Focus On Outcomes Quotes

To conquer frustration, one must remain intensely focused on the outcome, not the obstacles.

Our way of thinking creates good or bad outcomes.

With outcome-based habits, the focus is on what you want to achieve. With identity-based habits, the focus is on who you wish to become.

In fact, the more each person can remove his or her ego from the discussion and focus on the subject matter, the more fruitful the conversation will be for all involved.

To create reality, focus beyond the outcome, as if it has already happened.

When we mentally give a person, place, or point in time more credit than ourselves, we create a fictitious ceiling. A restriction over the expectations that we have over our own performance in that moment. We get tense. We focus on the outcome instead of the activity and we miss the doing of the deed. We either think the world depends on the result or it's too good to be true. But it doesn't and it isn't. And it's not our right to believe it does or is. Don't create imaginary constraints. A leading role, a blue ribbon, a winning score, a great idea, the love of our life, euphoric bliss... Who are we to think we don't deserve these fortunes when they're in our grasp? Who are we to think we haven't earned them? If we stay and process within ourselves, in the joy of the doing, we will never choke at the finish line. Why? Because we're not thinking of the finish line. We're not looking at the clock. We’re not watching ourselves on the Jumbotron performing. We are performing in real time where the approach is the destination.

Focusing is the great secret of power. If you want to use your full amount of focus, you must close down all other thought and direct your power of generating mental steam toward one outcome.

Striving is fine, as long as it’s tempered by the realization that, in an entropic universe, the final outcome is out of your control. If you don’t waste your energy on variables you cannot influence, you can focus much more effectively on those you can. When you are wisely ambitious, you do everything you can to succeed, but you are not attached to the outcome—so that if you fail, you will be maximally resilient, able to get up, dust yourself off, and get back in the fray. That, to use a loaded term, is enlightened self-interest.

Good strategy works by focusing energy and resources on one, or a very few, pivotal objectives whose accomplishment will lead to a cascade of favorable outcomes.

We tend to place a lot of emphasis on our circumstances, assuming that what happens to us (or fails to happen) determines how we feel. From this perspective, the small-scale details of how you spend your day aren’t that important, because what matters are the large-scale outcomes, such as whether or not you get a promotion or move to that nicer apartment. According to Gallagher, decades of research contradict this understanding. Our brains instead construct our worldview based on what we pay attention to.

Some humans are so consumed with trying to control the outcomes of their own lives that they don’t have any idea the part they play in the outcome of someone else’s.

It is through strength of character, not luck, do we form the predictable path of our future.

Dharma is more about empathy than ethics, about intent rather than outcome. I follow dharma when I am concerned about your material, emotional or intellectual hunger. I follow adharma when I focus on my hunger at the cost of yours.

If you can dream it, you can achieve it. The secret to recapturing dreams is to enjoy the pursuit of the dream, rather than to focus on the outcome.

Essential to time-management is a change in focus, a change from being ‘busy’ to a focus on outcomes

When we live completely from the mind over a period of time, we lose touch with the infinite self, and then we begin to feel lost. This happens when we'are in doing mode all the time, rather than being . The latter means letting ourselves be who and what we are without judgment. Being doesn't mean that we don't do anything. It's just that our actions stem from following our emotions and feelings while staying present in the moment. Doing, on the other hand, is future focused, with the mind creating a series of tasks that take us from here to there in order to achieve a particular outcome, regardless of our current emotional state.

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

If you can bring someone belonging, connection, peace of mind, status, or one of the other most desired emotions, you’ve done something worthwhile. The thing you sell is simply a road to achieve those emotions, and we let everyone down when we focus on the tactics, not the outcomes. Who’s it for and what’s it for are the two questions that guide all of our decisions.

Isolation and loneliness are central causes of depression and despair. Yet they are the outcome of life in a culture where things matter more than people. Materialism creates a world of narcissism in which the focus of life is solely on acquisition and consumption. A culture of narcissism is not a place where love can flourish. The emergence of "me" culture is a direct response to our nation's failure tot truly actualize the vision of democracy. While emotional needs are difficult, and often impossible to satisfy, material desires are easier to fulfill.

The Four Keys of Great Managers: 1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination." 2. "When setting expectations, they define the right outcomes ... not the right steps." 3. "When motivating someone, they focus on strengths ... not on weaknesses." 4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder.

Do not focus your thoughts among the confused wheels of secondary causes, as -'O if this had been, this had not followed!' Look up to the master motion of the first wheel. In building, we see hewn stones and timbers under hammers and axes, yet the house in this beauty we do not see at the present, but it is in the mind of this builder. We also see unbroken clods, furrows, and stones, but we do not see the summer lilies, roses, and the beauty of a garden. Even so we do not presently see the outcome of God's decrees with his blessed purpose. It is hard to believe when his purpose is hidden and under the ground. Providence has a thousand keys to deliver his own even when all hope is gone. Let us be faithful and care for our own part, which is to do and suffer for him, and lay Christ's part on himself and leave it there; duties are ours, events are the Lord's.

ARCHITECTS SHOULD FOCUS ON ENGINEERS AND OUTCOMES, NOT TOOLS OR TECHNOLOGIES

Ultimately, incentive structures and systems drive ESG investing, which can be disingenuous. Structurally, public market investors continue to focus on the incentives which maximize their financial returns, even while taking certain ESG inputs into account in their portfolio allocations. Only by regulating and incentivizing the actual outcomes might investors alter their investment strategies towards new rewards based on ESG outputs.

What is the one thing that gets you up every morning? The one thing that keeps you going every day, every month, every year? Let me get you started. My one thing is this, ‘I'm one day closer...’ One day closer to a goal, an outcome, or the results I'm after in my life. This is my way of remembering the importance of focusing on the life I desire and living a life of gratitude! So, what’s your one thing…?

You can’t take the other person out of you. You can’t take yourself out of others. The suffering still continues. So the question is not whether you will stay together or not; the question is whether you can focus on trying to understand each other using compassionate speech and deep listening, no matter what the outcome.

Traditional competition forces us to take on an attitude of winning. A worthy rival inspires us to take an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process.

The Four Keys, select for talent, define the right outcomes, focus on strengths, find the right fit, reveal how they attack this goal.

The reason most of us fail to achieve real and sustainable change in our lives is because we focus too much on the desired outcome and not enough on the progress we are making.

