Competitor In Life Quotes

We teach girls to shrink themselves, to make themselves smaller. We say to girls, you can have ambition, but not too much. You should aim to be successful, but not too successful. Otherwise, you would threaten the man. Because I am female, I am expected to aspire to marriage. I am expected to make my life choices always keeping in mind that marriage is the most important. Now marriage can be a source of joy and love and mutual support but why do we teach girls to aspire to marriage and we don’t teach boys the same? We raise girls to see each other as competitors not for jobs or accomplishments, which I think can be a good thing, but for the attention of men. We teach girls that they cannot be sexual beings in the way that boys are.

REMEMBER YOUR GREATNESS Before you were born, And were still too tiny for The human eye to see, You won the race for life From among 250 million competitors. And yet, How fast you have forgotten Your strength, When your very existence Is proof of your greatness. You were born a winner, A warrior, One who defied the odds By surviving the most gruesome Battle of them all. And now that you are a giant, Why do you even doubt victory Against smaller numbers, And wider margins? The only walls that exist, Are those you have placed in your mind. And whatever obstacles you conceive, Exist only because you have forgotten What you have already Achieved. Poetry by Suzy Kassem

Learning about any kind of changes on time gives you a head start over your competitors which helps you not just in surviving the changes but also emerging as a leader in the end.

He made me a better competitor every day, but the world had become black and white: nothing but the game.

Always choose the most difficult way, there you will not meet competitors.

REMEMBER YOUR GREATNESS Before you were born, And were still too tiny for The human eye to see, You won the race for life From among 250 million competitors. And yet, How fast you have forgotten Your strength, When your very existence Is proof of your greatness. You were born a winner, A warrior, One who defied the odds By surviving the most gruesome Battle of them all. And now that you are a giant, Why do you even doubt victory Against smaller numbers, And wider margins? The only walls that exist, Are those you have placed in your mind. And whatever obstacles you conceive, Exist only because you have forgotten What you have already Achieved.

COMPETITOR is one who can steal a few deals, but, the pinch of which, A VISIONARY Never feels...!

Before you were born, and were still too tiny for the human eye to see, you won the race for life from among 250 million competitors. And yet, how fast you have forgotten your strength, when your very existence is proof of your greatness.

This law … defines the limits of competition in the community of life. You may compete to the full extent of your capabilities, but you may not hunt down your competitors or destroy their food or deny them access to food. In other words, you may compete but you may not wage war.

The poor man's son, whom heaven has in its anger visited with ambition, goes beyong admiration of palaces to envy. He labours all his life to outdo his competitors, only to find the end that the rich are no happier than the poor in the things that really matter.

When human beings give their heartfelt allegiance to and worship that which is not God, they progressively cease to reflect the image of God. One of the primary laws of human life is that you become like what you worship; what’s more, you reflect what you worship not only to the object itself but also outward to the world around. Those who worship money increasingly define themselves in terms of it and increasingly treat other people as creditors, debtors, partners, or customers rather than as human beings. Those who worship sex define themselves in terms of it (their preferences, their practices, their past histories) and increasingly treat other people as actual or potential sex objects. Those who worship power define themselves in terms of it and treat other people as either collaborators, competitors, or pawns. These and many other forms of idolatry combine in a thousand ways, all of them damaging to the image-bearing quality of the people concerned and of those whose lives they touch.

Be a life-long learner. Whether you are seeking to achieve peace and harmony, learn a new technology to do your work faster, or design a strategy to blow your competitors out of the water, retraining is a pivotal way to strengthen your knowledge and realize your goals

You feel ownership over your creation, your invention, and your ideas. But if you don’t legally claim them, you’re donating them to the public—or to competitors. Say you’ve come up with a solution to a problem. Protecting that potentially valuable IP creates a limited monopoly to keep people out. It’s like zone defense in basketball. IP rights help you own your zone—your competitive space where no one else can score. If the best offense is a great defense, then no offense is the worst.

A BS DETECTION HEURISTIC The heuristic here would be to use education in reverse: hire, conditional on an equal set of skills, the person with the least label-oriented education. It means that the person had to succeed in spite of the credentialization of his competitors and overcome more serious hurdles. In addition, people who didn’t go to Harvard are easier to deal with in real life.

We are not just facing a more efficient competitor; we are facing a different category of economic life.

The world is an arena where things represents things. It is a stage where the same thing is seen from different lenses as a different thing.

By the 1980s beauty had come to play in women’s status-seeking the same role as money plays in that of men: a defensive proof to aggressive competitors of womanhood or manhood. Since both value systems are reductive, neither reward is ever enough, and each quickly loses any relationship to real-life values.

And then there was that key point in On the Origin of Species. That crucial point that somehow both David and before him Francis Galton had missed. What does Darwin say is the best way of building a strong species, of allowing it to endure into the future, to withstand the blows of Chaos in all her mighty forms—flood, drought, rising sea levels, fluctuating temperatures, invasions of competitors, predators, pests? Variation. Variation in genes, and hence in behavior and physical traits. Homogeneity is a death sentence. To rid a species of its mutants and outliers is to make that species dangerously vulnerable to the elements.

I guess these days this is a politically charged statement, but it seems to me manifestly true: You make nothing alone. Human beings are not mere competitors, and human life is not merely competition. We are collaborators. To be human is to catch the falling person.

Whenever I see someone carrying a cup of coffee from a Starbucks competitor, whether it’s an independent coffee shop or a fast-food chain, I take their decision not to come to Starbucks personally. I wonder what I, as Starbucks’ chairman and ceo, might have done to keep them away and what I might do to encourage them to come back or to try us for the first time.

But for most trees, height is all about getting more sun. A forest is an intensely competitive place, and sunlight is a scarce but critical resource. And even when you’re a redwood, the tallest of all tree species, you still have to worry about getting enough sun because you’re in a forest of other redwoods. Often a species’ most important competitor is itself. Thus the redwood is locked in an evolutionary arms race—or in this case, a “height race”—with itself. It grows tall because other redwoods are tall, and if it doesn’t throw most of its effort into growing upward as fast as possible, it will literally wither and die in the shadows of its rivals.

For Gracias, the Tesla and SpaceX investor and Musk’s friend, the 2008 period told him everything he would ever need to know about Musk’s character. He saw a man who arrived in the United States with nothing, who had lost a child, who was being pilloried in the press by reporters and his ex-wife and who verged on having his life’s work destroyed. “He has the ability to work harder and endure more stress than anyone I’ve ever met,” Gracias said. “What he went through in 2008 would have broken anyone else. He didn’t just survive. He kept working and stayed focused.” That ability to stay focused in the midst of a crisis stands as one of Musk’s main advantages over other executives and competitors. “Most people who are under that sort of pressure fray,” Gracias said. “Their decisions go bad. Elon gets hyperrational. He’s still able to make very clear, long-term decisions. The harder it gets, the better he gets. Anyone who saw what he went through firsthand came away with more respect for the guy. I’ve just never seen anything like his ability to take pain.

STAGE 1—shared by most street gangs and characterized by despair, hostility, and the collective belief that “life sucks.” STAGE 2—filled primarily with apathetic people who perceive themselves as victims and who are passively antagonistic, with the mind-set that “my life sucks.” Think The Office on TV or the Dilbert comic strip. STAGE 3—focused primarily on individual achievement and driven by the motto “I’m great (and you’re not).” According to the authors, people in organizations at this stage “have to win, and for them winning is personal. They’ll outwork and outthink their competitors on an individual basis. The mood that results is a collection of ‘lone warriors.’” STAGE 4—dedicated to tribal pride and the overriding conviction that “we’re great (and they’re not).” This kind of team requires a strong adversary, and the bigger the foe, the more powerful the tribe. STAGE 5—a rare stage characterized by a sense of innocent wonder and the strong belief that “life is great.” (See Bulls, Chicago, 1995–98.)

Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

In my lifelong study of the scores of species of ants to be found in the tropical forests of Dal Hon, I am led to the conviction that all forms of life are engaged in a struggle to survive, and that within each species there exists a range of natural but variable proclivities, of physical condition and of behaviour, which in turn weighs for or against in the battle to survive and procreate. Further, it is my suspicion that in the act of procreation, such traits are passed on. By extension, one can see that ill traits reduce the likelihood of both survival and procreation. On the basis of these notions, I wish to propose to my fellow scholars at this noble gathering a law of survival that pertains to all forms of life. But before I do so, I must add one more caveat, drawn from the undeniable behavioural characteristics of, in my instance of speciality, ants. To whit, success of one form of life more often than not initiates devastating population collapse among competitors, and indeed, sometimes outright extinction. And that such annihilation of rivals may in fact be a defining feature of success. Thus, my colleagues, I wish to propose a mode of operation among all forms of life, which I humbly call-in my four-volume treatise-‘The Betrayal of the Fittest’. Obsessional Scrolls Sixth Day Proceedings Address Of Skavat Gill Unta, Malazan Empire, 1097 Burn's Sleep

Stripped of the kind of judgments that are at the very heart of the idea of "credit", shot through with bad faith, [the mortgage broker's] work is now predicated on irresponsibility, rooted in the absence of community. Whatever lingering fiduciary consciousness he may have has become a liability, given the general rush to irresponsibility by his competitors. The work cannot sustain him as a human being. Rather, it damages the best part of him, and it becomes imperative to partition work off from the rest of life.

Metaphors were so bloody: people shot messengers,, flogged dead horses, cut the throats of their competitors. Perhaps that was life; perhaps that's what it was really like.

Those who can't build, destroy.

Average Neanderthal leg-to-arm strength ratios were even greater than cross-country competitors running 160km (100mi.) per week.

I feel life today is too competitive to be enjoyable. Even if you don't want it to be, life is one intense competition, and how well you fare in it will determine your happiness and success. Most people just want to look like a winner more than they want to be a winner. I detest the competitiveness that permeates the society and how everything revolves around establishing yourself as a unique individual and honing skills that you can advertise in the market place. Contrary to popular belief, competition is not always beneficial. It adds a lot of unwanted frustration and stress. It can be destructive to one's self-esteem. Competition makes us imitate our competitors and we lose our identity in the midst of it. Why does it matter how successful someone else is in comparison to me? To be honest, I don't really care about being successful now. I just want the freedom to do anything I want without having to worry about social standards.

He who fails to know his real and true competitor shall never be able to give a good account of his stewardship in life! Your true and real competitor is your real and true solemn duty to your Maker!

While other tributes that year were hard-pressed to get a handful of grain or some matches for a gift, Finnick never wanted for anything, not food or medicine or weapons. It took about a week for his competitors to realize that he was the one to kill, but it was too late. He was already a good fighter with the spears and knives he had found in the Cornucopia. When he received a silver parachute with a trident – which may be the most expensive gift I’ve ever seen given in the arena – it was all over. District 4’s industry is fishing. He’d been on boats his whole life. The trident was a natural, deadly extension of his arm. He wove a net out of some kind of vine he found, used it to entangle his opponents so he could spear them with the trident, and within a matter of days the crown was his.

It was this intense self-discipline and objectivity that allowed Rockefeller to seize advantage from obstacle after obstacle in his life, during the Civil War, and the panics of 1873, 1907, and 1929. As he once put it: He was inclined to see the opportunity in every disaster. To that we could add: He had the strength to resist temptation or excitement, no matter how seductive, no matter the situation. Within twenty years of that first crisis, Rockefeller would alone control 90 percent of the oil market. His greedy competitors had perished. His nervous colleagues had sold their shares and left the business. His weak-hearted doubters had missed out.

key ecological principle, termed the competitive exclusion principle, states: ‘Complete competitors cannot exist’ or, expressed in its positive form: ‘Ecological differentiation is the necessary condition for coexistence’.

Whatever you will complete or not today, rest in the only work that will never need to be done again. Rest in the fact that Jesus has done the most impossible job in the world, done it perfectly, and made it available. Take it. Enjoy it. Build your life on it. Let it change your whole view of your life and work. Use His work to put your work into perspective. Believe His work is counted as yours. Despite all that you fear and dread about the next ten hours—a critical boss, a vicious competitor, a looming deadline, a complaining customer, an impossible sales target, unrelenting children, monotonous drudge—you have Christ’s perfect work credited to your account.

What the field needed, he argued, was what he called inverse reinforcement learning. Rather than asking, as regular reinforcement learning does, “Given a reward signal, what behavior will optimize it?,” inverse reinforcement learning (or “IRL”) asks the reverse: “Given the observed behaviour, what reward signal, if any, is being optimized?”15 This is, of course, in more informal terms, one of the foundational questions of human life. What exactly do they think they’re doing? We spend a good fraction of our life’s brainpower answering questions like this. We watch the behavior of others around us—friend and foe, superior and subordinate, collaborator and competitor—and try to read through their visible actions to their invisible intentions and goals. It is in some ways the cornerstone of human cognition. It also turns out to be one of the seminal and critical projects in twenty-first-century AI.

Complainers, like the friend on the phone, who complain endlessly without looking for solutions. Life is a problem that will be hard if not impossible to solve. Cancellers, who take a compliment and spin it: “You look good today” becomes “You mean I looked bad yesterday?” Casualties, who think the world is against them and blame their problems on others. Critics, who judge others for either having a different opinion or not having one, for any choices they’ve made that are different from what the critic would have done. Commanders, who realize their own limits but pressure others to succeed. They’ll say, “You never have time for me,” even though they’re busy as well. Competitors, who compare themselves to others, controlling and manipulating to make themselves or their choices look better. They are in so much pain that they want to bring others down. Often we have to play down our successes around these people because we know they can’t appreciate them. Controllers, who monitor and try to direct how their friends or partners spend time, and with whom, and what choices they make. You can have fun with this list, seeing if you can think of someone to fit each type. But the real point of it is to help you

In the most direct way, Indian liberty made indigenous villages into competitors for colonists’ allegiance. Colonial societies could not become too oppressive, because their members—surrounded by examples of free life—always had the option to vote with their feet.

Our industries, our trade, and our way of life generally have been based first on the exploitation of the earth's surface and then on the oppression of one another--on banditry pure and simple. The inevitable result is now upon us. The unsuccessful bandits are trying to despoil their more successful competitors. The world is divided into two hostile camps: at the root of this vast conflict lies the evil of spoliation which has destroyed the moral integrity of our generation. While this contest marches to its inevitable conclusion, it will not be amiss to draw attention to a forgotten factor which may perhaps help to restore peace and harmony to a tortured world. We must in our future planning pay great attention to food--the product of sun, soil, plant, and livestock--in other words, to farming and gardening.

