Failure Is Unacceptable Quotes

One's suffering, one's melancholy is, in itself, really only looked upon as failure or as punishment, as detestable or sinful or socially unacceptable in the eyes of man; but this is not so in the eyes of God: for He is close to the broken-hearted.

If you don’t understand or believe in the decisions coming down from your leadership, it is up to you to ask questions until you understand how and why those decisions are being made. Not knowing the why prohibits you from believing in the mission. When you are in a leadership position, that is a recipe for failure, and it is unacceptable. As a leader, you must believe.

We who have the power to make choices disproportionately shape outcomes and limit options for people who don’t have the power to make choices. It follows that if we don’t share the power to make choices, we will never see a change to those things we say are bad or unacceptable to our society. When those of us who have the means maximize our own children’s and our own families’ advantages, we are contributing to strengthening norms about achievement, success/failure, that undermine our fellow citizens’ well-being.

These groups [of disaffected youth] are not small, and they will grow larger. Certainly they are suffering. Demonstrably they are not getting enough out of our wealth and civilization. They are failing to assimilate much of the culture. As was predictable, most of the authorities and all of the public spokesmen explain it by saying there has been a failure of socialization. They say that the background conditions have interrupted socialization and must be improved. And, not enough effort has been made to guarantee belonging, there must be better bait or punishment. But perhaps there has not been a failure to communicate. Perhaps the social message has been communicated clearly to the young men and is unacceptable. In this book I shall therefore take the opposite tack and ask, 'Socialization to what? to what dominant society and available culture?' And if this question is asked, we must at once ask the other question, 'Is the harmonious organization to which the young are inadequately socialized, perhaps against human nature, or not worthy of human nature, and therefore there is difficulty in growing up?' If this is so, the disaffection of the young is profound and it will not be finally remediable by better techniques of socializing. Instead, there will have to be changes in our society and its culture, so as to meet the appetites and capacities of human nature, in order to grow up.

However, in a later interview, housed in the archives of the Imperial War Museum, London, Beesly was less judicious. “As an Englishman and a lover of the Royal Navy,” he said, “I would prefer to attribute this failure to negligence, even gross negligence, rather [than] to a conspiracy deliberately to endanger the ship.” But, he said, “on the basis of the considerable volume of information which is now available, I am reluctantly compelled to state that on balance, the most likely explanation is that there was indeed a plot, however imperfect, to endanger the Lusitania in order to involve the United States in the war.” So much was done for the Orion and other warships, he wrote, but nothing for the Lusitania. He struggled with this. No matter how he arranged the evidence, he came back to conspiracy. He said, “If that’s unacceptable, will someone tell me another explanation to these very very curious circumstances?

It is often contended that the belief that a person is solely responsible for his own fate is held only by the successful. This in itself is not so unacceptable as its underlying suggestion, which is that people hold this belief because they have been successful. I, for one, am inclined to think that the connection is the other way round and that people often are successful because they hold this belief. Though a man’s conviction that all he achieves is due solely to his exertions, skill, and intelligence may be largely false, it is apt to have the most benefi cial effects on his energy and circumspection. And if the smug pride of the successful is often intolerable and offensive, the belief that success depends wholly on him is probably the pragmatically most effective incentive to successful action; whereas the more a man indulges in the propensity to blame others or circumstances for his failures, the more disgruntled and ineffective he tends to become.