In our current culture, we place a lot of emphasis on job description. Our obsession with the advice to “follow your passion” (the subject of my last book), for example, is motivated by the (flawed) idea that what matters most for your career satisfaction is the specifics of the job you choose. In this way of thinking, there are some rarified jobs that can be a source of satisfaction—perhaps working in a nonprofit or starting a software company—while all others are soulless and bland. The philosophy of Dreyfus and Kelly frees us from such traps. The craftsmen they cite don’t have rarified jobs. Throughout most of human history, to be a blacksmith or a wheelwright wasn’t glamorous. But this doesn’t matter, as the specifics of the work are irrelevant. The meaning uncovered by such efforts is due to the skill and appreciation inherent in craftsmanship—not the outcomes of their work.

Prepare for every negotiation... 1) Focus on Outcomes. What is it that you want to walk away with? Being as specific as possible also increases the likelihood of negotiation success. 2) Support your desired outcome with data that points to its reasonableness. 3) Writing down your key points in advance - and practicing them - enables you to stay focused on what's most important and avoid going off on tangents. 4) Err on the side of asking for more, rather than less [of what you really want]. 5) Be willing to walk away.

When our brains constantly scan for and focus on the positive, we profit from three of the most important tools available to us: happiness, gratitude, and optimism. The role happiness plays should be obvious—the more you pick up on the positive around you, the better you’ll feel—and we’ve already seen the advantages to performance that brings. The second mechanism at work here is gratitude, because the more opportunities for positivity we see, the more grateful we become. Psychologist Robert Emmons, who has spent nearly his entire career studying gratitude, has found that few things in life are as integral to our well-being.11 Countless other studies have shown that consistently grateful people are more energetic, emotionally intelligent, forgiving, and less likely to be depressed, anxious, or lonely. And it’s not that people are only grateful because they are happier, either; gratitude has proven to be a significant cause of positive outcomes. When researchers pick random volunteers and train them to be more grateful over a period of a few weeks, they become happier and more optimistic, feel more socially connected, enjoy better quality sleep, and even experience fewer headaches than control groups.

Turning something over to the Holy Spirit is a leap of faith that lets go of attempting to control outcomes. The core of alcoholism, anorexia, bulimia, smoking and a host of things the world calls addictions is control. The little willingness the Holy Spirit asks is the key to letting go of the attempt to manage the body and the world, which is the insane attempt to maintain a self-concept image that God did not create. An idea to contemplate from the Course is this: "Seek not to change the world, but choose to change your mind about the world." The requirement is to change your thinking, not to focus on behavior and form. Behavior flows from thought, and transformation of the mind is synonymous with changing thought patterns from ego-based to Spirit-based.

If you don’t waste your energy on variables you cannot influence, you can focus much more effectively on those you can. When you are wisely ambitious, you do everything you can to succeed, but you are not attached to the outcome—so that if you fail, you will be maximally resilient, able to get up, dust yourself off, and get back in the fray.

Traditional competition forces us to take on an attitude of winning. A Worthy Rival inspires us to take on an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process. That simple shift in perspective immediately changes how we see our own businesses. It is the focus on process and constant improvement that helps reveal new skills and boosts resilience. An excessive focus on beating our competition not only gets exhausting over time, it can actually stifle innovation.

Just FOCUS on the OUTCOME . Everything else will automatically fall into place!

They put others first, and so become great. They are not focused on outcomes or achievements; therefore they always succeed.

In a probabilistic environment, you are better served by focusing on the process by which you make a decision than on the outcome

Instead of obsessing about the outcome, focus on how you want to feel.

Don't focus on the numbers. Trust the process. When you keep doing things the right way, eventually the numbers will rise, the wins will come, and the outcome will happen.

It makes perfect sense when you think about it. If you’re moving toward a specific, desired goal, your attention and efforts are focused on that single outcome. But if you’re moving away from a threat, it hardly matters where you end up, as long as it’s somewhere safe from the threat.

When the outcome turns out poorly, it’s easy to focus on the details that suggest the decision process was poor. We think we are seeing the decision quality rationally because the bad process is obvious.

Economic theory is devoted to the study of equilibrium positions. The concept of equilibrium is very useful. It allows us to focus on the final outcome rather than the process that leads up to it. But the concept is also very deceptive. It has the aura of something empirical: since the adjustment process is supposed to lead to an equilibrium, an equilibrium position seems somehow implicit in our observations. That is not true. Equilibrium itself has rarely been observed in real life — market prices have a notorious habit of fluctuating.

The wise humble themselves— and because of their humility, they are worthy of praise. They put others first, and so become great. They are not focused on outcomes or achievements; therefore they always succeed.

There’s no way to get from the point in Hemn space where we are now, to one that includes pink nerve-gas-farting dragons, following any plausible action principle. Which is really just a technical term for there being a coherent story joining one moment to the next. If you simply throw action principles out the window, you’re granting the world the freedom to wander anywhere in Hemn space, to any outcome, without constraint. It becomes pretty meaningless. The mind—even the sline mind—knows that there is an action principle that governs how the world evolves from one moment to the next—that restricts our world’s path to points that tell an internally consistent story. So it focuses its worrying on outcomes that are more plausible, such as you leaving.

At the end of the day, we are all guests in this world; we will move on eventually. However, while you are here, you can leave your mark by setting goals and putting your heart, soul and body into them, and letting the outcome be the by-product of your focus. Let your concentration be on your craft and watch the magic unfold.

It would undoubtedly be prudent for neither of us to attempt a sexual coup on one another again from the evidence of our reactions. Most definitely any outcome of an intended purpose would bound to be foiled from lack of focus.

HUMILITY The universe is eternal, and earth is lasting. The reason they are eternal and lasting is that they do not exist for themselves. That is why they endure. The wise humble themselves— and because of their humility, they are worthy of praise. They put others first, and so become great. They are not focused on outcomes or achievements; therefore they always succeed.

HABITS MANIFESTO What we do every day matters more than what we do once in a while. Make it easy to do right and hard to go wrong. Focus on actions, not outcomes. By giving something up, we may gain. Things often get harder before they get easier. When we give more to ourselves, we can ask more from ourselves. We’re not very different from other people, but those differences are very important. It’s easier to change our surroundings than ourselves. We can’t make people change, but when we change, others may change. We should make sure the things we do to feel better don’t make us feel worse. We manage what we monitor. Once we’re ready to begin, begin now.

