Competence And Confidence Quotes

Once you embrace your value, talents and strengths, it neutralizes when others think less of you.

I am convinced that the jealous, the angry, the bitter and the egotistical are the first to race to the top of mountains. A confident person enjoys the journey, the people they meet along the way and sees life not as a competition. They reach the summit last because they know God isn’t at the top waiting for them. He is down below helping his followers to understand that the view is glorious where ever you stand.

No matter how old you are now. You are never too young or too old for success or going after what you want. Here’s a short list of people who accomplished great things at different ages 1) Helen Keller, at the age of 19 months, became deaf and blind. But that didn’t stop her. She was the first deaf and blind person to earn a Bachelor of Arts degree. 2) Mozart was already competent on keyboard and violin; he composed from the age of 5. 3) Shirley Temple was 6 when she became a movie star on “Bright Eyes.” 4) Anne Frank was 12 when she wrote the diary of Anne Frank. 5) Magnus Carlsen became a chess Grandmaster at the age of 13. 6) Nadia Comăneci was a gymnast from Romania that scored seven perfect 10.0 and won three gold medals at the Olympics at age 14. 7) Tenzin Gyatso was formally recognized as the 14th Dalai Lama in November 1950, at the age of 15. 8) Pele, a soccer superstar, was 17 years old when he won the world cup in 1958 with Brazil. 9) Elvis was a superstar by age 19. 10) John Lennon was 20 years and Paul Mcartney was 18 when the Beatles had their first concert in 1961. 11) Jesse Owens was 22 when he won 4 gold medals in Berlin 1936. 12) Beethoven was a piano virtuoso by age 23 13) Issac Newton wrote Philosophiæ Naturalis Principia Mathematica at age 24 14) Roger Bannister was 25 when he broke the 4 minute mile record 15) Albert Einstein was 26 when he wrote the theory of relativity 16) Lance E. Armstrong was 27 when he won the tour de France 17) Michelangelo created two of the greatest sculptures “David” and “Pieta” by age 28 18) Alexander the Great, by age 29, had created one of the largest empires of the ancient world 19) J.K. Rowling was 30 years old when she finished the first manuscript of Harry Potter 20) Amelia Earhart was 31 years old when she became the first woman to fly solo across the Atlantic Ocean 21) Oprah was 32 when she started her talk show, which has become the highest-rated program of its kind 22) Edmund Hillary was 33 when he became the first man to reach Mount Everest 23) Martin Luther King Jr. was 34 when he wrote the speech “I Have a Dream." 24) Marie Curie was 35 years old when she got nominated for a Nobel Prize in Physics 25) The Wright brothers, Orville (32) and Wilbur (36) invented and built the world's first successful airplane and making the first controlled, powered and sustained heavier-than-air human flight 26) Vincent Van Gogh was 37 when he died virtually unknown, yet his paintings today are worth millions. 27) Neil Armstrong was 38 when he became the first man to set foot on the moon. 28) Mark Twain was 40 when he wrote "The Adventures of Tom Sawyer", and 49 years old when he wrote "Adventures of Huckleberry Finn" 29) Christopher Columbus was 41 when he discovered the Americas 30) Rosa Parks was 42 when she refused to obey the bus driver’s order to give up her seat to make room for a white passenger 31) John F. Kennedy was 43 years old when he became President of the United States 32) Henry Ford Was 45 when the Ford T came out. 33) Suzanne Collins was 46 when she wrote "The Hunger Games" 34) Charles Darwin was 50 years old when his book On the Origin of Species came out. 35) Leonardo Da Vinci was 51 years old when he painted the Mona Lisa. 36) Abraham Lincoln was 52 when he became president. 37) Ray Kroc Was 53 when he bought the McDonalds Franchise and took it to unprecedented levels. 38) Dr. Seuss was 54 when he wrote "The Cat in the Hat". 40) Chesley "Sully" Sullenberger III was 57 years old when he successfully ditched US Airways Flight 1549 in the Hudson River in 2009. All of the 155 passengers aboard the aircraft survived 41) Colonel Harland Sanders was 61 when he started the KFC Franchise 42) J.R.R Tolkien was 62 when the Lord of the Ring books came out 43) Ronald Reagan was 69 when he became President of the US 44) Jack Lalane at age 70 handcuffed, shackled, towed 70 rowboats 45) Nelson Mandela was 76 when he became President

Often people that settle in life are those that only do what they can with what they have and where they are. Never settle for someone that didn't know your worth from the beginning, or build a life without God in it. Live beyond your low expectations.

Unrequited love is the only emotion that allows sane people to taste the “life sentence” of someone with bipolar disorder. The longer they hang onto a lost cause the more unstable they look to everyone else. They contradict their own belief systems and statements, by circling the drain with two competing emotions—love and hate.

A competent and self-confident person is incapable of jealousy in anything. Jealousy is invariably a symptom of neurotic insecurity.

The source to low self-esteem is the lack of control you feel you have in your life. If you spend your life competing with others, trying to make right the wrongs done to you, or waste your time trying to look right, you will never achieve contentment and emotional balance. People you encounter in life can’t be controlled by you. You only have control of yourself. Build your life around a relationship with a higher power and achieving what you’re passionate about. When you let go of what you can’t control, true peace can then enter your life. This is the path to achieving emotional balance.

Pride in office without competence is as much a sin as competence without confidence.

‎10 SUGGESTIONS FOR LIVING A MORE MEANINGFUL LIFE 1. Be honest with everyone. 2. Change before you have to. 3. Control your own destiny or someone else will. 4. Face reality as it is, not as it was... or as you wish it to be. 5. Instill in others- faith, hope and self-confidence. 6. If you can't develop a competitive attitude or have a competitive advantage, don't try to compete. You'll lose. 7. Don't waste your time always looking for shortcuts. 8. Man-up when necessary. 9. Never lose faith in God. 10. Love.

I am convinced that the jealous, the angry, the bitter and the egotistical are the first to race to the top of mountains. A confident person enjoys the journey, the people they meet along the way and sees life not as a competition.

Boundaries—You respect my boundaries, and when you’re not clear about what’s okay and not okay, you ask. You’re willing to say no. Reliability—You do what you say you’ll do. At work, this means staying aware of your competencies and limitations so you don’t overpromise and are able to deliver on commitments and balance competing priorities. Accountability—You own your mistakes, apologize, and make amends. Vault—You don’t share information or experiences that are not yours to share. I need to know that my confidences are kept, and that you’re not sharing with me any information about other people that should be confidential. Integrity—You choose courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them. Nonjudgment—I can ask for what I need, and you can ask for what you need. We can talk about how we feel without judgment. Generosity—You extend the most generous interpretation possible to the intentions, words, and actions of others. Self-trust is often a casualty

Don’t blame others. it won’t make you a better person.

