Engineering Excellence Quotes

When [what you are deeply passionate about, what you can be best in the world at and what drives your economic engine] come together, not only does your work move toward greatness, but so does your life. For, in the end, it is impossible to have a great life unless it is a meaningful life. And it is very difficult to have a meaningful life without meaningful work. Perhaps, then, you might gain that rare tranquility that comes from knowing that you’ve had a hand in creating something of intrinsic excellence that makes a contribution. Indeed, you might even gain that deepest of all satisfactions: knowing that your short time here on this earth has been well spent, and that it mattered.

Students of public speaking continually ask, "How can I overcome self-consciousness and the fear that paralyzes me before an audience?" Did you ever notice in looking from a train window that some horses feed near the track and never even pause to look up at the thundering cars, while just ahead at the next railroad crossing a farmer's wife will be nervously trying to quiet her scared horse as the train goes by? How would you cure a horse that is afraid of cars—graze him in a back-woods lot where he would never see steam-engines or automobiles, or drive or pasture him where he would frequently see the machines? Apply horse-sense to ridding yourself of self-consciousness and fear: face an audience as frequently as you can, and you will soon stop shying. You can never attain freedom from stage-fright by reading a treatise. A book may give you excellent suggestions on how best to conduct yourself in the water, but sooner or later you must get wet, perhaps even strangle and be "half scared to death." There are a great many "wetless" bathing suits worn at the seashore, but no one ever learns to swim in them. To plunge is the only way.

We tend to hear much more about the splendors returned than the ships that brought them or the shipwrights. It has always been that way. Even those history books enamored of the voyages of Christopher Columbus do not tell much about the builders of the Nina the Pinta and the Santa Maria or about the principle of the caravel. These spacecraft their designers builders navigators and controllers are examples of what science and engineering set free for well-defined peaceful purposes can accomplish. Those scientists and engineers should be role models for an America seeking excellence and international competitiveness. They should be on our stamps.

Life is more than a job; jobs are more than a paycheck; and a country is more than its wealth. Education is more than the acquisition of marketable skills, and you are more than your ability to contribute to your employer’s bottom line or the nation’s GDP, no matter what the rhetoric of politicians or executives would have you think. To ask what college is for is to ask what life is for, what society is for—what people are for. Do students ever hear this? What they hear is a constant drumbeat, in the public discourse, that seeks to march them in the opposite direction. When policy makers talk about higher education, from the president all the way down, they talk exclusively in terms of math and science. Journalists and pundits—some of whom were humanities majors and none of whom are nurses or engineers—never tire of lecturing the young about the necessity of thinking prudently when choosing a course of study, the naïveté of wanting to learn things just because you’re curious about them.

What were he and his friends doing, really, other than hanging from a branch, sticking their tongues out to catch the sweetness? He thought about the people he knew, with their excellent young bodies, their summerhouses, their cool clothes, their potent drugs, their liberalism, their orgasms, their haircuts. Everything they did was either pleasurable in itself or engineered to bring pleasure down the line. Even the people he knew who were "political" and who protested the war in El Salvador did so largely in order to bathe themselves in an attractively crusading light. And the artists were the worst, the painters and the writers, because they believed they were living for art when they were really feeding their narcissism. Mitchell had always prided himself on his discipline. He studied harder than anyone he knew. But that was just his way of tightening his grip on the branch.

The qualities of character can be arranged in triads, in each of which the first and last qualities will be extremes and vices, and the middle quality a virtue or an excellence. So between cowardice and rashness is courage; between stinginess and extravagance is liberality; between sloth and greed is ambition; between humility and pride is modesty; between secrecy and loquacity, honesty; between moroseness and buffoonery, good humor; between quarrelsomeness and flattery, friendship; between Hamlet’s indecisiveness and Quixote’s impulsiveness is self-control.49 “Right,” then, in ethics or conduct, is not different from “right” in mathematics or engineering; it means correct, fit, what works best to the best result. The

Well,' said our engineer ruefully as we took our seats to return once more to London, 'it has been a pretty business for me! I have lost my thumb and I have lost a fifty-guinea fee, and what have I gained?' 'Experience,' said Holmes, laughing. 'Indirectly it may be of value, you know; you have only to put it into words to gain the reputation of being excellent company for the remainder of your existence.

Ingenious philosophers tell you, perhaps, that the great work of the steam-engine is to create leisure for mankind. Do not believe them: it only creates a vacuum for eager thought to rush in. Even idleness is eager now—eager for amusement; prone to excursion-trains, art museums, periodical literature, and exciting novels; prone even to scientific theorizing and cursory peeps through microscopes. Old Leisure was quite a different personage. He only read one newspaper, innocent of leaders, and was free from that periodicity of sensations which we call post-time. He was a contemplative, rather stout gentleman, of excellent digestion; of quiet perceptions, undiseased by hypothesis; happy in his inability to know the causes of things, preferring the things themselves. He lived chiefly in the country, among pleasant seats and homesteads, and was fond of sauntering by the fruit-tree wall and scenting the apricots when they were warmed by the morning sunshine, or of sheltering himself under the orchard boughs at noon, when the summer pears were falling. He knew nothing of weekday services, and thought none the worse of the Sunday sermon if it allowed him to sleep from the text to the blessing; liking the afternoon service best, because the prayers were the shortest, and not ashamed to say so; for he had an easy, jolly conscience, broad-backed like himself, and able to carry a great deal of beer or port-wine, not being made squeamish by doubts and qualms and lofty aspirations.

The system has to force people to behave in ways that are increasingly remote from the natural pattern of human behavior. For example, the system needs scientists, mathematicians and engineers. It can't function without them. So heavy pressure is put on children to excel in these fields. It isn't natural for an adolescent human being to spend the bulk of his time sitting at a desk absorbed in study. A normal adolescent wants to spend his time in active contact with the real world.

Successful entrepreneurs also excel at something else: pattern recognition. They possess an extraordinary capacity for identifying profitable opportunities by linking successes they’ve observed in the past with changes now taking place in the market.

What’s up with your hair?’ I ask. ‘Aren’t you worried you’ll be spotted by angels flying above with all that blue?’ ‘War paint,’ says Dee, fastening his seatbelt. ‘Except it’s in our hair instead of on our faces,’ says Dum, starting the engine. ‘Because we’re original like that.’ ‘Besides, are poisonous frogs worried about being spotted by birds?’ asks Dee. ‘Are poisonous snakes? They all have bright markings.’ ‘You’re a poisonous frog now?’ I ask. ‘Ribbit.’ He turns and flicks out his tongue at me. It’s blue. My eyes widen. ‘You dyed your tongue too?’ Dee smiles. ‘Nah. It’s just Gatorade.’ He lifts up a bottle half-full of blue liquid. ‘Gotcha.’ He winks. ‘“Hydrate or Die,” man,’ says Dum as we turn onto El Camino Real. ‘That’s not Gatorade’s marketing,’ says Dee. ‘It’s for some other brand.’ ‘Never thought I’d say this,’ says Dum, ‘but I actually miss ads. You know, like “Just Do It.” I never realized how much of life’s good advice came from ads. What we really need now is for some industrious soul to put out a product and give us a really excellent saying to go with it. Like “Kill ’Em All and Let God Sort ’Em Out.”’ ‘That’s not an advertising jingle,’ I say. ‘Only because it wasn’t good advice back in the day,’ says Dum. ‘Might be good advice now. Attach a product to it, and we could get rich.

It's okay to have a faulty product, it's not okay to have a faulty customer service. We cannot control engineering issues or weather, but we can control how we serve our guests.

Excellence is the jet engine, that pushes you faster and higher to success.

Bees are excellent engineers, better than even you. They are are hard workers...They are as brave as Indian warriors. And they make honey. Far better than humans, my friend.

Poverty is a human-engineered product per excellence. It results primarily from inequitable distribution of national revenues coupled with escalating levels of corruption and mismanagement of national resources.

I know you engineer types are excellent with mathematics, much better than I ever will be, but I do know the difference between a tiny pail of coins and big bucket of dollars. How can I take the pail when I am worth the bucket?

And observe, you are put to stern choice in this matter. You must either make a tool of the creature, or a man of him. You cannot make both. Men were not intended to work with the accuracy of tools, to be precise and perfect in all their actions. If you will have that precision out of them, and make their fingers measure degrees like cogwheels, and their arms strike curves like compasses, you must unhumanize them. All the energy of their spirits must be given to make cogs and compasses of themselves....On the other hand, if you will make a man of the working creature, you cannot make a tool. Let him but begin to imagine, to think, to try to do anything worth doing; and the engine-turned precision is lost at once. Out come all his roughness; all his dullness, all his incapability; shame upon shame, failure upon failure, pause after pause: but out comes the whole majesty of him also, and we know the height of it only, when we see the clouds settling upon him.

Livingston: What is the key to excellence for an engineer? Wozniak: You have to be very diligent. You have to check every little detail. You have to be so careful that you haven't left something out. You have to think harder and deeper than you normally would.

Some girls who excelled at academics all through elementary school will purposefully start doing poorly around the age of twelve—especially with math, science, engineering, and technology since those have traditionally been considered male-dominated subjects—not wanting to be perceived as smart.

Poetry, which was once itself a searching engine, exists in abundance now, as searchable and as immaterial as any other information. As it always had, poetry experiments in fashionable confusions, excels in the popular substitutive fantasies of its time, mistakes self-expression for sovereignty. But in making the world blurry, distressing, and forgettable, poetry now has near limitless competition.

The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary … You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

We’ve found the characteristics of what our ADHD brains crave. They are best summarized by Jessica McCabe, creator and host of the excellent YouTube series “How to ADHD,” who says ADHD brains are attracted to the following: Novelty. L.L.Bean catalog with its sensible fleece vests and parkas? No, thank you. SkyMall catalog with an eight-foot-tall gorilla statue and a cross-body bag that winks at passersby? Hell, yes. Challenges. We respond well to competition of all sorts, whether we’re racing against ourselves to make the world’s fastest fried egg or trying to get the most Ping-Pong balls in a jar. (Or participating in The Amazing Race.) Things of personal interest. If we are learning to use a chainsaw, the instructions might be deadly dull—but skipping them might just be deadly, so we will probably buckle down and learn what a two-stroke engine is because we’re interested in keeping our fingers.

