Eager To Success Quotes

People tend to be generous when sharing their nonsense, fear, and ignorance. And while they seem quite eager to feed you their negativity, please remember that sometimes the diet we need to be on is a spiritual and emotional one. Be cautious with what you feed your mind and soul. Fuel yourself with positivity and let that fuel propel you into positive action.

Money is always eager and ready to work for anyone who is ready to employ it.

Know what you want and reach out eagerly for it.

He was the kind of young man whose handsome face has brought him plenty of success in the past and is now ever-ready for a new encounter, a fresh-experience, always eager to set off into the unknown territory of a little adventure, never taken by surprise because he has worked out everything in advance and is waiting to see what happens, a man who will never overlook any erotic opportunity, whose first glance probes every woman's sensuality, and explores it, without discriminating between his friend's wife and the parlour-maid who opens the door to him. Such men are described with a certain facile contempt as lady-killers, but the term has a nugget of truthful observation in it, for in fact all the passionate instincts of the chase are present in their ceaseless vigilance: the stalking of the prey, the excitement and mental cruelty of the kill. They are constantly on the alert, always ready and willing to follow the trail of an adventure to the very edge of the abyss. They are full of passion all the time, but it is the passion of a gambler rather than a lover, cold, calculating and dangerous. Some are so persistent that their whole lives, long after their youth is spent, are made an eternal adventure by this expectation. Each of their days is resolved into hundreds of small sensual experiences - a look exchanged in passing, a fleeting smile, knees brushing together as a couple sit opposite each other - and the year, in its own turn, dissolves into hundreds of such days in which sensuous experience is the constantly flowing, nourishing, inspiring source of life.

There was no meaning in life, and man by living served no end. It was immaterial whether he was born or not born, whether he lived or ceased to live. Life was insignificant and death without consequence. Philip exulted, as he had exulted in his boyhood when the weight of a belief in God was lifted from his shoulders: it seemed to him that the last burden of responsibility was taken from him; and for the first time he was utterly free. His insignificance was turned to power, and he felt himself suddenly equal with the cruel fate which had seemed to persecute him; for, if life was meaningless, the world was robbed of its cruelty. What he did or left undone did not matter. Failure was unimportant and success amounted to nothing. He was the most inconsiderate creature in that swarming mass of mankind which for a brief space occupied the surface of the earth; and he was almighty because he had wrenched from chaos the secret of its nothingness. Thoughts came tumbling over one another in Philip's eager fancy, and he took long breaths of joyous satisfaction. He felt inclined to leap and sing. He had not been so happy for months. 'Oh, life,' he cried in his heart, 'Oh life, where is thy sting?

Colonel Cargill was so awful a marketing executive that his services were much sought after by firms eager to establish losses for tax purposes. His prices were high, for failure often did not come easily. He had to start at the top and work his way down, and with sympathetic friends in Washington, losing money was no simple matter. It took months of hard work and careful misplanning. A person misplaced, disorganized, miscalculated, overlooked everything and open every loophole, and just when he thought he had it made, the government gave him a lake or a forest or an oilfield and spoiled everything. Even with such handicaps, Colonel Cargill could be relied on to run the most prosperous enterprise into the ground. He was a self-made man who owed his lack of success to nobody.

The point is not to find the average customer but to find early adopters: the customers who feel the need for the product most acutely. Those customers tend to be more forgiving of mistakes and are especially eager to give feedback.

People "at the top" are eager to attribute their position to their own intellect, savvy, and hard work. The reality is much more complicated. Personal connections, family environment, and what appears to be plain luck determine how successful a person is. We are the product of three things- genetics, environment, and our personal choices- but two of these three factors we have no power over. We are not nearly as responsible for our success as our popular views of God and reality lead us to think.

One who is content with what he has, and who accepts the fact that he inevitably misses very much in life, is far better off than one who has much more but who worries about all he may be missing . . . the relative perfection which we must attain to in this life if we are to live as sons of God is not the twenty-four-hour-a-day production of perfect acts of virtue, but a life from which practically all the obstacles to God's love have been removed or overcome. One of the chief obstacles to this perfection of selfless charity is the selfish anxiety to get the most out of everything, to be a brilliant success in our own eyes and in the eyes of other men. We can only get rid of this anxiety by being content to miss something in almost everything we do. We cannot master everything, taste everything, understand everything, drain every experience to its last dregs. But if we have the courage to let almost everything else go, we will probably be able to retain the one thing necessary for us— whatever it may be. If we are too eager to have everything, we will almost certainly miss even the one thing we need. Happiness consists in finding out precisely what the "one thing necessary" may be, in our lives, and in gladly relinquishing all the rest. For then, by a divine paradox, we find that everything else is given us together with the one thing we needed.

Empirically, political activity and political success have been neither necessary nor sufficient for economic advancement. Nor has eager political participation or outstanding success in politics been translated into faster group achievement.

My life, I resolved, ought to be a perpetual transcending, a progression from stage to stage; I wanted it to pass through one area after the next, leaving each behind, as music moves on from theme to theme, from tempo to tempo, playing each out to the end, completing each and leaving it behind, never tiring, never sleeping, forever wakeful, forever in the present. In connection with the experiences of awakening, I had noticed that such stages and such areas exist, and that each successive period in one’s life bears within itself, as it is approaching its end, a note of fading and eagerness for death. That in turn leads to a shifting to a new area, to awakening and new beginnings.

It is well that we remember that the trials, difficulties, and experiences of life all have purpose. There came to me on the occasion of a year in my life to be remembered when the lovely sisters of our Relief Society wrote this as a prayer in my behalf. It was entitled 'May You Have': "Enough happiness to keep you sweet, Enough trials to keep you strong, Enough sorrow to keep you human, Enough hope to keep you happy, Enough failure to keep you humble, Enough success to keep you eager, Enough wealth to meet your needs, Enough enthusiasm to look forward, Enough friends to give you comfort, Enough faith to banish depression, Enough determination to make each day better than yesterday. "This is my prayer for the faithful Saints in every land and throughout the world as we look forward to the future with courage and with fortitude

This was a time of life, she understood, in which you might not know what you were, but that was all right. You judged people not on their success - almost no one they knew was successful at age twenty-two, and no one had a nice apartment, owned anything of value, dressed in expensive clothes, or had any interest in making money - but on their appeal. The time period between the ages of, roughly, twenty to thirty was often amazingly fertile. Great work might get done during this ten-year slice of time. Just out of college, they were geraing up, ambitious not in a calculating way, but simply eager, not yet tired.

What Manner Of Men Are These That Wear The Maroon Beret? They are firstly all volunteers and are toughened by physical training. As a result they have infectious optimism and that offensive eagerness which comes from well-being. They have 'jumped' from the air and by doing so have conquered fear. Their duty lies in the van of the battle. They are proud of this honour. They have the highest standards in all things whether it be skill in battle or smartness in the execution of all peace time duties. They are in fact - men apart - every man an emperor. Of all the factors, which make for success in battle, the spirit of the warrior is the most decisive. That spirit will be found in full measure in the men who wear the maroon beret

Desire is the foundation of our greatness. Without it, we are stranded; we cannot go anywhere. You won't get, what you don't eagerly desire.

In the harsh veracity of the real world, he was rich, successful, and one of the most desired bachelors in New York—and I was, well, me. A world I hoped wouldn’t tear us apart by pointing out just how different our lives were. “You’re probably eager to get home,” Jett whispered in my ear so the flight attendant serving coffee wouldn’t hear us, “but will you stay with me one more night? I’m not quite ready to let this go.

Therapists instead prefer to take on YAVIS—Young, Attractive, Verbal, Intelligent, and Successful clients.[3] They love an amenable type, someone who is curious about their internal workings and eager to plumb them, someone who’s already read articles in The New Yorker about psychology to familiarize them with the language of metacognition and congruence. Good luck if you’re a regular-ass Joe who’d rather watch It’s Always Sunny in Philadelphia.