Having talent isn’t merely about being competent; confidence is actually a part of that talent.

It is also true that the less competent a person is in a given domain, the more he will tend to overestimate his abilities. This often produces an ugly marriage of confidence and ignorance that is very difficult to correct for.

Act with purpose, courage, confidence, competence and intelligence until these qualities 'lock in' to your subconscious mind.

When all help is stopped, when your loved ones started doubting your competence, when failure seems almost confirmed, but no matter what, if you make one more attempt, that final step will fetch you the victory.

We either base our 'confidence' on reason (evident probabilities, past experience, competence, etc) or we base our beliefs on faith, which is blind by definition. Faith is the most dishonest position it is possible to have, because it is an assertion of stoic conviction that is assumed without reason and defended against all reason. If you have to believe it on faith, you have no reason to believe it at all.

Maturity is largely about acquiring the confidence and the competence to make your own decisions.

Confident and proficient people are virtually impossible for a bully to intimidate in any environment.

Don’t set your own goals by what other people make important.

But if the biblical story is true, the kind of certainty proper to a human being will be one which rests on the fidelity of God, not upon the competence of the human knower. It will be a kind of certainty which is inseparable from gratitude and trust.

You never get a second chance to make a great first impression. Within a few seconds, with just a glance, people have judged your social and economic level, your level of education, and even your level of success. Within minutes, they've also decided your levels of intelligence, trustworthiness, competence, friendliness and confidence. Although these evaluations happen in an instant, they can last for years: first impressions are often indelible.

Becoming a great leader doesn’t mean being perfect. it means living with your imperfections.

Many people spend more time looking at their failures than focusing on their successes.

Greatness means setting out to make some difference somewhere to someone in someplace.

The guy with the capacity to call a woman’s bluff with a confidence that implies she is to be worthy of him rather than the other way around is the Man to be competed for.

..people would like to think there's somebody up there who knows what he's doing. Since we don't participate, we don't control and we don't even think about the questions of crucial importance, we hope somebody is paying attention who has some competence. Let's hope the ship has a captain, in other words, since we're not taking in deciding what's going on. I think that's a factor. But also, it is an important feature of the ideological system to impose on people the feeling that they are incompetent to deal with these complex and important issues; they'd better leave it to the captain. One device is to develop a star system, an array of figures who are often media creations or creations of the academic propaganda establishment, whose deep insights we are supposed to admire and to whom we must happily and confidently assign the right to control our lives and control international affairs.

She’s an original! She doesn’t need to compete, copy, or envy other women. The confidence that’s within her won’t allow her to stoop that low. She’s a Queen! And jealousy isn’t something that she cares to entertain. Insecurity isn’t in her DNA. She shines! She succeeds! She’s a quality woman with purpose! She empowers, inspires, motivates, and celebrates other women. But depending on how you feel about yourself, you’ll either admire and respect her or hate on her. Listen, it’s okay to acknowledge other Queens! Don’t be an undercover hater. Have self-confidence and allow YOUR light to shine.

THEY ARE CHILDREN!’ Mr Wallaker roared. ‘They are not corporate products! What they need to acquire is not a constant massaging of the ego, but confidence, fun, affection, love, a sense of self-worth. They need to understand, now, that there will always – always – be someone greater and lesser than themselves, and that their self-worth lies in their contentment with who they are, what they are doing and their increasing competence in doing it.

His Infernal Majesty leans towards me confidingly. “You have imposter syndrome,” He says, “but paradoxically, that’s often a sign of competence. Only people who understand their work well enough to be intimidated by it can be terrified by their own ignorance. It’s the opposite of Dunning-Kruger syndrome, where the miserably incompetent think they’re on top of the job because they don’t understand it.

You don't need to compete with the rest. You don't need constant validation from others. You just need to excel in your own field. You just need to bloom the flower that you are.

Do not allow your inner doubts to keep you from achieving what you can do.

Your confidence, competence and belief will sustain you through the fear, uncertainty and doubt you will face. Knowing with everything you are, that you can do it.

Sweden, friluftsliv is generally defined as “physical activity outdoors to get a change of scenery and experience nature, with no pressure to achieve or compete.

There’s a phenomenon I call the Helpless Traveler. If you’re traveling with someone who’s confident, organized, and decisive you become the Helpless Traveler: “Are we there yet?” “My bags are too heavy.” “My feet are getting blisters.” “This isn’t what I ordered.” We’ve all been that person. But if the person you’re traveling with is helpless, then you become the one able to decipher train schedules, spend five hours walking on marble museum floors without complaint, order fearlessly from foreign menus, and haggle with crooked cabdrivers. Every person has it in him to be either the Competent Traveler or the Helpless Traveler. Because Joe is so clearheaded and sharp, I’ve been able to go through life as the Helpless Traveler. Which, now that I think about it, might not be such a good thing. It’s a question for Joe. His

time when learning how to learn (and unlearn) is central to success. Instead of hiding from change, let’s embrace it. Each time we try something new, we get better at getting better. Experience builds competence and confidence, so we’re ready for the big changes, like re-thinking what we do.

For myself the delay may be compared with a reprieve; for in confidence I assure you, with the world it would obtain little credit that my movements to the chair of Government will be accompanied by feelings not unlike those of a culprit who is going to the place of his execution: so unwilling am I, in the evening of a life nearly consumed in public cares, to quit a peaceful abode for an Ocean of difficulties, without that competency of political skill, abilities and inclination which is necessary to manage the helm.

Neither compares nor competes. Be creative.

When a man walks into a room, they’re assumed to be competent until they prove otherwise.

A competent and self-confident person is incapable of jealousy in anything. Jealousy is invariably a symptom of neurotic insecurity. – Robert A. Heinlein   Brenna

Focus on how far you have come in life rather than looking at the accomplishments of others.

Martie came out of the office first, smiling prettily, and Dusty rose to greet her, smiling less prettily, and Dr. Ahriman entered the waiting room behind her, smiling paternally, and maybe Dusty smiled a little more prettily when he saw the psychiatrist, because the man virtually radiated competence and compassion and confidence and all sorts of good stuff.

We mistake confidence for competence, certainty for credibility, and quantity for quality. We get stuck following people who dominate the discussion instead of those who elevate it.

