Flexibility Best Quotes

I assumed that people weren't doing their best so I judged them and constantly fought being disappointed, which was easier than setting boundaries. Boundaries are hard when you want to be liked and when you are a pleaser hellbent on being easy, fun, and flexible.

Each of us is the best we can be when we are fully present, focused yet relaxed, curious yet non-judgmental, committed yet flexible.

What is needed now is for leaders to become more open, more flexible, less egoistic and less hypocritical. We must loosen our death grip on whatever we believe to be the truth simply because it is how we want the truth to look. We must be honest with ourselves and invite honesty from others.

Misperceiving that there is one correct choice is a common mistake. Coming to understand that there are usually a few good choices--and then there's the one you pick, commit to, and make great--is the best way to make flexible, optimal, good decisions in life.

Friends, personal growth is supposed to be personal. It’s not one size fits all. It has to be customized to you and the way you learn best, or it’s never going to stick. Be strict about your goal but flexible in how you get there.

Isolating oneself into a narrowly defined victim group promotes a view of others as irrelevant at best and dangerous at worst, which eventually only leads to further alienation. Gangs, extremist political parties, and religious cults may provide solace, but they rarely foster the mental flexibility needed to be fully open to what life has to offer and as such cannot liberate their members from their traumas. Well-functioning people are able to accept individual differences and acknowledge the humanity of others.

To survive and flourish in such a world, you will need a lot of mental flexibility and great reserves of emotional balance. You will have to repeatedly let go of some of what you know best, and feel at home with the unknown.

We work best when we allow for flexibility in our habits. Instead of gritting your teeth and forcing your body and mind to work punishing hours and “lean in” until you reach your goals, the counterintuitive solution might be to walk away. Pushing harder isn’t helping us anymore.

If you aim to be the best then it's essential to evolve constantly, learn from past mistakes, look for new opportunities and have the flexibility to implement improved processes and solutions along the way.

First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.

‎Teachers matter. So instead of bashing them, or defending the status quo, let’s offer schools a deal. Give them the resources to keep good teachers on the job, and reward the best ones. In return, grant schools flexibility: To teach with creativity and passion; to stop teaching to the test; and to replace teachers who just aren’t helping kids learn.

The path to the best possible career starts with the Who Model. Stop doing what you love, and start working with great people in a great environment, with a bit of time flexibility. Watch your productivity, creativity, and wellbeing soar.

To survive and flourish in such a world, you will need a lot of mental flexibility and great reserves of emotional balance. You will have to repeatedly let go of some of what you know best, and learn to feel at home with the unknown. Unfortunately, teaching kids to embrace the unknown while maintaining their mental balance is far more difficult than teaching them an equation in physics or the causes of the First World War. You cannot learn resilience by reading a book or listening to a lecture. Teachers themselves usually lack the mental flexibility that the twenty-first century demands, since they themselves are the product of the old educational system.

One of the things people did best at the office was to use flexibility to its last atom.

[The wives of powerful noblemen] must be highly knowledgeable about government, and wise – in fact, far wiser than most other such women in power. The knowledge of a baroness must be so comprehensive that she can understand everything. Of her a philosopher might have said: "No one is wise who does not know some part of everything." Moreover, she must have the courage of a man. This means that she should not be brought up overmuch among women nor should she be indulged in extensive and feminine pampering. Why do I say that? If barons wish to be honoured as they deserve, they spend very little time in their manors and on their own lands. Going to war, attending their prince's court, and traveling are the three primary duties of such a lord. So the lady, his companion, must represent him at home during his absences. Although her husband is served by bailiffs, provosts, rent collectors, and land governors, she must govern them all. To do this according to her right she must conduct herself with such wisdom that she will be both feared and loved. As we have said before, the best possible fear comes from love. When wronged, her men must be able to turn to her for refuge. She must be so skilled and flexible that in each case she can respond suitably. Therefore, she must be knowledgeable in the mores of her locality and instructed in its usages, rights, and customs. She must be a good speaker, proud when pride is needed; circumspect with the scornful, surly, or rebellious; and charitably gentle and humble toward her good, obedient subjects. With the counsellors of her lord and with the advice of elder wise men, she ought to work directly with her people. No one should ever be able to say of her that she acts merely to have her own way. Again, she should have a man's heart. She must know the laws of arms and all things pertaining to warfare, ever prepared to command her men if there is need of it. She has to know both assault and defence tactics to insure that her fortresses are well defended, if she has any expectation of attack or believes she must initiate military action. Testing her men, she will discover their qualities of courage and determination before overly trusting them. She must know the number and strength of her men to gauge accurately her resources, so that she never will have to trust vain or feeble promises. Calculating what force she is capable of providing before her lord arrives with reinforcements, she also must know the financial resources she could call upon to sustain military action. She should avoid oppressing her men, since this is the surest way to incur their hatred. She can best cultivate their loyalty by speaking boldly and consistently to them, according to her council, not giving one reason today and another tomorrow. Speaking words of good courage to her men-at-arms as well as to her other retainers, she will urge them to loyalty and their best efforts.

Action is commonplace, right action is not. As a discipline, it’s not any kind of action that will do, but directed action. Everything must be done in the service of the whole. Step by step, action by action, we’ll dismantle the obstacles in front of us. With persistence and flexibility, we’ll act in the best interest of our goals. Action requires courage, not brashness—creative application and not brute force. Our movements and decisions define us: We must be sure to act with deliberation, boldness, and persistence. Those are the attributes of right and effective action. Nothing else—not thinking or evasion or aid from others. Action is the solution and the cure to our predicaments.

We put terrible pressure on our minds. When we tighten them or harden our views or beliefs, we lose all the softness and flexibility that makes for real shelter, belonging, and protection. Sometimes the best way of caring for your soul is to make flexible again some of the views that harden and crystalize your mind; for these alienate you from your own depth and beauty.

I am what I am.' Never has domination found such an innocent-sounding slogan. The maintenance of the self in a permanent state of deterioration, in a chronic state of near-collapse, is the best-kept secret of the present order of things. The weak, depressed, self-critical, virtual self is essentially that endlessly adaptable subject required by the ceaseless innovation of production, the accelerated obsolescence of technologies, the constant overturning of social norms, and generalized flexibility. It is at the same time the most voracious consumer and, paradoxically, the *most productive self*, the one that will most eagerly and energetically throw itself into the slightest *project*, only to return later to its original larval state.

In the context of novel writing, this means you should lower the bar from “best-seller” to “would not make someone vomit.” Exuberant imperfection encourages you to write uncritically, to experiment, to break your time-honored rules of writing just to see what happens. In a first draft, nothing is permanent, and everything is fixable. So stay loose and flexible, and keep your expectations very, very low.

Many or few alternatives can be at hand. A wise and skilful choice acts from a sincere effort. Solutions and results come from cooperation, hard work and efficiency. With high intention matched with a flexible, patient heart and proficient action gets best quality and value. As for the restless grumbles raving from unconsciousness of complexity of matters, best be brushed off ducking out wisely from discourtesies.

But all the fighting in the world will not help us if we do not also hope. What i'm trying to cultivate is not blind optimism or inane positivity but what the philosopher Jonathan Lear calls radical hope. "What makes this hope radical," Lear writes, "is that it is directed toward a future goodness that transcends the current ability to understand what it is." Radical hope is not so much something you have but something you practice; it demands flexibility, openness, and what Lear describes as "imaginative excellence." Radical hope is our best weapon against despair, even when despair seems justifiable; it makes the survival of the end of your world possible. Only radical hope could have imagined people like us into existence. And I believe that it will help us create a better, more loving future.

Your mind, emotions, and body are tightly intertwined.  What affects one will impact the other.

Simple rules work best when flexibility matters more than consistency.

different books from Amazon to learn about a single topic. Instead, it’s more beneficial to choose one or two of the best books.

