once have a grand plan which has become obsolete and no longer serves you? If there are areas in your life which must change to help you create better results, a redesign may be in order. Consider going back to the ‘drawing board’ to deconstruct what isn’t working and start anew.

I always try to remember that I am a work in progress. When I maintain that perspective, I realize that I don’t have to be perfect. I don’t have to have it all together. I don’t need to try to have all the answers. And I don’t need to learn everything in a day. When I make a mistake, it’s not because I’m a failure or worthless. I just didn’t do something right because I still haven’t improved enough in some part of the process. And that motivates me to keep growing and improving. If I don’t know something, it’s an opportunity to try to improve in a new area.

One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

A wrong mind-set is like bad soil that restricts a plant’s growth. Similarly, limiting beliefs about ‘what we deserve’ hinder our growth. They stop us from being abundant in every area of our life.

By comparing the company's performance to industry peers, board members can gain valuable insights into areas for improvement and identify best practices.

No,” I start, hesitantly. “Well, we have to end apartheid for one. And slow down the nuclear arms race, stop terrorism and world hunger. Ensure a strong national defense, prevent the spread of communism in Central America, work for a Middle East peace settlement, prevent U.S. military involvement overseas. We have to ensure that America is a respected world power. Now that’s not to belittle our domestic problems, which are equally important, if not more. Better and more affordable long-term care for the elderly, control and find a cure for the AIDS epidemic, clean up environmental damage from toxic waste and pollution, improve the quality of primary and secondary education, strengthen laws to crack down on crime and illegal drugs. We also have to ensure that college education is affordable for the middle class and protect Social Security for senior citizens plus conserve natural resources and wilderness areas and reduce the influence of political action committees.” The table stares at me uncomfortably, even Stash, but I’m on a roll.

This is not (as you have charged) to paint religion with a broad brush. I am very quick to distinguish gradations of bad ideas; some clearly have no consequences at all (or at least not yet); some put civilization itself in peril. The problem with dogmatism, however, is that one can never quite predict how terrible its costs will be. To use one of my favorite examples, consider the Christian dogma that human life begins at the moment of conception: On its face, this belief seems likely to only improve our world. After all, it is the very quintessence of a life-affirming doctrine. Enter embryonic stem-cell research. Suddenly, this “life begins at the moment of conception” business becomes the chief impediment to medical progress. Who would have thought that such an innocuous idea could unnecessarily prolong the agony of tens of millions of people? This is the problem with dogmatism, no matter how seemingly benign: it is unresponsive to reality. Dogmatism is a failure of cognition (as well as a commitment to such failure); it is the state of being closed to new evidence and new arguments. And this frame of mind is rightly despised in every area of culture, on every subject, except where it goes by the name of “religious faith.” In this guise, parading its most grotesque faults as virtues, it is granted a special dispensation, even in the pages of Nature.

We all have blind spots – those areas for improvement and growth. As painful as it can be to admit we’re doing things we never wanted to do and saying things we never wanted to say, it is this acknowledgement that enables us to take the first step toward change. Be gentle with yourself. Be real with yourself. Take baby steps.

The act of retrieving learning from memory has two profound benefits. One, it tells you what you know and don’t know, and therefore where to focus further study to improve the areas where you’re weak. Two, recalling what you have learned causes your brain to reconsolidate the memory, which strengthens its connections to what you already know and makes it easier for you to recall in the future.

An extraordinary life is all about daily, continuous improvements in the areas that matter most.

Studies have shown that retaining memories can be improved by getting sufficient sleep between the time of activity and a test. Neuroimaging shows that the areas of the brain that are activated during sleep are the same as those involved in learning a new task. Dreaming is perhaps useful in consolidating this new information.

We're supposed to get some time off after we stop a fairy tale from rewriting a major metropolitan area into an evil, R-rated version of Disney World."New and improved! Now with extra incest and murder!"

I have a serious challenge for you if you’re up for it. Want real feedback? Find people who care enough about you to be brutally honest with you. Ask them these questions: “How do I show up to you? What do you think my strengths are? In what areas do you think I can improve? Where do you think I sabotage myself? What’s one thing I can stop doing that would benefit me the most? What’s the one thing I should start doing?

Schwitzgebel even scrounged up the missing-book lists from dozens of libraries and found that academic books on ethics, which are presumably borrowed mostly by ethicists, are more likely to be stolen or just never returned than books in other areas of philosophy.49 In other words, expertise in moral reasoning does not seem to improve moral behavior, and it might even make it worse (perhaps by making the rider more skilled at post hoc justification).

The quest for self improvement and personal growth is now an integral part of my life. I’m always looking for ways to increase my capacity to grow, develop and achieve more. And that means, I’m willing to read, observe, listen, discuss, research and do whatever it takes to become a better improved me. I hope you are too.

Learning and practicing the art of creating rather than waiting; throwing the net wide in order to meet a lot of people, men and women alike, who will enrich your life; operating from a mindset of abundance, not scarcity; developing and adhering to the attributes of a woman of high value; upholding your own standards; understanding that you are in control of your own choices—these skills strengthen your sense of self-worth and will improve all areas of your life. It’s the project of a lifetime.

Most of us are continually engaged in some form of pursuit. We are seeking excellence within one or more areas in our lives, and that is the basis of our motivation. It is human nature to have a need to get ahead, need a little something more—it’s in our DNA. Although we may not be certain of what we need at any given moment, we know there’s something. It’s a competitive itch and desire to improve that never goes away.

This amazing thing happens when you start to grow in one area of your life: other areas improve with it. If you drop a handful of pebbles into a lake, you’ll move the water around a bit. If you drop a boulder into a lake—meaning, if you put all your energy into one area—the impact is incredible. The ripple effects of that choice spread out in all directions.

We all have areas in our lives we either ignore or can improve upon. Find yours.

A good leader doesn’t have to know everything. Nobody knows everything that’s why you surround yourself with people who are experts in different areas. “That’s what makes a good leader.

But be careful not to let yourself slip into the situation where your goals concern only your business or making money. Think of your marriage, your children, and your friends as important areas in which to improve your life.

Companies should seek opportunities for cost reduction to improve efficiency, increase profitability, and maintain a competitive edge. Cost reduction efforts can lead to better financial health, enhanced competitiveness, and the ability to allocate resources to other critical areas of the business, fostering long-term growth and sustainability.

Companies should monitor key performance indicators (KPIs) because they provide critical insights into the health and success of the business. Regular KPI tracking helps companies make data-driven decisions, identify areas for improvement, and stay aligned with their strategic goals, ultimately contributing to sustained growth and profitability.

Identify your Radar – it’s your brain functioning optimally; not a vague intuition or cosmic sixth sense. Train your Radar in key areas like: evaluating people, personal safety, healthy relationships, physical and mental well-being, money and credit cards, career choice, how to get organized. Meet the Radar Jammers. They have the power to turn down or turn off our clear thinking Radars.
Some are well known: alcohol and drugs, peer pressure, infatuation, sleep deprivation.
Others are surprising: showing off, fake complexity, anger, unthinking religions, the need for speed, dangerous personality disorders, and even fast food!
Learn reasonable approaches and specific techniques to deal with them all.