The Book of Oogenesis In the beginning were the gametes. And though there was sex, lo, there was no gender, and life was in balance. And God said, “Let there be Sperm”: and some seeds did shrivel in size and grow cheap to make, and they did flood the market. And God said, “Let there be Eggs”: and other seeds were afflicted by a plague of Sperm. And yea, few of them bore fruit, for Sperm brought no food for the zygote, and only the largest Eggs could make up the shortfall. And these grew yet larger in the fullness of time. And God put the Eggs into a womb, and said, “Wait here: for thy bulk has made thee unwieldy, and Sperm must seek thee out in thy chambers. Henceforth shalt thou be fertilized internally.” And it was so. And God said to the gametes, “The fruit of thy fusion may abide in any place and take any shape. It may breathe air or water or the sulphurous muck of hydrothermal vents. But do not forget my one commandment unto you, which has not changed from the beginning of time: spread thy genes.” And thus did Sperm and Egg go into the world. And Sperm said, “I am cheap and plentiful, and if sowed abundantly I will surely fulfill God’s plan. I shall forever seek out new mates and then abandon them when they are with child, for there are many wombs and little time.” But Egg said, “Lo, the burden of procreation weighs heavily upon me. I must carry flesh that is but half mine, gestate and feed it even when it leaves my chamber,” for by now many of Egg’s bodies were warm of blood, and furry besides. “I can have but few children, and must devote myself to those, and protect them at every turn. And I will make Sperm help me, for he got me into this. And though he doth struggle at my side, I shall not let him stray, nor lie with my competitors.” And Sperm liked this not. And God smiled, for Its commandment had put Sperm and Egg at war with each other, even unto the day they made themselves obsolete.

Of all the men who were photographed that day, the chief’s life had come closest to the American ideal, closest in observing the principles on which this nation had been founded. He was immeasurably greater than Chester Arthur, the hack politician from New York, incomparably finer than Robert Lincoln, a niggardly man of no stature who inherited from his father only his name, and a better warrior, considering his troops and ordnance, than Phil Sheridan. His only close competitor was Senator Vest, who shared with him a love of land and a joy in seeing it used constructively.

At bottom, politics was a hullabaloo of equal and individual competitors who would only be guaranteed to cooperate for one cause: the elimination of anybody who threatened to step out of line and grab too much power for himself. It follows that there was nothing resembling today's political parties....Since the fall of the monarchy in 510 BC, Roman domestic politics had been a long, inconclusive class struggle, suspended for long periods by foreign wars. during one never-to-be-forgotten confrontation over a debt crisis in 493 BC, the entire population withdrew its labor" (14).

At a nearby table, two men in suits were discussing the gymnastics final in booming voices. “She never would have won if the Russians hadn’t boycotted,” the man insisted. “It’s not a victory if the best players aren’t there.” Sam asked his mother whether she thought the man with the loud voice was right. “Hmm.” Anna sipped her iced tea and then she rested her chin in her hands, which Sam had learned to recognize as her philosophizing gesture. Anna was a great talker, and it was one of the most profound pleasures of young Sam’s life to discuss the world and its mysteries with his mother. No one took him, and his queries, more seriously than she did. “Even if what he says is true, I think it’s still a victory,” she said. “Because she won on this day, with this particular set of people. We can never know what else might have happened had other competitors been there. The Russian girls could have won, or they could have gotten jet-lagged and choked.” Anna shrugged. “And this is the truth of any game—it can only exist at the moment that it is being played. It’s the same with being an actor. In the end, all we can ever know is the game that was played, in the only world that we know.

No great nation is ever conquered until it has destroyed itself. Deforestation and the abuse of the soil, the depletion of precious metals, the migration of trade routes, the disturbance of economic life by political disorder, the corruption of democracy and the degeneration of dynasties, the decay of morals and patriotism, the decline or deterioration of the population, the replacement of citizen armies by mercenary troops, the human and physical wastage of fratricidal war, the guillotining of ability by murderous revolutions and counterrevolutions—all these had exhausted the resources of Hellas at the very time when the little state on the Tiber, ruled by a ruthless and farseeing aristocracy, was training hardy legions of landowners, conquering its neighbors and competitors, capturing the food and minerals of the western Mediterranean, and advancing year by year upon the Greek settlements in Italy.

During the Great Forgetting, it came to be understood among the people of our culture that life in “the wild” was governed by a single, cruel law known as the Law of the Jungle, or kill or be killed. In recent decades, by the process of looking (instead of merely assuming), ethologists have discovered this “kill or be killed” law is a fiction. In fact, a system of laws-universally observed- preserves the tranquility of the jungle, protects species and even individuals and promotes the well being of the community as a whole. The system has been called, the peacekeeping law, the law of limited competition, and animal ethics. Briefly, the law of limited competition is this: You may compete to the fullest extent of your capabilities, but you may not hunt down your competitors, or destroy their food source, or deny them access to food. In other words, you can compete but you may not wage war on your competitors.

According to Massimo Maffei from the University of Turin, plants-and that includes trees-are perfectly capable of distinguishing their own roots from the roots of other species and even from the roots of related individuals. But why are trees such social beings? Why do they share food with their own species and sometimes even go so far as to nourish their competitors? The reasons are the same as for human communities: there are advantages to working together. A tree is not a forest. On its own, a tree cannot establish a consistent local climate. It is at the mercy of wind and weather. But together, many trees create an ecosystem that moderates extremes of heat and cold, stores a great deal of water, and generates a great deal of humidity. And in this protected environment, trees can live to be very old. To get to this point, the community must remain intact no matter what. If every tree were looking out only for itself, then quite a few of them would never reach old age. Regular fatalities would result in many large gaps in the tree canopy, which would make it easier for storms to get inside the forest and uproot more trees. The heat of summer would reach teh forest floor and dry it out. Every tree would suffer.

What starts the process, really, are the laughs and snubs and slights you get when you are a kid. Sometimes, it's because you're poor or Irish or Jewish or Catholic or ugly or simply that you are skinny. But if you are reasonably intelligent and if your anger is deep enough and strong enough, you learn that you can change those attitudes by excellence, personal gut performance, while those who have everything are sitting on their fat butts.... But once you learn that you've got to work harder than everybody else, it becomes a way of life as you move out of the alley and on your way. In your own mind you have nothing to lose, so you take plenty of chances and if you do your homework many of them pay off. It is then that you understand, for the first time, that you have the advantage because your competitors can't risk what they have already. It's a piece of cake until you get to the top. You find you can't stop playing the game the way you've always played it because it is a part of you and you need it as much as you can do an arm or a leg. So you are lean and mean and resourceful and you continue to walk on the edge of the precipice because over the years you have become fascinated by how close to the edge you can walk without losing your balance.

One of Dorian Purcell’s rules for living a good life was that no matter what you were doing, whether it was building a giant tech company or banging your mistress, breaking a competitor and driving him into ruin or playing pinball, you had to commit to it as if it was everything, as if your very survival depended on it.

Third: Why are we playing? In a finite game, the Church’s objective would be to defeat a competitor. Except that Christians believe that the battle is already won: Unlike Adam, who gave in to the devil’s temptation and doomed mankind to an existence of sin and death, Jesus resisted Satan in the wilderness, conquered the grave, and in so doing extended redemption and eternal life for all of Adam’s descendants. Because of this, the objective of the Church is infinite: to shed our earthly selves, to become sanctified, to transform more into the likeness of Christ. “We don’t win at holiness,” Winans said. Instead, “We strive to become more mature and become better than ourselves.

Life will always be the most grueling endurance sport, and when you train hard, get uncomfortable, and callous your mind, you will become a more versatile competitor, trained to find a way forward no matter what. Because there will be times when the shit life throws at you isn’t minor at all. Sometimes life hits you dead in the fucking heart.

An acre of poppies and a forest of spruce boggle no one’s mind. Even ten square miles of wheat gladdens the hearts of most . . . No, in the plant world, and especially among the flowering plants, fecundity is not an assault on human values. Plants are not our competitors; they are our prey and our nesting materials. We are no more distressed at their proliferation than an owl is at a population explosion among field mice . . . but in the animal world things are different, and human feelings are different . . . Fecundity is anathema only in the animal. "Acres and acres of rats" has a suitably chilling ring to it that is decidedly lacking if I say, instead, "acres and acres of tulips".

THIS LAW THAT YOU HAVE so admirably described defines the limits of competition in the community of life. You may compete to the full extent of your capabilities, but you may not hunt down your competitors or destroy their food or deny them access to food. In other words, you may compete but you may not wage war.” “Yes. As you said, it’s the peace-keeping law.

The ego is very cunning in that way: it goes on finding supports, props, new pastures to feed itself on. If you fail, you blame circumstances. If you succeed, it is you who have succeeded. If you fail it is fate, kismet; if you fail it is the society, the ugly society. If you fail, it is the cunning people, the cunning competitors. But if you succeed, you succeed.

The sole reason I work out like I do isn’t to prepare for and win ultra races. I don’t have an athletic motive at all. It’s to prepare my mind for life itself. Life will always be the most grueling endurance sport, and when you train hard, get uncomfortable, and callous your mind, you will become a more versatile competitor, trained to find a way forward no matter what.

Why do modern humans love sweets so much? Not because in the early twenty-first century we must gorge on ice cream and chocolate in order to survive. Rather, it is because when our Stone Age ancestors came across sweet fruit or honey, the most sensible thing to do was to eat as much of it as quickly as possible. Why do young men drive recklessly, get involved in violent arguments and hack confidential Internet sites? Because they are following ancient genetic decrees that might be useless and even counterproductive today, but that made good evolutionary sense 70,000 years ago. A young hunter who risked his life chasing a mammoth outshone all his competitors and won the hand of the local beauty, and we are now stuck with his macho genes.

Moonshots force you to reason from first principles. If your goal is 1 percent improvement, you can work within the status quo. But if your goal is to improve tenfold, the status quo has to go. Pursuing a moonshot puts you in a different league—and often an entirely different game—from that of your competitors, making the established plays and routines largely irrelevant.

And that’s the trap of marginal thinking. You can see the immediate costs of investing, but it’s really hard to accurately see the costs of not investing. When you decide that the upside of investing in the new product isn’t substantial enough while you still have a perfectly acceptable existing product, you aren’t taking into account a future in which somebody else brings the new product to market. You’re assuming everything else—specifically, the money you make on the old product—will continue forever exactly as it has up until now. A company may not see any consequences of that decision for some time. It might not get “caught” in the short term if a competitor doesn’t get ahead. But the company that makes all its decisions through this marginal-costs lens will, eventually, pay the price.

Let’s pause there for a moment. As shocking as it sounds, we can generate breakthroughs simply by thinking. No Google. No self-help books. No focus groups or surveys. No advice from a self-proclaimed life coach or an expensive consultant. No copying from competitors. This external search for answers impedes first-principles thinking by focusing our attention on how things are rather than how they could be.

The thing that poisons life for gunmen and sometimes makes them wonder moodily if it is worth-while going on is this tendency of the outside public to butt in at inconvenient moments. Whenever you settle some business dispute with a commercial competitor by means of your sub-machine gun, it always turns out that there was some officious witness passing at the time, and there you are, with a new problem confronting you.

Why do young men drive recklessly, get involved in violent arguments and hack confidential Internet sites? Because they are following ancient genetic decrees that might be useless and even counterproductive today, but that made good evolutionary sense 70,000 years ago. A young hunter who risked his life chasing a mammoth outshone all his competitors and won the hand of the local beauty; and we are now stuck with his macho genes.

What then did those immortals see, the writers who aimed at all which is greatest and scorned the accuracy which lies in every detail? They saw many other things and they also saw this, that Nature determined man to be no low or ignoble animal; but introducing us into life and this entire universe as into some vast assemblage, to be spectators, in a sort, of her entirety, and most ardent competitors, did then implant in our souls an invincible and eternal love of that which is great and, by our own standard, more devine. Therefore it is, that for the speculation and thought which are within the scope of human endeavour not all the universe together is sufficient, our conceptions often pass beyond the bounds which limit it; and if a man were to look upon life all around, and see how in all things the extraordinary, the great, the beautiful stand supreme, he will at once know for what ends we have been born.

Our brain is funny. Its primary function is to keep us safe from danger. It has us believe that in order to insulate us from such, we must work harder, meaner, and longer to stay ahead of potential competitors who can rip the rug out from under us at any moment. But the reality is, when we are well rested and reflective rather than reactive, we put ourselves in a better place; a place that is well insulated from the ultimate danger of meaningless or, even worse, toxic, self-destructive work.

It is in the nature of man that he is antagonistic toward the others of his sex. Each man sees in another a potential competitor for the limited rewards of male success, and the hostility which arises between them is a part of the natural balance of human life. It is possible, as in the case of father and son, that a closeness will arise between two men which threatens the functional hostility of each. It is the duty of society to provide an artificial means of encouraging the proper degree of antagonism.

At least she was good at archaeology, she mused, even if she was a dismal failure as a woman in Tate’s eyes. “She’s been broody ever since we got here,” Leta said with pursed lips as she glanced from Tate to Cecily. “You two had a blowup, huh?” she asked, pretending innocence. Tate drew in a short breath. “She poured crab bisque on me in front of television cameras.” Cecily drew herself up to her full height. “Pity it wasn’t flaming shish kebab!” she returned fiercely. Leta moved between them. “The Sioux wars are over,” she announced. “That’s what you think,” Cecily muttered, glaring around her at the tall man. Tate’s dark eyes began to twinkle. He’d missed her in his life. Even in a temper, she was refreshing, invigorating. She averted her eyes to the large grass circle outlined by thick corded string. All around it were make-shift shelters on poles, some with canvas tops, with bales of hay to make seats for spectators. The first competition of the day was over and the winners were being announced. A woman-only dance came next, and Leta grimaced as she glanced from one warring face to the other. If she left, there was no telling what might happen. “That’s me,” she said reluctantly, adjusting the number on her back. “Got to run. Wish me luck.” “You know I do,” Cecily said, smiling at her. “Don’t disgrace us,” Tate added with laughter in his eyes. Leta made a face at him, but smiled. “No fighting,” she said, shaking a finger at them as she went to join the other competitors. Tate’s granitelike face had softened as he watched his mother. Whatever his faults, he was a good son.

I even reached a point of detachment where I was able to see clearly that he was a top operator of a complex vehicle who had some great skills and some fundamental problems. The trick to working well with him was to understand that the problems were his, not mine, and they all seemed to stem from his insecurity. He was unable to view his colleagues as anything other than competitors out to destroy him, who therefore needed to be squashed like bugs. Once, flying up to Washington in a NASA jet, I stopped to refuel and a military guy I’d never met before noticed the plane and said, “Hey, do you know ____? What an asshole!

