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.

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.

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

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

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

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,

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.

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!

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

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.

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.

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

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

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.

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 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.

You achieved eighteen hole-in-ones, knight?  All in a row?” “Seventeen.  One shot took two swings.  I got distracted by a new breed of butterfly I discovered.  Really unique.  Doctors think its DNA might be a breakthrough cure for hangnails.

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.

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.

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.

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.

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.

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.

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.

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.

But by far the most important application of AI to medicine in 2020 was the key role it played in designing safe and effective COVID-19 vaccines in record time. On January 11, 2020, Chinese authorities released the virus’s genetic sequence.[11] Moderna scientists got to work with powerful machine-learning tools that analyzed what vaccine would work best against it, and just two days later they had created the sequence for its mRNA vaccine.[12] On February 7 the first clinical batch was produced. After preliminary testing, it was sent to the National Institutes of Health on February 24. And on March 16—just sixty-three days after sequence selection—the first dose went into a trial participant’s arm. Before the pandemic, vaccines typically took five to ten years to develop. Achieving this breakthrough so quickly surely saved millions of lives.

During the past decade, observant readers have seen many news items about stunning breakthroughs in battery designs, but I cannot find any ever-accelerating growth in the performance of these portable energy storage devices in the past fifty years. In 1900 the best battery (lead-acid) had an energy density of 25 watt-hours per kilogram; in 2022 the best lithium-ion batteries deployed on a large commercial scale (not the best experimental devices) had an energy density twelve times higher—and this gain corresponds to exponential growth of just 2 percent a year. That is very much in line with the growth of performances of many other industrial techniques and devices—and an order of magnitude below Moore’s law expectations. Moreover, even batteries with ten times the 2022 (commercial) energy density (that is, approaching 3,000 Wh/kg) would store only about a quarter of the energy contained in a kilogram of kerosene, making it clear that jetliners energized by batteries are not on any practical horizon.

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.

To figure out the internal values, Yamashita urges company leaders to look back in time and consider this question: Who have we (as a company) historically been when we’ve been at our best? At the finest moments in a company’s history, Yamashita holds, its core values usually came shining through. But from time to time it may be necessary to revisit that past to reaffirm the company’s higher purpose.

After observing about a hundred Q-storm sessions around the world, Gregersen has noted some patterns. “At around twenty-five questions, the group may stall briefly and say, ‘That’s enough questions.’ But if you push on beyond that point, some of the best questions come as you get to fifty or even seventy-five.

one of the big problems with brainstorming in general: Many ideas are tossed out, but the groups often don’t know how to winnow down to the best ideas. It can be easier to winnow down questions because the best questions are magnetic—they intrigue people, make them want to work more on those. RQI recommends coming out of a session with three great questions that you want to explore further.

(The designer George Lois, who claims some of his best ideas have come while meandering through the Metropolitan Museum, says, “Museums are the custodians of epiphanies.”)

A journey of inquiry that (hopefully) culminates in change can be a long road, with pitfalls and detours and often nary an answer in sight. That’s why it can be helpful to approach inquiry systematically, as a step-by-step progression. The best innovators are able to live with not having the answer right away because they’re focused on just trying to get to the next question.

Disregard for those who are smaller and weaker is this the best defense against a breakthrough of one's own feelings of helplessness: it is an expression of this split-off weakness. The strong person who- because he has experienced it- knows the he, too, carries this weakness within himself does not need to demonstrate his strength through contempt.

I watched Earth’s Changing Climate, a series of fantastic video lectures by Professor Richard Wolfson available through the Great Courses series. I read Weather for Dummies, still one of the best books on weather that I’ve found.

I watched Earth’s Changing Climate, a series of fantastic video lectures by Professor Richard Wolfson available through the Great Courses series. I read Weather for Dummies, still one of the best books on weather that I’ve found. One thing

One of the best ways to identify creative insights and develop ideas is to throw out the theory and experience things firsthand.

Forgiveness doesn’t mean you’re going to be best friends with the person who hurt you either, it doesn’t mean you have to endorse what they’ve done to you. Forgiveness is not forgetting what has happened. It just means accepting that they’ve left a mark on you. A mark that is now your burden to bear. It means you’re done waiting for the person who broke you to come put you back together. Forgiveness means to let bygones be bygones. Forgiveness is letting go. And we must let go if we want to heal.

If you want the best from a woman,treat her well. Good women are everywhere

President Carr exhaled.  “This is the best idea we have?” “This is the only idea,” Langford said.  “The ship cannot be moved, at least not now.  We need more time to get attention away from the area.  It would also provide a logical reason for us to have a research vessel

President Carr exhaled.  “This is the best idea we have?” “This is the only idea,” Langford said.  “The ship cannot be moved, at least not now.  We need more time to get attention away from the area.  It would also provide a logical reason for us to have a research vessel permanently located there.

