Five Motivational Quotes

You are the average of the five people you spend the most time with.

When I face the desolate impossibility of writing five hundred pages, a sick sense of failure falls on me, and I know I can never do it. Then gradually, I write one page and then another. One day's work is all I can permit myself to contemplate.

I know this goes without saying, but Stonehenge really was the most incredible accomplishment. It took five hundred men just to pull each sarsen, plus a hundred more to dash around positioning the rollers. Just think about it for a minute. Can you imagine trying to talk six hundred people into helping you drag a fifty-ton stone eighteen miles across the countryside and muscle it into an upright position, and then saying, 'Right, lads! Another twenty like that, plus some lintels and maybe a couple of dozen nice bluestones from Wales, and we can party!' Whoever was the person behind Stonehenge was one dickens of a motivator, I'll tell you that.

DETOX your mind, body, AND your contact list.

Inside every child is an 'emotional rani's waiting to be filled with love. When a child really feels loved, he will develop normally but when the love tank is empty, the child will misbehave. Much of the misbehavior of children is motivated by the cravings of an empty 'love tank

What if there were health food stores on every corner in the hood, instead of liquor stores!?

Five years from today, you will be the same person that you are today, except for the books you read and the people you meet.

His mouth twisted into a perceptive, sexy smile. "Hmm." "Hmm?" I looked away, flustered, automatically using irritation to cover my discomfort up. "What does 'hmm' have to do with anything? Could you ever use more than five words? All this grunting and miced words make you come across--primal." His smile tipped higher. "Primal." "You're impossible." "Me Jev, you Nora." "Stop it." But I nearly smiled in spite of myself. "Since we're keeping it primal, you smell good," he observed. Hw moved closer, makin me acutely aware of his size, the rise and fall of his chest, the warm burn of his skin on mine. Electricity tingled along my scalp, and I shuddered with pleasure. "It's called a shower...," I began automatically, then trailed off. My memory snagged, taken aback by a compelling and forceful sense of undue familiarity. "Soap, shampoo, hot water," I added, almost as an afterthought. "Naked. I know the drill," Jev said, something unreadable passing over his eyes. Unsure how to proceed, I attempted to wash away the moment with an airy laugh. "Are you flirting with me, Jev?" "Does it feel that way to you?" "I don't know you well enough to say either way." I tried to keep my voice level, neutral even. "Then we'll have to change that." Still uncertain of his motives, I cleared my throat. Two could play this game. "Running from bad guys together is your idea of playing getting-to-know-you?" "No. This is." He dipped my body backward, drawing me up in a slow arc until he raised me flush against him. In his arms, my joints loosened, my defenses melting as he led me through the sultry steps.

But yeah, Ann [Trason] insisted, running was romantic; and no, of course her friends didn't get it because they'd never broken through. For them, running was a miserable two miles motivated solely by size 6 jeans: get on the scale, get depressed, get your headphones on, and get it over with. But you can't muscle through a five-hour run that way; you have to relax into it, like easing your body into a hot bath, until it no longer resists the shock and begins to enjoy it.

I know it's not strictly sex that accounts for my straying the motive usually attributed to men. I think it's just too tempting to have two lives rather than one. Some people think that too much travel begets infidelity: Separation and opportunity test the bonds of love. I think it's more likely that people who hate to make choices to settle on one thing or another are attracted to travel. Travel doesn't beget a double life. The appeal of the double life begets travel.

True spirituality is not taught, it's caught. Once our sails have been unfurled to the Spirit, henceforth our motivation for the journey toward holiness and wholeness is immense gratitude.

The destructive effects of video games are not on boys' cognitive abilities or their reaction times, but on there motivation and their connectedness with the real world.

Your body is a Temple. You are what you eat. Do not eat processed food, junk foods, filth, or disease carrying food, animals, or rodents. Some people say of these foods, 'well, it tastes good'. Most of the foods today that statically cause sickness, cancer, and disease ALL TATSE GOOD; it's well seasoned and prepared poison. THIS IS WHY SO MANY PEOPLE ARE SICK; mentally, emotionally, physically, and spiritually; because of being hooked to the 'taste' of poison, instead of being hooked on the truth and to real foods that heal and provide you with good health and wellness. Respect and honor your Temple- and it will honor you.

Encourage others each and every day–nothing’s more important than our words. Did you know that, on average, each of us speaks about twenty-five thousand words daily? My last book didn’t have that many words. A lot of language is flowing out of our mouths every day and having an impact on those around us. But how much of that flow is fulfilling God’s intended purpose for our speech? How much of it reflects pride, rather than a gospel-motivated humility?

The destructive effects of video games are not on boys' cognitive abilities or their reaction times, but on their motivation and their connectedness with the real world.

The only instance where five purely-negative words had had a highly positive, motivational impact are Winston Churchill's, "Never, Never, Never, Never Give-up.

For this reason a prince ought to take care that he never lets anything slip from his lips that is not replete with the above-named five qualities, that he may appear to him who sees and hears him altogether merciful, faithful, humane, upright, and religious. There is nothing more necessary to appear to have than this last quality, inasmuch as men judge generally more by the eye than by the hand, because it belongs to everybody to see you, to few to come in touch with you. Every one sees what you appear to be, few really know what you are, and those few dare not oppose themselves to the opinion of the many, who have the majesty of the state to defend them; and in the actions of all men, and especially of princes, which it is not prudent to challenge, one judges by the result.

Fun to think about,” Cole said, straining to sound brave. “You get used to it,” Jace said. “If you live long enough.” “You should become a motivational speaker.” Jace grinned.

The only instance where five purely-negative words have had a highly positive, motivational impact, are Winston Churchill's "Never, Never, Never, Never Give-Up".

How much discipline? In January 2012, I beat Nadal in the finals of the Australian Open. The match lasted five hours and fifty-three minutes—the longest match in Australian Open history, and the longest Grand Slam singles final in the Open Era. Many commentators have called that match the single greatest tennis match of all time. After I won, I sat in the locker room in Melbourne. I wanted one thing: to taste chocolate. I hadn’t tasted it since the summer of 2010. Miljan brought me a candy bar. I broke off one square—one tiny square—and popped it into my mouth, let it melt on my tongue. That was all I would allow myself. That is what it has taken to get to number one.

Five Ups of life: Buckle up, Start up, Keep it up, Don’t give up, Cheer up.

A good leader motivates his team. Delegation. Motivation. Would Oliver say good job to her when she finished butchering her mom’s old suitcase?

I was five, ice cream was my only motivation for wanting power anyway,

What baseball managers did do, on occasion, beginning in the early 1980s, was hire some guy who knew how to switch on the computer. But they did this less with honest curiosity than in the spirit of a beleaguered visitor to Morocco hiring a tour guide: pay off one so that the seventy-five others will stop trying to trade you their camels for your wife. Which one you pay off is largely irrelevant.

It took twenty-five years from the prediction of the neutrino to its detection, almost fifty years to confirm the Higgs boson, a hundred years to directly detect gravitational waves. Now the time it takes to test a new fundamental law of nature can be longer than a scientist’s full career. This forces theorists to draw upon criteria other than empirical adequacy to decide which research avenues to pursue. Aesthetic appeal is one of them. In our search for new ideas, beauty plays many roles. It’s a guide, a reward, a motivation. It is also a systematic bias.

If a man works without any selfish motive in view, does he not gain anything? Yes, he gains the highest. Unselfishness is more paying, only people have not the patience to practice it. It is more paying from the point of view of health also. Love, truth, and unselfishness are not merely moral figures of speech, but they form our highest ideal, because in them lies such a manifestation of power. In the first place, a man who can work for five days, or even for five minutes, without any selfish motive whatever, without thinking of future, of heaven, of punishment, or anything of the kind, has in him the capacity to become a powerful moral giant. It is hard to do it, but in the heart of our hearts we know its value, and the good it brings. It is the greatest manifestation of power — this tremendous restraint; self-restraint is a manifestation of greater power than all outgoing action.

