Does 2 Success Quotes

Your story may not have such a happy beginning but that does not make you who you are, it is the rest of it- who you choose to be

Rules for Living by Olivia Joules 1. Never panic. Stop, breathe, think. 2. No one is thinking about you. They're thinking about themselves, just like you. 3. Never change haircut or color before an important event. 4. Nothing is either as bad or good as it seems. 5. Do as you would be done by, e.g. thou shalt not kill. 6. It is better to buy one expensive thing that you really like than several cheap ones that you only quite like. 7. Hardly anything matters: if you get upset, ask yourself, "Does it really matter?" 8. The key to success lies in how you pick yourself up from failure. 9. Be honest and kind. 10. Only buy clothes that make you feel like doing a small dance. 11. Trust your instincts, not your overactive imagination. 12. When overwhelmed by disaster, check if it's really a disaster by doing the following: (a) think, "Oh, fuck it," (b) look on the bright side, and if that doesn't work, look on the funny side. If neither of the above works then maybe it is a disaster so turn to items 1 and 4. 13. Don't expect the world to be safe or life to be fair.

No one can travel so far that he does not make some progess each day. So let us never give up. Then we shall move forward daily in the Lord's way. And let us never despair because of our limited success. Even though it is so much less than we would like, our labour is not wasted when today is better than yesterday!

The mind is by its nature free, not a slave; only what it does by itself and willingly is successful.

Never mind, you know the word must; with that word one does many things.

1. Bangladesh.... In 1971 ... Kissinger overrode all advice in order to support the Pakistani generals in both their civilian massacre policy in East Bengal and their armed attack on India from West Pakistan.... This led to a moral and political catastrophe the effects of which are still sorely felt. Kissinger’s undisclosed reason for the ‘tilt’ was the supposed but never materialised ‘brokerage’ offered by the dictator Yahya Khan in the course of secret diplomacy between Nixon and China.... Of the new state of Bangladesh, Kissinger remarked coldly that it was ‘a basket case’ before turning his unsolicited expertise elsewhere. 2. Chile.... Kissinger had direct personal knowledge of the CIA’s plan to kidnap and murder General René Schneider, the head of the Chilean Armed Forces ... who refused to countenance military intervention in politics. In his hatred for the Allende Government, Kissinger even outdid Richard Helms ... who warned him that a coup in such a stable democracy would be hard to procure. The murder of Schneider nonetheless went ahead, at Kissinger’s urging and with American financing, just between Allende’s election and his confirmation.... This was one of the relatively few times that Mr Kissinger (his success in getting people to call him ‘Doctor’ is greater than that of most PhDs) involved himself in the assassination of a single named individual rather than the slaughter of anonymous thousands. His jocular remark on this occasion—‘I don’t see why we have to let a country go Marxist just because its people are irresponsible’—suggests he may have been having the best of times.... 3. Cyprus.... Kissinger approved of the preparations by Greek Cypriot fascists for the murder of President Makarios, and sanctioned the coup which tried to extend the rule of the Athens junta (a favoured client of his) to the island. When despite great waste of life this coup failed in its objective, which was also Kissinger’s, of enforced partition, Kissinger promiscuously switched sides to support an even bloodier intervention by Turkey. Thomas Boyatt ... went to Kissinger in advance of the anti-Makarios putsch and warned him that it could lead to a civil war. ‘Spare me the civics lecture,’ replied Kissinger, who as you can readily see had an aphorism for all occasions. 4. Kurdistan. Having endorsed the covert policy of supporting a Kurdish revolt in northern Iraq between 1974 and 1975, with ‘deniable’ assistance also provided by Israel and the Shah of Iran, Kissinger made it plain to his subordinates that the Kurds were not to be allowed to win, but were to be employed for their nuisance value alone. They were not to be told that this was the case, but soon found out when the Shah and Saddam Hussein composed their differences, and American aid to Kurdistan was cut off. Hardened CIA hands went to Kissinger ... for an aid programme for the many thousands of Kurdish refugees who were thus abruptly created.... The apercu of the day was: ‘foreign policy should not he confused with missionary work.’ Saddam Hussein heartily concurred. 5. East Timor. The day after Kissinger left Djakarta in 1975, the Armed Forces of Indonesia employed American weapons to invade and subjugate the independent former Portuguese colony of East Timor. Isaacson gives a figure of 100,000 deaths resulting from the occupation, or one-seventh of the population, and there are good judges who put this estimate on the low side. Kissinger was furious when news of his own collusion was leaked, because as well as breaking international law the Indonesians were also violating an agreement with the United States.... Monroe Leigh ... pointed out this awkward latter fact. Kissinger snapped: ‘The Israelis when they go into Lebanon—when was the last time we protested that?’ A good question, even if it did not and does not lie especially well in his mouth. It goes on and on and on until one cannot eat enough to vomit enough.

A party at which the guests are all of the beautiful persuasion tends to be dull indeed, as they have no conversation that does not pertain to themselves. A successful gathering requires a number of the ill-favored but clever. The beautiful are but ornaments—desirable, but dispensable.

The great breakthrough of our age is supposed to be that we measure success by happiness, admiring a man for how much he enjoyed his life, rather than how much wealth or fame he hoarded, that old race with no finish line. Diogenes with his barrel and his sunlight lived every hour of his life content, while Alexander fought and bled, mourned friends, faced enemies, and died unsatisfied. Diogenes is greater. Or does that past-tainted inner part of you—the part that still parses ‘thee’ and ‘thou’ and ‘he’ and ‘she’—still think that happiness alone is not achievement without legacy? Diogenes has a legacy. Diogenes ruled nothing, wrote nothing, taught nothing except by the example of his life to passersby, but, so impressed were those bypassers, that, after the better part of three millennia, we still know this about him.

Successful cooperation does not equate to successful understanding.

If there’s one single lesson I think people today are more in need of learning than anything else it’s this: YOU control your own destiny; nobody else does. YOU are responsible for where you go from here; nobody else is.

habits and qualities that the professional possesses that the amateur doesn't: 1. The professional shows up every day 2. The professional stays on the job all day 3. The professional is committed over the long haul 4. For the professional, the stakes are high and real Further: 5. The professional is patient 6. The professional seeks order 7. The professional demystifies 8. The professional acts in the face of fear 9. The professional accepts no excuses 10. The professional plays it as it lays 11. The professional is prepared 12. The professional does not show off 13. The professional dedicates himself to mastering technique 14. The professional does not hesitate to ask for help 15. The professional does not take failure or success personally 16. The professional does not identify with his or her instrument 17. The professional endures adversity 18. The professional self-validates 19. The professional reinvents herself 20. The professional is recognized by other professionals

Does your appearance accurately convey the message of who you are that you are trying to get across? When trying to make an excellent first impression in business but in doubt of what to wear, dress one level up from what is expected—if it's casual, dress in business casual, etc.

If I am to believe everything that I see in the media, happiness is to be six foot tall or more and to have bleached teeth and a firm abdomen, all the latest clothes, accessories, and electronics, a picture-perfect partner of the opposite sex who is both a great lover and a terrific friend, an assortment of healthy and happy children, a pet that is neither a stray nor a mongrel, a large house in the right sort of postcode, a second property in an idyllic holiday location, a top-of-the-range car to shuttle back and forth from the one to the other, a clique of ‘friends’ with whom to have fabulous dinner parties, three or four foreign holidays a year, and a high-impact job that does not distract from any of the above. There are at least three major problems that I can see with this ideal of happiness. (1) It represents a state of affairs that is impossible to attain to and that is in itself an important source of unhappiness. (2) It is situated in an idealised and hypothetical future rather than in an imperfect but actual present in which true happiness is much more likely to be found, albeit with great difficulty. (3) It has largely been defined by commercial interests that have absolutely nothing to do with true happiness, which has far more to do with the practice of reason and the peace of mind that this eventually brings. In short, it is not only that the bar for happiness is set too high, but also that it is set in the wrong place, and that it is, in fact, the wrong bar. Jump and you’ll only break your back.

A man is sufficiently condemned if it can only be shown that either in politics or religion he does not belong to some new school established within the last score of years. He may then regard himself as rubbish and expect to be carted away. A man is nothing now unless he has within him a full appreciation of the new era, an era in which it would seem that neither honesty nor truth is very desirable, but in which success is the only touchstone of merit. We must laugh at everything that is established. Let the joke be ever so bad, ever so untrue to the real principles of joking; nevertheless we must laugh—or else beware the cart.

Project Oxygen found that a good manager (1) is a good coach; (2) empowers and does not micromanage; (3) expresses interest and concern in subordinates’ success and well-being; (4) is results oriented; (5) listens and shares information; (6) helps with career development; (7) has a clear vision and strategy; (8) has key technical skills.

What does FEAR stand for? 1. False Evidence Appearing Real 2. Finding Excuses And Reasons 3. Failure Expected And Received 4. Forget Everything And Run

The trick to running a successful humanitarian operation is to appear to be constantly alleviating poverty without solving any of its underlying causes and ensuring that no one else does either.

Your Creative Autobiography 1. What is the first creative moment you remember? 2. Was anyone there to witness or appreciate it? 3. What is the best idea you’ve ever had? 4. What made it great in your mind? 5. What is the dumbest idea? 6. What made it stupid? 7. Can you connect the dots that led you to this idea? 8. What is your creative ambition? 9. What are the obstacles to this ambition? 10. What are the vital steps to achieving this ambition? 11. How do you begin your day? 12. What are your habits? What patterns do you repeat? 13. Describe your first successful creative act. 14. Describe your second successful creative act. 15. Compare them. 16. What are your attitudes toward: money, power, praise, rivals, work, play? 17. Which artists do you admire most? 18. Why are they your role models? 19. What do you and your role models have in common? 20. Does anyone in your life regularly inspire you? 21. Who is your muse? 22. Define muse. 23. When confronted with superior intelligence or talent, how do you respond? 24. When faced with stupidity, hostility, intransigence, laziness, or indifference in others, how do you respond? 25. When faced with impending success or the threat of failure, how do you respond? 26. When you work, do you love the process or the result? 27. At what moments do you feel your reach exceeds your grasp? 28. What is your ideal creative activity? 29. What is your greatest fear? 30. What is the likelihood of either of the answers to the previous two questions happening? 31. Which of your answers would you most like to change? 32. What is your idea of mastery? 33. What is your greatest dream?

Even if what you’re preparing for does not happen, your efforts aren’t for naught. With preparation comes knowledge of each situation, as well as the confidence to handle every new encounter with more grace and ease than the time before.

Jarret supporters have been known, now and then, to form mobs and burn people at the stake for being witches. Witches! In 2032! A witch, in their view, tends to be a Moslem, a Jew, a Hindu, a Buddhist, or, in some parts of the country, a Mormon, a Jehovah’s Witness, or even a Catholic. A witch may also be an atheist, a “cultist,” or a well-to-do eccentric. Well-to-do eccentrics often have no protectors or much that’s worth stealing. And “cultist” is a great catchall term for anyone who fits into no other large category, and yet doesn’t quite match Jarret’s version of Christianity. Jarret’s people have been known to beat or drive out Unitarians, for goodness’ sake. Jarret condemns the burnings, but does so in such mild language that his people are free to hear what they want to hear. As for the beatings, the tarring and feathering, and the destruction of “heathen houses of devil-worship,” he has a simple answer: “Join us! Our doors are open to every nationality, every race! Leave your sinful past behind, and become one of us. Help us to make America great again.” He’s had notable success with this carrot-and-stick approach. Join us and thrive, or whatever happens to you as a result of your own sinful stubbornness is your problem.

It is no longer a matter of IF you have a personal brand--it is a question of “How is it working for you?” Does it best express your intentions, your uniqueness, and your service offering? Is it helping or hindering your progress and success in business?

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

Obituaries are just like biographies, only shorter. They remind us that interesting, successful people rarely lead orderly, linear lives. I defy you to find a single obituary that begins, "Jane Doe won the Nobel Prize in large part because she was admitted to a prestigious, highly selective preschool. After that, everything just kind of fell into place." Instead, you will read about dead ends, lucky coincidences, quirky habits, excessive self-confidence (often interspersed with bursts of excessive self-doubt), and a lot of passion for something.

Romans 12:2 What is the difference between a person born with a silver spoon that later eat with the pig and someone born among the pigs without a silver spoon in his mouth and later eat with a golden spoon? One must have changed his mind. If you can renew your mind, you can change your destiny.

