Focus On Small Improvements Quotes

7 keys to getting more things done: 1 start 2 dont make excuses 3 celebrate small steps 4 ignore critics 5 be consistent 6 be open 7 stay positive

The best way to deal with stress at work is to go for a forest bath. I go for shinrin-yoku every lunchtime. You don’t need a forest; any small green space will do. Leave your cup of coffee and your phone behind and just walk slowly. You don’t need to exercise, you just need to open your senses to nature. It will improve your mood, reduce tension and anxiety, and help you focus and concentrate for the rest of the day.

If you want to make yourself more sensitive to the small details in your work, cultivate a habit of imagining, as specifically as possible, what you expect to see and do when you get to your desk. Then you’ll be prone to notice the tiny ways in which real life deviates from the narrative inside your head. If you want to become better at listening to your children, tell yourself stories about what they said to you at dinnertime last night. Narrate your life, as you are living it, and you’ll encode those experiences deeper in your brain. If you need to improve your focus and learn to avoid distractions, take a moment to visualize, with as much detail as possible, what you are about to do. It is easier to know what’s ahead when there’s a well-rounded script inside your head.

The road of life is paved with daily successes, a great number of them penny and nickle triumphs. Sadly, these little feats are often seen as worthless―even failures―because we dream of greater gain. Our greed keeps us focused on a gleaming pot of gold waiting at the end of some elusive rainbow. And, despairing a big loss, we fail to see the value in small achievements.

Get 1% better every day because these small improvements will accumulate and make a huge difference in your life. ● Focus on improving your systems instead of concentrating on your gaols.

Focus on making good decisions, not perfect ones. ‘Good enough’ steers you towards real change. Perfectionism causes decision-making paralysis, whereas improving your mood demands that you make decisions and take action. Keep changes small and sustainable. When someone is down, we show them kindness because we know it is what they need. So, if you are committed to managing your mood and overall mental health, commit to practising self-compassion.

If you constantly focus on doing things, you will certainly miss better way of doing things and better opportunities that might show up. This happens because when you are caught up in action you miss looking at the bigger picture.

Looking for the secret to success? It's simple – focus on the little actions you do each day. Whether it's learning something new, making healthier choices, or pursuing your passion, every small step counts. Keep striving, keep growing, and success will follow!

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.

It is easier to improve your own happiness — and the well-being of others — when you focus on doing it right now. Taking small, meaningful actions today is the best way to make changes. And eventually, these small changes will lead to important long-term outcomes.

Stay in the now. Pay attention to the things that are happening now, and don’t pay attention to the things that aren’t happening now. Focusing on the present helps reduce anxiety and worry, because it decreases emotional, self-focused processing in the ventromedial prefrontal cortex. Attention to the present also increases dorsolateral and ventrolateral prefrontal activity, allowing these regions to calm the amygdala.15 Improving your ability to stay present, a practice known as “mindfulness,” helps enhance these activations and leads to long-term improvements in anxiety and worrying.

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.

Everything is interconnected. Gratitude improves sleep. Sleep reduces pain. Reduced pain improves your mood. Improved mood reduces anxiety, which improves focus and planning. Focus and planning help with decision making. Decision making further reduces anxiety and improves enjoyment. Enjoyment gives you more to be grateful for, which keeps that loop of the upward spiral going. Enjoyment also makes it more likely you’ll exercise and be social, which, in turn, will make you happier.

Serotonin—improves willpower, motivation, and mood. Norepinephrine—enhances thinking, focus, and dealing with stress. Dopamine—increases enjoyment and is necessary for changing bad habits. Oxytocin—promotes feelings of trust, love, and connection, and reduces anxiety. GABA—increases feelings of relaxation and reduces anxiety. Melatonin—enhances the quality of sleep. Endorphins—provide pain relief and feelings of elation. Endocannabinoids—improve your appetite and increase feelings of peacefulness and well-being.

Metalearning: First Draw a Map. Start by learning how to learn the subject or skill you want to tackle. Discover how to do good research and how to draw on your past competencies to learn new skills more easily. Focus: Sharpen Your Knife. Cultivate the ability to concentrate. Carve out chunks of time when you can focus on learning, and make it easy to just do it. Directness: Go Straight Ahead. Learn by doing the thing you want to become good at. Don’t trade it off for other tasks, just because those are more convenient or comfortable. Drill: Attack Your Weakest Point. Be ruthless in improving your weakest points. Break down complex skills into small parts; then master those parts and build them back together again. Retrieval: Test to Learn. Testing isn’t simply a way of assessing knowledge but a way of creating it. Test yourself before you feel confident, and push yourself to actively recall information rather than passively review it. Feedback: Don’t Dodge the Punches. Feedback is harsh and uncomfortable. Know how to use it without letting your ego get in the way. Extract the signal from the noise, so you know what to pay attention to and what to ignore. Retention: Don’t Fill a Leaky Bucket. Understand what you forget and why. Learn to remember things not just for now but forever. Intuition: Dig Deep Before Building Up. Develop your intuition through play and exploration of concepts and skills. Understand how understanding works, and don’t recourse to cheap tricks of memorization to avoid deeply knowing things. Experimentation: Explore Outside Your Comfort Zone. All of these principles are only starting points. True mastery comes not just from following the path trodden by others but from exploring possibilities they haven’t yet imagined.

We had come to see the work of Wedco, a small bank – micro-finance institution is the formal term – that has been one of CARE’s great success stories in the region. Wedco began in 1989 with the idea of making small loans to groups of ladies, generally market traders, who previously had almost no access to business credit. The idea was that half a dozen or so female traders would form a business club and take out a small loan, which they would apportion among themselves, to help them expand or improve their businesses. The idea of having a club was to spread the risk. It seemed a slightly loopy idea to many to focus exclusively on females, but it has been a runaway success.

Let’s now look at the four basic types of EI parents (Gibson 2015): Emotional parents are dominated by feelings and can become extremely reactive and overwhelmed by anything that surprises or upsets them. Their moods are highly unstable, and they can be frighteningly volatile. Small things can be like the end of the world, and they tend to see others as either saviors or abandoners, depending on whether their wishes are being met. Driven parents are super goal-achieving and constantly busy. They are constantly moving forward, focused on improvements, and trying to perfect everything, including other people. They run their families like deadline projects but have little sensitivity to their children’s emotional needs. Passive parents are the nicer parents, letting their mate be the bad guy. They appear to enjoy their children but lack deeper empathy and won’t step in to protect them. While they seem more loving, they will acquiesce to the more dominant parent, even to the point of overlooking abuse and neglect. Rejecting parents aren’t interested in relationships. They avoid interaction and expect the family to center around their needs, not their kids. They don’t tolerate other people’s needs and want to be left alone to do their own thing. There is little engagement, and they can become furious and even abusive if things don’t go their way.

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

At the moment, most organizations remain stuck in the productivity quicksand of the hyperactive hive mind workflow, content to focus on tweaks meant to compensate for its worst excesses. It’s this mindset that leads to “solutions” like improving expectations around email response times or writing better subject lines. It leads us to embrace text autocomplete in Gmail, so we can write messages faster, or the search feature in Slack, so we can more quickly find what we’re looking for amid the scrum of back-and-forth chatter. These are the knowledge work equivalents of speeding up the craft method of car manufacturing by giving the workers faster shoes. It’s a small victory won in the wrong war.

My parents’ generation started out working hard, focused on earning a living without much concern about creating trouble in the environment. They weren’t out to harm the planet; they simply were not aware of what they were doing, or of how they might do it differently. In the case of the Eastern Shore beaches, the old approach left a thick mess on the places they took their families to play. After some time, they came to see that the long-term quality of the environment is a more worthy priority than the short-term need to rinse out the insides of ship hulls cheap and easy. They realized that change was possible, that change was not even all that hard or expensive, and that one small improvement could make a big difference. They saw to it that the local waters got cleaned up. They left the beach a little better than they found it.

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

As good architects know, seemingly arbitrary decisions, such as where to locate the bathrooms, will have subtle influences on how the people who use the building interact. Every trip to the bathroom creates an opportunity to run into colleagues, for better or for worse. A good building is not merely attractive, it also works. As we shall see, small and apparently insignificant details can have major impacts on people's behaviour. A good rule of thumb is to assume that everything matters. In many cases, the power of these small details come from focusing the attention of users in a particular direction. A wonderful example of this principle comes from, of all places, the men's rooms at Schiphol airport in Amsterdam. There, the authorities etched the image of a black housefly into each urinal. It seems that men usually do not pay much attention to where they aim, which can create a bit of a mess. But if they see a target, attention, and therefore accuracy, are much increased. According to the man who came up with the idea, it works wonders... Etchings reduced spillage by 80%. The insight that everything matters can be both paralysing and empowering.

