Gates Foundation Quotes

Ideas are easy. Execution is everything.

We don’t hire smart people to tell them what to do. We hire smart people so they can tell us what to do. —Steve Jobs

Bad companies,” Andy wrote, “are destroyed by crisis. Good companies survive them. Great companies are improved by them.

When people have conflicting priorities or unclear, meaningless, or arbitrarily shifting goals, they become frustrated, cynical, and demotivated.

This is the Propylon." He waved toward a stone path lined with crumbling columns. "One of the main gates into the Olympic valley." "Rubble!" said Leo "And over there - " Frank pointed to a square foundation that looked like the patio for a Mexican restaurant - "is the Temple of Hera, one of the oldest structures here." "More rubble!" Leo said. "And that round bandstand-looking thing - that's the Philipeon, dedicated to Philip of Macedonia." "Even more rubble! First rate rubble!

Leaders must get across the why as well as the what. Their people need more than milestones for motivation. They are thirsting for meaning, to understand how their goals relate to the mission.

Then come the four OKR “superpowers”: focus, align, track, and stretch.

An effective goal-setting system starts with disciplined thinking at the top, with leaders who invest the time and energy to choose what counts.

Here are some reflections for closing out an OKR cycle: Did I accomplish all of my objectives? If so, what contributed to my success? If not, what obstacles did I encounter? If I were to rewrite a goal achieved in full, what would I change? What have I learned that might alter my approach to the next cycle’s OKRs?

But exactly how do you build engagement? A two-year Deloitte study found that no single factor has more impact than “clearly defined goals that are written down and shared freely. . . . Goals create alignment, clarity, and job satisfaction.

As Jim Collins observes in Good to Great, first you need to get “the right people on the bus, the wrong people off the bus, and the right people in the right seats.” Only then do you turn the wheel and step on the gas.

We do not learn from experience . . . we learn from reflecting on experience.

There are so many people working so hard and achieving so little.

Men and women who humbly plod along, doing their duty... who help look after the poor; and who honor the holy Priesthood, who do not run into excesses, who are prayerful in their families, and who acknowledge the Lord in their hearts, they will build up a foundation that the gates of hell cannot prevail against.

It almost doesn’t matter what you know. It’s what you can do with whatever you know or can acquire and actually accomplish [that] tends to be valued here.” Hence the company’s slogan: “Intel delivers.

KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. (As prize pupil Marissa Mayer would say, “It’s not a key result unless it has a number.”)

Contributors are most engaged when they can actually see how their work contributes to the company’s success. Quarter to quarter, day to day, they look for tangible measures of their achievement. Extrinsic rewards—the year-end bonus check—merely validate what they already know. OKRs speak to something more powerful, the intrinsic value of the work itself.

Stretch goals can be crushing if people don’t believe they’re achievable.

Not everything that can be counted counts, and not everything that counts can be counted.

If you set a crazy, ambitious goal and miss it, you’ll still achieve something remarkable.

There are so many people working so hard and achieving so little. —Andy Grove

divested all my direct holdings in oil and gas companies, as did the trust that manages the Gates Foundation’s endowment. (I hadn’t had money in coal companies in several years.)

OKRs are big, not incremental—we don’t expect to hit all of them. (If we do, we’re not setting them aggressively enough.) We grade them with a color scale to measure how well we did: 0.0–0.3 is red 0.4–0.6 is yellow 0.7–1.0 is green

In 2009, the Bill & Melinda Gates Foundation launched a massive project to study 3,000 teachers in seven cities and learn what made them effective. The five metrics that most correlated with student learning were: 1. Students in this class treat the teacher with respect. 2. My classmates behave the way my teacher wants them to. 3. Our class stays busy and doesn’t waste time. 4. In this class, we learn a lot almost every day. 5. In this class, we learn to correct our mistakes.

The thought of the Gita is not pure Monism although it sees in one unchanging, pure, eternal Self the foundation of all cosmic existence, nor Mayavada although it speaks of the Maya of the three modes of Prakriti omnipresent in the created world; nor is it qualified Monism although it places in the One his eternal supreme Prakriti manifested in the form of the Jiva and lays most stress on dwelling in God rather than dissolution as the supreme state of spiritual consciousness; nor is it Sankhya although it explains the created world by the double principle of Purusha and Prakriti; nor is it Vaishnava Theism although it presents to us Krishna, who is the Avatara of Vishnu according to the Puranas, as the supreme Deity and allows no essential difference nor any actual superiority of the status of the indefinable relationless Brahman over that of this Lord of beings who is the Master of the universe and the Friend of all creatures. Like the earlier spiritual synthesis of the Upanishads this later synthesis at once spiritual and intellectual avoids naturally every such rigid determination as would injure its universal comprehensiveness. Its aim is precisely the opposite to that of the polemist commentators who found this Scripture established as one of the three highest Vedantic authorities and attempted to turn it into a weapon of offence and defence against other schools and systems. The Gita is not a weapon for dialectical warfare; it is a gate opening on the whole world of spiritual truth and experience and the view it gives us embraces all the provinces of that supreme region. It maps out, but it does not cut up or build walls or hedges to confine our vision.