The Eye of the Needle

flat feet, gas

By its very nature, strategic thinking requires you to learn to make the best decisions you can as quickly as possible, boosting innovation and flexibility, helping your team adapt to circumstances as they change.

To survive and flourish in such a world, you will need a lot of mental flexibility and great reserves of emotional balance. You will have to repeatedly let go of some of what you know best, and learn to feel at home with the unknown.

For instance, the education system, instead of going by textbook teaching, will promote creative and interactive self-learning—both formal and informal—with a focus on values, merit and quality. Workers, instead of being skilled or semi-skilled, will be knowledgeable, self-empowered and flexibly skilled. Types of work, instead of being structured and hardware driven, will be more flexible and software driven. Management styles will be delegative rather than directive.

To the best of our knowledge, only Sapiens can cooperate in very flexible ways with countless numbers of strangers. This concrete capability – rather than an eternal soul or some unique kind of consciousness – explains our mastery of planet Earth.

A lot of hackers shoot from the hip. It's true that you need to be flexible. But planning and practice will give you the best results. Line up each domino perfectly beforehand so, as soon as you touch the first, the others fall down in exactly the way you want them.

One of the problems with a 529 plan is that you must give up an element of control. The best 529 plans available, and my second choice to an ESA, is a “flexible” plan. This type of plan allows you to move your investment around periodically within a certain family of funds. A family of funds is a brand name of mutual fund. You could pick from virtually any mutual fund in the American Funds Group or Vanguard or Fidelity. You are stuck in one brand, but you can choose the type of fund, the amount in each, and move it around if you want. This is the only type of 529 I recommend.

There'd been no time for her to plead her case. To tell him how she'd be flexible about his schedule and never ask for too much. Neol never gave her the option now he had a warrant and they wanted him for questioning. She'd covered for him the best she could but there were laws requiring his testimony to clear himself.

To start building your remote culture, establish and share some basic rules. The first and most important rule is mutual trust between the company and its workers. The rules after that? As few as possible. Tell your employees they will be treated like adults with the flexibility to get the job done however is best for them.

Historically, precollege education has focused on educating for the known, the tried and true, the established canon. This made very good sense in the many periods and places where most children’s lives were likely to be more or less like their parents’ lives. However, wagering that tomorrow will be pretty much like yesterday does not seem to be a very good bet today. Perhaps we need a different vision of education, a vision that foregrounds educating for the unknown as much as for the known. Perhaps we need a vision of education that’s more “future wise,” reflecting our best guesses about what’s most likely to happen and foregrounding flexible knowledge likely to inform whatever does happen.

This wasn’t because he liked me, I was sure. It had more to do with him banking on what we of wedding age had all become witnesses to—how during these wedding weekends, single women, feeling a little lonely, maybe, or just feeling a little too far from being the bride, found themselves loosening their own rules, opting to be more flexible, more quickly.

to peruse them all. Attempts to read every book, blog post, or article on a single topic are bound to result in failure. This brings us to step 6, which is learning how to filter our resources. In this step, our primary goal is to prune our collection of resources to preserve only the best and avoid being overwhelmed by all the materials we’ve collected.

The best traders aren’t afraid. They aren’t afraid because they have developed attitudes that give them the greatest degree of mental flexibility to flow in and out of trades based on what the market is telling them about the possibilities from its perspective. At the same time, the best traders have developed attitudes that prevent them from getting reckless.

In a self-organized team, individuals take accountability for managing their own workload, shift work among themselves based on need and best fit, and take responsibility for team effectiveness. Team members have considerable leeway in how they deliver results, they are self-disciplined in their accountability for those results, and they work within a flexible framework.

The two board games that best approximate the strategies of war are chess and the Asian game of go. In chess, the board is small. In comparison to go, the attack comes relatively quickly, forcing a decisive battle.... Go is much less formal. It is played on a large grid, with 361 intersections — nearly six times as many positions as in chess.... [A game of go] can last up to three hundred moves. The strategy is more subtle and fluid than chess, developing slowly; the more complex the pattern your stones initially create on the board, the harder it is for your opponent to understand your strategy. Fighting to control a particular area is not worth the trouble: You have to think in larger terms, to be prepared to sacrifice an area in order eventually to dominate the board. What you are after is not an entrenched position but mobility. With mobility you can isolate your opponent in small areas and then encircle them... Chess is linear, position oriented, and aggressive; go is nonlinear and fluid. Aggression is indirect until the end of the game, when the winner can surround the opponents' stones at an accelerated pace.

The obstacle in the path becomes the path. Never forget, within every obstacle is an opportunity to improve our condition. We decide what we will make of each and every situation. Our perceptions are the thing that we're in complete control of. When people panic, they make mistakes.They become unresponsive and stop thinking clearly. They just react. If an emotion can't change the condition or the situation you're dealing with, it is likely an unhelpful emotion. Or, quite possibly, a destructive one. Perspective is everything. That is, when you can break apart something, or look at it from some new angle, it loses its power over you. Focusing exclusively on what is in our power magnifies and enhances our power. But every ounce of energy directed at things we can't actually influence is wasted - self-indulgent and self-destructive. Our best ideas come from where obstacles illuminate new options. Failure puts you in corners you have to think your way out of. It is a source of breakthroughs. True will is quiet humility, resilience and flexibility. The other kind of will is weakness, disguised by bluster and ambition. See which lasts longer under the hardest of obstacles.

If we stopped arguing for one true view and conceded that we had a choice in this matter, we might gain the ability to choose flexibly. We could then more easily choose perspectives that allow us to solve problems we humans care about, problems that require delicate decisions, such as how to best distribute resources in a country, how to provide for and educate a population, and how to improve its intelligence.

what makes a person spend time being sad when they could be happy? [...] a person can cry or laugh. always when you’re crying you could be laughing, you have the choice. crazy people know how to do this best because their minds are loose. so you can take the flexibility your mind is capable of and make it work for you. you decide what you want to do and how you want to spend your time. remember, though, that I think i’m missing some chemicals.

Canada is now the oldest continuous democratic federation in the world, in good part because most of our leaders, and certainly the best ones, have respected most of these written and unwritten rules. Other countries – almost all our allies and friends – have suffered civil wars, coups, dictatorships, sharp breaks, because they could not maintain the flexibility and respect for the Other that these rules, in particular the unwritten rules, create.

I am what I am.' Never has domination found such an innocent-sounding slogan. The maintenance of the self in a permanent state of deterioration, in a chronic state of near-collapse, is the best-kept secret of the present order of things. The weak, depressed, self-critical, virtual self is essentially that endlessly adaptable subject required by the ceaseless innovation of production, the accelerated obsolescence of technologies, the constant overturning of social norms, and generalized flexibility.

Many employers will attempt to ignore these best practices. The most shortsighted will resist change completely, forcing employees back into the office full-time. But many others, perhaps feeling the competitive pressure, will begrudgingly allow for some remote or hybrid work. They will likely frame flexibility much as they have before: as a benevolent corporate perk or, worse yet, as an opportunity only available to those who’ve earned the privilege, suggesting that it could be revoked at any time.

The essence of my case is this: given the fast pace of modern life, most of us tend to react too quickly. We don’t, or can’t, take enough time to think about the increasingly complex timing challenges we face. Technology surrounds us, speeding us up. We feel its crush every day, both at work and at home. Yet the best time managers are comfortable pausing for as long as necessary before they act, even in the face of the most pressing decisions. Some seem to slow down time. For good decision-makers, time is more flexible than a metronome or atomic clock.

In the face of the world's harshness and danger, organisms of any kind develop protection — a coat of armor, a rigid system, a comforting ritual. For the short term, it may work, but for the long term it spells disaster. People weighed down by a system and inflexible ways of doing things cannot move fast, cannot sense or adapt to change. They lumber around more and more slowly until they go the way of the brontosaurus. Learn to move fast and adapt or you will be eaten. The best way to avoid this fate is to assume formlessness. No predator alive can attack what it cannot see.

