Goals New Month Quotes

New month, new intentions, new goals, new love, new light, and new beginnings.

Our twenties can be like living beyond time. When we graduate from school, we leave behind the only lives we have ever known, ones that have been neatly packaged in semester-sized chunks with goals nestled within. Suddenly, life opens up and the syllabi are gone. There are days and weeks and months and years, but no clear way to know when or why any one thing should happen. It can be a disorienting, cave-like existence. As one twentysomething astutely put it, "The twentysomething years are a whole new way of thinking about time. There's this big chunk of time and a whole bunch of stuff that needs to happen somehow.

I became totally absorbed into this forest existence. It was an unparalleled period when aloneness was a way of life; a perfect opportunity, it might seem, for meditating on the meaning of existence and my role in it all. But I was far too busy learning about the chimpanzees'lives to worry about the meaning of my own. I had gone to Gombe to accomplish a specific goal, not to pursue my early preoccupation with philosophy and religion. Nevertheless, those months at Gombe helped to shape the person I am today-I would have been insensitive indeed if the wonder and the endless fascination of my new world had not had a major impact on my thinking. All the time I was getting closer to animals and nature, and as a result, closer to myself and more and more in tune with the spiritual power that I felt all around. For those who have experienced the joy of being alone with nature there is really little need for me to say much more; for those who have not, no words of mine can even describe the powerful, almost mystical knowledge of beauty and eternity that come, suddenly, and all unexpected. The beauty was always there, but moments of true awareness were rare. They would come, unannounced; perhaps when I was watching the pale flush preceding dawn; or looking up through the rustling leaves of some giant forest tree into the greens and browns and the black shadows and the occasionally ensured bright fleck of blue sky; or when I stood, as darkness fell, with one hand on the still warm trunk of a tree and looked at the sparkling of an early moon on the never still, softly sighing water of Lake Tanganyika.

Eric penned nearly a dozen new journal entries in the next two months. "I have a goal to destroy as much as possible," he wrote, "so I must not be sidetracked by my feelings of sympathy, mercy, or any of that." It was a mark of Eric's ruthlessness that he comprehended the pain and consciously fought the urge to spare it. "I will force myself to believe that everyone is just another monster from Doom," [the computer game he played day and night] he wrote. "I have to turn off my feelings.

Once a day, they were to lie down, take a brief inhale, and then exhale to a count of 6. As they progressed, they could inhale to a count of 4 and exhale to 8, with the goal of reaching a half-minute exhale after six months of practice. Upon reaching this 30 count,

Your minute is your hour is your day is your week is your month is your year. If you want to make this year better, make each minute better.

Begin every New Year a year ahead. End every year three months ahead. Watch your goals be achieved.

Most people will passively do today, this week, this month this year...exactly what they did yesterday, last week, last month, last year. Whatever you do, don’t let that person be you.⁣⁣

I can create a new business within three months: raise the money, assemble a team, and launch it. It’s fun for me. It’s really cool to see what can I put together. It makes money almost as a side effect. Creating businesses is the game I became good at. It’s just my motivation has shifted from being goal-oriented to being artistic. Ironically, I think I’m much better at it now. [74] Even when I invest, it’s because I like the people involved, I like hanging out with them, I learn from them, I think the product is really cool. These days, I will pass on great investments because I don’t find the products interesting.

drink half their body weight in ounces of water every day. It’s much easier to add a habit than to take one away, but the water goal is a challenge. When they conquer that for the month, they’ve set a new standard for achievement and can add on something tougher.

Loss aversion refers to the relative strength of two motives: we are driven more strongly to avoid losses than to achieve gains. A reference point is sometimes the status quo, but it can also be a goal in the future: not achieving a goal is a loss, exceeding the goal is a gain. As we might expect from negativity dominance, the two motives are not equally powerful. The aversion to the failure of not reaching the goal is much stronger than the desire to exceed it. People often adopt short-term goals that they strive to achieve but not necessarily to exceed. They are likely to reduce their efforts when they have reached an immediate goal, with results that sometimes violate economic logic. New York cabdrivers, for example, may have a target income for the month or the year, but the goal that controls their effort is typically a daily target of earnings. Of course, the daily goal is much easier to achieve (and exceed) on some days than on others. On rainy days, a New York cab never remains free for long, and the driver quickly achieves his target; not so in pleasant weather, when cabs often waste time cruising the streets looking for fares. Economic logic implies that cabdrivers should work many hours on rainy days and treat themselves to some leisure on mild days, when they can “buy” leisure at a lower price. The logic of loss aversion suggests the opposite: drivers who have a fixed daily target will work many more hours when the pickings are slim and go home early when rain-drenched customers are begging to be taken somewhere.

Our twenties can be like living beyond time. When we graduate from school, we leave behind the only lives we have ever known, ones that have been neatly packaged in semester-sized chunks with goals nestled within. Suddenly, life opens up and the syllabi are gone. There are days and weeks and months and years, but no clear way to know when or why any one thing should happen. It can be a disorienting, cavelike existence. As one twentysomething astutely put it, “The twentysomething years are a whole new way of thinking about time. There’s this big chunk of time and a whole bunch of stuff needs to happen somehow.

He further explained, “We started a project to see if we could get better at suggesting groups that will be meaningful to you. We started building artificial intelligence to do this. And it works. In the first six months, we helped 50% more people join meaningful communities.” His ultimate goal is “to help 1 billion people join meaningful communities….If we can do this, it will not only turn around the whole decline in community membership we’ve seen for decades, it will start to strengthen our social fabric and bring the world closer together.” This is such an important goal that Zuckerberg vowed “to change Facebook’s whole mission to take this on.”3 Zuckerberg is certainly correct in lamenting the breakdown of human communities. Yet several months after Zuckerberg made this vow, and just as this book was going to print, the Cambridge Analytica scandal revealed that data entrusted to Facebook was harvested by third parties and used to manipulate elections around the world. This made a mockery of Zuckerberg’s lofty promises, and shattered public trust in Facebook. One can only hope that before undertaking the building of new human communities, Facebook first commits itself to protecting the privacy and security of existing communities.

