Business Requirements Quotes

We were keeping our eye on 1984. When the year came and the prophecy didn't, thoughtful Americans sang softly in praise of themselves. The roots of liberal democracy had held. Wherever else the terror had happened, we, at least, had not been visited by Orwellian nightmares. But we had forgotten that alongside Orwell's dark vision, there was another - slightly older, slightly less well known, equally chilling: Aldous Huxley's Brave New World. Contrary to common belief even among the educated, Huxley and Orwell did not prophesy the same thing. Orwell warns that we will be overcome by an externally imposed oppression. But in Huxley's vision, no Big Brother is required to deprive people of their autonomy, maturity and history. As he saw it, people will come to love their oppression, to adore the technologies that undo their capacities to think. What Orwell feared were those who would ban books. What Huxley feared was that there would be no reason to ban a book, for there would be no one who wanted to read one. Orwell feared those who would deprive us of information. Huxley feared those who would give us so much that we would be reduced to passivity and egoism. Orwell feared that the truth would be concealed from us. Huxley feared the truth would be drowned in a sea of irrelevance. Orwell feared we would become a captive culture. Huxley feared we would become a trivial culture, preoccupied with some equivalent of the feelies, the orgy porgy, and the centrifugal bumblepuppy. As Huxley remarked in Brave New World Revisited, the civil libertarians and rationalists who are ever on the alert to oppose tyranny "failed to take into account man's almost infinite appetite for distractions." In 1984, Orwell added, people are controlled by inflicting pain. In Brave New World, they are controlled by inflicting pleasure. In short, Orwell feared that what we fear will ruin us. Huxley feared that what we desire will ruin us. This book is about the possibility that Huxley, not Orwell, was right.

Today is mine. Tomorrow is none of my business. If I peer anxiously into the fog of the future, I will strain my spiritual eyes so that I will not see clearly what is required of me now.

If you want to do something that requires willpower—like going for a run after work—you have to conserve your willpower muscle during the day,

The business of being happy requires making a conscious choice. People think being happy will just happen to them someday, if only they do this or that right. But it doesn't - you have to choose it. You choose happiness, you don't wait for it to choose you.

Shaping the company's future requires understanding the key drivers of value for the company and establishing metrics to measure progress accordingly.

An average man is egoistic, proud and has strong self esteem. They always require partners who massage their ego not those who will drag their ego to the mud.

Being trustworthy requires: Doing the right thing. And doing things right.

Shaping the company's future requires a board that regularly evaluates the company's performance against its value creation objectives.

A business will require you to wear many hats. You have to be a leader with a mission, vision, and direction.

Building an employee team or employee tribe is a little time consuming which requires little effort but in the long process of achieving business growth, it’s totally worth it.

Footwear, apparel, accessories, cosmetics - they all belong to the ecommerce category or retail category, but they all are very different industries and require their own research.

Getting to the next level always requires ending something, leaving it behind, and moving on. Growth itself demands that we move on. Without the ability to end things, people stay stuck, never becoming who they are meant to be, never accomplishing all that their talents and abilities should afford them.

Shaping the company's future requires a board that fosters a culture of innovation and agility to adapt to changing market conditions.

The creative process requires more than reason. Most original thinking isn't even verbal. It requires 'a groping experimentation with ideas, governed by intuitive hunches and inspired by the unconscious.' The majority of business men are incapable of original thinking because they are unable to escape from the tyranny of reason. Their imaginations are blocked.

To participate requires self-discipline and trust and courage, because this business of becoming conscious, of being a writer, is ultimately about asking yourself, as my friend Dale puts it, How alive am I willing to be?

Deep within, there is something profoundly known, not consciously, but subconsciously. A quiet truth, that is not a version of something, but an original knowing. What this, absolute, truth [identity] is may be none of our business…but it is there, guiding us along the path of greater becoming; a true awareness. It is so self-sustaining that our recognition of it is not required. We are offspring’s of such a powerfully divine force – Creator of all things known and unknown.

He regarded love as a sort of cruel malady through which the elect are required to pass in their late youth and from which they emerge, pale and wrung, but ready for the business of living.

Ensuring the company's sustainable success requires building resilience into the business model to withstand external shocks.

I want to pause here and talk about this notion of consensus, and the rise of what has been called consensus science. I regard consensus science as an extremely pernicious development that ought to be stopped cold in its tracks. Historically, the claim of consensus has been the first refuge of scoundrels; it is a way to avoid debate by claiming that the matter is already settled. Whenever you hear the consensus of scientists agrees on something or other, reach for your wallet, because you're being had. Let's be clear: the work of science has nothing whatever to do with consensus. Consensus is the business of politics. Science, on the contrary, requires only one investigator who happens to be right, which means that he or she has results that are verifiable by reference to the real world. In science consensus is irrelevant. What is relevant is reproducible results. The greatest scientists in history are great precisely because they broke with the consensus. There is no such thing as consensus science. If it's consensus, it isn't science. If it's science, it isn't consensus. Period.

Seeking out people with different views, different perspectives, different ideas is often challenging, because it requires us to set aside judgment and open our minds. But we have to remind ourselves that to get beyond where we are, where I believe most of us are, we would all be be well served to choose our music carefully, to stop talking and listen to one another.

It is facile to imply that smoking, alcoholism, overeating, or other ingrained patters can be upended without real effort. Genuine change requires work and self-understanding of the cravings driving behaviours.

Innovation requires having at least three things: a great idea, the engineering talent to execute it, and the business savvy (plus deal-making moxie) to turn it into a successful product.

Shaping the company's future requires understanding the key drivers of value for the company and establishing metrics to measure progress.

Ensuring the company's sustainable success requires a board that champions a value-centric approach to decision making.

Shaping the company's future requires a focus on value creation for all stakeholders, not just shareholders.

Stopping a battle is much harder than starting it. Starting it only requires you to shout ‘Attack!’ but when you want to stop it, everyone is busy.

Above all, success in business requires two things: a winning competitive strategy, and superb organizational execution. Distrust is the enemy of both. I submit that while high trust won't necessarily rescue a poor strategy, low trust will almost always derail a good one.

If you want your customers to start eating spinach flavored ice cream, your idea won’t need as much cultural change as it will if you want your customers to start taking a coffee pill in the morning instead of fresh brewed coffee. Obviously, the latter will require more efforts and more marketing.

