Deployment Inspirational Quotes

So the next time you see a person with a compose face and a soft voice, remember that inside her mind she might be solving an equation, composing a sonnet, designing a hat. She might, that is, be deploying the powers of quiet.

If it hurts, do it more frequently, and bring the pain forward.

The best way to get rid of the negative thoughts is to crowd them out with something else bigger and more beautiful: worship of the One who holds everything in His powerful and capable hands.

A full-throttled deployment of the practices of strategic communication would kill candor and leave truth bereft to fend for herself in the backstabbing night of political bogeys.

Someone with a fresh mind, one not conditioned by upbringing and environment, would doubtless look at science and the powerful reductionism that it inspires as overwhelmingly the better mode of understanding the world, and would doubtless scorn religion as sentimental wishful thinking. Would not that same uncluttered mind also see the attempts to reconcile science and religion by disparaging the reduction of the complex to the simple as attempts guided by muddle-headed sentiment and intellectually dishonest emotion? ...Religion closes off the central questions of existence by attempting to dissuade us from further enquiry by asserting that we cannot ever hope to comprehend. We are, religion asserts, simply too puny. Through fear of being shown to be vacuous, religion denies the awesome power of human comprehension. It seeks to thwart, by encouraging awe in things unseen, the disclosure of the emptiness of faith. Religion, in contrast to science, deploys the repugnant view that the world is too big for our understanding. Science, in contrast to religion, opens up the great questions of being to rational discussion, to discussion with the prospect of resolution and elucidation. Science, above all, respects the power of the human intellect. Science is the apotheosis of the intellect and the consummation of the Renaissance. Science respects more deeply the potential of humanity than religion ever can.

Connect with positive people who will stand in faith with you and lift you up in prayer. Study the Word of God and put your faith in action, for the Bible declares, "Faith without deeds is dead" (James 2:26)

I was inspired to write Countdown 'til Daddy Comes Home when I searched for books to help my 4 year daughter cope with her father deploying to Afghanistan and found nothing that quite fit our situation. My book is not only a great story for kids it has real suggestions for parents on how to keep you family connected during deployments or frequent business travel.

I am a bomb but I mean you no harm. That I still am here to tell this, is a miracle: I was deployed on May 15, 1957, but I didn’t go off because a British nuclear engineer, a young father, developed qualms after seeing pictures of native children marveling at the mushrooms in the sky, and sabotaged me. I could see why during that short drop before I hit the atoll: the island looks like god’s knuckles in a bathtub, the ocean is beautifully translucent, corals glow underwater, a dead city of bones, allowing a glimpse into a white netherworld. I met the water and fell a few feet into a chromatic cemetery. The longer I lie here, listening to my still functioning electronic innards, the more afraid I grow of detonating after all this time. I don’t share your gods, but I pray I shall die a silent death.

A management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization.” An OBJECTIVE, I explained, is simply WHAT is to be achieved, no more and no less. By definition, objectives are significant, concrete, action oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution

An OBJECTIVE, I explained, is simply WHAT is to be achieved, no more and no less. By definition, objectives are significant, concrete, action oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution. KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. (As prize pupil Marissa Mayer would say, “It’s not a key result unless it has a number.”) You either meet a key result’s requirements or you don’t; there is no gray area, no room for doubt.

Georgia pines flew past the windows of the Greyhound bus carrying Isaac Woodard home to Winnsboro, South Carolina. After serving four years in the army in World War II, where he had earned a battle star, he had received an honorable discharge earlier that day at Camp Gordon and was headed home to meet his wife. When the bus stopped at a small drugstore an hour outside Atlanta, Woodard asked the white driver if he could go to the restroom and a brief argument ensued. About half an hour later, the driver stopped again and told Woodard to get off the bus. Crisp in his uniform, Woodard stepped from the stairs and saw white police waiting for him. Before he could speak, one of the officers struck him in the head with a billy club, then continued to beat him so badly that he fell unconscious. The blows to Woodard’s head were so severe that when he woke in a jail cell the next day, he could not see. The beating occurred just four and a half hours after the soldier’s military discharge. At twenty-six, Woodard would never see again.83 There was nothing unusual about Woodard’s horrific maiming. It was part of a wave of systemic violence that had been deployed continuously against Black Americans for decades since the end of Reconstruction, in both the North and the South. As the racially egalitarian spirit of post–Civil War America evaporated under the desire for national reunification, Black Americans, simply by existing, served as a problematic reminder of this nation’s failings. White America dealt with this inconvenience by constructing a savagely enforced system of racial apartheid that excluded Black people almost entirely from mainstream American life—a system so grotesque that Nazi Germany would later take inspiration from it for its own racist policies.84

Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,

You gotta deploy patience and you gotta love the process. I’m addicted to the process of the battle scars, the setbacks. I don’t give a fuck about the end goal, I care the process, the enjoyment of doing it.