Even in a forest, there are loners, would-be hermits who want little to do with others. Can such antisocial trees block alarm calls simply by not participating? Luckily, they can't. For usually there are fungi present that act as intermediaries to guarantee quick dissemination of news. These fungi operate like fiber-optic Internet cables. Their thin filaments penetrate the ground, weaving through it in almost unbelievable density. One teaspoon of forest soil contains many miles of these "hyphae." Over centuries, a single fungus can cover many square miles and network an entire forest. The fungal connections transmit signals from one tree to the next, helping the trees exchange news about insects, drought, and other dangers. Science has adopted a term first coined by the journal Nature for Dr. Simard's discovery of the "wood wide web" pervading our forests. What and how much information is exchanged are subjects we have only just begun to research. For instance, Simard discovered that different tree species are in contact with one another, even when they regard each other as competitors. And the fungi are pursuing their own agendas and appear to be very much in favor of conciliation and equitable distribution of information and resources.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

Frugal and industrious, with a network of Junto members to steer business his way, Franklin was doing modestly well as one of three printers in a town that would naturally have supported only two. But he had learned from his apprentice days in Boston that true success would come if he had not only a printing operation but also his own content and distribution network. His competitor Andrew Bradford published the town’s only newspaper, which was paltry but profitable, and that helped Bradford’s printing business by giving him clout with the merchants and politicians. He also was the postmaster, which gave him some control over what papers got distributed plus first access to news from afar.

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

Olympianism is the characteristic belief system of today’s secularist, and it has itself many of the features of a religion. For one thing, the fusion of political conviction and moral superiority into a single package resembles the way in which religions (outside liberal states) constitute comprehensive ways of life supplying all that is necessary (in the eyes of believers) for salvation. Again, the religions with which we are familiar are monotheistic and refer everything to a single center. In traditional religions, this is usually God; with Olympianism, it is society, understood ultimately as including the whole of humanity. And Olympianism, like many religions, is keen to proselytize. Its characteristic mode of missionary activity is journalism and the media. If Olympianism has the character of a religion, as I am suggesting, there would be no mystery about its hostility to Christianity. Real religions (by contrast with test-tube religions such as ecumenism) don’t much like each other; they are, after all, competitors. Olympianism, however, is in the interesting position of being a kind of religion which does not recognize itself as such, and indeed claims a cognitive superiority to religion in general. But there is a deeper reason why the spread of Olympianism may be measured by the degree of Christophobia. It is that Olympianism is an imperial project which can only be hindered by the association between Christianity and the West.

For Gracias, the Tesla and SpaceX investor and Musk’s friend, the 2008 period told him everything he would ever need to know about Musk’s character. He saw a man who arrived in the United States with nothing, who had lost a child, who was being pilloried in the press by reporters and his ex-wife and who verged on having his life’s work destroyed. “He has the ability to work harder and endure more stress than anyone I’ve ever met,” Gracias said. “What he went through in 2008 would have broken anyone else. He didn’t just survive. He kept working and stayed focused.” That ability to stay focused in the midst of a crisis stands as one of Musk’s main advantages over other executives and competitors. “Most people who are under that sort of pressure fray,” Gracias said. “Their decisions go bad.

Falling into this elaborate daydream about me and Heather Craven forever after. Imagining us as married professionals with our six towheaded children running loose in our suburbanite home as surrounded by a lush yard and fenced. Walking toward the door yelling, “Honey, I’m home!” and having Heather answer my call. Imagining the family dog jumping me, slobbering over in greeting and my laughing heartily as I was knocked to the ground. At one point getting so steeped in the fantasy that I actually found myself troubleshooting marital problems in advance, arguing with the fantasy love of my life before the dog grew on me over whether we should even have a dog; wasn’t six dependents enough? Losing the argument and then reluctantly accepting this new intrusion and competitor for Heather’s affections.

What if the interests of the self were expanded to the point of approximating a God’s eye view of humanity? Seeing all things under the aspect of eternity would make one objective toward oneself, accepting failure as on a par with success in the stupendous human drama of yes and no, positive and negative, push and pull. Personal failure would be as small a cause for concerns as playing a loser in a summer theater performance. How could one feel disappointed in one’s own defeat if one experienced the victor’s joy as also one’s own; if one’s competitor’s success was enjoyed vicariously? Instead of crying impossible, we should perhaps content ourselves with noting how different this would feel from life as it is usually lived, for reports of the greatest spiritual geniuses suggest they rose to something like this perspective

A wealth of research confirms the importance of face-to-face contact. One experiment performed by two researchers at the University of Michigan challenged groups of six students to play a game in which everyone could earn money by cooperating. One set of groups met for ten minutes face-to-face to discuss strategy before playing. Another set of groups had thirty minutes for electronic interaction. The groups that met in person cooperated well and earned more money. The groups that had only connected electronically fell apart, as members put their personal gains ahead of the group’s needs. This finding resonates well with many other experiments, which have shown that face-to-face contact leads to more trust, generosity, and cooperation than any other sort of interaction. The very first experiment in social psychology was conducted by a University of Indiana psychologist who was also an avid bicyclist. He noted that “racing men” believe that “the value of a pace,” or competitor, shaves twenty to thirty seconds off the time of a mile. To rigorously test the value of human proximity, he got forty children to compete at spinning fishing reels to pull a cable. In all cases, the kids were supposed to go as fast as they could, but most of them, especially the slower ones, were much quicker when they were paired with another child. Modern statistical evidence finds that young professionals today work longer hours if they live in a metropolitan area with plenty of competitors in their own occupational niche. Supermarket checkouts provide a particularly striking example of the power of proximity. As anyone who has been to a grocery store knows, checkout clerks differ wildly in their speed and competence. In one major chain, clerks with differing abilities are more or less randomly shuffled across shifts, which enabled two economists to look at the impact of productive peers. It turns out that the productivity of average clerks rises substantially when there is a star clerk working on their shift, and those same average clerks get worse when their shift is filled with below-average clerks. Statistical evidence also suggests that electronic interactions and face-to-face interactions support one another; in the language of economics, they’re complements rather than substitutes. Telephone calls are disproportionately made among people who are geographically close, presumably because face-to-face relationships increase the demand for talking over the phone. And when countries become more urban, they engage in more electronic communications.

The twentieth-century mystic Thomas Merton wrote, “There can be an intense egoism in following everybody else. People are in a hurry to magnify themselves by imitating what is popular—and too lazy to think of anything better. Hurry ruins saints as well as artists. They want quick success, and they are in such a haste to get it that they cannot take time to be true to themselves. And when the madness is upon them, they argue that their very haste is a species of integrity.”20 Merton elegantly articulates how the pressure of the create-on-demand world can cause us to look sideways at our peers and competitors instead of looking ahead. The process of discovering and refining your voice takes time. Unnecessary Creation grants you the space to discover your unique aptitudes and passions through a process of trial, error, and play that won’t often be afforded to you otherwise. Initiating a project with no parameters and no expectations from others also forces you to stay self-aware while learning to listen to and follow your intuition. Both of these are crucial skills for discovering your voice. It’s completely understandable if you’re thinking, “But wait—I hardly have time to breathe, and now you want me to cram something else into my schedule, just for my own enjoyment?” It’s true that every decision about where we spend our time has an opportunity cost, and dedicating time to Unnecessary Creation seems like a remarkably inefficient choice. In truth, it is inefficient. Consider, however, the opportunity cost of spending your life only on pragmatics. You dedicate your time to pleasing everyone else and delivering on their expectations, but you never get around to discovering your deeper aptitudes and creative capacities. Nothing is worth that.

The final match-up of the round was by far the most satisfying for Rezkin. It was against the mace wielding Sandman who had murdered the young stave-master. The beast had already attempted to end the life of another competitor that morning. Dark Tidings did not even give the man a chance to put on a show. As soon as the announcer finished speaking, he drew the black blade, strode forward with purpose and disarmed the man, literally. After losing both appendages, the brute fell to his knees in shock. While the healers were running to treat the man before he bled out, Dark Tidings stood over the Sandman and said, 'Bracken Freedon of the Isle of Sand. You have been judged and found guilty. Bring nigh to thee, King's Dark Tidings.' The black blade came down in one fell swoop and took the man's head clean from his body. Green lighting crackled within the black swords length...

Life has ceased to be lived in a closed world the center of which was man; the world has become limitless and the same time threatening. By losing his fixed place in a closed world man loses the answer to the meaning of his life; the result is that doubt has befallen him concerning himself and the aim of life. He is threatened by powerful superpersonal forces, capital and the market. His relationship to his fellow men, with everyone a potential competitor, has become hostile and estranged; he is free - that is, he is alone, isolated, threatened from all sides. [H]e is overwhelmed with a sense of his individual nothingness and helplessness. Paradise is lost for good, the individual stands alone and faces the world - a stranger thrown into a limitless and threatening world. The new freedom is bound to create a deep feeling of insecurity, powerlessness, doubt, aloneness, and anxiety.

Everywhere we look in nature, we see animals that seem beautifully designed to fit their environment, whether that environment be the physical circumstances of life, like temperature and humidity, or the other organisms—competitors, predators, and prey—that every species must deal with. It is no surprise that early naturalists believed that animals were the product of celestial design, created by God to do their jobs. Darwin dispelled this notion in The Origin. In a single chapter, he completely replaced centuries of certainty about divine design with the notion of a mindless, materialistic process—natural selection—that could accomplish the same result. It is hard to overestimate the effect that this insight had not only on biology, but on people’s worldview. Many have not yet recovered from the shock, and the idea of natural selection still arouses fierce and irrational opposition.

Cornelius Vanderbilt and his fellow tycoon John D. Rockefeller were often called 'robber barons'. Newspapers said they were evil, and ran cartoons showing Vanderbilt as a leech sucking the blood of the poor. Rockefeller was depicted as a snake. What the newspapers printed stuck--we still think of Vanderbilt and Rockefeller as 'robber barons'. But it was a lie. They were neither robbers nor barons. They weren't robbers, because they didn't steal from anyone, and they weren't barons--they were born poor. Vanderbilt got rich by pleasing people. He invented ways to make travel and shipping things cheaper. He used bigger ships, faster ships, served food onboard. People liked that. And the extra volume of business he attracted allowed him to lower costs. He cut the New York--Hartford fare from $8 to $1. That gave consumers more than any 'consumer group' ever has. It's telling that the 'robber baron' name-calling didn't come from consumers. It was competing businessmen who complained, and persuaded the media to join in. Rockefeller got rich selling oil. First competitors and then the government called him a monopolist, but he wasn't--he had competitors. No one was forced to buy his oil. Rockefeller enticed people to buy it by selling it for less. That's what his competitors hated. He found cheaper ways to get oil from the ground to the gas pump. This made life better for millions. Working-class people, who used to go to bed when it got dark, could suddenly afford fuel for their lanterns, so they could stay up and read at night. Rockefeller's greed might have even saved the whales, because when he lowered the price of kerosene and gasoline, he eliminated the need for whale oil. The mass slaughter of whales suddenly stopped. Bet your kids won't read 'Rockefeller saved the whales' in environmental studies class. Vanderbilt's and Rockefeller's goal might have been just to get rich. But to achieve that, they had to give us what we wanted.

So, these competitors . . . What do they hope to gain by interfering with your journey?” The instant the question left his mouth, he knew it was too direct. Nicole dropped her gaze and removed her hand from his arm. “With all due respect, Mr. Thornton . . .” Drat. They were back to Mr. Thornton again. “ . . . the details of the business I’m conducting for my father are not your concern.” “They are if they put you in danger. And what of the rest of my staff?” Darius snatched the napkin from his lap and threw it onto the table before lurching to his feet and pacing behind his chair. “I have a right to know if having you here is putting them at risk.” “No greater risk than they face from your exploding boilers!” Nicole shot from her seat, color running high in her cheeks. The audacity of the chit. “I take every precaution—” “As do I.” She glared at him. “The Wellborns are in no peril, especially if they keep my presence here a secret. It’s doubtful that Jenkins’s sons will find me, anyway. Heaven knows they aren’t the sharpest knives in the drawer.” “As master of this house, it’s my duty to know the business of those under my roof.” He didn’t know what nonsense he was spouting now. He didn’t care. Nicole had let a vital piece of information slip in her anger, and he wasn’t about to let the argument cool long enough for her to notice her lapse. “Well, perhaps it’s time I collect the pay I’ve earned and leave you and your roof to your own devices.” Not on her life. The woman would be unprotected. Vulnerable. Easy prey for that Jenkins scum. But he couldn’t let her know his refusal was out of concern for her. She’d simply assure him she’d be fine and walk out the door. Darius crossed his arms over his chest and looked down his nose at her. “You agreed to accept payment after a term of two weeks. I’ll not pay a cent before then. You owe me ten more days, Miss Greyson. Or do you plan to renege on our agreement?” Her hands fisted at her sides. “I never go back on my word.

Know the Competition I had a wonderful experience purchasing a luxury car. I was looking at three different brands. I have owned all three at different times in my life so I knew each fairly well. I had studied the market and knew most of the features of the competing models. However, this particular sales guy knew every detail about every car I was considering and so served me wonderfully in my purchase. He never once used his knowledge to speak poorly of the competition. On the contrary, he told me where each model was better than the car I was considering. Wow. I found myself starting to trust this guy because he was being honest and transparent. He stood firm that his car was the car I should buy because of its particular features and quality, but he brought great information about his competitors to the discussion. It was a really classy way to handle a sales role. A really sad part of my wonderful car purchase was that I was on a competitor’s lot the next day and the sales guy there knew less about the car he was selling than my guy knew about the same car. In

per hour. Handbrake knew that he could keep up with the best of them. Ambassadors might look old-fashioned and slow, but the latest models had Japanese engines. But he soon learned to keep it under seventy. Time and again, as his competitors raced up behind him and made their impatience known by the use of their horns and flashing high beams, he grudgingly gave way, pulling into the slow lane among the trucks, tractors and bullock carts. Soon, the lush mustard and sugarcane fields of Haryana gave way to the scrub and desert of Rajasthan. Four hours later, they reached the rocky hills surrounding the Pink City, passing in the shadow of the Amber Fort with its soaring ramparts and towering gatehouse. The road led past the Jal Mahal palace, beached on a sandy lake bed, into Jaipur’s ancient quarter. It was almost noon and the bazaars along the city’s crenellated walls were stirring into life. Beneath faded, dusty awnings, cobblers crouched, sewing sequins and gold thread onto leather slippers with curled-up toes. Spice merchants sat surrounded by heaps of lal mirch, haldi and ground jeera, their colours as clean and sharp as new watercolor paints. Sweets sellers lit the gas under blackened woks of oil and prepared sticky jalebis. Lassi vendors chipped away at great blocks of ice delivered by camel cart. In front of a few of the shops, small boys, who by law should have been at school, swept the pavements, sprinkling them with water to keep down the dust. One dragged a doormat into the road where the wheels of passing vehicles ran over it, doing the job of carpet beaters. Handbrake honked his way through the light traffic as they neared the Ajmeri Gate, watching the faces that passed by his window: skinny bicycle rickshaw drivers, straining against the weight of fat aunties; wild-eyed Rajasthani men with long handlebar moustaches and sun-baked faces almost as bright as their turbans; sinewy peasant women wearing gold nose rings and red glass bangles on their arms; a couple of pink-faced goras straining under their backpacks; a naked sadhu, his body half covered in ash like a caveman. Handbrake turned into the old British Civil Lines, where the roads were wide and straight and the houses and gardens were set well apart. Ajay Kasliwal’s residence was number

The Renaissance was the culture of a wealthy and powerful upper class, on the crest of the wave which was whipped up by the storm of new economic forces. The masses who did not share the wealth and power of the ruling group had lost the security of their former status and had become a shapeless mass, to be flattered or to be threatened—but always to be manipulated and exploited by those in power. A new despotism arose side by side with the new individualism. Freedom and tyranny, individually and disorder, were inextricably interwoven. The Renaissance was not a culture of small shopkeepers and petty bourgeois but of wealthy nobles and burghers. Their economic activity and their wealth gave them a feeling of freedom and a sense of individually. But at the same time, these same people had lost something: the security and feeling of belonging which the medieval social structure had offered. They were more free, but they were also more alone. They used their power and wealth to squeeze the last ounce of pleasure out of life; but in doing so, they had to use ruthlessly every means, from physical torture to psychological manipulation, to rule over the masses and to check their competitors within their own class. All human relationships were poisoned by this fierce life-and-death struggle for the maintenance of power and wealth. Solidarity with one's fellow man—or at least with the members of one's own class—was replaced by a cynical detached attitude; other individuals were looked upon as "objects" to be used and manipulated, or they were ruthlessly destroyed if it suited one's own ends. The individual was absorbed by a passionate egocentricity, an insatiable greed for power and wealth. As a result of all this, the successful individual's relation to his own self, his sense of security and confidence were poisoned too. His own self became as much an object of manipulation to him as other persons had become. We have reasons to doubt whether the powerful masters of Renaissance capitalism were as happy and as secure as they are often portrayed. It seems that the new freedom brought two things to them: an increased feeling of strength and at the same time an increased isolation, doubt, scepticism, and—resulting from all these—anxiety. It is the same contradiction that we find in the philosophical writings of the humanists. Side by side with their emphasis on human dignity, individuality, and strength, they exhibited insecurity and despair in their philosophy.

