Cost Of Success Quotes

I truly believed that the cost of success for us shouldn't be the cost of failure for a good friend.

Constantly scanning the world for the negative comes with a great cost. It undercuts our creativity, raises our stress levels, and lowers our motivation and ability to accomplish goals.

Aggressive and hard-charging women violate unwritten rules about acceptable social conduct. Men are continually applauded for being ambitious and powerful and successful, but women who display these same traits often pay a social penalty. Female accomplishments come at a cost.

If I had a message to my contemporaries it is surely this: Be anything you like, be madmen, drunks, and bastards of every shape and form, but at all costs avoid one thing: success . . . If you are too obsessed with success, you will forget to live. If you have learned only how to be a success, your life has probably been wasted.

Claire Waverley has started a successful new venture, Waverley’s Candies. Though her handcrafted confections—rose to recall lost love, lavender to promote happiness and lemon verbena to soothe throats and minds—are singularly effective, the business of selling them is costing her the everyday joys of her family, and her belief in her own precious gifts.

Your goal is not to stick to a given schedule at all costs; it’s instead to maintain, at all times, a thoughtful say in what you’re doing with your time going forward—even

My face set to a grim and determined expression. I speak in all modesty as I say this, but I discovered at that moment that I have a fierce will to live. It's not something evident, in my experience. Some of us give up on life with only a resigned sigh. Others fight a little, then lose hope. Still others - and I am one of those - never give up. We fight and fight and fight. We fight no matter the cost of battle, the losses we take, the improbability of success. We fight to the every end. It's not a question of courage. It's something constitutional, an inability to let go. It may be nothing more than life-hungry stupidity.

In Henry David Thoreau’s Walden, written during his year in a one-room cabin with few possessions, is this quote: “The cost of a thing is the amount of what I will call life that is required to be exchanged for it, immediately or in the long run.

You will fail. That's great. Here's a secret for you - that's the only way you can learn. Learning has to cost you something. If you fail but learn something from your failure, you will grow.

Some of us give up on life with only a resigned sigh. Others fight a little, then lose hope. Still others-and I am one of those-never give up. We fight and fight and fight. We fight no matter the cost of battle, the losses we take, the improbability of success. We fight to the very end. It's not a question of courage. It's something constitutional, an inability to let go.

We fight no matter the cost of battle, the losses we take, the improbability of success. We fight to the very end. It is not the question of courage. It is something constitutional, an ability to let go. It maybe nothing more than life-hungry stupidity.

Today it is cheaper to start a business than tomorrow.

Some of us give up[…] with only a resigned sigh. Others fight a little, then lose hope. Still others—and I am one of those—never give up. We fight and fight and fight. We fight no matter the cost of battle, the losses we take, the improbability of success.

Travel is costly yes, but it pays dividends too.

I have a fierce will to live. Others fight a little, then lose hope. Still others - and I am one of those - never give up. We fight and fight and fight. We fight no matter the cost of battle, the losses we take, the improbability of success. We fight to the very end.

I was lucky to live in New York when it was dangerous and edgy and cheap enough to play host to young, penniless artists. That was the era of "coffee shops" as they were defined in New York—cheap restaurants open round the clock where you could eat for less than it would cost to cook at home. That was the era of ripped jeans and dirty T-shirts, when the kind of people who are impressed by material signs of success were not the people you wanted to know.

Wasted strokes, like missed deadlines, are preventable and costly.

To live in any true sense of the word is to reject others; to accept them, one must be able to renounce, to do oneself violence, to act against one's own nature, to weaken oneself; we conceive freedom only for ourselves - we extend it to our neighbours only at the cost of exhausting efforts; whence the precariousness of liberalism, a defiance of our instincts, a brief and miraculous success, a state of exception, at the antipodes of our deepest imperatives.

Loving relationships, though necessary for life, health, and growth, are among the most complicated skills. Before we can be successful at achieving relationships, it is necessary that we broaden our understanding of how they work, what they mean and how what we do and believe can enhance or destroy them. We can accomplish this only if we are willing to put in the energy and take the time to study failed relationships as well as examine successful ones. Loving relationships cannot be taken lightly. Unless we are looking for pain, they must not be forever approached in a trial and error fashion. Too many of us have experienced the cost of these lackadaisical approaches in terms of tears, confusion and guilt.

I have learned over the years that the higher the level of emotion, the lower the level of reasoning. For example, if your emotions are at the highest level of 10, your ability to reason is at a 0. If it’s a 9 then your reasoning is a 1. I am not suggesting that emotions don’t have their place, but taking actions based purely on emotions is dangerous and could cost you everything.

Explain the value and justify the cost - People don’t mind paying; they just don’t like to overpay.

Avoid Toxic People Until you reach the point in your self-development where you no longer allow people to affect you with their negativity, you need to avoid toxic people at all costs. You’re better off spending time alone than spending time with people who will hold you back with their victim mentality and their mediocre standards. Make a conscious effort to surround yourself with positive, nourishing, and uplifting people—people who believe in you, encourage you to go after your dreams, and applaud your victories. Surround yourself with possibility thinkers, idealists,

As Simone de Beauvoir had told us, women are not supposed to eclipse men in a world in which success and power are marked out for them. It is not easy to take up the historic privilege of dominance over women... if he is economically dependent on her talents. At the same time, she receives the fatal message that she must conceal her talents and abilities in order to be loved by him.

During the heat of the space race in the 1960s, the US National Aeronautics and Space Administration decided it needed a ballpoint pen to write in the zero gravity confines of its space capsules. After considerable research and development, the Astronaut Pen was developed at a cost of approximately $1 million US. The pen worked and also enjoyed some modest success as a novelty item back here on earth. The Soviet Union, faced with the same problem, used a pencil.

Dreams and freedom are the same. In order for them to be, they come with a price.

Successful cultures are those that excel in reproducing their memes, irrespective of the costs and benefits to their human hosts.

In theory, the risk of business failure can be reduced to a number, the probability of failure multiplied by the cost of failure. Sure, this turns out to be a subjective analysis, but in the process your own attitudes toward financial risk and reward are revealed. By contrast, personal risk usually defies quantification. It's a matter of values and priorities, an expression of who you are. "Playing it safe" may simply mean you do not weigh heavily the compromises inherent in the status quo. The financial rewards of the moment may fully compensate you for the loss of time and fulfillment. Or maybe you just don't think about it. On the other hand, if time and satisfaction are precious, truly priceless, you will find the cost of business failure, so long as it does not put in peril the well-being of you or your family, pales in comparison with the personal risks of no trying to live the life you want today. Considering personal risk forces us to define personal success. We may well discover that the business failure we avoid and the business success we strive for do not lead us to personal success at all. Most of us have inherited notions of "success" from someone else or have arrived at these notions by facing a seemingly endless line of hurdles extending from grade school through college and into our careers. We constantly judge ourselves against criteria that others have set and rank ourselves against others in their game. Personal goals, on the other hand, leave us on our own, without this habit of useless measurement and comparison. Only the Whole Life Plan leads to personal success. It has the greatest chance of providing satisfaction and contentment that one can take to the grave, tomorrow. In the Deferred Life Plan there will always be another prize to covet, another distraction, a new hunger to sate. You will forever come up short.

We all want to avoid being harmed—but if the cost of doing so is making the terrorist the thing you care about most, to the exclusion of the other things that matter in your society, then you have handed him exactly the kind of victory that makes terrorism such a frequent and successful tactic.

We’re going to stop this preposterous obsession with economic growth at the cost of all else. Great economic success doesn’t produce national happiness. It produces Republicans and Switzerland. So we’re going to concentrate on just being lovely and pleasant and civilized. We’re going to have the best schools and hospitals, the most comfortable public transportation, the liveliest arts, the most useful and well-stocked libraries, the grandest parks, the cleanest streets, the most enlightened social policies. In short, we’re going to be like Sweden, but with less herring and better jokes.

At the beginning of a campaign it is important to consider whether or not to move forward; but when one has taken the offensive it is necessary to maintain it to the last extremity. However skilfully effected a retreat may be, it always lessens the morale of an army, since in losing the chances of success, they are remitted to the enemy. A retreat, moreover, costs much more in men and materials than the bloodiest engagements, with this difference, also, that in a battle the enemy loses practically as much as you do; while in a retreat you lose and he does not.