I have drawn things since I was six. All that I made before the age of sixty-five is not worth counting. At seventy-three I began to understand the true construction of animals, plants, trees, birds, fishes, and insects. At ninety I will enter into the secret of things. At a hundred and ten, everything--every dot, every dash--will live

Who would be so base as to pick on a wizened, shriveled old lady, well stricken in years, who has consecrated her entire life to the needy and the destitute? On the other hand, who would be so incurious as to leave unexamined the influence and motives of a woman who once boasted of operating more than five hundred convents in upward of 105 countries—“without counting India”? Lone self-sacrificing zealot, or chair of a missionary multinational? The scale alters with the perspective, and the perspective alters with the scale.

Daring soul has five diaries; gratitude, work, inspirational, prayer and language diaries.

Goleman identified the five components of emotional intelligence as self-awareness, self-regulation, motivation, empathy, and social skills.

For years I've advocated keeping a gratitude journal, writing down five things every day that brought pleasure and gratefulness

Praise works. Information doesn’t. Praise motivates. Challenge doesn’t. Try it. Praise specific things you love about your woman five to ten times a day. Find out what happens.

practical skills that are based on its five elements: self-awareness, motivation, self-regulation, empathy, and adeptness in relationships.

MY FIVE DOS FOR GETTING BACK INTO THE GAME: 1. Do expect defeat. It’s a given when the stakes are high and the competition is working ferociously to beat you. If you’re surprised when it happens, you’re dreaming; dreamers don’t last long. 2. Do force yourself to stop looking backward and dwelling on the professional “train wreck” you have just been in. It’s mental quicksand. 3. Do allow yourself appropriate recovery—grieving—time. You’ve been knocked senseless; give yourself a little time to recuperate. A keyword here is “little.” Don’t let it drag on. 4. Do tell yourself, “I am going to stand and fight again,” with the knowledge that often when things are at their worst you’re closer than you can imagine to success. Our Super Bowl victory arrived less than sixteen months after my “train wreck” in Miami. 5. Do begin planning for your next serious encounter. The smallest steps—plans—move you forward on the road to recovery. Focus on the fix. MY FIVE DON’TS: 1. Don’t ask, “Why me?” 2. Don’t expect sympathy. 3. Don’t bellyache. 4. Don’t keep accepting condolences. 5. Don’t blame others.

Knowing what you don't want in life is almost as helpful as having a five year plan. Vision doesn't always mean you know exactly what you want to do or where you want to be in life; sometimes, vision is knowing where you don't want to be in order to find where you should end up!

As parents we carry the blueprints, the dreams of what our family could be. The plans change, the whole thing goes way over budget, there are unexpected additions, and the work never ends. Still, through the messiness of construction we see each other with such depth and hope. Our five year-old boy is still so clearly the baby he once was and sometimes—can you see it?—the young man he will one day be. We draw energy and inspiration from our dreams; our simple, common motivations. --SIMPLICITY PARENTING

For them, running was a miserable two miles motivated soley by size 6 jeans: get on the scale, get depressed, get your headphones on, and get it over with. But you can't muscle through a five-hour run that way; you have to relax into it, like easing your body into a hot bath, until it no longer resists the shock and begins to enjoy it.

In the same five years three new colleges were founded at Cambridge—Trinity, Corpus Christi, and Clare—although love of learning, like love in marriage, was not always the motive. Corpus Christi was founded in 1352 because fees for celebrating masses for the dead were so inflated after the plague that two guilds of Cambridge decided to establish a college whose scholars, as clerics, would be required to pray for their deceased members.

As recently as the early 1970s, a Republican president - Richard Nixon - was willing to impose wage and price controls to rescue the U.S. economy from crisis, popularizing the notion that “We are all Keynesians now.” But by the 1980s, the battle of ideas waged out of the same Washington think tanks that now deny climate change had successfully managed to equate the very idea of industrial planning with Stalin’s five-year plans. Real capitalists don’t plan, these ideological warriors insisted - they unleash the power of the profit motive and let the market, in its infinite wisdom, create the best possible society for all.

It's better to live for five days as an unconditioned, liberated human being, than to live for a thousand years as a dead, conditioned, second-hand human body.

If you want to become more attractive, change your energy, dance, jog, rollerblade, lift free weights. Whatever pleases you, and tones your body in a beautiful way.

Limit not to only five, when the divine gifts the supreme sixth; the sense of dance

You are the average of the five people you spend most time with. - Jim Rohn

It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you'll do things differently. - Warren Buffett

But problems are like weeds—pluck one and five more spring up.

If you don't know where you want to be in five years, how do you ever expect to get there?

Every step along the way will help you master the skills you need to succeed. So, don’t worry about the delays, focus on learning everything you can to get at the top and shine like a star.

Only the neurosurgeon dares to improve upon five billion years of evolution in a few hours. The human brain. A trillion nerve cells storing electrical patterns more numerous than the water molecules of the world’s oceans. The soul’s tapestry lies woven in the brain’s nerve threads. Delicate, inviolate, the brain floats serenely in a bone vault like the crown jewel of biology. What motivated the vast leap in intellectual horsepower between chimp and man? Between tree dweller and moon walker? Is the brain a gift from God, or simply the jackpot of a trillion rolls of DNA dice?

No matter who you were in sixteenth-century Europe, you could be sure of two things: you would be lucky to reach fifty years of age, and you could expect a life of discomfort and pain. Old age tires the body by thirty-five, Erasmus lamented, but half the population did not live beyond the age of twenty. There were doctors and there was medicine, but there does not seem to have been a great deal of healing. Anyone who could afford to seek a doctor's aid did so eagerly, but the doctor was as likely to maim or kill as to cure. His potions were usually noxious and sometimes fatal—but they could not have been as terrible and traumatic as the contemporary surgical methods. The surgeon and the Inquisitor differed only in their motivation: otherwise, their batteries of knives, saws, and tongs for slicing, piercing, burning, and amputating were barely distinguishable. Without any anesthetic other than strong liquor, an operation was as bad as the torments of hell.

Last, keep that chart of what drives people close by. Remember that everyone is motivated by different things and that your job as a leader is not to drive them (or, worse, fix them), it’s to understand

Mayer and Salovey’s definition of emotional intelligence includes five domains: knowing one’s emotions; managing one’s emotions; motivating oneself; recognizing emotions in others; and handling relationships.

Jim Rohn quote: “You are the average of the five people you spend the most time with.”4 Don’t believe me? Let me drop some science. Dr. David McClelland, renowned social psychologist, Harvard professor, and author, studied human motivation for more than thirty years. As discussed in chapter 3, he found that “95 percent of your success or failure in life is determined by the people with whom you habitually associate.” Ninety-five percent, my friend.

The six principle steps of teaching. Motivation of the trainee Maintaining their complete attention Promoting mental activity (thinking) — discussion, question, lecture Creating a clear picture of material to be learned; outlining the material Developing comprehension of the significance, the implications, and the practical application of the material being presented (clear goals) Repetition of the five preceding steps until learning has taken place

A Muslim who prays five times a day and yet beats his wife at home, is no religious person. A Christian who goes to Church every Sunday, and yet never talks to his or her neighbor with a smile on the face, is no religious person. On the other hand, an outspoken atheist who most lovingly talks and listens to people of all religions without any bigotry or prejudice is a hundred times more religious than all the theoretical preachers of all religions combined.

You want me to teach you all the dirty words?” I looked up at him and wiggled my eyebrows. Aaron gave me a lopsided smile that would have made my panties drop to the floor had they been resting on my hips. “Well, you are in luck; I’m a wonderful teacher.” “And I’m a highly dedicated student.” He winked. And that goddamn wink disrupted the beating of my heart. “Although I might get a little distracted every now and then.” “I see.” I placed my index finger against his chest, watching Aaron’s eyes dive down quickly before returning to my face. “Maybe you need the right kind of motivation to keep your attention on the subject.” I trailed that finger up, traveling across his pec and then up his neck, following the line of his jaw until reaching his lips. They parted with a shallow breath. “This …” I pushed myself up and kissed his lips gently. “This is a six-letter word in Spanish. Labios. Tus labios. Your lips.” The only answer he gave me was taking my mouth in his again. As if the only way he’d learn the word was tasting it. “And this,” I said before parting his lips and making the kiss deeper, our tongues dancing together, “is another six-letter word. Lengua—tongue.” “I think I really like that one.” Aaron’s head dipped low, his new favorite word reaching my breast. “And this? What do you call this?” he said, grazing his mouth over the peak. A giggle that soon turned into a moan left my mouth before I was able to answer. “That’s a five-letter word. Pezón. Nipple.

