Exhibition Success Quotes

Grief turns out to be a place none of us know until we reach it. We anticipate (we know) that someone close to us could die, but we do not look beyond the few days or weeks that immediately follow such an imagined death. We misconstrue the nature of even those few days or weeks. We might expect if the death is sudden to feel shock. We do not expect the shock to be obliterative, dislocating to both body and mind. We might expect that we will be prostrate, inconsolable, crazy with loss. We do not expect to be literally crazy, cool customers who believe that their husband is about to return and need his shoes. In the version of grief we imagine, the model will be "healing." A certain forward movement will prevail. The worst days will be the earliest days. We imagine that the moment to most severely test us will be the funeral, after which this hypothetical healing will take place. When we anticipate the funeral we wonder about failing to "get through it," rise to the occasion, exhibit the "strength" that invariably gets mentioned as the correct response to death. We anticipate needing to steel ourselves the for the moment: will I be able to greet people, will I be able to leave the scene, will I be able even to get dressed that day? We have no way of knowing that this will not be the issue. We have no way of knowing that the funeral itself will be anodyne, a kind of narcotic regression in which we are wrapped in the care of others and the gravity and meaning of the occasion. Nor can we know ahead of the fact (and here lies the heart of the difference between grief was we imagine it and grief as it is) the unending absence that follows, the void, the very opposite of meaning, the relentless succession of moments during which we will confront the experience of meaninglessness itself.

God, what a ghastly enterprise to be in, though--and what an odd way to achieve success. I'm an exhibitionist who wants to hide, but is unsuccessful at hiding; therefore, somehow I succeed.

The results of these and other studies were eye-opening. The children who exhibited delayed gratification scored higher on almost every measure of success in life: higher-paying jobs, lower rates of drug addiction, higher test scores, higher educational attainment, better social integration, etc.

character is not made in a crisis- it is only exhibited

Instead of preparing men for life French schools solely prepare them to occupy public functions, in which success can be attained without any necessity for self-direction or the exhibition of the least glimmer of personal initiative.

Great leaders exhibit optimism that becomes infectious to others and they feed off that optimism.

Women exhibit traits essential for strong, balanced leaders.

Now that I have made this catalogue of swindles and perversions, let me give another example of the kind of writing that they lead to. This time it must of its nature be an imaginary one. I am going to translate a passage of good English into modern English of the worst sort. Here is a well-known verse from Ecclesiastes: I returned and saw under the sun, that the race is not to the swift, nor the battle to the strong, neither yet bread to the wise, nor yet riches to men of understanding, nor yet favour to men of skill; but time and chance happeneth to them all. Here it is in modern English: Objective considerations of contemporary phenomena compel the conclusion that success or failure in competitive activities exhibits no tendency to be commensurate with innate capacity, but that a considerable element of the unpredictable must invariably be taken into account.

It was the general opinion of ancient nations, that the divinity alone was adequate to the important office of giving laws to men... and modern nations, in the consecrations of kings, and in several superstitious chimeras of divine rights in princes and nobles, are nearly unanimous in preserving remnants of it... Is the jealousy of power, and the envy of superiority, so strong in all men, that no considerations of public or private utility are sufficient to engage their submission to rules for their own happiness? Or is the disposition to imposture so prevalent in men of experience, that their private views of ambition and avarice can be accomplished only by artifice? — … There is nothing in which mankind have been more unanimous; yet nothing can be inferred from it more than this, that the multitude have always been credulous, and the few artful. The United States of America have exhibited, perhaps, the first example of governments erected on the simple principles of nature: and if men are now sufficiently enlightened to disabuse themselves of artifice, imposture, hypocrisy, and superstition, they will consider this event as an era in their history. Although the detail of the formation of the American governments is at present little known or regarded either in Europe or America, it may hereafter become an object of curiosity. It will never be pretended that any persons employed in that service had any interviews with the gods, or were in any degree under the inspiration of heaven, any more than those at work upon ships or houses, or labouring in merchandize or agriculture: it will for ever be acknowledged that these governments were contrived merely by the use of reason and the senses. As Copley painted Chatham, West, Wolf, and Trumbull, Warren and Montgomery; as Dwight, Barlow, Trumbull, and Humphries composed their verse, and Belknap and Ramzay history; as Godfrey invented his quadrant, and Rittenhouse his planetarium; as Boylston practised inoculation, and Franklin electricity; as Paine exposed the mistakes of Raynal, and Jefferson those of Buffon, so unphilosophically borrowed from the Recherches Philosophiques sur les Américains those despicable dreams of de Pauw — neither the people, nor their conventions, committees, or sub-committees, considered legislation in any other light than ordinary arts and sciences, only as of more importance. Called without expectation, and compelled without previous inclination, though undoubtedly at the best period of time both for England and America, to erect suddenly new systems of laws for their future government, they adopted the method of a wise architect, in erecting a new palace for the residence of his sovereign. They determined to consult Vitruvius, Palladio, and all other writers of reputation in the art; to examine the most celebrated buildings, whether they remain entire or in ruins; compare these with the principles of writers; and enquire how far both the theories and models were founded in nature, or created by fancy: and, when this should be done, as far as their circumstances would allow, to adopt the advantages, and reject the inconveniences, of all. Unembarrassed by attachments to noble families, hereditary lines and successions, or any considerations of royal blood, even the pious mystery of holy oil had no more influence than that other of holy water: the people universally were too enlightened to be imposed on by artifice; and their leaders, or more properly followers, were men of too much honour to attempt it. Thirteen governments thus founded on the natural authority of the people alone, without a pretence of miracle or mystery, which are destined to spread over the northern part of that whole quarter of the globe, are a great point gained in favour of the rights of mankind. [Preface to 'A Defence of the Constitutions of the United States of America', 1787]

Art is not like other culture because its success is not made by its audience. The public fills concert halls and cinemas every day, we read novels by the millions and buy records by the billions. We the people, affect the making and the quality of most of our culture, but not our art. The Art we look at is made by only a select few. A small group create, promote, purchase, exhibit and decide the success of Art. Only a few hundred people in the world have a real say. When you go to an Art gallery you are simply a tourist looking at a trophy cabinet of a few millionaries.

This was in [Orwell's] 1946 'Politics and the English Language,' an essay that despite its date (and its title's basic redundancy) remains the definitive SNOOT statement on Academese. Orwell's famous AE translation of the gorgeous 'I saw under the sun that the race is not to the swift' in Ecclesiastes as 'Objective consideration of contemporary phenomena compels the conclusion that success or failure in competitive activities exhibits no tendency to be commensurate with innate capacity, but that a considerable element of the unpredictable must invariably be taken into account' should be tattooed on the left wrist of every grad student in the anglophone world.

Not only is religion thriving, but it is thriving because it helps people to adapt and survive in the world. In his book Darwin's Cathedral, evolutionary biologist David Sloan Wilson argues that religion provides something that secular society doesn't: a vision of transcendent purpose. Consequently, religious people have a zest for life that is, in a sense, unnatural. They exhibit a hopefulness about the future that may exceed what is warranted by how the world is going. And they forge principles of morality and charity that simply make them more cohesive, adaptive, and successful than groups whose members lack this binding and elevating force.

The past three centuries of science have been predominantly reductionist, attempting to break complex systems into simple parts, and those parts, in turn, into simpler parts. The reductionist program has been spectacularly successful, and will continue to be so. But it has often left a vacuum: How do we use the information gleaned about the parts to build up a theory of the whole? The deep difficulty here lies in the fact that the complex whole may exhibit properties that are not readily explained by understanding the parts. The complex whole, in a completely nonmystical sense, can often exhibit collective properties, “emergent” features that are lawful in their own right. This

70,000 to 100,000 births; twins joined at the head occur only once in 2 to 2.5 million births. Siamese twins received their name because of the birthplace (Siam) of Chang and Eng (1811 - 1874) whom P.T. Barnum exhibited across America and Europe. Most cranio pagus Siamese twins die at birth or shortly afterward. So far as we know, not more than 50 attempts had previously been made to separate such twins. Of those, less than ten operations have resulted in two fully normal children. Aside from the skill of the operating surgeons, the success depends largely on how much and what kind of tissue the babies share. Occipital cranio pugus twins (such as the Binders) had never before been separated with both surviving.

Indeed, I have found that confidence is one of the most consistent traits exhibited by the successful traders I have interviewed.

I told her of a letter Camille Pissarro once wrote to his son about Monet’s dealers, who were insisting he exhibit only one kind of painting, the one that had become very popular with collectors. The collectors only wanted Sheaves. Pissarro wrote that he couldn’t understand how Monet could subject himself to the demand that he repeat himself. He called it a terrible consequence of success.

Every person fails, nobody achieves everything that he or she set out to achieve. Nobody, regardless of how many personal triumphs they enjoy, no matter how rich or powerful they become, goes through life without encountering failure. You cannot fail unless a person valiantly tries to accomplish a task. The most audacious person readily attempts difficult projects, despite feeling uncertain if they can prevail. Successful people exhibit the character to respond positively to failure. Some failures prove instrumental in altering a person’s outlook, and their revised perspective leads to brilliant successes

Being poor in the Spirit means you are humble, gentle, meek, God-fearing,kind and exhibit the fruits of the Spirit but being Spiritually poor is lacking in every thing that pertains to life and godliness.

Grief turns out to be a place none of us know until we reach it...We might expect that we will be prostrate, inconsolable, crazy with loss. We do not expect to be literally crazy, cool customers who believe that their husband is about to return and need his shoes. In the version of grief we imagine, the model will be 'healing.' A Certain forward movement will prevail. The worst days will be the earliest days. We imagine that the moment to most severely test us will be the funeral, after which this hypothetical healing will take place. When we anticipate the funeral we wonder about failing to 'get through it,' rise to the occasion, exhibit the 'strength' that invariably gets mentioned as the correct response to death. We anticipate needing to steel ourselves for the moment: will I be able to greet people, will I be able to leave the scene, will I be able even to get dressed that day? We have no way of knowing that this will not be the issue. We have no way of knowing that the funeral itself will be anodyne, a kind of narcotic regression in which we are wrapped in the care of others and the gravity and meaning of the occasion. Nor can we know ahead of the fact the unending absence that follows, the void, the very opposite of meaning, the relentless succession of moments during which we will confront the experience of meaninglessness itself.