Who would appreciate such candor? No one. None of us really likes honesty. We prefer deception –but only when it is unabashedly flattering or artfully camouflaged. Groups seem to need to believe that they are superior to others and that they have a purpose greater than just passing along their genes to the next generation. Individuals seem to need similar delusions – about who they are and why they do what they do. They need heroes, however fraudulent… Studies show that people are more likely to accept the opinion of a confident con man than the cautious view of someone who actually knows what he is talking about. And professionals who form overconfident opinions on the basis of incorrect readings of the facts are more likely to succeed than their more competent peers who display greater doubt. What’s more, deception works best, according to studies by psychologists, when the person doing the deceiving is fool enough to be deceived, too; that is, when he believes his own lies. That is why incompetent leaders – who are naïve enough to fall for their own guff – are such a danger to civilized life. If they are modern leaders, they must also delude themselves into thinking they know how to make the world a better place. Invariably, the answers they propose to problems are ones that bubble up from their own vanity, the essence of which is to make the rest of the world look just like them!

When we select leaders, we don’t usually pick the person with the strongest leadership skills. We frequently choose the person who talks the most. It’s called the babble effect. Research shows that groups promote the people who command the most airtime—regardless of their aptitude and expertise. We mistake confidence for competence, certainty for credibility, and quantity for quality. We get stuck following people who dominate the discussion instead of those who elevate it.

As cliché as it might sound, I'd rather lose than win by cheating. The latter is a much deeper, more personal loss in that one is admittedly whispering to himself his lack of competence. His cheating then begets more cheating, as he is ever-privately, ever-subconsciously insulting himself; thus, gradually deteriorating any remaining confidence.

In a world where things are moving so fast, don't get lost in the midst of it all. Figure out what's more important to you and proceed with confidence. I know it gets a bit hectic at times and almost seems impossible. But, you can get there, even if you must pause along the way. Just don't come to a complete stop.

I couldn’t help but wonder why so many intelligent men aren’t more embarrassed to speak on topics they know nothing about, or why anyone would listen to an economist on such a matter in the first place. How are they so sure of themselves, and why are so many people so eager to listen? I’ve always wished I had the confidence to speak with half the conviction on subjects I’m actually competent to discuss.

Since the dawn of education, the student considered as normal has been the student who puts up the least resistance to teaching, the one who doesn't call our knowledge into question or put our competency to the test, a student who already knows a lot, who is gifted with instant comprehension, who spares us searching for the access roads to his grey matter, a student with a natural urge to learn, who can stop being a kid in turmoil or a teenager with problems during our lessons, a student convinced from the cradle that he has to curb his appetites and emotions by exercising his reason if he doesn't want to live in a jungle filled with predators, a student confident that the intellectual life is a source of infinite pleasures that can be refined to the extreme when most other pleasures are doomed to monotonous repetition - in short, a student who has understod that knowledge is the only answer: the answer to the slavery in which ignorance wants to keep us, the sole consolation for our ontological loneliness.

Take the example of a public speaker. He is confident that he has written a good speech, he has committed the thing to memory, and can deliver it smoothly. Still he agonizes, [6] because it’s not enough for him to be competent, he also hungers for the crowd’s approval.

PRINCIPLE EIGHT: CONFIDENCE COMES FROM COMPETENCE

As you begin to see yourself and think about yourself as more competent and confident, your behavior becomes more focused and effective

Don’t confuse confidence with competence.

Jude seemed so confident, so competent, so certain that he, too, had something to offer.

Self-assurance reassures others and reassures yourself.

Strategic personal qualities you can base your self-confidence on are those which are interesting for all mankind.

Confidence is the immaterial residue of material actions. Confidence is the public face of competence.

high confidence causes low competence, which in turn causes denial, until one faces the facts and confidence is lowered—then, progress may start.

When your intuition is strong, follow it.

Confidence believes you are able. Competence knows you are able.

With sufficient competence, there's no need of flattery

I’m not cut out for this!! I don’t have the talent or courage or confidence or competence or any special skills. I’ve got nothing!

Competence is an ability; confidence is the belief in that ability.

Confidence is sexy, but sexy does not necessarily make someone confident, competent or able to do what they claim they can. Don't let looks fool you.

Teaching others can build our competence. But it’s coaching others that elevates our confidence. When we encourage others to overcome obstacles, it can help us find our own motivation.

When I was young, I wanted power. Now that I'm old, I want peace. When I was young, I wanted titles. Now that I'm old, I want contentment. When I was young, I wanted money. Now that I'm old, I want happiness. When I was young, I wanted excitement. Now that I'm old, I want calm. When I was young, I wanted praise. Now that I'm old, I want respect. When I was young, I wanted houses. Now that I'm old, I want fulfillment. When I was young, I wanted cars. Now that I'm old, I want satisfaction. When I was young, I wanted possessions. Now that I'm old, I want experiences. When I was young, I wanted medals. Now that I'm old, I want mastery. When I was young, I wanted lackeys. Now that I'm old, I want companions. When I was young, I wanted amusement. Now that I'm old, I want rest. When I was young, I wanted beauty. Now that I'm old, I want substance. When I was young, I wanted fame. Now that I'm old, I want legacy. When I was young, I wanted command. Now that I'm old, I want freedom. When I was young, I wanted authority. Now that I'm old, I want influence. When I was young, I wanted reputation. Now that I'm old, I want character. When I was young, I wanted treasure. Now that I'm old, I want truth. When I was young, I wanted confidence. Now that I'm old, I want conviction. When I was young, I wanted lovers. Now that I'm old, I want friends. When I was young, I wanted excess. Now that I'm old, I want joy. When I was young, I wanted degrees. Now that I'm old, I want wisdom. When I was young, I wanted university. Now that I'm old, I want nature. When I was young, I wanted prominence. Now that I'm old, I want humanity. When I was young, I wanted accomplishment. Now that I'm old, I want laughter. When I was young, I wanted greatness. Now that I'm old, I want health. When I was young, I wanted resources. Now that I'm old, I want strategies. When I was young, I wanted contacts. Now that I'm old, I want competence. When I was young, I wanted followers. Now that I'm old, I want students. When I was young, I wanted crowds. Now that I'm old, I want intimacy. When I was young, I wanted empires. Now that I'm old, I want dignity. When I was young, I wanted honor. Now that I'm old, I want integrity. When I was young, I wanted popularity. Now that I'm old, I want loyalty. When I was young, I wanted lovers. Now that I'm old, I want children. When I was young, I wanted strength. Now that I'm old, I want youth. When I was young, I wanted life. Now that I'm old, I want Heaven.

