Develop Success From Failures Quotes

Develop success from failures. Discouragement and failure are two of the surest stepping stones to success.

The purpose of data is to learn on time what is working and what is not and take any corrective actions according to that.

You won’t develop a successful product if you don’t start with a clear vision.

A good marketing plan can’t be formed in just four hours. Plans are formed on extensive research.

Even though marketing is one of the building blocks of a successful business, we should make sure that our marketing is effective and productive.

You have to grow as your business grows.

Market research is not an add-on feature, it’s a necessity for business survival and business success.

In other words, market research is the swiss knife for the survival of any business.

Market research is the process by which a business gathers and studies information related to the product or service it is providing or the market it is operating in.

There is no alternative to market research.

Proper market research keeps you informed on what your competitors are doing, as well as their strengths and weaknesses.

Market research helps you understand the need of your product in the existing market and the current competition.

Incorporate market research as an integral part of your business, and you’ll not just become competitive, but also profitable.

Remember market research is like warming up. It will keep you safe from unnecessary injuries.

Incorrect results of the market research when fed to the marketing strategy and action plans produce disastrous results.

Inaccurate market research always leads to a business wipe-out.

The moment you will start considering market research as an ongoing process of your business, you will start uncovering so many hidden insights.

Market research not only helps you in gaining competitive advantage, but also helps you in being prepared to handle any testing business times.

Internet articles can be used to give direction to your research, but the real research will start after that. You can read The New York Times, The Washington Post, Forbes, Economic Times, or Entrepreneur as much as you want but these still can’t replace market research.

It is easier to move from failure to success in from excuses to success.

Life gives us experiences for personal development. Appreciate the lessons and be a learner.

You can perhaps, in a number of circumstances, tell yourself that you can't have more than you have until you do better than you're doing, but by all means steer clear of its reverse, the creed of defeat, in saying that you can't do better than you're doing until you can have more than you have.

Always take failure as an opinion; never as an option.

Do not allow your inner doubts to keep you from achieving what you can do.

It’s easier to move from failure to success than from excuses to success.

The philosophical assumptions, underlying values, social relations, customs, and overall outlooks on life differ significantly among civilizations. The revitalization of religion throughout much of the world is reinforcing these cultural differences. Cultures can change, and the nature of their impact on politics and economics can vary from one period to another. Yet the major differences in political and economic development among civilizations are clearly rooted in their different cultures. East Asian economic success has its source in East Asian culture, as do the difficulties East Asian societies have had in achieving stable democratic political systems. Islamic culture explains in large part the failure of democracy to emerge in much of the Muslim world.

You frequently state, and in your letter you imply, that I have developed a completely one-sided outlook and look at everything in terms of science. Obviously my method of thought and reasoning is influenced by a scientific training – if that were not so my scientific training will have been a waste and a failure. But you look at science (or at least talk of it) as some sort of demoralizing invention of man, something apart from real life, and which must be cautiously guarded and kept separate from everyday existence. But science and everyday life cannot and should not be separated. Science, for me, gives a partial explanation of life. In so far as it goes, it is based on fact, experience and experiment. Your theories are those which you and many other people find easiest and pleasantest to believe, but so far as I can see, they have no foundation other than they leaf to a pleasanter view of life (and an exaggerated idea of our own importance)... I agree that faith is essential to success in life (success of any sort) but I do not accept your definition of faith, i.e. belief in life after death. In my view, all that is necessary for faith is the belief that by doing our best we shall come nearer to success and that success in our aims (the improvement of the lot of mankind, present and future) is worth attaining. Anyone able to believe in all that religion implies obviously must have such faith, but I maintain that faith in this world is perfectly possible without faith in another world… It has just occurred to me that you may raise the question of the creator. A creator of what? ... I see no reason to believe that a creator of protoplasm or primeval matter, if such there be, has any reason to be interested in our significant race in a tiny corner of the universe, and still less in us, as still more significant individuals. Again, I see no reason why the belief that we are insignificant or fortuitous should lessen our faith – as I have defined it.

when you teach children to measure themselves from their success, they then measure themselves from their failure as well. Finally,

While there may be various tips, pointers, ingredients, and strategies to success, there is no one formula that always guarantees it other than to keep learning from failure itself.

ACCOUNTABILITY TODAY As noted in the first chapter, the failure of democracy to consolidate itself in many parts of the world may be due less to the appeal of the idea itself than to the absence of those material and social conditions that make it possible for accountable government to emerge in the first place. That is, successful liberal democracy requires both a state that is strong, unified, and able to enforce laws on its own territory, and a society that is strong and cohesive and able to impose accountability on the state. It is the balance between a strong state and a strong society that makes democracy work, not just in seventeenth-century England but in contemporary developed democracies as well.

Disturbing encounters in life spur reflective thinking that jars a person from his or her exhausted ideologies and way of living. A person who lives passionately will develop a philosophic outlook because the road of excess leads to knowledge. Enthusiasm will frequently make a person look foolish, and result in intermittent periods of despondency and self-questioning, yet only exuberance and a degree of risk-taking leads us to wisdom.

A wise man knows how little he knows."   In life, there is no end to the lessons that can be learned. Wisdom is not a task that can be completed or a race that can be won. It is a constant development that lasts a lifetime. Every day is a chance to gain experience. Every mistake is an opportunity to learn something new.  To cease the pursuit of wisdom is to walk in a straight line through a dark forest. Arrogance refuses the help of maps or the guidance of others, forging onward and looking only in the direction ahead. Though signs point in warning, a foolish person is too blinded by pride to observe their surroundings — too oblivious to see the cliff's edge in front of them until it is too late.  The wisest study their successes to find what they should repeat, and study their failures to avoid the same

Ninety-five per cent of your success or failure will come from your daily habits.

To get to ‘yes’ from ‘no’, you may have to journey through ‘maybe’.

Embracing and reframing failure or setbacks means developing goals to help you exceed expectations next time.

Success stood in some people’s way of moving from being good to being great.

Every person fails, nobody achieves everything that he or she set out to achieve. Nobody, regardless of how many personal triumphs they enjoy, no matter how rich or powerful they become, goes through life without encountering failure. You cannot fail unless a person valiantly tries to accomplish a task. The most audacious person readily attempts difficult projects, despite feeling uncertain if they can prevail. Successful people exhibit the character to respond positively to failure. Some failures prove instrumental in altering a person’s outlook, and their revised perspective leads to brilliant successes

Progress. — Let us not be deceived! Time marches forward; we'd like to believe that everything that is in it also marches forward— that the development is one that moves forward. The most level-headed are led astray by this illusion. But the nineteenth century does not represent progress over the sixteenth; and the German spirit of 1888 represents a regress from the German spirit of 1788. "Mankind" does not advance, it does not even exist. The overall aspect is that of a tremendous experimental laboratory in which a few successes are scored, scattered throughout all ages, while there are untold failures, and all order, logic, union, and obligingness are lacking. How can we fail to recognize that the ascent of Christianity is a movement of decadence? -That the German Reformation is a recrudescence of Christian barbarism? -That the Revolution destroyed the instinct for a grand organization of society? Man represents no progress over the animal: the civilized tenderfoot is an abortion compared to the Arab and Corsican; the Chinese is a more successful type, namely more durable, than the European.

The only person who avoids failure altogether is the person who never leaves her driveway. So the real issue is not whether you’re going to fail. It’s whether you’re going to fail successfully (profiting from your failure).