Not only does the act of trolling replicate gendered notions of dominance and success—most conspicuously expressed through the “adversary method,” Western philosophy’s dominant rhetorical paradigm13—it also exhibits a profound sense of entitlement, one spurred by expansionist and colonialist ideologies.

The narcissistic self tries at all costs to avoid a confrontation with his repressed feelings of inferiority, depression and emptiness. The author has an unrelenting desire for admiration and will engage in inappropriate and reckless behaviours in order to acquire this admiration. He exhibits envious feelings towards those who are socially successful. His narcissism protects against this envy. Any positive attention he receives is experienced as narcissistic gratification. It is clear that the author’s narcissistic behaviour is fuelled by his belief that this behaviour is the only way he can impress others as he considers his true self to be unattractive.

These were the Sophists, and their interest was in teaching the use of argumentative skills of the sort previous philosophers had exhibited, but as a means of attaining worldly success, for instance in politics. Unfortunately, they gained a reputation for being rather cynical and unscrupulous in their argumentative standards: any old argument would do as long as it persuaded one’s listener, even if it was totally fallacious; what mattered was winning the debate, not arriving at the truth, and the line between logic and rhetoric was thus blurred. (The Sophists are still with us. Today we call them “lawyers,” “professors of literary criticism,” and “Michael Moore.”)

Kahneman and Tversky concluded that losses were 2½ times as undesirable as equivalent gains were desirable. In other words, a dollar loss is 2½ times as painful as a dollar gain is pleasurable. People exhibit extreme loss aversion, even though a change of $100 of wealth would hardly be noticed for most people with substantial assets. We’ll see later how loss aversion leads many investors to make costly mistakes.

To Elizabeth it appeared that, had her family made an agreement to expose themselves as a much as a they could during the evening, it would have been impossible for them to play their parts with more spirit or finer success; and happy did she think it for Bingley and her sister that some of the exhibition had escaped his notice, and that his feelings were not of a sort to be much distressed by the folly which he must have witnessed.

A novel is a large diffused picture, comprehending the characters of life, disposed in different groups, and exhibited in various attitudes, for the purposes of an uniform plan, and general occurrence, to which every individual figure is subservient. But this plan cannot be executed with propriety, probability, or success, without a principal personage to attract the attention, unite the incidents, unwind the clue of the labyrinth, and at last close the scene, by virtue of his own importance.

I know you will laugh at me," he replied, "but I really can't exhibit it. I have put too much of myself into it." Lord Henry stretched himself out on the divan and laughed. "Yes, I knew you would; but it is quite true, all the same." "Too much of yourself in it! Upon my word, Basil, I didn't know you were so vain; and I really can't see any resemblance between you, with your rugged strong face and your coal-black hair, and this young Adonis, who looks as if he was made out of ivory and rose-leaves. Why, my dear Basil, he is a Narcissus, and you--well, of course you have an intellectual expression and all that. But beauty, real beauty, ends where an intellectual expression begins. Intellect is in itself a mode of exaggeration, and destroys the harmony of any face. The moment one sits down to think, one becomes all nose, or all forehead, or something horrid. Look at the successful men in any of the learned professions. How perfectly hideous they are! Except, of course, in the Church. But then in the Church they don't think. A bishop keeps on saying at the age of eighty what he was told to say when he was a boy of eighteen, and as a natural consequence he always looks absolutely delightful. Your mysterious young friend, whose name you have never told me, but whose picture really fascinates me, never thinks. I feel quite sure of that. He is some brainless beautiful creature who should be always here in winter when we have no flowers to look at, and always here in summer when we want something to chill our intelligence. Don't flatter yourself, Basil: you are not in the least like him.

You know that Gauguin is invited to exhibit at the “Vingtistes.” He is already imagining settling in Brussels, and that certainly would be a means towards his being able to see his Danish wife again. Since in the meantime he is very successful with the Arlésiennes, I should not consider this entirely insignificant. He is married but he doesn’t look it very much. In short, I fear that there is an absolute incompatibility of character between his wife and him, but he naturally cares more for his children, who are very pretty according to the portraits.

But, without preaching, the truth may surely be borne in mind, that the bustle, and triumph, and laughter, and gaiety which Vanity Fair exhibits in public, do not always pursue the performer into private life, and that the most dreary depression of spirits and dismal repentances sometimes overcome him. Recollection of the best ordained banquets will scarcely cheer sick epicures. Reminiscences of the most becoming dresses and brilliant ball triumphs will go very little way to console faded beauties. Perhaps statesmen, at a particular period of existence, are not much gratified at thinking over the most triumphant divisions; and the success or the pleasure of yesterday becomes of very small account when a certain (albeit uncertain) morrow is in view, about which all of us must some day or other be speculating. O brother wearers of motley! Are there not moments when one grows sick of grinning and tumbling, and the jingling of cap and bells? This, dear friends and companions, is my amiable object--to walk with you through the Fair, to examine the shops and the shows there; and that we should all come home after the flare, and the noise, and the gaiety, and be perfectly miserable in private.

Skating along with the key details of his deal unresolved, Trump promoted it with great confidence. Here he exhibited many of the traits that social scientists would eventually ascribe to high achievers. First he set an ambitious goal. Then he focused on it relentlessly, devoting years of effort to the task and refusing to be deterred by obstacles that would have stopped someone with less confidence. Trump held a vivid image of the new hotel in his mind’s eye and refused any suggestion that his tender age, his lack of experience, or the conditions of the marketplace would prevent it from becoming real.

Nobody has made the point better than George Orwell in his translation into modern bureaucratic fuzz of this famous verse from Ecclesiastes: I returned and saw under the sun, that the race is not to the swift, nor the battle to the strong, neither yet bread to the wise, nor yet riches to men of understanding, nor yet favor to men of skill; but time and chance happeneth to them all. Orwell’s version goes: Objective consideration of contemporary phenomena compels the conclusion that success or failure in competitive activities exhibits no tendency to be commensurate with innate capacity, but that a considerable element of the unpredictable must invariably be taken into account.

It is impossible to read the history of the petty republics of Greece and Italy without feeling sensations of horror and disgust at the distractions with which they were continually agitated, and at the rapid succession of revolutions by which they were kept in a state of perpetual vibration between the extremes of tyranny and anarchy. If they exhibit occasional calms, these only serve as short-lived contrast to the furious storms that are to succeed. If now and then intervals of felicity open to view, we behold them with a mixture of regret, arising from the reflection that the pleasing scenes before us are soon to be overwhelmed by the tempestuous waves of sedition and party rage.

In this book I contend that even when school appears to be successful, even when it elicits the performances for which it has apparently been designed, it typically fails to achieve its most important missions. Evidence for this startling claim comes from a by now overwhelming body of educational research that has been assembled over the last decades. These investigations document that even students who have been well trained and who exhibit all the overt signs of success—faithful attendance at good schools, high grades and high test scores, accolades from their teachers—typically do not display an adequate understanding of the materials and concepts with which they have been working.

In view of her present ease, Anais Nin knows that the description of what she was like as a child will be difficult to accept and so will occasion laughter [...] Nin also knows, however, how much we need to believe that such a triumph over handicaps is possible and how much our admiration for an accomplished person can be discouraging rather than encouraging to our own aspirations if we are not reminded of the struggles that preceded that success. Finally, she also knows that the tendency to cling to the idea that the person who exhibits remarkable qualities was invariably born with exceptional talents and advantages may be an inverted way of rationalizing one's own passivity and mediocrity.

In every age a general misdirection of what may be called sexual "taste"... [is] produce[d by the devil and his angels]. This they do bu working through the small circle of artists, dressmakers, actresses, and advertisers who determine the fashionable type. The aim is to guide each sex away from those members of the other with whom spiritually helpful, happy, and fertile marriages are most likely. Thus [they] have now for many centuries triumphed over nature to the extent of making certain secondary characteristics of the male (such as the beard) disagreeable to nearly all the females-and there is more in that than you might suppose. As regards the male taste [they] have varied a good deal. At one time [they] have directed it to the statuesque and aristocratic type of beauty, mixing men's vanity with their desires and encouraging the race to breed chiefly from the most arrogant and prodigal women. At another, [they] have selected an exaggeratedly feminine type, faint and languishing, so that folly and cowardice, and all the general falseness and littleness of mind which go with them, shall be at a premium. At present [they] are on the opposite tack. The age of jazz has succeeded the age of the waltz, and [they] now teach men to like women whose bodies are scarcely distinguishable from those of boys. Since this is a kind of beauty even more transitory than most, [they] thus aggravate the female's chronic horror of growing old (with many [successful] results) and render her less willing and less able to bear children. And that is not all. [They] have engineered a great increase in the license which society allows to the representation of the apparent nude (not the real nude) in art, and its exhibition on the stage or the bathing beach. It is all a fake, or course; the figures in the popular art are falsely drawn; the real women in bathing suits or tights are actually pinched in and propped up to make them to appear firmer and more slender and more boyish than nature allows a full-grown woman to be. Yet at the same time, the modern world is taught to believe that it is being "frank" and "healthy" and getting back to nature. As a result [they] are more and more directing the desires of men to something which does not exist-making the role of the eye in sexuality more and more important and at the same time making its demands more and more impossible.

The inhibition of behavior provoked by cat odor is remarkably powerful and long-lasting. As summarized in Figure 1.1, following a single exposure to cat odor, animals continued to exhibit inhibition of play for up to five successive days. Our interpretation of this effect is that some unconditioned attribute of cat smell can innately arouse a fear system in the rat brain, and this emotional state becomes rapidly associated with the contextual cues of the chamber. On subsequent occasions, one does not need the unconditioned fear stimulus—the feline smell—to evoke anxiety. The contextual cues of the chamber suffice. This, in essence, is classical or Pavlovian conditioning. The flow of associations is outlined more formally in Figure 1.2, and as we will see, classical conditioning is still one of the most powerful and effective ways to study emotional learning in the laboratory.