Profit is good. Profit compells people to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit. And there’s no scarcity of possible profits. Every business should be profiting. When every business is profiting, that’s a lot of increased value going around.

A firm is successful when the costs of directing employee effort are lower than the potential gain from directing.

Success never goes on sale, but most spend their whole life dickering over the cost, never making the purchase.

Too often we define success as financial achievement. I view success as doing your very best at all costs.

so many of us have been trained into the delusion that we must accumulate excess, even at the cost of vast inequality, in order to view our lives as complete or successful.

The mouse and his child, who had learned so much and had prevailed against such overwhelming odds, never could be persuaded to teach a success course... The whole secret of the thing, they insisted, was simply and at all costs to move steadily ahead, and that, they said, could not be taught.

The classic business story is much like the classic human story. There is rise and fall; the overcoming of great odds, the upholding of principles despite the cost, questions of rivalry and succession, and even the possibility of descent into madness.

One thing that capitalism cannot function with is people that accept that failure is itself success. Because you have to be bent upon success in order to be a good capitalist subject. If you accept that 'I'm never going to get that object I desire,' then you are no longer seduced by accumulation or advertising.

Graduate school success depends on qualities that are not measured by the GRE—we all know it. Why aren’t we moving toward a holistic approach to graduate admission? Also, the GRE costs hundreds of dollars! Who has the financial solubility for that? Or for the prep courses, the materials, the tutors? Let me tell you who doesn’t: not-rich people.

If a teacher says the Christian life can only be lived successfully with some secret bit of knowledge they have discovered, then that teacher should be avoided at all costs.

what you don't know will cost you.

Although the costs of not delegating may be invisible, the price that you pay is real.

Aggressive and hard-charging women violate unwritten rules about acceptable social conduct. Men are continually applauded for being ambitious and powerful and successful, but women who display these same traits often pay a social penalty. Female accomplishments come at a cost.17

when it comes to empathy and compassion, rich people tend to suck. This has been explored at length in a series of studies by Dacher Keltner of UC Berkeley. Across the socioeconomic spectrum, on the average, the wealthier people are, the less empathy they report for people in distress and the less compassionately they act. Moreover, wealthier people are less adept at recognizing other people’s emotions and in experimental settings are greedier and more likely to cheat or steal. Two of the findings were picked up by the media as irresistible: (a) wealthier people (as assessed by the cost of the car they were driving) are less likely than poor people to stop for pedestrians at crosswalks; (b) suppose there’s a bowl of candy in the lab; invite test subjects, after they finish doing some task, to grab some candy on the way out, telling them that whatever’s left over will be given to some kids—the wealthier take more candy.25 So do miserable, greedy, unempathic people become wealthy, or does being wealthy increase the odds of a person’s becoming that way? As a cool manipulation, Keltner primed subjects to focus either on their socioeconomic success (by asking them to compare themselves with people less well off than them) or on the opposite. Make people feel wealthy, and they take more candy from children.

They – psychopath and part psychopath – do well in the more unscrupulous types of sales work, because they take such delight in ‘putting it over on them’, getting away with it – and have so little conscience about defrauding their customers.” Our society is fast becoming more materialistic, and success at any cost is the credo of many businessmen. The typical psychopath thrives in this kind of environment and is seen as a business “hero”.

The only person that should wear your ring is the one person that would never… 1. Ask you to remain silent and look the other way while they hurt another. 2. Jeopardize your future by taking risks that could potentially ruin your finances or reputation. 3. Teach your children that hurting others is okay because God loves them more. God didn’t ask you to keep your family together at the expense of doing evil to others. 4. Uses religious guilt to control you, while they are doing unreligious things. 5. Doesn't believe their actions have long lasting repercussions that could affect other people negatively. 6. Reminds you of your faults, but justifies their own. 7. Uses the kids to manipulate you into believing you are nothing. As if to suggest, you couldn’t leave the relationship and establish a better Christian marriage with someone that doesn’t do these things. Thus, making you believe God hates all the divorced people and will abandon you by not bringing someone better to your life, after you decide to leave. As if! 8. They humiliate you online and in their inner circle. They let their friends, family and world know your transgressions. 9. They tell you no marriage is perfect and you are not trying, yet they are the one that has stirred up more drama through their insecurities. 10. They say they are sorry, but they don’t show proof through restoring what they have done. 11. They don’t make you a better person because you are miserable. They have only made you a victim or a bitter survivor because of their need for control over you. 12. Their version of success comes at the cost of stepping on others. 13. They make your marriage a public event, in order for you to prove your love online for them. 14. They lie, but their lies are often justified. 15. You constantly have to start over and over and over with them, as if a connection could be grown and love restored through a honeymoon phase, or constant parental supervision of one another’s down falls. 16. They tell you that they don’t care about anyone other than who they love. However, their actions don’t show they love you, rather their love has become bitter insecurity disguised in statements such as, “Look what I did for us. This is how much I care.” 17. They tell you who you can interact with and who you can’t. 18. They believe the outside world is to blame for their unhappiness. 19. They brought you to a point of improvement, but no longer have your respect. 20. They don't make you feel anything, but regret. You know in your heart you settled.

THE THREE BEES by Suzy Kassem A young boy once asked A wealthy beekeeper: “What is the secret of Your success?” The beekeeper simply smiled And replied: “To be successful, One has to be one of three bees: The queen bee, The hardest working bee, Or the bee that does not fit in. One success is inherited, And the next one is earned. While the last one is Self-sought, Self-served, And happens on its own Terms.” “And which bee are you?” Asked the boy. The beekeeper then wiped The sweat from his head And said: “The last may seem the riskiest, But the glory of achievement Is the most rewarding. Freedom always comes at a high cost, But only when you are Your own boss, Can you truly Afford it.” (Suzy Kassem Poetry)

Then again, given that human history appears to be defined by a succession of more or less corrupt ruling elites, and if we are to assume that such corruption (and its spread throughout society) is the mechanism by which a civilization attracts cosmic catastrophe, blaming and deposing the elite is a good solution. The problem, however, is that the underlying mechanism is not understood by the people, which means that they lack the knowledge that, if they are to prevent further destruction, they must, at all costs, prevent the establishment of any future corrupt elite.

The all-powerful Zahir seemed to be born with every human being and to gain full strength in childhood, imposing rules that would thereafter always be respected: People who are different are dangerous; they belong to another tribe; they want our lands and our women. We must marry, have children, reproduce the species. Love is only a small thing, enough for one person, and any suggestion that the heart might be larger than this may seem perverse. When we are married we are authorised to take possession of the other person, body and soul. We must do jobs we detest because we are part of an organised society, and if everyone did what they wanted to do, the world would come to a standstill. We must buy jewelry; it identifies us with our tribe. We must be amusing at all times and sneer at those who express their real feelings; it's dangerous for a tribe to allow its members to show their feelings. We must at all costs avoid saying no because people prefer those who always say yes, and this allows us to survive in hostile territory. What other people think is more important than what we feel. Never make a fuss--it might attract the attention of an enemy tribe. If you behave differently you will be expelled from the tribe because you could infect others and destroy something that was extremely difficult to organise in the first place. We must always consider the look of our new cave, and if we don't have a clear idea of our own, then we must call a decorator who will do his best to show others what good taste we have. We must eat three meals a day, even if we're not hungry, and when we fail to fit the current ideal of beauty we must fast, even if we're starving. We must dress according to the dictates of fashion, make love whether we feel like it or not, kill in the name of our country, wish time away so that retirement comes more quickly, elect politicians, complain about the cost of living, change our hair-style, criticise anyone who is different, go to a religious service on Sunday, Saturday or Friday, depending on our religion, and there beg forgiveness for our sins and puff ourselves up with pride because we know the truth and despise he other tribe, who worship false gods. Our children must follow in our footsteps; after all we are older and know more about the world. We must have a university degree even if we never get a job in the area of knowledge we were forced to study. We must never make our parents sad, even if this means giving up everything that makes us happy. We must play music quietly, talk quietly, weep in private, because I am the all-powerful Zahir, who lays down the rules and determines the meaning of success, the best way to love, the importance of rewards.

