Executing Goals Quotes

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.

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.

The elegance under pressure is the result of fearlessness.

Your task should be to share the goals and some important instructions related to your brand image, rest how that project needs to be executed so that the goals are met is going to be your employees’ task now.

Make a plan that truly reflects your goals and interests, and you'll be more likely to execute. Why pretend you're going to work out every single day when you know you're only going to do it three times a week?

Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: * Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why * Only one in five was enthusiastic about their team's and their organization's goals * Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals * Only 15 percent felt that their organization fully enables them to execute key goals * Only 20 percent fully trusted the organization they work for Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.

Make failure a concentration of the will—the will to want to continue moving forward and the will to have the ability to execute anything you set your mind to do. Failure stops procrastination because it will make us execute the journey God has planned for us to achieve our goals.

If you’re not keeping score, you’re just practicing.

In life, the question is not if you will have problems, but how you are going to deal with your problems. If the possibility of failure were erased, what would you attempt to achieve? The essence of man is imperfection. Know that you're going to make mistakes. The fellow who never makes a mistake takes his orders from one who does. Wake up and realize this: Failure is simply a price we pay to achieve success. Achievers are given multiple reasons to believe they are failures. But in spite of that, they persevere. The average for entrepreneurs is 3.8 failures before they finally make it in business. When achievers fail, they see it as a momentary event, not a lifelong epidemic. Procrastination is too high a price to pay for fear of failure. To conquer fear, you have to feel the fear and take action anyway. Forget motivation. Just do it. Act your way into feeling, not wait for positive emotions to carry you forward. Recognize that you will spend much of your life making mistakes. If you can take action and keep making mistakes, you gain experience. Life is playing a poor hand well. The greatest battle you wage against failure occurs on the inside, not the outside. Why worry about things you can't control when you can keep yourself busy controlling the things that depend on you? Handicaps can only disable us if we let them. If you are continually experiencing trouble or facing obstacles, then you should check to make sure that you are not the problem. Be more concerned with what you can give rather than what you can get because giving truly is the highest level of living. Embrace adversity and make failure a regular part of your life. If you're not failing, you're probably not really moving forward. Everything in life brings risk. It's true that you risk failure if you try something bold because you might miss it. But you also risk failure if you stand still and don't try anything new. The less you venture out, the greater your risk of failure. Ironically the more you risk failure — and actually fail — the greater your chances of success. If you are succeeding in everything you do, then you're probably not pushing yourself hard enough. And that means you're not taking enough risks. You risk because you have something of value you want to achieve. The more you do, the more you fail. The more you fail, the more you learn. The more you learn, the better you get. Determining what went wrong in a situation has value. But taking that analysis another step and figuring out how to use it to your benefit is the real difference maker when it comes to failing forward. Don't let your learning lead to knowledge; let your learning lead to action. The last time you failed, did you stop trying because you failed, or did you fail because you stopped trying? Commitment makes you capable of failing forward until you reach your goals. Cutting corners is really a sign of impatience and poor self-discipline. Successful people have learned to do what does not come naturally. Nothing worth achieving comes easily. The only way to fail forward and achieve your dreams is to cultivate tenacity and persistence. Never say die. Never be satisfied. Be stubborn. Be persistent. Integrity is a must. Anything worth having is worth striving for with all your might. If we look long enough for what we want in life we are almost sure to find it. Success is in the journey, the continual process. And no matter how hard you work, you will not create the perfect plan or execute it without error. You will never get to the point that you no longer make mistakes, that you no longer fail. The next time you find yourself envying what successful people have achieved, recognize that they have probably gone through many negative experiences that you cannot see on the surface. Fail early, fail often, but always fail forward.

You aren't battling your ability to stick to a diet, execute a business plan, repair a broken marriage and rebuild your life, hit your goals, or win over a bad manager- you are battling your feelings about doing it. You are more than capable of doing the work to change anything for the better, despite how you feel. Feelings are merely suggestions, ones you can ignore. To change you must do the same, you must ignore how you feel, and just do it anyway.

When, instead, your goal is to focus on the process and stay in the present, then there are no mistakes and no judging. You are just learning and doing. You are executing the activity, observing the outcome, and adjusting yourself and your practice energy to produce the desired result. There are no bad emotions, because you are not judging anything.

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

If it must be enjoyed, then it must be done. And if it must be done, then it must be done well. If it is done well, it is enjoyed well.

As legendary Harvard marketing professor Theodore Levitt put it, “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole.

Instead of the concrete individual, you have the names of organizations and, at the highest point, the abstract idea of the State as the principle of political reality. The moral responsibility of the individual is then inevitably replaced by the policy of the State (raison d’etat). Instead of moral and mental differentiation of the individual, you have public welfare and the raising of the living standard. The goal and meaning of individual life (which is the only real life) no longer lie in the individual development but in the policy of the State, which is thrust upon the individual from outside and consists in the execution of an abstract idea which ultimately tends to attract all life to itself. The individual is increasingly deprived of the moral decision as to how he should live his own life, and instead is ruled, fed, clothed, and educated as a social unit, accommodated in the appropriate housing unit, and amused in accordance with the standards that give pleasure and satisfaction to the masses. The rulers, in their turn, are just as much social units as the ruled, and are distinguished only by the fact they are specialized mouthpieces of State doctrine. They do not need to be personalities capable of judgment, but thoroughgoing specialists who are unusable outside their line of business. State policy decides what shall be taught and studied.

