Core Competencies Quotes

We are just proceeding adaptively to leverage our core competencies.

Never outsource your core competency.

Kindness is a core competency for managers. If a manager isn't willing or able to be nice, they're a threat to company culture.

Know your core competencies and focus on being great at them.

A common mistake in strategy is to choose the same core competences as everyone else in your industry.

Every organisation, not just business, needs 1 core competence: Tactical execution

Grasping the company's core competencies, competitive advantages, and sources of revenue is essential for strategic decision- making.

White trash had a way of finding their graves. Along with wife beating and beer sucking, dying was probably their only core competency.

A core competency is a combination and harmonization of multiple capabilities with a focus.

The organization's long-term success is based on a set of differentiated capabilities and its core competency.

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

Though you will save many hours by seizing control of your calendar, and clearing away non-core-competency activities, in the long run, the best way to create more time is to actually get better at your professional craft.

It is very difficult to go through life when your core belief about yourself is that you are incompetent and do not count. When you have no sense of your own value, you are like a leaf in the wind, dependent on what others think of you to know who you are. In order to attain a better quality of life, it is imperative that your loved one develop a sense of mastery, competency, and respect for himself.

You have multiple core competencies with surprisingly minimal Venn.

Got what?” Pete Starling asked, over the video link. “Am I missing something?” “No,” Dinah said. “We are just proceeding adaptively to leverage our core competencies.

the right job leverages your core competencies—things you do best and enjoy—and meets certain working conditions, including autonomy and being challenged to the extent of your abilities.

Death to Core Competency,” suggests that whatever a company’s specialty product or service might be—whatever got you to where you are today—might not be the thing that gets you to the next level.

Fewer than one in twenty security professionals has the core competence and the foundation knowledge to take a system all the way from a completely unknown state of security through mapping, vulnerability testing, password cracking, modem testing, vulnerability patching, firewall tuning, instrumentation, virus detection at multiple entry points, and even through back-ups and configuration management.

. The whole idea of heaven and hell is a perfect illustration of just how the core of Christian doctrine is antithetical to reason, rationality and even life. It elevates ignorance and non-productivity and suppresses creative and innovative thought. One competent scientist is worth more than a thousand evangelists.

The wording does not come naturally in this bastard language of Sabir, but Moseh’s plan was to synergistically leverage the value-added of diverse core competencies into a virtual entity whose whole was more than the sum of its parts…

It happens because we are conditioned to negotiate for protection! It’s understandable. We never learned a core competence for effective living—making agreements for results that embrace others as real partners with whom we want to succeed.

The nature of conspiracy, which among those who both feared and named it, seemed to always possess at its core a misguided belief in the competence of others, as weighed against the incapacities, real or imagined, of the believer. Therefore, he concluded, the belief in conspiracy was an announcement of the believer's own sense of utter helplessness in the face of forces both mysterious and fatally efficient.

by trying lots of things you think you might enjoy, you will learn more about yourself, and what you are actually good at, what might be your core competencies, and which of the biggies are worth going for. You may be shocked by what you discover. This is why you just have to keep an open mind and try things.

A society that fails to value communality — our need to belong, to care for one another, and to feel caring energy flowing toward us — is a society facing away from the essence of what it means to be human. Pathology cannot but ensue. To say so is not a moral assertion but an objective assessment. "When people start to lose a sense of meaning and get disconnected, that's where disease comes from, that's where breakdown in our health — mental, physical, social health — occurs," the psychiatrist and neuroscientist Bruce Perry told me. If a gene or virus were found that caused the same impacts on the population's well-being as disconnection does, news of it would bellow from front-page headlines. Because it transpires on so many levels and so pervasively, we almost take it for granted; it is the water we swim in. We are steeped in the normalized myth that we are, each of us, mere individuals striving to attain private goals. The more we define ourselves that way, the more estranged we become from vital aspects of who we are and what we need to be healthy. Among psychologists there is a wide-ranging consensus about what our core needs consist of. These have been variously listed as: - belonging, relatedness, or connectedness; - autonomy: a sense of control in one's life; - mastery or competence; - genuine self-esteem, not dependent on achievement, attainment, acquisition, or valuation by others; - trust: a sense of having the personal and social resources needed to sustain one through life; - purpose, meaning, transcendence: knowing oneself as part of something larger than isolated, self-centered concerns, whether that something is overtly spiritual or simply universal/humanistic, or, given our evolutionary origins, Nature. "The statement that the physical and mental life of man, and nature, are interdependent means simply that nature is interdependent with itself, for man is a part of nature." So wrote a twenty-six-year-old Karl Marx in 1844. None of this tells you anything you don't already know or intuit. You can check your own experience: What's it like when each of the above needs is met? What happens in your mind and body when it's lacking, denied, or withdrawn?

An outcast has all possibilities of greatness.. Rejected, he has nothing to lose while using his talents.. Competing with his own talents and only against himself...

When you try to exercise authority within a department that is outside your core competencies, you will hinder everything and everyone under your watch. If you fail to distinguish between authority and competence, you will exert your influence in ways that damage projects and people. To put it bluntly, there are things you are responsible for that you should keep your nose out of.

My spirit mirrors the radiance of a clear, blue sky. With closed eyes I lift my face and smile, warmed from the core and from above. All hopes and dreams compete with this endless expanse of heaven, desiring the clock of eternity. I reach with my hands―frenziedly achieving―attempting to learn and do all. Yet I understand the humble truth; a drop of rain shall amount to my contribution among all the droplets in the vast ocean of human history. It is a pure and precious tear that seeps from my efforts....my existence. Taste how sweet! It is all that I have, given willingly.