Mutations litter the chromosomes. In individual specimens of breast and colon cancer, between fifty to eighty genes are mutated; in pancreatic cancers, about fifty to sixty. Even brain cancers, which often develop at earlier ages and hence may be expected to accumulate fewer mutations, possess about forty to fifty mutated genes. Only a few cancers are notable exceptions to this rule, possessing relatively few mutations across the genome. One of these is an old culprit, acute lymphoblastic leukemia: only five or ten genetic alterations cross its otherwise pristine genomic landscape.* Indeed, the relative paucity of genetic aberrancy in this leukemia may be one reason that this tumor is so easily felled by cytotoxic chemotherapy. Scientists speculate that genetically simple tumors (i.e., those carrying few mutations) might inherently be more susceptible to drugs, and thus intrinsically more curable. If so, the strange discrepancy between the success of high-dose chemotherapy in curing leukemia and its failure to cure most other cancers has a deep biological explanation. The search for a “universal cure” for cancer was predicated on a tumor that, genetically speaking, is far from universal. In

Any voice that promises total exemption from suffering and failure is most certainly not God’s voice. In recent years innumerable spokespeople for God have offered ways we can use God and his Bible as guarantees of health, success and wealth.

Learning to crow: If we’ve been taught to credit our success externally and debit our failures to ourselves, we’re indeed in a bind. It is important to come to an authentic assessment of our talents and strengths, speaking from our center. [p. 91]

I have learned its the most difficult thing to become financially free from earning the minimum wage. So even if employees increase the minimum wage its the same thing. But once employees improve on their skills and personal value their wages go up and then financial freedom is posible.

Ethan’s parents constantly told him how brainy he was. “You’re so smart! You can do anything, Ethan. We are so proud of you, they would say every time he sailed through a math test. Or a spelling test. Or any test. With the best of intentions, they consistently tethered Ethan’s accomplishment to some innate characteristic of his intellectual prowess. Researchers call this “appealing to fixed mindsets.” The parents had no idea that this form of praise was toxic. 　　Little Ethan quickly learned that any academic achievement that required no effort was the behavior that defined his gift. When he hit junior high school, he ran into subjects that did require effort. He could no longer sail through, and, for the first time, he started making mistakes. But he did not see these errors as opportunities for improvement. After all, he was smart because he could mysteriously grasp things quickly. And if he could no longer grasp things quickly, what did that imply? That he was no longer smart. Since he didn’t know the ingredients making him successful, he didn’t know what to do when he failed. You don’t have to hit that brick wall very often before you get discouraged, then depressed. Quite simply, Ethan quit trying. His grades collapsed. What happens when you say, ‘You’re so smart’ 　　Research shows that Ethan’s unfortunate story is typical of kids regularly praised for some fixed characteristic. If you praise your child this way, three things are statistically likely to happen: 　　First, your child will begin to perceive mistakes as failures. Because you told her that success was due to some static ability over which she had no control, she will start to think of failure (such as a bad grade) as a static thing, too—now perceived as a lack of ability. Successes are thought of as gifts rather than the governable product of effort. 　　Second, perhaps as a reaction to the first, she will become more concerned with looking smart than with actually learning something. (Though Ethan was intelligent, he was more preoccupied with breezing through and appearing smart to the people who mattered to him. He developed little regard for learning.) 　　Third, she will be less willing to confront the reasons behind any deficiencies, less willing to make an effort. Such kids have a difficult time admitting errors. There is simply too much at stake for failure. 　　  　　What to say instead: ‘You really worked hard’ 　　What should Ethan’s parents have done? Research shows a simple solution. Rather than praising him for being smart, they should have praised him for working hard. On the successful completion of a test, they should not have said,“I’m so proud of you. You’re so smart. They should have said, “I’m so proud of you. You must have really studied hard”. This appeals to controllable effort rather than to unchangeable talent. It’s called “growth mindset” praise.

Although Liston was renowned for his success stories—such as the removal of a forty-five-pound scrotal tumor in four minutes; prior to the operation, the poor patient had been forced to carry his scrotum around in a wheelbarrow—he also developed a reputation for the flamboyancy of his surgical failures. For instance, his joy at amputating a patient’s leg at the thigh in less than three minutes was hindered greatly when he realized he had also inadvertently sawed off the patient’s testicles. And perhaps, most famously, another leg amputation performed in less than three minutes had the unfortunate result of killing three people: the patient (who survived the surgery but died of gangrene several days later); his young assistant (whose fingers he accidentally sawed off during surgery and who would also later succumb to gangrene); and “a distinguished surgical spectator” whose coattails Liston also slashed. The man, who found himself surrounded by geysers of blood, was so convinced that the knife had pierced his vitals that he immediately “dropped dead from fright.” It was later described as “the only operation in history with a 300 percent mortality [rate].

To achieve SEAL-worthy success, you must: • establish your set point, turning a deep sense of values and purpose into a touchstone that will keep your feet in the sand and your eyes on the goal • develop front-sight focus so nothing can derail you on your way to victory • bulletproof your mission to inoculate your efforts against failure • do today what others won’t so you can achieve tomorrow what others can’t • get mentally and emotionally tough, and eliminate the “quit” option from your subconscious • break things and remake them, improving them through innovation and adaptation • build your intuition to utilize the full range of your innate wisdom and intelligence • think offense, all the time, to surprise your competition and dominate the field • train for life to develop mastery of your physical, mental, emotional, intuitional, and spiritual selves Though many of the

But calm is precisely what is absent from love’s classroom. There is simply too much on the line. The “student” isn’t merely a passing responsibility; he or she is a lifelong commitment. Failure will ruin existence. No wonder we may be prone to lose control and deliver cack-handed, hasty speeches which bear no faith in the legitimacy or even the nobility of the act of imparting advice. And no wonder, too, if we end up achieving the very opposite of our goals, because increasing levels of humiliation, anger, and threat have seldom hastened anyone’s development. Few of us ever grow more reasonable or more insightful about our own characters for having had our self-esteem taken down a notch, our pride wounded, and our ego subjected to a succession of pointed insults. We simply grow defensive and brittle in the face of suggestions which sound like mean-minded and senseless assaults on our nature rather than caring attempts to address troublesome aspects of our personality. Had

As Christians we face two tasks in our evangelism: saving the soul and saving the mind, that is to say, not only converting people spiritually, but converting them intellectually as well. And the Church is lagging dangerously behind with regard to this second task. If the church loses the intellectual battle in one generation, then evangelism will become immeasurably more difficult in the next. The war is not yet lost, and it is one which we must not lose: souls of men and women hang in the balance. For the sake of greater effectiveness in witnessing to Jesus Christ Himself, as well as for their own sakes, evangelicals cannot afford to keep on living on the periphery of responsible intellectual existence. Thinking about your faith is indeed a virtue, for it helps you to better understand and defend your faith. But thinking about your faith is not equivalent to doubting your faith. Doubt is never a purely intellectual problem. There is a spiritual dimension to the problem that must be recognized. Never lose sight of the fact that you are involved in spiritual warfare and there is an enemy of your soul who hates you intensely, whose goal is your destruction, and who will stop at nothing to destroy you. Reason can be used to defend our faith by formulating arguments for the existence of God or by refuting objections. But though the arguments so developed serve to confirm the truth of our faith, they are not properly the basis of our faith, for that is supplied by the witness of the Holy Spirit Himself. Even if there were no arguments in defense of the faith, our faith would still have its firm foundation. The more I learn, the more desperately ignorant I feel. Further study only serves to open up to one's consciousness all the endless vistas of knowledge, even in one's own field, about which one knows absolutely nothing. Don't let your doubts just sit there: pursue them and keep after them until you drive them into the ground. We should be cautious, indeed, about thinking that we have come upon the decisive disproof of our faith. It is pretty unlikely that we have found the irrefutable objection. The history of philosophy is littered with the wrecks of such objections. Given the confidence that the Holy Spirit inspires, we should esteem lightly the arguments and objections that generate our doubts. These, then, are some of the obstacles to answered prayer: sin in our lives, wrong motives, lack of faith, lack of earnestness, lack of perseverance, lack of accordance with God’s will. If any of those obstacles hinders our prayers, then we cannot claim with confidence Jesus’ promise, “Whatever you ask in my name, I will do it”. And so I was led to what was for me a radical new insight into the will of God, namely, that God’s will for our lives can include failure. In other words, God’s will may be that you fail, and He may lead you into failure! For there are things that God has to teach you through failure that He could never teach you through success. So many in our day seem to have been distracted from what was, is and always will be the true priority for every human being — that is, learning to know God in Christ. My greatest fear is that I should some day stand before the Lord and see all my works go up in smoke like so much “wood, hay, and stubble”. The chief purpose of life is not happiness, but knowledge of God. People tend naturally to assume that if God exists, then His purpose for human life is happiness in this life. God’s role is to provide a comfortable environment for His human pets. But on the Christian view, this is false. We are not God’s pets, and the goal of human life is not happiness per se, but the knowledge of God—which in the end will bring true and everlasting human fulfilment. Many evils occur in life which may be utterly pointless with respect to the goal of producing human happiness; but they may not be pointless with respect to producing a deeper knowledge of God.