Grief turns out to be a place none of us know until we reach it. We anticipate (we know) that someone close to us could die, but we do not look beyond the few days or weeks that immediately follow such an imagined death. We misconstrue the nature of even those few days or weeks. We might expect if the death is sudden to feel shock. We do not expect this shock to be obliterative, dislocating to both body and mind. We might expect that we will be prostrate, inconsolable, crazy with loss. We do not expect to be literally crazy, cool customers who believe that their husband is about to return and need his shoes. In the version of grief we imagine, the model will be “healing.” A certain forward movement will prevail. The worst days will be the earliest days. We imagine that the moment to most severely test us will be the funeral, after which this hypothetical healing will take place. When we anticipate the funeral we wonder about failing to “get through it,” rise to the occasion, exhibit the “strength” that invariably gets mentioned as the correct response to death. We anticipate needing to steel ourselves for the moment: will I be able to greet people, will I be able to leave the scene, will I be able even to get dressed that day? We have no way of knowing that this will not be the issue. We have no way of knowing that the funeral itself will be anodyne, a kind of narcotic regression in which we are wrapped in the care of others and the gravity and meaning of the occasion. Nor can we know ahead of the fact (and here lies the heart of the difference between grief as we imagine it and grief as it is) the unending absence that follows, the void, the very opposite of meaning, the relentless succession of moments during which we will confront the experience of meaninglessness itself.           A

Let them produce the original records of their churches; let them unfold the roll of their bishops, running down in due succession from the beginning in such a manner that [that first bishop of theirs ] bishop shall be able to show for his ordainer and predecessor some one of the apostles or of apostolic men, — a man, moreover, who continued steadfast with the apostles. For this is the manner in which the apostolic churches transmit their registers: as the church of Smyrna, which records that Polycarp was placed therein by John; as also the church of Rome, which makes Clement to have been ordained in like manner by Peter. In exactly the same way the other churches likewise exhibit (their several worthies), whom, as having been appointed to their episcopal places by apostles, they regard as transmitters of the apostolic seed. Let the heretics contrive something of the same kind.” ​— ​(The Prescription Against Heretics, Chapter 32)

After initial annoyance about the surprise drills, the Pentagon quickly saw value in the president’s interest. “It is the first time in years that they have a president who takes his role as Commander-in-Chief seriously,” a White House aide bragged. “They’re ecstatic.” Amid Vietnam, Watergate, and a relatively calm period of the Cold War in general, Johnson, Nixon, and Ford had shown little interest in the emergency procedures, which for the most part had continued to chug along far off the White House’s radar. Carter’s administration, on the other hand, ran the only full-scale activation of the Greenbrier congressional relocation facility—on cue, the Forsythe Associates team hauled hundreds of desks out of their warehouse on the resort grounds and—while the conference facilities were closed to the public—set up the exhibit hall as if Congress had successfully relocated there. Outside the small Forsythe Associates crew, none of the resort guests or staffers noticed. •

It is not only through their complexity that the immune systems confuse their owners' longing for security; they cause even more perplexity through their immanent paradox, as their successes, if they become too thorough, are perverted to become their own kind of reasons for illness: the growing universe of auto-immune pathologies illustrates the dangerous tendency of the own to win itself to death in the battle against the other. It is no coincidence that recent interpretations of the immunity phenomenon exhibit a tendency to assign far greater significance to the presence of the foreign amidst the own than was intended in traditional identitary understandings of a monolithically closed organismic self - one could almost speak of a post-structuralist turn in biology. In the light of this, the patrol of antibodies in an organism seems less like a police force applying a rigid immigration policy than a theater troupe parodying its invaders and performing as their transvestites.

People, especially those in charge, rarely invite you into their offices and give freely of their time. Instead, you have to do something unique, compelling, even funny or a bit daring, to earn it. Even if you happen to be an exceptionally well-rounded person who possesses all of the scrappy qualities discussed so far, it’s still important to be prepared, dig deep, do the prep work, and think on your feet. Harry Gordon Selfridge, who founded the London-based department store Selfridges, knew the value of doing his homework. Selfridge, an American from Chicago, traveled to London in 1906 with the hope of building his “dream store.” He did just that in 1909, and more than a century later, his stores continue to serve customers in London, Manchester, and Birmingham. Selfridges’ success and staying power is rooted in the scrappy efforts of Harry Selfridge himself, a creative marketer who exhibited “a revolutionary understanding of publicity and the theatre of retail,” as he is described on the Selfridges’ Web site. His department store was known for creating events to attract special clientele, engaging shoppers in a way other retailers had never done before, catering to the holidays, adapting to cultural trends, and changing with the times and political movements such as the suffragists. Selfridge was noted to have said, “People will sit up and take notice of you if you will sit up and take notice of what makes them sit up and take notice.” How do you get people to take notice? How do you stand out in a positive way in order to make things happen? The curiosity and imagination Selfridge employed to successfully build his retail stores can be just as valuable for you to embrace in your circumstances. Perhaps you have landed a meeting, interview, or a quick coffee date with a key decision maker at a company that has sparked your interest. To maximize the impression you’re going to make, you have to know your audience. That means you must respectfully learn what you can about the person, their industry, or the culture of their organization. In fact, it pays to become familiar not only with the person’s current position but also their background, philosophies, triumphs, failures, and major breakthroughs. With that information in hand, you are less likely to waste the precious time you have and more likely to engage in genuine and meaningful conversation.

Cuvier, in his 'Theory of the Earth,' first published in 1812, based his conclusions on his unparalleled correlative research in stratigraphy, comparative anatomy, and palaeontology. At that time he wrote: 'Every part of the earth, every hemisphere, every continent, exhibits the same phenomenon. [...] There has, therefore, been a succession of variations in the economy of organic nature [...] the various catastrophes which have disturbed the strata [...] have given rise to numerous shiftings of this (continental) basin. [...] It is of much importance to mark, that these repeated irruptions and retreats of the sea have neither been slow nor gradual; on the contrary, most of the catastrophes which occasioned them have been sudden; and this is specially easy to be proved, with regard to the last of these catastrophes. [...] I agree, therefore, [...] in thinking, that if anything in geology be established, it is, that the surface of our globe has undergone a great and sudden revolution, the date of which [...] cannot be [...] much earlier than five or six thousand years ago [...] (also), one preceding revolution at least had put (the continents) under water [...] perhaps two or three irruptions of the sea.

Gimmicks too often fail. Saying something of genuine importance and interest to the recipient usually succeeds. You say it with a headline. Yes, I am well aware that advertising has headlines and letters generally do not. However, successful sales letters do. It can go above the salutation or between the salutation and the body copy. It can be typeset in big, bold type while the rest of the letter has a typewritten look. Or it can be put in a “Johnson box,” a device presumably named after an inventor named Johnson, that looks like the one in the letter in Exhibit #8. What your headline says and how it says it are absolutely critical. You might compare it to the door-to-door salesperson wedging a foot in the door, buying just enough time to deliver one or two sentences that will melt resistance, create interest, and elevate his or her status from annoying pest to welcome guest; you've got just about the same length of time, the same opportunity. Exhibit #8 Johnson Box September 12, 2005 Mr. Horace Buyer President ACME Co. 123 Business Street City, State, Zip Dear Mr. Buyer: * * * * * * * * * * * * * * * * * * * * Your headline goes here. * * * * * * * * * * * * * * * * * * * * Body copy begins here and continues normal letter format.

Suppose we humans are, as a species, exhibiting disease behavior: we’re multiplying with no regard for limits, consuming natural resources as if there will be no future generations, and producing waste products that are distressing the planet upon which our very survival depends. There are two factors which we, as a species, are not taking into consideration. First is the survival tactic of pathogens, which requires additional hosts to infect. We do not have the luxury of that option, at least not yet. If we are successful at continuing our dangerous behavior, then we will also succeed in marching straight toward our own demise. In the process, we can also drag many other species down with us, a dreadful syndrome that is already underway. This is evident by the threat of extinction that hangs, like the sword of Damocles, over an alarming number of the Earth’s species. There is a second consideration: infected host organisms fight back. As humans become an increasing menace, can the Earth try to defend itself? When a disease organism infects a human, the human body elevates its own temperature in order to defend itself. This rise in temperature not only inhibits the growth of the infecting pathogen, but also greatly enhances the disease fighting capability within the body. Global warming may be the Earth’s way of inducing a global “fever” as a reaction to human pollution of the atmosphere and human over-consumption of fossil fuels.

The credit for Erté's rediscovery must be given to French writer Jacques Damase, who met the artist when preparing a book on the Parisian music-hall. It was not merely his active presence which astounded Damase, but the fact that neatly stored away were thousands of perfectly preserved drawings representing a life's work. The immediate result was an exhibition at Galerie Motte in 1965, organised with Jacques Perrin, who the following year held another exhibition at his own gallery in Paris. Through the Motte exhibition, Erté was brought to the attention of galleria Milano, which in 1965 included some of his work in a pioneering exhibition of Art Déco. The most prominent event in this sequence was was Erté inclusion in the important exhibition Les Années 25 held at Musée des Arts Décoratifs, Paris, in 1966, which put an historical and artistic seal on Art Déco and the diverse artistic activities of the 'twenties. It is fair to say, however, that complete international reappraisal only came about after Grosvenor gallery in London became his world agents. Jacques Damase had suggested an exhibition of Erté's work to this London gallery, to which, at that time, I was acting as an art consultant. As a result we were able to prepare his first ever London exhibition in 1967. The remarkable success it achieved was presaged by a smaller exhibition in New York a few months earlier. It had planned to follow the London show with a similar collection in new York, based on work by Erté done for America. The new York premises were available earlier than planned and it was decided to go ahead none the less.

