Business Outcomes Quotes

As far as we can tell from a purely scientific viewpoint, human life has absolutely no meaning. Humans are the outcome of blind evolutionary processes that operate without goal or purpose. Our actions are not part of some divine cosmic plan, and if planet earth were to blow up tomorrow morning, the universe would probably keep going about its business as usual. As far as we can tell at this point, human subjectivity would not be missed. Hence any meaning that people inscribe to their lives is just a delusion.

Strategy makes sure that all your resources are used efficiently, that your efforts will convert into the desired outcome and that you are heading in the direction of your goal.

Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.

And those who urge entrepreneurs to never give up? Charlatans. Sometimes you have to give up. Sometimes knowing when to give up, when to try something else, is genius. Giving up doesn’t mean stopping. Don’t ever stop. Luck plays a big role. Yes, I’d like to publicly acknowledge the power of luck. Athletes get lucky, poets get lucky, businesses get lucky. Hard work is critical, a good team is essential, brains and determination are invaluable, but luck may decide the outcome. Some people might not call it luck. They might call it Tao, or Logos, or Jñāna, or Dharma. Or Spirit. Or God. Put

IP is not just an idea; it’s an intangible asset that does a specific job for you. Each one is different—patents, trademarks, copyrights. The specific way you get that job done is what you’re protecting, and the way you do it affects the asset value.

IP filing is a race. The first person to file and get accepted wins and can shut you down, even if the idea was yours in the first place. Waiting too long means you don’t get a patent. Too many companies do just that.

All conservative ideologies justify existing inequities as the natural order of things, inevitable outcomes of human nature. If the very rich are naturally so much more capable than the rest of us, why must they be provided with so many artificial privileges under the law, so many bailouts, subsidies and other special considerations - at our expense? Their "naturally superior talents" include unprincipled and illegal subterfuge such as price-fixing, stock manipulation, insider training, fraud, tax evasion, the legal enforcement of unfair competition, ecological spoliation, harmful products and unsafe work conditions. One might expect naturally superior people not to act in such rapacious and venal ways. Differences in talent and capacity as might exist between individuals do not excuse the crimes and injustices that are endemic to the corporate business system.

The sense of pleasure you get creating something that doesn’t exist is inexplicable. I can never explain this joy in words. I like the process more than the outcome. I mean, the moments when I am busy painting. It makes me feel good about myself. It is like prayer. An ode to the Universe.

Today, AI seems to be the answer to everything, irrespective of the question. If technology is determining outcomes on our behalf, our agency is curtailed and our choices may be beyond our control.

The outcome is not up to you. The outlook is.

The best I offer the world is the truth—my highest gift. What the world does with it is not up to me. I am not in charge of outcomes, opinions, assessments. I am not in the business of damage control. When I present a fabricated version of myself—the self who knows all, is ever certain, always steps strong—we all lose, because I cannot keep up with that lie and neither can you.

I've had to keep defining and defending myself as a writer every single day of my adult life -- constantly reminding and re-reminding my soul and the cosmos that I'm very serious about the business of creative living, and that I will never stop creating, no matter what the outcome, and no matter how deep my anxieties and insecurities may be.

In a small company, the CTO, R&D, the COO, and even the CEO or cofounders or owners can be responsible for reviewing documentation. Don’t rely on your memory; write it down. Ideas become reality when we speak them and write them. So document them in an idea journal (digital or traditional) without judgment at the time. Inventors (and especially software developers) tend to edit or judge ideas and conclude they are not patentable because they were simple—even though they solve important problems and do not exist elsewhere.

In the end, what’s most meaningful is creating positive, uplifting outcomes for human experiences and human relationships. Business, like life, is all about how you make people feel. It’s that simple, and it’s that hard.

You might think you’re thinking your own thoughts. You’re not. You’re thinking your culture’s thoughts. Jiddu Krishnamurti, Philosopher

Do we follow the road life’s placed before us? Or do we dare step up and forge an exceptional path. A path fraught with struggle and sacrifice, Yet one whose outcome places us in destiny’s arms.

Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work? 2) Do I have the materials and equipment I need to do my work right? 3) Do I have the opportunity to do what I do best every day? 4) In the last seven days, have I received recognition or praise for good work? 5) Does my supervisor, or someone at work, seem to care about me as a person? 6) Is there someone at work who encourages my development? As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.

Objectives are business outcomes and results that have substantial impact on the products, services, and relationships of the enterprise, and which can be measured. They may be new opportunities reached or problems solved.

I became a stranger to the busy, avuncular God who arranged parking spaces for my friends and took prayer requests for weather and election outcomes while leaving thirty thousand children to die each day from preventable disease.

Essential to time-management is a change in focus, a change from being ‘busy’ to a focus on outcomes

Business is simply a series of problems temporarily impeding a desired outcome.

What do believers in the Absolute mean by saving that their belief affords them comfort? They mean that since in the Absolute finite evil is ‘overruled’ already, we may, therefore, whenever we wish, treat the temporal as if it were potentially the eternal, be sure that we can trust its outcome, and, without sin, dismiss our fear and drop the worry of our finite responsibility. In short, they mean that we have a right ever and anon to take a moral holiday, to let the world wag in its own way, feeling that its issues are in better hands than ours and are none of our business.

Just as a warm and moist environment is conducive to the spread of deadly bacteria, the worlds of politics and business especially—with their long time frames, complex outcomes, and murky cause and effect—are conducive to the spread of half-cocked guesses posing as fact.