When I walk into [the studio] I am alone, but I am alone with my body, ambition, ideas, passions, needs, memories, goals, prejudices, distractions, fears. These ten items are at the heart of who I am. Whatever I am going to create will be a reflection of how these have shaped my life, and how I've learned to channel my experiences into them. The last two -- distractions and fears -- are the dangerous ones. They're the habitual demons that invade the launch of any project. No one starts a creative endeavor without a certain amount of fear; the key is to learn how to keep free-floating fears from paralyzing you before you've begun. When I feel that sense of dread, I try to make it as specific as possible. Let me tell you my five big fears: 1. People will laugh at me. 2. Someone has done it before. 3. I have nothing to say. 4. I will upset someone I love. 5. Once executed, the idea will never be as good as it is in my mind. "There are mighty demons, but they're hardly unique to me. You probably share some. If I let them, they'll shut down my impulses ('No, you can't do that') and perhaps turn off the spigots of creativity altogether. So I combat my fears with a staring-down ritual, like a boxer looking his opponent right in the eye before a bout. 1. People will laugh at me? Not the people I respect; they haven't yet, and they're not going to start now.... 2. Someone has done it before? Honey, it's all been done before. Nothing's original. Not Homer or Shakespeare and certainly not you. Get over yourself. 3. I have nothing to say? An irrelevant fear. We all have something to say. 4. I will upset someone I love? A serious worry that is not easily exorcised or stared down because you never know how loved ones will respond to your creation. The best you can do is remind yourself that you're a good person with good intentions. You're trying to create unity, not discord. 5. Once executed, the idea will never be as good as it is in my mind? Toughen up. Leon Battista Alberti, the 15th century architectural theorist, said, 'Errors accumulate in the sketch and compound in the model.' But better an imperfect dome in Florence than cathedrals in the clouds.

Computation has finally demystified mentalistic terms. Beliefs are inscriptions in memory, desires are goal inscriptions, thinking is computation, perceptions are inscriptions triggered by sensors, trying is executing operations triggered by a goal.

It is very difficult for me to come to terms with my spiritual illness because of my great pride, disguised by my material successes and my intellectual power. Intelligence is not incompatible with humility, provided I place humility first. To seek prestige and wealth is the ultimate goal for many in the modern world. To be fashionable and to seem better than I really am is a spiritual illness. To recognize and to admit my weaknesses is the beginning of good spiritual health. It is a sign of spiritual health to be able to ask God every day to enlighten me, to recognize His will, and to have the strength to execute it. My spiritual health is excellent when I realize that the better I get, the more I discover how much help I need from others.

Plan your next action and next action will plan your life trajectory

life can be organized like a business plan. First you take an inventory of your gifts and passions. Then you set goals and come up with some metrics to organize your progress toward those goals. Then you map out a strategy to achieve your purpose, which will help you distinguish those things that move you toward your goals from those things that seem urgent but are really just distractions. If you define a realistic purpose early on and execute your strategy flexibly, you will wind up leading a purposeful life. You will have achieved self-determination, of the sort captured in the oft-quoted lines from William Ernest Henley’s poem “Invictus”: “I am the master of my fate / I am the captain of my soul.

The goal and meaning of individual life (which is the only real life) no longer lie in individual development but in the policy of the State, which is thrust upon the individual from outside and consists in the execution of an abstract idea which ultimately tends to attract all life to itself.

Innovation can start with wanting what does not yet exist - and finding a solution - or seeing what does not yet exist - and finding an opportunity.

The more you try to do, the less you actually accomplish.” They elaborate that execution should be aimed at a small number of “wildly important goals.” This

Most economists are accustomed to treating companies as idyllic places where everyone is devoted to a common goal: making as much money as possible. In the real world, that’s not how things work at all. Companies aren’t big happy families where everyone plays together nicely. Rather, most workplaces are made up of fiefdoms where executives compete for power and credit, often in hidden skirmishes that make their own performances appear superior and their rivals’ seem worse. Divisions compete for resources and sabotage each other to steal glory. Bosses pit their subordinates against one another so that no one can mount a coup. Companies aren’t families. They’re battlefields in a civil war. Yet despite this capacity for internecine warfare, most companies roll along relatively peacefully, year after year, because they have routines – habits – that create truces that allow everyone to set aside their rivalries long enough to get a day’s work done.

Whatever your medium, the goal of any arts practice is to develop a greater set of skills for dealing with challenges. Experience will help you close that gap between your own vision and the piece's final execution.

Consider an AI that has hedonism as its final goal, and which would therefore like to tile the universe with “hedonium” (matter organized in a configuration that is optimal for the generation of pleasurable experience). To this end, the AI might produce computronium (matter organized in a configuration that is optimal for computation) and use it to implement digital minds in states of euphoria. In order to maximize efficiency, the AI omits from the implementation any mental faculties that are not essential for the experience of pleasure, and exploits any computational shortcuts that according to its definition of pleasure do not vitiate the generation of pleasure. For instance, the AI might confine its simulation to reward circuitry, eliding faculties such as a memory, sensory perception, executive function, and language; it might simulate minds at a relatively coarse-grained level of functionality, omitting lower-level neuronal processes; it might replace commonly repeated computations with calls to a lookup table; or it might put in place some arrangement whereby multiple minds would share most parts of their underlying computational machinery (their “supervenience bases” in philosophical parlance). Such tricks could greatly increase the quantity of pleasure producible with a given amount of resources.

you have to have a dream before you can execute it. That the people who succeed are the ones who think through what the next stages of their careers might be, and then work incredibly hard, day after day, to attain their goals. They don’t just flop around like fish. They have a vision, and they work their asses off to make it a reality.