That day in camp, Loreda learned the flexibility of time. Until today, it had always seemed fundamental, reliable. Even in the midst of heartbreak - losing her father and her best friend, and Ant's illness - time had soothed with its consistency. Time heals all wounds, people told her, underscoring its essential kindness. She knew in fact that some wounds deepened over time instead of lessened; still, she'd relied on time's constancy. The sun rose and the sun fell everyday; in between there were chores and meals and markets, a schedule of daily life. Here, hobbled by misery, time crawled forward.

To my dying day I shall be grateful to Scaurus for having set me early to the study of Greek. I was still a child when for the first time I tried to trace on my tablets those characters of an unknown alphabet: here was a new world and the beginning of my great travels, and also the feeling of a choice as deliberate, but at the same time as involuntary, as that of love. I have loved the language for its flexibility, like that of a supple, perfect body, and for the richness of its vocabulary, in which every word bespeaks direct and varied contact with reality: and because almost everything that men have said best has been said in Greek.

To survive and flourish in such a world, you will need a lot of mental flexibility and great reserves of emotional balance. You will have to repeatedly let go of some of what you know best, and feel at home with the unknown. Unfortunately, teaching kids to embrace the unknown and to keep their mental balance is far more difficult than teaching them an equation in physics or the causes of the First World War. You cannot learn resilience by reading a book or listening to a lecture. The teachers themselves usually lack the mental flexibility that the twenty-first century demands, for they themselves are the product of the old educational system.

Why would we have evolved this way? The most probable answer is that an organism that responds quickly to fast-changing social environments will more likely survive them. That organism won’t have to wait around, as it were, for better genes to evolve on the species level. Immunologists discovered something similar twenty-five years ago: adapting to new pathogens the old-fashioned way—waiting for natural selection to favor genes that create resistance to specific pathogens—would happen too slowly to counter the rapidly changing pathogen environment. Instead, the immune system uses networks of genes that can respond quickly and flexibly to new threats.

WHAT IS ACTION? Action is commonplace, right action is not. As a discipline, it’s not any kind of action that will do, but directed action. Everything must be done in the service of the whole. Step by step, action by action, we’ll dismantle the obstacles in front of us. With persistence and flexibility, we’ll act in the best interest of our goals. Action requires courage, not brashness—creative application and not brute force. Our movements and decisions define us: We must be sure to act with deliberation, boldness, and persistence. Those are the attributes of right and effective action. Nothing else—not thinking or evasion or aid from others. Action is the solution and the cure to our predicaments.

Spiritual disciplines more easily introduced into daily activities ▪   School calendar formulated to dates that work best for our family’s needs ▪   Free time in our days for relaxation, family fun and bonding (instead of time spent driving from school to school) ▪   Strong parent-child bonds and sibling-to-sibling bonds more easily developed ▪   Removal from negative influences and peer pressure during the early impressionable years ▪   Difficult subjects discussed at the appropriate age for each individual child ▪   Difficult subject matter presented from a biblical worldview and within the context of our strong parent-child bond. ▪   Real world learning incorporated into lesson plans and practiced in daily routines ▪   Field trips and “outside the book” learning available as we see fit What We Hope to Give Our Kids: ▪   A close relationship with Christ and a complete picture of what it means to be a Christ-follower ▪   A strong moral character rooted in biblical integrity, perseverance and humility ▪   A direction and purpose for where God has called them in life ▪   A deep relationship and connection with us, their parents ▪   Rich, ever-growing relationships with their siblings ▪   Real-world knowledge in everything from how to cook and do laundry to how to resolve conflicts and work with those that are “different” from them ▪   A comprehensive, well-rounded education in the traditional school subjects

More than 754,000 Danes aged between fifteen and sixty-four—over 20 percent of the working population—do no work whatsoever and are supported by generous unemployment or disability benefits. The New York Times has called Denmark “The best place on earth to be laid off,” with unemployment benefits of up to 90 percent of previous wages for up to two years (until recent reforms, it was eleven years). The Danes call their system flexicurity, a neologism blending the flexibility Danish companies enjoy to fire people with short notice and little compensation (compared with Sweden, where jobs can still be for life) with the security the labor market enjoys knowing that there will be ample support in times of unemployment

Siddhartha said nothing, and they played the game of love, one of the thirty or forty different games Kamala knew. Her body was flexible like that of a jaguar and like the bow of a hunter; he who had learned from her how to make love, was knowledgeable of many forms of lust, many secrets. For a long time, she played with Siddhartha, enticed him, rejected him, forced him, embraced him: enjoyed his masterful skills, until he was defeated and rested exhausted by her side. The courtesan bent over him, took a long look at his face, at his eyes, which had grown tired. “You are the best lover,” she said thoughtfully, “I ever saw. You’re stronger than others, more supple, more willing. You’ve learned my art well, Siddhartha.

It was a true stroke of genius to measure suffering by degrees, to assign different categories and limits. Some say that pain lasts forever and never runs out; but I believe that past the 10th degree of my scale, all that’s left is the memory of pain, hurting only in recollection. At the beginning of my training I believed it was best to ascend the scale gradually. Very quickly I found this to be a poor experience. The knowledge and perfection of pain requires flexibility, a wise application of its categories and nuances, and an arbitrary rehearsal of its degrees. To move with ease from the 3rd to the 8th degree, from the 4th to the 1st, from the 2nd to the 7th, and then run through them in rigorous ascending and descending order . . . I hate to interrupt this interesting explanation, but there’s water beneath my feet.

Which solution you choose will be critically important to the direction of your life. The worst path you can take is the first. Denial can only lead to your constantly banging up against your weaknesses, having pain, and not getting anywhere. The second—accepting your weaknesses while trying to turn them into strengths—is probably the best path if it works. But some things you will never be good at and it takes a lot of time and effort to change. The best single clue as to whether you should go down this path is whether the thing you are trying to do is consistent with your nature (i.e., your natural abilities). The third path—accepting your weaknesses while trying to find ways around them—is the easiest and typically the most viable path, yet it is the one least followed. The fourth path, changing what you are going after, is also a great path, though it requires flexibility on your part to get past your preconceptions and enjoy the good fit when you find it.

Louis van Gaal is generally considered the creator of a football system or machine. It might be more accurate to describe him as the originator of a new process for playing the game. His underlying tactical principles were much as those of Michels and Cruyff: relentless attack; pressing and squeezing space to make the pitch small in order to win the ball; spreading play and expanding the field in possession. By the 1990s, though, footballers had become stronger, faster and better organised than ever before. Van Gaal saw the need for a new dimension. ‘With space so congested, the most important thing is ball circulation,’ he declared. ‘The team that plays the quickest football is the best.’ His team aimed for total control of the game, maintaining the ball ‘in construction’, as he calls it, and passing and running constantly with speed and precision. Totaalvoetbal-style position switching was out, but players still had to be flexible and adaptable. Opponents were not seen as foes to be fought and beaten in battle; rather as posing a problem that had to be solved. Ajax players were required to be flexible and smart – as they ‘circulated’ the ball, the space on the field was constantly reorganised until gaps opened in the opponents’ defence.

