Effective Management Quotes

Start with the end in mind.

I heard the man and woman cry a warning as I frantically racked my brain for some sort of throat-repairing spell, which I was clearly about to need. Of course the only words that I actually managed to yell at the werewolf as he ran at me were, 'BAD DOG!' Then, out of the corner of my eye, I caught a flash of blue light on my left. Suddenly, the werewolf seemed to smack into an invisible wall just inches in front of me.... "You know," someone said off to my left, "I usually find a blocking spell to be a lot more effective than yelling 'Bad dog,' but maybe that's just me.

How different our lives are when we really know what is deeply important to us, and keeping that picture in mind, we manage ourselves each day to be and to do what really matters most.

Effective leadership is putting first things first. Effective management is discipline, carrying it out

Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.

Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.

People who violate your boundaries are thieves. They steal time that doesn’t belong to them.

Securing funds is the first step but managing those funds efficiently and effectively is the most crucial step for your business’ survival as well as growth.

Management is doing things right; leadership is doing the right things.

People who smile,” he said, “tend to manage, teach and sell more effectively, and to raise happier children.

Why was is that the Light acted through lies, and the Darkness acted though the truth? Why was is that our truth proved powerless, but lies were effective? And why was the Darkness able to manage perfectly well with truth in order to do Evil?

Maxim 35: That which does not kill us has made a tactical error. -The Seventy Maxims of Maximally Effective Mercenaries

The Tone is the Message.

There are only two ways to influence human behavior: you can manipulate it or you can inspire it. Very few people or companies can clearly articulate WHY they do WHAT they do. By WHY I mean your purpose, cause or belief - WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? People don’t buy WHAT you do, they buy WHY you do it. We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. For values or guiding principles to be truly effective they have to be verbs. It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea - we have a clear idea of how to act in any situation. Happy employees ensure happy customers. And happy customers ensure happy shareholders—in that order. Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to. You don’t hire for skills, you hire for attitude. You can always teach skills. Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left. Trust is maintained when values and beliefs are actively managed. If companies do not actively work to keep clarity, discipline and consistency in balance, then trust starts to break down. All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

Effective managers,” he thought, “manage themselves and the people they work with so that both the organization and the people profit from their presence.

The machine-like behavior of people chained to electronics constitutes a degradation of their well-being and of their dignity which, for most people in the long run, becomes intolerable. Observations of the sickening effect of programmed environments show that people in them become indolent, impotent, narcissistic and apolitical. The political process breaks down because people cease to be able to govern themselves; they demand to be managed.

And it was funny. The silence of him had a bizarre effect on her. Normally, she was the quiet one in situations, preferring to keep her own council and not share her thoughts on anything. But with John's mute presence, she felt curiously compelled to talk. "I'm stuffed," she said, lying back against the pillows. As he cocked a brow and lifted the last Danish, she shook her head. "God...no. I couldn't manage another thing." And it was only then that he began to eat. "You waited for me ?" she said, frowning. When he ducked her gaze and shrugged, she cursed softly. " You didn't have to." Another shrug. As she watched him, she murmured, "You have beautiful table manners." His blush was the color of Valentine's Day and she had to tell her heart to calm the fuck down as it started to beat fast.

You can’t sell it outside if you can’t sell it inside.

I have managed to conceal my madness fairly effectively, and as far as I know it hasn't hurt anybody badly, for which I am grateful.

Effective people know when to stop assessing and make a tough call, even without total information. Little is worse than a manager who can’t cut bait.

If you commit to giving more time than you have to spend, you will constantly be running from time debt collectors.

When he was kidnapped by the Iron King and taken into the Nevernever, she didn’t hesitate to go after him. And she didn’t stop there. When her magic was sealed by Mab, leaving her defenseless in the Winter Court, she somehow managed to survive, even when she thought you had turned on her. When the Scepter of the Seasons was stolen by the Iron fey, she went after it, despite having no magic and no weapon with which to defend herself. And when the courts asked her to destroy the false king, she accepted, even though the Summer and Iron glamours within her were making her sick, and she couldn’t use either of them effectively. She still went into the Iron Kingdom to face a tyrant she didn’t know if she could overcome. “Now,” Ariella finished, turning toward me, “do you still believe humans are weak?

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

Time Progression: Wasting >>Spending >> Managing >> Investing

Your role as a manager is not to do the work yourself, even if you are the best at it, because that will only take you so far. Your role is to improve the purpose, people, and process of your team to get as high a multiplier effect on your collective outcome as you can.

Thank you. Since we decided a few weeks ago to adopt the leaf as legal tender, we have, of course, all become immensely rich. [...] "But we have also," continued the management consultant, "run into a small inflation problem on account of the high level of leaf availability, which means that, I gather, the current going rate has something like three deciduous forests buying on ship's peanut." [...] "So in order to obviate this problem," he continued, "and effectively revalue the leaf, we are about to embark on a massive defoliation campaign, and...er, burn down all the forests. I think you'll all agree that's a sensible move under the circumstances.

A well-managed factory is boring. Nothing exciting happens in it because the crises have been anticipated and have been converted into routine.

The "non-profit" institution neither supplies goods or services not controls. Its "product" is neither a pair of shoes nor an effective regulation. Its product is a changed human being. The non-profit institutions are human-change agents. Their "product" is a cured patient, a child that learns, a young man or woman grown into a self-respecting adult; a changed human life altogether.

Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders

Aru glared. 'Well, you swim in your own toilet!' The fish did not have an eyebrow to raise villainously. But its tone managed the effect well enough, 'And you'll never know when I use the ocean as a toilet. Enjoy the mystery.' It flapped its tail and swam off.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

Time is the ultimate democracy. Rich and poor, young and old, male and female: all have 24 hours in a day and 7 days in a week.

The pace and ability at which an organization is able to effectively innovate will be the determining factor of competitiveness in the future. The future is now.

For this reason the gentleman will employ a man on a distant mission and observe his degree of loyalty, will employ him close at hand and observe his degree of respect. He will hand him troublesome affairs and observe how well he manages them, will suddenly ask his advice and observe how wisely he answers. He will exact some difficult promise from him and see how well he keeps it, turn over funds to him and see with what benevolence he dispenses them, inform him of the danger he is in and note how faithful he is to his duties. He will get him drunk with wine and observe how well he handles himself, place him in mixed company and see what effect beauty has upon him. By applying these nine tests, you may determine who is the unworthy man.

