Challenges Lead To Success Quotes

The roughest roads often lead to the top.

A successful villain should have all these things at his or her villainous fingertips, or else give up villainy altogether and try to lead a life of decency, integrity, and kindness, which is much more challenging and noble, if not always quite as exciting.

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.

Being spontaneous is being able to respond with confidence; calmly trusting that, whatever the outcome, you will have a positive if challenging experience that will lead to greater self-awareness and success.

When all seems to be against you, remember, a ship sometimes has to sail against the current, not with it.

My Dear Son, I am so very proud of you. Now, as you embark on a new journey, I'd like to share this one piece of advice. Always, always remember that - adversity is not a detour. It is part of the path. You will encounter obstacles. You will make mistakes. Be grateful for both. Your obstacles and mistakes will be your greatest teachers. And the only way to not make mistakes in this life is to do nothing, which is the biggest mistake of all. Your challenges, if you let them, will become your greatest allies. Mountains can crush or raise you, depending on which side of the mountain you choose to stand on. All history bears out that the great, those who have changed the world, have all suffered great challenges. And, more times than not it's precisely those challenges that, in God's time, lead to triumph. Abhor victimhood. Denounce entitlement. Neither are gifts, rather cages to damn the soul. Everyone who has walked this earth is a victim of injustice. Everyone. Most of all, do not be too quick to denounce your sufferings. The difficult road you are called to walk may, in fact be your only path to success.

The theory of exodus proposes that the most effective way of opposing capitalism and the liberal state is not through direct confrontation but by means of what Paolo Virno has called “engaged withdrawal,”mass defection by those wishing to create new forms of community. One need only glance at the historical record to confirm that most successful forms of popular resistance have taken precisely this form. They have not involved challenging power head on (this usually leads to being slaughtered, or if not, turning into some—often even uglier—variant of the very thing one first challenged) but from one or another strategy of slipping away from its grasp, from flight, desertion, the founding of new communities.

Stars are born out of dark moments.

The most fulfilling human projects appeared inseparable from a degree of torment, the sources of our greatest joys lying awkwardly close to those of our greatest pains… Why? Because no one is able to produce a great work of art without experience, nor achieve a worldly position immediately, nor be a great lover at the first attempt; and in the interval between initial failure and subsequent success, in the gap between who we wish one day to be and who we are at present, must come pain, anxiety, envy and humiliation. We suffer because we cannot spontaneously master the ingredients of fulfillment. Nietzsche was striving to correct the belief that fulfillment must come easily or not at all, a belief ruinous in its effects, for it leads us to withdraw prematurely from challenges that might have been overcome if only we had been prepared for the savagery legitimately demanded by almost everything valuable.

The people who are successful decide they are going to be successful. They make that choice. And they make other choices. They decide to study hard. They decide to work hard. They decide to be the first person to get to work and the last to go home. They decide they are going to take on the hard jobs. Take on the challenges. They decide they are going to lead when no one else will.

To summarize what I have said: Aim for the highest; never enter a bar-room; do not touch liquor, or if at all only at meals; never speculate; never indorse beyond your surplus cash fund; make the firm’s interest yours; break orders always to save owners; concentrate; put all your eggs in one basket, and watch that basket; expenditure always within revenue; lastly, be not impatient, for, as Emerson says, “no one can cheat you out of ultimate success but yourselves.” I congratulate poor young men upon being born to that ancient and honourable degree which renders it necessary that they should devote themselves to hard work. A basketful of bonds is the heaviest basket a young man ever had to carry. He generally gets to staggering under it. We have in this city creditable instances of such young men, who have pressed to the front rank of our best and most useful citizens. These deserve great credit. But the vast majority of the sons of rich men are unable to resist the temptations to which wealth subjects them, and sink to unworthy lives. I would almost as soon leave a young man a curse, as burden him with the almighty dollar. It is not from this class you have rivalry to fear. The partner’s sons will not trouble you much, but look out that some boys poorer, much poorer than yourselves, whose parents cannot afford to give them the advantages of a course in this institute, advantages which should give you a decided lead in the race–look out that such boys do not challenge you at the post and pass you at the grand stand. Look out for the boy who has to plunge into work direct from the common school and who begins by sweeping out the office. He is the probable dark horse that you had better watch.

It is little keys that open up big doors." - On small steps leading to great achievements

For work success to lead to confidence, the job has to be challenging and it must require effort. It has to be done without too much help. And it cannot go well every single day. A long run of easy successes creates a sort of fragile confidence, the kind that is shattered when the first failure comes along. A more resilient confidence comes from succeeding—and from surviving some failures.

Our practical faith in progress has ramified and hardened into an ideology -- a secular religion which, like the religions that progress has challenged, is blind to certain flaws in its credentials. Progress, therefore, has become 'myth' in the anthropological sense. By this I do not mean a belief that is flimsy or untrue. Successful myths are powerful and often partly true. […] The myth of progress has sometimes served us well -- those of us seated at the best tables, anyway -- and may continue to do so. […] Progress has an internal logic that can lead beyond reason to catastrophe. (4-5)

Greatness means having pride in yourself, being happy with yourself, knowing you’ve worked for something and couldn’t have done anything more. That is greatness itself.” It is cultivating the character and habits that not only lead to success but also help you overcome any challenge or adversity.

Hard times only feel bad. In truth, they serve us so very well. They make us tougher. They connect us to our dormant potential. Yes, they make us feel uncomfortable. Yes, they create confusion within our minds and provoke fear within our hearts. But the reality of the matter is that the conditions that challenge us the most are the very conditions that lead to our greatest growth. And to our most fulfilling achievements. As if reading my mind, Ty said, “Great leaders

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

The longest path leads to the destiny destination.

Blow by blow a giant is knocked down.

Be flexible like trees; when the wind blows bend, but do not break.

Seeds are proof that the greatest growth takes place in the dark.

The Creed for the Sociopathic Obsessive Compulsive (Peter's Laws) 1. If anything can go wrong, Fix it!!! (To hell with Murphy!!) 2. When given a choice - Take Both!! 3. Multiple projects lead to multiple successes. 4. Start at the top, then work your way up. 5. Do it by the book... but be the author! 6. When forced to compromise, ask for more. 7. If you can't beat them, join them, then beat them. 8. If it's worth doing, it's got to be done right now. 9. If you can't win, change the rules. 10. If you can't change the rules, then ignore them. 11. Perfection is not optional. 12. When faced without a challenge, make one. 13. "No" simply means begin again at one level higher. 14. Don't walk when you can run. 15. Bureaucracy is a challenge to be conquered with a righteous attitude, a tolerance for stupidity, and a bulldozer when necessary. 16. When in doubt: THINK! 17. Patience is a virtue, but persistence to the point of success is a blessing. 18. The squeaky wheel gets replaced. 19. The faster you move, the slower time passes, the longer you live. 20. The best way to predict the future is to create it yourself!!

Nothing breeds arrogance like success—a string of victories on the battlefield or business initiatives. Combat leaders must never forget just how much is at stake: the lives of their troops.

Want to know who I am? Your responses indicate that you have a normal desire to share yourself with others. However, this need is not being adequately fulfilled at present. As a result, you unconsciously attempt to treat this emptiness with momentary interests and temporary passions. If left unaddressed, this imbalance leads to impulsive behavior and unnecessary risks. Past betrayals have left you generally suspicious of others’ behavior, particularly regarding romantic relationships. You fear you may be exploited if you open yourself too fully. Consequently, you often seek some proof of a new friend’s or lover’s sincerity before you decide to trust them. Further complicating your relationships is the anxiety you have about your unfulfilled personal and professional goals. You fear that you’ve made decisions that weren’t in your own best interest, or failed to take advantage of opportunities when they presented themselves. The desire to overcome these challenges sometimes lead you to seem pushy or even arrogant. Because this competitive urge is not always apparent to others, they are often surprised by it. However, the passion that underlies your desire for success is unique. This makes you unlike others. You cannot simply accept what life has to offer; you aspire for more. Between each inhale and exhale we die and are reborn.

Hard times only feel bad. In truth, they serve us so very well. They make us tougher. They connect us to our dormant potential. Yes, they make us feel uncomfortable. Yes, they create confusion within our minds and provoke fear within our hearts. But the reality of the matter is that the conditions that challenge us the most are the very conditions that lead to our greatest growth. And to our most fulfilling achievements.

The most fulfilling human projects appeared inseparable from a degree of torment, the sources of our greatest joys lying awkwardly close to those of our greatest pains… Why? Because no one is able to produce a great work of art without experience, nor achieve a worldly position immediately, nor be a great lover at the first attempt; and in the interval between initial failure and subsequent success, in the gap between who we wish one day to be and who we are at present, must come pain, anxiety, envy and humiliation. We suffer because we cannot spontaneously master the ingredients of fulfillment. Nietzsche was striving to correct the belief that fulfillment must come easily or not at all, a belief ruinous in its effects, for it leads us to withdraw prematurely from challenges that might have been overcome if only we had been prepared for the savagery legitimately demanded by almost everything valuable.