Whenever we attempt to express the matter of immediate experience, we find that its understanding leads us beyond itself, to its contemporaries, to its past, to its future, and to the universals in terms of which its definiteness is exhibited. But such universals, by their very character of universality, embody the potentiality of other facts with variant types of definiteness. Thus [22] the understanding of the immediate brute fact requires its metaphysical interpretation as an item in a world with some systematic relation to it. When thought comes upon the scene, it finds the interpretations as matters of practice. Philosophy does not initiate interpretations. Its search for a rationalistic scheme is the search for more adequate criticism, and for more adequate justification, of the interpretations which we perforce employ. Our habitual experience is a complex of failure and success in the enterprise of interpretation. If we desire a record of uninterpreted experience, we must ask a stone to record its autobiography. Every scientific memoir in its record of the ‘facts’ is shot through and through with interpretation. The methodology of rational interpretation is the product of the fitful vagueness of consciousness. Elements which shine with immediate distinctness, in some circumstances, retire into penumbral shadow in other circumstances, and into black darkness on other occasions. And yet all occasions proclaim themselves as actualities within the flux of a solid world, demanding a unity of interpretation. Philosophy is the self-correction by consciousness of its own initial excess of subjectivity.

How is he, Amelia?” she finally brought herself to whisper. There was no need for Amelia to ask who “he” was. “Merripen has changed,” she said cautiously, “nearly as much as you and Leo. Cam says what Merripen has accomplished with the estate is no less than astounding. It requires a broad array of skills to direct builders, craftsmen, and groundsmen, and also to repair the tenant farms. And Merripen has done it all. When necessary, he’ll strip off his coat and lend his own back to a task. He’s earned the respect of the workers—they never dare to question his authority.” “I’m not surprised, of course,” Win said, while a bittersweet feeling came over her. “He has always been a very capable man. But when you say he has changed, what do you mean?” “He has become rather … hard.” “Hard-hearted? Stubborn?” “Yes, and remote. He seems to take no satisfaction in his success, nor does he exhibit any real pleasure in life. Oh, he has learned a great deal, and he wields authority effectively, and he dresses better to befit his new position. But oddly, he seems less civilized than ever. I think …” An uncomfortable pause. “Perhaps it may help him to see you again. You were always a good influence.” Win eased her hands away and glowered down at her own lap. “I doubt that. I doubt I have any influence on Merripen whatsoever. He has made his lack of interest very clear.” “Lack of interest?” Amelia repeated, and gave a strange little laugh. “No, Win, I wouldn’t say that at all. Any mention of you earns his closest attention.” “One may judge a man’s feelings by his actions.” Win sighed and rubbed her weary eyes. “At first I was hurt by the way he ignored my letters. Then I was angry. Now I merely feel foolish.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

The Renaissance was the culture of a wealthy and powerful upper class, on the crest of the wave which was whipped up by the storm of new economic forces. The masses who did not share the wealth and power of the ruling group had lost the security of their former status and had become a shapeless mass, to be flattered or to be threatened—but always to be manipulated and exploited by those in power. A new despotism arose side by side with the new individualism. Freedom and tyranny, individually and disorder, were inextricably interwoven. The Renaissance was not a culture of small shopkeepers and petty bourgeois but of wealthy nobles and burghers. Their economic activity and their wealth gave them a feeling of freedom and a sense of individually. But at the same time, these same people had lost something: the security and feeling of belonging which the medieval social structure had offered. They were more free, but they were also more alone. They used their power and wealth to squeeze the last ounce of pleasure out of life; but in doing so, they had to use ruthlessly every means, from physical torture to psychological manipulation, to rule over the masses and to check their competitors within their own class. All human relationships were poisoned by this fierce life-and-death struggle for the maintenance of power and wealth. Solidarity with one's fellow man—or at least with the members of one's own class—was replaced by a cynical detached attitude; other individuals were looked upon as "objects" to be used and manipulated, or they were ruthlessly destroyed if it suited one's own ends. The individual was absorbed by a passionate egocentricity, an insatiable greed for power and wealth. As a result of all this, the successful individual's relation to his own self, his sense of security and confidence were poisoned too. His own self became as much an object of manipulation to him as other persons had become. We have reasons to doubt whether the powerful masters of Renaissance capitalism were as happy and as secure as they are often portrayed. It seems that the new freedom brought two things to them: an increased feeling of strength and at the same time an increased isolation, doubt, scepticism, and—resulting from all these—anxiety. It is the same contradiction that we find in the philosophical writings of the humanists. Side by side with their emphasis on human dignity, individuality, and strength, they exhibited insecurity and despair in their philosophy.

A different approach was taken in 1972 by Dr. Walter Mischel, also of Stanford, who analyzed yet another characteristic among children: the ability to delay gratification. He pioneered the use of the “marshmallow test,” that is, would children prefer one marshmallow now, or the prospect of two marsh-mallows twenty minutes later? Six hundred children, aged four to six, participated in this experiment. When Mischel revisited the participants in 1988, he found that those who could delay gratification were more competent than those who could not. In 1990, another study showed a direct correlation between those who could delay gratification and SAT scores. And a study done in 2011 indicated that this characteristic continued throughout a person’s life. The results of these and other studies were eye-opening. The children who exhibited delayed gratification scored higher on almost every measure of success in life: higher-paying jobs, lower rates of drug addiction, higher test scores, higher educational attainment, better social integration, etc. But what was most intriguing was that brain scans of these individuals revealed a definite pattern. They showed a distinct difference in the way the prefrontal cortex interacted with the ventral striatum, a region involved in addiction. (This is not surprising, since the ventral striatum contains the nucleus accumbens, known as the “pleasure center.” So there seems to be a struggle here between the pleasure-seeking part of the brain and the rational part to control temptation, as we saw in Chapter 2.) This difference was no fluke. The result has been tested by many independent groups over the years, with nearly identical results. Other studies have also verified the difference in the frontal-striatal circuitry of the brain, which appears to govern delayed gratification. It seems that the one characteristic most closely correlated with success in life, which has persisted over the decades, is the ability to delay gratification. Although this is a gross simplification, what these brain scans show is that the connection between the prefrontal and parietal lobes seems to be important for mathematical and abstract thought, while the connection between the prefrontal and limbic system (involving the conscious control of our emotions and pleasure center) seems to be essential for success in life. Dr. Richard Davidson, a neuroscientist at the University of Wisconsin–Madison, concludes, “Your grades in school, your scores on the SAT, mean less for life success than your capacity to co-operate, your ability to regulate your emotions, your capacity to delay your gratification, and your capacity to focus your attention. Those skills are far more important—all the data indicate—for life success than your IQ or your grades.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

I once had a foreign exchange trader who worked for me who was an unabashed chartist. He truly believed that all the information you needed was reflected in the past history of a currency. Now it's true there can be less to consider in trading currencies than individual equities, since at least for developed country currencies it's typically not necessary to pore over their financial statements every quarter. And in my experience, currencies do exhibit sustainable trends more reliably than, say, bonds or commodities. Imbalances caused by, for example, interest rate differentials that favor one currency over another (by making it more profitable to invest in the higher-yielding one) can persist for years. Of course, another appeal of charting can be that it provides a convenient excuse to avoid having to analyze financial statements or other fundamental data. Technical analysts take their work seriously and apply themselves to it diligently, but it's also possible for a part-time technician to do his market analysis in ten minutes over coffee and a bagel. This can create the false illusion of being a very efficient worker. The FX trader I mentioned was quite happy to engage in an experiment whereby he did the trades recommended by our in-house market technician. Both shared the same commitment to charts as an under-appreciated path to market success, a belief clearly at odds with the in-house technician's avoidance of trading any actual positions so as to provide empirical proof of his insights with trading profits. When challenged, he invariably countered that managing trading positions would challenge his objectivity, as if holding a losing position would induce him to continue recommending it in spite of the chart's contrary insight. But then, why hold a losing position if it's not what the chart said? I always found debating such tortured logic a brief but entertaining use of time when lining up to get lunch in the trader's cafeteria. To the surprise of my FX trader if not to me, the technical analysis trading account was unprofitable. In explaining the result, my Kool-Aid drinking trader even accepted partial responsibility for at times misinterpreting the very information he was analyzing. It was along the lines of that he ought to have recognized the type of pattern that was evolving but stupidly interpreted the wrong shape. It was almost as if the results were not the result of the faulty religion but of the less than completely faithful practice of one of its adherents. So what use to a profit-oriented trading room is a fully committed chartist who can't be trusted even to follow the charts? At this stage I must confess that we had found ourselves in this position as a last-ditch effort on my part to salvage some profitability out of a trader I'd hired who had to this point been consistently losing money. His own market views expressed in the form of trading positions had been singularly unprofitable, so all that remained was to see how he did with somebody else's views. The experiment wasn't just intended to provide a “live ammunition” record of our in-house technician's market insights, it was my last best effort to prove that my recent hiring decision hadn't been a bad one. Sadly, his failure confirmed my earlier one and I had to fire him. All was not lost though, because he was able to transfer his unsuccessful experience as a proprietary trader into a new business advising clients on their hedge fund investments.

Just as our view of work affects our real experience of it, so too does our view of leisure. If our mindset conceives of free time, hobby time, or family time as non-productive, then we will, in fact, make it a waste of time. For example, many of the business leaders and Harvard students I work with exhibit the telltale symptoms of the “workaholic’s curse.” They conceive of all the time spent away from actual work to be a hindrance to their productivity, so they squander it. As one CEO of a telecommunications company in Malaysia told me: “I wanted to be productive because that’s what makes me happy, so I tried to maximize the time I spent working. But, as I later realized, I had too narrowly defined what ‘being productive’ was. I started to feel guilty when I did anything that wasn’t work. Nothing else, not exercise or time with my wife or relaxation, was productive. So I never had time to recharge my batteries, which meant that, ironically, the more I worked, the more my productivity plummeted.