So how much sleep is enough? Generally, sleep specialists recommend that adults get between seven and nine hours of sleep per night, though there is no perfect number for the amount of sleep you may need personally. Doctors and scientists agree on one thing overall, however: Getting too little sleep—five hours a night or less for most people—results in a wide range of cognitive and physical impairments. Neurons in the brain can’t consolidate the information you’ve taken in, so you don’t store memories and you lose the ability to use this information. Add to this the compromised motor control, lack of focus, and difficulty with decision making and problem solving that come with sleep deprivation, and you may think twice about catching The Tonight Show and choose to turn in earlier than usual. Stress When your brain is bombarded with stimuli that trigger anxiety, you experience stress—a series of biological and chemical processes throughout your body that initiates a fight-or-flight response. In a nutshell, here’s what happens: Your sympathetic nervous system, commanded by the hypothalamus—a small area at your brain’s base—releases stress hormones that ready you to deal with whatever threat has emerged. First, your adrenal glands (on top of your kidneys) release adrenaline, which causes increases in breathing rate, heart rate, and blood pressure. These glands also release cortisol, which increases

Hi Tim, Patience. Far too soon to expect strength improvements. Strength improvements [for a movement like this] take a minimum of 6 weeks. Any perceived improvements prior to that are simply the result of improved synaptic facilitation. In plain English, the central nervous system simply became more efficient at that particular movement with practice. This is, however, not to be confused with actual strength gains. Dealing with the temporary frustration of not making progress is an integral part of the path towards excellence. In fact, it is essential and something that every single elite athlete has had to learn to deal with. If the pursuit of excellence was easy, everyone would do it. In fact, this impatience in dealing with frustration is the primary reason that most people fail to achieve their goals. Unreasonable expectations timewise, resulting in unnecessary frustration, due to a perceived feeling of failure. Achieving the extraordinary is not a linear process. The secret is to show up, do the work, and go home. A blue collar work ethic married to indomitable will. It is literally that simple. Nothing interferes. Nothing can sway you from your purpose. Once the decision is made, simply refuse to budge. Refuse to compromise. And accept that quality long-term results require quality long-term focus. No emotion. No drama. No beating yourself up over small bumps in the road. Learn to enjoy and appreciate the process. This is especially important because you are going to spend far more time on the actual journey than with those all too brief moments of triumph at the end. Certainly celebrate the moments of triumph when they occur. More importantly, learn from defeats when they happen. In fact, if you are not encountering defeat on a fairly regular basis, you are not trying hard enough. And absolutely refuse to accept less than your best. Throw out a timeline. It will take what it takes. If the commitment is to a long-term goal and not to a series of smaller intermediate goals, then only one decision needs to be made and adhered to. Clear, simple, straightforward. Much easier to maintain than having to make small decision after small decision to stay the course when dealing with each step along the way. This provides far too many opportunities to inadvertently drift from your chosen goal. The single decision is one of the most powerful tools in the toolbox. 2 Wealthy “If you set your goals ridiculously high and it’s a failure, you will fail above everyone else’s success.” —James Cameron

Focus intently and beat procrastination.    Use the Pomodoro Technique (remove distractions, focus for 25 minutes, take a break).    Avoid multitasking unless you find yourself needing occasional fresh perspectives.    Create a ready-to-resume plan when an unavoidable interruption comes up.    Set up a distraction-free environment.    Take frequent short breaks. Overcome being stuck.    When stuck, switch your focus away from the problem at hand, or take a break to surface the diffuse mode.    After some time completely away from the problem, return to where you got stuck.    Use the Hard Start Technique for homework or tests.    When starting a report or essay, do not constantly stop to edit what is flowing out. Separate time spent writing from time spent editing. Learn deeply.    Study actively: practice active recall (“retrieval practice”) and elaborating.    Interleave and space out your learning to help build your intuition and speed.    Don’t just focus on the easy stuff; challenge yourself.    Get enough sleep and stay physically active. Maximize working memory.    Break learning material into small chunks and swap fancy terms for easier ones.    Use “to-do” lists to clear your working memory.    Take good notes and review them the same day you took them. Memorize more efficiently.    Use memory tricks to speed up memorization: acronyms, images, and the Memory Palace.    Use metaphors to quickly grasp new concepts. Gain intuition and think quickly.    Internalize (don’t just unthinkingly memorize) procedures for solving key scientific or mathematical problems.    Make up appropriate gestures to help you remember and understand new language vocabulary. Exert self-discipline even when you don’t have any.    Find ways to overcome challenges without having to rely on self-discipline.    Remove temptations, distractions, and obstacles from your surroundings.    Improve your habits.    Plan your goals and identify obstacles and the ideal way to respond to them ahead of time. Motivate yourself.    Remind yourself of all the benefits of completing tasks.    Reward yourself for completing difficult tasks.    Make sure that a task’s level of difficulty matches your skill set.    Set goals—long-term goals, milestone goals, and process goals. Read effectively.    Preview the text before reading it in detail.    Read actively: think about the text, practice active recall, and annotate. Win big on tests.    Learn as much as possible about the test itself and make a preparation plan.    Practice with previous test questions—from old tests, if possible.    During tests: read instructions carefully, keep track of time, and review answers.    Use the Hard Start Technique. Be a pro learner.    Be a metacognitive learner: understand the task, set goals and plan, learn, and monitor and adjust.    Learn from the past: evaluate what went well and where you can improve.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

Ways to train puppies or pet dogs efficiently? Individuals have to choose the qualified puppy shop in order to get large collection of puppy devices. Various categories of canines for sale in Miami and animal owners can make use of that chance to get high quality young puppies. Focus and concentration of the pet dogs can get enhanced when they train their puppies in a qualified training company. Consumer young puppies will certainly well-adjust with other one only when they get training from certified canine fitness instructor. Responsible and social characters will certainly get established when these puppies attend training in their young duration. If they desire to know dogs for sale in Miami, they have to refer a number of online puppy shops offered on the web. Though they get the puppies in miami from the best dogs for sale in Miami, they need to comprehend the feeding options. Medical therapy and feeding practices plays an essential role in growing puppies in a healthy manner. Getting puppies from online store is a better way for the user because they can avoid the confusing tasks. One can analyze the pros and cons of different kinds of puppies in a steady manner using the internet facility. People have to find the website that offer dogs and dog accessories at reasonable that will certainly convenience their consumer. Handling, socialization and training is essential for dogs in order to improve the capabilities of dogs. Puppies will get easily attached to the relative when it gets correct and efficient training. Number of effective suggestions and suggestions are offered on the web to grow the puppies or dogs without getting impacted from illness. One should get at least small history of the puppies from the stores to know the breeding capability of canines. Husky and poodle young puppies have vast understanding, and it will quickly comprehend the things by offering appropriate training.

Hi Tim, Patience. Far too soon to expect strength improvements. Strength improvements [for a movement like this] take a minimum of 6 weeks. Any perceived improvements prior to that are simply the result of improved synaptic facilitation. In plain English, the central nervous system simply became more efficient at that particular movement with practice. This is, however, not to be confused with actual strength gains. Dealing with the temporary frustration of not making progress is an integral part of the path towards excellence. In fact, it is essential and something that every single elite athlete has had to learn to deal with. If the pursuit of excellence was easy, everyone would do it. In fact, this impatience in dealing with frustration is the primary reason that most people fail to achieve their goals. Unreasonable expectations timewise, resulting in unnecessary frustration, due to a perceived feeling of failure. Achieving the extraordinary is not a linear process. The secret is to show up, do the work, and go home. A blue collar work ethic married to indomitable will. It is literally that simple. Nothing interferes. Nothing can sway you from your purpose. Once the decision is made, simply refuse to budge. Refuse to compromise. And accept that quality long-term results require quality long-term focus. No emotion. No drama. No beating yourself up over small bumps in the road. Learn to enjoy and appreciate the process. This is especially important because you are going to spend far more time on the actual journey than with those all too brief moments of triumph at the end. Certainly celebrate the moments of triumph when they occur. More importantly, learn from defeats when they happen. In fact, if you are not encountering defeat on a fairly regular basis, you are not trying hard enough. And absolutely refuse to accept less than your best. Throw out a timeline. It will take what it takes. If the commitment is to a long-term goal and not to a series of smaller intermediate goals, then only one decision needs to be made and adhered to. Clear, simple, straightforward. Much easier to maintain than having to make small decision after small decision to stay the course when dealing with each step along the way. This provides far too many opportunities to inadvertently drift from your chosen goal. The single decision is one of the most powerful tools in the toolbox.

carrying out kindness means doing a small act of generosity for someone else; overcoming our tendency to be selfish, inattentive, busy, impatient, or focused on our own needs; and doing it without expecting appreciation or anything in return.

better customer experience, like trade show booths, big teams, and splashy marketing campaigns. Amazon Music and Prime Video are examples of how we kept our investment manageable for many years by being frugal: keeping the team small, staying focused on improving the customer experience, limiting our marketing spend, and managing the P&L carefully. Once we had a clear product plan and vision for how these products could become billion-dollar businesses that would delight tens, even hundreds of millions of consumers, we invested big. Patience and carefully managed investment over many years can pay off greatly. Invention

The key to success is to focus our conscious mind on things we desire not things we fear.” - Brian Tracy

Chapter Summary 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.

It was not until the second major overhaul in 1992, when the survey specifically asked victims if they started resisting before or after they were injured, that the real trend became clear. It turns out the correlation between resistance and injury (including sexual assault) was primarily due to cases where victims provided resistance only after they had been injured. If you correct this statistical error, victims who resisted their attacker were significantly less likely to be injured (Thompson, Simon, Saltzman, & Mercy, 1999; Tark & Kleck, 2004). In addition, 75 percent of the victims who resisted were of the opinion that their own actions improved their situation, while only 15 percent believed resisting resulted in greater injury. Despite our relatively new understanding of the importance of resisting your attacker, the “conventional wisdom” about crime scenarios is still very prevalent. Law enforcement officers may tell you, “Don’t be a hero,” but you should keep in mind that the personal experiences of those officers focus very heavily on the small percentage of those victims who suffered greater injury as a result of their actions.

Ancient Master Requirements: Talent attribute two or more Tiers above lowest-Tier attribute Know three or more forms of Magic Race: Most Focus: Magic Zeal or Conviction one Tier lower than Willpower Restrictions: Must never reject an opportunity to learn a new type of magic (but see below). May not voluntarily increase Zeal or Conviction May not use or learn Divine Magic Some part of him was impressed at the depth of the class system, but that part was small indeed. Most of him was howling “get to the kewl powerz.” The knowledge slid into his mind, and he began to smile. Passive Abilities: Calculate aether-derived %RESOURCE% using an improved formula: 50+(Talent*50) Increased facility with improvised magic Decreased ability to use known spellforms Base aether to %RESOURCE% conversion ratio is 100% Basic Abilities: %RESOURCE%bolt (3 %RESOURCE% / damage, global cooldown, attack spell) Fires a bolt of %RESOURCE% energy at the target Gnostic Reflection (100 %RESOURCE%, 30s cooldown, mental trigger) Absorbs the energy of one spell targeting the caster, then targets the spell’s source with an identical spell using the caster’s parameters. Unknown magic types will not be replicated but can contribute to learning that type of magic. %RESOURCE% Metamorphosis (100 percent of current %RESOURCE%, 1/day, mental trigger) Converts all surrounding energy in a (Tier*Talent) meter radius as well as the caster’s physical form into %RESOURCE% for up to 60 seconds. During this time, damage to Health is applied to %RESOURCE%, only abilities or effects which use %RESOURCE% will function within the ability’s

There are eight areas of life for which you should make goals. When you focus on all these areas and build up goals over the year, this has a compound effect on your whole life. If you could improve in all areas of your life, even just little by little, month on month, by the end of the year your life would look drastically different. The areas are: • Spiritual (your connection to the Universe/God … whatever or whomever) • Emotional (your relationship to your closest family members/partner/children) • Physical (your physical health) • Mental (your learning and mental growth) • Social (your friendships and community) • Charitable (how you give to others outside of yourself) • Vocational (what you do for a living) •    Financial (your relationship to money and how you build your wealth). Set yourself 12-month goals in each of the areas.