In stark contrast, China’s startup culture is the yin to Silicon Valley’s yang: instead of being mission-driven, Chinese companies are first and foremost market-driven. Their ultimate goal is to make money, and they’re willing to create any product, adopt any model, or go into any business that will accomplish that objective. That mentality leads to incredible flexibility in business models and execution, a perfect distillation of the “lean startup” model often praised in Silicon Valley. It doesn’t matter where an idea came from or who came up with it. All that matters is whether you can execute it to make a financial profit. The core motivation for China’s market-driven entrepreneurs is not fame, glory, or changing the world. Those things are all nice side benefits, but the grand prize is getting rich, and it doesn’t matter how you get there.

you ignore the urgent, it can kill you today. It’s also true, however, that if you ignore the important, it can kill you tomorrow.

The real key is to develop two or three process goals for each of your product goals.

there will always be more good ideas than you and your teams have the capacity to execute.

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

David Kohl, professor emeritus at Virginia Tech University, has found that individuals who write down their goals will have nine times the success of those who don’t put their goals on paper.

Ask yourself . . . What are my goals when I converse with people? What kinds of things do I usually discuss? Are there other topics that would be more important given what’s actually going on? How often do I find myself—just to be polite—saying things I don’t mean? How many meetings have I sat in where I knew the real issues were not being discussed? And what about the conversations in my marriage? What issues are we avoiding? If I were guaranteed honest responses to any three questions, whom would I question and what would I ask? What has been the economical, emotional, and intellectual cost to the company of not identifying and tackling the real issues? What has been the cost to my marriage? What has been the cost to me? When was the last time I said what I really thought and felt? What are the leaders in my organization pretending not to know? What are members of my family pretending not to know? What am I pretending not to know? How certain am I that my team members are deeply committed to the same vision? How certain am I that my life partner is deeply committed to the vision I hold for our future? If nothing changes regarding the outcomes of the conversations within my organization, what are the implications for my own success and career? for my department? for key customers? for the organization’s future? What about my marriage? If nothing changes, what are the implications for us as a couple? for me? What is the conversation I’ve been unable to have with senior executives, with my colleagues, with my direct reports, with my customers, with my life partner, and most important, with myself, with my own aspirations, that, if I were able to have, might make the difference, might change everything? Are

A genuine purpose always starts with an impulse. Obstruction of the immediate execution of an impulse converts it into a desire. Nevertheless neither impulse nor desire is itself a purpose. A purpose is an end-view. That is, it involves foresight of the consequences which will result from acting upon impulse.

You have to decide what your highest priorities are and have the courage—pleasantly, smilingly, unapologetically—to say no to other things. And the way you do that is by having a bigger ‘yes’ burning inside.

d. In designing your organization, remember that the 5-Step Process is the path to success and that different people are good at different steps. Assign specific people to do each of these steps based on their natural inclinations. For example, the big-picture visionary should be responsible for goal setting, the taste tester should be assigned the job of identifying and not tolerating problems, the logical detective who doesn’t mind probing people should be the diagnoser, the imaginative designer should craft the plan to make the improvements, and the reliable taskmaster should make sure the plan gets executed. Of course, some people can do more than one of these things—generally people do two or three well. Virtually nobody can do them all well. A team should consist of people with all of these abilities and they should know who is responsible for which steps.

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.

For all the time schools devote to the teaching of mathematics, very little (if any) is spent trying to convey just what the subject is about. Instead, the focus is on learning and applying various procedures to solve math problems. That's a bit like explaining soccer by saying it is executing a series of maneuvers to get the ball into the goal. Both accurately describe various key features, but they miss the \what?" and the \why?" of the big picture.

Focus is one of the main pillars of self-discipline; a person who lacks the ability to focus is almost certainly one who will also lack discipline. Focus itself is dependent on something that neuroscientists call executive functions. The three executive functions that we are most concerned with when it comes to being disciplined are working memory, impulse control, and cognitive flexibility and adaptability. You can see why they are aptly named the executive functions. Your brain has to be able to set and pursue goals, prioritize activities, filter distractions, and control unhelpful inhibitions.

It's alright to keep and open mind, but at a certain point—once you have thoroughly completed your homework—you have to learn how to stop and focus on intensely and passionately executing these goals step by step. You have to repel the distractions.

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

Yes. The one advantage we had, which is a thing I brought to the enterprise, was the understanding that the plan was not the goal. The goal was the goal, and we were going to get to it however we could. And if it meant changing our plans, sometimes in the middle of executing them, then we would.

Two Dimensions of Executive Skills: Thinking and Doing Executive skills involving thinking (cognition) Working memory Planning/prioritization Organization Time management Metacognition Executive skills involving doing (behavior) Response inhibition Emotional control Sustained attention Task initiation Goal-directed persistence Flexibility

I get the sense that many in the contemporary biblical womanhood movement feel that the tasks associated with homemaking have been so marginalized in our culture that it’s up to them to restore the sacredness of keeping the home. This is a noble goal indeed, and one around which all people of faith can rally. But in our efforts to celebrate and affirm God’s presence in the home, we should be wary of elevating the vocation of homemaking above all others by insinuating that for women, God’s presence is somehow restricted to that sphere. If God is the God of all pots and pans, then He is also the God of all shovels and computers and paints and assembly lines and executive offices and classrooms. Peace and joy belong not to the woman who finds the right vocation, but to the woman who finds God in any vocation, who looks for the divine around every corner.