Because it is occasionally possible, just for brief moments, to find the words that will unlock the doors of all those many mansions inside the head and express something - perhaps not much, just something - of the crush of information that presses in on us from the way a crow flies over and the way a man walks and the look of a street and from what we did one day a dozen years ago. Words that will express something of the deep complexity that makes us precisely the way we are, from the momentary effect of the barometer to the force that created men distinct from trees. Something of the inaudible music that moves us along in our bodies from moment to moment like water in a river. Something of the spirit of the snowflake in the water of the river. Something of the duplicity and the relativity and the merely fleeting quality of all this. Something of the almighty importance of it and something of the utter meaninglessness. And when words can manage something of this, and manage it in a moment, of time, and in that same moment, make out of it all the vital signature of a human being - not of an atom, or of a geometrical diagram, or of a heap of lenses - but a human being, we call it poetry.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

The first step to solving any problem is to accept one’s own accountability for creating it.

Work/life balance is not about escaping work. It’s about living exactly the way you want to when you’re at work.

If you can't manage yourself, you can't manage your time. Discipline and self-control are what get you on track to execute your plans by managing your time effectively!

Effective consulting is about gathering and presenting actionable data, and helping businesses solve problems, implement solutions, and innovate.

Effective anticipatory governance is not possible without leadership teams and boards appreciating the range of potential responses to the respective levels of uncertainty.

I have a plan, and I’m following it. I can focus on doing what is within my control, and I don’t need to be afraid of the results.

Reality always wins.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

True leaders live their values everywhere, not just in the workplace.

Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change

Effective decision-making can be seen as an optimal link between memory of the past, ground-realities of the present and insights of the future.

If we hope to become effective and successful in life, ministry, and especially marriage, we have to learn to be good managers. Stewardship means being accountable to God for every resource under our care. Effective managers do more than simply keep things running; they add value to everything they have responsibility over. Under a good manager, resources will appreciate in value.

People submit too easily to change from others. And yet, for some reason, whenever they consider changing themselves, the focus is always on what they are giving up, never what they are about to gain

Trust me. If you do not decide where you are heading, and refuse to take the appropriate action, you will end up being shaped into what others would have you become. Then any change will not be made for your benefit but for theirs.

The art of effective listening is essential to clear communication, and clear communication is necessary to management success.

We can transition from being victims of the human condition to becoming secure, sound, effective managers of our world

It’s OK to be a big feeler. You don’t need to learn to ‘feel less’, but rather how to effectively manage feeling

Time is not a means to keep or prove your worth in the world, but a means to experience the richness of all that is.

Slavery ended in medieval Europe only because the church extended its sacraments to all slaves and then managed to impose a ban on the enslavement of Christians (and of Jews). Within the context of medieval Europe, that prohibition was effectively a rule of universal abolition.

We want to be clear: The skills we [teach] you for managing your emotions and controlling your urges to self-harm will never be quite as effective or satisfying as self-harm in the short run.

Gallup found that the key drivers of productivity for employees include whether they feel cared for by a supervisor or someone at work; whether they have received recognition or praise during the past seven days; and whether someone at work regularly encourages their development. Put another way, the ability to communicate consistently positive energy lies at the heart of effective management.

...they knew each other as much as they knew themselves, and their intimacy, rather like too many suitcases, was a matter of perpetual concern; together they moved slowly, clumsily, effecting lugubrious compromises, attending to delicate shifts of mood, repairing breaches. As individuals they didn't easily take offense; but together they managed to offend each other in surprising, unexpected ways; then the offender - it had happened twice since their arrival - became irritated by the cloying susceptibilities of the other, and they would continue to explore the twisting alleyways and sudden squares in silence, and with each step the city would recede as they locked tighter into each other's presence.

Effective people lead their lives and manage their relationships around principles; ineffective people attempt to manage their time around priorities and their tasks around goals. Think effectiveness with people; efficiency with things.

No one is responsible for what he is nor even for what he does. This is obvious and everyone more or less agrees that it is so. Then why celebrate or denigrate? Because to exist is to evaluate, to emit judgments, and because abstention, when it is not the effect of apathy or cowardice, requires an effort no one manages to make.

During the time of stress, the “fight-or-flight” response is on and the self-repair mechanism is disabled. It is then when we say that the immunity of the body goes down and the body is exposed to the risk for disease. Meditation activates relaxation, when the sympathetic nervous system is turned off and the parasympathetic nervous system is turned on, and natural healing starts.

By definition, of course, we believe the person with a stigma is not quite human. On this assumption we exercise varieties of discrimination, through which we effectively, if often unthinkingly, reduce his life chances. We construct a stigma-theory, an ideology to explain his inferiority and account for the danger he represents, sometimes rationalizing an animosity based on other differences, such as those of social class.

Annabelle, what happened to you?” Lillian asked the next morning. “You look dreadful. Why aren’t you wearing your riding habit? I thought you were going to try out the jumping course this morning. And why did you disappear so suddenly last night? It’s not like you to simply vanish without saying—” “I didn’t have a choice in the matter,” Annabelle said testily, folding her fingers around the delicate bowl of a porcelain teacup. Looking pale and exhausted, her blue eyes ringed with dark shadows, she swallowed a mouthful of heavily sweetened tea before continuing. “It was that blasted perfume of yours—as soon as he caught one whiff of it, he went berserk.” Shocked, Lillian tried to take in the information, her stomach plummeting. “It… it had an effect on Westcliff, then?” she managed to ask. “Good Lord, not Lord Westcliff.” Annabelle rubbed her weary eyes. “He couldn’t have cared less what I smelled like. It was my husband who went completely mad. After he caught the scent of that stuff, he dragged me up to our room and…well, suffice it to say, Mr. Hunt kept me awake all night. All night ,” she repeated in sullen emphasis, and drank deeply of the tea. “Doing what?” Daisy asked blankly. Lillian, who was feeling a rush of relief that Lord Westcliff had not been attracted to Annabelle while she was wearing the perfume, gave her younger sister a derisive glance. “What do you think they were doing? Playing a few hands of Find-the-Lady?