If we suddenly become successful almost effortlessly, then people are envious. It really annoys them that we didn’t have to go through all kinds of anguish, pain, and suffering to get there. Their mind believes that such anguish is the cost that must be paid for success.

Ask yourself . . . What are my goals when I converse with people? What kinds of things do I usually discuss? Are there other topics that would be more important given what’s actually going on? How often do I find myself—just to be polite—saying things I don’t mean? How many meetings have I sat in where I knew the real issues were not being discussed? And what about the conversations in my marriage? What issues are we avoiding? If I were guaranteed honest responses to any three questions, whom would I question and what would I ask? What has been the economical, emotional, and intellectual cost to the company of not identifying and tackling the real issues? What has been the cost to my marriage? What has been the cost to me? When was the last time I said what I really thought and felt? What are the leaders in my organization pretending not to know? What are members of my family pretending not to know? What am I pretending not to know? How certain am I that my team members are deeply committed to the same vision? How certain am I that my life partner is deeply committed to the vision I hold for our future? If nothing changes regarding the outcomes of the conversations within my organization, what are the implications for my own success and career? for my department? for key customers? for the organization’s future? What about my marriage? If nothing changes, what are the implications for us as a couple? for me? What is the conversation I’ve been unable to have with senior executives, with my colleagues, with my direct reports, with my customers, with my life partner, and most important, with myself, with my own aspirations, that, if I were able to have, might make the difference, might change everything? Are

People have traditionally turned to ritual to help them frame and acknowledge and ultimately even find joy in just such a paradox of being human - in the fact that so much of what we desire for our happiness and need for our survival comes at a heavy cost. We kill to eat, we cut down trees to build our homes, we exploit other people and the earth. Sacrifice - of nature, of the interests of others, even of our earlier selves - appears to be an inescapable part of our condition, the unavoidable price of all our achievements. A successful ritual is one that addresses both aspects of our predicament, recalling us to the shamefulness of our deeds at the same time it celebrates what the poet Frederick Turner calls "the beauty we have paid for with our shame." Without the double awareness pricked by such rituals, people are liable to find themselves either plundering the earth without restraint or descending into self-loathing and misanthropy. Perhaps it's not surprising that most of us today bring one of those attitudes or the other to our conduct in nature.

Did I help someone to realize a dream they thought they'd lost? Did I listen when someone told me the reward is worth the cost? Did I praise someone for their efforts and encourage someone toward their dreams? Did I help someone to understand the end never justifies the means? Did I make someone laugh and smile when they would much, rather frown? Was I the one who picked them up when everyone put them down? Am I, the one they confide in and know their conversations secure? Did I provide them with someone to trust in knowing their friendship will always endure? Am I humble and constantly striving to become more than I was yesterday? Did I focus on the successes of others and follow through with all that I say? If I constantly strive to become the one who can say I did to did I's. Then my life is fulfilled, knowing I have achieved life's greatest prize.

By perpetuating his version of the story he wanted told about his wealth and his subsequent “successes,” our family and then many others started the process of normalizing Donald. His hiring (and treatment) of undocumented workers and his refusal to pay contractors for completed work were assumed to be the cost of doing business. Treating people with disrespect and nickel-and-diming them made him look tough.

When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.

Comfort and security are all well and good, but not at the cost of liberty, love and lustiness. The Bohemian knows that money, property and status have little to do with the content of one’s character, and that professional success and widespread celebration have little to do with talent. Of value to the Bohemian is spiritual integrity and creative freedom. The Bohemian would sooner live in poverty than submit to an undesirable job.

When a man really gives up trying to make something out of himself—a saint, or a converted sinner, or a churchman (a so-called clerical somebody), a righteous or unrighteous man,… when in the fullness of tasks, questions, success or ill-hap, experiences and perplexities, a man throws himself into the arms of God… then he wakes with Christ in Gethsemane. That is faith, that is metanoia and it is thus that he becomes a man and Christian.

Your attachments are the source of all your problems. The need to be right, to possess someone or something, to win at all costs, to be viewed by others as superior—these are all attachments. The open mind resists these attachments and consequently experiences inner peace and success. To release attachments, you have to make a shift in how you

The reason I started the video library was that I knew around twenty of my friends and relatives owned video players. So I thought that if between them they hired twenty cassettes, at ₹10 a cassette a day, I would get ₹200 a day or ₹6,000 a month, which was the running cost of my shop. Anything extra, I thought, would be a profit which I could take a chance upon. Within a month of starting my shop, I was renting out more than 100 cassettes a day, but none of the twenty people I had counted upon ever came to my shop. If they did, they never paid, as they were my friends or were related to me. So in effect, what I had counted upon didn’t happen and success came from unexpected quarters. But I know in my heart that if I had not banked on those twenty people, there was no way I would have started my shop.

If you sell your soul to get ahead it will cost more than you bargained for. When you earn your success and never take something for nothing, no one can lay claim to what’s rightfully yours. My biggest investors, now deceased, ask nothing of me. They are the only ones I owe for a debt I can never repay; but it’s the only kind that will ever be worth carrying.

As a physician, I was trained to deal with uncertainty as aggressively as I dealt with disease itself. The unknown was the enemy. Within this worldview, having a question feels like an emergency; it means that something is out of control and needs to be made known as rapidly, efficiently, and cost-effectively as possible. But death has taken me to the edge of certainty, to the place of questions. After years of trading mystery for mastery, it was hard and even frightening to stop offering myself reasonable explanations for some of the things that I observed and that others told me, and simply take them as they are. "I don't know" had long been a statement of shame, of personal and professional failing. In all of my training I do not recall hearing it said aloud even once. But as I listened to more and more people with life-threatening illnesses tell their stories, not knowing simply became a matter of integrity. Things happened. And the explanations I offered myself became increasingly hollow, like a child whistling in the dark. The truth was that very often I didn't know and couldn't explain, and finally, weighed down by the many, many instances of the mysterious which are such an integral part of illness and healing, I surrendered. It was a moment of awakening. For the first time, I became curious about the things I had been unwilling to see before, more sensitive to inconsistencies I had glibly explained or successfully ignored, more willing to ask people questions and draw them out about stories I would have otherwise dismissed. What I have found in the end was that the life I had defended as a doctor as precious was also Holy. I no longer feel that life is ordinary. Everyday life is filled with mystery. The things we know are only a small part of the things we cannot know but can only glimpse. Yet even the smallest of glimpses can sustain us. Mystery seems to have the power to comfort, to offer hope, and to lend meaning in times of loss and pain. In surprising ways it is the mysterious that strengthens us at such times. I used to try to offer people certainty in times that were not at all certain and could not be made certain. I now just offer my companionship and share my sense of mystery, of the possible, of wonder. After twenty years of working with people with cancer, I find it possible to neither doubt nor accept the unprovable but simply to remain open and wait. I accept that I may never know where truth lies in such matters. The most important questions don't seem to have ready answers. But the questions themselves have a healing power when they are shared. An answer is an invitation to stop thinking about something, to stop wondering. Life has no such stopping places, life is a process whose every event is connected to the moment that just went by. An unanswered question is a fine traveling companion. It sharpens your eye for the road.

Giving away free housing, it turned out, was actually a windfall for the state budget. State economists calculated that a drifter living on the street cost the government $16,670 a year (for social services, police, courts, etc.). An apartment plus professional counseling, by contrast, cost a modest $11,000.30 The numbers are clear. Today, Utah is on course to eliminate chronic homelessness entirely, making it the first state in the U.S. to successfully address this problem. All while saving a fortune.

Early entry is appropriate when the following general circumstances hold:   Image and reputation of the firm are important to the buyer, and the firm can develop an enhanced reputation by being a pioneer. Early entry can initiate the learning process in a business in which the learning curve is important, experience is difficult to imitate, and it will not be nullified by successive technological generations. Customer loyalty will be great, so that benefits will accrue to the firm that sells to the customer first. Absolute cost advantages can be gained by early commitment to supplies of raw materials, distribution channels, and so on.