There are, no doubt, lessons here for the contemporary reader. The changing character of the native population, brought about through unremarked pressures on porous borders; the creation of an increasingly unwieldy and rigid bureaucracy, whose own survival becomes its overriding goal; the despising of the military and the avoidance of its service by established families, while its offices present unprecedented opportunity for marginal men to whom its ranks had once been closed; the lip service paid to values long dead; the pretense that we still are what we once were; the increasing concentrations of the populace into richer and poorer by way of a corrupt tax system, and the desperation that inevitably follows; the aggrandizement of executive power at the expense of the legislature; ineffectual legislation promulgated with great show; the moral vocation of the man at the top to maintain order at all costs, while growing blind to the cruel dilemmas of ordinary life—these are all themes with which our world is familiar, nor are they the God-given property of any party or political point of view, even though we often act as if they were. At least, the emperor could not heap his economic burdens on posterity by creating long-term public debt, for floating capital had not yet been conceptualized. The only kinds of wealth worth speaking of were the fruits of the earth.

you might find it hard to let go of a lot of good goals until you start serving a greater goal.

once you’ve decided what to do, your biggest challenge is in getting people to execute it at the level of excellence you need.

only one employee in seven could name even one of their organization’s most important goals.

Basically, the more you try to do, the less you actually accomplish. This is a stark, inescapable principle that we all live with.

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

Have a specific date for your goal 2) Have an accountability partner 3) Put the goal in writing 4) Have a detailed plan to accomplishing your goal 5) Execute your plan

completing process goals daily is the absolute best manner in which to control your destiny.

state your goals as though they have already been achieved.

The more time you spend in planning, the less time you will take in execution.

Without a clear vision, you don’t know what goals to set or what actions to take.

Your career is your business, as a CEO of your own career company, it is important to manage your company in the right direction with proper planning and executions to achieve your goals.

One of the best ways to achieve clarity is to answer, in no uncertain terms, a series of basic questions pertaining to the organization: Why does the organization exist, and what difference does it make in the world? What behavioral values are irreplaceable and fundamental? What business are we in, and against whom do we compete? How does our approach differ from that of our competition? What are our goals this month, this quarter, this year, next year, five years from now? Who has to do what for us to achieve our goals this month, this quarter, this year, next year, five years from now?

He looks up from his work and outward toward goals. He asks: “What can I contribute that will significantly affect the performance and the results of the institution I serve?” His stress is on responsibility.

I have always been goal-oriented. I have a clearly defined set of daily goals, weekly goals, monthly goals, annual goals, and lifetime goals. I even have goals to go to the bathroom. I always tell our young executives that they must have goals.

Previous presidents, and not just Clinton, have of course lacked scruples. What was, to many of the people who knew Trump well, much more confounding was that he had managed to win this election, and arrive at this ultimate accomplishment, wholly lacking what in some obvious sense must be the main requirement of the job, what neuroscientists would call executive function. He had somehow won the race for president, but his brain seemed incapable of performing what would be essential tasks in his new job. He had no ability to plan and organize and pay attention and switch focus; he had never been able to tailor his behavior to what the goals at hand reasonably required. On the most basic level, he simply could not link cause and effect.

He wanted suddenly to stand up and shout, telling them that he had killed a rich white girl, a girl whose family was known to all of them. Yes; if he did that a look of startled horror would come over their faces. But, no. He would not do that, even though the satisfaction would be keen. He was so greatly outnumbered that he would be arrested, tried, and executed. He wanted the keen thrill of startling them, but felt that the cost was too great. He wished that he had the power to say what he had done without fear of being arrested; he wished that he could be an idea in their minds; that his black face and the image of smothering Mary and cutting off her head and burning her could hover before their eyes as a terrible picture of reality which they could see and feel and yet not destroy. He was not satisfied with the way things stood now; he was a man who had come in sight of a goal, then had won it, and in winning it had seen just within his grasp another goal, higher, greater. He had learned to shout and had shouted and no ear had heard him (114).

In other industries, such as media and financial services, a large percentage of executive compensation is doled out in annual performance bonuses. These short-term goals (and yes, a year is definitely short term) can generate behaviors that are detrimental to creating long-term value.

In our culture of multitasking, according to Professor Clifford Nass of Stanford University, “The neural circuits devoted to scanning, skimming, and multitasking are expanding and strengthening, while those used for reading and thinking deeply, with sustained concentration, are weakening or eroding.”5

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.

As you renew your mental dimension, you reinforce your personal management (Habit 3). As you plan, you force your mind to recognize high leverage Quadrant II activities, priority goals, and activities to maximize the use of your time and energy, and you organize and execute your activities around your priorities. As you become involved in continuing education, you increase your knowledge base and you increase your options. Your economic security does not lie in your job; it lies in your own power to produce—to think, to learn, to create, to adapt. That’s true financial independence. It’s not having wealth; it’s having the power to produce wealth. It’s intrinsic.