[I]f my faith depends on fear of punishment, what will happen to my faith when perfect love (Jesus) comes to cast it out? (1 John 4: 18) If God thinks that fear of punishment is something to be “cast out” like a demon, then our Gospel and our preaching better not rest on that foundation! Fear-based faith (a paradox) is the ultimate deception. We need to examine closely whether the devil has been hiding in plain sight - squatting within the very message that we’ve preached. Parasite and deceiver that he is, he found the ultimate host to help disseminate his terror campaign - the Church! If our faith message begins in fear, as it did for many evangelicals like me, it’s in trouble. I am reminded of Jesus’ warning, “Woe to you, teachers of the law and Pharisees, you hypocrites! You travel over land and sea to win a single convert, and when he becomes one, you make him twice as much a son of hell as you are” (Matt 23:15). The negation of negation. Does preaching on hell produce converts? Oh yes! But if in the process it also saddles someone with fear of punishment, then it has simultaneously reproduced a “son of hell.

Seattle. I’ve never seen a city so overrun with runaways, drug addicts, and bums. Pike Place Market: they’re everywhere. Pioneer Square: teeming with them. The flagship Nordstrom: have to step over them on your way in. The first Starbucks: one of them hogging the milk counter because he’s sprinkling free cinnamon on his head. Oh, and they all have pit bulls, many of them wearing handwritten signs with witticisms such as I BET YOU A DOLLAR YOU’LL READ THIS SIGN. Why does every beggar have a pit bull? Really, you don’t know? It’s because they’re badasses, and don’t you forget it. I was downtown early one morning and I noticed the streets were full of people pulling wheelie suitcases. And I thought, Wow, here’s a city full of go-getters. Then I realized, no, these are all homeless bums who have spent the night in doorways and are packing up before they get kicked out. Seattle is the only city where you step in shit and you pray, Please God, let this be dog shit. Anytime you express consternation as to how the U.S. city with more millionaires per capita than any other would allow itself to be overtaken by bums, the same reply always comes back. “Seattle is a compassionate city.” A guy named the Tuba Man, a beloved institution who’d play his tuba at Mariners games, was brutally murdered by a street gang near the Gates Foundation. The response? Not to crack down on gangs or anything. That wouldn’t be compassionate. Instead, the people in the neighborhood redoubled their efforts to “get to the root of gang violence.” They arranged a “Race for the Root,” to raise money for this dunderheaded effort. Of course, the “Race for the Root” was a triathlon, because God forbid you should ask one of these athletic do-gooders to partake in only one sport per Sunday.

When you are tired of saying it, people are starting to hear it.

If an objective is well framed, three to five KRs will usually be adequate to reach it.

People are the most important thing that we do. We have to try to make them better.

(Wrong decisions can be corrected once results begin to roll in. Nondecisions—or hastily abandoned ones—teach us nothing.)

Philanthropists themselves are often the first to admit that their philanthropy is aimed at preserving rather than redistributing wealth.

Despite a history of policy reversals and failed efforts, the foundation continues to be upheld as an exemplary and uniquely results-oriented organization.

Strangely, the greater the debilitating toll poverty takes on the lives of America’s schoolchildren, the more taboo discussions of poverty have become.

gimmicks. A closer look at the online school movement illustrates how tax dollars and philanthropic donations are being used to fuel huge windfalls in the private sector.

What to make of the fact that growing philanthropy and growing inequality seem to go hand in hand? Does philanthropy actually make the rich richer and the poor poorer?

Approximately four out of five – or over 80 per cent – of charter schools achieve no better test results than traditional public schools, and some are considerably worse.

The idea that we should augment the wealth of the richest 1 per cent so they have more to spend on charity is trickle-down theory in its baldest form.

that ‘the rich should be trusted to tithe, or should we have a society with a basic taxing-and-spending structure that ensures a modicum of economic security for all people?

Gates and Allen’s use of Harvard’s lab space would return to haunt them over the years, as their rivals suggested time and again that Microsoft played a rigged business game,

Many reporters believed, Dvorak writes, that if you ended up in the ‘needs work’ category, Microsoft would take pains to try and have you fired.