The words of Nils Hellstrom. There is another respect in which we must guard against becoming too much like the insects upon whom we pattern our design for human survival. The insect has been called a walking digestive tract. This is not without reason. To support his own life, an insect will consume as much as a hundred times his own weight each day—which to each of us would be like eating an entire cow, a herd of thirty each month. And as the insect population grows, each individual naturally needs more. To those who have witnessed the insect’s profligate display of appetite, the outcome is clear. If allowed to continue on his reproductive rampage, the insect would defoliate the earth. Thus, with our lesson from the insect, comes a clear warning. If the race for food is to be the deciding conflict, let no one say it came without this warning. From the beginning of time, wild humans have stood helpless, watching the very soil they nurtured give birth to a competitor that could outeat them. Just as we must not let our teacher the insect consume what we require for survival, we must not launch a similar rampage of our own. The pace of our planet’s growing cycle cannot be denied. It is possible for insects or for man to destroy in a single week what could have fed millions for an entire year.

Beyond a fence, they came to the swimming pool, which spilled over into a series of waterfalls and smaller rocky pools. The area was planted with huge ferns. “Isn’t this extraordinary?” Ed Regis said. “Especially on a misty day, these plants really contribute to the prehistoric atmosphere. These are authentic Jurassic ferns, of course.” Ellie paused to look more closely at the ferns. Yes, it was just as he said: Serenna veriformans, a plant found abundantly in fossils more than two hundred million years old, now common only in the wetlands of Brazil and Colombia. But whoever had decided to place this particular fern at poolside obviously didn’t know that the spores of veriformans contained a deadly beta-carboline alkaloid. Even touching the attractive green fronds could make you sick, and if a child were to take a mouthful, he would almost certainly die—the toxin was fifty times more poisonous than oleander. People were so naïve about plants, Ellie thought. They just chose plants for appearance, as they would choose a picture for the wall. It never occurred to them that plants were actually living things, busily performing all the living functions of respiration, ingestion, excretion, reproduction—and defense. But Ellie knew that, in the earth’s history, plants had evolved as competitively as animals, and in some ways more fiercely. The poison in Serenna veriformans was a minor example of the elaborate chemical arsenal of weapons that plants had evolved. There were terpenes, which plants spread to poison the soil around them and inhibit competitors; alkaloids, which made them unpalatable to insects and predators (and children); and pheromones, used for communication. When a Douglas fir tree was attacked by beetles, it produced an anti-feedant chemical—and so did other Douglas firs in distant parts of the forest. It happened in response to a warning alleochemical secreted by the trees that were under attack. People who imagined that life on earth consisted of animals moving against a green background seriously misunderstood what they were seeing. That green background was busily alive. Plants grew, moved, twisted, and turned, fighting for the sun; and they interacted continuously with animals—discouraging some with bark and thorns; poisoning others; and feeding still others to advance their own reproduction, to spread their pollen and seeds. It was a complex, dynamic process which she never ceased to find fascinating. And which she knew most people simply didn’t understand. But if planting deadly ferns at poolside was any indication, then it was clear that the designers of Jurassic Park had not been as careful as they should have been.

March 4 Could This Be True of Me? But none of these things move me, neither count I my life dear unto myself. Acts 20:24 It is easier to serve God without a vision, easier to work for God without a call, because then you are not bothered by what God requires; common sense is your guide, veneered over with Christian sentiment. You will be more prosperous and successful, more leisure-hearted, if you never realise the call of God. But if once you receive a commission from Jesus Christ, the memory of what God wants will always come like a goad; you will no longer be able to work for Him on the commonsense basis. What do I really count dear? If I have not been gripped by Jesus Christ, I will count service dear, time given to God dear, my life dear unto myself. Paul says he counted his life dear only in order that he might fulfil the ministry he had received; he refused to use his energy for any other thing. Acts 20:24 states Paul’s almost sublime annoyance at being asked to consider himself; he was absolutely indifferent to any consideration other than that of fulfilling the ministry he had received. Practical work may be a competitor against abandonment to God, because practical work is based on this argument—“Remember how useful you are here,” or—“Think how much value you would be in that particular type of work.” That attitude does not put Jesus Christ as the Guide as to where we should go, but our judgement as to where we are of most use. Never consider whether you are of use; but ever consider that you are not your own but His.

American Girl dolls are nice. But they aren’t amazing. In recent years Toys“ R” Us, Walmart, and even Disney have all tried to challenge American Girl’s success with similar dolls (Journey Girls, My Life, and Princess & Me)—at a fraction of the price—but to date, no one has made a dent. American Girl is able to command a premium price because it’s not really selling dolls. It’s selling an experience. When you see a company that has a product or service that no one has successfully copied, like American Girl, rarely is it the product itself that is the source of the long-term competitive advantage, something American Girl founder Pleasant Rowland understood. “You’re not trying to just get the product out there, you hope you are creating an experience that will do the job perfectly,” says Rowland. You’re creating experiences that, in effect, make up the product’s résumé: “Here’s why you should hire me.” That’s why American Girl has been so successful for so long, in spite of numerous attempts by competitors to elbow in. My wife, Christine, and I were willing to splurge on the dolls because we understood what they stood for. American Girl dolls are about connection and empowering self-belief—and the chance to savor childhood just a bit longer. I have found that creating the right set of experiences around a clearly defined job—and then organizing the company around delivering those experiences (which we’ll discuss in the next chapter)—almost inoculates you against disruption. Disruptive competitors almost never come with a better sense of the job. They don’t see beyond the product.

And the life of the natives consists of work; of starvation, cold, and cunning. This work, for those unable to push others out of the way and set themselves up in a soft spot, is that selfsame general work which raises socialism up out of the earth, and drives us down into the earth ... During the war years, on war rations, the camp inmates called the three weeks at logging 'dry execution.' You come to hate this forest, this beauty of the earth, whose praises have been sung in verse and prose ... As for our cursed Archipelago, it was eternally covered with snow and the blizzards eternally raged over it ... [To] distinguish between the nuances of the various paths to death ... sometimes called scurvy, sometimes pellagra, sometimes alimentary dystrophy ... How the last-leggers, jealously watching their competitors ... stand duty at the kitchen porch waiting for them to bring out the slops in the dishwater. How they throw themselves on it, and fight with one another, seeking a fish head, a bone, vegetable parings. And how one last-legger dies, killed in that scrimmage. In our glorious fatherland ...the most important and boldest books are never read by contemporaries ... And thus it is that I am writing this book solely from a sense of obligation - because too many stories and recollections have accumulated in my hands and I cannot allow them to perish. I do not expect to see it in print anywhere with my own eyes; and I have little hope that those who managed to drag their bones out of the Archipelago will ever read it; and I do not at all believe that it will explain the truth of our history in time for anything to be corrected ...

Was this luck, or was it more than that? Proving skill is difficult in venture investing because, as we have seen, it hinges on subjective judgment calls rather than objective or quantifiable metrics. If a distressed-debt hedge fund hires analysts and lawyers to scrutinize a bankrupt firm, it can learn precisely which bond is backed by which piece of collateral, and it can foresee how the bankruptcy judge is likely to rule; its profits are not lucky. Likewise, if an algorithmic hedge fund hires astrophysicists to look for patterns in markets, it may discover statistical signals that are reliably profitable. But when Perkins backed Tandem and Genentech, or when Valentine backed Atari, they could not muster the same certainty. They were investing in human founders with human combinations of brilliance and weakness. They were dealing with products and manufacturing processes that were untested and complex; they faced competitors whose behaviors could not be forecast; they were investing over long horizons. In consequence, quantifiable risks were multiplied by unquantifiable uncertainties; there were known unknowns and unknown unknowns; the bracing unpredictability of life could not be masked by neat financial models. Of course, in this environment, luck played its part. Kleiner Perkins lost money on six of the fourteen investments in its first fund. Its methods were not as fail-safe as Tandem’s computers. But Perkins and Valentine were not merely lucky. Just as Arthur Rock embraced methods and attitudes that put him ahead of ARD and the Small Business Investment Companies in the 1960s, so the leading figures of the 1970s had an edge over their competitors. Perkins and Valentine had been managers at leading Valley companies; they knew how to be hands-on; and their contributions to the success of their portfolio companies were obvious. It was Perkins who brought in the early consultants to eliminate the white-hot risks at Tandem, and Perkins who pressed Swanson to contract Genentech’s research out to existing laboratories. Similarly, it was Valentine who drove Atari to focus on Home Pong and to ally itself with Sears, and Valentine who arranged for Warner Communications to buy the company. Early risk elimination plus stage-by-stage financing worked wonders for all three companies. Skeptical observers have sometimes asked whether venture capitalists create innovation or whether they merely show up for it. In the case of Don Valentine and Tom Perkins, there was not much passive showing up. By force of character and intellect, they stamped their will on their portfolio companies.

But there were problems. After the movie came out I couldn’t go to a tournament without being surrounded by fans asking for autographs. Instead of focusing on chess positions, I was pulled into the image of myself as a celebrity. Since childhood I had treasured the sublime study of chess, the swim through ever-deepening layers of complexity. I could spend hours at a chessboard and stand up from the experience on fire with insight about chess, basketball, the ocean, psychology, love, art. The game was exhilarating and also spiritually calming. It centered me. Chess was my friend. Then, suddenly, the game became alien and disquieting. I recall one tournament in Las Vegas: I was a young International Master in a field of a thousand competitors including twenty-six strong Grandmasters from around the world. As an up-and-coming player, I had huge respect for the great sages around me. I had studied their masterpieces for hundreds of hours and was awed by the artistry of these men. Before first-round play began I was seated at my board, deep in thought about my opening preparation, when the public address system announced that the subject of Searching for Bobby Fischer was at the event. A tournament director placed a poster of the movie next to my table, and immediately a sea of fans surged around the ropes separating the top boards from the audience. As the games progressed, when I rose to clear my mind young girls gave me their phone numbers and asked me to autograph their stomachs or legs. This might sound like a dream for a seventeen-year-old boy, and I won’t deny enjoying the attention, but professionally it was a nightmare. My game began to unravel. I caught myself thinking about how I looked thinking instead of losing myself in thought. The Grandmasters, my elders, were ignored and scowled at me. Some of them treated me like a pariah. I had won eight national championships and had more fans, public support and recognition than I could dream of, but none of this was helping my search for excellence, let alone for happiness. At a young age I came to know that there is something profoundly hollow about the nature of fame. I had spent my life devoted to artistic growth and was used to the sweaty-palmed sense of contentment one gets after many hours of intense reflection. This peaceful feeling had nothing to do with external adulation, and I yearned for a return to that innocent, fertile time. I missed just being a student of the game, but there was no escaping the spotlight. I found myself dreading chess, miserable before leaving for tournaments. I played without inspiration and was invited to appear on television shows. I smiled.

Tesla was, at first, unconcerned with his competitor’s progress and remarked, "Marconi is a good fellow. Let him continue. He is using 17 of my patents." Later, however, Tesla would sue Marconi for stealing his ideas. In 1943, the Supreme Court would overturn Marconi’s patent in recognition that Tesla was the original inventor of radio transmission.

Food processing began as a way to extend the shelf life of food by protecting it from these competitors. This is often accomplished by making the food less appealing to them, by removing nutrients from it that attract competitors, or by removing other nutrients likely to turn rancid, like omega-3 fatty acids. The more processed a food is, the longer the shelf life, and the less nutritious it typically is. Real food is alive—and therefore it should eventually die.

His voice is about three octaves deeper than his thin frame has any reason to suggest. The effect is grandfatherly to the extreme. He uses phrases like “every simple bastard” and “a bunch of kooks” and laughs at his own jokes in a bona fide chuckle, which is to say, with an easy, self-amused, reflective roll, as if he’s astonished by a world so weird as to provide him this type of fodder. His eyes widen frequently but not theatrically. He leans in; he listens. He points out accepted industry-wide lies, calls his friends and competitors out on casual racism and sexism, and checks his own exaggerations immediately. He is the quintessential non–bullshit artist. And it is an art, this straight talk to the extreme. It is active and participatory and evoked from you, often despite you.

Even now, biologists tend not to have much mathematics beyond calculus. People who like mathematics and have an aptitude for it tend more toward mathematics or physics than the life sciences. May was an exception. His interests at first tended toward the abstract problems of stability and complexity, mathematical explanations of what enables competitors to coexist. But he soon began to focus on the simplest ecological questions of how single populations behave over time. The inevitably simple models seemed less of a compromise.

As long as you view the people in your life as competitors, you’ll always focus on trying to “win.

He thus uncovered an important aspect of the dynamic in various kinds of differences of opinion. It is the close neighbour who is the most hated opponent, while those on the other end of the scale of opinion were not perceived as competitors.24 The idea of la petite différence – the small difference between opinions and orientations that, seen from outside, lie very close to each other – most recently goes back to Sigmund Freud’s 1932 book Das Unbehagen in der Kultur (Civilization and Its Discontents), and is used more often in psychology and religious research than as regards political ideologies.

