Breakthrough Best Quotes

6 Ways To Give Your Mind A Break: 1. Stop stressing 2. Stop worrying 3. Give rest to the problems weighing you down 4. Lighten up 5. Forgive yourself 6. Forgive others

Everybody is standing, but you must stand out. Everybody is breaking grounds; but you must breakthrough! Everybody scratching it; but you must scratch it hard! Everybody is going, but you must keep going extra miles! Dare to be exceptionally excellent and why not?

No one else knows exactly what the future holds for you, no one else knows what obstacles you've overcome to be where you are, so don't expect others to feel as passionate about your dreams as you do.

At the very moment when people underestimate you is when you can make a breakthrough.

No matter how dysfunctional your background, how broke or broken you are, where you are today, or what anyone else says, YOU MATTER, and your life matters!

I believe the best managers acknowledge and make room for what they do not know—not just because humility is a virtue but because until one adopts that mindset, the most striking breakthroughs cannot occur. I believe that managers must loosen the controls, not tighten them. They must accept risk; they must trust the people they work with and strive to clear the path for them; and always, they must pay attention to and engage with anything that creates fear. Moreover, successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don’t know can we ever hope to learn it.

The enemy fights the hardest when you are closest to your breakthrough. Know that your best days are ahead and no weapon formed will prosper.

It is not enough to just do your best or work hard; You must know what to work on.

You can't reach your potential by remaining in a past due season. Your breakthrough is coming. Strongholds are breaking. Get Ready!

Being the best is rarely within our reach. Doing our best is always within our reach.

Happiness is best when shared. Wherever you go, make sure to leave a little happiness behind.

The best way to encourage more of the behavior you want is to create the conditions in which that behavior will arise naturally. This is absolutely true of the questioning required for process improvement in a workplace.

I'm convinced that the best solutions are often the ones that are counterintuitive - that challenge conventional thinking - and end in breakthroughs. It is always easier to do things the same old way...why change? To fight this, keep your dissatisfaction index high and break with tradition. Don't be too quick to accept the way things are being done. Question whether there's a better way. Very often you will find that once you make this break from the usual way - and incidentally, this is probably the hardest thing to do—and start on a new track your horizon of new thoughts immediately broadens. New ideas flow in like water. Always keep your interests broad - don't let your mind be stunted by a limited view.

When change happens, you have a choice for how you are going to respond. You can either lose your composure and react impetuously or use the event or situation as a learning opportunity to shift your mindset and respond appropriately. Begin to notice your responses when changes occur and do your best to choose a breakthrough over a breakdown.

Although honesty is said to be the best policy, when it comes to ourselves it is often the hardest.

Making the best of what we do have, instead of begrudging what we don’t, has a way of creating all that we’ll ever need.

Observation is the best medium of learning,

There is but one failure, and that is not to be true to the best that is in us.

a man’s best chance for longevity is to sleep deeply, stay strong, avoid tobacco, and get married and stay married.

Poetic Terrorism WEIRD DANCING IN ALL-NIGHT computer-banking lobbies. Unauthorized pyrotechnic displays. Land-art, earth-works as bizarre alien artifacts strewn in State Parks. Burglarize houses but instead of stealing, leave Poetic-Terrorist objects. Kidnap someone & make them happy. Pick someone at random & convince them they're the heir to an enormous, useless & amazing fortune--say 5000 square miles of Antarctica, or an aging circus elephant, or an orphanage in Bombay, or a collection of alchemical mss. ... Bolt up brass commemorative plaques in places (public or private) where you have experienced a revelation or had a particularly fulfilling sexual experience, etc. Go naked for a sign. Organize a strike in your school or workplace on the grounds that it does not satisfy your need for indolence & spiritual beauty. Graffiti-art loaned some grace to ugly subways & rigid public monuments--PT-art can also be created for public places: poems scrawled in courthouse lavatories, small fetishes abandoned in parks & restaurants, Xerox-art under windshield-wipers of parked cars, Big Character Slogans pasted on playground walls, anonymous letters mailed to random or chosen recipients (mail fraud), pirate radio transmissions, wet cement... The audience reaction or aesthetic-shock produced by PT ought to be at least as strong as the emotion of terror-- powerful disgust, sexual arousal, superstitious awe, sudden intuitive breakthrough, dada-esque angst--no matter whether the PT is aimed at one person or many, no matter whether it is "signed" or anonymous, if it does not change someone's life (aside from the artist) it fails. PT is an act in a Theater of Cruelty which has no stage, no rows of seats, no tickets & no walls. In order to work at all, PT must categorically be divorced from all conventional structures for art consumption (galleries, publications, media). Even the guerilla Situationist tactics of street theater are perhaps too well known & expected now. An exquisite seduction carried out not only in the cause of mutual satisfaction but also as a conscious act in a deliberately beautiful life--may be the ultimate PT. The PTerrorist behaves like a confidence-trickster whose aim is not money but CHANGE. Don't do PT for other artists, do it for people who will not realize (at least for a few moments) that what you have done is art. Avoid recognizable art-categories, avoid politics, don't stick around to argue, don't be sentimental; be ruthless, take risks, vandalize only what must be defaced, do something children will remember all their lives--but don't be spontaneous unless the PT Muse has possessed you. Dress up. Leave a false name. Be legendary. The best PT is against the law, but don't get caught. Art as crime; crime as art.

Law 6: When forced to compromise, ask for more. Law 7: If you can’t win, change the rules. Law 8: If you can’t change the rules, then ignore them. Law 11: “No” simply means begin again at one level higher. Law 13: When in doubt: THINK. Law 16: The faster you move, the slower time passes, the longer you live. Law 17: The best way to predict the future is to create it yourself. (adopted from Alan Kay) Law 19: You get what you incentivize. Law 22: The day before something is a breakthrough, it’s a crazy idea. Law 26: If you can’t measure it, you can’t improve it.

You're on the verge of your breakthrough. Your next level is near and your dreams are about to take flight. Believe it. You need to fight off the fear and prepare for the weight of favor, abundance and responsibility coming your way. 

It would be nice to say that after this small breakthrough, neither Liesel nor Max dreamed their bad visions again. It would be nice but untrue. The nightmares arrived like they always did, much like the best player in the opposition when you’ve heard rumors that he might be injured or sick—but there he is, warming up with the rest of them, ready to take the field. Or like a timetabled train, arriving at a nightly platform, pulling the memories behind it on a rope. A lot of dragging. A lot of awkward bounces.

The best way to expose our ignorance is to hold on to biased ideas and opinions, because we fear giving the upper hand to the other side.

The best way to find happiness is not to look for it.

If you are hunting for hares in a hyena country, keep your eyes peeled for the hyenas. If you are just hunting for the hyenas, you can ignore the hares.

If you want to make breakthroughs to reach the stars, it is best that you board a ship that has already started its journey in that direction.

Clay nodded again. “I’ll do my best sir.” “Good,” Miller said. “Now, what is it about these dolphins that you wanted to share?