For Adams, the American Revolution was about independence from Great Britain and what he called the “Purification” of America—the eradication of “Vices” left over from British rule and “an Augmentation of our Virtues.” The foremost vice, which had provoked resentment in Adams throughout his adult life, and especially once he became a successful Boston lawyer, was that a handful of old, wealthy families monopolized important offices. Sometimes, one individual held numerous high offices. Adams thought that merit, not old money or ties to the powerful in London, should be the basis of holding office. Furthermore, it was bad enough to see his ambitions blocked by the scions of those “opulent, monopolizing” clans, but he was enraged by the “Scorn and Contempt and turning up of the Nose” that these people exhibited toward an accomplished and educated man like himself who descended from the “common People.” More than a decade before the Declaration of Independence, Adams said that those who rode the coattails of their “Ancestors’ Merit” had no right “to inherit the earth… . All men are created equal.

Data on children, in particular, show the auspicious results of religion on their well-being. According to sociologist John Bartkowski, professor at the University of Texas at San Antonio, the children of parents who regularly attend religious services exhibit better self-control, social skills, and approaches to learning. He found that religious networks allow moms and dads to improve their parenting skills; the social support they find from other religious parents helps to bolster their efforts. The values that inhere in religious congregations, such as self-sacrifice, also help. And, of course, religious communities imbue parenting with sacred meaning and significance. When asked about these findings, another sociologist, W. Bradford Wilcox of the University of Virginia, put it succinctly when he said that at least for religious parents, “getting their kids into heaven is more important than getting their kids into Harvard.”58 Amen. More recently, Baylor sociologist Rodney Stark found that religious Americans, when compared to secularists, are more likely to marry and stay married; less likely to cheat on their spouse; less likely to abuse their spouse or children; and more likely to be successful in their career. Their average life expectancy is more than seven years longer, and their children are more likely to do well in school. Furthermore, 40 percent of those who attend church weekly report they are “very happy,” as compared to 25 percent of those who never attend church.

it requires a great deal of time, effort and money to create a random key. The best random keys are created by harnessing natural physical processes, such as radioactivity, which is known to exhibit truly random behavior. The cryptographer could place a lump of radioactive material on a bench, and detect its emissions with a Geiger counter. Sometimes the emissions follow each other in rapid succession, sometimes there are long delays—the time between emissions is unpredictable and random. The cryptographer could then connect a display to the Geiger counter, which rapidly cycles through the alphabet at a fixed rate, but which freezes momentarily as soon as an emission is detected.

During successful communication the speaker’s and listener’s brains exhibit joint, temporarily coupled, response patterns.

the happy doctors made the right diagnosis much faster and exhibited much more creativity.

When We Want the Kind of Love That Pleases God Love suffers long and is kind; love does not envy; love does not parade itself, is not puffed up; does not behave rudely, does not seek its own, is not provoked, thinks no evil; does not rejoice in iniquity, but rejoices in the truth; bears all things, believes all things, hopes all things, endures all things. Love never fails. 1 CORINTHIANS 13:4-8 GOD MAKES IT CRYSTAL CLEAR in His Word about the kind of love He wants us to have. Sometimes we may wish it weren’t so clear, because what is also clear is that we can’t express this kind of love on a consistent basis without His help. He wants us to have love that is shown in patience and kindness and is not possessive. Love that is not arrogant, rude, demanding, or selfish. Love that does not become irritable or grumpy, and does not keep a list of injustices. Love that believes for the best in others and not the worst, and is happy for their success and not their failure. Love that never gives up on the other person and endures through whatever happens. God not only wants you to have that kind of love for others, but He also wants you to have it for your husband. And He wants your husband to always exhibit that kind of love for you. How in the world do you find love within you like that? Do you have the kind of love in your heart that is never selfish or impatient? Do you have the kind of love that can endure anything and never doubt or lose hope? Only the love of God in you can accomplish all that through you. The way you access the flow of God’s love is by being in His presence—in prayer, praise, and worship. It comes by inviting the Holy Spirit to fill you afresh each day with His love and allowing His love to transform you. My Prayer to God LORD, I pray You would pour Your amazing, unconditional love into my heart and into my husband’s heart as well. Help us to love each other the way You love us. I know we don’t have it in us to do that on our own, but I also know Your Holy Spirit can fill us with Your love so that it overflows to each other. Enable us to have the kind of love that shows patience with each other, love that is kind and does good, love that doesn’t become possessive or jealous, love that is not arrogant and always trying to steal attention away from the other, love that is never rude or selfish, love that is not hostile or easily irritable, love that believes for the best and not the worst in each other, love that is not resentful and doesn’t keep a record of every offense, love that stands strong no matter what happens and doesn’t lose hope and faith, love that never gives up. Enable us to have love for each other that will not fail. Lord, You know what we are made of and how imperfect we are. We recognize we can’t begin to do this without Your working a miracle in our hearts. I ask for a continual flow of Your presence and love in our lives today and every day. Help us to have the kind of love for each other that pleases You. In Jesus’ name I pray.

When learners commit errors and are given corrective feedback, the errors are not learned. Even strategies that are highly likely to result in errors, like asking someone to try to solve a problem before being shown how to do it, produce stronger learning and retention of the correct information than more passive learning strategies, provided there is corrective feedback. Moreover, people who are taught that learning is a struggle that often involves making errors will go on to exhibit a greater propensity to tackle tough challenges and will tend to see mistakes not as failures but as lessons and turning points along the path to mastery.

When the philosopher Imlac takes Rasselas to visit the Great Pyramid, he speculates upon why the pyramid was ever built. The narrowness of the chambers proves that it could afford no retreat from enemies, and treasures might have been reposited at far less expense with equal security. It seems to have been erected only in compliance with that hunger of imagination which preys incessantly upon life, and must be always appeased by some enjoyment. Those who have already all that they can enjoy must enlarge their desires.1 What Johnson calls that ‘hunger of imagination’ is also a necessary feature of human adaptation. Man’s extraordinary success as a species springs from his discontent, which compels him to employ his imagination. The type of modern man who exhibits more discontent than any other, Western man, has been the most successful. There are, at first sight, some exceptions to what I have just written. In certain parts of the world, small communities still exist in which traditional ways of life have continued unchanged for centuries. Without knowing more about their inner imaginative lives, it is impossible to tell how much the members of such communities suffer from discontent; but even the best adapted probably imagine a heaven in which they will be protected from danger and released from toil. What is tragically certain is that such groups are always at risk, because, like animals governed by inbuilt patterns of behaviour, they find it hard to adapt to the impact of Western civilization. It is always the dissatisfied who triumph.

Henry James in “The Lesson of Balzac” praised his precursor for giving his characters “the long rope,” for acting themselves out. That grant of freedom to his created life was for James crucial to Balzac’s success in representation of persons in the world. James saw Balzac’s creation of character as ultimately motivated by love: “The love, as we call it, the joy in their communicated and exhibited

The inhibition of behavior provoked by cat odor is remarkably powerful and long-lasting. As summarized in Figure 1.1, following a single exposure to cat odor, animals continued to exhibit inhibition of play for up to five successive days. Our interpretation of this effect is that some unconditioned attribute of cat smell can innately arouse a fear system in the rat brain, and this emotional state becomes rapidly associated with the contextual cues of the chamber.

Exhibit 2.1: Behaviors Driving Teaming Success Speaking Up: Teaming depends on honest, direct conversation between individuals, including asking questions, seeking feedback, and discussing errors. Collaboration: Teaming requires a collaborative mindset and behaviors—both within and outside a given unit of teaming—to drive the process. Experimentation: Teaming involves a tentative, iterative approach to action that recognizes the novelty and uncertainty inherent in every interaction between individuals. Reflection: Teaming relies on the use of explicit observations, questions, and discussions of processes and outcomes. This must happen on a consistent basis that reflects the rhythm of the work, whether that calls for daily, weekly, or other project-specific timing.

Dionysos-syncretistic archetypes display consistency in two aspects, which tend to appear together regardless of secondary, cultural traits. The first of these constants is shapeshifting, imparting a “trickster” aspect to such Deities, generally utilized for evasion or as a test of the faithfulness of a worshipper. Such godforms as the Greek Hermes and the Native American animistic forms Raven and Coyote exhibit this tendency. The second Dionysian constant is rebirth from death, the promise of which is conveyed upon adherents. (It might be successfully argued that rebirth itself is a form of shapeshifting, meaning that there is really only one major constant among Dionysian-syncretistic divinities). Dionysos is the only Hellenic godform who can instill life as well as take it away: Among various cultures, such an archetype is usually portrayed as some form of vegetation Deity, perhaps because of the seemingly miraculous and endless regenerative ability of plant life.

As brainstorming rose in popularity, academic researchers started to question if it worked. Was brainstorming in groups the most effective way to generate ideas? For decades researchers ran studies in which they compared the creative output of brainstorming groups against the creative output of the same number of individuals generating ideas alone. Study after study found that the individuals generating ideas alone outperformed the brainstorming groups. Individuals generated more ideas, more diverse ideas, and more original ideas.38 As researchers dug into why individuals outperformed groups, they identified four mitigating factors. First, research has found that people tend to work harder when working individually than when working in groups. This is called social loafing. When we are on our own, we have no choice but to put in the work, whereas when we are in a group, we can rely on the efforts of others. Second, brainstorming groups exhibited many of the common challenges associated with group conformity. The early ideas set the tone for later ideas. Ideas were often too conservative or similar to each other. Members censored their ideas due to concerns about how others would judge their ideas. Third, brainstorming groups ran into challenges with production blocking—that’s a fancy term for a simple idea. Have you ever been about to say something when someone else jumped in, prompting you to forget what you were going to say? That’s production blocking. In group brainstorming sessions, people lose ideas amid the chaos of everyone sharing ideas in rapid succession. And finally, the fourth factor is a common group trait known as downward norm setting—the performance of the group tends to be limited to the lowest-performing member. Rather than the strongest member raising everyone else up, the opposite happens. The weakest member brings everyone else down. These factors combined to inhibit the performance of the brainstorming groups as compared to the individuals who generated ideas alone.39

PREPARE YOURSELF—CHECKLIST If you have been promoted, what are the implications for your need to balance breadth and depth, delegate, influence, communicate, and exhibit leadership presence? If you are joining a new organization, how will you orient yourself to the business, identify and connect with key stakeholders, clarify expectations, and adapt to the new culture? What is the right balance between adapting to the new situation and trying to alter it? What has made you successful so far in your career? Can you succeed in your new position by relying solely on those strengths? If not, what are the critical skills you need to develop? Are there aspects of your new job that are critical to success but that you prefer not to focus on? Why? How will you compensate for your potential blind spots? How can you ensure that you make the mental leap into the new position? From whom might you seek advice and counsel on this? What other activities might help you do this?