The next time you are part of a conversation that goes awry, ask for feedback. Let the other person know that the exchange didn’t go as you hoped and you wonder if you could have phrased things differently, or if you were focused on the wrong things, or if you didn’t understand their point. Then listen. Listen to what they have to say without taking offense. Maybe start with someone you know well, like a sibling or a friend. Listening to constructive criticism is never easy, but if your goal is to become better at conversations, it’s important to get an honest assessment of the areas most in need of improvement.

Access to nature has been shown to improve sleep quality, decrease blood pressure, and even lengthen lifespan. Large-scale studies conducted in the United States, Britain, and the Netherlands show that people living in greener areas have a lower incidence of anxiety and depression and display an ability to recover more quickly from stressful life events than those in less green areas.

The Labour party on the whole has not been a very effective opposition since the election, partly because it spent months and months electing its new leader. I think the Labour party should, for one thing, stress much more that for most people in the past 13 years, the period was not one of collapse into chaos but actually one where the situation improved, and particularly in areas such as schools, hospitals and a variety of other cultural achievements—so the idea that somehow or other it all needs to be taken down and ground into the dust is not valid. I think we need to defend what most people think basically needs defending and that is the provision of some form of welfare from the cradle to the grave.

A life lived well, or poorly, uses our resources to such an extent that it can weaken many areas which were once strong. Simply from wear and tear, we may tire and need to be re-fortified. Seek ways to re-strengthen so that you may perform at higher levels and increase your endurance to enjoy a life you love.

The process of enlightenment and evolution can never happen without the realisation of shortcomings. People, when they think they are the best and can’t get any better, are easily offended when others see room for improvement. But it is when you think you are already the best that you have put a ceiling right on top of your head, a ceiling made of concrete, that stops you from becoming any better! Be happy when you see an area for improvement! Be happy that someone pointed it out to you, be happy that there is still space above you for you to reach towards; and not just an impenetrable ceiling of satisfaction and ideology.

If you’re the smartest person in the room, you’re in the wrong room. If you’re the most focused on growth in your group of friends, if you’re the highest achiever, if you’re the most compassionate, if you’re doing the best out of everyone, you’re in the wrong room. You should want to surround yourself with people who are better than you in the areas you want to improve in. You should hope that your good stuff rubs off on them and their good stuff rubs off on you. But if everyone in your circle looks to you to motivate them, you’re outnumbered. They’re much more likely to pull you down to their level than you are to pull them up to yours.

Affirmative words and actions confirm you are on the right path and help you attract what you desire. Whether you are reaffirming a dream, a goal, a previous commitment, or a person, reaffirmations will strengthen your area of focus. Begin reaffirming yourself and others through encouragement, paying attention, listening, and being grateful.

no simple mechanism could do the job as well or better. It might simply be that nobody has yet found the simpler alternative. The Ptolemaic system (with the Earth in the center, orbited by the Sun, the Moon, planets, and stars) represented the state of the art in astronomy for over a thousand years, and its predictive accuracy was improved over the centuries by progressively complicating the model: adding epicycles upon epicycles to the postulated celestial motions. Then the entire system was overthrown by the heliocentric theory of Copernicus, which was simpler and—though only after further elaboration by Kepler—more predictively accurate.63 Artificial intelligence methods are now used in more areas than it would make sense to review here, but mentioning a sampling of them will give an idea of the breadth of applications. Aside from the game AIs

Remember my experiments with the RTG and having a hot bath? Same principle, but I came up with an improvement: submerge the RTG. No heat will be wasted that way. I started with a large rigid sample container (or “plastic box” to people who don’t work at NASA). I ran a tube through the open top and down the inside wall. Then I coiled it in the bottom to make a spiral. I glued it in place like that and sealed the end. Using my smallest drill bit, I put dozens of little holes in the coil. The idea is for the freezing return air from the regulator to pass through the water as a bunch of little bubbles. The increased surface area will get the heat into the air better. Then I got a medium flexible sample container (“Ziploc bag”) and tried to seal the RTG in it. But the RTG has an irregular shape, and I couldn’t get all the air out of the bag. I can’t allow any air in there.

An extraordinary life is all about daily, continuous improvements in the areas that matter most. —ROBIN SHARMA Life begins at the end of your comfort zone. —NEALE DONALD WALSH

Health, peace of mind, peak performance, and success in any area of life all depend upon doing the right thing at the right time, in harmony with the cycles of the Four Seasons.

An extraordinary life is all about daily, continuous improvements in the areas that matter most. —ROBIN SHARMA Life begins at the end of your comfort zone. —NEALE DONALD WALSH

Our tendency to point out the weaknesses of others is a way to avoid facing our own shortcomings and areas needing improvement.

Many women report just being awake and alert all day as a huge improvement in this area. They feel a tremendous difference in their ability to counteract “ the paralysis of will ” that leaves many bright women sitting for hours, remote in hand, aimlessly changing channels with a million intentions and good thoughts trapped inside their head not being translated to action.

See yourself as the perfect creation that you are, but at the same time, recognize with sincere honesty, the areas of your life that are out of balance and get to work to improve and grow.

Schwitzgebel even scrounged up the missing-book lists from dozens of libraries and found that academic books on ethics, which are presumably borrowed mostly by ethicists, are more likely to be stolen or just never returned than books in other areas of philosophy.49 In other words, expertise in moral reasoning does not seem to improve moral behavior, and it might even make it worse

From that point on, having also added the belief that affirmations really work, not only did my memory continue to improve, but I created affirmations for every area of my life that I wanted to advance I began using affirmations to improve my health, finances, relationships, overall happiness, confidence, as well as any and all beliefs, mindsets and habits that needed an upgrade. Nothing was off limits. There are no limits!

In 80 percent or more of cases, people have three goals in common: first, a financial and career goal; second, a family or personal relationship goal; and third, a health or a fitness goal. And this is as it should be. These are the three most important areas of life. If you give yourself a grade on a scale of one to ten in each of these three areas, you can immediately identify where you are doing well in life and where you need some improvement.

Throughout the human life span there remains a constant two-way interaction between psychological states and the neurochemistry of the frontal lobes, a fact that many doctors do not pay enough attention to. One result is the overreliance on medications in the treatment of mental disorders. Modern psychiatry is doing too much listening to Prozac and not enough listening to human beings; people’s life histories should be given at least as much importance as the chemistry of their brains. The dominant tendency is to explain mental conditions by deficiencies of the brain’s chemical messengers, the neurotransmitters. As Daniel J. Siegel has sharply remarked, “We hear it said everywhere these days that the experience of human beings comes from their chemicals.” Depression, according to the simple biochemical model, is due to a lack of serotonin — and, it is said, so is excessive aggression. The answer is Prozac, which increases serotonin levels in the brain. Attention deficit is thought to be due in part to an undersupply of dopamine, one of the brain’s most important neurotransmitters, crucial to attention and to experiencing reward states. The answer is Ritalin. Just as Prozac elevates serotonin levels, Ritalin or other psychostimulants are thought to increase the availability of dopamine in the brain’s prefrontal areas. This is believed to increase motivation and attention by improving the functioning of areas in the prefrontal cortex. Although they carry some truth, such biochemical explanations of complex mental states are dangerous oversimplifications — as the neurologist Antonio Damasio cautions: "When it comes to explaining behavior and mind, it is not enough to mention neurochemistry... The problem is that it is not the absence or low amount of serotonin per se that “causes” certain manifestations. Serotonin is part of an exceedingly complicated mechanism which operates at the level of molecules, synapses, local circuits, and systems, and in which sociocultural factors, past and present, also intervene powerfully. The deficiencies and imbalances of brain chemicals are as much effect as cause. They are greatly influenced by emotional experiences. Some experiences deplete the supply of neurotransmitters; other experiences enhance them. In turn, the availability — or lack of availability — of brain chemicals can promote certain behaviors and emotional responses and inhibit others. Once more we see that the relationship between behavior and biology is not a one-way street.