Month by month things were stepping livelier, but to what goal? The population still rose, but what was the quality of the men born? The particular millionaire who owned the freehold of Wickham Place, and desired to erect Babylonian flats upon it—what right had he to stir so large a portion of the quivering jelly? He was not a fool—she had heard him expose Socialism—but true insight began just where his intelligence ended, and one gathered that this was the case with most millionaires. What right had such men—But Margaret checked herself. That way lies madness. Thank goodness she, too, had some money, and could purchase a new home.

People you’re contacting to create a new relationship need to see or hear your name in at least three modes of communication—by, say, an e-mail, a phone call, and a face-to-face encounter—before there is substantive recognition. • Once you have gained some early recognition, you need to nurture a developing relationship with a phone call or e-mail at least once a month. • If you want to transform a contact into a friend, you need a minimum of two face-to-face meetings out of the office. • Maintaining a secondary relationship requires two to three pings a year. • Social media pings (status updates, retweets, comments, etc.) are terrific for ongoing relationship maintenance, especially for the fringe of your network, but they don’t replace the need for one-to-one pinging with the people in your highest-priority network, those people connected to your current goals.

Ted and Rick. Ted graduates from university and starts his climb up the corporate ladder. Every day he works long hours. He spends Saturday on projects to try to get ahead. No time for sports, no time for relationships, and no money to save. Every month he reviews his goals to see how far he can climb the corporate ladder. Extra meetings, extra projects. Gradually, Ted begins his climb to the top. And after 18 short years, Ted has his chance. He could become the next new, semi-young, chief executive of the company. But the owner gives the chief executive job to his recently graduated grandson, who promptly fires Ted. Ted has lost 18 years of his life, his dignity, his hard effort, and is again unemployed. Ted’s friend, Rick, also leaves university, but takes an ordinary job. However, Rick does something different. In the evenings, after work, Rick starts his part-time network marketing business. Four years later, Rick fires his boss, and lives the rest of his life on the earnings of his network marketing business.

That was when Sam had proposed doing away with Goal-Setting Sunday. “Why do we even bother? We set these goals and make a big deal out of it for a month or so, then we forget all about it. When we do remember it, we feel bad that we didn’t do anything. Why don’t we just skip Goal-Setting Sunday this year?” That had gone over like a pregnant pole-vaulter. Dale had quoted from the book of Revelation about lukewarm churches and how God would spew them out of his mouth. “Do you want the Lord to spit us out, Sam? Is that what you want? ’Cause I tell you right now, that’s what He’ll do. You’re leading us down a slippery slope. First, we’ll stop doing the Goal-Setting Sunday, then the next thing you know there’ll be fornication right here in the church. You watch and see.” Any deviation from tradition had Dale Hinshaw prophesying an outbreak of fornication in the church pews. It took Sam several years to learn he was better off keeping quiet and not suggesting anything new. “Just go along with it,” his wife had told him. “It’s only one Sunday a year. Let them do whatever they’re going to do. It’s easier that way.” So when Dale suggested at the elders meeting that it was time for Goal-Setting Sunday, Sam didn’t argue. They scheduled it for the first Sunday after Easter, which is when they’ve always held it, lest fornication break out in the church.

1. Connect with Your Why Start by identifying your key motivations. Why do you want to reach your goal in the first place? Why is it important personally? Get a notebook or pad of paper and list all the key motivations. But don’t just list them, prioritize them. You want the best reasons at the top of your list. Finally, connect with these motivations both intellectually and emotionally. 2. Master Your Motivation There are four key ways to stay motivated as you reach for your goals: Identify your reward and begin to anticipate it. Eventually, the task itself can become its own reward this way. Recognize that installing a new habit will probably take longer than a few weeks. It might even take five or six months. Set your expectations accordingly. Gamify the process with a habit app or calendar chain. As Dan Sullivan taught me, measure the gains, not the gap. Recognize the value of incremental wins. 3. Build Your Team It’s almost always easier to reach a goal if you have friends on the journey. Intentional relationships provide four ingredients essential for success: learning, encouragement, accountability, and competition. There are at least seven kinds of intentional relationships that can help you grow and reach your goals: ​‣ ​Online communities ​‣ ​Running and exercise groups ​‣ ​Masterminds ​‣ ​Coaching and mentoring circles ​‣ ​Reading and study groups ​‣ ​Accountability groups ​‣ ​Close friendships If you can’t find a group you need, don’t wait. Start your own.

forgot about my huge goal. I focused on what I could control: what I did every day. After a little experimentation and a lot of thought, I settled on a process. Because the Internet never sleeps, here’s what I did every day: Write a new post. Without fail. No excuses. Build relationships. I contacted three people who tweeted my posts that day, choosing the three who seemed most influential, the most noteworthy, the most “something” (even if that “something” was just “thoughtful comment”). Then I sent an e-mail—not a tweet—and said thanks. My goal was to make a genuine connection. Build my network. I contacted one person who might be a great source for a future post. I aimed high: CEOs, founders, entrepreneur-celebrities . . . people with instant credibility and engaged followings. Many didn’t respond. But some did. And some have become friends and appear in this book. Add three more items to my “list of great headlines.” Headlines make or break posts: A great post with a terrible headline will not get read. So I worked hard to learn what worked for other people—and to adapt their techniques for my own use. Evaluate recent results. I looked at page views. I looked at shares and likes and tweets. I tried to figure out what readers responded to, what readers cared about. Writing for a big audience has little to do with pleasing yourself and everything to do with pleasing an audience, and the only way to know what worked was to know the audience. Ignore my editor. I liked my editor. But I didn’t want her input because she knew only what worked for columnists who were read by a maximum of 300,000 people each month. My goal was to triple that, which meant I needed to do things differently. We occasionally disagreed, and early on I lost some of those battles. Once my numbers started to climb, I won a lot more often, until eventually I was able to do my own thing. Sounds simple, right? In a way it was, because I followed a self-reinforcing process:

The brain is wired to minimize loss . . . [and] to keep you alive. [It] makes the assumption that because you were alive yesterday, what you did previously is safe. Therefore, repeating the past is good for survival. As a result, doing things differently, even if it seems like an improvement, is risky. Perpetuating past behaviors, from the brain’s reptilian perspective, is the safest way. This is why innovation is difficult for most individuals and organizations. Put another way, the brain wants its problems and predicaments solved first because it can’t deal with anything new or different until they are addressed. The brain has no incentive to come up with new ideas if it doesn’t have to. As long as your brain knows you have another out, it will always be content with keeping you alive by coming up with the same ideas that it used before. This suggests that when you decide to get scrappy, a shift occurs and seems to unlock a door. Once that new door opens, you are more capable than ever of getting innovative because your brain has been activated to manage discomfort or challenges first. You’re able to work on a new, perhaps more advanced, level with heightened energy and focus. It’s that initial commitment, that literal act of saying, “I’m going for it!” that stimulates your mind in new and clever ways and ultimately leads to the generation of fresh ideas. Let’s go back to the Greg Hague story. 1. He had a huge goal, which was to pass the Arizona state bar exam. 2. There was a limited time frame as he had only four and a half months to study. 3. He was all in: “I flat out made up my mind I was going to pass.” He decided to go despite the odds. 4. He had to figure out a way to learn a ton of information in a short period of time. His brain adapted, shifted, and developed an entirely new learning system in order to absorb more material, which helped him to pass the Arizona bar and get the top score in the state. It’s weird, right? But it happened.

Unlike during the previous Gaza operation in 2012, the Iron Dome supply did not run out. After Operation Pillar of Defense I had instructed the army to accelerate production of Iron Dome projectiles and batteries. We accomplished this with our own funds and with generous American financial support. I now asked the Obama administration for an additional $225 million package to continue the production line after Protective Edge. He agreed, and with the help of Tony Blinken, the deputy national security advisor who later became Biden’s secretary of state, the funding provision sailed through both houses of Congress. I deeply appreciated this support and said so publicly. I was therefore very disappointed when the administration held back on the IDF’s request for additional Hellfire rockets for our attack helicopters. Without offensive weapons we could not bring the Gaza operation to a quick and decisive end. Furthermore, as the air war lingered, the administration issued increasingly critical statements against Israel, calling some of our actions “appalling”2 and thereby opening the moral floodgates against us. Hamas took note. As long as it believed that we couldn’t deliver more aggressive punches, and that international support was waning, it would continue to rocket our cities. Unfortunately, it was aided in this belief by an international tug-of-war. On one side: Israel and Egypt. On the other: Turkey and Qatar, which fully supported Hamas. I worked in close collaboration with Egypt’s new leader, el-Sisi, who had deposed the Islamist Morsi a few months earlier. Our common goal was to achieve an unconditional cease-fire. The last thing el-Sisi wanted was a Hamas success in Gaza that would embolden their Islamist allies in the Sinai and beyond. Hamas’s exiled leader, Khaled Mashal, who escaped the Mossad action in Jordan, was now in Qatar. Supported by his Qatari hosts and Erdogan and ensconced in his lavish villa in Doha, Mashal egged Hamas to keep on fighting. To my astonishment, Kerry urged me to accept Qatar and Turkey as mediators instead of the Egyptians, who were negotiating with Hamas representatives in Cairo for a possible cease-fire. Hamas drew much encouragement from this American position. El-Sisi and I agreed to keep the Americans out of the negotiating loop. In the meantime the IDF would have to further degrade Hamas’s fighting and crush their expectations of achieving anything in the cease-fire negotiations.

her that when he had first raised the idea, I hadn’t known he was sick. Almost nobody knew, she said. He had called me right before he was going to be operated on for cancer, and he was still keeping it a secret, she explained. I decided then to write this book. Jobs surprised me by readily acknowledging that he would have no control over it or even the right to see it in advance. “It’s your book,” he said. “I won’t even read it.” But later that fall he seemed to have second thoughts about cooperating and, though I didn’t know it, was hit by another round of cancer complications. He stopped returning my calls, and I put the project aside for a while. Then, unexpectedly, he phoned me late on the afternoon of New Year’s Eve 2009. He was at home in Palo Alto with only his sister, the writer Mona Simpson. His wife and their three children had taken a quick trip to go skiing, but he was not healthy enough to join them. He was in a reflective mood, and we talked for more than an hour. He began by recalling that he had wanted to build a frequency counter when he was twelve, and he was able to look up Bill Hewlett, the founder of HP, in the phone book and call him to get parts. Jobs said that the past twelve years of his life, since his return to Apple, had been his most productive in terms of creating new products. But his more important goal, he said, was to do what Hewlett and his friend David Packard had done, which was create a company that was so imbued with innovative creativity that it would outlive them. “I always thought of myself as a humanities person as a kid, but I liked electronics,” he said. “Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences, and I decided that’s what I wanted to do.” It was as if he were suggesting themes for his biography (and in this instance, at least, the theme turned out to be valid). The creativity that can occur when a feel for both the humanities and the sciences combine in one strong personality was the topic that most interested me in my biographies of Franklin and Einstein, and I believe that it will be a key to creating innovative economies in the twenty-first century. I asked Jobs why he wanted me to be the one to write his biography. “I think you’re good at getting people to talk,” he replied. That was an unexpected answer. I knew that I would have to interview scores of people he had fired, abused, abandoned, or otherwise infuriated, and I feared he would not be comfortable with my getting them to talk. And indeed he did turn out to be skittish when word trickled back to him of people that I was interviewing. But after a couple of months,