They achieved their breakthrough not because they came up with something completely novel but because they masterfully applied the very frame they had identified to be the best fit. They weren’t geniuses—they were exemplary framers. They attained success by thinking clearly about cause and effect, by imagining alternatives, and by applying the constraints derived from the laws of physics. These three features—causality, counterfactuals, and constraints—are essential to applying frames.

So why would I take this on?” “To give yourself purpose again, a goal, which you sorely need. To challenge yourself against the best in the world to become truly elite. To live a life that’s both exciting and deeply meaningful. To use your once-in-a-generation talents to make a difference.

Sometimes the best treatment for body and soul is change. A breakthrough—in attitude, in lifestyle.

Brand new short story writer from Ireland who will become the next “breakthrough” writer. He has all the hallmarks of a wizard storyteller and this book is up there with the very best newcomers

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.

So even though detailed questionnaires can be really useful for assessing customer satisfaction, we don’t really believe that the best breakthrough innovations come from asking customers.

Education about ADD—its impact on home, school, family, and the self—is the first step in treatment. The more accurate information you have the more likely you are to get the best help. Robert Pasnau, M.D., past president of the American Psychiatric Association, said that coping requires three things: information, self-esteem, and a sense of control. Obtaining accurate information is the critical first step in treating this disorder.

Could it be that the best way to help myself is to stop “Excusing Myself?” Only you and I know the answer.

Pound for pound, the best lithium-ion battery available today packs 35 times less energy than gasoline.

For a company to innovate, it must create products and services that let consumers perform a job faster, better, more conveniently, and/or less expensively than before. To achieve this objective, companies must know what outcomes customers are trying to achieve (what metrics they use to determine how well a job is getting done) and figure out which technologies, products, and features will best satisfy the important outcomes that are currently underserved.

The best part about owning it is that when you accept what really is, you stop living in the past or in some dream world and start living in the real world, where you can actually do something about what’s wrong. It enables action and change, whereas when you deny the reality of your situation, you stagnate. You can’t get to the breakthrough place where you see what’s true and recognize what you need to change. Owning it is a way to release your demons and come out on the other side.

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.

A person without a dream never had a dream come true.

Wonderful, because life gained the ability to harvest sunlight for energy. What a fantastic breakthrough! Earth’s biosphere learned to plug into the best power source the universe has to offer, tapping a nearby star to manufacture food from light.

I find this whole area of packing problems hugely exciting. Humans know very little about the mathematics of packing objects into spaces. It seems like a simple thing to do: arrange objects around each other to take up as little space as possible. But we just can't seem to get it right. The really fascinating thing, though, is that the subject of packing, mathematically speaking is tantalizingly open: it's in the same kind of disarray in which other mathematical areas historically found themselves before a revolutionary breakthrough propelled them up to the next level of understanding. You can sometimes feel that much of maths was all done and dusted way back in the distant past, but here's an area where the best maths is yet to come.

People who have been there forever, left to their own devices, are rarely in the best position to design the future. It’s those who consciously listen to the constituents of the future who can understand which direction to move in.

Finding the courage to break away from other people’s opinions, and your self-limiting thoughts, could be the most significant breakthrough transformation you make on your journey to success.

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.

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

Are you facing giants today? Does your problem look too big? Do your dreams seem impossible? You need to get your staff out. Instead of going around discouraged, and thinking it’s never going to work out, start dwelling on your victories. Start thinking about how you killed the lion and bear in your own life. Start remembering how far God has brought you. Rehearse all the times He opened doors, gave you promotions, healed your family members, and put you in the right places with the right people. Don’t forget your victories. On a regular basis go back over your memorial stones, and read the victories etched on your staff. When those negative memories come up, they come to all of us--the things that didn’t work out, your hurts, your failures, and your disappointments. Many people mistakenly stay on that channel and they end up stuck in a negative rut and do not expect anything good. Remember, that’s not the only channel--get your remote control and switch over to the victory channel. Expect breakthroughs. Expect problems to turn around. Expect to rise to new levels. You haven’t seen your greatest victories. You haven’t accomplished your greatest dreams. There are new mountains to climb, new horizons to explore. Don’t let past disappointments steal your passion. Don’t let the way somebody treated you sour you on life. God is still in control. It may not have happened in the past, but it can happen in the future. Draw a line in the sand and say, “That’s it. I’m done with low expectations. I’m not settling for mediocrity. I expect favor, increase, and promotion. I expect blessings to chase me down. I expect this year to be my best so far.” If you raise your level of expectancy, God will take you places you’ve never dreamed. He’ll open doors no man can shut. He will help you overcome obstacles that looked insurmountable, and you will see His goodness in amazing ways.