Not all resurrections of Kundalini exhibit events that can be considered divine experience. In addition, certain unfinished risings can be quite complicated because the actions of Kundalini Shakti to enhance her standing may influence subtle processes of the body, creating a variety of experiences, including subtle physical activity that may be painful and emotional. Blocked risings or risings through cul-de-sac routes can give rise to some distressing and unusual symptoms, and thwart further spiritual development until the block or misdirection is corrected. The strain on the subtle body can ultra-sensitive and urgent distress the experiencer, especially if they don't know how to properly support their rising. Individuals may also use or misuse any special abilities that their risings provide for their own worldly purposes, and this may eventuate in some uncomfortable side effects. If the gifts offered by an arisen Kundalini Shakti are harnessed for non-spiritual purposes, the resulting dissipation or misdirection of vital energy and likely ego inflation may postpone further spiritual progress until the diffusion is contained and the inauspicious focus is corrected. Other factors that complicate an upturn are sometimes present. An uncomfortable upsurge can result when Kundalini Shakti emerges spontaneously through non-spiritual catalysts (such as life shock or incorrect intervention) in an unprepared person whose subtle body is weak, toxic, or unbalanced and who may not have a frame of reference for interpreting and responding to the experience as potentially spiritual. The emotional reaction to the rising itself can disrupt the delicate body even further. Kundalini Shakti will work to resolve limitations in the system of the individual, and the experiences produced by her effort may be felt as uncomfortable, and thus the experiencer considers them problematic. Even a "spiritual disaster" or "kundalini syndrome" may be branded. It may be mistakenly pathologized by others who do not recognize spiritual experiences because the phenomenon must satisfy appropriate requirements to be considered a diagnosable disorder or disease. However, the Kundalini process is not a pathology, and it is considered a blessing that spiritual aspirants should seek for. A blocked rising may result in distressing discomforts, and some discomfort may also be associated with the purification and restoration, which follows an improvement in a rising. Yet essentially, these challenges can be changed. A healthy, balanced lifestyle promotes a successful cycle of Kundalini. With the seeker's spiritual understanding and committed right commitment to co-operate with the intent of Kundalini Shakti, grace is conferred by the divine right to promote the spiritual development of the soul. Practicing appropriate spiritual methods allows Kundalini Shakti to fix (divert, unblock, elevate) a stuck rising so that rising problems can be improved over time. Unimpeded risings can eventually impart a gentle process, culminating in full spiritual attainment through a direct route.

What we gave mostly was wine. Especially after we made this legal(!) by acquiring that Master Wine Grower’s license in 1973. Most requests were made by women (not men) who had been drafted by their respective organizations to somehow get wine for an event. We made a specialty of giving them a warm welcome from the first call. All we wanted was the organization’s 501c3 number, and from which store they wanted to pick it up. We wanted to make that woman, and her friends, our customers. But we didn’t want credit in the program, as we knew the word would get out from that oh-so-grateful woman who had probably been turned down by six markets before she called us. Everybody wanted champagne. We firmly refused to donate it, because the federal excise tax on sparkling wine is so great compared with the tax on still wine. To relieve pressure on our managers, we finally centralized giving into the office. When I left Trader Joe’s, Pat St. John had set up a special Macintosh file just to handle the three hundred organizations to which we would donate in the course of a year. I charged all this to advertising. That’s what it was, and it was advertising of the most productive sort. Giving Space on Shopping Bags One of the most productive ways into the hearts of nonprofits was to print their programs on our shopping bags. Thus, each year, we printed the upcoming season for the Los Angeles Opera Co., or an upcoming exhibition at the Huntington Library, or the season for the San Diego Symphony, etc. Just printing this advertising material won us the support of all the members of the organization, and often made the season or the event a success. Our biggest problem was rationing the space on the shopping bags. All we wanted was camera-ready copy from the opera, symphony, museum, etc. This was a very effective way to build the core customers of Trader Joe’s. We even localized the bags, customizing them for the San Diego, Los Angeles, and San Francisco market areas. Several years after I left, Trader Joe’s abandoned the practice because it was just too complicated to administer after they expanded into Arizona, Washington, etc., and they no longer had my wife, Alice, running interference with the music and arts groups. This left an opportunity for small retailers in local areas, and I strongly recommended it to them. In 1994, while running the troubled Petrini’s Markets in San Francisco, I tried the same thing, again with success, for the San Francisco Ballet and a couple of museums.

The Secret on How to Write Comedy In a fashionable context, comedy is a subjective element. Making humans funny is an incredibly difficult job and developing a chunk of comedy is even more difficult. If you are an aspiring comedy writer, there is loads to be found out and Filipino concert in Las Vegas( ticklemecomedy.com) in case you lack that writing skills, there's no way you may produce an excellent comedy piece. So how do you write stuff that is actually funny and will make everyone roll round in laughter? Are there definitely techniques on how to write comedy or steps with a view to decorate your comedic writing? Maybe these are the questions rambling around your thoughts now. Well, happily, there are some easy strategies on for writing humorous cloth. Tips on How to Write Comedy Like all different forms of writing, comedy writing is no one of a kind. It additionally takes exercise to get it right. Some comedic writers might also master the artwork of comedy writing with only a little exercise while a few conflict lots before getting Filipino show in Las Vegas to know it. With that being said, every person who wants to realize the secret to writing high-quality comedy need to consider some easy pointers. Whether you come to be being funny or no longer, the most essential element is which you have discovered how to excellent write comedic cloth and are capable of produce quality comedy pieces. To assist you emerge as a very good comedic writer, beneath are some guidelines. • Choose the type of comedy - One tip on how to write comedic portions is to pick out the type of humor you need to exhibit. There are various forms of comedy along with slapstick, parody, dark humor, edgy humor, own family humor, dry observational humor, and plenty of others. You simply need to select one in your comedy piece and paintings on it. Failure to consciousness on one sort of humor will end result on your audience being careworn. • Use warfare - Another golden rule is to discover the battle in anything and play on the boundaries. Professional comedic writers say that anger is frequently the middle of all comedy. But this doesn't suggest however that you need to be a raging psycho simply so one can realize the way to write comedy. This virtually approach that you got to have the ability to address a conflict in a humorous manner. • Carefully choose your words - Successful comedic playwrights realize nicely the way to maximize the comedic impact. Obviously, they are experts in finding the funniest in everything. Choose phrases that sound funny and discover ways to tweak your paintings to give you actual funny piece. • Know how and whilst to magnify - In comedy, "extra" is generally better. Think approximately conditions that might be funnier if things have been exaggerated a chunk. Something mildly humorous can quickly Las Vegas Filipino shows become hilarious with a little bit of embellishment. • Timing - In comedy, timing is the whole thing. It is a totally critical component in writing comedy. You want to inject the proper joke inside the proper location and in the right time. This is in which your punch traces ought to appear. This also manner understanding whilst to end. But take word that timing depends significantly at the sort of comedy you're pursuing. Practice makes best After being given these few hints on how to write comedy, you need to have a terrific begin composing fine, comedic work. But as the famous adage says "Practice makes best" so preserve to exercise and work at your stuff. You don't always want to be intrinsically humorous to study comedic writing but it'll help.

The mission describes the business problem and its solution. For example, “The operations lead will create and manage a world-class department that will support every team member by providing the environment, information, tools, training, and habits they need to succeed in their role and make the company a massive success.” • The outcomes are what the person must get done. There should be three to eight outcomes (target is five) ranked by order of importance. They should be measurable and have an accomplish-by date. For example, “Turn every team member into a ninja user of our internal tools (Asana, Salesforece, Notion) and methodologies (GTD, Inbox Zero, management by objectives, active listening) by October 31.” • The competencies are the traits or habits that are required to succeed in the role and fit in at the company. They are the how—the behaviors that someone must exhibit in order to achieve the outcomes. Here are some examples: ○ Organized: Follows the GTD method and stays well aware of all to-dos and events ○ Innovative: Seeks to make process improvements to make their role and the team more efficient going forward ○ Collaborative: Reaches out to peers and cooperates with managers to establish an overall collaborative environment ○ Persuasive: Is able to convince others to pursue a course of action ○ Coachable: Wants to improve and is open to feedback and acts on that feedback

Joy is the emotion evoked by well-being, success, or good fortune, or by the prospect of possessing what one desires, the expression or exhibition of such emotion, a state of

Assuming an individual has adopted a long-term mating strategy, attracting a mate is only the first-step in achieving reproductive success. Essential to this strategy is the concept of mate retention—behaviors designed to fend off rivals and prevent a partner’s infidelity or departure from a mateship (Shackelford, Goetz, & Buss, 2005). These tactics may include vigilance regarding a mate’s whereabouts (e.g., calling to check-up on a partner), mate-guarding (e.g., monopolizing a mate’s time, keeping a mate from interacting with same-sex rivals), emotional manipulation (e.g., self-abasement, threats of self-harm), or verbal and physical violence (e.g., threatening a rival or mate, physically attacking a rival or mate). On average, both men and women exhibit these behaviors, although the cues that elicit such behaviors and the kind of behaviors themselves differ by sex (Buss, 2003b).

If we want to know why some people are rich, for example, or why some companies are successful, it may seem sensible to look for rich people or successful companies and identify which attributes they share. But what this exercise can’t reveal is that if we instead looked at people who aren’t rich or companies that aren’t successful, we might have found that they exhibit many of the same attributes. The only way to identify attributes that differentiate successful from unsuccessful entities is to consider both kinds, and to look for systematic differences. Yet because what we care about is success, it seems pointless—or simply uninteresting—to worry about the absence of success.