Nearly all of these successful folks have made it in the business world by sticking with the free market ideal of survival of the fittest over everything else. They believe in giving no quarter, and consequently they are antiunion, pro-death penalty, and pro-war- that is, until they actually feel the war's cost in their own wallets and a big voice coming out of the sky says: You could grab more money if we did not have this war to pay for! This is America, where greed is christened "drive" and is deemed a virtue.

Some of us give up on life with only a resigned sigh. Others fight a little, then lose hope. Still others- and I am one of those-never give up. We fight and fight and fight. We fight no matter what the cost of battle, the losses we take, the improbability of success. We fight to the very end. It's not a question of courage. It's...an inability to let go. It may be nothing more than life hungry stupidity.

If you don’t drink coffee, you should think about two to four cups a day. It can make you more alert, happier, and more productive. It might even make you live longer. Coffee can also make you more likely to exercise, and it contains beneficial antioxidants and other substances associated with decreased risk of stroke (especially in women), Parkinson’s disease, and dementia. Coffee is also associated with decreased risk of abnormal heart rhythms, type 2 diabetes, and certain cancers.12, 13 Any one of those benefits of coffee would be persuasive, but cumulatively they’re a no-brainer. An hour ago I considered doing some writing for this book, but I didn’t have the necessary energy or focus to sit down and start working. I did, however, have enough energy to fix myself a cup of coffee. A few sips into it, I was happier to be working than I would have been doing whatever lazy thing was my alternative. Coffee literally makes me enjoy work. No willpower needed. Coffee also allows you to manage your energy levels so you have the most when you need it. My experience is that coffee drinkers have higher highs and lower lows, energywise, than non–coffee drinkers, but that trade-off works. I can guarantee that my best thinking goes into my job, while saving my dull-brain hours for household chores and other simple tasks. The biggest downside of coffee is that once you get addicted to caffeine, you can get a “coffee headache” if you go too long without a cup. Luckily, coffee is one of the most abundant beverages on earth, so you rarely have to worry about being without it. Coffee costs money, takes time, gives you coffee breath, and makes you pee too often. It can also make you jittery and nervous if you have too much. But if success is your dream and operating at peak mental performance is something you want, coffee is a good bet. I highly recommend it. In fact, I recommend it so strongly that I literally feel sorry for anyone who hasn’t developed the habit.

Also, the technologically high-risk Apollo aerospace programme is considered a classic success story of megaproject planning and implementation. The cost overrun on this US$21 billion project was only 5 per cent. Few know, however, that the original budget estimate included US$8 billion of contingencies.18 By allowing for risk with foresight, the programme avoided ending up in the type of large cost overrun that destabilises many major projects during implementation. The Apollo approach, with its realistic view of risks, costs and contingencies, should be adopted in more major projects.

Strike experienced a moment of pure clarity: he would never make it out of here, would never rise above his current position as Rodney’s lieutenant, because all the intelligence and prudence and vision came to nothing if it wasn’t tempered and supported by a certain blindness, an oblivious animal will that Rodney had, that he, Strike, did not have. Rodney would survive all this not because of his guts or his brains, but because he understood that there was no real life out here on the street, no real lives other than his own, and that what really mattered was coming first in all things, in all ways and at all costs.

America's industrial success produced a roll call of financial magnificence: Rockefellers, Morgans, Astors, Mellons, Fricks, Carnegies, Goulds, du Ponts, Belmonts, Harrimans, Huntingtons, Vanderbilts, and many more based in dynastic wealth of essentially inexhaustible proportions. John D. Rockefeller made $1 billion a year, measured in today's money, and paid no income tax. No one did, for income tax did not yet exist in America. Congress tried to introduce an income tax of 2 percent on earnings of $4,000 in 1894, but the Supreme Court ruled it unconstitutional. Income tax wouldn't become a regular part of American Life until 1914. People would never be this rich again. Spending all this wealth became for many a more or less full-time occupation. A kind of desperate, vulgar edge became attached to almost everything they did. At one New York dinner party, guests found the table heaped with sand and at each place a little gold spade; upon a signal, they were invited to dig in and search for diamonds and other costly glitter buried within. At another party - possibly the most preposterous ever staged - several dozen horses with padded hooves were led into the ballroom of Sherry's, a vast and esteemed eating establishment, and tethered around the tables so that the guests, dressed as cowboys and cowgirls, could enjoy the novel and sublimely pointless pleasure of dining in a New York ballroom on horseback.

Could this approach to public health have something to do with the fact that the incarceration rate in Norway is 71/ 100,000, in the Netherlands 81/ 100,000, and the US 781/ 100,000, while the crime rate in those countries is much lower than in ours, and the cost of medical care about half? Seventy percent of prisoners in California spent time in foster care while growing up. The United States spends $ 84 billion per year to incarcerate people at approximately $ 44,000 per prisoner; the northern European countries a fraction of that amount. Instead, they invest in helping parents to raise their children in safe and predictable surroundings. Their academic test scores and crime rates seem to reflect the success of those investments.

I had no idea we planned to be so ruthless." "It was not publicized or even discussed with the political arm of the colonization program. Ruthlessness was necessary but wins no votes." "But this is not our world, to treat however we want!" "Visiting here as students of an alien evolutionary tradition would not be either cost-effective or, ultimately, successful. We would inevitably contaminate Garden, or worse yet, become contaminated and bring potentially deadly Gardenian life forms back to Earth. The three continental preserves will be sufficient to allow biologists to study alien life at some point in the future. And if you really thought we would colonize this world without making it 'ours', you'd be far too naive to command this expedition." "I...didn't realize..." "You didn't think about it at all," said the expendable. "The selective voluntary blindness of human beings allows them to ignore the moral consequences of their choices. It has been one of the species' most valuable traits, in terms of the survival of any particular human community." "And you aren't morally blind?" "We see the moral ironies very clearly. We simply don't care.

There is a further (non-distributional) consideration that can affect an assessment of a life’s quality. Arguably, once a life reaches a certain threshold of badness (considering both the amount and the distribution of its badness), no quantity of good can outweigh it, because no amount of good could be worth that badness. It is just this assessment that Donald (‘Dax’) Cowart made of his own life—or at least of that part of his life following a gas explosion that burnt two-thirds of his body. He refused extremely painful, life-saving treatment, but the doctors ignored his wishes and treated him nonetheless. His life was saved, he achieved considerable success, and he reattained a satisfactory quality of life. Yet, he continued to maintain that these post-burn goods were not worth the costs of enduring the treatments to which he was subjected. No matter how much good followed his recovery, this could not outweigh, at least in his own assessment, the bad of the burns and treatment that he experienced.

Never look back. The past is done. The future is a blank canvas. Work on creating a masterpiece. Only you have the power to make your painting beautiful. Do not waste time chasing after success or comparing yourself to others. Every flower blooms at a different pace. Excel at doing what your passion is and only focus on perfecting it. Eventually people will see what you are great at doing, and if you are truly great, success will come chasing after you. Those who chase after success are flowers with bulbs that fade out early. Those who have success chasing after them, become eternal flowers. But remember, you were born an original work of art. Stay original always. Originals cost more than imitations. Just take a look at the the coolest people in history. History does not remember the forgettable. It honors the unique minority the majority cannot forget.

...we have to show up to get up. Cynicism isn't a politics. Neither is irony. We have to participate, at cost and peril, in shaping our government and thereby shape its processes....The hard work of the civil rights movement wasn't engaged to change city busing in Montgomery; those protesters meant to change the laws and heart of the country for themselves and future generations....[T]he success of the civil rights movement was vested in the degree to which activists voluntarily endured injustice and injury by marching in the street and by encouraging others to march into classrooms, and county boardrooms, and colleges and law schools, and the voting booth.

[On Love After Love by Derek Walcott] I read this poem often, once a month at least. In the madness and mayhem of modern life, where every man seems committed to an endless search for the approval and esteem of his fellows and peers, no matter what the cost, this poem reminds me of a basic truth: that we are, as we are, "enough". Most of us are motivated deep down by a sense of insufficiency, a need to be better stronger, faster; to work harder; to be more committed, more kind, more self-sufficient, more successful. But this short poem by Derek Walcott is like a declaration of unconditional love. It's like the embrace of an old friend. He brings us to an awareness of the present moment, calm and peaceful, and to a feeling of gratitude for everything we have. I have read it to my dearest friends after dinner once, and to my family at Christmas, and they started crying, which always, unfailingly, makes me cry.