Activities such as chanting, bowing, and sitting in zazen are not at all wasted, even when done merely formally, for even this superficial encounter with the Dharma will have some wholesome outcome at a later time. However, it must be said in the most unambiguous terms that this is not real Zen. To follow the Dharma involves a complete reorientation of one's life in such a way that one's activities are manifestations of, and are filled with, a deeper meaning. If it were not otherwise, and merely sitting in zazen were enough, every frog in the pond would be enlightened, as one Zen master said. Dōgen Zenji himself said that one must practice Zen with the attitude of a person trying to extinguish a fire in his hair. That is, Zen must be practiced with an attitude of single-minded urgency.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

Education, government, health care, and science are increasingly driven by the philosophies of financial maximization. Institutions that had previously been focused on a range of outcomes—knowledge, service, care, discovery—are increasingly measured by just one: money.

optimism in a leader, especially in challenging times, is so vital. Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion. Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist.

But in dozens and dozens of studies, Latham and Locke found that setting goals increased performance and productivity 11 to 25 percent.5 That’s quite a boost. If an eight-hour day is our baseline, that’s like getting two extra hours of work simply by building a mental frame (aka a goal) around the activity. But not every goal is the same. “We found that if you want the largest increase in motivation and productivity,” says Latham, “then big goals lead to the best outcomes. Big goals significantly outperform small goals, medium-sized goals, and vague goals. It comes down to attention and persistence—which are two of the most important factors in determining performance. Big goals help focus attention, and they make us more persistent. The result is we’re much more effective when we work, and much more willing to get up and try again when we fail.

The prescience, he realized, was an illumination that incorporated the limits of what it revealed- at once a source of accuracy and meaningful error. A kind of Heisenberg indeterminacy intervened: the expenditure of energy that revealed what he saw, changed what he saw. And what he saw was a time nexus within this cave, a boiling of possibilities focused here, wherein the most minute action - the wink of an eye, a careless word, a misplaced grain of sand - moved a gigantic lever across the known universe. He saw violence with the outcome subject to so many variables that his slightest movement created vast shiftings in the patterns. The vision made him want to freeze into immobility, but this, too was action with its consequences.

The nine in our list are based on a longer list in Robert Leahy, Stephen Holland, and Lata McGinn’s book, Treatment Plans and Interventions for Depression and Anxiety Disorders. For more on CBT—how it works, and how to practice it—please see Appendix 1.) EMOTIONAL REASONING: Letting your feelings guide your interpretation of reality. “I feel depressed; therefore, my marriage is not working out.” CATASTROPHIZING: Focusing on the worst possible outcome and seeing it as most likely. “It would be terrible if I failed.” OVERGENERALIZING: Perceiving a global pattern of negatives on the basis of a single incident. “This generally happens to me. I seem to fail at a lot of things.” DICHOTOMOUS THINKING (also known variously as “black-and-white thinking,” “all-or-nothing thinking,” and “binary thinking”): Viewing events or people in all-or-nothing terms. “I get rejected by everyone,” or “It was a complete waste of time.” MIND READING: Assuming that you know what people think without having sufficient evidence of their thoughts. “He thinks I’m a loser.” LABELING: Assigning global negative traits to yourself or others (often in the service of dichotomous thinking). “I’m undesirable,” or “He’s a rotten person.” NEGATIVE FILTERING: You focus almost exclusively on the negatives and seldom notice the positives. “Look at all of the people who don’t like me.” DISCOUNTING POSITIVES: Claiming that the positive things you or others do are trivial, so that you can maintain a negative judgment. “That’s what wives are supposed to do—so it doesn’t count when she’s nice to me,” or “Those successes were easy, so they don’t matter.” BLAMING: Focusing on the other person as the source of your negative feelings; you refuse to take responsibility for changing yourself. “She’s to blame for the way I feel now,” or “My parents caused all my problems.”11

We often focus on the outcomes of the school-to-prison pipeline as the ultimate tragedy—the high drop-out rates, future poverty and joblessness, the likelihood of repeated incarceration—but when I look at our school-to-prison pipeline, the biggest tragedy to me is the loss of childhood joy. When our kids spend eight hours a day in a system that is looking for reasons to punish them, remove them, criminalize them—our kids do not get to be kids. Our kids do not get to be rambunctious, they do not get to be exuberant, they do not get to be rebellious, they do not get to be defiant. Our kids do not get to fuck up the way other kids get to; our kids will not get to look back fondly on their teenage hijinks—because these get them expelled or locked away. Do not wait until black and brown kids are grown into hurt and hardened adults to ask “What happened? What can we do?” We cannot give back childhoods lost. Help us save our children now.

If you want to change the behaviors and outcomes associated with social identity—say, too few women in computer science—don’t focus on changing the internal manifestations of the identity, such as values, and attitudes. Focus instead on changing the contingencies to which all of that internal stuff is an adaptation.

My last piece of advice would be to focus not on the rsult, but instead, the process and the journey. Again, Asian people love predictable outcomes. But to succeed in a creative profession, you really need to love it. And if you love it and are great at it, and passionate about constantly becoming better at it, you will find success no matter what.

If you want to minimize the risk of catastrophe, you focus on the process much more than the outcome.

It does not have to be this way. We know from American history that our communal, electoral power allows us to build vibrant social networks, safer communities, and better education systems—when we decide to do so. If impoverished structures lead to negative outcomes, then a renewed focus on restoring equitable structures and infrastructures will improve individual and communal health.

We teach our players, in response to any situation they face, to press pause and ask: What does this situation require of me? Pressing pause gives you time to think. It gets you off autopilot and helps you gain clarity about the outcome you are pursuing, the situation you are experiencing, and the Above the Line action you need to take to achieve the outcome. There are two important benefits of pressing pause: A) It helps you avoid doing something foolish or harmful B) It focuses you on acting with purpose to accomplish your goals A productive pause could last only a split second, which helps you regain your focus and take control of your action. It could last an hour, a day, or longer. The purpose is to take the time necessary to be intentional about the way you think and act. Pressing pause does not come naturally; it is a skill that must be developed. The more you practice, the more skilled you become at being able to identify how and when to use it effectively.

The focus on problems, whether wicked or tame, as the primary justifiable trigger for taking action in human affairs has limited our ability to frame change as an outcome of intention and purpose.