Spot Rumination Triggered by Emails Email is a common trigger for rumination. Text messages, Facebook comments, and tweets can be too. All the nonverbal cues, and many of the context cues, are stripped out of this type of communication. The asynchronized nature of email often adds to the issue. For example, does a slow reply to an email mean the person is disinterested? Or might it mean something else? Is the person busy? A habitual slow replier? Waiting on some information before coming back to you with a reply? Still thinking about what you’ve said? Is the person disorganized and got distracted? Not checking messages? Did your message go to spam? If you get caught in email-induced rumination, recognize if you’re jumping to any negative conclusions about why the person hasn’t responded and try coming up with alternative explanations that are plausible. Use the next experiment as a guide. Remember that slowing your breathing will always help you think more clearly and flexibly, so do this too. Experiment: Can you recall a time when a nontimely response to an email set off rumination for you? What was (1) your worst-case scenario prediction for the person’s lack of response, (2) the best-case scenario, and (3) the most likely scenario? If you struggle to think of an answer for “most likely,” pick something that falls in the middle, between your answers for the best- and worst-case scenarios. In the email incident you just recalled, did you ever find out what the reason for the slow response was? Often you won’t find out the reasons for other people’s actions, which is part of why this type of rumination tends to be so futile.

crucial that we acknowledge two cardinal truths. First, whining and complaining about unfavorable conditions does nothing to resolve them. Second, it can too easily introduce a host of negative emotions that result in further despair and disappointment. Maintaining a positive mindset is pivotal to facing adversity with courage. Each morning, reflect on things that have gone right for you. Each afternoon, think about everything you have for which to be thankful. Each evening, before you go to bed, contemplate the small victories you enjoyed throughout the day. Practice gratitude daily. Habit #5: Build a tolerance for change. Mental toughness requires that you be flexible to your circumstances. When things go wrong, you must be able to adapt in order to act with purpose. Most of us dread change. We enjoy predictability because it reduces uncertainty. Fear of uncertainty is one of the chief impediments to taking purposeful action. Building this habit entails leaving your comfort zone. It calls for actively seeking changes that you can incorporate into your life. The upside is that doing so will desensitize you to changing circumstances, increasing your tolerance for them. As your tolerance increases, your fear will naturally erode. The great thing about habit development is that you can advance at your own pace. Again, it’s best to start with small steps and progress slowly. But each of us is different with regard to what “small” and “slowly” mean. Design a plan that aligns with your existing routines and caters to your available time, attention, and energy. EXERCISE #6 Write down three habits you’d like to develop. Next to each one, write down

Over those 20,000 years humankind moved from hunting mammoth with stone-tipped spears to exploring the solar system with spaceships not thanks to the evolution of more dexterous hands or bigger brains (our brains today seem actually to be smaller). 17 Instead, the crucial factor in our conquest of the world was our ability to connect many humans to one another. 18 Humans nowadays completely dominate the planet not because the individual human is far smarter and more nimble-fingered than the individual chimp or wolf, but because Homo sapiens is the only species on earth capable of co-operating flexibly in large numbers. Intelligence and toolmaking were obviously very important as well. But if humans had not learned to cooperate flexibly in large numbers, our crafty brains and deft hands would still be splitting flint stones rather than uranium atoms. If cooperation is the key, how come the ants and bees did not beat us to the nuclear bomb even though they learned to cooperate en masse millions of years before us? Because their cooperation lacks flexibility. Bees cooperate in very sophisticated ways, but they cannot reinvent their social system overnight. If a hive faces a new threat or a new opportunity, the bees cannot, for example, guillotine the queen and establish a republic. Social mammals such as elephants and chimpanzees cooperate far more flexibly than bees, but they do so only with small numbers of friends and family members. Their cooperation is based on personal acquaintance. If I am a chimpanzee and you are a chimpanzee and I want to cooperate with you, I must know you personally: what kind of chimp are you? Are you a nice chimp? Are you an evil chimp? How can I cooperate with you if I don’t know you? To the best of our knowledge, only Sapiens can cooperate in very flexible ways with countless numbers of strangers. This concrete capability–rather than an eternal soul or some unique kind of consciousness–explains our mastery of planet Earth.

Over those 20,000 years humankind moved from hunting mammoth with stone-tipped spears to exploring the solar system with spaceships not thanks to the evolution of more dexterous hands or bigger brains (our brains today seem actually to be smaller).17 Instead, the crucial factor in our conquest of the world was our ability to connect many humans to one another.18 Humans nowadays completely dominate the planet not because the individual human is far smarter and more nimble-fingered than the individual chimp or wolf, but because Homo sapiens is the only species on earth capable of co-operating flexibly in large numbers. Intelligence and toolmaking were obviously very important as well. But if humans had not learned to cooperate flexibly in large numbers, our crafty brains and deft hands would still be splitting flint stones rather than uranium atoms. If cooperation is the key, how come the ants and bees did not beat us to the nuclear bomb even though they learned to cooperate en masse millions of years before us? Because their cooperation lacks flexibility. Bees cooperate in very sophisticated ways, but they cannot reinvent their social system overnight. If a hive faces a new threat or a new opportunity, the bees cannot, for example, guillotine the queen and establish a republic. Social mammals such as elephants and chimpanzees cooperate far more flexibly than bees, but they do so only with small numbers of friends and family members. Their cooperation is based on personal acquaintance. If I am a chimpanzee and you are a chimpanzee and I want to cooperate with you, I must know you personally: what kind of chimp are you? Are you a nice chimp? Are you an evil chimp? How can I cooperate with you if I don’t know you? To the best of our knowledge, only Sapiens can cooperate in very flexible ways with countless numbers of strangers. This concrete capability – rather than an eternal soul or some unique kind of consciousness – explains our mastery of planet Earth. Long

Finally, you need to also refine or cultivate those traits that go into a strong character—resilience under pressure, attention to detail, the ability to complete things, to work with a team, to be tolerant of people’s differences. The only way to do so is to work on your habits, which go into the slow formation of your character. For instance, you train yourself to not react in the moment by repeatedly placing yourself in stressful or adverse situations in order to get used to them. In boring everyday tasks, you cultivate greater patience and attention to detail. You deliberately take on tasks slightly above your level. In completing them, you have to work harder, helping you establish more discipline and better work habits. You train yourself to continually think of what is best for the team. You also search out others who display a strong character and associate with them as much as possible. In this way you can assimilate their energy and their habits. And to develop some flexibility in your character, always a sign of strength, you occasionally shake yourself up, trying out some new strategy or way of thinking, doing the opposite of what you would normally do. With such work you will no longer be a slave to the character created by your earliest years and the compulsive behavior it leads to. Even further, you can now actively shape your very character and the fate that goes with it. In anything, it is a mistake to think one can perform an action or behave in a certain way once and no more. (The mistake of those who say: “Let us slave away and save every penny till we are thirty, then we will enjoy ourselves.” At thirty they will have a bent for avarice and hard work, and will never enjoy themselves any more . . . .) What one does, one will do again, indeed has probably already done in the distant past. The agonizing thing in life is that it is our own decisions that throw us into this rut, under the wheels that crush us. (The truth is that, even before making those decisions, we were going in that direction.) A decision, an action, are infallible omens of what we shall do another time, not for any vague, mystic, astrological reason but because they result from an automatic reaction that will repeat itself. —Cesare Pavese

As strangeness becomes the new normal, your past experiences, as well as the past experiences of the whole of humanity, will become less reliable guides. Humans as individuals and humankind as a whole will increasingly have to deal with things nobody ever encountered before, such as super-intelligent machines, engineered bodies, algorithms that can manipulate your emotions with uncanny precision, rapid man-made climate cataclysms and the need to change your profession every decade. What is the right thing to do when confronting a completely unprecedented situation? How should you act when you are flooded by enormous amounts of information and there is absolutely no way you can absorb and analyse it all? How to live in a world where profound uncertainty is not a bug, but a feature? To survive and flourish in such a world, you will need a lot of mental flexibility and great reserves of emotional balance. You will have to repeatedly let go of some of what you know best, and feel at home with the unknown. Unfortunately, teaching kids to embrace the unknown and to keep their mental balance is far more difficult than teaching them an equation in physics or the causes of the First World War. You cannot learn resilience by reading a book or listening to a lecture. The teachers themselves usually lack the mental flexibility that the twenty-first century demands, for they themselves are the product of the old educational system. The Industrial Revolution has bequeathed us the production-line theory of education. In the middle of town there is a large concrete building divided into many identical rooms, each room equipped with rows of desks and chairs. At the sound of a bell, you go to one of these rooms together with thirty other kids who were all born the same year as you. Every hour some grown-up walks in, and starts talking. They are all paid to do so by the government. One of them tells you about the shape of the earth, another tells you about the human past, and a third tells you about the human body. It is easy to laugh at this model, and almost everybody agrees that no matter its past achievements, it is now bankrupt. But so far we haven’t created a viable alternative. Certainly not a scaleable alternative that can be implemented in rural Mexico rather than just in upmarket California suburbs.