If I had planned this farm from the outset, it might have looked different, perhaps more deliberate. As it happened, the circuitous route of development gave this project a more 'organic' style of growth. Through successes and failures the farm took shape and now reflects my interests and skills, the nature of this soil and the climate here.

Break out to go out ___________________ The birds dare to break the egg shell It does so in order to get out of that Hell When it finally succeeds, it’ll then fly To its comfort zone it’ll say bye Are you being confined in a small space How long will you remain at that place? Before you can explore more territories, Break away from the former glories. Yesterday’s excellence is today’s average You must strive to be better age after age Never accept the available mediocrity As the only preferable opportunity Decide to grow from below to hero And make it a point to vacate level zero Reach out and arise with power God’s blessings on you, will shower Agree to grow, never attempt to be slow Be not afraid. Never doubt. You’ll flow The grace of God will be your guide Taking you along, side by side.

I did it the hard way (a poem) ___________________ Many of the big dreams I dreamt, I dreamt, when I met a failed attempt. Life taught me to believe that Great ideas can start from a wretched hut. Many of the strongest steps I took, I took, when I was given the fiercest look. My passion pokes me to understand That people’s mockeries, I can withstand. Many of the fastest speeds I gained, I gained when I was bitterly stained. I first thought the only way was to quit As I tried again, I no longer have guilt. Many of the bravest decisions I made, I made, when my life was about to fade. I was frustrated and ripe to sink. But then I strive to release the ink. Many of the longest journeys I started, I started, having no resource; money parted I relied on God my creator all dawn long And at dusk He gave me a new song. Many of the hardest questions I tackled, I tackled, when I was heckled. They were very troublesome to settle But I make it happen little by little Yet, it was not I, but the Lord Jesus The saviour who gives me success. In Him, through Him and by Him I have the liberty to do everything with vim. I don’t want to enjoy this liberty alone. You too must step out of your comfort zone. It’s not easy, but you can do it anyway. Jesus is the life, the truth and the way.

When you treat a person’s life as a vast narrative, there is an easily understandable causality and sense of dramatic development that creates strong impressions and is extremely attractive. But Adler, in denial of the trauma argument, states the following: ‘No experience is in itself a cause of our success or failure. We do not suffer from the shock of our experiences—the so-called trauma—but instead we make out of them whatever suits our purposes.

If aspirations are to be achieved, capabilities developed, and management systems created, progress needs to be measured. Measurement provides focus and feedback. Focus comes from an awareness that outcomes will be examined, and success or failure noted, creating a personal incentive to perform well. Feedback comes from the fact that measurement allows the comparison of expected outcomes with actual outcomes and enables you to adjust strategic choices accordingly.

FAITH. Too many people have no faith. They are cynical. “This leadership training and personal development stuff doesn’t work.” Or “I’m too old to change.” Cynicism stems from disappointment. Cynical and faithless people were not always like that. They were filled with possibilities and hope as kids. But they tried and perhaps failed. And rather than staying in the game, recognizing that failure is the highway to success, they shut down and grew cynical. Their way to avoid getting hurt again.

The main factor which determines success or failure in human life is the acquisition of certain powers, for Happiness is just the exercise or putting forth of these in actual living, everything else is secondary and subordinate. These powers arise from the due development of certain natural aptitudes which belong (in various degrees) to human nature as such and therefore to all normal human beings. In their developed form they are known as virtues (the Greek means simply "goodnesses," "perfections," "excellences," or "fitnesses"), some of them are physical, but others are psychical, and among the latter some, and these distinctively or peculiarly human, are "rational," i e, presuppose the possession and exercise of mind or intelligence. These last fall into two groups, which Aristotle distinguishes as Goodnesses of Intellect and Goodnesses of Character. They have in common that they all excite in us admiration and praise of their possessors, and that they are not natural endowments, but acquired characteristics But they differ in important ways. (1) the former are excellences or developed powers of the reason as such—of that in us which sees and formulates laws, rules, regularities systems, and is content in the vision of them, while the latter involve a submission or obedience to such rules of something in us which is in itself capricious and irregular, but capable of regulation, viz our instincts and feelings, (2) the former are acquired by study and instruction, the latter by discipline. The latter constitute "character," each of them as a "moral virtue" (literally "a goodness of character"), and upon them primarily depends the realisation of happiness.

CONCLUDING ADVICE A core piece of wisdom I want to impart to teenagers and young adults is this: In life, school, or work, you must resourcefully act with purpose, curiosity, and wisdom toward positive outcomes, if not a vision. Passionately develop a positive and pragmatic psychology; a fine skill set; strategic thinking; and execution effectiveness. Continuously practice, strengthen, and expand this repertoire in you. Doing so will help you go a long way. You will become even more successful, more effective in powering through obstacles, fear, and failures, and more fulfilled in life, school, or work. Managing failures and mistakes made—including bouncing back from

According to Petroski, real knowledge from real failure is the most powerful source of progress we have, provided we have the courage to carefully examine what happened. Perhaps this is why The Boeing Company, one of the largest airplane design and engineering firms in the world, keeps a black book of lessons it has learned from design and engineering failures.[4] Boeing has kept this document since the company was formed, and it uses it to help modern designers learn from past attempts. Any organization that manages to do this not only increases its chances for successful projects, but also helps create an environment that can discuss and confront failure openly, instead of denying and hiding from it. It seems that software developers need to keep black books of their own.

The strategy paradox arises from the need to commit in the face of unavoidable uncertainty. The solution to the paradox is to separate the management of commitments from the management of uncertainty. Since uncertainty increases with the time horizon under consideration, the basis for the allocation of decision making is the time horizon for which different levels of the hierarchy are responsible: the corporate office, responsible for the longest time horizon, must focus on managing uncertainty, while operating managers must focus on delivering on commitments. This is the principle of Requisite Uncertainty. A critically important tool in applying Requisite Uncertainty is Strategic Flexibility, a framework for identifying uncertainties and developing the options needed to mitigate risk or exploit opportunity.

Technology managers, like so many other well-meaning managers, often try to fix the person while ignoring the work environment, even though changing the environment is far more vital for long-term success. Managers who want to avert employee burnout should concentrate their attention and efforts on: Fostering a respectful, supportive work environment that emphasizes learning from failures rather than blaming Communicating a strong sense of purpose Investing in employee development Asking employees what is preventing them from achieving their objectives and then fixing those things Giving employees time, space, and resources to experiment and learn Last but not least, employees must be given the authority to make decisions that affect their work and their jobs, particularly in areas where they are responsible for the outcomes.

Failure. Failure shapes the world. History is the story of failure; progress is the succession of failures. Development! says the futurist. Loss, states the rebel. Hangover! cries the moralist from the back row. Faliure: the rebel gets angry. Time is pale, he says. The failure of the Creator - an introduction to an era. Kras Mazov shoots himself in the head, and Abadanaiz, together with Dobreva, takes poison on the Ozonne Islands. Beneath the palms the wind blew the flesh from their bones into sand. Who could've known? All the good people in the world came together. Teachers, writers, migrant workers squatting in the trenches... young soldiers abandoned their battalions. What beautiful songs they sing! It seems to them that brave children are the favourites of history, as they wave white flags with a crown of silver horns. And then, they lose.