I'm confidently of opinion that we are competent to transact the business which had been entrusted to our care; that we are equal' to every exigence which might occur; and therefore, I had not seen the necessity of foreign aid! [responding to Benjamin Franklin's suggestion to start each day of Congressional session with prayer "to the Creator of the universe, and the Governour of all nations, beseeching Him to preside in our council, enlighten our minds with a portion of heavenly wisdom, influence our hearts with a love of truth and justice, and crown our labours with-complete and abundant success"]

A child's readiness for school depends on the most basic of all knowledge, how to learn. The report lists the seven key ingredients of this crucial capacity—all related to emotional intelligence:6 1. Confidence. A sense of control and mastery of one's body, behavior, and world; the child's sense that he is more likely than not to succeed at what he undertakes, and that adults will be helpful. 2. Curiosity. The sense that finding out about things is positive and leads to pleasure. 3. Intentionality. The wish and capacity to have an impact, and to act upon that with persistence. This is related to a sense of competence, of being effective. 4. Self-control. The ability to modulate and control one's own actions in age-appropriate ways; a sense of inner control. 5. Relatedness. The ability to engage with others based on the sense of being understood by and understanding others. 6. Capacity to communicate. The wish and ability to verbally exchange ideas, feelings, and concepts with others. This is related to a sense of trust in others and of pleasure in engaging with others, including adults. 7. Cooperativeness. The ability to balance one's own needs with those of others in group activity. Whether or not a child arrives at school on the first day of kindergarten with these capabilities depends greatly on how much her parents—and preschool teachers—have given her the kind of care that amounts to a "Heart Start," the emotional equivalent of the Head Start programs.

Then she jerked back with a siren's smile that made his confidence falter. "Well." She tapped her chin. "That was a decent kiss, all things being equal." She pressed her hand to her chest. "My heart is, if not quite racing, then heading into a quick walk. But I need a thermometer to determine if and how high my body heated. I shall just go--" "Don't you dare." He caught her by the arm as she was on the verge of fleeing. "You know bloody well that you responded to that kiss." With a suspicious glee in her eyes, she tugged her arm from his grip. "I'm not saying I didn't respond-- just that I didn't respond to any overwhelming degree. But it was a good kiss, I suppose. Better than some, not as good as others." "What the hell do you mean? How many chaps have you kissed in the last nine years, anyway?" "No more than you've kissed women, I should imagine." "My God." "But don't worry-- I don't think the average woman would complain about your kissing. You're perfectly competent." Competent? Bloody insolent chit. Even knowing she was trying to provoke him didn't ease his wounded pride. "Perhaps we should try again." -Giles and Minerva

It was her stunning blend of confidence and competence that inspired them, her indomitable will, her ability to bend a harsh landscape to her own ends, to do what needed to be done to provide for herself and her family every day, without fail.

There was no insecurity, there was no need to compare myself to others or compete. The most awe-inspiring person I ever had the privilege of loving chose me every single day, and I chose him. When that wasn’t the case, we parted ways. We didn’t drag it out, we didn’t try to convince the other. We didn’t feel the need to grip, and chase something that did not fulfill us or inspire us. It was natural, and organic, and it allowed for me to feel deeply and confidently. That is the kind of love you want.

A good manager instills staff with self-confidence, teaches them to believe in themselves and helps them to realise their brilliance. Do not ever treat your staff with disrespect. It is competent until proven incompetent; not incompetent til proven competent.

Blue ocean shift is a systematic process to move your organization from cutthroat markets with bloody competition—what we think of as red oceans full of sharks—to wide-open blue oceans, or new markets devoid of competition, in a way that brings your people along.

The Dunning-Kruger effect was proposed by David Dunning and Justin Kruger in 1999. They found that, if people have limited knowledge on a topic, they tend to be extremely confident in what they’re saying and grossly overestimate their competence to discuss it. Conversely, as people gain more knowledge, they become more shy about expressing it. If we apply this theory to social media conversations, the people who know the least will be commenting the most because they’re over-confident. The Dunning-Kruger effect, combined with empathy destruction, could create an environment where those with the least knowledge are the most vocal, yet are unable to comprehend opposing points of view. At the same time, those with the most knowledge are likely to stay silent. Hence we end up with a cesspool of over-confident ignoramuses yelling at each other. Social media in a nutshell, ladies and gentlemen.

This realization is much like Donald Miller's awakening after a day of protesting President Bush: "More than my questions about the efficacy of social action were my questions about my own motives. Do I want social justice for the oppressed, or do I just want to be known as a socially active person? I spend 95 percent of my time thinking about myself anyway. I don't have to watch the evening news to see that the world is bad, I only have to look at myself.... I was the very problem that I had been protesting. I wanted to make a sign that read "I AM THE PROBLEM!" " I cannot plead innocent. I have contributed to the sum total of misery in the world. ...Or, as Casey incisively remarks, "I have more evidence of crime against myself than I have for any other human being. My conscience accuses me directly of so much malice, whereas I know only by hearsay of the evil done by others. To be humble before God is to know that I am blameworthy." " Such Christian humility is not the same thing as low self-esteem or poor self-image. It is simply the refusal to be deluded by the lie that I am guiltless: "Empowered by the intensity of God's unconditional love for me, I find it possible to demolish my defenses and admit to the truth of my condition. There is nothing in my constitution or personal history that would give me any confidence in my own competence to bring my life to a happy conclusion.

The heroes cleansed our world of chthonic terrors -- earthborn monsters that endangered mankind and threatened to choke the rise of civilisation. So long as dragons, giants, centaurs and mutant beasts infested the air, earth and seas we could never spread out with confidence and transform the wild world into a place of safety for humanity. In time, even the benevolent minor deities would find themselves elbowed out by the burgeoning and newly confident human race. The nymphs, dryads, fauns, satyrs and sprites of the mountains, streams, meadows and oceans could not compete with our need and greed for land to quarry, farm and build upon. The rise of a spirit of rational enquiry and scientific understanding pushed the immortals further from us. The world was being reshaped as a home fit for mortal beings only. Today, of course, some of the rarer and more vulnerable mortal creatures that have shared the world with us are undergoing the same threats to their natural territories that cuased the end of the nymphs and woodland spirits. Habitat loss and species extinction have all happened before. The days of the gods themselves were numbered too. Prometheus's gift of fire, as Zeus had feared, would one day allow us to do even without the Olympians.

For example, in order to identify these schemas or clarify faulty relational expectations, therapists working from an object relations, attachment, or cognitive behavioral framework often ask themselves (and their clients) questions like these: 1. What does the client tend to want from me or others? (For example, clients who repeatedly were ignored, dismissed, or even rejected might wish to be responded to emotionally, reached out to when they have a problem, or to be taken seriously when they express a concern.) 2. What does the client usually expect from others? (Different clients might expect others to diminish or compete with them, to take advantage and try to exploit them, or to admire and idealize them as special.) 3. What is the client’s experience of self in relationship to others? (For example, they might think of themselves as being unimportant or unwanted, burdensome to others, or responsible for handling everything.) 4. What are the emotional reactions that keep recurring? (In relationships, the client may repeatedly find himself feeling insecure or worried, self-conscious or ashamed, or—for those who have enjoyed better developmental experiences—perhaps confident and appreciated.) 5. As a result of these core beliefs, what are the client’s interpersonal strategies for coping with his relational problems? (Common strategies include seeking approval or trying to please others, complying and going along with what others want them to do, emotionally disengaging or physically withdrawing from others, or trying to dominate others through intimidation or control others via criticism and disapproval.) 6. Finally, what kind of reactions do these interpersonal styles tend to elicit from the therapist and others? (For example, when interacting together, others often may feel boredom, disinterest, or irritation; a press to rescue or take care of them in some way; or a helpless feeling that no matter how hard we try, whatever we do to help disappoints them and fails to meet their need.)