At cocktail parties, I played the part of a successful businessman's wife to perfection. I smiled, I made polite chit-chat, and I dressed the part. Denial and rationalization were two of my most effective tools in working my way through our social obligations. I believed that playing the roles of wife and mother were the least I could do to help support Tom's career. During the day, I was a puzzle with innumerable pieces. One piece made my family a nourishing breakfast. Another piece ferried the kids to school and to soccer practice. A third piece managed to trip to the grocery store. There was also a piece that wanted to sleep for eighteen hours a day and the piece that woke up shaking from yet another nightmare. And there was the piece that attended business functions and actually fooled people into thinking I might have something constructive to offer. I was a circus performer traversing the tightwire, and I could fall off into a vortex devoid of reality at any moment. There was, and had been for a very long time, an intense sense of despair. A self-deprecating voice inside told me I had no chance of getting better. I lived in an emotional black hole. p20-21, talking about dissociative identity disorder (formerly multiple personality disorder).

For a torture to be effective, the pain has to be spread out; it has to come at regular intervals, with no end in sight. The water falls , drop after drop after drop, like the second hand of a watch, carving up time. The shock of each individual drop is insignificant, but the sensation is impossible to ignore. At first, one might manage to think about other things, but after five hours, after ten hours, it becomes unendurable. The repeated stimulation excites the nerves to a point where they literally explode, and every sensation in the body is absorbed into that one spot on the forehead---indeed, you come to feel that you are nothing but a forehead, into which a fine needle is being forced millimeter by millimeter. You can’t sleep or even speak, hypnotized by a suffering that is greater than any mere pain. In general, the victim goes mad before a day has passed.

Once upon a time there was a mother who, in order to become a mother, had agreed to change her name; who set herself the task of falling in love with her husband bit-by-bit, but who could n ever manage to love one part, the part, curiously enough, which made possible her motherhood; whose feet were hobbled by verrucas and whose shoulders were stooped beneath the accumulating guilts of the world; whose husband's unlovable organ failed to recover from the effects of a freeze; and who, like her husband, finally succumbed to the mysteries of telephones, spending long minutes listening to the words of wrong-number callers . . . shortly after my tenth birthday (when I had recovered from the fever which has recently returned to plague me after an interval of nearly twenty-one years), Amina Sinai resumed her recent practice of leaving suddenly, and always immediately after a wrong number, on urgent shopping trips.

In a bravura demonstration of stonewalling, righteousness, and hurt sincerity, Steve Jobs successfully took to the stage the other day to deny the problem, dismiss the criticism, and spread the blame among other smartphone makers,” Michael Wolff of newser.com wrote. “This is a level of modern marketing, corporate spin, and crisis management about which you can only ask with stupefied incredulity and awe: How do they get away with it? Or, more accurately, how does he get away with it?” Wolff attributed it to Jobs’s mesmerizing effect as “the last charismatic individual.” Other CEOs would be offering abject apologies and swallowing massive recalls, but Jobs didn’t have to. “The grim, skeletal appearance, the absolutism, the ecclesiastical bearing, the sense of his relationship with the sacred, really works, and, in this instance, allows him the privilege of magisterially deciding what is meaningful and what is trivial.

Many families are managed on the basis of crises, moods, quick fixes, and instant gratification—not on sound principles. Symptoms surface whenever stress and pressure mount: people become cynical, critical, or silent or they start yelling and overreacting. Children who observe these kinds of behavior grow up thinking the only way to solve problems is flight or fight.

We have a genuine and devastating epidemic of opiate abuse in this country, and it is of critical importance that this problem be addressed. But we must do so in a way that doesn’t cut off an effective (and often the only) treatment for the chronically ill, many of whom are able to function in this world at all only because of the small respite that responsible opiate use provides.

The essential fact which emerges ... is that the three smallest and most active reservoirs ( of carbon in the global carbon cycle), the atmosphere, the plants and the soil, are all of roughly the same size. This means that large human disturbance of any one of these reservoirs will have large effects on all three. We cannot hope either to understand or to manage the carbon in the atmosphere unless we understand and manage the trees and the soil too.

Rules and consequences are not the best tools for classroom management. Giving students goals and rewards is more effective. It’s about putting systems in place that actively incentivize good behavior and passively decentivize bad behavior. In this way, as a teacher you can spend less time on managing behaviors and more time on educating and leading.

If," ["the management consultant"] said tersely, “we could for a moment move on to the subject of fiscal policy. . .” “Fiscal policy!" whooped Ford Prefect. “Fiscal policy!" The management consultant gave him a look that only a lungfish could have copied. “Fiscal policy. . .” he repeated, “that is what I said.” “How can you have money,” demanded Ford, “if none of you actually produces anything? It doesn't grow on trees you know.” “If you would allow me to continue.. .” Ford nodded dejectedly. “Thank you. Since we decided a few weeks ago to adopt the leaf as legal tender, we have, of course, all become immensely rich.” Ford stared in disbelief at the crowd who were murmuring appreciatively at this and greedily fingering the wads of leaves with which their track suits were stuffed. “But we have also,” continued the management consultant, “run into a small inflation problem on account of the high level of leaf availability, which means that, I gather, the current going rate has something like three deciduous forests buying one ship’s peanut." Murmurs of alarm came from the crowd. The management consultant waved them down. “So in order to obviate this problem,” he continued, “and effectively revalue the leaf, we are about to embark on a massive defoliation campaign, and. . .er, burn down all the forests. I think you'll all agree that's a sensible move under the circumstances." The crowd seemed a little uncertain about this for a second or two until someone pointed out how much this would increase the value of the leaves in their pockets whereupon they let out whoops of delight and gave the management consultant a standing ovation. The accountants among them looked forward to a profitable autumn aloft and it got an appreciative round from the crowd.

In business and in all of life, a major part of effective crisis management is acknowledging the existence of the bad things that are happening. Once you have that acceptance, you can begin to strategize step by step how to manage the crisis and emerge from the crisis into a more favorable reality. But if you pretend like the bad things aren't happening, they magnify the crisis.

I managed to ask a question that had been burning inside me. “Do you still love her? Rose?” Along with not knowing what it felt like to be in love, I also didn’t know how long it took to recover from love. Adrian’s smile faded. His gaze turned inward. “Yes. No. It’s hard to get over someone like that. She had a huge effect on me, both good and bad. That’s hard to move past. I try not to think about her much in terms of love and hate. Mostly I’m trying to get on with my life. With mixed results, unfortunately.

