Execute Inspiring Quotes

Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives - choice, not chance, determines your destiny.

Whenever I am in a difficult situation where there seems to be no way out, I think about all the times I have been in such situations and say to myself, "I did it before, so I can do it again.

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

A good plan violently executed now is better than a perfect plan executed at some indefinite time in the future.

Today is a new day and it brings with it a new set of opportunities for me to act on. I am attentive to the opportunities and I seize them as they arise. I have full confidence in myself and my abilities. I can do all things that I commit myself to. No obstacle is too big or too difficult for me to handle because what lies inside me is greater than what lies ahead of me. I am committed to improving myself and I am getting better daily. I am not held back by regret or mistakes from the past. I am moving forward daily. Absolutely nothing is impossible for me.

A board-established and led vision is a critical element of effective corporate governance. It provides direction, inspires stakeholders, and guides the company towards a successful future.

The elegance under pressure is the result of fearlessness.

They want us to be afraid. They want us to be afraid of leaving our homes. They want us to barricade our doors and hide our children. Their aim is to make us fear life itself! They want us to hate. They want us to hate 'the other'. They want us to practice aggression and perfect antagonism. Their aim is to divide us all! They want us to be inhuman. They want us to throw out our kindness. They want us to bury our love and burn our hope. Their aim is to take all our light! They think their bricked walls will separate us. They think their damned bombs will defeat us. They are so ignorant they don’t understand that my soul and your soul are old friends. They are so ignorant they don’t understand that when they cut you I bleed. They are so ignorant they don’t understand that we will never be afraid, we will never hate and we will never be silent for life is ours!

Oh, mankind, race of crocodiles! How well I recognize you down there, and how worthy you are of yourselves!

Grow with discipline. Balance intuition with rigor. Innovate around the core. Don't embrace the status quo. Find new ways to see. Never expect a silver bullet. Get your hands dirty. Listen with empathy and overcommunicate with transparency. Tell your story, refusing to let others define you. Use authentic experiences to inspire. Stick to your values, they are your foundation. Hold people accountable, but give them the tools to succeed. Make the tough choices; it's how you execute that counts. Be decisive in times of crisis. Be nimble. Find truth in trials and lessons in mistakes. Be responsible for what you see, hear, and do. Believe.

In art the hand can never execute anything higher than the heart can inspire.

A woman is a visionary. She gathers great strength through the hardest challenges. She suits up for the battles that are set before her and executes them without hesitation.

Those who belong to the clan of achievers live the idea that inspires them to dedicate their existence, efforts, and soul to its execution.

Even when we're right, we may be wrong. If--in the process of debate--we've hurt the heart of another being, it matters not whether we issued a perfectly executed unbroken chain of logic. In the end, that's an argument we've lost, because whatever we might have gained in intellectual pride, we surely lost in character.

An idea isn't worth that much. It's the execution of the idea that has value. If you can't convince one other person that this is something to devote your life to, then it's not worth it.

Be creative while inventing ideas, but be disciplined while implementing them.

Mary Queen of Scots had a little dog, a Skye terrier, that was devoted to her. Moments after Mary was beheaded, the people who were watching saw her skirts moving about and they thought her headless body was trying to get itself to its feet. But the movement turned out to be her dog, which she had carried to the block with her, hidden in her skirts. Mary Stuart is supposed to have faced her execution with grace and courage (she wore a scarlet chemise to suggest she was being martyred), but I don’t think she could have been so brave if she had not secretly been holding tight to her Skye terrier, feeling his warm, silky fur against her trembling skin.

An idea means nothing. It is the execution that makes it great.

Felix Culpa, her mother had written. The happy fault. The horrible thing that leads to the good.

We are all in the same cart, going to execution; how can I hate anyone or wish anyone harm?

Life is a chain of events executed in a way which is - most convenient to ‘you’, ‘your’ dreams & people ‘you’ desire to be with & people you have been put up to live with...

Courage is the ability to execute tasks and assignments without fear or intimidation.

Steve Jobs thus became the greatest business executive of our era, the one most certain to be remembered a century from now. History will place him in the pantheon right next to Edison and Ford. More than anyone else of this time, he made products that were completely innovative, combining the power of poetry and processors. With a ferocity that could make working with him as unsettling as it was inspiring, he also built the world's most creative company. And he was able to infuse into its DNA the design sensibilities, perfectionism, and imagination that make it likely to be, even decades from now, the company that thrives best at the intersection of artistry and technology.

You know why I think we still execute people? Because, even if we don't want to say it out loud-for the really heinous crimes, we want to know that there's a really heinous punishment. Simple as that. We want to bring society closer together-huddle and circle our wagons-and that means getting rid of people we think are incapable of learning a moral lesson. I guess the question is: Who gets to identify those people? And what if, God forbid, they got it wrong?

When efforts that are wisely executed, the situation and condition don't affect the performance.

They own the window, You own the view

To control one’s own destiny takes a mastermind. To execute the plans takes a fool.

Software projects can be thought of as having two distinct stages: figuring out what to build (build the right product), and building it (building the product right). The first stage is dominated by product discovery, and the second stage is all about execution.

My ideas will not be discussed, they will be executed.

A true professional not only follows but loves the processes, policies and principles set by his profession.

Whatever begun with planning, ends in a victory.

Having ideas is not the same thing as being creative. Creation is execution, not inspiration. Many people have ideas; few take the steps to make the thing they imagine.

... Gunpei Yokoi, asked his boss, 'What should I make?' Nintendo chief executive Hiroshi Yamauchi replied, 'Something great.' Game Over Nintendo's Battle to Dominate Videogames

Theirs is the customary human reaction when confronted with innovation: to flounder about attempting to adapt old responses to new situations or to simply condemn or ignore the harbingers of change--a practice refined by the Chinese emperors, who used to execute messengers bringing bad news. The new technological environments generate the most pain among those least prepared to alter their old value structures. The literati find the new electronic environment far more threatening than do those less committed to literacy as a way of life. When an individual or social group feels that its whole identity is jeopardized by social or psychic change, its natural reaction is to lash out in defensive fury. But for all their lamentations, the revolution has already taken place.

A woman is always being taken advantage of in so many situations. To add insult to injury, people always try to belittle a woman—as if her opinion doesn’t matter—and people feel that they can manipulate a woman as if she’s naïve and clueless. Other people will steal a woman’s idea as if they came up with it on their own. It makes my skin crawl when a woman is told to step aside and keep quiet as if her voice doesn’t deserve to be heard, and we all know that women don’t receive as many opportunities as their male counterparts. However, opportunities are endless, and when a woman is given a chance, she makes it a personal mission to execute by always being the seeker and observer.

I doubt any politician could have led the country through the deadliest pandemic in a hundred years without making errors of judgment and execution. But of all the people in the world, President Trump was uniquely unsuited to the challenge. He lacked empathy and was stubborn and impatient. For all but the MAGA base, his aggressive personality made his leadership appear more erratic than inspirational.

In the context of your dreams,knowledge will always gives you enough reasons not to act. Act regardless and execute xceptionally

It's not about the young or the old; it's about anyone who takes something from his or her imagination and makes it real. --Thom Beers, Executive Producer

One of the greatest sins is the unlived life, not to allow yourself to become chief executive of the project you call your life, to have reverence always for the immensity that is inside you.

Jahan took a breath and composed herself. “When I was a little sort of girl and I would see a gentleman or a lady with good, clean clothes I would run and hide my face. But after I graduated from the Korphe School, I felt a big change in my life. I felt I was clear and clean and could go before anybody and discuss anything. And now that I am already in Skardu, I feel that anything is possible. I don’t want to be just a health worker. I want to be such a woman that I can start a hospital and be an executive, and look over all the health problems of all the women in the Braldu. I want to become a very famous woman of this area,” Jahan said, twirling the hem of her maroon silk headscarf around her finger as she peered out the window, past a soccer player sprinting through the drizzle toward a makeshift goal built of stacked stones, searching for the exact word with which to envision her future. “I want to be a… ‘Superlady’” she said, grinning defiantly, daring anyone, any man, to tell her she couldn’t. p. 313

There were just four things a woman could be (five at most): daughter, wife, mother, widow, and slut. That was it. There were no other roles for them—no free and independent women, no feminism, no selfsufficiency. If you didn’t like it, you could be branded a witch and executed.

But take heart: For every phalanx of nerds who die there are always a few who succeed. Not long after that horrific murder, a whole pack of revolutionary nerds ran aground on a sandbar on the southeast coast of Cuba. Yes, it was Fidel and Revolutionary Crew, back for a rematch against Batista. Of the eight-two revolutionaries who splashed ashore, only twenty-two survived to celebrate the New Year, including one book-loving argentino. A bloodbath, with Batista's forces executing even those who surrendered. But these twenty-two, it would prove, were enough.

I say that every prince must desire to be considered merciful and not cruel. He must, however, take care not to misuse this mercifulness. … A prince, therefore, must not mind incurring the charge of cruelty for the purpose of keeping his subjects united and confident; for, with a very few examples, he will be more merciful than those who, from excess of tenderness, allow disorders to arise, from whence spring murders and rapine; for these as a rule injure the whole community, while the executions carried out by the prince injure only one individual. And of all princes, it is impossible for a new prince to escape the name of cruel, new states being always full of dangers. … Nevertheless, he must be cautious in believing and acting, and must not inspire fear of his own accord, and must proceed in a temperate manner with prudence and humanity, so that too much confidence does not render him incautious, and too much diffidence does not render him intolerant.

SOME PEOPLE KEEP LIONS, BUT ALL THEY DO IS, RUN A CIRCUS. कुछ लोग शेर पालते हैं, पर सर्कस चलाते हैं।

A powerful process automatically takes care of progress, productivity and profits.

Choose the duty that you can most effectively execute: that is, finally, all we can do in life.

Leadership is finding your voice,inspiring others to find their voice,empowering people and executing actions that get the world better.

Why fear feedback? Why stigmatize failure in the workplace when it’s bringing you closer to achieving your organizational goals.

for the hand can never execute any thing higher than the character can inspire.

Promise me you'll let go of your anger. Don't blame God for taking me. His will is beyond our understanding, but perfect in its execution. Don't let this shake your faith. ~Nolan's mom to Nolan

A well-dressed, self-assured business executive steps into a quiet corner of the conference room, crowded with people. Everyone there is aware of her presence. She's dark-haired, petite, and alluring. She is quick to smile, and when she does, her whole face lights up. Her enthusiasm is infectious. Young men and women nod as they pass by, briefly breaking off their conversations with colleagues. The executive looks down at her compact electronic device and quickly texts: "Smile. Talk into the mic. Good luck.