Self-awareness is not only the best way to liberate yourself from personal problems, it is also the best way to become a better person.

One of the best skills I’ve learned in life is the ability to laugh at myself.

The best way to encourage more of the behavior you want is to create the conditions in which that behavior will arise naturally.

When The Matrix debuted in 1999, it was a huge box-office success. It was also well received by critics, most of whom focused on one of two qualities—the technological (it mainstreamed the digital technique of three-dimensional “bullet time,” where the on-screen action would freeze while the camera continued to revolve around the participants) or the philosophical (it served as a trippy entry point for the notion that we already live in a simulated world, directly quoting philosopher Jean Baudrillard’s 1981 reality-rejecting book Simulacra and Simulation). If you talk about The Matrix right now, these are still the two things you likely discuss. But what will still be interesting about this film once the technology becomes ancient and the philosophy becomes standard? I suspect it might be this: The Matrix was written and directed by “the Wachowski siblings.” In 1999, this designation meant two brothers; as I write today, it means two sisters. In the years following the release of The Matrix, the older Wachowski (Larry, now Lana) completed her transition from male to female. The younger Wachowski (Andy, now Lilly) publicly announced her transition in the spring of 2016. These events occurred during a period when the social view of transgender issues radically evolved, more rapidly than any other component of modern society. In 1999, it was almost impossible to find any example of a trans person within any realm of popular culture; by 2014, a TV series devoted exclusively to the notion won the Golden Globe for Best Television Series. In the fifteen-year window from 1999 to 2014, no aspect of interpersonal civilization changed more, to the point where Caitlyn (formerly Bruce) Jenner attracted more Twitter followers than the president (and the importance of this shift will amplify as the decades pass—soon, the notion of a transgender US president will not seem remotely implausible). So think how this might alter the memory of The Matrix: In some protracted reality, film historians will reinvestigate an extremely commercial action movie made by people who (unbeknownst to the audience) would eventually transition from male to female. Suddenly, the symbolic meaning of a universe with two worlds—one false and constructed, the other genuine and hidden—takes on an entirely new meaning. The idea of a character choosing between swallowing a blue pill that allows him to remain a false placeholder and a red pill that forces him to confront who he truly is becomes a much different metaphor. Considered from this speculative vantage point, The Matrix may seem like a breakthrough of a far different kind. It would feel more reflective than entertaining, which is precisely why certain things get remembered while certain others get lost.

It’s hard to put the whole world to rights, but let us at least think about how we can prepare our own small corner of it, this corner of ‘literature’, where we read, write, publish, recommend, denounce and give awards to books. If we are to play an important role in this uncertain future, if we are to get the best from the writers of today and tomorrow, I believe we must become more diverse. I mean this in two particular senses.

Trying to figure it all out is impossible. But what isn’t impossible is to: Have gratitude Stay Positive Have faith Be friendly and kind Listen first; speak second Do your best, not try to be the best Enjoy the ride!

We all have strengths and weaknesses. The best advice is to embrace, focus on, and nurture our strengths. Unless, of course, those strengths include exploiting the weaknesses of others. Then I suggest discovering new ones.

Meanwhile, the annual U.N. climate summit, which remains the best hope for a political breakthrough on climate action, has started to seem less like a forum for serious negotiation than a very costly and high-carbon group therapy session, a place for the representatives of the most vulnerable countries in the world to vent their grief and rage while low-level representatives of the nations largely responsible for their tragedies stare at their shoes.

Dear Stanley, It was wonderful to hear from you Your letter made me feel like one of the other moms who can afford to send their kids to summer camp. I know it’s not the same, but I am very proud of you for trying to make the best of a bad situation. Who knows? Maybe something good will come of this. Your father thinks he is real close to a breakthrough on his sneaker project. I hope so. The landlord is threatening to evict us because of the odor. I feel sorry for the little old lady who lived in a shoe. It must have smelled awful!

No one really just wakes up one day and decides to love themselves. It’s also rare for someone to be taught how to have self-love (unless you have a very self-aware parent, guardian or teacher in your youth). The choice is usually only made right after a significant moment. This is the moment I call the “Breakdown to Breakthrough.” There are typically tears, yelling, screaming (probably mostly to the air, or God, or the Universe—whatever you like to call it), or sometimes it can be a very deep and serious, “I’ve had enough, I can no longer live like this” moment.

Then it began to dawn on us: There was no miracle moment. Although it may have looked like a single-stroke breakthrough to those peering in from the outside, it was anything but that to people experiencing transformation from within. Rather, it was a quiet, deliberate process of figuring out what needed to be done to create the best future results and then simply taking those steps, one after the other, turn by turn of the flywheel. After pushing on that flywheel in a consistent direction over an extended period of time, they'd inevitably hit a point of breakthrough.

Very few breakthroughs come without a few breakdowns along the way. Stay the course. Our personal evolution brings so much brilliance to our life, but it can also bring some pain and discomfort with it. While our spiritual and emotional shifts do bring us closer to our best selves, they also simultaneously move us away from the space in which we may have been comfortably living before. These transitional periods, while necessary to our growth, often leave us feeling incredibly vulnerable. Be gentle with yourself. Moving from where you were to where you are takes some getting used to.

These small wins matter more because they are so much more likely to occur compared to the big break-throughs in the world. If we only waited for the big wins, we would be waiting a long time. And we would probably quit long before we saw anything tangible come to fruition. What you need instead of big wins is simply the forward momentum that small wins bring.

I believe in a higher power, and I don’t think She’d want us to accept mediocrity. I don’t mean that everyone needs to dream of space, or scientific breakthroughs, or changing the whole world. Just that everyone should do what they love and do it as best they can. Whether you’re surfing, teaching, or collecting trash—and want to be—hold your head high and kick ass.

The obstacle in the path becomes the path. Never forget, within every obstacle is an opportunity to improve our condition. We decide what we will make of each and every situation. Our perceptions are the thing that we're in complete control of. When people panic, they make mistakes.They become unresponsive and stop thinking clearly. They just react. If an emotion can't change the condition or the situation you're dealing with, it is likely an unhelpful emotion. Or, quite possibly, a destructive one. Perspective is everything. That is, when you can break apart something, or look at it from some new angle, it loses its power over you. Focusing exclusively on what is in our power magnifies and enhances our power. But every ounce of energy directed at things we can't actually influence is wasted - self-indulgent and self-destructive. Our best ideas come from where obstacles illuminate new options. Failure puts you in corners you have to think your way out of. It is a source of breakthroughs. True will is quiet humility, resilience and flexibility. The other kind of will is weakness, disguised by bluster and ambition. See which lasts longer under the hardest of obstacles.

Like everyone else, scientists have intuitions. Indeed, hunches and flashes of insight—the sense that something is true even if you can’t prove it—have been behind countless breakthroughs. The interplay between System 1 and System 2 can be subtle and creative. But scientists are trained to be cautious. They know that no matter how tempting it is to anoint a pet hypothesis as The Truth, alternative explanations must get a hearing. And they must seriously consider the possibility that their initial hunch is wrong. In fact, in science, the best evidence that a hypothesis is true is often an experiment designed to prove the hypothesis is false, but which fails to do so. Scientists must be able to answer the question “What would convince me I am wrong?” If they can’t, it’s a sign they have grown too attached to their beliefs.