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

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

Switches among identities occur in response to changes in emotional state or to environmental demands, resulting in another identity emerging to assume control. Because different identities have different roles, experiences, emotions, memories, and beliefs, the therapist is constantly contending with their competing points of view. Helping the identities to be aware of one another as legitimate parts of the self and to negotiate and resolve their conflicts is at the very core of the therapeutic process. It is countertherapeutic for the therapist to treat any alternate identity as if it were more “real” or more important than any other. Guidelines for Treating Dissociative Identity Disorder in Adults, Third Revision

Economics itself offers a parallel that explains why this integration affects creativity. Clay Christensen has written about the “Innovator’s Dilemma”: the fact that large traditional firms find it rational to ignore new, breakthrough technologies that compete with their core business. The same analysis could help explain why large, traditional media companies will undermine our tradition of free culture. The property right that is copyright is no longer the balanced right that it was, or was intended to be. The property right that is copyright has become unbalanced, tilted toward an extreme. The opportunity to create and transform becomes weakened in a world in which creation requires permission and creativity must check with a lawyer.

you’ll need to figure out what you want to do during your 168 hours. Many of us have no idea; one of the benefits of claiming to be overworked or starved for time is that it lets you off the hook for dealing with the burden of choice. From interviewing people who love their lives, I’ve found that these people focus, as much as possible, in the work and personal spheres, on what I call their core competencies. These are the things they do best, and that others cannot do nearly as well or can’t do at all.

A simple idea, therefore, is one that finds the core of the problem. It takes no special talent to see the complex in the complex. Cutting through the clutter to see the simple in the complex is what distinguishes great scientists from the merely competent.

BOWLS OF FOOD Moon and evening star do their slow tambourine dance to praise this universe. The purpose of every gathering is discovered: to recognize beauty and love what’s beautiful. “Once it was like that, now it’s like this,” the saying goes around town, and serious consequences too. Men and women turn their faces to the wall in grief. They lose appetite. Then they start eating the fire of pleasure, as camels chew pungent grass for the sake of their souls. Winter blocks the road. Flowers are taken prisoner underground. Then green justice tenders a spear. Go outside to the orchard. These visitors came a long way, past all the houses of the zodiac, learning Something new at each stop. And they’re here for such a short time, sitting at these tables set on the prow of the wind. Bowls of food are brought out as answers, but still no one knows the answer. Food for the soul stays secret. Body food gets put out in the open like us. Those who work at a bakery don’t know the taste of bread like the hungry beggars do. Because the beloved wants to know, unseen things become manifest. Hiding is the hidden purpose of creation: bury your seed and wait. After you die, All the thoughts you had will throng around like children. The heart is the secret inside the secret. Call the secret language, and never be sure what you conceal. It’s unsure people who get the blessing. Climbing cypress, opening rose, Nightingale song, fruit, these are inside the chill November wind. They are its secret. We climb and fall so often. Plants have an inner Being, and separate ways of talking and feeling. An ear of corn bends in thought. Tulip, so embarrassed. Pink rose deciding to open a competing store. A bunch of grapes sits with its feet stuck out. Narcissus gossiping about iris. Willow, what do you learn from running water? Humility. Red apple, what has the Friend taught you? To be sour. Peach tree, why so low? To let you reach. Look at the poplar, tall but without fruit or flower. Yes, if I had those, I’d be self-absorbed like you. I gave up self to watch the enlightened ones. Pomegranate questions quince, Why so pale? For the pearl you hid inside me. How did you discover my secret? Your laugh. The core of the seen and unseen universes smiles, but remember, smiles come best from those who weep. Lightning, then the rain-laughter. Dark earth receives that clear and grows a trunk. Melon and cucumber come dragging along on pilgrimage. You have to be to be blessed! Pumpkin begins climbing a rope! Where did he learn that? Grass, thorns, a hundred thousand ants and snakes, everything is looking for food. Don’t you hear the noise? Every herb cures some illness. Camels delight to eat thorns. We prefer the inside of a walnut, not the shell. The inside of an egg, the outside of a date. What about your inside and outside? The same way a branch draws water up many feet, God is pulling your soul along. Wind carries pollen from blossom to ground. Wings and Arabian stallions gallop toward the warmth of spring. They visit; they sing and tell what they think they know: so-and-so will travel to such-and-such. The hoopoe carries a letter to Solomon. The wise stork says lek-lek. Please translate. It’s time to go to the high plain, to leave the winter house. Be your own watchman as birds are. Let the remembering beads encircle you. I make promises to myself and break them. Words are coins: the vein of ore and the mine shaft, what they speak of. Now consider the sun. It’s neither oriental nor occidental. Only the soul knows what love is. This moment in time and space is an eggshell with an embryo crumpled inside, soaked in belief-yolk, under the wing of grace, until it breaks free of mind to become the song of an actual bird, and God.

Core competence, as it is used by many managers, is a dangerously inward-looking notion. Competitiveness is far more about doing what customers value than doing what you think you’re good at. And staying competitive as the basis of competition shifts necessarily requires a willingness and ability to learn new things rather than clinging hopefully to the sources of past glory. The challenge for incumbent companies is to rebuild their ships while at sea, rather than dismantling themselves plank by plank while someone else builds a new, faster boat with what they cast overboard as detritus.

You didn’t warn us about this, Readier,’ said Stowley resentfully. Gilt waved his hands. ‘We must speculate to accumulate!’ he said. ‘The Post Office? Trickery and sleight of hand. Oh, von Lipwig is an ideas man, but that’s all he is. He’s made a splash, but he’s not got the stamina for the long haul. Yet as it turns out he will do us a favour. Perhaps we have been . . . a little smug, a little lax, but we have learned our lesson! Spurred by the competition we are investing several hundred thousand dollars—’ ‘Several hundred?’ said Greenyham. Gilt waved him into silence, and continued: ‘—several hundred thousand dollars in a challenging, relevant and exciting systemic overhaul of our entire organization, focusing on our core competencies while maintaining full and listening co-operation with the communities we are proud to serve. We fully realize that our energetic attempts to mobilize the flawed infrastructure we inherited have been less than totally satisfactory, and hope and trust that our valued and loyal customers will bear with us in the coming months as we interact synergistically with change management in our striving for excellence. That is our mission.’ An awed silence followed.

Removing the thought about the rotten feather, for now, Yuan calms his core, inhaling prana—the source energy from air. The animal’s wound healing. All the rabbits turn their necks now, watching him. At last, he deserves attention. They run to the Monk; jumping; climbing along the layered folds of his dark shawl; settling on his lap, thighs, and shoulders; competing with one another for the healing energy; seeking a share of the purity coming from the highest possible evolution in the universe. A monk’s purity procured through strict abstention won’t stain. Even a dead bird’s foul feather can’t tinge it.