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

Democracy, indeed, has a fair-appearing name and conveys the impression of bringing equal rights to all through equal laws, but its results are seen not to agree at all with its title. Monarchy, on the contrary, has an unpleasant sound, but is a most practical form of government to live under. For it is easier to find a single excellent man than many of them, section 2and if even this seems to some a difficult feat, it is quite inevitable that the other alternative should be acknowledged to be impossible; for it does not belong to the majority of men to acquire virtue. And again, even though a base man should obtain supreme power, yet he is preferable to the masses of like character, as the history of the Greeks and barbarians and of the Romans themselves proves. section 3For successes have always been greater and more frequent in the case both of cities and of individuals under kings than under popular rule, and disasters do not happen so frequently under monarchies as under mob-rule. Indeed, if ever there has been a prosperous democracy, it has in any case been at its best for only a brief period, so long, that is, as the people had neither the numbers nor the strength sufficient to cause insolence to spring up among them as the result of good fortune or jealousy as the result of ambition.

With effort, he concentrated on an editorial. It told of widespread industrial unrest in the Midlands and asserted that it was imperative to pay a fair wage for a fair day’s work. Another article lamented that the huge industrial machine of England was operating at only half capacity and cried that greater new markets must be found for the productive wealth it could spew forth; more production meant cheaper goods, increased employment, higher wages. There were news articles that told of tension and war clouds over France and Spain because of the succession to the Spanish throne; Prussia was spreading its tentacles into all the German states to dominate them and a Franco-Prussian confrontation was imminent; there were war clouds over Russia and the Hapsburg Holy Roman Empire; war clouds over the Italian States that wished to throw out the upstart French King of Naples and join together or not to join together, and the Pope, French-supported, was involved in the political arena; there were war clouds over South Africa because the Boers – who had over the last four years trekked out of the Cape Colony to established the Transvaal and the Orange Free State – were now threatening the English colony of Natal and war was expected by the next mail; there were anti-Semitic riots and pogroms throughout Europe; Catholic were fighting against Protestants, Mohammedans against Hindus, against Catholics, against Protestants, and they fighting among themselves; there were Red Indian wars in America, animosity between the Northern and Southern states, animosity between America and Britain over Canada, trouble in Ireland, Sweden, Finland, India, Egypt, the Balkans  . . . ‘Does na matter what you read!’ Struan exploded to no one in particular. ‘The whole world’s mad, by God!

Keep in mind a distinction that is being imported into more and more scientific thinking, that between ‘complicated’ and ‘complex’. ‘Complicated’ means a whole set of simple things working together to produce some effect, like a clock or an automobile: each of the components – brakes, engine, body-shell, steering – contributes to what the car does by doing its own thing, pretty well. There are some interactions, to be sure. When the engine is turning fast, it has a gyroscopic effect that makes the steering behave differently, and the gearbox affects how fast the engine is going at a particular car speed. To see human development as a kind of car assembly process, with the successive genetic blueprints ‘defining’ each new bit as we add them, is to see us as only complicated. A car being driven, however, is a complex system: each action it takes helps determine future actions and is dependent upon previous actions. It changes the rules for itself as it goes. So does a garden. As plants grow, they take nutrients from the soil, and this affects what else can grow there later. But they also rot down, adding nutrients, providing habitat for insects, grubs, hedgehogs … A mature garden has a very different dynamic from that of a new plot on a housing estate. Similarly, we change our own rules as we develop.

The Portal Potion Success! After weeks and weeks of trying, I’ve finally discovered the correct ingredients for the potion I’d hoped to create for my son! With just a few drops, the potion turns any written work into a portal to the world it describes. Even with my ability to create portals to and from the Otherworld, I never thought it would be possible to create a substance that allowed me passage to any world I wished. My son will get to see the places and meet the characters he’s spent his whole childhood dreaming about! And best of all, I’ll get to watch his happiness soar as it happens! The ingredients are much simpler than I imagined, but difficult to obtain. Their purposes are more metaphysical than practical, so it took some imagination to get the concoction right. The first requirement is a branch from the oldest tree in the woods. To bring the pages to life, I figured the potion would need the very thing that brought the paper to life in the first place. And what else has more life than an ancient tree? The second ingredient is a feather from the finest pheasant in the sky. This will guarantee your potion has no limits, like a bird in flight. It will ensure you can travel to lands far and wide, beyond your imagination. The third component is a liquefied lock and key that belonged to a true love. Just as this person unlocked your heart to a life of love, it will open the door of the literary dimensions your heart desires to experience. The fourth ingredient is two weeks of moonlight. Just as the moon causes waves in the ocean, the moonlight will stir your potion to life. Last, but most important, give the potion a spark of magic to activate all the ingredients. Send it a beam of joy straight from your heart. The potion does not work on any biographies or history books, but purely on works that have been imagined. Now, I must warn about the dangers of entering a fictional world: 1. Time only exists as long as the story continues. Be sure to leave the book before the story ends, or you may disappear as the story concludes. 2. Each world is made of only what the author describes. Do not expect the characters to have any knowledge of our world or the Otherworld. 3. Beware of the story’s villains. Unlike people in our world or the Otherworld, most literary villains are created to be heartless and stripped of all morals, so do not expect any mercy should you cross paths with one. 4. The book you choose to enter will act as your entrance and exit. Be certain nothing happens to it; it is your only way out. The

The inhibition of behavior provoked by cat odor is remarkably powerful and long-lasting. As summarized in Figure 1.1, following a single exposure to cat odor, animals continued to exhibit inhibition of play for up to five successive days. Our interpretation of this effect is that some unconditioned attribute of cat smell can innately arouse a fear system in the rat brain, and this emotional state becomes rapidly associated with the contextual cues of the chamber. On subsequent occasions, one does not need the unconditioned fear stimulus—the feline smell—to evoke anxiety. The contextual cues of the chamber suffice. This, in essence, is classical or Pavlovian conditioning. The flow of associations is outlined more formally in Figure 1.2, and as we will see, classical conditioning is still one of the most powerful and effective ways to study emotional learning in the laboratory.

GROW THE ACTION HABIT Practice these key points: 1. Be an activationist. Be someone who does things. Be a doer, not a don’t-er. 2. Don’t wait until conditions are perfect. They never will be. Expect future obstacles and difficulties and solve them as they arise. 3. Remember, ideas alone won’t bring success. Ideas have value only when you act upon them. 4. Use action to cure fear and gain confidence. Do what you fear, and fear disappears. Just try it and see. 5. Start your mental engine mechanically. Don’t wait for the spirit to move you. Take action, dig in, and you move the spirit. 6. Think in terms of now. Tomorrow, next week, later, and similar words often are synonymous with the failure word, never. Be an “I’m starting right now” kind of person. 7. Get down to business—pronto. Don’t waste time getting ready to act. Start acting instead. 8. Seize the initiative. Be a crusader. Pick up the ball and run. Be a volunteer. Show that you have the ability and ambition to do. Get in gear and go!

Successful cooperation does not equate to successful understanding. There was no question that Zhang Beihai was the most capable political commissar on the ship, and he was forthright in his work, exploring every last issue with complete precision. But his internal world was a bottomless gray to Wu Yue, who always felt like Zhang Beihai was saying: Just do it this way. This way’s best, or most correct. But it’s not what I really want. It began as an indistinct feeling that grew increasingly obvious. Of course, whatever Zhang Beihai did was always the best or most correct, but Wu Yue had no idea what he actually wanted. Wu Yue adhered to one article of faith: Command of a warship was a dangerous position, so the two commanders must understand each other’s minds. This presented Wu Yue with a knotty problem. At first, he thought that Zhang Beihai was somehow on guard, which offended Wu. In the tough post of captain of a destroyer, was anyone more forthright and guileless than he was? What do I have worth guarding against?

The National Institute of Standards and Technology has provided a preliminary estimation that between 16,400 and 18,800 civilians were in the WTC complex as of 8:46 am on September 11. At most 2,152 individual died in the WTC complex who were not 1) fire or police first responders, 2) security or fire safety personnel of the WTC or individual companies, 3) volunteer civilians who ran to the WTC after the planes' impact to help others or, 4) on the two planes that crashed into the Twin Towers. Out of this total number of fatalities, we can account for the workplace location of 2,052 individuals, or 95.35 percent. Of this number, 1,942 or 94.64 percent either worked or were supposed to attend a meeting at or above the respective impact zones of the Twin Towers; only 110, or 5.36 percent of those who died, worked below the impact zone. While a given person's office location at the WTC does not definitively indicate where that individual died that morning or whether he or she could have evacuated, these data strongly suggest that the evacuation was a success for civilians below the impact zone.

(Corinthian:) Now those among us who have ever had dealings with the Athenians, do not require to be warned against them; but such as live inland and not on any maritime highway should clearly understand that, if they do not protect the sea-board, they will find it more difficult to carry their produce to the sea, or to receive in return the goods which the sea gives to the land. They should not lend a careless ear to our words, for they nearly concern them; they should remember that, if they desert the cities on the sea-shore, the danger may some day reach them, and that they are consulting for their own interests quite as much as for ours. And therefore let no one hesitate to accept war in exchange for peace. Wise men refuse to move until they are wronged, but brave men as soon as they are wronged go to war, and when there is a good opportunity make peace again. They are not intoxicated by military success; but neither will they tolerate injustice from a love of peace and ease. For he whom pleasure makes a coward will quickly lose, if he continues inactive, the delights of ease which he is so unwilling to renounce; and he whose arrogance is stimulated by victory does not see how hollow is the confidence which elates him. (Book 1 Chapter 120.2-4)

This Compost" Something startles me where I thought I was safest, I withdraw from the still woods I loved, I will not go now on the pastures to walk, I will not strip the clothes from my body to meet my lover the sea, I will not touch my flesh to the earth as to other flesh to renew me. O how can it be that the ground itself does not sicken? How can you be alive you growths of spring? How can you furnish health you blood of herbs, roots, orchards, grain? Are they not continually putting distemper'd corpses within you? Is not every continent work'd over and over with sour dead? Where have you disposed of their carcasses? Those drunkards and gluttons of so many generations? Where have you drawn off all the foul liquid and meat? I do not see any of it upon you to-day, or perhaps I am deceiv'd, I will run a furrow with my plough, I will press my spade through the sod and turn it up underneath, I am sure I shall expose some of the foul meat. 2 Behold this compost! behold it well! Perhaps every mite has once form'd part of a sick person—yet behold! The grass of spring covers the prairies, The bean bursts noiselessly through the mould in the garden, The delicate spear of the onion pierces upward, The apple-buds cluster together on the apple-branches, The resurrection of the wheat appears with pale visage out of its graves, The tinge awakes over the willow-tree and the mulberry-tree, The he-birds carol mornings and evenings while the she-birds sit on their nests, The young of poultry break through the hatch'd eggs, The new-born of animals appear, the calf is dropt from the cow, the colt from the mare, Out of its little hill faithfully rise the potato's dark green leaves, Out of its hill rises the yellow maize-stalk, the lilacs bloom in the dooryards, The summer growth is innocent and disdainful above all those strata of sour dead. What chemistry! That the winds are really not infectious, That this is no cheat, this transparent green-wash of the sea which is so amorous after me, That it is safe to allow it to lick my naked body all over with its tongues, That it will not endanger me with the fevers that have deposited themselves in it, That all is clean forever and forever, That the cool drink from the well tastes so good, That blackberries are so flavorous and juicy, That the fruits of the apple-orchard and the orange-orchard, that melons, grapes, peaches, plums, will none of them poison me, That when I recline on the grass I do not catch any disease, Though probably every spear of grass rises out of what was once a catching disease. Now I am terrified at the Earth, it is that calm and patient, It grows such sweet things out of such corruptions, It turns harmless and stainless on its axis, with such endless successions of diseas'd corpses, It distills such exquisite winds out of such infused fetor, It renews with such unwitting looks its prodigal, annual, sumptuous crops, It gives such divine materials to men, and accepts such leavings from them at last.