Selling products makes it easier to: attract prospects – you offer tangible solutions, not a list of skills and capabilities convert them to clients – the solution you offer stands out from your competitors for all the right reasons – you’re the credible expert offering a solution to your client’s problem at a transparent price deliver an outstanding service – your system for delivery will enhance your customer experience. Your focus is on delivering an outcome in the most effective way.

Money is probably the most emotionally meaningful object in contemporary life; only food and sex are its close competitors as common carriers of such strong and diverse feelings, significances, and strivings. —David W. Krueger, MD1

To cling to his business rather than admit its failure simply because he really wants to make his career in this way may gratify certain desires, but it does not advance his life. Facing facts is a prerequisite for truly self-interested action. If a person is not able to offer as desirable a product as his competitor or to turn a satisfactory profit, he would be better off in another line of work.

Five big things tend to eat away at advantages: 1. Being right instills confidence that you can't be wrong, which is a devastating characteristic where being an outlier of success has a target on it's back. 2. Success tends to lead to growth usually by design. But a big organization is a different animal than a small one and strategies that lead to success at one size can be impossible at another. 3. Hard work is in pursuit a goal and once that goal is met, the relaxation that feels so justified removes paranoia. This allows competitors in a changing world to creep in unnoticed. 4. A skill that is valuable in one era may not extend to the next. You can work as hard and be as paranoid as you've always been, but if the world no longer values your skill is loss. Being a one trick pony is common, because people in large companies that are very good at one specific thing tend to be the highest paid during the boom. 5. Some success is owed to being in the right place at the right time.

God is like the sky, like the empty sky. It has no boundaries so it cannot be defined. You cannot say where it begins and where it ends. It is eternal, it is infinite -- yet it is right in this place, just in front of you. If you are relaxed it is there; if you become tense it disappears. Life cannot be possessed because life is God. Existence cannot be possessed because existence is God. YOU CANNOT TAKE HOLD OF IT. -- remember -- BUT YOU CANNOT LOSE IT. Yes, you cannot possess it, but there is no way to lose it either. It is there. It is always there. You have to drop your rush, your hurry, your ideas to go somewhere, to reach, to become, to be this and that. You have to stop becoming. And it is there; you cannot lose it. There is no competition, there is nobody blocking your way, there are no competitors. You need not be in a hurry. You need not make any effort to grab. There is nobody competing with you and there is nobody standing in front of you -- only God, only God. You can relax. You need not be afraid that you will miss it. You cannot miss it in the very nature of things. You cannot lose him. You relax. There is no hurry because God is not something in time -- relax. There is nowhere to go because God is not distant in some star -- relax. You cannot miss in the very nature of things -- relax. relax. Don't seek, don't search, don't ask, don't knock, don't demand -- relax. If you relax, it comes. If you relax, it is there. If you relax, you start vibrating with it. God is so big, so huge, so enormous. It is the totality of existence -- who can exhaust it? There is no struggle, no competition. And there is eternal time available. Don't be in a hurry and don't be serious.

Lincoln, unlike many executives, had no fear of surrounding himself with strong-willed subordinates who might overshadow him. When advised not to appoint Salmon P. Chase to a cabinet post because the Ohioan regarded himself as “a great deal bigger” than the president-elect, Lincoln asked: “Well, do you know of any other men who think they are bigger than I am? I want to put them all in my cabinet.”5 He included every major competitor at the Chicago Convention in his cabinet, a decision that required unusual self-confidence, a quality misunderstood by some, including his assistant personal secretary, John Hay. Deeming modesty “the most fatal and most unsympathetic of vices” and the “bane of genius, the chain-and-ball of enterprise,” Hay argued that it was “absurd to call him a modest man.”6 But Hay was projecting onto his boss his own immodesty. Lincoln was, in fact, both remarkably modest and self-confident, and he had no need to surround himself with sycophants dependent on him for political preferment. Instead he chose men with strong personalities, large egos, and politically significant followings whose support was necessary for the administration’s success.

I thought about it, and I came up with the perfect way to raise her awareness. I wrote her a bedtime story, a disarming blend of humor and affection, and I called it: The Book of Oogenesis In the beginning were the gametes. And though there was sex, lo, there was no gender, and life was in balance. And God said, “Let there be Sperm”: and some seeds did shrivel in size and grow cheap to make, and they did flood the market. And God said, “Let there be Eggs”: and other seeds were afflicted by a plague of Sperm. And yea, few of them bore fruit, for Sperm brought no food for the zygote, and only the largest Eggs could make up the shortfall. And these grew yet larger in the fullness of time. And God put the Eggs into a womb, and said, “Wait here: for thy bulk has made thee unwieldy, and Sperm must seek thee out in thy chambers. Henceforth shalt thou be fertilized internally.” And it was so. And God said to the gametes, “The fruit of thy fusion may abide in any place and take any shape. It may breathe air or water or the sulphurous muck of hydrothermal vents. But do not forget my one commandment unto you, which has not changed from the beginning of time: spread thy genes.” And thus did Sperm and Egg go into the world. And Sperm said, “I am cheap and plentiful, and if sowed abundantly I will surely fulfill God’s plan. I shall forever seek out new mates and then abandon them when they are with child, for there are many wombs and little time.” But Egg said, “Lo, the burden of procreation weighs heavily upon me. I must carry flesh that is but half mine, gestate and feed it even when it leaves my chamber,” for by now many of Egg’s bodies were warm of blood, and furry besides. “I can have but few children, and must devote myself to those, and protect them at every turn. And I will make Sperm help me, for he got me into this. And though he doth struggle at my side, I shall not let him stray, nor lie with my competitors.” And Sperm liked this not. And God smiled, for Its commandment had put Sperm and Egg at war with each other, even unto the day they made themselves obsolete.

If we try now to sum up our discussion of the impact of the social and economic changes on the individual in the fifteenth and sixteenth centuries we arrive at the following picture: We find the same ambiguity of freedom which we have discussed before. The individual is freed from the bondage of economic and political ties. He also gains in positive freedom by the active and independent role which he has to play in the new system. But simultaneously he is freed from those ties which used to give him security and a feeling of belonging. Life has ceased to be lived in a closed world the center of which was man; the world has become limitless and at the same time threatening. By losing his fixed place in a closed world man loses the answer to the meaning of his life; the result is that doubt has befallen him concerning himself and the aim of life. He is threatened by powerful suprapersonal forces, capital and the market. His relationship to his fellow men, with everyone a potential competitor, has become hostile and estranged; he is free—that is, he is alone, isolated, threatened from all sides. Not having the wealth or the power which the Renaissance capitalist had, and also having lost the sense of unity with men and the universe, he is overwhelmed with a sense of his individual nothingness and helplessness. Paradise is lost for good, the individual stands alone and faces the world—a stranger thrown into a limitless and threatening world. The new freedom is bound to create a deep feeling of insecurity, powerlessness, doubt, aloneness, and anxiety. These feelings must be alleviated if the individual is to function successfully.

And finally, learn more about the business—or your competitors—than you already know. Doing so will make you invaluable—a veritable lynchpin. People will notice that and begin to appreciate your hard-earned merits.

The first Ultimate Fighting Championship took place on November 12, 1993, in the lung-sucking mile-high elevation of Denver, Colorado. Eight competitors representing eight different martial arts—from Karate to Sumo to Western Boxing to, of course, Jiu-Jitsu—were set to fight in a single elimination-style tournament, with the winner receiving $50,000. Like in the challenge matches, rules were kept to a minimum: biting, eye gouging, and groin strikes were illegal (groin strikes wouldn't become legal until UFC 2) and punishable by a $1,500 fine... though these offenses would occur, and go unacknowledged by the ring referee. There were no globes, no weight classes, no rounds, no time limits, and—even for those of us who'd been witness to the challenge matches—no real blueprint for what to expect.

Unless you're currently training to become or stay a top-level competitor, you need to think about Jiu-Jitsu not as a sprint, not even as a marathon, but as a hike you stay on for the rest of your life.

The whole sport Jiu-Jitsu movement has really confused things. It's really confused what people teach, because a lot of it is based around a competitor's presumed attributes. A competitor—the kind of person who becomes a competitor—is almost certain to be an athlete. He or she is almost certain to be someone who's got some innate athletic ability. Apart from that, they expect that they're going to be in peak physical condition in the tournament, when they're going to be executing these moves. That's the criteria that decides what moves get taught: whether an athlete in peak condition can perform these moves effectively against someone his or her own size. Which is fine—but it isn't most people, and it isn't the context that most people are interested in or concerned about.

It happens like this: Something fantastic happens, and you pick up the phone to tell The Competitor. They applaud you momentarily and then they remind you of something they did that was similar, but at a higher level. Every single time. They're so used to doing it that they don't even realize it, and you start telling them your good news less and less. If you tell them that you just got a new job, they'll tell you they've been promoted to Topflight Job Haver of the World. If you say you got an A on your paper, they'll retort that their paper was considered the best in the class. Their superpower is being able to make any good news you have into something about them, and you will eventually realize that they really do not wish you well. Your joy is an ever-present reminder of their failures, and nobody needs that in their life.

that their junior partner was growing into a serious competitor in both wealth and reputation.

Consistent actions build respect, not words. I worked to develop my mass—that sense of who you are—into something that pulled others in. Since I was attracted to those who were tough and real, my roommates were Terry Brands, one of the more ferocious competitors in NCAA history, and Travis Fisher, a hard-nosed, small town Iowa boy. They asked me to room with them, and I jumped at the opportunity. I based every decision on principles that would lead me to greatness on the mat. Terry and Travis were blessings to live with as both had jumped the gap from believing to committing. I’ve learned Elite people have a bias toward action.

Another aspect of concentration which intrigues me was a batsman’s ability to actually find a gap by remembering the field settings and then playing the ball through the fielders. A ball that was thrown at him at 150 kmph! The commentators always mention how the batsmen found beautiful gaps and that irritated the hell out of me because as a mediocre cricketer I never reached a stage in my batting where I could actually place the ball in a certain direction. So I once gathered the courage to ask Ricky Ponting if batsmen really found the gaps or was it merely a matter of luck. I knew it was a brave question but what I did not expect was a life philosophy that was one of the most impactful one I have heard in a long time. He said, “Ya mate, batting is an an instinct you hone over years of practice and that enables you to reach a level of expertise where you see the field placements in your mind. A good batsman imprints the fielders in the sub-conscious, but an excellent batsman imprints the gaps. There was a time I used to do the former and hit to the fielders but the moment I started to do the latter I found the gaps.” I was stunned by this analogy. When I mentioned this philosophy to my friend Rajiv Bajaj, the MD of Bajaj Auto he immediately added his business perspective to the same and said, “Exactly! In business, if you focus on the competitors you’ll start behaving like them. But if you focus on the gaps in the market you’ll become a champion company.

February 2 The Constraint of the Call Woe is unto me, if I preach not the gospel! 1 Corinthians 9:16 Beware of stopping your ears to the call of God. Everyone who is saved is called to testify to the fact; but that is not the call to preach, it is merely an illustration in preaching. Paul is referring to the pangs produced in him by the constraint to preach the Gospel. Never apply what Paul says in this connection to souls coming in contact with God for salvation. There is nothing easier than getting saved because it is God’s sovereign work—“Come unto Me and I will save you.” Our Lord never lays down the conditions of discipleship as the conditions of salvation. We are condemned to salvation through the Cross of Jesus Christ. Discipleship has an option with it—“IF any man . . .” Paul’s words have to do with being made a servant of Jesus Christ, and our permission is never asked as to what we will do or where we will go. God makes us broken bread and poured-out wine to please Himself. To be “separated unto the gospel” means to hear the call of God; and when a man begins to overhear that call, then begins agony that is worthy of the name. Every ambition is nipped in the bud, every desire of life quenched, every outlook completely extinguished and blotted out, saving one thing only—“separated unto the gospel.” Woe be to the soul who tries to put his foot in any other direction when once that call has come to him. This College exists to see whether God has any man or woman here who cares about proclaiming His Gospel; to see whether God grips you. And beware of competitors when God does grip you.

Most recently, I worked for this advertising agency that specializes in perceptual marketing. They ensure that whatever ads you see in your everyday life are geared to your specific taste, style, demographic, purchasing history, and countless other interwoven criteria. If you walk by a billboard, it shows you something you actually want or an upgrade to something you already have. They use real-time rolling data feeds, so you might see a different ad depending on your mood before versus after lunch, if you were running late or had time to linger, whether you had sex that night or argued with your spouse that morning. Following a negative experience with some company’s wares, they’d give a competitor a shot at shifting your brand loyalty. My big idea was that clients could pay a monthly fee to see no ads at all. Instead of individualized niche marketing, you could experience a world blissfully emptied of promotional clutter. It was a total failure. Because it turns out people like ads. Especially when they’re targeted to warp the visual environment around you to emphasize your needs above all others, as if you’re the indispensable center of the global economy. Nobody wanted to pay for the privilege of being irrelevant to commercial interests. Except me. I essentially got my employer to launch an expensive new product solely for my use. An industry of one.

For a king among people is one whom no-one rules but God the most high, and who does not need anything except God-great and glorious. And with that he rules his kingdom insofar as his soldiers and his subjects obey him. Yet the kingdom proper to him is his own heart and soul, where his soldiers are his appetites, his anger, and his affections; while his subjects are his tongue, his eyes, his hands, and the rest of his organs. If he rules them and they do not rule him, and if they obey him and he does not obey them, he will attain the level of a king in this world. And if that be coupled with the fact that he is independent of all people, yet all people are in need of him for their life now and in the future, he will be an earthly king. This is the level of the prophets-may God's blessings be upon all of them. For they have no need of direction to the next life from anyone except God-great and glorious-while everyone needs it from them. They are followed in this kingship by religious scholars, who 'inherit the legacy of the prophets', Their kingship, however, is proportional to their ability to guide the people, and to their lack of need for asking for guidance. By means of these attributes man comes close to the angels in qualities, and by means of them approaches God the most high. This kingship is a gift to man from the true king whose sovereignty has no competitor.

In my twenties I was in Austin, Texas, finishing up yet another degree. I’d always loved hiking and, sick of the sedentary life of academia, I’d joined the orienteering club at the university. The sport, which originated in Sweden, is a competition in which you use a special map and a compass to navigate through wilderness you’ve never seen before, stopping at checkpoints to have a control card physically or electronically stamped. The first competitor to hit the “double circle”—the end of the route on the orienteering map—is the winner. I

But when the cosmo-in-a-glass came out, it was red, not pink. And our apple martinis were dark green when they should have been pale green. That may seem like no big deal, but it killed the product. No one knew what they were. They didn’t look like cosmos or apple martinis, so no one bothered. You see, I didn’t sweat the small stuff and it bit me in the ass. My partners convinced me that the color didn’t matter. Well guess what? It mattered! The business tanked and I lost money. Bottom line: if it doesn’t work perfectly, throw it out and get it right. Because if you don’t, one of your competitors will!