Identify your core competencies. There are the things you do best, and that other people cannot do nearly as well. If you’re in the right job—one that taps your intrinsic motivations, gives you lots of autonomy, and challenges you to the extent of your abilities—one of these will probably be the substance of your paid work. Others likely include nurturing your family members and other loved ones, and nurturing your own soul, brain, and body in ways that you excel at and enjoy. Make a list of your core competencies. How many of your 168 hours are you devoting to these things? How many are you devoting to other things?

I suppose the attitude of the vast majority of people is 'Whats the hurry to do anything at all?' Most people have a job that gives them money and time off to enjoy it. Take the kids to the country, relax. Whats wrong with the way things are? I mean technology may have caused problems, but it's always solved them, hasn't it? We are healthier, and better off, and better dressed, and cleverer, and having more fun than anyone in history. And it's been good old inventive genius that's given us all this, so lets have more of the same. Tomorrow has always been better than today, so why should things suddenly be any different?... That's fine if your'e prepared to put up with a rate of change that makes today's breakneck pace look like a snail out for a walk. And a world more interdependent than it is now. and a level of specialization even more incomprehensible than it is now. And a growing avalanche of innovations each one competing with the other for the steadily shrinking amount of time there will be to make decisions about them. And a growing number of bureaucrats to process and handle those decisions. And outside this maelstrom, this core of decision making, way outside, cut off, the people who don't understand whats going on, and who wouldn't understand even if they got in to find out.

Fr. Michael Scanlon, in his book Inner Healing, states that, “We have an attitudinal life which operates from the very core of our being. . . . This life determines broad general patterns of relating to others and to God.” He then speaks of five different problem patterns that alert him to a need to pray for what he calls a “heart healing.” These are: 1) A judgmental spirit that is harsh and demanding on self and others. 2) A strong perfectionist attitude demanding the impossible from self and others. 3) A strong pattern of fearing future events. 4) A sense of aloneness and abandonment in times of decision. 5) A preoccupation with one’s own guilt and a compulsion to compete for position and success.[4]

How difficult was it during the first few seasons of Dancing with the Stars when you were competing against Mark and Julianne? It wasn’t hard for me because we competed against each other growing up. Those days, it was hard-core competition. This felt a little more like fun competition for us. But when Julianne beat us that first season, Mark and I both said, “Well, that feels weird!

Lacking adequate parental support or connection, many emotionally deprived children are eager to leave childhood behind. They perceive that the best solution is to grow up quickly and become self-sufficient. These children become competent beyond their years but lonely at their core. They often jump into adulthood prematurely, getting jobs as soon as they can, becoming sexually active, marrying early, or joining the service.

If we construct an economy where quantities are controlled, based on the belief there is never enough for all, then we must compete to determine the winners. We begin this with grades in the first grade. There is the presumption that competition is essential and so there must be a normal distribution of grades. All students cannot receive high marks. If I get an A, someone in the class must perform poorly. It is an early lesson in how the marketplace ideology works. In a community organized around abundance, competition will occur, but it is not built into the system as a core design element. In a neighborly culture, the abundance of resources becomes the design element

FIRST WAVE: SELF TRUST The first wave, Self Trust, deals with the confidence we have in ourselves—in our ability to set and achieve goals, to keep commitments, to walk our talk—and also with our ability to inspire trust in others. The whole idea is to become, both to ourselves and to others, a person who is worthy of trust. The key principle underlying this wave is credibility, which comes from the Latin root credere, meaning “to believe.” In this first wave, we will explore the “4 Cores of Credibility,” where we will discuss ways to increase our credibility in order to firmly establish trust with ourselves and with others. The end result of high character and high competence is credibility, judgment, and influence.

Situated in the center of family values debates is an imagined traditional family ideal. Formed through a combination of marital and blood ties, "normal" families should consist of heterosexual, racially homogeneous couples who produce their own biological children. Such families should have a specific authority structure, namely, a father-head earning an adequate family wage, a stay-at-home wife and mother, and children. Idealizing the traditional family as a private haven from a public world, family is seen as being held together through primary emotional bonds of love and caring. assuming a relatively fixed sexual division of labor, wherein women's roles are defined as primarily in the home with men's in the public world of work, the traditional family ideal also assumes the separation of work and family. Defined as a natural or biological arrangement based on heterosexual attraction, instead this monolithic family type is actually supported by government policy. It is organized not around a biological core, but a state-sanctioned, heterosexual marriage that confers legitimacy not only on the family structure itself but on children born in this family. In general, everything the imagined traditional family ideal is thought to be, African-American families are not. Two elements of the traditional family ideal are especially problematic for African-American women. First, the assumed split between the "public" sphere of paid employment and the "private" sphere of unpaid family responsibilities has never worked for U.S. Black women. Under slavery, U.S. Black women worked without pay in the allegedly public sphere of Southern agriculture and had their family privacy routinely violated. Second, the public/private binary separating the family households from the paid labor market is fundamental in explaining U.S. gender ideology. If one assumes that real men work and real women take care of families, then African-Americans suffer from deficient ideas concerning gender. in particular, Black women become less "feminine," because they work outside the home, work for pay and thus compete with men, and their work takes them away from their children. Framed through this prism of an imagined traditional family ideal, U.S. Black women's experiences and those of other women of color are typically deemed deficient. Rather than trying to explain why Black women's work and family patterns deviate from the seeming normality of the traditional family ideal, a more fruitful approach lies in challenging the very constructs of work and family themselves. Understandings of work, like understandings of family, vary greatly depending on who controls the definitions.

Our internalized oppression has at its core the most unshakeable, almost unconscious conviction that we deserve our condition because we are inferior in every way; we cannot rule our own lives, we must depend on men for everything, and must therefore please them, because we have no personal power and are incompetent, unattractive, stupid. Name something positive and we're not it. But men are. Every positive attribute finds its home in maleness. So we compete for the recognition and love of these demigods, their affirmation of the only affirmations we value. We try to win their acceptance and respect by repudiating that about ourselves—about women—which is different from them, emulating them, becoming more like them, always doing obeisance to their power structures, constantly reassuring them in hundreds of ways, large and small, that they needn't worry; we have no knowledge of the vast power within ourselves and no intention of finding out about it and using it.