I may not have known much about pregnancies but I knew that you couldn’t have a son or a daughter without actually doing it first. The priests at school had once muttered something to the effect that when a mummy and a daddy loved each other very much, they lay close together and the Holy Spirit descended upon them to create the miracle of new life. (Charles, in his one attempt at a man-to-man talk with me, had put it rather differently. ‘Get her kit off,’ he said. ‘Play with her tits a bit, because the ladies love that. Then just stick your cock in her pussy and ram it in and out a bit. Don’t hang around too long in there – it’s not a bloody train station. Just do your business and get on with your day.’ It’s no wonder he managed to secure so many wives, the old romantic.) I

The reason rituals are so effective at helping us manage our inner voices is that they’re a chatter-reducing cocktail that influences us through several avenues. For one, they direct our attention away from what’s bothering us; the demands they place on working memory to carry out the tasks of the ritual leave little room for anxiety and negative manifestations of the inner voice. This might explain why pregame rituals abound in sports, providing a distraction at the most anxiety-filled moment. Many rituals also provide us with a sense of order, because we perform behaviors we can control. For example, we can’t control what will happen to our children throughout their lives, and we can protect them only to a limited degree, which is a source of chatter for many parents. But when they are born, we can baptize them or perform any other of a variety of birth rituals that provide us with an illusion of control.

Managing a portfolio is like managing a garden. You don’t just want different kinds of plants in your garden. You want those different plants to have synergy and to work together harmoniously to maximize productivity. In the same way, when different elements in the portfolio have synergy and work together to help each other maximize individual productivity, their collective yields can then be reinvested to maximize the productivity of the whole portfolio. There’s a compounding effect and a multiplicative value effect that takes place with the permaculture investing approach.

I think Skyblock at its core is the ultimate challenge in resource management. You spawn on a tiny island in an empty universe. All you have is a tree, some supplies and some dirt to stand on. You have to treasure EVERY dirt block, because if one falls into the void, there's no way to replace it and as you carefully navigate your absurd circumstance, you gain a new appreciation for the few things you have as you meticulously use them to their fullest effect. With nothing but some ice, lava and saplings you slowly transform this empty expanse into a world of your very own. Skyblock teaches us that no matter how ridiculous the odds may seem, within us resides the power to overcome these challenges and achieve something beautiful. That one day, we'll look back at where we started and be amazed by how far we've come.

used to think that there would one day be a vaccine: that if enough black people named the virus, explained it, demonstrated how it operates, videoed its effects, protested it peacefully, revealed how widespread it really is, how the symptoms arise, how so many Americans keep giving it to each other, irresponsibly and shamefully, generation after generation, causing intolerable and unending damage both to individual bodies and to the body politic—I thought if that knowledge became as widespread as could possibly be managed or imagined that we might finally reach some kind of herd immunity. I don’t think that anymore.

Anything you might want to accomplish—executing a project at work, getting a new job, learning a new skill, starting a business—requires finding and putting to use the right information. Your professional success and quality of life depend directly on your ability to manage information effectively. According to the New York Times, the average person’s daily consumption of information now adds up to a remarkable 34 gigabytes.1 A separate study cited by the Times estimates that we consume the equivalent of 174 full newspapers’ worth of content each and every day, five times higher than in 1986.2 Instead of empowering us, this deluge of information often overwhelms us. Information Overload has become Information Exhaustion, taxing our mental resources and leaving us constantly anxious that we’re forgetting something.

It's worth remembering that [having a baby] is not of vital use to you as a woman. Yes, you could learn thousands of interesting things about love, strength, faith, fear, human relationships, genetic loyalty, and the effect of apricots on an immune digestive system. But I don't think there's a single lesson that motherhood has to offer that couldn't be learned elsewhere. If you want to know what's in motherhood for you, as a woman, then-in truth-it's nothing you couldn't get from, say, reading the 100 greatest books in human history; learning a foreign language well enough to argue in it; climbing hills; loving recklessly; sitting quietly, alone, in the dawn; drinking whiskey with revolutionaries; learning to do close-hand magic; swimming in a river in the winter; growing foxgloves, peas, and roses; calling your mum; singing while you walk; being polite; and always, always helping strangers. No one has ever claimed for a minute that childless men have missed out on a vital aspect of their existence, and were the poorer and crippled by it. Da Vinci, Van Gogh, Newton, Faraday, Plato, Aquinas, Beethoven, Handel, Kant, Hume, Jesus. They all seem to have managed quite well.

First I need to do something.’ He pulled me closer towards him until our lips were almost touching. ‘What might that be?’ I managed to stutter, closing my eyes, anticipating the warmth of his lips against mine. But the kiss didn’t come. I opened my eyes. Alex had jumped to his feet. ‘Swim,’ he said, grinning at me. ‘Come on.’ ‘Swim?’ I pouted, unable to hide my disappointment that he wanted to swim rather than make out with me. Alex pulled his T-shirt off in one swift move. My eyes fell straightaway to his chest – which was tanned, smooth and ripped with muscle, and which, when you studied it as I had done, in detail, you discovered wasn’t a six-pack but actually a twelve-pack. My eyes flitted to the shadowed hollows where his hips disappeared into his shorts, causing a flutter in parts of my body that up until three weeks ago had been flutter-dormant. Alex’s hands dropped to his shorts and he started undoing his belt. I reassessed the swimming option. I could definitely do swimming. He shrugged off his shorts, but before I could catch an eyeful of anything, he was off, jogging towards the water. I paused for a nanosecond, weighing up my embarrassment at stripping naked over my desire to follow him. With a deep breath, I tore off my dress then kicked off my underwear and started running towards the sea, praying Nate wasn’t doing a fly-by. The water was warm and flat as a bath. I could see Alex in the distance, his skin gleaming in the now inky moonlight. When I got close to him, his hand snaked under the water, wrapped round my waist and pulled me towards him. I didn’t resist because I’d forgotten in that instant how to swim. And then he kissed me and I prayed silently and fervently that he took my shudder to be the effect of the water. I tried sticking myself onto him like a barnacle, but eventually Alex managed to pull himself free, holding my wrists in his hand so I couldn’t reattach. His resolve was as solid as a nuclear bunker’s walls. Alex had said there were always chinks. But I couldn’t seem to find the one in his armour. He swam two long strokes away from me. I trod water and stayed where I was, feeling confused, glad that the night was dark enough to hide my expression. ‘I’m just trying to protect your honour,’ he said, guessing it anyway. I groaned and rolled my eyes. When was he going to understand that I was happy for him to protect every other part of me, just not my honour?