With courage, there is the willingness to take chances and to let go of former securities. There is the willingness to grow and benefit from new experiences. This involves the capacity to admit mistakes without indulging in guilt and self-recrimination. Our sense of self-worth is not diminished by looking at areas that need improvement. We are able to admit the presence of problems without being diminished. As a result, energy, time, and effort are put into self-improvement. On this level, statements of intention and purpose are much more powerful and envisioned results tend to manifest. We are much more enterprising and creative, because our energies are not drained by the constant preoccupation with emotional or physical survival. Because of greater flexibility, there is a willingness to examine issues with a view to changing overall meaning and context. There is a willingness to risk shifting paradigms.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

Amazon engineer Greg Linden originally introduced doppelganger searches to predict readers’ book preferences, the improvement in recommendations was so good that Amazon founder Jeff Bezos got to his knees and shouted, “I’m not worthy!” to Linden. But what is really interesting about doppelganger searches, considering their power, is not how they’re commonly being used now. It is how frequently they are not used. There are major areas of life that could be vastly improved by the kind of personalization these searches allow.

I recently asked more than seventy eminent researchers if they would have done I their work differently if they had thought Darwin's theory was wrong. The responses were all the same: no. I also examined the outstanding biodiscoveries of the past century: the discovery of the double helix; the characterization of the ribosome: the mapping of genomes; research on medications and drug reactions: improvements in food production and sanitation; the development of new surgeries; and others. I even queried biologists working in areas where one would expect the Darwinian paradigm to have most benefited research, such as the emergence of resistance to antibiotics and pesticides. Here, as elsewhere, I found that Darwin's theory had provided no discernible guidance, but was brought in, after the breakthroughs, as an interesting narrative gloss.

I think you should define the word ‘gentrification,’” my husband tells me now. I ask him what he would say it means, and he pauses for a long moment. “It means that an area is generally improved,” he says finally, “but in such a way that everything worthwhile about it is destroyed.

All children everywhere will become more skilled in those pursuits that engage their interests and their efforts and that are valued by adults and peers in their environment. Skill develops not only in areas of vocation and avocation but also in the simple activities of living—telling stories, estimating large numbers, handling disputes, instructing a younger person. Which areas show the most improvement, and how rapidly the improvement occurs, will reflect the accidents of culture and individual, but a steady improvement, at least for a while, can be counted upon.

Having worked as a clinician for almost 40 years, I have seen some young adults, who had the classic, clear and conspicuous signs of Asperger’s syndrome in early childhood, achieve over decades a range of social abilities and improvements in behaviour such that the diagnostic characteristics became sub-clinical; that is, the person no longer has a clinically significant impairment in social, occupational, or other important area of functioning. There may still be very subtle signs of Asperger’s syndrome, but when the diagnostic tests are re-administered, the person achieves a score below the threshold to maintain the diagnosis. There is now longitudinal research that is starting to confirm clinical experience that about 10 per cent of those who originally had an accurate diagnosis of Asperger’s syndrome in childhood no longer have sufficient impairments to justify the diagnosis (Cederlund et al. 2008; Farley et al. 2009).

We shall best understand the probable course of natural selection by taking the case of a country undergoing some physical change, for instance, of climate. The proportional numbers of its inhabitants would almost immediately undergo a change, and some species might become extinct. We may conclude, from what we have seen of the intimate and complex manner in which the inhabitants of each country are bound together, that any change in the numerical proportions of some of the inhabitants, independently of the change of climate itself, would most seriously affect many of the others. If the country were open on its borders, new forms would certainly immigrate, and this also would seriously disturb the relations of some of the former inhabitants. Let it be remembered how powerful the influence of a single introduced tree or mammal has been shown to be. But in the case of an island, or of a country partly surrounded by barriers, into which new and better adapted forms could not freely enter, we should then have places in the economy of nature which would assuredly be better filled up, if some of the original inhabitants were in some manner modified; for, had the area been open to immigration, these same places would have been seized on by intruders. In such case, every slight modification, which in the course of ages chanced to arise, and which in any way favoured the individuals of any of the species, by better adapting them to their altered conditions, would tend to be preserved; and natural selection would thus have free scope for the work of improvement.

Over the past twenty years, Maher watched that pattern play out again and again as major clothing brands made demands on suppliers in Bangladesh to lower their prices while also completing orders faster and constantly improving their workplace and environmental standards. Fakir Fashion has implemented certified projects to treat its wastewater, harvest rainwater, use more solar power, provide meals and child care for workers, hire workers with disabilities, build schools in the local area and more. They have been unable to pass on any of the expenses of these improvements to apparel brands or consumers, who continue to want more for less.

One of the most striking research findings is the power of active retrieval—testing—to strengthen memory, and that the more effortful the retrieval, the stronger the benefit. Think flight simulator versus PowerPoint lecture. Think quiz versus rereading. The act of retrieving learning from memory has two profound benefits. One, it tells you what you know and don’t know, and therefore where to focus further study to improve the areas where you’re weak. Two, recalling what you have learned causes your brain to reconsolidate the memory, which strengthens its connections to what you already know and makes it easier for you to recall in the future.

Whether we can somehow listen in on tree talk is a subject that was recently addressed in the specialized literature. Korean scientists have been tracking older women as they walk through forests and urban areas. The result? When the women were walking in the forest, their blood pressure, their lung capacity, and the elasticity of their arteries improved, whereas an excursion into town showed none of these changes. It's possible that phytoncides have a beneficial effect on our immune systems as well as the trees' health, because they kill germs. Personally, however, I think the swirling cocktail of tree talk is the reason we enjoy being out in the forest so much. At least when we are out in undisturbed forests. Walkers who visit one of the ancient deciduous preserves in the forest I manage always report that their heart feels lighter and they feel right at home. If they walk instead through coniferous forests, which in Central Europe are mostly planted and are, therefore, more fragile, artificial places, they don't experience such feelings. Possibly it's because in ancient beech forests, fewer "alarm calls" go out, and therefore, most messages exchanged between trees are contented ones, and these messages reach our brains as well, via our noses. I am convinced that we intuitively register the forest's health.