Introversion—along with its cousins sensitivity, seriousness, and shyness—is now a second-class personality trait, somewhere between a disappointment and a pathology. Introverts living under the Extrovert Ideal are like women in a man’s world, discounted because of a trait that goes to the core of who they are. Extroversion is an enormously appealing personality style, but we’ve turned it into an oppressive standard to which most of us feel we must conform. The Extrovert Ideal has been documented in many studies, though this research has never been grouped under a single name. Talkative people, for example, are rated as smarter, better-looking, more interesting, and more desirable as friends. Velocity of speech counts as well as volume: we rank fast talkers as more competent and likable than slow ones. The same dynamics apply in groups, where research shows that the voluble are considered smarter than the reticent—even though there’s zero correlation between the gift of gab and good ideas.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

To fit into the Golden Straitjacket a country must either adopt, or be seen as moving toward, the following golden rules: making the private sector the primary engine of its economic growth, maintaining a low rate of inflation and price stability, shrinking the size of its state bureaucracy, maintaining as close to a balanced budget as possible, if not a surplus, eliminating and lowering tariffs on imported goods, removing restrictions on foreign investment, getting rid of quotas and domestic monopolies, increasing exports, privatizing state-owned industries and utilities, deregulating capital markets, making its currency convertible, opening its industries, stock and bond markets to direct foreign ownership and investment, deregulating its economy to promote as much domestic competition as possible, eliminating government corruption, subsidies and kickbacks as much as possible, opening its banking and telecommunications systems to private ownership and competition and allowing its citizens to choose from an array of competing pension options and foreign-run pension and mutual funds. When you stitch all of these pieces together you have the Golden Straitjacket. . . . As your country puts on the Golden Straitjacket, two things tend to happen: your economy grows and your politics shrinks. That is, on the economic front the Golden Straitjacket usually fosters more growth and higher average incomes—through more trade, foreign investment, privatization and more efficient use of resources under the pressure of global competition. But on the political front, the Golden Straitjacket narrows the political and economic policy choices of those in power to relatively tight parameters. . . . Governments—be they led by Democrats or Republicans, Conservatives or Labourites, Gaullists or Socialists, Christian Democrats or Social Democrats—that deviate too far from the core rules will see their investors stampede away, interest rates rise and stock market valuations fall.36

dominant logic, core competence, strategic intent, future of competition, bottom of the pyramid.

Determine Keywords Use Compete PRO to find out which keywords drive traffic in an industry category; then create a search with them in Traackr to find the influencers. Validate Use the automated tools as a stepping-stone in the influencer discovery process, read their blogs, and validate the data to build relationships with influencers. Show Commitment Influencer identification is not a one-time thing. You need to do it regularly. It is a marriage, not a date. Welcome Surprises Don’t discount the “little” guy. Some of their one-to-one interactions are stronger than those of broadcasters. It takes only a pebble to start an avalanche. Combine Tools Use Google to find the most relevant keywords, Traackr to gain insights, and Klout to validate Twitter. Value Relevance Over Popularity Choose relevance over popularity. The most popular influencers on social media are often the least helpful in a social media campaign. Study Understand the influencer’s core audience. Combine Human and Machine Tools and technology are a good place to start, but we always need the human element.

More precisely, a Hedgehog Concept is a simple, crystalline concept that flows from deep understanding about the intersection of the following three circles: 1. What you can be the best in the world at (and, equally important, what you cannot be the best in the world at). This discerning standard goes far beyond core competence. Just because you possess a core competence doesn’t necessarily mean you can be the best in the world at it. Conversely, what you can be the best at might not even be something in which you are currently engaged. 2. What drives your economic engine. All the good-to-great companies attained piercing insight into how to most effectively generate sustained and robust cash flow and profitability. In particular, they discovered the single denominator—profit per x—that had the greatest impact on their economics. (It would be cash flow per x in the social sector.) 3. What you are deeply passionate about. The good-to-great companies focused on those activities that ignited their passion. The idea here is not to stimulate passion but to discover what makes you passionate.

A Core Competency has three attributes, according to Prahalad and Hamel: 1. It is not easy for competitors to imitate. 2. It can be reused widely for many products and markets. 3. It must contribute to the benefits the end customer experiences and the value of the product or service to customers.

Leonardo da Vinci was a man of mottoes. One of them was saper vedere, “to know how to see.” As we mentioned before, the artist-engineer thought many people knew how to look but few knew how to see. This reminds us of Truman Capote’s admonishment that what Jack Kerouac did was typing, not writing—for writing was much more refined than On the Road. Literary criticism aside, what is it to properly see? How did da Vinci see? As Daniel Gelb reports, da Vinci’s Codex on the Flight of Birds featured observations of the movement of birds’ wings so hyper-detailed that they couldn’t be confirmed until the invention of slow-motion film.4 To put it in the parlance of contemporary business-speak, that’s one hell of a core competency, and his observational prowess animated all of his work across the various domains he explored. For da Vinci, sight was the medium, the aperture, or the platform, from which his value would spring.

The managements are classified as hard and soft. The hard ones are taskmasters. They care much about discipline, core competence and results. The latter, the soft variety, is too kind and tolerant. They condone incompetence to the extent of patronizing it and would not like to punish those incompetent even though their presence adds heavily to the cost of the organization.

As Americans were debating bailouts, individual mandates, and Michelle Obama’s finely toned arms, progressives knew they had a golden opportunity to sneak Common Core through the back door. And that’s just what they did. Remember what Rahm Emanuel, Obama’s first chief of staff, said: “You never want a serious crisis to go to waste.” Common Core was that political philosophy in action. The controllists’ plan was almost perfect. They knew they didn’t have to sell Common Core to lawmakers in individual state legislatures, where citizens would find out about it and demand it be stopped. Instead, they could just go to the individual state boards of education—entities that most Americans don’t even know exist—for permission. In Wisconsin, for example, all it took was one individual, the state superintendent of public instruction, to adopt the standards. It was a devious and brilliant plan, but that didn’t make it foolproof. It wasn’t a given that state school board members would agree to Common Core. Some might sense that it was a ploy to slowly nationalize their state’s education system. To counter that possibility, progressives wrote special funding for the Common Core “initiative” into President Obama’s nearly $800 billion stimulus plan via the “Race to the Top” program. This gave the administration the ability to bribe cash-starved states into adopting Common Core by making it a prerequisite for states to compete for seven-figure education grants. In addition, they delayed the testing component of the standards for several years, thereby giving state bureaucrats several years of zero accountability. Many of these bureaucrats no doubt knew they’d be retired or in a different position by the time the real pain came around.