Not everyone is born to fulfill an heroic role. The only realistic ambition is to live in the present. And sometimes, quite often in fact, this is more than enough to keep one busy. Time, which was once squandered, must now be given over to the actual, the possible, and perhaps that evanescent hope of a good outcome which never deserts one, and which should never be abandoned.

Work, chained to its outcome, is misery. Do what you can, do it better than you’re able, and let things happen as they may. The action, not its fruit, is your business. The outcome is not your concern. If God is going to show himself to you in the work that you shoulder, he will only do so if you’ve stopped craving an approving audience and, instead, work out your own salvation.

[T]he concern of man is not his future but his present, not the world but his soul. We must be just, we must strive, we must engage ourselves with the business of the world for our own sake, because through that, and through contemplation in equal measure, our soul is purified and brought closer to the divine. ... Thought and deed conjoined are crucial. ... The attempt must be made; the outcome is irrelevant. Right action is a pale material reflection of the divine, but reflection it is, nonetheless. Define your goal and exert reason to accomplish it by virtuous action; successs or failure is secondary.

Traditional competition forces us to take on an attitude of winning. A Worthy Rival inspires us to take on an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process. That simple shift in perspective immediately changes how we see our own businesses. It is the focus on process and constant improvement that helps reveal new skills and boosts resilience. An excessive focus on beating our competition not only gets exhausting over time, it can actually stifle innovation.

When work isn’t done properly, it ruins all the energy and effort put into it. Improper work doesn’t bring any outcomes. If any, mostly the bad ones.

Reputation is an outcome; but it is also a valuable, strategic asset.

If you are the stronger player, simplify the interaction to emphasize your skill. If you are the underdog, complicate the game to introduce more luck into the outcome.

We cannot (and have no business trying to) control anyone’s emotions, mind, or choices. We cannot control the outcome of events. We cannot control life. Some of us can barely control ourselves.

successful leaders are bigger than any individual outcome; their sense of self-worth doesn’t depend on its having to work. Their whole self-image is not at stake. They are separate from “the deal.

Product requirements conversations must then be grounded in business outcomes: what are we trying to achieve by building this product? This rule holds true for design decisions as well. Success criteria must be redefined and roadmaps must be done away with. In their place, teams build backlogs of hypotheses they’d like to test and prioritize them based on risk, feasibility, and potential success.

We cannot (and have no business trying to) control anyone’s emotions, mind, or choices. We cannot control the outcome of events. We cannot control life. Some of us can barely control ourselves. People

Salivating for success keeps you from being faithful, keeps you from truly seeing whoever's sitting in front of you. Embracing a strategy and an approach you can believe in is sometimes the best you can do on any given day. If you surrender your need for results and outcomes, success becomes God's business.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

We don't control outcomes. What we do control are all the tiny little decisions that we make along the way. Decisions that must be made rationally in order to improve the odds of achieving the outcomes we desire.

The greatest threat to success is not failure, but boredom. We get bored with habits because they stop delighting us. The outcome becomes expected. And as our habits become ordinary, we start derailing our progress to seek novelty. Perhaps this is why we get caught up in a never-ending cycle, jumping from one workout to the next, one diet to the next, one business idea to the next. As soon as we experience the slightest dip in motivation, we begin seeking a new strategy—even if the old one was still working. As Machiavelli noted, “Men desire novelty to such an extent that those who are doing well wish for a change as much as those who are doing badly.

Basically, CEOs have five essential choices for deploying capital—investing in existing operations, acquiring other businesses, issuing dividends, paying down debt, or repurchasing stock—and three alternatives for raising it—tapping internal cash flow, issuing debt, or raising equity. Think of these options collectively as a tool kit. Over the long term, returns for shareholders will be determined largely by the decisions a CEO makes in choosing which tools to use (and which to avoid) among these various options. Stated simply, two companies with identical operating results and different approaches to allocating capital will derive two very different long-term outcomes for shareholders.

Our goal as marketers and business owners is to increase the value of the dream outcome and its perceived likelihood of achievement, while decreasing the time delay of achievement and the effort and sacrifice one has to put in to get there.

As I developed as a CEO, I found two key techniques to be useful in minimizing politics. 1. Hire people with the right kind of ambition. The cases that I described above might involve people who are ambitious but not necessarily inherently political. All cases are not like this. The surest way to turn your company into the political equivalent of the U.S. Senate is to hire people with the wrong kind of ambition. As defined by Andy Grove, the right kind of ambition is ambition for the company’s success with the executive’s own success only coming as a by-product of the company’s victory. The wrong kind of ambition is ambition for the executive’s personal success regardless of the company’s outcome. 2. Build strict processes for potentially political issues and do not deviate. Certain activities attract political behavior. These activities include:   Performance evaluation and compensation   Organizational design and territory   Promotions Let’s examine each case and how you might build and execute a process that insulates the company from bad behavior and politically motivated outcomes.

Prepare for every negotiation... 1) Focus on Outcomes. What is it that you want to walk away with? Being as specific as possible also increases the likelihood of negotiation success. 2) Support your desired outcome with data that points to its reasonableness. 3) Writing down your key points in advance - and practicing them - enables you to stay focused on what's most important and avoid going off on tangents. 4) Err on the side of asking for more, rather than less [of what you really want]. 5) Be willing to walk away.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

This should not come as a surprise: overly optimistic forecasts of the outcome of projects are found everywhere. Amos and I coined the term planning fallacy to describe plans and forecasts that are unrealistically close to best-case scenarios could be improved by consulting the statistics of similar cases Examples of the planning fallacy abound in the experiences of individuals, governments, and businesses.