Heuristics for testing your goals Assess your goals using these guidelines: Does your goal start with a verb (“launch,” “build,” “refactor,” etc.)? Then you probably have an action, so reframe it to describe the outcome you want. Often, this takes the form of translating “X so that Y” into “Y via X” (and consider if you need X in there at all). A helpful trick to figure out the proper framing is to read the goal out, ask yourself why, answer that question, then do that a couple of times until the true goal comes into focus. (See Table 2 for an example.) Do you have “engineering goals” and “business goals,” or something similar? Stop it. Are your goals more than one page, more than three to five objectives, or more than three to five KRs per objective? No one will read them—let alone remember them. When you (or your team) look at your goals, do you wince and think, “What about X? I was really hoping to get to that this quarter”? If not, you probably haven’t focused enough, and your goals are not adding value. Could one team member think a goal is achieved and another one completely disagree? Then your goal isn’t specific enough. (By contrast, if everyone feels it’s mostly successful but the assessments range from 60–80 percent done, who cares?) Can you imagine a scenario where the goal is achieved but you’re still dissatisfied with where you ended up? Then your goal isn’t specific enough, or an aspect is missing. Could you be successful without achieving the goal? Then your goal is overly specific, and you should rethink how to define success.

How is he, Amelia?” she finally brought herself to whisper. There was no need for Amelia to ask who “he” was. “Merripen has changed,” she said cautiously, “nearly as much as you and Leo. Cam says what Merripen has accomplished with the estate is no less than astounding. It requires a broad array of skills to direct builders, craftsmen, and groundsmen, and also to repair the tenant farms. And Merripen has done it all. When necessary, he’ll strip off his coat and lend his own back to a task. He’s earned the respect of the workers—they never dare to question his authority.” “I’m not surprised, of course,” Win said, while a bittersweet feeling came over her. “He has always been a very capable man. But when you say he has changed, what do you mean?” “He has become rather … hard.” “Hard-hearted? Stubborn?” “Yes, and remote. He seems to take no satisfaction in his success, nor does he exhibit any real pleasure in life. Oh, he has learned a great deal, and he wields authority effectively, and he dresses better to befit his new position. But oddly, he seems less civilized than ever. I think …” An uncomfortable pause. “Perhaps it may help him to see you again. You were always a good influence.” Win eased her hands away and glowered down at her own lap. “I doubt that. I doubt I have any influence on Merripen whatsoever. He has made his lack of interest very clear.” “Lack of interest?” Amelia repeated, and gave a strange little laugh. “No, Win, I wouldn’t say that at all. Any mention of you earns his closest attention.” “One may judge a man’s feelings by his actions.” Win sighed and rubbed her weary eyes. “At first I was hurt by the way he ignored my letters. Then I was angry. Now I merely feel foolish.

Each purpose, each mission, is meant to be fully lived to the point where it becomes empty, boring, and useless. Then it should be discarded. This is a sign of growth, but you may mistake it for a sign of failure. For instance, you may take on a business project, work at it for several years, and then suddenly find yourself totally disinterested. You know that if you stayed with it for another few years you would reap much greater financial reward than if you left the project now. But the project no longer calls you. You no longer feel interested in the project. You have developed skills over the last few years working on the project, but it hasn’t yet come to fruition. You may wonder, now that you have the skills, should you stick with it and bring the project to fruition, even though the work feels empty to you? Well, maybe you should stick with it. Maybe you are bailing out too soon, afraid of success or failure, or just too lazy to persevere. This is one possibility. Ask your close men friends if they feel you are simply losing steam, wimping out, or afraid to bring your project to completion. If they feel you are bailing out too soon, stick with it. However, there is also the possibility that you have completed your karma in this area. It is possible that this was one layer of purpose, which you have now fulfilled, on the way to another layer of purpose, closer to your deepest purpose. Among the signs of fulfilling or completing a layer of purpose are these: 1. You suddenly have no interest whatsoever in a project or mission that, just previously, motivated you highly. 2. You feel surprisingly free of any regrets whatsoever, for starting the project or for ending it. 3. Even though you may not have the slightest idea of what you are going to do next, you feel clear, unconfused, and, especially, unburdened. 4. You feel an increase in energy at the prospect of ceasing your involvement with the project. 5. The project seems almost silly, like collecting shoelaces or wallpapering your house with gas station receipts. Sure, you could do it, but why would you want to? If you experience these signs, it is probably time to stop working on this project. You must end your involvement impeccably, however, making sure there are no loose ends and that you do not burden anybody’s life by stopping your involvement. This might take some time, but it is important that this layer of your purpose ends cleanly and does not create any new karma, or obligation, that will burden you or others in the future. The next layer of your unfolding purpose may make itself clear immediately. More often, however, it does not. After completing one layer of purpose, you might not know what to do with your life. You know that the old project is over for you, but you are not sure of what is next. At this point, you must wait for a vision. There is no way to rush this process. You may need to get an intermediary job to hold you over until the next layer of purpose makes itself clear. Or, perhaps you have enough money to simply wait. But in any case, it is important to open yourself to a vision of what is next. You stay open to a vision of your deeper purpose by not filling your time with distractions. Don’t watch TV or play computer games. Don’t go out drinking beer with your friends every night or start dating a bunch of women. Simply wait. You may wish to go on a retreat in a remote area and be by yourself. Whatever it is you decide to do, consciously keep yourself open and available to receiving a vision of what is next. It will come.

1. I know that I have the ability to achieve the object of my Definite Purpose in life. Therefore I demand of myself persistent, continuous action towards its attainment, and I here and now promise to take such action. 2. I realise the dominating thoughts of my mind will eventually reproduce themselves in outward, physical action and gradually transform themselves into physical reality. Therefore I will concentrate my thoughts for 30 minutes daily upon the task of thinking of the person I intend to become, thereby creating in my mind a clear mental picture of that person. 3. I know through the principle of autosuggestion that any desire I persistently hold in my mind will eventually seek expression through some practical means of attaining the object. Therefore I will devote 10 minutes daily to demanding of myself the development of self-confidence . 4. I have clearly written down a description of my Definite Chief Aim in life. I will never stop trying until I have developed sufficient self-confidence for its attainment. 5. I fully realise that no wealth or position can long endure unless built upon truth and justice. Therefore I will engage in no transaction that does not benefit all whom it affects. I will succeed by attracting to myself the forces I wish to use, and the cooperation of other people. I will induce others to serve me because of my willingness to serve others. I will eliminate hatred, envy, jealousy, selfishness and cynicism by developing love for all humanity because I know that a negative attitude towards others can never bring me success. I will cause others to believe in me, because I will believe in them, and in myself. I will sign my name to this formula, commit it to memory and repeat it aloud once a day, with full faith that it will gradually influence my thoughts and actions so that I will become a self-reliant and successful person.

I have seen and heard of expression of discontent in the public journals at the result of the expedition. I do not know how far this feeling extends in the army. My brother officers have been too kind to report it, and so far the troops have been too generous to exhibit it. It is fair, however, to suppose that it does exist, and success is so necessary to us that nothing should be risked to secure it. I therefore, in all sincerity, request Your Excellency to take measures to supply my place. I do this with the more earnestness because no one is more aware than myself of my inability for the duties of my position. I cannot even accomplish what I myself desire. How can I fulfill the expectations of others? In addition I sensibly feel the growing failure of my bodily strength. I have not yet recovered from the attack I experienced the past spring. I am becoming more and more incapable of exertion, and am thus prevented from making the personal examinations and giving the personal supervision to the operations in the field which I feel to be necessary. I am so dull that in making use of the eyes of others I am frequently misled. Everything, therefore, points to the advantages to be derived from a new commander, and I the more anxiously urge the matter upon Your Excellency from my belief that a younger and abler man than myself can readily be obtained.… I have no complaints to make of anyone but myself. I have received nothing but kindness from those above me, and the most considerate attention from my comrades and companions at arms. To Your Excellency I am specially indebted for uniform kindness and consideration. You have done everything in your power to aid me in the work committed to my charge, without omitting anything to promote the general welfare. I pray that your efforts may at length be crowned with success, and that you may long live to enjoy the thanks of a grateful people. With sentiments of great esteem, I am very respectfully and truly yours, R. E. LEE, General

She shifted gears as they left Worth Avenue, hurtling them along the beach at just sublight speed. “Jesus, Addison, you are so blind,” she finally exploded. “She comes in playing the damsel in distress, and you buy all of it.” “She did n—” “‘Oh, Richard, I need your help,’” she mimicked, doing a startlingly good impression of Patricia’s soft, cultured Brit—especially since the two women had barely spoken a total of five words to one another. “’I’ve left Peter, and I so badly want to make a new start, but I just don’t know how to do it on my own. You’re so big and strong and successful, can’t you see it in your heart to help me?’” Samantha canted her eyes at him. “Did it go a little like that?” Christ. “Maybe,” he hedged. “But—” “See? She wants you back.” “Well, she can’t have me. I’m taken. But she asked for my help, and I’m partially the reason she’s in this position.” “No, she put herself on her back and then you put her in the next position.” “Even so—” “You can’t resist putting on your shining armor, can you?” she said more calmly, blowing out her breath. “And if I know it, then she knows it, too.” “Honestly, Samantha, I think it’s more a matter of Patricia actually being helpless than her acting that way to gain my assistance. I doubt she could find a grocery store on her own, much less the toothpaste aisle.” “But she’s not after toothpaste.” As they stopped at a light, Richard leaned over and grabbed Samantha’s face, kissing her hard on her surprised mouth. “Don’t worry about this. You won’t have to deal with her.” “Maybe not, but you will. And keep in mind that she’s got a subscriber website where she gives advice about how not to get screwed in a divorce.” “She does?” “Yes. Interesting stuff. You really need to spend more time surfing the ’net.” “Shit.” Before Samantha could follow up her smug look with more commentary, he took a breath. “I’ll make dumping the website a condition of my helping her.” “Great. She won’t need the site, anyway, because she’ll be busy screwing you over in person, instead.” “No one screws me over, Samantha. Ever.” “Yet, smart guy. Yet.

THE MAJOR ATTRIBUTES OF LEADERSHIP The following are important factors of leadership:- 1. UNWAVERING COURAGE based upon knowledge of self, and of one's occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such a leader very long. 2. SELF-CONTROL. The man who cannot control himself, can never control others. Self-control sets a mighty example for one's followers, which the more intelligent will emulate. 3. A KEEN SENSE OF JUSTICE. Without a sense of fairness and justice, no leader can command and retain the respect of his followers. 4. DEFINITENESS OF DECISION. The man who wavers in his decisions, shows that he is not sure of himself. He cannot lead others successfully. 5. DEFINITENESS OF PLANS. The successful leader must plan his work, and work his plan. A leader who moves by guesswork, without practical, definite plans, is comparable to a ship without a rudder. Sooner or later he will land on the rocks. 6. THE HABIT OF DOING MORE THAN PAID FOR. One of the penalties of leadership is the necessity of willingness, upon the part of the leader, to do more than he requires of his followers. 7. A PLEASING PERSONALITY. No slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade high on all of the factors of a Pleasing Personality. 8. SYMPATHY AND UNDERSTANDING. The successful leader must be in sympathy with his followers. Moreover, he must understand them and their problems. 9. MASTERY OF DETAIL. Successful leadership calls for mastery of details of the leader's position. 10. WILLINGNESS TO ASSUME FULL RESPONSIBILITY. The successful leader must be willing to assume responsibility for the mistakes and the shortcomings of his followers. If he tries to shift this responsibility, he will not remain the leader. If one of his followers makes a mistake, and shows himself incompetent, the leader must consider that it is he who failed. 11. COOPERATION. The successful leader must understand, and apply the principle of cooperative effort and be able to induce his followers to do the same. Leadership calls for POWER, and power calls for COOPERATION. There are two forms of Leadership. The first, and by far the most effective, is LEADERSHIP BY CONSENT of, and with the sympathy of the followers. The second is LEADERSHIP BY FORCE, without the consent and sympathy of the followers.