In any human interaction, the required amount of communication is inversely proportional to the level of trust.

Being an investor is very different than being an entrepreneur or businessperson. They require different skill sets. They aren’t the same.

First one gives off his best picture, the bright and finished product mended with bluff and falsehood and humor. Then more details are required and one paints a second portrait, and third---before long the best lines cancel out---and the secret is exposed at last; the planes of the picture have intermingled and given us away, and though we paint and paint we can no longer sell a picture. We must be satisfied with hoping such fatuous accounts of ourselves as we make to our wives and children and business associates are accepted as true.

The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.

I didn't want to be a sweet boy's sweet girlfriend. I wanted to be Fawn's equal, the kind of girl who stood up for herself and took care of business, who cut guys loose when it was required.

Business management requires its own skill set separate from being skilled at whatever service or product the business provides.

Real education is about getting people involved in thinking for themselves- and that's a tricky business to know how to do well, but clearly it requires that whatever it is you're looking at has to somehow catch people's interest and make them want to think, and make them want to pursue and explore.

Let people have their opinions. More than that--let people love their opinions, just as you and I are in love with ours. But never delude yourself into believing that you require someone else's blessing (or even their comprehension) in order to make your own creative work. And always remember that people's judgments about you are none of your business.

In oppressing, one becomes oppressed. Men are enchained by reason of their very sovereignty; it is because they alone earn money that their wives demand checks, it is because they alone engage in a business or profession that their wives require them to be successful, it is because they alone embody transcendence that their wives wish to rob them of it by taking charge...

How can we walk away from requirements that we know to be true to pursue something that we think will help?” It turns out that is exactly what product strategy is all about—figuring out the right product is the innovator’s job, not the customer’s job.

Shaping the company's future requires actively engaging with shareholders and other stakeholders to build trust and understanding.

Ensuring the company's sustainable success requires a board that ensures the accuracy and transparency of financial reporting.

Building a high-performance board requires a long-term commitment to building a cohesive and effective team.

Shaping the company's future requires strategic foresight to identify opportunities and threats before they become critical.

Mr. Malfoy is new to the business of having ideas, and so when he has one, he becomes proud of himself for having it. He has not yet had enough ideas to unflinchingly discard those that are beautiful in some aspects and impractical in others; he has not yet acquired confidence in his own ability to think of better ideas as he requires them. What we are seeing here is not Mr. Malfoy's best idea, I fear, but rather his only idea.

True business success is multi-faceted and requires a harmonious blend of various elements working together towards common goals.

A successful blitz requires a well-thought-out strategy and flawless execution. Similarly, effective corporate governance involves developing and implementing sound strategies that align with the company's goals and values.

The growth of intimacy is like that. First one gives off his best picture, the bight and finished product mended with bluff and falsehood and humor. Then more details are required and one paints a second portrait, and a third--before long the best lines cancel out--and the secret is exposed at last; the panes of the pictures have intermingled and given us away, and though we paint and paint we can no longer sell a picture. We must be satisfied with hoping that such famous accounts of ourselves as we make to our wives and children and business associates are accepted as true.

People of a television culture need “plain language” both aurally and visually, and will even go so far as to require it in some circumstances by law. The Gettysburg Address would probably have been largely incomprehensible to a 1985 audience.

Never allow anyone to rain on your parade and thus cast a pall of gloom and defeat on the entire day. Remember that no talent, no self-denial, no brains, no character, are required to set up in the fault-finding business. Nothing external can have any power over you unless you permit it. Your time is too precious to be sacrificed in wasted days combating the menial forces of hate, jealously, and envy.

First, when we are busy, we naturally believe that we are achieving. But busyness does not equal productivity. Activity is not necessarily accomplishment. Second, prioritizing requires leaders to continually think ahead, to know what's important, to know what's next, to see how everything relates to the overall vision. That's hard work. Third, prioritizing causes us to do things that are at the least uncomfortable and sometimes downright painful.

There's a difference between managing a business and leading a business. They require two different skill sets.

All the same, I should like it all plain and clear," said he obstinately, putting on his business manner (usually reserved for people who tried to borrow money off him), and doing his best to appear wise and prudent and professional and live up to Gandalf's recommendation. "Also I should like to know about risks, out-of-pocket expenses, time required and remuneration, and so forth"--by which he meant: "What am I going to get out of it ? and am I going to come back alive?

It’s better to have one huge filing with lots of detail, data, and use cases than a dozen failed filings of five to ten pages each. Minimum filing requirements are not minimum requirements to secure a patent. Who does your patent keep out, and how? Your goal in creating IP is for it to be valuable, to be connected to the company, to be linked to your products or service, and to keep out competitors.

A book is an attempt to make through permanent and to contribute to the great conversation conducted by authors of the past. […] The telegraph is suited only to the flashing of messages, each to be quickly replaced by a more up-to-date message. Facts push other facts into and then out of consciousness at speeds that neither permit nor require evaluation. (70)

Financial acumen is not a static skill; it requires continuous learning and development. As the business landscape evolves, so too do the financial challenges and opportunities facing companies.

As we pass one step, and as we recognize it as being behind us, the next one already rises up before us. By the time we learn everything, we slowly come to understand it. And while you come to understand everything gradually, you don't remain idle at any moment: you are already attending to your new business; you live, you act, you move, you fulfill the new requirements of every new step of development. If, on the other hand, there were no schedule, no gradual enlightenment, if all the knowledge descended on you at once right there in one spot, then it's possible neither your brains nor your heart could bear it.

But Elizabeth didn’t flinch. “I’m confused,” she said. “You’re firing me on the basis of being pregnant and unwed. What about the man?” “What man? You mean Evans?” Donatti asked. “Any man. When a woman gets pregnant outside of marriage, does the man who made her pregnant get fired, too?” “What? What are you talking about?” “Would you have fired Calvin, for instance?” “Of course not!” “If not, then, technically, you have no grounds to fire me.” Donatti looked confused. What? “Of course, I do,” he stumbled. “Of course, I do! You’re the woman! You’re the one who got knocked up!” “That’s generally how it works. But you do realize that a pregnancy requires a man’s sperm.” “Miss Zott, I’m warning you. Watch your language.” “You’re saying that if an unmarried man makes an unmarried woman pregnant, there is no consequence for him. His life goes on. Business as usual.