When you challenge the social conditioning as well as your own understanding of life, you experience liberation. Adopting path of liberation leads to the success. Success blossoms your spirituality as it strengthens the connection with divinity.

Optimists Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person—you already feel fortunate. An optimistic attitude is largely inherited, and it is part of a general disposition for well-being, which may also include a preference for seeing the bright side of everything. If you were allowed one wish for your child, seriously consider wishing him or her optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger, they take better care of their health, they feel healthier than others and are in fact likely to live longer. A study of people who exaggerate their expected life span beyond actuarial predictions showed that they work longer hours, are more optimistic about their future income, are more likely to remarry after divorce (the classic “triumph of hope over experience”), and are more prone to bet on individual stocks. Of course, the blessings of optimism are offered only to individuals who are only mildly biased and who are able to “accentuate the positive” without losing track of reality. Optimistic individuals play a disproportionate role in shaping our lives. Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge. They are probably optimistic by temperament; a survey of founders of small businesses concluded that entrepreneurs are more sanguine than midlevel managers about life in general. Their experiences of success have confirmed their faith in their judgment and in their ability to control events. Their self-confidence is reinforced by the admiration of others. This reasoning leads to a hypothesis: the people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.

Studies show that girls - especially smarter ones - have severe problems in the area of self-confidence. They consistently underestimate their own ability. When asked how they think they'll do on different tasks - whether the tasks are untried or ones they've encountered before - they give lower estimates than boys do, and in general underestimate their actual performance as well. One study even showed that the brighter the girl, the less expectations she has of being successful at intellectual tasks. (...) Low self-confidence is the plague of many girls, and it leads to a host of related problems. Girls are highly suggestible and tend to change their minds about perceptual judgments if someone disagrees with them. They set lower standards for themselves. While boys are challenged by difficult tasks, girls try to avoid them. (...) Given her felt incompetence, it's not surprising that the little girl would hotfoot it to the nearest Other and cling for dear life. (...) As we can see, the problems of excessive dependence follow female children right into adulthood.

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team. Ego can prevent a leader from conducting an honest, realistic assessment of his or her own performance and the performance of the team.

With such variation in individuals on the team, the challenge for any leader was to raise the level of every member of the team so that they could perform at their absolute best. In order to do that, a leader must make it his or her personal mission to train, coach, and mentor members of the team so they perform to the highest standards—or at least the minimum standard. But there is a dichotomy in that goal: while a leader must do everything possible to help develop and improve the performance of individuals on the team, a leader must also understand when someone does not have what it takes to get the job done. When all avenues to help an individual get better are exhausted without success, then it is the leader’s responsibility to fire that individual so he or she does not negatively impact the team.

If you are more concerned for yourself than the people that work for you, you will ultimately lose. But if you put the team first, and make your true goal—not your own success—but the success of your team and their mission… If you, as a leader, put others above yourself… If you care for your team first and foremost… then you will absolutely win. That's what leadership is; the pure goal and righteous intent of putting your people and the mission ahead of yourself.

teachers typically gave students no more than a second or two before they directed the question to another student or answered the question themselves. They also tended to repeat or paraphrase the question several times rather than silently wait for the student to formulate a response. Although such rapid question/answer patterns are typical of audiolingual classes, they also occur in communicative instruction. Finding a balance between placing too much pressure on students to respond quickly and creating awkward silences seems to be a real challenge. Research has shown that when teachers are trained to give their students more time to respond to questions, not only do students produce more responses but their responses are also longer and more complex. Not surprisingly, this effect has been observed to be stronger with open/referential questions compared with closed/display questions (Long et al. 1985). In classrooms with students at different age levels and in different kinds of instruction, finding the right balance can lead to students providing fuller answers, expanding their ideas, and more successfully processing the material to be learned. Study 10: Time for learning languages in school

Truth, says instrumentalism, is what works out, that which does what you expect it to do. The judgment is true when you can "bank" on it and not be disappointed. If, when you predict, or when you follow the lead of your idea or plan, it brings you to the ends sought for in the beginning, your judgment is true. It does not consist in agreement of ideas, or the agreement of ideas with an outside reality; neither is it an eternal something which always is, but it is a name given to ways of thinking which get the thinker where he started. As a railroad ticket is a "true" one when it lands the passenger at the station he sought, so is an idea "true," not when it agrees with something outside, but when it gets the thinker successfully to the end of his intellectual journey. Truth, reality, ideas and judgments are not things that stand out eternally "there," whether in the skies above or in the earth beneath; but they are names used to characterize certain vital stages in a process which is ever going on, the process of creation, of evolution. In that process we may speak of reality, this being valuable for our purposes; again, we may speak of truth; later, of ideas; and still again, of judgments; but because we talk about them we should not delude ourselves into thinking we can handle them as something eternally existing as we handle a specimen under the glass. Such a conception of truth and reality, the instrumentalist believes, is in harmony with the general nature of progress. He fails to see how progress, genuine creation, can occur on any other theory on theories of finality, fixity, and authority; but he believes that the idea of creation which we have sketched here gives man a vote in the affairs of the universe, renders him a citizen of the world to aid in the creation of valuable objects in the nature of institutions and principles, encourages him to attempt things "unattempted yet in prose or rhyme," inspires him to the creation of "more stately mansions," and to the forsaking of his "low vaulted past." He believes that the days of authority are over, whether in religion, in rulership, in science, or in philosophy; and he offers this dynamic universe as a challenge to the volition and intelligence of man, a universe to be won or lost at man’s option, a universe not to fall down before and worship as the slave before his master, the subject before his king, the scientist before his principle, the philosopher before his system, but a universe to be controlled, directed, and recreated by man’s intelligence.

Sometimes Danielle fantasized about “waiting tables or working in some easy job where [she] didn’t have to think or didn’t make mistakes.” But twentysomethings who hide out in underemployment, especially those who are hiding out because of a lack of confidence, are not serving themselves. For work success to lead to confidence, the job has to be challenging and it must require effort. It has to be done without too much help. And it cannot go well every single day. A long run of easy successes creates a sort of fragile confidence, the kind that is shattered when the first failure comes along. A more resilient confidence comes from succeeding—and from surviving some failures.

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

By 1957, a mere eleven years after its devastation, Japan not only had the most modern steel mills in the world but was the foremost steel producer in the world. But that was just the beginning: In the decade following 1957, Japanese steel production grew by 170 percent—while the American steel industry grew only 20 percent. The American steel industry, believing itself invulnerable, was headed by a complacent and insular management which was slow to bring in modern technology and which, even as the challenger grew more proficient, locked the industry into ever costlier labor agreements. By 1964, 28 percent of Japan’s steel exports was going to America. In Japan, a thrust in shipbuilding followed closely upon the success in steel; by 1956 Japan had replaced Britain as the world’s leading shipbuilding nation.

Focus on People, Perseverance, and Passion These “Three P’s” are the keys to successful entrepreneurship. People are the most important, particularly in the first year of a venture. To maximize their value, spend as much time as you can assembling the best possible team that really complements your skill set and can lead a little bit into where you’re heading, not just where you are. Creating the right kind of dynamic in terms of culture and commitment is really critical. Perseverance: never underestimate the value of really caring about your idea and being unwilling to drop it. If you have a big idea, and you know in your heart it’s going to happen (Passion), but know there will be roadblocks and challenges along the way. In this regard, a high degree of passion and commitment is extremely important. In my experience, really big ideas often take a decade to reach fruition. Sign

The most fulfilled people are those who completely express themselves via their work. You know when this happens because even though you are working very hard – much harder than ordinary people – everything is in a sense effortless. Once you exist in such a way, you cannot imagine doing anything else. You do what you do because it is the actualization of who you are. It doesn’t matter if it leads to external success or not. You have internally achieved everything you hoped for and you wouldn’t swap it for anything. So, what about you? Are you all over the place? Have you not yet clicked with the activity that seems effortless to you and fully satisfying, or, if you have, do you doubt that you could make a living from it, hence are plagued by doubts and the need to compromise? Life is a great struggle. It crushes almost everyone. Only the world-historic figures survive the Meat Grinder.