On May 3, 1997, a chess match began between Deep Blue, a chess computer built by IBM, and Garry Kasparov, the world chess champion and possibly the best human player in history. Newsweek billed the match as “The Brain’s Last Stand.” On May 11, with the match tied at 2½–2½, Deep Blue defeated Kasparov in the final game. The media went berserk. The market capitalization of IBM increased by $18 billion overnight. AI had, by all accounts, achieved a massive breakthrough.

More people than ever are being paid to think, instead of just doing routine tasks. Yet making complex decisions and solving new problems is difficult for any stretch of time because of some real biological limits on your brain. Surprisingly, one of the best ways to improve mental performance is to understand these limits. In act 1, Emily discovers why thinking requires so much energy, and develops new techniques for dealing with having too much to do. Paul learns about the space limits of his brain, and works out how to deal with information overload. Emily finds out why it’s so hard to do two things at once, and rethinks how she organizes her work. Paul discovers why he is so easily distracted, and works on how to stay more focused. Then he finds out how to stay in his brain’s “sweet spot.” In the last scene, Emily discovers that her problem-solving techniques need improving, and learns how to have breakthroughs when she needs them most.

What they found is that there’s simply no way for the states to do it without enhancing the power grid. The model also showed that regional and national approaches to transmission—rather than leaving each state to its own devices—would allow every state to meet the emission-reduction goals with 30 percent fewer renewables than they would need otherwise. In other words, we’ll save money by building renewables in the best locations, building a unified national grid, and shipping zero-emissions electrons wherever they’re needed.

In recent years, annual trading in stocks—necessarily creating, by reason of the transaction costs involved, negative value for traders—averaged some $33 trillion. But capital formation—that is, directing fresh investment capital to its highest and best uses, such as new businesses, new technology, medical breakthroughs, and modern plant and equipment for existing business—averaged some $250 billion. Put another way, speculation represented about 99.2 percent of the activities of our equity market system, with capital formation accounting for 0.8 percent.

with others.” Bennett culls all of these bits59 and shares the best of them with the people at IDEO, or with a larger audience on his blog, The Curiosity Chronicles. For many of us, the beautiful question that calls to us is some variation of what Bennett is talking about: How do we continually find inspiration so that we can inspire others? That question must be asked and answered fresh, over and over. There is no definitive answer, at least not for the creative individual who wants to keep growing, improving, innovating. To say, I’ve figured it out—this is

I believe the perception of what people think about DID is I might be crazy, unstable, and low functioning. After my diagnosis, I took a risk by sharing my story with a few friends. It was quite upsetting to lose a long term relationship with a friend because she could not accept my diagnosis. But it spurred me to take action. I wanted people to be informed that anyone can have DID and achieve highly functioning lives. I was successful in a career, I was married with children, and very active in numerous activities. I was highly functioning because I could dissociate the trauma from my life through my alters. Essentially, I survived because of DID. That's not to say I didn't fall down along the way. There were long term therapy visits, and plenty of hospitalizations for depression, medication adjustments, and suicide attempts. After a year, it became evident I was truly a patient with the diagnosis of DID from my therapist and psychiatrist. I had two choices. First, I could accept it and make choices about how I was going to deal with it. My therapist told me when faced with DID, a patient can learn to live with the live with the alters and make them part of one's life. Or, perhaps, the patient would like to have the alters integrate into one person, the host, so there are no more alters. Everyone is different. The patient and the therapist need to decide which is best for the patient. Secondly, the other choice was to resist having alters all together and be miserable, stuck in an existence that would continue to be crippling. Most people with DID are cognizant something is not right with themselves even if they are not properly diagnosed. My therapist was trustworthy, honest, and compassionate. Never for a moment did I believe she would steer me in the wrong direction. With her help and guidance, I chose to learn and understand my disorder. It was a turning point.

After the war, in the early fifties, when the great break-throughs in science followed one after the other so rapidly, there wasn't time to take stock, to ask the sensible questions. Suddenly there were all these new possibilities laid before us, all these ways to cure so many previously incurable conditions. This was what the world noticed the most, wanted the most. And for a long time, people preferred to believe these organs appeared from nowhere, or at most that they grew in a kind of vacuum. Yes, there were arguments. But by the time people became concerned about . . . about students, by the time they came to consider just how you were reared, whether you should have been brought into existence at all, well by then it was too late. There was no way to reverse the process. How can you ask a world that has come to regard cancer as curable, how can you ask such a world to put away that cure, to go back to the dark days? There was no going back. However uncomfortable people were about your existence, their overwhelming concern was that their own children, their spouses, their parents, their friends, did not die from cancer, motor neurone disease. So for a long time you were kept in the shadows, and people did their best not to think about you. And if they did, they tried to convince themselves you weren't really like us. That you were less than human, so it didn't matter.

I used to think optimists were naive and pessimists were smart. Pessimism seemed like an essential feature of a scientist: the basis of science is to challenge every result, to pick theories apart to see which one stands up. I thought cynicism was one of its founding principals. Maybe there is some truth in that. But science is inherently optimistic too. How else would we describe the willingness to try experiments over and over, often with slim odds of success? Scientific progress can be frustratingly slow: the best minds can dedicate their entire lives to a single question and come away with nothing. They do so with the hope that a breakthrough is around the corner. The odds drop to zero if they give up.

When the National Transportation Safety Board analyzed its database of major flight accidents, it found that 73 percent occurred on a flight crew’s first day working together. Like surgeries and putts, the best flight is one in which everything goes according to routines long understood and optimized by everyone involved, with no surprises. When the path is unclear—a game of Martian tennis—those same routines no longer suffice. “Some tools work fantastically in certain situations, advancing technology in smaller but important ways, and those tools are well known and well practiced,” Andy Ouderkirk told me. “Those same tools will also pull you away from a breakthrough innovation. In fact, they’ll turn a breakthrough innovation into an incremental one.

Peter’s Laws™ The Creed of the Persistent and Passionate Mind 1. If anything can go wrong, fix it! (To hell with Murphy!) 2. When given a choice—take both! 3. Multiple projects lead to multiple successes. 4. Start at the top, then work your way up. 5. Do it by the book . . . but be the author! 6. When forced to compromise, ask for more. 7. If you can’t win, change the rules. 8. If you can’t change the rules, then ignore them. 9. Perfection is not optional. 10. When faced without a challenge—make one. 11. No simply means begin one level higher. 12. Don’t walk when you can run. 13. When in doubt: THINK! 14. Patience is a virtue, but persistence to the point of success is a blessing. 15. The squeaky wheel gets replaced. 16. The faster you move, the slower time passes, the longer you live. 17. The best way to predict the future is to create it yourself! 18. The ratio of something to nothing is infinite. 19. You get what you incentivize. 20. If you think it is impossible, then it is for you. 21. An expert is someone who can tell you exactly how something can’t be done. 22. The day before something is a breakthrough, it’s a crazy idea. 23. If it was easy, it would have been done already. 24. Without a target you’ll miss it every time. 25. Fail early, fail often, fail forward! 26. If you can’t measure it, you can’t improve it. 27. The world’s most precious resource is the persistent and passionate human mind. 28. Bureaucracy is an obstacle to be conquered with persistence, confidence, and a bulldozer when necessary.