In the first place, a man who can work for five days, or even for five minutes, without any selfish motive whatever, without thinking of future, of heaven, of punishment, or anything of the kind, has in him the capacity to become a powerful moral giant.

The news filled me with such euphoria that for an instant I was numb. My ingrained self-censorship immediately started working: I registered the fact that there was an orgy of weeping going on around me, and that I had to come up with some suitable performance. There seemed nowhere to hide my lack of correct emotion except the shoulder of the woman in front of me, one of the student officials, who was apparently heartbroken. I swiftly buried my head in her shoulder and heaved appropriately. As so often in China, a bit of ritual did the trick. Sniveling heartily she made a movement as though she was going to turn around and embrace me I pressed my whole weight on her from behind to keep her in her place, hoping to give the impression that I was in a state of abandoned grief. In the days after Mao's death, I did a lot of thinking. I knew he was considered a philosopher, and I tried to think what his 'philosophy' really was. It seemed to me that its central principle was the need or the desire? for perpetual conflict. The core of his thinking seemed to be that human struggles were the motivating force of history and that in order to make history 'class enemies' had to be continuously created en masse. I wondered whether there were any other philosophers whose theories had led to the suffering and death of so many. I thought of the terror and misery to which the Chinese population had been subjected. For what? But Mao's theory might just be the extension of his personality. He was, it seemed to me, really a restless fight promoter by nature, and good at it. He understood ugly human instincts such as envy and resentment, and knew how to mobilize them for his ends. He ruled by getting people to hate each other. In doing so, he got ordinary Chinese to carry out many of the tasks undertaken in other dictatorships by professional elites. Mao had managed to turn the people into the ultimate weapon of dictatorship. That was why under him there was no real equivalent of the KGB in China. There was no need. In bringing out and nourishing the worst in people, Mao had created a moral wasteland and a land of hatred. But how much individual responsibility ordinary people should share, I could not decide. The other hallmark of Maoism, it seemed to me, was the reign of ignorance. Because of his calculation that the cultured class were an easy target for a population that was largely illiterate, because of his own deep resentment of formal education and the educated, because of his megalomania, which led to his scorn for the great figures of Chinese culture, and because of his contempt for the areas of Chinese civilization that he did not understand, such as architecture, art, and music, Mao destroyed much of the country's cultural heritage. He left behind not only a brutalized nation, but also an ugly land with little of its past glory remaining or appreciated. The Chinese seemed to be mourning Mao in a heartfelt fashion. But I wondered how many of their tears were genuine. People had practiced acting to such a degree that they confused it with their true feelings. Weeping for Mao was perhaps just another programmed act in their programmed lives. Yet the mood of the nation was unmistakably against continuing Mao's policies. Less than a month after his death, on 6 October, Mme Mao was arrested, along with the other members of the Gang of Four. They had no support from anyone not the army, not the police, not even their own guards. They had had only Mao. The Gang of Four had held power only because it was really a Gang of Five. When I heard about the ease with which the Four had been removed, I felt a wave of sadness. How could such a small group of second-rate tyrants ravage 900 million people for so long? But my main feeling was joy. The last tyrants of the Cultural Revolution were finally gone.

It wasn’t belief in God, but belief in tradition, heritage and continuity that motivated me. Within my lifetime, six million Jews had died because of their religion and I too had been destined for death. It was a sacred trust to carry the flame forward to the next generation.

The Eighth doth demonstrate that the motion of the infinity of worlds [8] is not the result of external motive force, but of their own nature, and that despite this there existeth an infinite motor force. The Ninth sheweth how infinite motion may be intensively verified in each of the worlds. To this we should add that since each moving body at the same time moveth itself and is moved, needs must that it may be seen in every point of the circle that it describeth around its own centre. And this objection we discharge on other occasions when it will be permissible to present the more diffuse doctrine.

Agents are motivated to take on clients based on the size of the advance they think they can get. If your project doesn’t command a sizable advance (at least five figures), then you may not be worth an agent’s time, and you’ll have to sell the project on your own. Do you have to “know someone” to get published? No,

There is something that happens when you know that life is finite: a desire for greatness, for whatever fleeting moments of brilliance you can leave in the world after you're gone. And whether the end of your life is five years away or fifty, the fact that you just don't know is a great motivator for not waiting to begin that thing that could potentially be your legacy. Whether it's a work of art, or a scientific breakthrough, a good deed, or a child, leaving something of yourself for others to experience and remember is sometimes the greatest excuse to live a life that's more than just crossing the distance between birth and death.

In my entire scientific life, extending over forty-five years, the most shattering experience has been the realization that an exact solution of Einstein's equations of general relativity, discovered by the New Zealand mathematician Roy Kerr, provides the absolute exact representation of untold numbers of massive black holes that populate the universe. This "shuddering before the beautiful," this incredible fact that a discovery motivated by a search after the beautiful in mathematics should find its exact replica in Nature, persuades me to say that beauty is that to which the human mind responds at its deepest and most profound level.

Motive didn’t have a lot to do with bloodlust, Jefferson would say, and shake it off, ready for the next case. But he was used to it. He’d been working for the BSI for five years. Almost as long as the BSI had existed. Cooper had only been there for six months and wasn’t yet comfortable walking away before an investigation was technically closed.

Strategy can seem mystical and mysterious. It isn't. It is easily defined. It is a set of choices about winning. Again, it is an integrated set of choices that uniquely positions the firm in its industry so as to create sustainable advantage and superior value relative to the competition. Specifically, strategy is the answer to these five interrelated questions: 1. What is your winning aspiration? The purpose of your enterprise, its motivating aspiration. 2. Where will you play? A playing field where you can achieve that aspiration. 3. How will you win? The way you will win on the chosen playing field. 4. What capabilities must be in place? The set and configuration of capabilities required to win in the chosen way. 5. What management systems are required? The systems and measures that enable the capabilities and support the choices. These choices and the relationship between them can be understood as a reinforcing cascade, with the choices at the top of the cascade setting the context for the choices below, and choices at the bottom influencing and refining the choices above.

We have a complete business plan that aims to yield investors 1,000% returns within only a five-year period. We have all the pieces in place; the only missing piece is YOU! We are looking for a very motivated scientist who has experience in teleportation research and/or technology. Send a resume and any other information that may set you apart from other teleportation scientists.

Suddenly the ground seemed to give way beneath me, and I found myself in quite another region. Within five minutes I went through some such reflections as the following: the loneliness of the human soul is unendurable; nothing can penetrate it except the highest intensity of the sort of love that religious teachers have preached; whatever does not spring from this motive is harmful, or at best useless; it follows that war is wrong, that a public school education is abominable, that the use of force is to be deprecated, and that in human relations one should penetrate to the core of loneliness in each person and speak to that … At the end of those five minutes I had become a completely different person. For a time, a sort of mystic illumination possessed me

Productivity -- real, self-driven productivity -- was one of the first entrepreneurial skills I learned. It served me well when I was on my own, and it has served me even better as an employee because it requires a kind of organization and self-motivation that employees aren't necessarily incentivized to cultivate. After all, if you are superproductive, all you'll get is more work to do, right?

The noise of the town some floors below was greatly muted. In a state of complete mental detachment, he went over the events, the circumstances and the stages of destruction in their lives. Seen in the frozen light of a restrictive past, everything seemed clear, conclusive and indisputable. Now it seemed unthinkable that a girl of seventeen shoudl be so naive; it was particularly unbelieveable that a girl of seventeen should set so much store by love. If the surveys in the magazines were to be believed, things had changed a great deal in the twenty-five years since Annabelle was a teenager. Young girls today were more sensible, more sophisticated. Nowadays they worried more about their exam results and did their best to ensure they would have a decent career. For them, going out with boys was simply a game, a distraction motivated as much by narcissism as by sexual pleasure. They later would try to make a good marriage, basing their decision on a range of social and professional criteria, as well as on shared interests and tastes. Of course, in doing this they cut themselves off from any possibility of happiness--a condition indissociable from the outdated, intensely close bonds so incompatible with the exercise of reason--but this was their attempt to escape the moral and emotional suffering which had so tortured their forebears. This hope was, unfortunately, rapidly disappointed; the passing of love's torments simply left the field clear for boredom, emptiness and an anguished wait for old age and death. The second part of Annabelle's life therefore had been much more dismal and sad than the first, of which, in the end, she had no memory at all.