Here we introduce the nation's first great communications monopolist, whose reign provides history's first lesson in the power and peril of concentrated control over the flow of information. Western Union's man was one Rutherford B. Hates, an obscure Ohio politician described by a contemporary journalist as "a third rate nonentity." But the firm and its partner newswire, the Associated Press, wanted Hayes in office, for several reasons. Hayes was a close friend of William Henry Smith, a former politician who was now the key political operator at the Associated Press. More generally, since the Civil War, the Republican Party and the telegraph industry had enjoyed a special relationship, in part because much of what were eventually Western Union's lines were built by the Union Army. So making Hayes president was the goal, but how was the telegram in Reid's hand key to achieving it? The media and communications industries are regularly accused of trying to influence politics, but what went on in the 1870s was of a wholly different order from anything we could imagine today. At the time, Western Union was the exclusive owner of the nationwide telegraph network, and the sizable Associated Press was the unique source for "instant" national or European news. (It's later competitor, the United Press, which would be founded on the U.S. Post Office's new telegraph lines, did not yet exist.) The Associated Press took advantage of its economies of scale to produce millions of lines of copy a year and, apart from local news, its product was the mainstay of many American newspapers. With the common law notion of "common carriage" deemed inapplicable, and the latter day concept of "net neutrality" not yet imagined, Western Union carried Associated Press reports exclusively. Working closely with the Republican Party and avowedly Republican papers like The New York Times (the ideal of an unbiased press would not be established for some time, and the minting of the Time's liberal bona fides would take longer still), they did what they could to throw the election to Hayes. It was easy: the AP ran story after story about what an honest man Hayes was, what a good governor he had been, or just whatever he happened to be doing that day. It omitted any scandals related to Hayes, and it declined to run positive stories about his rivals (James Blaine in the primary, Samuel Tilden in the general). But beyond routine favoritism, late that Election Day Western Union offered the Hayes campaign a secret weapon that would come to light only much later. Hayes, far from being the front-runner, had gained the Republican nomination only on the seventh ballot. But as the polls closed his persistence appeared a waste of time, for Tilden, the Democrat, held a clear advantage in the popular vote (by a margin of over 250,000) and seemed headed for victory according to most early returns; by some accounts Hayes privately conceded defeat. But late that night, Reid, the New York Times editor, alerted the Republican Party that the Democrats, despite extensive intimidation of Republican supporters, remained unsure of their victory in the South. The GOP sent some telegrams of its own to the Republican governors in the South with special instructions for manipulating state electoral commissions. As a result the Hayes campaign abruptly claimed victory, resulting in an electoral dispute that would make Bush v. Gore seem a garden party. After a few brutal months, the Democrats relented, allowing Hayes the presidency — in exchange, most historians believe, for the removal of federal troops from the South, effectively ending Reconstruction. The full history of the 1876 election is complex, and the power of th

MONTH ONE ACTION PLAN Open a new checking account that is free of monthly maintenance fees. Notify your employer to have your direct deposit sent to the new account. Same with any automatic payments or transfers you make from your checking account—notify everyone of the new account. Balance your checkbook each month; verify all your withdrawals and deposits, and keep track that every bill you pay is recorded as a debit on your account. Open a new savings or money market account that is FDIC insured and carries a high APY. Make it a goal to build a savings account over time that has a balance large enough to cover up to eight months of living expenses. Sign up for automatic deposits into your savings account. If you have more than $100,000 at any one institution, make sure you understand the rules for getting full insurance coverage.

On the afternoon of August 9, hearing the news that Nagasaki had been bombed, Emperor Hirohito called an imperial conference at which his ministers debated the wisdom of surrender. After hours of talk, at 2 a.m. Hirohito stated that he felt Japan should accept the terms of the Potsdam Declaration, terms of surrender proposed in late July by Truman (who had only become president on Roosevelt’s death in April). But Potsdam called for the emperor to step down; and his ministers insisted that their acceptance depended on Hirohito being allowed to remain as sovereign—an astute demand that would ensure a sense of national exoneration. James F. Byrnes, the U.S. secretary of state, did not deal directly with this, and on August 14 Japan surrendered at Hirohito’s command. The next day, the entire country heard with astonishment the first radio broadcast from a supreme ruler, now telling them squeakily, in the antiquated argot of the imperial court, that he was surrendering to save all mankind “from total extinction.” Until then, Japan’s goal had been full, all-out war, as a country wholly committed; any Japanese famously preferred to die for the emperor rather than to surrender. (One hundred million die together! was the slogan.) Today the goal was surrender: all-out peace. It was the emperor’s new will. Later that day a member of his cabinet, over the radio, formally denounced the United States for ignoring international law by dropping the atomic bombs. In 1988, on the forty-seventh anniversary of the Japanese attack on Pearl Harbor, when the mayor of Nagasaki accused Hirohito of responsibility for the war and its numerous atrocities, he inadvertently stirred up petitions for his own impeachment, and nationwide protests and riots calling for his assassination. A month afterward, in January 1989, Hirohito died at age eighty-seven, still emperor of Japan. Eleven days later the mayor, whom the Nagasaki police were no longer protecting, was shot in the back. He barely survived.

An evening. At six o’clock lay down on the sofa. Slept until about eight. Couldn’t get up, waited for the clock to strike, and in my sleepiness missed hearing it. Got up at nine o’clock. Didn’t go home for supper, nor to Max’s either, where there was a gathering tonight. Reasons: lack of appetite, fear of getting back late in the evening; but above all the thought that I wrote nothing yesterday, that I keep getting farther and farther from it, and am in danger of losing everything I have laboriously achieved these past six months. Provided proof of this by writing one and a half wretched pages of a new story that I have already decided to discard . . . Occasionally I feel an unhappiness that almost dismembers me, and at the same time am convinced of its necessity and of the existence of a goal to which one makes one’s way by undergoing every kind of unhappiness.