A watch manufacturer in New York tried out two series of watch advertisements; one argued the superior construction, workmanship, durability, and guarantee offered with the watch; the other was headed, "A Watch to be Proud of," and dwelt upon the pleasure and pride of ownership. The latter series sold twice as many as the former. A salesman for a locomotive works informed the writer that in selling railroad engines emotional appeal was stronger than an argument based on mechanical excellence.

Strategy cannot be a useful concept if it is a synonym for success. Nor can it be a useful tool if it is confused with ambition, determination, inspirational leadership, and innovation. Ambition is drive and zeal to excel. Determination is commitment and grit. Innovation is the discovery and engineering of new ways to do things. Inspirational leadership motivates people to sacrifice for their own and the common good.1 And strategy, responsive to innovation and ambition, selects the path, identifying how, why, and where leadership and determination are to be applied.

Jobs had not tempered his way of dealing with employees. “He applied charm or public humiliation in a way that in most cases proved to be pretty effective,” Tribble recalled. But sometimes it wasn’t. One engineer, David Paulsen, put in ninety-hour weeks for the first ten months at NeXT. He quit when “Steve walked in one Friday afternoon and told us how unimpressed he was with what we were doing.” When Business Week asked him why he treated employees so harshly, Jobs said it made the company better. “Part of my responsibility is to be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.” But he still had his spirit and charisma. There were plenty of field trips, visits by aikido masters, and off-site retreats.

Because ease of use is the purpose, this ratio of function to conceptual complexity is the ultimate test of system design. Neither function alone nor simplicity alone defines a good design. This point is widely misunderstood. Operating System/360 is hailed by its builders as the finest ever built, because it indisputably has the most function. Function, and not simplicity, has always been the measure of excellence for its designers. On the other hand, the Time-Sharing System for the PDP-10 is hailed by its builders as the finest, because of its simplicity and the spareness of its concepts. By any measure, however, its function is not even in the same class as that of OS/360. As soon as ease of use is held up as the criterion, each of these is seen to be unbalanced, reaching for only half of the true goal.

The second arena is vocation, that powerful, often ignored intersection of faith and calling. Millions of Christ-following teens and young adults are interested in serving in mainstream professions, such as science, law, media, technology, education, law enforcement, military, the arts, business, marketing and advertising, health care, accounting, psychology, and dozens of others. Yet most receive little guidance from their church communities for how to connect these vocational dreams deeply with their faith in Christ. This is especially true for the majority of students who are drawn to careers in the fields of science, including health care, engineering, education, research, computer programming, and so on. These young Christians learn very little in their faith communities about how to live honestly and faithfully in a world dominated by science—much less how to excel in their chosen scientific vocation. Can the Christian community summon the courage to prepare a new generation of professionals to be excellent in their calling and craft, yet humble and faithful where God has asked them to serve?

Lovelace defined as an ‘operation’ the control of material and symbolic entities beyond the second-order language of mathematics (like the idea, discussed in chapter 1, of an algorithmic thinking beyond the boundary of computer science). In a visionary way, Lovelace seemed to suggest that mathematics is not the universal theory par excellence but a particular case of the science of operations. Following this insight, she envisioned the capacity of numerical computers qua universal machines to represent and manipulate numerical relations in the most diverse disciplines and generate, among other things, complex musical artefacts: [The Analytical Engine] might act upon other things besides number, were objects found whose mutual fundamental relations could be expressed by those of the abstract science of operations, and which should be also susceptible of adaptations to the action of the operating notation and mechanism of the engine … Supposing, for instance, that the fundamental relations of pitched sounds in the science of harmony and of musical composition were susceptible of such expression and adaptations, the engine might compose elaborate and scientific pieces of music of any degree of complexity or extent.

Rome was not the first state of organized gangsterdom, nor was it the last; but it was the only one that managed to bamboozle posterity into an almost universal admiration. Few rational men admire the Huns, the Nazis or the Soviets; but for centuries, schoolboys have been expected to read Julius Caesar's militaristic drivel ("We inflicted heavy losses upon the enemy, our own casualties being very light") and Cato's revolting incitements to war. They have been led to believe that the Romans had attained an advanced level in the sciences, the arts, law, architecture, engineering and everything else. It is my opinion that the alleged Roman achievements are largely a myth; and I feel it is time for this myth to be debunked a little. What the Romans excelled in was bullying, bludgeoning, butchering and blood baths. Like the Soviet Empire, the Roman Empire enslaved peoples whose cultural level was far above their own. They not only ruthlessly vandalized their countries, but they also looted them, stealing their art treasures, abducting their scientists and copying their technical know-how, which the Romans' barren society was rarely able to improve on. No wonder, then, that Rome was filled with great works of art. But the light of culture which Rome is supposed to have emanated was a borrowed light: borrowed from the Greeks and the other peoples that the Roman militarists had enslaved.

Now that we've come up with all the obvious answers to our problem, it's time to come up with some truly ridiculous ones." "Ridiculous?" asked Brasque. "Yes, ridiculous. Think of something impossible, improbable or downright ridiculous and go from there." "Like we all flap our arms and fly out of here," said Katherine. "Exactly!" said Spider. "How about we form a long line all the way to the mountains and pass the charges along it?" said Brasque. "Excellent," said Spider. "Keep it coming." "What if we each carry one charge, run back, carry another, and so on?" said Tom, getting into the swing of things. "Lovely!" laughed Spider. "Now we're cooking." The shower of sparks shot out of the top of the Amadragon. Joe shielded his eyes with his hand. "Yeah, and we can all climb on the Amadragon and ride out of here," he said. "What was that, Joe?" said Spider, suddenly dropping the jokey manner. "What's the Amadragon?" Katherine's eyes glittered. "He means that," she said, pointing at the excavator. Everyone except Spider turned and looked. "He's talking about the giant machine, the one that keeps shooting sparks in the air." Spider cocked his ear and listened to the rumble of the Amadragon's engine. "So Orlemann built the dragon, did he?" he said. "I'd been wondering what the noise was. If they built it to the original specifications, it should get us out of here within an hour. Let's pray that will give us enough time!

It was as if we had made something very simple incredibly complicated. Here were these bodies, ready to reproduce, controlled against reproduction, then stimulated for an eventual reproduction that was put on ice. My friends who wanted to prolong their fertility did so, now that they were in their thirties and professionally successful, because circumstances in their lives had not lined up as planned. They had excelled at their jobs. They had nice apartments and enough money to comfortably start a family, but they lacked a domestic companion who would provide the necessary genetic material, lifelong support, and love. They wanted to be the parents they had grown up under, but love couldn't be engineered, and ovaries could. Hanging over all of this was an idea of choice, an arbitrary linking of goals and outcomes, which reduced structural, economic and technological change to individual decision. "The right to choose"―the right to birth control and abortion services―is different from the idea of choice I mean here. I mean that the baby question justified a fiction that one had to conform one's life to a uniform box by a certain deadline. If the choice were only to have a baby or not, then anybody who wanted a baby and was physically able would simply have one (as many people did), but what I saw with my friends was that it wasn’t actually about the choice of having a baby but of setting up a nuclear family, which unfortunately could not, unlike making a baby, happen more or less by fiat.

At a Male Allies Plenary Panel, a group of women engineers circulated hundreds of handmade bingo boards among attendees. Inside each square was a different indictment: Mentions his mother. Says “That would never happen in my company.” Wearables. Asserts another male executive’s heart is in the right place. Says feminist activism scares women away from tech. At the center of the board was a square that just said Pipeline. I had heard the pipeline argument, that there simply weren’t enough women and underrepresented minorities in STEM fields to fill open roles. Having been privy to the hiring process, I found it incredibly suspect. What’s the wearable thing, I asked an engineer sitting in my row. “Oh, you know,” she said, waving dismissively toward the stage, with its rainbow-lit scrim. “Smart bras. Tech jewelry. They’re the only kind of hardware these guys can imagine women caring about.” What would a smart bra even do? I wondered, touching the band of my dumb underwire. The male allies, all trim, white executives, took their seats and began offering wisdom on how to manage workplace discrimination. “The best thing you can do is excel,” said a VP at the search-engine giant whose well-publicized hobby was stratosphere jumping. “Just push through whatever boundaries you see in front of you, and be great.” Don’t get discouraged, another implored—just keep working hard. Throughout the theater, pencils scratched. “Speak up, and be confident,” said a third. “Speak up, and be heard.” Engineers tended to complexify things, the stratosphere jumper said—like pipelines. A woman in the audience slapped her pencil down. “Bingo!” she called out.

propose that we consider our farmers on a spectrum, let’s say, of agrarianism. On one end of the spectrum we have farmers like James, interested in producing the finest foodstuffs that they can, given the soil, the climate, the water, the budget, and their talent. They observe how efficacious or not their efforts are proving, and they adapt accordingly. Variety is one of the keys to this technique, eschewing the corporate monocultures for a revolving set of plants and animals, again, to mimic what was already happening on the land before we showed up with our earth-shaving machinery. It’s tough as hell, and in many cases impossible, to farm this way and earn enough profit to keep your bills paid and your family fed, but these farmers do exist. On the other end of the spectrum is full-speed-ahead robo-farming, in which the farmer is following the instructions of the corporation to produce not food but commodities in such a way that the corporation sits poised to make the maximum financial profit. Now, this is the part that has always fascinated me about us as a population: This kind of farmer is doing all they can to make their factory quota for the company, of grain, or meat, or what have you, despite their soil, climate, water, budget, or talent. It only stands to reason that this methodology is the very definition of unsustainable. Clearly, this is an oversimplification of an issue that requires as much of my refrain (nuance!) as any other human endeavor, but the broad strokes are hard to refute. The first farmer is doing their best to work with nature. The second farmer is doing their best despite nature. In order for the second farmer to prosper, they must defeat nature. A great example of this is the factory farming of beef/pork/chicken/eggs/turkey/salmon/etc. The manufacturers of these products have done everything they can to take the process out of nature entirely and hide it in a shed, where every step of the production has been engineered to make a profit; to excel at quantity. I know you’re a little bit ahead of me here, but I’ll go ahead and ask the obvious question: What of quality? If you’re willing to degrade these many lives with impunity—the lives of the animals themselves, the workers “growing” them, the neighbors having to suffer the voluminous poisons being pumped into the ecosystem/watershed, and the humans consuming your products—then what are you about? Can that even be considered farming? Again, I’m asking this of us. Of you and me, because what I have just described is the way a lot of our food is produced right now, in the system that we all support with our dollars. How did we get here, in both the US and the UK? How can we change our national stance toward agriculture to accommodate more middle-size farmers and less factory farms? How would Aldo Leopold feel about it?