For Christians to influence the world with the truth of God's Word requires the recovery of the great Reformation doctrine of vocation. Christians are called to God's service not only in church professions but also in every secular calling. The task of restoring truth to the culture depends largely on our laypeople. To bring back truth, on a practical level, the church must encourage Christians to be not merely consumers of culture but makers of culture. The church needs to cultivate Christian artists, musicians, novelists, filmmakers, journalists, attorneys, teachers, scientists, business executives, and the like, teaching its laypeople the sense in which every secular vocation-including, above all, the callings of husband, wife, and parent--is a sphere of Christian ministry, a way of serving God and neighbor that is grounded in God's truth. Christian laypeople must be encouraged to be leaders in their fields, rather than eager-to-please followers, working from the assumptions of their biblical worldview, not the vapid clichés of pop culture.

To me, the conclusion that the public has the ultimate responsibility for the behavior of even the biggest businesses is empowering and hopeful, rather than disappointing. My conclusion is not a moralistic one about who is right or wrong, admirable or selfish, a good guy or a bad guy. My conclusion is instead a prediction, based on what I have seen happening in the past. Businesses have changed when the public came to expect and require different behavior, to reward businesses for behavior that the public wanted, and to make things difficult for businesses practicing behaviors that the public didn't want. I predict that in the future, just as in the past, changes in public attitudes will be essential for changes in businesses' environmental practices.

the growth of intimacy is like that. First one gives off his best picture, the bright and finished product mended with bluff and falsehood and humour. Then more details are required and one paints a second portrait, and a third – before long the best lines cancel out – and the secret is exposed at last; the planes of the pictures have intermingled and given us away, and though we paint and paint we can no longer sell a picture. We must be satisfied with hoping that such fatuous accounts of ourselves as we make to our wives and children and business associates are accepted as true

Managing a business does not require any genius. The main qualification is the ability to identify and deliver value to a group of people consistently and efficiently at the highest price point acceptable to them. Everything else can be hired out.

Leadership requires kindness. If the people in positions of power in the company are cruel and mean to the other employees, it puts the whole company into a fear vibration. And that repels customers. Leaders should be stern, but kind; bold, but gracious. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

People at McDonald’s get trained for their positions, but people with far more complicated jobs don’t. It makes no sense. Would you want to stand on the line of the untrained person at McDonald’s? Would you want to use the software written by the engineer who was never told how the rest of the code worked? A lot of companies think their employees are so smart that they require no training. That’s silly. When I first became a manager,

For example, in Paris, if one desires to buy something, you enter the store and say "Good morning, sir" or "madam," depending on what is appropriate, you wait until you are greeted, you make polite chitchat about the weather or some such, and when the salesperson asks what they can do for you, then and only then do you bring up the vulgar business of the transaction you require.

Good sense avoids all extremes, and requires us to be soberly rational. This unbending and virtuous stiffness of ancient times shocks too much the ordinary customs of our own; it requires too great perfection from us mortals; we must yield to the times without being too stubborn; it is the height of folly to busy ourselves in correcting the world.

But gay marriage is coming to America first and foremost because marriage here is a secular concern, not a religious one. The objection to gay marriage is almost invariably biblical, but nobody's legal vows in this country are defined by interpretation of biblical verse - or at least, not since the Supreme Court stood up for Richard and Mildred Loving. A church wedding ceremony is a nice thing, but it is neither required for legal marriage in America nor does it constitute legal marriage in America. What constitutes legal marriage in this country is that critical piece of paper that you and your betrothed must sign and then register with the state. The morality of your marriage may indeed rest between you and God, but it's that civic and secular paperwork which makes your vows official here on earth. Ultimately, then, it is the business of America's courts, not America's churches, to decide the rules of matrimonial law, and it is in those courts that the same-sex marriage debate will finally be settled.

If you don’t own the goal and it doesn’t come from your dream, then you won’t have the toughness to persevere when the going gets tough. And I will promise you that the going will get tough. There is never an exception—everyone who wins must push through obstacles, lots of them. You simply will not get up at dawn for your three-mile run because your wife wants you thinner. Big goals require big backbone—wimps need not apply.

Was it even possible to forgive the dead? Was forgiveness an emotion, or a transaction that required a partner? I had made a promise to someone who would never see it kept. I wanted to respect my grandfather's wish, and it would have been no trouble to evade my mother's question. Keeping secrets was the family business. But it was a business, it seemed to me, that none of us had ever profited from.

In the long run, completing a marathon makes us happier than eating a chocolate cake. Raising a child makes us happier than beating a video game. Starting a small business with friends while struggling to make ends meet makes us happier than buying a new computer. These activities are stressful, arduous, and often unpleasant. They also require withstanding problem after problem. Yet they are some of the most meaningful moments and joyous things we’ll ever do. They involve pain, struggle, even anger and despair—yet once they’re accomplished, we look back and get all misty-eyed telling our grandkids about them.

There is something exceedingly ridiculous in the composition of monarchy; it first excludes a man from the means of information, yet empowers him to act in cases where the highest judgment is required. The state of a king shuts him from the world, yet the business of a king requires him to know it thoroughly; wherefore the different parts, by unnaturally opposing and destroying each other, prove the whole character to be absurd and useless.

...I require a vacation from all of you, but I’m not leaving Camorr. You five will be making a journey to Espara. I’ve arranged work there to keep you busy for several months.” “Espara?” said Locke. “Yes. Isn’t it exciting?” The room was quiet. “I thought that might be your response. Look, I tucked a pin into my jacket for this very moment.” Chains drew a silver pin from one of his lapels and tossed it into the air. It hit the floor with the faintest chiming clatter. “One of those expressions I’ve always wanted to put to the test,” said Chains.

For businesses, it is vital to embed ethical checkpoints in workflows, allowing models to be stopped if unacceptable risks emerge. The apparent ease of building capable LLMs with existing foundations can mask serious robustness gaps. However unrealistic the scenario may seem under pressure, responsible LLM work requires pragmatic commitments to stop if red lines are crossed during risk assessment.

The lack of transparency regarding training data sources and the methods used can be problematic. For example, algorithmic filtering of training data can skew representations in subtle ways. Attempts to remove overt toxicity by keyword filtering can disproportionately exclude positive portrayals of marginalized groups. Responsible data curation requires first acknowledging and then addressing these complex tradeoffs through input from impacted communities.