AUTHOR’S NOTE The First Assassin is a work of fiction, and specifically a work of historical fiction—meaning that much of it is based on real people, places, and events. My goal never has been to tell a tale about what really happened but to tell what might have happened by blending known facts with my imagination. Characters such as Abraham Lincoln, Winfield Scott, and John Hay were, of course, actual people. When they speak on these pages, their words are occasionally drawn from things they are reported to have said. At other times, I literally put words in their mouths. Historical events and circumstances such as Lincoln’s inauguration, the fall of Fort Sumter, and the military crisis in Washington, D.C., provide both a factual backdrop and a narrative skeleton. Throughout, I have tried to maximize the authenticity and also to tell a good story. Thomas Mallon, an experienced historical novelist, has described writing about the past: “The attempt to reconstruct the surface texture of that world was a homely pleasure, like quilting, done with items close to hand.” For me, the items close to hand were books and articles. Naming all of my sources is impossible. I’ve drawn from a lifetime of reading about the Civil War, starting as a boy who gazed for hours at the battlefield pictures in The Golden Book of the Civil War, which is an adaptation for young readers of The American Heritage Picture History of the Civil War by Bruce Catton. Yet several works stand out as especially important references. The first chapter owes much to an account that appeared in the New York Tribune on February 26, 1861 (and is cited in A House Dividing, by William E. Baringer). It is also informed by Lincoln and the Baltimore Plot, 1861, edited by Norma B. Cuthbert. For details about Washington in 1861: Reveille in Washington, by Margaret Leech; The Civil War Day by Day, by E. B. Long with Barbara Long; Freedom Rising, by Ernest B. Ferguson; The Regiment That Saved the Capitol, by William J. Roehrenbeck; The Story the Soldiers Wouldn’t Tell, by Thomas P. Lowry; and “Washington City,” in The Atlantic Monthly, January 1861. For information about certain characters: With Malice Toward None, by Stephen B. Oates; Lincoln, by David Herbert Donald; Abe Lincoln Laughing, edited by P. M. Zall; Lincoln and the Civil War in the Diaries of John Hay, edited by Tyler Dennett; Lincoln Day by Day, Vol. III: 1861–1865, by C. Percy Powell; Agent of Destiny, by John S. D. Eisenhower; Rebel Rose, by Isabel Ross; Wild Rose, by Ann Blackman; and several magazine articles by Charles Pomeroy Stone. For life in the South: Roll, Jordan, Roll, by Eugene D. Genovese; Runaway Slaves, by John Hope Franklin and Loren Schweninger; Bound for Canaan, by Fergus M. Bordewich; Narrative of the Life of Henry Box Brown, written by himself; The Fire-Eaters, by Eric H. Walther; and The Southern Dream of a Caribbean Empire, by Robert E. May. For background on Mazorca: Argentine Dictator, by John Lynch. This is the second edition of The First Assassin. Except for a few minor edits, it is no different from the first edition.

Chapter 3 What to Do with Money as You Save It Chapters 1 and 2 should have helped you understand the theory behind frugality and develop a practical plan to live on less than half your take-home pay; all in the context of building up your first $25,000. After reading those two chapters, you should understand what you need to do to put yourself in position to save thousands of dollars per month on a middle class income. Now, it’s time to deploy those savings in such a way as to develop your first year of financial runway. Your goal is stockpile a reserve capable of funding your frugal lifestyle for around a full year. Unlike many Americans who struggle to make ends meet, you now face a new problem. A good problem. You now have to decide how to deploy your rapidly expanding savings so that they extend your financial runway as much as possible. There are three initial steps that should be completed, in order, for the seeker of early financial freedom to build up that one-year stockpile. These three steps are (1) to build up an emergency fund of $1000 to $2000; (2) to pay off all “bad debts” (we define this term below) and build strong credit; and then (3) to build up one year of financial runway in the form of cash or equivalents By completing these three steps, readers will set themselves up for the next phase of wealth generation, discussed in part II. They will have the cash and credit they need to buy a home with ease, and will have the financial runway they need to pursue career opportunities with little risk of financial ruin. Central to the discussion in this chapter will be the concepts of debt—both good and bad debt—and credit. We must pay off our bad debts immediately, and treat them as a financial crisis. Good debts can still delay financial freedom, but may not need to be paid off early if money can be put to higher and better use in the meantime. While paying off bad debts and managing other debts, readers will want to focus on improving their credit scores as much as possible, and increase their access to credit.

The president fundamentally wants to be liked” was Katie Walsh’s analysis. “He just fundamentally needs to be liked so badly that it’s always … everything is a struggle for him.” This translated into a constant need to win something—anything. Equally important, it was essential that he look like a winner. Of course, trying to win without consideration, plan, or clear goals had, in the course of the administration’s first nine months, resulted in almost nothing but losses. At the same time, confounding all political logic, that lack of a plan, that impulsivity, that apparent joie de guerre, had helped create the disruptiveness that seemed to so joyously shatter the status quo for so many. But now, Bannon thought, that novelty was finally wearing off. For Bannon, the Strange-Moore race had been a test of the Trump cult of personality. Certainly Trump continued to believe that people were following him, that he was the movement—and that his support was worth 8 to 10 points in any race. Bannon had decided to test this thesis and to do it as dramatically as possible. All told, the Senate Republican leadership and others spent $ 32 million on Strange’s campaign, while Moore’s campaign spent $ 2 million. Trump, though aware of Strange’s deep polling deficit, had agreed to extend his support in a personal trip. But his appearance in Huntsville, Alabama, on September 22, before a Trump-size crowd, was a political flatliner. It was a full-on Trump speech, ninety minutes of rambling and improvisation—the wall would be built (now it was a see-through wall), Russian interference in the U.S. election was a hoax, he would fire anybody on his cabinet who supported Moore. But, while his base turned out en masse, still drawn to Trump the novelty, his cheerleading for Luther Strange drew at best a muted response. As the crowd became restless, the event threatened to become a hopeless embarrassment. Reading his audience and desperate to find a way out, Trump suddenly threw out a line about Colin Kaepernick taking to his knee while the national anthem played at a National Football League game. The line got a standing ovation. The president thereupon promptly abandoned Luther Strange for the rest of the speech. Likewise, for the next week he continued to whip the NFL. Pay no attention to Strange’s resounding defeat five days after the event in Huntsville. Ignore the size and scale of Trump’s rejection and the Moore-Bannon triumph, with its hint of new disruptions to come. Now Trump had a new topic, and a winning one: the Knee.