The Arab world has done nothing to help the Palestinian refugees they created when they attacked Israel in 1948. It’s called the ‘Palestinian refugee problem.’ This is one of the best tricks that the Arabs have played on the world, and they have used it to their great advantage when fighting Israel in the forum of public opinion. This lie was pulled off masterfully, and everyone has been falling for it ever since. First you tell people to leave their homes and villages because you are going to come in and kick out the Jews the day after the UN grants Israel its nationhood. You fail in your military objective, the Jews are still alive and have more land now than before, and you have thousands of upset, displaced refugees living in your country because they believed in you. So you and the UN build refugee camps that are designed to last only five years and crowd the people in, instead of integrating them into your society and giving them citizenship. After a few years of overcrowding and deteriorating living conditions, you get the media to visit and publish a lot of pictures of these poor people living in the hopeless, wretched squalor you have left them in. In 1967 you get all your cronies together with their guns and tanks and planes and start beating the war drums. Again the same old story: you really are going to kill all the Jews this time or drive them into the sea, and everyone will be able to go back home, take over what the Jews have developed, and live in a Jew-free Middle East. Again you fail and now there are even more refugees living in your countries, and Israel is even larger, with Jerusalem as its capital. Time for more pictures of more camps and suffering children. What is to be done about these poor refugees (that not even the Arabs want)? Then start Middle Eastern student organizations on U.S. college campuses and find some young, idealistic American college kids who have no idea of what has been described here so far, and have them take up the cause. Now enter some power-hungry type like Yasser Arafat who begins to blackmail you and your Arab friends, who created the mess, for guns and bombs and money to fight the Israelis. Then Arafat creates hell for the world starting in the 1970s with his terrorism, and the “Palestinian refugee problem” becomes a worldwide issue and galvanizes all your citizens and the world against Israel. Along come the suicide bombers, so to keep the pot boiling you finance the show by paying every bomber’s family twenty-five thousand dollars. This encourages more crazies to go blow themselves up, killing civilians and children riding buses to school. Saudi Arabia held telethons to raise thousands of dollars to the families of suicide bombers. What a perfect way to turn years of military failure into a public-opinion-campaign success. The perpetuation of lies and uncritical thinking, combined with repetitious anti-Jewish and anti-American diatribes, has produced a generation of Arab youth incapable of thinking in a civilized manner. This government-nurtured rage toward the West and the infidels continues today, perpetuating their economic failure and deflecting frustration away from the dictators and regimes that oppress them. This refusal by the Arab regimes to take an honest look at themselves has created a culture of scapegoating that blames western civilization for misery and failure in every aspect of Arab life. So far it seems that Arab leaders don’t mind their people lagging behind, save for King Abdullah’s recent evidence of concern. (The depth of his sincerity remains to be seen.)

Leadership is about having clear & grand vision, taking initiatives, possessing courage to question the status quo, ability to set large goals, consistently inspire self & others towards those goals, being self motivated and capability to motivate others, being spirited & strong to surmount any obstacle on the path, humility & openness to listen and learn from others, strength to stand for what he believes is right, while being flexible enough to revisit & review his beliefs, ability to organize & shift paradigms of his own & others, ability to attract, retain, develop & work with bigger leaders than himself, ability to trust others & being trust worthy , to think big & not petty, being above self, kind & giving, ability to sacrifice for others and to be bereft of insecurities & suspicion, ability to take risks, learn from both success & failure, being able to forget & forgive mistakes and mishaps of others, being focused, patient & persistent, to possess an amazing ability to be simple & easy to understand, to communicate & express with clarity and above all, being human.

Whose Success Do You Actually Have In Mind? Consider for a moment: Which standards have you set for your children that actually satisfy your own needs? Do you need your child to be or look or act a certain way in order for you to feel like a good parent? What motivates you to want your child to be a certain way or accomplish certain things? Do you need your child to look good so you feel good? Or do you really believe that what you are doing has value to your child’s development and personal happiness? This is a big one: If you have ever worried about your children missing certain opportunities, take a look at yourself. Are you trying to avoid dealing with failures or regrets in your own life? Your child is not responsible to protect you from uncomfortable emotions. The best time (and the trickiest time) to ask yourself all these questions is when your buttons get pushed, when you feel your child is really stirring things up. Whenever you experience parent-child conflict, or your child does not want to cooperate or comply with something you’ve requested, STOP and ask yourself: Is this about me or is this really about my child?

Great athletes practice, train, study, and develop. So do great learners. As students empowering ourselves with knowledge, what can we learn from Olympic-caliber athletes about success, and how to achieve it? 1. Preparation = Success! “If you fail to prepare, you're prepared to fail.” —Mark Spitz, Gold Medalist, Swimming 2. Learning is lifelong “Never put an age limit on your dreams.” —Dara Torres, Gold Medalist, Swimming 3. Failure is opportunity "One shouldn't be afraid to lose” —Oksana Baiul, Gold Medalist, Figure Skating 4. The only person who can stop you is yourself “This ability to conquer oneself is no doubt the most precious of all things sports bestows.” —Olga Korbut, Gold Medalist, Gymnastics 5. Learning is fun! “If you're not having fun, then what the hell are you doing?” —Allison Jones, six-time Paralympian 6. You have to be in it to win it “Failure I can live with. Not trying is what I can't handle.” —Sanya Richards-Ross, Gold Medalist, Track & Field There are always new skills to learn, new challenges to overcome, new ways to succeed. The only guarantee of failure is if you don’t get started in the first place.

The truth is, I think, that ‘our deeds are ours: their ends none of our own’. Who knows–why should we know?–what will in the end reach the ear of humanity? The successes of our own age may be speedily forgotten: some poem scribbled in pencil on the fly leaf of a schoolbook may survive and be read and be an influence when English is a dead language. Who knows, even, whether to reach the ears of other men is the purpose for which this impulse is really implanted in us? Perhaps in the eyes of the gods the true use of a book lies in its effects upon the author. You remember what Ibsen said, that every play he wrote had been written for the purgation of his own heart. And in my own humbler way I feel quite certain that I could not have certain good things now if I had not gone through the writing of Dymer. Or if a book has an audience of one–surely we must not assume that this may not be, from some superhuman point of view, as much justification as an audience of thousands. I am sure that some are born to write as trees are born to bear leaves: for these, writing is a necessary mode of their own development. If the impulse to write survives the hope of success, then one is among these.

I am passionate about... Doing the impossible, taking on big challenges Creating new structures to achieve big results Solving problems, removing obstacles Getting the best out of people I really like ... Working with very bright people who have good values Working with companies that are respected or where respect can be created Building a culture that will succeed and be a place where people can grow and enjoy work My greatest contribution is ... Being able to do many different things well Accomplishing the mission, exceeding expectations Building an organization from scratch Saving the day—taking dire situations, fixing them, and turning them into winners I am particularly good at... Taking things that look like failures and making them into exceptional successes Developing people—getting them to be creative, committed, and accountable Getting the job done quickly with practical, interesting solutions I am known for ... Creative leadership Overcoming challenging obstacles Rising to the occasion Seeing the core issues, problems, solutions Getting to the heart of the matter quickly, and intuitively analyzing the situation I have exceptional ability to ... Devise straightforward solutions that are efficient and practical Take complex problems and quickly develop elegant solutions Create solutions that get the job done Exercise: Passions and Gifts (Downloadable) Now it �s your turn. Complete the following sentences. You may list multiple answers for each of the items below. Keep your responses focused on the career and work aspects of your life. I feel passionate about ... What I really like is... My greatest contribution is... I am particularly good at... I am known for... I have an exceptional ability to... Colleagues often ask for my help with... What motivates me most is... I would feel disappointed, frustrated, or sad if I couldn�t do...