Jobs liked to tell the story- and he did so to his team that day- about how everything that he had done correctly had required a moment when he hit the rewind button. In each case he had to rework something that he discovered was not perfect. He talked about doing it on Toy Story, when the character of Woody had evolved into being a jerk, and on a couple of occasions with the original Macintosh. " If something isn't right, you can't just ignore it and say you'll fix it later," he said. " That's what other companies do.

When He was challenged by Jesus to accept a life of voluntary poverty, the rich young man knew he was faced with the simple alternative of obedience or disobedience. When Levi was called from the receipt of custom and Peter from his nets, there was no doubt that Jesus meant business. Both of them were to leave everything and follow. Again, when Peter was called to walk on the rolling sea, he had to get up and risk his life. Only one thing was required in each case-to rely on Christ's word, and cling to it as offering greater security than all the securities in the world.

company leaders need to provide their company with a self-organizing and semi-autonomous immune system. Effective risk management isn't about a siloed approach focusing on isolated threats. We have to think more broadly. Effective risk management requires a holistic approach that transcends a siloed focus on isolated threats. In today's interconnected business landscape, risks are rarely confined to a single department or function. Instead, they often ripple across the organization, impacting multiple areas simultaneously.

A propaganda model has a certain initial plausibility on guided free-market assumptions that are not particularly controversial. In essence, the private media are major corporations selling a product (readers and audiences) to other businesses (advertisers). The national media typically target and serve elite opinion, groups that, on the one hand, provide an optimal “profile” for advertising purposes, and, on the other, play a role in decision-making in the private and public spheres. The national media would be failing to meet their elite audience’s needs if they did not present a tolerably realistic portrayal of the world. But their “societal purpose” also requires that the media’s interpretation of the world reflect the interests and concerns of the sellers, the buyers, and the governmental and private institutions dominated by these groups.

And so I would like to thank you. You taught me, again and again again and again and again, not to dream of you. And I listened. I am silent. These words are not words of love, but of the silence that will remain when I walk away when this letter is done. I have listened and I do not continue to imagine our love, for it was not love. You were too busy walking a flowered path, and it was my misstep that I thought we had something more than an hour’s fun for you. Thank you, for clarifying for me what love is not. Love is no thing, and nothing is a gift, space is a playground, and time and distance are merely peaks and valleys in the topography of real love. And I would remind you: I am not one of your fans. For I know what I deserve, and it is one who is not afraid of fear. Love does not require this map: it makes its way across the miles. Love does not heed the time; it is not rooted in the months of one or two moons. Love is not bothered by obstacles—they form the high sides to the left and right of this rocky path. This path does not depend upon external signs: love will find its own way.

Amit likens fashion to a mask, and style to beauty of countenance. Style, he feels, belongs to the literary elite, who live by their own wishes. And fashion is for the ordinary lot, who make it their business to please other people. . . . You may view a professional dancing girl beneath the awning of a public marquee; but for the first glimpse of the bride’s face during the shubhodrishti ritual, a veil of Benarasi fabric is required. The marquee belongs to fashion, the Benarasi veil--which reveals the special one’s countenance shaded by a special hue--to style.

Let us not underestimate how hard it is to be compassionate. Compassion is hard because it requires the inner disposition to go with others to the place whey are weak, vulnerable, lonely, and broken. But this is not our spontaneous response to suffering. What we desire most is to do away with suffering by fleeing from it or finding a quick cure for it. As busy, active, relevant ministers, we want to earn our bread by making a real contribution. This means first and foremost doing something to show that our presence makes a difference. And so we ignore our greatest gift, which is our ability to enter into solidarity with those who suffer.

Every television program must be a complete package in itself. No previous knowledge is to be required. There must not be even a hint that learning is hierarchical, that it is an edifice constructed on a foundation. The learner must be allowed to enter at any point without prejudice. This is why you shall never hear or see a television program begin with the caution that if the viewer has not seen the previous programs, this one will be meaningless. Television is a nongraded curriculum and excludes no viewer for any reason, at any time. In other words, in doing away with the idea of sequence and continuity in education, television undermines the idea that sequence and continuity have anything to do with thought itself.

We should take pictures!" Elise said. "Anyone got a camera?" Celeste asked. "I;m a pro at this." "Mason does!" Kross shouted. "Come here for a minute," she said to a maid, waving her over encouragingly. "Hold on," I said, grabbing some paper. "Okay, okay. 'Your Highest of Highnesses, the ladies of the Elite require, immediately, the least fancy of your cameras for. . .'" Kriss giggled, and Celeste shook her head. "Oh! A study in feminine diplomacy," Elise added. "Is that a real thing?" Kross asked. Celeste tossed her hair. "Who cares?" Maybe twenty minutes later, Maxon knocked on the door and pushed it open an inch. "Can I come in?" Kross ran over. "No. We just want the camera." And she snatched it from his hand and closed the door in his face. Celeste fell on the floor, laughing. "What are you doing in there?" he called. But we were all too busy doubling over to answer.

Anything you might want to accomplish—executing a project at work, getting a new job, learning a new skill, starting a business—requires finding and putting to use the right information. Your professional success and quality of life depend directly on your ability to manage information effectively. According to the New York Times, the average person’s daily consumption of information now adds up to a remarkable 34 gigabytes.1 A separate study cited by the Times estimates that we consume the equivalent of 174 full newspapers’ worth of content each and every day, five times higher than in 1986.2 Instead of empowering us, this deluge of information often overwhelms us. Information Overload has become Information Exhaustion, taxing our mental resources and leaving us constantly anxious that we’re forgetting something.

He divided the inhabitants of this world into two groups, into those who had loved and those who had not. It was a horrible aristocracy, apparently, for those who had no capacity for love (or rather for suffering in love) could not be said to be alive and certainly would not live again after their death. They were a kind of straw population, filling the world with their meaningless laughter and tears and chatter and disappearing still lovable and vain into thin air. For this distinction he cultivated his own definition of love that was like no other and that had gathered all its bitterness and pride from his odd life. He regarded love as a sort of cruel malady through which the elect are required to pass in their late youth and from which they emerge, pale and wrung, but ready for the business of living. There was (he believed) a great repertory of errors mercifully impossible to human beings who had recovered from this illness. Unfortunately there remained to them a host of failings, but at least (from among many illustrations) they never mistook a protracted amiability for the whole conduct of life, they never again regarded any human being, from a prince to a servant, as a mechanical object.