Much of the wisdom I have gained was gained through failure. I have failed an insane amount of times. And I've probably failed at everything it's possible to fail at. I've failed in every category of life - from family to money to business to marriage and more. I've had small failures, big failures, and even disastrous life-altering failures. I've even failed at some of the same things multiple times before I learned the lesson I needed to learn. I've had failures that cost me personally, failures that cost my family and friends, and even failures that cost a lot of people I never met. But with every failure, I gained new wisdom. And all of this failure has allowed me to cultivate success.

I have said that I learned a lot by teaching others. I discovered that every soul has almost the same difficulties and that there is yet a vast difference between individual souls—a difference which means that each one must be dealt with differently. There are some with whom I must make myself small and show myself willing to be humiliated by confessing my own struggles and defeats, for then they themselves easily confess their own faults and are pleased that I understand them through my own experience. To be successful with others, firmness is necessary. I must never go back on what I have said, and to humiliate myself would be regarded as weakness. God has given me the grace of having no fear of a fight. I will do my duty at any cost. More than once I have been told: “If you want to succeed with me, severity is no use. You will get nowhere unless you are gentle.” But I know that no one is a good judge in his own case.

WE MAY FEEL...BUT WE DON'T We may feel the need to change employment, but we don’t. We may feel the need to start a specific project, but we don’t. We may feel the need to pursue higher education, but we don’t We may feel the need to heal a broken relationship, but we don’t. We may feel the need to work to improve our spiritual lives, but we don’t. We may feel the need to take steps toward a healthier physical or emotional life for ourselves and/or our family, but again, we don’t. (This list could likely go on for eternity.) The desire for progression is innate, but the problem we face is that the actual act of progression is also a choice. Without embracing our inherent need for progress, for positive growth and/or change, we’ll still go on living. ...But at what cost?

In the struggle for supremacy the various political parties outdo each other in trickery, deceit, cunning, and shady machinations, confident that the one who succeeds is sure to be hailed by the majority as the victor. That is the only god, - Success. As to what expense, what terrible cost to character, is of no moment. We have not far to go in search of proof to verify this sad fact. Never before did the corruption, the complete rottenness of our government stand so thoroughly exposed; never before were the American people brought face to face with the Judas nature of that political body, which has claimed for years to be absolutely beyond reproach, as the mainstay of our institutions, the true protector of the rights and liberties of the people. Yet when the crimes of that party became so brazen that even the blind could see them, it needed but to muster up its minions, and its supremacy was assured. Thus the very victims, duped, betrayed, outraged a hundred times, decided, not against, but in favor of the victor. Bewildered, the few asked how could the majority betray the traditions of American liberty? Where was its judgment, its reasoning capacity? That's just it, the majority cannot reason; it has no judgment. Lacking utterly in originality and moral courage, the majority has always placed its destiny in the hands of others. Incapable of standing responsibilities, it has followed its leaders even unto destruction.

There are two kinds of directors; those who have the public in mind when they conceive and make their films and those who don't consider the public at all. For the former, cinema is an art of spectacle; for the latter, it is an individual adventure. There is nothing intrinsically better about one or the other; it's simply a matter of different approaches. For Hitchcock as for Renoir, as for that matter almost all American directors, a film has not succeeded unless it is a success, that is, unless it touches the public that one has had in mind right from the moment of choosing the subject matter to the end of production. While Bresson, Tati, Rossellini, Ray make films their own way and then invite the public to join the "game," Renoir, Clouzot, Hitchcock and Hawks make movies for the public, and ask themselves all the questions they think will interest their audience. Alfred Hitchcock, who is a remarkably intelligent man, formed the habit early--right from the start of his career in England--of predicting each aspect of his films. All his life he has worked to make his own tastes coincide with the public', emphasizing humor in his English period and suspense in his American period. This dosage of humor and suspense has made Hitchcock one of the most commercial directors in the world (his films regularly bring in four times what they cost). It is the strict demands he makes on himself and on his art that have made him a great director.

The falseness of the seventeenth century became a large measure of the truth by the nineteenth. Money made the man, or at least went a long way toward doing so; and death became the occasion for a final accounting, a stocktaking of worldly success. Of course, there were other metrics: virtue, martyrdom, political standing, fraternal ties. But it took money to publicize them. The funeral became more and more a standardized commodity whose cost could be matched with exquisite precision to the class and degree of 'respectability' of the deceased. When one bought a funeral, one bought a more or less splendid parade, each additional bauble, each horse, each feather or set of nails adding to the base price. Bit by bit, finery accumulated, and by looking at the account books of an undertaker who specialized in pauper funerals, we can begin to see the bounds of decency in death.

1. Project What is the project? Why is it unique? Why is the business needed? Why will customers love your product? 2. Partners Who are you? Who are the partners? What are your educational backgrounds? How much experience do you all have? How are you and your partners qualified to make the project a success? 3. Financing What is the total cost of the project? How much debt and how much equity is there? Are partners investing their own money? What is the investor’s return and reward for their risk? What are the tax consequences? Who is your CFO or accounting firm? Who is responsible for investor communications? What is the investor’s exit? 4. Management Who is running your company? What is their experience? What is their track record? Have they ever failed? How does their experience relate to your industry? Do you believe this is the strongest management team you can assemble? Can you pitch them with confidence?

One also, in our milieu, simply didn't meet enough Americans to form an opinion. And when one did—this was in the days of crew-cuts and short-legged pants—they, too, often really did sport crew-cuts and trousers that mysteriously ended several inches short of the instep. Why was that? It obviously wasn't poverty. A colleague of my father's had a daughter who got herself married and found that an American friend she had met on holiday had offered to pay the whole cost of the nuptial feast. I forget the name of this paladin, but he had a crew-cut and amputated trouser-bottoms and a cigar stub and he came from a place called Yonkers, which seemed to me a ridiculous name to give to a suburb. (I, who had survived Crapstone… ) Anyway, once again one received a Henry Jamesian impression of brash generosity without overmuch refinement. There was a boy at my boarding school called Warren Powers Laird Myers, the son of an officer stationed at one of the many U.S. Air Force bases in Cambridgeshire. Trousers at The Leys School were uniform and regulation, but he still managed to show a bit of shin and to buzz-cut his hair. 'I am not a Yankee,' he informed me (he was from Norfolk, Virginia). 'I am a CON-federate.' From what I was then gleaning of the news from Dixie, this was unpromising. In our ranks we also had Jamie Auchincloss, a sprig of the Kennedy-Bouvier family that was then occupying the White House. His trousers managed to avoid covering his ankles also, though the fact that he shared a parent with Jackie Kennedy meant that anything he did was accepted as fashionable by definition. The pants of a man I'll call Mr. 'Miller,' a visiting American master who skillfully introduced me to J.D. Salinger, were also falling short of their mark. Mr. Miller's great teacher-feature was that he saw sexual imagery absolutely everywhere and was slightly too fond of pointing it out [...]. Meanwhile, and as I mentioned much earlier, the dominant images projected from the United States were of the attack-dog-and-firehose kind, with swag-bellied cops lying about themselves and the political succession changed as much by bullets as by ballots.

Schools could do the same thing. Elementary and middle schools could put the January through April–born students in one class, the May through August in another class, and those born in September through December in the third class. They could let students learn with and compete against other students of the same maturity level. It would be a little bit more complicated administratively. But it wouldn’t necessarily cost that much more money, and it would level the playing field for those who — through no fault of their own — have been dealt a big disadvantage by the educational system. We could easily take control of the machinery of achievement, in other words — not just in sports but, as we will see, in other more consequential areas as well. But we don’t. And why? Because we cling to the idea that success is a simple function of individual merit and that the world in which we all grow up and the rules we choose to write as a society don’t matter at all.