When you’re truly focused on an intention for some future outcome, if you can make inner thought more real than the outer environment during the process, the brain won’t know the difference between the two. Then your body, as the unconscious mind, will begin to experience the new future event in the present moment. You’ll signal new genes, in new ways, to prepare for this imagined future event.

It is easy to get bogged down trying to find the optimal plan for change: the fastest way to lose weight, the best program to build muscle, the perfect idea for a side hustle. We are so focused on figuring out the best approach that we never get around to taking action. As Voltaire once wrote, “The best is the enemy of the good.” I refer to this as the difference between being in motion and taking action. The two ideas sound similar, but they’re not the same. When you’re in motion, you’re planning and strategizing and learning. Those are all good things, but they don’t produce a result. Action, on the other hand, is the type of behavior that will deliver an outcome. If I outline twenty ideas for articles I want to write, that’s motion. If I actually sit down and write an article, that’s action.

a large-scale policy mandating a mono-cultural curriculum – focused on teaching to the job may very well create a society of trained workers; but it will fail at creating a learning society. If we want to maintain a position of being inventive and vibrant and robust, we need an inventive, vibrant and robust educational philosophy. Just as teaching to the test distorts the learning process in ways that are often directly in opposition to the desired outcomes of the test, a teaching policy aimed at jobs alone may very well end up destroying jobs, or at the very least compromising a truly innovative culture.

No one could have handled the stress that Michael was under perfectly, but optimism in a leader, especially in challenging times, is so vital. Pessimism leads to paranoia, which leads to defensiveness, which leads to risk aversion. Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist. —

Even now, with the expectation that a substantial percentage of newly naturalized aliens would vote for the Democratic Party’s 2016 nominee for president, the Department of Homeland Security’s Task Force on New Americans is reportedly focusing resources on urging 9 million green card holders (aliens and noncitizens) to become naturalized American citizens as quickly as possible, in hopes of influencing the outcome of the 2016 presidential election.65

You are not what you have done, but what you have overcome. All the hardships, the mistakes, the rejections, the pain and all the times you questioned why have given birth to the wisdom and strength that will help you shine your light on the world, even in the darkest of hour. Failures and struggles keep you humble. Success and achievement keep you glowing, but only faith and determination keep you going. Stay focused and celebrate your efforts too, not just the outcomes.

Many people believe that problem solving is the source of innovation. However, problem solving is by definition focused on addressing what exists and attempting to make it better. True innovation comes from reaching for the potential in something: its possible manifestations that don’t yet exist. Bringing entirely new things into existence is what makes innovation so disruptive, and this is precisely what gets shut down when thinking is defined or circumscribed by problems.

In the wake of the 2016 American election, the New York Times writers David Bornstein and Tina Rosenberg reflected on the media’s role in its shocking outcome: Trump was the beneficiary of a belief—near universal in American journalism—that “serious news” can essentially be defined as “what’s going wrong.” . . . For decades, journalism’s steady focus on problems and seemingly incurable pathologies was preparing the soil that allowed Trump’s seeds of discontent and despair to take root. . . . One consequence is that many Americans today have difficulty imagining, valuing or even believing in the promise of incremental system change, which leads to a greater appetite for revolutionary, smash-the-machine change.30

In the business world I had been used to “making things happen” and focusing on results. I was continually pushing or pulling the outcomes of events and circumstances rather than focusing my highest intention and then allowing the optimum outcome to unfold.

Habits are the compound interest of self-improvement. Getting 1 percent better every day counts for a lot in the long-run. ■ Habits are a double-edged sword. They can work for you or against you, which is why understanding the details is essential. ■ Small changes often appear to make no difference until you cross a critical threshold. The most powerful outcomes of any compounding process are delayed. You need to be patient. ■ An atomic habit is a little habit that is part of a larger system. Just as atoms are the building blocks of molecules, atomic habits are the building blocks of remarkable results. ■ If you want better results, then forget about setting goals. Focus on your system instead. ■ You do not rise to the level of your goals. You fall to the level of your systems.

Since each person's talents are enduring, you should spend a great deal of time and money selecting people properly in the first place. This will help mitigate the 'I don't think I have the right talent for the role' problem. Since each person's talents are unique, you should focus performance by legislating outcomes rather than forcing each person into a stylistic mold. This means a strong emphasis on careful measurement of the right outcomes, and less on policies, procedures, and competencies. This will address the 'in my role I don't have any room to express my talents' problem.

Optimism sets a different machine in motion. Especially in difficult moments, the people you lead need to feel confident in your ability to focus on what matters, and not to operate from a place of defensiveness and self-preservation. This isn’t about saying things are good when they’re not, and it’s not about conveying some innate faith that “things will work out.” It’s about believing you and the people around you can steer toward the best outcome, and not communicating the feeling that all is lost if things don’t break your way. The tone you set as a leader has an enormous effect on the people around you. No one wants to follow a pessimist.

It is easy to confuse hope with faith. Yet faith is blind; faith does not have eyes that see, nor does it need them. Faith is an inner sureness and is an invaluable ally to the spiritual seeker. In no way would we discourage any from the cultivation of the faculty of faith, for it is one of the great tools of learning available to you upon the spiritual path. Yet there are situations in which a focused vision has its place and is far more effective than blind faith. That faculty is hope. Hope is the development of faith upon a specific area of intent or interest so that there is a vision which is developed which affirms all that is best in a situation, all that is requisite in an outcome.

how to focus—how to, as we might say these days, “bring it.” Like Hokusai, their lives begin to look like guided missiles. How exactly do they accomplish this? How do you get from where most of us live—the run-of-the-mill split mind—to the gathered mind of a Hokusai? Krishna articulates the principle succinctly: Acting in unity with your purpose itself creates unification. Actions that consciously support dharma have the power to begin to gather our energy. These outward actions, step-by-step, shape us inwardly. Find your dharma and do it. And in the process of doing it, energy begins to gather itself into a laser beam of effectiveness. Krishna quickly adds: Do not worry about the outcome. Success or failure are not your concern. It is better to fail at your own dharma than to succeed at the dharma of another. Your task is only to bring as much life force as you can muster to the execution of your dharma. In this spirit, Chinese Master Guan Yin Tzu wrote: “Don’t waste time calculating your chances of success and failure. Just fix your aim and begin.