Everybody needs a place where they feel protected, secure, and welcome. Everybody yearns for a place where they can relax and be fully themselves. Ideally, the childhood home was one such place. For those of us who felt accepted and loved by our parents, our home provided this warmth. It was a heartwarming place—the very thing that everybody yearns for. And we internalize this feeling from childhood—that of being accepted and welcome—as a fundamental, positive attitude toward life that accompanies us through adulthood: we feel secure in the world and in our own life. We’re self-confident and trusting of others. There’s the notion of basic trust, which is like a home within ourselves, providing us with internal support and protection. Many people, however, associate their childhood with largely negative experiences, some even traumatic. Others had an unhappy childhood, but have repressed those memories. They can barely recall what happened. Then there are those who believe their childhood was “normal” or even “happy,” only to discover, upon closer examination, that they have been deluding themselves. And though people may attempt to repress or, as an adult, downplay childhood experiences of insecurity or rejection, there are moments in everyday life that will reveal how underdeveloped their basic trust remains. They have self-esteem issues and frequently doubt that they are welcome and that their coworkers, romantic partner, boss, or new friend truly likes them. They don’t really like themselves all that much, they have a range of insecurities, and they often struggle in relationships. Unable to develop basic trust, they therefore lack a sense of internal support. Instead, they hope that others will provide them with these feelings of security, protection, stability, and home. They search for home with their partner, their colleagues, in their softball league, or online, only to be disappointed: other people can provide this feeling of home sporadically at best. Those who lack a home on the inside will never find one on the outside. They can’t tell that they’re caught in a trap.

SUPPLEMENT DAILY DOSAGE Vitamin A 10,000 IU or 6 mg beta-carotene (choose mixed carotenes if available)     B-complex vitamins B1, B2, B3, B5: 50 mg B6: 50 mg, or 100 mg if nauseated (can be higher: if necessary up to 250 mg to prevent nausea) B12: 400 mcg Choline, Inositol, PABA: 25 mg Biotin: 200 mcg Folic acid: 500 mcg (increase this to 1000 mcg if you have suffered a previous miscarriage, if there is a history of neural tube defects in your family, or if you are over 40 years of age)     Vitamin C 1–2 g (take the higher dose if you are exposed to toxicity or in contact with, or suffering from, infection)     Bioflavonoids 500–1000 mg (helpful for preventing miscarriage and breakthrough bleeding)     Vitamin D 200 IU     Vitamin E 500 IU (increasing to 800 IU during last trimester)     Calcium 800 mg (increasing to 1200 mg during middle trimester when your baby’s bones are forming, or if symptoms such as leg cramps indicate an increased need)     Magnesium 400 mg (half the dose of calcium)     Potassium 15 mg or as cell salt (potassium chloride, 3 tablets)     Iron Supplement only if need is proven; dosage depends on serum ferritin levels (stored iron) If levels < 30 mcg per litre, take 30 mg If levels < 45 mcg per litre, take 20 mg If levels < 60 mcg per litre, take 10 mg This test for ferritin levels should be repeated at the end of each trimester, and we give further details in Chapter 11.     Manganese 10 mg     Zinc 20–60 mg, taken last thing at night on an empty stomach (dose level to depend on results of zinc taste test, which ideally should be performed at two monthly intervals during your pregnancy; see page 172–174 for details)     Chromium 100–200 mcg (upper limit applies to those with sugar cravings or with proven need)     Selenium 100–200 mcg (upper limit for those exposed to high levels of heavy metal or chemical pollution). Selenium is best taken away from vitamin C, but can be taken with zinc.     Iodine 75 mcg (or take 150 mg of kelp instead)     Acidophilus/Bifidus Half to one teaspoonful, one to three times daily (upper limits for those who suffer from thrush)     Evening primrose oil 500–1000 mg two to three times daily     MaxEPA (or deep sea fish oils) 500–1000 mg two to three times daily     Garlic 2000–5000 mg (higher levels for those exposed to toxins)     Silica 20 mg     Copper 1–2 mg (but only if zinc levels are adequate)     Hydrochloric acid and digestive enzymes For those with digestive problems. There are numerous proprietary preparations which contain an appropriate combination of active ingredients. Ask your health practitioner, pharmacist or health food shop for guidance, and take as directed on the label.     Co-enzyme Q10 10 mg daily

Indeed, equal amounts of research support both assertions: that mentorship works and that it doesn’t. Mentoring programs break down in the workplace so often that scholarly research contradicts itself about the value of mentoring at all, and prompts Harvard Business Review articles with titles such as “Why Mentoring Doesn’t Work.” The mentorship slip is illustrated well by family businesses: 70 percent of them fail when passed to the second generation. A business-owner parent is in a perfect spot to mentor his or her child to run a company. And yet, sometime between mentorship and the business handoff, something critical doesn’t stick. One of the most tantalizing ideas about training with a master is that the master can help her protégé skip several steps up the ladder. Sometimes this ends up producing Aristotle. But sometimes it produces Icarus, to whom his father and master craftsman Daedalus of Greek mythology gave wings; Icarus then flew too high too fast and died. Jimmy Fallon’s mentor, one of the best-connected managers Jimmy could have for his SNL dream, served him up on a platter to SNL auditions in a fraction of the expected time it should take a new comedian to get there. But Jimmy didn’t cut it—yet. There was still one more ingredient, the one that makes the difference between rapid-rising protégés who soar and those who melt their wings and crash. III.

There’s a big difference, in other words, between having a mentor guide our practice and having a mentor guide our journey. OUR TYPICAL PARADIGM FOR mentorship is that of a young, enterprising worker sitting across from an elderly executive at an oak desk, engaging in Q& A about how to succeed at specific challenges. On the other hand, a smartcut-savvy mentee approaches things a bit differently. She develops personal relationships with her mentors, asks their advice on other aspects of life, not just the formal challenge at hand. And she cares about her mentors’ lives too. Business owner Charlie Kim, founder of Next Jump and one of my own mentors, calls this vulnerability. It’s the key, he says, to developing a deep and organic relationship that leads to journey-focused mentorship and not just a focus on practice. Both the teacher and the student must be able to open up about their fears, and that builds trust, which in turn accelerates learning. That trust opens us up to actually heeding the difficult advice we might otherwise ignore. “It drives you to do more,” Kim says. The best mentors help students to realize that the things that really matter are not the big and obvious. The more vulnerability is shown in the relationship, the more critical details become available for a student to pick up on, and assimilate. And, crucially, a mentor with whom we have that kind of relationship will be more likely to tell us “no” when we need it—and we’ll be more likely to listen.