There are seven occult kingdoms in the universe, which are the kingdoms of Satan and the fallen angels. There are various planes, zones, realms and centers as well as deities, gods and lords. The Five Cosmic Seals (occult levels) are the universal summary of the 400,000 categories of occult initiations, powers and demons (Astrometaphysical Operations). There are male and female, neuter and mermaid spirits (demons or Cosmic Forces).

Psychologist Jean Baker Miller, who has done extensive research on women’s development, has written about “a growth-fostering relationship” as having five characteristics. She says that in the relationship: 1.​Each person feels a greater sense of zest (vitality, energy). 2.​Each person feels more able to act and does act. 3.​Each person has a more accurate picture of herself or himself and the other person. 4.​Each person feels a greater sense of worth. 5.​Each person feels more connected to the other person and a greater motivation for connections with other people beyond those in the specific relationship.12 Though it was slow, hazardous, and often exasperating work, Sandy and I worked to undo the old marriage and create a new one stripped of the old dependencies and patriarchal set-up, a growth-inducing relationship that offered each of us freedom to choose and be, that not only allowed for but enhanced the soul in each of us.

There were five of them. 1. Never assume a man likes you unless he both tells you and shows you. 2. Never go out of your way to encourage a man to ask you out. 3. Never trap a man in a conversation about his feelings that he doesn’t want to have. 4. Never analyze a man’s behavior or read into his motivations and intentions toward you. 5. Never, ever, ever daydream about a future unless he’s promised you a future. Those were her rules, and she was determined to keep them.

Follow these steps—over and over again for a decade—and you just might become a master: • Remember that deliberate practice has one objective: to improve performance. “People who play tennis once a week for years don’t get any better if they do the same thing each time,” Ericsson has said. “Deliberate practice is about changing your performance, setting new goals and straining yourself to reach a bit higher each time.” • Repeat, repeat, repeat. Repetition matters. Basketball greats don’t shoot ten free throws at the end of team practice; they shoot five hundred. • Seek constant, critical feedback. If you don’t know how you’re doing, you won’t know what to improve. • Focus ruthlessly on where you need help. While many of us work on what we’re already good at, says Ericsson, “those who get better work on their weaknesses.” • Prepare for the process to be mentally and physically exhausting. That’s why so few people commit to it, but that’s why it works.

What we feel and how we feel is far more important than what we think and how we think. Feeling is the stuff of which our consciousness is made, the atmosphere in which all our thinking and all our conduct is bathed. All the motives which govern and drive our lives are emotional. Love and hate, anger and fear, curiosity and joy are the springs of all that is most noble and most detestable in the history of men and nations. The opening sentence of a sermon is an opportunity. A good introduction arrests me. It handcuffs me and drags me before the sermon, where I stand and hear a Word that makes me both tremble and rejoice. The best sermon introductions also engage the listener immediately. It’s a rare sermon, however, that suffers because of a good introduction. Mysteries beg for answers. People’s natural curiosity will entice them to stay tuned until the puzzle is solved. Any sentence that points out incongruity, contradiction, paradox, or irony will do. Talk about what people care about. Begin writing an introduction by asking, “Will my listeners care about this?” (Not, “Why should they care about this?”) Stepping into the pulpit calmly and scanning the congregation to the count of five can have a remarkable effect on preacher and congregation alike. It is as if you are saying, “I’m about to preach the Word of God. I want all of you settled. I’m not going to begin, in fact, until I have your complete attention.” No sermon is ready for preaching, not ready for writing out, until we can express its theme in a short, pregnant sentence as clear as crystal. The getting of that sentence is the hardest, most exacting, and most fruitful labor of study. We tend to use generalities for compelling reasons. Specifics often take research and extra thought, precious commodities to a pastor. Generalities are safe. We can’t help but use generalities when we can’t remember details of a story or when we want anonymity for someone. Still, the more specific their language, the better speakers communicate. I used to balk at spending a large amount of time on a story, because I wanted to get to the point. Now I realize the story gets the point across better than my declarative statements. Omit needless words. Vigorous writing is concise. A sentence should contain no unnecessary words, a paragraph no unnecessary sentences, for the same reason that a drawing should have no unnecessary lines and a machine no unnecessary parts. This requires not that the writer make all his sentences short, or that he avoid all detail and treat his subjects only in outline, but that every word tell. Limits—that is, form—challenge the mind, forcing creativity. Needless words weaken our offense. Listening to some speakers, you have to sift hundreds of gallons of water to get one speck of gold. If the sermon is so complicated that it needs a summary, its problems run deeper than the conclusion. The last sentence of a sermon already has authority; when the last sentence is Scripture, this is even more true. No matter what our tone or approach, we are wise to craft the conclusion carefully. In fact, given the crisis and opportunity that the conclusion presents—remember, it will likely be people’s lasting memory of the message—it’s probably a good practice to write out the conclusion, regardless of how much of the rest of the sermon is written. It is you who preaches Christ. And you will preach Christ a little differently than any other preacher. Not to do so is to deny your God-given uniqueness. Aim for clarity first. Beauty and eloquence should be added to make things even more clear, not more impressive. I’ll have not praise nor time for those who suppose that writing comes by some divine gift, some madness, some overflow of feeling. I’m especially grim on Christians who enter the field blithely unprepared and literarily innocent of any hard work—as though the substance of their message forgives the failure of its form.

Thou seest therefore that by this reasoning Aristotle doth attribute to God extensive infinity but not absolute intensive infinity withal, whence I would conclude that as his infinite motive power is constrained to motive action in conformity with finite speed, so also the same power of creating the immense and the innumerable is limited by his own will to the finite and numerable. Some theologians have argued almost in the same way, since besides admitting infinity in extension, whereby God conveyeth perpetual motion to the universe, they require also intensive infinity with which he can create and move innumerable worlds, and cause each of them and all at once to move instantaneously; nevertheless God hath thus limited by his will the number of the innumerable multitude of worlds, and also the quality of utterly intensive motion. And as this motion, which proceedeth indeed from infinite power (nothing interfering), is recognized as finite, so also the number of worlds may easily be believed to be determinate.

When I went back and compared motivation styles to performance improvement over each athlete’s career, one factor stood out. Those who scored high in a particular type of extrinsic motivation called external regulation had lower improvement rates. External regulation is defined as when “the sport is performed not for fun but to obtain rewards (e.g., praise) or to avoid negative consequences (e.g., criticisms from parents).” The five highest-ranked athletes in external regulation were five athletes who showed the least amount of improvement.

One Archeology and Decipherment Two History: Heroes, Kings, and Ensi's Three Society: The Sumerian City Four Religion: Theology, Rite, and Myth Five Literature: The Sumerian Belles-Lettres Six Education: The Sumerian School Seven Character: Drives, Motives, and Values Eight The Legacy of Sumer APPENDIXES A. The Origin and Development of the Cuneiform System of Writing B. The Sumerian Language C. Votive Inscriptions D. Sample Date-Formulas E. Sumerian King List F. Letters G. Dit lla's (court decisions) H. Lipit-Ishtar Law Code 1. Farmers' Almanac SELECTED BIBLIOGRAPHY

In fact, they wanted to charge her not with infanticide but with murder. And so we found ourselves in the middle of a really difficult area of both the law and pathology. No wonder the office had been so pleased to hand me this case. Infanticide is manslaughter, and so carries a far lighter sentence than murder. It was introduced in 1922 for the prosecution of mothers who killed newborns under thirty-five days old. Back then, killing a baby was not considered such a terrible offence as killing an adult. It was believed that no baby could suffer like an adult victim and no baby would be missed like an adult member of the family. And it was well understood that one possible motive was shame at illegitimacy. We might discount this thinking today, but one important aspect of the 1922 Act has endured. The law recognized that there could be a ‘disturbance of a mother’s mind which can result from giving birth’, something which today we call postnatal depression – or its even more serious sister, puerperal psychosis. This view was retained by a new Infanticide Act in 1938. From then until now, a mother who kills a baby under twelve months old