Philosophically defined, growth is the struggle of life to control its environment or, rather, to include more and more of its environment within the area of its own self-knowing. Perfect freedom of expression is the goal of all life. All things, both animate and inanimate, are striving for that freedom which lies in perfect expression. It naturally follows that there is but one freedom – perfection. Every creature is a slave to those parts of itself as yet unresponsive to the impulses of its internal life principle. Every individual consequently is a slave to his own material constitution; he is a prisoner held in by walls of unresponsive substance. Thus the natural expression of the inner life principle is to refine and improve the qualities of its outer vehicles that it may the more easily control and direct them. It is evident that the more refined the substance, the more easily it is influenced by subtle forces. By a certain definite organization, consciousness equips its outer nature with organs of responsiveness, so that the lower self comes ever more nearly en rapport with its own Cause. A common example is the radio, which is a mechanical contrivance constructed according to definite scientific principles which enable it to pick up vibratory rates of sound inaudible to even the delicate mechanism of the human ear.

Heat is lost at the surface, so the more surface area you have relative to volume, the harder you must work to stay warm. That means that little creatures have to produce heat more rapidly than large creatures. They must therefore lead completely different lifestyles. An elephant’s heart beats just thirty times a minute, a human’s sixty, a cow’s between fifty and eighty, but a mouse’s beats six hundred times a minute—ten times a second. Every day, just to survive, the mouse must eat about 50 percent of its own body weight. We humans, by contrast, need to consume only about 2 percent of our body weight to supply our energy requirements. One area where animals are curiously—almost eerily—uniform is with the number of heartbeats they have in a lifetime. Despite the vast differences in heart rates, nearly all animals have about 800 million heartbeats in them if they live an average life. The exception is humans. We pass 800 million heartbeats after twenty-five years, and just keep on going for another fifty years and 1.6 billion heartbeats or so. It is tempting to attribute this exceptional vigor to some innate superiority on our part, but in fact it is only over the last ten or twelve generations that we have deviated from the standard mammalian pattern thanks to improvements in our life expectancy. For most of our history, 800 million beats per lifetime was about the human average, too.

My journaling method ranges from being a very specific, structured process—listing what I’m grateful for, acknowledging my accomplishments, clarifying what areas I want to improve on, and planning which specific actions I’m committed to taking to improve—to being pretty traditional, just a dated entry with a synopsis of my day. I find both to be very valuable, and it’s nice to mix it up.

As for how much aerobic exercise you need to stay sharp, one small but scientifically sound study from Japan found that jogging thirty minutes just two or three times a week for twelve weeks improved executive function. But it’s important to mix in some form of activity that demands coordination beyond putting one foot in front of the other. Greenough worked on an experiment several years ago in which running rats were compared to others that were taught complex motor skills, such as walking across balance beams, unstable objects, and elastic rope ladders. After two weeks of training, the acrobatic rats had a 35 percent increase of BDNF in the cerebellum, whereas the running rats had none in that area. This extends what we know from the neurogenesis research: that aerobic exercise and complex activity have different beneficial effects on the brain.

Healthy competition is not detrimental to our well-being and progress. It is advantageous. It highlights the skills that others have. It’s a teaching and motivating device. It helps us to see the weaker areas within ourselves that need improvement. Other people’s strengths are not disadvantageous to us. They can inspire and push us to develop those same elements within our own being. Turn the flame of jealousy into the fire of self-improvement.

Frontline nurses came up with and implemented two more elements of the patient safety system: Safety Action Teams and Good Catch Logs. Safety Action Teams were self-organized groups of nurses who met to identify and reduce potential hazards in their clinical areas. Second-order problem-solving indeed. The Good Catch Logs were a way of celebrating near misses: by documenting good catches, nurses identified additional opportunities for process improvement.

Measuring the wrong thing is often worse than measuring nothing, because you do get what you measure. So if the assessments focus on how much people “enjoy” the experience—be that reading a book, watching a talk, or going to a training session—those same books, talks, and trainings will respond to those measurements by prioritizing the wrong outcomes: making participants feel good and giving them a good time. Simply stated, measuring entertainment value produces great entertainment, not change; measuring the wrong things crowds out assessing other, more relevant indicators such as improvements in workplaces. Improvement comes from employing measurements that are appropriate, those that are connected to the areas in which we seek improvement. In the case of leadership, that appropriate measurement would include assessing the frequency of desirable leader behaviors; actual workplace conditions such as engagement, satisfaction, and

So identified has the State become in the public mind with the provision of these services that an attack on State financing appears to many people as an attack on the service itself. Thus if one maintains that the State should not supply court services, and that private enterprise on the market could supply such service more efficiently as well as more morally, people tend to think of this as denying the importance of courts themselves. The libertarian who wants to replace government by private enterprises in the above areas is thus treated in the same way as he would be if the government had, for various reasons, been supplying shoes as a tax-financed monopoly from time immemorial. If the government and only the government had had a monopoly of the shoe manufacturing and retailing business, how would most of the public treat the libertarian who now came along to advocate that the government get out of the shoe business and throw it open to private enterprise? He would undoubtedly be treated as follows: people would cry, “How could you? You are opposed to the public, and to poor people, wearing shoes! And who would supply shoes to the public if the government got out of the business? Tell us that! Be constructive! It’s easy to be negative and smart-alecky about government; but tell us who would supply shoes? Which people? How many shoe stores would be available in each city and town? How would the shoe firms be capitalized? How many brands would there be? What material would they use? What lasts? What would be the pricing arrangements for shoes? Wouldn’t regulation of the shoe industry be needed to see to it that the product is sound? And who would supply the poor with shoes? Suppose a poor person didn’t have the money to buy a pair?” These questions, ridiculous as they seem to be and are with regard to the shoe business, are just as absurd when applied to the libertarian who advocates a free market in fire, police, postal service, or any other government operation. The point is that the advocate of a free market in anything cannot provide a “constructive” blueprint of such a market in advance. The essence and the glory of the free market is that individual firms and businesses, competing on the market, provide an ever-changing orchestration of efficient and progressive goods and services: continually improving products and markets, advancing technology, cutting costs, and meeting changing consumer demands as swiftly and as efficiently as possible.

Abdominal Massage When I went to massage school and learned how to perform abdominal massage, I understood just how powerful it could be for relieving constipation and indigestion. You can perform massage on yourself, and I strongly encourage you to do it morning and night for five minutes. It will definitely improve your situation. Here’s how to do it: 1. Lie down in a comfortable place, place a pillow underneath your knees, and put a little lotion or massage oil (such as my Belly Massage Oil) on your hands. 2. Beginning in your lower right pelvic area, gently apply pressure and massage in small circles, slowly moving upward toward your rib cage. 3. When you get to the right side of your rib cage, gently but firmly massage toward the outer edge of your left rib cage. 4. Work your way down the left side of your torso toward your groin area. 5. As you massage, you may find some areas that are tender when you apply pressure. Spend a little more time in those areas, massaging gently but

In the biblical view of things, a deeper knowledge of God brings with it improvement in the other areas mentioned: purity, integrity, a willingness to sacrifice, evangelistic faithfulness, better study of Scripture, improved private and corporate worship, better relationships with brothers and sisters in Christ, a heart for the lost, and much more. But if we seek these things without passionately desiring a deeper knowledge of God, we may be running after God’s blessings or pursuing God’s power without running after him.

