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.

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.

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

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.

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.

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.

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.

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.

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

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.

Stage Five’s T-shirt would read “life is great,” and they haven’t been doing illicit substances. Their language revolves around infinite potential and how the group is going to make history—not to beat a competitor, but because doing so will make a global impact. This group’s mood is “innocent wonderment,” with people in competition with what’s possible, not with another tribe.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.

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.

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.

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.

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

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!

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.

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.

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?)