General R. E. Lee, Commanding Army of Northern Virginia: Yours of the 8th instant has been received. I am glad to find that you concur so entirely with me as to the want of our country in this trying hour, and am happy to add that after the first depression consequent upon our disasters in the West, indications have appeared that our people will exhibit that fortitude which we agree in believing is alone needful to secure ultimate success. It well became Sidney Johnston, when overwhelmed by a senseless clamor, to admit the rule that success is the test of merit, and yet there has been nothing which I have found to require a greater effort of patience than to bear the criticisms of the ignorant, who pronounce everything a failure which does not equal their expectations or desires, and can see no good result which is not in the line of their own imaginings. I admit the propriety of your conclusions, that an officer who loses the confidence of his troops should have his position changed, whatever may be his ability; but when I read the sentence I was not at all prepared for the application you were about to make. Expressions of discontent in the public journals furnish but little evidence of the sentiment of an army.… But suppose, my dear friend, that I were to admit, with all their implications, the points which you present, where am I to find that new commander who is to possess the greater ability which you believe to be required? I do not doubt the readiness with which you would give way to one who could accomplish all that you have wished, and you will do me the justice to believe that if Providence should kindly offer such a person for our use, I would not hesitate to avail of his services. My sight is not sufficiently penetrating to discover such hidden merit, if it exists, and I have but used to you the language of sober earnestness when I have impressed upon you the propriety of avoiding all unnecessary exposure to danger, because I felt our country could not bear to lose you. To ask me to substitute you by someone in my judgment more fit to command, or who would possess more of the confidence of the army or of the reflecting men in the country, is to demand of me an impossibility. It only remains for me to hope that you will take all possible care of yourself, that your health and strength may be entirely restored, and that the Lord will preserve you for the important duties devolved upon you in the struggle of our suffering country for the independence which we have engaged in war to maintain. As ever, very respectfully and truly yours, JEFFERSON DAVIS

Children’s minds are cast in much the same mold as our own. Sternness and severity of manner chill them and set them back. It shuts up their hearts, and you will weary yourself to find the door. But let them see that you have an affectionate feeling towards them and that you really desire to make them happy and do them good, so that if you punish them, they know it is intended for their well-being. As they see that you, like the pelican, would give your heart’s blood to nourish their souls, they will soon be submitted and devoted to you.[2] But they must be wooed with kindness, if their attention is ever to be won. And surely, reason itself might teach us this lesson. Children are weak and tender creatures, and they need patient and considerate treatment. We must handle them delicately, like frail machines, for fear that by rough fingering we do more harm than good. They are like young plants and need gentle watering – often, and only a little at a time. We must not expect all things at once. We must remember what children are and teach them as they are able to bear. Their minds are like a lump of metal – not to be forged and made useful all at once but only by a succession of little blows. Their understanding is like narrow-necked vessels: we must pour in the wine of knowledge gradually, or much of it will be spilled and lost. Precept upon precept; line upon line, line upon line; here a little, and there a little must be our rule (Isaiah 28:10). The whetstone does its work slowly, but frequent rubbing will bring the scythe to a fine edge. Truly, patience is needed in training a child, but without it, nothing can be done. Nothing will compensate for the absence of this tenderness and love. A minister may speak the truth as it is in Jesus – clearly, forcibly, and unanswerably; but if he does not speak it in love, few souls will be won. Likewise, you must set before your children their duty – command, threaten, punish, and reason – but if affection is lacking in your treatment, your labor will be all in vain. Love is one grand secret of successful training. Anger and harshness may frighten, but they will not persuade the child that you are right. If he often sees you lose your temper, you will soon cease to have his respect. A father who speaks to his son as Saul did to Jonathan when his anger was kindled against him and he called him the son of the perverse rebellious woman (1 Samuel 20:30), can’t expect to retain his influence over that son’s mind. Try hard to maintain your child’s affections. It is a dangerous thing to make your children afraid of you. Anything is almost better than reserve and insecurity between your child and you, but hesitancy will result from fear. Fear puts an end to openness; fear leads to secrecy; fear sows the seed of much hypocrisy and leads to many lies. There is a mine of truth in the apostle’s words to the Colossians: Fathers, do not exasperate your children, so that they will not lose heart (Colossians 3:21). Be sure not to overlook the advice this verse contains.

BACON, EGG, AND CHEDDAR CHEESE TOAST CUPS Preheat oven to 400 degrees F., rack in the middle position. 6 slices bacon (regular sliced, not thick sliced) 4 Tablespoons (2 ounces, ½ stick) salted butter, softened 6 slices soft white bread ½ cup grated cheddar cheese 6 large eggs Salt and pepper to taste Cook the 6 slices of bacon in a frying pan over medium heat for 6 minutes or until the bacon is firmed up and the edges are slightly brown, but the strips are still pliable. They won’t be completely cooked, but that’s okay. They will finish cooking in the oven. Place the partially-cooked bacon on a plate lined with paper towels to drain it. Generously coat the inside of 6 muffin cups with half of the softened butter. Butter one side of the bread with the rest of the butter but stop slightly short of the crusts. Lay the bread out on a sheet of wax paper or a bread board butter side up. Hannah’s 1st Note: You will be wasting a bit of butter here, but it’s easier than cutting rounds of bread first and trying to butter them after they’re cut. Using a round cookie cutter that’s three and a half inches (3 and ½ inches) in diameter, cut circles out of each slice of bread.   Hannah’s 2nd Note: If you don’t have a 3.5 inch cookie cutter, you can use the top rim of a standard size drinking glass to do this. Place the bread rounds butter side down inside the muffin pans, pressing them down gently being careful not to tear them as they settle into the bottom of the cup. If one does tear, cut a patch from the buttered bread that is left and place it, buttered side down, over the tear. Curl a piece of bacon around the top of each piece of bread, positioning it between the bread and the muffin tin. This will help to keep the bacon in a ring shape. Sprinkle shredded cheese in the bottom of each muffin cup, dividing the cheese as equally as you can between the 6 muffin cups. Crack an egg into a small measuring cup (I use a half-cup measure) with a spout, making sure to keep the yolk intact. Hannah’s 3rd Note: If you break a yolk, don’t throw the whole egg away. Just slip it in a small covered container which you will refrigerate and use for scrambled eggs the next morning, or for that batch of cookies you’ll make in the next day or two. Pour the egg carefully into the bottom of one of the muffin cups. Repeat this procedure for all the eggs, cracking them one at a time and pouring them into the remaining muffin cups. When every muffin cup has bread, bacon, cheese and egg, season with a little salt and pepper. Bake the filled toast cups for 6 to 10 minutes, depending on how firm you want the yolks. (Naturally, a longer baking time yields a harder yolk.) Run the blade of a knife around the edge of each muffin cup, remove the Bacon, Egg, and Cheddar Cheese Toast Cups, and serve immediately. Hannah’s 4th Note: These are a bit tricky the first time you make them. That’s just “beginner nerves”. Once you’ve made them successfully, they’re really quite easy to do and extremely impressive to serve for a brunch. Yield: 6 servings (or 3 servings if you’re fixing them for Mike and Norman).

In Romans 12:4-8, Paul writes about gifts: “For as we have many members in one body, but all the members do not have the same function, so we, being many, are one body in Christ, and individually members of one another. Having then gifts differing according to the grace that is given to us, let us use them: if prophecy, let us prophesy in proportion to our faith; or ministry, let us use it in our ministering; he who teaches, in teaching; he who exhorts, in exhortation; he who gives, with liberality; he who leads, with diligence; he who shows mercy, with cheerfulness.” “Having then gifts differing according to the grace that is given to us, let us use them.” Recognize that the gifts inside you are not only for you; just as the gifts inside other people around you are not only for them. We are meant to help each other. God designed us this way on purpose! All being members of one body, our successes are shared — there is no need to be threatened by another person’s gift. Use your gifts, and encourage the people in your life to use their gifts as well. You will be blessed as a result! Unfortunately, one thing that keeps us from asking for help or taking advantage of the talents in people around us is pride. Never allow pride to keep you from asking for counsel when it is needed! 1 Corinthians 12:20 is another passage about gifts: “now indeed there are many members, yet one body. And the eye cannot say to the hand, ‘I have no need of you’; nor again the head to the feet, ‘I have no need of you.’ ” We need each other, and joining our gifts together will result in a much stronger body. If you have time, read 1 Corinthians 12:4-20. Reflect on how there can be unity in the diversity of gifts if we use our different gifts properly. Determine that you will not be threatened by anyone else’s gifts! Esther was not afraid of the gifts in the people around her. Let’s see how she responds to the wisdom of others today. And every day Mordecai paced in front of the court of the women’s quarters, to learn of Esther’s welfare and what was happening to her. Esther 2:11 Every day, Mordecai goes to the palace gates to inquire after Esther and learn of what was happening to her. He goes to the palace gates with purpose. He paces in front of the women’s court until he has learns the day’s news about Esther. Even though she is no longer under his roof, he stills feels a strong responsibility toward her, and acts accordingly. He is a faithful man, and has set a great example before Esther. The news that he hears concerning Esther daily must be good: her inward beauty and submission to authority are two of the many wonderful traits that God placed in her so that she will be effective in Persia. Even though Esther is in an unfamiliar place and experiencing “firsts” every day in the palace, God is making sure she has what she needs. Esther did not need to feel nervous! She needed wise counsel; it has been provided for her in Mordecai and Hegai. She needs a pleasant and patient personality; that has been being developed in her by the Lord for many years. In your own life, you are constantly undergoing change and growth as you are submitting to the Lord. Whether or not you can see it, God is continually preparing you for what lies ahead so that you will have what you need when you need it. The God who loves you so much knows your future, and He is preparing you today for what you will experience tomorrow. Esther is receiving what she needs as well. She is in the palace undergoing her beauty preparations — a twelve month process! Even through this extended period of time, Mordecai is still at the palace gates every day (the Bible does not say that he stopped his concern for her at any point). It is an entire

THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

Every ritual repetition of the cosmogony is preceded by a symbolic retrogression to Chaos. In order to be created anew, the old world must first be annihilated. The various rites performed in connection with the New Year can be put in two chief categories: (I) those that signify the return to Chaos (e.g., extinguishing fires, expelling 'evil' and sins, reversal of habitual behavior, orgies, return of the dead); (2) those that symbolize the cosmogony (e.g., lighting new fires, departure of the dead, repetition of the acts by which the Gods created the world, solemn prediction of the weather for the ensuing year). In the scenario of initiatory rites, 'death' corresponds to the temporary return to Chaos; hence it is the paradigmatic expression of the end of a mode of being the mode of ignorance and of the child's irresponsibility. Initiatory death provides the clean slate on which will be written the successive revelations whose end is the formation of a new man. We shall later describe the different modalities of birth to a new, spiritual life. But now we must note that this new life is conceived as the true human existence, for it is open to the values of spirit. What is understood by the generic term 'culture,' comprising all the values of spirit, is accessible only to those who have been initiated. Hence participation in spiritual life is made possible by virtue of the religious experiences released during initiation. All the rites of rebirth or resurrection, and the symbols that they imply, indicate that the novice has attained to another mode of existence, inaccessible to those who have not undergone the initiatory ordeals, who have not tasted death. We must note this characteristic of the archaic mentality: the belief that a state cannot be changed without first being annihilated-in the present instance, without the child's dying to childhood. It is impossible to exaggerate the importance of this obsession with beginnings, which, in sum, is the obsession with the absolute beginning, the cosmogony. For a thing to be well done, it must be done as it was done the first time. But the first time, the thing-this class of objects, this animal, this particular behavior-did not exist: when, in the beginning, this object, this animal, this institution, came into existence, it was as if, through the power of the Gods, being arose from nonbeing. Initiatory death is indispensable for the beginning of spiritual life. Its function must be understood in relation to what it prepares: birth to a higher mode of being. As we shall see farther on, initiatory death is often symbolized, for example, by darkness, by cosmic night, by the telluric womb, the hut, the belly of a monster. All these images express regression to a preformal state, to a latent mode of being (complementary to the precosmogonic Chaos), rather than total annihilation (in the sense in which, for example, a member of the modern societies conceives death). These images and symbols of ritual death are inextricably connected with germination, with embryology; they already indicate a new life in course of preparation. Obviously, as we shall show later, there are other valuations of initiatory death-for example, joining the company of the dead and the Ancestors. But here again we can discern the same symbolism of the beginning: the beginning of spiritual life, made possible in this case by a meeting with spirits. For archaic thought, then, man is made-he does not make himself all by himself. It is the old initiates, the spiritual masters, who make him. But these masters apply what was revealed to them at the beginning of Time by the Supernatural Beings. They are only the representatives of those Beings; indeed, in many cases they incarnate them. This is as much as to say that in order to become a man, it is necessary to resemble a mythical model.

overcoming the world does not mean conquering or defeating the world. It means to successfully live God’s way rather than to succumb to the whims and priorities of a rebellious world.