It was only at the moment of death that they admitted their despair and rushed headlong towards the great, dark doors that I opened for them, leaving the sterile plain where their lives had gone awry without a backward glance, eager to embrace another world which perhaps didn’t exist, but they preferred nothingness to the futile succession of empty days.

What he fervently believed in up to the end was success, the chief standard of 'good society' as he knew it... His conscience was indeed set at rest when he saw the zeal and eagerness with which 'good society' everywhere reacted as he did. He did not need to 'close his ears to the voice of conscience,' as the judgment has it, not because he had none, but because his conscience spoke with a 'respectable voice,' with the voice of respectable society around him.

May you find the might, the power within you, to eagerly reach out to your dreams.

When you grow older you miss that eagerness; life may be happy, you may have health and wealth and love and success, but the odds are that you never look forward as you once did to a single golden day. You never count the hours to it, you never see some moment ahead beckoning like a goddess across a fourth dimension.

To really go at it in life and in business, you have to say yes to everything. It's something you'll see successful people do time and again—not because they can but because they choose to say yes. They eagerly engage in life and realize that the word “yes” has more life and possibilities in it—and

May you have enough happiness to keep you sweet, enough trials to keep you strong, enough sorrow to keep you human, enough hope to keep you happy, enough failure to keep you humble, enough success to keep you eager, enough friends to give you comfort, enough faith and courage in yourself to banish sadness, enough wealth to meet your needs,

Many new investors, eager to see quick profits, need to develop the patience and research skills necessary for successful long-term investing.

A little success brews eagerness.

What should scare you is not knowing what you don’t know. Always be eager to learn for knowledge is power.

All it takes is an eagerness to join the cosmic dance, and a willingness to seek the miracles of the soul.

In 1908, in a wild and remote area of the North Caucasus, Leo Tolstoy, the greatest writer of the age, was the guest of a tribal chief “living far away from civilized life in the mountains.” Gathering his family and neighbors, the chief asked Tolstoy to tell stories about the famous men of history. Tolstoy told how he entertained the eager crowd for hours with tales of Alexander, Caesar, Frederick the Great, and Napoleon. When he was winding to a close, the chief stood and said, “But you have not told us a syllable about the greatest general and greatest ruler of the world. We want to know something about him. He was a hero. He spoke with a voice of thunder; he laughed like the sunrise and his deeds were strong as the rock….His name was Lincoln and the country in which he lived is called America, which is so far away that if a youth should journey to reach it he would be an old man when he arrived. Tell us of that man.” “I looked at them,” Tolstoy recalled, “and saw their faces all aglow, while their eyes were burning. I saw that those rude barbarians were really interested in a man whose name and deeds had already become a legend.” He told them everything he knew about Lincoln’s “home life and youth…his habits, his influence upon the people and his physical strength.” When he finished, they were so grateful for the story that they presented him with “a wonderful Arabian horse.” The next morning, as Tolstoy prepared to leave, they asked if he could possibly acquire for them a picture of Lincoln. Thinking that he might find one at a friend’s house in the neighboring town, Tolstoy asked one of the riders to accompany him. “I was successful in getting a large photograph from my friend,” recalled Tolstoy. As he handed it to the rider, he noted that the man’s hand trembled as he took it. “He gazed for several minutes silently, like one in a reverent prayer, his eyes filled with tears.” Tolstoy went on to observe, “This little incident proves how largely the name of Lincoln is worshipped throughout the world and how legendary his personality has become. Now, why was Lincoln so great that he overshadows all other national heroes? He really was not a great general like Napoleon or Washington; he was not such a skilful statesman as Gladstone or Frederick the Great; but his supremacy expresses itself altogether in his peculiar moral power and in the greatness of his character. “Washington was a typical American. Napoleon was a typical Frenchman, but Lincoln was a humanitarian as broad as the world. He was bigger than his country—bigger than all the Presidents together. “We are still too near to his greatness,” Tolstoy concluded, “but after a few centuries more our posterity will find him considerably bigger than we do. His genius is still too strong and too powerful for the common understanding, just as the sun is too hot when its light beams directly on us.

A great historian, as he insisted on calling himself, who had the happiness to be dead a hundred and twenty years ago, and so to take his place among the colossi whose huge legs our living pettiness is observed to walk under, glories in his copious remarks and digressions as the least imitable part of his work, and especially in those initial chapters to the successive books of his history, where he seems to bring his armchair to the proscenium and chat with us in all the lusty ease of his fine English. But Fielding lived when the days were longer (for time, like money, is measured by our needs), when summer afternoons were spacious, and the clock ticked slowly in the winter evenings. We belated historians must not linger after his example; and if we did so, it is probable that our chat would be thin and eager, as if delivered from a campstool in a parrot-house. I at least have so much to do in unravelling certain human lots, and seeing how they were woven and interwoven, that all the light I can command must be concentrated on this particular web, and not dispersed over that tempting range of relevancies called the universe.

I was very fond of strange stories when I was a child. In my village-school days, I used to buy stealthily popular novels and historical recitals. Fearing that my father and my teacher might punish me for this and rob me of these treasures, I carefully hid them in secret places where I could enjoy them unmolested. As I grew older, my love for strange stories became even stronger, and I learned of things stranger than what I had read in my childhood. When I was in my thirties, my memory was full of these stories accumulated through years of eager seeking. l have always admired such writers of the T'ang Dynasty as Tuan Ch'eng-shih [author of the Yu-yang tsa-tsu] and Niu Sheng [author of the Hsuan-kuai lu]. Who wrote short stories so excellent in portrayal of men and description of things. I often had the ambition to write a book (of stories) which might be compared with theirs. But I was too lazy to write, and as my laziness persisted, I gradually forgot most of the stories which I had learned. Now only these few stories, less than a score, have survived and have so successfully battled against my laziness that they are at last written down. Hence this Book of Monsters. I have sometimes laughingly said to myself that it is not I who have found these ghosts and monsters, but they, the monstrosities themselves, which have found me! ... Although my book is called a book or monsters, it is not confined to them: it also records the strange things of the human world and sometimes conveys a little bit of moral lesson.

To be “happy” you must constantly bear in mind the miseries you have escaped. This would be a way for memory to redeem itself, since ordinarily it preserves only disasters, eager — and with what success! — to sabotage happiness.

Successful people fail eagerly while failures avoid failing. The whole point of becoming willing to fail more is to become a success, so that one day you won’t be forced to look back on your life and say to yourself, ‘I’m a failure.

The notion, a debatable one, is that the man who knows the problems necessarily knows the answers. This book has not been successful if it has not suggested some big-league problems, such as: (1) Should our financial machinery be scrapped? (2) Should it be further tinkered with, and if so, how much further? (3) Is capitalism doomed? (4) What active stock selling under five dollars looks hot just now for a quick turn to pay for the Buick the wife just bought? There isn’t an assistant instructor in economics in any faculty who can’t answer these and similar questions rapidly and categorically, and if that is not enough there are a million laymen eager to do so. So I don’t feel that my vote is much needed.

known that we are always welcome there. He fears that London may fall victim to the Welsh advance, but we don’t believe that could ever happen, of course. Surely the army will stop them. I am eager to hear all of the news of your brilliant success, Jess.

Empirically, political activity and political success have been neither necessary nor sufficient for economic advancement,” wrote Sowell. “Nor has eager political participation or outstanding success in politics been translated into faster group achievement.”21

Looking at the other person’s point of view and arousing in them an eager want for something is not to be construed as manipulating that person so that they will do something that is only for your benefit and their detriment. Each party should gain from the negotiation.

Lord, help me to always remember that I represent you. Help me to be kind to others and show compassion. Help me to be patient with others and give people grace. Order my steps so that I am cautious to judge and eager to support, love, and lend a helping hand whenever and wherever I can. Amen.

the standard private equity playbook: jawbone the unions, cut costs even at the price of damaging longer-term success, do a sale-leaseback of real property assets, take whatever public money you can get from communities eager to save their industries, and do an “add-on”—the Indiana Glass buy. And collect fees.