Where an objective can be long-lived, rolled over for a year or longer, key results evolve as the work progresses.

as Larry Page says, “If you set a crazy, ambitious goal and miss it, you’ll still achieve something remarkable.

He wanted people at Google to be “uncomfortably excited.” He wanted us to have “a healthy disregard for the impossible.

The best way to solve a management problem, he believed, was through “creative confrontation”—by facing people “bluntly, directly, and unapologetically.

Peak performance is the product of collaboration and accountability.

Actions—and data—speak louder than words.

KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable.

Voltaire: Don’t allow the perfect to be the enemy of the good.* Remember

So I’d come to a philosophy, my mantra: Ideas are easy. Execution is everything.

KEY RESULTS (AS MEASURED BY . . .) Deliver five benchmarks. Develop a demo. Develop sales training materials for the field force. Call on three customers to prove the material works.

Quite ironically, the answer to ineffective philanthropy is more of it: the failure of philanthropy is its own success. The perceived necessity — even the indispensability — of a donor like the Gates Foundation grows in proportion to its own inability to achieve the unachievable: mitigating the very inequalities that its own presence might be inadvertently compounding.

But patents are not market devices. They are the opposite. They are a government-sanctioned monopoly permitting exclusive sales of a product for a limited period of time, protected by courts of law.

Less violent diversions can also be cited. An inspection of the pupils of Magdalen College, Oxford, in the very early years of the sixteenth century, revealed that ‘Stokes was unchaste with the wife of a tailor … Stokysley baptised a cat and practised witchcraft … Gregory climbed the great gate by the tower and brought a Stranger into College … Pots and cups are very seldom washed but are kept in such a dirty state that one shudders to drink out of them … Kyftyll played cards with the butler at Christmas time for money.’ Other students were accused of keeping as pets a ferret, a sparrowhawk and a weasel.

For a service business, nothing is more valuable than engaged employees who feel they can make a difference and want to stay with the organization. Turnover is costly. The best turnover is internal turnover, where people are growing their careers within your enterprise rather than moving someplace else. People aren’t wired to be nomads. They just need to find a place where they feel they can make a real impact.

Individuals want to drive their own success. They don’t want to wait till the end of the year to be graded. They want to know how they’re doing while they’re doing it, and also what they need to do differently.

What’s novel today is the outspoken way that powerful donors admit and even champion the fact that gift-giving is a useful vehicle for preserving privilege, something that distinguishes them from earlier donors.

This, fundamentally, is philanthrocapitalism in action: introducing policies that help concentrate wealth in the upper echelons of society in the hope that the wealthy will donate to the financially strapped rest.

Study after study has proven than only a small percentage of charitable donations from wealthy donors reach poor individuals. Most of it tends to go to alma maters or cultural institutions frequented by the wealthy.

What are you working on? How are you doing; how are your OKRs coming along? Is there anything impeding your work? What do you need from me to be (more) successful? How do you need to grow to achieve your career goals?

For each objective, settle on no more than five measurable, unambiguous, time-bound key results—how the objective will be attained. By definition, completion of all key results equates to the attainment of the objective.

The art of management,” Grove wrote, “lies in the capacity to select from the many activities of seemingly comparable significance the one or two or three that provide leverage well beyond the others and concentrate on them.

private philanthropy is no substitution for hard-fought battles over labour laws and social security, in part because philanthropy can be retracted on a whim, while elected officials, at least in theory, have citizens to answer to.

What you should do is more counterintuitive: Stop for a moment and shut out the noise. Close your eyes to really see what’s in front of you, and then pick the best way forward for you and your team, relative to the organization’s needs.

question is whether the practices associated with the new philanthropy – tighter control of grantee decision-making; a demand for swifter indicators of project success – might be stifling ingenuity and progress rather than engendering it.

Where an objective can be long-lived, rolled over for a year or longer, key results evolve as the work progresses. Once they are all completed, the objective is necessarily achieved. (And if it isn’t, the OKR was poorly designed in the first place.)

reality, a businesslike approach to charity has been dominant within large-scale organized philanthropy for at least 120 years, ever since industrialists such as Carnegie and Rockefeller vowed to apply business techniques to the realm of philanthropy.

Anyone who’s ever run a business knows that hiring more people is a capitalist’s course of last resort, something we do only when increasing customer demand requires it. In this sense, calling ourselves job creators isn’t just inaccurate, it’s disingenuous’.