The industrial revolution has held in contempt not only the 'obsolete skills' of those classes, but the concern for quality, for responsible workmanship and good work, that supported their skills. For the principle of good work it substituted a secularized version of the heroic tradition: the ambition to be a 'pioneer' of science or technology, to make a 'breakthrough' that will 'save the world' from some 'crisis' (which now is usually the result of some previous 'breakthrough'). The best example we have of this kind of hero, I am afraid, is the fallen Satan of Paradise Lost--Milton having undoubtedly having observed in his time the prototypes of industrial heroism. This is a hero who instigates and influences the actions of others, but does not act himself. His heroism is of the mind only--escaped as far as possible, not only from divine rule, from its place in the order of creation or the Chain of Being, but also from the influence of material creation: A mind not to be chang'd by Place or Time. The mind is its own place, and in itself Can make a Heav'n of Hell, a Hell of Heav'n This would-be heroism is guilty of two evils that are prerequisite to its very identity: hubris and abstraction. The industrial hero supposes that 'mine own mind hath saved me'--and moreover that it may save the world. Implicit in this is the assumption that one's mind is one's own, and that it may choose its own place in the order of things; one usurps divine authority, and thus, in classic style, becomes the author of results that one can neither foresee nor control.

Scientists have found that there are two important genes, the CREB activator (which stimulates the formation of new connections between neurons) and the CREB repressor (which suppresses the formation of new memories). Dr. Jerry Yin and Timothy Tully of Cold Spring Harbor have been doing interesting experiments with fruit flies. Normally it takes ten trials for them to learn a certain task (e.g., detecting an odor, avoiding a shock). Fruit flies with an extra CREB repressor gene could not form lasting memories at all, but the real surprise came when they tested fruit flies with an extra CREB activator gene. They learned the task in just one session. “This implies these flies have a photographic memory,” says Dr. Tully. He said they are just like students “who could read a chapter of a book once, see it in their mind, and tell you that the answer is in paragraph three of page two seventy-four.” This effect is not just restricted to fruit flies. Dr. Alcino Silva, also at Cold Spring Harbor, has been experimenting with mice. He found that mice with a defect in their CREB activator gene were virtually incapable of forming long-term memories. They were amnesiac mice. But even these forgetful mice could learn a bit if they had short lessons with rest in between. Scientists theorize that we have a fixed amount of CREB activator in the brain that can limit the amount we can learn in any specific time. If we try to cram before a test, it means that we quickly exhaust the amount of CREB activators, and hence we cannot learn any more—at least until we take a break to replenish the CREB activators. “We can now give you a biological reason why cramming doesn’t work,” says Dr. Tully. The best way to prepare for a final exam is to mentally review the material periodically during the day, until the material becomes part of your long-term memory. This may also explain why emotionally charged memories are so vivid and can last for decades. The CREB repressor gene is like a filter, cleaning out useless information. But if a memory is associated with a strong emotion, it can either remove the CREB repressor gene or increase levels of the CREB activator gene. In the future, we can expect more breakthroughs in understanding the genetic basis of memory. Not just one but a sophisticated combination of genes is probably required to shape the enormous capabilities of the brain. These genes, in turn, have counterparts in the human genome, so it is a distinct possibility that we can also enhance our memory and mental skills genetically. However, don’t think that you will be able to get a brain boost anytime soon. Many hurdles still remain. First, it is not clear if these results apply to humans.

We’re told that the best way to succeed is to start young, work hard, and move up through the ranks. The two ingredients are hard work—not quitting when things get tough—and luck—spots opening up on the rungs above you. LBJ’s is that quintessential American story.

There is another thing to consider: The best product does not always win; the easiest-to-decide-on product wins. I believe that this is the biggest marketing breakthrough in the last several decades.

Neither mystic insights, nor philosophic wisdom, nor creative power can be provided by pill or injection. The psycho-pharmacist cannot add to the faculties of the brain-but he can, at best, eliminate obstructions and blockages which impede their proper use. He cannot aggrandise us-but he can, within limits, normalise us; he cannot put additional circuits into the brain, but he can, again within limits, improve the co-ordination between existing ones, attenuate conflicts, prevent the blowing of fuses, and ensure a steady power supply. That is all the help we can ask for-but if we were able to obtain it, the benefits to mankind would be incalculable; it would be the 'Final Revolution' in a sense opposite to Huxley's-the break-through from maniac to man.

Emotional intelligence is the capacity for recognizing feelings—yours, and others’-- motivating yourself, and managing emotions effectively. For breakthrough leadership performance, it is required.

Too many of us place our hopes and dreams in the unreliable hands of luck, but the world’s most rapidly successful people take luck into their own hands (even though many are too humble to say so). Too many of us accept the plateaus our lives have offered us and succumb to passivity, to the well-meaning delusion of “If I work hard enough, something good will hopefully happen to me.” By the end of this book, I’d like to convince you that serendipity can be engineered, that luck can be manufactured, convention can be defied, and that the best paths to success—no matter how you define it—are different today from what they were yesterday.

All ten of the top ten presidents in C-SPAN’s survey were hackers. Only one, JFK, climbed a semblance of a traditional ladder; he served in both houses of Congress, but was a war hero and author of a Pulitzer Prize–winning book—clearly not the average ladder climber. Each of the men on this list worked hard in his career, learned and proved leadership through diverse experiences, and switched ladders multiple times. They continuously parlayed their current success for something more, and they didn’t give up when they lost elections (which most of them did). The ladder switching made them better at getting elected and better at the job. To be a good president, Wead says, “You’ve got to be able to think on your feet.” Stubbornness and tradition make for poor performance—as we see with Andrew Johnson and other presidents at the bottom of history’s rankings. The fact that our best presidents—and history’s other greatest overachievers—circumvented the system to get to the top speaks to what’s wrong with our conventional wisdom of paying dues and climbing the ladder. Hard work and luck are certainly ingredients of success, but they’re not the entire recipe. Senators and representatives, by contrast, generally play the dues-and-ladder game of hierarchy and formality. And they get stuck in the congressional spiderweb. “The people that go into Congress go step by step by step,” Wead explains. But presidents don’t. It begs the question: should we?