Recruiting is a core competency for any company. It should never be outsourced.

A Core Competency has three attributes, according to Prahalad and Hamel: 1. It is not easy for competitors to imitate. 2. It can be reused widely for many products and markets. 3. It must contribute to the benefits the end customer experiences and the value of the product or service to customers. “Don’t define Core Competencies too narrowly.

PERFECTIONISM Perfectionism flows from the core of toxic shame. A perfectionist has no sense of healthy shame; he has no internal sense of limits. Perfectionists never know how much is good enough. Perfectionism is learned when one is valued only for doing. When parental acceptance and love are dependent upon performance, perfectionism is created. The performance is always related to what is outside the self. The child is taught to strive onward. There is never a place to rest and have inner joy and satisfaction. Perfectionism always creates a superhuman measure by which one is compared. And no matter how hard one tries, or how well one does, one never measures up. Not measuring up is translated into a comparison of good versus bad, better versus worse. Good and bad lead to moralizing and judgmentalism. Perfectionism leads to comparison making. Kaufman writes: “When perfectionism is paramount, the comparison of self with others inevitably ends in the self feeling the lesser for the comparison.” Comparison making is one of the major ways that one continues to shame oneself internally. One continues to do to oneself on the inside what was done on the outside. Judgment and comparison making lead to a destructive kind of competitiveness. Competition aims at outdoing others, rather than simply being the best one can be. Competing to be better than others is mood altering and becomes addictive.

The Six Core Competencies do not define or offer a formula. Rather, they define structure driven by criteria for the elements that comprise it.

Only two blenders on the market are worth your money: Vita-Mix and Blendtec. They're not really blenders—they're really called whole-food machines because they're so competent and have so many uses that a regular blender cannot compete with. All other blenders burn up, and not only will you be frustrated by having to buy blender after blender when they do, but you'll also have to leave out hard-core ingredients, like big frozen strawberries and the stems of greens. You save money in the long run and have better blended drinks if you invest in the right machine the first time.

The low-trust, family-oriented societies with weak intermediate organizations we have observed have all been characterized by a similar saddle-shaped distribution of enterprises. Taiwan, Hong Kong, Italy, and France have a host of smaller private firms that constitute the entrepreneurial core of their economies and a small number of very large, state-owned firms at the other end of the scale. In such societies, the state plays an important role in promoting large-scale enterprises that might not be spontaneously created by the private sector, albeit at some cost in efficiency. We might postulate then that as a general rule, any society with weak intermediate institutions and low trust outside the family will tend to have a similar distribution of firms in its economy. The Republic of Korea, however, presents an apparent anomaly that needs to be explained in order to preserve the validity of the larger argument. Korea is similar to Japan, Germany, and the United States insofar as it has very large corporations and a highly concentrated industrial structure. On the other hand, Korea is much closer to China than to Japan in terms of family structure. Families occupy a similarly important place in Korea as in China, and there are no Japanese-style mechanisms in Korean culture for bringing outsiders into family groups. Following the Chinese pattern, this should lead to small family businesses and difficulties in institutionalizing the corporate form of organization. The answer to this apparent paradox is the role of the Korean state, which deliberately promoted gigantic conglomerates as a development strategy in the 1960s and 1970s and overcame what would otherwise have been a cultural proclivity for the small- and medium-size enterprises typical of Taiwan. While the Koreans succeeded in creating large companies and zaibatsu in the manner of Japan, they have nonetheless encountered many Chinese-style difficulties in the nature of corporate governance, from management succession to relations on the shop floor. The Korean case shows, however, how a resolute and competent state can shape industrial structure and

An upcoming platform combining two of the X1 chips can process data collected from up to 12 high-definition cameras monitoring traffic, blind spots and other safety conditions in driver assistance systems, Huang said. Combined with next-generation software, the chips can help detect and read road signs, recognize pedestrians and detect braking vehicles, he said. Santa Clara, California-based Nvidia in recent years has been expanding beyond its core business of designing high-end graphics chips for personal computers. After struggling to compete against larger chipmakers like Qualcomm in smartphones and tablets, Nvidia is now increasing its focus on using its Tegra mobile chips in cars and is already supplying companies including Audi, BMW and Tesla.

Not everyone is born a great leader, but anyone can foster core leadership competencies for themselves and become actionable, effective leaders.

If we want our children to be broadly competent readers, thinkers, and problem solvers, they must have a rich, broad store of background knowledge to call upon, enabling them to flex those mental muscles.

Broadcast operated under the FCC’s fairness doctrine, whose core requirements were that broadcasters cover matters of public importance and that they do so fairly, mostly in the sense that they air competing positions.

Speak in a way that others love to listen.  Listen in a way that others love to speak. —Anonymous

Most brand strategy firms start with the branding end of the marketing equation instead of focusing on positioning to illuminate a company’s unique identity and competitive edge in the market. They do this because their core competency is design, not business strategy, and when they are hired to “brand” a company, they do the best they can to ascertain its essence and develop a design accordingly. But they don’t dig into the DNA of the company, its business strategy, or why it matters in the market.

Habits and Other Behaviors ✓ Having a choice about behaviors that were addictive or habitual. ✓ Having a greater ease in changing behaviors. ✓ Having behaviors that are in alignment with your values. Relationships ✓ Being affirming of yourself and others without needing to compete. ✓ Being able to freely express your own needs and wants and pursue them, and take into account the needs and wants of others. ✓ Being comfortable around people. ✓ Being able to take care of your relationships without feeling as if you depend on a relationship for your sense of wellbeing. ✓ Being able to accept others as they are. ✓ Being able to trust people appropriately, while being aware of their limitations. ✓ Being able to take responsibility for making choices in the areas you have choice about, while being at peace with areas that are out of your control. ✓ Being OK whether attention is on you or on others. ✓ Being able to seek the truth, rather than having to be “right.” ✓ Being able to forgive yourself and others for mistakes and limitations, while learning from them. ✓ Being OK regardless of whether others think well of you. ✓ Being more honest with yourself and others.\ ✓ Experiencing more kindness and compassion toward others.