London? Paris? Berlin? Zurich? Maybe Brussels, center of the young union? They all strive to outdo one another culturally, architecturally, politically, fiscally. But Rome, it should be said, has not bothered to join the race for status. Rome doesn't compete. Rome just watches all the fussing and striving, completely unfazed, exuding an air like: 'Hey- do whatever you want, but I'm still Rome. I am inspired by the regal self-assurance of this town, so grounded and rounded, so amused and monumental, knowing that she is held securely in the palm of history. I would like to be Rome when I am an old lady.

There’s a phenomenon I call the Helpless Traveler. If you’re traveling with someone who’s confident, organized, and decisive you become the Helpless Traveler: “Are we there yet?” “My bags are too heavy.” “My feet are getting blisters.” “This isn’t what I ordered.” We’ve all been that person. But if the person you’re traveling with is helpless, then you become the one able to decipher train schedules, spend five hours walking on marble museum floors without complaint, order fearlessly from foreign menus, and haggle with crooked cabdrivers. Every person has it in him to be either the Competent Traveler or the Helpless Traveler.

This forced you to look again at the people who raised them, coddling them with praise and trying to shield them from the grim sides of life, which might well have created children who, as adults, appeared highly confident, competent and positive but at the hint of darkness or negativity often became paralyzed and unable to react except with disbelief and tears—You just victimized me!—and retreated, in effect, into their childhood bubbles.

One of the biggest problems with our current model of leadership is that it confuses confidence with competence. Forget actually being good at your job: bluster, lofty promises and unwavering self-belief will get you anywhere! Self-help culture has contributed to our fetishization of confidence. It’s entrenched the idea that if you just believe deeply enough and hustle hard enough, you can do anything. Even something you’re completely unqualified for.

Enoch understood who he was and that he had a mission to perform. As we come to understand the same thing, we will feel greater purpose and more confidence living as women of God in a world that doesn’t celebrate women of God. We will cheer each other on rather than compete with each other, because we will be looking for validation from the Lord rather than from the world. And we will be willing to stand for truth, even when that means standing alone.

A few months ago on a school morning, as I attempted to etch a straight midline part on the back of my wiggling daughter's soon-to-be-ponytailed blond head, I reminded her that it was chilly outside and she needed to grab a sweater. "No, mama." "Excuse me?" "No, I don't want to wear that sweater, it makes me look fat." "What?!" My comb clattered to the bathroom floor. "Fat?! What do you know about fat? You're 5 years old! You are definitely not fat. God made you just right. Now get your sweater." She scampered off, and I wearily leaned against the counter and let out a long, sad sigh. It has begun. I thought I had a few more years before my twin daughters picked up the modern day f-word. I have admittedly had my own seasons of unwarranted, psychotic Slim-Fasting and have looked erroneously to the scale to give me a measurement of myself. But these departures from my character were in my 20s, before the balancing hand of motherhood met the grounding grip of running. Once I learned what it meant to push myself, I lost all taste for depriving myself. I want to grow into more of a woman, not find ways to whittle myself down to less. The way I see it, the only way to run counter to our toxic image-centric society is to literally run by example. I can't tell my daughters that beauty is an incidental side effect of living your passion rather than an adherence to socially prescribed standards. I can't tell my son how to recognize and appreciate this kind of beauty in a woman. I have to show them, over and over again, mile after mile, until they feel the power of their own legs beneath them and catch the rhythm of their own strides. Which is why my parents wake my kids early on race-day mornings. It matters to me that my children see me out there, slogging through difficult miles. I want my girls to grow up recognizing the beauty of strength, the exuberance of endurance, and the core confidence residing in a well-tended body and spirit. I want them to be more interested in what they are doing than how they look doing it. I want them to enjoy food that is delicious, feed their bodies with wisdom and intent, and give themselves the freedom to indulge. I want them to compete in healthy ways that honor the cultivation of skill, the expenditure of effort, and the courage of the attempt. Grace and Bella, will you have any idea how lovely you are when you try? Recently we ran the Chuy's Hot to Trot Kids K together as a family in Austin, and I ran the 5-K immediately afterward. Post?race, my kids asked me where my medal was. I explained that not everyone gets a medal, so they must have run really well (all kids got a medal, shhh!). As I picked up Grace, she said, "You are so sweaty Mommy, all wet." Luke smiled and said, "Mommy's sweaty 'cause she's fast. And she looks pretty. All clean." My PRs will never garner attention or generate awards. But when I run, I am 100 percent me--my strengths and weaknesses play out like a cracked-open diary, my emotions often as raw as the chafing from my jog bra. In my ultimate moments of vulnerability, I am twice the woman I was when I thought I was meant to look pretty on the sidelines. Sweaty and smiling, breathless and beautiful: Running helps us all shine. A lesson worth passing along.

When women display the necessary confidence in their skills and comfort with power, they run the risk of being regarded as ‘competent but cold’: the bitch, the ice queen, the iron maiden, the ballbuster, the battle axe, the dragon lady … The sheer number of synonyms is telling. Put bluntly, we don’t like the look of self-promotion and power on a woman. In experimental studies, women who behave in an agentic fashion experience backlash: they are rated as less socially skilled, and thus less hireable for jobs that require people skills as well as competence than are men who behave in an identical fashion. And yet if women don’t show confidence, ambition and competitiveness then evaluators may use gender stereotypes to fill in the gaps, and assume that these are important qualities she lacks. Thus, the alternative to being competent but cold is to be regarded as ‘nice but incompetent’.15 This catch-22 positions women who seek leadership roles on a ‘tightrope of impression management’.16

Boundaries—You respect my boundaries, and when you’re not clear about what’s okay and not okay, you ask. You’re willing to say no. Reliability—You do what you say you’ll do. At work, this means staying aware of your competencies and limitations so you don’t overpromise and are able to deliver on commitments and balance competing priorities. Accountability—You own your mistakes, apologize, and make amends. Vault—You don’t share information or experiences that are not yours to share. I need to know that my confidences are kept, and that you’re not sharing with me any information about other people that should be confidential. Integrity—You choose courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them. Nonjudgment—I can ask for what I need, and you can ask for what you need. We can talk about how we feel without judgment. Generosity—You extend the most generous interpretation possible to the intentions, words, and actions of others.