You can’t mean to marry her!” Roslyn’s shrill voice rose. “Do you forget how she stole from you? That she tried to ruin your company? If you need any reminders, just look at the new hotels going up in Paris and Rome. Your hotels, Chrysander. Only they’re going up under your competitor’s name.” A haze blew through Marley’s mind. Red hot. Like a swarm of angry bees, tidbits of information began buzzing in her head. And suddenly it was as if a dam broke. The locked door in her mind that she’d tried so hard to budge simply opened, and the past came roaring through with vicious velocity. She swayed and gripped the door frame tighter. Nausea boiled in her stomach as each and every moment flashed like a movie in fast-forward. Chrysander’s angry accusation of thievery. His ordering her from their apartment, his life. Her abduction and the months she’d spent in hopeless fear, waiting for Chrysander to answer the ransom demands. Demands he’d ignored. Oh God, she was going to be sick. He’d left her. Discarded her like a piece of rubbish. The half million dollars, a paltry sum to a man of Chrysander’s means, was an amount he’d been unwilling to part with to ensure her return. Everything had been a lie. He’d lied to her nonstop since she’d awoken in the hospital. He didn’t love her or want her. He despised her. She hadn’t been worth half a million dollars to him. Pain splintered through her chest as she shattered. As everything she’d known as true suddenly turned black. Her heart withered and cracked, falling in pieces around her. He hadn’t tried to save her. The tortured cry that ripped from her mouth echoed through the room. She clamped a hand over her lips, but it was too late. Everyone looked her way. Theron flinched, and an odd discomfort settled over Piers’s face. She met Chrysander’s gaze, and she could see the truth in his eyes as he realized that she remembered.

Me: “Why does competitor X have five times your revenue?” Entrepreneur: “We are using partners and OEMs, because we can’t build a direct channel like competitor X.” Me: “Why not? If you have the better product, why not knuckle up and go to war?” Entrepreneur: “Ummm.” Me: “Stop looking for the silver bullet.” There comes a time in every company’s life where it must fight for its life. If you find yourself running when you should be fighting, you need to ask yourself, “If our company isn’t good enough to win, then do we need to exist at all?

in studying these systematic aberrations we have to remind ourselves at every turn that their bizarre extravagance covers a discussion, and an offered solution, of the most fundamental of all problems. The nature and origin of evil, of man, of God, the purpose of life and its attainment through living -- these are the problems, theoretical and practical, which the Gnostic interpretation of Christianity claimed to answer. Nor was Gnosticism a mere academic discussion. It offered itself as a religious system. It had its ritual and its observances, its regulations and its officials. It was a formidable competitor to traditional Christianity, and to Gnosticism the Church lost some of its best minds and most energetic spirits. Nor did the influence of the movement end with the second century. That century witnessed a life and death struggle between the Church and the Gnostics which ended in the Gnostics' expulsion from the Church, but the defeated theories survived outside the Church to provide, for centuries yet to come, an undercurrent of influences which never ceased to irritate and disturb the development of Catholic thought.

My target customer will be? (Tip: how would you describe your primary target customer) The problem my customer wants to solve is? (Tip: what does your customer struggle with or what need do they want to fulfill) My customer’s need can be solved with? (Tip: give a very concise description / elevator pitch of your product) Why can’t my customer solve this today? (Tip: what are the obstacles that have prevented my customer from solving this already) The measurable outcome my customer wants to achieve is? (Tip: what measurable change in your your customer’s life makes them love your product) My primary customer acquisition tactic will be? (Tip: you will likely have multiple marketing channels, but there is often one method, at most two, that dominates your customer acquisition — what is your current guess) My earliest adopter will be? (Tip: remember that you can’t get to the mainstream customer without getting early adopters first) I will make money (revenue) by? (Tip: don’t list all the ideas for making money, but pick your primary one) My primary competition will be? (Tip: think about both direct and indirect competition) I will beat my competitors primarily because of? (Tip: what truly differentiates you from the competition?) My biggest risk to financial viability is? (Tip: what could prevent you from getting to breakeven? is there something baked into your revenue or cost model that you can de-risk?) My biggest technical or engineering risk is? (Tip: is there a major technical challenge that might hinder building your product?)

Entrepreneurship is messy. Startup life is messy. Growing a business is messy. I guarantee you it NEVER looks as glamorous on the inside as it does from the outside. If you are comparing what is going on in your company to what you see your peers and competitors doing, and feel behind or inadequate, or in any way not up to par..... Just let it go. You have no idea what they are going through that you cannot see. You never will. You don't need to. Take a deep breath. Stay on your path. Stay focused on your mission. Stay focused on your customers. Stay focused on your team. Your family. Your health. Find connection and joy in your own journey. Allow yourself to be inspired and fueled by others' success, but by all means, do not allow yourself to get derailed or thrown off of your path. Stay focused.

One thing I have learned as a competitor is that there are clear distinctions between what it takes to be decent, what it takes to be good, what it takes to be great, and what it takes to be among the best. If your goal is to be mediocre, then you have a considerable margin for error. You can get depressed when fired and mope around waiting for someone to call with a new job offer. If you hurt your toe, you can take six weeks watching television and eating potato chips. In line with that mind-set, most people think of injuries as setbacks, something they have to recover from or deal with. From the outside, for fans or spectators, an injured athlete is in purgatory, hovering in an impotent state between competing and sitting on the bench. In my martial arts life, every time I tweak my body, well-intended people like my mother suggest I take a few weeks off training. What they don’t realize is that if I were to stop training whenever something hurt, I would spend my whole year on the couch. Almost without exception, I am back on the mats the next day, figuring out how to use my new situation to heighten elements of my game. If I want to be the best, I have to take risks others would avoid, always optimizing the learning potential of the moment and turning adversity to my advantage. That

He smiles, but in Los Angeles a smile amongst competitors is never what it means.

Here are the types of questions I consider asking during product analysis: What is the nature of the product? (What are its benefits? Why would someone buy it?) Is it a commodity good or a unique good? (Could the company increase differentiation?) Are there any complementary goods? (Can the company piggyback off growth in complements or near complements?) Are there any substitutes? (Is the company vulnerable to indirect competitors, namely substitutes?) What is the product’s life cycle? (Is it new or almost obsolete?) How is it packaged? (This is an optional question. Is anything bundled or included with the product—for example, just a razor versus a razor with replacement blades, or just a product versus a product with a service contract? Would a change in the product’s packaging make the product more likely to meet specific consumer segments’ needs?) If you selectively ask questions about these product-related topics, you can uncover insights that will help you refine your hypotheses and ultimately serve your client more effectively.

If critics and competitors can’t match your results, they will often denigrate the way you achieve them. Fast, intuitive types are called lazy. Dedicated burners of midnight oil are called obsessed. And while it’s obviously not a bad idea to hear and consider the opinions of others, you should be suspicious when these criticisms emerge right on the heels of a success.

Before you were born, And were still too tiny for The human eye to see, You won the race for life From among 250 million competitors. And yet, How fast you have forgotten Your strength, When your very existence Is proof of your greatness. You were born a winner, A warrior, One who defied the odds By surviving the most gruesome Battle of them all. And now that you are a giant, Why do you even doubt victory Against smaller numbers, And wider margins? The only walls that exist, Are those you have placed in your mind. And whatever obstacles you conceive, Exist only because you have forgotten What you have already Achieved.

But why are trees such social beings? Why do they share food with their own species and sometimes even go so far as to nourish their competitors? The reasons are the same as for human communities: there are advantages to working together. A tree is not a forest. On its own, a tree cannot establish a consistent local climate. It is at the mercy of wind and weather. But together, many trees create an ecosystem that moderates extremes of heat and cold, stores a great deal of water, and generates a great deal of humidity. And in this protected environment, trees can live to be very old. To get to this point, the community must remain intact no matter what. If every tree were looking out only for itself, then quite a few of them would never reach old age. Regular fatalities would result in many large gaps in the tree canopy, which would make it easier for storms to get inside the forest and uproot more trees. The heat of summer would reach the forest floor and dry it out. Every tree would suffer. Every tree, therefore, is valuable to the community and worth keeping around for as long as possible. And that is why even sick individuals are supported and nourished until they recover. Next time, perhaps it will be the other way round, and the supporting tree might be the one in need of assistance. When thick silver-gray beeches behave like this, they remind me of a herd of elephants. Like the herd, they, too, look after their own, and they help their sick and weak back up onto their feet. They are even reluctant to abandon their dead.

The combination of curiosity and joy so characteristic of scientific work calls to mind the galumphing quality of exuberant play: watching, chasing, an idea first up one path and then down another, tussling with competitors, and flat-out exhilaration in the chase. Creative science and play are fun; they promise the unexpected.

REMEMBER YOUR GREATNESS Before you were born, And were still too tiny for The human eye to see, You won the race for life From among 250 million competitors. And yet, How fast you have forgotten Your strength, When your very existence Is proof of your greatness. You were born a winner, A warrior, One who defied the odds By surviving the most gruesome Battle of them all. And now that you are a giant, Why do you even doubt victory Against smaller numbers, And wider margins? The only walls that exist, Are those you have placed in your mind. And whatever obstacles you conceive, Exist only because you have forgotten What you have already Achieved. REMEMBER YOUR GREATNESS by Suzy Kassem

I’m not just a competitor. I’m also committed to helping others build more strength and grit to achieve their goals in both sports and life

Scientist Freeman Dyson attempted to clarify this for us when he came up with the concept of temporal diversity. As he came to realize, the survival of a species depends on adaptation and learning on six distinct timescales. On the shortest, most immediate scale, species must exist from year to year. The unit of survival for this year-to-year existence is the individual life form. Over decades, the unit of survival is the family, whose multiple generations last much longer than any single individual’s life span. Over centuries, it’s the tribe or nation. Over millennia, it is an entire culture. Over tens of millennia, it is the species itself, slowly evolving or surrendering to an evolved competitor. And over eons, the unit of survival is “the whole web of life of our planet.”2

When I speak elsewhere in the book of the multifaceted joys of the resurrected life in the new universe, some readers may think, But our eyes should be on the giver, not the gift; we must focus on God, not on Heaven. This approach sounds spiritual, but it erroneously divorces our experience of God from life, relationships, and the world—all of which God graciously gives us. It sees the material realm and other people as God’s competitors rather than as instruments that communicate his love and character. It fails to recognize that because God is the ultimate source of joy, and all secondary joys emanate from him, to love secondary joys on Earth can be—and in Heaven always will be—to love God, their source.

In one of his addresses to workingmen Huxley compared life to a game of chess. We must learn the names and the values and the moves of each piece, and all the rules of the game if we hope to play it successfully. The chessboard is the world, the pieces are the phenomena of the universe, the rules of the game are what we call the laws of nature. But it may be questioned if the comparison is a happy one. Life is not a game in this sense, a diversion, an aside, or a contest for victory over an opponent, except in isolated episodes now and then. Mastery of chess will not help in the mastery of life. Life is a day's work, a struggle where the forces to be used and the forces to be overcome are much more vague and varied and intangible than are those of the chessboard. Life is coöperation with other lives. We win when we help others to win. I suppose business is more often like a game than is life—your gain is often the other man's loss, and you deliberately aim to outwit your rivals and competitors. But in a sane, normal life there is little that suggests a game of any kind.

Peter Drucker challenged executives to capitalize on “unexpected success.” He wrote: When a new venture does succeed, more often than not it is in a market other than the one it was originally intended to serve, with products or services not quite those with which it had set out, bought in large part by customers it did not even think of when it started, and used for a host of purposes besides the ones for which the products were first designed. If a new venture does not anticipate this, organizing itself to take advantage of the unexpected and unseen markets … then it will succeed only in creating an opportunity for a competitor.

There is a driving force behind a mystery that we cannot understand, and it includes more than reason alone. The urge to cosmic heroism, then, is sacred and mysterious and not to be neatly ordered and rationalized by science and secularism. Science, after all, is a credo that has attempted to absorb into itself and to deny the fear of life and death; and it is only one more competitor in the spectrum of roles for cosmic heroics.

When human beings give their heartfelt allegiance to and worship that which is not God, they progressively cease to reflect the image of God. One of the primary laws of human life is that you become like what you worship; what’s more, you reflect what you worship not only back to the object itself but also outward to the world around. Those who worship money increasingly define themselves in terms of it and increasingly treat other people as creditors, debtors, partners, or customers rather than as human beings. Those who worship sex define themselves in terms of it (their preferences, their practices, their past histories) and increasingly treat other people as actual or potential sexual objects. Those who worship power define themselves in terms of it and treat other people as either collaborators, competitors, or pawns. These and many other forms of idolatry combine in a thousand ways, all of them damaging to the image-bearing quality of the people concerned and of those whose lives they touch. My suggestion is that it is possible for human beings so to continue down this road, so to refuse all whisperings of good news, all glimmers of the true light, all promptings to turn and go the other way, all signposts to the love of God, that after death they become at last, by their own effective choice, beings that once were human but now are not, creatures that have ceased to bear the divine image at all. With the death of that body in which they inhabited God’s good world, in which the flickering flame of goodness had not been completely snuffed out, they pass simultaneously not only beyond hope but also beyond pity. There is no concentration camp in the beautiful countryside, no torture chamber in the palace of delight. Those creatures that still exist in an ex-human state, no longer reflecting their maker in any meaningful sense, can no longer excite in themselves or others the natural sympathy some feel even for the hardened criminal. I

You first compete with yourself before competing against others; if you cannot beat your last best result, do not be surprised if it seems difficult to compete against external competitors.

Food processing began as a way to extend the shelf life of food by protecting it from these competitors. This is often accomplished by making the food less appealing to them, by removing nutrients from it

Take the value “We treat customers the way we would want to be treated.” That’s pretty tangible, but Bank One had literally identified the ten or twelve behaviors that made that value come to life. Here are some of them: Never let profit center conflicts get in the way of doing what is right for the customer. Give customers a good, fair deal. Great customer relationships take time. Do not try to maximize short-term profits at the expense of building those enduring relationships. Always look for ways to make it easier to do business with us. Communicate daily with your customers. If they are talking to you, they can’t be talking to a competitor. Don’t forget to say thank you. Another value Bank One had was: “We strive to be the low-cost provider through efficient and great operations.” Some of the prescribed behaviors included: Leaner is better. Eliminate bureaucracy. Cut waste relentlessly. Operations should be fast and simple. Value each other’s time. Invest in infrastructure. We should know our business best. We don’t need consultants to tell us what to do.