THE 10 MAJOR CAUSES OF FAILURE IN LEADERSHIP We come now to the major faults of leaders who fail, because it is just as essential to know WHAT NOT TO DO as it is to know what to do. 1. INABILITY TO ORGANIZE DETAILS. Efficient leadership calls for ability to organize and to master details. No genuine leader is ever "too busy" to do anything which may be required of him in his capacity as leader. When a man, whether he is a leader or follower, admits that he is "too busy" to change his plans, or to give attention to any emergency, he admits his inefficiency. The successful leader must be the master of all details connected with his position. That means, of course, that he must acquire the habit of relegating details to capable lieutenants. 2. UNWILLINGNESS TO RENDER HUMBLE SERVICE. Truly great leaders are willing, when occasion demands, to perform any sort of labor which they would ask another to perform. "The greatest among ye shall be the servant of all" is a truth which all able leaders observe and respect. 3. EXPECTATION OF PAY FOR WHAT THEY "KNOW" INSTEAD OF WHAT THEY DO WITH THAT WHICH THEY KNOW. The world does not pay men for that which they "know." It pays them for what they DO, or induce others to do. 4. FEAR OF COMPETITION FROM FOLLOWERS. The leader who fears that one of his followers may take his position is practically sure to realize that fear sooner or later. The able leader trains understudies to whom he may delegate, at will, any of the details of his position. Only in this way may a leader multiply himself and prepare himself to be at many places, and give attention to many things at one time. It is an eternal truth that men receive more pay for their ABILITY TO GET OTHERS TO PERFORM, than they could possibly earn by their own efforts. An efficient leader may, through his knowledge of his job and the magnetism of his personality, greatly increase the efficiency of others, and induce them to render more service and better service than they could render without his aid. 5. LACK OF IMAGINATION. Without imagination, the leader is incapable of meeting emergencies, and of creating plans by which to guide his followers efficiently.

My analysis work proved that there are thirty major reasons for failure, and thirteen major principles through which people accumulate fortunes. In this chapter, a description of the thirty major causes of failure will be given. As you go over the list, check yourself by it, point by point, for the purpose of discovering how many of these causes-of-failure stand between you and success. 1. UNFAVORABLE HEREDITARY BACKGROUND. There is but little, if anything, which can be done for people who are born with a deficiency in brain power. This philosophy offers but one method of bridging this weakness-through the aid of the Master Mind. Observe with profit, however, that this is the ONLY one of the thirty causes of failure which may not be easily corrected by any individual. 2. LACK OF A WELL-DEFINED PURPOSE IN LIFE. There is no hope of success for the person who does not have a central purpose, or definite goal at which to aim. Ninety-eight out of every hundred of those whom I have analyzed, had no such aim. Perhaps this was the 3. LACK OF AMBITION TO AIM ABOVE MEDIOCRITY. We offer no hope for the person who is so indifferent as not to want to get ahead in life, and who is not willing to pay the price. 4. INSUFFICIENT EDUCATION. This is a handicap which maybe overcome with comparative ease. Experience has proven that the best-educated people are often those who are known as "self-made," or self-educated. It takes more than a college degree to make one a person of education. Any person who is educated is one who has learned to get whatever he wants in life without violating the rights of others. Education consists, not so much of knowledge, but of knowledge effectively and persistently APPLIED. Men are paid, not merely for what they know, but more particularly for WHAT THEY DO WITH THAT WHICH THEY KNOW. 5.LACK OF SELF-DISCIPLINE. Discipline comes through self-control. This means that one must control all negative qualities. Before you can control conditions, you must first control yourself. Self-mastery is the hardest job you will ever tackle. If you do not conquer self, you will be conquered by self. You may see at one and the same time both your best friend and your greatest enemy, by stepping in front of a mirror. 6. ILL HEALTH. No person may enjoy outstanding success without good health. Many of the causes of ill health are subject to mastery and control. These, in the main are: a. Overeating of foods not conducive to health b. Wrong habits of thought; giving expression to negatives. c. Wrong use of, and over indulgence in sex. d. Lack of proper physical exercise e. An inadequate supply of fresh air, due to improper breathing.

Methods to dispel the impurities of the Heart What are the impurities of the heart? The meditator has to dispel all impurities of the heart. 1. Compassion Fill the heart with compassion and then violence, anger and jealousy will disappear. Before moving into meditation, feel unconditional love and compassion towards the whole world. The first purification of the meditator is that when you sit in meditation, begin by feeling compassion for the whole world. Compassion will dissolve the impurities that accumulate in your heart and mind. 2. Friendliness The second thing to purify the heart is friendliness towards the whole World - not only towards man, but towards everything. 3. Cheerfulness The third thing to purify the heart is cheerfulness, a feeling of joy and cheerfulness. When we are in joy, no impurity flows towards us from the world. When we are said, we immediately start thinking of making the whole world miserable. Cheerfulness is to fill your heart with joy and cheerfulness. 4. Indifference The fourth method to purify the heart is indifference, no matter what happens. Whether good or bad things happen. whether success or failure happens, whether self-realization happens or not - remain indifferent. One remains centered and balanced between the two, one does not choose between the two. These four methods are the essence of religion.

Mobile Virtual Network Operators (MVNOs) have been around in the telecom world since the dawn of the 21st century. However, since their inception, their role has kept on changing. From broadly voice-based service providers to 3G purveyors, MVNOs have evolved in their services with time. Nowadays, in this world of intense competition, the success of MVNO completely depends on their ability to think out of the box. It is their ingenuity in creating customer-driven plans that decides their fate in today’s heavily saturated telecom market. The present-day MVNO subscribers are finicky, moody and disloyal. It is an MVNO’s task to inspire confidence in them, attract them towards their services and ensure that they stay loyal. The Challenge Faced by Different MVNOs Evoking customer trust and then ensuring that it is maintained is probably the toughest challenge faced by an MVNO in telecom. Especially in the competitive world of today that demands a differentiation in service along with an attractive pricing model. Based on their infrastructural capabilities, MVNOs can be divided into: 1. Skinny MVNOs: Equipped with their own voice mail, content applications, SMSC, prepaid and VAS. 2. Thin MVNOs: Apart from the infrastructure above, they also have AUC, EIR, HLR, and IN. 3. Thick MVNOs: Along with infrastructure of a thin MVNO, thick MVNOs also have a VLR and MSC. Regardless of the kind of MVNO that you are running, there are some major challenges that you need to overcome. While a skinny MVNO does not have to worry too much about the infrastructure, he cannot scale his operations as well as a thin or thick MVNO. On the other hand, a thick MVNO may be able to scale his operations well, but he might get too involved in managing the infrastructure with very little time for branding and marketing. The Importance of MVNE/MVNA Partnership for Overcoming Challenges As MVNOs are considerably smaller than a full-fledged MNO (Mobile Network Operator), they need support from MVNEs (Mobile Virtual Network Enablers) to get their job done. A capable MVNE with a comprehensive MVNO software solution like Telgoo5 can provide the following benefits to an MVNO: 1. Better billing – Billing is probably the toughest task for an MVNO to undertake all by itself. Any mistake or inefficiency in billing tasks can have a major bearing on MVNO subscribers. But when you partner with an MVNE like Vcare, you get access to a cutting-edge MVNO billing software solution. With a convergent billing solution by your side, you can create itemized bills with details of all types of services used by your subscribers. 2. Profitable deals with MNOs – Partnership with a competent MVNE/MVNA can help you get better-priced deals with an MNO. This will allow you to deliver the services at a lower rate to your MVNO subscribers while still making a profit. 3. Avoid red tape – Running a successful MVNO operation requires you to get into contracts with different carriers and vendors. By partnering with a competent MVNE like Vcare (who already has fully-licensed platforms and contracts with vendors), you are able to bypass the process of signing new deals, thereby saving considerable time and effort.

At the heart of his explorations in probability was a preoccupation with Hume’s question. For example, how do we know the sun will rise tomorrow? It has done so every day until today, but that’s no guarantee it will continue. Laplace’s answer had two parts. The first is what we now call the principle of indifference, or principle of insufficient reason. We wake up one day—at the beginning of time, let’s say, which for Laplace was five thousand years or so ago—and after a beautiful afternoon, we see the sun go down. Will it come back? We’ve never seen the sun rise, and there is no particular reason to believe it will or won’t. Therefore we should consider the two scenarios equally likely and say that the sun will rise again with a probability of one-half. But, Laplace went on, if the past is any guide to the future, every day that the sun rises should increase our confidence that it will continue to do so. After five thousand years, the probability that the sun will rise yet again tomorrow should be very close to one, but not quite there, since we can never be completely certain. From this thought experiment, Laplace derived his so-called rule of succession, which estimates the probability that the sun will rise again after having risen n times as (n + 1) / (n + 2). When n = 0, this is just ½; and as n increases, so does the probability, approaching 1 when n approaches infinity.

When evaluating a new client for degree of independence, I consider four factors: 1. Emotional issues: Does the person have good resources within himself or herself for coping independently with emotional issues that come up, or does he or she turn to parents not only for advice, but for cues as to how to react to the event in question? 2. Financial issues: Does the adult child earn an adequate living on his or her own, or does he or she rely heavily on parental input for things such as job contacts, supplemental funds, or housing? 3. Practical issues/interactive situations: Can the person manage day-to-day living, finances, nutrition, exercise, and housekeeping? 4. Career/Education issues: Does the person have a rewarding job or career that is commensurate with his or her abilities and offers the potential for further success? Is the person willing to learn new things to increase his or her productivity or compensation? These are the basic skills of living, many of which are addressed in the social ability questionnaire. Just as there are levels of social functioning, so too there are levels of independent functioning. All three of the following levels describe an adult with some degree of dependency problems. A healthy adult is someone who is independent financially, is able to manage practical and interactive issues, and who stays in touch with family but does not rely almost solely on family for emotional support. Level 1—Low Functioning Emotional issues: Lives at home with parent(s) or away from home in a fully structured or supervised environment. Financial issues: Contributes virtually nothing financially to the running of the household. Practical issues: Chooses clothes to wear that day, but does not manage own wardrobe (i.e., laundry, shopping, etc.). Relies on family members to buy food and prepare meals. Does few household chores, if any. May try a few tasks when asked, but seldom follows through until the job is finished. Career/education issues: Is not table to keep a job, and therefore does not earn an independent living. Extremely resistant to learning new skills or changing responsibilities. Level 2: Moderately functioning Emotional issues: Lives either at home or nearby and calls home every day. Relies on parents to discuss all details of daily life, from what happened at work or school that day to what to wear the next day. Will call home for advice rather than trying to figure something out for him- or herself. Financial issues: May rely on parents for supplemental income—parents may supply car, apartment, etc. May be employed by parents at an inflated salary for a job with very few responsibilities. May be irresponsible about paying bills. Practical issues: Is able to make daily decisions about clothing, but may rely on parents when shopping for clothing and other items. Neglects household responsibilities such as laundry, cleaning and meal planning. Career/education issues: Has a job, but is unable to cope with much on-the-job stress; job is therefore only minimally challenging, or a major source of anxiety—discussed in detail with Mom and Dad. Level 3: Functioning Emotional issues: Lives away from home. Calls home a few times a week, relies on family for emotional support and most socializing. Few friends. Practical issues: Handles all aspects of daily household management independently. Financial issues: Is financially independent, pays bills on time. Career/education issues: Has achieved some moderate success at work. Is willing to seek new information, even to take an occasional class to improve skills.

parallel to all other ages, not a chronological series of events. Indeed, one of the great marvels of God’s gracious activity toward us is that it occurs in real time without being prejudiced in favor of any particular age. Just because we are the latest does not mean we are the best. The effects of sin prevent any age—including ours—from being “golden,” at least in the spiritual sense. Every Christian generation learns equally the lessons of Revelation—that God is in control, that the powers of the world are minuscule when compared with God, that God is as likely to work through apparent weakness and failure as through strength and success, and that in the end God’s people will prevail. Revelation is the last book of the Bible. It reveals important truths about the end times. But it is also last in another important sense—it calls on all the hermeneutical courage, wisdom, and maturity one can muster in order to be understood properly. In many ways it serves as a graduation exercise for the NIV Application Commentary Series, an opportunity to fully apply the many lessons we have learned in the Bridging Contexts sections of previous volumes. God’s time is his, not ours. The story of God’s gracious activity on our behalf will be fulfilled in a great and glorious conclusion. But all Christians, everywhere and at all times, have equal access to the time. That access has been and is made possible by God’s message in the book of Revelation. Terry C. Muck Author’s Preface AS A NEW CHRISTIAN recently converted from atheism, I eagerly hurried through Paul’s letters, reaching Revelation as soon as possible. Once I reached it, however, I could hardly understand a word of it. I listened attentively to the first few “prophecy teachers” I heard, but even if they had not contradicted one another, over the years I watched as most of their detailed predictions failed to materialize. Perhaps six years after my conversion, as I began to read Revelation in Greek for the first time, the book came alive to me. Because I was now moving through the text more carefully, I noticed the transitions and the structure, and I realized it was probably addressing something much different from what I had first supposed. At the same time, I catalogued parallels I found between Revelation and biblical prophets like Daniel, Ezekiel, and Zechariah. I also began reading an apocalypse contemporary with Revelation, 4 Ezra (2 Esdras in the Apocrypha), to learn more about the way Revelation’s original, first-century audience may have heard its claims. Yet even in my first two years as a Christian, Revelation and other end-time passages proved a turning point for me. As a young Christian, I was immediately schooled in a particular, popular end-time view, which I respectfully swallowed (the

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.