To the enormous majority of persons who risk themselves in literature, not even the smallest measure of success can fall. They had better take to some other profession as quickly as may be, they are only making a sure thing of disappointment, only crowding the narrow gates of fortune and fame. Yet there are others to whom success, though easily within their reach, does not seem a thing to be grasped at. Of two such, the pathetic story may be read, in the Memoir of A Scotch Probationer, Mr. Thomas Davidson, who died young, an unplaced Minister of the United Presbyterian Church, in 1869. He died young, unaccepted by the world, unheard of, uncomplaining, soon after writing his latest song on the first grey hairs of the lady whom he loved. And she, Miss Alison Dunlop, died also, a year ago, leaving a little work newly published, Anent Old Edinburgh, in which is briefly told the story of her life. There can hardly be a true tale more brave and honourable, for those two were eminently qualified to shine, with a clear and modest radiance, in letters. Both had a touch of poetry, Mr. Davidson left a few genuine poems, both had humour, knowledge, patience, industry, and literary conscientiousness. No success came to them, they did not even seek it, though it was easily within the reach of their powers. Yet none can call them failures, leaving, as they did, the fragrance of honourable and uncomplaining lives, and such brief records of these as to delight, and console and encourage us all. They bequeath to us the spectacle of a real triumph far beyond the petty gains of money or of applause, the spectacle of lives made happy by literature, unvexed by notoriety, unfretted by envy. What we call success could never have yielded them so much, for the ways of authorship are dusty and stony, and the stones are only too handy for throwing at the few that, deservedly or undeservedly, make a name, and therewith about one-tenth of the wealth which is ungrudged to physicians, or barristers, or stock-brokers, or dentists, or electricians. If literature and occupation with letters were not its own reward, truly they who seem to succeed might envy those who fail. It is not wealth that they win, as fortunate men in other professions count wealth; it is not rank nor fashion that come to their call nor come to call on them. Their success is to be let dwell with their own fancies, or with the imaginations of others far greater than themselves; their success is this living in fantasy, a little remote from the hubbub and the contests of the world. At the best they will be vexed by curious eyes and idle tongues, at the best they will die not rich in this world’s goods, yet not unconsoled by the friendships which they win among men and women whose faces they will never see. They may well be content, and thrice content, with their lot, yet it is not a lot which should provoke envy, nor be coveted by ambition.

SELF-MANAGEMENT Trust We relate to one another with an assumption of positive intent. Until we are proven wrong, trusting co-workers is our default means of engagement. Freedom and accountability are two sides of the same coin. Information and decision-making All business information is open to all. Every one of us is able to handle difficult and sensitive news. We believe in collective intelligence. Nobody is as smart as everybody. Therefore all decisions will be made with the advice process. Responsibility and accountability We each have full responsibility for the organization. If we sense that something needs to happen, we have a duty to address it. It’s not acceptable to limit our concern to the remit of our roles. Everyone must be comfortable with holding others accountable to their commitments through feedback and respectful confrontation. WHOLENESS Equal worth We are all of fundamental equal worth. At the same time, our community will be richest if we let all members contribute in their distinctive way, appreciating the differences in roles, education, backgrounds, interests, skills, characters, points of view, and so on. Safe and caring workplace Any situation can be approached from fear and separation, or from love and connection. We choose love and connection. We strive to create emotionally and spiritually safe environments, where each of us can behave authentically. We honor the moods of … [love, care, recognition, gratitude, curiosity, fun, playfulness …]. We are comfortable with vocabulary like care, love, service, purpose, soul … in the workplace. Overcoming separation We aim to have a workplace where we can honor all parts of us: the cognitive, physical, emotional, and spiritual; the rational and the intuitive; the feminine and the masculine. We recognize that we are all deeply interconnected, part of a bigger whole that includes nature and all forms of life. Learning Every problem is an invitation to learn and grow. We will always be learners. We have never arrived. Failure is always a possibility if we strive boldly for our purpose. We discuss our failures openly and learn from them. Hiding or neglecting to learn from failure is unacceptable. Feedback and respectful confrontation are gifts we share to help one another grow. We focus on strengths more than weaknesses, on opportunities more than problems. Relationships and conflict It’s impossible to change other people. We can only change ourselves. We take ownership for our thoughts, beliefs, words, and actions. We don’t spread rumors. We don’t talk behind someone’s back. We resolve disagreements one-on-one and don’t drag other people into the problem. We don’t blame problems on others. When we feel like blaming, we take it as an invitation to reflect on how we might be part of the problem (and the solution). PURPOSE Collective purpose We view the organization as having a soul and purpose of its own. We try to listen in to where the organization wants to go and beware of forcing a direction onto it. Individual purpose We have a duty to ourselves and to the organization to inquire into our personal sense of calling to see if and how it resonates with the organization’s purpose. We try to imbue our roles with our souls, not our egos. Planning the future Trying to predict and control the future is futile. We make forecasts only when a specific decision requires us to do so. Everything will unfold with more grace if we stop trying to control and instead choose to simply sense and respond. Profit In the long run, there are no trade-offs between purpose and profits. If we focus on purpose, profits will follow.