Many researchers have sought the secret of successful education by identifying the most successful schools in the hope of discovering what distinguishes them from others. One of the conclusions of this research is that the most successful schools, on average, are small. In a survey of 1,662 schools in Pennsylvania, for instance, 6 of the top 50 were small, which is an overrepresentation by a factor of 4. These data encouraged the Gates Foundation to make a substantial investment in the creation of small schools, sometimes by splitting large schools into smaller units. At least half a dozen other prominent institutions, such as the Annenberg Foundation and the Pew Charitable Trust, joined the effort, as did the U.S. Department of Education’s Smaller Learning Communities Program. This probably makes intuitive sense to you. It is easy to construct a causal story that explains how small schools are able to provide superior education and thus produce high-achieving scholars by giving them more personal attention and encouragement than they could get in larger schools. Unfortunately, the causal analysis is pointless because the facts are wrong. If the statisticians who reported to the Gates Foundation had asked about the characteristics of the worst schools, they would have found that bad schools also tend to be smaller than average. The truth is that small schools are not better on average; they are simply more variable. If anything, say Wainer and Zwerling, large schools tend to produce better results, especially in higher grades where a variety of curricular options is valuable. Thanks to recent advances in cognitive psychology,

You can tell people to clean up a mess, but should you be telling them which broom to use? When top management was saying “We’ve got to crush Motorola!” somebody at the bottom might have said “Our benchmarks are lousy; I think I’ll write some better benchmarks.” That was how we worked.

We use OKRs to plan what people are going to produce, track their progress vs. plan, and coordinate priorities and milestones between people and teams. We also use OKRs to help people stay focused on the most important goals, and help them avoid being distracted by urgent but less important goals.

Encourage a healthy proportion of bottom-up OKRs—roughly half. Smash departmental silos by connecting teams with horizontally shared OKRs. Cross-functional operations enable quick and coordinated decisions, the basis for seizing a competitive advantage. Make all lateral, cross-functional dependencies explicit.

We are not always sure where the horizon is. We would not know which end is up were it not for the shimmering pathway of light falling on the white sea. The One who laid the earth's foundations and settled its dimensions knows where the lines are drawn. He gives all the light we need for trust and for obedience.

Destroyed, that is, were not only men, women and thousands of children but also restaurants and inns, laundries, theater groups, sports clubs, sewing clubs, boys’ clubs, girls’ clubs, love affairs, trees and gardens, grass, gates, gravestones, temples and shrines, family heirlooms, radios, classmates, books, courts of law, clothes, pets, groceries and markets, telephones, personal letters, automobiles, bicycles, horses—120 war-horses—musical instruments, medicines and medical equipment, life savings, eyeglasses, city records, sidewalks, family scrapbooks, monuments, engagements, marriages, employees, clocks and watches, public transportation, street signs, parents, works of art. “The whole of society,” concludes the Japanese study, “was laid waste to its very foundations.”2698 Lifton’s history professor saw not even foundations left. “Such a weapon,” he told the American psychiatrist, “has the power to make everything into nothing.

You’re not going to get the system just right the first time around. It’s not going to be perfect the second or third time, either. But don’t get discouraged. Persevere. You need to adapt it and make it your own.” Commitment feeds on itself. Stay the course with OKRs, as I know firsthand, and you will reap amazing benefits.

26Joshua laid an oath on them at that time, saying,  x“Cursed before the LORD be the man who rises up and rebuilds this city, Jericho. “At the cost of his firstborn shall he lay its foundation, and at the cost of his youngest son shall he set up its gates.” 27 ySo the LORD was with Joshua, and  zhis fame was in all the land.

Bono, do you know the Senegalese proverb ‘If you want to cut a man’s hair, it is better if he is in the room’?” He said it in a loving way, but we didn’t miss the message: Be careful if you think you know what we want. Because we know what we want. You’re not African, and this messiah complex hasn’t always turned out so well.

When corporate-endowed foundations first made their appearance in the United States, there was a fierce debate about their provenance, legality, and lack of accountability. People suggested that if companies had so much surplus money, they should raise the wages of their workers. (People made these outrageous suggestions in those days, even in America.) The idea of these foundations, so ordinary now, was in fact a leap of the business imagination. Non-tax-paying legal entities with massive resources and an almost unlimited brief—wholly unaccountable, wholly nontransparent— what better way to parlay economic wealth into political, social, and cultural capital, to turn money into power? What better way for usurers to use a minuscule percentage of their profits to run the world? How else would Bill Gates, who admittedly knows a thing or two about computers, find himself designing education, health, and agriculture policies, not just for the US government but for governments all over the world?35

The world’s last great pandemic was the Spanish flu outbreak in 1918 that killed a hundred million people—about 5 percent of the world’s population. If a pandemic like that were to happen again, it would spread faster and might be impossible to contain. According to the Bill & Melinda Gates Foundation, in such a pandemic “the death toll could reach 360 million”—even with the full deployment of vaccines and powerful modern drugs. The Gates Foundation estimated that the pandemic would also devastate the world financially, precipitating a three-trillion-dollar economic collapse. This is not scaremongering: Most epidemiologists believe such a pandemic will eventually happen.