Success = Dream x Plan x Work Conscious dreams are essential components of your success. When you are backed up by a convincing dream, meticulous planning, and 100% execution, you are bound to be victorius.

What would happen if we all just acknowledged our brokenness, if we owned up to our weaknesses, our deficits, our biases, our fears. Maybe if we did, we wouldn't want to kill the broken among us who have killed others. Maybe we would look harder for solutions to caring for the disabled, the abused, the neglected, and the traumatized. I had a notion that if we acknowledged our brokenness, we could no longer take pride in mass incarceration, in executing people, in our deliberate indifference to the most vulnerable

Intrinsic to the concept of a translator's fidelity to the effect and impact of the original is making the second version of the work as close to the first writer's intention as possible. A good translator's devotion to that goal is unwavering. But what never should be forgotten or overlooked is the obvious fact that what we read in a translation is the translator's writing. The inspiration is the original work, certainly, and thoughtful literary translators approach that work with great deference and respect, but the execution of the book in another language is the task of the translator, and that work should be judged and evaluated on its own terms. Still, most reviewers do not acknowledge the fact of translation except in the most perfunctory way, and a significant majority seem incapable of shedding light on the value of the translation or on how it reflects or illuminates the original.

Hope. It is the most important thing in the world. I believe that now more than ever. Hope is what saved my life, hope is what gave me the courage and the strength to carry on. Hope – that unshakable, golden belief that things can get better.

Dear Fathers of the Fatherless Children, Chief Guardians take on the responsibilities of being both the mother and father. I’ve noticed that a lot of people say, a mother can’t be a father. That could be very well true, however, we do not have a choice but to “play” the “father role” to the best of our ability. We are the mothers, but the fathers of the fatherless children cowardly volunteer our services. It’s hard enough being a mother, but it is harder trying to play the “father’s” role as well. However, those are the cards we were dealt. I can say, for the sake of the matter—no, we do not know how to be a “father”, but we do the best we can. That is why it is imperative that all fathers take responsibly and execute their role full-time.

I hope to inspire you to recognize that your reason for existence is to pursue the things that excite you the most. The best thing you can do--for yourself and everyone else--is to act on the things you're most passionate about. When you do, you'll shine, and everyone else will see that brilliance. On a biological level, the mirror neutrons of the people around you will activate. They will recognize that they can also follow their dreams and accomplish things they have always wanted to accomplish. On a spiritual level, their souls will remember their reason for being.

Leaders are made not born. They are the results of persistent effort. Thus, leadership involves much more than just shouting. Effective leadership requires a human focus and reflects a servant and transformation mentality. It is about the nuts and bolts of execution. Leadership is an everyday activity. It is a process that begins but never ends.

Either fill pitchers or live by the river

Execution is something, but timing is everything.

Making a product is just an activity, making a profit on a product is the achievement.

The parent of every great and lasting decision is a thought. Therefore, contemplate deeply and thoroughly and then execute.

The honor of your presentation, execution, experience, and growth will do much more for you and your career over false claims that have no substance yet.

Most of the people readily accept the principle but resist its practice.

God Makes No Mistakes He Makes Divine Executive Decisions

THE WORLD IS TOO BEAUTIFUL TO IGNORE. PEOPLE WILL TRICK YOU INTO BELIEVING, IT'S NOT. IGNORE THEM, NOT THE WORLD.

Everyone has a dream. The ambitious make that dream a goal. The motivated build a plan. The successful execute.

Leadership happens individually. Actions and tasks do not inspire people, people do.

It's all execution, make sure you're executing, be electrifying don't get electrocuted.

THEY OWN THE STAIRS YOU OWN THE CLIMB सीढ़ी उनकी है चढ़ाई तुम्हारी है SEERDHI UNKI HAI CHADHAI MERI HAI

Many organizations make the mistake of using metrics in place of thematic and strategic goals. This is a problem because metrics do not inspire enthusiasm among employees.

Is my product compelling to our target customer? Have we made this product as easy to use as humanly possible? Will this product succeed against the competition? Not today’s competition, but the competition that will be in the market when we ship? Do I know customers who will really buy this product? Not the product I wish we were going to build, but what we’re really going to build? Is my product truly differentiated? Can I explain the differentiation to a company executive in two minutes? To a smart customer in one minute? To an industry analyst in 30 seconds?

[These] powerful women understood that success in imperfect. What would happen if we all started speaking honestly and openly about our priorities and the choices we make about how we spend our time? How inspiring would it be to the young women in our offices if they saw female executives who don't pretend to do it all, but are open and honest about the balls they have dropped to get where they are today? Women need to support one another by being honest about the compromises we make and by speaking openly about the help we require from our partners and other support systems.

Trust does not emerge simply because a seller makes a rational case why the customer should buy a product or service, or because an executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. We trust some people and companies even when things go wrong, and we don’t trust others even though everything might have gone exactly as it should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do.

Paranoia is acceptable in the new friendship paradigm. Worrying that your best employees or customers might leave is ok, as long as you put in place an active strategy to offset any possibility of that scenario.

Since 1849 I have studied incessantly, under all its aspects, a question which was already in my mind since 1832. I confess that my scheme is still a mere dream, and I do not shut my eyes to the fact that so long as I alone believe it to be possible, it is virtually impossible. ... The scheme in question is the cutting of a canal through the Isthmus of Suez. This has been thought of from the earliest historical times, and for that very reason is looked upon as impracticable. Geographical dictionaries inform us indeed that the project would have been executed long ago but for insurmountable obstacles. [On his inspiration for the Suez Canal.]

Some bad things are going to happen, but more great things are going to happen. If you tend to see more bad than good, then you have to build that positive muscle in your brain much like an athlete does certain muscles to execute a certain move.

Exoneration of Jesus Christ If Christ was in fact God, he knew all the future. Before Him like a panorama moved the history yet to be. He knew how his words would be interpreted. He knew what crimes, what horrors, what infamies, would be committed in his name. He knew that the hungry flames of persecution would climb around the limbs of countless martyrs. He knew that thousands and thousands of brave men and women would languish in dungeons in darkness, filled with pain. He knew that his church would invent and use instruments of torture; that his followers would appeal to whip and fagot, to chain and rack. He saw the horizon of the future lurid with the flames of the auto da fe. He knew what creeds would spring like poisonous fungi from every text. He saw the ignorant sects waging war against each other. He saw thousands of men, under the orders of priests, building prisons for their fellow-men. He saw thousands of scaffolds dripping with the best and bravest blood. He saw his followers using the instruments of pain. He heard the groans—saw the faces white with agony. He heard the shrieks and sobs and cries of all the moaning, martyred multitudes. He knew that commentaries would be written on his words with swords, to be read by the light of fagots. He knew that the Inquisition would be born of the teachings attributed to him. He saw the interpolations and falsehoods that hypocrisy would write and tell. He saw all wars that would be waged, and-he knew that above these fields of death, these dungeons, these rackings, these burnings, these executions, for a thousand years would float the dripping banner of the cross. He knew that hypocrisy would be robed and crowned—that cruelty and credulity would rule the world; knew that liberty would perish from the earth; knew that popes and kings in his name would enslave the souls and bodies of men; knew that they would persecute and destroy the discoverers, thinkers and inventors; knew that his church would extinguish reason’s holy light and leave the world without a star. He saw his disciples extinguishing the eyes of men, flaying them alive, cutting out their tongues, searching for all the nerves of pain. He knew that in his name his followers would trade in human flesh; that cradles would be robbed and women’s breasts unbabed for gold. And yet he died with voiceless lips. Why did he fail to speak? Why did he not tell his disciples, and through them the world: “You shall not burn, imprison and torture in my name. You shall not persecute your fellow-men.” Why did he not plainly say: “I am the Son of God,” or, “I am God”? Why did he not explain the Trinity? Why did he not tell the mode of baptism that was pleasing to him? Why did he not write a creed? Why did he not break the chains of slaves? Why did he not say that the Old Testament was or was not the inspired word of God? Why did he not write the New Testament himself? Why did he leave his words to ignorance, hypocrisy and chance? Why did he not say something positive, definite and satisfactory about another world? Why did he not turn the tear-stained hope of heaven into the glad knowledge of another life? Why did he not tell us something of the rights of man, of the liberty of hand and brain? Why did he go dumbly to his death, leaving the world to misery and to doubt? I will tell you why. He was a man, and did not know.

The origin of the caste system, formulated by the great legislator Manu, was admirable. He saw clearly that men are distinguished by natural evolution into four great classes: those capable of offering service to society through their bodily labor (Sudras); those who serve through mentality, skill, agriculture, trade, commerce, business life in general (Vaisyas); those whose talents are administrative, executive, and protective-rulers and warriors (Kshatriyas); those of contemplative nature, spiritually inspired and inspiring (Brahmins). “Neither birth nor sacraments nor study nor ancestry can decide whether a person is twice-born (i.e., a Brahmin);” the Mahabharata declares, “character and conduct only can decide.” 281 Manu instructed society to show respect to its members insofar as they possessed wisdom, virtue, age, kinship or, lastly, wealth. Riches in Vedic India were always despised if they were hoarded or unavailable for charitable purposes. Ungenerous men of great wealth were assigned a low rank in society. Serious evils arose when the caste system became hardened through the centuries into a hereditary halter. Social reformers like Gandhi and the members of very numerous societies in India today are making slow but sure progress in restoring the ancient values of caste, based solely on natural qualification and not on birth. Every nation on earth has its own distinctive misery-producing karma to deal with and remove; India, too, with her versatile and invulnerable spirit, shall prove herself equal to the task of caste-reformation.

Walking back across the St-Esprit bridge, to the ghetto I'd instinctively gravitated toward, I mentally erected a more appropriate statue on the square. It would depict an unknown Sephardic Jew, kneeling over a stone tripod covered with crushed cacao beans destined for a cup of chocolate for one of the gentiles of Bayonne. It would be a symbolic piece, executed in smooth, chocolate-hued marble, and dedicated to all the other forgotten heroes--coffee-drinking Sufi dervishes, peyote-eating Native Americans, Mexican hemp-smokers--who, throughout history, have faced the wrath of all the sultans, drug czars, and Vatican clerics who have resorted to any spurious pretext to squelch one of the most venerable and misunderstood of human drives: the desire to escape, however briefly, everyday consciousness.

