Excel Criteria Quotes

The less you associate with some people, the more your life will improve. Any time you tolerate mediocrity in others, it increases your mediocrity. An important attribute in successful people is their impatience with negative thinking and negative acting people. As you grow, your associates will change. Some of your friends will not want you to go on. They will want you to stay where they are. Friends that don't help you climb will want you to crawl. Your friends will stretch your vision or choke your dream. Those that don't increase you will eventually decrease you. Consider this: Never receive counsel from unproductive people. Never discuss your problems with someone incapable of contributing to the solution, because those who never succeed themselves are always first to tell you how. Not everyone has a right to speak into your life. You are certain to get the worst of the bargain when you exchange ideas with the wrong person. Don't follow anyone who's not going anywhere. With some people you spend an evening: with others you invest it. Be careful where you stop to inquire for directions along the road of life. Wise is the person who fortifies his life with the right friendships. If you run with wolves, you will learn how to howl. But, if you associate with eagles, you will learn how to soar to great heights. "A mirror reflects a man's face, but what he is really like is shown by the kind of friends he chooses." The simple but true fact of life is that you become like those with whom you closely associate - for the good and the bad. Note: Be not mistaken. This is applicable to family as well as friends. Yes...do love, appreciate and be thankful for your family, for they will always be your family no matter what. Just know that they are human first and though they are family to you, they may be a friend to someone else and will fit somewhere in the criteria above. "In Prosperity Our Friends Know Us. In Adversity We Know Our friends." "Never make someone a priority when you are only an option for them." "If you are going to achieve excellence in big things,you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude.."..

If the executive lets the flow of events determine what he does, what he works on, and what he takes seriously, he will fritter himself away “operating.” He may be an excellent man. But he is certain to waste his knowledge and ability and to throw away what little effectiveness he might have achieved. What the executive needs are criteria which enable him to work on the truly important, that is, on contributions and results, even though the criteria are not found in the flow of events.

Even if there are some objective criteria that make one artwork better than another, as long as context plays a role in our aesthetic appreciation of art, it’s not possible to create a tangible measure for aesthetic quality that works for all places in all times. Whatever statistical techniques, or artificial intelligence tricks, or machine-learning algorithms you deploy, trying to use numbers to latch on to the essence of artistic excellence is like clutching at smoke with your hands.

Achieve excellence, don’t just avoid errors (this was introduced in chapter 7). Build trust and take care of your people. Use your legacy for inspiration. Use guiding principles for decision criteria. Use immediate recognition to reinforce desired behaviors. Begin with the end in mind. Encourage a questioning attitude over blind obedience

Here, I put it as an assertion: If the criteria for the choice are rootedness in human experience, seriousness of purpose, and intellectual depth, choosing the classic aesthetic tradition over postmodernism is not a close call.

Excerpt from the Marquis's Mistake by myself. “So what am I my Lord, an antidote, a bluestocking or on the shelf? I assume it is the last because I should have come out three years ago and am all of twenty and one.” “But you were not out so that doesn’t count and I find you extremely desirable so you are far from an antidote. I think you very pretty and my taste has always been considered excellent. You are well educated but have other interests and ride well, so you fail to fit the criteria of a bluestocking. It might interest you to know my grandmother put you top of the girls she invited to her dinner party. Her opinion only confirmed what I had already concluded from examining your notebook and sketches. You eavesdrop and I sneak a peek at other people’s private notebooks. You see I think we would be well-matched.

The three castes were “nucleus” (or “core”), “basic” (or “wavering”), and “hostile.” Three criteria determined your caste: your birth and background, your perceived loyalty to the party, and your connections. Academic achievements had nothing to do with it, no matter how excellent they were. Your whole life was determined by which caste you’d been consigned to. If you were deemed “core,” a rosy future awaited you. But if you were deemed “hostile,” you were the lowest of the low and would remain so for life. No career path. No chance of bettering yourself. No way out.

Whatever the motives out of which they were established, the old WASP admissions criteria actually meant something. Athletics were thought to build character - courage and selflessness and team spirit. The arts embodied an ideal of culture. Service was designed to foster a public-minded ethos in our future leaders. Leadership itself was understood to be a form of duty. Now it's all become a kind of rain dance that is handed down from generation to generation, an empty set of rituals known only to propitiate the gods. Kids do them because they know that they're supposed to, not because they, or anybody else, actually believes in them.