The health of your body has a direct impact on the health of your brain. In fact, there are only three degrees of separation between sitting too much and dementia. You sit for long periods of time. Your body goes into hibernation mode, depressing your metabolism and increasing your blood pressure, blood sugar, and weight.7 Your high blood pressure damages your heart and its vessels. The small vessels that feed your brain get blocked, putting you at risk of small vessel disease. Without adequate blood supply, the brain’s white matter starves to death.8 White matter acts like a telephone wire that connects brain regions so they can talk to each other. When your white matter is damaged, the communication between those brain regions breaks down just like it did in that telephone game we played as kids; in the end, the message is all mixed up and everyone is confused. It was funny back then, but it’s not funny now. The white matter damage shows up like bright lights on your brain scan called white matter hyperintensities. The scary part is that your brain could be lit up like a Christmas tree but clinically silent, meaning that you may have no noticeable symptoms until it’s too

It is easier and more productive to teach your dog what TO DO than to keep telling him what NOT to do. Practice some or all of these at home until your dog has excellent responses. Do Not let them rehearse the aggressive/Reactive behaviour. It will become a habit! About The Clicker Clicker Basics We teach the dogs that the ‘Click’ is a clear signal that they have done something we like and will reward it. Why use the clicker? 1. It is clear, specific, unemotional communication to the dog. 2. It helps you to focus on the good things your dog is doing and recognize small improvements. You can pick out short moments of good behaviour. 3. While

We started with a small number of two-pizza teams so that we could learn what worked and refine the model before widespread adoption. One significant lesson became clear fairly early: each team started out with its own share of dependencies that would hold them back until eliminated, and eliminating the dependencies was hard work with little to no immediate payback. The most successful teams invested much of their early time in removing dependencies and building “instrumentation”—our term for infrastructure used to measure every important action—before they began to innovate, meaning, add new features. For example, the Picking team owned software that directed workers in the fulfillment centers where to find items on the shelves. They spent much of their first nine months systematically identifying and removing dependencies from upstream areas, like receiving inventory from vendors, and downstream areas, like packing and shipping. They also built systems to track every important event that happened in their area at a detailed, real-time level. Their business results didn’t improve much while they did so, but once they had removed dependencies, built their fitness function, and instrumented their systems, they became a strong example of how fast a two-pizza team could innovate and deliver results. They became advocates of this new way of working. Other teams, however, put off doing the unglamorous work of removing their dependencies and instrumenting their systems. Instead, they focused too soon on the flashier work of developing new features, which enabled them to make some satisfying early progress. Their dependencies remained, however, and the continuing drag soon became apparent as the teams lost momentum.

If you want to make yourself more sensitive to the small details in your work, cultivate a habit of imagining, as specifically as possible, what you expect to see and do when you get to your desk. Then you’ll be prone to notice the tiny ways in which real life deviates from the narrative inside your head. If you want to become better at listening to your children, tell yourself stories about what they said to you at dinnertime last night. Narrate your life, as you are living it, and you’ll encode those experiences deeper in your brain. If you need to improve your focus and learn to avoid distractions, take a moment to visualize, with as much detail as possible, what you are about to do. It is easier to know what’s ahead when there’s a well-rounded script inside your head. Companies say such tactics are important in all kinds of settings, including if you’re applying for a job or deciding whom to hire. The candidates who tell stories are the ones every firm wants. “We look for people who describe their experiences as some kind of a narrative,” Andy Billings, a vice president at the video game giant Electronic Arts, told me. “It’s a tip-off that someone has an instinct for connecting the dots and understanding how the world works at a deeper level. That’s who everyone tries to get.

refocus your thoughts Many of us compare because we think or feel we are inferior. Shift your thinking from negative to positive by focusing on the good things in your life. Instead of thinking “I want” or “I wish,” focus on the things for which you are grateful and thankful.

focus on nonmaterial things Comparing often focuses on the materialistic or quantifiable things people have instead of the quality. Cars, clothes, houses, income, and the like are all quantifiable. Yet family, health, friends, and our life experiences make life much richer. Spend more time enjoying the nonmaterial side of things and your personal journey through life instead of on the “things” you have or don’t have.

avoid activities that cause comparing Some activities lend themselves to drawing comparisons more than others. For instance, reading tabloids and watching certain types of television shows keep us in a superficial, comparing mindset. And, of course, gossiping is the quintessential comparing activity. Reduce these types of activities in your life, and instead focus on those that are more meaningful and bring out your most positive qualities.

We are predisposed to think negatively about our fellow man. We have what’s called a “negativity bias,” which causes us to give more focus and more weight to negative experiences, thoughts, and information than we do to those that are positive.

be generous We all have good in us. Search for it in others, as well as in yourself. Take the time to know people and focus on their abilities, strengths, and positive characteristics. Try to be forgiving, nonjudgmental, unprejudiced, kind, open, honest, and accepting. This is important in connecting with others and the greater world around you.

Reading on a regular basis, however, provides amazing benefits to the health of our brain and our mental well-being. Compared to other media—especially television—reading is an active process that engages several parts of the brain, demanding much more from us neurologically. As a result, reading makes you smarter and—even better—keeps you smart as you get older, helping to protect against memory loss. It should come as no surprise that the more you read, the more you increase your vocabulary, general knowledge, spelling capabilities, and verbal fluency.1 Further, reading books or lengthy articles for an extended period of time improves our focus, concentration, and attention skills.

If your mind tends to wander when trying to focus, rein in thoughts and redirect them toward the task on which you are working.

Four Farmers Once upon a time, there were four farmers who lived beside each other: Farmer Fraidy, Farmer Flaky, Farmer Fancy, and Farmer Focused. Out of all these Farmers, only Farmer Focused had a huge harvest every year. Fraidy, Flaky, and Fancy always had very tiny harvests. Let me tell you why. Farmer Fraidy Farmer Fraidy doesn't plant too many seeds. Why? He's filled with fear. He's afraid that the seeds won't grow. Or if they grow, they won't bear fruit. Or if they bear fruit, no one will buy the fruit. He imagines the worst scenario. He's paralyzed by the question, "What if?" Such as, "What if there's a storm that will destroy my crops? What if there's a bug infestation? What if there's an alien invasion?" He entertains his fears so much, he plants very little seeds. Because of that, he has very little harvest. Farmer Flaky On the other hand, Farmer Flaky plants a lot of seeds but he's distracted. He goofs off in the middle of the season. He spends a lot of time on Facebook. He plays video games. He watches all kinds of telenovelas—Filipino, Korean, Mexican, and Martian. He goes off to Hong Kong to eat xiao long bao. In short, he neglects the farm. Many of the crops don't grow. Farmer Fancy This guy farms in the wrong way. He chooses the wrong seed, tills the soil in the wrong way, and harvests them in the wrong way, too. When other farmers give him suggestions on how to improve, he doesn't listen. He's simply too proud. And that's why his harvest is very small. These three Farmers are connected to the first Success Principle from Proverbs.

To become really good at something, we need to build a habit of paying attention while doing the boring practice stuff. The hard part is keeping the focus on how to make the small changes, the improvements in what we already know. These are the small steps that bring us closer to perfection. A life of excellence, therefore, is a life of paying attention and a life of deliberate, continuous change. The need for continuous change is at the center of the idea of the Excellence Habit, and it also might be the hardest one to accept.

Lync has its title altered. And so what sort of computer software is it now? Well, it is identified as Lync Mac Business. The particular motive for carrying this out is a need to combine the familiar experience and level of popularity from consumers associated with Lync Mac along with security regarding Lync as well as control feature set. Yet another thing which Lync has got influenced in this specific new version of Lync happens to be the transformation associated with particular graphical user interface aspects which are used in the popular program of Lync Mac. It has been chose to utilize the same icons as in Lync as an alternative to attempting to make new things. Microsoft Company furthermore included the particular call monitor screen which happens to be applied within Lync in order that consumers could preserve an active call seen inside a small display when customers happen to be focusing on yet another program. It is additionally essential to point out that absolutely no features which were obtainable in Lync are already eliminated. And you should additionally understand that Lync Mac happens to be nevertheless utilizing the foundation regarding Lync. And it is very good that the actual software is nevertheless operating on the previous foundation since it happens to be known for the security. However what helps make Lync Mac a great choice if perhaps you're searching for an immediate texting software? There are a wide range of advantages which this particular application has got and we'll have a look at a few of these. Changing from instantaneous messaging towards document sharing won't take a great deal of time. Essentially, it provides a flawless incorporation associated with the software program. An improved data transfer administration is yet another factor that you'll be in a position enjoy from this program. Network supervisors can assign bandwidth, limit people and also split video and audio streams throughout each application and control the effect of bandwidth. In case you aren't making use of Microsoft Windows operating system and prefer Lync in that case possibly you're concerned that you will not be able to utilize this particular application or it is going to possess some constraints? The reply happens to be no. As we've talked about many times currently, Lync is currently best-known as being Lync For Mac Business .There is nothing that is actually extracted from the main edition therefore the full functionality is actually offered for you. And it is certainly great to understand the fact that Lync that we should simply call Lync For Mac version is actually capable to provide you all the characteristics which you'll need. If you happen to be trying to find a fantastic application for your own organization, in that case this is the one particular you are in search of Lync For Mac which will still be acknowledged as being Lync for a long period edition is actually competent to present you with everything that is actually necessary for your organization even if you decided to not utilize Microsoft operating system. Know about more detail please visit lyncmac.com