Within the realm of active equity management, investors inhabit a perverse world where higher fees correspond to lower returns. In the broader universe that includes active and passive management, index funds exhibit a dramatic cost advantage over their actively managed counterparts. Well-informed investors recognize that fund fees matter.

Aside from the unusual circumstances in which agents exhibit principal-like behavior, investors face the challenge of dealing with an adversarial agent who profits at the investor’s expense.

General Sherman praised the shows as "wonderfully realistic and historically reminiscent." Reviews and the show's own publicity always stressed its "realism." There is no doubt it was more realistic, visually and in essence, than any of the competing Wild Wests. There were four other Wild West shows that year: Adam Forepaugh had one, Dr. A. W. Carver another; there was a third called Fargo's Wild West and one known as Hennessey's Wild West. Cody criticized all their claims and their use of the words "Wild West." He had copyrighted the term according to an act of Congress on December 22, 1883, and registered a typescript at the Library of Congress on June 1, 1885. The copyright title read: The Wild West or Life among the Red Man and the Road Agents of the Plains and Prairies-An Equine Dramatic Exposition on Grass or Under Canvas, of the Adventures of Frontiersmen and Cowboys. Additional copy was headed BUFFALO BILL'S "WILD WEST" PRAIRIE EXHIBITION AND ROCKY MOUNTAIN SHOW, A DRAMATIC-EQUESTRIAN EXPOSITION OF LIFE ON THE PLAINS, WITH ACCOMPANYING MONOLOGUE AND INCIDENTAL MUSIC THE WHOLE INVENTED AND ARRANGED BY W.F. CODY W.F. CODY AND N. SALSBURY, PROPRIETORS AND MANAGERS WHO HEREBY CLAIM AS THEIR SPECIAL PROPERTY THE VARIOUS EFFECTS INTRODUCED IN THE PUBLIC PERFORMANCES OF BUFFALO BILL'S "WILD WEST" Although the show's first year under enlarged and reorganized management had not been a financial success, at least one good thing had come from it. Also showing in New Orleans that winter had been the Sells Brothers Circus. One of its performers who had wandered over to visit the Wild West lot was Annie Oakley. The story of Annie Oakley's life was so much in the American grain that it might have come from the pen of Horatio Alger Jr., the minister turned best-selling author, who chronicled the fictional lives of poor boys who made good. Ragged Dick: or, Street Life in New York, Ragged Tom, and Luck Moses then married Dan Brumbaugh, who died in an accident shortly afterward, leaving another daughter. When she was seven, Annie frequently fed the family with quail she had caught in homemade traps, much as young Will Cody had trapped small game. In an interview she once said: "I was eight years old when I made my first shot, and I still consider it one of the best shots I ever

Anxiety operates like an emotional vise, tightening around hard-charging professionals and limiting their range. They may understand on some level that if they were able to display empathy, be more transparent, and admit when they did something wrong, they would be better at their jobs and more satisfied doing the work. Anxiety, though, often prevents people from exhibiting vulnerabilities. As we’ll see, it keeps people locked in place, both literally and figuratively.

The Rooster taught me to wake up early and be a leader. The Butterfly encouraged me to allow a period of struggles to develop strong and look beautiful. The Squirrel showed me to be alert and fast all the time. The Dog influenced me to give up my life for my best friend. The Cat told me to exercise every day. Otherwise, I will be lazy and crazy. The Fox illustrated me to be subtle and keep my place organized and neat. The Snake demonstrated to me to hold my peace even if I am capable of attack, harm, or kill. The Monkey stimulated me to be vocal and communicate. The Tiger cultivated me to be active and fast. The Lion cultured me not to be lazy especially if I have strength and power that could be used. The Eagle was my sample for patience, beauty, courage, bravery, honor, pride, grace, and determination. The Rat skilled me to find my way out no matter what or how long it takes. The Chameleon revealed to me the ability to change my color for beauty and protection. The Fish display to live in peace even if I have to live a short life. The Delphin enhanced me to be the source of kindness, peace, harmony, and protection. The Shark enthused me to live as active and restful as I can be. The Octopus exhibited me to be silent and intelligent. The Elephant experienced me with the value of cooperation and family. To care for others and respect elders. The Pig indicated to me to act smart, clean, and shameless. The Panda appears to me as life is full of white and black times but my thick fur will enable me to survive. The Kangaroo enthused me to live with pride even if I am unable to walk backward. The Penguin influenced me to never underestimate a person. The Deer reveals the ability to sense the presence of hunters before they sense you. The Turtle brightened me to realize that I will get there no matter how long it takes me while having a shell of protection above me. The Rabbit reassured me to allow myself to be playful and silly. The Bat proved to me that I can fly even in darkness. The Alligator/crocodile alerted me that threat exists. The Ant moved me to be organized, active, and social with others. The Bee educated me to be the source of honey and cure for others. The Horse my best intelligent friend with who I bond. Trained me to recover fast from tough conditions. The Whale prompted me to take care of my young ones and show them life abilities. The Crab/Lobster enlightened me not to follow them when they make resolutions depending on previous undesirable events.

Case studies of serial killers almost always followed the same progression of disturbing patterns, though not all who exhibit those patterns turn out to be serial killers. Some are simply master manipulators, some are able to channel that energy into more socially acceptable behaviors and live a mostly full life, while others become CEOs of the world’s largest and most successful companies.

Objective consideration of contemporary phenomena compels the conclusion that success or failure in competitive activities exhibits no tendency to be commensurate with innate capacity, but that a considerable element of the unpredictable must invariably be taken into account.

The passage of Augustine, 'I would not believe the gospel if the authority of the church did not move me' (Against the Epistle of Manichaeus Called Fundamental 5 [NPNF1, 4:131; PL 42.176]) does not favor the papists. First, Augustine speaks of himself as still a Manichean and not yet a Christian. What he places in the imperfect is equivalent to the preterite pluperfect: 'I would believe and it would move' for 'I would have believed and it would have moved'—a very common usage with the Africans (as the learned observe); cf. Augustine, 'If I would then love that fruit' for 'I would have loved' (Confessions 2.8 [FC 21:46; PL 32.682]). Second, the authority of which he speaks is not that of right and power (which our opponents here pretend), as if he would have believed because the church so ordered; but that of worth, derived from the great and remarkable proofs of the providence of God (visible in the church) such as miracles, the agreement of people, the succession, etc. (Augustine, Against the Epistle of Manichaeus Called Fundamental 4 [NPNF1, 4:130]) which can lead to faith, although unable to produce it primarily. Third, the external motive to faith is here alluded to and not the infallible principle of believing which chap. 4 teaches us is to be sought in the truth alone. For he acknowledges that truth is to be preferred before everything else, if it is so perfectly exhibited as that it cannot be called into question.

The passage of Augustine, 'I would not believe the gospel if the authority of the church did not move me' does not favor the papists. First, Augustine speaks of himself as still a Manichean and not yet a Christian. What he places in the imperfect is equivalent to the preterite pluperfect: 'I would believe and it would move' for 'I would have believed and it would have moved'—a very common usage with the Africans (as the learned observe); cf. Augustine, 'If I would then love that fruit' for 'I would have loved' (Confessions 2.8 Second, the authority of which he speaks is not that of right and power (which our opponents here pretend), as if he would have believed because the church so ordered; but that of worth, derived from the great and remarkable proofs of the providence of God (visible in the church) such as miracles, the agreement of people, the succession, etc. (Augustine, Against the Epistle of Manichaeus Called Fundamental 4 which can lead to faith, although unable to produce it primarily. Third, the external motive to faith is here alluded to and not the infallible principle of believing which chap. 4 teaches us is to be sought in the truth alone. For he acknowledges that truth is to be preferred before everything else, if it is so perfectly exhibited as that it cannot be called into question.

One aspect of ethnicization was the increased emphasis on language—especially after 1996, when mandatory language tests were introduced. These tests proved to be efficient as a means of restricting immigration. Between 1996 and 2008, the Federal Administration Office implemented more than 320,000 language tests; 52 percent of the examinees were successful and 48 percent did not exhibit enough knowledge of German to pass.108 While language per se is, strictly speaking, not an ethnic criterion—after all, languages can be learned by anyone—it became one because of the way the language criterion was framed in the law and the resulting testing practice by the Federal Administration Office.

as I studied some of today's most accomplished entrepreneurs and the extent to which they apply these mindsets, I found something surprising. In a sample of 138 accomplished entrepreneurs running fast‐growing, successful businesses, the mean number of the six mindsets that they reported as characterizing the way they work was 3.4.12 Few in that sample exhibited all six!

And how do we know that?” I riposted. “Because they’ve screwed up so many of them! Secrecy they have plenty of. What they are crucially short of are competence and reliability. If a Soviet Premier were to order a nuclear mine built, he’d be delivered something the size of a Sherman tank, that worked one time out of four… and sure as God made little green horseflies, somebody on the very first penetration team would defect. That’s the problem they’ll never crack: if a man is intelligent enough to be worth sending abroad, they don’t dare let him out of the country.” “They build very good missiles,” she argued. “That suggests they can produce good technology if they want to badly enough.” “Says who? How often do they ever fire one at a target anyone else can monitor? I told you: esoteric weapons are one of my hobbies.” “Well, very good spaceships—that’s the same thing.” “They build shitty spaceships. Ever seen the inside of one? They look like something out of Flash Gordon, or the cab of a steam locomotive. Big knife-switches and levers and dials that’d look natural in a Nikola Tesla exhibit. No computers worth mentioning. After the Apollo-Soyuz linkup, our guys came back raving at the courage of anyone who would ride a piece of junk like that into space.” “The Soviet space program is much more substantial than America’s! It has been since long before Apollo.” “With shitty spaceships. It’s just that they don’t stop building them, the way this stupid country has. Did you ever hear the story about the first Soviet space station crew?” “Died on reentry, didn’t they? Something about an air leak?” “Leonov, the first man ever to walk in space, has been in the identical model reentry vehicle many times. He’s been quoted assaying that the crew of that mission had to have heard the air whistling out, and that any of the three of them could easily have reached out and plugged the leak with a finger. They died of a combination of bad technology and lousy education. You wait and see: if the Soviets ever open the books and let us compare duds and destructs, you’ll find out they had a failure rate much higher than ours. You know those rockets they’ve got now, that everybody admires so much, the ‘big dumb boosters’? They could have beat us to the Moon with those. But of the first eight to leave the launch pad, the most successful survived for seventeen seconds. So they used a different booster for the Moon project, and it didn’t make the nut.