Leadership Philosophy: Understand where we have been; focus on the present and plan for the future. Everything has a triangle which encompasses three major points. Discipline, Competence and Trust comprise the first triangle. Trust was the base of the triangle. We were expected to be able to look in the mirror, not out the window. Confidence and familiarity with even the smallest tasks established this. Competence was next. There was always an expectation to focus on the fundamentals, understand the psychology of war, and do the right thing. The final and most crucial ingredient was discipline; discipline in yourself and in your soldiers. To Lieutenant Colonel Bolduc, discipline was not about power, it was about the judicious use of authority and responsibility. Special Forces had a boatload of both.

When we are underconfident, we desire to be accepted unconditionally. That way no matter how much goes wrong and how little we accomplish, we are still guaranteed a place in society. Those who are so damaged in confidence and self-esteem that they assume they will never get anything right, and never accomplish anything of note, demand not only a place in society, but one equal to those who get things right and accomplish things. Although a defensive outlook, this viewpoint is projected forward as a pre-emptive strike on feelings of inadequacy, regret and doubt. When enough people gather who have this viewpoint, we create a society where social factors - being nice, novelty of approach, possessions owned, ironic or unusual lifestyles - become more important than ability. If you want to know how the path to Idiocracy is paved, this is it. Natural selection now favors the social, not the competent, and so society breeds future generations of incompetent (but very sociable) people.

The lack of self-listening is often the cause of communication breakdown. If we could hear our words and comments through the ears of our listeners, we would be appalled at the overgeneralizations, the inaccuracies, and the insensitive, negative comments we make about ourselves and others. Learning to carefully select our words plays a major role in presenting ourselves in a favorable light, getting along well with others, and effectively getting the job done. When we make self-deprecating remarks about our looks, intelligence, or competence, we reveal an unhealthy mindset, chip away at our self-confidence, and create the wrong impressions, setting the stage for us not to be taken seriously.

Learning is the accomplice of inquiry. Prudence is the accomplice of caution. Reason is the accomplice of ingenuity. Insight is the accomplice of understanding. Wisdom is the accomplice of discipline. Tenacity is the accomplice of improvement. Innovation is the accomplice of growth. Intuition is the accomplice of opportunity. Acclaim is the accomplice of excellence. Loyalty is the accomplice of trust. Wealth is the accomplice of luxury. Power is the accomplice of influence. Literacy is the accomplice of knowledge. Performance is the accomplice of development. Competence is the accomplice of progress. Curiosity is the accomplice of awareness. Courage is the accomplice of confidence. Desire is the accomplice of accomplishment. Ambition is the accomplice of determination. Mastery is the accomplice of honor. Character is the accomplice of reputation. Talent is the accomplice of skill. Education is the accomplice of success.

At this point, I must describe an important study carried out by Clare W. Graves of Union College, Schenectady, N.Y. on deterioration of work standards. Professor Graves starts from the Maslow-McGregor assumption that work standards deteriorate when people react against workcontrol systems with boredom, inertia, cynicism... A fourteen-year study led to the conclusion that, for practical purposes, we may divide people up into seven groups, seven personality levels, ranging from totally selfpreoccupied and selfish to what Nietzsche called ‘a selfrolling wheel’-a thoroughly self-determined person, absorbed in an objective task. This important study might be regarded as an expansion of Shotover’s remark that our interest in the world is an overflow of our interest in ourselves—and that therefore nobody can be genuinely ‘objective’ until they have fully satiated the subjective cravings. What is interesting—and surprising—is that it should not only be possible to distinguish seven clear personality-ypes, but that these can be recognised by any competent industrial psychologist. When Professor Graves’s theories were applied in a large manufacturing organisation—and people were slotted into their proper ‘levels’—the result was a 17% increase in production and an 87% drop in grumbles. The seven levels are labelled as follows: (1) Autistic (2) Animistic (3) Awakening and fright (4) Aggressive power seeking (5) Sociocentric (6) Aggressive individualistic (7) Pacifist individualistic. The first level can be easily understood: people belonging to it are almost babylike, perhaps psychologically run-down and discouraged; there is very little to be done with these people. The animistic level would more probably be encountered in backward countries: primitive, superstitious, preoccupied with totems and taboos, and again poor industrial material. Man at the third level is altogether more wide-awake and objective, but finds the complexity of the real world frightening; the best work is to be got out of him by giving him rules to obey and a sense of hierarchical security. Such people are firm believers in staying in the class in which they were born. They prefer an autocracy. The majority of Russian peasants under the Tsars probably belonged to this level. And a good example of level four would probably be the revolutionaries who threw bombs at the Tsars and preached destruction. In industry, they are likely to be trouble makers, aggressive, angry, and not necessarily intelligent. Management needs a high level of tact to get the best out of these. Man at level five has achieved a degree of security—psychological and economic—and he becomes seriously preoccupied with making society run smoothly. He is the sort of person who joins rotary clubs and enjoys group activities. As a worker, he is inferior to levels three and four, but the best is to be got out of him by making him part of a group striving for a common purpose. Level six is a self-confident individualist who likes to do a job his own way, and does it well. Interfered with by authoritarian management, he is hopeless. He needs to be told the goal, and left to work out the best way to achieve it; obstructed, he becomes mulish. Level seven is much like level six, but without the mulishness; he is pacifistic, and does his best when left to himself. Faced with authoritarian management, he either retreats into himself, or goes on his own way while trying to present a passable front to the management. Professor Graves describes the method of applying this theory in a large plant where there was a certain amount of unrest. The basic idea was to make sure that each man was placed under the type of supervisor appropriate to his level. A certain amount of transferring brought about the desired result, mentioned above—increased production, immense decrease in grievances, and far less workers leaving the plant (7% as against 21% before the change).

Stand outside the rare movie with a strong and daring female protagonist, and watch women emerging with higher heads, stronger walks, and greater confidence. Consider the importance of a sports champion who comes from a group that has been made to feel it can’t win, a popular movie in which American Indians are finally the “good guys,” a violinist whose music soars while he sits onstage in leg braces, a deaf actress who introduces millions of moviegoers to the expressiveness of sign language, and even one woman who remains joyous, free, sexual, and good at her work after sixty or seventy. The images of power, grace, and competence that these people convey have a life-giving impact—just as trivialized, stereotyped, degrading, subservient, and pornographic images of bodies that look like ours do the opposite, as though we absorb that denigration or respect through our nerve endings. Wherever negative physical imagery has been part of low self-esteem, a counterpoint of positive imagery can be part of raising it.