I deeply admire the president’s determination to defy the small, poll-driven politics of our day to tackle big things. However, the gap between the singular focus of the campaign and his varied and ambitious agenda afterward undoubtedly sapped some of his political strength, leaving Americans wondering if he was truly focused on their concerns. You can’t take politics entirely out of the process. I don’t speak with the president as much anymore. With the campaigns over, our once-frequent conversations have slowed to a trickle. I miss them. And when I hear the thundering hooves of the Washington pundits and pols on a stampede to run him down, I feel for him. Hell, I bleed for him. The brutal midterm election of 2014 was another painful rebuke. Yet I know this: There are people who are alive today because of the health coverage he made possible. There are soldiers home with their families instead of halfway across the world. There are hundreds of thousands of autoworkers on the assembly line who would have been idled but for him, and the overall economy is in better shape than it has been in years. There are folks who are getting improved deals from their banks and mortgage lenders thanks to new rules in place and a new cop on the beat. There are gay and lesbian Americans who are, for the first time, free to defend their country without having to lie about who they are. There are women who have greater legal recourse when they’re paid less than the man doing the exact same job alongside them. There are families who can afford to send their kids to college because there is more aid available. Oh, and yes . . . just as he predicted in my conference room back in those wonderful, heady days when we first considered an audacious run for the presidency, millions of kids in our country today can dream bigger dreams because Barack Obama has blazed the trail for them.

Set the table: Decide exactly what you want. Clarity is essential. Write out your goals and objectives before you begin. Plan every day in advance: Think on paper. Every minute you spend in planning can save you five or ten minutes in execution. Apply the 80/20 Rule to everything: Twenty percent of your activities will account for 80 percent of your results. Always concentrate your efforts on that top 20 percent. Consider the consequences: Your most important tasks and priorities are those that can have the most serious consequences, positive or negative, on your life or work. Focus on these above all else. Practice creative procrastination: Since you can't do everything, you must learn to deliberately put off those tasks that are of low value so that you have enough time to do the few things that really count. Use the ABCDE Method continually: Before you begin work on a list of tasks, take a few moments to organize them by value and priority so you can be sure of working on your most important activities. Focus on key result areas: Identify and determine those results that you absolutely, positively have to get to do your job well, and work on them all day long. The Law of Three: Identify the three things you do in your work that account for 90 percent of your contribution, and focus on getting them done before anything else. You will then have more time for your family and personal life. Prepare thoroughly before you begin: Have everything you need at hand before you start. Assemble all the papers, information, tools, work materials, and numbers you might require so that you can get started and keep going. Take it one oil barrel at a time: You can accomplish the biggest and most complicated job if you just complete it one step at a time. Upgrade your key skills: The more knowledgeable and skilled you become at your key tasks, the faster you start them and the sooner you get them done. Leverage your special talents: Determine exactly what it is that you are very good at doing, or could be very good at, and throw your whole heart into doing those specific things very, very well. Identify your key constraints: Determine the bottlenecks or choke points, internal or external, that set the speed at which you achieve your most important goals, and focus on alleviating them. Put the pressure on yourself: Imagine that you have to leave town for a month, and work as if you had to get all your major tasks completed before you left. Maximize your personal power: Identify your periods of highest mental and physical energy each day, and structure your most important and demanding tasks around these times. Get lots of rest so you can perform at your best. Motivate yourself into action: Be your own cheerleader. Look for the good in every situation. Focus on the solution rather than the problem. Always be optimistic and constructive. Get out of the technological time sinks: Use technology to improve the quality of your communications, but do not allow yourself to become a slave to it. Learn to occasionally turn things off and leave them off. Slice and dice the task: Break large, complex tasks down into bite-sized pieces, and then do just one small part of the task to get started. Create large chunks of time: Organize your days around large blocks of time where you can concentrate for extended periods on your most important tasks. Develop a sense of urgency: Make a habit of moving fast on your key tasks. Become known as a person who does things quickly and well. Single handle every task: Set clear priorities, start immediately on your most important task, and then work without stopping until the job is 100 percent complete. This is the real key to high performance and maximum personal productivity.

To measure market needs, I would watch carefully what customers do, not simply listen to what they say. Watching how customers actually use a product provides much more reliable information than can be gleaned from a verbal interview or a focus group. Thus, observations indicate that auto users today require a minimum cruising range (that is, the distance that can be driven without refueling) of about 125 to 150 miles; most electric vehicles only offer a minimum cruising range of 50 to 80 miles. Similarly, drivers seem to require cars that accelerate from 0 to 60 miles per hour in less than 10 seconds (necessary primarily to merge safely into highspeed traffic from freeway entrance ramps); most electric vehicles take nearly 20 seconds to get there. And, finally, buyers in the mainstream market demand a wide array of options, but it would be impossible for electric vehicle manufacturers to offer a similar variety within the small initial unit volumes that will characterize that business. According to almost any definition of functionality used for the vertical axis of our proposed chart, the electric vehicle will be deficient compared to a gasolinepowered car. This information is not sufficient to characterize electric vehicles as disruptive, however. They will only be disruptive if we find that they are also on a trajectory of improvement that might someday make them competitive in parts of the mainstream market. The trajectories of performance improvement demanded in the market—whether measured in terms of required acceleration, cruising range, or top cruising speed—are relatively flat. This is because traffic laws impose a limit on the usefulness of ever-more-powerful cars, and demographic, economic, and geographic considerations limit the increase in commuting miles for the average driver to less than 1 percent per year. At the same time, the performance of electric vehicles is improving at a faster rate—between 2 and 4 percent per year—suggesting that sustaining technological advances might indeed carry electric vehicles from their position today, where they cannot compete in mainstream markets, to a position in the future where they might.

On the job training and experience is often stated as “the way” to learn the job of policing. What does this mean to us cops? Does it mean with time on the job we’ll get better at what we do, automatically, or magically from working shift after shift and handling call after call? Every time we race to the scene and charge towards the sounds of danger and come out safe with suspect in custody, mean that we have somehow gotten better just by being there and participating in the dangerous encounter? Or is there something more to this concept of “on the job training” we should be doing to leverage every experience no matter how small or big to improve our performance? When I think of on the job training I do not envision an environment where you show up for work and fly by the seat of your pants and hope things work out as you think they should. No, what I envision by on the job training is that you learn from every experience and focus on leveraging the lessons learned to make you better at the job. Law enforcement officers are members of a profession that does not routinely practice its tactical skills. Only constant violent conflict and violent crime, a condition to objectionable, to even contemplate, would allow such practice. Thus the honing and developing of law enforcement peacekeeping skills must be achieved in other ways.

International labor mobility What’s the problem? Increased levels of migration from poor to rich countries would provide substantial benefits for the poorest people in the world, as well as substantial increases in global economic output. However, almost all developed countries pose heavy restrictions on who can enter the country to work. Scale: Very large. Eighty-five percent of the global variation in earnings is due to location rather than other factors: the extremely poor are poor simply because they don’t live in an environment that enables them to be productive. Economists Michael Clemens, Claudio Montenegro, and Lant Pritchett have estimated what they call the place premium—the wage gain for foreign workers who move to the United States. For an average person in Haiti, relocation to the United States would increase income by about 680 percent; for a Nigerian, it would increase income by 1,000 percent. Some other developing countries have comparatively lower place premiums, but they are still high enough to dramatically benefit migrants. Most migrants would also earn enough to send remittances to family members, thus helping many of those who do not migrate. An estimated six hundred million people worldwide would migrate if they were able to. Several economists have estimated that the total economic gains from free mobility of labor across borders would be greater than a 50 percent increase in world GDP. Even if these estimates were extremely optimistic, the economic gains from substantially increased immigration would be measured in trillions of dollars per year. (I discuss some objections to increased levels of immigration in the endnotes.) Neglectedness: Very neglected. Though a number of organizations work on immigration issues, very few focus on the benefits to future migrants of relaxing migration policy, instead focusing on migrants who are currently living in the United States. Tractability: Not very tractable. Increased levels of immigration are incredibly unpopular in developed countries, with the majority of people in Germany, Italy, the Netherlands, Norway, Sweden, and the United Kingdom favoring reduced immigration. Among developed countries, Canada is most sympathetic to increased levels of immigration; but even there only 20 percent of people favor increasing immigration, while 42 percent favor reducing it. This makes political change on this issue in the near term seem unlikely. What promising organizations are working on it? ImmigrationWorks (accepts donations) organizes, represents, and advocates on behalf of small-business owners who would benefit from being able to hire lower-skill migrant workers more easily, with the aim of “bringing America’s annual legal intake of foreign workers more realistically into line with the country’s labor needs.” The Center for Global Development (accepts donations) conducts policy-relevant research and policy analysis on topics relevant to improving the lives of the global poor, including on immigration reform, then makes recommendations to policy makers.

Caroline’s project faces extreme uncertainty: there had never been a volunteer campaign of this magnitude at HP before. How confident should she be that she knows the real reasons people aren’t volunteering? Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than 170 countries? Barlerin’s goal is to inspire her colleagues to make the world a better place. Looked at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various departments and other managers, and preparing a road map of initiatives for the first eighteen months of her project. She also has a strong accountability framework with metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, she has a business plan that lays out her intentions nicely. Yet despite all that work, she is—so far—creating one-off wins and no closer to knowing if her vision will be able to scale. One assumption, for example, might be that the company’s long-standing values included a commitment to improving the community but that recent economic trouble had resulted in an increased companywide strategic focus on short-term profitability. Perhaps longtime employees would feel a desire to reaffirm their values of giving back to the community by volunteering. A second assumption could be that they would find it more satisfying and therefore more sustainable to use their actual workplace skills in a volunteer capacity, which would have a greater impact on behalf of the organizations to which they donated their time. Also lurking within Caroline’s plans are many practical assumptions about employees’ willingness to take the time to volunteer, their level of commitment and desire, and the way to best reach them with her message. The Lean Startup model offers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to complete; these experiments could begin immediately. By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Here’s what it might look like if Caroline were to treat her project as an experiment.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth. These lessons have become dogma in the startup world; those who would ignore them are presumed to invite the justified doom visited upon technology in the great crash of 2000. And yet the opposite principles are probably more correct: 1. It is better to risk boldness than triviality. 2. A bad plan is better than no plan. 3. Competitive markets destroy profits. 4. Sales matters just as much as product.