You know, in our business we have to set ourselves uncomfortably tough objectives, and then we have to meet them. And then after ten milliseconds of celebration we have to set ourselves another [set of] highly difficult-to-reach objectives and we have to meet them. And the reward of having met one of these challenging goals is that you get to play again.

Learning “from direct experience,” a Harvard Business School study found, “can be more effective if coupled with reflection—that is, the intentional attempt to synthesize, abstract, and articulate the key lessons taught by experience.” The philosopher and educator John Dewey went a step further: “We do not learn from experience . . . we learn from reflecting on experience.

Right now we’re enjoying first generation GE crops; soon we’ll have versions that can grow in drought conditions, in saline conditions, crops that are nutritionally fortified, that act as medicines, that increase yields and lower the use for pesticides, herbicides, and fossil fuels. The best designs will do many of these things at once. The Gates Foundation–led effort BioCassava Plus aims to take cassava, one of the world’s largest staple crops, fortify it with protein, vitamins A and E, iron, and zinc; lower its natural cyanide content, make it virus resistant, and storable for two weeks (instead of one day). By 2020, this one genetically modified crop could radically improve the health of the 250 million people for whom it is a daily meal.

A management methodology that helps to ensure that the company focuses efforts on the same important issues throughout the organization.” An OBJECTIVE, I explained, is simply WHAT is to be achieved, no more and no less. By definition, objectives are significant, concrete, action oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution

Since everything that comes into the human mind enters through the gates of sense, man's first reason is a reason of sense-experience. It is this that serves as a foundation for the reason of the intelligence; our first teachers in natural philosophy are our feet, hands, and eyes. To substitute books for them does not teach us to reason, it teaches us to use the reason of others rather than our own; it teaches us to believe much and know little.

Great diggings and foundations spread across what had been the Warders’ practice yard, tall wooden cranes and stacks of cut marble and granite. Masons and laborers swarmed over the workings like ants, and endless streams of wagons trailed through the gates onto the Tower grounds, bringing more stone. To one side stood a wooden “working model,” as the masons called it, big enough for men to enter crouching on their heels and see every detail, where every stone should go. Most of the workmen could not read, after all—neither words nor mason’s drawn plans. The “working model” was as large as some manor houses. When any king or queen had a palace, why should the Amyrlin Seat be relegated to apartments little better than those of many ordinary sisters? Her palace would match the White Tower for splendor, and have a great spire ten spans higher than the Tower itself. The blood had drained from the chief mason’s face when he heard that. The Tower had been Ogier-built, with assistance from sisters using the Power. One look at Elaida’s face, however, set Master Lerman bowing and stammering that of course all would be done as she wished. As if there had been any question. Her mouth tightened with exasperation. She had wanted Ogier masons again, but the Ogier were confining themselves to their stedding for some reason. Her summons to the nearest, Stedding Jentoine, in the Black Hills, had been met with refusal. Polite, yet still refusal, without explanation, even to the Amyrlin Seat.

standout performance correlated to affirmative responses to these five questions: Structure and clarity: Are goals, roles, and execution plans on our team clear? Psychological safety: Can we take risks on this team without feeling insecure or embarrassed? Meaning of work: Are we working on something that is personally important for each of us? Dependability: Can we count on each other to do high-quality work on time? Impact of work: Do we fundamentally believe that the work we’re doing matters?

Divorce compensation (both raises and bonuses) from OKRs. These should be two distinct conversations, with their own cadences and calendars. The first is a backward-looking assessment, typically held at year’s end. The second is an ongoing, forward-looking dialogue between leaders and contributors. It centers on five questions: What are you working on? How are you doing; how are your OKRs coming along? Is there anything impeding your work? What do you need from me to be (more) successful? How do you need to grow to achieve your career goals?

THE COSSACK UPRISING that began in the spring of 1648, known in history as the Great Revolt, was the seventh major Cossack insurrection since the end of the sixteenth century. The commonwealth had crushed the previous six, but this one became too big to suppress. It transformed the political map of the entire region and gave birth to a Cossack state that many regard as the foundation of modern Ukraine. It also launched a long era of Russian involvement in Ukraine and is widely regarded as a starting point in the history of relations between Russia and Ukraine as separate nations.