10 Practical Strategies to Improve Your Critical Thinking Skills and Unleash Your Creativity In today's rapidly changing world, the ability to think critically and creatively has become more important than ever. Whether you're a student looking to excel academically, a professional striving for success in your career, or simply someone who wants to navigate life's challenges with confidence, developing strong critical thinking skills is crucial. In this blog post, we will explore ten practical strategies to help you improve your critical thinking abilities and unleash your creative potential. 1. Embrace open-mindedness: One of the cornerstones of critical thinking is being open to different viewpoints and perspectives. Cultivate a willingness to listen to others, consider alternative opinions, and challenge your own beliefs. This practice expands your thinking and encourages creative problem-solving. 2. Ask thought-provoking questions: Asking insightful questions is a powerful way to stimulate critical thinking. By questioning assumptions, seeking clarity, and exploring deeper meanings, you can uncover new insights and perspectives. Challenge yourself to ask thought-provoking questions regularly. 3. Practice active listening: Listening actively involves not just hearing, but also understanding, interpreting, and empathizing with the speaker. By honing your active listening skills, you can better grasp complex ideas, identify underlying assumptions, and engage in more meaningful discussions. 4. Seek diverse sources of information: Expand your knowledge base by seeking information from a wide range of sources. Engage with diverse perspectives, opinions, and ideas through books, articles, podcasts, and documentaries. This habit broadens your understanding and encourages critical thinking by exposing you to different viewpoints. 5. Develop analytical thinking skills: Analytical thinking involves breaking down complex problems into smaller components, examining relationships and patterns, and drawing logical conclusions. Enhance your analytical skills by practicing activities like puzzles, riddles, and brain teasers. This will sharpen your ability to analyze information and think critically. 6. Foster a growth mindset: A growth mindset is the belief that your abilities can be developed through dedication and hard work. Embracing this mindset encourages you to view challenges as opportunities for growth, rather than obstacles. By persisting through difficulties, you build resilience and enhance your critical thinking abilities. 7. Engage in collaborative problem-solving: Collaborating with others on problem-solving tasks can spark creativity and strengthen critical thinking skills. Seek out group projects, brainstorming sessions, or online forums where you can exchange ideas, challenge each other's thinking, and find innovative solutions together. 8. Practice reflective thinking: Taking time to reflect on your thoughts, actions, and experiences allows you to gain deeper insights and learn from past mistakes. Regularly engage in activities like journaling, meditation, or self-reflection exercises to develop your reflective thinking skills. This practice enhances your critical thinking abilities by promoting self-awareness and self-improvement. 9. Encourage creativity through experimentation: Creativity and critical thinking often go hand in hand. Give yourself permission to experiment and explore new ideas without fear of failure. Embrace a "what if" mindset and push the boundaries of your thinking. This willingness to take risks and think outside the box can lead to breakthroughs in critical thinking. 10. Continuously learn and adapt: Critical thinking is a skill that can be honed throughout your life. Commit to lifelong learning and seek opportunities to expand your knowledge and skills. Stay curious, be open to new experiences, and embrace change.

Your nightmares need only you to unfold." - On Shooting Yourself on the Foot

2019 is not only a year of 6912000 productive seconds, but it’s also the time to achieve the next milestone which is very important for me to achieve my vision. Mistakes and Failures(which is not exist) educate us, make us knowledgeable. Success & achievement motivate us and prove us that we have truly learned something from the Mistakes. I would like to do lots of mistakes within the year so that I can get a huge success in 2019.

As long as Toyota is continually identifying “anomalies” in the manufacturing process, every single defect is seen as an opportunity to make the process better. There are, in effect, a set of rules that ensure that this happens. For example, an employee must never add value to a part until it is ready to be used in the next step of adding value. It must be done in the same way, every time. That way managers know, definitely, that the value-adding step worked with the next step in the process. That creates an environment of repeated scientific experimentation. Each time it’s done the same way constitutes a test of whether doing it that way, to those specifications, will result in perfection every time. For Toyota, the theory was embodied in the set of processes they developed to lead to defect-free manufacturing. Each activity can be seen as an individual if-then statement: “If we do this, then that will be the result.” Through this theory of manufacturing, the quality movement was born. As a consequence, the Americans took what they’d learned from their Japanese competitors to heart and the US automobile industry today churns out very reliable cars. Innovation, in a very real sense, exists in a “pre–quality revolution” state. 1 Managers accept flaws, missteps, and failure as an inevitable part of the process of innovation. They have become so accustomed to putting Band-Aids on their uneven innovation success that too often they give no real thought to what’s causing it in the first place.

All the evidence from the science of complexity says that given certain clear parameters...communities or teams will become self-organizing. They will be attracted to certain flowing states of organization natural to the people who make them up. In complexity theory, these flowing states are poetically called strange attractors. ... A work team made up of collaborating individuals would...have, if you could measure and plot creativity, failure, and success, a strange attractor that depicted the edges and patterns of the team's behavior. This pattern would be constrained by the forces operating within the company and outside in the market, but it would be most affected by the focus and vision of the team. A strong vision and purpose acts as a kind of strange attractor, allowing individual creativity while acting as a natural constraint to behavior that is detrimental to the team. Without repressive rules, then, a cohesive team with a strong sense of its mission, ethics, and tasks can be allowed a lot of leeway to develop its own approach to problems.

To limit our lives to our past experiences is to cheat ourselves from developing our potential and increasing our possibilities for success. Mark Twain said, “If a cat sits on a hot stove, it will never sit on a hot stove again. Of course, it will never sit on a cold one either.” Forget your past failures and begin to enlarge your expectations for tomorrow.

The five most highly correlated factors are: Organizational culture. Strong feelings of burnout are found in organizations with a pathological, power-oriented culture. Managers are ultimately responsible for fostering a supportive and respectful work environment, and they can do so by creating a blame-free environment, striving to learn from failures, and communicating a shared sense of purpose. Managers should also watch for other contributing factors and remember that human error is never the root cause of failure in systems. Deployment pain. Complex, painful deployments that must be performed outside of business hours contribute to high stress and feelings of lack of control.4 With the right practices in place, deployments don’t have to be painful events. Managers and leaders should ask their teams how painful their deployments are and fix the things that hurt the most. Effectiveness of leaders. Responsibilities of a team leader include limiting work in process and eliminating roadblocks for the team so they can get their work done. It’s not surprising that respondents with effective team leaders reported lower levels of burnout. Organizational investments in DevOps. Organizations that invest in developing the skills and capabilities of their teams get better outcomes. Investing in training and providing people with the necessary support and resources (including time) to acquire new skills are critical to the successful adoption of DevOps. Organizational performance. Our data shows that Lean management and continuous delivery practices help improve software delivery performance, which in turn improves organizational performance. At the heart of Lean management is giving employees the necessary time and resources to improve their own work. This means creating a work environment that supports experimentation, failure, and learning, and allows employees to make decisions that affect their jobs. This also means creating space for employees to do new, creative, value-add work during the work week—and not just expecting them to devote extra time after hours. A good example of this is Google’s 20% time policy, where the company allows employees 20% of their week to work on new projects, or IBM’s “THINK Friday” program, where Friday afternoons are designated for time without meetings and employees are encouraged to work on new and exciting projects they normally don’t have time for.