By developing a habit of telling ourselves stories about what’s going on around us, we learn to sharpen where our attention goes. These storytelling moments can be as small as trying to envision a coming meeting while driving to work—forcing yourself to imagine how the meeting will start, what points you will raise if the boss asks for comments, what objections your coworkers are likely to bring up—or they can be as big as a nurse telling herself stories about what infants ought to look like as she walks through a NICU. If you want to make yourself more sensitive to the small details in your work, cultivate a habit of imagining, as specifically as possible, what you expect to see and do when you get to your desk. Then you’ll be prone to notice the tiny ways in which real life deviates from the narrative inside your head. If you want to become better at listening to your children, tell yourself stories about what they said to you at dinnertime last night. Narrate your life, as you are living it, and you’ll encode those experiences deeper in your brain. If you need to improve your focus and learn to avoid distractions, take a moment to visualize, with as much detail as possible, what you are about to do. It is easier to know what’s ahead when there’s a well-rounded script inside your head.

Goldratt taught us that in most plants, there are a very small number of resources, whether it’s men, machines, or materials, that dictates the output of the entire system. We call this the constraint—or bottleneck. Either term works. Whatever you call it, until you create a trusted system to manage the flow of work to the constraint, the constraint is constantly wasted, which means that the constraint is likely being drastically underutilized. “That means you’re not delivering to the business the full capacity available to you. It also likely means that you’re not paying down technical debt, so your problems and amount of unplanned work continues to increase over time,” he says. He continues, “You’ve identified this Brent person as a constraint to restore service. Trust me, you’ll find that he constrains many other important flows of work, as well.” I try to interrupt to ask a question, but he continues headlong, “There are five focusing steps which Goldratt describes in The Goal: Step 1 is to identify the constraint. You’ve done that, so congratulations. Keep challenging yourself to really make sure that’s your organizational constraint, because if you’re wrong, nothing you do will matter. Remember, any improvement not made at the constraint is just an illusion, yes? “Step 2 is to exploit the constraint,” he continues. “In other words, make sure that the constraint is not allowed to waste any time. Ever. It should never be waiting on any other resource for anything, and it should always be working on the highest priority commitment the IT Operations organization has made to the rest of the enterprise. Always.” I hear him say encouragingly, “You’ve done a good job exploiting the constraint on several fronts. You’ve reduced reliance on Brent for unplanned work and outages. You’ve even started to figure out how to exploit Brent better for the three other types of work: business and IT projects and changes. Remember, unplanned work kills your ability to do planned work, so you must always do whatever it takes to eradicate it.

Emissions of carbon dioxide reasonable commercial For those who do not know each other with the phrase "carbon footprint" and its consequences or is questionable, which is headed "reasonable conversion" is a fast lens here. Statements are described by the British coal climatic believe. "..The GC installed (fuel emissions) The issue has directly or indirectly affected by a company or work activities, products," only in relation to the application, especially to introduce a special procedure for the efforts of B. fight against carbon crank function What is important? Carbon dioxide ", uh, (on screen), the main fuel emissions" and the main result of global warming, improve a process that determines the atmosphere in the air in the heat as greenhouse gases greenhouse, carbon dioxide is reduced by the environment, methane, nitrous oxide and chlorofluorocarbons (CFCs more typically classified as). The consequences are disastrous in the sense of life on the planet. The exchange is described at a reasonable price in Wikipedia as "...geared a social movement and market-based procedures, especially the objectives of the development of international guidelines and improve local sustainability." The activity is for the price "reasonable effort" as well as social and environmental criteria as part of the same in the direction of production. It focuses exclusively on exports under the auspices of the acquisition of the world's nations to coffee most international destinations, cocoa, sugar, tea, vegetables, wine, specially designed, refreshing fruits, bananas, chocolate and simple. In 2007 trade, the conversion of skilled gross sales serious enough alone suffered due the supermarket was in the direction of approximately US $ 3.62 billion to improve (2.39 million), rich environment and 47% within 12 months of the calendar year. Fair trade is often providing 1-20% of gross sales in their classification of medicines in Europe and North America, the United States. ..Properly Faith in the plan ... cursed interventions towards closing in failure "vice president Cato Industries, appointed to inquire into the meaning of fair trade Brink Lindsey 2003 '. "Sensible changes direction Lindsay inaccurate provides guidance to the market in a heart that continues to change a design style and price of the unit complies without success. It is based very difficult, and you must deliver or later although costs Rule implementation and reduces the cost if you have a little time in the mirror. You'll be able to afford the really wide range plan alternatives to products and expenditures price to pay here. With the efficient configuration package offered in the interpretation question fraction "which is a collaboration with the Carbon Fund worldwide, and acceptable substitute?" In the statement, which tend to be small, and more? They allow you to search for carbon dioxide transport and delivery. All vehicles are responsible dioxide pollution, but they are the worst offenders? Aviation. Quota of the EU said that the greenhouse gas jet fuel greenhouse on the basis of 87% since 1990 years Boeing Company, Boeing said more than 5 747 liters of fuel burns kilometer. Paul Charles, spokesman for Virgin Atlantic, said flight CO² gas burned in different periods of rule. For example: (. The United Kingdom) Jorge Chavez airport to fly only in the vast world of Peru to London Heathrow with British Family Islands 6.314 miles (10162 km) works with about 31,570 liters of kerosene, which produces changes in only 358 for the incredible carbon. Delivery. John Vidal, Environment Editor parents argue that research on the oil company BP and researchers from the Department of Physics and the environment in Germany Wising said that about once a year before the transport height of 600 to 800 million tons. This is simply nothing more than twice in Colombia and more than all African nations spend together.

The 5 Elements of Effective Thinking (Edward B. Burger;Michael Starbird) - Your Highlight on page 17 | location 251-270 | Added on Monday, 6 April 2015 03:03:56 Understand simple things deeply The most fundamental ideas in any subject can be understood with ever-increasing depth. Professional tennis players watch the ball; mathematicians understand a nuanced notion of number; successful students continue to improve their mastery of the concepts from previous chapters and courses as they move toward the more advanced material on the horizon; successful people regularly focus on the core purpose of their profession or life. True experts continually deepen their mastery of the basics. Trumpeting understanding through a note-worthy lesson. Tony Plog is an internationally acclaimed trumpet virtuoso, composer, and teacher. A few years ago we had the opportunity to observe him conducting a master class for accomplished soloists. During the class, each student played a portion of his or her selected virtuosic piece. They played wonderfully. Tony listened politely and always started his comments, “Very good, very good. That is a challenging piece, isn’t it?” As expected, he proceeded to give the students advice about how the piece could be played more beautifully, offering suggestions about physical technique and musicality. No surprise. But then he shifted gears. He asked the students to play a very easy warm-up exercise that any beginning trumpet player might be given. They played the handful of simple notes, which sounded childish compared to the dramatically fast, high notes from the earlier, more sophisticated pieces. After they played the simple phrase, Tony, for the first time during the lesson, picked up the trumpet. He played that same phrase, but when he played it, it was not childish. It was exquisite. Each note was a rich, delightful sound. He gave the small phrase a delicate shape, revealing a flowing sense of dynamics that enabled us to hear meaning in those simple notes. The students’ attempts did not come close—the contrast was astounding. The fundamental difference between the true master and the talented students clearly occurred at a far more basic level than in the intricacies of complex pieces. Tony explained that mastering an efficient, nuanced performance of simple pieces allows one to play spectacularly difficult pieces with greater control and artistry. The lesson was simple. The master teacher suggested that the advanced students focus more of their time on practicing simple pieces intensely—learning to perform them with technical efficiency and beautiful elegance. Deep work on simple, basic ideas helps to build true virtuosity—not just in music but in everything. ==========

As we shall see, small and apparently insignificant details can have major impacts on people’s behavior. A good rule of thumb is to assume that “everything matters.” In many cases, the power of these small details comes from focusing the attention of users in a particular direction. A wonderful example of this principle comes from, of all places, the men’s rooms at Schiphol Airport in Amsterdam. There the authorities have etched the image of a black housefly into each urinal. It seems that men usually do not pay much attention to where they aim, which can create a bit of a mess, but if they see a target, attention and therefore accuracy are much increased. According to the man who came up with the idea, it works wonders. “It improves the aim,” says Aad Kieboom. “If a man sees a fly, he aims at it.” Kieboom, an economist, directs Schiphol’s building expansion. His staff conducted fly-in-urinal trials and found that etchings reduce spillage by 80 percent.1

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

Very few people writing about this new industry in the mainstream press truly understood how personal computers had already begun to revert to institutional machines. This was mainly because it was easier for most journalists of the early 1990s to envision and get personally excited about the potential of educational software, or of managing their personal finances, or organizing their recipes in the “digital” kitchen, or imagining how amateur architects could design funky homes right on their home computers. Who wouldn’t be excited about more power in the hands of people, the computer as an extension of the brain, a “bicycle for the mind,” as Steve put it? This was the story of computing that got all the ink, and it was a story no one unfurled as well as Steve. Bill Gates wasn’t swayed by that romance. He saw it as a naïve fantasy that missed the point of the much more sophisticated things PCs could do for people in the enterprise. A consumer market can be an enormously profitable one—put simply, there are so many more people than businesses that if you sell them the right product you can mint money. But the personal computers of that time still didn’t have enough power at a low enough price to excite the vast majority of consumers, or to change their lives in any meaningful way. The business market, however, was a different beast. The potential volume of sales represented by all those corporate desktops, in all those thousands of companies big and small, became the target of Bill Gates’s strategic brilliance and focus. Those companies paid good prices for the reliability and consistency that Windows PCs could deliver. They welcomed incremental improvement, and Bill knew how to give it to them. Steve paid lip service to it, but his heart wasn’t in it. He thrilled only to the concept of how a dramatically better computer could unlock even more potential for its user.