Jobs became fascinated by the way Carr Jones relied on old material, including used bricks and wood from telephone poles, to provide a simple and sturdy structure. The beams in the kitchen had been used to make the molds for the concrete foundations of the Golden Gate Bridge, which was under construction when the house was built. “He was a careful craftsman who was self-taught,” Jobs said as he pointed out each of the details. “He cared more about being inventive than about making money, and he never got rich. He never left California. His ideas came from reading books in the library and Architectural Digest.

In 2001, when Jenn was 4 and Rory was 1, I took my first foundation trip to Asia. Rory was too young to ask questions, but Jenn wanted to know everything. “Mommy’s going to be away for a week,” I said. Then I stopped talking because I didn’t know what to say to a 4-year-old about poverty and disease. After thinking for a moment, I told her about one part of the trip: I was going to visit children who didn’t have homes and couldn’t get medicine when they were sick. “What does that mean, they don’t have homes?” she asked. I did my best to give her an answer that wouldn’t be jarring, and then I went to my room to pack

OKRs have two variants, and it is important to differentiate between them: Commitments are OKRs that we agree will be achieved, and we will be willing to adjust schedules and resources to ensure that they are delivered. The expected score for a committed OKR is 1.0; a score of less than 1.0 requires explanation for the miss, as it shows errors in planning and/or execution. By contrast, aspirational OKRs express how we’d like the world to look, even though we have no clear idea how to get there and/or the resources necessary to deliver the OKR. Aspirational OKRs have an expected average score of 0.7, with high variance.

An OBJECTIVE, I explained, is simply WHAT is to be achieved, no more and no less. By definition, objectives are significant, concrete, action oriented, and (ideally) inspirational. When properly designed and deployed, they’re a vaccine against fuzzy thinking—and fuzzy execution. KEY RESULTS benchmark and monitor HOW we get to the objective. Effective KRs are specific and time-bound, aggressive yet realistic. Most of all, they are measurable and verifiable. (As prize pupil Marissa Mayer would say, “It’s not a key result unless it has a number.”) You either meet a key result’s requirements or you don’t; there is no gray area, no room for doubt.

Antique Foundation Here I built the ruin in My voice on either side of me In the temple the ocean could Not be a crowd I mined The shore with fog the sun dries These bricks I built the vision in The cinder block that is the city Wall this grave Tone I speak with a picture Of myself in my wallet • Don’t be fooled by grass and these words Grass whispers Because they are real they are Ruinous Here, the gossip is in the dust Not the sea cloud enters the open Child’s window dimming the silver Flute’s sheen Where is he Who hears inside the brick those notes? There is a rumor in the city we’ll exist If he plays his song no one knows • Follow that shadow don’t tell me it’s mine Here there is no being alone Here are my hands which tore the leaves so Quietly in the temple the god Emerging from marble points at the chisel At the base of his stone Did I tell you Where I’m going? To the old man Who sings the margin Where on wave-tip swords turn edge over edge Wound us and the shore with foam • My face on either side of my face I tore My picture in half to show the gate You must climb inside your breath to leave As fog the wind will bear you— If you’re lovely—away In the spare clouds The children’s chorus Do you hear?— Where were you, and where are you going? Here I built the ruin in the stone-crushed Sage leaves my hands scented as long ago When I liked to press the desert against my head to think

The outsiders stood always in awe in front of what they had surnamed the Celestial City with Mighty Walls. The great mystery that cloaked its very foundations kept impelling the youth of Crotona, as well as those of the adjacent cities, to seek admittance. In spite of the difficult rules of the Master, curiosity goaded many to venture inside its secrecy, with a passionate aspiration to discover the unknown. Yet, to enroll, young men and women should be introduced by their parents. Sometimes, it was one of the assigned Masters of the Pythagorean Society who assumed the introduction. At the massive wooden gated entrance, one could admire the marble statue of Hermes-Enoch, the father of the spiritual laws. A cubical stone formed its stall where a skillful hand had carved the words: No entry to the vulgar

For the Chrome project, we created a sub-OKR to turbocharge JavaScript. The goal was to make applications on the web work as smoothly as downloads on a desktop. We set a moonshot goal of 10x improvement and named the project “V8,” after the high-performance car engine. We were fortunate to find a Danish programmer named Lars Bak, who’d built virtual machines for Sun Microsystems and held more than a dozen patents. Lars is one of the great artists in his field. He came to us and said, without an ounce of bravado, “I can do something that is much, much faster.” Within four months, he had JavaScript running ten times as fast as it ran on Firefox. Within two years, it was more than twenty times faster—incredible progress. (Sometimes a stretch goal is not as wildly aspirational as it may seem. As Lars later told Steven Levy in In the Plex, “We sort of underestimated what we could do.”)