YOU control your own destiny; nobody else does. YOU are responsible for where you go from here; nobody else is.

Email 1 : A special announcement to introduce the product. Use your best hook or angle on what the product does for the prospect and give them a link to the purchase page. If you’re doing some kind of discount or special offer (such as free shipping), announce that in this email as well. Email 2 : I call this the “what people are saying” or social proof email. People want to know that they're not the only ones buying the product, so put reviews or testimonials for your product in the email and say, “Look what Mary said when she got the product!” Email 3 : The last chance email. Throw in some scarcity. Tell your prospect that the special price or free shipping expires tonight, you’re running out of stock, or whatever type of scarcity you are using. When I do a promotion, I offer the discount with a time limit of around 72 hours.

Now consider this. A small number of invertebrate species, a mere 2 percent of all species of insects, is capable of social behaviors that do rival in complexity many human social achievements. Ants, bees, wasps, and termites are the prominent examples.10 Their genetically set and inflexible routines enable the survival of the group. They divide labor intelligently within the group to deal with the problems of finding energy sources, transform them into products useful for their lives, and manage the flow of those products. They do so to the point of changing the number of workers assigned to specific jobs depending on the energy sources available. They act in a seemingly altruistic manner whenever sacrifice is needed. In their colonies, they build nests that constitute remarkable urban architectural projects and provide efficient shelter, traffic patterns, and even systems of ventilation and waste removal, not to mention a security guard for the queen. One almost expects them to have harnessed fire and invented the wheel. Their zeal and discipline put to shame, any day, the governments of our leading democracies. These creatures acquired their complex social behaviors from their biology, not from Montessori schools or Ivy League colleges. But in spite of having come by these astounding abilities as early as 100 million years ago, ants and bees, individually or as colonies, do not grieve for the loss of their mates when they disappear and do not ask themselves about their place in the universe. They do not inquire about their origin, let alone their destiny. Their seemingly responsible, socially successful behavior is not guided by a sense of responsibility, to themselves or to others, or by a corpus of philosophical reflections on the condition of being an insect. It is guided by the gravitational pull of their life regulation needs as it acts on their nervous systems and produces certain repertoires of behavior selected over numerous evolving generations, under the control of their fine-tuned genomes. Members of a colony do not think as much as they act, by which I mean that upon registering a particular need—theirs, or the group’s, or the queen’s—they do not ponder alternatives for how to fulfill such a need in any way comparable to ours. They simply fulfill it. Their repertoire of actions is limited, and in many instances it is confined to one option. The general schema of their elaborate sociality does resemble that of human cultures, but it is a fixed schema. E. O. Wilson

2. Planning is important, but the most important part of every plan is to plan on the plan not going according to plan. What’s the saying? You plan, God laughs. Financial and investment planning are critical, because they let you know whether your current actions are within the realm of reasonable. But few plans of any kind survive their first encounter with the real world. If you’re projecting your income, savings rate, and market returns over the next 20 years, think about all the big stuff that’s happened in the last 20 years that no one could have foreseen: September 11th, a housing boom and bust that caused nearly 10 million Americans to lose their homes, a financial crisis that caused almost nine million to lose their jobs, a record-breaking stock-market rally that ensued, and a coronavirus that shakes the world as I write this. A plan is only useful if it can survive reality. And a future filled with unknowns is everyone’s reality. A good plan doesn’t pretend this weren’t true; it embraces it and emphasizes room for error. The more you need specific elements of a plan to be true, the more fragile your financial life becomes. If there’s enough room for error in your savings rate that you can say, “It’d be great if the market returns 8% a year over the next 30 years, but if it only does 4% a year I’ll still be OK,” the more valuable your plan becomes. Many bets fail not because they were wrong, but because they were mostly right in a situation that required things to be exactly right. Room for error—often called margin of safety—is one of the most underappreciated forces in finance. It comes in many forms: A frugal budget, flexible thinking, and a loose timeline—anything that lets you live happily with a range of outcomes. It’s different from being conservative. Conservative is avoiding a certain level of risk. Margin of safety is raising the odds of success at a given level of risk by increasing your chances of survival. Its magic is that the higher your margin of safety, the smaller your edge needs to be to have a favorable outcome.

But now that you’ve let a man into your life, you might be regretting it. You probably think it makes you weak, which it doesn’t, and vulnerable, which it most certainly does.” Well, that was the opposite of comforting. “But being vulnerable is important, because only when we’re vulnerable can we see there are people worthy of our hearts, people who crave the chance to love us and be loved in return.” But she still had so much to prove. So far to go before she’d reach a point where she felt like a success. How could Finn love a work in progress? How could anyone? Then again, she loved Honey and Hickory, even though the decor was a hodgepodge of decades and the coleslaw was subpar. Imperfect. Great in some areas, lacking in others. Yet she loved the restaurant just the same. Finn wasn’t perfect either. He’d misjudged her and stormed off and cost her a chance at working with two of her favorite entrepreneurs. But she loved him. Completely.

Nations do not spontaneously organize themselves to achieve higher Human Development Index rankings or PISA scores, lower CO2 emissions. Food does not fall on their plates, clothes on their backs or roofs over their heads. Well being and progress towards it, is what begs a better explanation.

1. How many practice transitions and/or sales have you been involved with? 2. What do you feel are your strong points in providing transition/brokerage services? 3. What do you charge for appraisal and what do you include in your appraisal? Can I see a sample appraisal and listing document? 4. Is your appraisal contingent on signing a listing agreement? 5. How long do you estimate it will take to transition/sell my practice? (But remember never to get stuck on their initial estimate. They have no control over the market and the myriad factors that come into play over timing.) 6. How are you compensated? Does the fee increase if I sell the A/R? 7. Do you charge the buyer a fee for any reason? 8. Do you have any literature that will help me better understand the transition process and how I can better prepare myself for it? 9. Can you furnish a list of your five most recent sales and/or transitions of buyers and sellers? In

You can only self-regulate if you first hold yourself accountable for the actions you take. As long as an action remains someone else’s fault, you do not have any control over what that person does. However,

You are not just the sum of your success, subtracted by your failures. Your worth is not just an equation of how much you can offer to the world. Your value does not just come from what you give, say, or do; there is more to you than just output. The sun doesn’t have to run laps around the horizon, the days do not have to pass to purchase your worth, you are not worth it in some future plane. You are not worthy only in the innocence of your past because it is not what you have done or do that makes you worthy. Your worth does not come just by your doing, it comes through the perfect God who created you. Stop calculating your worth with finite numbers when you were created by an infinite God who brought you to life with an everlasting spirit of light. Stop dividing who you are by the denominator of other people’s opinions. Remember, infinity divided by any number is still infinite. Remember forever cannot be reduced no matter how much you subtract. Remember you are not currency to fall and rise in value.

1.   Unfavorable hereditary background. There is but little, if anything, which can be done for people who are born with a deficiency in brain power. This philosophy offers but one method of bridging this weakness—through the aid of the Master Mind. Observe with profit, however, that this is the only one of the thirty-one causes of failure which may not be easily corrected by any individual. 2.   Lack of a well-defined purpose in life. There is no hope of success for the person who does not have a central purpose, or definite goal at which to aim. Ninety-eight out of every hundred of those whom I have analyzed had no such aim. Perhaps this was the major cause of their failure. 3.   Lack of ambition to aim above mediocrity. We offer no hope for the person who is so indifferent as not to want to get ahead in life, and who is not willing to pay the price. 4.   Insufficient education. This is a handicap which may be overcome with comparative ease. Experience has proven that the best-educated people are often those who are known as “self-made,” or self-educated. It takes more than a college degree to make one a person of education. Any person who is educated is one who has learned to get whatever he wants in life without violating the rights of others. Education consists, not so much of knowledge, but of knowledge effectively and persistently applied. Men are paid, not merely for what they know, but more particularly for what they do with that which they know.

We define ourselves by our sense of self and our sense of body, the two things that give a constant to our subjective experience,” she explained. “One feels at home in one’s body with all its peculiarities. It changes successively throughout life, at least through normal aging.” She looked at the leaves rustling back and forth in the light wind high above them in the treetops. “But the ‘I’ feeling always stays the same. You have felt like you—mentally, I mean—as an observer of the world you perceive through your eyes, always, regardless of your age. You have learned, had experiences, but the feeling of ‘being you’ has always been the same. When you know you don’t have long, that your belly is made of pain and is a ticking time bomb, it doesn’t change that constant, but it does change the relationship of the sense of I to the body. Without that, I’m still me, but I’ve changed again. You know what I mean?” “I’m not entirely sure.” Without looking, she could tell from the sounds he was making that he was sitting up and looking at her. “But I’m glad you’re feeling better.” “I’m not so sure,” she whispered, thinking of her mother and Yuri and Lyudmila. “I’m not sure.

How to join the Illuminati, other secret societies we all know Beyoncé and Jay Z are most likely in the Illuminati. And George Bush is in Skull and Bones. Does that mean you have to be amazingly successful or come from blue blood to join a secret organization that rules the world through a New World Order? Let’s see if there’s a way to join the Illuminati. The actual Illuminati was a secret society, founded in 1776 in Bavaria (now in Germany). That organization upheld the ideals of the Enlightenment, fighting superstition, abuses of state power and undue religious influence on the life of the public. At its apex, the organization had up to 2,500 members. Its reach ultimately dwindled and various government edicts were successful in disbanding the organization by 1787. @illuminati_brotherhoodd

The Major Attributes of Leadership. The following are important factors of leadership:— 1.   Unwavering courage based upon knowledge of self, and of one’s occupation. No follower wishes to be dominated by a leader who lacks self-confidence and courage. No intelligent follower will be dominated by such a leader very long. 2.   Self-control. The man who cannot control himself can never control others. Self-control sets a mighty example for one’s followers, which the more intelligent will emulate. 3.   A keen sense of justice. Without a sense of fairness and justice, no leader can command and retain the respect of his followers. 4.   Definiteness of decision. The man who wavers in his decisions, shows that he is not sure of himself, cannot lead others successfully. 5.   Definiteness of plans. The successful leader must plan his work, and work his plan. A leader who moves by guesswork, without practical, definite plans, is comparable to a ship without a rudder. Sooner or later he will land on the rocks. 6.   The habit of doing more than paid for. One of the penalties of leadership is the necessity of willingness, upon the part of the leader, to do more than he requires of his followers. 7.   A pleasing personality. No slovenly, careless person can become a successful leader. Leadership calls for respect. Followers will not respect a leader who does not grade high on all of the factors of a pleasing personality. 8. Sympathy and understanding. The successful leader must be in sympathy with his followers. Moreover, he must understand them and their problems. 9. Mastery of detail. Successful leadership calls for mastery of the details of the leader’s position. 10. Willingness to assume full responsibility. The successful leader must be willing to assume responsibility for the mistakes and the shortcomings of his followers. If he tries to shift this responsibility, he will not remain the leader. If one of his followers makes a mistake, and shows himself incompetent, the leader must consider that it is he who failed. 11. Cooperation. The successful leader must understand and apply the principle of cooperative effort and be able to induce his followers to do the same. Leadership calls for power, and power calls for cooperation. There are two forms of leadership. The first, and by far the most effective, is leadership by consent of, and with the sympathy of the followers. The second is leadership by force, without the consent and sympathy of the followers. History is filled with evidences that leadership by force cannot endure. The downfall and disappearance of dictators and kings is significant. It means that people will not follow forced leadership indefinitely. Napoleon, Mussolini, Hitler, were examples of leadership by force. Their leadership passed. Leadership-by-consent of the followers is the only brand which can endure! Men may follow the forced leadership temporarily, but they will not do so willingly.