Phase 3: Forgiveness As I shared in Chapter 7, forgiveness is critical to Blissipline and the peak states needed for extraordinary living. Here you’ll incorporate the forgiveness exercise from that chapter into your daily practice. Science is now showing that forgiveness can lead to profound health benefits, including reduced back pain, higher athletic performance, better heart health, and greater feelings of happiness. One study of a small group of people with chronic back pain showed that those who meditated with a focus on moving from anger to compassion reported less pain and anxiety compared to those who got regular care. Another study found that forgiving someone improved blood pressure and reduced the workload on the heart. Interesting that lightening the heart of negativity should literally help it. Research on the impact of forgiveness by Xue Zheng of Erasmus University’s Rotterdam School of Management showed that forgiveness makes the body seemingly stronger. “Our research shows that forgivers perceive a less daunting world and perform better on challenging physical tasks,” said Zheng. In one study, participants could actually jump higher after writing an account of forgiving someone who had harmed them. In another study by Zheng, participants who were asked to guess at the steepness of a hill described the hill as less steep after they had written down an account of an incident where they had forgiven someone. In a previous chapter, I described my own powerful experiences with forgiveness during meditation. That’s why forgiveness is one of the components of the Six-Phase—it strengthens not only your body, but also your soul.

For those of you who aren’t understanding some things I write, my message is simple: we all have dreams, big or small, about what we want to achieve or who we want to be in life & guess what? They’re within your reach! Darling listen – here’s the key: set aside your pride, apologize for past mistakes, actively change your behavior & show up for yourself, for your goals & for the life you crave. Remember, sweetheart: you become what you focus on. Don’t just expect things to magically fall into place. Raise your standards & put in the work. This will not only improve the quality of your relationships but also propel you towards a truly fulfilling life. Raise your Standard, not expectations! Once again, my morning messages, posts & articles are just to feed your mind strong affirmations until your dreams morph into reality. Because I firmly believe that our lives, future & destiny is shaped by the mental shifts that we adopt along our journey in life. I wish & hope that you get closer to living the future that you want, everyday… Blessings!

The Importance of Accounting Services for Businesses In today’s competitive business environment, maintaining accurate financial records and ensuring compliance with tax regulations is essential for long-term success. Accounting services provide businesses with the necessary tools and expertise to manage their finances efficiently. Whether for small businesses or large corporations, professional accounting services help streamline financial processes, ensure regulatory compliance, and offer strategic insights for growth. What Are Accounting Services? Accounting services encompass a wide range of tasks, including bookkeeping, financial reporting, tax preparation, payroll management, and auditing. These services are designed to help businesses track their income, expenses, and overall financial health. By outsourcing accounting tasks to professionals, businesses can focus on their core activities while ensuring that their financial operations run smoothly. Additionally, accurate and timely accounting services help businesses avoid costly errors and penalties. Benefits of Professional Accounting Services One of the main advantages of hiring professional accounting services is the accuracy they bring to financial management. Skilled accountants have a deep understanding of financial regulations and tax laws, ensuring that businesses remain compliant. Moreover, accountants can identify tax-saving opportunities, helping businesses reduce their tax liabilities. This level of expertise allows businesses to save time and money, as they no longer need to navigate complex financial tasks on their own. Strategic Financial Planning In addition to managing day-to-day financial tasks, accounting services play a crucial role in strategic financial planning. Accountants analyze a company’s financial data to provide valuable insights into cash flow, profitability, and potential areas for improvement. This data-driven approach enables business owners to make informed decisions, allocate resources efficiently, and plan for future growth. Compliance and Risk Management Compliance with financial regulations is vital for businesses to avoid legal and financial risks. Accounting services ensure that all financial documents are in order, tax filings are accurate, and deadlines are met. By maintaining accurate records and staying up to date with tax laws, businesses can reduce the risk of audits and penalties. In conclusion, accounting services are an essential component of successful financial management for businesses of all sizes. By providing accurate financial reporting, strategic insights, and ensuring compliance, professional accountants enable businesses to focus on growth and sustainability.

The Importance of Bookkeeping Services for Businesses Effective bookkeeping is the foundation of any successful business. It involves the systematic recording, organizing, and managing of a company’s financial transactions. Whether you're a small business owner or running a large corporation, bookkeeping services help ensure that your financial records are accurate, up-to-date, and compliant with regulations. By outsourcing bookkeeping tasks to professionals, businesses can focus on growth and core operations without worrying about financial details. What Is Bookkeeping? Bookkeeping is the process of maintaining accurate records of all financial transactions, including sales, purchases, receipts, and payments. It involves organizing these records into categories like income, expenses, assets, and liabilities. The information generated through bookkeeping is essential for creating financial statements, tax filings, and understanding the overall financial health of the business. However, managing these tasks manually can be time-consuming and prone to errors, which is why many businesses opt for professional bookkeeping services. Benefits of Professional Bookkeeping Services One of the key benefits of hiring professional bookkeeping services is the accuracy they bring to financial management. Experienced bookkeepers are well-versed in the latest accounting software and financial regulations, ensuring that all records are kept accurately and consistently. Additionally, outsourcing this task allows business owners to save time and focus on other aspects of their business. As a result, they can make better financial decisions based on reliable data. Improved Financial Reporting Accurate bookkeeping leads to better financial reporting, which is critical for making informed business decisions. By keeping detailed and organized records, bookkeepers provide valuable insights into cash flow, profitability, and expenses. This allows businesses to plan their budgets more effectively, track financial performance, and identify areas for cost-saving or investment. Tax Compliance and Preparation Another important advantage of bookkeeping services is the ability to stay compliant with tax regulations. Bookkeepers ensure that all financial records are properly maintained and ready for tax season. With accurate and up-to-date records, businesses can avoid penalties and reduce the risk of audits, making tax preparation much smoother. In conclusion, professional bookkeeping services offer businesses the support they need to manage their financial records accurately and efficiently. By ensuring proper financial reporting and tax compliance, these services contribute to long-term financial stability and growth.

Resting her head on her bent arm, she closed her eyes and tried to focus on something else. Like getting the hell out of here. I’m not going to urinate in my canteen. I have to drink out of that. She smiled when Jak’ri’s disgruntled voice came to her. She was too tired to block other people’s thoughts. And the Gathendiens all dosed themselves with some herb to keep their minds private. So Jak’ri’s and Ziv’ri’s were the ones she inadvertently found herself immersed in. For once, she didn’t mind. I don’t know why that would bother you, his brother responded dryly. After you drank that liquor from Promeii 7, I would think urine would be a vast improvement. Though they spoke aloud, their thoughts mirrored their words, enabling her to listen in. Jak’ri laughed. It probably would. That bura was revolting. Yet you still drank it. And won the wager. Ziv’ri made a grumbly sound. I never should’ve wagered my hovercycle. Best cycle I ever owned, Jak’ri crowed. His brother grunted. Did you tell Ava about that? She raised her eyebrows, surprised to hear Ziv’ri mention her. No. I think I’ll spare her that one. Why? Don’t want to tarnish your virile image by describing the week afterward that you spent hanging your head in the lav and regurgitating everything you ate? Jak’ri laughed. I already tarnished my image when I showed her what I look like now. Not a wise move. Even Shek’ra wouldn’t want you if she could see you now. You’re far too scrawny to attract a female. Drek you. Low masculine laughter accompanied the siblings’ teasing. What does she look like? Ziv’ri asked. Ava? Yes. All you’ve told me is she looks Lasaran. A moment passed, and Ava found herself holding her breath as she awaited his answer. She’s beautiful, Jak’ri said, something like affection tingeing his voice. Warmth filled her. Small and delicate like the Lasaran princess. She was actually three inches taller than Ami. But Jak’ri had been a head taller than her or more, so she supposed anyone a foot shorter would seem small and delicate to him. She isn’t built like our women, he continued. Her shoulders aren’t as broad. And her chest and back aren’t as muscled. What about her breasts? You don’t need to know about her breasts, Jak’ri chastised him. But they’re perfect, plump and round. She didn’t think he said that last part out loud, thankfully. Ava glanced down at her modest bosom. She’d always considered her breasts small by society’s standards. Certainly nothing that would stop traffic. But it seemed as though they were actually larger than most Purveli women’s. And Jak’ri liked them, judging by the way his thoughts drifted to memories of her lacy bra cupping her breasts while they swam and played together in the ocean. You’re thinking about her breasts now, aren’t you? Ziv’ri asked. She grinned. Yes, he is, she answered telepathically. Jak’ri gasped. Oh ho! Ziv’ri crowed on a laugh. You’ve made my brother blush, Ava. I haven’t seen his face this red since Mother caught him— Do not finish that sentence! Jak’ri ordered. Ava laughed.