In business, what's required for short term profit and what's required for long term resilience are very often at a juxtaposition. I used to run track and field and any track runner will tell you that winning a 100 meter race requires a completely different skill set than winning a marathon. And the same skills that may win you the 100 meter race may infact cause you to lose a marathon. And the skills that may win you a marathon may cause you to lose a 100 meter race. It's not really about balance. But it's about management asking the question what race is this business in at this moment and what skills are required to win this exact race right now. And then it's about asking that question over and over and over again all of the time with every business that the company is engaged in.

The understanding, like the eye, whilst it makes us see and perceive all other things, takes no notice of itself: and it requires art and pains to set it at a distance and make it its own object.... If by this inquiry into the nature of the understanding, I can discover the powers thereof; how far they reach; to what things they are in any degree proportionate; and where they fail us, I suppose it may be of use to prevail with the busy mind of man to be more cautious in meddling with things exceeding its comprehension; to stop when it is at the utmost extent of its tether; and to sit down in a quiet ignorance of those things which, upon examination, are found to be beyond the reach of our capacities.

God will not be tolerated. He instructs us to worship and fear Him. In our world, where hundreds of things distract us from God, we have to intentionally and consistently remind ourselves of Him. Because we don’t often think about the reality of who God is, we quickly forget that He is worthy to be worshiped and loved. We are to fear Him. The answer to each of these questions is simply this: because He’s God. He has more of a right to ask us why so many people are starving. As much as we want God to explain himself to us, His creation, we are in no place to demand that He give an account to us. Can you worship a God who isn’t obligated to explain His actions to you? Could it be your arrogance that makes you think God owes you an explanation? If God is truly the greatest good on this earth, would He be loving us if He didn’t draw us toward what is best for us (even if that happens to be Himself)? Doesn’t His courting, luring, pushing, calling, and even “threatening” demonstrate His love? If He didn’t do all of that, wouldn’t we accuse Him of being unloving in the end, when all things are revealed? Has your relationship with God actually changed the way you live? Do you see evidence of God’s kingdom in your life? Or are you choking it out slowly by spending too much time, energy, money, and thought on the things of this world? Christians who did most for the present world were precisely those who thought most of the next. Jesus’ call to commitment is clear: He wants all or nothing. Our greatest fear as individuals and as a church should not be of failure but of succeeding at things in life that don’t really matter. If life is a river, then pursuing Christ requires swimming upstream. When we stop swimming, or actively following Him, we automatically begin to be swept downstream. How could we think for even a second that something on this puny little earth compares to the Creator and Sustainer and Savior of it all? True faith means holding nothing back; it bets everything on the hope of eternity. When you are truly in love, you go to great lengths to be with the one you love. You’ll drive for hours to be together, even if it’s only for a short while. You don’t mind staying up late to talk. Walking in the rain is romantic, not annoying. You’ll willingly spend a small fortune on the one you’re crazy about. When you are apart from each other, it’s painful, even miserable. He or she is all you think about; you jump at any chance to be together. There is nothing better than giving up everything and stepping into a passionate love relationship with God, the God of the universe who made galaxies, leaves, laughter, and me and you. Do you recognize the foolishness of seeking fulfillment outside of Him? Are you ready and willing to make yourself nothing? To take the very nature of a servant? To be obedient unto death? True love requires sacrifice. What are you doing right now that requires faith? God doesn’t call us to be comfortable. If one person “wastes” away his day by spending hours connecting with God, and the other person believes he is too busy or has better things to do than worship the Creator and Sustainer, who is the crazy one? Am I loving my neighbor and my God by living where I live, by driving what I drive, by talking how I talk?” If I stop pursuing Christ, I am letting our relationship deteriorate. The way we live out our days is the way we will live our lives. What will people say about your life in heaven? Will people speak of God’s work and glory through you? And even more important, how will you answer the King when He says, “What did you do with what I gave you?

Change your emotional state Distract yourself: An emotion is only as strong as you allow it to be. Whenever you experience a negative feeling, instead of focusing on it, get busy right away. If you’re angry about something, cross something off your to-do list. If possible, do something that requires your full attention. Interrupt: Do something silly or unusual to break the pattern. Shout, do a silly dance or speak with a strange voice. Move: Stand up, go for a walk, do push-ups, dance, or use a power posture. By changing your physiology, you can change the way you feel. Listen to music: Listening to your favorite music may shift your emotional state. Shout: Talk to yourself with a loud and authoritarian voice and give yourself a pep talk. Use your voice and words to change your emotions.

By seeing the multitude of people around it, by being busied with all sorts of worldly affairs, by being wise to the ways of the world, such a person forgets himself, in a divine sense forgets his own name, dares not believe in himself, finds being himself too risky, finds it much easier and safer to be like the others, to become a copy, a number, along with the crowd. Now this form of despair goes practically unnoticed in the world. Precisely by losing oneself in this way, such a person gains all that is required for a flawless performance in everyday life, yes, for making a great success out of life. Here there is no dragging of the feet, no difficulty with his self and its infinitizing, he is ground smooth as a pebble, as exchangeable as a coin of the realm. Far from anyone thinking him to be in despair, he is just what a human being ought to be. Naturally, the world has generally no understanding of what is truly horrifying.

Moreover, we have seen enough by now to know that technological changes in our modes of communication are even more ideology-laden than changes in our modes of transportation. Introduce the alphabet to a culture and you change its cognitive habits, its social relations, its notions of community, history and religion. Introduce the printing press with movable type, and you do the same. Introduce speed-of-light transmission of images and you make a cultural revolution. Without a vote. Without polemics. Without guerrilla resistance. Here is ideology, pure if not serene. Here is ideology without words, and all the more powerful for their absence. All that is required to make it stick is a population that devoutly believes in the inevitability of progress. And in this sense, all Americans are Marxists, for we believe nothing if not that history is moving us toward some preordained paradise and that technology is the force behind that movement.