The inherent hostility of machine-mediated relatedness is nowhere more evident than in the use of the most theatrical machines of all: instruments of war. All weapons are designed to affect others without affecting ourselves, to make others answerable to the technology in our control. Weapons are the equipment of finite games designed in such a way that they do not maximize the play but eliminate it. Weapons are meant not to win contests but to end them. Killers are not victors; they are unopposed competitors, players without a game, living contradictions.

What’s in it for me?” Our culture teaches us that if we want something in life, we have to “look out for number one.” It says, “Life is a game, a race, a competition, and you better win it.” Schoolmates, work colleagues, even family members are seen as competitors—the more they win, the less there is for you. Of course we try to appear generous and cheer for others’ successes, but inwardly, privately, so many of us are eating our hearts out when others achieve. Many of the great things in the history of our civilization have been achieved by the independent will of a determined soul.

Find your own free time and use this stage of your life as an investment; finding your allies (your lifetime clients) will create astounding results for the rest of your life.

And then I did what no other athlete has done before. I won 2 Olympic gold medals in 2 different sports in the same afternoon. First I won the cross-country ski race. I went from home to Miller’s Pond and won by so much I couldn’t even see my competitors. But

You don't win by wishing for your competitor or enemy to be weak and broke; you win when you build yourself to be strong and to do the winning job right

For Gracias, the Tesla and SpaceX investor and Musk’s friend, the 2008 period told him everything he would ever need to know about Musk’s character. He saw a man who arrived in the United States with nothing, who had lost a child, who was being pilloried in the press by reporters and his ex-wife and who verged on having his life’s work destroyed. “He has the ability to work harder and endure more stress than anyone I’ve ever met,” Gracias said. “What he went through in 2008 would have broken anyone else. He didn’t just survive. He kept working and stayed focused.” That ability to stay focused in the midst of a crisis stands as one of Musk’s main advantages over other executives and competitors. “Most people who are under that sort of pressure fray,” Gracias said. “Their decisions go bad. Elon gets hyperrational. He’s still able to make very clear, long-term decisions. The harder it gets, the better he gets. Anyone who saw what he went through firsthand came away with more respect for the guy. I’ve just never seen anything like his ability to take pain.” fn1

Legend has it that Pythagoras coined the term ‘philosopher’ or lover of wisdom, which he reputedly explained using the allegory of human life as a crowded ‘festival’, like the ancient Olympic Games. There are athletes competing for glory, stallholders selling their wares for profit, and spectators who simply want to take in the whole experience that surrounds them. According to Pythagoras, these illustrate three ways of life: 1  The ambitious (competitors), who seek public acclaim and reputation as the chief good in life. 2  The greedy (traders), who cherish wealth and material gain above all. 3  The philosophers or ‘lovers of wisdom’ (spectators), who prize truth and knowledge, seeking to understand life in its entirety.

Human males, too, form alliances for gaining resources such as large game, political power within the group, ways to defend against the aggression of other coalitions of men, and sexual access to women.7 The survival and reproductive benefits derived from these coalitional activities constituted tremendous selection pressure over human evolutionary history for men to form alliances with other men. Since ancestral women did not hunt large game, declare war on other tribes, or attempt to forcibly capture men from neighboring bands, they did not experience equivalent selection pressure to form coalitions. Although women do form coalitions with other women for the care of the young and for protection from sexually aggressive men, these are weakened whenever a woman leaves her kin group to live with her husband and his clan. The combination of strong coalitions among men and somewhat weaker coalitions among women, according to Barbara Smuts, may have contributed historically to men’s dominance over women.9 My view is that women’s preferences for a successful, ambitious, and resource-capable mate coevolved with men’s competitive mating strategies, which include risk taking, status striving, derogation of competitors, coalition formation, and an array of individual efforts aimed at surpassing other men on the dimensions that women desire. The intertwining of these coevolved mechanisms in men and women created the conditions for men to dominate in the domain of resources. The origins of men’s control over resources is not simply an incidental historical footnote of passing curiosity. Rather, it has a profound bearing on the present, because it reveals some of the primary causes of men’s continuing control of resources. Women today continue to want men who have resources, and they continue to reject men who lack resources. These preferences are expressed repeatedly in dozens of studies conducted on tens of thousands of individuals in scores of countries worldwide. They are expressed countless times in everyday life. In any given year, the men whom women marry earn more than men of the same age whom women do not marry. Even professionally successful women who do not really need resources from a man are reluctant to settle for a mate who is less successful than they are. Women who earn more than their husbands seek divorce more often, although this trend appears to be changing, at least within America. Men continue to compete with other men to acquire the status and resources that make them desirable to women. The forces that originally caused the resource inequality between the genders—women’s mate preferences and men’s competitive strategies—are the same forces that contribute to maintaining resource inequality today. Feminists’ and evolutionists’ conclusions converge in their implication that men’s efforts to control female sexuality lie at the core of their efforts to control women. Our evolved sexual strategies account for why this occurs, and why control of women’s sexuality is a central preoccupation of men. Over the course of human evolutionary history, men who failed to control women’s sexuality—for example, by failing to attract a mate, failing to prevent cuckoldry, or failing to retain a mate—experienced lower reproductive success than men who succeeded in controlling women’s sexuality. We come from a long and unbroken line of ancestral fathers who succeeded in obtaining mates, preventing their infidelity, and providing enough benefits to keep them from leaving. We also come from a long line of ancestral mothers who granted sexual access to men who provided beneficial resources.

Not only did Lance train hard but he also was one of the fiercest competitors ever. After winning his fifth Tour de France in 2003, he defiantly said, “No one trains like me. No one rides like me. This jersey’s mine. I live for this jersey. It’s my life. No one’s taking it away from me. This fucking jersey’s mine.” Lance didn’t just visualize success. He also visualized crushing his competitors. I respect that mindset.

True scarcity and scarcity-thinking are different phenomena as well. There are regions of the world where resources are locally scarce, where people lack for their most fundamental needs. However, scarcity-thinking is an attitude as prevalent among the well-heeled as among the down-at-heel, and remains unaltered by a change in circumstances. It is a fatalistic outlook, as profiled by the English economist Thomas Malthus in his 1798 “Essay on the Principle of Population” that predicts that supplies—which appear fixed and limited—will eventually run out. This attitude prompts us to seek to acquire more for ourselves no matter how much we have and to treat others as competitors no matter how little they have.

You can't have a Champion Athlete without great competitors pushing them away.

The facts are uncontroversial. Trump spent far less money on advertising than Clinton or his Republican opponents, yet he received a vastly greater volume of media coverage.20 The news business seemed strangely obsessed with this strange man, and lavished on him what may have been unprecedented levels of attention. The question is why. The answer will be apparent to anyone with eyes to see. Donald Trump is a peacock among the dull buzzards of American politics. The one discernible theme of his life has been the will to stand out: to attract all eyes in the room by being the loudest, most colorful, most aggressively intrusive person there. He has clearly succeeded to an astonishing degree. The data on media attention speaks to a world-class talent for self-promotion.21 Again, there can be no question that this allowed Trump to separate himself from his competitors in the Republican primaries. He appeared to be a very important person. Everyone on TV was talking about him.22 Who could say the same about Ted Cruz? Media people pumped the helium that elevated Donald Trump’s balloon, and they did so from naked self-interest. He represented high ratings and improved subscription numbers. Until the turn of the new millennium, the news media had controlled the information agenda. They could decide, on the basis of some elite standard, how much attention you deserved. In a fractured information environment, swept by massive waves of signal and noise, amid newspaper bankruptcies and many more TV news channels, every news provider approaches a story from the perspective of existential desperation. Trump understood the hunger, and knew how to feed the beast.

Everyone’s job has different requirements, but the three main folders I use should fit many types of work. Current projects, with a subfolder for each project. (You should try to keep these to no more than ten. After all, how many of us are simultaneously working on more than ten projects? If you are, you’ll learn in the next chapter how to tidy your time.) Records, which contain policies and procedures you regularly access. Usually, these files are provided by others and you typically don’t modify them. Examples include legal contracts and employee files. Saved work, which consists of documents from past projects that you’ll use in the future. Examples include files that can help you with new projects, like a presentation from a previous client that can be a good template for a future one. Other types of saved work can include research you’ve done that could be helpful later, such as benchmarking of competitors or industry research. You may also want to save some projects to have a portfolio to show to prospective clients or new employees for training purposes. If you keep personal files in the same space, add a “Personal” folder so you don’t intermingle personal and work files. Keep digital documents organized. Staying organized is much easier once you have a small set of intuitive, primary folders. If you decide to keep a new file, put it in the most appropriate folder. Otherwise, delete it. The usefulness of your folders will improve as you consistently place similar files in the same place and keep only what you need. When projects are done, decide whether they warrant being moved to your “Saved Work” folder or if you can discard them. There’s no need to store records such as company policies if they’re accessible in other places or won’t be needed again.

I love that as fellow authors, we are not competitors but teammates. It's a vast world--stories/books, there is room for all of us.

Runners in a race ought to compete and strive to win as hard as they can,” Chrysippus would later say, “but by no means should they trip their competitors or give them a shove. So too in life; it is not wrong to seek after the things useful in life; but to do so while depriving someone else is not just.

But most important are those things we don’t know that we don’t know, pieces of information we’ve never imagined but that would be game changing if uncovered. Maybe our counterpart wants the deal to fail because he’s leaving for a competitor. These unknown unknowns are Black Swans.

Act Like a Champion YOU'RE A CHAMPION. Here's proof: You're alive. You were conceived in the womb of your mother as a result of the most exhausting, gruesome race in the universe. There were 180 million human sperms running, swimming, cycling towards one solitary egg waiting in the fallopian tube of the female body. It was a triathlon of epic proportions where there would be only one champion. And you won. You came out the champion. You defeated 180 million competitors. I repeat: You're already a champion. So act like one. God created you for a sacred mission. So live life every day with purpose and passion.

It would be one thing if such scorekeeping worked, but it never has and never will, not where the heart is concerned. When one person’s gain equals the other’s loss, the relationship between them always suffers. We become competitors rather than teammates. Moreover, like a husband pointing out the dishes he’s done in order to leverage some gratitude from his wife, the second we harness our good deeds for credit is the second they become less good. All of a sudden, a price tag is dangling off of what was supposed to be a gift. “If I knew that you’d require a ton of affirmation and thanks, or that you’d hold it over my head, I would’ve done the dishes myself!” And that’s just the petty stuff. The language of scorekeeping is the language of conditionality. “I’ll do this for you because you do that for me.” “I’ll hold up my end of the bargain as long as you hold up yours,” we say. However egalitarian our intention, that kind of nonassurance sets us up for a life of accounting. But what works at the office runs out of gas at home.

Standard merely had to dump oil at cost to stamp out competitors.

A very smart monopolist, Rockefeller kept prices low enough to retain control of the market but not so low as to wipe out all lingering competitors.

I use the military to illustrate the example because the lessons are so much more exaggerated when it is a matter of life and death. There is a pattern that exists in the organizations that achieve the greatest success, the ones that outmaneuver and outinnovate their competitors, the ones that command the greatest respect from inside and outside their organizations, the ones with the highest loyalty and lowest churn and the ability to weather nearly every storm or challenge. These exceptional organizations all have cultures in which the leaders provide cover from above and the people on the ground look out for each other. This is the reason they are willing to push hard and take the kinds of risks they do. And the way any organization can achieve this is with empathy.

but Rockefeller started at the top, believing that if he could crack his strongest competitor first, it would have a tremendous psychological impact.

For Rockefeller, the arrangement promised multiple advantages, for he not only received preferential rates from Erie but could also chart the oil movements of competitors across the country.

In absorbing competitors, Rockefeller was equally secretive and asked them to continue operating under their original names and not divulge their Standard Oil ownership.

Between February 17 and March 28, 1872—between the first rumors of the SIC and the time it was scuttled—Rockefeller swallowed up twenty-two of his twenty-six Cleveland competitors. During

Most people fail because they confuse their gurus for their competitors.

In the eighties, the fast-food chain Wendy’s effectively asked America, “Where’s the beef?” The implication was that their competitors weren’t using enough meat. So what’s at stake for choosing another brand over Wendy’s? We might get stuck with a wimpy sandwich. Likewise, Whole Foods has built an enormous industry helping customers avoid the consequences of overly processed foods, and more recently Trader Joe’s has come along to help customers avoid the consequences of Whole Foods’ prices. Brands that help customers avoid some kind of negativity in life (and let their customers know what that negativity is) engage customers for the same reason good stories captivate an audience: they define what’s at stake.

When you have “failed better” enough times, you will surely succeed because you have dialectically honed you skills to the level where you are vastly superior to your competitors. Knowing how to “fail better” is one of the greatest challenges and opportunities in life. As you learn the mistakes of each failure, your knowledge, resilience and talent grow enormously. Eventually you stand transformed, ready to be an astonishing success, tested in the fire, prepared to rise up from the ashes of defeat, to follow the wondrous Phoenix to the highest peaks.

This thing, whether rendered crudely or poetically, is the misguided belief that America’s history possesses something better to which we can return. But it is not there. We have not been friends, but competitors. We have not practiced affection—at our absolute best we manage tolerance. We silence our better angels before turning them into familiar devils.

It's true that you can become so immersed in what you're trying to achieve as a competitor that you risk tunnel vision, becoming thoughtless as a result and failing to consider the little things that make the people in your life happy and family life smoother.

If you want to become invaluable in a workplace—in any community—just do the useful things no one else is doing. Arrive earlier and leave later than your compatriots (but do not deny yourself your life).1 Organize what you can see is dangerously disorganized. Work, when you are working, instead of looking like you are working. And finally, learn more about the business—or your competitors—than you already know. Doing so will make you invaluable—a veritable lynchpin. People will notice that and begin to appreciate your hard-earned merits.

the historical Jesus is neither the real Jesus nor the easy way to him. The real Jesus is not available and never will be. This is true not because Jesus did not exist -he certainly did- but rather because the sources that have survived do not and never intended to record all or even most of the words and deeds of his public ministry-to say nothing of the rest of his life.

Cicero could not boast a long line of noble ancestors, as his colleagues and competitors constantly did,

Switching costs aren’t just financial expenditures; they can also include inconveniences and risks incurred when a customer changes from one vendor to another. Consider, for example, the costs and risks when switching dog walkers. A family must trust the new walker with keys to their residence, must brief the new walker on their pet’s patterns and preferences, and run the risk that their dog may not take to this new human in its life. Switching costs can be a double-edged sword. For example, to attract customers, Baroo had to overcome these barriers. However, once it did, Baroo retained customers because they faced the high cost of switching to a competitor.