I’ve now interviewed a couple hundred researchers in the United States, Britain, France, Germany, Japan, and China. I visited Walter Reed National Military Medical Center, where I met brain-injured veterans. I went to the San Francisco offices of Lumosity, the biggest online provider of these cognitive games aimed at improving intelligence. And I met twice with the guy who leads the funding in this area at the Intelligence Advanced Research Projects Activity, or IARPA. It’s a government intelligence agency, like DARPA for spies.

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.

Nevertheless, the idea that Europeans have simply stopped having enough children and must as a result ensure that the next generation is comprised of immigrants is a disastrous fallacy for several reasons. The first is because of the mistaken assumption that a country’s population should always remain the same or indeed continue rising. The nation states of Europe include some of the most densely populated countries on the planet. It is not at all obvious that the quality of life in these countries will improve if the population continues growing. What is more, when migrants arrive in these countries they move to the big cities, not to the remaining sparsely populated areas. So although among European states Britain, along with Belgium and the Netherlands, is one of the most densely populated countries, England taken on its own would be the second most densely populated country in Europe. Migrants tend not to head to the Highlands of Scotland or the wilds of Dartmoor. And so a constantly increasing population causes population problems in areas that are already suffering housing supply problems and where infrastructure like public transport struggles to keep up with swiftly expanding populations.

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

New artists have been obtained. These do not object to, and indeed argue enthusiastically for, the rationalization process. Production is up. Quality-control devices have been installed at those points where the interests of artists and audiences intersect. Shipping and distribution have been improved out of all recognition. (It is in this area, they say in Paraguay, that traditional practices were most blameworthy.) The rationalized art is dispatched from central art dumps to regional art dumps, and from there into the lifestreams of cities. Each citizen is given as much art as his system can tolerate.

Let the chromosomes be represented by the keyboard of a grand piano-a very grand piano with thousands of keys. Then each key will be a gene. Every cell in the body carries a microscopic but complete keyboard in its nucleus. But each specialised cell is only permitted to sound one chord, according to its specialty-the rest of its genetic keyboard has been inactivated by scotch tape. The fertilised egg, and the first few generations of its daughter cells, had the complete keyboard at their disposal. But succesive generations have, at each 'point of no return', larger and larger areas of it covered by scotch tape. In the end, a muscle cell can only do one thing: contract-strike a single chord. The scotch tape is known in the language of genetics as the 'repressor'. The agent which strikes the key and activates the gene is an 'inducer'. A mutated gene is a key which has gone out of tune. When quite a lot of key have gone quite a lot out of tune, the result, we were asked to believe, was a much improved, wonderful new melody- a reptile transformed into a bird, or a monkey into a man. It seems that at some point the theory must have gone wrong. The point where it went wrong was the atomistic concept of the gene.

At the very heart of our Circle of Influence is our ability to make and keep commitments and promises. The commitments we make to ourselves and to others, and our integrity to those commitments, is the essence and clearest manifestation of our proactivity. It is also the essence of our growth. Through our human endowments of self-awareness and conscience, we become conscious of areas of weakness, areas for improvement, areas of talent that could be developed, areas that need to be changed or eliminated from our lives. Then, as we recognize and use our imagination and independent will to act on that awareness—making promises, setting goals, and being true to them—we build the strength of character, the being, that makes possible every other positive thing in our lives. It is here that we find two ways to put ourselves in control of our lives immediately. We can make a promise—and keep it. Or we can set a goal—and work to achieve it. As we make and keep commitments, even small commitments, we begin to establish an inner integrity that gives us the awareness of self-control and the courage and strength to accept more of the responsibility for our own lives. By making and keeping promises to ourselves and others, little by little, our honor becomes greater than our moods.

Aomame established several classes in her best area, women’s self-defense techniques. She made a large canvas dummy in the shape of a man, sewed a black work glove in the groin area to serve as testicles, and gave female club members thorough training in how to kick in that spot. In the interest of realism, she stuffed two squash balls into the glove. The women were to kick this target swiftly, mercilessly, and repeatedly. Many of them took special pleasure in this training, and their skill improved markedly, but other members (mostly men, of course) viewed the spectacle with a frown and complained to the club’s management that she was going overboard.

The happiest thing for me about this day’s race was that I was able, on a personal level, to truly enjoy the event. The overall time I posted wasn’t anything to brag about, and I made a lot of little mistakes along the way. But I did give it my best, and I felt a nice, tangible afterglow. I also think I’ve improved in a lot of areas since the previous race, which is an important point to consider. In a triathlon the transition from one event to the next is difficult, and experience counts for everything. Through experience you learn how to compensate for your physical shortcomings. To put it another way, learning from experience is what makes the triathlon so much fun. Of course it was painful, and there were times when, emotionally, I just wanted to chuck it all. But pain seems to be a precondition for this kind of sport. If pain weren’t involved, who in the world would ever go to the trouble of taking part in sports like the triathlon or the marathon, which demand such an investment of time and energy? It’s precisely because of the pain, precisely because we want to overcome that pain, that we can get the feeling, through this process, of really being alive — or at least a partial sense of it. Your quality of experience is based not on standards such as time or ranking, but on finally awakening to an awareness of the fluidity within action itself. If things go well, that is.

Aomame established several classes in her best area, women’s self-defense techniques. She made a large canvas dummy in the shape of a man, sewed a black work glove in the groin area to serve as testicles, and gave female club members thorough training in how to kick in that spot. In the interest of realism, she stuffed two squash balls into the glove. The women were to kick this target swiftly, mercilessly, and repeatedly. Many of them took special pleasure in this training, and their skill improved markedly, but other members (mostly men, of course) viewed the spectacle with a frown and complained to the club’s management that she was going overboard. As a result, Aomame was called in and instructed to rein in the ball-kicking practice

I hadn't known this about love: that you did not need to deserve it. I thought there was a set of criteria, like a good sense of humor and looks and wealth. You could compensate deficiencies in one area with excellence in another, hence rich, ugly men with beautiful wives. But there was an algorithm involved. That was why I thought I was unloved: I didn't score highly enough. I had made some attempts to improve my score and also told myself I didn't care because that was what women wanted, something fake and temporary, I would rather be alone. And sometimes I was just lazy and would rather code things. But here I was soaking in a bath of my own filth with Lola scrubbing my shoulders, and what algorithm could explain that? That problem was nonhalting.