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

Anxiety does not exist to control you. You exist to control it. It is, as I said, a simple fact of life that can be managed. In fact, used properly, it can actually give you an extra boost by heightening your energy and awareness. If you have social anxiety about such things as giving a presentation, speaking up at a meeting, attending a social gathering, initiating plans, developing intimacy in friendships and dating, then learning to manage your anxiety will help. This book will teach you how to channel your anxiety—not how to eliminate it. The twelve chapters delineate a five-step program that essentially works like this: Step I: Identify your anxiety symptoms and recognize the ways in which they interfere with your life. Your social fears prevent you from doing things you would like to do (pursue friendships, date, achieve career success). Pinpointing your stress responses and noting what causes them give you the information you need to move on to Step 2. Step 2: Set short- and long-term social goals. Having identified the situations you have trouble confronting, you can identify immediate goals to work toward, and start to form a vision of your ideal social self. Goal-setting is a valuable way of letting your imagination offer a reward for your hard work. Next, you will begin to learn skills that can make your dream a reality. Step 3: Learn stress management and self-awareness. The techniques outlined in this book will allow you to control your anxiety response and tune in to your own desires and strong points, giving you more to share as you become more comfortable interacting. With your anxiety in check and your self-awareness guiding you toward fulfillment, anxiety becomes positive energy and will be the base of your self-empowerment. Now you are ready to polish your social skills. Step 4: Learn or refine social skills. Your fear has diminished, making it possible to refine social skills and enhance your interactive productivity, which will make the difference between social success and failure. Good conversation, active listening, an awareness of what behavior is appropriate—all of these skills will add to your overall social ability and self-empowerment. Step 5: Expand and refine your social network. At this point, you are ready to roll. You understand your anxiety, your stress is manageable, and you have learned the finer points of interacting in a positive, productive manner. The final step is to use your community’s resources to create, expand, or refine your social network to best meet your interactive goals. No matter who you are, you can improve your social network to better suit your needs. From here, anything is possible!

Anxiety and the Social Process Generally, in life, we only make progress when we are willing to take risks. If you don’t take risks in your life, it’s probably because you are held back by anxiety. Because you fear that interaction will result in rejection, embarrassment, and scrutiny, you feel anxiety about it. After all, you tell yourself, why risk experiencing failure? But as we have discussed, rejection is not devastating; it is merely disappointing, and, with your anxiety under control, disappointment is entirely bearable. In time, and with practice and eventual success, your fear of disappointment will diminish. Some people, far from shying away from social contact, actually look forward to meeting new people. Meeting new people does not in itself cause anxiety. The beliefs you hold cause anxiety. If you believe rejection will be devastating to you, and that rejection is highly likely to happen, you will feel quite justified in making sure that you never meet any new people at all. But avoidance does not alleviate anxiety. It simply makes the problem worse next time the situation arises. You need to tap into your positive mental attitude. Tell yourself: “Meeting new people is healthy, and by doing it, I stand a good chance of having a positive experience.” To summarize, here are some tips for interactive success. Try to integrate them into your being—make them part of your overall attitude toward interacting. 1. Anticipate success. 2. Be willing to risk. 3. Think positive thoughts about yourself to boost your self-esteem. 4. Think positive thoughts about others as well. 5. Be yourself. This last point leads into a discussion of mental focus. It is typical of a socially anxious person to focus on himself or herself, to forget to read the nonverbal signals of others. Before you attempt to meet someone, it’s a good idea to focus your attention in the right direction, not on yourself, but on the other person. Use your new skills of self-awareness and relaxation to enhance your focusing abilities. Think of your attention as a finite resource. Is it really best spent on thoughts about yourself? (“Do I look okay?” “Can he tell I’m sweating?” “Can she tell I’m blushing?” “I hope I don’t say anything dumb,” and so on.) With so much attention directed inward, there is very little left to spend on the other person. One of my clients has so much trouble focusing on others in conversation that she developed a habit of pinching herself to stay on track. Do all you can to stop your inward thinking, because paying attention to the other person will provide you with the basis of an interesting and successful conversation. If you have trouble averting the focus from your own anxiety, try using relaxation techniques to bring your symptoms under control. Diaphragmatic breathing, for example, can bring immediate relief.

Conventional economics is the dominant intellectual rationalization of today’s world order. As we’ve overextended the growth phase of our global adaptive cycle, this rationalization has become relentlessly more complex and rigid and progressively less tenable. Breakdown will, all at once, discredit this rationalization and create intellectual space for new ideas to flourish. But this space will be brutally competitive. We can boost the chances that humane alternatives will thrive by working them out in detail and disseminating them as widely as possible beforehand.89 Advance planning means we need to develop a wide range of scenarios and experiment with technologies, organizations, and ideas. We’ll do better at these tasks, and we’ll also do better in the confusing aftermath of breakdown, if we use a decentralized approach to solving our problems, because traditional centralized and top-down approaches aren’t nimble enough, and they stifle creativity. Scientists have found that complex systems that are highly adaptive—like markets and even the immune system of mammals—tend to share certain characteristics. First of all, the individual elements that make up the systems—such as companies in a market economy or T-cells and macrophages in an immune system—are extraordinarily diverse. Second, the power to make decisions and solve problems isn’t centralized in one place or thing; instead, it’s distributed across the system’s elements. The elements are then linked in a loose network that allows them to exchange information about what works and what doesn’t. Often in a market economy, for example, several companies will be working at the same time to solve different parts of a shared problem, and important information about solutions will flow between them. Third and finally, highly adaptive systems are unstable enough to create unexpected innovations but orderly enough to learn from their failures and successes. Systems with these three characteristics stimulate constant experimentation, and they generate a variety of problem-solving strategies.90 We

Only by repeatedly accepting failure and subsequently purging its causes from the system you can steadily grow a software project and allow it to perform successfully.

Even with good-enough upbringing and the consolidation of what might be called a good-enough self, according to the Buddha’s logic, there will still be disquiet, confusion, and insecurity because we are all instinctively struggling to be something (independent, solid, coherent, and self-sufficient) we can never be. Even in healthy personality development, we emerge from childhood defending against the underlying truth of how contingent, provisional, and dependent we actually are. The persistence of such feelings, far from being a symptom of parental failures (even if there have been such failures), is actually the seed of wisdom. Fighting against them only rigidifies our defenses and isolates us further. Acknowledging the emptiness that frightens us, whatever its source may be, is the key to a deeper, and truer, understanding. The emptiness that we fear is not really empty. When it is successfully turned into an object of awareness, it reveals itself to be vast, luminous, and reassuringly, albeit mysteriously, alive.

the most fundamental and important truths at the heart of extreme ownership: There are no bad teams, only bad leaders.” It’s time to look at the man (or the woman) in the mirror. He goes on to say: “In any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failure, take ownership of them, and develop a plan to win.” For example, if you are overbooking, it’s not the fault of your front office team. It’s your fault by not being clear on how you want to be scheduled, not giving the team the training they need, or in the worst case, having the wrong people performing the task. When we begin to look at all the shortcomings in our practices as problems that we have created as leaders, we can then move forward to solve those problems. However, when we don’t accept responsibility and become the victim, we become powerless.

As I near the end of all of that and think back on what I’ve learned, these are the ten principles that strike me as necessary to true leadership. I hope they’ll serve you as well as they’ve served me. Optimism. One of the most important qualities of a good leader is optimism, a pragmatic enthusiasm for what can be achieved. Even in the face of difficult choices and less than ideal outcomes, an optimistic leader does not yield to pessimism. Simply put, people are not motivated or energized by pessimists. Courage. The foundation of risk-taking is courage, and in ever-changing, disrupted businesses, risk-taking is essential, innovation is vital, and true innovation occurs only when people have courage. This is true of acquisitions, investments, and capital allocations, and it particularly applies to creative decisions. Fear of failure destroys creativity. Focus. Allocating time, energy, and resources to the strategies, problems, and projects that are of highest importance and value is extremely important, and it’s imperative to communicate your priorities clearly and often. Decisiveness. All decisions, no matter how difficult, can and should be made in a timely way. Leaders must encourage a diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust. The Relentless Pursuit of Perfection. This doesn’t mean perfectionism at all costs, but it does mean a refusal to accept mediocrity or make excuses for something being “good enough.” If you believe that something can be made better, put in the effort to do it. If you’re in the business of making things, be in the business of making things great. Integrity. Nothing is more important than the quality and integrity of an organization’s people and its product. A company’s success depends on setting high ethical standards for all things, big and small. Another way of saying this is: The way you do anything is the way you do everything.