In his book Politics, which is the foundation of the study of political systems, and very interesting, Aristotle talked mainly about Athens. But he studied various political systems - oligarchy, monarchy - and didn't like any of the particularly. He said democracy is probably the best system, but it has problems, and he was concerned with the problems. One problem that he was concerned with is quite striking because it runs right up to the present. He pointed out that in a democracy, if the people - people didn't mean people, it meant freemen, not slaves, not women - had the right to vote, the poor would be the majority, and they would use their voting power to take away property from the rich, which wouldn't be fair, so we have to prevent this. James Madison made the same pint, but his model was England. He said if freemen had democracy, then the poor farmers would insist on taking property from the rich. They would carry out what we these days call land reform. and that's unacceptable. Aristotle and Madison faced the same problem but made the opposite decisions. Aristotle concluded that we should reduce ineqality so the poor wouldn't take property from the rich. And he actually propsed a visin for a city that would put in pace what we today call welfare-state programs, common meals, other support systems. That would reduce inequality, and with it the problem of the poor taking property from the rich. Madison's decision was the opposite. We should reduce democracy so the poor won't be able to get together to do this. If you look at the design of the U.S. constitutional system, it followed Madison's approach. The Madisonian system placed power in the hands of the Senate. The executive in those days was more or less an administrator, not like today. The Senate consisted of "the wealth of the nation," those who had sympathy for property owners and their rights. That's where power should be. The Senate, remember, wasn't elected. It was picked by legislatures, who were themselves very much subject to control by the rich and the powerful. The House, which was closer to the population, had much less power. And there were all sorts of devices to keep people from participation too much - voting restrictions and property restrictions. The idea was to prevent the threat of democracy. This goal continues right to the present. It has taken different forms, but the aim remains the same.

Children who read are, yes, likely to excel academically, but there’s much more to the picture. The latest research shows that children who read at home are also better at self-regulation and executive function—those life skills that make us happier and well adjusted: controlling impulses, paying attention, setting goals and figuring out how to achieve them.

In fact, in our initial surveys we learned that only one employee in seven could name even one of their organization’s most important goals. That’s right—15 percent could not name even one of the top three goals their leaders had identified. The other 85 percent named what they thought was the goal, but it often didn’t remotely resemble what their leaders had said.

The secret to living your life to its potential is to value the important stuff above your own comfort. Therefore, the critical first step to executing well is creating and maintaining a compelling vision of the future that you want even more than you desire your own short-term comfort, and then aligning your shorter term goals and plans, with that long-term vision.

Your teen is probably trying—and trying hard—to do everything his or her peers are expected to do as they mature and face increasing responsibilities. But it’s a daily struggle when the teen has a deficiency in what are called executive skills, the functions of our brains and thought processes that help us regulate our behavior, set goals and meet them, and balance demands and desires, wants, needs, and have-tos.

Effectiveness refers to successfully producing the expected or desired result; it’s the degree to which you achieve your objectives, solve problems, and realize profits. In business, effectiveness is summed up by “doing the right things.” Efficiency is the accomplishment of a job with the minimum expenditure of time, effort, and cost—the shortest distance between a goal and a checkmark. In business, efficiency is summed up by “doing things right.

In some circles emptiness is even made a goal to be sought after, under the guise of being “adaptable.” Nowhere is this illustrated more arrestingly than in an article in Life Magazine entitled “The Wife Problem.”* Summarizing a series of researches which first appeared in Fortune about the role of the wives of corporation executives, this article points out that whether or not the husband is promoted depends a great deal on whether his wife fits the “pattern.” Time was when only the minister’s wife was looked over by the trustees of the church before her husband was hired; now the wife of the corporation executive is screened, covertly or overtly, by most companies like the steel or wool or any other commodity the company uses. She must be highly gregarious, not intellectual or conspicuous, and she must have very “sensitive antennae” (again that radar set!) so that she can be forever adapting.

If you are a duffer at golf, say, and make the same mistakes every time you try a certain swing or putt, 10,000 hours of practicing that error will not improve your game. You’ll still be a duffer, albeit an older one. No less an expert than Anders Ericsson, the Florida State University psychologist whose research on expertise spawned the 10,000-hour rule of thumb, told me, “You don’t get benefits from mechanical repetition, but by adjusting your execution over and over to get closer to your goal.”2

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

Habits are unconscious behaviors that we do without even being aware of them. They are the foundation of our everyday lives. Our daily practices, habits, and routines shape us. Our good habits support us and help us accomplish our goals. Our bad habits are destructive and undermine our capacity and potential to execute and obtain our desired results. As the saying goes, “bad habits die hard.” But if you want to make room for the life you love, it’s important to look at habits through a new lens of how they might be holding you back.

Jill’s words reminded me of a concept I learned in the Army: the 80 percent solution. As Army leaders, we were trained to recognize that the 100 percent solution—absolute perfection—isn’t realistic, so the 80 percent solution was our goal: Get most things right, and get your butt moving to accomplish the mission. If you have 80 percent handled and a well-trained team, you’ll be able to deal with whatever contingencies arise. But if you spend all your time planning to create the 100 percent perfect solution, the troops won’t have time to prepare, train, and actually execute the mission.

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

Stephen Covey, in his book The 8th Habit, describes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll’s findings: Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why. Only one in five was enthusiastic about their team’s and their organization’s goals. Only one in five said they had a clear “line of sight” between their tasks and their team’s and organization’s goals. Only 15 percent felt that their organization fully enables them to execute key goals. Only 20 percent fully trusted the organization they work for.