As far as we can tell, from a purely scientific viewpoint, human life has absolutely no meaning. Humans are the outcome of blind evolutionary processes that operate without goal or purpose. Our actions are not part of some divine cosmic plan, and if planet Earth were to blow up tomorrow morning, the universe would probably keep going about its business as usual. As far as we can tell at this point, human subjectivity would not be missed. Hence any meaning that people ascribe to their lives is just a delusion. The other-worldly meanings medieval people found in their lives were no more deluded than the modern humanist, nationalist and capitalist meanings modern people find. The scientist who says her life is meaningful because she increases the store of human knowledge, the soldier who declares that his life is meaningful because he fights to defend his homeland, and the entrepreneur who finds meaning in building a new company are no less delusional than their medieval counterparts who found meaning in reading scriptures, going on a crusade or building a new cathedral. So perhaps happiness is synchronising one’s personal delusions of meaning with the prevailing collective delusions. As long as my personal narrative is in line with the narratives of the people around me, I can convince myself that my life is meaningful, and find happiness in that conviction. This is quite a depressing conclusion. Does happiness really depend on self-delusion?

We all know that if you swing for the fences, you’re going to strike out a lot, but you’re also going to hit some home runs. The difference between baseball and business, however, is that baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you can get is four. In business, every once in a while, when you step up to the plate, you can score 1,000 runs. This long-tailed distribution of returns is why it’s important to be bold.

Clear mind + clear plan = clear outcomes.

The conventional definition of management is getting work done through people, but real management is developing people through work. Agha Hasan Abedi, Banker and Philanthropist

Where, along the way, do we turn from the wide-eyed child into the adult who fears surprises and has all the answers and seeks to control all outcomes?

To build a winning team, you must help your players and staff have amnesia about past outcomes and remember all the little things they did to get better.

Via self-talk we give our mind instructions on what we expect of ourselves and so behave accordingly. Change the instructions and we change the outcomes.

Know yourself and know the enemy ... and you will know the outcome of the battle before it starts." -Tsui Zsu

Think you're too busy for another project? Whether busy or not, ask yourself, "Do I have the right balance of joy, money, and flow in my life?" If you want an outcome different from the one your current path is leading to, somehow you'll have to find the time. Being too busy may be the new social currency, but the real winners find time to do what matters to them.

The average person wastes his life. He has a great deal of energy but he wastes it. The life of an average person seems at the end utterly meaningless…without significance. When he looks back…what has he done? MIND The mind creates routine for its own safety and convenience. Tradition becomes our security. But when the mind is secure it is in decay. We all want to be famous people…and the moment we want to be something…we are no longer free. Intelligence is the capacity to perceive the essential…the what is. It is only when the mind is free from the old that it meets everything new…and in that there’s joy. To awaken this capacity in oneself and in others is real education. SOCIETY It is no measure of health to be well adjusted to a profoundly sick society. Nature is busy creating absolutely unique individuals…whereas culture has invented a single mold to which we must conform. A consistent thinker is a thoughtless person because he conforms to a pattern. He repeats phrases and thinks in a groove. What happens to your heart and your mind when you are merely imitative, naturally they wither, do they not? The great enemy of mankind is superstition and belief which is the same thing. When you separate yourself by belief tradition by nationally it breeds violence. Despots are only the spokesmen for the attitude of domination and craving for power which is in the heart of almost everyone. Until the source is cleared there will be confusion and classes…hate and wars. A man who is seeking to understand violence does not belong to any country to any religion to any political party. He is concerned with the understanding of mankind. FEAR You have religion. Yet the constant assertion of belief is an indication of fear. You can only be afraid of what you think you know. One is never afraid of the unknown…one is afraid of the known coming to an end. A man who is not afraid is not aggressive. A man who has no sense of fear of any kind is really a free and peaceful mind. You want to be loved because you do not love…but the moment you really love, it is finished. You are no longer inquiring whether someone loves you or not. MEDITATION The ability to observe without evaluating is the highest form of intelligence. In meditation you will discover the whisperings of your own prejudices…your own noises…the monkey mind. You have to be your own teacher…truth is a pathless land. The beauty of meditation is that you never know where you are…where you are going…what the end is. Down deep we all understand that it is truth that liberates…not your effort to be free. The idea of ourselves…our real selves…is your escape from the fact of what you really are. Here we are talking of something entirely different….not of self improvement…but the cessation of self. ADVICE Take a break with the past and see what happens. Release attachment to outcomes…inside you will feel good no matter what. Eventually you will find that you don’t mind what happens. That is the essence of inner freedom…it is timeless spiritual truth. If you can really understand the problem the answer will come out of it. The answer is not separate from the problem. Suffer and understand…for all of that is part of life. Understanding and detachment…this is the secret. DEATH There is hope in people…not in societies not in systems but only in you and me. The man who lives without conflict…who lives with beauty and love…is not frightened by death…because to love is to die.

..."extreme capitalism": the obsessive, uncritical penetration of the concept of the market into every aspect of American life, and the attempt to drive out every other institution, including law, art, culture, public education, Social Security, unions, community, you name it. It is the conflation of markets with populism, with democracy, with diversity, with liberty, and with choice---and so the denial of any form of choice that imposes limits on the market. More than that, it is the elimination of these separate concepts from our political discourse, so that we find ourselves looking to the stock market to fund retirement, college education, health care, and having forgotten that in other wealthy and developed societies these are rights, not the contingent outcomes of speculative games. James K. Galbraith, Lloyd M. Bentsen Jr. Chair in Government/Business Relations and Professor of Government, University of Texas.

Most people are trying to change the outcomes in their lives, rather than changing themselves as a person. They want to have meaningful, loving and trustworthy relationships, generate more capital, get physically fit or set up a business, without truly putting in the effort to rewire their brains and change their subconscious programming. This is putting the cart before the horse.