The advantages of a hereditary Monarchy are self-evident. Without some such method of prescriptive, immediate and automatic succession, an interregnum intervenes, rival claimants arise, continuity is interrupted and the magic lost. Even when Parliament had secured control of taxation and therefore of government; even when the menace of dynastic conflicts had receded in to the coloured past; even when kingship had ceased to be transcendental and had become one of many alternative institutional forms; the principle of hereditary Monarchy continued to furnish the State with certain specific and inimitable advantages. Apart from the imponderable, but deeply important, sentiments and affections which congregate around an ancient and legitimate Royal Family, a hereditary Monarch acquires sovereignty by processes which are wholly different from those by which a dictator seizes, or a President is granted, the headship of the State. The King personifies both the past history and the present identity of the Nation as a whole. Consecrated as he is to the service of his peoples, he possesses a religious sanction and is regarded as someone set apart from ordinary mortals. In an epoch of change, he remains the symbol of continuity; in a phase of disintegration, the element of cohesion; in times of mutability, the emblem of permanence. Governments come and go, politicians rise and fall: the Crown is always there. A legitimate Monarch moreover has no need to justify his existence, since he is there by natural right. He is not impelled as usurpers and dictators are impelled, either to mesmerise his people by a succession of dramatic triumphs, or to secure their acquiescence by internal terrorism or by the invention of external dangers. The appeal of hereditary Monarchy is to stability rather than to change, to continuity rather than to experiment, to custom rather than to novelty, to safety rather than to adventure. The Monarch, above all, is neutral. Whatever may be his personal prejudices or affections, he is bound to remain detached from all political parties and to preserve in his own person the equilibrium of the realm. An elected President – whether, as under some constitutions, he be no more than a representative functionary, or whether, as under other constitutions, he be the chief executive – can never inspire the same sense of absolute neutrality. However impartial he may strive to become, he must always remain the prisoner of his own partisan past; he is accompanied by friends and supporters whom he may seek to reward, or faced by former antagonists who will regard him with distrust. He cannot, to an equal extent, serve as the fly-wheel of the State.

The follow-through, the execution, is a thousand times more important than a ‘great idea’. In fact, if the execution is perfect, it sometimes barely matters what the idea is. If you want to get rich, don’t sit around waiting for inspiration to strike. Just get busy getting rich.

Malaria prevention and eradication should be inspired by General George Patton’s advice: “A good plan executed violently today is better than a perfect plan in a week.” In this war of attrition, millions of people will be lost while waiting on researchers to finally emerge triumphant from their labs with the perfect malaria cure; yet meanwhile, there are plenty of time-proven, practical actions that individuals, families and communities can do today with what is already in hand that can decisively defeat malaria transmission if applied with vigor and disciplined consistency.

The racial oppression that inspired the first generations of the civil rights movement was played out in lynchings, night raids, antiblack pogroms, and physical intimidation at the ballot box. In a typical battle of today, it may consist of African American drivers being pulled over more often on the highways. (When Clarence Thomas described his successful but contentious 1991 Supreme Court confirmation hearing as a “high-tech lynching,” it was the epitome of tastelessness but also a sign of how far we have come.) The oppression of women used to include laws that allowed husbands to rape, beat, and confine their wives; today it is applied to elite universities whose engineering departments do not have a fifty-fifty ratio of male and female professors. The battle for gay rights has progressed from repealing laws that execute, mutilate, or imprison homosexual men to repealing laws that define marriage as a contract between a man and a woman. None of this means we should be satisfied with the status quo or disparage the efforts to combat remaining discrimination and mistreatment. It’s just to remind us that the first goal of any rights movement is to protect its beneficiaries from being assaulted or killed. These victories, even if partial, are moments we should acknowledge, savor, and seek to understand.

I know people who function really well under pressure. If they know it’s their last shot, they give it everything. I need to be relaxed but confident. If I don’t believe I can do a move, I won’t give it everything. Visualizing myself as really strong and completing the sequence helps me relax and allows my body to execute the moves.

Monroe also saved Tom Paine, whose revolutionary fervor had inspired him to become a French citizen and win a seat in the Convention. When Paine voted against executing King Louis XVI, however, Robespierre sent him to prison, where he languished in ever-deteriorating health until Monroe rescued him in November 1794, and brought him to La Folie to recuperate.

Watch movies. Read screenplays. Let them be your guide. […] Yes, McKee has been able to break down how the popular screenplay has worked. He has identified key qualities that many commercially successful screenplays share, he has codified a language that has been adopted by creative executives in both film and television. So there might be something of tangible value to be gained by interacting with his material, either in book form or at one of the seminars. But for someone who wants to be an artist, a creator, an architect of an original vision, the best book to read on screenwriting is no book on screenwriting. The best seminar is no seminar at all. To me, the writer wants to get as many outside voices OUT of his/her head as possible. Experts win by getting us to be dependent on their view of the world. They win when they get to frame the discussion, when they get to tell you there’s a right way and a wrong way to think about the game, whatever the game is. Because that makes you dependent on them. If they have the secret rules, then you need them if you want to get ahead. The truth is, you don’t. If you love and want to make movies about issues of social import, get your hands on Paddy Chayefsky’s screenplay for Network. Read it. Then watch the movie. Then read it again. If you love and want to make big blockbusters that also have great artistic merit, do the same thing with Lawrence Kasdan’s Raiders Of The Lost Ark screenplay and the movie made from it. Think about how the screenplays made you feel. And how the movies built from these screenplays did or didn’t hit you the same way. […] This sounds basic, right? That’s because it is basic. And it’s true. All the information you need is the movies and screenplays you love. And in the books you’ve read and the relationships you’ve had and your ability to use those things.

There’s an interesting story about Abraham Lincoln. During the American Civil War he signed an order transferring certain regiments, but Secretary of War Edwin Stanton refused to execute it, calling the president a fool. When Lincoln heard he replied, ‘If Stanton said I’m a fool then I must be, for he’s nearly always right, and he says what he thinks. I’ll step over and see for myself.’ He did, and when Stanton convinced him the order was in error, Lincoln quietly withdrew it. Part of Lincoln’s greatness lay in his ability to rise above pettiness, ego, and sensitivity to other people’s opinions. He wasn’t easily offended. He welcomed criticism, and in doing so demonstrated one of the strengths of a truly great person: humility. So, have you been criticised? Make it a time to learn, not lose.

There's nothing to be wondered at there," said Durcet, "one need but be mildly jaded, and all these infamies assume a richer meaning: satiety inspires them in the libertinage which executes them unhesitatingly. One grows tired of the commonplace, the imagination becomes vexed, and the slenderness of our means, the weakness of our faculties, the corruption of our souls leads us to these abominations.

Albert Einstein said, “Information is not knowledge,” and he was on to something extremely important. You can consume an endless amount of information, but it will never equal knowledge, wisdom. Turning information into knowledge requires two things: (A) you need to consume knowledge, and (B) you need to execute the knowledge you have learned. That is the secret to unlocking knowledge out of information.

A management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization.” An OBJECTIVE, I explained, is simply WHAT is to be achieved, no more and no less. By definition, objectives are significant, concrete, action oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution

Those involved in mental as opposed to physical effort or who carry the responsibilities of management are presumed to require a higher payment for their submission to the purposes of organization than those who render only physical or manual service, however adept or talented that may be. This is because there is profound difference in the nature and extent of the submission that is made. The person on the shop floor or its equivalent gives more or less diligent and deft physical effort for a specified number of hours a day. Beyond that nothing in principle--not thought, certainly not conformity of speech or behavior--is expected. Of the high corporate executive a more complete submission to the purposes of the organization is usually required. He (or she) must speak and also think well of the aims of the enterprise; he may never in public and not wisely in private raise doubt as to the depth and sincerity of his own commitment. Many factors determine his large, often very large, compensation, including the need to pay for the years of preparation, for the considerable intelligence that is requires, for the responsibility that is carried, and for the alleged risks of high position. As a practical matter, his rate of pay is also influenced by the significant and highly convenient role the executive plays in establishing it; much that accrues to the senior corporate executive is in response to his own inspired generosity. But there is also payment for the comprehensive submission of his individual personality to that of the corporation. It is no slight thing to give up one's self and self-expression to the collective personality of one's employer.

When he was in college, a famous poet made a useful distinction for him. He had drunk enough in the poet's company to be compelled to describe to him a poem he was thinking of. It would be a monologue of sorts, the self-contemplation of a student on a summer afternoon who is reading Euphues. The poem itself would be a subtle series of euphuisms, translating the heat, the day, the student's concerns, into symmetrical posies; translating even his contempt and boredom with that famously foolish book into a euphuism. The poet nodded his big head in a sympathetic, rhythmic way as this was explained to him, then told him that there are two kinds of poems. There is the kind you write; there is the kind you talk about in bars. Both kinds have value and both are poems; but it's fatal to confuse them. In the Seventh Saint, many years later, it had struck him that the difference between himself and Shakespeare wasn't talent - not especially - but nerve. The capacity not to be frightened by his largest and most potent conceptions, to simply (simply!) sit down and execute them. The dreadful lassitude he felt when something really large and multifarious came suddenly clear to him, something Lear-sized yet sonnet-precise. If only they didn't rush on him whole, all at once, massive and perfect, leaving him frightened and nerveless at the prospect of articulating them word by scene by page. He would try to believe they were of the kind told in bars, not the kind to be written, though there was no way to be sure of this except to attempt the writing; he would raise a finger (the novelist in the bar mirror raising the obverse finger) and push forward his change. Wailing like a neglected ghost, the vast notion would beat its wings into the void. Sometimes it would pursue him for days and years as he fled desperately. Sometimes he would turn to face it, and do battle. Once, twice, he had been victorious, objectively at least. Out of an immense concatenation of feeling, thought, word, transcendent meaning had come his first novel, a slim, pageant of a book, tombstone for his slain conception. A publisher had taken it, gingerly; had slipped it quietly into the deep pool of spring releases, where it sank without a ripple, and where he supposes it lies still, its calm Bodoni gone long since green. A second, just as slim but more lurid, nightmarish even, about imaginary murders in an imaginary exotic locale, had been sold for a movie, though the movie had never been made. He felt guilt for the producer's failure (which perhaps the producer didn't feel), having known the book could not be filmed; he had made a large sum, enough to finance years of this kind of thing, on a book whose first printing was largely returned.