I WANT TO end this list by talking a little more about the founding of Pixar University and Elyse Klaidman’s mind-expanding drawing classes in particular. Those first classes were such a success—of the 120 people who worked at Pixar then, 100 enrolled—that we gradually began expanding P.U.’s curriculum. Sculpting, painting, acting, meditation, belly dancing, live-action filmmaking, computer programming, design and color theory, ballet—over the years, we have offered free classes in all of them. This meant spending not only the time to find the best outside teachers but also the real cost of freeing people up during their workday to take the classes. So what exactly was Pixar getting out of all of this? It wasn’t that the class material directly enhanced our employees’ job performance. Instead, there was something about an apprentice lighting technician sitting alongside an experienced animator, who in turn was sitting next to someone who worked in legal or accounting or security—that proved immensely valuable. In the classroom setting, people interacted in a way they didn’t in the workplace. They felt free to be goofy, relaxed, open, vulnerable. Hierarchy did not apply, and as a result, communication thrived. Simply by providing an excuse for us all to toil side by side, humbled by the challenge of sketching a self-portrait or writing computer code or taming a lump of clay, P.U. changed the culture for the better. It taught everyone at Pixar, no matter their title, to respect the work that their colleagues did. And it made us all beginners again. Creativity involves missteps and imperfections. I wanted our people to get comfortable with that idea—that both the organization and its members should be willing, at times, to operate on the edge. I can understand that the leaders of many companies might wonder whether or not such classes would truly be useful, worth the expense. And I’ll admit that these social interactions I describe were an unexpected benefit. But the purpose of P.U. was never to turn programmers into artists or artists into belly dancers. Instead, it was to send a signal about how important it is for every one of us to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before. That’s what P.U. lets our people do, and I believe it makes us stronger.

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.

MY PROCESS I got bullied quite a bit as a kid, so I learned how to take a punch and how to put up a good fight. God used that. I am not afraid of spiritual “violence” or of facing spiritual fights. My Dad was drafted during Vietnam and I grew up an Army brat, moving around frequently. God used that. I am very spiritually mobile, adaptable, and flexible. My parents used to hand me a Bible and make me go look up what I did wrong. God used that, as well. I knew the Word before I knew the Lord, so studying Scripture is not intimidating to me. I was admitted into a learning enrichment program in junior high. They taught me critical thinking skills, logic, and Greek Mythology. God used that, too. In seventh grade I was in school band and choir. God used that. At 14, before I even got saved, a youth pastor at my parents’ church taught me to play guitar. God used that. My best buddies in school were a druggie, a Jewish kid, and an Irish soccer player. God used that. I broke my back my senior year and had to take theatre instead of wrestling. God used that. I used to sleep on the couch outside of the Dean’s office between classes. God used that. My parents sent me to a Christian college for a semester in hopes of getting me saved. God used that. I majored in art, advertising, astronomy, pre-med, and finally English. God used all of that. I made a woman I loved get an abortion. God used (and redeemed) that. I got my teaching certification. I got plugged into a group of sincere Christian young adults. I took courses for ministry credentials. I worked as an autism therapist. I taught emotionally disabled kids. And God used each of those things. I married a pastor’s daughter. God really used that. Are you getting the picture? San Antonio led me to Houston, Houston led me to El Paso, El Paso led me to Fort Leonard Wood, Fort Leonard Wood led me back to San Antonio, which led me to Austin, then to Kentucky, then to Belton, then to Maryland, to Pennsylvania, to Dallas, to Alabama, which led me to Fort Worth. With thousands of smaller journeys in between. The reason that I am able to do the things that I do today is because of the process that God walked me through yesterday. Our lives are cumulative. No day stands alone. Each builds upon the foundation of the last—just like a stairway, each layer bringing us closer to Him. God uses each experience, each lesson, each relationship, even our traumas and tragedies as steps in the process of becoming the people He made us to be. They are steps in the process of achieving the destinies that He has encoded into the weave of each of our lives. We are journeymen, finding the way home. What is the value of the journey? If the journey makes us who we are, then the journey is priceless.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

There is an art to the business of making sandwiches which it is given to few ever to find the time to explore in depth. It is a simple task, but the opportunities for satisfaction are many and profound: choosing the right bread for instance. The Sandwich Maker had spent many months in daily consultation and experiment with Grarp the baker and eventually they had between them created a loaf of exactly the consistency that was dense enough to slice thinly and neatly, while still being light, moist and having that fine nutty flavour which best enhanced the savour of roast Perfectly Normal Beast flesh. There was also the geometry of the slice to be refined: the precise relationships between the width and height of the slice and also its thickness which would give the proper sense of bulk and weight to the finished sandwich: here again, lightness was a virtue, but so too were firmness, generosity and that promise of succulence and savour that is the hallmark of a truly intense sandwich experience. The proper tools, of course, were crucial, and many were the days that the Sandwich Maker, when not engaged with the Baker at his oven, would spend with Strinder the Tool Maker, weighing and balancing knives, taking them to the forge and back again. Suppleness, strength, keenness of edge, length and balance were all enthusiastically debated, theories put forward, tested, refined, and many was the evening when the Sandwich Maker and the Tool Maker could be seen silhouetted against the light of the setting sun and the Tool Maker’s forge making slow sweeping movements through the air trying one knife after another, comparing the weight of this one with the balance of another, the suppleness of a third and the handle binding of a fourth. Three knives altogether were required. First there was the knife for the slicing of the bread: a firm, authoritative blade which imposed a clear and defining will on a loaf. Then there was the butter-spreading knife, which was a whippy little number but still with a firm backbone to it. Early versions had been a little too whippy, but now the combination of flexibility with a core of strength was exactly right to achieve the maximum smoothness and grace of spread. The chief amongst the knives, of course, was the carving knife. This was the knife that would not merely impose its will on the medium through which it moved, as did the bread knife; it must work with it, be guided by the grain of the meat, to achieve slices of the most exquisite consistency and translucency, that would slide away in filmy folds from the main hunk of meat. The Sandwich Maker would then flip each sheet with a smooth flick of the wrist on to the beautifully proportioned lower bread slice, trim it with four deft strokes and then at last perform the magic that the children of the village so longed to gather round and watch with rapt attention and wonder. With just four more dexterous flips of the knife he would assemble the trimmings into a perfectly fitting jigsaw of pieces on top of the primary slice. For every sandwich the size and shape of the trimmings were different, but the Sandwich Maker would always effortlessly and without hesitation assemble them into a pattern which fitted perfectly. A second layer of meat and a second layer of trimmings, and the main act of creation would be accomplished.

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.

A team functions best when boundaries are respected and people are given the flexibility to operate in their spiritual gifting.