Many people believe that their intellectual ability is hardwired from birth, and that failure to meet a learning challenge is an indictment of their native ability. But every time you learn something new, you change the brain—the residue of your experiences is stored. It’s true that we start life with the gift of our genes, but it’s also true that we become capable through the learning and development of mental models that enable us to reason, solve, and create. In other words, the elements that shape your intellectual abilities lie to a surprising extent within your own control.

Failure is not the end; it is part of the journey. Don’t let it stop you from reaching your destination.

What to do to be an Expert in Freelancing? What is Freelancing? We already know that, Now let's see What to do to be an Expert in Freelancing - Things to do for Self Development: Get positive feedback from clients by practicing what you are good at, and finding work that matches your skills. This is the key to your improvement and the first step to success. When you start to succeed, choose the opportunities that work best for you. Use the time appropriately and fully. Some of the processes of Self-Presentation after Self-Development are discussed below - Process of Introducing Yourself: 1. Enhance your profile and build your portfolio with accurate information about yourself. 2. Create your own signature that will identify you in your work. 3. Always use your own photo and signature for original work. 4. Run your own campaign. For example: commenting on others' posts, making full use of social sites, keeping in touch with others, doing service work, teaching others, participating in various seminars, and distributing leaflets or posters. Showing Professionalism: How to express or calculate that you are a professional? There are many ways, by which you can easily express that you are a professional entrepreneur or employee. The ways are: 1. Professionals never work for free, so before starting a job, you must be sure about the remuneration. 2. Professionals don't work on balance, if you want to show professionalism you must pay in cash or promise to pay half in advance and the rest at the end of the job. 3. A professional never lacks any research or communication for his work. Win the Client's Heart: There are thousands of freelancers in front of a client for a job, but only one gets the job. The person who got the job got it because he presented himself in the client's mind. Mistakes to Avoid: Only humans are fallible. It is natural for people to make mistakes, but if people can't learn from those mistakes then it is better not to make such mistakes. The Mistakes are: 1. Failure to identify oneself. 2. Show Engagement. 3. Lack of communication with the client etc. Being Punctual: It is wise to do the work on time. Never leave work. Because if you leave work, the amount of work will increase and not decrease. Therefore, it is better to do the work of time in time and move towards the formation of life by being respectful of time. So, if the above tasks are done or followed correctly, achieving success as a freelancer is just a saying. To make yourself a successful and efficient freelancer, the importance and importance of the above topics is immense.

… … …”Under Richard G. Opper's hand, each character's feelings of success and failure, their nightmares and ambitions, and the different ways they reconcile their pasts and presents come to satisfying life. The result is a crime story especially recommended for readers seeking memorable female leads whose lives and abilities equal their male counterparts, atmospheric settings firmly centered in a sense of place, and purposes that develop not just from monetary ambitions, but from the heart.” D. Donovan, Sr. Reviewer, Midwest Book Review

It is then strange that on Bukowski’s tombstone, the epitaph reads: “Don’t try.” See, despite the book sales and the fame, Bukowski was a loser. He knew it. And his success stemmed not from some determination to be a winner, but from the fact that he knew he was a loser, accepted it, and then wrote honestly about it. He never tried to be anything other than what he was. The genius in Bukowski’s work was not in overcoming unbelievable odds or developing himself into a shining literary light. It was the opposite. It was his simple ability to be completely, unflinchingly honest with himself—especially the worst parts of himself—and to share his failings without hesitation or doubt. This is the real story of Bukowski’s success: his comfort with himself as a failure. Bukowski didn’t give a fuck about success. Even after his fame, he still showed up to poetry readings hammered and verbally abused people in his audience. He still exposed himself in public and tried to sleep with every woman he could find. Fame and success didn’t make him a better person. Nor was it by becoming a better person that he became famous and successful. Self-improvement and success often occur together. But that doesn’t necessarily mean they’re the same thing.

physical sharing and exchange of computer tapes and disks on which the code was recorded. In current Internet days, rapid technological advances in computer hardware and software and networking technologies have made it much easier to create and sustain a communal development style on ever-larger scales. Also, implementing new projects is becoming progressively easier as effective project design becomes better understood, and as prepackaged infrastructural support for such projects becomes available on the Web. Today, an open source software development project is typically initiated by an individual or a small group seeking a solution to an individual's or a firm's need. Raymond (1999, p. 32) suggests that "every good work of software starts by scratching a developer's personal itch" and that "too often software developers spend their days grinding away for pay at programs they neither need nor love. But not in the (open source) world...." A project's initiators also generally become the project's "owners" or "maintainers" who take on responsibility for project management." Early on, this individual or group generally develops a first, rough version of the code that outlines the functionality envisioned. The source code for this initial version is then made freely available to all via downloading from an Internet website established by the project. The project founders also set up infrastructure for the project that those interested in using or further developing the code can use to seek help, provide information or provide new open source code for others to discuss and test. In the case of projects that are successful in attracting interest, others do download and use and "play with" the code-and some of these do go on to create new and modified code. Most then post what they have done on the project website for use and critique by any who are interested. New and modified code that is deemed to be of sufficient quality and of general interest by the project maintainers is then added to the authorized version of the code. In many projects the privilege of adding to the authorized code is restricted to only a few trusted developers. These few then serve as gatekeepers for code written by contributors who do not have such access (von Krogh and Spaeth 2002). Critical tools and infrastructure available to open source software project participants includes email lists for specialized purposes that are open to all. Thus, there is a list where code users can report software failures ("bugs") that they encounter during field use of the software. There is also a list where those developing the code can share ideas about what would be good next steps for the project, good features to add, etc. All of these lists are open to all and are also publicly archived,

Every great leader once fell down from a tall ladder. You don't become a star until you get the scar. Take that risk now.

The only way to watch paid TV from the comfort of your room is by subscribing to a paid TV service. In the same way, the only way to change your level of financial success ‘permanently’ is to subscribe and keep upgrading your financial mind-set. But it is your decision whether you choose to change or not.

of Urology, evaluated nearly five thousand patients from nine hospitals who had received external-beam radiation therapy alone and had been followed for an average of six years. This study, too, looked at how well the ASTRO criteria and other definitions could predict actual clinical failure (the development of distant metastases or the return of cancer in the irradiated prostate). Despite its stellar acronym, the ASTRO definition did not prove to be outstandingly superior; in fact, the researchers found, some of the alternate definitions of biochemical success or failure were slightly better. The Phoenix Definition In 2005, another panel of radiation

Since 1870 a commander has seldom if ever been able to survey a whole battlefield from a single spot; and in any case he has had little opportunity—although sometimes a considerable inclination—to try. For the modern commander is much more akin to the managing director of a large conglomerate enterprise than ever he is to the warrior chief of old. He has become the head of a complex military organization, whose many branches he must oversee and on whose cooperation, assistance, and support he depends for his success. As the size and complexity of military forces have increased, the business of war has developed an organizational dimension that can make a mighty contribution to triumph—or to tragedy. Hitherto, the role of this organizational dimension of war in explaining military performance has been strangely neglected. We shall return to it later—indeed, it will form one of the major themes of this book. For now we simply need to note its looming presence.