Mansfield depicts an ideal political world where the “executive” dominates the political system, not a political system understood in terms of checks and balances or responsibility to the citizenry, but one inspired in almost equal parts by an ideal of monarchy, a patriot king, and a dismissive contempt for democracy.28 Mansfield’s “prince” is not conceived either as an official whose principal responsibility is to execute the laws passed by the legislative power or as “the people’s tribune.

Don't try to inspire people with fear. It doesn't work well, and it doesn't last long. When you scare someone, you activate that person's amygdala, the emotional center of the brain. The reaction is swift and hot, as one would have when confronted with a threat. The problem is that an action that starts in the emotional centers of the brain bypasses the judgment and executive function areas of the brain as well. As a result, the reaction may be intense and immediate, but it is also often uncoordinated and transient.

Once a day, after you’ve done your day’s work, go back to your documentation and find one little piece of your process that you can share. Where you are in your process will determine what that piece is. If you’re in the very early stages, share your influences and what’s inspiring you. If you’re in the middle of executing a project, write about your methods or share works in progress. If you’ve just completed a project, show the final product, share scraps from the cutting-room floor, or write about what you learned.

There's a table with some catalogues and a guest book in the corner; there are artworks. Today, I need so badly to be inspired by them, even though I hate that word: inspiration. It crops up in too many advertisements, politcians' speeches, Disney films, its meaning obliterated. I refuse to be 'inspired' in the same insipid way that ad executives and politicians and Hollywood producers suggest I should be. What I need from these works is to be reminded of why I used to care about art—so much that I'd try and make it for myself.

Too often, artists who think it was “inspiration” or “pain” that fueled their art and create an image around that—instead of hard work and sincere hustle—will eventually find themselves at the bottom of a bottle or on the wrong end of a needle. The same goes for us, whatever we do. Instead of pretending that we are living some great story, we must remain focused on the execution—and on executing with excellence. We must shun the false crown and continue working on what got us here. Because that’s the only thing that will keep us here.

For months beforehand, I fielded calls from British media. A couple of the reporters asked me to name some British chefs who had inspired me. I mentioned the Roux brothers, Albert and Michel, and I named Marco Pierre White, not as much for his food as for how—by virtue of becoming an apron-wearing rock-star bad boy—he had broken the mold of whom a chef could be, which was something I could relate to. I got to London to find the Lanesborough dining room packed each night, a general excitement shared by everyone involved, and incredibly posh digs from which I could step out each morning into Hyde Park and take a good long run around Buckingham Palace. On my second day, I was cooking when a phone call came into the kitchen. The executive chef answered and, with a puzzled look, handed me the receiver. Trouble at Aquavit, I figured. I put the phone up to my ear, expecting to hear Håkan’s familiar “Hej, Marcus.” Instead, there was screaming. “How the fuck can you come to my fucking city and think you are going to be able to cook without even fucking referring to me?” This went on for what seemed like five minutes; I was too stunned to hang up. “I’m going to make sure you have a fucking miserable time here. This is my city, you hear? Good luck, you fucking black bastard.” And then he hung up. I had cooked with Gordon Ramsay once, a couple of years earlier, when we did a promotion with Charlie Trotter in Chicago. There were a handful of chefs there, including Daniel Boulud and Ferran Adrià, and Gordon was rude and obnoxious to all of them. As a group we were interviewed by the Chicago newspaper; Gordon interrupted everyone who tried to answer a question, craving the limelight. I was almost embarrassed for him. So when I was giving interviews in the lead-up to the Lanesborough event, and was asked who inspired me, I thought the best way to handle it was to say nothing about him at all. Nothing good, nothing bad. I guess he was offended at being left out. To be honest, though, only one phrase in his juvenile tirade unsettled me: when he called me a black bastard. Actually, I didn’t give a fuck about the bastard part. But the black part pissed me off.

We grow up believing that what counts most in our lives is that which will occur in the future. Parents teach children that if they learn good habits now, they will be better off as adults. Teachers assure pupils that the boring classes will benefit them later, when the students are going to be looking for jobs. The company vice president tells junior employees to have patience and work hard, because one of these days they will be promoted to the executive ranks. At the end of the long struggle for advancement, the golden years of retirement beckon.

Muslims are the main victims of Islamist inspired terrorism around the globe. ISIS have and other Islamist extremism group have killed thousands of Muslims across the middle east, including some Sunnis who have refused to pledge loyalty. Its members have executed imams who have denounced their activities. Their sectarianism has even spawned deadly attacks on civilians simply because they are shi'i. These extremists have determinedly created divisions to wipe out the 'grey zone' of reason and tolerance. They have conflated religion and politics and thereby poisoned Islam.

Major - de Coverley was a splendid, awe-inspiring, grave old man with a massive leonine head and an angry shock of wild white hair that raged like a blizzard around his stern, patriarchal face. His duties as squadron executive officer did consist entirely, as both Doc Daneeka and Major Major had conjectured, of pitching horseshoes, kidnaping Italian laborers, and renting apartments for the enlisted men and officers to use on rest leaves, and he excelled at all three....He also iked to arrive in a city just before the occupying Allied force so that he could ride in a jeep at the front of the conquering army.

The violent secularism of al-Nasser had led Qutb to espouse a form of Islam that distorted both the message of the Quran and the Prophet’s life. Qutb told Muslims to model themselves on Muhammad: to separate themselves from mainstream society (as Muhammad had made the hijrah from Mecca to Medina), and then engage in a violent jihad. But Muhammad had in fact finally achieved victory by an ingenious policy of non-violence; the Quran adamantly opposed force and coercion in religious matters, and its vision—far from preaching exclusion and separation—was tolerant and inclusive. Qutb insisted that the Quranic injunction to toleration could occur only after the political victory of Islam and the establishment of a true Muslim state. The new intransigence sprang from the profound fear that is at the core of fundamentalist religion. Qutb did not survive. At al-Nasser’s personal insistence, he was executed in 1966. Every Sunni fundamentalist movement has been influenced by Qutb. Most spectacularly it has inspired Muslims to assassinate such leaders as Anwar al-Sadat, denounced as a jahili ruler because of his oppressive policies towards his own people. The Taliban, who came to power in Afghanistan in 1994, are also affected by his ideology.

An OBJECTIVE, I explained, is simply WHAT is to be achieved, no more and no less. By definition, objectives are significant, concrete, action oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution. KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. (As prize pupil Marissa Mayer would say, “It’s not a key result unless it has a number.”) You either meet a key result’s requirements or you don’t; there is no gray area, no room for doubt.

No matter what you do for a living or who you think you work for, you only work for one person, YOURSELF!. It makes no difference if you work part time, have a salaried position, are a top executive of a corporation or run your own business. You are selling your existence at a set price. Your career goal in life should be based on doing work that you’re passionate about, while saving your time and increasing your profit. This is your life. You have the same existence in this life as any world leader, corporate executive or celebrity. You have your own free will to make decisions to get you exactly where you want to go. There are opportunities around every corner. Go find them!

Although it might be expected that pilots worked closely with cosmologists, that was far from the case. Pilots were hired hands who occupied a lower social stratum. Many of them were illiterate and relied on simple charts that delineated familiar coastlines and harbors, as well as on their own instincts regarding wind and water. The cosmologists looked down on pilots as “coarse men” who possessed “little understanding.” The pilots, who risked their lives at sea, were inclined to regard cosmologists as impractical dreamers. Explorers setting out on ocean voyages to distant lands needed the skills of both; they took their inspiration from cosmologists, but they relied on pilots for execution.

Rather than trying to prevent all errors, we should assume, as is almost always the case, that our people’s intentions are good and that they want to solve problems. Give them responsibility, let the mistakes happen, and let people fix them. If there is fear, there is a reason—our job is to find the reason and to remedy it. Management’s job is not to prevent risk but to build the ability to recover. CHAPTER 7 THE HUNGRY BEAST AND THE UGLY BABY During the late 1980s and early 1990s, as an ascendant Disney Animation was enjoying a remarkable string of hit films—The Little Mermaid, Beauty and the Beast, Aladdin, The Lion King—I began to hear a phrase being used again and again in the executive suites of its Burbank headquarters: “You’ve got to feed the

the slave labour system, already applied to Jews, was extended to Poles, just as it already applied to Czechs. ‘A hundred thousand Czech workmen’, Churchill told a public audience in Manchester on January 27, ‘had been led off into slavery to be toiled to death in Germany.’ But what was happening to the Czechs, Churchill added, ‘pales in comparison with the atrocities which, as I speak here this afternoon, are being perpetrated upon the Poles’. From the ‘shameful records’ of the Germans’ mass executions in Poland, Churchill declared, ‘we may judge what our fate would be if we fell into their clutches. But from them also we may draw the force and inspiration to carry us forward on our journey and not to pause or rest till liberation is achieved and justice is done.

All the same, while a ruler can’t expect to inspire love when making himself feared, he must avoid arousing hatred. Actually, being feared is perfectly compatible with not being hated. And a ruler won’t be hated if he keeps his hands off his subjects’ property and their women. If he really has to have someone executed, he should only do it when he has proper justification and manifest cause. Above all, he mustn’t seize other people’s property. A man will sooner forget the death of his father than the loss of his inheritance. Of course there are always reasons for taking people’s property and a ruler who has started to live that way will never be short of pretexts for grabbing more. On the other hand, reasons for executing a man come more rarely and pass more quickly.

Anyone who does creative work is familiar with this problem, and in many ways active imagination is similar to writing, painting, and so on; all creative work entails a give-and-take between inspiration (unconscious) and execution (conscious). (As I am writing this, for example, I have to allow my intuitions expression before I can start editing them.) The difference for Jung is that the aesthetic quality of the end product isn’t important; understanding it is. Nevertheless, one of the best introductions to active imagination are the letters On the Aesthetic Education of Man by the poet Friedrich Schiller, a contemporary of Goethe, which discuss in detail the dialogue between the creative (unconscious) and critical (conscious) drives and their union in art, both creating and experiencing it.

Within My Power By Forest E. Witcraft (1894 - 1967), a scholar, teacher, and Boy Scout Executive and first published in the October 1950 issue of Scouting magazine. I am not a Very Important Man, as importance is commonly rated. I do not have great wealth, control a big business, or occupy a position of great honor or authority. Yet I may someday mould destiny. For it is within my power to become the most important man in the world in the life of a boy. And every boy is a potential atom bomb in human history. A humble citizen like myself might have been the Scoutmaster of a Troop in which an undersized unhappy Austrian lad by the name of Adolph might have found a joyous boyhood, full of the ideals of brotherhood, goodwill, and kindness. And the world would have been different. A humble citizen like myself might have been the organizer of a Scout Troop in which a Russian boy called Joe might have learned the lessons of democratic cooperation. These men would never have known that they had averted world tragedy, yet actually they would have been among the most important men who ever lived. All about me are boys. They are the makers of history, the builders of tomorrow. If I can have some part in guiding them up the trails of Scouting, on to the high road of noble character and constructive citizenship, I may prove to be the most important man in their lives, the most important man in my community. A hundred years from now it will not matter what my bank account was, the sort of house I lived in, or the kind of car I drove. But the world may be different, because I was important in the life of a boy.