Whether it be brand marketers trumpeting the new BMW X5, game developers getting players to spend real money on virtual goods, or someone selling an online nursing degree, the only difference is the time frame in which those different goals occur—in other words, the time between attention and action. If the time frame is very short, like browsing for and buying a shirt at nordstroms.com, it’s called “direct response,” or “DR” advertising. If the time frame is very long, such as making you believe life is unlivable outside the pricey mantle of a Burberry coat, it’s called “brand advertising.” Note that the goal is the same in both: to make you buy shit you likely don’t need with money you likely don’t have. In the former case, the trail is easily trackable, as the “conversion” usually happens online, usually after clicking on the very ad you were served.* In the latter, the media employed is a multipronged strategy of Super Bowl ads, Internet advertising, postal mail, free keychains, and God knows what else. Also, the conversion happens way after the initial exposure to the media, and often offline and in a physical space, like at a car dealership. The tracking and attribution are much harder, due to both the manifold media used and the months or years gone by between the exposure and the sale. As such, brand advertising budgets, which are far larger than direct-response ones, are spent in embarrassingly large broadsides, barely targeted or tracked in any way. Now you know all there is to know about advertising. The rest is technical detail and self-promoting bullshit spun by agencies. You’re officially as informed as the media tycoons who run the handful of agencies that manage our media world.

When we become an autonomous organization, we will be one of the largest unadulterated digital security organizations on the planet,” he told the annual Intel Security Focus meeting in Las Vegas. “Not only will we be one of the greatest, however, we will not rest until we achieve our goal of being the best,” said Young. This is the main focus since Intel reported on agreements to deactivate its security business as a free organization in association with the venture company TPG, five years after the acquisition of McAfee. Young focused on his vision of the new company, his roadmap to achieve that, the need for rapid innovation and the importance of collaboration between industries. “One of the things I love about this conference is that we all come together to find ways to win, to work together,” he said. First, Young highlighted the publication of the book The Second Economy: the race for trust, treasure and time in the war of cybersecurity. The main objective of the book is to help the information security officers (CISO) to communicate the battles that everyone faces in front of others in the c-suite. “So we can recruit them into our fight, we need to recruit others on our journey if we want to be successful,” he said. Challenging assumptions The book is also aimed at encouraging information security professionals to challenge their own assumptions. “I plan to send two copies of this book to the winner of the US presidential election, because cybersecurity is going to be one of the most important issues they could face,” said Young. “The book is about giving more people a vision of the dynamism of what we face in cybersecurity, which is why we have to continually challenge our assumptions,” he said. “That’s why we challenge our assumptions in the book, as well as our assumptions about what we do every day.” Young said Intel Security had asked thousands of customers to challenge the company’s assumptions in the last 18 months so that it could improve. “This week, we are going to bring many of those comments to life in delivering a lot of innovation throughout our portfolio,” he said. Then, Young used a video to underscore the message that the McAfee brand is based on the belief that there is power to work together, and that no person, product or organization can provide total security. By allowing protection, detection and correction to work together, the company believes it can react to cyber threats more quickly. By linking products from different suppliers to work together, the company believes that network security improves. By bringing together companies to share intelligence on threats, you can find better ways to protect each other. The company said that cyber crime is the biggest challenge of the digital era, and this can only be overcome by working together. Revealed a new slogan: “Together is power”. The video also revealed the logo of the new independent company, which Young called a symbol of its new beginning and a visual representation of what is essential to the company’s strategy. “The shield means defense, and the two intertwined components are a symbol of the union that we are in the industry,” he said. “The color red is a callback to our legacy in the industry.” Three main reasons for independence According to Young, there are three main reasons behind the decision to become an independent company. First of all, it should focus entirely on enterprise-level cybersecurity, solve customers ‘cybersecurity problems and address clients’ cybersecurity challenges. The second is innovation. “Because we are committed and dedicated to cybersecurity only at the company level, our innovation is focused on that,” said Young. Third is growth. “Our industry is moving faster than any other IT sub-segment, we have t

Jimmy’s goal since childhood, he explained to Siegel, had been to join the cast of Saturday Night Live. He was endearing. After a two-hour call, Siegel offered to represent him. She had one question, however. “Why don’t you stay and graduate?” Jimmy was a semester shy of a degree. Siegel suggested that they get started in the summer, so he’d have a bachelor’s degree to fall back on, just in case. “No, no,” Jimmy insisted. “I need to get on Saturday Night Live, and you’re going to make it happen, because you know Adam Sandler! I don’t want to do anything else.” Siegel knew this was a long shot—and a long-term endeavor—especially for an out-of-town kid with zero acting credits. But for some reason, she couldn’t turn him down; she had never met someone as focused and passionate about a single dream as this grinning bumpkin from the tiny town of Saugerties, New York. And though his skills were rough, given some time in the industry, she thought he might just make it. “OK, let’s do this,” she said. So, in January 1996 Jimmy quit college and moved to Los Angeles. For six months, Siegel booked him gigs on small, local stand-up comedy stages. Then, without warning, SNL put a call out for auditions; three cast members would be leaving the show. Having worked with one of the departing actors, David Spade, Siegel pulled a few strings and arranged a Hail Mary for the young Jimmy Fallon: an audition at The Comic Strip. SO HERE HE WAS. Fresh-faced, sweating in his light shirt, holding his Troll doll. In front of Lorne Michaels and a phalanx of Hollywood shakers. When Jimmy ended his three-minute bit, the audience clapped politely. True to his reputation, Michaels didn’t laugh. Not once. Jimmy went home and awaited word. Finally, the results came: SNL had invited Tracy Morgan, Ana Gasteyer, and Chris Kattan, each of whom had hustled in the comedy scene for years, to join the cast. Jimmy—the newbie whose well-connected manager had finagled an invite—was crushed. “Was he completely raw? A hundred percent,” Siegel says. But, the SNL people said, “Let’s keep an eye on him.