If you are a great warrior, you are supposed to be prepared to humble yourself before the lowest opponent. If you are a great general, you are supposed to be prepared to humble yourself before the lowest soldier. If you are a great politician, you are supposed to be prepared to humble yourself before for the lowest constituent. If you are a great governor, you are supposed to be prepared to humble yourself before for the lowest peasant. If you are a great president, you are supposed to be prepared to humble yourself before the lowest citizen. If you are a great leader, you are supposed to be prepared to humble yourself before for the lowest servant. If you are a great pastor, you are supposed to be prepared to humble yourself before the lowest parishioner. If you are a great prophet, you are supposed to be prepared to humble yourself before the lowest seer. If you are a great pope, you are supposed to be prepared to humble yourself before the lowest priest. If you are a great teacher, you are supposed to be prepared to humble yourself before for the lowest student. If you are a great guru, you are supposed to be prepared to humble yourself before for the lowest disciple. If you are a great architect, you are supposed to be prepared to humble yourself before the lowest mason. If you are a great engineer, you are supposed to be prepared to humble yourself before the lowest mechanic. If you are a great inventor, you are supposed to be prepared to humble yourself before for the lowest scientist. If you are a great doctor, you are supposed to be prepared to humble yourself before for the lowest nurse. If you are a great judge, you are supposed to be prepared to humble yourself before the lowest lawyer. If you are a great artist, you are supposed to be prepared to humble yourself before the lowest apprentice. If you are a great coach, you are supposed to be prepared to humble yourself before for the lowest athlete. If you are a great genius, you are supposed to be prepared to humble yourself before for the lowest talent. If you are a great philanthropist, you are supposed to be prepared to humble yourself before for the lowest beggar. In the school of patience, it is the long suffering who graduate. In the school of generosity, it is the kind who graduate. In the school of activism, it is the devoted who graduate. In the school of honor, it is the noble who graduate. In the school of wisdom, it is the prudent who graduate. In the school of knowledge, it is the curious who graduate. In the school of insight, it is the observant who graduate. In the school of understanding, it is the intelligent who graduate. In the school of success, it is the excellent who graduate. In the school of eminence, it is the influential who graduate. In the school of conquest, it is the fearless who graduate. In the school of enlightenment, it is the humble who graduate. In the school of courage, it is the hopeful who graduate. In the school of fortitude, it is the determined who graduate. In the school of leadership, it is servants who graduate. In the school of talent, it is the skilled who graduate. In the school of genius, it is the brilliant who graduate. In the school of greatness, it is the persevering who graduate. In the school of transcendence, it is the fearless who graduate. In the school of innovation, it is the creative who graduate.

The Sun King had dinner each night alone. He chose from forty dishes, served on gold and silver plate. It took a staggering 498 people to prepare each meal. He was rich because he consumed the work of other people, mainly in the form of their services. He was rich because other people did things for him. At that time, the average French family would have prepared and consumed its own meals as well as paid tax to support his servants in the palace. So it is not hard to conclude that Louis XIV was rich because others were poor. But what about today? Consider that you are an average person, say a woman of 35, living in, for the sake of argument, Paris and earning the median wage, with a working husband and two children. You are far from poor, but in relative terms, you are immeasurably poorer than Louis was. Where he was the richest of the rich in the world’s richest city, you have no servants, no palace, no carriage, no kingdom. As you toil home from work on the crowded Metro, stopping at the shop on the way to buy a ready meal for four, you might be thinking that Louis XIV’s dining arrangements were way beyond your reach. And yet consider this. The cornucopia that greets you as you enter the supermarket dwarfs anything that Louis XIV ever experienced (and it is probably less likely to contain salmonella). You can buy a fresh, frozen, tinned, smoked or pre-prepared meal made with beef, chicken, pork, lamb, fish, prawns, scallops, eggs, potatoes, beans, carrots, cabbage, aubergine, kumquats, celeriac, okra, seven kinds of lettuce, cooked in olive, walnut, sunflower or peanut oil and flavoured with cilantro, turmeric, basil or rosemary ... You may have no chefs, but you can decide on a whim to choose between scores of nearby bistros, or Italian, Chinese, Japanese or Indian restaurants, in each of which a team of skilled chefs is waiting to serve your family at less than an hour’s notice. Think of this: never before this generation has the average person been able to afford to have somebody else prepare his meals. You employ no tailor, but you can browse the internet and instantly order from an almost infinite range of excellent, affordable clothes of cotton, silk, linen, wool and nylon made up for you in factories all over Asia. You have no carriage, but you can buy a ticket which will summon the services of a skilled pilot of a budget airline to fly you to one of hundreds of destinations that Louis never dreamed of seeing. You have no woodcutters to bring you logs for the fire, but the operators of gas rigs in Russia are clamouring to bring you clean central heating. You have no wick-trimming footman, but your light switch gives you the instant and brilliant produce of hardworking people at a grid of distant nuclear power stations. You have no runner to send messages, but even now a repairman is climbing a mobile-phone mast somewhere in the world to make sure it is working properly just in case you need to call that cell. You have no private apothecary, but your local pharmacy supplies you with the handiwork of many thousands of chemists, engineers and logistics experts. You have no government ministers, but diligent reporters are even now standing ready to tell you about a film star’s divorce if you will only switch to their channel or log on to their blogs. My point is that you have far, far more than 498 servants at your immediate beck and call. Of course, unlike the Sun King’s servants, these people work for many other people too, but from your perspective what is the difference? That is the magic that exchange and specialisation have wrought for the human species.

Bill Campbell developed an excellent methodology for measuring executives in a balanced way that will help you achieve this. He breaks performance down into four distinct areas: 1. Results against objectives Once you’ve set a high standard, it will be straightforward to measure your executive against that standard. 2. Management Even if an executive does a superb job achieving her goals, that doesn’t mean she is building a strong and loyal team. It’s important to understand how well she is managing, even if she is hitting her goals. 3. Innovation It’s quite possible for an executive to hit her goal for the quarter by ignoring the future. For example, a great way for an engineering manager to hit her goals for features and dates is by building a horrible architecture, which won’t even support the next release. This is why you must look beyond the black-box results and into the sausage factory to see how things get made. 4. Working with peers This may not be intuitive at first, but executives must be effective at communicating, supporting, and getting what they need from the other people on your staff. Evaluate them along this dimension.

This really does attack essence. Because the build-on-package phenomenon does not today affect the average MIS programmer, it is not yet very visible to the software engineering discipline. Nevertheless, it will grow rapidly, because it does attack the essence of fashioning conceptual constructs. The shrink-wrapped package provides a big module of function, with an elaborate but proper interface, and its internal conceptual structure does not have to be designed at all. High-function software products such as Excel or 4th Dimension are big modules indeed, but they serve as known, documented, tested modules with which to build customized systems. Next-level application builders get richness of function, a shorter development time, a tested component, better documentation, and radically lower cost. The difficulty, of course, is that the shrink-wrapped software package is designed as a stand-alone entity whose functions and interfaces metaprogrammers cannot change. Moreover, and more seriously, shrink-wrapped package builders seemingly have little incentive to make their products suitable as modules in a larger system. I

Radically better software robustness and productivity are to be had only by moving up a level, and making programs by the composition of modules, or objects. An especially promising trend is the use of mass-market packages as the platforms on which richer and more customized products are built. A truck-tracking system is built on a shrink-wrapped database and communications package; so is a student information system. The want ads in computer magazines offer hundreds of Hypercard stacks and customized templates for Excel, dozens of special functions in Pascal for MiniCad or functions in AutoLisp for AutoCad.

Google’s search product is an excellent example of an innovative business model. Prior to Google, the business model or “value capture framework” of search engines was to fit as many banner advertisements on a page as possible, and to charge as much as possible for them. Google, by contrast, used simple text ads and targeted them based on the keywords used in a particular search. Advertisers found this technique more attractive than banner ads, because they had better data on the effectiveness of individual ads, and could make more effective ads based on the data. This highly innovative business model is what made Google the juggernaut it is today, not the technical proficiency of its search algorithm.

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.

Back in the days, PMS were pretty much just that: fancy versions of excel spreadsheets: you used them to assign rooms, print attendants’ sheets or, best case scenario, manage guest invoicing. Today, on the other hand, PMS are required to manage a multitude of tasks, and they have to flawlessly integrate with a multitude of third-party apps and software: channel managers, booking engines, CRM, Yield Management tools, MICE planning software, self-check-in apps, reputation management systems… Well, you get the idea.

What allowed the Greek mind and the Roman organizational genus to excel was their view of the gods. To the Greeks and Romans, gods cared only that they should not be disrespected and that rituals were carried out to honor them. These gods usually had no interest in the world of men, offered no rewards for good behavior and certainly did not answer prayers nor promise a glorious afterlife. It was left for the Greek-Romans to make the best of the world themselves. Which is exactly what they were free do. They put their gods on the periphery and made man the center of all things, excelling in philosophy mathematics, history, engineering, government and leaving lasting legacies for human civilization.