Was [Steve Jobs] smart? No, not exceptionally. Instead, he was a genius. His imaginative leaps were instinctive, unexpected, and at times magical. [...] Like a pathfinder, he could absorb information, sniff the winds, and sense what lay ahead. Steve Jobs thus became the greatest business executive of our era, the one most certain to be remembered a century from now. History will place him in the pantheon right next to Edison and Ford. More than anyone else of his time, he made products that were completely innovative, combining the power of poetry and processors. With a ferocity that could make working with him as unsettling as it was inspiring, he also built the world's most creative company. And he was able to infuse into its DNA the design sensibilities, perfectionism, and imagination that make it likely to be, even decades from now, the company that thrives best at the intersection of artistry and technology.

I did think about what the endgame could look like. I saw myself pursuing success as a nontechnical woman in tech: becoming a middle manager, then an executive, then a consultant or coach who spoke at conferences, to inspire more women. I could see myself onstage, forcing a smile and holding a clicker, feeling my curls go limp in real time. I could see myself writing blog posts on my own personal buisness philosophy: How to Squander Opportunity, How Not to Negotiate. How to Cry in Front of Your Boss. I would work twice as hard as my male counterparts to be taken half as seriously. I would devote my time and energy to a corporation, and hope that it was reciprocal. I would make decisions based on the market that were rewarded by the market, and feel important, because I would feel right. I liked feeling right; I loved feeling right. Unfortunately, I also wanted to feel good. I wanted to find a way, while I could, to engage with my own life.

Bringing incredible creative projects to life demands much hard work down in the trenches of day-to-day idea execution. Genius truly is “1 percent inspiration and 99 percent perspiration.” But we cannot forget the flip side of that 99 percent—it’s impossible to solve every problem by sheer force of will. We must also make time for play, relaxation, and exploration, the essential ingredients of the creative insights that help us evolve existing ideas and set new projects in motion. Often this means creating a routine for breaking from your routine, working on exploratory side projects just for the hell of it, or finding new ways to hotwire your brain’s perspective on a problem. It also means learning how to put your inner critic on mute, banish perfectionist tendencies, and push through anxiety-inducing creative blocks. To stay creatively fit, we must keep our minds engaged and on the move—because the greatest enemy of creativity is nothing more than standing still.

(Note: I realize this is horrifying. Just keep reading.) "Turn to Leviticus 20:13, because I actually discovered the cure for AIDS. If a man also lie with mankind, as he lieth with a woman, both of them have committed an abomination: they shall surely be put to death. Their blood shall be upon them. And that, my friend, is the cure for AIDS. It was right there in the Bible all along — and they’re out spending billions of dollars in research and testing. It’s curable — right there. Because if you executed the homos like God recommends, you wouldn’t have all this AIDS running rampant." This is an American pastor openly calling for the death of all homosexuals. The anti-gay movement is now so extreme, some, (not all) call for genocide. So how about instead of Alex from Target or pumpkin spice lattes, we get this out on the media. Because this is disgusting. No one should have to be called worthless, better in death, for a problem they did not cause. AIDS did not start with homosexuals, and it's not going to end with them. The only thing that has to end is hate like this.

Sphere/Color /Quality/Service on Planet 1: Blue. To do the will of God, illumined faith, capacity to lead people and manifest large amounts of energy. Initiative. All God-ideas born here. Rulers, leaders and executives. 2. Sunshine yellow. Perception, illumination, inspiration. Ideas are perceived and molded into thought patterns and workable form. Teachers, Educators. 3. Pink. Love, compassion, tolerance. Ideas are clothed with life-essence through the feeling nature, enabling future externalization in the world of form. Love is shown as the cohesive force, holding together a manifested form. Peacemakers, Arbitrators. 4. White. Purity. Artistic development. Poets, artists, musicians, painters, architects. 5. Emerald Green. Scientific development. Healing, concentration, consecration, truth. Scientists, engineers, inventors, healers, doctors, nurses. 6. Ruby with golden radiance. Voluntary impersonal service outside the community. Missionaries. Religious leaders. 7. Violet. Ceremonial service. Culture, refinement, diplomacy. Diplomats, gentlemen, ministers, religious leaders.

The problem is what happens when this vision of the world is translated into settings in which Christians are not the underdogs. In situations where Christians have the military, political, and financial power to take steps against their “demonically inspired” enemies, this worldview can legitimize all kinds of violence. Once a group, idea, or person is labeled evil, then any measures can be used in opposition, even if these measures themselves involve torture, imprisonment, and execution. The fact that these stories envision actual physical possession by the devil only makes the problem worse. In a world in which one’s enemies are no longer people but agents of evil, those people are completely dehumanized. They are no longer deserving of compassion, forgiveness, understanding, or empathy. No one clamors for basic human rights for demons. Early Christian martyrdom stories set a precedent for later generations of Christians to see the world in this way. Once a group claims to be persecuted, they invoke (whether explicitly or implicitly) the idea that their opponents are acting for the devil.

St. Bernard, with the sharpness of his wit and zeal, has stigmatized the vices of the rebellious people. "Who is ignorant," says the monk of Clairvaux, "of the vanity and arrogance of the Romans? a nation nursed in sedition, untractable, and scorning to obey, unless they are too feeble to resist. When they promise to serve, they aspire to reign; if they swear allegiance, they watch the opportunity of revolt; yet they vent their discontent in loud clamors, if your doors, or your counsels, are shut against them. Dexterous in mischief, they have never learned the science of doing good. Odious to earth and heaven, impious to God, seditious among themselves, jealous of their neighbors, inhuman to strangers, they love no one, by no one are they beloved; and while they wish to inspire fear, they live in base and continual apprehension. They will not submit; they know not how to govern faithless to their superiors, intolerable to their equals, ungrateful to their benefactors, and alike impudent in their demands and their refusals. Lofty in promise, poor in execution; adulation and calumny, perfidy and treason, are the familiar arts of their policy

Woody Allen once said that 80 percent of success is showing up. Having written and directed fifty films in almost as many years, Allen clearly knows something about accomplishment. How, when, and where you show up is the single most important factor in executing on your ideas. That’s why so many creative visionaries stick to a daily routine. Choreographer Twyla Tharp gets up at the crack of dawn every day and hails a cab to go to the gym—a ritual she calls her “trigger moment.” Painter Ross Bleckner reads the paper, meditates, and then gets to the studio by 8 a.m. so that he can work in the calm quiet of the early morning. Writer Ernest Hemingway wrote five hundred words a day, come hell or high water. Truly great creative achievements require hundreds, if not thousands, of hours of work, and we have to make time every single day to put in those hours. Routines help us do this by setting expectations about availability, aligning our workflow with our energy levels, and getting our minds into a regular rhythm of creating. At the end of the day—or, really, from the beginning—building a routine is all about persistence and consistency. Don’t wait for inspiration; create a framework for it.

Which would seem to be a good thing—proposing a solution to a problem that people are hungry to solve—except that my view of silos might not be what some leaders expect to hear. That’s because many executives I’ve worked with who struggle with silos are inclined to look down into their organizations and wonder, “Why don’t those employees just learn to get along better with people in other departments? Don’t they know we’re all on the same team?” All too often this sets off a well-intentioned but ill-advised series of actions—training programs, memos, posters—designed to inspire people to work better together. But these initiatives only provoke cynicism among employees—who would love nothing more than to eliminate the turf wars and departmental politics that often make their work lives miserable. The problem is, they can’t do anything about it. Not without help from their leaders. And while the first step those leaders need to take is to address any behavioral problems that might be preventing executive team members from working well with one another—that was the thrust of my book The Five Dysfunctions of a Team—even behaviorally cohesive teams can struggle with silos. (Which is particularly frustrating and tragic because it leads well-intentioned and otherwise functional team members to inappropriately question one another’s trust and commitment to the team.) To tear

Early in a career that began in 1912 when he was 19 years old, Romain de Tirtoff, the Russian-born artists who called himself Erté after the french pronunciation of his initials, was regarded as a 'miraculous magician,' whose spectacular fashions transformed the ordinary into the outstanding, whose period costumes made the present vanish mystically into the past, and whose décors converted bare stages into sparkling wonderlands of fun and fancy. When his career ended with his death in 1990, Erté was considered as 'one of the twentieth-century's single most important influences on fashion,' 'a mirror of fashion for 75 years,' and the unchallenged 'prince of the music hall,' who had been accorded the most significant international honors in the field of design and whose work was represented in major museums and private collections throughout the world. It is not surprising that Erté's imaginative designs for fashion, theater, opera, ballet, music hall, film and commerce achieved such renown, for they are as crisp and innovative in their color and design as they are elegant and extravagant in character, and redolent of the romance of the pre- and post-Great War era, the period when Erté's hand became mature, fully developed and representative of its time. Art historians and scholars define Ertés unique style as transitional Art Deco, because it bridges the visual gab between fin-de-siècle schools of Symbolism, with its ethereal quality, Art Nouveau, with its high ornament, and the mid-1920s movement of Art Deco, with its inspirational sources and concise execution.