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

Go back to where you came from," muttered a man in Italian, glancing from Magnus's Indonesian to Shinyun's Korean face. He moved to shove past them, but Shinyun held up a hand. The man froze. "I've always wondered what that saying is about," Magnus said casually. "I wasn't born in Italy, but many people are who don't fit your idea of what people born here look like. Is it that you think their parents weren't from here, or their grandparents? Why do people say it? Is the idea that everyone should go back to the very first place their ancestors came from?" Shinyun stepped up to the man, who remained fixed in place, his eyeballs twitching. "Wouldn't that mean," Magnus asked, "that ultimately, we all have to go back to the water?" Shinyun flicked a finger, and the man was flung with a brief squeak into the Tiber. Magnus made sure he fell without injury and drifted him to the riverside. The man climbed out and sat down on the bank with a squelch. Magnus hoped he would think about his choices. "I was only going to make him think I would drop him in the water," Magnus clarified. "I understand the impulse, but just making him afraid of us . . ." He trailed off and sighed. "Fear isn't a very efficient motivator." "Fear is all some people understand," Shinyun said. They were standing close together. Magnus could feel the tension running through Shinyun's body. He took her hand and gave it a brief, friendly squeeze before he dropped it. He felt a faint pressure of her fingers in return, as if she'd wanted to squeeze back. I did this to her, he thought, as he always did, the five small words that circled in his mind repeatedly when he was around Shinyun. "I prefer to believe that people can understand a lot, when offered the opportunity," said Magnus. "I like your enthusiasm, but let's not drown anyone." "Spoilsport," said Shinyun, but her tone was friendly.

I am very often asked why, at the age of eighty-five, I continue to practice. Tip number eighty-five (sheer coincidence that I am now eighty-five years old) begins with a simple declaration: my work with patients enriches my life in that it provides meaning in life. Rarely do I hear therapists complain of a lack of meaning. We live lives of service in which we fix our gaze on the needs of others. We take pleasure not only in helping our patients change, but also in hoping their changes will ripple beyond them toward others. We are also privileged by our role as cradlers of secrets. Every day patients grace us with their secrets, often never before shared. The secrets provide a backstage view of the human condition without social frills, role-playing, bravado, or stage posturing. Being entrusted with such secrets is a privilege given to very few. Sometimes the secrets scorch me and I go home and hold my wife and count my blessings. Moreover, our work provides the opportunity to transcend ourselves and to envision the true and tragic knowledge of the human condition. But we are offered even more. We become explorers immersed in the grandest of pursuits—the development and maintenance of the human mind. Hand in hand with patients, we savor the pleasure of discovery—the “aha” experience when disparate ideational fragments suddenly slide smoothly together into a coherent whole. Sometimes I feel like a guide escorting others through the rooms of their own house. What a treat it is to watch them open doors to rooms never before entered, discover unopened wings of their house containing beautiful and creative pieces of identity. Recently I attended a Christmas service at the Stanford Chapel to hear a sermon by Rev. Jane Shaw that underscored the vital importance of love and compassion. I was moved by her call to put such sentiments into practice whenever we can. Acts of caring and generosity can enrich any environment in which we find ourselves. Her words motivated me to reconsider the role of love in my own profession. I became aware that I have never, not once, used the word love or compassion in my discussions of the practice of psychotherapy. It is a huge omission, which I wish now to correct, for I know that I regularly experience love and compassion in my work as a therapist and do all I can to help patients liberate their love and generosity toward others. If I do not experience these feelings for a particular patient, then it is unlikely I will be of much help. Hence I try to remain alert to my loving feelings or absence of such feelings for my patients.

SECTION IV: CALIBRATED QUESTIONS Prepare three to five calibrated questions to reveal value to you and your counterpart and identify and overcome potential deal killers. Effective negotiators look past their counterparts’ stated positions (what the party demands) and delve into their underlying motivations (what is making them want what they want). Motivations are what they are worried about and what they hope for, even lust for. Figuring out what the other party is worried about sounds simple, but our basic human expectations about negotiation often get in the way. Most of us tend to assume that the needs of the other side conflict with our own. We tend to limit our field of vision to our issues and problems, and forget that the other side has its own unique issues based on its own unique worldview. Great negotiators get past these blinders by being relentlessly curious about what is really motivating the other side. Harry Potter author J. K. Rowling has a great quote that sums up this concept: “You must accept the reality of other people. You think that reality is up for negotiation, that we think it’s whatever you say it is. You must accept that we are as real as you are; you must accept that you are not God.” There will be a small group of “What” and “How” questions that you will find yourself using in nearly every situation. Here are a few of them: What are we trying to accomplish? How is that worthwhile? What’s the core issue here? How does that affect things? What’s the biggest challenge you face? How does this fit into what the objective is? QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area? QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-

Finally, we arrive at the question of the so-called nonpolitical man. Hitler not only established his power from the very beginning with masses of people who were until then essentially nonpolitical; he also accomplished his last step to victory in March of 1933 in a "legal" manner, by mobilizing no less than five million nonvoters, that is to say, nonpolitical people. The Left parties had made every effort to win over the indifferent masses, without posing the question as to what it means "to be indifferent or nonpolitical." If an industrialist and large estate owner champions a rightist party, this is easily understood in terms of his immediate economic interests. In his case a leftist orientation would be at variance with his social situation and would, for that reason, point to irrational motives. If an industrial worker has a leftist orientation, this too is by all mean rationally consistent—it derives from his economic and social position in industry. If, however, a worker, an employee, or an official has a rightist orientation, this must be ascribed to a lack of political clarity, i.e., he is ignorant of his social position. The more a man who belongs to the broad working masses is nonpolitical, the more susceptible he is to the ideology of political reaction. To be nonpolitical is not, as one might suppose, evidence of a passive psychic condition, but of a highly active attitude, a defense against the awareness of social responsibility. The analysis of this defense against consciousness of one's social responsibility yields clear insights into a number of dark questions concerning the behavior of the broad nonpolitical strata. In the case of the average intellectual "who wants nothing to do with politics," it can easily be shown that immediate economic interests and fears related to his social position, which is dependent upon public opinion, lie at the basis of his noninvolvement. These fears cause him to make the most grotesque sacrifices with respect to his knowledge and convictions. Those people who are engaged in the production process in one way or another and are nonetheless socially irresponsible can be divided into two major groups. In the case of the one group the concept of politics is unconsciously associated with the idea of violence and physical danger, i.e., with an intense fear, which prevents them from facing life realistically. In the case of the other group, which undoubtedly constitutes the majority, social irresponsibility is based on personal conflicts and anxieties, of which the sexual anxiety is the predominant one. […] Until now the revolutionary movement has misunderstood this situation. It attempted to awaken the "nonpolitical" man by making him conscious solely of his unfulfilled economic interests. Experience teaches that the majority of these "nonpolitical" people can hardly be made to listen to anything about their socio-economic situation, whereas they are very accessible to the mystical claptrap of a National Socialist, despite the fact that the latter makes very little mention of economic interests. [This] is explained by the fact that severe sexual conflicts (in the broadest sense of the word), whether conscious or unconscious, inhibit rational thinking and the development of social responsibility. They make a person afraid and force him into a shell. If, now, such a self-encapsulated person meets a propagandist who works with faith and mysticism, meets, in other words, a fascist who works with sexual, libidinous methods, he turns his complete attention to him. This is not because the fascist program makes a greater impression on him than the liberal program, but because in his devotion to the führer and the führer's ideology, he experiences a momentary release from his unrelenting inner tension. Unconsciously, he is able to give his conflicts a different form and in this way to "solve" them.

Imaginary Lives Imaginary Lives is a thought experiment I have adapted from two important career-change thinkers, Julia Cameron and John Williams, which aims to take your ideas a stage closer towards specific job options.55 It’s simple but potentially powerful. • Imagine five parallel universes, in each of which you could have a whole year off to pursue absolutely any career you desired. Now think of five different jobs you might want to try out in each of these universes. Be bold in your thinking, have fun with your ideas and your multiple selves. Your five choices might be food photographer, member of parliament, tai chi instructor, social entrepreneur running a youth education project, and wide-achieving Renaissance generalist. One person I know who did this activity – a documentary film maker who was having doubts about her career – listed massage therapist, sculptor, cellist, screen-play writer, and owner of her own bar on a tiny, old-fashioned Canarian island. Now come back down to earth and look hard at your five choices. Write down what it is about them that attracts you. Then look at them again, and think about this question: • How does each career measure up against the two motivations in the previous activity that you chose to prioritize in the future? If you decided, for instance, that you want a combination of making a difference and high status, check whether your five imaginary careers might provide them. The point is to help you think more deeply about exactly what you are looking for in a career, the kind of experiences that you truly desire.