The Secrets of Skunk: Part Two At the Lockheed skunk works, Kelly Johnson ran a tight ship. He loved efficiency. He had a motto—“be quick, be quiet, and be on time”—and a set of rules.6 And while we are parsing the deep secrets of skunk, it’s to “Kelly’s rules” we must now turn. Wall the skunk works off from the rest of the corporate bureaucracy—that’s what you learn if you boil Johnson’s rules down to their essence. Out of his fourteen rules, four pertain solely to military projects and can thus be excluded from this discussion. Three are ways to increase rapid iteration (a topic we’ll come back to in a moment), but the remaining seven are all ways to enforce isolation. Rule 3, for example: “The number of people with any connection to the project should be restricted in an almost vicious manner.” Rule 13 is more of the same: “Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.” Isolation, then, according to Johnson, is the most important key to success in a skunk works. The reasoning here is twofold. There’s the obvious need for military secrecy, but more important is the fact that isolation stimulates risk taking, encouraging ideas weird and wild and acting as a counterforce to organizational inertia. Organizational inertia is the notion that once any company achieves success, its desire to develop and champion radical new technologies and directions is often tempered by the much stronger desire not to disrupt existing markets and lose their paychecks. Organizational inertia is fear of failure writ large, the reason Kodak didn’t recognize the brilliance of the digital camera, IBM initially dismissed the personal computer, and America Online (AOL) is, well, barely online. But what is true for a corporation is also true for the entrepreneur. Just as the successful skunk works isolates the innovation team from the greater organization, successful entrepreneurs need a buffer between themselves and the rest of society. As Burt Rutan, winner of the Ansari XPRIZE, once taught me: “The day before something is truly a breakthrough, it’s a crazy idea.” Trying out crazy ideas means bucking expert opinion and taking big risks. It means not being afraid to fail. Because you will fail. The road to bold is paved with failure, and this means having a strategy in place to handle risk and learn from mistakes is critical. In a talk given at re:Invent 2012, Amazon CEO Jeff Bezos7 explains it like this: “Many people misperceive what good entrepreneurs do. Good entrepreneurs don’t like risk. They seek to reduce risk. Starting a company is already risky . . . [so] you systematically eliminate risk in those early days.

Many people believe that their intellectual ability is hardwired from birth, and that failure to meet a learning challenge is an indictment of their native ability. But every time you learn something new, you change the brain—the residue of your experiences is stored. It’s true that we start life with the gift of our genes, but it’s also true that we become capable through the learning and development of mental models that enable us to reason, solve, and create. In other words, the elements that shape your intellectual abilities lie to a surprising extent within your own control. Understanding that this is so enables you to see failure as a badge of effort and a source of useful information—the need to dig deeper or to try a different strategy. The need to understand that when learning is hard, you’re doing important work. To understand that striving and setbacks, as in any action video game or new BMX bike stunt, are essential if you are to surpass your current level of performance toward true expertise. Making mistakes and correcting them builds the bridges to advanced learning.

If, through the event, Da-sein as the open center of the selfhood that grounds truth is first thrown to itself and becomes a self, then Dasein again, as the concealed possibility of the grounding essential occurrence of beyng, must belong to the event. And in the turning: The event must require Dasein and, in needing it, must place it in the call and thereby bring it before the passing by of the last god. The turning essentially occurs in between the call (to the one that belongs) and the belonging (of the one that is called): the turning is a counter-turning. The call to the leap into the appropriation is the great stillness of the most concealed self-knowledge. Every language of Da-sein originates here and is thus in essence silence (cf. restraint, event, truth, and language). As counter-turning, the event “is” therefore the highest reign over the advent and absconding of the past gods. The most extreme god needs beyng. The call is intrusion and remaining absent in the mystery of the appropriation. Playing out in the turning are the intimations of the last god as the intrusion and remaining absent of the advent and absconding of the gods and of their abode of sovereignty. In these intimations the law of the last god is intimated, the law of the great individuation in Da-sein, of the solitude of the sacrifice, and of the uniqueness of the choice regarding the shortest and steepest path. In the essence of the intimation lies the mystery of the unity of the innermost nearing in the most extreme distance, the traversal of the broadest temporal-spatial playing field of beyng. This extremity of the essential occurrence of beyng requires what is most intrinsic in the plight of the abandonment by being. This plight must belong and listen to the call of the reigning of that intimation. What resonates and spreads out in such listening is first able to prepare for the strife of earth and world, i.e., for the truth of the “there” and, through the “there,” for the site of the moment of the decision and so for the playing out of the strife and thus for the sheltering in beings. Whether this call of the extreme intimation, this most concealed appropriation, still happens openly, or whether the plight becomes mute instead and all reigning is withheld, and whether the call is still taken up, provided it does happen at all, and whether the leap into Da-sein and thus, out of the truth of the latter, the turning still become history—therein is decided the future of humans. They may for centuries still ravish and devastate the planet with their machinations, and the monstrousness of this drive may “develop” to an inconceivable extent, assume the form of an apparent strictness, and become the measuring regulation of the devastated as such; the greatness of beyng will remain closed off, since decisions about truth and untruth and their essence no longer arise. All that matters is the calculation of the success and failure of the machinations. This calculation extends into a presumed “eternity,” which is not such but is only the endless “and so on” of what is most desolate and most fleeting. Where the truth of being is not willed, not incorporated into a willing of knowledge and experience, into a questioning, there all timespace is withdrawn from the moment, i.e., from the flashing up of beyng out of the enduring of the simple and always incalculable event. Or else the moment still belongs only to the most solitary solitudes, although these are denied a grounding comprehension of the instituting of a history. Yet these moments, and they alone, can become the preparations in which the turning of the event unfolds into truth and joins truth. Indeed, only pure persistence in the simple and essential, which are uncompellable, is mature enough for the preparation of such preparedness; the fleetingness of the frenetically self-surpassing machinations is never so mature.

of the view espoused in most classrooms. From an early age, children are taught that success means having the right answers. That struggling is a bad sign, the sort of thing you do when you’re not quite “getting it,” or the work is too hard. Throughout much of their education, students are encouraged to finish assignments quickly. Those who don’t are sent off to tutors. After twelve years of indoctrination, it’s no wonder that so many of us view failure the way we do: as something to avoid at all cost. We’re implicitly taught that struggling means others will view us poorly, when in reality it’s only by stretching ourselves that we develop new skills. Some educators have begun recognizing the way this fear of failure is impeding their students’ long-term growth. Edward Burger, for one, is doing something about it. For more than a decade the Williams College mathematics professor has literally been rewarding students for failing in his class. “Instead of just touting the importance of failing,

You might fear you don’t have what it takes, but you don’t need to have all the answers or everything figured right from the start.

Develop a strong thirst for positive associations and learning from others, because the right people can take you further than you can go on your own.

Achievers are biased towards action despite any fear, and this courage sets them apart from others.

I did it the hard way ( a poem) _________________________ Many of the big dreams I dreamt, I dreamt, when I met a failed attempt. Life taught me to believe that Great ideas can start from a wretched hut. Many of the strongest steps I took, I took, when I was given the fiercest look. My passion pokes me to understand That people’s mockeries, I can withstand. Many of the fastest speeds I gained, I gained when I was bitterly stained. I first thought the only way was to quit As I tried again, I no longer have guilt. Many of the bravest decisions I made, I made, when my life was about to fade. I was frustrated and ripe to sink. But then I strive to release the ink. Many of the longest journeys I started, I started, having no resource; money parted I relied on God my creator all dawn long And at dusk He gave me a new song. Many of the hardest questions I tackled, I tackled, when I was heckled. They were very troublesome to settle But I make it happen little by little Yet, it was not I, but the Lord Jesus The saviour who gives me success. In Him, through Him and by Him I have the liberty to do everything with vim. I don’t want to enjoy this liberty alone. You too must step out of your comfort zone. It’s not easy, but you can do it anyway. Jesus is the life, the truth and the way. ___________________________ Israelmore Ayivor

Tully always had a knack for seeing opportunity where others couldn’t. A true entrepreneur, he developed several companies from scratch with enormous success, but also with a fair share of failures and mistakes.