The importance of cultivating assumption of the best intentions in others cannot be over-estimated. Fostering this principal of, "goodness of intent,” and committing to seeing others and the world through this lens makes for a successful, happy field of vision. This enables us to put our focus and energy to positive, productive outcomes. It lends to a spirit of cooperation and encouragement which is highly effective and satisfying for most people most of the time. That being said, these "rose colored glasses," as vibrant and pleasing as they are, must not become an excuse to look the other way when something needs a different focus, or fixed. We must not let them become blinders which are obviously ineffective, often negative, and occasionally dangerous.

Habits are the compound interest of self-improvement. Getting 1 percent better every day counts for a lot in the long-run. Habits are a double-edged sword. They can work for you or against you, which is why understanding the details is essential. Small changes often appear to make no difference until you cross a critical threshold. The most powerful outcomes of any compounding process are delayed. You need to be patient. An atomic habit is a little habit that is part of a larger system. Just as atoms are the building blocks of molecules, atomic habits are the building blocks of remarkable results. If you want better results, then forget about setting goals. Focus on your system instead. You do not rise to the level of your goals. You fall to the level of your systems.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

Measuring the wrong thing is often worse than measuring nothing, because you do get what you measure. So if the assessments focus on how much people “enjoy” the experience—be that reading a book, watching a talk, or going to a training session—those same books, talks, and trainings will respond to those measurements by prioritizing the wrong outcomes: making participants feel good and giving them a good time. Simply stated, measuring entertainment value produces great entertainment, not change; measuring the wrong things crowds out assessing other, more relevant indicators such as improvements in workplaces. Improvement comes from employing measurements that are appropriate, those that are connected to the areas in which we seek improvement. In the case of leadership, that appropriate measurement would include assessing the frequency of desirable leader behaviors; actual workplace conditions such as engagement, satisfaction, and

This concept upends the way most people think about their subjective experience of life. We tend to place a lot of emphasis on our circumstances, assuming that what happens to us (or fails to happen) determines how we feel. From this perspective, the small-scale details of how you spend your day aren’t that important, because what matters are the large-scale outcomes, such as whether or not you get a promotion or move to that nicer apartment. According to Gallagher, decades of research contradict this understanding. Our brains instead construct our worldview based on what we pay attention to. If you focus on a cancer diagnosis, you and your life become unhappy and dark, but if you focus instead on an evening martini, you and your life become more pleasant—even though the circumstances in both scenarios are the same. As Gallagher summarizes: “Who you are, what you think, feel, and do, what you love—is the sum of what you focus on.

Some scholars do indeed provide deterministic explanations of events such as the rise of Christianity. They attempt to reduce human history to the workings of biological, ecological or economic forces. They argue that there was something about the geography, genetics or economy of the Roman Mediterranean that made the rise of a monotheist religion inevitable. Yet most historians tend to be sceptical of such deterministic theories. This is one of the distinguishing marks of history as an academic discipline – the better you know a particular historical period, the harder it becomes to explain why things happened one way and not another. Those who have only a superficial knowledge of a certain period tend to focus only on the possibility that was eventually realised. They offer a just-so story to explain with hindsight why that outcome was inevitable. Those more deeply informed about the period are much more cognisant of the roads not taken.

She stared at him, at his face. Simply stared as the scales fell from her eyes. "Oh, my God," she whispered, the exclamation so quiet not even he would hear. She suddenly saw-saw it all-all that she'd simply taken for granted. Men like him protected those they loved, selflessly, unswervingly, even unto death. The realization rocked her. Pieces of the jigsaw of her understanding of him fell into place. He was hanging to consciousness by a thread. She had to be sure-and his shields, his defenses were at their weakest now. Looking down at her hands, pressed over the nearly saturated pad, she hunted for the words, the right tone. Softly said, "My death, even my serious injury, would have freed you from any obligation to marry me. Society would have accepted that outcome, too." He shifted, clearly in pain. She sucked in a breath-feeling his pain as her own-then he clamped the long fingers of his right hand about her wrist, held tight. So tight she felt he was using her as an anchor to consciousness, to the world. His tone, when he spoke, was harsh. "Oh, yes-after I'd expended so much effort keeping you safe all these years, safe even from me, I was suddenly going to stand by and let you be gored by some mangy bull." He snorted, soft, low. Weakly. He drew in a slow, shallow breath, lips thin with pain, but determined, went on, "You think I'd let you get injured when finally after all these long years I at last understand that the reason you've always made me itch is because you are the only woman I actually want to marry? And you think I would stand back and let you be harmed?" A peevish frown crossed his face. "I ask you, is that likely? Is it even vaguely rational?" He went on, his words increasingly slurred, his tongue tripping over some, his voice fading. She listened, strained to catch every word as he slid into semi delirium, into rambling, disjointed sentences that she drank in, held to her heart. He gave her dreams back to her, reshaped and refined. "Not French Imperial-good, sound, English oak. You can use whatever colors you like, but no gilt-I forbid it." Eventually he ventured further than she had. "And I want at least three children-not just an heir and a spare. At least three-if you're agreeable. We'll have to have two boys, of course-my evil ugly sisters will found us to make good on that. But thereafter...as many girls as you like...as long as they look like you. Or perhaps Cordelia-she's the handsomer of the two uglies." He loved his sisters, his evil ugly sisters. Heather listened with tears in her eyes as his mind drifted and his voice gradually faded, weakened. She'd finally got her declaration, not in anything like the words she'd expected, but in a stronger, impossible-to-doubt exposition. He'd been her protector, unswerving, unflinching, always there; from a man like him, focused on a lady like her, such actions were tantamount to a declaration from the rooftops. The love she'd wanted him to admit to had been there all along, demonstrated daily right before her eyes, but she hadn't seen. Hadn't seen because she'd been focusing elsewhere, and because, conditioned as she was to resisting the same style of possessive protectiveness from her brothers, from her cousins, she hadn't appreciated his, hadn't realized that that quality had to be an expression of his feelings for her. Until now. Until now that he'd all but given his life for hers. He loved her-he'd always loved her. She saw that now, looking back down the years. He'd loved her from the time she'd fallen in love with him-the instant they'd laid eyes on each other at Michael and Caro's wedding in Hampshire four years ago. He'd held aloof, held away-held her at bay, too-believing, wrongly, that he wasn't an appropriate husband for her. In that, he'd been wrong, too. She saw it all. And as the tears overflowed and tracked down her cheeks, she knew to her soul how right he was for her. Knew, embraced, and rejoiced.