The need for challenge and exploration arises mostly out of the blockage of fulfillment of lower level needs, giving rise to a pervading restlessness. Out of this restlessness there arises much pathology as searchers collide with established structuring and functioning of the environment. Out of this restlessness there also arises a small cadre of creative deviants whose insights and inventions have provided the leverage which has enabled man to increase his standard of living and his compassionate concern for his fellows. Our success in being human has so far derived from our honoring deviance more than tradition. Template changing has always gained a slight, though often tenuous, lead over template obeying. Now we must search diligently for those creative deviants from whom alone will come the conceptualizations of an evolutionary designing process which can assure us an open ended future -- toward whose realization we can all participate.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

If you asked me to boil down everything I’ve learned from this research, I would tell you these three things: The level of collective courage in an organization is the absolute best predictor of that organization’s ability to be successful in terms of its culture, to develop leaders, and to meet its mission. The greatest challenge in developing brave leaders is helping them acknowledge and answer their personal call to courage. Courage can be learned if we’re willing to put down our armor and pick up the shared language, tools, and skills we need for rumbling with vulnerability, living into our values, braving trust, and learning to rise. We fail the minute we let someone else define success for us. Like many of you, I spent too many years taking on projects and even positions, just to prove I could do it. I was driven by a definition of success that didn’t reflect who I am, what I want, or what brings me joy. It was simply accomplish-acquire-collapse-repeat. There was very little joy, very little meaning, and tons of exhaustion and resentment.

On the road that leads to the Beloved Every stone is made of gold. Every step we take brings knowledge to us. Even what appears to be a mistake, or an error, Can bring us closer to purity and truth. Every good intention, thought and action Guides the soul toward the Goal. Every true word that is heard, Every understanding received, Every challenge met, Every station, by God’s Grace, attained Leads the traveler Through the labyrinth Of steps and tests Surely, to the One Who has left, at every turn in the Road, Signs of His Existence, Clear signs showing the Way That lead to Him. Not only do our successes show us the way, But even more deeply, our apparent failures Those moments in our journey When we are most deeply humbled And realize our limitations, Realizing that every step we take Is not due to our own power and will, But occurs by the Grace of God. The journey that leads to the Beloved Is guided by His Love. (The first part of a lovely and poetic introduction to the spiritual autobiography, Journey Through Ten Thousand Veils, by Sheikha Maryam Kabeer Faye)

Whatand why were never questions for me. How was the only question. When I look back now, I realize that I never thought about what I wanted to become in life. I only thought about how I wanted to live my life. And I knew that the “how” could only be determined within me and by me. There was a big boom in poultry farming at the time. I wanted to make some money to finance my desire for unrestrained, purposeless travel. So I got into it. My father said, “What am I going to tell people? That my son is rearing chickens?” But I built my poultry farm and I built it single-handedly, from scratch. The business took off. The profits started rolling in. I devoted four hours every morning to the business. The rest of the day was spent reading and writing poetry, swimming in the well, meditating, daydreaming on a huge banyan tree. Success made me adventurous. My father was always lamenting that everyone else’s sons had become engineers, industrialists, joined the civil service, or gone to America. And everywhere everyone I met—my friends, relatives, my old school and college teachers—said, “Oh, we thought you’d make something of your life, but you are just wasting it.” I took on the challenge. In partnership with a civil engineer friend, I entered the construction business. In five years, we became a major construction company, among the leading private

11. There Is No Education Like Adversity In 1941, as Britain was in the darkest days of World War Two, Churchill told a generation of young people that ‘these are great days - the greatest days our country has ever lived.’ But why was Churchill telling them that those bleak, uncertain, life-threatening and freedom-challenging days were also the best days of their lives? He knew that it’s when times are tough, when the conditions are at their worst, that we learn what we are truly capable of. There are few greater feelings than finding out you can achieve more, and endure more, than you had previously imagined, and it’s only when we are tested that we realize just how brightly we can shine. It’s a cliché, but it’s true: diamonds are formed under pressure. And without the pressure, they simply remain lumps of coal. The greatest trick in life is to learn to see adversity as your friend, your teacher and your guide. Storms come to make us stronger. No one ever achieves their dream without first stumbling over a few obstacles along the way. Experience teaches you to understand that those obstacles are actually a really good indication that you are on the right road. Trust me: if you find a road without any obstacles, I can promise you it doesn’t lead anywhere worthwhile. So, embrace the adversity, embrace the obstacles, and get ready for success. Today is the start of the greatest days of your life…

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

They typically start out leading ordinary lives in an ordinary world and are drawn by a “call to adventure.” This leads them down a “road of trials” filled with battles, temptations, successes, and failures. Along the way, they are helped by others, often by those who are further along the journey and serve as mentors, though those who are less far along also help in various ways. They also gain allies and enemies and learn how to fight, often against convention. Along the way, they encounter temptations and have clashes and reconciliations with their fathers and their sons. They overcome their fear of fighting because of their great determination to achieve what they want, and they gain their “special powers” (i.e., skills) from both “battles” that test and teach them, and from gifts (such as advice) that they receive from others. Over time, they both succeed and fail, but they increasingly succeed more than they fail as they grow stronger and keep striving for more, which leads to ever-bigger and more challenging battles. Heroes inevitably experience at least one very big failure (which Campbell calls an “abyss” or the “belly of the whale” experience) that tests whether they have the resilience to come back and fight smarter and with more determination. If they do, they undergo a change (have a “metamorphosis”) in which they experience the fear that protects them, without losing the aggressiveness that propels them forward. With triumphs come rewards. Though they don’t realize it when they are in their battles, the hero’s biggest reward is what Campbell calls the “boon,” which is the special knowledge about how to succeed that the hero has earned through his journey. Joseph Campbell’s Hero’s Journey schema from The Hero with a Thousand Faces (New World Library), copyright © 2008 by the Joseph Campbell Foundation (jcf.org), used with permission. Late in life, winning more battles and acquiring more rewards typically becomes less exciting to heroes than passing along that knowledge to others—“returning the boon” as Campbell called it.

Are you an influencer? Are you in media? Do you run a conference? A business? A podcast? Are you a mom in the PTA? Are you a teller at the local bank? Are you a volunteer for Sunday school at church? Are you a high school student? Are you a grandma of seven? Great! I need you. We need you! We need you to live into your purpose. We need you to create and inspire and build and dream. We need you to blaze a trail and then turn around and light the way with your magic so other women can follow behind you. We need you to believe in the idea that every kind of woman deserves a chance to be who she was meant to be, and she may never realize it if you—yes, you—don’t speak that truth into her life. You’ll be able to do that if you first practice the idea of being made for more in your own life. After all, if you don’t see it, how do you know you can be it? If women in your community or your network marketing group or your Zumba class don’t ever see an example of a confident woman, how will they find the courage to be confident? If our daughters don’t see a daily practice of us feeling not only comfortable but truly fulfilled by the choice to be utterly ourselves, how will they learn that behavior? Pursuing your goals for yourself is so important, and I’d argue that it’s an essential factor in living a happy and fulfilled existence—but it’s not enough simply to give you permission to make your dream manifest. I want to challenge you to love the pursuit and openly celebrate who you become along the journey. When your light shines brighter, others won’t be harmed by the glare; they’ll be encouraged to become a more luminescent version of themselves. That’s what leadership looks like. Leaders are encouraging. Leaders share information. Leaders hold up a light to show you the way. Leaders hold your hand when it gets hard. True leaders are just as excited for your success as they are for their own, because they know that when one of us does well, all of us come up. When one of us succeeds, all of us succeed. You’ll be able to lead other women to that place if you truly believe that every woman is worthy and called to something sacred.

The good news is that positive construal can be taught. “We can make ourselves more or less vulnerable by how we think about things,” Bonanno said. In research at Columbia, the neuroscientist Kevin Ochsner has shown that teaching people to think of stimuli in different ways—to reframe them in positive terms when the initial response is negative, or in a less emotional way when the initial response is emotionally “hot”—changes how they experience and react to the stimulus. You can train people to better regulate their emotions, and the training seems to have lasting effects. Training people to change their explanatory styles from internal to external (“Bad events aren’t my fault”), from global to specific (“This is one narrow thing rather than a massive indication that something is wrong with my life”), and from permanent to impermanent (“I can change the situation, rather than assuming it’s fixed”) made them more psychologically successful and less prone to depression. The same goes for locus of control: not only is a more internal locus tied to perceiving less stress and performing better but changing your locus from external to internal leads to positive changes in both psychological well-being and objective work performance. The cognitive skills that underpin resilience, then, seem like they can indeed be learned over time, creating resilience where there was none. Unfortunately, the opposite may also be true. “We can become less resilient, or less likely to be resilient,” Bonanno says. “We can create or exaggerate stressors very easily in our own minds. That’s the danger of the human condition.” Human beings are capable of worry and rumination: we can take a minor thing, blow it up in our heads, run through it over and over, and drive ourselves crazy until we feel like that minor thing is the biggest thing that ever happened. In a sense, it’s a self-fulfilling prophecy. Frame adversity as a challenge, and you become more flexible and able to deal with it, move on, learn from it, and grow. Focus on it, frame it as a threat, and a potentially traumatic event becomes an enduring problem; you become more inflexible, and more likely to be negatively affected.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