In the years between 2002 and 2009, there was no centralized national military strategy for Afghanistan—none. A strategy refers to a plan of action designed to achieve a particular goal. An overarching strategy for any conflict unifies and directs all of its elements to work toward the execution of that strategy, facilitating the accomplishment of the intended goal. In the absence of a strategy, military organizations, especially ones composed of diverse multidimensional and multinational forces such as those in Afghanistan, operate in an unsynchronized fashion, never accomplishing or achieving their intended goals.

They say everything happens for a reason. I can see the truth within that now. If it was not for all the mishaps, all the drama, all the heartache, all the stress that I have endured within the last six months I would not have the book that I have just published, nor the works for the next two books that I am currently working on. If I would have had my cake to eat it as well I may still be stuck where was six months ago. Or worst I may have a regular job. YIKES!!! But in retrospect everything that has happened to me in the last six month I now take with wisdom and a thankful heart for all of the turbulence within my life, as crazy as that sounds. Sometimes it is when you hit rock bottom that you can begin to reach for the stars and beyond. Today I shed the last of my painful tears and I released myself of the countless disappointments within my heart. I am now totally focused on my path. I have already reached many plateaus to meet my ultimate goal of being an accomplished author. I have tried it many times and now it is my time to shine. I have full knowledge of what to do and how to execute my master plan. Within time my words will ascend to the four corners of the universe and I will be on my way to travel the world and see all the great sites this beautiful planet has to offer.

What was, to many of the people who knew Trump well, much more confounding was that he had managed to win this election, and arrive at this ultimate accomplishment, wholly lacking what in some obvious sense must be the main requirement of the job, what neuroscientists would call executive function. He had somehow won the race for president, but his brain seemed incapable of performing what would be essential tasks in his new job. He had no ability to plan and organize and pay attention and switch focus; he had never been able to tailor his behavior to what the goals at hand reasonably required. On the most basic level, he simply could not link cause and effect.

As countless myths and children’s stories recount, however, childlike playfulness, something we uniquely crave among primates, is eventually lost. We relish some banter with the hot dog vendor, but keep it short because we’re late for work. As adults, the childish drive to meander, examine boogers, and play becomes subordinated to productive routine. Get up, dress, commute, work, eat, sleep, repeat. This is the realm of the PFC, that center of executive control, and it is no accident that its maturation corresponds to an increased ability to stay on task, delay gratification, and subordinate emotions and desires to abstract reason and the achievement of practical goals.

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!

Such is Fascist planning-the planning of those who reject the ideal postulates of Christian civilization and of the older Asiatic civilization which preceded ti and from which it derived-the planning of men whose intentions are avowedly bad. Let us now consider examples of planning by political leaders who accept the ideal postulates, whose intentions are good. The first thing to notice is that none of these men accepts the ideal postulates whole-heartedly. All believe that desirable ends can be achieved by undesirable means. Aiming to reach goals diametrically opposed to those of Fascism, they yet persist in taking the same roads as are taken by the Duces and Fuehrers. They are pacifists, but pacifists who act on the theory that peace can be achieved by means of war; they are reformers and revolutionaries, but reformers who imagine that unfair and arbitrary acts can produce social justice, revolutionaries who persuade themselves that the centralization of power and the enslavement of the masses can result in liberty for all. Revolutionary Russia has the largest army in the world; a secret police, that for ruthless efficiency rivals the German or the Italian; a rigid press censorship; a system of education that, since Stalin "reformed" it, is as authoritarian as Hitler's; an all-embracing system of military training that is applied to women and children as well as men; a dictator as slavishly adored as the man-gods of Rome and Berlin; a bureaucracy, solidly entrenched as the new ruling class and employing the powers of the state to preserve its privileges and protect its vested interests; an oligarchical party which dominates the entire country and within which there is no freedom even for faithful members. (Most ruling castes are democracies so far as their own members are concerned. Not so the Russian Communist Party, in which the Central Executive Committee acting through the Political Department, can override or altogether liquidate any district organization whatsoever.) No opposition is permitted in Russia. But where opposition is made illegal, it automatically goes underground and becomes conspiracy. Hence the treason trials and purges of 1936 and 1937. Large-scale manipulations of the social structure are pushed through against the wishes of the people concerned and with the utmost ruthlessness. (Several million peasants were deliberately starved to death in 1933 by the Soviet planners.) Ruthlessness begets resentment; resentment must be kept down by force. As usual the chief result of violence is the necessity to use more violence. Such then is Soviet planning-well-intentioned, but making use of evil means that are producing results utterly unlike those which the original makers of the revolution intended to produce.

A number of factors contribute to the development of an individual’s “practiced self-deception.” First, people who live primarily in fantasy confuse fantasy images with real, goal-directed action. They believe that they are actively pursuing their goals, when in fact they are not taking the steps necessary for success. For example, an executive in the business world may only perform the functions that enhance an image of himself as the “boss,” and leave essential management tasks unattended. The distinction between the image of success and its actual achievement is blurred. Retreat from action-oriented behavior is masked by the person’s focus on superficial signs and activities that preserve vanity and the fantasy image. Secondly, involvement in fantasy distorts one’s perception of reality, making self-deception more possible. Kierkegaard (1849/1954) alluded to this power of fantasy to attract and deceive when he observed: Sometimes the inventiveness of the human imagination suffices to procure possibility. Instead of summoning back possibility into necessity, the man pursues the possibility—and at last cannot find his way back to himself. (p. 77, 79) Thirdly, through its assigned roles and its rules for role-designated behavior, including age-appropriate activities, our culture actively supports people’s tendencies to give themselves up to more and more passivity and fantasy as they move through the life process. In addition, the discrepancy between society’s professed values on the one hand, and how society actually operates, on the other, tends to distort a person’s perceptions of reality, further confusing the difference between idealistic fantasies and actual accomplishments. The general level of pretense, duplicity, and deception existing in our society contributes to everyone’s disillusionment, cynicism, resignation, and passivity. The pooling of the individual defenses and fantasies of all society’s members makes it possible for each person to practice self-delusion under the guise of normalcy. Thus chronic self-denial becomes a socially acceptable defense against death anxiety.