By weaponizing the discourse of human rights to justify the use of force against governments that resisted the Washington consensus, this group of well-connected liberals was able to stir support where the neocons could not. Their brand of interventionism appealed directly to the sensibility of the Democratic Party's metropolitan base, large swaths of academia, the foundation-funded human rights NGO complex, and the New York Times editorial board. The xhibition of atrocities allegedly committed by adversarial governments, either by Western-funded civil society groups, major human rights organizations or the mainstream press, was the military humanists' stock in trade, enabling them to mask imperial designs behind a patina of "genocide prevention." With this neat tactic, they effectively neutralized progressive antiwar elements and tarred those who dared to protest their wars as dictator apologists.

Stepan Arkadyevitch was a truthful man in his relations with himself. He was incapable of deceiving himself and persuading himself that he repented of his conduct. He could not at this date repent of the fact that he, a handsome, susceptible man of thirty-four, was not in love with his wife, the mother of five living and two dead children, and only a year younger than himself. All he repented of was that he had not succeeded better in hiding it from his wife. But he felt all the difficulty of his position and was sorry for his wife, his children, and himself. Possibly he might have managed to conceal his sins better from his wife if he had anticipated that the knowledge of them would have had such an effect on her. He had never clearly thought out the subject, but he had vaguely conceived that his wife must long ago have suspected him of being unfaithful to her, and shut her eyes to the fact. He had even supposed that she, a worn-out woman no longer young or good-looking, and in no way remarkable or interesting, merely a good mother, ought from a sense of fairness to take an indulgent view. It had turned out quite the other way.

I believe that a new philosophy will be created by those who were born after Hiroshima which will dramatically change the human condition. It will have these characteristics: (1) It will be scientific in essence and science-fiction in style. (2) It will be based on the expansion of consciousness, understanding and control of the nervous system, producing a quantum leap in intellectual efficiency and emotional equilibrium. (3) Politically it will stress individualism, decentralization of authority, a Iive-and-let-Iive tolerance of difference, local option and a mind-your-own-business libertarianism. (4) It will continue the trend towards open sexual expression and a more honest, realistic acceptance of both the equality of and the magnetic difference between the sexes. The mythic religious symbol will not be a man on a cross but a man-woman pair united in higher love communion. (5) It will seek revelation and Higher Intelligence not in formal rituals addressed to an anthropomorphic deity, but within natural processes, the nervous system, the genetic code, and without, in attempts to effect extra-planetary communication. (6) It will include practical, technical neurological psychological procedures for understanding and managing the intimations of union-immortality implicit in the dying process. (7) The emotional tone of the new philosophy will be hedonic, aesthetic, fearless, optimistic, humorous, practical, skeptical, hip. We are now experiencing a quiescent preparatory waiting period. Everyone knows something is going to happen. The seeds of the Sixties have taken root underground. The blossoming is to come.

Speech therapy is an art that deserves to be more widely known. You cannot imagine the acrobatics your tongue mechanically performs in order to produce all the sounds of a language. Just now I am struggling with the letter l, a pitiful admission for an editor in chief who cannot even pronounce the name of his own magazine! On good days, between coughing fits, I muster enough energy and wind to be able to puff out one or two phonemes. On my birthday, Sandrine managed to get me to pronounce the whole alphabet more or less intelligibly. I could not have had a better present. It was as if those twenty-six letters and been wrenched from the void; my own hoarse voice seemed to emanate from a far-off country. The exhausting exercise left me feeling like a caveman discovering language for the first time. Sometimes the phone interrupts our work, and I take advantage of Sandrine's presence to be in touch with loved ones, to intercept and catch passing fragments of life, the way you catch a butterfly. My daughter, Celeste, tells me of her adventures with her pony. In five months she will be nine. My father tells me how hard it is to stay on his feet. He is fighting undaunted through his ninety-third year. These two are the outer links of the chain of love that surrounds and protects me. I often wonder about the effect of these one-way conversations on those at the other end of the line. I am overwhelmed by them. How dearly I would love to be able to respond with something other than silence to these tender calls. I know that some of them find it unbearable. Sweet Florence refuses to speak to me unless I first breathe noisily into the receiver that Sandrine holds glued to my ear. "Are you there, Jean-Do?" she asks anxiously over the air. And I have to admit that at times I do not know anymore.

I'll be right here. Good luck, or break a leg, or something.” As Jay and Gregory turned and headed into the crowd, my traitorous eyes returned to the corner and found another pair or eyes staring darkly back. I dropped my gaze for three full seconds, and then lifted my eyes again, hesitant. The drummer was still staring at me, oblivious to the three girls trying to win back his attention. He put up one finger at the girls and said something that looked like, “Excuse me.” Oh, my goodness. Was he...? Oh, no. Yes, he was walking this way. My nerves shot into high alert. I looked around, but nobody else was near. When I looked back up, there he was, standing right in front of me. Good gracious, he was sexy-a word that had not existed in my personal vocabulary until that moment. This guy was sexy like it was his job or something. He looked straight into my eyes, which threw me off guard, because nobody ever looked me in the eye like that. Maybe Patti and Jay, but they didn't hold my stare like he was doing now. He didn't look away, and I found that I couldn't take my gaze off those blue eyes. “Who are you?” he asked in a blunt, almost confrontational way. I blinked. It was the strangest greeting I'd ever received. “I'm...Anna.” “Right. Anna. How very nice.” I tried to focus on his words and not his luxuriously accented voice, which made everything sound lovely. He leaned in closer. “But who are you?” What did that mean? Did I need to have some sort of title or social standing to enter his presence? “I just came with my friend Jay?” Oh, I hated when I got nervous and started talking in questions. I pointed in the general direction of the guys, but he didn't take his eyes off me. I began rambling. “They just wrote some songs. Jay and Gregory. That they wanted you to hear. Your band, I mean. They're really...good?” His eyes roamed all around my body, stopping to evaluate my sad, meager chest. I crossed my arms. When his gaze landed on that stupid freckle above my lip, I was hit by the scent of oranges and limes and something earthy, like the forest floor. It was pleasant in a masculine way. “Uh-huh.” He was closer to my face now, growling in that deep voice, but looking into my eyes again. “Very cute. And where is your angel?” My what? Was that some kind of British slang for boyfriend? I didn't know how to answer without continuing to sound pitiful. He lifted his dark eyebrows, waiting. “If you mean Jay, he's over there talking to some man in a suit. But he's not my boyfriend or my angel or whatever.” My face flushed with heat and I tightened my arms over my chest. I'd never met anyone with an accent like his, and I was ashamed of the effect it had on me. He was obviously rude, and yet I wanted him to keep talking to me. It didn't make any sense. His stance softened and he took a step back, seeming confused, although I still couldn't read his emotions. Why didn't he show any colors? He didn't seem drunk or high. And that red thing...what was that? It was hard not to stare at it. He finally looked over at Jay, who was deep in conversation with the manager-type man. “Not your boyfriend, eh?” He was smirking at me now. I looked away, refusing to answer. “Are you certain he doesn't fancy you?” Kaidan asked. I looked at him again. His smirk was now a naughty smile. “Yes,” I assured him with confidence. “I am.” “How do you know?” I couldn't very well tell him that the only time Jay's color had shown mild attraction to me was when I accidentally flashed him one day as I was taking off my sweatshirt, and my undershirt got pulled up too high. And even then it lasted only a few seconds before our embarrassment set in.