I hadn't known this about love: that you did not need to deserve it. I thought there was a set of criteria, like a good sense of humor and looks and wealth. You could compensate deficiencies in one area with excellence in another, hence rich, ugly men with beautiful wives. But there was an algorithm involved. That was why I thought I was unloved: I didn't score highly enough. I had made some attempts to improve my score and also told myself I didn't care because that was what women wanted, something fake and temporary, I would rather be alone. And sometimes I was just lazy and would rather code things. But here I was soaking in a bath of my own filth with Lola scrubbing my shoulders, and what algorithm could explain that? That problem was nonhalting.

Thus every individual category is subject to contamination, substitution is possible between any sphere and any other: there is a total confusion of types. Sex is no longer located in sex itself, but elsewhere - everywhere else, in fact. Politics is no longer restricted to the political sphere, but infects every sphere economics, science, art, sport ... Sport itself, meanwhile, is no longer located in sport as such, but instead in business, in sex, in politics, in the general style of performance. All these domains are affected by sport's criteria of 'excellence', effort and record-breaking, as by its childish notion of self-transcendence. Each category thus passes through a phase transition during which its essence is diluted in homeopathic doses, infinitesimal relative to the total solution, until it finally disappears, leaving a trace so small as to be indiscernible, like the 'memory of water' .

You learn about them when you study explorers and health people and all the other people. But everything there now is black this and black that. I let it wash over me the best I could, but it wasn’t easy. Years ago, East Orange High was excellent. Kids coming out of East Orange High, especially out of the honors program, would have their choice of colleges. Oh, don’t get me started on this subject. What happened to Coleman with that word ‘spooks’ is all a part of the same enormous failure. In my parents’ day and well into yours and mine, it used to be the person who fell short. Now it’s the discipline. Reading the classics is too difficult, therefore it’s the classics that are to blame. Today the student asserts his incapacity as a privilege. I can’t learn it, so there is something wrong with it. And there is something especially wrong with the bad teacher who wants to teach it. There are no more criteria, Mr. Zuckerman, only opinions. I often wrestle with this question of what everything used to be. What education used to be.

Lazlo Bock, senior vice president of people operations at Google, made the following comments in an interview published by the New York Times in June 2013: “One of the things we’ve seen from all our data crunching is that G.P.A.’s (grade point averages) are worthless as a criteria for hiring, and test scores are worthless. Google famously used to ask everyone for a transcript and G.P.A.’s and test scores, but we don’t anymore…. We found that they don’t predict anything. What’s interesting is the proportion of people without any college education at Google has increased over time as well. So we have teams where you have 14 percent of the team made up of people who’ve never gone to college.” Doing well in college—earning high test scores and grades—has no measurable correlation with becoming an effective worker or manager.  This is incontrovertible evidence that the entire Higher Education system is detached from the real economy: excelling in higher education has little discernible correlation to real-world skills or performance.

Stoic ethics is a species of eudaimonism. Its central, organizing concern is about what we ought to do or be to live well—to flourish. That is, we make it a lemma that all people ought to pursue a good life for themselves as a categorical commitment second to none. It does not follow from this that they ought to pursue any one particular version of the good life, or to cling tenaciously to the one they are pursuing. … Living virtuously is the process of creating a single, spatiotemporal object—a life. A life has a value as an object, as a whole. It is not always the case that its value as an object will be a function of the value of its spatiotemporal parts considered separately. But it is always the case that an evaluation of the parts will be incomplete until they are understood in the context of the whole life. What seems so clearly valuable (or required or excellent) when we focus on a thin temporal slice of a life (or a single, long strand of a life) may turn out to be awful or optional or vicious when we take a larger view. And it is the life as a whole that we consider when we think about its value in relation to other things, or its value as a part of the cosmos. … In our view, a focus on the parts of a life, or on the sum of its parts, obscures some important features of ethical inquiry. One such feature is the extent to which an agent’s own estimate of the value of his life is necessarily inconclusive: others will have to judge his life as a whole, because its character as a whole is not likely to be predictable while he is around to judge it, and because many important holistic considerations, such as its beauty, excellence, justice, and net effect, are things that he is either not well situated to judge or at least not in a privileged position to judge. Another feature obscured is the range of ways in which a single event or characteristic, without wide causal connections to other elements of one’s life, can nonetheless ruin it; for example, the possibility that a monstrously unjust act can indelibly stain a whole life. A third, related obscurity introduced by ignoring a whole-life frame of reference is the extent to which both aesthetic criteria and the notion of excellence have clear roles in the evaluation of a life. The whole-life frame of reference, together with a plausible account of the variety of ways in which a life can be a good one, keeps Stoicism sharply distinct from Epicurean doctrines, or their modern “welfarist” offshoots. How well my life is going from the inside, so to speak, in terms of the quality of my experience, is only one of the things that enters into a Stoic evaluation of it. We hold that there is a single unifying aim in the life of every rational agent, and that aim, guided by the notion of a good life (happiness, eudaimonia), is virtue, understood as the perfection of agency.

