Elite Mindset Quotes

As an elite athlete, there are only five things that you can truly control -- your training, nutrition, sleep, recovery, and mindset. If it doesn't fall into one of those categories, I tell my athletes, forget about it. Control the things you can control, and ignore everything else.

Repetition is the single most powerful lever we have to improve skills, because it uses the built-in mechanism for making the wires of our brains faster and more accurate.

Elite performers win in their minds first. The mind is a battleground where the greatest struggle takes place. The thoughts that win the battle for your mind will direct your life. Mental state affects physical performance. The mind constantly sends messages to the body, and the body listens and responds. Therefore, elite warriors train their minds to focus and think in a way that maximizes how they practice and how they perform in competition. Getting your mind right means managing two things: A) What you focus on. B) How you talk to yourself. If you focus on negative things and talk to yourself in negative ways, that will put you into a negative mindset. Your performance will suffer. If you focus on productive things and talk to yourself in productive ways, that will put you into a productive mindset. Your performance will be enhanced. We teach our players to replace low-performance self-talk with high-performance self-talk. We tell our players, “The voice in your mind is a powerful force. Take ownership of that force.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

This is the clandestine chess game that the high-level ruling class are playing my friends. Through their coordinated influence over key industries, governments, media outlets, education systems, and so on and so forth, they skillfully instigate mass panic and the collective perception of danger and chaos. This danger and chaos — whether it be personified through a charismatic dictator, terrorist organization, mystery virus, hostile weather change, or some other strategically inflated threat — is then weaponized to strip people of their introductory logic and rational thought; inculcate elaborate illusions that invert objective reality; weaponize the unconscious tribal mindset against the conscious thinking individual; suspend ordinary peacetime laws in favor of new authoritarian ones; and then present ‘solutions’ that serve to further consolidate Establishment power and reshape society as they see fit.

A 2011 study done by Alan Krueger, a Princeton economics professor who served for two years as the chairman of President Obama’s Council of Economic Advisers, and Stacy Dale, an analyst with Mathematica Policy Research, tried to adjust for that sort of thing. Krueger and Dale examined sets of students who had started college in 1976 and in 1989; that way, they could get a sense of incomes both earlier and later in careers. And they determined that the graduates of more selective colleges could expect earnings 7 percent greater than graduates of less selective colleges, even if the graduates in that latter group had SAT scores and high school GPAs identical to those of their peers at more exclusive institutions. But then Krueger and Dale made their adjustment. They looked specifically at graduates of less selective colleges who had applied to more exclusive ones even though they hadn’t gone there. And they discovered that the difference in earnings pretty much disappeared. Someone with a given SAT score who had gone to Penn State but had also applied to the University of Pennsylvania, an Ivy League school with a much lower acceptance rate, generally made the same amount of money later on as someone with an equivalent SAT score who was an alumnus of UPenn. It was a fascinating conclusion, suggesting that at a certain level of intelligence and competence, what drives earnings isn’t the luster of the diploma but the type of person in possession of it. If he or she came from a background and a mindset that made an elite institution seem desirable and within reach, then he or she was more likely to have the tools and temperament for a high income down the road, whether an elite institution ultimately came into play or not. This was powerfully reflected in a related determination that Krueger and Dale made in their 2011 study: “The average SAT score of schools that rejected a student is more than twice as strong a predictor of the student’s subsequent earnings as the average SAT score of the school the student attended.

threat condition state. Although Sheepdogs operate in “yellow,” they’re prepared to escalate to “orange” or “red” in a moment’s notice. Though the warrior trains for violence and can withstand the psychological impact of violence, he/ she abhors violence. Identifying and diffusing a threat is the largest segment of the Unbeatable Mind warrior training. Only when all else fails will the warrior engage in a violence to end the threat. When this happens, he/he terrifies their opponent with an offensive mind. Exercise Think about a violent and vicious animal - wolverine, lion, or bear. Sit in silence and begin your breath control. Count backwards from 100. At 50, invoke the image and psychological energy of your chosen animal. Feel the animal’s ferocious attack energy. Feel the animal’s emotions as it seeks to protect its offspring. Imagine yourself fighting a violent criminal with the same psychic animal. Now, practice turning this energy on and off, like a light switch. Repeat this exercise daily for a month. This will cultivate an offensive mind-set and provide an enormous amount of psychological energy to be used in the event of a violent encounter.

of Talent, author Dan Coyle emphasizes his belief that

As an elite athlete, there are only five things that you can truly control—your training, nutrition, sleep, recovery, and mindset. If it doesn’t fall into one of those categories, I tell my athletes, forget about it. Control the things you can control, and ignore everything else.