I was from birth an object of mild ridicule because of my movements - especially the perpetual flutter of my hands - and my voice. Like the voices of a number of homosexuals, this is an insinuating blend of eagerness and caution in which even such words as "hello" and "goodbye" seem not so much uttered as divulged. But these natural outward and visible signs of inward and spiritual disgrace were not enough. People could say that I was ignorant of them or was trying without success to hide them. I wanted it to be known that I was not ashamed and therefore had to display symptoms that could not be thought to be accidental.

Those eager to grasp opportunities for their betterment, do attract the interest of the good goddess. She is ever anxious to aid those who please her. Men of action please her best . "Action will lead thee forward to the successes thou dost desire." MEN OF ACTION ARE FAVORED BY THE GODDESS OF GOOD LUCK                                                

The gold in ‘them there hills’ is not always buried deep. Much of it is within easy reach. Some of it is right on the surface to be picked up by any searcher with a keen eye for detail and an eagerness to explore. As in any treasure hunt, the involvement grows as the hunt proceeds and each success whether small or great adds the fuel of excitement to the exploration. ( Prolog, 1978 )

In general, here is how it works: The teacher stands in front of the class and asks a question. Six to ten children strain in their seats and wave their hands in the teacher’s face, eager to be called on and show how smart they are. Several others sit quietly with eyes averted, trying to become invisible, When the teacher calls on one child, you see looks of disappointment and dismay on the faces of the eager students, who missed a chance to get the teacher’s approval; and you will see relief on the faces of the others who didn’t know the answer…. This game is fiercely competitive and the stakes are high, because the kids are competing for the love and approval of one of the two or three most important people in their world. Further, this teaching process guarantees that the children will not learn to like and understand each other. Conjure up your own experience. If you knew the right answer and the teacher called on someone else, you probably hoped that he or she would make a mistake so that you would have a chance to display your knowledge. If you were called on and failed, or if you didn’t even raise your hand to compete, you probably envied and resented your classmates who knew the answer. Children who fail in this system become jealous and resentful of the successes, putting them down as teacher’s pets or even resorting to violence against them in the school yard. The successful students, for their part, often hold the unsuccessful children in contempt, calling them “dumb” or “stupid.” This competitive process does not encourage anyone to look benevolently and happily upon his fellow students.77

Elizabeth, on her side, had much to do. She wanted to ascertain the feelings of each of her visitors; she wanted to compose her own, and to make herself agreeable to all; and in the latter object, where she feared most to fail, she was most sure of success, for those to whom she endeavoured to give pleasure were prepossessed in her favour. Bingley was ready, Georgiana was eager, and Darcy determined, to be pleased.

But just as she thought she had successfully hidden herself from the beautiful truth of the moment, eagerly welcoming unconsciousness or perhaps even better, death, she was brought back to the life she no longer wanted, cold water breaking across her face before flying into her mouth and up her nostrils. She snapped her eyes open wildly, gasping for breath. “Not this time,” he said, snarling at her, his face inches from her own, “You’re going to feel every bit of this.

People who create successful strategic relationships demonstrate 10 essential character traits:    1. Authentic. They are genuine, honest, and transparent. They are cognizant of (and willing to admit to) their strengths and weaknesses.    2. Trustworthy. They build relationships on mutual trust. They have a good reputation based on real results. They have integrity: their word is their bond. People must know, like, and trust you before sharing their valuable social capital.    3. Respectful. They are appreciative of the time and efforts of others. They treat subordinates with the same level of respect as they do supervisors.    4. Caring. They like to help others succeed. They’re a source of mutual support and encouragement. They pay attention to the feelings of others and have good hearts.    5. Listening. They ask good questions, and they are eager to learn about others—what’s important to them, what they’re working on, what they’re looking for, and what they need—so they can be of help.    6. Engaged. They are active participants in life. They are interesting and passionate about what they do. They are solution minded, and they have great “gut” instincts.    7. Patient. They recognize that relationships need to be cultivated over time. They invest time in maintaining their relationships with others.    8. Intelligent. They are intelligent in the help they offer. They pass along opportunities at every chance possible, and they make thoughtful, useful introductions. They’re not ego driven. They don’t criticize others or burn bridges in relationships.    9. Sociable. They are nice, likeable, and helpful. They enjoy being with people, and they are happy to connect with others from all walks of life, social strata, political persuasions, religions, and diverse backgrounds. They are sources of positive energy.   10. Connected. They are part of their own network of excellent strategic relationships.

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

A classic is a work which gives pleasure to the minority which is intensely and permanently interested in literature. It lives on because the minority, eager to renew the sensation of pleasure, is eternally curious and is therefore engaged in an eternal process of rediscovery. A classic does not survive because of any ethical reason it does not survive because it conforms to certain canons, or because neglect would kill it. It survived because it is a source of pleasure and because the passionate few can no more neglect it then a bee can neglect a flower. The passionate few do not read "the right things" because they are right. That is to put the cart before the horse "the right things" are the right things solely because the passionate few like reading them … Nobody at all is quite in a position to choose with certainty among modern works. To sift the wheat from the chaff is a process that takes an exceedingly long time. Modern works have to pass before the bar of the taste of successive Generations; whereas, with Classics, which have been through the ordeal, almost the reverse is the case. Your taste has to pass before the bar of the classics. That is the point. If you differ with a classic, it is you who are wrong, and not the book. If you differ with a modern work, you may be wrong or you may be right, but no judge is authoritative to decide your taste is unformed. It needs guidance and it needs authoritative guidance. Arnold Bennett, Literary Taste: How to Form It, as quoted by S. I. Hayakawa

Besides the changes in technology, we’re told to believe in our uniqueness above all else. We’re told to think big, live big, to be memorable and “dare greatly.” We think that success requires a bold vision or some sweeping plan—after all, that’s what the founders of this company or that championship team supposedly had. (But did they? Did they really?) We see risk-taking swagger and successful people in the media, and eager for our own successes, try to reverse engineer the right attitude, the right pose.

The middle classes, grown prosperous by the belated but staggering development of the industrial revolution and dazzled by the success of Bismarck’s policy of force and war, had traded for material gain any aspirations for political freedom they may have had.* They accepted the Hohenzollern autocracy. They gladly knuckled under to the Junker bureaucracy and they fervently embraced Prussian militarism. Germany’s star had risen and they—almost all the people—were eager to do what their masters asked to keep it high.

Colonel Cargill, General Peckem’s troubleshooter, was a forceful, ruddy man. Before the war he had been an alert, hard-hitting, aggressive marketing executive. He was a very bad marketing executive. Colonel Cargill was so awful a marketing executive that his services were much sought after by firms eager to establish losses for tax purposes. Throughout the civilized world, from Battery Park to Fulton Street, he was known as a dependable man for a fast tax write-off. His prices were high, for failure often did not come easily. He had to start at the top and work his way down, and with sympathetic friends in Washington, losing money was no simple matter. It took months of hard work and careful misplanning. A person misplaced, disorganized, miscalculated, overlooked everything and opened every loophole, and just when he thought he had it made, the government gave him a lake or a forest or an oilfield and spoiled everything. Even with such handicaps, Colonel Cargill could be relied on to run the most prosperous enterprise into the ground. He was a self-made man who owed his lack of success to nobody.

Mademoiselle De Brie: But it can't be much fun seeing your work torn to shreds. Moliere: What do I care? Didn't I get everything I wanted from my play? I was lucky -- it appealed to the distinguished audience I was particularly eager to please. Don't you think I'm right to be happy with how it turned out? Can't you see that their attacks have come too late? It's out of my hands at this point. If people attack a successful play, they're attacking the audience who liked it, for their lack of judgement, not the art of the man who wrote the play, don't you see?

If you wanted to bestow the grandiose title of "most successful organization in modern history," you would struggle to find a more obviously worthy nominee than the federal government of the United States. In its earliest stirrings, it established a lasting and influential democracy. Since then, it has helped defeat totalitarianism (more than once), established the world’s currency of choice, sent men to the moon, built the Internet, nurtured the world’s largest economy, financed medical research that saved millions of lives and welcomed eager immigrants from around the world.