We shouldn't let our envy of distinguished masters of the arts distract us from the wonder of how each of us gets new ideas. Perhaps we hold on to our superstitions about creativity in order to make our own deficiencies seem more excusable. For when we tell ourselves that masterful abilities are simply unexplainable, we're also comforting ourselves by saying that those superheroes come endowed with all the qualities we don't possess. Our failures are therefore no fault of our own, nor are those heroes' virtues to their credit, either. If it isn't learned, it isn't earned. When we actually meet the heroes whom our culture views as great, we don't find any singular propensities––only combinations of ingredients quite common in themselves. Most of these heroes are intensely motivated, but so are many other people. They're usually very proficient in some field--but in itself we simply call this craftmanship or expertise. They often have enough self-confidence to stand up to the scorn of peers--but in itself, we might just call that stubbornness. They surely think of things in some novel ways, but so does everyone from time to time. And as for what we call "intelligence", my view is that each person who can speak coherently already has the better part of what our heroes have. Then what makes genius appear to stand apart, if we each have most of what it takes? I suspect that genius needs one thing more: in order to accumulate outstanding qualities, one needs unusually effective ways to learn. It's not enough to learn a lot; one also has to manage what one learns. Those masters have, beneath the surface of their mastery, some special knacks of "higher-order" expertise, which help them organize and apply the things they learn. It is those hidden tricks of mental management that produce the systems that create those works of genius. Why do certain people learn so many more and better skills? These all-important differences could begin with early accidents. One child works out clever ways to arrange some blocks in rows and stacks; a second child plays at rearranging how it thinks. Everyone can praise the first child's castles and towers, but no one can see what the second child has done, and one may even get the false impression of a lack of industry. But if the second child persists in seeking better ways to learn, this can lead to silent growth in which some better ways to learn may lead to better ways to learn to learn. Then, later, we'll observe an awesome, qualitative change, with no apparent cause--and give to it some empty name like talent, aptitude, or gift.

I think that happiness is very important. But I will also say that the most effective people I know are not the happiest, and there is something to be said for effectiveness. Even if we were managing a team of nearly a hundred thousand volunteer social media users, living with my girlfriend and my monkey, watching Netflix, having breakfast, and taking care of a single lovingly spoiled potato plant was pretty fucking relaxing. But I think there's somethng inside of us, something that blooms in us in adolescence and never leaves...and it's just...want. Some people have more of it than others, but I think we all have it. And the most amazing tool that I think anyone in the world can have is the ability to control and direct that want. Some people work to minimize it with mindfulness and meditation; some people let it grow and run free and take over their lives. But some people, and I consider myself one of them, study their want, refine it, and build an engine that burns it. Even if their want pushes all in one direction, they can tack against it like a sailboat, getting somewhere better than where they wanted to be.

Thus Marx begins his attack on the liberal concept of freedom. The freedom of the market is not freedom at all. It is a fetishistic illusion. Under capitalism, individuals surrender to the discipline of abstract forces (such as the hidden hand of the market made much of by Adam Smith) that effectively govern their relations and choices. I can make something beautiful and take it to market, but if I don’t manage to exchange it then it has no value. Furthermore, I won’t have enough money to buy commodities to live. Market forces, which none of us individually control, regulate us. And part of what Marx wants to do in Capital is talk about this regulatory power that occurs even “in the midst of the accidental and ever-fluctuating exchange relations between the products.” Supply and demand fluctuations generate price fluctuations around some norm but cannot explain why a pair of shoes on average trades for four shirts. Within all the confusions of the marketplace, “the labour-time socially necessary to produce [commodities] asserts itself as a regulative law of nature. In the same way, the law of gravity asserts itself when a person’s house collapses on top of him” (168). This parallel between gravity and value is interesting: both are relations and not things, and both have to be conceptualized as immaterial but objective.

The Atonist nobility knew it was impossible to organize and control a worldwide empire from Britain. The British Isles were geographically too far West for effective management. In order to be closer to the “markets,” the Atonist corporate executives coveted Rome. Additionally, by way of their armed Templar branch and incessant murderous “Crusades,” they succeeded making inroads further east. Their double-headed eagle of control reigned over Eastern and Western hemispheres. The seats of Druidic learning once existed in the majority of lands, and so the Atonist or Christian system spread out in similar fashion. Its agents were sent from Britain and Rome to many a region and for many a dark purpose. To this very day, the nobility of Europe and the east are controlled from London and Rome. Nothing has changed when it comes to the dominion of Aton. As Alan Butler and Stephen Dafoe have proven, the Culdean monks, of whom we write, had been hired for generations as tutors to elite families throughout Europe. In their book The Knights Templar Revealed, the authors highlight the role played by Culdean adepts tutoring the super-wealthy and influential Catholic dynasties of Burgundy, Champagne and Lorraine, France. Research into the Templars and their affiliated “Salt Line” dynasties reveals that the seven great Crusades were not instigated and participated in for the reasons mentioned in most official history books. As we show here, the Templars were the military wing of British and European Atonists. It was their job to conquer lands, slaughter rivals and rebuild the so-called “Temple of Solomon” or, more correctly, Akhenaton’s New World Order. After its creation, the story of Jesus was transplanted from Britain, where it was invented, to Galilee and Judea. This was done so Christianity would not appear to be conspicuously Druidic in complexion. To conceive Christianity in Britain was one thing; to birth it there was another. The Atonists knew their warped religion was based on ancient Amenism and Druidism. They knew their Jesus, Iesus or Yeshua, was based on Druidic Iesa or Iusa, and that a good many educated people throughout the world knew it also. Their difficulty concerned how to come up with a believable king of light sufficiently appealing to the world’s many pagan nations. Their employees, such as St. Paul (Josephus Piso), were allowed to plunder the archive of the pagans. They were instructed to draw from the canon of stellar gnosis and ancient solar theologies of Egypt, Chaldea and Ireland. The archetypal elements would, like ingredients, simply be tossed about and rearranged and, most importantly, the territory of the new godman would be resituated to suit the meta plan.