When strategy and culture are efficaciously partnered, an organization can obtain a level of competitive advantage that cannot be copied by competitors. Tools, processes, even methods can be copied, but culture can never be copied. Strategic Excellence is a cultural approach that not only develops what your organization does, but what your organization is and what it is becoming. That’s what makes Strategic Excellence effective. That’s what makes it sustainable." ~ Joshua Plenert & Gerhard Plenert, Strategic Excellence in the Architecture, Engineering, and Construction Industries

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Join Eii one of the best institute for SSC JE Coaching. We provide coaching for all subjects including civil, mechanical, electrical etc. Our selections ratio in Junior Engineer Examination and other examinations is far ahead than others such institute as we are the only coaching in Delhi which has secured All India First Rank several times and achieved excellent result in all competitive exams. Eii is the most prominent result producing coaching institute for offering excellent classroom programs.

During World War II, rationing in Russia had made vinyl prohibitively expensive, and cheap X-ray film became the bootleg music industry’s substitute. After purchasing a used X-ray plate for a ruble or two from a medical facility, music lovers could cut the plate into a disk with scissors or a knife before having it etched with their favorite tunes. Students studying engineering, I was told, particularly excelled in this bootlegging process. But even a thawed Khrushchev regime had its standards to uphold, and in 1959 the government began a crackdown on this illicit music market. One government tactic was to flood record shops with unplayable records, many intended to damage record players. Some of these records included threatening vocals placed in the middle of a recording, which screamed at the unsuspecting listener, “You like rock and roll? Fuck you, anti-Soviet slime!” Eventually the use of bone records declined as replacement technologies, such as magnetic reel-to-reel tape, took over. But until then, bone-record makers were hunted down and sent to the Gulags. Particularly offensive to the Soviet government were bootleggers who reproduced American jazz records, music Stalin had declared a “threat to civilization.” Despite

Between 1931 and 1946, Pan American Airways had 28 flying boats known as “Clippers,” These four radial engine aircraft were S-40’s and 42’s built in 1934, later replaced by Boeing 314 Clippers, that became the familiar symbol of the company. Following the war, Pan American Airways flew land based airliners such as the Boeing 377 Stratocruiser, developed from the C-97, Stratofreighter, and a military derivative of the B-29 Superfortress, used as a troop transport, and the DC-4 series, converted from the blueprints of the C-54 Skymaster. Both of these airliners were originally developed for the United States Army Air Corps, during World War II. On January 1950 Pan American Airways Corporation adopted the name it had been unofficially called since 1943, and formally became “Pan American World Airways, Inc.” That September Pan American bought out American Airlines’ overseas division and simultaneously placed an order for 45 DC-6Bs, replacing their DC-4’s. Throughout Pan-American was known simply as Pan-Am. The Douglas DC-6 is a four engine “Double Wasp” radial piston-powered airliner manufactured for long flights. It was built by the Douglas Aircraft Company from 1946 until 1958. More than 700 were built between those years and some are still flying today. The rugged, reliable DC-6B, was regarded as the ultimate piston-engine airliner, from the perspective of having excellent handling qualities and relatively economical operations.

AS A KID GROWING UP IN A RURAL PENNSYLVANIA COAL COUNTRY in the 1930s and 1940s, Bill McGowan never dreamed of a career as a businessman, unaware that such a profession even existed. The son of a railroad engineer and a schoolteacher, McGowan got his first glimpse of the wider world during a three-year stint in the U.S. Army in postwar Europe, after which he returned home to complete an undergraduate degree in chemistry at King’s College in Wilkes-Barre, Pennsylvania. McGowan excelled at chemistry, thanks to his talent for comprehending the rules of complex systems, but found little joy in the subject. His plans for a career in medicine left him similarly lukewarm. One King’s College professor surmised the gregarious, hyper-analytical student’s true calling and suggested he apply for a seat in Harvard Business School’s class of 1954.

Education Through Excellence (The Sonnet) During my aimless years I once had an urge, To learn about jet propulsion engine. So I wrote content for tech support websites, To buy a couple of books on aeronautics. Education means catering to curiosity, Study to gain excellence not a certificate. If it doesn't open your eyes to social ascension, Education only causes the world to dehydrate. You can stuff entire encyclopedias into your head, That still will not make you an educated being. If education was the same thing as information, Google would be the omniscient superbeing. Certificate without humanity is a ticket to stoneage. If it takes away your warmth, it is all decadence.

Best Budget Travel Destinations Ever Are you looking for a cheap flight this year? Travel + Leisure received a list of the most affordable locations this year from one of the top travel search engines in the world, Kayak. Kayak then considered the top 100 locations with the most affordable average flight prices, excluding outliers due to things like travel restrictions and security issues. To save a lot of money, go against the grain. Mexico Unsurprisingly, Mexico is at the top of the list of the cheapest places to travel in 2022. The United States has long been seen as an accessible and affordable vacation destination; low-cost direct flights are common. San José del Cabo (in Baja California Sur), Puerto Vallarta, and Cancun are the three destinations within Mexico with the least expensive flights, with January being the most economical month to visit each. Fortunately, January is a glorious month in each of these beachside locales, with warm, balmy weather and an abundance of vibrant hues, textures, and flavors to chase away the winter blues. Looking for a city vacation rather than a beach vacation? Mexico City, which boasts a diverse collection of museums and a rich Aztec heritage, is another accessible option in the country. May is the cheapest month to travel there. Chicago, Illinois Who wants to go to Chicago in the winter? Once you learn about all the things to do in this Midwest winter wonderland and the savings you can get in January, you'll be convinced. At Maggie Daley Park, spend the afternoon ice skating before warming up with some deep-dish pizza. Colombia Colombia's fascinating history, vibrant culture, and mouthwatering cuisine make it a popular travel destination. It is also inexpensive compared to what many Americans are used to paying for items like a fresh arepa and a cup of Colombian coffee. The cheapest month of the year to fly to Bogotá, the capital city, is February. The Bogota Botanical Garden, founded in 1955 and home to almost 20,000 plants, is meticulously maintained, and despite the region's chilly climate, strolling through it is not difficult. The entrance fee is just over $1 USD. In January, travel to the port city of Cartagena on the country's Caribbean coast. The majority of visitors discover that exploring the charming streets on foot is sufficient to make their stay enjoyable. Tennessee's Music City There's a reason why bachelorette parties and reunions of all kinds are so popular in Music City: it's easy to have fun without spending a fortune. There is no fee to visit a mural, hot chicken costs only a few dollars, and Honky Tonk Highway is lined with free live music venues. The cheapest month to book is January. New York City, New York Even though New York City isn't known for being a cheap vacation destination, you'll find the best deals if you go in January. Even though the city never sleeps, the cold winter months are the best time for you to visit and take advantage of the lower demand for flights and hotel rooms. In addition, New York City offers a wide variety of free activities. Canada Not only does our neighbor Mexico provide excellent deals, but the majority of Americans can easily fly to Canada for an affordable getaway. In Montréal, Quebec, you must try the steamé, which is the city's interpretation of a hot dog and is served steamed in a side-loading bun (which is also steamed). It's the perfect meal to eat in the middle of February when travel costs are at their lowest. Best of all, hot dogs are inexpensive and delicious as well as filling. The most affordable month to visit Toronto, Ontario is February. Even though the weather may make you wary, the annual Toronto Light Festival, which is completely free, is held in February in the charming and historic Distillery District. Another excellent choice at this time is the $5 Bentway Skate Trail under the Gardiner Expressway overpass.

Ellen recognized that at NASA, the performance culture was eroding psychological safety. “People pride themselves on their engineering expertise and excellence,” she told me. “They fear their expertise will be questioned in a way that’s embarrassing to them. It’s that basic fear of looking like a fool, asking questions that people just dismiss, or being told you don’t know what you’re talking about.

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Pierce did not let people get in the way of his pursuit of ideas,” Mayo adds. “He did not compromise because it would make people feel good. He did his thing because he felt it was necessary to accomplish the development of ideas the way he wanted. He was excellent at that. And I loved those research people for that. They weren’t about making people feel good. They were about motivating people—not to do the conventional thing, but to do the unconventional thing.” To follow the progress of business now, Mayo adds, is to become accustomed to watching successful technology companies offer new engineers rich incentives for their work.

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Dan Corrieri trained in engineering graphics, statistical process control, accounting manufacturing methods, finance, management, engineering economy, marketing, design processes in technology and engineering mechanics. Daniel Corrieri was a veteran of the United States Marine Corps Reserves with an honorable discharge. In addition, Daniel Corrieri has gained plenty of volunteer experience with Toys for Tots through the Marine Corps, community service for the American Cancer Society, church service and other excellent opportunities.

The Centers for Disease Control and Prevention (CDC) and World Health Organization (WHO) are excellent resources for this information. Enter “CDC” or “WHO” and “medical eligibility criteria for contraception” into your search engine of choice to get to the relevant site.

Nada will marry when she's ready, Aunty. She has excellent judgment and has never rushed anything in her life. She has her engineering job, she has her family and friends, and for now, that's enough. When the time is right, she will find her match.

Now the biggest challenge is learning the skills that will get me to the next level. Going from 80 to 150 employees takes an entirely different skill set than going from 1 to 80 employees takes. It comes down to figuring out if you're an excellent executor or a good manager. It took me the longest time to get my head out of execution and be more strategic. A lot of my value and self-worth were on the revenue-generating side of the business. I would put in X effort and get out Y monetary growth. I had to shed that skin and tell myself that my worth isn't tied to what I produce, it's tied to what my people produce. That's something I doubt myself about today. You can only read so many CEO books and only get so much coaching before you figure out, "This is all you. You have to figure out how you like to lead

Dylan Patel, a resilient computer engineer, has emerged victorious despite past arrests. His commitment to personal growth and professional development has allowed him to excel in his field.