Reclaimed Wood Furniture then, you have come to the right place as we offer the widest and the most favored range of furniture, each piece of which is the statement of pure Lavishness, Class and Elegance, offered at the most competitive and inexpensive prices. Antique Rustic's customer satisfaction has been off the charts since its beginning and the sole reason for achieving this reputation is its best-in-class Quality of products, Time Punctuality and its Commitment towards perfection. Our firm is a Client-Centered firm whose sole motto is that “One Satisfied customer would be our repeated customer”. CUSTOMIZATION As the Customer Is King, We do not leave any stone unturned in satisfying our customers and thus we offer them the flexibility to design their own Bespoke Reclaimed Wood Furniture which means you can hand us over your specifications for the furniture you want to get and we will be glad to make your dream come true. We proud ourselves on bringing smiles on our customers' faces when we hand over the Furniture that they design for themselves with Guaranteed Delivery within 7 Days(Excluding Handling Time which may vary for different categories). PRODUCT POLICY The product shown in the image is a reference product and the new manufactured product can look different from the one shown in the image due to various factors like lighting, manual Please note that in case of Solid Wood products, slight grains would be visible. There may be a slight variation in finish between the actual product and the 3-D designs which are being displayed on our store.antiquerustic.com

Focusing on a shared history of trauma and victimization alleviates their searing sense of isolation, but usually at the price of having to deny their individual differences: Members can belong only if they conform to the common code. Isolating oneself into a narrowly defined victim group promotes a view of others as irrelevant at best and dangerous at worst, which eventually only leads to further alienation. Gangs, extremist political parties, and religious cults may provide solace, but they rarely foster the mental flexibility needed to be fully open to what life has to offer and as such cannot liberate their members from their traumas. Well-functioning people are able to accept individual differences and acknowledge the humanity of others.

I mean, seriously, dude,” he said, “I allow flexible hours, but this eleven thirty shit has to stop. It makes me look bad to my boss when he sees you rolling in so late.” “I’m sorry,” I said. I didn’t know how to explain that I had willfully and radically rearranged my priorities and, as a consequence, no longer gave a damn about work. Sure, I was willing to maintain my Business-Man persona, but only in ways that suited me as a family man. “I’ll try to work it out so I get in sooner.” “Don’t try, idiot. Do. Ten o’clock. That’s the latest I want you coming in.” “Ten o’clock . . .” I shook my head and let out a long, contemplative sigh. I did the math, working backward from ten o’clock: Leave the house by nine. Kids over to Mary’s at eight thirty, which gives me only thirty minutes to eat, shower, and get dressed. That won’t work. The alternative is waking up earlier, like around six. No fucking way. “I don’t know if that’s going to work.” He laughed. “Ten o’clock. Make it happen.” I knew I couldn’t give him a plausible explanation for my eleven thirty start time. No one in the chain of command above me at work would care about my Best Practices. So, in the end, I lied. “Ten o’clock it is.

Barbara Fredrickson from the University of North Carolina, along with other researchers who study the impact of positive emotions, have found that happiness brings out our best potential in four concrete ways.5 Intellectually. Positive emotions help you learn faster, think more creatively, and resolve challenging situations. For example, Mark Beeman at Northwestern University has shown that people have an easier time solving a puzzle after watching a short comedy clip. Fun, by easing tension and activating pleasure centers in the brain, helps spark neuronal connections that facilitate greater mental flexibility and creativity.6 It’s no surprise then that multiple studies have shown that happiness makes people 12 percent more productive.7

What do citizens expect of government agencies entrusted with crime control, risk control, or other harm reduction duties? The public does not expect that governments will be able to prevent all crimes or contain all harms. But they do expect government agencies to provide the best protection possible, and at a reasonable price, by being:           Vigilant, so they can spot emerging threats early, pick up on precursors and warning signs, use their imaginations to work out what could happen, use their intelligence systems to discover what others are planning, and do all this before much harm is done.           Nimble, flexible enough to organize themselves quickly and appropriately around each emerging crime pattern rather than being locked into routines and processes designed for traditional issues.           Skillful, masters of the entire intervention tool kit, experienced (as craftsmen) in picking the best tools for each task, and adept at inventing new approaches when existing methods turn out to be irrelevant or insufficient to suppress an emerging threat.8 Real success in crime control—spotting emerging crime problems early and suppressing them before they do much harm—would not produce substantial year-to-year reductions in crime figures, because genuine and substantial reductions are available only when crime problems have first grown out of control. Neither would best practices produce enormous numbers of arrests, coercive interventions, or any other specific activity, because skill demands economy in the use of force and financial resources and rests on artful and well-tailored responses rather than extensive and costly campaigns. Ironically, therefore, the two classes of metrics that still seem to wield the most influence in many departments—crime reduction and enforcement productivity—would utterly fail to reflect the very best performance in crime control. Further, we must take seriously the fact that other important duties of the police will never be captured through crime statistics or in measures of enforcement output. As NYPD Assistant Commissioner Ronald J. Wilhelmy wrote in a November 2013 internal NYPD strategy document:

Finally, every society develops a system of aesthetic standards that get manifested in everything from decorative art, music, and dance to the architecture and planning of buildings and communities. There are many different ways we could examine artistic systems. One way of thinking about it is to observe the degree to which a society's aesthetics reflect clear lines and solid boundaries versus fluid ones. Many Western cultures favor clean, tight boundaries whereas many Eastern cultures prefer more fluid, indiscriminate lines. In most Western homes, kitchen drawers are organized so that forks are with forks and knives are with knives. The walls of a room are usually uniform in color, and when a creative shift in color does occur, it usually happens at a corner or along a straight line midway down the wall. Pictures are framed with straight edges, molding covers up seams in the wall, and lawns are edged to form a clear line between the sidewalk and the lawn. Why? Because we view life in terms of classifications, categories, and taxonomies. And cleanliness itself is largely defined by the degree of order that exists. It has little to do with sanitation and far more to do with whether things appear to be in their proper place. Maintaining boundaries is essential in the Western world; otherwise categories begin to disintegrate and chaos sets in.13 Most Americans want dandelion-free lawns and roads with clear lanes prescribing where to drive and where not to drive. Men wear ties to cover the adjoining fabric on the shirts that they put on before going to the symphony, where they listen to classical music based on a scale with seven notes and five half steps. Each note has a fixed pitch, defined in terms of the lengths of the sound waves it produces.14 A good performance occurs when the musicians hit the notes precisely. In contrast, many Eastern cultures have little concern in everyday life for sharp boundaries and uniform categories. Different colors of paint may be used at various places on the same wall. And the paint may well “spill” over onto the window glass and ceiling. Meals are a fascinating array of ingredients where food is best enjoyed when mixed together on your plate. Roads and driving patterns are flexible. The lanes ebb and flow as needed depending on the volume of traffic. In a place like Cambodia or Nigeria, the road space is available for whichever direction a vehicle needs it most, whatever the time of day. And people often meander along the road in their vehicles the same way they walk along a path. There are many other ways aesthetics between one place and another could be contrasted. But the important point is some basic understanding of how cultures differ within the realm of aesthetics. Soak in the local art of a place and chalk it up to informing your strategy for international business.

Their best chance for a happy adulthood lies in discovering and nurturing their strengths, cultivating flexibility in the face of obstacles, and developing the tools to forge lasting relationships. Following

Most people aren’t lucky enough to have a flexible schedule. I didn’t have one either for the first sixteen years of my corporate life. So I did the next best thing by going to bed early and getting up at 4:00 A.M. to do my creative side projects. One of those projects became the sketches for Dilbert. You might not think you’re an early-morning person. I didn’t think I was either. But once you get used to it, you might never want to go back. You can accomplish more by the time other people wake up than most people accomplish all day.

Although pundits and politicians, usually male, often claim that motherhood is the most important and difficult work of all, women who take time out of the workforce pay a big career penalty. Only 74 percent of professional women will rejoin the workforce in any capacity, and only 40 percent will return to full-time jobs.14 Those who do rejoin will often see their earnings decrease dramatically. Controlling for education and hours worked, women’s average annual earnings decrease by 20 percent if they are out of the workforce for just one year.15 Average annual earnings decline by 30 percent after two to three years,16 which is the average amount of time that professional women off-ramp from the workforce.17 If society truly valued the work of caring for children, companies and institutions would find ways to reduce these steep penalties and help parents combine career and family responsibilities. All too often rigid work schedules, lack of paid family leave, and expensive or undependable child care derail women’s best efforts. Governmental and company policies such as paid personal time off, affordable high-quality child care, and flexible work practices would serve families, and society, well.