[Pertaining to The Law of Free Will and Karma]: Disputing traditional cause and effect karmic doctrine, Kuan Yin maintains that it is the accumulated beliefs from parallel realities creating “made-up stories” about oneself and, thus, reality. Because of this quantum factor, we have absolute Free Will to attract optimum realities from infinite, simultaneous Evolutionary Potentials. Thus, according to Kuan Yin, where and how skillfully one focuses their intention and attention can determine an outcome.

But the ego can’t recognize the soul: “You mistook the garment I wore for my true self. And you did not recognize me.” The soul is saying here to the ego’s desire, I am not this body, not essentially. I am what exists before the body and after. But if you are only focusing on the body, on the egoic garment I am wearing as a soul, you will not recognize me. What this means to me happens, actually, every day. It’s very ordinary. It’s referring to those moments when we get so caught up in what we want, we can’t see the bigger picture. We cling to the outcome like a lemur. And, if you’re like me, we obsess about it. We go around and around blind as a bat, missing out on the present moment because we’re so clenched to this idea of what we think we want. And what Mary’s gospel is saying in this passage is that the key is to become unattached, to try not to touch and cling. To release our little lemur hands from around the desired “object” and trust that a will greater than our ego has things covered for us in ways we can hardly imagine.

My Personal Super Shortcut To Happiness - When you prefer to lighten up your self-awareness, allow yourself to focus on your strongest joy, passion, and excitement. It is something you can do at every moment of your life, whenever you become aware of not feeling well. Always choose, out of all available joys, passions and excitements, as small as they may be, whatever makes you feel good about yourself. Act on the joy you determine as the passion of the moment, and enjoy it as long as it is fun for you. When it stops being enjoyable or when there is something else, which you become aware of, as more pleasurable, do it. You do not need any reason to have in order to embrace what interests you. You do not need any reason either, to stop doing something in the middle, when it does not excite you anymore. Whatever you choose to follow as your joy, as small and insignificant as it may appear, have no expectations, how this little joy can take you to your big dreams. Enjoy it only because you like it, and not because you expect some specific outcome in the future.

While some of our deepest wounds come from feeling abandoned by others, it is surprising to see how often we abandon ourselves through the way we view life. It’s natural to perceive through a lens of blame at the moment of emotional impact, but each stage of surrender offers us time and space to regroup and open our viewpoints for our highest evolutionary benefit. It’s okay to feel wronged by people or traumatized by circumstances. This reveals anger as a faithful guardian reminding us how overwhelmed we are by the outcomes at hand. While we will inevitably use each trauma as a catalyst for our deepest growth, such anger informs us when the highest importance is being attentive to our own experiences like a faithful companion. As waves of emotion begin to settle, we may ask ourselves, “Although I feel wronged, what am I going to do about it?” Will we allow experiences of disappointment or even cruelty to inspire our most courageous decisions and willingness to evolve? When viewing others as characters who have wronged us, a moment of personal abandonment occurs. Instead of remaining present to the sheer devastation we feel, a need to align with ego can occur through the blaming of others. While it seems nearly instinctive to see life as the comings and goings of how people treat us, when focused on cultivating our most Divine qualities, pain often confirms how quickly we are shifting from ego to soul. From the soul’s perspective, pain represents the initial steps out of the identity and reference points of an old reality as we make our way into a brand new paradigm of being. The more this process is attempted to be rushed, the more insufferable it becomes. To end the agony of personal abandonment, we enter the first stage of surrender by asking the following question: Am I seeing this moment in a way that helps or hurts me? From the standpoint of ego, life is a play of me versus you or us versus them. But from the soul’s perspective, characters are like instruments that help develop and uncover the melody of our highest vibration. Even when the friction of conflict seems to divide people, as souls we are working together to play out the exact roles to clear, activate, and awaken our true radiance. The more aligned in Source energy we become, the easier each moment of transformation tends to feel. This doesn’t mean we are immune to disappointment, heartbreak, or devastation. Instead, we are keenly aware of how often life is giving us the chance to grow and expand. A willingness to be stretched and re-created into a more refined form is a testament to the fiercely liberated nature of our soul. To the ego, the soul’s willingness to grow under the threat of any circumstance seems foolish, shortsighted, and insane. This is because the ego can only interpret that reality as worry, anticipation, and regret.

1. All-or-Nothing Thinking The tendency to think in extremes like “always” and “never” without considering nuanced degrees between. “My boyfriend broke up with me; I always ruin my relationships.” 2. Overgeneralization The tendency to make broad assumptions based on limited specifics. “If one person thinks I’m stupid, everyone will.” 3. Mental Filter The tendency to focus on small negative details to the exclusion of the big picture. “My A+ average doesn’t matter; I got a C on an assignment.” 4. Disqualifying the Positive The tendency to dismiss positive aspects of an experience for irrational reasons. “If my friend compliments me, she is probably just saying it out of pity.” 5. Jumping to Conclusions The tendency to make unfounded, negative assumptions, often in the form of attempted mind reading or fortune telling. “If my romantic interest doesn’t text me today, he must not be interested.” 6. Catastrophizing The tendency to magnify or minimize certain details of an experience, painting it as worse or more severe than it is. “If my wife leaves me, then I will never be able to recover from my misery.” 7. Emotional Reasoning The tendency to take one’s emotions as evidence of objective truth. “If I feel offended by someone else’s remark, then he must have wronged me.” 8. Should Statements The tendency to apply rigid rules to how one “should” or “must” behave. “My friend criticized my attitude, and that is something that friends should never do.” 9. Labeling The tendency to describe oneself in the form of absolute labels. “If I make a calculation error, it makes me a total idiot.” 10. Personalization The tendency to attribute negative outcomes to oneself without evidence. “If my wife is in a bad mood, then I must have done something to upset her.

More than 100,000 soldiers will soon return home with the post-traumatic stress I know so well, not to mention the mysterious effects of deplted uranium...and the ripples of resentment and animosity this war has sent throughout the world will inevitably wash up on U.S. shores. As I write this, mainstream political dialogue is still focused on the crazy idea that we can somehow still "win" the war in Iraq. For someone like me, a citizen of both countries, what outcome would constitute a victory? When you're talking about war, about so many thousands dead, so many families shattered on both sides, how can anyone claim victory?