Ultimately then, as one gets ready for kundalini awakening, the goal is to help those chakras clear, open, and align. Kundalini will respond with the greatest ease of motion accomplished and will demonstrate how well it knows what to do. As you begin to work through these chakras blockages or energetic reversals, you may find that those struggles look something like this. Blockages for the root chakra may look like low energy, general fear, persistent exhaustion, identity crisis, feeling isolated from the environment, eating disorders, general lack or erratic appetite, blatant materialism, difficulty saving money, or overall constant health problems. For the sacral chakra, blockages or reversals may look like lack of creativity, lack of inspiration, low or no motivation, low or no sexual appetite, feelings of insignificance, feelings of being unloved, feelings of being unaccepted, feelings of being outcasted, inability to care for oneself or persistent and recurrent problems of relationship with one's intimate partners. Blockages may look like identity crises or deficits for the solar plexus chakra, low self-esteem, low or no self-esteem, digestive problems, food intolerance, poor motivation, persistent weakness, constant nausea, anxiety disorders, liver disorder or disease, repeated illnesses, loss of core strength, lack of overall energy, recurrent depression with little relief, feelings of betrayal, For the chakra of the heart, reversals and blockages may seem like the inability to love oneself or others, the inability to put others first, the inability to put oneself first, the inability to overcome a problem ex, constant grudges, confidence issues, social anxiety or intense shyness, the failure to express emotions in a healthy way, problems of commitment, constant procrastination, intense anxiety For the throat chakra, blockages might seem like oversharing, inability to speak truthfully, failure to communicate with others, severe laryngitis, sore throats, respiratory or airway constraints, asthma, anemia, excessive exhaustion, inability to find the right words, paralyzing fear of confusion, nervousness in public situations, sometimes extreme dizziness, physical submissiveness, verba. For the third eye chakra, blockages or reversals might seem like a lack of direction in life, increasingly intense feelings of boredom or stagnation, migraines, insomnia, eye or vision problems, depression, high blood pressure, inability to remember one's dreams, constant and jarring flashbacks, closed-mindedness, fear, history of mental disorders, and history of addiction. For the crown chakra, blockages may look like feelings of envy, extreme sadness, need for superiority over others, self-destructive behaviors, history of addiction, generally harmful habits, dissociations from the physical plane, inability to make even the easiest decisions, persistent exhaustion, terrible migraines, hair loss, anemia, cerebral confusion, poor mental control, lack of intellect.

Now, with all seven of these chakras revolving in the right direction with no blockages whatsoever, your kundalini would not be able to help itself from rising into that state of bliss, which it perceives above. Ultimately then, as one gets ready for kundalini awakening, the goal is to help those chakras clear, open, and align. Kundalini will respond with the greatest ease of motion accomplished and will demonstrate how well it knows what to do. As you begin to work through these chakras blockages or energetic reversals, you may find that those struggles look something like this. Blockages for the root chakra may look like low energy, general fear, persistent exhaustion, identity crisis, feeling isolated from the environment, eating disorders, general lack or erratic appetite, blatant materialism, difficulty saving money, or overall constant health problems. For the sacral chakra, blockages or reversals may look like lack of creativity, lack of inspiration, low or no motivation, low or no sexual appetite, feelings of insignificance, feelings of being unloved, feelings of being unaccepted, feelings of being outcasted, inability to care for oneself or persistent and recurrent problems of relationship with one's intimate partners. Blockages may look like identity crises or deficits for the solar plexus chakra, low self-esteem, low or no self-esteem, digestive problems, food intolerance, poor motivation, persistent weakness, constant nausea, anxiety disorders, liver disorder or disease, repeated illnesses, loss of core strength, lack of overall energy, recurrent depression with little relief, feelings of betrayal, For the chakra of the heart, reversals and blockages may seem like the inability to love oneself or others, the inability to put others first, the inability to put oneself first, the inability to overcome a problem ex, constant grudges, confidence issues, social anxiety or intense shyness, the failure to express emotions in a healthy way, problems of commitment, constant procrastination, intense anxiety For the throat chakra, blockages might seem like oversharing, inability to speak truthfully, failure to communicate with others, severe laryngitis, sore throats, respiratory or airway constraints, asthma, anemia, excessive exhaustion, inability to find the right words, paralyzing fear of confusion, nervousness in public situations, sometimes extreme dizziness, physical submissiveness, verba. For the third eye chakra, blockages or reversals might seem like a lack of direction in life, increasingly intense feelings of boredom or stagnation, migraines, insomnia, eye or vision problems, depression, high blood pressure, inability to remember one's dreams, constant and jarring flashbacks, closed-mindedness, fear, history of mental disorders, and history of addiction. For the crown chakra, blockages may look like feelings of envy, extreme sadness, need for superiority over others, self-destructive behaviors, history of addiction, generally harmful habits, dissociations from the physical plane, inability to make even the easiest decisions, persistent exhaustion, terrible migraines, hair loss, anemia, cerebral confusion, poor mental control, lack of intellect.