There can be no question that Musk has mastered the art of getting the most out of his employees. Interview three dozen SpaceX engineers and each one of them will have picked up on a managerial nuance that Musk has used to get people to meet his deadlines. One example from Brogan: Where a typical manager may set the deadline for the employee, Musk guides his engineers into taking ownership of their own delivery dates. “He doesn’t say, ‘You have to do this by Friday at two P.M.,’” Brogan said. “He says, ‘I need the impossible done by Friday at two P.M. Can you do it?’ Then, when you say yes, you are not working hard because he told you to. You’re working hard for yourself. It’s a distinction you can feel. You have signed up to do your own work.” And by recruiting hundreds of bright, self-motivated people, SpaceX has maximized the power of the individual. One person putting in a sixteen-hour day ends up being much more effective than two people working eight-hour days together. The individual doesn’t have to hold meetings, reach a consensus, or bring other people up to speed on a project. He just keeps working and working and working. The ideal SpaceX employee is someone like Steve Davis, the director of advanced projects at SpaceX. “He’s been working sixteen hours a day every day for years,” Brogan said. “He gets more done than eleven people working together.

Here’s the short version of how to practice mindfuless: 1. Start with two minutes. For two minutes a day, direct your attention to your breath: the way the air comes into your body and your chest and belly expand, and the way the breath leaves your body and your chest and belly deflate. 2. The first thing that will happen is your mind will wander to something else. That’s normal. That’s healthy. That’s actually the point. Notice that your mind wandered, let those extraneous thoughts go—you can return to them as soon as the two minutes are up—and allow your attention to return to your breath. 3. Noticing that your mind wandered and then returning your attention to your breath is the real work of mindfulness. It’s not so much about paying attention to your breath as it is about noticing what you’re paying attention to without judgment, and making a choice about whether you want to pay attention to it. What you’re “mindful” of is both your breath and your attention to your breath. By practicing this skill of noticing what you’re paying attention to, you are teaching yourself to be in control of your brain, so that your brain is not in control of you. This regular two-minute practice will gradually result in periodic moments throughout the day when you notice what you’re paying attention to and then decide if that’s what you want to pay attention to right now, or if you want to pay attention to something else. What you pay attention to matters less than how you pay attention. This is a sideways strategy for weeding trauma out of your garden. It’s a way of simply noticing a weed and then deciding if you want to water it or not, pull it or not, fertilize it or not. The weed of trauma will gradually disappear as long as at least half the time you choose not to nurture it. And the more you choose to withdraw your protection from the trauma, the faster it will wither and die. Mindfulness is good for everyone and everything. It is to your mind what exercise and green vegetables are to your body. If you change only one thing in your life as a result of reading this book, make it this daily two-minute practice. The practice grants the opportunity to “cultivate deep respect for emotions,” differentiating their causes from their effects and granting you choice over how you manage them.

Atro had once explained to him how this was managed, how the sergeants could give the privates orders, how the lieutenants could give the privates and the sergeants orders, how the captains... and so on and so on up to the generals, who could give everyone else orders and need take them from none, except the commander in chief. Shevek had listened with incredulous disgust. "You call that organization?" he had inquired. "You even call it discipline? But it is neither. It is a coercive mechanism of extraordinary inefficiency--a kind of seventh-millennium steam engine! With such a rigid and fragile structure what could be done that was worth doing?" This had given Atro a chance to argue the worth of warfare as the breeder of courage and manliness and weeder-out of the unfit, but the very line of his argument had forced him to concede the effectiveness of guerrillas, organized from below, self-disciplined. "But that only works when the people think they're fighting for something of their own--you know, their homes, or some notion or other," the old man had said. Shevek had dropped the argument. He now continued it, in the darkening basement among the stacked crates of unlabeled chemicals. He explained to Atro that he now understood why the Army was organized as it was. It was indeed quite necessary. No rational form of organization would serve the purpose. He simply had not understood that the purpose was to enable men with machine guns to kill unarmed men and women easily and in great quantities when told to do so.

My recommendation is to keep up the good work. I’m changing your title to senior executive assistant, and giving you a three percent raise effective next payday. Congratulations.” Wow, three percent. I could move up that early retirement plan to age seventy-five now, instead of eighty. Lucky me. Thank you,” I said. “That’s very generous.” You’re quite welcome.” Ms. Saunders nodded and grabbed a gold-plated letter opener to begin attacking her stack of mail. I turned to leave. Didn’t want to outstay my welcome. Damn it!” she exclaimed, and I turned back around. She winced and nodded at the letter opener that she’d dropped to her desktop. “Damn thing slipped. I’m probably going to need stitches now. Can you be a dear and fetch the first-aid kit for me?” She held her left index finger and frowned at the steady flow of blood oozing out. A few small drops of red splashed onto the other letters spread out on the desk. I felt woozy. And suddenly dizzy. I blinked. When I opened my eyes, I was no longer standing by the door about to leave. I was crouched down next to Ms. Saunders’s imported black leather chair, grasping her wrist tightly…… and sucking noisily on her fingertip. I shrieked and let go of her, staggering backward. I grabbed at her desk to keep from falling, but I dropped on my butt, anyhow, taking most of the contents of the top of her desk with me. She held her injured finger far away from her and stared at me, wide-eyed, with a mixture of shock and disgust. I scrambled to my feet and wiped my mouth with the back of my hand. What in the holy hell just happened? I… I… uh… I’m so sorry,” I managed. “I don’t know what… I wouldn’t normally do something… I just…” Ms. Saunders pulled her hand close to her chest, perhaps to protect it from further abuse. Get out,” she said quietly. Yeah, I’ll get back to work. Again, I’m so, so sorry. Would you like me to bring you a cup of coffee?” No, not to your desk,” she said evenly, but her volume increased with every word. “Get out of here, you freak. I don’t care what you’ve heard, I’m not into women. You’re fired. Now get out of here before I call security.” But… my job review—” Get out!” she yelled.