10 Practical Strategies to Improve Your Critical Thinking Skills and Unleash Your Creativity In today's rapidly changing world, the ability to think critically and creatively has become more important than ever. Whether you're a student looking to excel academically, a professional striving for success in your career, or simply someone who wants to navigate life's challenges with confidence, developing strong critical thinking skills is crucial. In this blog post, we will explore ten practical strategies to help you improve your critical thinking abilities and unleash your creative potential. 1. Embrace open-mindedness: One of the cornerstones of critical thinking is being open to different viewpoints and perspectives. Cultivate a willingness to listen to others, consider alternative opinions, and challenge your own beliefs. This practice expands your thinking and encourages creative problem-solving. 2. Ask thought-provoking questions: Asking insightful questions is a powerful way to stimulate critical thinking. By questioning assumptions, seeking clarity, and exploring deeper meanings, you can uncover new insights and perspectives. Challenge yourself to ask thought-provoking questions regularly. 3. Practice active listening: Listening actively involves not just hearing, but also understanding, interpreting, and empathizing with the speaker. By honing your active listening skills, you can better grasp complex ideas, identify underlying assumptions, and engage in more meaningful discussions. 4. Seek diverse sources of information: Expand your knowledge base by seeking information from a wide range of sources. Engage with diverse perspectives, opinions, and ideas through books, articles, podcasts, and documentaries. This habit broadens your understanding and encourages critical thinking by exposing you to different viewpoints. 5. Develop analytical thinking skills: Analytical thinking involves breaking down complex problems into smaller components, examining relationships and patterns, and drawing logical conclusions. Enhance your analytical skills by practicing activities like puzzles, riddles, and brain teasers. This will sharpen your ability to analyze information and think critically. 6. Foster a growth mindset: A growth mindset is the belief that your abilities can be developed through dedication and hard work. Embracing this mindset encourages you to view challenges as opportunities for growth, rather than obstacles. By persisting through difficulties, you build resilience and enhance your critical thinking abilities. 7. Engage in collaborative problem-solving: Collaborating with others on problem-solving tasks can spark creativity and strengthen critical thinking skills. Seek out group projects, brainstorming sessions, or online forums where you can exchange ideas, challenge each other's thinking, and find innovative solutions together. 8. Practice reflective thinking: Taking time to reflect on your thoughts, actions, and experiences allows you to gain deeper insights and learn from past mistakes. Regularly engage in activities like journaling, meditation, or self-reflection exercises to develop your reflective thinking skills. This practice enhances your critical thinking abilities by promoting self-awareness and self-improvement. 9. Encourage creativity through experimentation: Creativity and critical thinking often go hand in hand. Give yourself permission to experiment and explore new ideas without fear of failure. Embrace a "what if" mindset and push the boundaries of your thinking. This willingness to take risks and think outside the box can lead to breakthroughs in critical thinking. 10. Continuously learn and adapt: Critical thinking is a skill that can be honed throughout your life. Commit to lifelong learning and seek opportunities to expand your knowledge and skills. Stay curious, be open to new experiences, and embrace change.

When challenges present themselves, practice will permit you to draw on the wisdom and learning you cultivate as you learn to lead valiantly.

What external challenges can be allowed to do is determine how hard you are going to have to work to create the wealth and prosperity you want. In other words, if your economy, your boss, and your leads suck, you are going to have to work harder to create success than you would if your economy, boss, and leads are great.

hose watching Isabella process through the cold streets of Segovia could not know that they were witnessing the first steps of a queen destined to become the most powerful woman Europe had seen since Roman times. ‘This queen of Spain, called Isabella, has had no equal on this earth for 500 years,’ one awestruck visitor from northern Europe would eventually proclaim, admiring the fear and loyalty she provoked among the lowliest of Castilians and the mightiest of Grandees.4 This was not hyperbole. Europe had limited experience of queens regnant, and even less of successful ones. Few of those who followed Isabella have had such a lasting impact. Only Elizabeth I of England, Archduchess María Theresa of Austria, Russia’s Catherine the Great (outshining a formidable predecessor, the Empress Elizabeth) and Britain’s Queen Victoria can rival her, each in their own era. All faced the challenges of being a female ruler in an otherwise overwhelmingly male-dominated world and all had long, transformative reigns, leaving legacies that would be felt for centuries. All faced the challenges of being a female ruler in an otherwise overwhelmingly male-dominated world and all had long, transformative reigns, leaving Only Isabella did this by leading a country as it emerged from the troubled late middle ages, harnessing the ideas and tools of the early Renaissance to start transforming a fractious, ill-disciplined nation into a European powerhouse with a clear-minded and ambitious monarchy at its centre. She was, in other words, the first in that still-small club of great European queens. To some she remains the greatest.

In a commencement speech at the University of Texas in 2014, William H. McRaven explained this concept in a simple message he gave to those seeking success: “Make your bed in the morning.” McRaven argues this seemingly insignificant detail starts your day off with accomplishment. You start by fighting the resistance we’re all going to experience. By simply committing to action and rising up to the challenge of making our bed, we create a domino effect that leads to us challenging our bodies, minds, and spirits. This concept is simple: Your life will show proof of your principles and your deeply rooted integrity. If you can’t build the muscle of persistence during low-stakes situations, it’ll become incredibly difficult to show up when the stakes are high.

core beliefs are foundational beliefs about the world that we usually form in childhood. These are reinforced throughout life by our perceptions. They are generalized and absolute, though they can be completely false. People tend to focus on new information that confirms existing beliefs and ignore information that contradicts them, making core beliefs hard to change. Negative and dysfunctional core beliefs can act as drivers for dysfunctional assumptions and negative thoughts. For example, a core belief that “I’m unlovable” may lead to assumptions about the success or appearance needed to ensure love from others. Core beliefs often relate to achievement and relationships with others. Assumptions and core beliefs can be challenged and altered with a similar approach to automatic thoughts.

To keep track of your effectiveness at this, every three months you may want to take a moment to write down your answer to this question: what percentage of your day do you experience a feeling of self-efficacy, that optimistic, positive, challenged-yet-confident, authentic feeling? Phrased more simply, what percentage of your day do you spend doing those things you really like to do?

Our educational systems need to give young people the opportunity to plug into curriculums that encourage them to rise to their full potential, take risks, embrace failure, and challenge the established norms wherever and whenever they can. The leaders of tomorrow will be so much more effective if they are taught to retain and refine that childlike curiosity for the unknown, rather than having it ‘schooled’ out of them, as seems still to be the case today in so many schools and universities. Secondary education should be encouraged to place greater emphasis on developing emotional intelligence, critical thinking, and real-life problem-solving skills – algebra and calculus don’t cut it – all of which are key traits of successful entrepreneurs and indeed successful adults in any walk of life.

A CHANGING SOCIETY What does today’s high incidence of social anxiety tell us about modern society? As we’ve seen, social anxiety is connected to a person’s drive for self-preservation and a feeling of safety. It is natural to withdraw from situations that we expect will lead to pain. Avoidance—while not necessarily healthy—is logical. Because the negative social experience of a growing number of people has caused them emotional pain and suffering, the number of individuals who choose to avoid socializing is increasing at an alarming rate. The sometimes wide distance among family members these days only adds to isolation. And the anonymity of large cities creates a vacuum in which many lonely people co-exist, often leading solitary lives in which they pursue their interests and activities alone. We live in a society in which social fears are perhaps not unjustified. As cities become denser, isolation seems to be the best way to counter urban decay. Consider the dangers of the outside world: Crime rates are soaring. Caution—and its companion, fear—are in the air. As the twentieth century draws to a close, we find ourselves in a society where meeting people can be difficult. These larger forces can combine to create a further sense of distance among people. Particularly significant is the change that has taken place as the social organization of the smaller-scale community gives way to that of the larger, increasingly fragmented city. In a “hometown” setting, the character of daily life is largely composed of face-to-face relations with friends, neighbors, co-workers, and family members. But in the hustle and bustle of today’s cities, whose urban sprawls extend to what author Joel Garreau has called Edge Cities—creating light industrial suburbs even larger than the cities they surround—the individual can get lost. It is common in these areas for people to focus solely on themselves, seldom getting to know their neighbors, and rarely living close to family. We may call these places home, but they are a far cry from the destination of that word as we knew it when we were children. Today’s cities are hotbeds of competition on all levels, from the professional to the social. It often seems as if only the most sophisticated “win.” To be ready for this constant challenge, you have to be able to manage in a stressful environment, relying on a whole repertoire of social skills just to stay afloat. This competitive environment can be terrifying for the socially anxious person. The 1980s were a consumer decade in which picture-perfect images on television and in magazines caused many of us to cast our lots with either the haves or the have-nots. Pressure to succeed grew to an all-time high. For those who felt they could not measure up, the challenge seemed daunting. I think the escalating crime rate in today’s urban centers—drugs, burglary, rape, and murder—ties into this trend and society’s response to the pressure. In looking at the forces that influence the social context of modern life, it is clear that feelings of frustration at not “making it” socially and financially are a component in many people’s choosing a life of crime. Interactive ability determines success in establishing a rewarding career, in experiencing relationships. Without these prospects, crime can appear to be a quick fix for a lifelong problem.