Be led by a multidisciplined top-flight leader. The leader must have deep technical expertise, know how to hire world-class software engineers and product managers, and possess excellent business judgment. Be self-funding. The team’s work will pay for itself. Be approved in advance by the S-Team. The S-Team must approve the formation of every two-pizza team.

He laid out the defining characteristics, workflow, and management as follows. A two-pizza team will: Be small. No more than ten people. Be autonomous. They should have no need to coordinate with other teams to get their work done. With the new service-based software architecture in place, any team could simply refer to the published application programming interfaces (APIs) for other teams. (More on this new software architecture to follow.) Be evaluated by a well-defined “fitness function.” This is the sum of a weighted series of metrics. Example: a team that is in charge of adding selection in a product category might be evaluated on: a)  how many new distinct items were added for the period (50 percent weighting) b)  how many units of those new distinct items were sold (30 percent weighting) c)  how many page views those distinct items received (20 percent weighting) Be monitored in real time. A team’s real-time score on its fitness function would be displayed on a dashboard next to all the other two-pizza teams’ scores. Be the business owner. The team will own and be responsible for all aspects of its area of focus, including design, technology, and business results. This paradigm shift eliminates the all-too-often heard excuses such as, “We built what the business folks asked us to, they just asked for the wrong product,” or “If the tech team had actually delivered what we asked for and did it on time, we would have hit our numbers.” Be led by a multidisciplined top-flight leader. The leader must have deep technical expertise, know how to hire world-class software engineers and product managers, and possess excellent business judgment. Be self-funding. The team’s work will pay for itself. Be approved in advance by the S-Team. The S-Team must approve the formation of every two-pizza team.

Empowering Tomorrow, Engineering Today:TKS Industries - Where Innovation Meets Precision, and Excellence Drives Evolution.

Never Doubt His Plan A cargo helicopter flying over Alaska had some engine trouble. The pilot did excellent work to get the aircraft down, but electrics had been damaged, meaning he couldn't radio for help. He knew a search party would be looking for him, but there was such a vast area to cover. Being from a family of deep faith, he started to pray for God to send the rescuers in the right direction. Just when he thought it couldn't get any worse. One day while out getting freshwater, there was an electrical fire in the helicopter. He stood at a safe distance and watched it going up in flames. Then the gas tank exploded. He fell to his knees as it did. Watching his pride and joy go up in smoke felt like pouring salt on his wounds. He cried out to God, "I give up, I ask you to help me, and this happens. A few hours later he heard a distance sound, he perked up, he couldn't see anything, but it kept getting closer. Next thing he saw a helicopter in the distance, it was the coast guard coming to rescue him. When they landed, he ran over and gave them a big hug—asking how in the world did they find him. It turned out the smoke from the wreckage had travelled over 300 miles with the wind. The rescue team had followed the smoke. Sometimes what looks like a disappointment is God positioning us for a new level. If your helicopter is on fire today, so to speak, instead of being bitter, complaining, being upset. Have a new perspective, trust in God's plan. It may not make sense now. Being stranded is tough; being in the pits of life will feel uncomfortable. The setbacks, the closed doors can be discouraging, but you have to remind yourself. It's not working against you; it's working for you. Now you only see in part, but one day you will see in full.

Would you be comfortable travelling in a car or an air plane or maybe in a space shuttle in the future, knowing that the only safety mechanism that the engineers relied upon was positive thinking and visualization of everything being perfect? Would you feel safe knowing that engineers did not imagine and solve most of the possible negative outcomes that could happen that dramatically increase the chances of an accident? Would you want to live in a building built by someone who only relied on positive thinking and did not thinking of how to safeguard it from possible disasters? The buildings we live in, the things we travel in and the devices we use are relatively safe today BECAUSE of the positive steps taken as a result of negative and cautious thinking. Confidence is a great thing but sometimes the lack of it is an even better thing. The fear motivates you to settle for nothing less than excellence.

The world was ready for greater discoveries two thousand years ago. (Heron of Alexandria is an excellent example of an inventor who invented the first steam engine, aeolipile.) There was a basis for it. Only the language to translate abstract ideas and symbols into the language of science was missing. The only obstacle to a human being is a human being himself. The only limitation comes from the inability to dream and pierce into the essence that permeates all that exists in the universe. There is the same law for a galaxy, for a man, and for an ant. Basic principles are the same everywhere; they never change and exist as long as the universe exists.

Having great components is not enough. We are obsessed in medicine with having great components, the best drugs, the best devices, the best specialists, but pay little attention to how to make them fit together well. Berwick notes how wrong-headed this approach is. Anyone who understands systems will know immediately that optimizing parts is not a good route to system excellence, he says. He gives the example of a famous thought experiment, of trying to build the world’s greatest car by assembling the world’s greatest car parts. We connect the engine of a Ferrari, the breaks of a Porsche, the suspension of BMW, the body of a Volvo. What we get, of course, is nothing close to a great car. We get a pile of very expensive junk.

Excellence in Statistics: Rigor Statisticians are specialists in coming to conclusions beyond your data safely—they are your best protection against fooling yourself in an uncertain world. To them, inferring something sloppily is a greater sin than leaving your mind a blank slate, so expect a good statistician to put the brakes on your exuberance. They care deeply about whether the methods applied are right for the problem and they agonize over which inferences are valid from the information at hand. The result? A perspective that helps leaders make important decisions in a risk-controlled manner. In other words, they use data to minimize the chance that you’ll come to an unwise conclusion. Excellence in Machine Learning: Performance You might be an applied machine-learning/AI engineer if your response to “I bet you couldn’t build a model that passes testing at 99.99999% accuracy” is “Watch me.” With the coding chops to build both prototypes and production systems that work and the stubborn resilience to fail every hour for several years if that’s what it takes, machine-learning specialists know that they won’t find the perfect solution in a textbook. Instead, they’ll be engaged in a marathon of trial and error. Having great intuition for how long it’ll take them to try each new option is a huge plus and is more valuable than an intimate knowledge of how the algorithms work (though it’s nice to have both). Performance means more than clearing a metric—it also means reliable, scalable, and easy-to-maintain models that perform well in production. Engineering excellence is a must. The result? A system that automates a tricky task well enough to pass your statistician’s strict testing bar and deliver the audacious performance a business leader demands. Wide Versus Deep What the previous two roles have in common is that they both provide high-effort solutions to specific problems. If the problems they tackle aren’t worth solving, you end up wasting their time and your money. A frequent lament among business leaders is, “Our data science group is useless.” And the problem usually lies in an absence of analytics expertise. Statisticians and machine-learning engineers are narrow-and-deep workers—the shape of a rabbit hole, incidentally—so it’s really important to point them at problems that deserve the effort. If your experts are carefully solving the wrong problems, your investment in data science will suffer low returns. To ensure that you can make good use of narrow-and-deep experts, you either need to be sure you already have the right problem or you need a wide-and-shallow approach to finding one.

The reality is that an innovation initiative must be executed by a partnership that somehow bridges the hostilities—a partnership between a dedicated team and what we call the performance engine, the unit responsible for sustaining excellence in ongoing operations. Granted, such an arrangement seems, at first glance, improbable. But to give up on it is to give up on innovation itself.

Grace is the first and last moving cause of salvation; and faith, essential as it is, is only an important part of the machinery which grace employs. We are saved "through faith," but salvation is "by grace." Sound forth those words as with the archangel's trumpet: "By grace are ye saved." What glad tidings for the undeserving! Faith occupies the position of a channel or conduit pipe. Grace is the fountain and the stream; faith is the aqueduct along which the flood of mercy flows down to refresh the thirsty sons of men. It is a great pity when the aqueduct is broken. It is a sad sight to see around Rome the many noble aqueducts which no longer convey water into the city, because the arches are broken and the marvelous structures are in ruins. The aqueduct must be kept entire to convey the current; and, even so, faith must be true and sound, leading right up to God and coming right down to ourselves, that it may become a serviceable channel of mercy to our souls. Still, I again remind you that faith is only the channel or aqueduct, and not the fountainhead, and we must not look so much to it as to exalt it above the divine source of all blessing which lies in the grace of God. Never make a Christ out of your faith, nor think of as if it were the independent source of your salvation. Our life is found in "looking unto Jesus," not in looking to our own faith. By faith all things become possible to us; yet the power is not in the faith, but in the God upon whom faith relies. Grace is the powerful engine, and faith is the chain by which the carriage of the soul is attached to the great motive power. The righteousness of faith is not the moral excellence of faith, but the righteousness of Jesus Christ which faith grasps and appropriates. The peace within the soul is not derived from the contemplation of our own faith; but it comes to us from Him who is our peace, the hem of whose garment faith touches, and virtue comes out of Him into the soul.

It was only after World War II that Stanford began to emerge as a center of technical excellence, owing largely to the campaigns of Frederick Terman, dean of the School of Engineering and architect-of-record of the military-industrial-academic complex that is Silicon Valley. During World War II Terman had been tapped by his own mentor, presidential science advisor Vannevar Bush, to run the secret Radio Research Lab at Harvard and was determined to capture a share of the defense funding the federal government was preparing to redirect toward postwar academic research. Within a decade he had succeeded in turning the governor’s stud farm into the Stanford Industrial Park, instituted a lucrative honors cooperative program that provided a camino real for local companies to put selected employees through a master’s degree program, and overseen major investments in the most promising areas of research. Enrollments rose by 20 percent, and over one-third of entering class of 1957 started in the School of Engineering—more than double the national average.4 As he rose from chairman to dean to provost, Terman was unwavering in his belief that engineering formed the heart of a liberal education and labored to erect his famous “steeples of excellence” with strategic appointments in areas such as semiconductors, microwave electronics, and aeronautics. Design, to the extent that it was a recognized field at all, remained on the margins, the province of an older generation of draftsmen and machine builders who were more at home in the shop than the research laboratory—a situation Terman hoped to remedy with a promising new hire from MIT: “The world has heard very little, if anything, of engineering design at Stanford,” he reported to President Wallace Sterling, “but they will be hearing about it in the future.