Most people have heard of Mahatma Gandhi, the man who led India to independence from British rule. His life has been memorialized in books and film, and he is regarded as one of the great men in history. But did you know Gandhi did not start out as a great hero? He was born into a middle-class family. He had low self-esteem, and that made him reluctant to interact with others. He wasn’t a very good student, either, and he struggled just to finish high school. His first attempt at higher education ended in five months. His parents decided to send him to England to finish his education, hoping the new environment would motivate him. Gandhi became a lawyer. The problem when he returned to India was that he didn’t know much about Indian law and had trouble finding clients. So he migrated to South Africa and got a job as a clerk. Gandhi’s life changed one day while riding on a train in South Africa in the first-class section. Because of his dark skin, he was forced to move to a freight car. He refused, and they kicked him off the train. It was then he realized he was afraid of challenging authority, but that he suddenly wanted to help others overcome discrimination if he could. He created a new vision for himself that had value and purpose. He saw value in helping people free themselves from discrimination and injustice. He discovered purpose in life where none had existed previously, and that sense of purpose pulled him forward and motivated him to do what best-selling author and motivational speaker Andy Andrews calls “persist without exception.” His purpose and value turned him into the winner he was born to be,

We did not undertake systematic interviews with people now below the age of thirty-five, but in many of the interviews with their parents' generation we heard a bemused recognition that younger people who did not experience these events have very little interest in what happened in that long-ago time; and may even express hostility toward parents who dreamed of a new society. They are interested in the same activities and ideas as young people the world over - dancing, loving, listening to (mostly American) music, dressing in fashion, buying the latest gadgets, attending school and developing career ambitions. The past - even though it is the immediate past of their parents - holds for them no appeal, and they have little sympathy for its victims. Consumerism, not politics, is their passion; consumption, not citizenship, motivates them.

One day Jobs came into the cubicle of Larry Kenyon, an engineer who was working on the Macintosh operating system, and complained that it was taking too long to boot up. Kenyon started to explain, but Jobs cut him off. “If it could save a person’s life, would you find a way to shave ten seconds off the boot time?” he asked. Kenyon allowed that he probably could. Jobs went to a whiteboard and showed that if there were five million people using the Mac, and it took ten seconds extra to turn it on every day, that added up to three hundred million or so hours per year that people would save, which was the equivalent of at least one hundred lifetimes saved per year. “Larry was suitably impressed, and a few weeks later he came back and it booted up twenty-eight seconds faster,” Atkinson recalled. “Steve had a way of motivating by looking at the bigger picture.

Nearly a century ago, French engineer Max Ringelmann (reported by Kravitz & Martin, 1986) found that the collective effort of tug-of-war teams was but half the sum of the individual efforts. Contrary to the presumption that “in unity there is strength,” this suggested that group members may actually be less motivated when performing additive tasks. Maybe, though, poor performance stemmed from poor coordination—people pulling a rope in slightly different directions at slightly different times. A group of Massachusetts researchers led by Alan Ingham (1974) cleverly eliminated that problem by making individuals think others were pulling with them, when in fact they were pulling alone. Blindfolded participants were assigned the first position in the apparatus and told, “Pull as hard as you can.” They pulled 18 percent harder when they knew they were pulling alone than when they believed that behind them two to five people were also pulling.

I've defined myself, privately and abstractly, by my brief, intense years as an athlete, a swimmer. I practiced five or six hours a day, six days a week, eating and sleeping as much as possible in between. Weekends were spent either training or competing. I wasn't the best; I was relatively fast. I trained, ate, traveled, and showered with the best in the country, but wasn't the best; I was pretty good. I liked how hard swimming at that level was- that I could do something difficult and unusual. Liked knowing my discipline would be recognized, respected, that I might not be able to say the right things or fit in, but I could do something well. I wanted to believe that I was talented; being fast was proof. Though I loved racing, the idea of fastest, of number one, of the Olympics, didn't motivate me. I still dream of practice, of races, coaches and blurry competitors. I'm drawn to swimming pools, all swimming pools, no matter how small or murky. When I swim now, I step into the water as though absentmindedly touching a scar. My recreational laps are phantoms of my competitive races

Roughly 25 percent of humanity is Muslim. For every Jew, there are roughly one hundred twenty-five Muslims. Judaism is about 2500 years older than Islam, and yet it has not been able to attract nearly as many followers. If we construe religions as memeplexes (a collection of interconnected memes), to borrow Richard Dawkin's term, the Islamic memeplex has been extraordinarily more successful than its Jewish counterpart (from an epidemiological perspective, that is). Why is that? To answer this important question, we must look at the contents of the two respective memeplexes to examine why one is more "infectious" than the other. Let us explore the rules for converting into the two religions and apostatizing out of them. In Judaism, the religious process for conversion is onerous, requiring several years of commitment and an absence of ulterior motive. (For example, converting to Judaism because you are marrying a Jewish person is considered an ulterior motive). Not surprisingly, given the barriers to entry, relatively few people convert to Judaism. On the other hand, to convert to Islam simply requires that one proclaim openly the sentence, the shahada (the testimony): "There is no true god but Allah, and Muhammad is the Messenger of Allah." It does not require a sophisticated epidemiological model to predict which memeplex will spread more rapidly. Let us now suppose that one wishes to leave the religion. While the Old Testament does mention the death penalty for apostasy, it has seldom been applied throughout Jewish history, whereas to this day apostasy from Islam does lead to the death penalty in several Islamic countries. But perhaps the most important difference is that Judaism does not promote or encourage proselytizing, whereas it is a central religious obligation in Islam. According to Islam, the world is divided into dar al-hard (the house of war) and dar al-Islam (the house of Islam). Peace will arrive when the entire world is united under the flag of Allah. Hence, it is imperative to Islamize the nations within dar al-harb. There is only one Jewish country in the world, Israel, and it has a sizeable non-Jewish minority. But there are fifty-seven member states of the Organization of Islamic Cooperation.

Critics are also overwhelmingly male—one survey of film review aggregator site Rotten Tomatoes found only 22 percent of the critics afforded “top critic” status were female.14 More recently, of course, we have become accustomed to a second set of gatekeepers: our friends and family and even random strangers we’ve decided to follow on social media, as well as “peer” reviewers on sites like Goodreads and IMDb. But peer review sites are easily skewed by a motivated minority with a mission (see the Ghostbusters reboot and the handful of manbabies dedicated to its ruination) or by more stubborn and pervasive implicit biases, which most users aren’t even aware they have. (The data crunchers at FiveThirtyEight.com found that male peer reviewers regularly drag down aggregate review scores for TV shows aimed at women, but the reverse isn’t true.)15 As for the social networks we choose? They’re usually plagued by homophily, which is a fancy way to say that it’s human nature to want to hang out with people who make us feel comfortable, and usually those are people who remind us of us. Without active and careful intervention on our part, we can easily be left with an online life that tells us only things we already agree with and recommends media to us that doesn’t challenge our existing worldview.