Although sometimes the road to success follows a path less-travelled, a path less-travelled often leads to nowhere

Of all the things that sustain a leader over time, love is the most lasting. It's hard to imagine leaders getting up day after day, putting in the long hours and hard work it takes to make extraordinary things happen, without having their hearts in it. The best-kept secret of successful leaders is love: staying in love with leading, with the people who do the work, with what their organizations provide, and with those who honor the organization by using its products and services. Leadership is not an affair of the head. Leadership is an affair of the heart.

Job Acquisition The entire job-acquisition process—considering job prospects, your personal and professional preparation, creating a resume, going on a job interview—depends for success upon possessing social skills and managing anxiety. How you adapt to the stress of this process can play a major role. As with other aspects of interaction, anxiety can often keep you from getting the jobs you really want and would be well suited for. If you allow your anxiety to control you, you may avoid applying for a new position because you fear rejection. Or you may let the fear of failure keep you from accepting a new challenge, no matter how badly you would like to take the job. But let’s look first at the job process and consider self-help techniques that will lead to a more rewarding, productive career. For people with social anxiety, low self-esteem is often a stumbling block to fulfillment in their careers: If you feel you are underqualified, you may hesitate to seek challenges, whether in a new company or within your current one. I have worked with several men who say their self-esteem is low because they are not the stereotype of success: They do not wear a suit, carry a briefcase, or drive the latest-model car. In their minds, this is the most important measure of success. But they themselves are not failures. One of the men I can think of is a successful plumber, another has a telephone sales job, and a third manages a large warehouse. Still, they have doubts about their appeal to women because of their career choices; increasing their self-esteem will help them to see themselves in a new way. Success need not be defined by media standards such as the right clothes or an expensive automobile. Everyone is different. Your personal success can only be measured by your own personal fulfillment and productivity.

About 41 percent of mothers are primary breadwinners and earn the majority of their family’s income. Another 23 percent of mothers are co-breadwinners, contributing at least a quarter of the family’s earnings.30 The number of women supporting families on their own is increasing quickly; between 1973 and 2006, the proportion of families headed by a single mother grew from one in ten to one in five.31 These numbers are dramatically higher in Hispanic and African-American families. Twenty-seven percent of Latino children and 51 percent of African-American children are being raised by a single mother.32 Our country lags considerably behind others in efforts to help parents take care of their children and stay in the workforce. Of all the industrialized nations in the world, the United States is the only one without a paid maternity leave policy.33 As Ellen Bravo, director of the Family Values @ Work consortium, observed, most “women are not thinking about ‘having it all,’ they’re worried about losing it all—their jobs, their children’s health, their families’ financial stability—because of the regular conflicts that arise between being a good employee and a responsible parent.”34 For many men, the fundamental assumption is that they can have both a successful professional life and a fulfilling personal life. For many women, the assumption is that trying to do both is difficult at best and impossible at worst. Women are surrounded by headlines and stories warning them that they cannot be committed to both their families and careers. They are told over and over again that they have to choose, because if they try to do too much, they’ll be harried and unhappy. Framing the issue as “work-life balance”—as if the two were diametrically opposed—practically ensures work will lose out. Who would ever choose work over life? The good news is that not only can women have both families and careers, they can thrive while doing so. In 2009, Sharon Meers and Joanna Strober published Getting to 50/50, a comprehensive review of governmental, social science, and original research that led them to conclude that children, parents, and marriages can all flourish when both parents have full careers. The data plainly reveal that sharing financial and child-care responsibilities leads to less guilty moms, more involved dads, and thriving children.35 Professor Rosalind Chait Barnett of Brandeis University did a comprehensive review of studies on work-life balance and found that women who participate in multiple roles actually have lower levels of anxiety and higher levels of mental well-being.36 Employed women reap rewards including greater financial security, more stable marriages, better health, and, in general, increased life satisfaction.37 It may not be as dramatic or funny to make a movie about a woman who loves both her job and her family, but that would be a better reflection of reality. We need more portrayals of women as competent professionals and happy mothers—or even happy professionals and competent mothers. The current negative images may make us laugh, but they also make women unnecessarily fearful by presenting life’s challenges as insurmountable. Our culture remains baffled: I don’t know how she does it. Fear is at the root of so many of the barriers that women face. Fear of not being liked. Fear of making the wrong choice. Fear of drawing negative attention. Fear of overreaching. Fear of being judged. Fear of failure. And the holy trinity of fear: the fear of being a bad mother/wife/daughter.

Strelsin asked CEOs an easy question: “How would you describe the most important aspect of your role in the organization?” The CEOs whose companies were inconsistent in their performance prioritized creating a vision, building a specific corporate culture, and developing a specific business strategy. But when Strelsin posed the same question to CEOs of industry-leading companies, most said that they had made it their personal mission, above all else, to simplify the lives of those who worked below them. They pursued simplification in a number of ways: they simplified their strategies so their peers and subordinates could focus on the most important challenges. They simplified their hierarchies, so that their companies could execute their strategies more effectively. They made it a priority to communicate in clear prose that inspired everyone to join in their company’s respective mission. In short, the most successful executives in Strelsin’s study excelled in their jobs because they regarded themselves not merely as CEOs, but as chief simplifiers.

Reason #1: Downtime Aids Insights Consider the following excerpt from a 2006 paper that appeared in the journal Science: The scientific literature has emphasized the benefits of conscious deliberation in decision making for hundreds of years… The question addressed here is whether this view is justified. We hypothesize that it is not. Lurking in this bland statement is a bold claim. The authors of this study, led by the Dutch psychologist Ap Dijksterhuis, set out to prove that some decisions are better left to your unconscious mind to untangle. In other words, to actively try to work through these decisions will lead to a worse outcome than loading up the relevant information and then moving on to something else while letting the subconscious layers of your mind mull things over. Dijksterhuis’s team isolated this effect by giving subjects the information needed for a complex decision regarding a car purchase. Half the subjects were told to think through the information and then make the best decision. The other half were distracted by easy puzzles after they read the information, and were then put on the spot to make a decision without having had time to consciously deliberate. The distracted group ended up performing better. Observations from experiments such as this one led Dijksterhuis and his collaborators to introduce unconscious thought theory (UTT)—an attempt to understand the different roles conscious and unconscious deliberation play in decision making. At a high level, this theory proposes that for decisions that require the application of strict rules, the conscious mind must be involved. For example, if you need to do a math calculation, only your conscious mind is able to follow the precise arithmetic rules needed for correctness. On the other hand, for decisions that involve large amounts of information and multiple vague, and perhaps even conflicting, constraints, your unconscious mind is well suited to tackle the issue. UTT hypothesizes that this is due to the fact that these regions of your brain have more neuronal bandwidth available, allowing them to move around more information and sift through more potential solutions than your conscious centers of thinking. Your conscious mind, according to this theory, is like a home computer on which you can run carefully written programs that return correct answers to limited problems, whereas your unconscious mind is like Google’s vast data centers, in which statistical algorithms sift through terabytes of unstructured information, teasing out surprising useful solutions to difficult questions. The implication of this line of research is that providing your conscious brain time to rest enables your unconscious mind to take a shift sorting through your most complex professional challenges. A shutdown habit, therefore, is not necessarily reducing the amount of time you’re engaged in productive work, but is instead diversifying the type of work you deploy.

How can one belief lead to all this—the love of challenge, belief in effort, resilience in the face of setbacks, and greater (more creative!) success? In the chapters that follow, you'll see exactly how this happens: how the mindsets change what people strive for and what they see as success. How they change the definition, significance, and impact of failure. And how they change the deepest meaning of effort.

Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.

Therefore, plans must be simplified so that everyone on the team recognizes the overall “commander’s intent”—the greater purpose behind the mission—and understands their role in achieving mission success. Orders must be communicated in a manner that is “simple, clear, and concise.” The true test for whether plans and orders have been communicated effectively is this: The team gets it. When the people on the team understand, then they can execute.

Both of these parenting styles have their advantages, Lareau found (although I should note that she did not look at families that used corporal punishment as severe as in my family after my parents split). The middle-class way was not, as some might expect, superior all around. The working-class children were often happier and better behaved. They were much closer to their extended families and were full of energy. They mostly did as they were told. They knew how to entertain themselves and were rarely bored. They were more adept at relationships. The middle-class youth, however, were much more prepared for school and far better situated to deal with adult authorities. They could speak up for themselves and use well-crafted arguments to come to conclusions more skillfully. This elaborated way of thinking also helped them better make plans that required multiple steps. Essentially, they were more prepared for success in the American mainstream than the working-class children were. And this was true regardless of whether they were black or white. Through this parenting style, middle-class children were being trained to lead, whether intentionally or not. Meanwhile, the poor and working class were being trained for life on the bottom. Middle-class children were constantly being taught explicitly to advocate for themselves with authorities, while the lower classes were taught to submit without question. Or, if they were going to resist, the poor learned by experience to do so covertly, not openly.