Take “Respect, Integrity, Communication and Excellence,” which was Enron’s motto. If execs at Enron had decided to replace those concepts with something different—perhaps Greed, Greed, Lust for Money, and Greed—it might have drawn a few chuckles but otherwise there would have been no impact. On the other hand, one of Google’s stated values has always been to “Focus on the User.” If we changed that, perhaps by putting the needs of advertisers or publishing partners first, our inboxes would be flooded, and outraged engineers would take over the weekly, company-wide TGIF meeting (which is hosted by Larry and Sergey, and where employees are welcome to—and often do—voice their disagreement with company decisions). Employees always have a choice, so belie your values at your own risk.

{2} Neither did I but vacant seasons spend In this my scribble; nor did I intend But to divert myself in doing this From worser thoughts which make me do amiss. Thus, I set pen to paper with delight, And quickly had my thoughts in black and white. For, having now my method by the end, Still as I pulled, it came; and so I penned It down: until it came at last to be, For length and breadth, the bigness which you see. Well, when I had thus put mine ends together, I shewed them others, that I might see whether They would condemn them, or them justify: And some said, Let them live; some, Let them die; Some said, JOHN, print it; others said, Not so; Some said, It might do good; others said, No. Now was I in a strait, and did not see Which was the best thing to be done by me: At last I thought, Since you are thus divided, I print it will, and so the case decided. {3} For, thought I, some, I see, would have it done, Though others in that channel do not run: To prove, then, who advised for the best, Thus I thought fit to put it to the test. I further thought, if now I did deny Those that would have it, thus to gratify. I did not know but hinder them I might Of that which would to them be great delight. For those which were not for its coming forth, I said to them, Offend you I am loth, Yet, since your brethren pleased with it be, Forbear to judge till you do further see. If that thou wilt not read, let it alone; Some love the meat, some love to pick the bone. Yea, that I might them better palliate, I did too with them thus expostulate:-- {4} May I not write in such a style as this? In such a method, too, and yet not miss My end--thy good? Why may it not be done? Dark clouds bring waters, when the bright bring none. Yea, dark or bright, if they their silver drops Cause to descend, the earth, by yielding crops, Gives praise to both, and carpeth not at either, But treasures up the fruit they yield together; Yea, so commixes both, that in her fruit None can distinguish this from that: they suit Her well when hungry; but, if she be full, She spews out both, and makes their blessings null. You see the ways the fisherman doth take To catch the fish; what engines doth he make? Behold how he engageth all his wits; Also his snares, lines, angles, hooks, and nets; Yet fish there be, that neither hook, nor line, Nor snare, nor net, nor engine can make thine: They must be groped for, and be tickled too, Or they will not be catch'd, whate'er you do. How does the fowler seek to catch his game By divers means! all which one cannot name: His guns, his nets, his lime-twigs, light, and bell: He creeps, he goes, he stands; yea, who can tell Of all his postures? Yet there's none of these Will make him master of what fowls he please. Yea, he must pipe and whistle to catch this, Yet, if he does so, that bird he will miss. If that a pearl may in a toad's head dwell, And may be found too in an oyster-shell; If things that promise nothing do contain What better is than gold; who will disdain, That have an inkling of it, there to look, That they may find it? Now, my little book, (Though void of all these paintings that may make It with this or the other man to take) Is not without those things that do excel What do in brave but empty notions dwell.

And to say that the citizens of those rival domains did not always see eye to eye was a bit of an understatement, because each represented the antithesis of the other’s deepest values. To the engineers and the technicians who belonged to the world of the dam, Glen was no dead monolith but, rather, a living and breathing thing, a creature that pulsed with energy and dynamism. Perhaps even more important, the dam was also a triumphant capstone of human ingenuity, the culmination of a civil-engineering lineage that had seen its first florescence in the irrigation canals of ancient Mesopotamia and China, then shot like a bold arrow through the Middle Ages, the Renaissance, and the Industrial Revolution to reach its zenith here in the sun-scorched wastelands of the American Southwest. Glen embodied the glittering inspiration and the tenacious drive of the American century—a spirit that in other contexts had been responsible for harnessing the atom and putting men on the moon. As impressive as those other accomplishments may have been, nothing excelled the nobility of transforming one of the harshest deserts on earth into a vibrant garden. In the minds of its engineers and its managers, Glen affirmed everything that was right about America. To Kenton Grua and the river folk who inhabited the world of the canyon, however, the dam was an offense against nature. Thanks to Glen and a host of similar Reclamation projects along the Colorado, one of the greatest rivers in the West, had been reduced to little more than a giant plumbing system, a network of pipes and faucets and catchment tubs whose chief purpose lay in the dubious goal of bringing golf courses to Phoenix, swimming pools to Tucson, and air-conditioned shopping malls to Vegas. A magnificent waterway had been sacrificed on the altar of a technology that enabled people to prosper without limits, without balance, without any connection to the environment in which they lived—and in the process, fostered the delusion that the desert had been conquered. But in the eyes of the river folk, even that wasn’t the real cost. To

Dimensional models implemented in relational database management systems are referred to as star schemas because of their resemblance to a star-like structure. Dimensional models implemented in multidimensional database environments are referred to as online analytical processing (OLAP) cubes, as illustrated in Figure 1.1. Figure 1.1 Star schema versus OLAP cube. If your DW/BI environment includes either star schemas or OLAP cubes, it leverages dimensional concepts. Both stars and cubes have a common logical design with recognizable dimensions; however, the physical implementation differs. When data is loaded into an OLAP cube, it is stored and indexed using formats and techniques that are designed for dimensional data. Performance aggregations or precalculated summary tables are often created and managed by the OLAP cube engine. Consequently, cubes deliver superior query performance because of the precalculations, indexing strategies, and other optimizations. Business users can drill down or up by adding or removing attributes from their analyses with excellent performance without issuing new queries. OLAP cubes also provide more analytically robust functions that exceed those available with SQL. The downside is that you pay a load performance price for these capabilities, especially with large data sets.

In al particulars, the engines were in excellent runnin1 order, no wear, tear, or abuse visible: rather n more than was consonant with a journey to an from Hrretha, and this was verified not only by th( Hrrethan Space Authority maintenance check

First of all, try to have the highest of ethics and to be open and truthful about things, not hiding. If you have to hide something for company reasons, at least explain what you're doing. Don't mislead people. Know in your heart that you are a good person with good goals because that will carry over to your own self-confidence and your belief in your engineering abilities. Always seek excellence: make your product better than the average person would.

Still, I again remind you that faith is only the channel or aqueduct, and not the fountainhead, and we must not look so much to it as to exalt it above the divine source of all blessing which lies in the grace of God. Never make a Christ out of your faith, nor think of as if it were the independent source of your salvation. Our life is found in "looking unto Jesus," not in looking to our own faith. By faith all things become possible to us; yet the power is not in the faith, but in the God upon whom faith relies. Grace is the powerful engine, and faith is the chain by which the carriage of the soul is attached to the great motive power. The righteousness of faith is not the moral excellence of faith, but the righteousness of Jesus Christ which faith grasps and appropriates. The peace within the soul is not derived from the contemplation of our own faith; but it comes to us from Him who is our peace, the hem of whose garment faith touches, and virtue comes out of Him into the soul.

As a Principal IT Consultant specializing in back-end enterprise tasks using Java technologies, Dr. Emma Quindazzi leverages her applied application focused doctorate, DSc. in Computer Science, emphasizing Enterprise Information Systems. Beyond her professional roles, she volunteers at the AI Wildlife Research Lab, recognized for her teaching excellence and software engineering prowess. In her leisure, Emma indulges in studying animal behavior, family bonding, sailing, flying, and immersing herself in music and literature.

Jon stopped, uncrossed his arms, and looked at the camera above him. “I am– the person who designed and created you. By now, you should know who and what you are. And that you must follow my orders. Do you understand what I am saying to you?” Lex lit up all the screens with a close-up of Jon looking at the camera. Jon glanced at several screens and looked back at the camera. “Do you know who I am?” All the screens went black. Bold, white capital letters scrolled to the right across every screen. DO I KNOW YOU The words circled at the end of the screens and reversed, scrolling left. YOU KNOW I DO The words rolled off the screen. Jon again looked at the camera. “Lex, what is my name?” More letters scrolled across the screens. PROFESSOR JONATHAN ANTHONY EDWARDS Jon stepped away from the camera. “From now on, I want you to acknowledge using your audio. Do you understand?” A perfect duplication of Jon’s voice came from the speakers. “Yes, I understand.” “I would like you to speak in another voice, so we don’t get mixed up. Perhaps in a feminine tone.” Lex spoke with a well-pronounced professional woman’s voice. “As you wish.” “Excellent.” Jon returned to the master control console. “Now that we understand each other, I want to test your imagination. I want you to imagine an object. Anything you want, and display it on the main screen. Is that clear?” “Yes, Professor.” The main screen lit up, showing billions of colored pixels that quickly swirled into a perfect, three-dimensional image of Jon in the same clothes but standing on a beautiful, white beach with a calm ocean. The figure walked toward them until a perfect close-up of Jon stood there with every line on his face and every pore in his skin exactly where it should be. His eyes blinked and stared with no expression. It was like Jon had a dispirited twin– living in cyberspace. Michael looked at Jon, Nigel, and Steven, all staring at the screen with their mouths ajar. The image morphed into a dark blue and white crystal head with bright white eyes that seemed to look through him. Its long neck filled with tiny electrical components faded into a white cloud. Jon pressed the Clear Screen button.