Research from Brunel University shows that chess students who trained with coaches increased on average 168 points in their national ratings versus those who didn’t. Though long hours of deliberate practice are unavoidable in the cognitively complex arena of chess, the presence of a coach for mentorship gives players a clear advantage. Chess prodigy Joshua Waitzkin (the subject of the film Searching for Bobby Fischer) for example, accelerated his career when national chess master Bruce Pandolfini discovered him playing chess in Washington Square Park in New York as a boy. Pandolfini coached young Waitzkin one on one, and the boy won a slew of chess championships, setting a world record at an implausibly young age. Business research backs this up, too. Analysis shows that entrepreneurs who have mentors end up raising seven times as much capital for their businesses, and experience 3.5 times faster growth than those without mentors. And in fact, of the companies surveyed, few managed to scale a profitable business model without a mentor’s aid. Even Steve Jobs, the famously visionary and dictatorial founder of Apple, relied on mentors, such as former football coach and Intuit CEO Bill Campbell, to keep himself sharp. SO, DATA INDICATES THAT those who train with successful people who’ve “been there” tend to achieve success faster. The winning formula, it seems, is to seek out the world’s best and convince them to coach us. Except there’s one small wrinkle. That’s not quite true. We just held up Justin Bieber as an example of great, rapid-mentorship success. But since his rapid rise, he’s gotten into an increasing amount of trouble. Fights. DUIs. Resisting arrest. Drugs. At least one story about egging someone’s house. It appears that Bieber started unraveling nearly as quickly as he rocketed to Billboard number one. OK, first of all, Bieber’s young. He’s acting like the rock star he is. But his mentor, Usher, also got to Billboard number one at age 18, and he managed to dominate pop music for a decade without DUIs or egg-vandalism incidents. Could it be that Bieber missed something in the mentorship process? History, it turns out, is full of people who’ve been lucky enough to have amazing mentors and have stumbled anyway.

Aristotle was privileged to study at Plato’s Academy, but some kid on the other side of the world was probably just as promising as young Aristotle and never got the mentorship. How can building deep relationships with master mentors be a smartcut if it hinges on our being lucky enough to know the master? Hip-hop icon Jay-Z gives us a clue in one of his lyrics, “We were kids without fathers . . . so we found our fathers on wax and on the streets and in history. We got to pick and choose the ancestors who would inspire the world we were going to make for ourselves.” In ancient Greece, few people had access to the best mentors. Jay-Z didn’t either, but he had books from which he could get an inkling about what those kinds of mentors were like. With every increase in communication, with every autobiography published, and every YouTube video of a superstar created, we increase our access to the great models in every category. This allows us to at least study the moves that make masters great—which is a start.

Intuition is the result of nonconscious pattern recognition,” Dane tells me. However, his research shows that, while logging hours of practice helps us see patterns subconsciously, we can often do just as well by deliberately looking for them. In many fields, such pattern hunting and deliberate analysis can yield results just as in the basketball example—high accuracy on the first try. And that’s where, like the dues-paying presidents or overly patient programmers, what we take for granted often gets in the way of our own success. Deliberate pattern spotting can compensate for experience. But we often don’t even give it a shot. This explains how so many inexperienced companies and entrepreneurs beat the norm and build businesses that disrupt established players. Through deliberate analysis, the little guy can spot waves better than the big company that relies on experience and instinct once it’s at the top. And a wave can take an amateur farther faster than an expert can swim. It also explains why the world’s best surfers arrive at the beach hours before a competition and stare at the ocean. After years of practice, a surfer can “feel” the ocean, and intuitively find waves. But the best surfers, the ones who win championships, are tireless students of the sea. O’Connell says, “One of the main things that you do when you learn to compete is learn how to pick out conditions. Know that the tide is getting higher. Counting waves, how many waves come into a particular area that fit your eye that you want to ride.

Google was in the water when the waves of Internet traffic came because it was tinkering with new ideas under the umbrella of Google’s famous “20% Time.” “20% Time” is not Google indigenous. It was borrowed from a company formerly known as Minnesota Mining and Manufacturing, aka 3M, which allowed its employees to spend 15 percent of their work hours experimenting with new ideas, no questions asked. 3M’s “15% Time” brought us, among other things, Post-it Notes. Behind this concept (which is meticulously outlined in an excellent book by Ryan Tate called The 20% Doctrine) is the idea of constantly tinkering with potential trends—having a toe in interesting waters in case waves form. This kind of budgeted experimentation helps businesses avoid being disrupted, by helping them harness waves on which younger competitors might otherwise use to ride past them. It’s helped companies like Google, 3M, Flickr, Condé Nast, and NPR remain innovative even as peer companies plateaued. In contrast, companies that are too focused on defending their current business practice and too fearful to experiment often get overtaken. For example, lack of experimentation in digital media has cost photo brand Kodak nearly $ 30 billion in market capitalization since the digital photography wave overwhelmed it in the late ’90s. The best way to be in the water when the wave comes is to budget time for swimming.

Dr. Adam Grant, professor of organizational psychology at the Wharton School of the University of Pennsylvania, says this is because J. J. Abrams is “a giver,” a rarity in an industry full of takers. No good TV show or film is made by one person, but whereas Hollywood bigshots are known for being credit-hogs, J. J. Abrams is a fantastic collaborator. Grant would know. He wrote the book on the subject. In his bestseller, Give and Take, he presents rigorous research showing that a disproportionate number of the most successful people in a given industry are extremely generous. From medical students to engineers to salespeople, his studies find givers at the top of the ladder. “Being a giver doesn’t require extraordinary acts of sacrifice,” Grant writes in Give and Take. “It just involves a focus on acting in the interests of others, such as by giving help, providing mentoring, sharing credit, or making connections for others.” Abrams is known, acquaintances tell me, for his kindness and lack of ego, in addition to his penchant for mystery. That’s how he attracts the best people to his staff. And that’s how he’s managed to climb so far so fast.* Staffers with whom I e-mailed and met at the “typewriter shop” were eager to keep Abrams away from me because, according to his reputation, he’d probably spend way too much time helping this shaggy-haired writer out when he ought to be, you know, filming Star Wars. Initially, Abrams helped out better-connected people than himself, and doing so helped him superconnect. But once he was the superconnector, he still helped people. That’s how to tell if someone is a giver, or a taker in giver’s clothing. “If you do it only to succeed,” Grant says, in the long run, “it probably won’t work.

So that wasn’t much help. I was torn. I wanted to be judged on what I did, not on what I represented or what people projected onto me. But I understood how much this breakthrough would mean to the country, especially to girls and boys who would see that there are no limits on what women can achieve. I wanted to honor that significance. I just didn’t know the best way to do it. I carried all that uncertainty with me back from California, all the way to David Muir’s interview room in the Brooklyn Navy Yard on Tuesday night. Results were starting to come in. I won the New Jersey primary. Bernie won the North Dakota caucus. The big prize, California, was still out there, but all signs pointed to another victory. Bill and I had worked hard on my speech, but I still felt unsettled. Maybe it was about not being ready to accept “yes” for an answer. I had worked so hard to get to this moment, and now that it had arrived, I wasn’t quite sure what to do with myself. Then Muir walked me over to the window, and I looked out at that crowd—at thousands of people who’d worked their hearts out, resisted the negativity of a divisive primary and relentlessly harsh press coverage, and poured their dreams into my campaign. We’d had big crowds before, but this felt different. It was something more than the enthusiasm I saw on the trail. It was a pulsing energy, an outpouring of love and hope and joy. For a moment, I was overwhelmed—and then calm. This was right. I was ready. After the interview, I went downstairs to where my husband was sitting with the speechwriters going over final tweaks to the draft. I read it over one more time and felt good. Just as they were racing off to load the speech into the teleprompter, I said I had one more thing to add: “I’m going to talk about Seneca Falls. Just put a placeholder in brackets and I’ll take care of it.” I took a deep breath. I didn’t want the emotion of the moment to get to me in the middle of my speech. I said a little prayer and then headed for the stage. At the last moment, Huma grabbed my arm and

The best insights about problems to be addressed often come from the worm’s-eye view.