As the language areas of the left hemisphere enter their sensitive period during the middle of the second year of life, grammatical language in the left integrates with the interpersonal and prosodic elements of communication already well developed in the right. As the cortical language centers mature, words are joined together to make sentences and can be used to express increasingly complex ideas flavored with emotion. As the frontal cortex continues to expand and connect with more neural networks, memory improves and a sense of time slowly emerges and autobiographical memory begins to connect the self with places and events, within and across time. The emerging narratives begin to organize the nascent sense of self and become the bedrock of our sense of self in interpersonal and physical space

If government had declined to build racially separate public housing in cities where segregation hadn’t previously taken root, and instead had scattered integrated developments throughout the community, those cities might have developed in a less racially toxic fashion, with fewer desperate ghettos and more diverse suburbs. If the federal government had not urged suburbs to adopt exclusionary zoning laws, white flight would have been minimized because there would have been fewer racially exclusive suburbs to which frightened homeowners could flee. If the government had told developers that they could have FHA guarantees only if the homes they built were open to all, integrated working-class suburbs would likely have matured with both African Americans and whites sharing the benefits. If state courts had not blessed private discrimination by ordering the eviction of African American homeowners in neighborhoods where association rules and restrictive covenants barred their residence, middle-class African Americans would have been able gradually to integrate previously white communities as they developed the financial means to do so. If churches, universities, and hospitals had faced loss of tax-exempt status for their promotion of restrictive covenants, they most likely would have refrained from such activity. If police had arrested, rather than encouraged, leaders of mob violence when African Americans moved into previously white neighborhoods, racial transitions would have been smoother. If state real estate commissions had denied licenses to brokers who claimed an “ethical” obligation to impose segregation, those brokers might have guided the evolution of interracial neighborhoods. If school boards had not placed schools and drawn attendance boundaries to ensure the separation of black and white pupils, families might not have had to relocate to have access to education for their children. If federal and state highway planners had not used urban interstates to demolish African American neighborhoods and force their residents deeper into urban ghettos, black impoverishment would have lessened, and some displaced families might have accumulated the resources to improve their housing and its location. If government had given African Americans the same labor-market rights that other citizens enjoyed, African American working-class families would not have been trapped in lower-income minority communities, from lack of funds to live elsewhere. If the federal government had not exploited the racial boundaries it had created in metropolitan areas, by spending billions on tax breaks for single-family suburban homeowners, while failing to spend adequate funds on transportation networks that could bring African Americans to job opportunities, the inequality on which segregation feeds would have diminished. If federal programs were not, even to this day, reinforcing racial isolation by disproportionately directing low-income African Americans who receive housing assistance into the segregated neighborhoods that government had previously established, we might see many more inclusive communities. Undoing the effects of de jure segregation will be incomparably difficult. To make a start, we will first have to contemplate what we have collectively done and, on behalf of our government, accept responsibility.

I highly recommend re-reading good personal development books. Rarely can we read a book once and internalize all of the value from that book. Achieving mastery in any area requires repetition—being exposed to certain ideas, strategies, or techniques over and over again, until they become engrained in your subconscious mind. For example, if you wanted to master karate, you wouldn’t learn the techniques once and then think, “I got this.” No, you’d learn the techniques, practice them, then go back to your sensei and learn them again, and repeat the process hundreds of times in order to master a single technique. Mastering techniques to improve your life works the same way. There is more value in re-reading a book you already know has strategies that can improve your life than there is in reading a new book before you’ve mastered the strategies in the first.

take a few minutes to jot down some goals that you would like to move toward in the coming months. Don’t worry about making them perfect; just get started with the first thing that comes to mind (that you’d like to improve) in each of the following areas: Health and fitness Family Friends Work Money Fun Personal development Spirituality Contribution/charity As you review your goals to determine which is important enough to be your top priority, answer this question: Which one of these goals will enable me to develop the qualities and characteristics that I need to achieve everything else I want for my life? This goal should propel you toward the Miracle Maven vision you had of yourself, based on the qualities and characteristics that it would instill in you; qualities like discipline, resilience, consistency, and most important, Unwavering Faith and Extraordinary Effort.

In every area of thought we must rely ultimately on our judgments, tested by reflection, subject to correction by the counterarguments of others, modified by the imagination and by comparison with alternatives. Antirealism is always a conjectural possibility: the question can always be posed, whether there is anything more to truth in a certain domain than our tendency to reach certain conclusions in this way, perhaps in convergence with others. Sometimes, as with grammar or etiquette, the answer is no. For that reason the intuitive conviction that a particular domain, like the physical world, or mathematics, or morality, or aesthetics, is one in which our judgments are attempts to respond to a kind of truth that is independent of them may be impossible to establish decisively. Yet it may be very robust all the same, and not unjustified. To be sure, there are competing subjectivist explanations of the appearance of mind-independence in the truth of moral and other value judgments. One of the things a sophisticated subjectivism allows us to say when we judge that infanticide is wrong is that it would be wrong even if none of us thought so, even though that second judgment too is still ultimately grounded in our responses. However, I find those quasi-realist, expressivist accounts of the ground of objectivity in moral judgments no more plausible than the subjectivist account of simpler value judgments. These epicycles are of the same kind as the original proposal: they deny that value judgments can be true in their own right, and this does not accord with what I believe to be the best overall understanding of our thought about value. There is no crucial experiment that will establish or refute realism about value. One ground for rejecting it, the type used by Hume, is simply question-begging: if it is supposed that objective moral truths can exist only if they are like other kinds of facts--physical, psychological, or logical--then it is clear that there aren't any. But the failure of this argument doesn't prove that there are objective moral truths. Positive support for realism can come only from the fruitfulness of evaluative and moral thought in producing results, including corrections of beliefs formerly widely held and the development of new and improved methods and arguments over time. The realist interpretation of what we are doing in thinking about these things can carry conviction only if it is a better account than the subjectivist or social-constructivist alternatives, and that is always going to be a comparative question and a matter of judgment, as it is about any other domain, whether it be mathematics or science or history or aesthetics.

New bureaucracy takes the form not of a specific, delimited function performed by particular workers but invades all areas of work, with the result that – as Kafka prophesied – workers become their own auditors, forced to assess their own performance. Take, for example, the ‘new system’ that OFSTED (Office for Standards in Education) uses to inspect Further Education colleges. Under the old system, a college would have a ‘heavy’ inspection once every four years or so, i.e. one involving many lesson observations and a large number of inspectors present in the college. Under the new, ‘improved’ system, if a college can demonstrate that its internal assessment systems are effective, it will only have to undergo a ‘light’ inspection. But the downside of this ‘light’ inspection is obvious – surveillance and monitoring are outsourced from OFSTED to the college and ultimately to lecturers themselves, and become a permanent feature of the college structure (and of the psychology of individual lecturers). The difference between the old/heavy and new/light inspection system corresponds precisely to Kafka’s distinction between ostensible acquittal and indefinite postponement, outlined above. With ostensible acquittal, you petition the lower court judges until they grant you a non-binding reprieve. You are then free from the court, until the time when your case is re-opened. Indefinite postponement, meanwhile, keeps your case at the lowest level of the court, but at the cost of an anxiety that has never ends. (The changes in OFSTED inspections are mirrored by in the change from the Research Assessment Exercise to the Research Excellence Framework in higher education: periodic assessment will be superseded by a permanent and ubiquitous measurement which cannot help but generate the same perpetual anxiety.)