In one study, researchers asked hundreds of middle school students to rank the values their parents prioritized. Half of the values centered on achievement, such as attending a good college, excelling academically, and having a successful career. The other half focused on character traits, such as being respectful, helpful, and kind. Adolescents who reported that their parents valued character traits as much as or more than their performance exhibited greater mental health, enjoyed higher levels of achievement, and engaged in less rule-breaking behavior than peers who believed their parents were primarily focused on how they were performing

But the NRA continued to exhibit its folly in a succession of crazy antics which could proceed only from people who had lost their bearings and their heads. A tailor named Jack Magid in New Jersey was arrested, convicted, fined and sent to jail. The crime was that he had pressed a suit of clothes for 35 cents when the Tailors’ Code fixed the price at 40 cents. The price was fixed not by a legislature or Congress but by the tailors. A storm of indignation swept through the country. The name of Jack Magid became for a week as well known as Hugh Johnson’s. The judge hastily summoned the tailor from his cell, remitted his sentence and fine and offered to give the offender his own pants to press. The purged tailor proclaimed the NRA a beautiful thing. Each town had its own horrible examples.

Driven by the motivation to learn, some underachieving students not only exert themselves in various ways but also see failure as a stepping stone to success. Their results become a tangible manifestation of their efforts, further fuelling their motivation. Passionate about their interests, they exhibit independence, a superiority complex, and maintain an optimistic outlook.

When you're small, you have little to lose. There's no pressure. You can take huge risks, like running radical and original ad campaigns. You can make edgy and ground-breaking films, exhibitions, or books. You don't have to consider your reputation, colossal studio, staff, or agents. If you're unknown, make the most of your freedom.

To aim at a greater share of political felicity, to make the world believe we were slaves, to make us exchange the silken cords of our ancient government for the rattling chains of our timocracy, is perhaps the most monstrous instance of perfidy, ingratitude, and successful hypocrisy that ever was exhibited in the world before.

Curious about what separated the successful companies from those that failed, we examined dozens of cases and found that the failures mostly relied on price or brand effects. By contrast, the successes hit on an idea that really worked—driving traffic from one user group in order to drive profits from another user group. We described our findings in a paper that analyzed the mathematics of two-sided network effects.10 Today, such successful platform businesses as eBay, Uber, Airbnb, Upwork, PayPal, and Google exhibit this model extensively.11

A truly successful life is one filled with friends so it helps if people like being around you. If you suspect they don’t, have a think about how strongly you exhibit ‘likeable’ qualities such as listening well, being trustworthy, kind, generous, compassionate, fun, positive and unselfish. The good news is that you can learn such qualities even if they don’t come naturally to you.

The political scientist Francis Fukuyama, who wrote a classic book in 1996 on why the most successful states and societies exhibit high levels of trust—Trust: The Social Virtues and the Creation of Prosperity—noted that “social capital is a capability that arises from the prevalence of trust in a society or in certain parts of it.

You cannot influence if you a reserve player. Until you get to the pitch to exhibit the difference you will bring to the team, you cannot influence the team to success.

Sports are among the increasingly rare moments of totally unscripted television. The human element informs everything, in confounding and inconsistent ways. And since these are only games, and since all games are ultimately exhibitions, the stakes are always low. Any opinion is viable. Any argument can be made. It’s a free, unreal reality. Yet everything about the trajectory of analytics pushes us away from this. The goal of analytics is to quantify the non-negotiable value of every player and to mathematically dictate which strategic decisions present the highest likelihood of success; the ultimate goal, it seems, would be to predict the exact score of every game before it happens and to never be surprised by anything. I don’t see this as an improvement. The problem with sports analytics is not that they are flawed; the problem is that they are accurate, to the benefit of almost no one. It’s being right for the sake of being right, in a context where there was never any downside to being wrong. The fact that my twelve-year-old self would have loved this only strengthens my point.

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Margot was utterly unable to control her fury. “I was so greatly offended with this fresh indignity, after so many of the kind formerly received, that I could not help yielding to resentment; and my grief and concern getting the upper hand of my prudence, I exhibited a great coolness and indifference towards my husband,” she admitted. “Le Guast and Madame de Sauves were successful in creating a like indifference on his part, which, coinciding with mine, separated us altogether, and we neither spoke to each other nor slept in the same bed.

During this time Jefferson Davis made a speech in Macon, Georgia, which was reported in the papers of the South, and soon became known to the whole country, disclosing the plans of the enemy, thus enabling General Sherman to fully meet them. He exhibited the weakness of supposing that an army that had been beaten and fearfully decimated in a vain attempt at the defensive, could successfully undertake the offensive against the army that had so often defeated it.

Three individuals were involved: the one running the experiment, the subject of the experiment (a volunteer), and a confederate pretending to be a volunteer. These three people fill three distinct roles: the Experimenter (an authoritative role), the Teacher (a role intended to obey the orders of the Experimenter), and the Learner (the recipient of stimulus from the Teacher). The subject and the actor both drew slips of paper to determine their roles, but unknown to the subject, both slips said "teacher". The actor would always claim to have drawn the slip that read "learner", thus guaranteeing that the subject would always be the "teacher". Next, the "teacher" and "learner" were taken into an adjacent room where the "learner" was strapped into what appeared to be an electric chair. The experimenter told the participants this was to ensure that the "learner" would not escape.[1] The "teacher" and "learner" were then separated into different rooms where they could communicate but not see each other. In one version of the experiment, the confederate was sure to mention to the participant that he had a heart condition.[1] At some point prior to the actual test, the "teacher" was given a sample electric shock from the electroshock generator in order to experience firsthand what the shock that the "learner" would supposedly receive during the experiment would feel like. The "teacher" was then given a list of word pairs that he was to teach the learner. The teacher began by reading the list of word pairs to the learner. The teacher would then read the first word of each pair and read four possible answers. The learner would press a button to indicate his response. If the answer was incorrect, the teacher would administer a shock to the learner, with the voltage increasing in 15-volt increments for each wrong answer. If correct, the teacher would read the next word pair.[1] The subjects believed that for each wrong answer, the learner was receiving actual shocks. In reality, there were no shocks. After the confederate was separated from the subject, the confederate set up a tape recorder integrated with the electroshock generator, which played prerecorded sounds for each shock level. After a number of voltage-level increases, the actor started to bang on the wall that separated him from the subject. After several times banging on the wall and complaining about his heart condition, all responses by the learner would cease.[1] At this point, many people indicated their desire to stop the experiment and check on the learner. Some test subjects paused at 135 volts and began to question the purpose of the experiment. Most continued after being assured that they would not be held responsible. A few subjects began to laugh nervously or exhibit other signs of extreme stress once they heard the screams of pain coming from the learner.[1] If at any time the subject indicated his desire to halt the experiment, he was given a succession of verbal prods by the experimenter, in this order:[1] Please continue. The experiment requires that you continue. It is absolutely essential that you continue. You have no other choice, you must go on.

During the nineteenth century, corps commander was the highest level of command to still require skills of an operator for success. A corps commander was still able to see a problem develop and to dispatch soldiers or artillery to solve it on the spot. But at the army level of command the dynamics were for the first time different. The army commander was much more distant from the battle and consequently had no ability to act immediately or to control soldiers he could not see. The distance of the army commander from the action slowed responses to orders and created friction such that the commander was obliged to make decisions before the enemy’s actions were observed. Civil War army commanders were now suddenly required to exhibit a different set of skills. For the first time, they had to think in time and to command the formation by inculcating their intent in the minds of subordinates with whom they could not communicate directly. Very few of the generals were able to make the transition from direct to indirect leadership, particularly in the heat of combat. Most were very talented men who simply were never given the opportunity to learn to lead indirectly. Some, like Generals Meade and Burnside, found themselves forced to make the transition in the midst of battle. General Lee succeeded in part because, as military advisor to Jefferson Davis, he had been able to watch the war firsthand and to form his leadership style before he took command. General Grant was particularly fortunate to have the luck of learning his craft in the Western theater, where the press and the politicians were more distant, and their absence allowed him more time to learn from his mistakes. From the battle of Shiloh to that of Vicksburg, Grant as largely left alone to learn the art of indirect leadership through trial and error and periodic failure without getting fired for his mistakes. The implications of this phase of military history for the future development of close-combat leaders are at once simple, and self-evident. As the battlefield of the future expands and the battle becomes more chaotic and complex, the line that divides the indirect leader from the direct leader will continue to shift lower down the levels of command. The circumstances of future wars will demand that much younger and less experienced officers be able to practice indirect command. The space that held two Civil War armies of 200,000 men in 1863 would have been controlled by fewer than 1,000 in Desert Storm, and it may well be only a company or platoon position occupied by fewer than 100 soldiers in a decade or two. This means younger commanders will have to command soldiers they cannot see and make decisions without the senior leader’s hand directly on their shoulders. Distance between all the elements that provide support, such as fires and logistics, will demand that young commanders develop the skill to anticipate and think in time. Tomorrow’s tacticians will have to think at the operational level of war. They will have to make the transition from “doers” to thinkers, from commanders who react to what they see to leaders who anticipate what they will see. To do all this to the exacting standard imposed by future wars, the new leaders must learn the art of commanding by intent very early in their stewardship. The concept of “intent” forms the very essence of decentralized command.