What is happening on the inside, is reflected on the outside. If you lack the confidence, you very well may feel pushy in selling your product or service. If you lack a clear plan on exactly how to grow your business, you’re going to play it safe rather than do what it takes. If you feel desperate, your prospect no doubt will feel your push. If you’re unclear about your exact target market, then implementing focused marketing will be nearly impossible because you don’t know where your target market hangs out, their preferences, and even what and where they buy. The more you nurture your inner entrepreneur, the more it affects the outcomes of your business.

Just being nice is not a winning strategy. Nice sends a message that the woman is willing to sacrifice pay to be liked by others. This is why a woman needs to combine niceness with insistence, a style that Mary sue Coleman, president of the University of Michigan, calls "relentlessly pleasant." This method requires smiling frequently, expressing appreciation and concern, invoking common interests, emphasizing larger goals, and approaching the negotiation as solving a problem as opposed to taking a critical stance. Most negotiations involve drawn-out, successive moves, so women need to stay focused... and smile. No wonder women don't negotiate as much as men. It's like trying to cross a minefield backward in high heels. So what should we do? Should we play by the rules that others created? Should we figure out a way to put on a friendly expression while not being too nice, displaying the right levels of loyalty and using "we" language? I understand the paradox of advising women to change the world by adhering to biased rules and expectations. I know it is not a perfect answer but a means to a desirable end. It is also true, as any good negotiator knows, that having a better understanding of the other side leads to a superior outcome. So at the very least, women can enter these negotiations with the knowledge that showing concern for the common good, even as they negotiate for themselves, will strengthen their position.

LEADING LESSONS Let them see you sweat. That’s what dancing is about. That’s what life is about. Basically, you get out what you put in to any situation. If you’re lazy, cynical, negative--like that gas station mechanic--it’s going to show in anything you do. But if you focus, prepare, give 110 percent, you’re a winner no matter what the outcome. Any area of your life that you give attention to--career, relationships, health--will be better. I’m not saying that we should all go out there and become workaholics. I’m saying that you should commit yourself fully; give your whole self to the effort. You can’t blame others for your circumstances or your failures. When you ask yourself, “What am I prepared to do?” the answer should always be, “Whatever it takes.

Because incentives trigger a primitive, engrained response, they produce a number of unintended consequences. First, they strongly reinforce self-aggrandizement, so much so that people can dedicate highly creative energy toward the counterproductive purpose of gaming the system. Second, they focus people’s attention on the incentive, rather than on customers. Third, they reduce the sense of agency and locus of control in workers, placing it instead in the hands of those who are creating the incentives and providing the rewards. This not only undermines the ability to be self-managing, it also infantilizes people. Thus it is small wonder, given the ubiquity of this practice, that Americans struggle to see themselves as engaged, empowered participants in their own democratic institutions.

CHAPTER THREE IN ONE PAGE Multitrack     1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain.     2. When you consider multiple options simultaneously, you learn the “shape” of the problem.     •  When designers created ads simultaneously, they scored higher on creativity and effectiveness.     3. Multitracking also keeps egos in check—and can actually be faster!     •  When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan.     4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions.     5. Beware “sham options.”     •  Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options.     6. Toggle between the prevention and promotion mindsets.     •  Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes.     •  Companies who used both mindsets performed much better after a recession.     •  Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress.     7. Push for “this AND that” rather than “this OR that.

Our overview of lagging skills is now complete. Of course, that was just a sampling. Here’s a more complete, though hardly exhaustive, list, including those we just reviewed: > Difficulty handling transitions, shifting from one mind-set or task to another > Difficulty doing things in a logical sequence or prescribed order > Difficulty persisting on challenging or tedious tasks > Poor sense of time > Difficulty maintaining focus > Difficulty considering the likely outcomes or consequences of actions (impulsive) > Difficulty considering a range of solutions to a problem > Difficulty expressing concerns, needs, or thoughts in words > Difficulty understanding what is being said > Difficulty managing emotional response to frustration so as to think rationally > Chronic irritability and/or anxiety significantly impede capacity for problem-solving or heighten frustration > Difficulty seeing the “grays”/concrete, literal, black-and-white thinking > Difficulty deviating from rules, routine > Difficulty handling unpredictability, ambiguity, uncertainty, novelty > Difficulty shifting from original idea, plan, or solution > Difficulty taking into account situational factors that would suggest the need to adjust a plan of action > Inflexible, inaccurate interpretations/cognitive distortions or biases (e.g., “Everyone’s out to get me,” “Nobody likes me,” “You always blame me,” “It’s not fair,” “I’m stupid”) > Difficulty attending to or accurately interpreting social cues/poor perception of social nuances > Difficulty starting conversations, entering groups, connecting with people/lacking basic social skills > Difficulty seeking attention in appropriate ways > Difficulty appreciating how his/her behavior is affecting other people > Difficulty empathizing with others, appreciating another person’s perspective or point of view > Difficulty appreciating how s/he is coming across or being perceived by others > Sensory/motor difficulties

Even when we die, our prayers don’t. Each prayer takes on a life, an eternal life, of its own. Because we are surrounded by technologies that make our lives faster and easier, we tend to think about spiritual realities in technological terms. We want to reap the very second we sow. We want God to microwave answers, MapQuest directions, and Twitter instructions. We want things to happen at the speed of light instead of the speed of a seed planted in the ground, but almost all spiritual realities in Scripture are described in agricultural terms. We want our dreams to become reality overnight. We want our prayers answered immediately. But that isn’t the way it works in God’s kingdom. We need the patience of the planter. We need the foresight of the farmer. We need the mind-set of the sower. We worry far too much about outcomes instead of focusing on inputs. We cannot make things grow. Period. All we can do is plant and water. But if we plant20 and water, God promises to give the increase.