Women are often convinced by many different social norms, expectations, and incentives to live within constraints that similarly placed (in terms of race, class, culture, and time period) men need not consider. This sort of internally constrained vision, whether it is because of false consciousness, shame, stereotype, or trauma, is the kind of violation of their positive freedom that should most concern feminists. Capitalism, by providing an option outside kin and traditional community norms for independence and social power, can allow women the wherewithal to escape these constraints. Even if a particular woman does not choose to work outside the home or compete in the marketplace as an entrepreneur, the fact that women have this option under capitalism increases the freedom of all women. Enlarging the set of things that women are seen as capable of can reduce the sense that women have that they are inferior, and this can increase their confidence in a wider set of social circumstances. It puts the lie to the idea that women are incapable, and helps women to stand up to ill-treatment and violence.

Metalearning: First Draw a Map. Start by learning how to learn the subject or skill you want to tackle. Discover how to do good research and how to draw on your past competencies to learn new skills more easily. Focus: Sharpen Your Knife. Cultivate the ability to concentrate. Carve out chunks of time when you can focus on learning, and make it easy to just do it. Directness: Go Straight Ahead. Learn by doing the thing you want to become good at. Don’t trade it off for other tasks, just because those are more convenient or comfortable. Drill: Attack Your Weakest Point. Be ruthless in improving your weakest points. Break down complex skills into small parts; then master those parts and build them back together again. Retrieval: Test to Learn. Testing isn’t simply a way of assessing knowledge but a way of creating it. Test yourself before you feel confident, and push yourself to actively recall information rather than passively review it. Feedback: Don’t Dodge the Punches. Feedback is harsh and uncomfortable. Know how to use it without letting your ego get in the way. Extract the signal from the noise, so you know what to pay attention to and what to ignore. Retention: Don’t Fill a Leaky Bucket. Understand what you forget and why. Learn to remember things not just for now but forever. Intuition: Dig Deep Before Building Up. Develop your intuition through play and exploration of concepts and skills. Understand how understanding works, and don’t recourse to cheap tricks of memorization to avoid deeply knowing things. Experimentation: Explore Outside Your Comfort Zone. All of these principles are only starting points. True mastery comes not just from following the path trodden by others but from exploring possibilities they haven’t yet imagined.

If you appreciate competence, you will appreciate performance. If you appreciate performance, you will appreciate cleverness. If you appreciate cleverness, you will appreciate brilliance. If you appreciate brilliance, you will appreciate excellence. If you despise laziness, you will despise carelessness. If you despise carelessness, you will despise negligence. If you despise negligence, you will despise amateurishness. If you despise amateurishness, you will despise ineffectiveness. If you cherish alertness, you will cherish attentiveness. If you cherish attentiveness, you will cherish resourcefulness. If you cherish resourcefulness, you will cherish productiveness. If you cherish productiveness, you will cherish progress. If you loathe weakness, you will loathe fearfulness. If you loathe fearfulness, you will loathe cowardliness. If you loathe cowardliness, you will loathe spinelessness. If you loathe spinelessness, you will loathe unproductiveness. If you treasure firmness, you will treasure dominance. If you treasure dominance, you will treasure eminence. If you treasure eminence, you will treasure influence. If you treasure influence, you will treasure confidence.

Let’s look at the seven elements. Some are very straightforward and some require unpacking, which I’ll do after the list. Boundaries: You respect my boundaries, and when you’re not clear about what’s okay and not okay, you ask. You’re willing to say no. Reliability: You do what you say you’ll do. At work, this means staying aware of your competencies and limitations so you don’t overpromise and are able to deliver on commitments and balance competing priorities. Accountability: You own your mistakes, apologize, and make amends. Vault: You don’t share information or experiences that are not yours to share. I need to know that my confidences are kept, and that you’re not sharing with me any information about other people that should be confidential. Integrity: You choose courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them. Nonjudgment: I can ask for what I need, and you can ask for what you need. We can talk about how we feel without judgment. We can ask each other for help without judgment. Generosity: You extend the most generous interpretation possible to the intentions, words, and actions of others.

Coopersmith’s study with adolescent boys indicates that children develop self-trust, adventuresomeness and the ability to deal with adversity if they are treated with respect and are provided with well-defined standards of values, demands for competence and guidance toward solutions of problems. The development of individual self-reliance is fostered by a well-structured, demanding environment, rather than by largely unlimited permissiveness and freedom to explore in an unfocused way. The research of both Stanley Coopersmith and Morris Rosenberg has led them to believe that pupils with high self-esteem perceive themselves as successful. They are relatively free of anxiety and psychosomatic symptoms, and can realistically assess their abilities. They are confident that their efforts will meet with success, while being fully aware of their limitations. Persons with high self-esteem are outgoing and socially successful and expect to be well received. They accept others and others tend to accept them. On the other hand, according to Coopersmith and Rosenberg, pupils with low self-esteem are easily discouraged and sometimes depressed. They feel isolated, unloved and unlovable. They seem incapable of expressing themselves or defending their inadequacies. They are so preoccupied with their self-consciousness and anxiety that their capacity for self-fulfillment can be easily destroyed.4

Ignorance lowers you, curiosity elevates you; knowledge puts you on a higher pedestal than information. Confusion lowers you, understanding elevates you; discernment puts you on a higher pedestal than intellect. Imprudence lowers you, insight elevates you; wisdom puts you on a higher pedestal than perception. Greed lowers you, contentment elevates you; peace puts you on a higher pedestal than indifference. Bitterness lowers you, happiness elevates you; joy puts you on a higher pedestal than pleasure. Anger lowers you, patience elevates you; longstanding puts you on a higher pedestal than tolerance. Cruelty lowers you, compassion elevates you; kindness puts you on a higher pedestal than apathy. Despair lowers you, hope elevates you; perseverance puts you on a higher pedestal than dispassion. Fear lowers you, courage elevates you; faith puts you on a higher pedestal than confidence. Hatred lowers you, mercy elevates you; love puts you on a higher pedestal than sympathy. Illiteracy lowers you, education elevates you; enlightenment puts you on a higher pedestal than talent. Imitating lowers you, creativity elevates you; originality puts you on a higher pedestal than innovation. Incompetence lowers you, skill elevates you; excellence puts you on a higher pedestal than enthusiasm. Laziness lowers you, hard work elevates you; diligence puts you on a higher pedestal competence. Failure lowers you, perseverance elevates you; success puts you on a higher pedestal than ambition. Mediocrity lowers you, talent elevates you; genius puts you on a higher pedestal than aptitude. Obscurity lowers you, fame elevates you; influence puts you on a higher pedestal than popularity. Ego lowers you, honor elevates you; humility puts you on a higher pedestal than applause. Poverty lowers you, success elevates you; wealth puts you on a higher pedestal than prominence. Dishonor lowers you, esteem elevates you; character puts you on a higher pedestal than reputation.