Thy Justice seems; yet to say truth, too late, I thus contest; then should have been refusd Those terms whatever, when they were propos’d: Thou didst accept them; wilt thou enjoy the good, Then cavil the conditions? and though God Made thee without thy leave, what if thy Son Prove disobedient, and reprov’d, retort, Wherefore didst thou beget me? I sought it not: Wouldst thou admit for his contempt of thee That proud excuse? yet him not thy election, But Natural necessity begot. God made thee of choice his own, and of his own To serve him, thy reward was of his grace, Thy punishment then justly is at his Will. Be it so, for I submit, his doom is fair, That dust I am, and shall to dust returne: O welcom hour whenever! why delayes His hand to execute what his Decree Fixd on this day? why do I overlive, Why am I mockt with death, and length’nd out To deathless pain? how gladly would I meet Mortalitie my sentence, and be Earth Insensible, how glad would lay me down As in my Mothers lap? there I should rest And sleep secure; his dreadful voice no more Would Thunder in my ears, no fear of worse To mee and to my ofspring would torment me With cruel expectation. Yet one doubt Pursues me still, least all I cannot die, Least that pure breath of Life, the Spirit of Man Which God inspir’d, cannot together perish With this corporeal Clod; then in the Grave, Or in some other dismal place, who knows But I shall die a living Death? O thought Horrid, if true! yet why? it was but breath Of Life that sinn’d; what dies but what had life And sin? the Bodie properly hath neither. All of me then shall die: let this appease The doubt, since humane reach no further knows. For though the Lord of all be infinite, Is his wrauth also? be it, man is not so, But mortal doom’d. How can he exercise Wrath without end on Man whom Death must end? Can he make deathless Death? that were to make Strange contradiction, which to God himself Impossible is held, as Argument Of weakness, not of Power. Will he, draw out, For angers sake, finite to infinite In punisht man, to satisfie his rigour Satisfi’d never; that were to extend His Sentence beyond dust and Natures Law, By which all Causes else according still To the reception of thir matter act, Not

an idea executed for an audience of one is an awful waste of potential inspiration and value for the greater good.

Inspiration drives Innovation. Innovation enables Change. Change fuels Opportunities Execution realizes Opportunities. - Tom Golway

Your attire and grooming are some of the simplest things you can do to maintain your professional bearing. Don’t allow yourself to get lazy and allow these small oversights to cost you your credibility, job or career.

America had not done that. Its influence had fallen to a seventy-year ebb under Bush, and the inspirational rhetoric of Obama could not revive it. Promoting democracy and pushing back against Putin were not in the first rank of the new president’s priorities. He now was in charge of the war machinery of the Pentagon and the CIA, the lethal weapons of counterinsurgency and counterterrorism, and as Obama sent more troops into Afghanistan and deployed a barrage of Predators and special-operations forces to hunt and kill America’s enemies abroad, the greatest part of the foreign policy of the United States was not executed by diplomats and democracy advocates but by soldiers and spies.

Some people hire stars and make them sit inside lamps PEOPLE HIRE STARS AND MAKE THEM SIT INSIDE LAMPS YOU ARE A STAR! DON'T SIT INSIDE THE LAMP. तुम सितारे हो! लालटेन में मत बैठे रहो

Presenting ourselves to death outside of Christ, even when disguised as a justifiably self-imposed penance or fasting, is an exercise in self-righteous futility. Self has no problem with a self-supervised execution it can be proud of.

Fear can force employees to execute projects, but it cannot energize people. Fear is crippling and inhibiting, and it is one of the most dehumanizing forces in the workplace.

THE GIFTS OF LIFE ARE WRAPPED IN HARDWORK. OPEN AS MANY AS YOU WANT. The room of life is full of gifts. The gifts are your future. You could keep guessing or you come open them. They are wrapped in just hard work. ज़िन्दगी का कमरा सिर्फ़ तोहफों से भरा हुआ है। ये तोहफे तुम्हारा भविष्य लिखते हैं। तुम अंदाज़ा लगाते रहो या इन्हें खोलते रहो, तुम्हारी मर्ज़ी। ये बस मेहनत के कागज़ में लिपटे हुए हैं।

Just before genius there is madness. Madness is difficult to get through. दानिशमंदी से पहले पागलपन है। पागलपन से निकलना मुश्किल होता है।

Did you finish your today? Or were you busy planning for your tomorrows? Look at your empty yesterdays!

she persuaded him to execute her instead by slowly immersing her in boiling pitch. The beauty of her character as she faced death inspired the conversion of several other people, including one of her guards, Basilides, who was likewise martyred.73

Action-oriented thinking leads to lasting change - set yourself up for success by committing to executing your plans with purpose.

Confidence is not something you only feel but an inherent skill set that needs regular practice. You need to live in zone of inspiring yourself daily that you can do things and execute them the way you want.

Beautiful ways Memories with deep feelings, Are like always retracting emotions, They drop like sticky cob web hanging from the ceilings, And retrieve many moments filled with deep sensations, Sometimes they lead to poignancy, And sometimes they bring flashes of her sweet memories, And then the heart struggles to find its buoyancy, Because the mind willingly all these moments carries, Poor heart’s every perversion, Fails to convince the mind to consider the heart’s requests, the heart that keeps it alive, Alas the mind is a slave to her memories and her beautiful sensation, And without bearing her feelings in no other thinking avenues it wishes to dive, So the heart beats with a sense of precariousness, While the mind seeks her sensations, her feelings and enters a state of meditation, Where it only ponders on her feelings and her loveliness, And the poor heart becomes the victim of its own creation, Of loving, of feeling, of emoting, of beating just for her, And as the mind becomes unresponsive, I neither think of my anguished heart, my inactive mind, but just about her, and only about her, And wait and hope that the reality becomes a little bit sensitive and a bit more submissive, But destiny that turns the wheels of time and everything, Has its own plans to execute and fulfil, To it love, lovers, feelings do not mean anything, Because it obeys someone else’s heart’s will, For destiny is true to her emotions and her love affair, And I too then proclaim I am devoted to my memories and their every sensation, And loving her is by all means sensible and fair, For if destiny can do what it pleases, my heart and mind too shall seek their destiny in their most loving destination, So let destiny play its game and cast the heart and mind in time’s bottomless well, But let it know, that we all- my heart, my mind and I, shall fill it too with her sensation, And then time may bid to every other life’s pursuit its final farewell, And then mine shall be the destiny and I shall live with her in the world that will be her beauty’s creation, So, let my heart love her enough, Let my mind think of her always, For time and destiny maybe tough, But love and facts always find their new and beautiful ways!

There is a wonderful story of a group of American car executives who went to Japan to see a Japanese assembly line. At the end of the line, the doors were put on the hinges, the same as in America. But something was missing. In the United States, a line worker would take a rubber mallet and tap the edges of the door to ensure that it fit perfectly. In Japan, that job didn’t seem to exist. Confused, the American auto executives asked at what point they made sure the door fit perfectly. Their Japanese guide looked at them and smiled sheepishly. “We make sure it fits when we design it.” In the Japanese auto plant, they didn’t examine the problem and accumulate data to figure out the best solution—they engineered the outcome they wanted from the beginning. If they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process. At the end of the day, the doors on the American-made and Japanese-made cars appeared to fit when each rolled off the assembly line. Except the Japanese didn’t need to employ someone to hammer doors, nor did they need to buy any mallets. More importantly, the Japanese doors are likely to last longer and maybe even be more structurally sound in an accident. All this for no other reason than they ensured the pieces fit from the start. What the American automakers did with their rubber mallets is a metaphor for how so many people and organizations lead. When faced with a result that doesn’t go according to plan, a series of perfectly effective short-term tactics are used until the desired outcome is achieved. But how structurally sound are those solutions? So many organizations function in a world of tangible goals and the mallets to achieve them. The ones that achieve more, the ones that get more out of fewer people and fewer resources, the ones with an outsized amount of influence, however, build products and companies and even recruit people that all fit based on the original intention. Even though the outcome may look the same, great leaders understand the value in the things we cannot see. Every instruction we give, every course of action we set, every result we desire, starts with the same thing: a decision. There are those who decide to manipulate the door to fit to achieve the desired result and there are those who start from somewhere very different. Though both courses of action may yield similar short-term results, it is what we can’t see that makes long-term success more predictable for only one. The one that understood why the doors need to fit by design and not by default.

Goals work when they’re inspiring and capture our natural intention for greatness. They should describe what great victory is for every team, and be a real-time rather than one-time rally point for people. When they’re tangible, they provide purpose which improves everyone’s contribution and provides a focal point for day-to-day execution.

To be hanged He was in his cell, Wondering about heaven and hell, Because he was the one due to be hanged, And throughout the night by old demons he was flanked and fanged, He remembered everything, his every act, That had turned him into the man whose conscience was never intact, A victim of many vagaries and a flippant attitude, Always surrounded by them in multitude, But tonight, his last night, when he could dream, when he could imagine, Think of a new hope maybe; and think of a new short battle that he could still win, Because tomorrow by the afternoon he shall be dangling on the noose, Which is already beginning to form a grip around his neck, though loose, He imagined and conversed with his own mind, And there he picked moments of happiness, whichever he could find, And waited for the sun’s rays to enter his dark cell, Where desires, wishes and hopes died and fell, In their midst he held on to few moments of happiness, just a few, To help him walk upto the noose and invent a form courage, totally new, The sun’s rays gradually gathered in his dark cell and brightened it slowly, As he looked at the walls hopelessly, but thoughtfully, He looked perturbed but not demented or lost, He knew it was the end of everything, his walk upto the gallows to be his steps last, But he appeared to struggle with the invisible frost, That had frozen his feelings and cast him in an emotional world where he was lost, He was despondent, yes he was, you can say that, But the man in him had not died yet, he had not allowed that, So he walked with careful but slow steps towards the final knot that would seal everything for him, And push him into the world where there will be nothing and noone except him, For that is the tragedy of dying, you die alone, with no one but you, But he had held on to his moments of happiness, as he approached the hangman, he asked him to do what he ought to do, The look between the two, the one dying and the one to end life forever, was strange, It was like a rose looking at its own scent, but looking at it, it felt it belonged to a different range, Of emotions, of senses, of feelings, of every thought, and as the he let go of his moments of happiness, The hangman covered his face and hanged him for the sake of justice, and then entered the moment of emotional stillness, For he had executed a man whose body dangled on the rope, A sight with which the hangman could not cope, He turned his face around and then forced himself to be the hangman he is always meant to be, Whereas the man who was just now hanged remained hanging forever in his memories, there now forever to be, And in the dark cell where the sun’s rays still try to find him, The man hangs on like the strange scent of the rose, in faint smells of the corners less bright and more dim!

Another source of power in government is a military force. But this, to be efficient, must be superior to any force that exists among the people, or which they can command; for otherwise this force would be annihilated, on the first exercise of acts of oppression. Before a standing army can rule, the people must be disarmed; as they are in almost every kingdom in Europe. The supreme power in America cannot enforce unjust laws by the sword; because the whole body of the people are armed, and constitute a force superior to any band of regular troops that can be, on any pretence, raised in the United States. A military force, at the command of Congress, can execute no laws, but such as the people perceive to be just and constitutional; for they will possess the power, and jealousy will instantly inspire the inclination, to resist the execution of a law which appears to them unjust and oppressive.46

Overall, we look to leadership for inspiration and we look to management for execution.