The oral (agraphous) traditions of the papists, for they speak diversely of them. Sometimes tradition is used by them for the 'act of tradition' by which the sacred books were preserved by the church in an uninterrupted series of time (also a perpetual succession) and delivered to posterity. This is formal tradition and in this sense Origen says 'they learned by tradition that the four gospels were unquestioned in the church universal.' Second, it is often taken for the written doctrine which, being at first oral, was afterward committed to writing. Thus Cyprian says, 'Sacred tradition will preserve whatever is taught in the gospels or is found in the epistles of the apostles or in the Acts' (Epistle 74 'To Pompey'). Third, it is taken for a doctrine which does not exist in the Scriptures in so many words, but may be deduced thence by just and necessary consequence; in opposition to those who bound themselves to the express word of the Scriptures and would not admit the word homoousion because it did not occur verbatim there. Thus Basil denies that the profession of faith which we make in the Father, Son and Holy Spirit can be found in the Scriptures meaning the Apostles’ Creed, whose articles nevertheless are contained in the Scriptures as to sense (On the Spirit 8:41, 43). Fourth, it is taken for the doctrine of rites and ceremonies called 'ritual tradition.' Fifth, it is taken for the harmony of the old teachers of the church in the exposition of any passage of Scripture which, received from their ancestors, they retained out of a modest regard for antiquity because it agreed with the Scriptures. This may be called 'tradition of sense' or exegetical tradition (of which Irenaeus speaks, Against Heresies 3.3, and Tertullian often as well, Prescription Against Heretics 3:243–65). Sixth, they used the word tradition ad hominem in disputing with heretics who appealed to them not because all they approved of could not be found equally as well in the Scriptures, but because the heretics with whom they disputed did not admit the Scriptures; as Irenaeus says, 'When they perceived that they were confused by the Scriptures, they turned around to accuse them' (Against Heresies, 3.2). They dispute therefore at an advantage from the consent of tradition with the Scriptures, just as we now do from the fathers against the papists, but not because they acknowledged any doctrinal tradition besides the Scriptures. As Jerome testifies, 'The sword of God smites whatever they draw and forges from a pretended apostolic tradition, without the authority and testimony of the Scriptures' (Commentarii in prophetas: Aggaeum 1:11).

1 Project Oxygen found that a good manager (1) is a good coach; (2) empowers and does not micromanage; (3) expresses interest and concern in subordinates’ success and well-being; (4) is results oriented; (5) listens and shares information; (6) helps with career development; (7) has a clear vision and strategy; (8) has key technical skills.

Global Talent Visa programs around the world: Opportunities similar to Australia's Global Talent Visa Many countries have created programs like Australia's Global Talent Visa as they compete for the best talent to drive economic growth and innovation. These initiatives seek to attract highly skilled workers from a range of industries and provide them with opportunities to live and work in a foreign country. This blog will explore a number of nations with comparable visa policies and highlight their distinctive features, benefits and application procedures if you are considering opportunities outside of Australia. 1. United Kingdom: Global Talent Visa People who have been recognized as leaders or have the potential to be leaders in disciplines like science, engineering, the humanities, medicine, digital technology, and the arts are eligible for the UK Global Talent Visa. Compared to other visa categories, this one has less limits on the successful applicant's ability to live and work in the UK. Key Features: Endorsement required: Applicants must secure endorsement from a recognized body in their field such as UK Research and Innovation or the Royal Society. Flexible work options: Visa holders can work for themselves, start a business or work for any employer in the UK. Processing Path: After three years (or two years for exceptional talent), visa holders can apply for indefinite leave to remain leading to permanent residence. Application process: Get support: Gather evidence of your achievements and submit your application to the approving body. Submitting your visa application: Once confirmed, complete your visa application online and provide the necessary documentation. 2. Canada: Global Talent Stream The Global Talent Stream is part of Canada's Temporary Foreign Worker Program, which aims to attract highly skilled talent in specific occupations. This program is especially beneficial for technology companies that want to hire specialized workers quickly. Key Features: Two categories: Category A: For employers who have been referred by a Designated Partner and are hiring unique talent. Category B: For employers looking to fill positions in high-demand occupations on Canada's Global Talent Occupations List. Expedited processing: Applications are processed within two weeks, making it an attractive option for businesses. Application process: Employer application: Employers must apply for a labor market benefits plan and demonstrate that they need a foreign worker. Worker Application: Once approved, the foreign worker can apply for a work permit. 3. United States of America: Employment-Based Immigration (EB-2 and EB-1 Visas) In the US, the EB-2 and EB-1 visas are for highly skilled individuals. The EB-1 visa is for individuals with exceptional ability, while the EB-2 is for individuals with advanced education or exceptional ability. Key Features: EB-1 Visa: Does not require a job offer, allows self-petition for individuals with exceptional ability in their field. EB-2 Visa: Requires a job offer, but individuals with exceptional ability can apply for a National Interest Waiver (NIW), which allows them to submit their own application. Permanent Residency: Both types of visas provide a pathway to permanent residence in the US. Application process: Eligibility Determination: Assess which visa category you are eligible for based on your qualifications and achievements. File Petition: Submit Form I-140 for EB-1 or EB-2, including supporting documentation. Apply for adjustment of status: If you are already in the US, you can apply for adjustment of status to become a permanent resident. 4. Germany: EU Blue Card The German EU Blue Card is designed to attract highly skilled workers from countries outside the European Union. This program aims to fill labor shortages in specific sectors and provides an attractive option for professionals who want to work in Germany.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

The decisive factor is to supply the customer with a clear advantage when compared with the competition. Such a “strategic” competitive advantage must fulfill three criteria: it must be 1. important for the customer;   2. actually perceived by the customer; and   3. sustainable/difficult to copy.   If, for example, the packaging of a product is unimportant for the customer, it is unsuitable as a competitive advantage. If a product has a particularly long life span, but the customer is not aware of this advantage or does not perceive it, this advantage cannot influence the customer’s decision to purchase and does not help the supplier. If a company ruins its margin by reducing a price, the low price advantage cannot be sustained.8 Simultaneous fulfillment of the three criteria “important, perceived, sustainable” is a significant challenge.

The obstacle to achieving such vocational diversification and general aptitude does not lie in the human character as such, but rather in the mass of qualifying educational and vocational restrictions imposed by every privileged group in order to maintain its special status, emoluments, and perquisites. Though the reputed object of these regulations is often laudable, as measures to ensure competence and protect members from unqualified rivals, the underlying aim is to prevent fresh activities and organizations from arising in competition with the power system. As a result, the scope of human initiative through direct action becomes limited: today the smallest new measure must run a gauntlet of licensing laws, professional codes, trades union regulations, wage schedules, promotion priorities, bureaucratic restrictions and inspections. Even the exigencies of war were only partly able to break down or bypass these barriers-for where are they more deeply entrenched than in the military machine itself? This explains, perhaps, why there is so little prospect of overcoming the defects of the power system by any attack that employs mass organizations and mass efforts at persuasion; for these mass methods support the very system they attack. The changes that have so far been effective, and that give promise of further success, are those that have been initiated by animated individual minds, small groups, and local communities nibbling at the edges of the power structure by breaking routines and defying regulations. Such an attack seeks, not to capture the citadel of power, but to withdraw from it and quietly paralyze it. Once such initiatives become widespread, as they at last show signs of becoming, it will restore power and confident authority to its proper source: the human personality and the small face-to-face community.

2. Innovation is both conceptual and perceptual. The second imperative of innovation is therefore to go out to look, to ask, to listen. This cannot be stressed too often. Successful innovators use both the right side and the left side of their brains. They look at figures, and they look at people. They work out analytically what the innovation has to be to satisfy an opportunity. And then they go out and look at the customers, the users, to see what their expectations, their values, their needs are. Receptivity can be perceived, as can values. One can perceive that this or that approach will not fit in with the expectations or the habits of the people who have to use it. And then one can ask: ‘What does this innovation have to reflect so that the people who have to use it will want to use it, and see in it their opportunity?’ Otherwise one runs the risk of having the right innovation in the wrong form

You’ve now read the central elements to an optimistic climate, but what exactly does it look like? Here’s what it looks like when it takes root and positively transforms the work environment:37 1. People anticipate good things will come from their work. 2. Personal and professional goals are achieved. 3. Personal and professional worlds are integrated. 4. People make satisfying progress with their work. 5. Financial metrics are achieved. 6. People are viewed as significant and the heart of success. 7. Values-based leadership guides actions and decisions. 8. Partnership and collaboration replaces hierarchy-driven interactions. 9. Community building is encouraged. 10. Organizational and personal purpose guide decisions. 11. Strengths are maximized. Keep in mind that the vibe in your team is constantly changing. So the conditions listed above may not all be present at the same time. That’s okay. What you choose to focus on based on the needs of your team will influence heavily what emerges as important.

I was asked, ‘When is the next book release, it’s been over a year since the last book release, have you given up writing?” Again a senseless question by a Sri Lankan journalist. Does it mean that being a writer means you have to release a book every month? Do they count a writer’s success by the quantity of books or the quality of the work? I am concerned about the quality of work, not the quantity of books that I release. One can publish hundreds of books within a couple of years today as technology is advance and cheap, but keeping the quality of the work is something you cannot depend of technology and money. It is the quality of thinking of the writer which should reflect through their work. I have been in the field for almost 2 and a half years, learnt a lot through trial and error, learn through my mistakes. I am no longer bothered about the number of books I write, how much I spend or how much I earn, my only focus is to do something quality which will last long, even after I am gone, something that will touch the soul of the readers. Will these journalists understand a soul of an artist? In this big dirty game of ‘media mafia’, ‘artists’ are only marketing ideas.

THE PSALMS   PSALM 1   The two ways   1 Happy the man   who never follows the advice of the wicked,   or loiters on the way that sinners take,   or sits about with scoffers,   2   but finds his pleasure in the law of Yahweh,   and murmurs his law day and night.   3   He is like a tree that is planted   by water streams,   yielding its fruit in season,   its leaves never fading;   success attends all he does.

Sitting through a classroom lecture is painful for most people most of the time. We all know this, yet so many deny it or view it as a personal failing. When human beings are required to sit and listen, we squirm. We watch the clock tick slowly. Minutes can seem like hours. We escape into our own head. We invent activities to either occupy or numb ourselves. The most talented classroom sitters create micro-tasks to busy their hands and the other 80 percent of their minds. The pain is cumulative. The first hour of lecture in a day is bearable. The second is hard. The third is white-hot excruciating. The highly engaging presenter who periodically arises in the classroom does little to soften the physiological impact of the subsequent dull one. This reality goes beyond a power thing, or even an interest thing, or a quality of the teacher thing. Even when corporate leaders and heads of state attend highly relevant daylong events at which they listen to the highest-tier speakers, they are suppressing their own body ticks 90 minutes into the lecture. The lunch break becomes an oasis. Students are psychologically ravished daily by this onslaught. And it is costly on all involved—teachers, administrators, parents, siblings. Although this recommendation subverts most industrial business and logistics models, 2 non-adjacent hours of lecture a day should be the greatest number for any institution or program. And the most successful will have even less than that. This requires an alternative approach.

Attitude creates actions create results create destiny. Dan Buettner, author of Blue Zones: Lessons for Living Longer From the People Who’ve Lived the Longest, has traveled the world studying the everyday living habits of people who are healthiest and live the longest of anyone on the planet. Of all the factors possibly influencing health, vitality, and longevity, Buettner and his team compiled a list of nine. These people (1) live an active life, (2) cultivate purpose and a reason to wake up every morning, (3) take time to de-stress (appreciation, prayer, etc.), (4) stop eating when they are 80 percent full, (5) eat a diet emphasizing vegetables, especially beans, (6) have moderate alcohol intake (especially dark red wine), (7) play an active role in a faith-based community, (8) place a strong emphasis on family, and (9) are part of like-minded social circles with similar habits. As Buettner points out, physiological factors like exercise and diet play a role—but not as big a role as you’d expect. A big part of it is factors that have to do with attitude, habits of behavior, and who they associate with. And while we’re talking about positivity, let me clear up a common misconception about positive outlook, right here and now. Cultivating positive outlook does not mean you are always happy. It does not mean life never gets you down. It does not mean you walk around with an idiotic grin on your face even when you’re hurting, and it doesn’t mean living in denial, ignoring the realities of pain and struggle, or checking your brain at the door. People who cultivate a genuinely positive outlook go through tough times, too; when we’re cut, we bleed red blood just like everyone else.

Knowing is a vital part of learning and sharing a vision of what we want to create together. But “how” questions are on the doing side of the model. As in playing tennis, we learn how by doing. There is no other way. We can read books on tennis techniques and strategies. We can get a good tennis player to show us how he or she does it. We can watch players on TV for hours and analyze every stroke. But only by doing will we ever be able to learn how to do it. We may make mistakes but mistakes actually teach us more than our successes.