When leaders become focused on the fruit instead of the root and worry about the outcome instead of the process of developing team members, they may survive in the short run, but they will not thrive in the long run.

My target customer will be? The problem my customer wants to solve is? My customer’s need can be solved with? Why can’t my customer solve this today? The measurable outcome my customer wants to achieve is? My primary customer acquisition tactic will be? My earliest adopter will be? I will make money (revenue) by? My primary competition will be? I will beat my competitors primarily because of? My biggest risk to financial viability is? My biggest technical or engineering risk is? What assumptions do we have that, if proven wrong, would cause this business to fail?  (Tip: include market size in this list) You should be able to look at this list and spot

The minute a business groups people into categories, it diminishes their unique individuality, which is the most sustainable source of their motivation and desire to contribute. It also puts a box around the workers’ potential.

Shifting to an outcome mindset is harder than it looks. We spend most of our time talking about outputs. So, it’s not surprising that we tend to confuse the two. Even when teams intend to choose an outcome, they often fall into the trap of selecting an output. I see teams set their outcome as “Launch an Android app” instead of “Increase mobile engagement” or “Get to feature parity on the new tech stack” instead of “Transition customer to the new tech stack.

Many people believe that problem solving is the source of innovation. However, problem solving is by definition focused on addressing what exists and attempting to make it better. True innovation comes from reaching for the potential in something: its possible manifestations that don’t yet exist. Bringing entirely new things into existence is what makes innovation so disruptive, and this is precisely what gets shut down when thinking is defined or circumscribed by problems.

/You’ve been presented with a rare opportunity that,at the moment,remains unresolved. But why is the unknown a burden? It doesn’t have to be. It can just as easily be the opposite - a kind of awakening to feel something. I don’t just mean the Installation. Even before that. This is a chance to be taken out of your daily, weekly, monthly, yearly routine, regardless of the final outcome. Again . . . /This is for both of you. It’s a chance to wake up. How many people live day to day in a kind of haze, moving from one thing to the next without ever feeling anything? Being busy without ever being absorbed or excited or renewed? Most people don’t ever think about the full range of achievable existence; they just don’t./

Throughout Greece, it was useless to object to a politician on the ground that he took bribes from the King of Persia, because his opponents also did so if they became sufficiently powerful to be worth buying. The result was a universal scramble for personal power, conducted by corruption, street fighting, and assassination. In this business, the friends of Socrates and Plato were among the most unscrupulous. The final outcome, as might have been foreseen, was subjugation by foreign Powers.

In the business world I had been used to “making things happen” and focusing on results. I was continually pushing or pulling the outcomes of events and circumstances rather than focusing my highest intention and then allowing the optimum outcome to unfold.

To imagine I wasted time clinging to superficial ideals with a desperate want, because I was terrified of losing things, afraid of the outcome, afraid of upsetting my husband, my family or my associates. Afraid of being alone, a single unmarried woman afraid of being a failed business owner, trusting the love of a man I'm having an affair with, and believing in myself. Afraid of taking the next step, because "What will people think?" as if it were death. Here I am having lost everything, having died, yet I am still alive, still burning with existence.

Digital analytics is the analysis of qualitative and quantitative data from your business and the competition to drive a continual improvement of the online experience that your customers and potential customers have which translates to your desired outcomes (both online and offline).

Election night had turned into an occasion to celebrate or to drown sorrows. Regardless of the outcome, there was an excuse to party, to drink, and to curse the other side, that terrible separate half of society who were too stupid to see things the 'right' way. It seemed odd to Adam that most elections were evenly split. Forty percent of the votes were usually for the most pro-business candidate, who somehow convinced another ten percent or so of the voting public to go along with him or her, either through a barrage of false ads or by paying the media for positive coverage.

Ultimately, if the Lord doesn’t build the house (or the Sunday school class, or the church, or the family, or the business, or the relationship, or ), we are laboring in vain anyway (Psalm 127:1). We release the burden of stress when we release the responsibilities for the outcome to the Lord.

As CNN recently reported: “A decade of research in the business world proves happiness raises nearly every business and educational outcome: raising sales by 37 percent, productivity by 31 percent, and accuracy on tasks by 19 percent, as well as a myriad of health and quality-of-life improvements.

We live in a world that values words over thoughts. This is precisely why people talk all the time and don’t think! Which is more valuable? Thoughts or words? People may talk about doing something, every day, and end up never doing it because it is not in their thoughts! On the other hand, a person may think about doing something, every day, without speaking of it, and at the end of the day the job is done. The energy is saved as is executed in the final outcome. So which is more valuable? The thoughts of a man or the words of a man? The thoughts of a man are more valuable than his words, because the thoughts of a man are the contents of his mind! And it is the mind of man that makes a man and dictates a man! And so, why do we value words over mental telepathy? Why do we shy away from the notion of mind communication? Why do we value the communication of words over the communication of minds? Is it because most of you do not understand it? Well, you do not understand it because you are too busy talking and not thinking. Not thinking about anything. Here is the big question: Should a thought reader value the words of the man over his thoughts? Are the words spoken the truth or are the thoughts in the mind, the truth? You think about it. You decide.

Alas, investors and businesses are not paid in probabilities; they are paid in dollars. Accordingly, it is not how likely an event is to happen that matters, it is how much is made when it happens that should be the consideration. How frequent the profit is irrelevant; it is the magnitude of the outcomes that counts.