Many of us would say we’re not surprised by these findings. After all, it seems rather obvious. Or does it? Grant surveyed several thousand executives to find out how important it was to them that they feel their work has value. The results: only 1 percent of the executives said managers should bother showing employees that their work makes a difference. If anything, many companies try to explain the value our work will have in our own lives, the benefits we will reap if we hit a goal, as opposed to the benefit that others will derive. But remember our biology: we are naturally cooperative animals that are biologically more inspired and motivated when we know we are helping others. This

Elevate the dance, evolve with its stance, execute it with all that you feel within, each movement as though a synergy with heartbeats.

You can't be all God wants you to be if you're not willing to move your feet.

See beyond the apparent and think in perpetuity and execute in long terms.

Do not make any decision to execute any decision you made during pralaya, because all those decisions are out of powerlessness, when you were shaken and did not have trust on yourself. Now the healing and recovery is happening. Rebuild the love, joy, bliss, powerfulness, out of the new conscious being you are building; with absolute life positivity, take decisions. Influence ‘now’ - the present moment.

One day all of the confusion and amalgamation, jumble and hybrid, would sound as a perfectly executed plan by the empyrean above.

You know those DIY craft kits for kids, where they supply the blank ceramic base and it's just screaming out for the paint and glitter?" She relented when he cast his eyes ceiling-ward. "It's lovely. Elegant, chic, and perfect for the brief. And inspiringly executed. If I had my Operation Cake crown coin, I'd award you the thousand quid." He addressed her with typically crisp brevity. "Your ingenuity was never in question. But your technical ability now---" "Is neck and neck with yours.

The roadmap is right in front of you, and your suck can finally be behind you if you execute the plans developed throughout this book.

Describing his leadership style, he says, “Instead of telling my executives what to do, I should try to inspire them with a vision of where we’re going and let them translate that in their own terms, based on their own experience, their own expertise. Inspiration is much more effective than delegation.

A marketing consultant I knew was hired by a family-owned agency because he was dating one of the family members. Clients were leaving the agency in droves and this person didn't understand his duties or how to execute them. The agency owner's solution was to encourage the consultant to spend more time with senior staff who were more experienced; hoping this exposure would give the consultant insight and dedication. This consultant did not change or grow so the agency owner asked several of us for input. I told the agency owner that until this employee was shown direct benefits and need to improve there was no motivation for him to do so. Until there is a perceived need for growth, there isn't likely to be actual growth.

As the cofounder and executive director, since 2003, of a nonprofit called Inspired Legacies, she has advised thousands of women, and hundreds of men and families and nonprofits, on philanthropic and financial matters. Her clients include several billionaires, and most have assets ranging from $10 million to $500 million. “Women are more intimidated by what they don’t know,” she says, “and doubt is cast on them: Are they crazy, or are they actually doing the right thing?

Social roost was born when the two were in the mediterranean and had an idea to bring their world travel dining experiences back to the community in which they were born and raised. They joined forces with new york city’s executive chef, susan burdian and the three developed a globally inspired menu from a scratch kitchen that is now served at social roost. Of course, delicious food deserves delicious cocktails. Rob and jason tapped st. Petersburg native max blowers as their lead mixologist. Max developed cocktails around social themes provided by rob and jason to create the ultimate lavish cocktail menu.

Executing ideas is as simple as taking the first step.

Leadership is more about providing and communicating a compelling vision, inspiring and motivating people, and, when necessary, helping the organization change by reallocating resources and changing the systems and structures. Management is ensuring that the trains run on time; leadership is about ensuring that they are headed to the right destination. Management is about execution; leadership is about strategy and change.

Having knowledge is waste if you don't know how to execute it.

Good product organizations have a strong team, a solid vision, and consistent execution. A great product organization adds the dimension of a strong product culture.

Daniel Roth of North Coast Container has established himself as an executive leader. Through his rich resume and vast experience, he inspires growth in large organizations, focusing on predictive data analytics, manufacturing, project management, and business development. Mr. Roth is the Senior Vice President of Sales and General Manager for Stavig Industries LLC. He holds his MBA from Portland State University and applies his business and leadership acumen to embracing opportunities for himself and his clients.

Without company values or leadership principles explicitly crafted and executed as clear accountability anchors, they remain to be seen as only ineffective invitations instead of Revisited expectations.

We create patterns and loops that act as operational software, executing the program instead of remaining curious. If we expect a positive result from our effort, we are eager to engage. If we expect a negative result from our effort, we are less inspired to engage.

All this had unsettled her victim a good deal; but it had not unseated him, and meanwhile it was sufficiently unsettling for her. So far, she thought, the scheme and its execution had been the kitten’s—she could recognize Vinegar’s playful methods. She gave him credit for doing his best. But he was young and inexperienced, this was probably his first attempt at serious persecution; it was not to be wondered at if his methods were a little sketchy. Now that the Devil had taken matters into his own hands—and of this she felt assured—all would soon be well. Well for her, well for Titus. Really, it was time that poor boy was released from his troubles. She felt complete confidence in the Devil, a confidence that the kitten had never inspired. There was a tinge of gratuitous malice in Vinegar’s character; he was, as one says, rather a cat.

In the early days of computing, machines were seen as tools to be controlled by their human operators. The relationship was entirely one-sided; humans input instructions, and the computer executed them. However, as computers advanced, they took on roles previously in the human domain. They could calculate complex equations, manage large datasets, and even defeat humans at chess. This marked the beginning of a shift from viewing computers as mere tools to seeing them as collaborators.

Herbert Hernandez stands at the intersection of creativity and leadership. He co-founded GIGIL, a premier independent advertising agency that has received top honors such as Philippines Independent Agency of the Year. By day, he leads innovative campaigns and wins awards at prestigious events like Cannes and the APAC Effies. By night, he performs as a guitarist and songwriter for the renowned bands 6cyclemind and Moonstar88, with his song "Migraine" achieving over 100 million streams. Herbert’s 20-year career in advertising has been marked by his ability to blend artistry with business strategy, earning him accolades like a spot on Campaign’s "40 Under 40" list. A creative visionary in both music and marketing, Herbert continues to push boundaries and inspire others with his talent and innovation.

You are the only one who can successfully execute your vision and that can be made possible when you have a great deal of discipline, focus and due diligence to ensure that your vision comes to fruition.

how many people are paralyzed by all their ideas and inspirations? They chase them all and go nowhere, distracting themselves and never making headway. They’re brilliant, sure, but they rarely execute. They rarely get where they want and need to go.

Like every divine truth, moreover, it is far from simple of execution. Its very simplicity renders it at once almost impossible not just of credibility but of human achievement, for our poor human nature is too easily distracted. The very circumstances of our lives—so constant and so humdrum and routine, and yet the things that truly constitute the will of God for us each day—are also the very things that serve so to distract us, precisely because we are so involved in them, and cause us to lose sight, however momentarily, of this great truth. And yet to grasp this divine truth, simple as it sounds, and work at it, to face each moment of every day in the light of its inspiration, to attempt, insofar as we can, to recall it in every situation and circumstance of our daily lives, to labor day in and day out to make it the sole principle by which our every action is guided and toward which we aim, is to come to know at last true joy and peace of heart, secure in the knowledge we are attempting always and in everything to do God’s will, the only purpose ultimately for which we exist, the end for which alone we were created. There is no greater security a man could ask, no greater serenity a man can know.

Coaches must take calculated risks all the time. One thing is to talk about what you plan to do and another is to prepare and then execute a plan toward change.

The best-laid plans can fail for the lack of proper execution.

Moreover, engineering is essentially an execution-based activity, and it can be hard to perform discovery activities in an organization optimized for execution. So

Japanese tragedy illustrates this aspect of the Trinity better than Greek tragedy, Kitamori taught, because it is based on the feeling expressed by the word tsurasa. This is the peculiar pain felt when someone dies in behalf of another. yet the term implies neither bitterness nor sadness. Nor is tsurasa burdened with the dialectical tension in the struggle with fate that is emphasized in Greek drama, since dialectic is a concept foreign to Japan. Tsurasa is pain with resignation and acceptance. Kitamori called our attention to a Kabuki play, The Village School. The feudal lord of a retainer named Matsuo is defeated in battle and forced into exile. Matsuo feigns allegiance to the victor but remains loyal to his vanquished lord. When he learns that his lord's son and heir, Kan Shusai, has been traced to a village school and marked for execution, Matsuo resolves to save the boy's life. The only way to do this, he realizes, is to substitute a look-alike who can pass for Kan Shusai and be mistakenly killed in his place. Only one substitute will likely pass: Matsuo's own son. So when the enemy lord orders the schoolmaster to produce the head of Kan Shusai, Matsuo's son consents to be beheaded instead. The plot succeeds: the enemy is convinced that the proffered head is that of Kan Shusai. Afterwards, in a deeply emotional scene, the schoolmaster tells Matsuo and his wife that their son died like a true samurai to save the life of the other boy. The parents burst into tears of tsurasa. 'Rejoice my dear,' Matsuo says consolingly to his wife. 'Our son has been of service to our lord.' Tsurasa is also expressed in a Noh drama, The Valley Rite. A fatherless boy named Matsuwaka is befriended by the leader of a band of ascetics, who invites him to accompany the band on a pilgrimage up a sacred mountain. On the way, tragically, Matsuwaka falls ill. According to an ancient and inflexible rule of the ascetics, anyone who falls ill on a pilgrimage must be put to death. The band's leader is stricken with sorrow; he cannot bear to sacrifice the boy he has come to love as his own son. He wishes that 'he could die and the boy live.' But the ascetics follow the rule. They hurl the boy into a ravine, then fling stones and clods of dirt to bury him. The distressed leader then asks to be thrown into the ravine after the boy. His plea so moves the ascetics that they pray for Matsuwaka to be restored to life. Their prayer is answered, and mourning turns to celebration. So it was with God's sacrifice of his Son. The Son's obedience to the Father, the Father's pain in the suffering and death of the Son, the Father's joy in the resurrection - these expressions of a deep personal relationship enrich our understanding of the triune God. Indeed, the God of dynamic relationships within himself is also involved with us his creatures. No impassive God, he interacts with the society of persons he has made in his own image. He expresses his love to us. He shares in our joys and sorrows. This is true of the Holy Spirit as well as the Father and Son... Unity, mystery, relationship - these are the principles of Noh that inform our understanding of the on God as Father, Son, and Spirit; or as Parent, Child, and Spirit; or as Creator, Redeemer, Sanctifier...this amazing doctrine inspires warm adoration, not cold analysis. It calls for doxology, not definition.