We’ve covered the time and work and responsibility a jackpot often entails, the isolation, trust and security issues, and the reluctance of the superwealthy to engage with outsiders. Well, all of the above was shaping up to be a hurdle for Bob Kenny, who was eager to learn about the inner lives of America’s wealthiest citizens. We met Kenny before. He’s a developmental psychologist and cofounder of North Bridge Advisory Group, which helps superwealthy parents and their children “manage the unique opportunities, dilemmas, and challenges that can accompany family money.” Back in 2007, though, he was the newly minted associate director of Boston College’s Center on Wealth and Philanthropy. The center’s data guru, John Havens, had projected that the baby boomers and their successors would leave behind about $59 trillion in private wealth between 2007 and 2061. Some portion of that would go to charity, and so getting a handle on the mindset of America’s elite was of big interest to the philanthropic world. With a $250,000 grant from the Bill & Melinda Gates Foundation, Kenny and Havens set out to survey ultra-high-net-worth families. “If you’ve got kids and you got more money then you’re going to spend in your lifetime, you’ve got a dilemma,” Kenny explains. “And if you don’t think about it and plan it out a little bit, you’re going to cause a problem.… You gonna give it to them now, give it to them later, not going to give it to them at all? How do you talk about it? How do you think about it?

Being able to accept that unexpected things can happen is important to managing our mindset. Sometimes adopting a “fuck it” attitude, as self-diagnosed overthinker Steve Kerr did during his NBA career, can be important to help overcome an endless loop of debilitating thoughts and irrelevant distractions.

Think about it. How could white nationalism not be on the rise, when movement conservatism has depended on white resentment to win elections despite following policies that benefit a wealthy elite at the expense of most Americans? How could the paranoid mind-set of Trump followers not emerge from a political movement that sees everything that doesn’t confirm its preconceptions—from the reality of climate change to low inflation—as the product of vast conspiracies? And although people tend to forget it, the corruption and cronyism of the Trump administration were prefigured in the Bush years. In many ways, what Trump has done to America since 2016 is similar to what the Bush team did to Iraq in the disastrous first year of occupation. And

Everyone talks about raising the roof.  In reality, it’s about raising your basement so that you have good bad days and are better on your bad days than most people are on their good days – because you can focus better and have better habits and a more elite mindset.

Genetics and your childhood environment matter, but only for a very limited number of pursuits in life. Genetics merely set the high and low ends of your capacity. Running a 10K under 45 minutes, deadlifting 2x your bodyweight, learning a new language, and swimming 500m in less than 8 minutes are within the grasp of most able people given the right mindset and training.

They were elegant. Bored yet all seemed to carry perfect self-assurance. They all seemed to be in no rush. They were comfortable in this environment. No tense muscles, no tense movements. No twitching and no slouched shoulders.

It was precisely here that the Church was born, in the margins of the Cross where so many of the crucified are found….This is why they followed Jesus. He gave them dignity….To do this Jesus had to reject the mindset of the religious elites of his day, who had taken ownership of law and tradition. Possession of the goods of religion became a means of putting themselves above others, others not like them, whom they inspected and judged. By mixing with tax collectors and ‘women of ill repute,’ Jesus wrested religion from its imprisonment in the confines of the elites, of specialized knowledge and privileged families, in order to make every person and situation capable of God. By walking with the poor, the outcasts, and the marginalized. He smashed the wall that prevented the Lord from coming close to His people, among His flock. In showing God’s closeness to the poor and sinners, Jesus indicted the mindset that trusts in self-justification, ignoring what happens around them.

I'm not lucky. I'm determined. You can always find an excuse if you want to find an excuse, and vice versa. You can stay on your vision if you want to stay on your vision. It's a choice we get to make every single day. The difference is how you spend your time vs. how I spend mine.

From infancy to employment, this is a life-denying, love-denying mindset, informed not by joy or contentment, but by an ambition that is both desperate and pointless, for it cannot compensate for what it displaces: childhood, family life, the joys of summer, meaningful and productive work, a sense of arrival, living in the moment. For the sake of this toxic culture, the economy is repurposed, the social contract is rewritten, the elite is released from tax, regulation and the other restraints imposed by democracy.

If you anticipate mistakes and unexpected situations you will be better able to deal with them.

You’d be wise to adopt and refine the use of the self-talk technique. It is perhaps the single most valuable tool that you can use to develop the mindset, confidence, and resilience needed to achieve your goals.

Science and engineering have suffered as much from the pre-professional mind-set as the arts and humanities have: gifted kids are becoming Wall Street quants instead of physicists or dermatologists instead of geochemists.

The problem with Pakistani politics is not only that the elite rule, but also that the masses want celebrities or influential people to represent them. This is a flawed mindset. By doing this, the people create the electables’, and discourage the growth of grassroots politics.

The mind of a warrior (or anyone performing a difficult task) should be so attuned to the moment that thoughts and emotions do not impede proper action. A mind in this condition is thought to function so optimally that the right decisions come naturally and pain and fear disappear. I often saw similarities between this mind-set and what elite athletes refer to as being “in the zone.

Assault isn’t just for criminals. Elite military teams, hostage rescue, SWAT, and entry teams use this mindset as much as criminals do. They don’t want to be tested or find out what their limitations are, they want to get the job done and go home. The mindset is implacable and predatory. They use surprise, superior numbers, and superior weapons—every cheat they can, and they practice. On the rare, rare occasions when my team made a fast entry and someone actually fought, the only emotion that I registered was that I was offended that they resisted, and we rolled right over the threat(s) like a force of nature.

It’s one of those nights where everything feels fucking wrong. Wrong place. Wrong mindset. Wrong bloody air.