A change in direction was required. The story you finished was perhaps never the one you began. Yes! He would take charge of his life anew, binding his breaking selves together. Those changes in himself that he sought, he himself would initiate and make them. No more of this miasmic, absent drift. How had he ever persuaded himself that his money-mad burg would rescue him all by itself, this Gotham in which Jokers and Penguins were running riot with no Batman (or even Robin) to frustrate their schemes, this Metropolis built of Kryptonite in which no Superman dared set foot, where wealth was mistaken for riches and the joy of possession for happiness, where people lived such polished lives that the great rough truths of raw existence had been rubbed and buffed away, and in which human souls had wandered so separately for so long that they barely remembered how to touch; this city whose fabled electricity powered the electric fences that were being erected between men and men, and men and women, too? Rome did not fall because her armies weakened but because Romans forgot what being Roman meant. Might this new Rome actually be more provincial than its provinces; might these new Romans have forgotten what and how to value, or had they never known? Were all empires so undeserving, or was this one particularly crass? Was nobody in all this bustling endeavor and material plenitude engaged, any longer, on the deep quarry-work of the mind and heart? O Dream-America, was civilization's quest to end in obesity and trivia, at Roy Rogers and Planet Hollywood, in USA Today and on E!; or in million-dollar-game-show greed or fly-on-the-wall voyeurism; or in the eternal confessional booth of Ricki and Oprah and Jerry, whose guests murdered each other after the show; or in a spurt of gross-out dumb-and-dumber comedies designed for young people who sat in darkness howling their ignorance at the silver screen; or even at the unattainable tables of Jean-Georges Vongerichten and Alain Ducasse? What of the search for the hidden keys that unlock the doors of exaltation? Who demolished the City on the Hill and put in its place a row of electric chairs, those dealers in death's democracy, where everyone, the innocent, the mentally deficient, the guilty, could come to die side by side? Who paved Paradise and put up a parking lot? Who settled for George W. Gush's boredom and Al Bore's gush? Who let Charlton Heston out of his cage and then asked why children were getting shot? What, America, of the Grail? O ye Yankee Galahads, ye Hoosier Lancelots, O Parsifals of the stockyards, what of the Table Round? He felt a flood bursting in him and did not hold back. Yes, it had seduced him, America; yes, its brilliance aroused him, and its vast potency too, and he was compromised by this seduction. What he opposed in it he must also attack in himself. It made him want what it promised and eternally withheld. Everyone was an American now, or at least Americanized: Indians, Uzbeks, Japanese, Lilliputians, all. America was the world's playing field, its rule book, umpire, and ball. Even anti-Americanism was Americanism in disguise, conceding, as it did, that America was the only game in town and the matter of America the only business at hand; and so, like everyone, Malik Solanka now walked its high corridors cap in hand, a supplicant at its feast; but that did not mean he could not look it in the eye. Arthur had fallen, Excalibur was lost and dark Mordred was king. Beside him on the throne of Camelot sat the queen, his sister, the witch Morgan le Fay.

What rhymes with insensitive?” I tap my pen on the kitchen table, beyond frustrated with my current task. Who knew rhyming was so fucking difficult? Garrett, who’s dicing onions at the counter, glances over. “Sensitive,” he says helpfully. “Yes, G, I’ll be sure to rhyme insensitive with sensitive. Gold star for you.” On the other side of the kitchen, Tucker finishes loading the dishwasher and turns to frown at me. “What the hell are you doing over there, anyway? You’ve been scribbling on that notepad for the past hour.” “I’m writing a love poem,” I answer without thinking. Then I slam my lips together, realizing what I’ve done. Dead silence crashes over the kitchen. Garrett and Tucker exchange a look. An extremely long look. Then, perfectly synchronized, their heads shift in my direction, and they stare at me as if I’ve just escaped from a mental institution. I may as well have. There’s no other reason for why I’m voluntarily writing poetry right now. And that’s not even the craziest item on Grace’s list. That’s right. I said it. List. The little brat texted me not one, not two, but six tasks to complete before she agrees to a date. Or maybe gestures is a better way to phrase it... “I just have one question,” Garrett starts. “Really?” Tuck says. “Because I have many.” Sighing, I put my pen down. “Go ahead. Get it out of your systems.” Garrett crosses his arms. “This is for a chick, right? Because if you’re doing it for funsies, then that’s just plain weird.” “It’s for Grace,” I reply through clenched teeth. My best friend nods solemnly. Then he keels over. Asshole. I scowl as he clutches his side, his broad back shuddering with each bellowing laugh. And even while racked with laughter, he manages to pull his phone from his pocket and start typing. “What are you doing?” I demand. “Texting Wellsy. She needs to know this.” “I hate you.” I’m so busy glaring at Garrett that I don’t notice what Tucker’s up to until it’s too late. He snatches the notepad from the table, studies it, and hoots loudly. “Holy shit. G, he rhymed jackass with Cutlass.” “Cutlass?” Garrett wheezes. “Like the sword?” “The car,” I mutter. “I was comparing her lips to this cherry-red Cutlass I fixed up when I was a kid. Drawing on my own experience, that kind of thing.” Tucker shakes his head in exasperation. “You should have compared them to cherries, dumbass.” He’s right. I should have. I’m a terrible poet and I do know it. “Hey,” I say as inspiration strikes. “What if I steal the words to “Amazing Grace”? I can change it to…um…Terrific Grace.” “Yup,” Garrett cracks. “Pure gold right there. Terrific Grace.” I ponder the next line. “How sweet…” “Your ass,” Tucker supplies. Garrett snorts. “Brilliant minds at work. Terrific Grace, how sweet your ass.” He types on his phone again. “Jesus Christ, will you quit dictating this conversation to Hannah?” I grumble. “Bros before hos, dude.” “Call my girlfriend a ho one more time and you won’t have a bro.” Tucker chuckles. “Seriously, why are you writing poetry for this chick?” “Because I’m trying to win her back. This is one of her requirements.” That gets Garrett’s attention. He perks up, phone poised in hand as he asks, “What are the other ones?” “None of your fucking business.” “Golly gee, if you do half as good a job on those as you’re doing with this epic poem, then you’ll get her back in no time!” I give him the finger. “Sarcasm not appreciated.” Then I swipe the notepad from Tuck’s hand and head for the doorway. “PS? Next time either of you need to score points with your ladies? Don’t ask me for help. Jackasses.” Their wild laughter follows me all the way upstairs. I duck into my room and kick the door shut, then spend the next hour typing up the sorriest excuse for poetry on my laptop. Jesus. I’m putting more effort into this damn poem than for my actual classes.