But the bigger breakthrough may be the code that runs the PR2. Instead of making his source code proprietary, Hassan has open-sourced the project. “Proprietary systems slow things down,” he says. “We want the best minds around the world working on this problem. Our goal is not to control or own this technology but to accelerate it; put the pedal to the metal to make this happen as soon as possible.

[Trauma] is a catalyst for the emotional growth. The worst has happened, and we are changed. Let’s face it. Few of us live our best and kindest lives. Most of us hurtle along, propelled by bills and responsibilities, somewhat impervious to our true potential. A breakdown also breaks down the musts and should-haves that ruled our daily routines, along with life as we knew it. Temporarily suspended in a vacuum, we can recalibrate, and maybe for the first time, tune into what truly matters.

Many people think that designers are lone geniuses, working in solitude and waiting for a flash of inspiration to show them the solution to their design problem. Nothing could be further from the truth. There may be some problems, such as the design of a stool or a new set of children’s blocks, that are simple enough to be tackled by an individual, but in today’s highly technical world, almost every problem requires a design team. Design thinking takes this idea even further and suggests that the best results come from radical collaboration. Radical collaboration works on the principle that people with very different backgrounds will bring their idiosyncratic technical and human experiences to the team. This increases the chance that the team will have empathy for those who will use what they are designing, and that the collision of different backgrounds will generate truly unique solutions. This is proved over and over again in d.school classes at Stanford, where graduate students create teams of business, law, engineering, education, and medical students that come up with breakthrough innovations all the time. The glue that holds these teams together is design thinking, the human-centered approach to design that takes advantage of their different backgrounds to spur collaboration and creativity. Typically, none of the students have any design background when they enroll in our classes, and all of the teams struggle at first to be productive. They have to learn the mind-sets of a designer—especially radical collaboration and being mindful of process. But once that happens, they discover that their abilities as a team far exceed what any individual can do, and their creative confidence explodes.

What Joffre wanted on the Somme was not a tactical battle. As he saw it, the attempt at a breakthrough had failed and now, as so often before, the task of breaking the enemy line would get even harder. Therefore, since it was probably impossible to break through the enemy line, the next best thing was to attack all along the line, and engage the enemy in a battle that would force him to remove divisions from the Verdun front

The rest of the video played out exactly as the two men remembered it. They could see everyone, including themselves, huddled on the stern of the ship where Krogstad had ordered them. If he couldn’t outrun the torpedo, his only other option would be to save as many as he could. On the stern, survivors had the best chance of deploying the lifeboats. The rest of the ship was sacrificed to take as much of the blow as possible. When it was over, Borger stopped the video and leaned back. “That’s only the second time I’ve seen it.

Peter has a set of rules that guide his life. His 28 Peter’s Laws have been collected over decades. Here are some of my favorites: Law 2: When given a choice . . . take both. Law 3: Multiple projects lead to multiple successes. Law 6: When forced to compromise, ask for more. Law 7: If you can’t win, change the rules. Law 8: If you can’t change the rules, then ignore them. Law 11: “No” simply means begin again at one level higher. Law 13: When in doubt: THINK. Law 16: The faster you move, the slower time passes, the longer you live. Law 17: The best way to predict the future is to create it yourself. (adopted from Alan Kay) Law 19: You get what you incentivize. Law 22: The day before something is a breakthrough, it’s a crazy idea. Law 26: If you can’t measure it, you can’t improve it.

Being the best is rarely within your reach. Doing your best is always within reach.

I asked her why she didn’t pursue her love for writing full-time and how she managed to find time to write her book with her nine-to-five job. “Right now, I’m a better artist when I know how I’m going to pay my rent and buy my bus pass and all that,” Janet told me. “I also know some people who feel like better artists when their income is dependent on their art because it forces them into action, and maybe one day I’ll feel like that. For me, it’s really great right now to not worry about where my income is coming from, because I’ve gotten really stressed about that in the past when I was having trouble supporting myself. Right now, I feel like I have the best of both worlds. I’m learning what I’m supposed to be learning from my paid work, while I also pursue my creative goals on a concurrent track.

Being the best is not always an option. Doing your best is ALWAYS an option.

It is not uncommon to see major resolution of hypothyroid symptoms just by following a gluten-free diet. However, avoiding gluten does not cure the disease.50 It simply helps tame the immune system so it stops attacking the thyroid tissue. Note: Many clinicians find removing casein, the protein molecule in all forms of dairy, is also integral to thyroid health. There is not as much research on casein intolerance as there is on gluten intolerance, however anecdotal evidence strongly suggests a diet that is not only gluten-free, but also dairy-free promises the best results in managing Hashimoto’s.

And, 37 years later, in 2013, his breakthrough moment came in another thought experiment, which revealed a system of cycling protocells capable of evolving but also sharing innovations, thereby able to lift ever more complex forms into being. Was this vision simply a motivation for his life’s work, driving him on for decades? Or was it a precognition sent by his future self or from some other mysterious time-shifted source? However you might interpret it, a causal temporal loop seems possible. A clue to this loop came from another point in the interview when Dr Damer told Dr Mossbridge that he had had an even earlier vision, suggesting that future versions of himself were able to communicate back through time. When he was about to turn ten, he wanted to mark that milestone, so he went on a long walk in his neighbourhood. He found himself at the edge of a slough, and asked, “What could I do right now that would have a really positive effect on my future?” Suddenly a vision opened up in his mind’s eye, a line of all his future selves extending to the horizon. They were all busy doing slightly different but interesting things. He felt pleased and began to look forward to this future. Showing remarkable maturity and awareness, the young Bruce decided it would be a good idea to make a deal with these future selves, then and there. He asked them to agree to a written contract, which he held up on an imagined piece of paper. It said: “You will all agree to not send negative thoughts back to the prior, littler selves because they did their best at the time.” One after the next, the future selves each “signed” the only-positive-thoughts contract. Once this was completed, he described experiencing a rush, a sort of force pulling on him as all the doors to the future swung open. He then saw his future path as one flowing, forward movement with no turbulence returning back down to his present. Given this earlier experience, it’s no surprise that just four years later he experienced receiving a clue from the future, setting his life’s work. From a very young age, Bruce felt he was in communication with his future selves and that he also possessed an intimate relationship with some kind of bigger, guiding system. This gave him an abiding sense that his life’s path was somehow mapped out through his intentions toward destinations lit by delivered visions.

I am now thinking of the next step: to recreate a low-information, more deterministic ancient time, say in the nineteenth century, all the while benefiting from some of the technical gains (such as the Monte Carlo engine), all of the medical breakthroughs, and all the gains of social justice of our age. I would then have the best of everything. This is called evolution.

