Benchmark Inspirational Quotes

The Timeline of a Life being Long or Short, is Computed on the Benchmark of How You Live It...

Mitchell Maxwell’s Maxims • You have to create your own professional path. There’s no longer a roadmap for an artistic career. • Follow your heart and the money will follow. • Create a benchmark of your own progress. If you never look down while you’re climbing the ladder you won’t know how far you’ve come. • Don’t define success by net worth, define it by character. Success, as it’s measured by society, is a fleeting condition. • Affirm your value. Tell the world “I am an artist,” not “I want to be an artist.” • You must actively live your dream. Wishing and hoping for someday doesn’t make it happen. Get out there and get involved. • When you look into the abyss you find your character. • Young people too often let the fear of failure keep them from trying. You have to get bloody, sweaty and rejected in order to succeed. • Get your face out of Facebook and into somebody’s face. Close your e-mail and pick up the phone. Personal contact still speaks loudest. • No one is entitled to act entitled. Be willing to work hard. • If you’re going to buck the norm you’re going to have to embrace the challenges. • You have to love the journey if you’re going to work in the arts. • Only listen to people who agree with your vision. • A little anxiety is good but don’t let it become fear, fear makes you inert. • Find your own unique voice. Leave your individual imprint on the world, not a copy of someone else. • Draw strength from your mistakes; they can be your best teacher.

An OBJECTIVE, I explained, is simply WHAT is to be achieved, no more and no less. By definition, objectives are significant, concrete, action oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution. KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. (As prize pupil Marissa Mayer would say, “It’s not a key result unless it has a number.”) You either meet a key result’s requirements or you don’t; there is no gray area, no room for doubt.

There is need for clarity on what your leadership role stands for and the kind of unwavering and unstoppable beliefs required. These beliefs must not be deterred by current circumstances and conditions. They must become your source of internal strength and inspiration, especially during trying times. How strong, positive and empowering is your belief system as a leader?

Redefining the paradigm of business benchmarking in a dynamic technological world, fosters new strategic concepts that will define how businesses will evolve to gain traction.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

Don't make someone else's life your benchmark.

Here’s the trick to significantly improving your SaaS email marketing skills—you have to become a student of it. This means you should: Start collecting great email copy, CTAs, and designs. Understand the objective behind each and every email that businesses send. Try to understand the rationale behind copy, link, and design decisions. There are great websites like Really Good Emails11, Good Email Copy12, and Good Sales Emails.com13 that you can use for your research. These sites categorize email copy and designs by types. As well as this, you should sign up to receive emails from some of the leading SaaS brands. Those include, among others: Drift MailChimp Pipedrive Shopify SurveyMonkey Trello Wistia Zapier You should also sign up to competing products and mailing lists from companies in your sector. I personally signed up to thousands of products and newsletters. It’s great for benchmarking and research. At the time of writing, I’ve already passively collected more than 60,000 emails. Obviously, don’t sign up to your competitors’ products with a business email address! I have a special email address I use for this. This account allows me to get data, understand what other organizations are doing, and find good copy ideas. For example, here’s what a search for ‘Typeform’ gives me: Figure 18.1 – Inbox Inspiration It’s not uncommon for me to sign up several times to the same product or newsletter. This allows me to see what they have learned and to track the evolution of their email marketing program. At LANDR, we created a shared document to keep track of subject lines, offers, and copy we wanted to test. Our copywriter was even going through his junk mail folder to find ideas and inspiration. There are tests we ran that were inspired by copy found in his spam folder. Some of them turned out to be really successful too—so keep your eyes open for inspiration. You can use Evernote, Paper, or any other platform to collaborate on idea generation. Alternatively, you can subscribe to paid services like Mailcharts14 or Mailody15. These services will help you track and understand your competitors’ email programs. Build processes to find and access copy and design ideas. It will help you create better emails, faster. In the next chapter we’ll get started creating our first email sequences.

Skip table Area Description Desirable features Key benefits eg Youth Services Organization Purpose ​–​Why do we exist beyond financial gain? ​–​Emotional appeal ​–​The emphasis shouldn’t change over time ​–​Calls for a togetherness ​–​Grabs attention ​–​Memorable ​–​Benefits selected stakeholders (eg employees, customers, society) ​–​Heart then head appeal ​–​Inspires selflessness ​–​Creates belonging ​–​Catalyst for collaboration ​–​Helps people find meaning ​–​Attracts followers ​–​Creates advocates ​–​To give hope to vulnerable young people Vision ​–​What would success look, feel and sound like? ​–​Brings purpose to life ​–​Evokes imagery ​–​Takes a long-term view ​–​Increases clarity ​–​Has uniqueness ​–​Presents a challenge ​–​Commercial reference ​–​Provides an impetus for and inspires action ​–​Creates focus beyond the day-to-day activities ​–​Provides a benchmark to measure progress against ​–​To become the most respected, innovative and sustainably funded youth services provider in xx countries

Sylvie stood in stunned amazement. As a Catholic working among scientists, she occasionally endured the antireligious whisperings, but the party these kids seemed to be having was all-out euphoria over the church's loss. How could they be so callous? Why the hatred? For Sylvie, the church had always been an innocuous entity... a place of fellowship and introspection... sometimes just a place to sing out loud without people staring at her. The church recorded the benchmarks of her life - funerals, weddings, baptisms, holidays - and it asked for nothing in return. Even the monetary dues were voluntary. Her children emerged from Sunday School every week uplifted, filled with ideas about helping others and being kinder. What could possibly be wrong with that? It never ceased to amaze her that so many of CERN's so-called "brilliant minds" failed to comprehend the importance of the church. Did they really believe quarks and mesons inspired the average human being? Or that equations could replace someone's need for faith in the divine?

Once again the Scriptures are a lodestar, a benchmark, the plumb line steadies us and steers us clear of what is happening in the world and gives us a glimpse of history and politics, economics and daily experiences from God's point of view. Going back to this mother lode of wisdom and knowledge, inspired by God, brings grace and further insight not found in other devotional materials.

by the fact of his own election, that audacity does not appear to challenge the system of power which has brought the nation an endless war, bankruptcy, recession, and high unemployment. Change aplenty and all feeding the drift toward the system described in the pages that follow. July 2009 Preface As a preliminary I want to emphasize certain aspects of the approach taken in this volume in order to avoid possible misunderstandings. Although the concept of totalitarianism is central to what follows, my thesis is not that the current American political system is an inspired replica of Nazi Germany’s or George W. Bush of Hitler.1 References to Hitler’s Germany are introduced to remind the reader of the benchmarks in a system of power that was invasive abroad, justified preemptive war as a matter of official doctrine, and repressed all opposition at home—a system that was cruel and racist in principle and practice, deeply ideological, and openly bent on world domination. Those benchmarks are introduced to illuminate tendencies

Đa số các bạn trẻ thường lấy "bạn đồng lứa giỏi giang nhất" - thường được gọi là "con nhà người ta" - để làm thước đo bench-marking. "Người ta thì đã tiến xa, còn mình sao giờ vẫn thế này?" họ tự dằn vặt như thế. Họ bồn chồn, sốt ruột, thay vì bình tĩnh cố gắng phấn đấu, họ lại vội vàng bắt chước.

An OBJECTIVE, I explained, is simply WHAT is to be achieved, no more and no less. By definition, objectives are significant, concrete, action oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution. KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. (As prize pupil Marissa Mayer would say, “It’s not a key result unless it has a number.”)

Things only work when we stop reminding ourselves that they won’t. Opponents change, but we don’t by sticking to the benchmark set by our last failure.