I discovered that the predominant effects produced by the drugs discussed in this book are positive. It didn’t matter whether the drug in question was cannabis, cocaine, heroin, methamphetamine, or psilocybin. Overwhelmingly, consumers expressed feeling more altruistic, empathetic, euphoric, focused, grateful, and tranquil. They also experienced enhanced social interactions, a greater sense of purpose and meaning, and increased sexual intimacy and performance. This constellation of findings challenged my original beliefs about drugs and their effects. I had been indoctrinated to be biased toward the negative effects of drug use. But over the past two-plus decades, I had gained a deeper, more nuanced understanding. Sure, negative effects were also possible outcomes. But they represented a minority of effects; they were predictable and readily mitigated. For example, the type of drug use described in this book should be limited to healthy, responsible adults. These individuals fulfill their responsibilities as citizens, parents, partners, and professionals. They eat healthy, exercise regularly, and get sufficient amounts of sleep. They take steps to alleviate chronic excessive stress levels. These practices ensure physical fitness and considerably reduce the likelihood of experiencing adverse effects. Equally important, I learned that people undergoing acute crises and those afflicted with psychiatric illnesses should probably avoid drug use because they may be at greater risk of experiencing unwanted effects. The vast amount of predictably favorable drug effects intrigued me, so much so that I expanded my own drug use to take advantage of the wide array of beneficial outcomes specific drugs can offer. To put this in personal terms, my position as department chairman (from 2016 to 2019) was far more detrimental to my health than my drug use ever was. Frequently, the demands of the job led to irregular exercise and poor eating and sleeping habits, which contributed to pathological stress levels. This wasn’t good for my mental or physical health. My drug use, however, has never been as disruptive or as problematic. It has, in fact, been largely protective against the negative health consequences of negotiating pathology-producing environments.

One day in the dojo (the martial-arts studio) before our karate class began, I witnessed the power of a concentrated focus unlike anything that I’d ever seen growing up in the heartland of northern Missouri. On that day, our instructor walked into the room and asked us to do something very different from the form and movement practices that were familiar to us. He explained that he would seat himself in the center of the thick mat where we honed our skills, close his eyes, and go into a meditation. During this exercise, he would stretch his arms out on either side of his body, with his palms open and facedown. He asked us to give him a couple of minutes to “anchor” himself in this T position and then invited us to do anything that we could to move him from his place. The men in our class outnumbered the women by about two to one, and there had always been a friendly competition between the sexes. On that day, however, there was no such division. Together, we all sat close to our instructor, silent and motionless. We watched as he simply walked to the center of the mat, sat down with his legs crossed, closed his eyes, held out his arms, and changed his breathing pattern. I remember that I was fascinated and observed closely as his chest swelled and shrank, slower and slower with each breath until it was hard to tell that he was breathing at all. With a nod of agreement, we moved closer and tried to move our instructor from his place. At first, we thought that this was going to be an easy exercise, and only a few of us tried. As we grabbed his arms and legs, we pushed and pulled in different directions with absolutely no success. Amazed, we changed our strategy and gathered on one side of him to use our combined weight to force him in the opposite direction. Still, we couldn’t even budge his arms or the fingers on his hands! After a few moments, he took a deep breath, opened his eyes, and with the gentle humor we’d come to respect, he asked, “What happened? How come I’m still sitting here?” After a big laugh that eased the tension and with a familiar gleam in his eyes, he explained what had just happened. “When I closed my eyes,” he said, “I had a vision that was like a dream, and that dream became my reality. I pictured two mountains, one on either side of my body, and myself on the ground between the peaks.” As he spoke, I immediately saw the image in my mind’s eye and felt that he was somehow imbuing us with a direct experience of his vision. “Attached to each of my arms,” he continued, “I saw a chain that bound me to the top of each mountain. As long as the chains were there, I was connected to the mountains in a way that nothing could change.” Our instructor looked around at the faces that were riveted on each word he was sharing. With a big grin, he concluded, “Not even a classroom full of my best students could change my dream.” Through a brief demonstration in a martial-arts classroom, this beautiful man had just given each of us a direct sense of the power to redefine our relationship to the world. The lesson was less about reacting to what the world was showing us and more about creating our own rules for what we choose to experience. The secret here is that our instructor was experiencing himself from the perspective that he was already fixed in one place on that mat. In those moments, he was living from the outcome of his meditation. Until he chose to break the chains in his imagination, nothing could move him. And that’s precisely what we found out.

Time management also involves energy management. Sometimes the rationalization for procrastination is wrapped up in the form of the statement “I’m not up to this,” which reflects the fact you feel tired, stressed, or some other uncomfortable state. Consequently, you conclude that you do not have the requisite energy for a task, which is likely combined with a distorted justification for putting it off (e.g., “I have to be at my best or else I will be unable to do it.”). Similar to reframing time, it is helpful to respond to the “I’m not up to this” reaction by reframing energy. Thinking through the actual behavioral and energy requirements of a job challenges the initial and often distorted reasoning with a more realistic view. Remember, you only need “enough” energy to start the task. Consequently, being “too tired” to unload the dishwasher or put in a load of laundry can be reframed to see these tasks as requiring only a low level of energy and focus. This sort of reframing can be used to address automatic thoughts about energy on tasks that require a little more get-up-and-go. For example, it is common for people to be on the fence about exercising because of the thought “I’m too tired to exercise.” That assumption can be redirected to consider the energy required for the smaller steps involved in the “exercise script” that serve as the “launch sequence” for getting to the gym (e.g., “Are you too tired to stand up and get your workout clothes? Carry them to the car?” etc.). You can also ask yourself if you have ever seen people at the gym who are slumped over the exercise machines because they ran out of energy from trying to exert themselves when “too tired.” Instead, you can draw on past experience that you will end up feeling better and more energized after exercise; in fact, you will sleep better, be more rested, and have the positive outcome of keeping up with your exercise plan. If nothing else, going through this process rather than giving into the impulse to avoid makes it more likely that you will make a reasoned decision rather than an impulsive one about the task. A separate energy management issue relevant to keeping plans going is your ability to maintain energy (and thereby your effort) over longer courses of time. Managing ADHD is an endurance sport. It is said that good soccer players find their rest on the field in order to be able to play the full 90 minutes of a game. Similarly, you will have to manage your pace and exertion throughout the day. That is, the choreography of different tasks and obligations in your Daily Planner affects your energy. It is important to engage in self-care throughout your day, including adequate sleep, time for meals, and downtime and recreational activities in order to recharge your battery. Even when sequencing tasks at work, you can follow up a difficult task, such as working on a report, with more administrative tasks, such as responding to e-mails or phone calls that do not require as much mental energy or at least represent a shift to a different mode. Similarly, at home you may take care of various chores earlier in the evening and spend the remaining time relaxing. A useful reminder is that there are ways to make some chores more tolerable, if not enjoyable, by linking them with preferred activities for which you have more motivation. Folding laundry while watching television, or doing yard work or household chores while listening to music on an iPod are examples of coupling obligations with pleasurable activities. Moreover, these pleasant experiences combined with task completion will likely be rewarding and energizing.

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.