This is great. But what I’m grasping at is an idea about a subtler goal. This thinking owes a lot to conversations with Manjula Waldron of Ohio State University, an engineering professor who also happens to be a hospital chaplain. This feels embarrassingly Zen-ish for me to spout, being a short, hypomanic guy with a Brooklyn accent, but here goes: Maybe the goal isn’t to maximize the contrast between a low baseline and a high level of activation. Maybe the idea is to have both simultaneously. Huh? Maybe the goal would be for your baseline to be something more than the mere absence of activation, a mere default, but to instead be an energized calm, a proactive choice. And for the ceiling to consist of some sort of equilibrium and equanimity threading through the crazed arousal. I have felt this a few times playing soccer, inept as I am at it, where there’s a moment when, successful outcome or not, every physiological system is going like mad, and my body does something that my mind didn’t even dream of, and the two seconds when that happened seemed to take a lot longer than it should have. But this business about the calm amid the arousal isn’t just another way of talking about “good stress” (a stimulating challenge, as opposed to a threat). Even when the stressor is bad and your heart is racing in crisis, the goal should be to somehow make the fraction of a second between each heartbeat into an instant that expands in time and allows you to regroup. There, I have no idea what I’m talking about, but I think there might be something important lurking there. Enough said.

K.R. understands the distinction between pressure and stress. He cites the famous image of William Tell shooting an apple off his son's head: "In this scenario, William Tell feels pressure. His son feels stress." K.R> keeps the pressure on his team to act, but doesn't create stress by holding them accountable for outcomes beyond their control.

For instance, have you ever been going about your business, enjoying your life, when all of sudden you made a stupid choice or series of small choices that ultimately sabotaged your hard work and momentum, all for no apparent reason? You didn’t intend to sabotage yourself, but by not thinking about your decisions—weighing the risks and potential outcomes—you found yourself facing unintended consequences. Nobody intends to become obese, go through bankruptcy, or get a divorce, but often (if not always) those consequences are the result of a series of small, poor choices. Elephants Don’t Bite Have you ever been bitten by an elephant? How about a mosquito? It’s the little things in life that will bite you. Occasionally, we see big mistakes threaten to destroy a career or reputation in an instant—the famous comedian who rants racial slurs during a stand-up routine, the drunken anti-Semitic antics of a once-celebrated humanitarian, the anti-gay-rights senator caught soliciting gay sex in a restroom, the admired female tennis player who uncharacteristically threatens an official with a tirade of expletives. Clearly, these types of poor choices have major repercussions. But even if you’ve pulled such a whopper in your past, it’s not extraordinary massive steps backward or the tragic single moments that we’re concerned with here. For most of us, it’s the frequent, small, and seemingly inconsequential choices that are of grave concern. I’m talking about the decisions you think don’t make any difference at all. It’s the little things that inevitably and predictably derail your success. Whether they’re bone-headed maneuvers, no-biggie behaviors, or are disguised as positive choices (those are especially insidious), these seemingly insignificant decisions can completely throw you off course because you’re not mindful of them. You get overwhelmed, space out, and are unaware of the little actions that take you way off course. The Compound Effect works, all right. It always works, remember? But in this case it works against you because you’re doing… you’re sleepwalking.

As far as we can tell, from a purely scientific viewpoint, human life has absolutely no meaning. Humans are the outcome of blind evolutionary processes that operate without goal or purpose. Our actions are not part of some divine cosmic plan, and if planet Earth were to blow up tomorrow morning, the universe would probably keep going about its business as usual.

Outsized returns often come from betting against conventional wisdom, and conventional wisdom is usually right. Given a 10 percent chance of a 100 times payoff, you should take that bet every time. But you're still going to be wrong nine times out of ten . . . We all know that if you swing for the fences, you're going to strike out a lot, but you're also going to hit some home runs. The difference between baseball and business, however, is that baseball has a truncated outcome distribution. When you swing, no matter how well you connect with the ball, the most runs you can get is four. In business, every once in a while, when you step up to the plate, you can score 1,000 runs. This long-tailed distribution of returns is why it's important to be bold. Big winners pay for so many experiments." ​— ​Jeff Bezos

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

At times you may believe that you are at wits’ end and feel that God has bypassed you for a more urgent petition or a needier person. Perhaps He has “too many children” to take care of and is “too busy for you.” However, just as the examples above indicate, God prepares a good outcome before the situation arises; He is not surprised at the trouble and at your reaction to it, and He can and is planning a way of escape before you ever get into the crisis.

Any good strategy involves risk. If you think your strategy is foolproof, the fool may well be you. Execution, too, is uncertain — what works in one company with one workforce may have different results elsewhere. Chance often plays a greater role than we think, or than successful managers usually like to admit. The link between inputs and outcomes is tenuous. Bad outcomes don’t always mean that managers made mistakes; and good outcomes don’t always mean they acted brilliantly.

There is an alternative approach to being wrong as fast as you can. It is the notion that if you carefully think everything through, if you are meticulous and plan well and consider all possible outcomes, you are more likely to create a lasting product. But I should caution that if you seek to plot out all your moves before you make them—if you put your faith in slow, deliberative planning in the hopes it will spare you failure down the line—well, you’re deluding yourself. For one thing, it’s easier to plan derivative work—things that copy or repeat something already out there. So if your primary goal is to have a fully worked out, set-in-stone plan, you are only upping your chances of being unoriginal. Moreover, you cannot plan your way out of problems. While planning is very important, and we do a lot of it, there is only so much you can control in a creative environment. In general, I have found that people who pour their energy into thinking about an approach and insisting that it is too early to act are wrong just as often as people who dive in and work quickly. The overplanners just take longer to be wrong (and, when things inevitably go awry, are more crushed by the feeling that they have failed). There’s a corollary to this, as well: The more time you spend mapping out an approach, the more likely you are to get attached to it. The nonworking idea gets worn into your brain, like a rut in the mud. It can be difficult to get free of it and head in a different direction. Which, more often than not, is exactly what you must do.