Around 8 percent of American gamers between ages eight and eighteen seem to meet psychiatry’s diagnostic criteria for addiction; brain studies reveal changes in their neural reward system while they game that are akin to those found in alcoholics and drug abusers.

Sport and singing may require talent, but passion and determination are enough to make you good at practically anything else.  Your mind learns with alacrity and excels at virtually anything if it’s interested enough.  Every decision should start with criteria set by you; and only thereafter do you look at the options that have satisfied your criteria.  Having this attitude is the only way your life becomes your own. 

We bring this lamentable recital to a close. There can be no doubt that John's remarkable vision had come to pass: A city on seven hills sated with wealth, which claimed a special relationship to God and Christ, literally ruled over the kings of the earth. As with the other identifying criteria John provides, there is only one city in history (and only one today) which passes this test. Peter de Rosa reminds us of what must have shocked John:       Jesus renounced possessions. He constantly taught: "Go, sell all thou hast and give to the poor, then come and follow me." He preached doom to the rich and powerful. . . . Christ's Vicar lives surrounded by treasures, some of pagan origin. Any suggestion that the pope should sell all he has and give to the poor is greeted with derision as impractical. The rich young man in the gospel reacted in the same way.       Throughout his life, Jesus lived simply; he died naked, offering the sacrifice of his life on the cross.       When the pope renews that sacrifice at pontifical high mass, no greater contrast could be imagined. Without any sense of irony, Christ's Vicar is clad in gold and the costliest silks.       . . . the pope has a dozen glorious titles, including State Sovereign. The pope's aides also have titles somewhat unexpected in the light of the Sermon on the Mount: Excellency, Eminence, Your Grace, My Lord, Illustrious One, Most Reverend, and so on. . . .       Peter, always penniless, would be intrigued to know that according to canon 1518. . .his successor is "the supreme administrator and manager of all church properties." Also that the Vatican has its own bank. . . .30

There is no reason at all for thinking that the average intelligent investor, even with much devoted effort, can derive better results over the years from the purchase of growth stocks than the investment companies specializing in this area. Surely these organizations have more brains and better research facilities at their disposal than you do. Consequently we should advise against the usual type of growth-stock commitment for the enterprising investor.* This is one in which the excellent prospects are fully recognized in the market and already reflected in a current price-earnings ratio of, say, higher than 20. (For the defensive investor we suggested an upper limit of purchase price at 25 times average earnings of the past seven years. The two criteria would be about equivalent in most cases.)† The striking thing about growth stocks as a class is their tendency toward wide swings in market price. This is true of the largest and longest-established companies—such as General Electric and International Business Machines—and even more so of newer and smaller successful companies. They illustrate our thesis that the main characteristic of the stock market since 1949 has been the injection of a highly speculative element into the shares of companies which have scored the most brilliant successes, and which themselves would be entitled to a high investment rating. (Their credit standing is of the best, and they pay the lowest interest rates on their borrowings.) The investment caliber of such a company may not change over a long span of years, but the risk characteristics of its stock will depend on what happens to it in the stock market. The more enthusiastic the public grows about it, and the faster its advance as compared with the actual growth in its earnings, the riskier a proposition it becomes.