That pain of wanting, the burning desire to possess what you lack, is one of the greatest allies you have. It is a force you can harness to create whatever you want in your life. When you took an honest look at your life back in the previous chapter and rated yourself as being either on the up curve or the down curve in seven different areas, you were painting a picture of where you are now. This diagram shows that as point A. Where you could be tomorrow, your vision of what’s possible for you in your life, is point B. And to the extent that there is a “wanting” gap between points A and B, there is a natural tension between those two poles. It’s like holding a magnet near a piece of iron: you can feel the pull of that magnet tugging at the iron. Wanting is exactly like that; it’s magnetic. You can palpably feel your dreams (B) tugging at your present circumstances (A). Tension is uncomfortable. That’s why it sometimes makes people uncomfortable to hear about how things could be. One of the reasons Dr. Martin Luther King, Jr.’s famous “I have a dream” speech made such a huge impact on the world and carved such a vivid place in our cultural memory is that it made the world of August 1963 very uncomfortable. John Lennon painted his vision of a more harmonious world in the song Imagine. Within the decade, he was shot to death. Gandhi, Jesus, Socrates … our world can be harsh on people who talk about an improved reality. Visions and visionaries make people uncomfortable. These are especially dramatic examples, of course, but the same principle applies to the personal dreams and goals of people we’ve never heard of. The same principle applies to everyone, including you and me. Let’s say you have a brother, or sister, or old friend with whom you had a falling out years ago. You wish you had a better relationship, that you talked more often, that you shared more personal experiences and conversations together. Between where you are today and where you can imagine being, there is a gap. Can you feel it?

CORE MEDITATION: Breathing This classic meditation can deepen concentration by teaching us to focus on the “in breath” and the “out breath.” Sit comfortably on a cushion or chair and keep your back upright, without straining or overarching. If you can’t sit, then lie on your back on a yoga mat or folded blanket with your arms at your sides. Just be at ease and close your eyes, or gaze gently a few feet in front of you and aim for a state of alert relaxation. Take three or four deep breaths, feeling the air as it enters your nostrils, fills your chest and abdomen, and flows out again. Then let your breathing settle into a natural rhythm, and just feel the breath as it happens, without trying to change it or improve it—all you have to do is feel it. Notice where you sense your breath most intensely. Perhaps it’s at the nostrils, or at the chest or abdomen. Then rest your attention as lightly as a butterfly rests on a flower—only on that area—and become aware of the sensations there. For example, if you’re focusing on the breath at the nostrils, you may experience tingling, vibration, or pulsing, or you may observe that the breath is cooler when it comes in and warmer when it goes out. If you’re focusing on the breath at the abdomen, you may feel movement, pressure, stretching, or release. You don’t need to name these feelings—simply let your attention rest on them, one breath at a time. (Notice how often the word rest comes up in this instruction. This is a very restful practice). You don’t need to make the inhalation deeper or longer or different from the way it is. Just be aware of it, one breath at a time. Whenever you notice your attention has wandered and your mind has jumped to the past or the future, to judgment or speculation, don’t worry about it. Seeing your attention has wandered is the signal to gently let go of whatever has distracted you and return your attention to the feeling of the breath. If you have to let go over and over again, that’s fine—being able to more gracefully start over when we’ve become distracted or disconnected is one of the biggest benefits of meditation practice.

It is vital to acknowledge the new reality before taking any steps to change the existing policies. The world is not the same anymore. Tackling religion-based terrorism is perhaps one, if not the most serious threat the world face in the 21st century. Unfortunately, more terror attacks like the ones in San Bernardino, Brussels and Paris are expected to occur. While those attacks were a reminder of the challenges that lay ahead, they exposed the need to have an improved early warning system that may ultimately save civilian lives. Such a system should take into account the shortcomings of the current warning frameworks and evaluate the usefulness of warnings generated by improved models that would cover a broad range of attacks, larger geographic areas within the country in question and a wide range of potential attack scenarios. The system is likely to facilitate well informed decisions on the assessment of information gathered from different sources. In this vein, finding a balance between protecting human rights and ensuring national security is key.

Apply humor. Lightening up lends perspective to any situation. The following story, sent to me on the Internet, provides a good example of humor diffusing a tense situation: An irate crowd of air travelers stood in a long line at a United Airlines ticket counter after their flight had been canceled, when an angry man walked to the front of the line, threw his ticket on the counter, and yelled, “I want a first-class seat on the next flight out, now!” The harried ticket agent, brushing back a lock of hair, replied, “I'll be glad to help you, sir, as soon as I take care of the people in line.” “You want me to wait in line?“ he yelled even louder. “Do you know who I am?“ The ticket agent hesitated only a moment before picking up the microphone, turning up the PA system, and announcing to the waiting area, “Ladies and gentlemen, there is a man at gate seventeen who does not know who he is. If anyone can help him find his identity—” “Screw you, lady!” the man yelled, storming off. In a parting shot she added, “Sir, I'm afraid you'll have to wait in line for that, too.” Her humor didn't help improve his emotions, but it helped hers. And the previously irate people waiting in the line were now smiling or laughing. No one else complained.

Nothing is ever good enough, and they experience the gap between what is and what could be as both a tragedy and a source of unending motivation. No one can stand in the way of their achieving what they’re going after. On one of the personality assessments there is a category they all ranked low on called “Concern for Others.” But that doesn’t mean quite what it sounds like. Consider Muhammad Yunus, for example. A great philanthropist, he has devoted his life to helping others. He received the Nobel Peace Prize for pioneering the ideas of microcredit and microfinance and has won the Congressional Gold Medal, the Presidential Medal of Freedom, the Gandhi Peace Prize, and more. Yet he tested low on “Concern for Others.” Geoffrey Canada, who has devoted most of his adult life to taking care of all the disadvantaged children in a hundred-square-block area of New York’s Harlem, also tested low on “Concern for Others.” Bill Gates, who is devoting most of his wealth and energy to saving and improving lives, tested low as well. Obviously Yunus, Canada, and Gates care deeply about other people, yet the personality tests they took rated them low. Why was that? In speaking with them and reviewing the questions that led to these ratings, it became clear: When faced with a choice between achieving their goal or pleasing (or not disappointing) others, they would choose achieving their goal every time.

So how much sleep is enough? Generally, sleep specialists recommend that adults get between seven and nine hours of sleep per night, though there is no perfect number for the amount of sleep you may need personally. Doctors and scientists agree on one thing overall, however: Getting too little sleep—five hours a night or less for most people—results in a wide range of cognitive and physical impairments. Neurons in the brain can’t consolidate the information you’ve taken in, so you don’t store memories and you lose the ability to use this information. Add to this the compromised motor control, lack of focus, and difficulty with decision making and problem solving that come with sleep deprivation, and you may think twice about catching The Tonight Show and choose to turn in earlier than usual. Stress When your brain is bombarded with stimuli that trigger anxiety, you experience stress—a series of biological and chemical processes throughout your body that initiates a fight-or-flight response. In a nutshell, here’s what happens: Your sympathetic nervous system, commanded by the hypothalamus—a small area at your brain’s base—releases stress hormones that ready you to deal with whatever threat has emerged. First, your adrenal glands (on top of your kidneys) release adrenaline, which causes increases in breathing rate, heart rate, and blood pressure. These glands also release cortisol, which increases