To get he had tried, yet his store was still meager. To a wise man he cried, in a voice keen and eager; Pray tell me how I may successfully live? And the wise man replied, "To get you must give." As to giving he said, "What have I to give?" I've scarce enough bread, and of course one must live; But I would partake of Life's bountiful store. Came the wise man's response; "Then you must give more." The lesson he learned; to get was forgotten, Toward mankind he turned with a love new begotten. As he gave of himself in useful living, Then joy crowned his days, for he grew rich in giving.

My life, I resolved, ought to be a perpetual transcending, a progression from stage to stage; I wanted it to pass through one area after the next, leaving each behind, as music moves on from theme to theme, from tempo to tempo, playing each out to the end, completing each and leaving it behind, never tiring, never sleeping, forever wakeful, forever in the present. In connection with the experiences of awakening, I had noticed that such stages and such areas exist, and that each successive period in one’s life bears within itself, as it is approaching its end, a note of fading and eagerness for death.

With so much knowledge written down and disseminated and so many ardent workers and eager patrons conspiring to produce the new, it was inevitable that technique and style should gradually turn from successful trial and error to foolproof recipe. The close study of antique remains, especially in architecture, turned these sources of inspiration into models to copy. The result was frigidity—or at best cool elegance. It is a cultural generality that going back to the past is most fruitful at the beginning, when the Idea and not the technique is the point of interest. As knowledge grows more exact, originality grows less; perfection increases as inspiration decreases. In painting, this downward curve of artistic intensity is called by the sug- gestive name of Mannerism. It is applicable at more than one moment in the history of the arts. The Mannerist is not to be despised, even though his high competence is secondhand, learned from others instead of worked out for himself. His art need not lack individual character, and to some connoisseurs it gives the pleasure of virtuosity, the exercise of power on demand, but for the critic it poses an enigma: why should the pleasure be greater when the power is in the making rather than on tap? There may be no answer, but a useful corollary is that perfection is not a necessary characteristic of the greatest art.

This is the real thing. This is bedlam in bed. As Mr. Stevenson puts it: “. . . no civilization has ever had so haunting a sense of an ultimate order of goodness and rationality which can be known and achieved.” It makes me eager to rise and meet the new day, as Fred used to rise to his, with the complete conviction that through vigilance and good works all porcupines, all cats, all skunks, all squirrels, all houseflies, all footballs, all evil birds in the sky could be successfully brought to account and the scene made safe and pleasant for the sensible individual—namely, him. However distorted was his crazy vision of the beautiful world, however perverse his scheme for establishing an order of goodness by murdering every creature that seemed to him bad, I had to hand him this: he really worked at it.

Most of people she knew thought Rennie was way out ahead of it, but she saw herself as off to the side. She preferred it there; she’d noted, many times, the typical pose of performers, celebrities, in magazine shots and publicity stills and especially on stage. Teeth bared in an ingratiating smile, arms flung wide to the sides, hands open to show that there were no weapons, head thrown back, throat bared to the knife; an offering, an exposure. She felt no envy towards them. In fact she found them embarrassing, their eagerness, their desperation, for that was what it was, even when they were successful. Underneath it they would do anything; they’d take their clothes off if there was no other way, they’d stand on heads, anything, in that frenzied grab for attention. She would much rather be the one who wrote things about people like that than be the one that got written about.

Microsoft’s success represented an aesthetic flaw in the way the universe worked. “The only problem with Microsoft is they just have no taste, they have absolutely no taste,” he later said. “I don’t mean that in a small way. I mean that in a big way, in the sense that they don’t think of original ideas and they don’t bring much culture into their product.”116 The primary reason for Microsoft’s success was that it was willing and eager to license its operating system to any hardware maker. Apple, by contrast, opted for an integrated approach. Its hardware came only with its software and vice versa. Jobs was an artist, a perfectionist, and thus a control freak who wanted to be in charge of the user experience from beginning to end. Apple’s approach led to more beautiful products, a higher profit margin, and a more sublime user experience. Microsoft’s approach led to a wider choice of hardware.

Philip exulted, as he had exulted in his boyhood when the weight of a belief in God was lifted from his shoulders: it seemed to him that the last burden of responsibility was taken from him; and for the first time he was utterly free. His insignificance was turned to power, and he felt himself suddenly equal with the cruel fate which had seemed to persecute him; for, if life was meaningless, the world was robbed of its cruelty. What he did or left undone did not matter. Failure was unimportant and success amounted to nothing. He was the most inconsiderate creature in that swarming mass of mankind which for a brief space occupied the surface of the earth; and he was almighty because he had wrenched from chaos the secret of its nothingness. Thoughts came tumbling over one another in Philip’s eager fancy, and he took long breaths of joyous satisfaction. He felt inclined to leap and sing. He had not been so happy for months.

The first moment, while the idea was still a dream of vague outline, was decidedly the happiest in Herzl’s short life. As soon as he began to fix his aims in actual space, and to unite the forces, he was made to realize how divided his people had become among various races and destinies—the religious on the one hand, the free thinkers on the other, here the socialist, there the capitalistic Jews—all competing eagerly with one another in all languages, and all unwilling to submit to a unified authority. In the year 1901, when I saw him for the first time, he stood in the midst of this struggle and perhaps he was even struggling with himself; he did not have sufficient faith in its success to relinquish the position that fed him and his family. He still had to divide himself between his petty journalistic duties and the task which was his true life. It was still the feuilleton editor Theodor Herzl who received me in the beginning of 1901.

Such was the dawn of Freedom; such was the work of the Freedmen’s Bureau, which, summed up in brief, may be epitomized thus: for some fifteen million dollars, beside the sums spent before 1865, and the dole of benevolent societies, this Bureau set going a system of free labor, established a beginning of peasant proprietorship, secured the recognition of black freedmen before courts of law, and founded the free common school in the South. On the other hand, it failed to begin the establishment of good-will between ex-masters and freedmen, to guard its work wholly from paternalistic methods which discouraged self-reliance, and to carry out to any considerable extent its implied promises to furnish the freedmen with land. Its successes were the result of hard work, supplemented by the aid of philanthropists and the eager striving of black men. Its failures were the result of bad local agents, the inherent difficulties of the work, and national neglect.

My family is a classic American-dream story. My great-grandparents fled Russia to avoid being murdered for their religion. Just two generations later, my parents fled New York City weekends for their country house. I never felt guilty about this. I was raised to believe America rewards hard work. But I was also raised to understand that luck plays a role in even the bootstrappiest success story. The cost of living the dream, I was taught, is the responsibility to expand it for others. It’s a more than fair price. Yet the people running the country didn’t see it that way. With George W. Bush in the White House, millionaires and billionaires were showered with tax cuts. Meanwhile, schools went underfunded. Roads and bridges deteriorated. Household incomes languished. Deficits ballooned. And America went to war. President Bush invaded Iraq to destroy weapons of mass destruction, a campaign which hit a snag when it turned out those weapons didn’t exist. But by then it was too late. We had broken a country and owned the resulting mess. Colin Powell called this “the Pottery Barn rule,” which, admittedly, was cute. Still, it’s hard to imagine a visit to Pottery Barn that costs trillions of dollars and thousands of American lives. Our leaders, in other words, had made bad choices. They would therefore be replaced with better ones. That’s how AP Government told me the system worked. In the real world, however, the invasion of Iraq became an excuse for a dark and antidemocratic turn. Those who questioned the war, the torture of prisoners—or even just the tax cuts—found themselves accused of something barely short of treason. No longer was a distinction made between supporting the president’s policies and America’s troops. As an electoral strategy, this was dangerous and cynical. Also, it worked. So no, I didn’t grow up with a high opinion of politicians. But I did grow up in the kind of environment where people constantly told me I could change the world. In 2004, eager to prove them right, I volunteered for John Kerry’s presidential campaign.