Oedipa spent the next several days in and out of libraries and earnest discussions with Emory Bortz and Genghis Cohen. She feared a little for their security in view of what was happening to everyone else she knew. The day after reading Blobb's Peregrinations she, with Bortz, Grace, and the graduate students, attended Randolph Driblette's burial, listened to a younger brother's helpless, stricken eulogy, watched the mother, spectral in afternoon smog, cry, and came back at night to sit on the grave and drink Napa Valley muscatel, which Driblette in his time had put away barrels of. There was no moon, smog covered the stars, all black as a Tristero rider. Oedipa sat on the earth, ass getting cold, wondering whether, as Driblette had suggested that night from the shower, some version of herself hadn't vanished with him. Perhaps her mind would go on flexing psychic muscles that no longer existed; would be betrayed and mocked by a phantom self as the amputee is by a phantom limb. Someday she might replace whatever of her had gone away by some prosthetic device, a dress of a certain color, a phrase in a ' letter, another lover. She tried to reach out, to whatever coded tenacity of protein might improbably have held on six feet below, still resisting decay-any stubborn quiescence perhaps gathering itself for some last burst, some last scramble up through earth, just-glimmering, holding together with its final strength a transient, winged shape, needing to settle at once in the warm host, or dissipate forever into the dark. If you come to me, prayed Oedipa, bring your memories of the last night. Or if you have to keep down your payload, the last five minutes-that may be enough. But so I'll know if your walk into the sea had anything to do with Tristero. If they got rid of you for the reason they got rid of Hilarius and Mucho and Metzger-maybe because they thought I no longer needed you. They were wrong. I needed you. Only bring me that memory, and you can live with me for whatever time I've got. She remembered his head, floating in the shower, saying, you could fall in love with me. But could she have saved him? She looked over at the girl who'd given her the news of his death. Had they been in love? Did she know why Driblette had put in those two extra lines that night? Had he even known why? No one could begin to trace it. A hundred hangups, permuted, combined-sex, money, illness, despair with the history of his time and place, who knew. Changing the script had no clearer motive than his suicide. There was the same whimsy to both. Perhaps-she felt briefly penetrated, as if the bright winged thing had actually made it to the sanctuary of her heart-perhaps, springing from the same slick labyrinth, adding those two lines had even, in a way never to be explained, served him as a rehearsal for his night's walk away into that vast sink of the primal blood the Pacific. She waited for the winged brightness to announce its safe arrival. But there was silence. Driblette, she called. The signal echoing down twisted miles of brain circuitry. Driblette! But as with Maxwell's Demon, so now. Either she could not communicate, or he did not exist.

Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned

A sudden yowl from up ahead had them all starting. A small tree smoked on one side, the faint glow of fire darting from a burning patch of dead foliage. The yowl came again. Matt hurried over and peered up the tree to see a calico cat, its green eyes staring down, as if in accusation. "No," Reyna said, stopping beside him. "We are not rescuing the cat." "But the tree -" "- is on fire. I see that. Have you ever owned a cat? If they can go up, they can come down. Guaranteed." Matt eyed the feline. It eyed him back, then yowled, as if to say Well, hurry it up. "It might be too scared to come down," he said. "It's a cat," Reyna said. "They don't get scared - just annoyed, which I'm going to get if you insist on playing hero and rescuing that faker." She scowled at the cat. "Yes, I mean you. Faker." The cat sniffed, then turned to Matt, clearly sensing the softer touch. Owen stepped forward. "If you'll feel better rescuing the cat, Matt, then go ahead. We aren't on a tight schedule." Reyna waved her arms around the smoking street. "Um, Ragnarök?" "And the longer you two bicker ..." "Fine," Reyna said. "I've got this." Before Matt could protest, she walked to the base of the tree, grabbed the lowest branch, and swung up. "Rodeo girl, remember? Also, five years of gymnastics, which my mother thought would make me more graceful and feminine. Her mistake." She shimmied along a branch. "Come on, faker. I'm your designated hero for today." She looked down at Matt. "And if you ever tell anyone I rescued a cat from a tree ..." Before Matt could answer, the cat sprang to the ground. "Arggh!" Reyna said. "You scared him out," Matt said. "He just needed the extra motivation. No, wait. It's a she. Calicos are almost always female." "Are they? Huh." Reyna swung out. The cat sat on the ground below, watching. "See?" Matt said. "She's grateful." "She's gloating. Let's go.

These are the doubts and motives whose solution involveth only so much doctrine as will suffice to lay bare the intimate and radical errors of the current philosophy, and the weight and force of our own. Here is the reason wherefore we must not fear that any object may disappear, or any particle veritably melt away or dissolve in space or suffer dismemberment by annihilation. Here too is the reason of the constant change of all things, so that there existeth no evil beyond escape, nor good which is unattainable, since throughout infinite space and throughout endless change all substance remaineth one and the same. From these reflections, if we apply ourselves attentively, we shall see that no strange happening can be dismissed by grief or by fear, and that no good fortune can be advanced by pleasure or hope. Whereby we find the true path to true morality; we will be high minded, despising that which is esteemed by childish minds; and we shall certainly become greater than those whom the blind public doth adore, for we shall attain to true contemplation of the story of nature which is inscribed within ourselves, and we shall follow the divine laws which are engraved upon our hearts. We shall recognize that there is no distinction between flight from here to heaven and from heaven hither, nor between ascent from there hither and from here to there; nor yet is there descent between one and the other. We are not more circumferential to those others than they to us; they are not more central to us than we to them. Just as we do tread our star and are contained in our heaven, so also are they. Behold us therefore beyond reach of jealousy, liberated from vain anxiety and from foolish concern to covet from afar that great good which we possess close by and at hand. Behold us moreover freed from panic lest others should fall upon us, rather than encouraged in the hope that we may fall upon them. Since the air which sustaineth our globe is as infinite as that which sustaineth theirs, and this animal [the earth] wandereth through her own space and reacheth her own destination as freely as do those others. When we have pondered and understood this, ah, how much further shall we be led to ponder and understand. Thus by means of this science we shall certainly attain to that good which by other sciences is sought in vain.

The best advice came from the legendary actor the late Sir John Mills, who I sat next to backstage at a lecture we were doing together. He told me he considered the key to public speaking to be this: “Be sincere, be brief, be seated.” Inspired words. And it changed the way I spoke publicly from then on. Keep it short. Keep it from the heart. Men tend to think that they have to be funny, witty, or incisive onstage. You don’t. You just have to be honest. If you can be intimate and give the inside story--emotions, doubts, struggles, fears, the lot--then people will respond. I went on to give thanks all around the world to some of the biggest corporations in business--and I always tried to live by that. Make it personal, and people will stand beside you. As I started to do bigger and bigger events for companies, I wrongly assumed that I should, in turn, start to look much smarter and speak more “corporately.” I was dead wrong--and I learned that fast. When we pretend, people get bored. But stay yourself, talk intimately, and keep the message simple, and it doesn’t matter what the hell you wear. It does, though, take courage, in front of five thousand people, to open yourself up and say you really struggle with self-doubt. Especially when you are meant to be there as a motivational speaker. But if you keep it real, then you give people something real to take away. “If he can, then so can I” is always going to be a powerful message. For kids, for businessmen--and for aspiring adventurers. I really am pretty average. I promise you. Ask Shara…ask Hugo. I am ordinary, but I am determined. I did, though--as the corporation started to pay me more--begin to doubt whether I was really worth the money. It all seemed kind of weird to me. I mean, was my talk a hundred times better now than the one I gave in the Drakensberg Mountains? No. But on the other hand, if you can help people feel stronger and more capable because of what you tell them, then it becomes worthwhile for companies in ways that are impossible to quantify. If that wasn’t true, then I wouldn’t get asked to speak so often, still to this day. And the story of Everest--a mountain, like life, and like business--is always going to work as a metaphor. You have got to work together, work hard, and go the extra mile. Look after each other, be ambitious, and take calculated, well-timed risks. Give your heart to the goal, and it will repay you. Now, are we talking business or climbing? That’s what I mean.

Less is more. “A few extremely well-chosen objectives,” Grove wrote, “impart a clear message about what we say ‘yes’ to and what we say ‘no’ to.” A limit of three to five OKRs per cycle leads companies, teams, and individuals to choose what matters most. In general, each objective should be tied to five or fewer key results. (See chapter 4, “Superpower #1: Focus and Commit to Priorities.”) Set goals from the bottom up. To promote engagement, teams and individuals should be encouraged to create roughly half of their own OKRs, in consultation with managers. When all goals are set top-down, motivation is corroded. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) No dictating. OKRs are a cooperative social contract to establish priorities and define how progress will be measured. Even after company objectives are closed to debate, their key results continue to be negotiated. Collective agreement is essential to maximum goal achievement. (See chapter 7, “Superpower #2: Align and Connect for Teamwork.”) Stay flexible. If the climate has changed and an objective no longer seems practical or relevant as written, key results can be modified or even discarded mid-cycle. (See chapter 10, “Superpower #3: Track for Accountability.”) Dare to fail. “Output will tend to be greater,” Grove wrote, “when everybody strives for a level of achievement beyond [their] immediate grasp. . . . Such goal-setting is extremely important if what you want is peak performance from yourself and your subordinates.” While certain operational objectives must be met in full, aspirational OKRs should be uncomfortable and possibly unattainable. “Stretched goals,” as Grove called them, push organizations to new heights. (See chapter 12, “Superpower #4: Stretch for Amazing.”) A tool, not a weapon. The OKR system, Grove wrote, “is meant to pace a person—to put a stopwatch in his own hand so he can gauge his own performance. It is not a legal document upon which to base a performance review.” To encourage risk taking and prevent sandbagging, OKRs and bonuses are best kept separate. (See chapter 15, “Continuous Performance Management: OKRs and CFRs.”) Be patient; be resolute. Every process requires trial and error. As Grove told his iOPEC students, Intel “stumbled a lot of times” after adopting OKRs: “We didn’t fully understand the principal purpose of it. And we are kind of doing better with it as time goes on.” An organization may need up to four or five quarterly cycles to fully embrace the system, and even more than that to build mature goal muscle.