I suspect that self-deception is similar to its cousins, overconfidence and optimism, and as with these other biases, it has both benefits and disadvantages. On the positive side, an unjustifiably elevated belief in ourselves can increase our general well-being by helping us cope with stress; it can increase our persistence while doing difficult or tedious tasks; and it can get us to try new and different experiences. We persist in deceiving ourselves in part to maintain a positive self-image. We gloss over our failures, highlight our successes (even when they’re not entirely our own), and love to blame other people and outside circumstances when our failures are undeniable. Like our friend the crab, we can use self-deception to boost our confidence when we might not otherwise feel bold. Positioning ourselves on the basis of our finer points can help us snag a date, finish a big project, or land a job. (I am not suggesting that you puff up your résumé, of course, but a little extra confidence can often work in our favor.) On the negative side, to the extent that an overly optimistic view of ourselves can form the basis of our actions, we may wrongly assume that things will turn out for the best and as a consequence not actively make the best decisions. Self-deception can also cause us to “enhance” our life stories with, say, a degree from a prestigious university, which can lead us to suffer a great deal when the truth is ultimately revealed. And, of course, there is the general cost of deception. When we and those around us are dishonest, we start suspecting everyone, and without trust our lives become more difficult in almost every way.

As actor and comedian Lily Tomlin once said, “The road to success is always under construction.” So don’t allow yourself to be detoured from getting to your ONE Thing. Pave your way with the right people and place. BIG IDEAS Start saying “no.” Always remember that when you say yes to something, you’re saying no to everything else. It’s the essence of keeping a commitment. Start turning down other requests outright or saying, “No, for now” to distractions so that nothing detracts you from getting to your top priority. Learning to say no can and will liberate you. It’s how you’ll find the time for your ONE Thing. Accept chaos. Recognize that pursuing your ONE Thing moves other things to the back burner. Loose ends can feel like snares, creating tangles in your path. This kind of chaos is unavoidable. Make peace with it. Learn to deal with it. The success you have accomplishing your ONE Thing will continually prove you made the right decision. Manage your energy. Don’t sacrifice your health by trying to take on too much. Your body is an amazing machine, but it doesn’t come with a warranty, you can’t trade it in, and repairs can be costly. It’s important to manage your energy so you can do what you must do, achieve what you want to achieve, and live the life you want to live. Take ownership of your environment. Make sure that the people around you and your physical surroundings support your goals. The right people in your life and the right physical environment on your daily path will support your efforts to get to your ONE Thing. When both are in alignment with your ONE Thing, they will supply the optimism and physical lift you need to make your ONE Thing happen. Screenwriter Leo Rosten pulled everything together for us when he said, “I cannot believe that the purpose of life is to be happy. I think the purpose of life is to be useful, to be responsible, to be compassionate. It is, above all, to matter, to count, to stand for something, to have made some difference that you lived at all.” Live with Purpose, Live by Priority, and Live for Productivity. Follow these three for the same reason you make the three commitments and avoid the four thieves—because you want to leave your mark. You want your life to matter. 18

Ever more scholars see cultures as a kind of mental infection or parasite, with humans as its unwitting host. Organic parasites, such as viruses, live inside the body of their hosts. They multiply and spread from one host to the other, feeding off their hosts, weakening them, and sometimes even killing them. As long as the hosts live long enough to pass along the parasite, it cares little about the condition of its host. In just this fashion, cultural ideas live inside the minds of humans. They multiply and spread from one host to another, occasionally weakening the hosts and sometimes even killing them. A cultural idea – such as belief in Christian heaven above the clouds or Communist paradise here on earth – can compel a human to dedicate his or her life to spreading that idea, even at the price of death. The human dies, but the idea spreads. According to this approach, cultures are not conspiracies concocted by some people in order to take advantage of others (as Marxists tend to think). Rather, cultures are mental parasites that emerge accidentally, and thereafter take advantage of all people infected by them. This approach is sometimes called memetics. It assumes that, just as organic evolution is based on the replication of organic information units called ‘genes’, so cultural evolution is based on the replication of cultural information units called ‘memes’.1 Successful cultures are those that excel in reproducing their memes, irrespective of the costs and benefits to their human hosts. Most scholars in the humanities disdain memetics, seeing it as an amateurish attempt to explain cultural processes with crude biological analogies. But many of these same scholars adhere to memetics’ twin sister – postmodernism. Postmodernist thinkers speak about discourses rather than memes as the building blocks of culture.

I wish I had asked myself when I was younger. My path was so tracked that in my 8th-grade yearbook, one of my friends predicted— accurately— that four years later I would enter Stanford as a sophomore. And after a conventionally successful undergraduate career, I enrolled at Stanford Law School, where I competed even harder for the standard badges of success. The highest prize in a law student’s world is unambiguous: out of tens of thousands of graduates each year, only a few dozen get a Supreme Court clerkship. After clerking on a federal appeals court for a year, I was invited to interview for clerkships with Justices Kennedy and Scalia. My meetings with the Justices went well. I was so close to winning this last competition. If only I got the clerkship, I thought, I would be set for life. But I didn’t. At the time, I was devastated. In 2004, after I had built and sold PayPal, I ran into an old friend from law school who had helped me prepare my failed clerkship applications. We hadn’t spoken in nearly a decade. His first question wasn’t “How are you doing?” or “Can you believe it’s been so long?” Instead, he grinned and asked: “So, Peter, aren’t you glad you didn’t get that clerkship?” With the benefit of hindsight, we both knew that winning that ultimate competition would have changed my life for the worse. Had I actually clerked on the Supreme Court, I probably would have spent my entire career taking depositions or drafting other people’s business deals instead of creating anything new. It’s hard to say how much would be different, but the opportunity costs were enormous. All Rhodes Scholars had a great future in their past. the best paths are new and untried. will this business still be around a decade from now? business is like chess. Grandmaster José Raúl Capablanca put it well: to succeed, “you must study the endgame before everything else. The few who knew what might be learned, Foolish enough to put their whole heart on show, And reveal their feelings to the crowd below, Mankind has always crucified and burned. Above all, don’t overestimate your own power as an individual. Founders are important not because they are the only ones whose work has value, but rather because a great founder can bring out the best work from everybody at his company. That we need individual founders in all their peculiarity does not mean that we are called to worship Ayn Randian “prime movers” who claim to be independent of everybody around them. In this respect, Rand was a merely half-great writer: her villains were real, but her heroes were fake. There is no Galt’s Gulch. There is no secession from society. To believe yourself invested with divine self-sufficiency is not the mark of a strong individual, but of a person who has mistaken the crowd’s worship—or jeering—for the truth. The single greatest danger for a founder is to become so certain of his own myth that he loses his mind. But an equally insidious danger for every business is to lose all sense of myth and mistake disenchantment for wisdom.

Finding a situation that catches the key competitor or competitors with conflicting goals is at the heart of many company success stories. The slow Swiss reaction to the Timex watch provides an example. Timex sold its watches through drugstores, rather than through the traditional jewelry store outlets for watches, and emphasized very low cost, the need for no repair, and the fact that a watch was not a status item but a functional part of the wardrobe. The strong sales of the Timex watch eventually threatened the financial and growth goals of the Swiss, but it also raised an important dilemma for them were they to retaliate against it directly. The Swiss had a big stake in the jewelry store as a channel and a large investment in the Swiss image of the watch as a piece of fine precision jewelry. Aggressive retaliation against Timex would have helped legitimize the Timex concept, threatened the needed cooperation of jewelers in selling Swiss watches, and blurred the Swiss product image. Thus the Swiss retaliation to Timex never really came. There are many other examples of this principle at work. Volkswagen’s and American Motor’s early strategies of producing a stripped-down basic transportation vehicle with few style changes created a similar dilemma for the Big Three auto producers. They had a strategy built on trade-up and frequent model changes. Bic’s recent introduction of the disposable razor has put Gillette in a difficult position: if it reacts it may cut into the sales of another product in its broad line of razors, a dilemma Bic does not face.4 Finally, IBM has been reluctant to jump into minicomputers because the move will jeopardize its sales of larger mainframe computers.