Operational dogs very often experienced failure. A track would lead nowhere, a search would find nothing, a quarry pursued would escape, and no matter how much the handler tried to compensate with fun exercises out of hours, any failure left a small mark and repeated failures accumulated. Success at new challenges, new games, was an unbeatable tonic for a dog and handler.

Trying out for a play or chorus •   Running a marathon or any extreme physical challenge • Moving far from home and family •   Getting a divorce or calling off an engagement • Getting a degree while working full-time •   Taking a lateral job transfer to learn new skills, though the optics were not showing career progression • Changing careers •   Being the person who shows up consistently when someone is sick • Raising funds for a cause • Leading a local charity or nonprofit

MATCH STRATEGY TO SITUATION—CHECKLIST What portfolio of STARS situations have you inherited? Which portions of your responsibilities are in start-up, turnaround, accelerated-growth, realignment, and sustaining-success modes? What are the implications for the challenges and opportunities you are likely to confront, and for the way you should approach accelerating your transition? What are the implications for your learning agenda? Do you need to understand only the technical side of the business, or is it critical that you understand culture and politics as well? What is the prevailing climate in your organization? What psychological transformations do you need to make, and how will you bring them about? How can you best lead change given the situations you face? Which of your skills and strengths are likely to be most valuable in your new situation, and which have the potential to get you into trouble? What are the implications for the team you need to build?

12 Focused on undoing the “fixed mindset” that comes from praising kids for being smart and results in kids avoiding harder challenges because they don’t want to receive results contradicting this “smart” label, Dweck teaches that we must instead teach kids that it’s their effort (something they have control over), not some innate level of intelligence (something they have no control over), that leads to ever higher levels of achievement. The mantra with growth mindset is to keep going, keep trying, and learn through effort that you can get where you want to go; in a sense, Dweck is teaching resilience when it comes to learning.

How you interpret challenges, setbacks, and criticism is your choice. You can interpret them in a fixed mindset as signs that your fixed talents or abilities are lacking. Or you can interpret them in a growth mindset as signs that you need to ramp up your strategies and effort, stretch yourself, and expand your abilities. It’s up to you.” A growth mindset is all about being motivated to persist at figuring things out and it leads to better critical thinking.

Frame control creates power and power attracts. BY JOSH (JETSET) KING MADRID WHAT DO KANYE WEST AND ELON MUSK HAVE IN COMMON? When you put the two together, there may be few similarities, but I believe one trait they share is the ability to control their frame, also known as frame control. Frame control is a little-known underlying phenomenon that may be one of the reasons they are so influential and successful despite the controversy. Nonetheless, they maintain their status as some of our culture's most powerful figures. The power of how we frame our personal realities is referred to as frame control. A frame is a tool that you can use to package your power, authority, strength, information, and status. Standing firm in your beliefs can persuade and influence. I first discovered frame control in 2016 after coming across the book Pitch Anything by Oren Klaff. I was hooked instantly. I was a freshman in college at UC Irvine at the time and was earning a few thousand dollars a month in my online business. In just a few short months after applying the concept of frame control in my life and business, everything changed — I started dating the girl of my dreams, cleared my first $27,000 in one month and dropped out of college to go all in on my business. Since then, I've read every book, watched every video, and studied every expert-written blog I can find on the subject. This eventually led me to obtain NLP and neuro-marketing certifications, both of which explain the underlying psychology of how our brains frame social interactions and provide techniques for controlling these frames in oneself and others in order to become more likable, influential, and lead a better life overall. Frame control is about establishing your own authority, but it isn't just some self-help nonsense. It is about true and verified beliefs. The glass half-empty or half-full frame is a popular analogy. If you believe the glass is half-empty, that is exactly what it will be. But someone with a half-full frame can come in and convince you to change your belief, simply by backing it up with the logic of “an empty glass of water would always be empty, but having water in an empty glass makes it half-full.” Positioning your view as the one that counts does take some practice because you first have to believe in yourself. You won’t be able to convince anyone of your authority if you are not authentic or if you don’t actually believe in what you’re trying to sell. Whether they realize it or not, public figures are likely to engage in frame control. When you're in the spotlight, you have to stay focused on the type of person you want the rest of the world to see you as. Tom Cruise, for example, is an example of frame control because of his ability to maintain dominance in media situations. In a well-known BBC interview, Tom Cruise assertively puts the interviewer in his place when he steps out of line and begins probing into his personal life. Cruise doesn't do it disrespectfully, which is how he maintains his own dominance, but he does it in such a way that the interviewer is held accountable. How Frame Control Positions the User as Influential or Powerful Turning toward someone who is dominant or who seems to know what they are doing is a natural occurrence. Generally speaking, we are hard-wired to trust people who believe in themselves and when they are put on a world stage, the effects of it can be almost bewildering. We often view comedians as mere entertainers, but in fact, many of them are experts in frame control. They challenge your views by making you laugh. Whether you want to accept their frame or not, the moment you laugh, your own frame has been shaken and theirs have taken over.

Aspiring entrepreneurs should prioritize learning from the experiences of those who have faced challenges and setbacks in their entrepreneurial endeavors, rather than solely focusing on the stories of successful individuals. This approach helps mitigate the effects of ‘Survivorship bias,’ which can lead to an unrealistic perception of entrepreneurial success.

True confidence is the realization that when things are challenging, you know that you have the internal resources not only to cope with those times but to overcome them with time, effort and persistence. Confidence is a feeling, but it comes and goes. It is drained when players fail to meet their often unrealistic expectations. It is improved by thinking good thoughts and remembering past successes. A negative thought never leads to a positive result.

In some men, the painful questioning that often occurs at midlife can lead to despair; in others, it produces stagnation. But it can also be a creative, if turbulent, period during which inner psychological growth takes place and leads to profound maturity. Out of the crucible of midlife introspection can emerge an awareness of one’s own identity and uniqueness that breeds self-confidence and inspires confidence in others. A hallmark of such psychological progress is an ability to overcome egotism, to avoid taking things personally, to accept one’s shortcomings and those of others with equanimity, to let go of things appropriate for youth and accept gladly the advantages and disadvantages of age. People able to meet these challenges successfully radiate a kind of psychological wholeness and rootedness that commands respect.

Fitness is essentially a ratio, with the numerator reflecting the success of genes in projecting copies of themselves into the future and the denominator, the success of alternative genes. Since a gene (or an individual, a population, even—in theory—a species) maximizes its success by producing the largest such ratio, it can do so either by reducing the denominator or increasing the numerator. Most creatures, most of the time, find it easier to do the latter than the former, which is why living things generally are more concerned with feathering their nests than de-feathering those of others. Because of natural selection, human beings have a capacity to be peaceful and warlike, cooperative and competitive, loving and violent . . . depending upon conditions. Those conditions include but are not limited to the amount and nature of resources available (such as food, mates, living and breeding space), the nature of social expectation, cultural traditions and indoctrination, degree of embeddedness among kin and other reciprocating individuals, and so forth. Like the proverbial cartoon in which both an angel and a devil perch upon each person’s shoulder, whispering in her ears and vying for attention, our evolutionary heritage offers different routes for future behavior, without necessarily predisposing us in any one direction. Although it is definitely worthwhile to interrogate our evolutionary background for indications as to our predilections, the answer leads us to Jean-Paul Sartre’s famous formulation that human beings are “condemned to be free.” Whether devotees of peace choose to be relieved to learn that we are not biologically obliged to war, or to be distraught that by the same token, we are not unilaterally predisposed, through our biology, to peace, we are all stuck with an obligation (if not necessarily a predisposition) to respond to Sartre’s simple, daunting, existentialist challenge: “You are free. Choose.