Most economists are accustomed to treating companies as idyllic places where everyone is devoted to a common goal: making as much money as possible. Nelson and Winter pointed out that, in the real world, that’s not how things work at all. Companies aren’t big happy families where everyone plays together nicely. Rather, most workplaces are made up of fiefdoms where executives compete for power and credit, often in hidden skirmishes that make their own performances appear superior and their rivals’ seem worse. Divisions compete for resources and sabotage each other to steal glory. Bosses pit their subordinates against one another so that no one can mount a coup. Companies aren’t families. They’re battlefields in a civil war.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

Imagine a life without uncertainty. Hope, according to Aeschylus, comes from the lack of certainty of fate; perhaps hope is inherently blind. Imagine how dull life would be if variables assessed for admission to a professional school, graduate program, or executive training program really did predict with great accuracy who would succeed and who would fail. Life would be intolerable—no hope, no challenge. Thus, we have a paradox. While we all strive to reduce the uncertainties of our existence and of the environment, ultimate success—that is, a total elimination of uncertainty—would be horrific. Knowing pleasant outcomes with certainty would also detract from life’s joy. An essential part of knowledge is to shrink the domain of the unpredictable. But while we pursue this goal, its ultimate attainment would not be at all desirable.

To derive the most useful information from multiple sources of evidence, you should always try to make these sources independent of each other. This rule is part of good police procedure. When there are multiple witnesses to an event, they are not allowed to discuss it before giving their testimony. The goal is not only to prevent collusion by hostile witnesses, it is also to prevent unbiased witnesses from influencing each other. Witnesses who exchange their experiences will tend to make similar errors in their testimony, reducing the total value of the information they provide. Eliminating redundancy from your sources of information is always a good idea. The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days.

Ted and Rick. Ted graduates from university and starts his climb up the corporate ladder. Every day he works long hours. He spends Saturday on projects to try to get ahead. No time for sports, no time for relationships, and no money to save. Every month he reviews his goals to see how far he can climb the corporate ladder. Extra meetings, extra projects. Gradually, Ted begins his climb to the top. And after 18 short years, Ted has his chance. He could become the next new, semi-young, chief executive of the company. But the owner gives the chief executive job to his recently graduated grandson, who promptly fires Ted. Ted has lost 18 years of his life, his dignity, his hard effort, and is again unemployed. Ted’s friend, Rick, also leaves university, but takes an ordinary job. However, Rick does something different. In the evenings, after work, Rick starts his part-time network marketing business. Four years later, Rick fires his boss, and lives the rest of his life on the earnings of his network marketing business.

When applying agile practices at the portfolio level, similar benefits accrue: • Demonstrable results—Every quarter or so products, or at least deployable pieces of products, are developed, implemented, tested, and accepted. Short projects deliver chunks of functionality incrementally. • Customer feedback—Each quarter product managers review results and provide feedback, and executives can view progress in terms of working products. • Better portfolio planning—Portfolio planning is more realistic because it is based on deployed whole or partial products. • Flexibility—Portfolios can be steered toward changing business goals and higher-value projects because changes are easy to incorporate at the end of each quarter. Because projects produce working products, partial value is captured rather than being lost completely as usually happens with serial projects that are terminated early. • Productivity—There is a hidden productivity improvement with agile methods from the work not done. Through constant negotiation, small projects are both eliminated and pared down.

To derive the most useful information from multiple sources of evidence, you should always try to make these sources independent of each other. This rule is part of good police procedure. When there are multiple witnesses to an event, they are not allowed to discuss it before giving their testimony. The goal is not only to prevent collusion by hostile witnesses, it is also to prevent unbiased witnesses from influencing each other. Witnesses who exchange their experiences will tend to make similar errors in their testimony, reducing the total value of the information they provide. Eliminating redundancy from your sources of information is always a good idea. The principle of independent judgments (and decorrelated errors) has immediate applications for the conduct of meetings, an activity in which executives in organizations spend a great deal of their working days. A simple rule can help: before an issue is discussed, all members of the committee should be asked to write a very brief summary of their position. This procedure makes good use of the value of the diversity of knowledge and opinion in the group. The standard practice of open discussion gives too much weight to the opinions of those who speak early and assertively, causing others to line up behind them.

There are, no doubt, lessons here for the contemporary reader. The changing character of the native population, brought about through unremarked pressures on porous borders; the creation of an increasingly unwieldy and rigid bureaucracy, whose own survival becomes its overriding goal; the despising of the military and the avoidance of its service by established families, while its offices present unprecedented opportunity for marginal men to whom its ranks had once been closed; the lip service paid to values long dead; the pretense that we still are what we once were; the increasing concentrations of the populace into richer and poorer by way of a corrupt tax system, and the desperation that inevitably follows; the aggrandizement of executive power at the expense of the legislature; ineffectual legislation promulgated with great show; the moral vocation of the man at the top to maintain order at all costs, while growing blind to the cruel dilemmas of ordinary life—these are all themes with which our world is familiar, nor are they the God-given property of any party or political point of view, even though we often act as if they were. At least, the emperor could not heap his economic burdens on posterity by creating long-term public debt, for floating capital had not yet been conceptualized.