free time and personal life: What activities would I like to be doing more often? How would I like to spend my free time? Do I want to take more vacations (to where, how often, and what type)? Do I want more time to meditate, relax, or sleep? How much time? Who would be with me during my free time? Where would I be? Do I want a simpler life? A more stable life? What is important to me? — My career: What career would I switch to if I won the lottery today? If I found out that I only had three months to live? What dream career do I someday hope to have? What activities do I see myself doing in my career? Is there a class I can take or a book I can read today? Do I need new equipment or a facility for my new career? How would I feel about taking one small step toward the fulfillment of this career? What is that small step, so I can write it down on my goal sheet? Are there parts of my present career that I can change right now, to loosen my schedule? If I am climbing the company ladder, am I really sure this is what I want? What is my primary reason for working? What is my secondary reason for working? Is my time organized toward the fulfillment of these goals?

Second, I try to set more personal goals for learning new skills in the next eighteen months.

These world-class performers don’t have superpowers. The rules they’ve crafted for themselves allow the bending of reality to such an extent that it may seem that way, but they’ve learned how to do this, and so can you. These “rules” are often uncommon habits and bigger questions. In a surprising number of cases, the power is in the absurd. The more absurd, the more “impossible” the question, the more profound the answers. Take, for instance, a question that serial billionaire Peter Thiel likes to ask himself and others: “If you have a 10-year plan of how to get [somewhere], you should ask: Why can’t you do this in 6 months?” For purposes of illustration here, I might reword that to: “What might you do to accomplish your 10-year goals in the next 6 months, if you had a gun against your head?” Now, let’s pause. Do I expect you to take 10 seconds to ponder this and then magically accomplish 10 years’ worth of dreams in the next few months? No, I don’t. But I do expect that the question will productively break your mind, like a butterfly shattering a chrysalis to emerge with new capabilities. The “normal” systems you have in place, the social rules you’ve forced upon yourself, the standard frameworks—they don’t work when answering a question like this. You are forced to shed artificial constraints, like shedding a skin, to realize that you had the ability to renegotiate your reality all along. It just takes practice. My suggestion is that you spend real time with the questions you find most ridiculous in this book. Thirty minutes of stream-of-consciousness journaling (page 224) could change your life. On top of that, while the world is a gold mine, you need to go digging in other people’s heads to unearth riches. Questions are your pickaxes and competitive advantage. This book will give you an arsenal to choose from.

The more absurd, the more “impossible” the question, the more profound the answers. Take, for instance, a question that serial billionaire Peter Thiel likes to ask himself and others: “If you have a 10-year plan of how to get [somewhere], you should ask: Why can’t you do this in 6 months?” For purposes of illustration here, I might reword that to: “What might you do to accomplish your 10-year goals in the next 6 months, if you had a gun against your head?” Now, let’s pause. Do I expect you to take 10 seconds to ponder this and then magically accomplish 10 years’ worth of dreams in the next few months? No, I don’t. But I do expect that the question will productively break your mind, like a butterfly shattering a chrysalis to emerge with new capabilities. The “normal” systems you have in place, the social rules you’ve forced upon yourself, the standard frameworks—they don’t work when answering a question like this. You are forced to shed artificial constraints, like shedding a skin, to realize that you had the ability to renegotiate your reality all along. It just takes practice.

As early as November 1966, the Red Guard Corps of Beijing Normal University had set their sights on the Confucian ancestral home in Qufu County in Shandong Province. Invoking the language of the May Fourth movement, they proceeded to Qufu, where they established themselves as the Revolutionary Rebel Liaison State to Annihilate the Old Curiosity Shop of Confucius. Within the month they had totally destroyed the Temple of Confucius, the Kong Family Mansion, the Cemetery of Confucius (including the Master’s grave), and all the statues, steles, and relics in the area... In January 1967 another Red Guard unit editorialized in the People’s Daily: To struggle against Confucius, the feudal mummy, and thoroughly eradicate . . . reactionary Confucianism is one of our important tasks in the Great Cultural Revolution. And then, to make their point, they went on a nationwide rampage, destroying temples, statues, historical landmarks, texts, and anything at all to do with the ancient Sage... The Cultural Revolution came to an end with Mao’s death in 1976. In 1978 Deng Xiaoping (1904–97) became China’s paramount leader, setting China on a course of economic and political reform, and effectively bringing an end to the Maoist ideal of class conflict and perpetual revolution. Since 2000, the leadership in Beijing, eager to advance economic prosperity and promote social stability, has talked not of the need for class conflict but of the goal of achieving a “harmonious society,” citing approvingly the passage from the Analects, “harmony is something to be cherished” (1.12). The Confucius compound in Qufu has been renovated and is now the site of annual celebrations of Confucius’s birthday in late September. In recent years, colleges and universities throughout the country—Beijing University, Qufu Normal University, Renmin University, Shaanxi Normal University, and Shandong University, to name a few—have established Confucian study and research centers. And, in the opening ceremonies of the 2008 Olympics, the Beijing Olympic Committee welcomed guests from around the world to Beijing with salutations from the Analects, “Is it not a joy to have friends come from afar?” and “Within the fours seas all men are brothers,” not with sayings from Mao’s Little Red Book. Tellingly, when the Chinese government began funding centers to support the study of the Chinese language and culture in foreign schools and universities around the globe in 2004—a move interpreted as an ef f ort to expand China’s “soft power”—it chose to name these centers Confucius Institutes... The failure of Marxism-Leninism has created an ideological vacuum, prompting people to seek new ways of understanding society and new sources of spiritual inspiration. The endemic culture of greed and corruption—spawned by the economic reforms and the celebration of wealth accompanying them—has given rise to a search for a set of values that will address these social ills. And, crucially, rising nationalist sentiments have fueled a desire to fi nd meaning within the native tradition—and to of f set the malignant ef f ects of Western decadence and materialism. Confucius has thus played a variety of roles in China’s twentieth and twenty-first centuries. At times praised, at times vilified, he has been both good guy and bad guy. Yet whether good or bad, he has always been somewhere on the stage. These days Confucius appears to be gaining favor again, in official circles and among the people. But what the future holds for him and his teachings is difficult to predict. All we can say with any certainty is that Confucius will continue to matter.