Almost any positive good [positive liberty] can be described in terms of freedom from something [negative liberty]. Health is freedom from disease; happiness is a life free from flaws and miseries; equality is freedom from advantage and disadvantage.. Faced with this flexibility, the theorist will need to prioritize some freedoms and discount others. At its extreme we may get the view that only some particular kind of life makes for ‘real freedom’. Real freedom might, for instance, be freedom the bondage of desire, as in Buddhism and Stoicism. Or it might be a kind of self-realization or self-perfection only possible in a community of similarly self-realized individuals, pointing us towards a communitarian, socialist, or even communist ideal. To a laissez-faire capitalist, it is freedom from more than minimal necessary political and legal interference in the pursuit of profit. But the rhetoric of freedom will typically just disguise the merits or demerits of the political order being promoted. The flexibility of the term ‘freedom’ undoubtedly plays a huge role in the rhetoric of political demands, particularly when the language of rights mingles with the language of freedom. ‘We have a right to freedom from…’ is not only a good way, but the best way to start a moral or political demand. Freedom is a dangerous word, just because it is an inspirational one. The modern emphasis on freedom is problematically associated with a particular self-image. This is the 'autonomous' or self-governing and self-driven individual. This individual has the right to make his or her own decisions. Interference or restraint is lack of respect, and everyone has a right to respect. For this individual, the ultimate irrationality would be to alienate his freedom, for instance by joining a monastery that requires unquestioning obedience to a superior, or selling himself into slavery to another. The self-image may be sustained by the thought that each individual has the same share of human reason, and an equal right to deploy this reason in the conduct of his or her own life. Yet the 'autonomous' individual, gloriously independent in his decision-making, can easily seem to be a fantasy. Not only the Grand Unifying Pessimisms, but any moderately sober reflection on human life and human societies, suggest that we are creatures easily swayed, constantly infected by the opinions of others, lacking critical self-understanding, easily gripped by fantastical hopes and ambitions. Our capacity for self-government is spasmodic, and even while we preen ourselves on our critical and independent, free and rational decisions, we are slaves of fashion and opinion and social and cultural forces of which we are ignorant. A little awareness of ethics will make us mistrustful of sound-bite-sized absolutes. Even sacred freedoms meet compromises, and take us into a world of balances. Free speech is sacred. Yet the law does not protect fraudulent speech, libellous speech, speech describing national secrets, speech inciting racial and other hatreds, speech inciting panic in crowded places, and so on. In return, though, we gain freedom from fraud, from misrepresentation of our characters and our doings, from enemy incursions, from civil unrest, from arbitrary risks of panic in crowds. For sure, there will always be difficult cases. There are websites giving people simple recipes on how to make bombs in their kitchens. Do we want a conception of free speech that protects those? What about the freedom of the rest of us to live our lives without a significant risk of being blown up by a crank? It would be nice if there were a utilitarian calculus enabling us to measure the costs and benefits of permission and suppression, but it is hard to find one.

America had not done that. Its influence had fallen to a seventy-year ebb under Bush, and the inspirational rhetoric of Obama could not revive it. Promoting democracy and pushing back against Putin were not in the first rank of the new president’s priorities. He now was in charge of the war machinery of the Pentagon and the CIA, the lethal weapons of counterinsurgency and counterterrorism, and as Obama sent more troops into Afghanistan and deployed a barrage of Predators and special-operations forces to hunt and kill America’s enemies abroad, the greatest part of the foreign policy of the United States was not executed by diplomats and democracy advocates but by soldiers and spies.

The Bradford Exchange—a knockoff of [Joseph] Segel’s [Franklin Mint] business—created a murky secondary market for its collector plates, complete with advertisements featuring its “brokers” hovering over computers, tracking plate prices. To underscore the idea of these mass-produced tchotchkes as upmarket, sophisticated investments, the company deployed some of its most aggressive ads (which later led to lawsuits) in magazines like Kiplinger’s Personal Finance and Architectural Digest. A 1986 sales pitch offered “The Sound of Music,” the first plate in a new series from the Edwin M. Knowles China Company, at a price of $19.50. Yet the ad copy didn’t emphasize the plate itself. Rather, bold type introduced two so-called facts: “Fact: ‘Scarlett,’ the 1976 first issue in Edwin M. Knowles’ landmark series of collector’s plates inspired by the classic film Gone With the Wind, cost $21.60 when it was issued. It recently traded at $245.00—an increase of 1,040% in just seven years.” And “Fact: ‘The Sound of Music,’ the first issue in Knowles’ The Sound of Music series, inspired by the classic film of the same name, is now available for $19.50.” Later the ad advised that “it’s likely to increase in value.” Currently, those plates can be had on eBay for less than $5 each. In 1993 U.S. direct mail sales of collectibles totaled $1.7 billion

I'll tell you a little secret I learned while I was deployed, kiddo. Every day you're alive is a special occasion.