Since platforms have to attract a number of different groups, part of their business is fine-tuning the balance between what is paid, what is not paid, what is subsidised, and what is not subsidised. This is a far cry from the lean model, which aimed to reduce a company down to its core competencies and sell off any unprofitable ventures.16

Lacking adequate parental support or connection, many emotionally deprived children are eager to leave childhood behind. They perceive that the best solution is to grow up quickly and become self-sufficient. These children become competent beyond their years but lonely at their core.

The question needed to be reframed. The next morning, everyone would be given three votes on what constituted the core capabilities of the company, along the following criteria: first, for a given capability, the group had to be reasonably sure P&G already had real, measurable competitive advantage in that area and could widen its margin of advantage in the future. Second, the capability had to be broadly relevant and important to the majority of P&G’s businesses. That is, it had to be a company-level rather than business-level capability that distinguished P&G from its competitors. Third, the capability had to be decisive, a real competitive advantage that was the difference between winning and losing. Ultimately, the question was, what capabilities must P&G, as a global company, have to win across the industries in which it would compete?

The essence of great strategy is making choices—clear, tough choices, like what businesses to be in and which not to be in, where to play in the businesses you choose, how you will win where you play, what capabilities and competencies you will turn into core strengths, and how your internal systems will turn those choices and capabilities into consistently excellent performance in the marketplace. And it all starts with an aspiration to win and a definition of what winning looks like.

Define the Profitable Core In our experience, business definition is one of the most frustrating activities for senior executives. Although business leaders know that they should have a clear answer to the question, “What is our core business?” it is difficult to arrive at a fully satisfying statement. Part of the problem arises from blurring several distinct but related topics that need to be considered one at a time and then integrated in a consistent manner or within a single framework. In working toward a useful business definition, executives need to ask themselves the following questions: What are the boundaries of the business in which I participate, and are those boundaries “natural” economic boundaries defined by customer needs and basic economics? What products, customers, channels, and competitors do these boundaries encompass? What are the core skills and assets needed to compete effectively within that competitive arena? What is my own core business as defined by those customers, products, technologies, and channels through which I can earn a return today and can compete effectively with my current resources? What is the key differentiating factor that makes me unique to my core customers? What are the adjacent areas around my core, and are the definitions of my business and my industry likely to shift, changing the competitive and customer landscape?

find a problem that you are stupidly passionate about solving, build core competencies around it and then start executing the ideas without waiting for the perfect time.

Consider the sun above you, centered in the middle of the sky, radiating upon you. That ray is your source of power, a place to grow and become. Receive those rays: let them flow from above over you, over your head, over your shoulders, over your arms and over your hands. Close your eyes, and be nourished by the sun's connection. In this moment all the powers of light are with you. They're here to reinforce you and remind you of your own competence and power. You have the knowledge and experience in your life that you need to step on confidently, make good choices and choices, and manifest what you are doing. •       By actively binding the Solar Plexus Chakra to your own personal power, you are also inspiring those around you to fulfill their potential. As each person finds his or her strength in this existence, the entire collective is motivated to grow in this way. Feel how your own inner sense of monarchy, your own inner sense of supremacy, is now becoming involved. You are so ready to unfold in the next chapter of your life. Feel that excitement before you, and step boldly through the door. It's your turn. Everything was giving you help here. •       Invite any elders or spirit guides who want to accompany you until you feel fully prepared to walk through this door of possibility. Feel their energy as they surround you, and believe they will give whatever advice you need to comfortably proceed to the next stage of your evolution. With universal blessing close your induction: Amen. SUMMARY • Where is it: Manipura chakra is found in the spine behind the navel. •       What is it: It's the seat of power and confidence. It's what pushes you through your life and is responsible for your personal and professional growth. The solar plexus in the physical body is the core which regulates digestion and the metabolism of food. •       When it’s blocked: A blockage in this chakra could make you feel anxious and insecure. Digestive problems can also be symptoms of an unbalanced chakra in the solar plexus. •       How to balance this chakra: If you want to combine this chakra with yoga, select asanas that reflect on the core strength. Warrior pose is the easiest asana to get this chakra open. Every morning, you can just hold it for a few minutes and your chakra will balance out. Since the chakra of the solar plexus is linked to the sun and flames, simply going outside can help. The therapeutic effects of your exercise can be maximized by meditating or doing yoga outdoors. Even going for a walk in the sunshine will still do the trick, though.

I didn't realize our government considered altruism one of its core competencies," {he} finally replied. "Is that why we're dropping a treaty that provides free helium-3 for the New Third World?" He started to unstrap his restraints. "I thought it was so we could prove to the orbital executives that we can keep up with their production demands.

IN THE DREAM OF the Planet there are two powerful forces that shape all our agreements, attachments, and domestication. In the Toltec tradition, we call these forces the two types of love: unconditional love and conditional love. When unconditional love flows from our hearts, we move through life and engage other living beings with compassion. Unconditional love is recognizing the divinity in every human being we meet, regardless of his or her role in life or agreement with our particular way of thinking. A Master of Self sees all beings through the eyes of unconditional love, without any projected image or distortion. Conditional love, on the other hand, is the linchpin of domestication and attachment. It only allows you to see what you want to see and to domesticate anyone who doesn't fit your projected image. It's the primary tool used to subjugate those around us and ourselves. Every form of domestication can be boiled down to “If you do this, then I will give you my love” and “If you do not do this, then I will withhold my love.” Every form of attachment starts with “If this happens, then I will be happy and feel love” and “If this does not happen, then I will suffer.” The key word in all of these statements is if, which, as you will see, has no place in unconditional love. As we construct the Dream of the Planet, we have a choice to love each other unconditionally or conditionally. When we love each other unconditionally, our mirror is clean; we see others and ourselves as we really are: beautiful expressions of the Divine. But when the fog of attachment and domestication clouds our perception and we put conditions on our love, we are no longer able to see the divinity in others and ourselves. We are now competing for a commodity that we have mistaken as love. At its core, domestication is a system of control, and conditional love is its primary tool. Consequently, the moment you start trying to control others is the same moment you place conditions on your love and acceptance of them. Because you can only give what you have, the conditions you try to impose on others are the same conditions that you impose upon yourself. When you self-domesticate, you are attempting to control your own actions based on shame, guilt, or perceived reward rather than unconditional self-love.