Here are four examples of Lead Magnets I use: A checklist that can be used to properly perform something I explained in a video. A template for determining, say, a business’s profit margin. An advanced guide that goes further into the details of a subject of one of my videos. A unique book that provides substantial value but is offered for free. For me, it is 11 Side Hustle Ideas to Make $500/Day from Your Phone. The appropriate opt-in incentive depends on your content. Here are other types of examples: A DIY carpenter could offer plans to make a corner table. A marketing YouTuber could offer scripts of what to say on sales phone calls. A landscaping expert might offer recommendations for which kinds of grass to use around the United States. YouTuber Nick True at Mapped Out Money, who makes video tutorials that teach the best practices for using the personal budgeting software YNAB, found that he gets the highest sign-up rates when he offers a checklist that relates to the video. His followers really like having a resource that they can use to put his advice into practice. Jess Dante of Love and London runs a YouTube channel helping viewers plan their trips to London by suggesting lesser-known restaurants and stores to visit. Her superstar opt-in incentive is a free London 101 Guide with everything a first-time visitor needs to know. It’s been downloaded more than 45,000 times. Where you make your call to action will also have an impact on your success building your email list. You can make your call to action in a variety of places or ways inside your videos. One of the best ways is to give a short, relevant tease of the bonus or resource you’re offering within the YouTube video and tell people where they can learn more. CHALLENGE Create a Lead Magnet. It’s time to create your first Lead Magnet using the process we’ve just outlined above. You can use your piece of content from the previous chapter as a base or start something new. Don’t spend more than two hours on the first iteration. If you want to turn it into a big thing later on, great. But start SMALL. Go to MillionDollarWeekend.com to get Lead Magnet templates! (See what I did there?)

If you work in a complex organization or a dynamic environment, you know that challenges are unavoidable. Still, many of us do our best to avoid them. But what happens when we try to sidestep these problems? Former NFL wide receiver Eric Boles recounted a moment of weakness in his rookie year with the New York Giants. As a wide receiver, his role was to run, catch passes, and keep running. So his mentality as a player was to avoid getting hit. But in addition to playing wide receiver, he played on special teams as a flyer. During the kickoff, his job was to sprint down the field toward the opposing players and break up their offensive formation called “the wedge”—a human wall of massive blockers who run in front of their kickoff returner to prevent the receiver from being tackled. In one of his first season games, as he came face-to-face with this enormous obstacle intent on destroying anything in its way, his instinct to avoid getting hit kicked into effect. Instead of hitting the wedge head-on, he cut to the left and ran around it. He then successfully made the tackle from behind, but on the 45-yard line rather than the 20. That 25-yard advancement ultimately cost the Giants the game and a

Motivated individuals are key to success. You as the leader motivate and inspire individuals from the day they join your team to the day they leave. You motivate and inspire the people on your team by teaching, sharing, empowering, challenging, trusting, holding accountable, rewarding, and developing.

The critical father. Many children grow up to hate their fathers (or mothers) because of negativity in the home. While parents must discipline their children in order to steer them in the right moral direction, a father who constantly berates his son or daughter will severely impair that child’s success. This type of parent is often found in legalistic religious homes. Strict discipline imposed without a demonstration of tender love can turn a child away from faith.

HISTORY OF NIGERIA Nigeria is Africa’s most populous country and the world’s eighth largest oil producer, but its success has been undermined in recent decades by ethnic and religious conflict, political instability, rampant official corruption, and an ailing economy. Toyin Falola, a leading historian intimately acquainted with the region, and Matthew Heaton, who has worked extensively on African science and culture, combine their expertise to explain the context to Nigeria’s recent troubles, through an exploration of its pre-colonial and colonial past and its journey from independence to statehood. By examining key themes such as colonialism, religion, slavery, nationalism, and the economy, the authors show how Nigeria’s history has been swayed by the vicissitudes of the world around it, and how Nigerians have adapted to meet these challenges. This book offers a unique portrayal of a resilient people living in a country with immense, but unrealized, potential. TOYIN FALOLA is the Frances Higginbotham Nalle Centennial Professor in History at the University of Texas at Austin. His books include The Power of African Cultures (2003), Economic Reforms and Modernization in Nigeria, 1945–1965 (2004), and A Mouth Sweeter than Salt: An African Memoir (2004). MATTHEW M. HEATON is a Patrice Lumumba Fellow at the University of Texas at Austin. He has co-edited multiple volumes on health and illness in Africa with Toyin Falola, including HIV/AIDS, Illness and African Well-Being (2007) and Health Knowledge and Belief Systems in Africa (2007). A HISTORY OF NIGERIA

Occasionally, even today, you come across certain people who seem to possess an impressive inner cohesion. They are not leading fragmented, scattershot lives. They have achieved inner integration. They are calm, settled, and rooted. They are not blown off course by storms. They don't crumble in adversity. Their minds are consistent and their hearts are dependable. Their virtues are not the blooming virtues you see in smart college students; they are the ripening virtues you see in people who have lived a little and have learned from joy and pain. Sometimes you don't even notice these people, because while they seem kind and cheerful, they are also reserved. They possess the self- effacing virtues of people who are inclined to be useful but don't need to prove anything to the world: humility, restraint, reticence, temperance, respect, and soft self-discipline. They radiate a sort of moral joy. They answer softly when challenged harshly. They are silent when unfairly abused. They are dignified when others try to humiliate them, restrained when others try to provoke them. But they get things done. They perform acts of sacrificial service with the same modest everyday spirit they would display if they were just getting the groceries. They are not thinking about what impressive work they are doing. They are not thinking about themselves at all. They just seem delighted by the flawed people around them. They just recognize what needs doing and they do it. They make you feel funnier and smarter when you speak with them. They move through different social classes not even aware, it seems, that they are doing so. After you've known them for a while it occurs to you that you've never heard them boast, you've never seen them self-righteous or doggedly certain. They aren't dropping little hints of their own distinctiveness and accomplishments. They have not led lives of conflict-free tranquillity, but have struggled toward maturity. They have gone some way toward solving life's essential problem, which is that, as Aleksandr Solzhenitsyn put it, 'the line separating good and evil passes not through states, nor between classes, nor between political parties either—but right through every human heart.' These are the people who have built a strong inner character, who have achieved a certain depth. In these people, at the end of this struggle, the climb to success has surrendered to the struggle to deepen the soul. After a life of seeking balance, Adam I bows down before Adam II. These are the people we are looking for.

The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own.

adaptability works only when an organization can match its pace of change to that of the environment. Change that proceeds either faster or slower than the organization can respond creates insurmountable problems. In addition, fast and slow changes impinge on an organization simultaneously, and a company cannot adapt at different rates at the same time. Consequently, adaptation is limited in its applicability and is far from a sufficient response to the challenges posed by strategic uncertainty.

The African Challenge - We must end conflict in Africa. We must lead to allow the Africans to enjoy the benefits from their natural resources. We must end poverty in Africa. Every African must be educated, have access to health care and a fair chance to fulfil their dream. Preventable sickness and disease must not reduce life expectancy or rob pregnant women of a chance to continue living. Africa must develop. Africa must not depend on foreign aid. Africa must be united and governed more effectively. Africa must customize her leadership culture and philosophy in a way that gives her global relevance and respect but still remain true and authentic to herself. Will you accept the challenge? Will you be that Africa?

THE PRAISED GENERATION HITS THE WORKFORCE Are we going to have a problem finding leaders in the future? You can’t pick up a magazine or turn on the radio without hearing about the problem of praise in the workplace. We could have seen it coming. We’ve talked about all the well-meaning parents who’ve tried to boost their children’s self-esteem by telling them how smart and talented they are. And we’ve talked about all the negative effects of this kind of praise. Well, these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential. Why are businesses perpetuating the problem? Why are they continuing the same misguided practices of the overpraising parents, and paying money to consultants to show them how to do it? Maybe we need to step back from this problem and take another perspective. If the wrong kinds of praise lead kids down the path of entitlement, dependence, and fragility, maybe the right kinds of praise can lead them down the path of hard work and greater hardiness. We have shown in our research that with the right kinds of feedback even adults can be motivated to choose challenging tasks and confront their mistakes. What would this feedback look or sound like in the workplace? Instead of just giving employees an award for the smartest idea or praise for a brilliant performance, they would get praise for taking initiative, for seeing a difficult task through, for struggling and learning something new, for being undaunted by a setback, or for being open to and acting on criticism. Maybe it could be praise for not needing constant praise! Through a skewed sense of how to love their children, many parents in the ’90s (and, unfortunately, many parents of the ’00s) abdicated their responsibility. Although corporations are not usually in the business of picking up where parents left off, they may need to this time. If businesses don’t play a role in developing a more mature and growth-minded workforce, where will the leaders of the future come from?

This extraordinary tale of madness, leading up to Stephen being sectioned off to the lunatic asylum at Broadmoor, also reveals Stephen’s eventual fight to win his freedom from the asylum, which saw his legal team mount a successful challenge against the ‘criminally insane’ label that was keeping him in Broadmoor. Moyle’s legal team successfully argued that he was either a criminal or insane, he could not be both.

Executives need to understand the basic challenges of their current architecture and work to improve it over time. The build process needs to support managing different artifacts in the system as independent entities. Additionally, a solid, maintainable test automation framework needs to be in place so developers can trust the ability to quickly localize defects in their code when it fails. Until these fundamentals are in place, you will have limited success effectively transforming your processes.