I quit eating meat in 1976, the same year I turned fifteen, came out, and went to my first gay rights rally (not in that order). When I say that I 'came out,' I mean that I resolved to never lie about my love for women, never deliberately pass for straight, and never deny a lover by calling her 'him.' To do so, I felt, would be to betray not only the women I desired, but my deepest self. My decision to quit meat was equally simple. Somehow, through the confluence of midseventies influences, I knew that vegetarianism was a particularly healthy way to eat. One day, quite suddenly, I realized: If I didn't need to eat meat to stay alive, then eating meat was killing for pleasure. I couldn't live with myself, wouldn't be the nonviolent person I believed myself to be, if I killed other beings--beings who had their own desires--merely to satisfy my desire for the taste of their flesh. Looking back, I see that both decisions, coming out and quitting meat, are about the interplay of desire and integrity. Sometimes integrity means being true to your desires, and sometimes integrity requires you to refuse your desires. I also notice that both decisions were about bodies and consent. A primary tenet of gay liberation is that what consenting people do with each other's bodies is nobody else's business. And, of course, eating meat is something you do to somebody else's body without their consent.

The television commercial has mounted the most serious assault on capitalist ideology since the publication of Das Kapital. To understand why, we must remind ourselves that capitalism, like science and liberal democracy, was an outgrowth of the Enlightenment. Its principal theorists, even its most prosperous practitioners, believed capitalism to be based on the idea that both buyer and seller are sufficiently mature, well informed and reasonable to engage in transactions of mutual self-interest. If greed was taken to be the fuel of the capitalist engine, the surely rationality was the driver. The theory states, in part, that competition in the marketplace requires that the buyer not only knows what is good for him but also what is good. If the seller produces nothing of value, as determined by a rational marketplace, then he loses out. It is the assumption of rationality among buyers that spurs competitors to become winners, and winners to keep on winning. Where it is assumed that a buyer is unable to make rational decisions, laws are passed to invalidate transactions, as, for example, those which prohibit children from making contracts...Of course, the practice of capitalism has its contradictions...But television commercials make hash of it...By substituting images for claims, the pictorial commercial made emotional appeal, not tests of truth, the basis of consumer decisions. The distance between rationality and advertising is now so wide that it is difficult to remember that there once existed a connection between them. Today, on television commercials, propositions are as scarce as unattractive people. The truth or falsity of an advertiser's claim is simply not an issue. A McDonald's commercial, for example, is not a series of testable, logically ordered assertions. It is a drama--a mythology, if you will--of handsome people selling, buying and eating hamburgers, and being driven to near ecstasy by their good fortune. No claim are made, except those the viewer projects onto or infers from the drama. One can like or dislike a television commercial, of course. But one cannot refute it.

Slavery is so vile and miserable an Estate of Man, and so directly opposite to the generous Temper and Courage of our Nation; that 'tis hardly to be conceived, that an Englishman, much less a Gentleman, should plead for't.. And truly, I should have taken Sr. Rt: Filmer's "Patriarcha" as any other Treatise, which would perswade all Men, that they are Slaves, and ought to be so, for such another exercise of Wit, as was his who writ the Encomium (Praise) of Nero, rather than for a serious Discourse meant in earnest, had not the Gravity of the Title and Epistle, the Picture in the Front of the Book, and the Applause that followed it, required me to believe, that the Author and Publisher were both in earnest. I therefore took it into my hands with all the expectation and read it through with all the attention due to a Treaties, that made such a noise at its coming abroad and cannot but confess my self mightily surprised, that in a Book which was to provide Chains for all Mankind, I should find nothing but a Rope of Sand, useful perhaps to such, whose Skill and Business it is to raise a Dust, and would blind the People, the better to mislead them, but in truth is not of any force to draw those into Bondage, who have their Eyes open, and so much Sense about them as to consider, that Chains are but an Ill wearing, how much Care soever hath been taken to file and polish them.

But what I would like to know," says Albert, "is whether there would not have been a war if the Kaiser had said No." "I'm sure there would," I interject, "he was against it from the first." "Well, if not him alone, then perhaps if twenty or thirty people in the world had said No." "That's probable," I agree, "but they damned well said Yes." "It's queer, when one thinks about it," goes on Kropp, "we are here to protect our fatherland. And the French are over there to protect their fatherland. Now who's in the right?" "Perhaps both," say I without believing it. "Yes, well now," pursues Albert, and I see that he means to drive me into a corner, "but our professors and parsons and newspapers say that we are the only ones that are right, and let's hope so;--but the French professors and parsons and newspapers say that the right is on their side, now what about that?" "That I don't know," I say, "but whichever way it is there's war all the same and every month more countries coming in." Tjaden reappears. He is still quite excited and again joins the conversation, wondering just how a war gets started. "Mostly by one country badly offending another," answers Albert with a slight air of superiority. Then Tjaden pretends to be obtuse. "A country? I don't follow. A mountain in Germany cannot offend a mountain in France. Or a river, or a wood, or a field of wheat." "Are you really as stupid as that, or are you just pulling my leg?" growls Kropp, "I don't mean that at all. One people offends the other--" "Then I haven't any business here at all," replies Tjaden, "I don't feel myself offended." "Well, let me tell you," says Albert sourly, "it doesn't apply to tramps like you." "Then I can be going home right away," retorts Tjaden, and we all laugh, "Ach, man! he means the people as a whole, the State--" exclaims Mller. "State, State"--Tjaden snaps his fingers contemptuously, "Gendarmes, police, taxes, that's your State;--if that's what you are talking about, no, thank you." "That's right," says Kat, "you've said something for once, Tjaden. State and home-country, there's a big difference." "But they go together," insists Kropp, "without the State there wouldn't be any home-country." "True, but just you consider, almost all of us are simple folk. And in France, too, the majority of men are labourers, workmen, or poor clerks. Now just why would a French blacksmith or a French shoemaker want to attack us? No, it is merely the rulers. I had never seen a Frenchman before I came here, and it will be just the same with the majority of Frenchmen as regards us. They weren't asked about it any more than we were." "Then what exactly is the war for?" asks Tjaden. Kat shrugs his shoulders. "There must be some people to whom the war is useful." "Well, I'm not one of them," grins Tjaden. "Not you, nor anybody else here." "Who are they then?" persists Tjaden. "It isn't any use to the Kaiser either. He has everything he can want already." "I'm not so sure about that," contradicts Kat, "he has not had a war up till now. And every full-grown emperor requires at least one war, otherwise he would not become famous. You look in your school books." "And generals too," adds Detering, "they become famous through war." "Even more famous than emperors," adds Kat. "There are other people back behind there who profit by the war, that's certain," growls Detering. "I think it is more of a kind of fever," says Albert. "No one in particular wants it, and then all at once there it is. We didn't want the war, the others say the same thing--and yet half the world is in it all the same.