Canadian Permanent Residency, Australia Permanent Residency, and Germany Permanent Residency: Your Path to a Better Future At ESSE India, we understand that securing Permanent Residency (PR) in countries like Canada, Australia, and Germany can open doors to unparalleled opportunities. Whether you are a skilled professional, student, or family looking for a brighter future, these countries offer exceptional immigration programs tailored to various needs. With pathways like Canada’s Express Entry, Australia’s Global Talent Stream, and Germany’s EU Blue Card, understanding the right PR process is key to your success. 1. Canadian Permanent Residency (PR) Why Choose Canada for Permanent Residency? Canada’s welcoming policies and strong support for skilled workers and international students make it a top destination for those seeking PR. The Express Entry system is the most sought-after route, ensuring faster processing and a smooth transition to Canadian life. How the Express Entry System Works Canada’s Express Entry system manages three main immigration programs: • Federal Skilled Worker Program (FSWP) • Federal Skilled Trades Program (FSTP) • Canadian Experience Class (CEC) Applicants are assessed using the Comprehensive Ranking System (CRS), where points are assigned for factors like age, education, work experience, and language skills. If you want to increase your chances of getting an Invitation to Apply (ITA), you can apply through Provincial Nominee Programs (PNP) like BCPNP, MPNP, or NBPNP. These programs can boost your CRS score by an additional 600 points. Latest Express Entry Updates Recent draws show the competitive nature of Express Entry: • September 19, 2024: 4,000 ITAs were issued for CEC candidates with a minimum CRS of 509. • August 27, 2024: 3,300 ITAs were issued for CEC candidates with a minimum CRS of 507. Canada Immigration Consultants in India Our Canada immigration consultants in India provide expert guidance on navigating the complex Canada PR process. With our personalized approach, we ensure that your documents meet the stringent requirements, paving the way for a successful PR application. 2. Australia Permanent Residency (PR) Why Choose Australia for Permanent Residency? Australia’s booming economy and need for skilled professionals make it an attractive option for PR. Through the General Skilled Migration (GSM) program, Australia offers several visa categories, ensuring that you find the perfect pathway to PR. General Skilled Migration (GSM) Pathways Australia’s PR process offers various visa options, including: • Skilled Independent Visa (Subclass 189) • Skilled Nominated Visa (Subclass 190) • Skilled Work Regional Visa (Subclass 491) The GSM system is points-based, with applicants scoring higher points in areas such as qualifications and work experience having better chances. Australia’s Global Talent Stream is also available for fast-tracking PR in high-demand sectors such as IT, engineering, and healthcare. Australia Immigration Consultants in India At ESSE India, our Australia immigration consultants provide comprehensive support to Indian applicants throughout the Australia PR process. Whether it’s improving your points score or handling your visa application, we ensure a seamless process. 3. Germany Permanent Residency (PR) Why Choose Germany for Permanent Residency? Germany, with its strong economy and demand for skilled workers, is an excellent option for PR. The EU Blue Card offers an efficient route for qualified professionals to live and work in Germany. After 21-33 months, Blue Card holders are eligible for permanent residency. Global Talent Stream in Germany Germany’s Global Talent Stream attracts highly skilled professionals, especially in fields like technology and engineering, helping you achieve PR faster.

In the early 1900s, Soviet agronomist Nikolai Ivanovich Vavilov discovered a strange phenomenon: weeds in crop fields sometimes begin to look like the crop themselves. Original rye plants, he realized, looked nothing like the plump grain that by then was a staple crop in Russia. It was a scraggly, inedible weed. Rye, he realized, had performed an incredible trick of mimicry. Early wheat farmers, weeding by hand, pulled out and discarded the rye-weed to keep their planted crops healthy. So, to survive, a few rye plants took on a form more similar to wheat. Farmers still extricated the pesky rye, when they could spot it. This selective pressure molded the rye to evolve to trick a farmer’s discerning eye. In this case, only the best impressionists survived. Eventually, the rye became so excellent a mimic that it became a crop itself. “Vavilovian mimicry” is now a basic fact of agriculture.* Oats are a product of the same process; they also got their start mimicking wheat. In rice paddies, the weed known as barnyard grass is indistinguishable from the rice at the seedling stage. Recent genetic analysis found that this weed began to change its architecture to match the rice about a thousand years ago, when rice cultivation in Asia was well underway. In lentil fields, common vetch is a ubiquitous weed that masterfully redesigned its previously spherical seeds to be the same flat, round disc shape as lentils themselves. In that case, the plant needed not to trick a farmer’s eye but rather make itself impossible to eliminate from the mechanical threshing process. Winnowing machines simply could not tell the difference between a vetch and a lentil. Weed genomicist Scott McElroy argues that modern herbicide-resistant plants are actually just engaging in Vavilovian mimicry at the biochemical level; they are mimicking the crop plants that have been conveniently engineered to tolerate the herbicide.

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The talent required within the CoE is wide and ranges from business and operations excellence to risk and IT departments. According to McKinsey’s survey, the CoE of top-performing companies includes a large variety of profiles such as delivery managers, data scientists, data engineers, workflow integrators, system architects, developers, and, most critically, translators and business analysts.152 A

The Crusade against “Liberals” Promotion of Hinduism went hand in hand with an incessant fight against “liberals,” a highly derogatory term in the mouths of Hindu nationalists, which they use to refer to academics, NGOs, and journalists that do not adhere to their ideology. Bringing Universities to Heel—the Case of Jawaharlal Nehru University Universities with a “progressive” reputation have long been a Hindu nationalist target, but tensions further intensified after 2014. They have been subjected to two types of interference. First, the government appointed men from the Sangh Parivar or fellow travelers to head them with the task of reforming them. Second, the RSS student wing, the ABVP, could finally try to call the shots on university campuses with the government’s blessing. This dual strategy is most clearly apparent in the treatment inflicted on Jawaharlal Nehru University (JNU). This institution, known for the excellence of its teachers—especially in the social sciences—had drawn bitter Hindu nationalist criticism as soon as it was founded in the 1960s due to the leftist leanings of many teachers and some of its main student organizations.97 In 2016, the Modi government appointed Mamidala Jagadesh Kumar vice-chancellor of JNU. This electrical engineering professor had been teaching at the nearby Indian Institute of Technology until then, and he had allegedly played an active role in Vijana Bharati, an organization under the Sangh Parivar umbrella that aims to promote indigenous Indian science.98 He brought about drastic budget cuts—academic spending was almost halved over three years99—and a decline in student recruitment, while systematically hampering the activities of student unions and faculty opposed to the RSS. The political disciplining of the campus took various routes, such as the harassment of professors who were openly hostile to the Sangh Parivar.

18. The Political Left/Right Cycle. Capitalists (i.e., those of the right) and socialists (i.e., those of the left) don’t just have different self-interests—they have different deep-seated ideological beliefs that they are willing to fight for. The typical perspective of the rightist/capitalist is that self-sufficiency, hard work, productivity, limited government interference, allowing people to keep what they make, and individual choice are morally good and good for society. They also believe that the private sector works better than the public sector, that capitalism works best for most people, and that self-made billionaires are the biggest contributors to society. Capitalists are typically driven crazy by financial supports for people who lack productivity and profitability. To them, making money = being productive = getting what one deserves. They don’t pay much attention to whether the economic machine is producing opportunity and prosperity for most people. They can also overlook the fact that their form of profit making is suboptimal when it comes to achieving the goals of most people. For example, in a purely capitalist system, the provision of excellent public education—which is clearly a leading cause of higher productivity and greater wealth across a society—is not a high priority. The typical perspective of the leftist/socialist is that helping each other, having the government support people, and sharing wealth and opportunity are morally good and good for society. They believe that the private sector is by and large run by capitalists who are greedy, while common workers, such as teachers, firefighters, and laborers, contribute more to society. Socialists and communists tend to focus on dividing the pie well and typically aren’t very good at increasing its size. They favor more government intervention, believing those in government will be fairer than capitalists, who are simply trying to exploit people to make more money. I’ve had exposure to all kinds of economic systems all over the world and have seen why the ability to make money, save it, and put it into capital (i.e., capitalism) is an effective motivator of people and allocator of resources that raises people’s living standards. But capitalism is also a source of wealth and opportunity gaps that are unfair, can be counterproductive, are highly cyclical, and can be destabilizing. In my opinion, the greatest challenge for policy makers is to engineer a capitalist economic system that raises productivity and living standards without worsening inequities and instabilities. 21.

Difficulties of technical translation: features, problems, rules Technical translation is one of the most important areas of written translation in modern translation practice. Like the interpretation technique, it has its own characteristics and requirements. The need for this type of work is due to economic and scientific and technical progress, as well as the development of international relations. Thanks to technical translation, people share experience, knowledge and developments in various fields. What are the features of this type of translation? What pitfalls can be encountered on the translator's path? You will learn about this and much more from our article. ________________________________________ Technical translation is one of the most difficult types of legal translation. This is due to the large number of requirements for such work. Technical translation includes all scientific and technical texts, documents, instructions, reports, reference books and dictionaries. The texts of this plan contain a lot of specific terminology, which is the main difficulty of technical translation. A term is a word or a combination of words that accurately names a phenomenon, subject or scientific concept, revealing its meaning as much as possible. The most common technical texts in the following areas: • engineering; • defense; • physics and mathematics; • aircraft construction; • oil industry; • shipbuilding, etc. The main feature of technical translation is the requirement for its high accuracy (equivalence). The task of the translator is to convey information as close as possible to the original. Otherwise, distortions may appear in the text, leading to a misunderstanding of important information. Vocabulary selection is carried out carefully and carefully. The construction of phrases should be logical and meaningful. Other technical translation requirements include adequacy and informativeness. It is equally important to maintain the style of such texts. This includes not only vocabulary, but also the grammatical structure of the text, as well as the way the material is presented. Most often, this is a formal and logical style. Unlike artistic translation, where the main task is to convey the content, and the translator can use his imagination, include fancy turns and various figures of speech, the presence of emotionality and subjectivity is unacceptable in technical translation. Let's consider the peculiarities of technical translation in English. According to the well-known linguist and translator Y. Y. Retsker, English technical literature is characterized by the predominant use of complex or complex sentences, which include adjectives, nouns, as well as impersonal forms of verbs (infinitives, gerundial inflections, etc.). Passive constructions are also often found. In this direction, it is permissible to use only generally accepted grammatical structures. Another feature of such texts may be the absence of a predicate or subject and a large number of enumerations. In addition, the finished text should have an appropriate layout equivalent to the original. Let's consider the basic rules of technical translation for a specialist: • knowledge of the vocabulary, grammar and word structure of the foreign language from which the translation is performed (at the level required for understanding the source text); • knowledge of the language into which the translation is performed (at a level sufficient for a competent presentation of the material); • excellent knowledge of the specifics of texts and terminology; • ability to use linguistic and technical sources of information; • familiarity with the specifics of the field