We called it Notes Day, and I see it as a stellar example of how to set the table for creativity. Managers of creative companies must never forget to ask themselves: “How do we tap the brainpower of our people?” From its genesis to its execution, from the goodwill it engendered to the company-wide changes it set in motion, Notes Day was a success in part because it was based on the idea that fixing things is an ongoing, incremental process. Creative people

What made Notes Day work? To me, it boils down to three factors. First, there was a clear and focused goal. This wasn’t a free-for-all but a wide-ranging discussion (organized around topics suggested not by Human Resources or by Pixar’s executives, but by the company’s employees) aimed at addressing a specific reality: the need to cut our costs by 10 percent. While

Simplicity is the friend of execution

There is a very old saying that says, "Strike the iron when its hot". So start working on the idea when its young. The more you delay the execution of your idea, more will be your drop in enthusiasm and lesser will be your chances for its success.

For too long, the creative world has focused on idea generation at the expense of idea execution. As the legendary inventor Thomas Edison famously said, “Genius is 1 percent inspiration, and 99 percent perspiration.” To make great ideas a reality, we must act, experiment, fail, adapt, and learn on a daily basis. 99U

It is nobody’s responsibility but yours to discover your assignment and to execute that very assignment.

The will is half of success; the other half is equally divided into skills - ten percent, commitment - ten percent, courage - ten percent, hard work - ten percent, and planning/execution - ten percent. Without the will, even everything else is provided, you are still only half successful.

A Government can create nothing. It cannot by any exercise of its powers, by legislative enactment, or judicial decree, or executive command, cause two blades of grass to grow where one grew before....It cannot command a tree to fall in the forest, and divide itself into planks and boards, from which chairs and tables may be made. All these results can be accomplished only by the labor of human hands.

I love to create vibrant, whimsical floral compositions that are either executed with one single hue or the opposite: a blend of multiple colors!

Absolute solution comes from absolute problem, ultimate certainty comes from ultimate uncertainty, total acceptance comes from total rejection, complete perfection comes from complete flaw, ample richness comes from ample poverty, foolproof protection comes from unyielding danger and unlimited liberty comes from unlimited restriction. Each one is coincident of another as dark is coincident of light. To such a degree, never try to escape from them.Rather bravely and wisely engage to sort them out . You know, these wonderful stuffs fetch for its tail all wonderful-reverse-stuffs, making your life tested and dignified. Never give up rather wake-up, have a great shower, eat, dress up and join in the struggle. Neither dishearten yourself nor give ears to others' words, just keep faith on you, believe your own intuition and keep the struggle going... I am damn sure, Success, it must lay its head eventually beneath your noble feet as a flunky of order execution and will crown you as the king. Many Cheers from Lord Robin.

Those who can't accomplish much often complain about lack of time, but more apparent problem is lack of planning and timely execution.

Only the sanity inspires the inspiration, into visionary minds since that executes as compeer of a flower and its fragrance.

Initially, inspiration can come from anywhere but to sustain inspiration one must take actions immediately before it fades away.

Our research and extensive interviews with executives and senior practitioners in the digital transformation process revealed that digital leaders think differently about high performance. In successful digital organizations, pushing the performance envelope, rewarding high performance, and learning how to invest in “optimal” mindsets are all critical parts needed to drive and sustain digital changes. “Overall, starting with a feeling of optimism promotes hope and overrides any other sentiments in your work. What would happen if all your employees felt different about coming to work? There would be a different buzz about the building. There would be a different outlook that would help people look forward to what’s next and what’s coming up. This optimism and hope creates an environment that inspires people to seek out their best and find levels of performance that maybe before they never thought were attainable. Starting with this whole new and different chemistry, any workplace is far better suited to achieve its goals and be its best, even in times of difficulty or adversity.” —Pete Carroll, head coach, the Super Bowl Champion Seattle Seahawks

As I was doing this, I was also reading the book that Charlotte Clingstone had selected from Horace's library and left for me, Candide-- her cafe's namesake. It was, unexpectedly, a screwball action comedy. The hapless main character, whose name was Candide, travelled with a band of companions from Europe to the New World and back. Along the way, characters were flogged, ship-wrecked, enslaved and nearly executed several times. There were earthquakes and tsunamis and missing body parts. One of Candide's companions, Pangloss, whose name I recognized from the hundred-dollar adjective he inspired-- I'd never known the etymology-- insisted throughout that all their misfortunes were for the best, for they delivered the companions into situations that seemed, at first, pretty good. Until those situations, too, went to shit. The story concluded on a small farm outside Istanbul, where Candide plunked a hoe into the dirt and declared his intention to retreat from adventure (and suffering) and simply tend his garden. The way the author told it-- the book was written in 1959-- it was clear I was supposed to think Candide had finally discovered something important.

A problem is nothing more than a solution outstanding.

You don't have to be perfect to be good. You can do bad things and still be a good person.

If I would have known I was going to leave my job that day to become a writer, I probably would have planned differently... It didn't come by way of illness per se, accident, or dismissal, but by way of sheer self-mutiny. The self I was born to be, decided to hijack the one I had created.

...and from here I realized, with the deepest sense of my being, that we can erect and dismantle the great walls of the world, but we will only truly survive as a species when we dedicate ourselves to removing the walls from within.

If we know ourselves, and know our hearts, we're always home, anywhere.

if not anyone else—that what we’d created at Pixar could work outside of Pixar. Both the run-up to the acquisition and its execution provided the ultimate case study, and as such, it was enormously exciting to be a part of. First, I’ll talk about how the merger came to pass in the first place, because I believe we did several things in the very early stages that put our partnership on a strong footing. “GET TO KNOW Bob Iger,” Steve had said. So a few weeks later, I did.

In 1997, executives at Disney came to us with a request: Could we make Toy Story 2 as a direct-to-video release—that is, not release it in theaters? At the time, Disney’s suggestion made a lot of sense. In its history, the studio had only released one animated sequel in theaters, 1990’s The Rescuers Down Under, and it had been a flop. In the years since, the direct-to-video market had become extremely lucrative, so when Disney proposed Toy Story 2 for video release only—a niche product with a lower artistic bar—we said yes. While we questioned the quality of most sequels made for the video market, we thought that we could do better. Right away, we realized that we’d made a terrible mistake. Everything about the project ran counter to what we believed in. We didn’t know how to aim low. We had nothing against the direct-to-video model, in theory; Disney was doing it and making heaps of money. We just couldn’t figure out how to go about it without sacrificing quality. What’s more, it soon became clear that scaling back our expectations to make a direct-to-video product was having a negative impact on our internal culture, in that it created an A-team (A Bug’s Life) and a B-team (Toy Story 2). The crew assigned to work on Toy Story 2 was not interested in producing B-level work, and more than a few came into my office to say so.

Once, I was having lunch with the president of another movie studio, who told me that his biggest problem was not finding good people; it was finding good ideas. I remember being stunned when he said that—it seemed patently false to me, in part because I’d found the exact opposite to be true on Toy Story 2. I resolved to test whether what seemed a given to me was, in fact, a common belief. So for the next couple of years I made a habit, when giving talks, of posing the question to my audience: Which is more valuable, good ideas or good people? No matter whether I was talking to retired business executives or students, to high school principals or artists, when I asked for a show of hands, the audiences would be split 50-50. (Statisticians will tell you that when you get a perfect split like this, it doesn’t mean that half know the right answer—it means that they are all guessing, picking at random, as if flipping a coin.) People think so little about this that, in all these years, only one person in an audience has ever pointed out the false dichotomy. To me, the answer should be obvious: Ideas come from people.

the Great Man theory (that leaders are born not made, the concept closest to our idea of some people, such as Rick Rescorla, having the ‘right stuff’); trait theory (a derivative of Great Man theory, which posits that leaders are distinguished by the traits or attributes they display, such as integrity and trustworthiness); psychoanalytic theory (Freud’s idea that all social groups are representations of the family); charismatic leadership (in which a figure attracts followers purely on the basis of personality); behavioural theory (that effective leadership results from certain behaviours); situational theory (that the way leadership is executed depends on the situation); contingency theory (an expansion of situational theory, which, in addition to situation, takes account of variables such as the kind of task for which leadership is required and how much power the leader has); transactional versus transformational leadership theory (which contrasts a fairly conventional style of leadership with a more visionary, inspirational style); distributed leadership theory (which eschews a strict hierarchy for a more fluid model, in which leadership roles are shared naturally rather than being formally assigned); and servant leadership theory, in which leadership is carried out purely for the benefit of the group, often at cost to the leader himself.

Willingness to learn is important, willingness to act on what you learn is critical.

My major goal in business was to learn. I had legislated in my mind for failure the worse possible scenario was I would learn a lot regardless of the outcome. This goal was the foundation for success of the business. Peldi, Balsamiq

If you have a big idea or plan that you desire to execute, don't depend solely on others to appreciate your efforts. You must have the ability to encourage yourself. At times seeking encouragement from others can lead to disappointment which sometimes leads you to neglect your obligation. Never build your hopes and dreams based primarily on the accolades from others. You may discover a rude awakening.

Putting in place the most ambitious and daring objective isn't enough, it should be backed with an intricate plan and executed like hell, this is what i call the superiority framework, from proximity the dots might seem random and chaotic but from a strategist view these dots are so beautifully interconnected forming greatness in an absolute form

Have you ever reached to a point where you asked God if the assignment is really from Him. In your account you have just 100 dollars and He is asking you to execute a 400 million dollar project. Have you reached to the point that you consider going further will make no sense? Have you reached the point where you asked God are you sure you are still with me? I just found myself in that Junction now. Turning back ....to realise I have gone too far for Him to forsake me. Moving forward I heard the voice saying ...be still and know that I am your God. Giving up.....Couldn't find it in my dictionary. Moral of the lesson. God cannot give you an assignment that is equal to your pocket. If it suits your pocket it is definitely not from God. Remember God will not take glory where nothing happen.

is a sequence of little-known research languages developed at Bell Labs, all inspired by the concept of communicating sequential processes (CSP) from Tony Hoare’s seminal 1978 paper on the foundations of concurrency. In CSP, a program is a parallel composition of processes that have no shared state; the processes communicate and synchronize using channels. But Hoare’s CSP was a formal language for describing the fundamental concepts of concurrency, not a programming language for writing executable programs.