10. The Christian Life It was said: “The child at school looks at the copy in the writing book, and imitates it, trying to write each line better. That is the Christian life, and that is all of it.”  Is that all of it? Not by any means. If it were all of it, there would be no hope for you; for the pattern is Jesus Christ, in whom dwelleth “all the fullness of the Godhead bodily,” and you can never, ever, successfully copy His life. “For my thoughts are not your thoughts, neither are your ways My ways, saith the LORD. For as the heavens are higher than the earth, so are My ways higher than your ways, and My thoughts than your thoughts.” Isa. 55:8, 9. If you would copy the life of Christ as the schoolboy copies his lesson, and do it successfully, you must have power equal to that of God.  If the boy whose hand the master holds and guides in imitating the copy, were used as an illustration of the Christian life, it would be a step nearer the truth; but even that would not be the truth. That is mechanical. The boy may yield his hand willingly to the master, that it may be guided, but the writing is after all not his own. God does not use you as a dead instrument to be operated on, although you are to yield yourself as an instrument of righteousness to Him.  The Christian life is simply the life of Christ. If the master who sets the copy for the schoolboy, could put all his own skill and power into that boy, so that what he writes will not be merely an imitation of the master’s copy, but the master’s own writing, and still the free act of the boy, we should have an excellent illustration of the Christian life. “Work out your own salvation with fear and trembling. For it is God which worketh in you both to will and to do of His good pleasure.” Phil. 2:12, 13. “I live; yet not I, but Christ liveth in me; and the life that I now live in the flesh I live by the faith of the Son of God, who loved me, and gave Himself for me.” Gal. 2:20. “He that saith he abideth in Him ought himself also so to walk even as He walked.” 1 John 2:6. And how was it that He walked? Christ Himself said, “The Father that dwelleth in Me, He doeth the works.” John 14:10. Christ has set you the copy, but instead of standing off and watching you try to imitate Him, He gladly comes in to your heart, becoming one with you, so that His life is your life, and His acts are yours. This is life—your Christian life.

The cause of all things is the will of God. The man who really believes the Scriptures knows beforehand that the seasons will continue to follow each other with unfailing regularity to the end of earth’s history (Gen 8:22), yet his knowledge is not the cause of their succession. So God’s knowledge does not arise from things because they are or will be, but because He has ordained them to be. God knew and foretold the crucifixion of His Son many hundreds of years before He became incarnate, and this, because in the divine purpose, He was a Lamb slain from the foundation of the world: hence we read of His being “delivered by the determinate counsel and foreknowledge of God” (Act 2:23).

derived from the assessment tool, the Emotional Quotient Inventory 2.0 or EQ-i 2.0®, distributed by Multi-Health Systems, one of the world’s leading assessment companies. This instrument measures a cross-section of interrelated emotional and social competencies, skills, and facilitators that determine how effectively we understand and express ourselves, understand others and relate with them, and cope with daily demands. We use this assessment with many of our clients to establish a baseline of competencies and identify areas of improvement. We know that what gets inspected and measured does improve. In

How about we be the light of Jesus Christ? There are things we tend to forget when fear becomes the driving force. The world is filled with a lot of questions now; what do we do? Who do we elect? How do we fix this? Some people feel powetless in those ways. Helpless, hopeless, confused, overwhelmed. What do we do? My answer: Stop looking for practical advice "don't be afraid " "those who are with us are more than those who are with them" 2 kings 6:16

Surrounded by enemies, surrounded by evil, surrounded by darkness, injustice......."don't be afraid , those who are with us are more than those who are with them" 2 Kings 6:16

7 TRUTHS ABOUT MONEY, WORTH, HAPPINESS & CHOICE 1. Money does not validate your personal worth. Just because the financial world uses the term "worth" as it applies to business, does not mean it applies to you as a person. People get that mixed up all the time and it's dangerous. You are worthy just for being. Remember that. You are priceless. 2. When you like yourself regardless of the size of your bank account, success will follow because you're already successful. Think about it. Success begets success. Deal with that self-loathing garbage that holds you back, like yourself and get to work. 3. Don't try to validate your personal worth with money. If you do, your self-esteem may go up or down with the size of your bank account or the success or failure of your next venture. That's no way to live. 4. The fallacy is that the more money you have the happier you are. Some of the saddest people in the world are filthy rich. That said, some of the happiest people are filthy rich. Likewise, some of the saddest people and some of the happiest people are dirt poor. Money is not the deciding factor in your happiness. You are the deciding factor in your own happiness. Take 100% responsibility for your life and watch magic happen. 5. Now don't get me wrong. I live in the 21st century too. Money is like air. You don't know how important it is until it runs out. Money to humans is like water to fish. You can't live without it. Money is how we survive and money impacts our happiness, freedom, how and where we live and our ability to make various choices. 6. In the end, a) money will never determine your personal worth because you are worthy just by the fact that you are here, b) money may impact your happiness, but happiness is a choice regardless of the size of your bank account, and c) money is necessary to survive and enhances your circumstance. 7) Bringing it all together: given a choice (which you are if you are reading this mini-essay), why not a) choose to believe you are already worthy regardless of your financial situation, b) make happiness a habit, and c) get a mentor to learn how to earn more income so you never run out of air or water?

Success does not come automatically simply because you are a talented, educated, hard-working, good woman. Success has different rules. Learn them.

Getting the appointment: the fine art of stalking/harassment/persistence. Are the drinks cold? How to make sure every detail is covered. Bonding with your client: which sport does the buyer’s daughter play? Green and healthier are good: for your business and your wallet. #2

1. Why am I so rich? 2. Why am I so happy? 3. Why am I enough? 4. Why am I good enough? 5. Why do I have what it takes to succeed? 6. Why do I have the courage to do what I love? 7. Why does opportunity come to me so easily now? 8. Why do I enjoy so much success? 9. Why do I have more than enough money in my business? 10. Why does having what I want help others get what they want? CHAPTER 5 Step 2: Loving Mirrors and Safe Havens Relationship is a mirror in which you can see yourself, not as you would wish to be, but as you are. ——JIDDU KRISHNAMURTI

My conclusion at the time was that finalizing the story before production began was still a worthy goal—we just hadn’t achieved it yet. As we continued to make films, however, I came to believe that my goal was not just impractical but naïve. By insisting on the importance of getting our ducks in a row early, we had come perilously close to embracing a fallacy. Making the process better, easier, and cheaper is an important aspiration, something we continually work on—but it is not the goal. Making something great is the goal. I see this over and over again in other companies: A subversion takes place in which streamlining the process or increasing production supplants the ultimate goal, with each person or group thinking they’re doing the right thing—when, in fact, they have strayed off course. When efficiency or consistency of workflow are not balanced by other equally strong countervailing forces, the result is that new ideas—our ugly babies—aren’t afforded the attention and protection they need to shine and mature. They are abandoned or never conceived of in the first place. Emphasis is placed on doing safer projects that mimic proven money-makers just to keep something—anything!—moving through the pipeline (see The Lion King 1½, a direct-to-video effort that came out in 2004, six years after The Lion King 2: Simba’s Pride). This kind of thinking yields predictable, unoriginal fare because it prevents the kind of organic ferment that fuels true inspiration. But it does feed the Beast.

The quantity of hours spent working or thinking about work, or hours spent with our families, does not predict achievement or life satisfaction. Instead, the quality of those hours—how stressful or relaxing they are—is a much more potent factor in producing a satisfying family life and career. Brown 1999

Reading Group Guide  1.   The river town of Hobnob, Mississippi, is in danger of flooding. To offset the risk, the townspeople were offered the chance to relocate in exchange for money. Some people jumped at the opportunity (the Flooders); others (the Stickers) refused to leave, so the deal fell through. If you lived in Hobnob, which choice would you make and why? If you’d lived in New Orleans at the time of Hurricane Katrina, would you have fled the storm or stayed to protect your house? Did the two floods remind you of each other in terms of official government response or media coverage?  2.   How are the circumstances during the Prohibition era (laws against consuming or selling alcohol, underground businesses that make and sell booze on the black market, corruption in the government and in law enforcement) similar to what’s happening today (the fight to legalize and tax marijuana, the fallout of the drug war in countries like Mexico and Colombia, jails filled with drug abusers)? How are the circumstances different? Do you identify with the bootleggers or the prohibitionists in the novel? What is your stance on the issue today?  3.   The novel is written in third person from two different perspectives—Ingersoll’s and Dixie Clay’s—in alternating chapters. How do you think this approach adds to or detracts from the story? Are you a fan of books written from multiple perspectives, or do you prefer one character to tell his/her side of the story?  4.   The Tilted World is written by two authors. Do you think it reads differently than a book written by only one? Do you think you could coauthor a novel with a loved one? Did you try to guess which author wrote different passages?  5.   Language and dialect play an important role in the book. Do you think the southern dialect is rendered successfully? How about the authors’ use of similes (“wet towels hanging out of the upstairs windows like tongues”; “Her nylon stockings sagged around her ankles like shedding snakeskin.”). Do they provide necessary context or flavor?  6.   At the end of Chapter 5, when Jesse, Ham, and Ingersoll first meet, Ingersoll realizes that Jesse has been drinking water the entire time they’ve been at dinner. Of course, Ham and Ingersoll are both drunk from all the moonshine. How does this discovery set the stage for what happens in the latter half of the book?  7.   Ingersoll grew up an orphan. In what ways do you think that independence informed his character? His choices throughout the novel? Dixie Clay also became independent, after marrying Jesse and becoming ostracized from friends and family. Later, after Ingersoll rescues her, she reflects, “For so long she’d relied only on herself. She’d needed to. . . . But now she’d let someone in. It should have felt like weakness, but it didn’t.” Are love and independence mutually exclusive? How did the arrival of Willy prepare these characters for the changes they’d have to undergo to be ready for each other?  8.   Dixie Clay becomes a bootlegger not because she loves booze or money but because she needs something to occupy her time. It’s true, however, that she’s not only breaking the law but participating in a system that perpetrates violence. Do you think there were better choices she could have made? Consider the scene at the beginning of the novel, when there’s a showdown between Jesse and two revenuers interested in making an arrest. Dixie Clay intercepts the arrest, pretending to be a posse of gunslingers protecting Jesse and the still. Given what you find out about Jesse—his dishonesty, his drunkenness, his womanizing—do you think she made the right choice? If you were in Dixie Clay’s shoes, what would you have done?  9.   When Ham learns that Ingersoll abandoned his post at the levee to help Dixie Clay, he feels not only that Ingersoll acted

1) What do you think other people see when they look at you? 2) Does it reflect your personality? 3) Does it match who you want to be? 4) What choices have you made to contribute to where you are at currently in life?

To make matters worse, most companies use the same standards for evaluating both routine and innovative work. They use conventional idea #6: Reward success, punish failure and inaction. This is fine for routine tasks. When known procedures are used by well-trained people, failure does signal improper training, weak motivation, or poor leadership. But applying this standard to innovative work stifles intelligent risks. The usual reward scheme means that, because people who do routine work succeed most of the time, they are glorified as winners. In contrast, people who do innovative work fail a lot. So they not only get few rewards, they may be denigrated as losers. In many companies, people who do routine work complain that “if those creative types just acted more like us, they would be more efficient and wouldn’t make all those mistakes!

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

So consciousness is best left uninvited from most of the parties. When it does get included, it’s usually the last one to hear the information. Take hitting a baseball. On August 20, 1974, in a game between the California Angels and the Detroit Tigers, the Guinness Book of World Records clocked Nolan Ryan’s fastball at 100.9 miles per hour (44.7 meters per second). If you work the numbers, you’ll see that Ryan’s pitch departs the mound and crosses home plate, sixty-feet, six inches away, in four-tenths of a second. This gives just enough time for light signals from the baseball to hit the batter’s eye, work through the circuitry of the retina, activate successions of cells along the loopy superhighways of the visual system at the back of the head, cross vast territories to the motor areas, and modify the contraction of the muscles swinging the bat. Amazingly, this entire sequence is possible in less than four-tenths of a second; otherwise no one would ever hit a fastball. But the surprising part is that conscious awareness takes longer than that: about half a second, as we will see in Chapter 2. So the ball travels too rapidly for batters to be consciously aware of it. One does not need to be consciously aware to perform sophisticated motor acts. You can notice this when you begin to duck from a snapping tree branch before you are aware that it’s coming toward you, or when you’re already jumping up when you first become aware of the phone’s ring.