IN THE DREAM OF the Planet there are two powerful forces that shape all our agreements, attachments, and domestication. In the Toltec tradition, we call these forces the two types of love: unconditional love and conditional love. When unconditional love flows from our hearts, we move through life and engage other living beings with compassion. Unconditional love is recognizing the divinity in every human being we meet, regardless of his or her role in life or agreement with our particular way of thinking. A Master of Self sees all beings through the eyes of unconditional love, without any projected image or distortion. Conditional love, on the other hand, is the linchpin of domestication and attachment. It only allows you to see what you want to see and to domesticate anyone who doesn't fit your projected image. It's the primary tool used to subjugate those around us and ourselves. Every form of domestication can be boiled down to “If you do this, then I will give you my love” and “If you do not do this, then I will withhold my love.” Every form of attachment starts with “If this happens, then I will be happy and feel love” and “If this does not happen, then I will suffer.” The key word in all of these statements is if, which, as you will see, has no place in unconditional love. As we construct the Dream of the Planet, we have a choice to love each other unconditionally or conditionally. When we love each other unconditionally, our mirror is clean; we see others and ourselves as we really are: beautiful expressions of the Divine. But when the fog of attachment and domestication clouds our perception and we put conditions on our love, we are no longer able to see the divinity in others and ourselves. We are now competing for a commodity that we have mistaken as love. At its core, domestication is a system of control, and conditional love is its primary tool. Consequently, the moment you start trying to control others is the same moment you place conditions on your love and acceptance of them. Because you can only give what you have, the conditions you try to impose on others are the same conditions that you impose upon yourself. When you self-domesticate, you are attempting to control your own actions based on shame, guilt, or perceived reward rather than unconditional self-love. As we saw in the example with the man who continues to eat even after he is full, this is neither a healthy nor happy way to live. Unconditional love is the antidote to domestication and attachment, and tapping into its power is a key step in becoming a Master of Self. In this chapter we will look at the practice of having unconditional love for ourselves first and foremost, as you cannot give to others what you don't have for yourself.

Our mothers knew what we would soon learn: The future Lady of Gwynyr would likely select her core advisors from the ranks of her childhood playmates. We understood even as children that the power and prestige of our respective lines rested in no small measure upon our competing abilities to inspire fondness and trust in our young Lady Ascendant.

Platform dependence can be disastrous if not managed well. If you integrate too closely with a preexisting network, allowing them to control your distribution, engagement, and business model, you become just a feature of their network. Had Airbnb been conceived as a tool to manage Craigslist listings and nothing else, it would have served at the leisure of its parent platform—grow too large, or make a wrong move, and it might be existential. Frequently the larger network will simply reach up and duplicate functionality if it gets too popular—a playbook that Microsoft executed in the 1990s with Office and Internet Explorer, among others. Or if the underlying network decides that it no longer wants to provide the same level of API access, as both Twitter and Facebook eventually did, any products dependent on this became worthless overnight. In the end, cherry picking is an enormously powerful move because it exposes the fundamental asymmetry between the David and Goliath dynamic of networks. A new product can decide where to compete, focus on a single point, and build an atomic network—whereas a larger one finds it tough to defend every inch of its product experience. It’s one of the reasons why, particularly in consumer markets, it’s been so hard for “winner take all” to really happen in a literal way. The largest networks can take a lot, in many networks, but they remain vulnerable to any new upstart that uses cherry picking as a core strategy.

Over the years, Facebook has executed an effective playbook that does exactly this, at scale. Take Instagram as an example—in the early days, the core product tapped into Facebook’s network by making it easy to share photos from one product to the other. This creates a viral loop that drives new users, but engagement, too, when likes and comments appear on both services. Being able to sign up to Instagram using your Facebook account also increases conversion rate, which creates a frictionless experience while simultaneously setting up integrations later in the experience. A direct approach to tying together the networks relies on using the very established social graph of Facebook to create more engagement. Bangaly Kaba, formerly head of growth at Instagram, describes how Instagram built off the network of its larger parent: Tapping into Facebook’s social graph became very powerful when we realized that following your real friends and having an audience of real friends was the most important factor for long-term retention. Facebook has a very rich social graph with not only address books but also years of friend interaction data. Using that info supercharged our ability to recommend the most relevant, real-life friends within the Instagram app in a way we couldn’t before, which boosted retention in a big way. The previous theory had been that getting users to follow celebrities and influencers was the most impactful action, but this was much better—the influencers rarely followed back and engaged with a new user’s content. Your friends would do that, bringing you back to the app, and we wouldn’t have been able to create this feature without Facebook’s network. Rather than using Facebook only as a source of new users, Instagram was able to use its larger parent to build stronger, denser networks. This is the foundation for stronger network effects. Instagram is a great example of bundling done well, and why a networked product that launches another networked product is at a huge advantage. The goal is to compete not just on features or product, but to always be the “big guy” in a competitive situation—to bring your bigger network as a competitive weapon, which in turn unlocks benefits for acquisition, engagement, and monetization. Going back to Microsoft, part of their competitive magic came when they could bring their entire ecosystem—developers, customers, PC makers, and others—to compete at multiple levels, not just on building more features. And the most important part of this ecosystem was the developers.

Rae changed into her bathrobe too. Over the gap in her bedroom wall, she called out, “What’re you trying to butter me up for?” She was the one who should’ve been cooking an Elle-belle scramblette. “Have I been replaced as maid of honor by Comedian Courtney?” The couple of times Rae had tried to make plans with Ellen recently, Ellen had been out with a woman from work named Courtney, who was apparently “the most hilarious human in the history of humanity.” Rae had mentally tallied the ways in which she was no doubt funnier than Courtney before coming to the conclusion that, given that her core competency was her heart, not her humor, she should lean into her differentiation rather than conforming to the competition’s friendship model. Would Courtney wipe Ellen’s vomit from the toilet seat or put poems on her pillows? Rae didn’t think so. “Maid-of-honor duties are safe,” Ellen said, handing her a plate of Rae-bae scramblette. “It’s just …” “What?” Ellen said the next sentence very quickly, as if it were a single ten-syllable word. “Aaron wants us to move in together.