A businessman buys a business and tries to operate it. He does everything that he knows how to do but just cannot make it go. Year after year the ledger shows red, and he is not making a profit. He borrows what he can, has a little spirit and a little hope, but that spirit and hope die and he goes broke. Finally, he sells out, hopelessly in debt, and is left a failure in the business world. A woman is educated to be a teacher but just cannot get along with the other teachers. Something in her constitution or temperament will not allow her to get along with children or young people. So after being shuttled from one school to another, she finally gives up, goes somewhere and takes a job running a stapling machine. She just cannot teach and is a failure in the education world. I have known ministers who thought they were called to preach. They prayed and studied and learned Greek and Hebrew, but somehow they just could not make the public want to listen to them. They just couldn’t do it. They were failures in the congregational world. It is possible to be a Christian and yet be a failure. This is the same as Israel in the desert, wandering around. The Israelites were God’s people, protected and fed, but they were failures. They were not where God meant them to be. They compromised. They were halfway between where they used to be and where they ought to be. And that describes many of the Lord’s people. They live and die spiritual failures. I am glad God is good and kind. Failures can crawl into God’s arms, relax and say, “Father, I made a mess of it. I’m a spiritual failure. I haven’t been out doing evil things exactly, but here I am, Father, and I’m old and ready to go and I’m a failure.” Our kind and gracious heavenly Father will not say to that person, “Depart from me—I never knew you,” because that person has believed and does believe in Jesus Christ. The individual has simply been a failure all of his life. He is ready for death and ready for heaven. I wonder if that is what Paul, the man of God, meant when he said: [No] other foundation can [any] man lay than that is laid, which is Jesus Christ. Now if any man build upon this foundation gold, silver, precious stones, wood, hay, stubble; every man’s work shall be made manifest: for the day shall declare it, because it shall be revealed by fire; and the fire shall try every man’s work of what sort it is. If any man’s work abide which he hath built thereupon, he should receive a reward. If any man’s work shall be burned, he shall suffer loss: but he himself shall be saved; yet so as by fire (1 Cor. 3:11-15). I think that’s what it means, all right. We ought to be the kind of Christian that cannot only save our souls but also save our lives. When Lot left Sodom, he had nothing but the garments on his back. Thank God, he got out. But how much better it would have been if he had said farewell at the gate and had camels loaded with his goods. He could have gone out with his head up, chin out, saying good riddance to old Sodom. How much better he could have marched away from there with his family. And when he settled in a new place, he could have had “an abundant entrance” (see 2 Pet. 1:11). Thank God, you are going to make it. But do you want to make it in the way you have been acting lately? Wandering, roaming aimlessly? When there is a place where Jesus will pour “the oil of gladness” on our heads, a place sweeter than any other in the entire world, the blood-bought mercy seat (Ps. 45:7; Heb. 1:9)? It is the will of God that you should enter the holy of holies, live under the shadow of the mercy seat, and go out from there and always come back to be renewed and recharged and re-fed. It is the will of God that you live by the mercy seat, living a separated, clean, holy, sacrificial life—a life of continual spiritual difference. Wouldn’t that be better than the way you are doing it now?

APRIL 22 LET THE EAST GATE OF GOD’S GLORY BE REPAIRED I WILL GUIDE you continually and satisfy your soul and strengthen your bones. You shall be like a watered garden and like a spring of water whose waters do not fail. You shall raise up the foundations of many generations, and shall be called the Repairer of the Breach, the Restorer of Streets to Dwell In. Just as My servant Nehemiah repaired the east gate of My house in Jerusalem, so will the east gate in your life be repaired and opened to allow My glory to fill your life. My Holy Spirit will bring restoration to all the gates of your life, and I will come and dwell within your temple in the fullness of My glory. ISAIAH 45:1–3; EZEKIEL 11:1; NEHEMIAH 1–6 Prayer Declaration Lord, let the gates of my life and city be repaired through the Holy Spirit. Let the gate of the fountain through which Your Holy Spirit flows be repaired in my life. Let the sheep gate of the apostolic and the fish gate of evangelism be restored. Let the old gate of the move of Your Spirit be repaired and active in this present day. Let the dung gate of deliverance be restored, and let many walk through to their deliverance. Let the water gate in my life allow me to preach and to teach of Your great mercy, love, and salvation.