The future treaty which you are discussing has no chance of being agreed; if it was agreed it has no chance of being ratified; and if it were ratified, it would have no chance of being applied. And if it was applied, it would be totally unacceptable to Britain. You speak of agriculture which we don’t like, of power over customs, which we take exception to, and institutions, which frighten us. Monsieur le president, messieurs, au revoir et bonne chance.6

In response to the command to enjoy, contemporary cynicism is an effort to gain distance from the functioning of power, to resist the hold that power has over us. Hence, the cynic turns inward and displays an indifference to external authorities, with the aim of self-sufficient independence. Symbolic authority—which would force the subject into a particular symbolic identity, an identity not freely chosen by the subject herself—is the explicit enemy of cynicism. To acknowledge the power of symbolic authority over one’s own subjectivity would be, in the eyes of the cynic, to acknowledge one’s failure to enjoy fully, making such an acknowledgment unacceptable. In the effort to refuse the power of this authority, one must eschew all the trappings of conformity. This is why the great Cynical philosopher Diogenes made a show of masturbating in public, a gesture that made clear to everyone that he had moved beyond the constraints of the symbolic law and that he would brook no barrier to his jouissance. Byfreely doing in public what others feared to do, Diogenes acted out his refusal to submit to the prohibition that others accepted. He attempted to demonstrate that the symbolic law had no absolute hold over him and that he had no investment in it. However, seeming to be beyond the symbolic law and actually being beyond it are two different—and, in fact, opposed—things, and this difference becomes especially important to recognize in the contemporary society of enjoyment. In the act of making a show of one’s indifference to the public law (in the manner of Diogenes and today’s cynical subject), one does not gain distance from that law, but unwittingly reveals one’s investment in it. Such a show is done for the look of the symbolic authority. The cynic stages her/his act publicly in order that symbolic authority will see it. Because it is staged in this way, we know that the cynic’s act—such as the public masturbation of Diogenes—represents a case of acting-out, rather than an authentic act, an act that suspends the functioning of symbolic authority. Acting-out always occurs on a stage, while the authentic act and authentic enjoyment—the radical break from the constraints of symbolic authority—occur unstaged, without reference to the Other’s look. 9 In the History of Philosophy, Hegel makes clear the cynic’s investment in symbolic authority through his discussion of Plato’s interactions with Diogenes: In Plato’s house [Diogenes] once walked on the beautiful carpets with muddy feet, saying, “I tread on the pride of Plato.” “Yes, but with another pride,” replied Plato, as pointedly. When Diogenes stood wet through with rain, and the bystanders pitied him, Plato said, “If you wish to compassionate him, just go away. His vanity is in showing himself off and exciting surprise; it is what made him act in this way, and the reason would not exist if he were left alone. Though Diogenes attempts to act in a way that demonstrates his self-sufficiency, his distance from every external authority, what he attains, however, is far from self-sufficiency. As Plato’s ripostes demonstrate, everything that the cynic does to distance himself from symbolic authority plays directly into the hands of that authority. Here we see how cynicism functions symptomatically in the society of enjoyment, providing the illusion of enjoyment beyond social constraints while leaving these constraints completely intact.

The great economic psychologists Daniel Kahneman and Amos Tversky summarised the behaviour in their classic analysis of the psychology of risk: ‘a person who has not made peace with his losses is likely to accept gambles that would be unacceptable to him otherwise’.

Another deep philosophical issue, in principle relevant to thinking about international lending, surrounds the notion of “odious debt.” In the Middle Ages, a child could be sent to debtors’ prison if his parents died in debt. In principle, this allowed the parent to borrow more (because the punishment for failure to repay was so great), but today the social norms in most countries would view this transfer of debt as thoroughly unacceptable

When so much of online abuse is driven by a failure to empathize with someone on the other side of the screen, turning those who are abusive online into some unknowable, unstoppable force of nature is a damaging mind-set. If we don’t try to understand them on a human, personal level, then we are moving forward in the dark. By dubbing them “those people,” we are also explicitly setting ourselves apart as if we aren’t one of them and thus can’t be part of the problem. Therein lies the most common trap we fall into when trying to make the internet a safer place: framing it as a war of good people versus bad people instead of looking at acceptable and unacceptable ways to treat each other. “Good people” get off the hook for doing bad things, while “bad people” aren’t considered worth understanding or empathizing with and aren’t encouraged to progress, evolve, and do better.