When we get down to potential versus reality in relationships, we often see disappointment, not successful achievement. In the Church, if someone creates nuclear fallout in a calling, they are often released or reassigned quickly. Unfortunately, we do not have that luxury when we marry. So many of us have experienced this sad realization in the first weeks of our marriages. For example, we realized that our partner was not going to live up to his/her potential and give generously to the partnership. While fighting the mounting feelings of betrayal, we watched our new spouses claim a right to behave any way they desired, often at our expense. Most of us made the "best" of a truly awful situation but felt like a rat trapped in maze. We raised a family, played our role, and hoped that someday things would change if we did our part. It didn't happen, but we were not allowed the luxury of reassigning or releasing our mates from poor stewardship as a spouse or parent. We were stuck until we lost all hope and reached for the unthinkable: divorce. Reality is simple for some. Those who stay happily married (the key word here is happily are the ones who grew and felt companionship from the first days of marriage. Both had the integrity and dedication to insure its success. For those of us who are divorced, tracing back to those same early days, potential disappeared and reality reared its ugly head. All we could feel, after a sealing for "time and all eternity," was bound in an unholy snare. Take the time to examine the reality of who your sweetheart really is. What do they accomplish by natural instinct and ability? What do you like/dislike about them? Can you live with all the collective weaknesses and create a happy, viable union? Are you both committed to making each other happy? Do you respect each other's agency, and are you both encouraging and eager to see the two of you grow as individuals and as a team? Do you both talk-the-talk and walk-the-walk? Or do you love them and hope they'll change once you're married to them? Chances are that if the answer to any of these questions are "sorta," you are embracing their potential and not their reality. You may also be embracing your own potential to endure issues that may not be appropriate sacrifices at this stage in your life. No one changes without the internal impetus and drive to do so. Not for love or money. . . . We are complex creatures, and although we are trained to see the "good" in everyone, it is to our benefit to embrace realism when it comes to finding our "soul mate." It won't get much better than what you have in your relationship right now.

In both cultures, wealth is no longer a means to get by. It becomes directly tied to personal worth. A young suburbanite with every advantage—the prep school education, the exhaustive coaching for college admissions tests, the overseas semester in Paris or Shanghai—still flatters himself that it is his skill, hard work, and prodigious problem-solving abilities that have lifted him into a world of privilege. Money vindicates all doubts. They’re eager to convince us all that Darwinism is at work, when it looks very much to the outside like a combination of gaming a system and dumb luck. In both of these industries, the real world, with all of its messiness, sits apart. The inclination is to replace people with data trails, turning them into more effective shoppers, voters, or workers to optimize some objective. This is easy to do, and to justify, when success comes back as an anonymous score and when the people affected remain every bit as abstract as the numbers dancing across the screen. More and more, I worried about the separation between technical models and real people, and about the moral repercussions of that separation. In fact, I saw the same pattern emerging that I’d witnessed in finance: a false sense of security was leading to widespread use of imperfect models, self-serving definitions of success, and growing feedback loops. Those who objected were regarded as nostalgic Luddites.

This is nothing less than a whole new approach to economics. The randomistas don’t think in terms of models. They don’t believe humans are rational actors. Instead, they assume we are quixotic creatures, sometimes foolish and sometimes astute, and by turns afraid, altruistic, and self-centered. And this approach appears to yield considerably better results. So why did it take so long to figure this out? Well, several reasons. Doing randomized controlled trials in poverty-stricken countries is difficult, time consuming, and expensive. Often, local organizations are less than eager to cooperate, not least because they’re worried the findings will prove them ineffective. Take the case of microcredit. Development aid trends come and go, from “good governance” to “education” to the ill-fated “microcredit” at the start of this century. Microcredit’s reckoning came in the form of our old friend Esther Duflo, who set up a fatal RCT in Hyderabad, India, and demonstrated that, all the heartwarming anecdotes notwithstanding, there is no hard evidence that microcredit is effective at combating poverty and illness.13 Handing out cash works way better. As it happens, cash handouts may be the most extensively studied anti-poverty method around. RCTs across the globe have shown that over both the long and short term and on both a large and small scale, cash transfers are an extremely successful and efficient tool.14

human kind to the danger of a painful and comfortless situation. A state of scepticism and suspense may amuse a few inquisitive minds. But the practice of superstition is so congenial to the multitude that, if they are forcibly awakened, they still regret the loss of their pleasing vision. Their love of the marvellous and supernatural, their curiosity with regard to future events, and their strong propensity to extend their hopes and fears beyond the limits of the visible world, were the principal causes which favoured the establishment of Polytheism. So urgent on the vulgar is the necessity of believing that the fall of any system of mythology will most probably be succeeded by the introduction of some other mode of superstition. Some deities of a more recent and fashionable cast might soon have occupied the deserted temples of Jupiter and Apollo, if, in the decisive moment, the wisdom of Providence had not interposed a genuine revelation, fitted to inspire the most rational esteem and conviction, whilst, at the same time, it was adorned with all that could attract the curiosity, the wonder, and the veneration of the people. In their actual disposition, as many were almost disengaged from their artificial prejudices, but equally susceptible and desirous of a devout attachment; an object much less deserving would have been sufficient to fill the vacant place in their hearts, and to gratify the uncertain eagerness of their passions. Those who are inclined to pursue this reflection, instead of viewing with astonishment the rapid progress of Christianity, will perhaps be surprised that its success was not still more rapid and still more universal.

Forgive me I hope you are feeling better. I am, thank you. Will you not sit down? In vain I have struggled. It will not do! My feelings will not be repressed. You must allow me to tell you how ardently I admire and love you. In declaring myself thus I'm fully aware that I will be going expressly against the wishes of my family, my friends, and, I hardly need add, my own better judgement. The relative situation of our families is such that any alliance between us must be regarded as a highly reprehensible connection. Indeed as a rational man I cannot but regard it as such myself, but it cannot be helped. Almost from the earliest moments of our acquaintance I have come to feel for you a passionate admiration and regard, which despite of my struggles, has overcome every rational objection. And I beg you, most fervently, to relieve my suffering and consent to be my wife. In such cases as these, I believe the established mode is to express a sense of obligation. But I cannot. I have never desired your good opinion, and you have certainly bestowed it most unwillingly. I'm sorry to cause pain to anyone, but it was most unconsciously done, and, I hope, will be of short duration. And this is all the reply I am to expect? I might wonder why, with so little effort at civility, I am rejected. And I might wonder why, with so evident a desire to offend and insult me you chose to tell me that you like me against your will, against your reason, and even against your character! Was this not some excuse for incivility if I was uncivil? I have every reason in the world to think ill of you. Do you think any consideration would tempt me to accept the man who has been the means of ruining the happiness of a most beloved sister? Can you deny that you have done it? I have no wish to deny it. I did everything in my power to separate my friend from your sister, and I rejoice in my success. Towards him I have been kinder than towards myself. But it's not merely that on which my dislike of you is founded. Long before it had taken place, my dislike of you was decided when I heard Mr Wickham's story of your dealings with him. How can you defend yourself on that subject? You take an eager interest in that gentleman's concerns! And of your infliction! You have reduced him to his present state of poverty, and yet you can treat his misfortunes with contempt and ridicule! And this is your opinion of me? My faults by this calculation are heavy indeed, but perhaps these offences might have been overlooked, had not your pride been hurt by the honest confession of the scruples that had long prevented my forming any serious design on you, had I concealed my struggles and flattered you. But disguise of every sort is my abhorrence. Nor am I ashamed of the feelings I related. They were natural and just could you expect me to rejoice in the inferiority of your connections? To congratulate myself on the hope of relations whose condition in life is so decidedly below my own? You are mistaken, Mr Darcy. The mode of your declaration merely spared me any concern I might have felt in refusing you had you behaved in a more gentleman-like manner. You could not have made me the offer of your hand in any possible way that would have tempted me to accept it. From the very beginning, your manners impressed me with the fullest belief of your arrogance, your conceit, and your selfish disdain for the feelings of others. I had known you a month before I felt you were the last man in the world whom I could ever marry! You have said quite enough, madam. I perfectly comprehend your feelings and now have only to be ashamed of what my own have been. Please forgive me for having taken up your time and accept my best wishes for your health and happiness. Forgive me. I hope you are feeling better. I am, thank you. Will you no