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

Innovation and disruption are ideas that originated in the arena of business but which have since been applied to arenas whose values and goals are remote from the values and goals of business. People aren’t disk drives. Public schools, colleges and universities, churches, museums, and many hospitals, all of which have been subjected to disruptive innovation, have revenues and expenses and infrastructures, but they aren’t industries in the same way that manufacturers of hard-disk drives or truck engines or drygoods are industries. Journalism isn’t an industry in that sense, either. Doctors have obligations to their patients, teachers to their students, pastors to their congregations, curators to the public, and journalists to their readers--obligations that lie outside the realm of earnings, and are fundamentally different from the obligations that a business executive has to employees, partners, and investors. Historically, institutions like museums, hospitals, schools, and universities have been supported by patronage, donations made by individuals or funding from church or state. The press has generally supported itself by charging subscribers and selling advertising. (Underwriting by corporations and foundations is a funding source of more recent vintage.) Charging for admission, membership, subscriptions and, for some, earning profits are similarities these institutions have with businesses. Still, that doesn’t make them industries, which turn things into commodities and sell them for gain.

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

I believe that social media, and the internet as a whole, have negatively impacted our ability to both think long-term and to focus deeply on the task in front of us. It is no surprise, therefore, that Apple CEO, Steve Jobs, prohibited his children from using phones or tablets—even though his business was to sell millions of them to his customers! The billionaire investor and former senior executive at Facebook, Chamath Palihapitiya, argues that we must rewire our brain to focus on the long term, which starts by removing social media apps from our phones. In his words, such apps, “wire your brain for super-fast feedback.” By receiving constant feedback, whether through likes, comments, or immediate replies to our messages, we condition ourselves to expect fast results with everything we do. And this feeling is certainly reinforced through ads for schemes to help us “get rich quick”, and through cognitive biases (i.e., we only hear about the richest and most successful YouTubers, not about the ones who fail). As we demand more and more stimulation, our focus is increasingly geared toward the short term and our vision of reality becomes distorted. This leads us to adopt inaccurate mental models such as: Success should come quickly and easily, or I don’t need to work hard to lose weight or make money. Ultimately, this erroneous concept distorts our vision of reality and our perception of time. We can feel jealous of people who seem to have achieved overnight success. We can even resent popular YouTubers. Even worse, we feel inadequate. It can lead us to think we are just not good enough, smart enough, or disciplined enough. Therefore, we feel the need to compensate by hustling harder. We have to hurry before we miss the opportunity. We have to find the secret that will help us become successful. And, in this frenetic race, we forget one of the most important values of all: patience. No, watching motivational videos all day long won’t help you reach your goals. But, performing daily consistent actions, sustained over a long period of time will. Staying calm and focusing on the one task in front of you every day will. The point is, to achieve long-term goals in your personal or professional life, you must regain control of your attention and rewire your brain to focus on the long term. To do so, you should start by staying away from highly stimulating activities.

In a Harvard Business Review article titled “Do Women Lack Ambition?” Anna Fels, a psychiatrist at Cornell University, observes that when the dozens of successful women she interviewed told their own stories, “they refused to claim a central, purposeful place.” Were Dr. Fels to interview you, how would you tell your story? Are you using language that suggests you’re the supporting actress in your own life? For instance, when someone offers words of appreciation about a dinner you’ve prepared, a class you’ve taught, or an event you organized and brilliantly executed, do you gracefully reply “Thank you” or do you say, “It was nothing”? As Fels tried to understand why women refuse to be the heroes of their own stories, she encountered the Bem Sex-Role Inventory, which confirms that society considers a woman to be feminine only within the context of a relationship and when she is giving something to someone. It’s no wonder that a “feminine” woman finds it difficult to get in the game and demand support to pursue her goals. It also explains why she feels selfish when she doesn’t subordinate her needs to others. A successful female CEO recently needed my help. It was mostly business-related but also partly for her. As she started to ask for my assistance, I sensed how difficult it was for her. Advocate on her organization’s behalf? Piece of cake. That’s one of the reasons her business has been successful. But advocate on her own behalf? I’ll confess that even among my closest friends I find it painful to say, “Look what I did,” and so I don’t do it very often. If you want to see just how masterful most women have become at deflecting, the next time you’re with a group of girlfriends, ask them about something they (not their husband or children) have done well in the past year. Chances are good that each woman will quickly and deftly redirect the conversation far, far away from herself. “A key type of discrimination that women face is the expectation that feminine women will forfeit opportunities for recognition,” says Fels. “When women do speak as much as men in a work situation or compete for high-visibility positions, their femininity is assailed.” My point here isn’t to say that relatedness and nurturing and picking up our pom-poms to cheer others on is unimportant. Those qualities are often innate to women. If we set these “feminine” qualities aside or neglect them, we will have lost an irreplaceable piece of ourselves. But to truly grow up, we must learn to throw down our pom-poms, believing we can act and that what we have to offer is a valuable part of who we are. When we recognize this, we give ourselves permission to dream and to encourage the girls and women