An employee in your company makes a careless mistake that costs you business. This can be exactly what you spend so much time and effort trying to avoid. Or, with a shift in perception, it can be exactly what you were looking for—the chance to pierce through defenses and teach a lesson that can be learned only by experience. A mistake becomes training. Again, the event is the same: Someone messed up. But the evaluation and the outcome are different. With one approach you took advantage; with the other you succumbed to anger or fear.

When you finally make it out of whatever took you to your bottom, don't forget to put your recovery first. I've seen a lot of people over the years, slowly work their way back to their bottom, because they stop doing everything that got them sober. Sure life gets busy, but if you become irresponsible with your recovery, the outcome is almost always catastrophic. I just want to encourage those who have drifted away from their recovery program, to get plugged back in. It's very important for you, your family and your friends to maintain your sobriety with like-minded people.

Outcomes indicators include product vision, business objectives, and capabilities (high-level product functionality), not detail requirements. These outcome characteristics define a releasable product and quality objectives define a reliable and adaptable (works today, easy to enhance) product. These are the critical value traits, then teams need to strive to meet constraints—scope, schedule, and cost—but as secondary in importance to the value components. In many, if not most, agile projects schedule becomes the most critical constraint and is timeboxed (fixed) and scope varies.

John Passmore writes in his book Science and Its Critics, The Spanish Inquisition sought to avoid direct responsibility for the burning of heretics by handing them over to the secular arm; to burn them itself, it piously explained, would be wholly inconsistent with its Christian principles. Few of us would allow the Inquisition thus easily to wipe its hands clean of bloodshed; it knew quite well what would happen. Equally, where the technological application of scientific discoveries is clear and obvious—as when a scientist works on nerve gases—he cannot properly claim that such applications are “none of his business,” merely on the ground that it is the military forces, not scientists, who use the gases to disable or kill. This is even more obvious when the scientist deliberately offers help to governments, in exchange for funds. If a scientist, or a philosopher, accepts funds from some such body as an office of naval research, then he is cheating if he knows his work will be useless to them and must take some responsibility for the outcome if he knows that it will be useful. He is subject, properly subject, to praise or blame in relation to any innovations which flow from his work.

What is happening on the inside, is reflected on the outside. If you lack the confidence, you very well may feel pushy in selling your product or service. If you lack a clear plan on exactly how to grow your business, you’re going to play it safe rather than do what it takes. If you feel desperate, your prospect no doubt will feel your push. If you’re unclear about your exact target market, then implementing focused marketing will be nearly impossible because you don’t know where your target market hangs out, their preferences, and even what and where they buy. The more you nurture your inner entrepreneur, the more it affects the outcomes of your business.

• Do you think the outcome of testing will make your decisions for you? Business decisions cannot be made from a purely technical perspective. Certainly use information from testing to color your business decisions, but don't substitute testing for business decisions. For example, it can be a good business decision to ship a system that fails one or more tests. Conversely, it can be a bad business decision to ship a system that passes all your tests. Management has to consider other factors in addition to test results. • Conversely, is there any possible test outcome that would make you change your decisions? If not, why would you want to know the outcome, let alone pay for it?

An overarching theme across our research findings is the role of discipline in separating the great from the mediocre. True discipline requires the independence of mind to reject pressures to conform in ways incompatible with values, performance standards, and long-term aspirations. The only legitimate form of discipline is self-discipline, having the inner will to do whatever it takes to create a great outcome, no matter how difficult. When you have disciplined people, you don’t need hierarchy. When you have disciplined thought, you don’t need bureaucracy. When you have disciplined action, you don’t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you create a powerful mixture that drives great performance.

Because incentives trigger a primitive, engrained response, they produce a number of unintended consequences. First, they strongly reinforce self-aggrandizement, so much so that people can dedicate highly creative energy toward the counterproductive purpose of gaming the system. Second, they focus people’s attention on the incentive, rather than on customers. Third, they reduce the sense of agency and locus of control in workers, placing it instead in the hands of those who are creating the incentives and providing the rewards. This not only undermines the ability to be self-managing, it also infantilizes people. Thus it is small wonder, given the ubiquity of this practice, that Americans struggle to see themselves as engaged, empowered participants in their own democratic institutions.

What Is Fair Process? The theme of justice has preoccupied writers and philosophers throughout the ages, but the systematic study of fair process emerged only in the mid-1970s, when two social scientists, John W. Thibaut and Laurens Walker, combined their interest in the psychology of justice with the study of process. Focusing their attention on legal settings, they sought to understand what makes people trust a legal system so that they will comply with laws without being coerced into doing so. Their research established that people care as much about the fairness of the process through which an outcome is produced as they do about the outcome itself. Subsequent researchers such as Tom R. Tyler and E. Allan Lind demonstrated the power of fair process across diverse cultures and social settings.

Daley didn’t demand or enforce segregated schools in Chicago. He didn’t have to. The schools were segregated because the city’s neighborhoods were segregated. People called it de facto segregation, meaning that it was a fact, a given, a natural outcome of private individuals’ choices, in contrast to de jure segregation, which was required by law. But the distinction was misleading. Segregation in the North was both de jure and de facto; it was a function of law, public policy, and discriminatory business practices, for starters. Chicagoans commuting to and from work on the new Dan Ryan Expressway saw it for themselves. The original design for the highway had been shifted several blocks to create a firewall of sorts between Black and white neighborhoods. There was nothing accidental or natural about it.