The goal was ambitious. Public interest was high. Experts were eager to contribute. Money was readily available. Armed with every ingredient for success, Samuel Pierpont Langley set out in the early 1900s to be the first man to pilot an airplane. Highly regarded, he was a senior officer at the Smithsonian Institution, a mathematics professor who had also worked at Harvard. His friends included some of the most powerful men in government and business, including Andrew Carnegie and Alexander Graham Bell. Langley was given a $50,000 grant from the War Department to fund his project, a tremendous amount of money for the time. He pulled together the best minds of the day, a veritable dream team of talent and know-how. Langley and his team used the finest materials, and the press followed him everywhere. People all over the country were riveted to the story, waiting to read that he had achieved his goal. With the team he had gathered and ample resources, his success was guaranteed. Or was it? A few hundred miles away, Wilbur and Orville Wright were working on their own flying machine. Their passion to fly was so intense that it inspired the enthusiasm and commitment of a dedicated group in their hometown of Dayton, Ohio. There was no funding for their venture. No government grants. No high-level connections. Not a single person on the team had an advanced degree or even a college education, not even Wilbur or Orville. But the team banded together in a humble bicycle shop and made their vision real. On December 17, 1903, a small group witnessed a man take flight for the first time in history. How did the Wright brothers succeed where a better-equipped, better-funded and better-educated team could not? It wasn’t luck. Both the Wright brothers and Langley were highly motivated. Both had a strong work ethic. Both had keen scientific minds. They were pursuing exactly the same goal, but only the Wright brothers were able to inspire those around them and truly lead their team to develop a technology that would change the world. Only the Wright brothers started with Why. 2.

One question is in the mind of every fledgling entrepreneur in the high-tech startups of Beijing’s Zhongguancun neighborhood, the fabrication hubs of Wenzhou, the industrial region of Dalian, and dozens of other Chinese business centers: “Why not me?” Success is all around them…. Young Chinese businesspeople are driven by materialistic desires, eager to “catch up” with the rest of the world, and almost giddy with a sense of multiplying opportunity. They have read Internet chronicles of the triumphs of Yahoo, Silicon Graphics, and Google. They see themselves as the creators of the world’s future Intels, Apples, and Microsofts, and some of them probably will be.

Picture a small South American dictatorship, weakened by economic stresses and a popular demand for more freedom, resulting from the existence of a laissez-faire society nearby. What would the dictator of such a country do if faced by a large and powerful insurance company and its defense service (or even a coalition of such companies) demanding that he remove all taxes, trade restrictions, and other economic aggressions from, say, a mining firm protected by the insurance company? If the dictator refuses the demand, he faces an armed confrontation which will surely oust him from his comfortable position of rule. His own people are restless and ready to revolt at any excuse. Other nations have their hands full with similar problems and are not eager to invite more trouble by supporting his little dictatorship. Besides this, the insurance company, which doesn’t recognize the validity of governments, has declared that in the event of aggression against its insured it will demand reparations payments, not from the country as a whole, but from every individual directly responsible for directing and carrying out the aggression. The dictator hesitates to take such an awful chance, and he knows that his officers and soldiers will be very reluctant to carry out his order. Even worse, he can’t arouse the populace against the insurance company by urging them to defend themselves—the insurance company poses no threat to them. A dictator in such a precarious position would be strongly tempted to give in to the insurance company’s demands in order to salvage what he could (as the managers of the insurance company were sure he would before they undertook the contract with the mining firm). But even giving in will not save the dictator’s government for long As soon as the insurance company can enforce noninterference with the mining company, it has created an enclave of free territory within the dictatorship. When it becomes evident that the insurance company can make good its offer of protection from the government, numerous businesses and individuals, both those from the laissez-faire society and citizens of the dictatorship, will rush to buy similar protection (a lucrative spurt of sales foreseen by the insurance company when it took its original action). At this point, it is only a matter of time until the government crumbles from lack of money and support, and the whole country becomes a free area. In this manner, the original laissez-faire society, as soon as its insurance companies and defense agencies became strong enough, would generate new laissez-faire societies in locations all over the world. These new free areas, as free trade made them economically stronger, would give liberty a tremendously broadened base from which to operate and would help prevent the possibility that freedom could be wiped out by a successful sneak attack against the original laissez-faire society. As the world-wide, interconnected free market thus formed became stronger and the governments of the world became more tyrannical and chaotic, it would be possible for insurance companies and defense agencies to create free enclaves within more and more nations, a sales opportunity which they would be quick to take advantage of.

Already embittered at being separated from loved ones, slaves on the frontier grew 'mean.' Planters, eager to get on with the work at hand, often countered the slaves' discontent by pressing them with greater force, only to find that slaves called their bet and then raised the stakes, resisting with still greater force. As the struggle escalated, planters discovered that even their best hands became unmanageable. One planter noted that his previously compliant slaves evinced 'a general disregard (with a few exceptions) of orders . . . and an unwillingness to be pressed hard at work.' In the face of festering anger, planters struggled to sustain the old order. Drawing on lessons of mastership that had been nearly two hundred years in the making on the North American mainland, planters instituted a familiar regime: they employed force freely and often; created invidious divisions among the slaves; and exacted exemplary punishments for the smallest infraction. If they sometimes extended the carrot of privilege, the stick was never far behind. The results were violent and bloody, as slave masters made it clear that slaves, by definition, had no rights they need respect. The plantation did not just happen; it had to be made to happen. Planter authority did not transplant easily. Relations between masters and slaves teetered toward anarchy on the cotton frontier. In some places, negotiations between owners and owned became little more than hard words and angry threats. Rumors of rebellion seemed to be everywhere. 'Scarcely a day passes,' observed Mississippi's territorial governor in 1812, 'without my receiving some information relative to the designs of those people to insurrect.' While few rebelled, some joined gangs of bandits and outlaws who resided in the middle ground between the westward-moving planters and the retreating Indians. On the plantations, slave masters saw sabotage everywhere - in broken tools, maimed animals, and burned barns. Slaves regularly took flight to the woods, and a few, eager to regain the world they had lost, tried to retrace their steps to Virginia or the Carolinas. It was a doubtful enterprise, and success was rare. Recaptured, they faced an even grimmer reality than before.

Put it this way: The corporate clients paying for those failures at IDEO aren’t hovering over the designers’ shoulders to watch the failures unfold. By the time the project is delivered to its eager customer, it’s poised for success. This is part of the risk-mitigation strategy of any successful innovation department.

1. Opportunity. What is the best opportunity for a new entrepreneur to build a successful business? Why is now the time to do it? How does the new landscape of e-commerce and social media create an environment of opportunity? And how do you fit into it all? You will discover why now is the perfect time to create your pie, and why there are others who are ready and willing to buy a slice. 2. Mindset. There’s a reason not every wantrepreneur becomes a successful entrepreneur, and psychology is a big piece of the puzzle. I’ll take you through the development of the right mindset to take a business from zero to one million in a year. 3. Getting customers. A million-dollar business doesn’t start with a product; it starts with a person. Your first step in building your business must be identifying your customer, and then answering his or her need. This builds a real brand, not just a revenue stream. If you get this piece right, you will have droves of repeat buyers who will eagerly “overpay” for your products, thank you for it, and tell all of their friends about you. 4. Product. Choosing your first product will be the biggest hurdle you face. It will take research, patience, and determination. Most importantly, it will require listening to what your customer is saying. I’ll take you through the whole process, from ideation to prototyping and refinement, helping you clear this hurdle in no time flat. 5. Funding. Sure, you’ve got a great product, and you know to whom you’re selling—but how do you fund your inventory? Here’s how to bootstrap, borrow, and build your way to a self-sustaining revenue machine, without stressing about money. 6. Stacking the deck. How do you nearly guarantee that your first product is successful, right out of the gate? Once you’ve decided what business you’re in, we will work to ensure that you don’t get stuck holding a product no one wants; this is where you stack the deck so your launch day is set up to blast off. 7. Launch. Your first product is ready to launch. What do you do now? Do you just let it ride? No. Here’s where building relationships and a few strategic marketing tips will take your business from a single product to a world-class brand, as we cover what you need to do to reach the key growth point of twenty-five sales per day.

campaign. But there was a nervous, unformed quality about him, as if he were a student who’d done the coursework and was eager to impress the teacher but deep down lacked either the aptitude or the passion to master the subject. As it was getting late, I noticed Singh fighting off sleep, lifting his glass every so often to wake himself up with a sip of water. I signaled to Michelle that it was time to say our goodbyes. The prime minister and his wife walked us to our car. In the dim light, he looked frail, older than his seventy-eight years, and as we drove off I wondered what would happen when he left office. Would the baton be successfully passed to Rahul, fulfilling the destiny laid out by his mother and preserving the Congress Party’s dominance over the divisive nationalism touted by the BJP?