Poker players explained to me that there’s a particular moment at which players are extremely vulnerable to an emotional surge. It’s not when they’ve won a huge pot or when they’ve drawn a fantastic hand. It’s when they’ve just lost a lot of money through bad luck (a ‘bad beat’) or bad strategy. The loss can nudge a player into going ‘on tilt’ – making overly aggressive bets in an effort to win back what he wrongly feels is still his money. The brain refuses to register that the money has gone. Acknowledging the loss and recalculating one’s strategy would be the right thing to do, but that is too painful. Instead, the player makes crazy bets to rectify what he unconsciously believes is a temporary situation. It isn’t the initial loss that does for him, but the stupid plays he makes in an effort to deny that the loss has happened. The eat economic psychologists Daniel Kahneman and Amos Tversky summarised the behaviour in their classic analysis of the psychology of risk: ‘a person who has not made peace with his losses is likely to accept gambles that would be unacceptable to him otherwise’. Even those of us who aren’t professional poker players know how it feels to chase a loss.

In any industry Claudia could think of, this failure rate would be unacceptable. If breasts were a consumer product, the manufacturer would be forced to issue a recall.

Anyone familiar with party systems has seen the disgust one party member is apt to show toward another whom he may really know nothing about other than that he is one of "the enemies." He cannot afford to know much about the person, for then he risks finding some redeeming feature in his enemy, and this is unacceptable. Any redemption for the enemy is a failure for propaganda which seeks separation between individuals; communion is defeat.

Unhealthy Threes find failure unacceptable, which renders them unable to admit mistakes and causes them to behave as though they are superior to others. Desperate for attention, these Threes may turn the deadly sin of self-deceit into the sin of intentional deceit, telling others fabricated stories about themselves and their accomplishments in order to maintain their image. At their worst, unhealthy Threes can be petty, mean and vengeful.

it is up to you to ask questions until you understand how and why those decisions are being made. Not knowing the why prohibits you from believing in the mission. When you are in a leadership position, that is a recipe for failure, and it is unacceptable. As a leader, you must believe.

The ability to make rational decisions is limited, or bounded, by the extent of people’s information. To broaden employees’ understanding, a firm should promote a tradition of teamwork and interdependence and develop future leaders by rotating them among work assignments in different departments and geographic locations. In order to reduce structural secrecy, there may be short-term opportunity costs, but the long-term benefits are significant.12 Firms must think about long-term greed and what it means. Through actions and training, leaders must explain the pressures on short-term thinking and how the firm resolves the conflicts of short- and long-term goals. Potentially conflicting or confusing organizational goals, such as putting clients first while also having a duty to shareholders, require strong signals from leadership as to what is acceptable and unacceptable behavior. These nuances cannot be left to statements of principles; they must be modeled by leaders’ actions each day. Leaders must understand that external influences can shape the culture. For example, there are competitive, technological, and regulatory pressures. Responses to them can have unintended consequences, including drifting from principles. This can increase the probability of an organizational failure. An organization needs to understand to what extent models impact behavior, decisions made by business leaders, and organizational culture. For example, boards of directors of public companies should ask questions if earnings per share (EPS) estimates are too consistent with analysts’ estimates. They should ask whether the firm is managing to models or to what is in the best long-term interests of the firm. Leaders get too much credit and too much blame. Leaders need to uphold the firm’s shared values—and that is a key component to leadership.13 But too little emphasis is given to the organizational elements that shape behavior or provide an environment for leadership or change. An organization’s structure, incentives, and values last longer and have more impact than those of individual leaders. Usually when there is a change or loss or failure there is a tendency to blame one thing or one person, when typically there are complex organizational cultural reasons. It is the duty of leaders and board members to examine what is responsible, not who is responsible.

Success is not determined by how many times we cross the finish line. Rather, it’s determined by the amount of times that we return to the starting block because the failure to cross the finish line is unacceptable.