In 1517, few western Christians worried that Muslims might have a more convincing message to offer than Christianity or that Christian youth might start converting to Islam. The Turks were at the gate, it's true, but they weren't in the living room, and they certainly weren't in the bedroom. The Turks posed a threat to the physical health of Christians, but not to the spiritual health of Christianity. Muslims were in a different boat. Almost from the start, as I've discussed, Islam had offered its political and military successes as an argument for its doctrines and a proof of its revelations. The process began with those iconic early battles at Badr and Uhud, when the outcome of battle was shown to have theological meaning. The miracle of expansion and the linkage of victory with truth continued for hundreds of years. Then came the Mongol holocaust, which forced Muslim theologians to reexamine their assumptions. That process spawned such reforms as Ibn Taymiyah. Vis-a-vis the Mongols, however, the weakness of Muslims was concrete and easy to understand. The Mongols had greater killing power, but they came without an ideology. When the bloodshed wound down and the human hunger for meaning bubbled up, as it always does, they had nothing to offer. In fact, they themselves converted. Islam won in the end, absorbing the Mongols as it has absorbed the Turks before them and the Persians before that. ... The same could not be said of the new overlords. The Europeans came wrapped in certainty about their way of life and peddling their own ideas of ultimate truth. They didn't challenge Islam so much as ignore it, unless they were missionaries, in which case they simply tried to convert the Muslims. If they noticed Islam, they didn't bother to debate it (missionaries are not in the debating business) but only smiled at it as one would at the toys of a child or the quaint relics of a more primitive people. How maddening for the Muslim cognoscenti! And yet, what could Muslims do about it?

Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.

An era was over and a new Europe was being born. This much was obvious. But with the passing of the old order many longstanding assumptions would be called into question. What had once seemed permanent and somehow inevitable would take on a more transient air. The Cold-War confrontation; the schism separating East from West; the contest between ‘Communism’ and ‘capitalism’; the separate and non-communicating stories of prosperous western Europe and the Soviet bloc satellites to its east: all these could no longer be understood as the products of ideological necessity or the iron logic of politics. They were the accidental outcomes of history—and history was thrusting them aside. Europe’s future would look very different—and so, too, would its past. In retrospect the years 1945-89 would now come to be seen not as the threshold of a new epoch but rather as an interim age: a post-war parenthesis, the unfinished business of a conflict that ended in 1945 but whose epilogue had lasted for another half century. Whatever shape Europe was to take in the years to come, the familiar, tidy story of what had gone before had changed for ever. It seemed obvious to me, in that icy central-European December, that the history of post-war Europe would need to be rewritten.

I will never forget the sensation that plagued my body as my husband’s business partner told me of Jeff’s fate that day. As his words reached my ears, I found myself in a fog of utter disbelief and paralyzing fear. It was almost as if I was part of a movie. As his business partner was telling me what happened, life began to move in slow motion and I was trying to convince myself that what I was hearing wasn’t true. “Jeff has been in a horrible car accident and has been airlifted to Advocate Christ Hospital,” he said. I couldn’t believe what I was hearing. Not my Jeff. There’s no way. The tears came without warning. It was as if a dam broke on a lake I didn’t know existed. This wasn’t really happening. We were a young couple with two small children living the American dream. We had everything going for us. This couldn’t really be happening to me. To us. To him. I had to force myself to focus on his words, “Wait, where was he taken again?” I asked. He repeated the name, but it didn’t sound any more familiar. “Where is that?” I asked. “In Chicago,” he said. Why Chicago? I wondered. I thanked him and somehow managed to end the conversation without completely losing it. God kept me focused and at peace. I still don’t remember how I got everything done that day.

August 21st DON’T BE MISERABLE IN ADVANCE “It’s ruinous for the soul to be anxious about the future and miserable in advance of misery, engulfed by anxiety that the things it desires might remain its own until the very end. For such a soul will never be at rest—by longing for things to come it will lose the ability to enjoy present things.” —SENECA, MORAL LETTERS, 98.5b–6a The way we nervously worry about some looming bad news is strange if you think about it. By definition, the waiting means it hasn’t happened yet, so that feeling bad in advance is totally voluntary. But that’s what we do: chewing our nails, feeling sick to our stomachs, rudely brushing aside the people around us. Why? Because something bad might occur soon. The pragmatist, the person of action, is too busy to waste time on such silliness. The pragmatist can’t worry about every possible outcome in advance. Think about it. Best case scenario—if the news turns out to be better than expected, all this time was wasted with needless fear. Worst case scenario—we were miserable for extra time, by choice. And what better use could you make of that time? A day that could be your last—you want to spend it in worry? In what other area could you make some progress while others might be sitting on the edges of their seat, passively awaiting some fate? Let the news come when it does. Be too busy working to care.

Picture a group where people express their views vigorously and passionately, even arguing with one another. If the group performs well, participants might reasonably look back and say that open and forthright expressions of opinion were a key reason for success. They’ll say: We were honest, we didn’t hold back—and that’s why we did so well! We had a good process! But what if the group’s performance turned out to be poor? Now people might recall things differently. We argued and fought. We were dysfunctional. Next time we should follow a respectful and disciplined process. But now imagine a group where people are calm, polite, and respectful of one another. They speak quietly and in turn. If the group does well, participants might look back and credit their courteous and cooperative nature. We respected one another. We didn’t fight. We had a good process! But if the same group’s performance was poor, people might say: We were too polite. We censored ourselves. Next time, we should be more direct and open, not so concerned about one another’s feelings. The fact is, a wide variety of behaviors can lead to good decisions. There’s no precise way to engineer an “optimal” discussion process. We may try to avoid extremes, sure, but between those extremes is a wide range of behavior that might be conducive to success. And because we really don’t know what makes an optimal decision process, we tend to make attributions based on other things that are relevant and seemingly objective—namely, what we’re told about performance outcomes.