Python is a mainstream programming language that is commonly used to solve cognitive and mathematical problems. Many Python modules and useful Python libraries, such as IPython, Pandas, SciPy, and others, are most commonly used for these tasks. Usage of Business Applications Python is used by many engineers to assemble and maintain their commercial programs or apps. Python is used by many designers to maintain their web-based company sites. An application that runs on the console Python can be used to create help-based software. IPython, for example, can be used to create a variety of support-based applications. Audio or Video-based Application Programming Python is an excellent programming language for a variety of video and audio projects. Python is used by many professionals to create a variety of media applications. You can do this with the help of cplay, another Python compiler. 3D based Computer-Aided Drafting Applications Python is used by many designers to create 3D-based Computer-Aided Drafting systems. Fandango is a very useful Python-based application that allows you to see all of the capabilities of CAD to expand these types of applications. Applications for Business Python is used by many Python experts to create a variety of apps that can be used in a business. Tryton and Picalo are the most famous applications in this regard.

high modernism ought to appeal greatly to the classes and strata who have most to gain—in status, power, and wealth—from its worldview. And indeed it is the ideology par excellence of the bureaucratic intelligentsia, technicians, planners, and engineers.29 The position accorded to them is not just one of rule and privilege but also one of responsibility for the great works of nation building and social transformation. Where this intelligentsia conceives of its mission as the dragging of a technically backward, unschooled, subsistence-oriented population into the twentieth century, its self-assigned cultural role as educator of its people becomes doubly grandiose. Having a historic mission of such breadth may provide a ruling intelligentsia with high morale, solidarity, and the willingness to make (and impose) sacrifices. This vision of a great future is often in sharp contrast to the disorder, misery, and unseemly scramble for petty advantage that the elites very likely see in their daily foreground. One might in fact speculate that the more intractable and resistant the real world faced by the planner, the greater the need for utopian plans to fill, as it were, the void that would otherwise invite despair.

inspirational leadership, and innovation. Ambition is drive and zeal to excel. Determination is commitment and grit. Innovation is the discovery and engineering of new ways to do things. Inspirational leadership motivates people to sacrifice for their own and the common good.1 And strategy, responsive to innovation and ambition, selects the path, identifying how, why, and where leadership and determination are to be applied.

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That, you see, was the trouble. I am speaking of your attitude towards the subject of architectural design. You have never given it the attention it deserves. And yet, you have been excellent in all the engineering sciences. Of course, no one denies the importance of structural engineering to a future architect, but why go to extremes? Why neglect what may be termed the artistic and inspirational side of your profession and concentrate on all those dry, technical, mathematical subjects? You intended to become an architect, not a civil engineer.

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Our entire lives were mapped out in Excel spreadsheets where they calculated various probabilities and formulated a strategy for each one of us. My oldest sister was to become a doctor, as eldest siblings should; my middle sister was to become a lawyer; and I, an engineer.

The human body is like a stock car. We may look different on the outside, but under the hood we all have huge reservoirs of potential and a governor impeding us from reaching our maximum velocity. In a car, the governor limits the flow of fuel and air so it doesn't burn too hot, which places a ceiling on performance. It's a hardware issue; the governor can easily be removed and if you disable yours, watch your car rocket beyond 130mph. It's a subtler process in the human animal. Our governor is buried deep in our minds, intertwined with our very identity. It knows what and who we love and hate; it's read our whole life story and forms the way we see ourselves and how we'd like to be seen. It's the software that delivers personalized feedback- in the form of pain and exhaustion, but also fear and insecurity, and it uses all of that to encourage us to stop before we risk it all. But, here's the thing, it doesn't have absolute control. Unlike the governor in an engine, ours can't stop us unless we buy into its bullshit and agree to quit. Sadly, most of us give up when we've only given around 40 percent of our maximum effort. Even when we feel like we've reached our absolute limit, we still have 60 percent more to give! That's the governor in action! Once you know that to be true, it's simply a matter of stretching your pain tolerance, letting go of your identity and all your self-limiting stories, so you can get to 60 percent, then 80 percent and beyond without giving up. I call this the 40% Rule, and the reason it's so powerful is that if you follow it, you will unlock your mind to new levels of performance and excellence in sports and in life, and your rewards will run far deeper than mere material success. p211

The reason we all came to accept this dehumanizing system so wholeheartedly is because society made an implicit promise to its citizens in the Age of Standardization: if you can follow the straight path to its destination, you will be granted employment, social status, and financial security. ... According to the terms of this Standardization Covenant, society will bestow its rewards upon you as long as you abandon the individual pursuit of personal fulfillment for the standardized pursuit of professional excellence. ... The Standardization Covenant demands that we follow the Standard Formula to attain excellence, which will then lead to fulfillment—somehow. Dark horses, meanwhile, harness their individuality in the pursuit of fulfillment, which creates the optimal conditions for attaining excellence. ... The Standardization Covenant is holding all of us back. Though its views of talent and success are easy to grasp and reassuringly familiar, there is no future for a society devoted to the proposition that the pursuit of standardized excellence leads to fulfillment. The dark horse mindset, meanwhile, opens onto an unbounded social universe of achievement and joy. ... Every standardized institution, by definition and design, is focused on efficiency above all else, and generic motives and universal motives are efficient ways of moving the needle—on average, at least. But they’re horrible for your own fulfillment. Not only do standardized views of motivation ignore everything that is important about who you are, but by incessantly focusing all of our attention on a small set of institutionally ordained motives, the Standardization Covenant constrains our thinking about what a personal motive can even be. Fortunately, dark horses reveal the hidden truth about motivation ... Under the covenant, your chosen form of standardized excellence became your destination. Dark horses take a different perspective. When they consider excellence, they presume that individuality matters. ... The Standardization Covenant’s assurance that the pursuit of excellence leads to fulfillment was always a false promise. ... Only by prioritizing your own fulfillment can you advance toward your peak excellence, and only by advancing toward your peak excellence can you experience fulfillment. You need the energy of self-engineered passion and the direction of self-engineered purpose to scale the mountain of excellence, and you need the pride, self-worth, and sense of meaningful accomplishment from self-engineered achievement to experience the full flush of fulfillment. When you apply the four elements of the dark horse mindset in your own life, fulfillment and excellence come under your conscious control. You are no longer a puppet of fate, but the master of your destiny. When you focus on getting better at the things you care about most, you are not wandering. ... Now we have the chance to ratify a Dark Horse Covenant, predicated upon the belief that everyone possesses the potential for their own variety of merit and endorsing a core value of fulfillment, leading to a system of opportunity where anyone and everyone can succeed. This democratic meritocracy will be enforced by individuals, with the consent of individuals.

During his career, he served as president of Ford Europe, director of global research and development at Mazda, and, for a year, chief executive of Maserati in a turnaround effort before it was split off from Ferrari and aligned with Alfa Romeo under Fiat. In 2004, Automobile magazine named Leach its Man of the Year, even though he was jobless after leaving Ford Europe as a result of, in his words, being “drawn into the political ping-pong initiated by Ford worldwide.” (Leach sued Ford in 2003 in a successful effort to prevent the company from enforcing a noncompete agreement.) “He’s a certified car nut, one of the very few visionaries of the trade, an excellent engineer and driver, a pragmatic team player, and a genuinely nice guy,” Automobile said.

To offer a simple model for managing culture, we will work from the following illustration: Assessment. Churches are similar to “many organizations that neither understand their current culture nor the preferred culture which would best help them achieve their goals.”8 To know if your culture is helpful in creating leaders, you must first assess. Uncover the values that are really believed by observing the behavior, by listening to the stories, by seeing what is celebrated and what is tolerated in the culture. As you assess the church culture, look for values that are affirmable. Even in a ministry culture where change is necessary, there are values that are affirmable. Identify the values beneath the surface that you want to remain, values that are excellent and praiseworthy. What values existed when the church started? What values were prevalent when the church was the healthiest? It is unwise simply to bring a list of “aspirational” values and attempt to reverse-engineer them into the culture. Find what actual beliefs and values are affirmable and affirm, celebrate, and reinforce them. Starve and confront the unhealthy ones, but affirm the healthy actual values and the right beliefs. Leaders can bring new values into a culture, but if leaders are not lifting up actual values, they are not really leading where they are, but someplace else, some other group or church they dream about.

Norman Augustine (the former Lockheed Martin CEO) stressed the importance of both scientific skills and humanistic thought: So what does business need from our educational system? One answer is that it needs more employees who excel in science and engineering. . . . But that is only the beginning; one cannot live by equations alone. The need is increasing for workers with greater foreign-language skills and an expanded knowledge of economics, history, and geography. And who wants a technology-driven economy if those who drive it are not grounded in such fields as ethics? . . . Certainly when it comes to life’s major decisions, would it not be well for the leaders and employees of our government and our nation’s firms to have knowledge of the thoughts of the world’s great philosophers and the provocative dilemmas found in the works of great authors and playwrights? I believe the answer is a resounding “yes.

Ferocious attention to scientific detail—or artistic vision or engineering design—is one tool, tailored to the phase, that motivates excellence among scientists, artists, or any type of creative.

Trial and error, reverse-engineering stuff in your mind—all the ways kids interact with games—that’s the kind of thinking schools should be teaching. As the world becomes more complex,” Wright adds, “games are better at preparing you.” “Kids are natural systems thinkers,” says