As whites cease to be the mainstream, their interests become less important. In 2008, the College Board, the New York-based non profit that administers Advanced Placement (AP) tests, announced it was dropping AP courses and exams in Italian, Latin literature, and French literature. Blacks and Hispanics are not interested in those subjects, and they were the groups the College Board wanted to reach. In Berkeley, California, the governance council for the school district came up with a novel plan for bridging the racial achievement gap: eliminate all science labs, fire the five teachers who run them, and spend the money on “underperforming” students. The council explained that science labs were used mainly by white students, so they were a natural target for cuts. Many schools have slashed enriched programs for gifted students because so few blacks and Hispanics qualify for them. Evanston Township High School in Illinois prides itself on diversity and academic excellence but, like so many others, is dismayed that the two do not always go together. In 2010 it eliminated its elite freshman honors courses in English because hardly any blacks or Hispanics met the admission criteria. The honors biology course was scheduled for elimination the next year.

A friend once shared with me that his son was experiencing some paralysis about what to do with his life. He said that he sensed an intense pressure to try to do something great, and to really make a mark on the world. My friend paused for a moment, then turned to his son and asked, “How many great people can you name? Let’s start with U.S. presidents. That’s easy; there are less than fifty of them.” His son was able to name several, but nowhere near all of them. After that, my friend asked him to list all the other great people he could recall. Finally, he had to jump in and help his son with the list. In all, my friend guessed, they could probably name close to a hundred people before it started getting really difficult. “OK, so let’s think about this for a minute,” he told his son. “You can name about a hundred people throughout all history who meet your criteria of being great. Do you mean to tell me that you’re making it your ambition in life to try to be number one hundred and one? Is that what you’re going for?” He encouraged his son to focus less on the perceptions of others and instead on finding an interesting field to work in, and to spend his energy trying to make a difference in the world around him. Don’t worry about being great in the eyes of others; focus on excelling at your work.

criteria for excellence of conduct.

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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.

Control Find the genetic code for control and rewrite it. Act your way to new thinking. Short, early conversations make efficient work. Use “I intend to . . .” to turn passive followers into active leaders. Resist the urge to provide solutions. Eliminate top-down monitoring systems. Think out loud (both superiors and subordinates). Embrace the inspectors. Competence Take deliberate action. We learn (everywhere, all the time). Don’t brief, certify. Continually and consistently repeat the message. Specify goals, not methods. Clarity Achieve excellence, don’t just avoid errors. Build trust and take care of your people. Use your legacy for inspiration. Use guiding principles for decision criteria. Use immediate recognition to reinforce desired behaviors. Begin with the end in mind. Encourage a questioning attitude over blind obedience. It’s my hope that this organization of the mechanisms in this book will help you put these ideas into action as you adopt the leader-leader philosophy.

Yoga offers us very useful ways to fix the mental problems that cause most of us so much suffering, but first we must understand yoga philosophy's simple description of consciousness. I introduce the word philosophy advisedly here and purposely place it in the same sentence as the word simple. We have the idea that philosophy, which literally means "love of wisdom," has to be complicated, theoretical, and probably incomprehensible to quality for its name. Yoga philosophy opts for different criteria of excellence; it is straightforward, practical, and most important, applicable now.

Whereas purpose provides the juice and the direction, principles define the parameters of action and the criteria for excellence of behavior.

specified a two-tiered family of five criteria of excellence (expertise) in the domain, fundamental pragmatics of life. At the first level, expertise consists

Over the last several decades, government power has been in the process of massive expansion. One doubts whether this expansion can be turned around by the periodic triumph of a particular party, because the moral consensus necessary for sustained restraint is no longer present. On the long haul, people without a controlling vision beyond economic advancement will simply vote for more. That “more” may mean a temporary tax-break, but only rarely will it mean a cut in services. The more we demand, the more government takes; the more it takes and the more it provides, the more we think it unthinkable that we could do without what is provided. Such a world allows no aristocracy of excellence, for there are no agreed criteria as to what is praiseworthy, and therefore no direction toward which the country as a whole “pulls.

Control Find the genetic code for control and rewrite it. Act your way to new thinking. Short, early conversations make efficient work. Use “I intend to . . .” to turn passive followers into active leaders. Resist the urge to provide solutions. Eliminate top-down monitoring systems. Think out loud (both superiors and subordinates). Embrace the inspectors. Competence Take deliberate action. We learn (everywhere, all the time). Don’t brief, certify. Continually and consistently repeat the message. Specify goals, not methods. Clarity Achieve excellence, don’t just avoid errors. Build trust and take care of your people. Use your legacy for inspiration. Use guiding principles for decision criteria. Use immediate recognition to reinforce desired behaviors. Begin with the end in mind. Encourage a questioning attitude over blind obedience.