Joan Joyce is the real deal, a fierce competitor and one of the greatest athletes and coaches in sports history. Tony Renzoni’s moving tribute to Joan shows us why she is a champion in sports and in life. —Billie Jean King, sports icon and equality pioneer The story is all true. Joan Joyce was a tremendous pitcher, as talented as anyone who ever played. [responding to a newspaper account of his early 1960s match-ups against Joan Joyce] —Ted Williams, Hall of Famer and Boston Red Sox great, December 30, 1999 Joan Joyce is truly the greatest female athlete in sports history. And a great coach as well. Tony Renzoni’s well-researched book is a touching tribute to this phenomenal athlete. I highly recommend this book! —Bobby Valentine, former MLB player and manager Quotes for Historic Connecticut Music Venues: From the Coliseum to the Shaboo: I would like to thank Tony Renzoni for giving me the opportunity to write the foreword to his wonderful book. I highly recommend Connecticut Music Venues: From the Coliseum to Shaboo to music lovers everywhere! —Felix Cavaliere, Legendary Hall of Famer (Young Rascals/Rascals, Solo) As the promoter of the concerts in many of the music venues in this book, I hope you enjoy living the special memories this book will give you. —Jim Koplik, Live Nation president, Connecticut and Upstate New York Tony Renzoni has captured the soul and spirit of decades of the Connecticut live music scene, from the wild and wooly perspective of the music venues that housed it. A great read! —Christine Ohlman, the “Beehive Queen,” recording artist/songwriter Tony Renzoni has written a very thoughtful and well-researched tribute to the artists of Connecticut, and we are proud to have Gene included among them. —Lynne Pitney, wife of Gene Pitney Our Alice Cooper band recorded the Billion Dollars Babies album in a mansion in Greenwich. Over the years, there have been many great musicians from Connecticut, and the local scene is rich with good music. Tony Renzoni’s book captures all of that and more. Sit back and enjoy the ride. —Dennis Dunaway, hall of famer and co-founder of the Alice Cooper band. Rock ’n’ Roll music fans from coast to coast will connect to events in this book. Strongly recommended! —Judith Fisher Freed, estate of Alan Freed

None of us can do as well solo as we do in a race when we compete with others. Your competitor is helping you to discover your limits and potential and how you have more in yourself than you thought possible. She is your greatest ally in that self-discovery, and you are the same for her,

At first I was a bit apprehensive about no longer specializing in second-mortgage loans, because I had worked so hard to learn the business and establish some great contacts.  When I finally made the decision, however, the reasoning I used was destined to become an integral part of my thinking for the rest of my life. That reasoning is encapsulated in the Leapfrog Theory, which states:  No one has an obligation—moral, legal, or otherwise—to "work his way up through the ranks."  Every human being possesses an inalienable right to make a unilateral decision to redirect his career and begin operating on a higher level at any time that he, and he alone, believes he is ready. If one aspires to great accomplishments, he must recognize that the quickest way to the top is not by fighting his way through the pack, but by leapfrogging over it.  There is, however, a catch.  If you aren't prepared to rise above the competition, then, in spite of any bold proclamations, the realities of the Business World Jungle will knock you right back into the pack in short order.  In other words, even though you have a perfect right to proclaim that you're ready to move beyond your competitors, no amount of chest-pounding can overcome reality.

The competitors of leftist revolutionaries in Italy, Austria, or Hungary after the First World War were not nineteenth-century English Tories or English liberals. It was preeminently the revolutionary Right that performed this oppositional function. Moreover, the fascists did not operate as merely partisan opposition, like Republicans in the United States or the Conservative Party in England. They represented the "political" in the sense in which Carl Schmitt applied that term, namely as an adversary in a life-and-death confrontation between sides that did not view themselves as debating teams on a TV news program.

You are to become a creator, not a competitor; you are going to get what you want, but in such a way that when you get it every other man will have more than he has now.

When you choose to see everyone around you as a competitor. Everything as a competition. It will be difficult for you to ask for help or to get help when you need it. It will be difficult to get where you want to be In life, because no man is an Island. We always need each other, to archive great things. We must choose to set our differences aside and learn on how to work together.

When you craft a position statement, you want to answer these four questions: Who is your customer? Question to ask: Who will buy your product or service? Why is your startup the most/best/only . . . ? Questions to ask: What are you? How do you solve the problem? What key benefits does it provide? Questions to ask: Why would a customer choose you versus your competitors? What is your special focus or superpower? How does it realize an ultimate benefit that is important, meaningful, and transcends you as a person? Question to ask: Why are you spending your precious life doing this?

The final lesson: what to do when an active client suddenly stops answering our calls. We used to just give up and move on, but Bob has a better idea. “Give them the ‘No.’ Make them say they are done with you. It’s easy to do: just give them an ultimatum. Send an e-mail, or leave a message, saying that it appears that you, the salesperson, have been unable to come up with a way to move forward. You apologize for this, and then say that you intend to close the file and move on. Just say that, nothing more. If the client wasn’t finished, if they were just toying with you, then they’ll get right back to you. Believe me, this will happen. And if they are truly done and you hear nothing, then you can strike them off your list and move on to greener pastures.” Bob suggests another useful tactic. “Suppose you’re afraid that your client is thinking about going to a competitor, or you’re worried they are going to take your ideas and give them to someone else. Or anything, really, that you think might go wrong. Here’s how you deal with it in a non-threatening way. The technique is called ‘My Biggest Fear.’ You ask the question like this: ‘You know, Mr. Client, my biggest fear is that you are going to . . .’” Bob asks us for a list of ways that a deal can go wrong and starts listing our answers. So many fears: the client might give this job to someone else; might not be able to find enough money for the job; might recommend someone else to the decision makers; and on and on. Bob continues, “Whatever your fear is, that’s what you confess to the client. In a humble way. You aren’t trying to bully them into anything. You are going the other way, making yourself look pathetic. If they are human beings, they’re going to feel some sympathy for you, and you’ll get the difficult issue out in the open so that you can address it.” Brilliant.

Once a year, in the frog kingdom, a race was organized. Every year there was a different goal. This particular year, they had to get to the top of an old tower. All the frogs from the pond gathered to watch the event. The starting gun was fired. When they saw how high the tower was, the frogs in the crowd thought the competitors would never be able to reach the summit. They started saying things like: “‘Impossible! They’ll never make it.’ “‘Frogs can’t climb up something like that!’ “‘They’ll dehydrate before they get up there.’ “The competitors could hear them, and one after another they began to feel discouraged. Only a few went on climbing. The onlookers kept insisting: ‘It’s not worth it! None of them can make it. Look, they’ve nearly all given up!’ “The few remaining frogs admitted defeat, all except one, who simply went on climbing despite everything. And, alone, after a supreme effort, the frog reached the top of the tower. “Stupefied, the others wanted to know how he had done it. One went over to ask what his secret was, only to discover that the winner . . . was deaf!

Life will always be the most grueling endurance sport, and when you train hard, get uncomfortable, and callous your mind, you will become a more versatile competitor, trained to find a way forward no matter what. Because there will be times when life comes at you like a sledgehammer. Sometimes life hits you dead in the fucking heart.

The sole reason I work out like I do isn’t to prepare for and win ultra races. I don’t have an athletic motive at all. It’s to prepare my mind for life itself. Life will always be the most grueling endurance sport, and when you train hard, get uncomfortable, and callous your mind, you will become a more versatile competitor, trained to find a way forward no matter what. Because there will be times when life comes at you like a sledgehammer. Sometimes life hits you dead in the fucking heart.

Business, like life, goes on as a never-ending cycle of achieving advantage, facing threats from bold and innovative competitors, and adjusting to or succumbing to these challenges.

While it’s one thing to lose to a competitor, it’s quite another to beat yourself.

Metaphors were so bloody: people shot messengers, flogged dead horses, cut the throats of their competitors. Perhaps that was life; perhaps that was what it was really like.

People are looking for efficient and convenient ways to simplify their life, save time, and make more money.

The desire to compete and win is part of what motivates great athletes to play their best. But the negative thought (fear) of losing also drives them to pursue victory. The same is true concerning the bema. Paul saw himself as a competitor, determined to win. How awesome then must our God be that when we see Him, we will either desperately wish or jubilantly celebrate that our life had been devoted to Him?

When a Single Glance Can Cost a Million Dollars Under conditions of stress, the human body responds in predictable ways: increased heart rate, pupil dilation, perspiration, fine motor tremors, tics. In high-pressure situations, such as negotiating an employment package or being cross-examined under oath, no matter how we might try to play it cool, our bodies give us away. We broadcast our emotional state, just as Marilyn Monroe broadcast her lust for President Kennedy. We each exhibit a unique and consistent pattern of stress signals. For those who know how to read such cues, we’re essentially handing over a dictionary to our body language. Those closest to us probably already recognize a few of our cues, but an expert can take it one step further, and closely predict our actions. Jeff “Happy” Shulman is one such expert. Happy is a world-class poker player. To achieve his impressive winnings, he’s spent much of his life mastering mystique. At the highest level of play, winning depends not merely on skill, experience, statistics, or even luck with the cards, but also on an intimate understanding of human nature. In poker, the truth isn’t written just all over your face. The truth is written all over your body. Drops of Sweat, a Nervous Blink, and Other “Tells” Tournament poker is no longer a game of cards, but a game of interpretation, deception, and self-control. In an interview, Happy says that memorizing and recognizing your opponent’s nuances can be more decisive than luck or skill. Imperceptible gestures can reveal a million dollars’ worth of information. Players call these gestures “tells.” With a tell, a player unintentionally exposes his thoughts and intentions to the rest of the table. The ability to hide one’s tells—and conversely, to read the other players’ tells—offers a distinct advantage. At the amateur level, tells are simpler. Feet and legs are the biggest moving parts of your body, so skittish tapping is a dead giveaway. So is looking at a hand of cards and smiling, or rearranging cards with quivering fingertips. But at the professional level, tells would be almost impossible for you or me to read. Happy spent his career learning how to read these tells. “If you know what the other player is going to do, it’s easier to defend against it.” Like others competing at his level, Happy might prepare for a major tournament by spending hours reviewing tapes of his competitors’ previous games in order to instantly translate their tells during live competition.

The beauty of changing the rules is that it changes the game. When you change the game, you have an edge over your competitors.

66. The Will To Win Means Nothing Without The Will To Train I have met a lot of people over the years who professed that they would do whatever it took to win a race or climb a big mountain. But sometimes the will to win just isn’t enough. In fact, the will to win means nothing if you don’t also have the will to train. The day of the race is the easy bit: all eyes are on you and the adrenalin is running high. But the race or the battle is really won or lost in the build-up: the unglamorous times when it is raining at 5:30 a.m. and you don’t want to get out of your warm bed to go for a run. So, don’t fall into the trap of trying hard but lacking the skills or resources that you can only gain through training. I love the story of Daley Thompson, the decathlete who won gold at two Olympics. He used to say his favourite day of the year to train was Christmas Day, as he knew it would be the only day his competitors wouldn’t be training. That is commitment, and it is part of why he won - he saw it as a chance to get 1/365th quicker than his rivals! So, remember that our goals are reached by how we prepare and train in the many months before crunch time. Train right, and the summit or gold medal will be the inevitable culmination of your commitment. I like that, because it means the rewards go to the dogged rather than the brilliant.

We had portable music before the iPod, most commonly in the form of the Sony Walkman and Discman (and their competitors), but these devices played only a restricted role in most people’s lives—something you used to entertain yourself while exercising, or in the back seat of a car on a long family road trip. If you stood on a busy city street corner in the early 1990s, you would not see too many people sporting black foam Sony earphones on their way to work. By the early 2000s, however, if you stood on that same street corner, white earbuds would be near ubiquitous. The iPod succeeded not just by selling lots of units, but also by changing the culture surrounding portable music. It became common, especially among younger generations, to allow your iPod to provide a musical backdrop to your entire day—putting the earbuds in as you walk out the door and taking them off only when you couldn’t avoid having to talk to another human.

the comparison for a moment, though, because it offers a valuable lesson: When strong ideas take root, they can sometimes crowd out competitors so thoroughly that alternatives can’t prosper. So sometimes the best way to spark creativity is by disturbing things just enough to let some light through.

Inspirational dreams stimulate us to explore and inquire. Constructive dreams encourage us to solve intractable problems and defeat our competitors. Working on personal or professional problems throughout a dreamy night assists us surmount personal frustrations, overcome cognitive obstructions, and surmount somatic barriers. Sensual dreams endorse pair bonding; promote the principle of natural selection, the desire of the individual to find the best mate and to achieve the optimum genetic mixing. Carnal dreams stimulate the human reflex to reproduce the species; such dreams oftentimes conflict with human values of fidelity and mating for life. Nightmares act as omens, warning us to beware of dangers. Lurid dreams signal us to exercise caution and personal restraint.

For Gracias, the Tesla and SpaceX investor and Musk’s friend, the 2008 period told him everything he would ever need to know about Musk’s character. He saw a man who arrived in the United States with nothing, who had lost a child, who was being pilloried in the press by reporters and his ex-wife and who verged on having his life’s work destroyed. “He has the ability to work harder and endure more stress than anyone I’ve ever met,” Gracias said. “What he went through in 2008 would have broken anyone else. He didn’t just survive. He kept working and stayed focused.” That ability to stay focused in the midst of a crisis stands as one of Musk’s main advantages over other executives and competitors. “Most people who are under that sort of pressure fray,” Gracias said. “Their decisions go bad. Elon gets hyperrational. He’s still able to make very clear, long-term decisions. The harder it gets, the better he gets. Anyone who saw what he went through firsthand came away with more respect for the guy. I’ve just never seen anything like his ability to take pain.

in the kind of place where neighbors tried to terrorize their competitors by leaving cow heads on their beds! The her who had every step of her life planned in an outline that would make a researcher proud. The

The American writer, inventor and statesman Benjamin Franklin, a keen (though by all accounts not very good) player, insisted it was the former, as he made clear in a much-reprinted essay called ‘The Morals of Chess’ (published in 1786 but written half a century earlier) which argued that it was good for the soul. ‘The Game of Chess,’ he wrote, ‘is not merely an idle amusement. Several very valuable qualities of the mind, useful in the course of human life, are to be acquired or strengthened by it, so as to become habits, ready on all occasions. For life is a kind of chess, in which we have often points to gain, and competitors or adversaries to contend with, and in which there is a vast variety of good and ill events that are, in some degree, the effects of prudence or the want of it.’ Franklin said chess taught you foresight, circumspection, caution and optimism.

At the Puerto Rico beneficial-AI conference mentioned in the first chapter, Elon Musk argued that what we need right now from governments isn’t oversight but insight: specifically, technically capable people in government positions who can monitor AI’s progress and steer it if warranted down the road. He also argued that government regulation can sometimes nurture rather than stifle progress: for example, if government safety standards for self-driving cars can help reduce the number of self-driving-car accidents, then a public backlash is less likely and adoption of the new technology can be accelerated. The most safety-conscious AI companies might therefore favor regulation that forces less scrupulous competitors to match their high safety standards.