The satiation level beyond which experienced well-being no longer increases was a household income of about $75,000 in high-cost areas (it could be less in areas where the cost of living is lower). The average increase of experienced well-being associated with incomes beyond that level was precisely zero. This is surprising because higher income undoubtedly permits the purchase of many pleasures, including vacations in interesting places and opera tickets, as well as an improved living environment. Why do these added pleasures not show up in reports of emotional experience? A plausible interpretation is that higher income is associated with a reduced ability to enjoy the small pleasures of life. There is suggestive evidence in favor of this idea: priming students with the idea of wealth reduces the pleasure their face expresses as they eat a bar of chocolate! There is a clear contrast between the effects of income on experienced well-being and on life satisfaction. Higher income brings with it higher satisfaction, well beyond the point at which it ceases to have any positive effect on experience. The general conclusion is as clear for well-being as it was for colonoscopies: people’s evaluations of their lives and their actual experience may be related, but they are also different. Life satisfaction is not a flawed measure of their experienced well-being, as I thought some years ago. It is something else entirely.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

Cohen continued to struggle with his own well-being. Even though he had achieved his life’s dream of running his own firm, he was still unhappy, and he had become dependent on a psychiatrist named Ari Kiev to help him manage his moods. In addition to treating depression, Kiev’s other area of expertise was success and how to achieve it. He had worked as a psychiatrist and coach with Olympic basketball players and rowers trying to improve their performance and overcome their fear of failure. His background building athletic champions appealed to Cohen’s unrelenting need to dominate in every transaction he entered into, and he started asking Kiev to spend entire days at SAC’s offices, tending to his staff. Kiev was tall, with a bushy mustache and a portly midsection, and he would often appear silently at a trader’s side and ask him how he was feeling. Sometimes the trader would be so startled to see Kiev there he’d practically jump out of his seat. Cohen asked Kiev to give motivational speeches to his employees, to help them get over their anxieties about losing money. Basically, Kiev was there to teach them to be ruthless. Once a week, after the market closed, Cohen’s traders would gather in a conference room and Kiev would lead them through group therapy sessions focused on how to make them more comfortable with risk. Kiev had them talk about their trades and try to understand why some had gone well and others hadn’t. “Are you really motivated to make as much money as you can? This guy’s going to help you become a real killer at it,” was how one skeptical staff member remembered Kiev being pitched to them. Kiev’s work with Olympians had led him to believe that the thing that blocked most people was fear. You might have two investors with the same amount of money: One was prepared to buy 250,000 shares of a stock they liked, while the other wasn’t. Why? Kiev believed that the reluctance was a form of anxiety—and that it could be overcome with proper treatment. Kiev would ask the traders to close their eyes and visualize themselves making trades and generating profits. “Surrendering to the moment” and “speaking the truth” were some of his favorite phrases. “Why weren’t you bigger in the trades that worked? What did you do right?” he’d ask. “Being preoccupied with not losing interferes with winning,” he would say. “Trading not to lose is not a good strategy. You need to trade to win.” Many of the traders hated the group therapy sessions. Some considered Kiev a fraud. “Ari was very aggressive,” said one. “He liked money.” Patricia, Cohen’s first wife, was suspicious of Kiev’s motives and believed that he was using his sessions with Cohen to find stock tips. From Kiev’s perspective, he found the perfect client in Cohen, a patient with unlimited resources who could pay enormous fees and whose reputation as one of the best traders on Wall Street could help Kiev realize his own goal of becoming a bestselling author. Being able to say that you were the

Important: Be sure to put the outgoing email addresses in the BCC field of the email, so that each recipient doesn’t see everyone else you’re sending it to. (Or, you can copy and paste, then send the email to each person individually.) Subject Line: This means a lot… Or Would love to get your opinion… Email Text: Dear friends, family, and colleagues:  Thank you so much for reading this email. This isn’t an easy one for me to send, but it is extremely important to me, so I sincerely appreciate you investing your valuable time reading (and hopefully responding to) it.  This email is going out to only a select group of people. Each of you knows me well, and I’m hoping will give me honest feedback about my strengths and most importantly, my weaknesses (aka “areas of improvement.”) I’ve never done anything like this before, but I feel that for me grow and improve as a person, I need to get a more accurate picture of how I’m showing up to the people that matter most to me. In order to become the person I need to be to create the life and contribute to others at the levels that I want, I need your feedback.  So, all I’m asking is that you take just a few minutes to email me back with what you honestly think are my top 2-3 “areas of improvement.” If it will make you feel better to also list my top 2-3 “strengths” (I’m sure it will make me feel better ), you are definitely welcome to. That’s it. And please don’t sugarcoat it or hold back anything. I will not be offended by anything that you share. In fact, the more “brutally” honest you are, the more leverage it will give me to make positive changes in my life.  Thank you again, and if there is anything else I can do to add value to your life, please let me know.  With sincere gratitude, Your Name

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.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

When the routines and circumstances of your life are set up so that your lifestyle is a good fit for your natural preferences, it can give you a feeling of being in equilibrium. This will help prevent you from getting overwhelmed by anxiety on a regular basis. And by arranging your life to suit your temperament, you’ll have the time to process and calm down from life events that make you feel anxious. Some areas in which you can set up your life to fit your temperament are: --Have the right level of busyness in your life. For example, have enough after-work or weekend activities to keep you feeling calmly stimulated but not overstimulated and scattered. Note that being understimulated (for example, having too few enjoyable activities to look forward to) can be as much of a problem as being overstimulated. --Pick the physical activity level that’s right for you. Fine-tuning your physical activity level could be as simple as getting up from your desk and taking a walk periodically to keep yourself feeling calm and alert. Lifting things (such as carrying shopping bags up stairs) can also increase feelings of alertness and energy. Having pleasurable activities to look forward to and enough physical activity will help protect you against depression. --Have the right level of social contact in your life, and have routines that put this on autopilot. For example, a routine of having drinks after work on a Friday with friends, or attending a weekly class with your sister. Achieving the right level of social contact might also include putting mechanisms in place to avoid too much social interruption, like having office hours rather than an open-door policy. --Keep a balance of change and routine in your life. For example, alternate going somewhere new for your vacation vs. returning to somewhere you know you like. What the right balance of change and routine is for you will depend on your natural temperament and how much change vs. stability feels good to you. --Allow yourself the right amount of mental space to work up to doing something—enough time that you can do some mulling over the prospect of getting started but not so much time that it starts to feel like avoidance of getting started. --If coping with change sucks up a lot of energy for you, be patient with yourself, especially if you’re feeling stirred up by change or a disruption to your routines or plans. As mentioned in Chapter 2, keep some habits and relationships consistent when you’re exploring change in other areas. --Have self-knowledge of what types of stress you find most difficult to process. Don’t voluntarily expose yourself to those types without considering alternatives. For example, if you want a new house and you know you get stressed out by making lots of decisions, then you might choose to buy a house that’s already built, rather than building your own home. If you know making home-improvement decisions is anxiety provoking for you, you might choose to move to a house that’s new or recently renovated, rather than doing any major work on your current home or buying a fixer-upper. There’s always a balance with avoidance coping, where some avoidance of the types of stress that you find most taxing can be very helpful.