Let us return to the distinction between Thalesian and Aristotelian for a minute and look at evolution from the following point of view. The frequency, i.e., how often someone is right is largely irrelevant in the real world, but alas, one needs to be a practitioner, not a talker, to figure it out. On paper, the frequency of being right matters, but only on paper—typically, fragile payoffs have little (sometimes no) upside, and antifragile payoffs have little downside. This means that one makes pennies to lose dollars in the fragile case; makes dollars to lose pennies in the antifragile one. So the antifragile can lose for a long time with impunity, so long as he happens to be right once; for the fragile, a single loss can be terminal. Accordingly if you were betting on the downfall of, say, a portfolio of financial institutions because of their fragilities, it would have cost you pennies over the years preceding their eventual demise in 2008, as Nero and Tony did. (Note again that taking the other side of fragility makes you antifragile.) You were wrong for years, right for a moment, losing small, winning big, so vastly more successful than the other way (actually the other way would be bust). So you would have made the Thekels like Thales because betting against the fragile is antifragile. But someone who had merely “predicted” the event with just words would have been called by the journalists “wrong for years,” “wrong most of the time,” etc. Should we keep tally of opinion makers’ “right” and “wrong,” the proportion does not matter, as we need to include consequences. And given that this is impossible, we are now in a quandary. Look at it again, the way we looked at entrepreneurs. They are usually wrong and make “mistakes”—plenty of mistakes. They are convex. So what counts is the payoff from success.

The principles of war are the same as those of a siege. Fire must be concentrated on one point, and as soon as the breach is made, the equilibrium is broken and the rest is nothing.' Subsequent military theory has put the accent on the first clause instead of on the last: in particular, on the words 'one point' instead of on the word 'equilibrium'. The former is but a physical metaphor, whereas the latter expresses the actual psychological result which ensures 'that the rest is nothing'. His own emphasis can be traced in the strategic course of his campaigns. The word 'point' even, has been the source of much confusion, and more controversy. One school has argued that Napoleon meant that the concentrated blow must be aimed at the enemy's strongest point, on the ground that this, and this only, ensures decisive results. For if the enemy's main resistance be broken, its rupture will involve that of any lesser opposition. This argument ignores the factor of cost, and the fact that the victor may be too exhausted to exploit his success-so that even a weaker opponent may acquire a relatively higher resisting power than the original. The other school-better imbued with the idea of economy of force, but only in the limited sense of first costs-has contended that the offensive should be aimed at the enemy's weakest point. But where a point is obviously weak this is usually because it is remote from any vital artery or nerve centre, or because it is deliberately weak to draw the assailant into a trap. Here, again illumination comes from the actual campaign in which Bonaparte put this maxim into execution. It clearly suggests that what he really meant was not 'point', but 'joint'-and that at this stage of his career he was too firmly imbued with the idea of economy of force to waste his limited strength in battering at the enemy's strong point. A joint, however, is both vital and vulnerable. It was at this time too, that Bonaparte used another phrase that has subsequently been quoted to justify the most foolhardy concentrations of effort against the main armed forces of the enemy. 'Austria is our most determined enemy....Austria overthrown, Spain and Italy fall of themselves. We must not disperse our attacks but concentrate them.' But the full text of the memorandum containing this phrase shows that he was arguing, not in support of the direct attack upon Austria, but for using the army on the frontier of Piedmont for an indirect approach to Austria.

This was no coincidence. The best short stories and the most successful jokes have a lot in common. Each form relies on suggestion and economy. Characters have to be drawn in a few deft strokes. There's generally a setup, a reveal, a reversal, and a release. The structure is delicate. If one element fails, the edifice crumbles. In a novel you might get away with a loose line or two, a saggy paragraph, even a limp chapter. But in the joke and in the short story, the beginning and end are precisely anchored tent poles, and what lies between must pull so taut it twangs. I'm not sure if there is any pattern to these selections. I did not spend a lot of time with those that seemed afraid to tell stories, that handled plot as if it were a hair in the soup, unwelcome and embarrassing. I also tended not to revisit stories that seemed bleak without having earned it, where the emotional notes were false, or where the writing was tricked out or primped up with fashionable devices stressing form over content. I do know that the easiest and the first choices were the stories to which I had a physical response. I read Jennifer Egan's "Out of Body" clenched from head to toe by tension as her suicidal, drug-addled protagonist moves through the Manhattan night toward an unforgivable betrayal. I shed tears over two stories of childhood shadowed by unbearable memory: "The Hare's Mask," by Mark Slouka, with its piercing ending, and Claire Keegan's Irishinflected tale of neglect and rescue, "Foster." Elizabeth McCracken's "Property" also moved me, with its sudden perception shift along the wavering sightlines of loss and grief. Nathan Englander's "Free Fruit for Young Widows" opened with a gasp-inducing act of unexpected violence and evolved into an ethical Rubik's cube. A couple of stories made me laugh: Tom Bissell's "A Bridge Under Water," even as it foreshadows the dissolution of a marriage and probes what religion does for us, and to us; and Richard Powers's "To the Measures Fall," a deftly comic meditation on the uses of literature in the course of a life, and a lifetime. Some stories didn't call forth such a strong immediate response but had instead a lingering resonance. Of these, many dealt with love and its costs, leaving behind indelible images. In Megan Mayhew Bergman's "Housewifely Arts," a bereaved daughter drives miles to visit her dead mother's parrot because she yearns to hear the bird mimic her mother's voice. In Allegra Goodman's "La Vita Nuova," a jilted fiancée lets her art class paint all over her wedding dress. In Ehud Havazelet's spare and tender story, "Gurov in Manhattan," an ailing man and his aging dog must confront life's necessary losses. A complicated, only partly welcome romance blossoms between a Korean woman and her demented

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

Why don't you make everybody an Alpha Double Plus while you're about it?" Mustapha Mond laughed. "Because we have no wish to have our throats cut," he answered. "We believe in happiness and stability. A society of Alphas couldn't fail to be unstable and miserable. Imagine a factory staffed by Alphas–that is to say by separate and unrelated individuals of good heredity and conditioned so as to be capable (within limits) of making a free choice and assuming responsibilities. Imagine it!" he repeated. The Savage tried to imagine it, not very successfully. "It's an absurdity. An Alpha-decanted, Alpha-conditioned man would go mad if he had to do Epsilon Semi-Moron work–go mad, or start smashing things up. Alphas can be completely socialized–but only on condition that you make them do Alpha work. Only an Epsilon can be expected to make Epsilon sacrifices, for the good reason that for him they aren't sacrifices; they're the line of least resistance. His conditioning has laid down rails along which he's got to run. He can't help himself; he's foredoomed. Even after decanting, he's still inside a bottle–an invisible bottle of infantile and embryonic fixations. Each one of us, of course," the Controller meditatively continued, "goes through life inside a bottle. But if we happen to be Alphas, our bottles are, relatively speaking, enormous. We should suffer acutely if we were confined in a narrower space. You cannot pour upper-caste champagne-surrogate into lower-caste bottles. It's obvious theoretically. But it has also been proved in actual practice. The result of the Cyprus experiment was convincing." "What was that?" asked the Savage. Mustapha Mond smiled. "Well, you can call it an experiment in rebottling if you like. It began in A.F. 473. The Controllers had the island of Cyprus cleared of all its existing inhabitants and re-colonized with a specially prepared batch of twenty-two thousand Alphas. All agricultural and industrial equipment was handed over to them and they were left to manage their own affairs. The result exactly fulfilled all the theoretical predictions. The land wasn't properly worked; there were strikes in all the factories; the laws were set at naught, orders disobeyed; all the people detailed for a spell of low-grade work were perpetually intriguing for high-grade jobs, and all the people with high-grade jobs were counter-intriguing at all costs to stay where they were. Within six years they were having a first-class civil war. When nineteen out of the twenty-two thousand had been killed, the survivors unanimously petitioned the World Controllers to resume the government of the island. Which they did. And that was the end of the only society of Alphas that the world has ever seen." The Savage sighed, profoundly. "The optimum population," said Mustapha Mond, "is modelled on the iceberg–eight-ninths below the water line, one-ninth above." "And they're happy below the water line?" "Happier than above it.