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

Burbank's power of love, reported Hall, "greater than any other, was a subtle kind of nourishment that made everything grow better and bear fruit more abundantly. Burbank explained to me that in all his experimentation he took plants into his confidence, asked them to help, and assured them that he held their small lives in deepest regard and affection." Helen Keller, deaf and blind, after a visit to Burbank, wrote in Out­ look for the Blind: "He has the rarest of gifts, the receptive spirit of a child. When plants talk to him, he listens. Only a wise child can understand the language of flowers and trees." Her observation was particularly apt since all his life Burbank loved children. In his essay "Training of the Human Plant," later published as a book, he an­ticipated the more humane attitudes of a later day and shocked authori­tarian parents by saying, "It is more important for a child to have a good nervous system than to try to 'force' it along the line of book knowledge at the expense of its spontaneity, its play. A child should learn through a medium of pleasure, not of pain. Most of the things that are really useful in later life come to the children through play and through association with nature." Burbank, like other geniuses, realized that his successes came from having conserved the exuberance of a small boy and his wonder for everything around him. He told one of his biographers: 'Tm almost seventy-seven, and I can still go over a gate or run a foot race or kick the chandelier. That's because my body is no older than my mind-and my mind is adolescent. It has never grown up and I hope it never will." It was this quality which so puzzled the dour scientists who looked askance at his power of creation and bedeviled audiences who expected him to be explicit as to how he produced so many horticultural wonders. Most of them were as disappointed as the members of the American Pomological Society, gathered to hear Burbank tell "all" during a lecture entitled "How to Produce New Fruits and Flowers," who sat agape as they heard him say: In pursuing the study of any of the universal and everlasting laws of nature, whether relating to the life, growth, structure and movements of a giant planet, the tiniest plant or of the psychological movements of the human brain, some conditions are necessary before we can become one of nature's interpreters or the creator of any valuable work for the world. Preconceived notions, dogmas and all personal prejudice and bias must be laid aside. Listen patiently, quietly and reverently to the lessons, one by one, which Mother Nature has to teach, shedding light on that which was before a mystery, so that all who will, may see and know. She conveys her truths only to those who are passive and receptive. Accepting these truths as suggested, wherever they may lead, then we have the whole universe in harmony with us. At last man has found a solid foundation for science, having discovered that he is part of a universe which is eternally unstable in form, eternally immutable in substance.

A man decides to be a lawyer and spends years studying law and finally puts out his shingle. He soon finds something in his temperament that makes it impossible for him to make good as a lawyer. He is a complete failure. He is 50 years old, was admitted to the bar when he was 30, and 20 years later, he has not been able to make a living as a lawyer. As a lawyer, he is a failure. A businessman buys a business and tries to operate it. He does everything that he knows how to do but just cannot make it go. Year after year the ledger shows red, and he is not making a profit. He borrows what he can, has a little spirit and a little hope, but that spirit and hope die and he goes broke. Finally, he sells out, hopelessly in debt, and is left a failure in the business world. A woman is educated to be a teacher but just cannot get along with the other teachers. Something in her constitution or temperament will not allow her to get along with children or young people. So after being shuttled from one school to another, she finally gives up, goes somewhere and takes a job running a stapling machine. She just cannot teach and is a failure in the education world. I have known ministers who thought they were called to preach. They prayed and studied and learned Greek and Hebrew, but somehow they just could not make the public want to listen to them. They just couldn’t do it. They were failures in the congregational world. It is possible to be a Christian and yet be a failure. This is the same as Israel in the desert, wandering around. The Israelites were God’s people, protected and fed, but they were failures. They were not where God meant them to be. They compromised. They were halfway between where they used to be and where they ought to be. And that describes many of the Lord’s people. They live and die spiritual failures. I am glad God is good and kind. Failures can crawl into God’s arms, relax and say, “Father, I made a mess of it. I’m a spiritual failure. I haven’t been out doing evil things exactly, but here I am, Father, and I’m old and ready to go and I’m a failure.” Our kind and gracious heavenly Father will not say to that person, “Depart from me—I never knew you,” because that person has believed and does believe in Jesus Christ. The individual has simply been a failure all of his life. He is ready for death and ready for heaven. I wonder if that is what Paul, the man of God, meant when he said: [No] other foundation can [any] man lay than that is laid, which is Jesus Christ. Now if any man build upon this foundation gold, silver, precious stones, wood, hay, stubble; every man’s work shall be made manifest: for the day shall declare it, because it shall be revealed by fire; and the fire shall try every man’s work of what sort it is. If any man’s work abide which he hath built thereupon, he should receive a reward. If any man’s work shall be burned, he shall suffer loss: but he himself shall be saved; yet so as by fire (1 Cor. 3:11-15). I think that’s what it means, all right. We ought to be the kind of Christian that cannot only save our souls but also save our lives. When Lot left Sodom, he had nothing but the garments on his back. Thank God, he got out. But how much better it would have been if he had said farewell at the gate and had camels loaded with his goods. He could have gone out with his head up, chin out, saying good riddance to old Sodom. How much better he could have marched away from there with his family. And when he settled in a new place, he could have had “an abundant entrance