Quite by accident, I discovered that the quickest way over this hurdle was to eschew any attempt to remind my successful friends that they’d also been lucky. If I instead simply asked whether they could recall examples of lucky breaks they’d enjoyed along their paths to the top, they didn’t react angrily or defensively at all. Instead, their eyes lit up as they scanned their memories for relevant examples. And when they dredged one up, they were eager to tell me about it. The process of recounting it would often kindle the memory of another example, which they also eagerly described. In many cases, they then wanted to discuss possible investments government might undertake to spur progress going forward.

Effort sowed; success reaped. Now, venture forth fearlessly, for the world eagerly awaits your ingenuity.

Meanwhile, our politicians, global corporations, and money changers have redefined the American Dream. Many of us grew up not even knowing that we were considered "poor," but now it seems that no one can stand the thought of not being rich. Politicians and the media told us that America is about having the most stuff, the nicest cars, and the biggest homes. Almost everyone, it seemed, was in it for themselves. Compassion, we were told, was a victim of capitalism. We should now see that for the lie it is. Compassion and capitalism go hand in hand, but compassion does not go with what these people are really promoting: greed. . . . In short, politicians promised us a new, easier way to success and happiness---and many of us too eagerly embraced and promoted it. . . . There are no shortcuts in achieving and living the American Dream. It takes hard work, relentless dedication to your core principles and values, and, above all, patience.

Hire the right people. “We will continue to focus on hiring and retaining versatile and talented employees,” he wrote in an early shareholder letter. Compensation, especially early on, was heavily weighted to stock options rather than cash. “We know our success will be largely affected by our ability to attract and retain a motivated employee base, each of whom must think like, and therefore must actually be, an owner.” There are three criteria he instructs managers to consider when they are hiring: Will you admire this person? Will this person raise the average level of effectiveness of the group he or she is entering? Along what dimension might this person be a superstar? It’s never been easy to work at Amazon. When Bezos interviews people, he warns them, “You can work long, hard, or smart, but at Amazon.com you can’t choose two out of three.” Bezos makes no apologies. “We are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about,” he says. “Such things aren’t meant to be easy. We are incredibly fortunate to have this group of dedicated employees whose sacrifices and passion build Amazon.com.” These lessons remind me of the way Steve Jobs operated. Sometimes such a style can be crushing, and to some people it may feel tough or even cruel. But it also can lead to the creation of grand, new innovations and companies that change the way we live. Bezos has done all of this. But he still has many chapters to write in his story. He has always been public spirited, but I suspect in the coming years he will do more with philanthropy. Just as Bill Gates’s parents led him into such endeavors, Jackie and Mike Bezos have been models for Bezos as he focuses on missions such as providing great early-childhood education to all kids. I am also confident that he has at least one more major leap to make. I suspect that he will be—and is, indeed, eager to be—one of the first private citizens to blast himself into space. As he told his high school graduating class back in 1982, “Space, the final frontier, meet me there!

If you yearn for success, you must be ready to work, eager to work hard, and to see that work through to its completion

Research on launching new businesses and products shows that—at best—the so-called first-mover advantage is a dangerous half-truth. When markets are treacherous and uncertainty is high, first movers often flounder because consumers aren’t ready for their ideas or are put off by crummy early offerings. Companies that launch their products or services later end up as winners, in part, because they learn from the fatal missteps of eager early movers. Amazon was not the first online bookstore; the defunct Books.com and Interloc were among the earlier entrants. Netscape, the first commercially successful Web browser, was launched years before Google. Myspace was a successful social networking service before Facebook. Couchsurfing was founded before Airbnb. Being first is risky when smart fast followers can learn from your troubles and pass you

However, one aspect is common to all successful innovations—they solve problems. That may seem obvious, but understanding the kind of problem a new product solves can be a topic of much debate. “Are you building a vitamin or painkiller?” is a common, almost clichéd question many investors ask founders eager to cash their first venture capital check. The correct answer, from the perspective of most investors, is the latter: a painkiller. Likewise, innovators in companies big and small are constantly asked to prove their idea is important enough to merit the time and money needed to build it. Gatekeepers such as investors and managers want to invest in solving real problems or meeting immediate needs by backing painkillers. Painkillers solve an obvious need, relieving a specific pain, and often have quantifiable markets.

within the context of the wider collective victory of the Haitian Revolution, so the tragedy of Toussaint Louverture paradoxically ends with an act representative of a certain vindication of Enlightenment values, one achieved by the slaves themselves. That it falls to Dessalines to lead this final struggle suggests that, as Paul B. Miller notes, "his resolve to declare Haiti independent qualifies him to a certain extent as more enlightened than Toussaint, more eager to throw off the yoke of arbitrary and tyrannical authority. Dessalines merely embodies the same paradox as Toussaint, though now inverted: emancipation achieved through barbarous autonomy rather than civilized tutelage."59

Many readers were intrigued by my success story of becoming a bestselling writer in my seventies, post-retirement, and eager to get some personal insights into the ethos of my work: having fun and ageing well. So one of the questions I most often get is, ‘How come you managed to have so much fun?’ And my answer is always the same: ‘When did I ever say I had fun? I said I want to have fun.

Do you rise from bed with gusto—eager to take on new projects and meet new challenges? Or, do you close your eyes in sorrow—sickened by the thought of spending yet another day at the office? If your answer to this question was more akin to the latter response, then perhaps you haven’t found your Ikigai yet.

He believed,” recalled Kolb, “that American society, in its tail-finned post-war boom of success, was in danger of getting it all wrong. His strictures—on materialism, television, spectator sports, celebrities, conspicuous consumption, Miss America contests, fraternities and sororities, political platitudes, journalistic distortion, and deceptive advertising—were brought home intact by youngsters eager to twit to their parents and caused many an uproar around Wellesley dinner tables.

In contemporary Christianity the language is anything but slave terminology.14 It is about success, health, wealth, prosperity, and the pursuit of happiness. We often hear that God loves people unconditionally and wants them to be all they want to be. He wants to fulfill every desire, hope, and dream. Personal ambition, personal fulfillment, personal gratification—these have all become part of the language of evangelical Christianity—and part of what it means to have a “personal relationship with Jesus Christ.” Instead of teaching the New Testament gospel—where sinners are called to submit to Christ—the contemporary message is exactly the opposite: Jesus is here to fulfill all your wishes. Likening Him to a personal assistant or a personal trainer, many churchgoers speak of a personal Savior who is eager to do their bidding and help them in their quest for self-satisfaction or individual accomplishment. The New Testament understanding of the believer’s relationship to Christ could not be more opposite. He is the Master and Owner. We are His possession. He is the King, the Lord, and the Son of God. We are His subjects and His subordinates. In a word, we are His slaves.