Ancient Master Requirements: Talent attribute two or more Tiers above lowest-Tier attribute Know three or more forms of Magic Race: Most Focus: Magic Zeal or Conviction one Tier lower than Willpower Restrictions: Must never reject an opportunity to learn a new type of magic (but see below). May not voluntarily increase Zeal or Conviction May not use or learn Divine Magic Some part of him was impressed at the depth of the class system, but that part was small indeed. Most of him was howling “get to the kewl powerz.” The knowledge slid into his mind, and he began to smile. Passive Abilities: Calculate aether-derived %RESOURCE% using an improved formula: 50+(Talent*50) Increased facility with improvised magic Decreased ability to use known spellforms Base aether to %RESOURCE% conversion ratio is 100% Basic Abilities: %RESOURCE%bolt (3 %RESOURCE% / damage, global cooldown, attack spell) Fires a bolt of %RESOURCE% energy at the target Gnostic Reflection (100 %RESOURCE%, 30s cooldown, mental trigger) Absorbs the energy of one spell targeting the caster, then targets the spell’s source with an identical spell using the caster’s parameters. Unknown magic types will not be replicated but can contribute to learning that type of magic. %RESOURCE% Metamorphosis (100 percent of current %RESOURCE%, 1/day, mental trigger) Converts all surrounding energy in a (Tier*Talent) meter radius as well as the caster’s physical form into %RESOURCE% for up to 60 seconds. During this time, damage to Health is applied to %RESOURCE%, only abilities or effects which use %RESOURCE% will function within the ability’s area, %RESOURCE% pool is doubled, and %RESOURCE% regeneration is halted. When the effect expires, caster returns to physical form with a percentage of %RESOURCE% based on their Tier remaining.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

For starters, most of us don’t look at the whole picture when it comes to our mental well-being. We tend to focus on only one aspect: our happiness. While having good mental health most definitely means feeling happy and fulfilled, it also means that we can manage stress; we have a positive outlook on life; we can focus and concentrate when needed, so we are productive; and we can remember things easily. Some might even argue that a happy, healthy mind is the most important aspect of our overall health.

Taking short, regular breaks allows your mind to refresh. Breaks give your brain the rest it needs to feel reenergized and to refocus when returning to a task. Essentially, a short break can act like a vacation for your brain. When we spend too much time doing the same task or working on the same problem, our minds can become “numb.” We start to lose focus and miss important details, contributing to slower speed, decreased accuracy, and, if our job entails physical work, increased risk of accidents. Giving the mind a break to think about nothing or something other than work, however, gives it a chance to return with a new and refreshed perspective.

The goal of taking a break is to increase productivity by giving your mind a rest so you can return to work with a fresh perspective. Also, avoid thoughts that weigh you down or are negative, and instead focus on positive thoughts that are uplifting, invigorating, and inspiring.

Meditate and breathe deeply Meditation and deep breathing can clear your mind, relieve stress, and help you refocus. First, turn off any distractions, such as reminders, your phone, or anything that could interrupt your meditation. Then, while seated at your desk, close your eyes and meditate while taking deep, cleansing breaths. Avoid thoughts of work and problems, and do your best to focus on your breath.

Self-talk is the constant stream of unspoken thoughts we think each day. Those thoughts can be either positive or negative, but negative self-talk is rarely constructive. Instead of providing helpful ideas for improvement, it focuses on what’s wrong and is destructive. And when we allow ourselves too much negative self-talk for too long, it leads to stress and anxiety as well as depression.

identify the reason Once you can identify when negative self-talk happens and how it makes you feel, try to understand why it happens. This requires some deeper introspection. Using the Negative Self-Talk Assessment, you can begin to understand where your patterns of negative self-talk developed. Knowing the cause can help you focus on the solution.

Meyer was saying, in effect, that growth is important because it produces change, and change creates opportunities to do better, provided you recognize them. Ten years before, he hadn’t been looking for those opportunities because he had been focused on keeping the culture the same and feared that growth would inevitably lead to its dilution. What he’d learned was that the real threat to the culture was not dilution but stagnation, which could be avoided by taking advantage of the opportunities created by growth to continually improve the culture.

Jim has taken to dividing the comments on his students' major assessments into two categories, which are clearly labeled “This Time” and “Next Time.” The comments under “This Time” focus on assessing their performance on the completed assessment; “Next Time” comments give students instructions for how to improve. Similarly, Flower's categories are labeled “Strengths” and “For Improvement.” The comments under “Strengths” highlight what the student is doing well; “For Improvement” comments provide specific ideas for, well, improving.

Is there a small habit that can support a major habit?” (For example, packing your exercise clothes in the morning so they’ll be ready for the gym in the evening.) “Do I often end the day frustrated because I didn’t complete the most important tasks?” (Identify the most important tasks for the next day and then schedule them into your calendar.) “What quick activities make me feel inspired or happy?” (For example, watching a short motivational video each morning.) “What five goals are the most important to me right now?” (What can you do daily to support all five of these goals?) “What are the activities that I love to do?” (Think of tasks that can support hobbies, like running, knitting, traveling, or reading.) “What areas of my financial life do I need to improve?” (If you’re in debt, then address this first. But if you have money in the bank, then you should build a habit that focuses on building up your investment portfolio.) “Can I improve the quality of my interpersonal relationships?” (Think about your interactions with your parents, children, significant other, and closest friends. Is there anything you can do daily to make these interactions better?) “What makes me feel great about myself?” (If something brings you enjoyment, then you should either do it every day or schedule time for it each week.) “How can I become more spiritual in my daily life?” (For example, read from a book of prayers, practice a bit of yoga, or recite positive affirmations.) “What is a new skill I’ve always wanted to master?” (For example, make a habit of researching and learning about talents like home brewing, playing a musical instrument, learning a new language, or anything that sounds fun.) “Is there anything I can do to support my local community or an important cause?” (We all believe in something. So if you schedule time daily for this activity, then it’s not hard to consistently help others.) “Is there something that I can do to improve my job performance and get a raise?” (For example, build a skill that will become valuable to the company.)

learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

We also changed our recruiting practices to improve our digital talent pool. Formerly, we had sought out digital talent from the best, name-brand colleges and universities. Now we focused on attracting members of a small subset of elite programmers who were capable of producing ten times the output of the typical programmer. To attract these premier programmers, or “multipliers” as we called them, we began evaluating potential hires on specific skills related to programming, collaboration, and teamwork, observing their actual behavior rather than just relying on their academic record. We took a similar approach to hiring data scientists as well. Our efforts in this area helped us significantly up our game as we developed software as a business and incorporated it into more of our existing products.

The problem with this approach was that product developers focused mostly on incrementally improving existing products, rather than coming up with new, potentially breakthrough, ideas.

Chapter 5 Eyebright For Eye Strain The other night, I took a break from writing and went for a walk. It was dark, but the moon was bright giving me the light I needed to see my way up the road and back. When I returned I could see a few lights on in the house, but what really stood out was my laptop that I had left open; it’s bright white light standing out. I thought, “man, I stare at that light for hours at a time!” No wonder my eyes feel tired so often. Many people do this for eight or more hours every day. When we are viewing the screens of our devices, we blink less than normal which can cause dryness and soreness. The intense focus can also be the root of headaches and other eye related symptoms. Relief can be achieved by taking frequent ‘eye breaks’ which involve looking at something in the distance every twenty minutes or so (there are even apps to remind you!), and making sure your screen is just below eye level. But the reality is many of us are spending a lot of time focusing intently on electronic devices and straining our eyes. Symptoms of eye strain range from dry, sore, or itchy eyes, to headaches, light sensitivity and blurred vision. Mother Nature in her infinite wisdom has provided us with a wild herb that works directly to reduce the discomforts of eye strain and many other eye issues. Eyebright, a tiny flowered, weedy looking herb found wild in Europe, Asia and North America can be used to treat all eye disorders. Eyebright’s tannin content, which acts as an astringent, and its anti-inflammatory and antibacterial properties, combine to make the perfect eye wash. Its 3 major antioxidant vitamins bring in eye-specific support as well:  Vitamin C, in conjunction with Eyebright’s high content of Quercetin, assists in reducing swelled and runny eyes; Vitamin E has been shown to help improve visual sharpness; and Vitamin A protects the cornea and prevents dry eyes. Eyebright is the perfect solution for eyestrain symptoms, but it can also be used for many other eye disorders including conjunctivitis and itchy or runny eyes caused by allergies. Traditionally it has been used to improve memory and treat vertigo and epilepsy. Harvesting and drying Eyebright is easy. The high tannin content makes it a fast-drying herb. Simply cut the flowering tops of the plant and dry for a day or two in an oven with just the pilot light on, or in an airy spot out of the sun for several days. The dried herb will have retained its colors, though the flowers will have diminished considerably in size. How To Use Eyebright How to make an eye bath:   Boil 2 cups of water and pour over 1 cup of dried or fresh herb and let sit for 20 minutes or more. Strain well using cheesecloth or an unbleached coffee filter, store in a sterile glass jar (just dip in the boiling water before adding the herbs and let stand, open side up), cool, lid tightly and place in refrigerator for up to a week. When you wash your face in the morning or evening, use a sterile eyecup or other small sterile container to ‘wash’ your eyes with this herbal extract. If you are experiencing a painful eye condition, it is better to warm the eye bath liquid slightly before use. You can also dip cotton balls in the solution and press one on each eye (with lid closed) as a compress. Eyebright Tea: Using the same method for making an eye bath, simply drink the tea for relief of eye symptoms due to eyestrain, colds and allergies.

As part of a move to make a continent look better, money was given to the small town to improve itself, and they built a holding pool for the...fishing boats that would still work in the winter when it was too rough...The holding pool filled with ducks and they shat everywhere. There were hundreds of ducks.... Given the way they have to have sex, it's remarkable that there are *any* ducks. ... The male more or less drowns the female, who has to focus hard on staying afloat, and they both have to deal with wings and beaks and water and feathers, and it looks nasty, and they still have sex. So there were a great many ducks. And they all shat everywhere.

And, luckily many of the same principles of an inbound marketing strategy can also be applied to web design. A website designed for inbound is one that focuses on bringing interest to a small community of tightly identified people and integrates these main elements:

Like fingers pointing to the moon, other diverse disciplines from anthropology to education, behavioral economics to family counseling, similarly suggest that the skillful management of attention is the sine qua non of the good life and the key to improving virtually every aspect of your experience. 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.

A better deal for a better product was out there, but I didn’t put our momentum on hold to look for it. We made the adjustment as we progressed. That never-ending, purpose-driven quest for improvement gives you the freedom to direct your focus right now on getting that product on the market. Whenever I catch myself overthinking a product and delaying the crucial move from concept to sale, I remind myself, “Let’s make some mistakes.” After all, there’s so little risk involved in this method; when you’re working with small orders up front, the downside of a mistake is very low. You’ll find a way to sell those first 100 units on Amazon eventually. Even if you don’t, the loss is minimal. Mistakes, even bad ones, are a part of this business. No amount of preparation ensures a perfect process. Sometimes you’ll make a modest mistake, like going to market with the second-best supplier cutting slightly into your margins. Other times, you’ll commit a nastier error, like the time we lowered the price on our yoga mats without really thinking through our inventory limitations.