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

...the centrality of competitiveness as the key to growth is a recurrent EU motif. Two decades of EC directives on increasing competition in every area, from telecommunications to power generation to collateralizing wholesale funding markets for banks, all bear the same ordoliberal imprint. Similarly, the consistent focus on the periphery states’ loss of competitiveness and the need for deep wage and cost reductions therein, while the role of surplus countries in generating the crisis is utterly ignored, speaks to a deeply ordoliberal understanding of economic management. Savers, after all, cannot be sinners. Similarly, the most recent German innovation of a constitutional debt brake (Schuldenbremse) for all EU countries regardless of their business cycles or structural positions, coupled with a new rules-based fiscal treaty as the solution to the crisis, is simply an ever-tighter ordo by another name. If states have broken the rules, the only possible policy is a diet of strict austerity to bring them back into conformity with the rules, plus automatic sanctions for those who cannot stay within the rules. There are no fallacies of composition, only good and bad policies. And since states, from an ordoliberal viewpoint, cannot be relied upon to provide the necessary austerity because they are prone to capture, we must have rules and an independent monetary authority to ensure that states conform to the ordo imperative; hence, the ECB. Then, and only then, will growth return. In the case of Greece and Italy in 2011, if that meant deposing a few democratically elected governments, then so be it. The most remarkable thing about this ordoliberalization of Europe is how it replicates the same error often attributed to the Anglo-American economies: the insistence that all developing states follow their liberal instruction sheets to get rich, the so-called Washington Consensus approach to development that we shall discuss shortly. The basic objection made by late-developing states, such as the countries of East Asia, to the Washington Consensus/Anglo-American idea “liberalize and then growth follows” was twofold. First, this understanding mistakes the outcomes of growth, stable public finances, low inflation, cost competitiveness, and so on, for the causes of growth. Second, the liberal path to growth only makes sense if you are an early developer, since you have no competitors—pace the United Kingdom in the eighteenth century and the United States in the nineteenth century. Yet in the contemporary world, development is almost always state led.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

Elvis was pretty slick. Nonetheless, I knew that he was cheating. His four-of-a-kind would beat my full house. I had two choices. I could fold my hand and lose all the money I’d contributed to the pot, or I could match Elvis’s bet and continue to play. If a gambler thought he was in an honest game, he would probably match the bet thinking his full house was a sure winner. The con artist would bet large amounts of money on the remaining cards, knowing he had a winning hand. I narrowed my eyes and pursed my lips, as if struggling to decide whether to wager five hundred pesos or fold my hand and call it quits. I knew there were five men between me and the door and watched them from the corner of my eye. Even if I folded and accepted my losses, I knew they would not let me leave without taking all my cash. They had strength in numbers and would strong arm me if they could. The men stared, intently watching my next move. I set down my beer and took five one hundred peso notes from my wallet. The men at the bar relaxed. My adrenaline surged, pumping through my brain, sharpening my focus as I prepared for action. I moved as if to place my bet on the table, but instead my hand bumped my beer bottle, spilling it onto Elvis’ lap. Elvis reacted instinctively to the cold beer, pushing back from the table and rising to his feet. I jumped up from my chair making a loud show of apologizing, and in the ensuing pandemonium I snatched all the money off the table and bolted for the door! My tactics took everyone by complete surprise. I had a small head start, but the Filipinos recovered quickly and scrambled to cut off my escape. I dashed to the door and barely made it to the exit ahead of the Filipinos. The thugs were nearly upon me when I suddenly wheeled round and kicked the nearest man square in the chest. My kick cracked ribs and launched the shocked Filipino through the air into the other men, tumbling them to the ground. For the moment, my assailants were a jumble of tangled bodies on the floor. I darted out the door and raced down the busy sidewalk, dodging pedestrians. I looked back and saw the furious Filipinos swarming out of the bar. Running full tilt, I grabbed onto the rail of a passing Jeepney and swung myself into the vehicle. The wide-eyed passengers shrunk back, trying to keep their distance from the crazy American. I yelled to the driver, “Step on the gas!” and thrust a hundred peso note into his hand. I looked back and saw all six of Johnny’s henchmen piling onto one tricycle. The jeepney driver realized we were being pursued and stomped the gas pedal to the floor. The jeepney surged into traffic and accelerated away from the tricycle. The tricycle was only designed for one driver and two passengers. With six bodies hanging on, the overloaded motorcycle was slow and unstable. The motorcycle driver held the throttle wide open and the tricycle rocked side to side, almost tipping over, as the frustrated riders yelled curses and flailed their arms futilely. My jeepney continued to speed through the city, pulling away from our pursuers. Finally, I could no longer see the tricycle behind us. When I was sure I had escaped, I thanked the driver and got off at the next stop. I hired a tricycle of my own and carefully made my way back to my neighborhood, keeping careful watch for Johnny and his friends. I knew that Johnny was in a frustrated rage. Not only had I foiled his plans, I had also made off with a thousand pesos of his cash. Even though I had great fun and came out of my escapade in good shape, my escape was risky and could’ve had a very different outcome. I feel a disclaimer is appropriate for those people who think it is fun to con street hustlers, “Kids. Don’t try this at home.