Here, unfortunately, is where Christians have succumbed to the fairy-tale syndrome of our society. It is a particular problem for young, single women. Many a young woman feels that if God wants her to be married, He will drop a marriage partner out of heaven on a parachute or will bring some Prince Charming riding up to her doorstep on a great white horse. One excruciating problem faced by single women—more so in past generations than today—is caused by the unwritten rule of our society that allows men the freedom actively to pursue a marriage partner while women are considered loose if they actively pursue a prospective husband. No biblical rule says that a woman eager to be married should be passive. There is nothing that prohibits her from actively seeking a suitable mate. On numerous occasions, I’ve had the task of counseling single women who insisted at the beginning of the interview that they had no desire to be married but simply wanted to work out the dimensions of the celibacy they believed God had imposed on them. After a few questions and answers, the scenario usually repeats itself: the young woman begins to weep and blurts out, “But I really want to get married.” When I suggest that there are wise steps that she can take to find a husband, her eyes light up in astonishment as if I had just given her permission to do the forbidden. I have broken a taboo. Wisdom requires that the search be done with discretion and determination. Those seeking a life partner need to do certain obvious things, such as going where other single people congregate. They need to be involved in activities that will bring them in close communication with other single Christians. In the Old Testament, Jacob made an arduous journey to his homeland to find a suitable marriage partner. He did not wait for God to deliver him a life partner. He went where the opportunity presented itself to find a marriage partner. But the fact that he was a man does not imply that such a procedure is limited to males. Women in our society have exactly the same freedom to pursue a mate by diligent search. What Do I Want in a Marriage Partner? A myth has arisen within the Christian community that marriage is to be a union between two people committed to the principle of selfless love. Selfless love is viewed as being crucial for the success of a marriage. This myth is based on the valid concept that selfishness is often at the root of disharmony and disintegration in marriage relationships. The biblical concept of love says no to acts of selfishness within marital and other human relationships. However, the remedy for selfishness is nowhere to be found in selflessness. The

In the end, it’s all about the eagerness of your soul to grow through its journey in human flesh.

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

John Burroughs beautifully expresses this in his poem “Waiting”: Serene, I fold my hands and wait, Nor care for wind, nor tide, nor sea; I rave no more 'gainst time or fate, For, lo! my own shall come to me. I stay my haste, I make delays, For what avails this eager pace? I stand amid the eternal ways, And what is mine shall know my face. Asleep, awake, by night or day, The friends I seek are seeking me; No wind can drive my bark astray, Nor change the tide of destiny. What matter if I stand alone? I wait with joy the coming years; My heart shall reap where it hath sown, And garner up its fruit of tears. The waters know their own and draw The brook that springs in yonder height; So flows the good with equal law Unto the soul of pure delight. The stars come nightly to the sky; The tidal wave unto the sea; Nor time, nor space, nor deep, nor high, Can keep my own away from me.

Dr. Adam Grant, professor of organizational psychology at the Wharton School of the University of Pennsylvania, says this is because J. J. Abrams is “a giver,” a rarity in an industry full of takers. No good TV show or film is made by one person, but whereas Hollywood bigshots are known for being credit-hogs, J. J. Abrams is a fantastic collaborator. Grant would know. He wrote the book on the subject. In his bestseller, Give and Take, he presents rigorous research showing that a disproportionate number of the most successful people in a given industry are extremely generous. From medical students to engineers to salespeople, his studies find givers at the top of the ladder. “Being a giver doesn’t require extraordinary acts of sacrifice,” Grant writes in Give and Take. “It just involves a focus on acting in the interests of others, such as by giving help, providing mentoring, sharing credit, or making connections for others.” Abrams is known, acquaintances tell me, for his kindness and lack of ego, in addition to his penchant for mystery. That’s how he attracts the best people to his staff. And that’s how he’s managed to climb so far so fast.* Staffers with whom I e-mailed and met at the “typewriter shop” were eager to keep Abrams away from me because, according to his reputation, he’d probably spend way too much time helping this shaggy-haired writer out when he ought to be, you know, filming Star Wars. Initially, Abrams helped out better-connected people than himself, and doing so helped him superconnect. But once he was the superconnector, he still helped people. That’s how to tell if someone is a giver, or a taker in giver’s clothing. “If you do it only to succeed,” Grant says, in the long run, “it probably won’t work.

A man who is not eager to help others has no chance to be a success.

Brunetti asked, surprised how painful he still found the thought of his mother. He had tried for the last year, with singular lack of success, to tell himself that his mother, that bright-spirited woman who had raised them and loved them with unqualified devotion, had moved off to some other place, where she waited, still quick witted and eager to smile, for that befuddled shell that was her body to come and join her so that they could drift off together to a final peace.

If you see success as a race, then you will start eagerly with enthusiasm and passion with the hope of finishing quickly but there is much more to your success journey than your duration and speed.

– Her Design was once more to engage him, to hear him sigh, to see him languish, to feel the strenuous Pressures of his eager Arms, to be compelled, to be sweetly forc’d to what she wished with equal Ardour, was what she wanted, and what she had form’d a Stratagem to obtain, in which she promis’d herself Success. SHE

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available to them, generally display a refreshing enthusiasm and eagerness about learning. Learning isn’t a chore, they’ve discovered, it’s a by-product of engaging in activity with a fresh, eager, hungry mind. If we can bend our own thinking processes far enough to give play its rightful due, we could call creativity the play of the mind.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

Maury and I spent more than one month in Pakistan, talking with AID personnel and their Pakistani counterparts and learning about the conduct of the projects over the six-year period. Most importantly, we focused on the dialogue between senior U.S. embassy and mission personnel and those in the Pakistani government responsible for economic policy formulation. One day, he and I were asked to attend a “brown bag luncheon” with the senior mission staff. The idea was to be totally informal, put our feet on the desks and just chat about our impressions. Everyone was eager to learn what Maury thought about the program. Three important things emerged for me out of that discussion. 1. The mission director explained that he had held some very successful consultations and brainstorming sessions with senior Pakistani government leaders. He said the Pakistanis were open to his ideas for needed reform, listened carefully and took extensive notes during these meetings. Although there had been little concrete action to implement these recommendations to date, he was confident they were seriously considering them. Maury smiled and responded, “Yeah. They used to jerk me around the same way when I was in your position. The Paks are masters at that game. They know how to make you feel good. I doubt that they are serious. This is a government of inaction.” The mission director was crestfallen. 2. Then the program officer asked what Maury thought about the mix of projects that had been selected by the government of Pakistan and the mission for inclusion in the program for funding. Maury responded that the projects selected were “old friends” of his. He too, had focused on the same areas i.e. agriculture, health, and power generation and supply. That said, the development problems had not gone away. He gave the new program credit for identifying the same obstacles to economic development that had existed twenty years earlier. 3. Finally, the mission director asked Maury for his impressions of any major changes he sensed had occurred in Pakistan since his departure. Maury thought about that for a while. Then he offered perhaps the most prescient observation of the entire review. He said, when he served in Pakistan in the 1960s, he had found that the educated Pakistani visualized himself and his society as being an important part of the South-Asian subcontinent. “Today” he said, “after having lost East Pakistan, they seem to perceive themselves as being the eastern anchor of the Middle-East.” One wonders whether the Indian government understands this significant shift in its neighbor’s outlook and how important it is to work to reverse that world view among the Pakistanis for India’s own security andwell-being.

Yesterday afternoon I took from amongst my books a novel of Rupert Orange, and as I turned over the leaves, I fell to pondering how difficult it is to obtain any of his works to-day, while but a few years ago all the world was reading them; and to lose myself in amaze at our former rapturous and enthusiastic admiration of his literary art, his wit, his pathos. For in truth his art is a very tawdry art to my present liking; his wit is rather stale, his pathos a little vulgar. And the charm has likewise gone out of his poetry: even his 'Chaunt of the Storm-Witch,' which we were used to think so melodious and sonorous, now fails to please. To explain the precise effect which his poetry has upon me now, I am forced to resort to a somewhat unhappy figure; I am forced to say that his poetry has an effect on me like sifted ashes! I cannot in the least explain this figure; and if it fails to convey any idea to the reader, I am afraid the failure must be set down to my clumsy writing. And yet what praise we all bestowed on these works of Rupert Orange! How eagerly we watched for them to appear; how we prized them; with what zeal we studied the newspapers for details of his interesting and successful life! ("The Bargain of Rupert Orange")