This is a friendly forty winks, Mrs. FitzEngle.” He snagged her wrist. “Join me.” She regarded him where he lay. “Ellen.” The teasing tone in Val’s voice faded. “I will not ravish you in broad daylight unless you ask it of me, though I would hold you.” She nodded uncertainly and gingerly lowered herself beside him, flat on her back. “You’re out of practice,” Val observed, rolling to his side. “We must correct this state of affairs if we’re to get our winks.” Before she could protest, he arranged her so she was on her side as well, his body curved around hers, her head resting on his bicep, his arm tucking her back against him. “The benefit of this position,” his said, speaking very close to her ear, “is that I cannot behold your lovely face if you want to confide secrets, you see? I am close enough to hear you whisper, but you have a little privacy, as well. So confide away, and I’ll just cuddle up and perhaps even drift off.” “You would drift off while I’m confiding?” “I would allow you the fiction. It’s one of the rules of gentlemanly conduct owed on summer days to napping companions.” His arm was loosely draped over her middle so he could sense the tension in her. “I can hear your thoughts turning like a mill wheel. Let your mind rest too, Ellen.” “I am unused to this friendly napping.” “You and your baron never stole off for an afternoon nap?” Val asked, his fingers tracing the length of her arm. “Never kidnapped each other for a picnic on a pretty day?” “We did not.” Ellen sighed as his fingers stroked over her arm again. “He occasionally took tea with me, though, and we often visited at the end of the day.” But, Val concluded with some satisfaction, they did not visit in bed or on blankets or with their clothes off. Ellen had much to learn about napping. His right hand drifted up to her shoulder, where he experimentally squeezed at the muscles joining her neck to her back. “Blazes,” he whispered, “you are strong. Relax, Ellen.” His right hand was more than competent to knead at her tense muscles, and when he heard her sigh and felt her relax, he realized he’d found the way to stop her mill wheel from spinning so relentlessly. “Close your eyes, Ellen,” he instructed softly. “Close your eyes and rest.” In minutes, her breathing evened out, her body went slack, and sleep claimed her. Gathering her a little more closely, he planted a kiss on her nape and closed his eyes. His hand wasn’t throbbing anymore, his belly was full, and he was stealing a few private moments with a pretty lady on a pretty day. God

There is far more to the Islamic way of life than fasting and segregating women, of course. Praying five times a day, avoiding alcohol, the custom of eating with the right hand, leaving the left for ablutions and many health measures associated with Islam, such as ritual washing. Then there is the Qur’an itself and the sonorous power of the Arabic language, with an attractive system of ethics including a focus on alms-giving and the equality of believers. Putting all this together created a powerful religious technology which made its followers more aggressive, confident, united and with a higher birth rate than any competing civilization. [...] People in the West see the traditional culture of the Muslim Middle East as primitive and “backward,” and there are constant calls for modernization. In fact, as had been seen, Islamic culture is anything but backward. Civilization first arose in Egypt, Mesopotamia and the Indus Valley in what is now Pakistan. It is no coincidence that these lands, with the longest experience of civilization, are now strongly and fervently Muslim. Long experience of civilization has bred a high-S genotype and culture which perfectly adapt people to survive and expand their numbers in dense agricultural and urban populations. Such countries tend to be poor (if we leave out the anomalous effects of oil wealth), since their peoples lack the temperament for industrialization. But wealth at that level is of no benefit in the long-term struggle for survival and success. To paraphrase Christian scripture, what does it benefit a civilization if it gains wealth but loses its strength and vigor? The advantages of Islam can be clearly seen in countries with mixed populations. Lebanon once had a Christian majority but is now 54% Muslim. In Communist Yugoslavia the provinces with Muslim populations grew much faster and received tax revenue from the wealthier Christian states. The population of Kosovo, the spiritual homeland of Christian Serbia, grew from 733,000 in 1948 to over two million in 1994, with the Muslim component surging from 68% to 90%, and lately going even higher. Meanwhile, Muslims are migrating into Europe where Christianity is in decline, the birth rate is far below replacement level, and people no longer have much faith in their own culture. Over the next few decades, as the next chapter will indicate, the native peoples of the West will become feebler and fewer. This means that on current trends Europe will become an Islamic continent in a century or so. The 1,400-year struggle between Islam and the West is coming to end. pp. 227 & 229-230

The reason for which a work of genius is not easily admired from the first is that the man who has created it is extraordinary, that few other men resemble him. It was Beethoven’s Quartets themselves (the Twelfth, Thirteenth, Fourteenth and Fifteenth) that devoted half a century to forming, fashioning and enlarging a public for Beethoven’s Quartets, marking in this way, like every great work of art, an advance if not in artistic merit at least in intellectual society, largely composed to-day of what was not to be found when the work first appeared, that is to say of persons capable of enjoying it. What artists call posterity is the posterity of the work of art. It is essential that the work (leaving out of account, for brevity’s sake, the contingency that several men of genius may at the same time be working along parallel lines to create a more instructed public in the future, a public from which other men of genius shall reap the benefit) shall create its own posterity. For if the work were held in reserve, were revealed only to posterity, that audience, for that particular work, would be not posterity but a group of contemporaries who were merely living half-a-century later in time. And so it is essential that the artist (and this is what Vinteuil had done), if he wishes his work to be free to follow its own course, shall launch it, wherever he may find sufficient depth, confidently outward bound towards the future. And yet this interval of time, the true perspective in which to behold a work of art, if leaving it out of account is the mistake made by bad judges, taking it into account is at times a dangerous precaution of the good. No doubt one can easily imagine, by an illusion similar to that which makes everything on the horizon appear equidistant, that all the revolutions which have hitherto occurred in painting or in music did at least shew respect for certain rules, whereas that which immediately confronts us, be it impressionism, a striving after discord, an exclusive use of the Chinese scale, cubism, futurism or what you will, differs outrageously from all that have occurred before. Simply because those that have occurred before we are apt to regard as a whole, forgetting that a long process of assimilation has melted them into a continuous substance, varied of course but, taking it as a whole, homogeneous, in which Hugo blends with Molière. Let us try to imagine the shocking incoherence that we should find, if we did not take into account the future, and the changes that it must bring about, in a horoscope of our own riper years, drawn and presented to us in our youth. Only horoscopes are not always accurate, and the necessity, when judging a work of art, of including the temporal factor in the sum total of its beauty introduces, to our way of thinking, something as hazardous, and consequently as barren of interest, as every prophecy the non-fulfillment of which will not at all imply any inadequacy on the prophet’s part, for the power to summon possibilities into existence or to exclude them from it is not necessarily within the competence of genius; one may have had genius and yet not have believed in the future of railways or of flight, or, although a brilliant psychologist, in the infidelity of a mistress or of a friend whose treachery persons far less gifted would have foreseen.