Coca-Cola’s other profitable variation arose serendipitously. For two years, Candler was pestered by an entrepreneur from Chattanooga, Benjamin Franklin Thomas, who wanted to bottle Coca-Cola. In 1889, Candler reluctantly agreed to Thomas’s plan. The bottling of Coke was an instant success, leading to high profits for the company and bottlers. For Coca-Cola, bottlers created a huge new market without any capital need. By 1904 there were more than 120 bottling plants throughout the US. Coca-Cola may be the first example in history of a company concentrating on its ‘core competencies’ (in this case, product formulation, branding and marketing) and outsourcing all capital-intensive functions. As a result, the company grew enormously without having to raise much external capital. And it all happened by chance. When competing colas emerged, Coke was able to command a substantial price premium. To this day, Coca-Cola has remained highly profitable. It currently has an operating margin of 26 per cent, instead of the 5 to 10 per cent typical in the food and beverage industry.

strong product teams understand these truths and embrace them rather than deny them. They are very good at quickly tackling the risks (no matter where that idea originated) and are fast at iterating to an effective solution. This is what product discovery is all about, and it is why I view product discovery as the most important core competency of a product organization.

They perceive that the best solution is to grow up quickly and become self-sufficient. These children become competent beyond their years but lonely at their core. They often jump into adulthood prematurely, getting jobs as soon as they can, becoming sexually active, marrying early, or joining the service. It’s as though they’re saying, Since I’m already taking care of myself, I might as well go ahead and get the benefits of growing up fast. They look forward to adulthood, believing it offers freedom and a chance to belong. Sadly, in their rush to leave home they may end up marrying the wrong person, tolerating exploitation, or staying with a job that takes more than it gives. They often settle for emotional loneliness in their relationships because it feels normal to them, like their early home life.

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.

Many Catholics think that the deposit of faith lies first and foremost with the hierarchy, with the Pope and the bishops. The model they have in mind is a top-down flow of knowledge and communication, like the commander-in-chief of an army and his staff who hold all the information, make the plans and pass them down to the ranks. The true picture is different. The Church is more like a large family business in which the core of information is carried by all the family members jointly and individually, through a wide range of skill, experience and competence. The Pope and the bishops have the duty and the charism to articulate that knowledge as teachers of the Church. They can only do so by paying careful attention to the sensus fidelium, the faith that lives in the hearts of the faithful.

Realize That Most Opportunities Are Distractions Your business is in constant flux. It either grows or contracts. It never stays at the same level for long. Assuming you’re motivated to grow your company’s revenues, you’ll undoubtedly encounter an endless string of “opportunities.” While the majority might sound promising, they’re distractions. They’ll spread you too thin and divert your attention to things that lie beyond your core competencies.

AI is becoming the universal engine of execution. As digital technology increasingly shapes “all of what we do” and enables a rapidly growing number of tasks and processes, AI is becoming the new operational foundation of business—the core of a company’s operating model, defining how the company drives the execution of tasks. AI is not only displacing human activity, it is changing the very concept of the firm.

CHECK YOURSELF: TWELVE CORE MANAGEMENT COMPETENCIES Maintaining and raising quality_________________ Developing and improving systems______________ Coaching employee performance_________________ Communicating across the organization____________________________________________ Collaborating across the organization_________________________________________________ Resolving conflicts______________________ Building employee motivation_________________ Leading with emotional intelligence_________________ Building teams and team performance____________________________________________________ Managing change_____________________________ Managing your time and priorities________________ Working with ethics and integrity_________________

There is a simple, but powerful, insight at the core of our theory: customers don’t buy products or services; they pull them into their lives to make progress.

The notion of atoms, which originated in the fifth century BCE with Leucippus of Abdera and his prize student Democritus, was only a dazzling speculation; there was no way to get any empirical proof and wouldn’t be for more than two thousand years. Other philosophers had competing theories: the core matter of the universe, they argued, was fire or water or air or earth, or some combination of these.

Spiritual teachers, by their very nature, swim against the stream of conventional values and pursuits. They are not interested in acquiring and accumulating material wealth or in competing in the marketplace, or in pleasing egos. They are not even about morality. Typically, their message is of a radical nature, asking that we live consciously, inspect our motives, transcend our egoic passions, overcome our intellectual blindness, live peacefully with our fellow humans, and, finally, realize the deepest core of human nature, the Spirit. For those wishing to devote their time and energy to the pursuit of conventional life, this kind of message is revolutionary, subversive, and profoundly disturbing.

So it seems that the core of the enlightenment, as declared by Immanuel Kant, is still the basis for education: Enlightenment is humanity’s emergence from her self-imposed immaturity. (Kant, 1784) A democracy (and the self-determination of the people in a community) can only function if the people involved in this process have the skills and competencies to act maturely in the spirit of Kant.

In the globalized era, Hamel and Prahalad wrote, a company would do best by focusing on what they called “core competencies.” They defined these competencies in three ways. “First, a core competence provides potential access to a wide variety of markets. Competence in display systems, for example, enables a company to participate in such diverse businesses as calculators, miniature TV sets, monitors for laptop computers, and automotive dashboards.” Second, “a core competence should make a significant contribution to the perceived customer benefits of the end product.” And finally, “a core competence should be difficult for competitors to imitate. And it will be difficult if it is a complex harmonization of individual technologies and production skills.” Few companies, Hamel and Prahalad wrote, could achieve world leadership in more than five or six competencies.

people, like companies, can have core competencies too. The same Hamel-Prahalad three-part definition can still apply. An individual’s core competencies are best thought of as abilities that can be leveraged across multiple spheres. They should be important and meaningful. And they should be the things we do best and that others cannot do nearly as well.

Broadly, those who get the most out of life try to figure out and focus on their core competencies. They know that at least one key difference between happy, successful people, and those just muddling along is that the happy ones spend as many of their 168 hours as possible on their core competencies—honing their focus to get somewhere—and, like modern corporations, chucking everything else.

Like a successful modern corporation, you probably don’t have more than half a dozen core competencies. Broadly, most people’s core competencies fit into certain categories.

People who get the most out of life spend as much of their time as possible on these core competency activities, and as little as possible on other things.