How often does it occur that information provided you on morning radio or television, or in the morning newspaper, causes you to alter your plans for the day, or to take some action you would not otherwise have taken, or provides insight into some problem you are required to solve? For most of us, news of the weather will sometimes have consequences; for investors, news of the stock market; perhaps an occasional story about crime will do it, if by chance it occurred near where you live or involved someone you know. But most of our daily news is inert, consisting of information that gives us something to talk about but cannot lead to any meaningful action...You may get a sense of what this means by asking yourself another series of questions: What steps do you plan to take to reduce the conflict in the Middle East? Or the rates of inflation, crime and unemployment? What are your plans for preserving the environment or reducing the risk of nuclear war? What do you plan to do about NATO, OPEC, the CIA, affirmative action, and the monstrous treatment of the Baha’is in Iran? I shall take the liberty of answering for you: You plan to do nothing about them. You may, of course, cast a ballot for someone who claims to have some plans, as well as the power to act. But this you can do only once every two or four years by giving one hour of your time, hardly a satisfying means of expressing the broad range of opinions you hold. Voting, we might even say, is the next to last refuge of the politically impotent. The last refuge is, of course, giving your opinion to a pollster, who will get a version of it through a desiccated question, and then will submerge it in a Niagara of similar opinions, and convert them into—what else?—another piece of news. Thus, we have here a great loop of impotence: The news elicits from you a variety of opinions about which you can do nothing except to offer them as more news, about which you can do nothing.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

At high school I was never comfortable for a minute. I did not know about Lonnie. Before an exam, she got icy hands and palpitations, but I was close to despair at all times. When I was asked a question in class, any simple little question at all, my voice was apt to come out squeaky, or else hoarse and trembling. When I had to go to the blackboard I was sure—even at a time of the month when this could not be true—that I had blood on my skirt. My hands became slippery with sweat when they were required to work the blackboard compass. I could not hit the ball in volleyball; being called upon to perform an action in front of others made all my reflexes come undone. I hated Business Practice because you had to rule pages for an account book, using a straight pen, and when the teacher looked over my shoulder all the delicate lines wobbled and ran together. I hated Science; we perched on stools under harsh lights behind tables of unfamiliar, fragile equipment, and were taught by the principal of the school, a man with a cold, self-relishing voice—he read the Scriptures every morning—and a great talent for inflicting humiliation. I hated English because the boys played bingo at the back of the room while the teacher, a stout, gentle girl, slightly cross-eyed, read Wordsworth at the front. She threatened them, she begged them, her face red and her voice as unreliable as mine. They offered burlesqued apologies and when she started to read again they took up rapt postures, made swooning faces, crossed their eyes, flung their hands over their hearts. Sometimes she would burst into tears, there was no help for it, she had to run out into the hall. Then the boys made loud mooing noises; our hungry laughter—oh, mine too—pursued her. There was a carnival atmosphere of brutality in the room at such times, scaring weak and suspect people like me.

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

What you describe is parasitism, not love. When you require another individual for your survival, you are a parasite on that individual. There is no choice, no freedom involved in your relationship. It is a matter of necessity rather than love. Love is the free exercise of choice. Two people love each other only when they are quite capable of living without each other but choose to live with each other. We all-each and every one of us-even if we try to pretend to others and to ourselves that we don't have dependency needs and feelings, all of us have desires to be babied, to be nurtured without effort on our parts, to be cared for by persons stronger than us who have our interests truly at heart. No matter how strong we are, no matter how caring and responsible and adult, if we look clearly into ourselves we will find the wish to be taken care of for a change. Each one of us, no matter how old and mature, looks for and would like to have in his or her life a satisfying mother figure and father figure. But for most of us these desires or feelings do not rule our lives; they are not the predominant theme of our existence. When they do rule our lives and dictate the quality of our existence, then we have something more than just dependency needs or feelings; we are dependent. Specifically, one whose life is ruled and dictated by dependency needs suffers from a psychiatric disorder to which we ascribe the diagnostic name "passive dependent personality disorder." It is perhaps the most common of all psychiatric disorders. People with this disorder, passive dependent people, are so busy seeking to be loved that they have no energy left to love…..This rapid changeability is characteristic of passive dependent individuals. It is as if it does not matter whom they are dependent upon as long as there is just someone. It does not matter what their identity is as long as there is someone to give it to them. Consequently their relationships, although seemingly dramatic in their intensity, are actually extremely shallow. Because of the strength of their sense of inner emptiness and the hunger to fill it, passive dependent people will brook no delay in gratifying their need for others. If being loved is your goal, you will fail to achieve it. The only way to be assured of being loved is to be a person worthy of love, and you cannot be a person worthy of love when your primary goal in life is to passively be loved. Passive dependency has its genesis in lack of love. The inner feeling of emptiness from which passive dependent people suffer is the direct result of their parents' failure to fulfill their needs for affection, attention and care during their childhood. It was mentioned in the first section that children who are loved and cared for with relative consistency throughout childhood enter adulthood with a deep seated feeling that they are lovable and valuable and therefore will be loved and cared for as long as they remain true to themselves. Children growing up in an atmosphere in which love and care are lacking or given with gross inconsistency enter adulthood with no such sense of inner security. Rather, they have an inner sense of insecurity, a feeling of "I don't have enough" and a sense that the world is unpredictable and ungiving, as well as a sense of themselves as being questionably lovable and valuable. It is no wonder, then, that they feel the need to scramble for love, care and attention wherever they can find it, and once having found it, cling to it with a desperation that leads them to unloving, manipulative, Machiavellian behavior that destroys the very relationships they seek to preserve. In summary, dependency may appear to be love because it is a force that causes people to fiercely attach themselves to one another. But in actuality it is not love; it is a form of antilove. Ultimately it destroys rather than builds relationships, and it destroys rather than builds people.