The Expatriate Town Clerk. How does a young man with a debilitating stammer, a harsh background of broken relationships and no qualifications make his way in this world? The inspiring and often humorous course of Ron's life provides surprising answers, moving through numerous twists and turns to the improbable international development role as Town Clerk of Lilongwe, Malawi's capital city in the heart of Africa. Running away to join the army as a teenager and subsequent deployment in Aden is followed by determined, systematic pursuit of education. All this time signs of the loss of innocence and sexual awakening appear as character is forged. After posts in the UK, adjustment to African ways proves a challenge, not least the chaotic lack of administrative structure and the snootiness of the British expatriate set. Yet new friendships and a sense of professional purpose combine to add fulfilment to the unfolding African adventure.

I was fifty-eight years old when I finally felt like a “master choreographer.” The occasion was my 128th ballet, The Brahms-Haydn Variations, created for American Ballet Theatre. For the first time in my career I felt in control of all the components that go into making a dance—the music, the steps, the patterns, the deployment of people onstage, the clarity of purpose. Finally I had the skills to close the gap between what I could see in my mind and what I could actually get onto the stage. Why did it take 128 pieces before I felt this way? A better question would be, Why not? What’s wrong with getting better as you get more work under your belt? The libraries and archives and museums are packed with early bloomers and one-trick ponies who said everything they had to say in their first novel, who could only compose one good tune, whose canvases kept repeating the same dogged theme. My respect has always gone to those who are in it for the long haul. When people who have demonstrated talent fizzle out or disappear after early creative success, it’s not because their gifts, that famous “one percent inspiration,” abandoned them; more likely they abandoned their gift through a failure of perspiration.

The corner She sat there crouched in a corner, Her will was broken and nothing in her looked stronger, There were no signs of smiles or moments of joy, Around her an army of misfortunes time did deploy, So she lay there tied to her weariness, And her eyes revealed a deep emptiness, She had a benighted existence, And in her, sadness sought its own permanence, Many passed by her side, But all were busy dealing with their life’s own tide, A few turned and noticed her wretched state, But nobody wanted to uplift her spirits and mend her fate, She resided in a place that is neither hell nor paradise, Because in her state even soul refuses to rise, So she hangs between nowhere and nothing, Between everything and something, Between the Hell that is there and yet it is not anywhere, Between the Paradise that is there but actually nowhere, And her grief deepened every moment, And with every passing day she got cast into hopelessness’s basement, Now she lies there trapped and feelingless, Dealing with the life that is lifeless, Today when I saw her and her stock of misfortunes, I could hear her heart’s sad tunes, I stood there frozen in the moment, As she slipped deeper into despondency’s basement, And by the time I reached out my hand, There was the corner, an endless pile of misfortunes, and my empty hand, The basement had consumed her and everything related to her, It was an empty corner with nothing to offer and nothing to incur, But a realisation that how often we all fail, To sympathise with someone needy and frail, I too extended my hand but it was too late, And now for a lifetime I am caught in a debate, Where the guilt shall push all heedless passers by in the same basement, To clash with their own conscience and the girl’s every sentiment!

Excellence in corporate management is not defined by proficiency in individual disciplines, methods or tools. Rather, it is about the ability to deploy, empower and develop the right people while also being able to assess their recommendations and identify critical situations.

If managers looked to the inspiration for the technologies they deploy, they would find it comes from a scientific method that has no connection to the cramped, fearful ideologies of the managerial economy. The scientific method insists that researchers must go where the evidence leads, whatever the consequences. Status, salary and position should offer no protection from criticism, because no idea or person is sacred.

Innovation” may be the most overused buzzword in the world today. As the pace of change continues to accelerate and our challenges grow ever more complex, we know we need to do something different just to keep up, let alone get ahead. Finding better ways to tackle the most pressing problems facing people and the planet is no exception. Over the past few years, the notion of innovation for social good has caught on like wildfire, with the term popping up in mission statements, messaging, job descriptions, and initiatives. This quest for social innovation has led to a proliferation of contests, hackathons, and pilots that may make a big splash, but has yielded limited tangible results. So we should start by asking, What is innovation? One unfortunate consequence of the hype has been that, in common parlance, innovation has often become conflated with invention. While invention is the spark of a new idea, innovation is the process of deploying that initial breakthrough to a constructive use. Thomas Edison’s famous quote, “Genius is 1% inspiration, 99% perspiration,” puts this in perspective. In other words, innovation is the long, hard slog that is required to take a promising invention (the 1%) and transform it into, in our case, meaningful social impact.

An OBJECTIVE, I explained, is simply WHAT is to be achieved, no more and no less. By definition, objectives are significant, concrete, action oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution. KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. (As prize pupil Marissa Mayer would say, “It’s not a key result unless it has a number.”)

A writer who doesn't write is just not right.