Here are the four keys to successful commitments: 1. Strong desire: In order to fully commit to something, you need a clear and personally compelling reason. Without a strong desire you will struggle when the implementation gets difficult, but with a compelling desire, seemingly insurmountable obstacles are seen as challenges to be met. The desired end result needs to be meaningful enough to get you through the hard times and keep you on track. 2. Keystone actions: Once you have an intense desire to accomplish something, you then need to identify the core actions that will produce the result you’re after. In today’s world, many of us have become spectators rather than participants. We must remember that it’s what we do that counts. In most endeavors there are often many activities that help you accomplish your goal. However there are usually a few core activities that account for the majority of the results, and in some cases there are only one or two keystone actions that ultimately produce the result. It is critical that you identify these keystones and focus on them. 3. Count the costs: Commitments require sacrifice. In any effort there are benefits and costs. Too often we claim to commit to something without considering the costs, the hardships that will have to be overcome to accomplish your desire. Costs can include time, money, risk, uncertainty, loss of comfort, and so on. Identifying the costs before you commit allows you to consciously choose whether you are willing to pay the price of your commitment. When you face any of these costs, it is extremely helpful to recognize that you anticipated them and decided that reaching your goal was worth it. 4. Act on commitments, not feelings: There will be times when you won’t feel like doing the critical activities. We’ve all been there. Getting out of bed at 5:30 a.m. to jog in the winter cold can be daunting, especially when you’re in a toasty warm bed. It is during these times that you will need to learn to act on your commitments instead of your feelings. If you don’t, you will never build any momentum and will get stuck continually restarting or, as is so often the case, giving up. Learning to do the things you need to do, regardless of how you feel, is a core discipline for success.

MY FIRST ASSIGNMENT AFTER BEING ORDAINED as a pastor almost finished me. I was called to be the assistant pastor in a large and affluent suburban church. I was glad to be part of such an obviously winning organization. After I had been there a short time, a few people came to me and asked that I lead them in a Bible study. “Of course,” I said, “there is nothing I would rather do.” We met on Monday evenings. There weren’t many—eight or nine men and women—but even so that was triple the two or three that Jesus defined as a quorum. They were eager and attentive; I was full of enthusiasm. After a few weeks the senior pastor, my boss, asked me what I was doing on Monday evenings. I told him. He asked me how many people were there. I told him. He told me that I would have to stop. “Why?” I asked. “It is not cost-effective. That is too few people to spend your time on.” I was told then how I should spend my time. I was introduced to the principles of successful church administration: crowds are important, individuals are expendable; the positive must always be accented, the negative must be suppressed. Don’t expect too much of people—your job is to make them feel good about themselves and about the church. Don’t talk too much about abstractions like God and sin—deal with practical issues. We had an elaborate music program, expensively and brilliantly executed. The sermons were seven minutes long and of the sort that Father Taylor (the sailor-preacher in Boston who was the model for Father Mapple in Melville’s Moby Dick) complained of in the transcendentalists of the last century: that a person could no more be converted listening to sermons like that than get intoxicated drinking skim milk.[2] It was soon apparent that I didn’t fit. I had supposed that I was there to be a pastor: to proclaim and interpret Scripture, to guide people into a life of prayer, to encourage faith, to represent the mercy and forgiveness of Christ at special times of need, to train people to live as disciples in their families, in their communities and in their work. In fact I had been hired to help run a church and do it as efficiently as possible: to be a cheerleader to this dynamic organization, to recruit members, to lend the dignity of my office to certain ceremonial occasions, to promote the image of a prestigious religious institution. I got out of there as quickly as I could decently manage it. At the time I thought I had just been unlucky. Later I came to realize that what I experienced was not at all uncommon.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

And so I learned things, gentlemen. Ah, one learns when one has to; one learns when one needs a way out; one learns at all costs. One stands over oneself with a whip; one flays oneself at the slightest opposition. My ape nature fled out of me, head over heels and away, so that my first teacher was almost himself turned into an ape by it and was taken away to a mental hospital. Fortunately he was soon let out again. But I used up many teachers, several teachers at once. As I became more confident of my abilities, as the public took and interest in my progress and my future began to look bright, I engaged teachers for myself, engaged them in five communicating rooms, and took lessons from all at once by dint of leaping from one room to the other. That progress of mine! How the rays of knowledge penetrated from all sides into my awakening brain? I do not deny it: I found it exhilarating. But I must also confess: I did not overestimate it, not even then, much less now. With an effort which up till now has never been repeated I managed to reach the cultural level of an average European. In itself that might be nothing to speak of, but it is something insofar as it has helped me out of my cage and opened a special way out for me, the way of humanity. There is an excellent idiom: to fight one’s way through the thick of things; that is what I have done, I have fought through the thick of things. There was nothing else for me to do, provided that freedom was not to be my choice. As I look back on my development and survey what I have achieved so far, I do not complain, but I am not complacent either. With my hands in my trouser pockets, my bottle of wine on the table, I half lie and half sit in my rocking chair and gaze out of the window: If a visitor arrives I receive him with propriety. My manager sits in the anteroom; when I ring, he comes and listens to what I have to say. Nearly every evening I give a performance, and I have a success that could hardly be increased. When I come home late at night from banquets, from scientific receptions, from social gatherings, there sits waiting for me a half-trained chimpanzee and I take comfort from her as apes do. By day I cannot bear to see her; for she has the insane look of the bewildered half-broken animal in her eye, no one else sees it, but I do, and I cannot bear it. On the whole, at any rate, I have achieved what I have set out to achieve. But do not tell me that it was not worth the trouble. In any case, I am not appealing to any man’s verdict. I am only imparting knowledge, I am only making a report. To you also, honored Members of the Academy, I have only made a report.

Keeping a new church outwardly focused from the beginning is much easier than trying to refocus an inwardly concerned church. In order to plant a successful church, you have to know that you know that you are undeniably called by God. The call to start a new church plant is not the same as the call to serve in an existing church or work in a ministry-related organization. You may be the greatest preacher this side of Billy Graham but still not be called to start a church. If you think you may have allowed an improper reason, voice or emotion to lead you to the idea of starting a new church, back away now. Spend some more time with God. You don’t want to move forward on a hunch or because you feel “pretty sure” that you should be planting a church. You have to be completely certain. “You’re afraid? So what. Everybody’s afraid. Fear is the common ground of humanity. The question you must wrestle to the ground is, ‘Will I allow my fear to bind me to mediocrity?’” When you think of a people group that you might be called to reach, does your heart break for them? If so, you may want to consider whether God is specifically calling you to reach that group for His kingdom. Is your calling clear? Has your calling been confirmed by others? Are you humbled by the call? Have you acted on your call? Do you know for certain that God has called you to start a new church? Nail it down. When exactly were you called? What were the circumstances surrounding your call? How did it match up with the sources of proper calling? Do you recognize the four specific calls in your calling? How? How does your call measure up to biblical characteristics? What is the emerging vision that God is giving you with this call? As your dependence on God grows, so will your church. One of the most common mistakes that enthusiastic and well-meaning church starters make is to move to a new location and start trying to reach people without thinking through even a short-term strategy. Don’t begin until you count the cost. why would you even consider starting a church (the only institution Jesus left behind and the only one that will last forever) without first developing a God-infused, specific, winning strategy? There are two types of pain: the pain of front-end discipline and the pain of back-end regret. With the question of strategy development, you get to choose which pain you’d rather live with. Basically, a purpose, mission and vision statement provides guiding principles that describe what God has called you to do (mission), how you will do it (purpose) and what it will look like when you get it done (vision). Keep your statement simple. Be as precise as possible. Core values are the filter through which you fulfill your strategy. These are important, because your entire strategy will be created and implemented in such a way as to bring your core values to life. Your strategic aim will serve as the beacon that guides the rest of your strategy. It is the initial purpose for which you are writing your strategy. He will not send more people to you than you are ready to receive. So what can you do? The same thing Dr. Graham does. Prepare in a way that enables God to open the floodgates into your church. If you are truly ready, He will send people your way. If you do the work we’ve described in this chapter, you’ll be able to build your new church on a strong base of God-breathed preparation. You’ll know where you are, where you’re going and how you are going to get there. You’ll be standing in the rain with a huge bucket, ready to take in the deluge. However, if you don’t think through your strategy, write it down and then implement it, you’ll be like the man who stands in the rainstorm with a Dixie cup. You’ll be completely unprepared to capture what God is pouring out. The choice is yours!

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