10 Best Weight Loss Exercises The best exercises to lose weight in the gym are aerobics, for example: 1. Hiit Training The hit workout burns about 400 calories per hour and consists of a set of high intensity workouts that eliminate localized fat in just 30 minutes per day in a faster and fun way. The exercises are performed intensively to raise your heart rate a lot and so it is more suitable for those who already practice some kind of physical activity, although there are beginner hit exercises, but they consist of a series of exercises 'easier'. 2. Cross fit Training Cross fit training is also quite intense and burns about 700 calories per hour, however, this type of workout is quite different from the bodybuilding workout that people are more accustomed to seeing in gyms. Different weights are used, ropes, tires and often the exercises are performed, outside the gym, outdoors. 3. Dance Classes Dancing is a great way to strengthen muscles and burn some calories, 1 hour of ballroom dancing burns approximately 300 calories, and the person still increases flexibility and has fun, having a greater contact with other students. In this type of activity besides cardio respiratory benefits, and to lose weight, it is still possible to promote socialization. The university is a very lively type of dance, where you can burn about 400 calories per hour, in a fun way. In the buzz you can burn up to 800 kcal per hour. 5. Muay Thai Muay Thai is a type of intense martial art, where you can burn about 700 calories per hour. The workouts are very intense and also strengthen the muscles, as well as help increase self-esteem and self-defense. 6. Spinning The spinning classes are done in different intensities, but always on top of a bicycle, in a classroom with at least 5 bikes. The classes are very intense and promote the burning of about 600 calories per hour, and still strengthens the legs very much, being great to burn the fat of the legs and strengthen the thighs. 7. Swimming A swimming lesson can burn up to 400 calories per hour as long as the student does not slow down and keeps moving. Although the strokes are not too strong to reach the other side of the pool faster, it takes a constant effort, with few stops. When the goal is to lose weight, one should not only reach the other side of the pool, it is necessary to maintain a constant and strong rhythm, that is, one can cross the swimming pool crawl and turn back, for example, as a form of 'rest' . 8. Hydrogeology Water aerobics is also great for slimming, but to burn about 500 calories per hour you should always keep moving, enough to keep your breath away. As the water relaxes the tendency is to slow down, but if you want to lose weight, the ideal is to be in a group with this same purpose, because doing exercises at a pace for the elderly to stay healthy may not be enough to burn fat. 9. Race The workouts are excellent to burn fat, being possible to burn about 600 to 700 calories per hour, provided that a good pace is respected, without pauses, and with an effort able to leave the person breathless, unable to talk during the race . You can start at a slower pace, on the treadmill or outdoors, but each week you must increase the intensity to achieve better goals. Here's how to start running to lose weight. 10. Body pump Body pump classes are a great way to burn fat because it burns about 500 calories per hour. This is a class made with weights and step, which strengthens the muscles, working the main muscle groups. These are some examples of exercises that help you to lose weight fast, but that should be performed under professional guidance, to be performed correctly and to avoid injuries to muscles and joints.

The maintenance of the self in a permanent state of deterioration, in a chronic state of near-collapse, is the best-kept secret of the present order of things. The weak, depressed, self-critical, virtual self is essentially that endlessly adaptable subject required by the ceaseless innovation of production, the accelerated obsolescence of technologies, the constant overturning of social norms, and generalized flexibility.

One of the best things you can do for a relationship is become the best and most complete YOU that you can possibly be. Second best thing? Unconditionally love and support your friend/partner/child/spouse in prioritizing the same work in their own life—but not necessarily in the same way.⁣

The best method of acquiring flexibility is to have three or four plans for all the probable contingencies, all worked out with the utmost detail. Then it is much easier to switch from one to the other as and where the cat jumps.

Radiant self-confidence is a big part of Frenchwomen's success. But perhaps what many of us don't realize is that pragmatism is also a crucial factor. Frenchwomen of a certain age are realists; realism is at the heart of all of their choices and actions. They accept that life is unpredictable, which makes it rife with both possibility and peril. It's best to be prepared at all times, inside and out. Their pragmatic nature makes them resilient on the one hand and flexible on the other. Growing older is not without obstacles, but Frenchwomen expect obstacles. Happily ever after does not exist in the real world, but beauty, substance, joy, culture, and the ability to accommodate and accept these realities can make for a rich, fulfilling life. Frenchwomen appreciate the beauty of simplicity, and they understand that the essence of luxury is always quality over quantity. They have constructed their unique styles with critical eye towards what works specifically for their personalities, their bodies, and their best features, and as the decades pass, they adjust and polish their images into nonchalant, uniquely personal expressions of timeless elegance.

Unfortunately, the same forces of speed and change that demand flexibility conspire to keep us rigid. We have so much information coming at us, and so many decisions to make, that we can quickly default to the first, best guess, which usually involves black-and-white thinking. And with little time to interact, we often reduce our relationships to transactions. With three hundred emails in your in-box demanding a response, we can all too easily default to a quick “reply” to our colleague, never thinking to ask about his child who has cancer.

We have the best home extension for you. OffPOD luxury garden offers a neat, clean and flexible way to add extra space to your property. OffPOD has teamed up with renowned frame manufacturers that have over 20 years of experience building steel frame modular systems to provide a premium build, ensuring high quality and strength in all of their products. By choosing OffPOD you can relax knowing you will have years of enjoyment from your investment or be confident that it will increase in value over time.

How to Pass 10th & 12th Class from Nios Open school in gurugram, sohna, manesar To pass 10th and 12th class from an open school, you can follow these general steps: Choose a recognized open school: Research and identify a recognized open school or board in your country or region that offers the 10th and 12th class examinations. Some well-known open school boards include the National Institute of Open Schooling (NIOS) in India and the Open Schooling System in many countries. Enroll in the open school: Contact the open school or board and inquire about the enrollment process. They will provide you with the necessary information and forms to complete the registration. Typically, you will need to submit personal details, educational history, and any required documentation. Understand the curriculum: Obtain the curriculum and syllabus provided by the open school for the 10th and 12th classes. Familiarize yourself with the subjects and topics that you will be studying. It’s important to understand the course requirements to plan your studies effectively. Self-study and prepare: Since open schools provide flexibility, you will primarily be responsible for self-studying. Create a study schedule and allocate sufficient time to each subject. Utilize textbooks, online resources, and study materials provided by the open school. Take advantage of any tutoring or coaching options available to you. Attend contact classes (if available): Some open schools offer optional contact classes or tutorials to provide additional support to students. These classes are conducted by experienced teachers who can clarify doubts and provide guidance. If such classes are available, consider attending them to enhance your understanding of the subjects. Complete assignments and practicals: Open schools often require students to complete assignments, projects, and practical examinations alongside the theoretical exams. Pay attention to the guidelines provided by the open school and complete these tasks within the given deadlines. Take the examinations: Open schools have their own examination schedules. Register for the exams as per the instructions provided by the open school. Adhere to the examination timetable and make sure to reach the examination center on time. Prepare well and give your best during the exams. Results and certification: After the completion of exams, the open school will announce the results within a specific timeframe. Once you pass the exams, you will receive a passing certificate or mark sheet from the open school board. This certificate is recognized and holds the same value as certificates obtained from traditional schools. Remember, the specific process may vary depending on the open school or board you choose. It is important to closely follow the guidelines and instructions provided by the open school throughout the process. Contact for Admission: For more information for admission & and guidance please contact us on +91 9716451127, 9560957631

The combination of GST and AcroYoga (page 52) has completely remodeled my body in the last year. I’m more flexible and mobile at age 39 than I was at age 20. I’m going to skip explaining a lot (e.g., Maltese, Stalder press handstand) that is best seen in video or pictures, though I’ll describe the most critical (starting on page 53). Google is your friend.