Instead, they count on three keys to success—keys that all influencers adhere to and that you can use to your own benefit: 1. Focus and measure. Influencers are crystal clear about the result they are trying to achieve and are zealous about measuring it. 2. Find vital behaviors. Influencers focus on high-leverage behaviors that drive results. More specifically, they focus on the two or three vital actions that produce the greatest amount of change. 3. Engage all six sources of influence. Finally, influencers break from the pack by overdetermining change. Where most of us apply a favorite influence tool or two to our important challenges, influencers identify all of the varied forces that are shaping the behavior they want to change and then get them working for rather than against them. And now for the really good news. According to our research, by getting six different sources of influence to work in their favor, influencers increase their odds of success tenfold.

Every leader must be challenged to educate their followers and capacitate them with knowledge, tools and a voice to champion their own causes and become actively involved in setting the agenda for citizen participation in social transformation. Don’t create a dependent constituency; develop and lead other leaders who demonstrate a growing personal responsibility for their own success as well as for those around them.

But are challenge and love enough? Not quite. All great teachers teach students how to reach the high standards. Collins and Esquith didn’t hand their students a reading list and wish them bon voyage. Collins’s students read and discussed every line of Macbeth in class. Esquith spent hours planning what chapters they would read in class. “I know which child will handle the challenge of the most difficult paragraphs, and carefully plan a passage for the shy youngster … who will begin his journey as a good reader. Nothing is left to chance.… It takes enormous energy, but to be in a room with young minds who hang on every word of a classic book and beg for more if I stop makes all the planning worthwhile.” What are they teaching the students en route? To love learning. To eventually learn and think for themselves. And to work hard on the fundamentals. Esquith’s class often met before school, after school, and on school vacations to master the fundamentals of English and math, especially as the work got harder. His motto: “There are no shortcuts.” Collins echoes that idea as she tells her class, “There is no magic here. Mrs. Collins is no miracle worker. I do not walk on water, I do not part the sea. I just love children and work harder than a lot of people, and so will you.” DeLay expected a lot from her students, but she, too, guided them there. Most students are intimidated by the idea of talent, and it keeps them in a fixed mindset. But DeLay demystified talent. One student was sure he couldn’t play a piece as fast as Itzhak Perlman. So she didn’t let him see the metronome until he had achieved it. “I know so surely that if he had been handling that metronome, as he approached that number he would have said to himself, I can never do this as fast as Itzhak Perlman, and he would have stopped himself.” Another student was intimidated by the beautiful sound made by talented violinists. “We were working on my sound, and there was this one note I played, and Miss DeLay stopped me and said, ‘Now that is a beautiful sound.’ ” She then explained how every note has to have a beautiful beginning, middle, and end, leading into the next note. And he thought, “Wow! If I can do it there, I can do it everywhere.” Suddenly the beautiful sound of Perlman made sense and was not just an overwhelming concept. When students don’t know how to do something and others do, the gap seems unbridgeable. Some educators try to reassure their students that they’re just fine as they are. Growth-minded teachers tell students the truth and then give them the tools to close the gap. As Marva Collins said to a boy who was clowning around in class, “You are in sixth grade and your reading score is 1.1. I don’t hide your scores in a folder. I tell them to you so you know what you have to do. Now your clowning days are over.” Then they got down to work.

St. Lawrence River May 1705 Temperature 48 degrees During the march, when Mercy was finding the Mohawk language such a challenge and a pleasure to learn, Ruth had said to Eben, “I know why the powwow’s magic is successful. The children arrive ready.” The ceremony took place at the edge of the St. Francis river, smaller than the St. Lawrence but still impressive. The spray of river against rock, of ice met smashing into shore, leaped up to meet the rain. Sacraments must occur in the presence of water, under the sky and in the arms of the wind. There was no Catholic priest. There were no French. Only the language of the people was spoken, and the powwow and the chief preceded each prayer and cry with the rocking refrain Listen, listen, listen. Joanna tugged at Mercy’s clothes. “Can you see yet?” she whispered. “Who is it? Is he from Deerfield?” They were leading the boy forward. Mercy blinked away her tears and looked hard. “I don’t recognize him,” she said finally. “He looks about fourteen. Light red hair. Freckles. He’s tall, but thin.” “Hungry thin?” worried Joanna. “No. I think he hasn’t got his growth yet. He looks to be in good health. He’s handsomely made. He is not looking in our direction. He’s holding himself very still. It isn’t natural for him, the way it is for the Indians. He has to work at it.” “He’s scared then, isn’t he?” said Joanna. “I will pray for him.” In Mercy’s mind, the Lord’s Prayer formed, and she had the odd experience of feeling the words doubly: “Our Father” in English, “Pater Noster” in Latin. But Joanna prayed in Mohawk. Mercy climbed up out of the prayers, saying only to the Lord that she trusted Him; that He must be present for John. Then she listened. This tribe spoke Abenaki, not Mohawk, and she could follow little of it. But often at Mass, when Father Meriel spoke Latin, she could follow none of it. It was no less meaningful for that. The magic of the powwow’s chants seeped through Mercy’s soul. When the prayers ended, the women of John’s family scrubbed him in sand so clean and pale that they must have put it through sieves to remove mud and shells and impurities. They scoured him until his skin was raw, pushing him under the rough water to rinse off his whiteness. He tried to grab a lungful of air before they dunked him, but more than once he rose sputtering and gasping. The watchers were smiling tenderly, as one smiles at a new baby or a newly married couple. At last his mother and aunts and sisters hauled him to shore, where they painted his face and put new clothing, embroidered and heavily fringed, on his body. As every piece touched his new Indian skin, the people cheered. They have forgiven him for being white, thought Mercy. But has he forgiven them for being red? The rain came down harder. Most people lowered their faces or pulled up their blankets and cloaks for protection, but Mercy lifted her face into the rain, so it pounded on her closed eyes and matched the pounding of her heart. O Ruth! she thought. O Mother. Father. God. I have forgiven.

Yet the hardest part of these decisions was neither the technological nor economic transformations required. It was changing the culture—the mindset and instincts of hundreds of thousands of people who had grown up in an undeniably successful company, but one that had for decades been immune to normal competitive and economic forces. The challenge was making that workforce live, compete, and win in the real world. It was like taking a lion raised for all of its life in captivity and suddenly teaching it to survive in the jungle.

The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

The 9/11 Commission warned that Al Qaeda "could... scheme to wield weapons of unprecedented destructive power in the largest cities of the United States." Future attacks could impose enormous costs on the entire economy. Having used up the surplus that the country enjoyed as part of the Cold War peace dividend, the U.S. government is in a weakened financial position to respond to another major terrorist attack, and its position will be damaged further by the large budget gaps and growing dependence on foreign capital projected for the future. As the historian Paul Kennedy wrote in his book The Rise and Fall of Great Powers, too many decisions made in Washington today "bring merely short-term advantage but long-term disadvantage." The absence of a sound, long-term financial strategy could bring about a deterioration that, in his words, "leads to the downward spiral of slower growth, heavier taxes, deepening domestic splits over spending priorities and a weakening capacity to bear the burdens of defense." Decades of success in mobilizing enormous sums of money to fight large wars and meet other government needs have led Americans to believe that ample funds will be readily available in the event of a future war, terrorist attack, or other emergency. But that can no longer be assumed. Budget constraints could limit the availability or raise the cost of resources to deal with new emergencies. If government debt continues to pile up, deficits rise to stratospheric levels, and heave dependence on foreign capital grows, borrowing the money needed will be very costly. [Alexander] Hamilton understood the risks of such a precarious situation. After suffering through financial shortages, lack of adequate food and weapons, desertions, and collapsing morale during the Revolution, he considered the risk that the government would have difficulty in assembling funds to defend itself all too real. If America remains on its dangerous financial course, Hamilton's gift to the nation - the blessing of sound finances - will be squandered. The U.S. government had no higher obligation that to protect the security of its citizens. Doing so becomes increasingly difficult if its finances are unsound. While the nature of this new brand of warfare, the war on terrorism, remains uncharted, there is much to be gained if our leaders look to the experiences of the past for guidance in responding to the challenges of the future. The willingness of the American people and their leaders to ensure that the nation's finances remain sound in the face of these new challenges - sacrificing parochial interests for the common good - is the price we must pay to preserve the nation's security and thus the liberties that Hamilton and his generation bequeathed us.

These theories of success permeate our culture. They are ingrained in us from the time we attend elementary school (“Don’t daydream!” “Focus!” “Work harder!”). But while these theories are widely popular and appear to make a lot of sense, they are, in fact, incredibly flawed. While some people have attained success this way, they have done so at great cost. In fact, research demonstrates that these theories actually hurt your potential for success and happiness because they lead to a host of negative consequences: they harm your ability to connect productively with others, impede work creativity, diminish your energy, prevent you from performing at your best, and make you less resilient in the face of challenge and failure. Research suggests that you are also more likely to end up burned out, isolated, and suffering from poor physical and mental health.