Some years ago I saw a documentary on dying whose main theme was that people die as they lived. That was Jimmy. For five years, since he began undergoing operations for bladder cancer and even after his lung cancer was diagnosed, he continued the activities that he considered important, marching against crackhouses, campaigning against the demolition of the Ford Auditorium, organizing Detroit Summer, making speeches, and writing letters to the editor and articles for the SOSAD newsletter and Northwest Detroiter. In 1992 while he was undergoing the chemotherapy that cleared up his bladder cancer, he helped form the Coalition against Privatization and to Save Our City. The coalition was initiated by activist members of a few AFSCME locals who contacted Carl Edwards and Alice Jennings who in turn contacted us. Jimmy helped write the mission statement that gave the union activists a sense of themselves as not only city workers but citizens of the city and its communities. The coalition’s town meetings and demonstrations were instrumental in persuading the new mayor, Dennis Archer, to come out against privatization, using language from the coalition newsletter to explain his position. At the same time Jimmy was putting out the garbage, keeping our corner at Field and Goethe free of litter and rubbish, mopping the kitchen and bathroom floors, picking cranberries, and keeping up “his” path on Sutton. After he entered the hospice program, which usually means death within six months, and up to a few weeks before his death, Jimmy slowed down a bit, but he was still writing and speaking and organizing. He used to say that he wasn’t going to die until he got ready, and because he was so cheerful and so engaged it was easy to believe him. A few weeks after he went on oxygen we did three movement-building workshops at the SOSAD office for a group of Roger Barfield’s friends who were trying to form a community-action group following a protest demonstration at a neighborhood sandwich shop over the murder of one of their friends. With oxygen tubes in his nostrils and a portable oxygen tank by his side, Jimmy spoke for almost an hour on one of his favorite subjects, the need to “think dialectically, rather than biologically.” Recognizing that this was probably one of Jimmy’s last extended speeches, I had the session videotaped by Ron Scott. At the end of this workshop we asked participants to come to the next session prepared to grapple with three questions: What can we do to make our neighborhoods safe? How can we motivate people to transform? How can we create jobs?

Sharon passed around a handout: "Triangle of Self-Actualization" by Abraham Maslow. The levels of human motivation. It resembled the nutrition triangle put out by the FDA, with five horizontal levels of multiple colors. I vaguely remembered it from my one college psychology course in the 1970's. "Very applicable with refugees," Sharon said. "Maslow theorized that one could not move to a higher level until the prior level was satisfied. The first level, the triangle base, is physiological needs. Like food and water. Until a person has enough to eat and drink, that's all one would be concerned with." I'd never experienced not being able to satisfy my thirst or hunger, but it sounded logical that that would be my only concern in such a situation. For the Lost Boys, just getting enough food and water had been a daily struggle. I wondered what kind of impact being stuck at the bottom level for the last fourteen years would have on a person, especially a child and teen. "The second level is safety and security. Home. A sanctuary. A safe place." Like not being shot at or having lions attack you. They hadn't had much of level two, either. Even Kakuma hadn't been safe. A refugee camp couldn't feel like home. "The third level is social. A sense of belonging." Since they'd been together, they must have felt like they belonged, but perhaps not on a larger scale, having been displaced from home and living in someone else's country. "Once a person has food, shelter, family and friends, they can advance to the fourth level, which is ego. Self-esteem." I'd never thought of those things occurring sequentially, but rather simultaneously, as they did in my life. If I understood correctly, working on their self-esteem had not been a large concern to them, if one at all. That was bound to affect them eventually. In what way remained to be seen. They'd been so preoccupied with survival that issues of self-worth might overwhelm them at first. A sure risk for insecurity and depression. The information was fascinating and insightful, although worrisome in terms of Benson, Lino, and Alepho. It also made me wonder about us middle-and upper-class Americans. We seldom worried about food, except for eating too much, and that was not what Maslow had been referring to. Most of us had homes and safety and friends and family. That could mean we were entirely focused on that fourth level: ego. Our efforts to make ourselves seem strong, smart, rich, and beautiful, or young were our own kind of survival skill. Perhaps advancing directly to the fourth level, when the mind was originally engineered for the challenges of basic survival, was why Prozac and Zoloft, both antidepressants, were two of the biggest-selling drugs in America. "The pinnacle of the triangle," Sharon said, "is the fifth level. Self-actualization. A strong and deeply felt belief that as a person one has value in the world. Contentment with who one is rather than what one has. Secure in ones beliefs. Not needing ego boosts from external factors. Having that sense of well-being that does not depend on the approval of others is commonly called happiness." Happiness, hard to define, yet obvious when present. Most of us struggled our entire lives to achieve it, perhaps what had brought some of us to a mentoring class that night.

Growth was so rapid that it took in generations of Westerners, not just Lincoln Steffens. It took in the Central Intelligence Agency of the United States. It even took in the Soviet Union’s own leaders, such as Nikita Khrushchev, who famously boasted in a speech to Western diplomats in 1956 that “we will bury you [the West].” As late as 1977, a leading academic textbook by an English economist argued that Soviet-style economies were superior to capitalist ones in terms of economic growth, providing full employment and price stability and even in producing people with altruistic motivation. Poor old Western capitalism did better only at providing political freedom. Indeed, the most widely used university textbook in economics, written by Nobel Prize–winner Paul Samuelson, repeatedly predicted the coming economic dominance of the Soviet Union. In the 1961 edition, Samuelson predicted that Soviet national income would overtake that of the United States possibly by 1984, but probably by 1997. In the 1980 edition there was little change in the analysis, though the two dates were delayed to 2002 and 2012. Though the policies of Stalin and subsequent Soviet leaders could produce rapid economic growth, they could not do so in a sustained way. By the 1970s, economic growth had all but stopped. The most important lesson is that extractive institutions cannot generate sustained technological change for two reasons: the lack of economic incentives and resistance by the elites. In addition, once all the very inefficiently used resources had been reallocated to industry, there were few economic gains to be had by fiat. Then the Soviet system hit a roadblock, with lack of innovation and poor economic incentives preventing any further progress. The only area in which the Soviets did manage to sustain some innovation was through enormous efforts in military and aerospace technology. As a result they managed to put the first dog, Leika, and the first man, Yuri Gagarin, in space. They also left the world the AK-47 as one of their legacies. Gosplan was the supposedly all-powerful planning agency in charge of the central planning of the Soviet economy. One of the benefits of the sequence of five-year plans written and administered by Gosplan was supposed to have been the long time horizon necessary for rational investment and innovation. In reality, what got implemented in Soviet industry had little to do with the five-year plans, which were frequently revised and rewritten or simply ignored. The development of industry took place on the basis of commands by Stalin and the Politburo, who changed their minds frequently and often completely revised their previous decisions. All plans were labeled “draft” or “preliminary.” Only one copy of a plan labeled “final”—that for light industry in 1939—has ever come to light. Stalin himself said in 1937 that “only bureaucrats can think that planning work ends with the creation of the plan. The creation of the plan is just the beginning. The real direction of the plan develops only after the putting together of the plan.” Stalin wanted to maximize his discretion to reward people or groups who were politically loyal, and punish those who were not. As for Gosplan, its main role was to provide Stalin with information so he could better monitor his friends and enemies. It actually tried to avoid making decisions. If you made a decision that turned out badly, you might get shot. Better to avoid all responsibility. An example of what could happen

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.