Unfortunately, for some children, “gray” thinking doesn’t develop readily. These are the kids who sometimes end up with diagnoses on the autism spectrum, but regardless of diagnosis they’re best thought of as black-and-white thinkers living in a gray world. They often have significant difficulty approaching the world in a flexible, adaptable way and become extremely frustrated when events don’t proceed in the manner they had originally conceived. More specifically, these children often have a strong preference for predictability and routines, and struggle when events are unpredictable, uncertain, and ambiguous. These are the kids who run into trouble when they need to adjust or reconfigure their expectations, the ones who tend to overfocus on facts and details and who often have trouble recognizing the obvious or “seeing the big picture.” For example, a child may insist on

But American capitalism was not ideologically rigid. It was never the laissez-faire laboratory of purist, principled imaginations. The strength of the system came through its pragmatism and flexibility, juggling competing and contradictory ideas, just as Carnegie did personally, and eventually finding political solutions to seemingly intractable issues, especially after the scars of the Civil War. Just as successful species adapted to changes in their environment, democracy would shape capitalism to adapt to social conditions, with compromise emerging as the best form of insurance against any risk of revolution. This middle ground, forged by the clashing interactions of capitalism and democracy, a free people acting to check free markets, would give rise to the regulatory framework that would govern its economic system.

True happiness…is not attained through self-gratification but through fidelity to a worthy purpose. —Helen Keller How many breaths do you think you have left in your life? How many sunsets have you stood in awe of this month? How many more sunsets do you think you have left? How many times have you told your best friend that you love them recently? How many more “I love yous” might you have left to give this person?

Let’s consider a reevaluation of the situation in which we assume that the stuckness now occurring, the zero of consciousness, isn’t the worst of all possible situations, but the best possible situation you could be in. After all, it’s exactly this stuckness that Zen Buddhists go to so much trouble to induce; through koans, deep breathing, sitting still and the like. Your mind is empty, you have a “hollow-flexible” attitude of “beginner’s mind.” You’re right at the front end of the train of knowledge, at the track of reality itself. Consider, for a change, that this is a moment to be not feared but cultivated. If your mind is truly, profoundly stuck, then you may be much better off than when it was loaded with ideas.

They were the best at following orders: told to hold the corridor, they would do so or die trying. But they also possessed the same mental acuity and flexibility as a bag of wet mice. Some days, the Princess would need well-armed, violent wet mice. But this was not one of those days.

Here’s sharing some true, realistic lessons I learnt in six decades of life after I took birth on this beautiful planet in 1960: LESSON 1 1960-70 Identifying core values early strengthens one’s inner self and gives direction to “HOW” of living. Daily conversations with my father when I was about 08 got me to define right and wrong in a simple way: Never to harm yourself or any other person even in your thoughts in any way. It gave me a ‘burden-less’ living. LESSON 2 1970-80 Don’t let your goodness be taken as your weakness by people and use you. Instead of being focused on “getting liked” by those in demand, better to spend time on self-development thro self-discipline, self-control and focus to be the best in what comes naturally to you. LESSON 3 1980-90  Whatever be the level of comfort in life, it can simply shift in one day. Life can change in the blink of an eye. Those are the moments when the work you have done on yourself will help you stand tall, confident and get to rebuild yourself. Clarity of the choice will be defining your life ahead. LESSON 4 1990-00 Persistence, confidence, commitment, passion, hard-work, dedication and devotion are all beautiful terms. Unless you add ‘Strategy’, it works NOT. In pursuit of your goal you may have to be flexible about your values. LESSON 5 2000-10 Doesn’t matter if you are MOON, if Sun doesn’t like you and stop giving you light, you are nowhere. Very important to develop lasting relationships on a “give and take” principle. Clear and candid. Period. LESSON 6 2010-20 And if you continue to live with the basic first lesson that I got in early childhood and then what I learned later of being flexible, which I chose not to, as I wanted to pursue what I thought was right, then it is equally true that life slowly and steadily turns magical. For every one person who preys on you to cut your wings, you will find 10 angels willing to share theirs. You will learn LESS IS MORE. And you will find humility holding you tight and taking you through every storm and staying firmly rooted would also mean storms passing through you. Life will just keep flowing and you will be able to create your own small beautiful and happy world. LESSON NOW: Whatever you know is only to the extent of how YOU have experienced life. More than that is a perception and an illusion what can also be termed as Your imagined reality So finally, my lessons are MINE. May not be applicable to all. If even one person is able to relate with them and choose to restart by reconsidering any WHATSs , WHYs and HOWSs, I will be happy. LAST WORD: AGE IS NOT A NUMBER! It’s a well-earned gift of experiences. Feeling blessed!

to produce. As John Adams wrote, “Property monopolized or in the Possession of a few is a Curse to Mankind. We should preserve not an Absolute Equality.—this is unnecessary, but preserve all from extreme Poverty, and all others from extravagant Riches.”1 Here are ten steps that I think might help put us more on the course intended by the Revolutionary generation, to help us move beyond where we are stuck and instead toward what we ought to be: 1. Don’t panic Did the founders anticipate a Donald Trump? I would say yes. As James Madison wrote in the most prominent of his contributions to the Federalist Papers, “Enlightened statesmen will not always be at the helm.”2 Just after Aaron Burr nearly became president, Jefferson wrote that “bad men will sometimes get in, & with such an immense patronage, may make great progress in corrupting the public mind & principles. This is a subject with which wisdom & patriotism should be occupied.”3 Fortunately the founders built a durable system, one that often in recent years has stymied Trump. He has tried to introduce a retrogressive personal form of rule, but repeatedly has run into a Constitution built instead to foster the rule of law.4 Over the last several years we have seen Madison’s checks and balances operate robustly. Madison designed a structure that could accommodate people acting unethically and venally. Again, our national political gridlock sometimes is not a bug but a feature. It shows our system is working. The key task is to do our best to make sure the machinery of the system works. This begins with ensuring that eligible citizens are able to vote. This ballot box is the basic building block of our system. We should appreciate how strong and flexible our Constitution is. It is all too easy, as one watches the follies and failings of humanity, to conclude that we live in a particularly wicked time. In a poll taken just as I was writing the first part of this book, the majority of Americans surveyed said they think they are living at the lowest point in American history.5 So it is instructive to be reminded that Jefferson held similar beliefs about his own era. He wrote that there were “three epochs in history signalized by the total extinction of national morality.” The first two were in ancient times, following the deaths of Alexander the Great and Julius Caesar, he thought, and the third was his own age.6 As an aside, Trump’s attacks on immigrants might raise a few eyebrows among the founders. Seven of the thirty-nine people who signed the Constitution were themselves born abroad, most notably Hamilton and James Wilson.7

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attributes of a good relationship: selfless listening calm communication holding space for each other strong trust, no need to control authenticity, no need to perform rest, laughter, and adventure together the love between you is empowering commitments to each other are clear flexible, no need to always be together both have the space to grow and change attributes of a good friend: they feel like home they are honest with you they remind you of your power they support you in your healing they have a revitalizing presence they hold a vision of your success they support you in new adventures they lift you up with joy and laughter they bring out the best version of you

The strangest thing about therapy is that it's structured around an ending. It begins with the knowledge that our time together is finite, and the successful outcome is that patients reach their goals and leave. The goals are different for each person, and therapists talked to their patients about what those goals are. Experiencing less anxiety? Relationships going more smoothly? Being kinder to yourself? The endpoint depends on the patient. In the best case, the ending feels organic. There might be more to do, but we've done a lot, enough. The patient feels good-- more resilient, more flexible, more able to navigate daily life. We've helped them hear the questions they didn't even know they were asking: Who am I? What do I want? What's in my way? It seems silly, though, to deny that therapy is also about forming deep attachments to people and then saying goodbye. Sometimes therapists find out what happens afterward, if patients come back at a later point in their lives. Other times we're left to wonder. How are they doing? Is Austin thriving after leaving his wife and coming out as a gay man in his late thirties? Is Janet's husband with Alzheimer's still alive? Did Stephanie stay in her marriage? There are so many stories left unfinished, so many people I think about but will never see again.