For example, my choice of career. You generously and patiently gave me complete freedom.  Though this followed the habits, or at least the values, of the Jewish middle class concerning their sons.  And here your misunder-standing of my character worked its effect, which – together with your father’s pride – blinded you to my real nature: to my weakness.  In your opinion, I was always studying as a child, and  later I was always writing.  Looking back that      is certainly not true.  I can say with very little exaggeration, I barely studied and I learnt nothing; to have retained something after so many years of education wasn’t remarkable for a man with a memory and some intelligence;  but given the vast expenditure of time and money, and my outwardly easy, unburdened life, what I achieved with regard to knowledge, especially sound knowledge, was nothing – certainly when compared to what others managed.  It is lamentable, but for me understandable.  I always had such a deep concern about the continued existence of my mind and spirit, that I was indifferent to everything else.  Jewish schoolboys have a reputation, for amongst them one finds the most improbable things; but my cold, barely disguised, permanent, childish, ridiculous, animal, self-satisfied indifference, and my cold and fantastical mind, are not things that I have ever met again – though admittedly they were just a defence against nervous destruction through fear and guilt.  And I was worried about myself in all manner of ways.  For example, I was worried about my health: I was worried about my hair falling out, my digestion, and my back – for it was stooped.  And my worries turned to fear and it all ended in true sickness.  But what was all that?  Not actual bodily sickness.  I was sick because I was a disinherited son, who needed constant reassurance about his own peculiar existence, who in the most profound sense never owned anything, and who was even insecure about the thing which was next to him: his own body. 

The hero is the man of self-achieved submission. But submission to what? That precisely is the riddle that today we have to ask ourselves and that it is everywhere the primary virtue and historic deed of the hero to have solved. Only birth can conquer death—the birth, not of the old thing again, but of something new. Within the soul, within the body social, there must be a continuous “recurrence of birth” a rebirth, to nullify the unremitting recurrences of death. For it is by means of our own victories, if we are not regenerated, that the work of Nemesis is wrought: doom breaks from the shell of our very virtue. Peace then is a snare; war is a snare; change is a snare; permanence a snare. When our day is come for the victory of death, death closes in; there is nothing we can do, except be crucified—and resurrected; dismembered totally, and then reborn. The first step, detachment or withdrawal, consists in a radical transfer of emphasis from the external to the internal world, macro- to microcosm, a retreat from the desperation's of the waste land to the peace of the everlasting realm that is within. But this realm, as we know from psychoanalysis, is precisely the infantile unconscious. It is the realm that we enter in sleep. We carry it within ourselves forever. All the ogres and secret helpers of our nursery are there, all the magic of childhood. And more important, all the life-potentialities that we never managed to bring to adult realization, those other portions of our self, are there; for such golden seeds do not die. If only a portion of that lost totality could be dredged up into the light of day, we should experience a marvelous expansion of our powers, a vivid renewal of life. We should tower in stature. Moreover, if we could dredge up something forgotten not only by ourselves but by our whole generation or our entire civilization, we should indeed become the boon-bringer, the culture hero of the day—a personage of not only local but world historical moment. In a word: the first work of the hero is to retreat from the world scene of secondary effects to those causal zones of the psyche where the difficulties really reside, and there to clarify the difficulties, eradicate them in his own case (i.e., give battle to the nursery demons of his local culture) and break through to the undistorted, direct experience and assimilation of what C. G. Jung has called “the archetypal images.” This is the process known to Hindu and Buddhist philosophy as viveka, “discrimination.

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

Quote from Father Tim during a sermon given after the former priest was found after a suicide attempt. "      'Father Talbot has charged me to tell you that he is deeply repentant for not serving you as God appointed him to do, and as you hoped and needed him to do.         'He wished very much to bring you this message himself, but he could not.  He bids you goodbye with a love he confesses he never felt toward you...until this day.  He asks--and I quote him--that you might find it in your hearts to forgive him his manifold sins against God and this parish.'         He felt the tears on his face before he knew he was weeping, and realized instinctively that he would have no control over the display.  He could not effectively carry on, no even turn his face away or flee the pulpit.  He was in the grip of a wild grief that paralyzed everything but itself.          He wept face forward, then, into the gale of those aghast at what was happening, wept for the wounds of any clergy gone out into a darkness of self-loathing and beguilement; for the loss and sorrow of those who could not believe, or who had once believed but lost all sense of shield and buckler and any notion of God's radical tenderness, for the ceaseless besettings of the flesh, for the worthless idols of his own and of others; for those sidetracked, stumped, frozen, flung away, for those both false and true, the just and the unjust, the quick and the dead.           He wept for himself, for the pain of the long years and the exquisite satisfactions of the faith, for the holiness of the mundane, for the thrashing exhaustions and the endless dyings and resurrectings that malign the soul incarnate.           It had come to this, a thing he had subtly feared for more than forty years--that he would weep before the many--and he saw that his wife would not try to talk him down from this precipice, she would trust him to come down himself without falling or leaping.         And people wept with him, most of them.  Some turned away, and a few got up and left in a hurry, fearful of the swift and astounding movement of the Holy Spirit among them, and he, too, was afraid--of crying aloud in a kind of ancient howl and humiliating himself still further.  But the cry burned out somewhere inside and he swallowed down what remained and the organ began to play, softly, piously.  He wished it to be loud and gregarious, at the top of its lungs--Bach or Beethoven, and not the saccharine pipe that summoned the vagabond sins of thought, word, and deed to the altar, though come to think of it, the rail was the very place to be right now, at once, as he, they, all were desperate for the salve of the cup, the Bread of Heaven.             And then it was over.  He reached into the pocket of his alb and wondered again how so many manage to make in this world without carrying a handkerchief.  And he drew it out and wiped his eyes and blew his nose as he might at home, and said, 'Amen.'                 And the people said, 'Amen.