Consider using a three-level goal system to determine your achievement levels at a training session, during the next competition, or in your upcoming season: 1) bronze, 2) silver, and 3) gold. In this system, bronze symbolizes a desired result that would be a good outcome based on a reasonable assessment of past performances and current capabilities. Silver refers to a significant improvement. Finally, gold is equivalent to achieving a best time or delivering a major performance breakthrough.

What will your life look like when you have become your own champion? This is the key champion question. Take some time right now to imagine that a major performance breakthrough in your game and life has just occurred and that you have become a champion all day, every day. In your mind’s eye, work your way through a regular weekday, a practice or training session, and a future competition. Draw together as much detail as possible about what it will look like to be at a gold level, to be the best version of yourself consistently. What specific actions or behaviors do you see yourself doing better or differently?

Without space we can’t sustain ourselves. The full fortitude of our professional contributions eludes us. We miss game-changing, breakthrough ideas that fail to grace us with their presence because busyness is barring the door. We miss human moments of serendipity and connection that should occur in the in-between moments of life—because in-between moments no longer exist.

three-level goal system to determine your achievement levels at a training session, during the next competition, or in your upcoming season: 1) bronze, 2) silver, and 3) gold. In this system, bronze symbolizes a desired result that would be a good outcome based on a reasonable assessment of past performances and current capabilities. Silver refers to a significant improvement. Finally, gold is equivalent to achieving a best time or delivering a major performance breakthrough.

As we continued to meet with Jeff, we tried various kinds of spreadsheets and PowerPoint slides to present and explore our ideas, none of which seemed to be particularly effective. At some point, I don’t remember exactly when, Jeff suggested a different approach for the next meeting. Forget the spreadsheets and slides, he said. Instead, each team member would write a narrative document. In it, they would describe their best idea for a device or service for the digital media business. The next meeting arrived, and we all showed up with our narratives. (As mentioned, ours was one of several teams involved in the early experimentation with narratives at the company. They were not yet official Amazon policy.) We distributed them and read them to ourselves and then discussed them, one after another. One proposed an e-book reader that would use new E Ink screen technology. Another described a new take on the MP3 player. Jeff wrote his own narrative about a device he called the Amazon Puck. It would sit on your countertop and could respond to voice commands like, “Puck. Please order a gallon of milk.” Puck would then place the order with Amazon. The great revelation of this process was not any one of the product ideas. As we’ve described in chapter four, the breakthrough was the document itself. We had freed ourselves of the quantitative demands of Excel, the visual seduction of PowerPoint, and the distracting effect of personal performance. The idea had to be in the writing. Writing up our ideas was hard work. It required us to be thorough and precise. We had to describe features, pricing, how the service would work, why consumers would want it. Half-baked thinking was harder to disguise on the written page than in PowerPoint slides. It could not be glossed over through personal charm in the presentation. After we started using the documents, our meetings changed. There was more meat and more detail to discuss, so the sessions were livelier and longer. We weren’t so focused on the pro forma P&L and projected market segment share. We talked at length about the service itself, the experience, and which products and services we thought would appeal most to the customer.

Immunomes Project, which uses AI and machine learning to home in on the most significant blood biomarkers. Their conclusion? The best gauges of our inflammation level—and our inflammatory age—are about 7,500 proteins. Edifice has condensed this large set to a core panel of five protein biomarkers—and their predictive power is startling. They can foretell frailty seven years before it happens. They can predict cardiovascular aging—arterial stiffness and heart thickness—even in currently healthy people. The Edifice blood test and iAge metric is also able to pinpoint people with undiagnosed autoimmune diseases. This technology is up and running today, and should be commercially available by mid-2022. It costs $250 per test, or you can get a subscription service for $60 per month. But Edifice isn’t stopping there. Once you know your iAge, what can you do to improve your outlook? Beyond lifestyle guidance, Edifice Health will also offer personalized supplements—currently under study by an Institutional Review Board—to improve a client’s inflammatory profile.

No. What was the Keely Motor?" "Something along the lines of what you have here," the colonel said dryly, "except that Keely at least had an explanation for where he was getting his power. Back around 1874, a man named John Keely claimed he had invented a wonderful new power source. He called it a breakthrough in the field of perpetual motion. An undiscovered source of power, he said, controlled by harmony. He had a machine in his lab which would begin to turn a flywheel when he blew a chord on a harmonica. He could stop it by blowing a sour note.

taught me an exercise to reframe expectations. Instead of aiming for our best performance, something that we can only accomplish rarely, shoot for improving your best average. When we judge ourselves against our all-time best, we inevitably fall short more often than not. Instead, averaging out our five most recent performances gives us a still tricky but achievable goal. The aim is first to be consistent. Don’t lower your expectations just so you can become confident. Understand what you are capable of, and set a standard that falls within that realm or just a touch outside of it. Embrace reality. Understand that a breakthrough doesn’t come from creating a false sense of confidence;

I’ve been thinking about this all wrong. Interacting with Lina isn’t a battle. It’s more like making a great cocktail—a science I’ll be perfecting over time. Take a person who thinks they’re in control (Lina), add in someone bent on throwing them off-balance (me), and stir vigorously. It’s effervescence in a glass, an explosion of flavors on the tongue, and it leads to tiny breakthroughs like the one we just experienced. With a few more tweaks, we’ll be so good together someone will want to bottle our chemistry. Platonic chemistry, of course. Just, you know, chemistry between two people interacting on a professional level and working toward a common goal. Dammit. I can’t unthink it. Now I’m the one flustered enough to do absurd shit—like wonder what would have happened if I’d met Lina before my brother did.

The wrong place to start is to hire familiar people who are in your comfort zone—good buddies, but not the best in their skill set. Such people are difficult to fire and hard to manage.

Letting go of anger is the best way to find peace of mind, a healthier pain-free body, and an indomitable spirit.

Outer beauty is not the best indicator of inner beauty. Actually, it may be among the worst.

Dale Carnegie wrote a best selling book, which I highly recommend – How to Win Friends and Influence People. What if he had named the book How to Remember People’s Birthdays and Curb Your Incessant Urge to Argue? Do you think it would have been named the business book of the 20th Century by British Airways?

The thesis of this book is that there are many blocks to creativity, but there are active steps we can take to protect the creative process. In the coming pages, I will discuss many of the steps we follow at Pixar, but the most compelling mechanisms to me are those that deal with uncertainty, instability, lack of candor, and the things we cannot see. I believe the best managers acknowledge and make room for what they do not know—not just because humility is a virtue but because until one adopts that mindset, the most striking breakthroughs cannot occur. I believe that managers must loosen the controls, not tighten them. They must accept risk; they must trust the people they work with and strive to clear the path for them; and always, they must pay attention to and engage with anything that creates fear. Moreover, successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don’t know can we ever hope to learn it.

Sometimes, challenging a person to do their best is the most kind and compassionate thing you can do for them.