For companies and organizations, this insight has enormous implications. Simply giving employees a sense of agency—a feeling that they are in control, that they have genuine decision-making authority—can radically increase how much energy and focus they bring to their jobs. One 2010 study at a manufacturing plant in Ohio, for instance, scrutinized assembly-line workers who were empowered to make small decisions about their schedules and work environment. They designed their own uniforms and had authority over shifts. Nothing else changed. All the manufacturing processes and pay scales stayed the same. Within two months, productivity at the plant increased by 20 percent. Workers were taking shorter breaks. They were making fewer mistakes. Giving employees a sense of control improved how much self-discipline they brought to their jobs.

#23 - Take Immediate Action Many people have difficulty taking action. Reasons vary. Some folks fear failure. Others are disinclined to try new things. Still others are saddled with indecision to the point that they become paralyzed when confronted with multiple options. But making decisions and acting on them quickly can benefit you in several ways. First, you become more committed to the path you choose for yourself. Second, you radiate confidence, an essential trait if you serve in a leadership role. Third, it improves communication; others will realize you’re disinclined to vacillate and respond in a similar manner. Fourth, you accomplish more. These advantages are tough to ignore. If you tend to dither when making decisions and forging ahead, consider developing this habit. It can literally change your life. If you’re unaccustomed to taking immediate action, here’s how I would build this habit… How to start small: Compile a list of tasks you’ve put on the back burner. During Week 1, pick one task from the list each day. Regardless of the reason you put it off (procrastination, a fear of failure, etc.), commit to finishing it before the end of the day. Beginning in Week 2, continue to work through your list of postponed tasks, addressing one per day. In addition, spend 10 minutes per day cleaning up your email inbox. This is a common area of indecision for people. Train yourself to deal with each email decisively. Respond to it, delete it, or archive it. During Week 3, focus on making at least one decision quickly per day. When confronted with multiple options, choose one within 10 seconds. For example, let’s say your spouse asks you which restaurant you’d like to visit for dinner. Instead of spending five minutes considering every local venue, just choose one. Be decisive. Starting in Week 4, look for opportunities to make quick decisions and take immediate action. For example, if you’re presented with more than one set of driving directions, pick one and move on. If you’re at the grocery store and trying to decide between chocolate chip ice cream or Rocky road, choose one and put it in your shopping cart. If you’re trying to decide between two wines for a dinner party, make a fast decision. Give yourself 10 seconds.

The other key is frugality. You can’t afford to pursue inventions for very long if you spend your money on things that don’t lead to a better customer experience, like trade show booths, big teams, and splashy marketing campaigns. Amazon Music and Prime Video are examples of how we kept our investment manageable for many years by being frugal: keeping the team small, staying focused on improving the customer experience, limiting our marketing spend, and managing the P&L carefully. Once we had a clear product plan and vision for how these products could become billion-dollar businesses that would delight tens, even hundreds of millions of consumers, we invested big. Patience and carefully managed investment over many years can pay off greatly.

First comes interest. Passion begins with intrinsically enjoying what you do. Every gritty person I’ve studied can point to aspects of their work they enjoy less than others, and most have to put up with at least one or two chores they don’t enjoy at all. Nevertheless, they’re captivated by the endeavor as a whole. With enduring fascination and childlike curiosity, they practically shout out, “I love what I do!” Next comes the capacity to practice. One form of perseverance is the daily discipline of trying to do things better than we did yesterday. So, after you’ve discovered and developed interest in a particular area, you must devote yourself to the sort of focused, full-hearted, challenge-exceeding-skill practice that leads to mastery. You must zero in on your weaknesses, and you must do so over and over again, for hours a day, week after month after year. To be gritty is to resist complacency. “Whatever it takes, I want to improve!” is a refrain of all paragons of grit, no matter their particular interest, and no matter how excellent they already are. Third is purpose. What ripens passion is the conviction that your work matters. For most people, interest without purpose is nearly impossible to sustain for a lifetime. It is therefore imperative that you identify your work as both personally interesting and, at the same time, integrally connected to the well-being of others. For a few, a sense of purpose dawns early, but for many, the motivation to serve others heightens after the development of interest and years of disciplined practice. Regardless, fully mature exemplars of grit invariably tell me, “My work is important—both to me and to others.” And, finally, hope. Hope is a rising-to-the-occasion kind of perseverance. In this book, I discuss it after interest, practice, and purpose—but hope does not define the last stage of grit. It defines every stage. From the very beginning to the very end, it is inestimably important to learn to keep going even when things are difficult, even when we have doubts. At various points, in big ways and small, we get knocked down. If we stay down, grit loses. If we get up, grit prevails.

Xerox had an attractive financial model focused on leasing and servicing machines and selling toner, rather than big-ticket equipment sales. For Xerox and its salespeople, this meant steadier, more recurring income. With a large baseline of recurring revenues, budgets were more likely to be met, which allowed management to give accurate guidance to stock analysts. For customers, the cost of leasing a copier is accounted for as an operating expense, which doesn’t usually entail upper management approval as a capital purchase might. As a near-monopoly manufacturer of copiers, Xerox could reduce costs by building more of a few standard models. As owner of a fleet of potentially obsolete leased equipment, Xerox might prefer not to improve models too quickly. As Steve Jobs saw it, product people were driven out of Xerox, along with any sense of craftsmanship. Nonetheless, in 1969, Xerox launched one of the most remarkable research efforts ever, the Palo Alto Research Center (PARC), without which Apple, the PC, and the Internet would not exist. The modern PC was invented at PARC, as was Ethernet networking, the graphical user interface and the mouse to control it, email, user-friendly word processing, desktop publishing, video conferencing, and much more. The invention that most clearly fit into Xerox’s vision of the “office of the future” was the laser printer, which Hewlett-Packard exploited more successfully than Xerox. (I’m watching to see how the modern parallel, Alphabet’s moonshot ventures, works out.) Xerox notoriously failed to turn these world-changing inventions into market dominance, or any market share at all—allowing Apple, Microsoft, Hewlett-Packard, and others to build behemoth enterprises around them. At a meeting where Steve Jobs accused Bill Gates of ripping off Apple’s ideas, Gates replied, “Well Steve, I think there’s more than one way of looking at it. I think it’s like we both had this rich neighbor named Xerox and I broke in to steal his TV set and found out that you had already stolen it.

Regardless of how a situation seems, there is always something to be learned or understood from it. Doing this will automatically shift your perspective. Instead of focusing on all that's wrong, you can train your mind to look for the good.

In 1986, Princeton economist William Baumol published an enlightening study of long-run trends in productivity. His data came from 72 countries and reached back to 1870.8 The study focused on what Baumol calls the process of convergence. According to this process, the countries with the lowest levels of productivity in 1870 have had the highest rates of improvement over the years, while the most productive countries in 1870 have exhibited the slowest rates of improvement—the peapods at work again, in other words. The differences in growth rates have slowly but surely narrowed the gap in productivity between the most backward and the most advanced nations as each group has regressed toward the mean. Over the 110 years covered by Baumol’s analysis, the difference between the most productive nation and the least productive nation converged from a ratio of 8:1 to a ratio of only 2:1. Baumol points out, “. . . what is striking is the apparent implication that only one variable, a country’s 1870 GDP per work-hour, . . . matters to any substantial degree.”9 The factors that economists usually identify as contributing to growth in productivity—free markets, a high propensity to save and invest, and “sound” economic policies—seem to have been largely irrelevant. “Whatever its behavior,” Baumol concludes, each nation was “fated to land close to its predestined position.”10 Here is a worldwide phenomenon that exactly replicates Galton’s small-scale experiments.

First, forget politics as you’ve come to see it as electoral contests between Democrats and Republicans. Think power. The underlying contest is between a small minority who have gained power over the system and the vast majority who have little or none. Don’t assume that a U.S. president or any other head of state unilaterally makes big decisions. Look at the people who enable and encourage those decisions, and whose interests those decisions serve. Forget what you may have learned about the choice between the “free market” and government. A market cannot exist without a government to organize and enforce it. The important question is whom the market has been organized to serve. Forget the standard economic goals of higher growth and greater efficiency. The issue is who benefits from more growth and efficiency. Don’t be dazzled by “corporate social responsibility.” Most of it is public relations. Corporations won’t voluntarily sacrifice shareholder returns unless laws require them to. Even then, be skeptical of laws unless they’re enforced and backed by big penalties. Large corporations and the super-rich ignore laws when the penalties for violating them are small relative to the gains for breaking them. Fines are then simply very manageable costs of doing business. Don’t assume that we’re locked in a battle between capitalism and socialism. We already have socialism—for the very rich. Most Americans are subject to harsh capitalism. Don’t define “national competitiveness” as the profitability of large American corporations. Those corporations are now global, with no allegiance to America. Real national competitiveness lies in the productivity of the American people—which depends on their education, health, and infrastructure linking them together. You can also forget the ups and downs of the business cycle. Focus instead on systemic changes that have caused the wealth and power of a few to dramatically increase during the last forty years at the expense of the many. Forget the old idea that corporations succeed by becoming better, cheaper, or faster than their competitors. They now succeed mainly by increasing their monopoly power. Forget any traditional definition of finance. Think instead of a giant gambling casino in which bets are made on large flows of money, and bets are made on those bets (called derivatives). The biggest winners have better inside-information than anyone else. Don’t confuse attractive policy proposals with changes in the system as a whole. Even if enacted, such proposals at most mitigate systemic problems. Solving those systemic problems requires altering the allocation of power. Don’t assume society will fundamentally improve just because certain bad actors (including, say, a sociopathic president) are replaced by good ones. If systemic problems aren’t addressed, nothing important will change. Don’t assume the system is stable. It moves through vicious spirals and virtuous cycles. We are