Once a day, they were to lie down, take a brief inhale, and then exhale to a count of 6. As they progressed, they could inhale to a count of 4 and exhale to 8, with the goal of reaching a half-minute exhale after six months of practice.

So you’ve made it to goal weight. Of course, the way we as a society typically celebrate big accomplishments is through eating food—big or fancy meals, desserts, freely flowing alcohol. So we need to find a different way to celebrate our successes! One of the best ways to celebrate is to pause, appreciating the effort and perseverance you put into creating your new body and managed mind. It’s so easy to reach a hard-earned goal, only to brush right past it on your way to taking on the next big goal. So take a beat and recognize yourself for doing the work to create a result that most people simply dream of. Depending on how much weight you lost, it might be time to purchase some new clothes. While this can be extremely fun and exciting for some people, for others, participating in a shopping spree sounds like a nightmare. Many women are afraid to let themselves buy new clothing as they lose weight, both while in progress and at the end. They don’t want to spend money on clothes when they have more weight to lose since it can feel like a waste to buy a size that you’re hoping not to fit into in another month or two. But one way for you to honor and respect yourself and your body is to wear clothes that properly fit you at every size along the way. They don’t have to be expensive and you don’t have to fill your entire closet—in fact, my clients have often passed down work clothes that were still in good condition to one another for free! Regardless of where you get it from, make sure your clothing fits your current body well, and decide ahead of time that you’ll donate the clothes or give them to friends once you’ve moved beyond that size.

Swami Rama’s “superhuman” abilities weren’t superhuman at all. They’d been standard practice for hundreds of generations of Indian yogis. Rama revealed some of his secrets of prana control in group lessons and videos. He recommended students begin by harmonizing their breathing, by removing the pause between inhalations and exhalations so that every breath was one line connected with no end. When this practice felt comfortable, he instructed them to lengthen the breaths. Once a day, they were to lie down, take a brief inhale, and then exhale to a count of 6. As they progressed, they could inhale to a count of 4 and exhale to 8, with the goal of reaching a half-minute exhale after six months of practice. Upon reaching this 30 count, Rama promised his students, they “will not have any toxins and will be disease-free.

What kind of visa can a person get in Australia during a partner visa process? The Partner Visa application process can be a lengthy journey that often takes months or even years to complete. During this time, you may be wondering what visa options are available to you while you await the outcome of your partner visa application. This blog will explore the different visa options that can give you legal status in Australia during the waiting period. Understanding partner visas Before delving into alternative visa options, it is essential to understand the basics of partner visas in Australia. A partner visa allows the partner of an Australian citizen, permanent resident or eligible New Zealand citizen to live in Australia. There are two subclasses: Temporary Partner Visa (Subclass 820): This visa is granted while your Permanent Partner Visa (Subclass 801) is being processed. Permanent Partner Visa (Subclass 801): This visa allows you to live in Australia permanently after a temporary visa has been held for a certain period of time. If you have applied for a partner visa but have not yet received a decision, you may be eligible for additional visa options to ensure you can stay in Australia legally. Visitor visa (subclass 600) One of the most common options while waiting for a partner visa is a visitor visa (subclass 600). This visa allows you to stay in Australia temporarily for tourism, family visits or other short-term purposes. Key Features: Length: Usually allows stays of up to 3, 6 or 12 months, depending on your specific situation. Work rights: This visa generally does not allow you to work in Australia. Eligibility: You must demonstrate that you are a genuine visitor and intend to return to your home country. Considerations: While a visitor visa may grant you temporary status, keep in mind that it is not intended for long-term stay. If you intend to work or study, this visa may not be suitable for your needs. Bridging visa (subclass BVA) If you are already in Australia on a valid visa and have applied for a partner visa, you may be automatically granted a bridging visa (subclass BVA) which allows you to remain in Australia legally while your partner visa application is in place. Key Features: Duration: A bridging visa remains valid until your application for a partner visa is decided. Work rights: Depending on the circumstances, you may be allowed to work. You may need to prove financial hardship to get work rights. Conditions: You must meet the conditions set out in your bridging visa, which may include reporting to immigration authorities. Considerations: Bridging visas are temporary and specific to your situation. If you are using a bridging visa, make sure you understand its terms and conditions to avoid any breach that could affect your application for a partner visa. Student visa (subclass 500) If you want to study while waiting for a partner visa, you can consider applying for a student visa (subclass 500). This visa allows you to enroll in full-time study in Australia. Key Features: Duration: Valid for the duration of your course plus a short period afterwards to prepare for departure. Work rights: Generally allows you to work up to 40 hours per fortnight during the school year and unlimited hours during breaks. Eligibility: You must be enrolled in a registered course and meet the financial and health requirements. Considerations: Studying in Australia can be a great way to improve your skills and make the most of your time while waiting for your partner visa. However, make sure that your study plans are in line with your long-term goals and financial capabilities. Temporary Work Visa (Subclass 482) If you have skills that are in demand in Australia, you may be eligible for a temporary work visa (subclass 482). This visa allows skilled workers to work for an approved employer in Australia.

British colonial disdain for human rights even left its mark on the English language. The word “coolie” was borrowed from a Chinese word that literally means “bitter labor.” The Romanized first syllable coo means “bitter” and the second syllable lie mimics the pronunciation of the Chinese logograph that means “labor.” This Chinese word sprang into existence shortly after the Opium War in the nineteenth century when Britain annexed several territories along the eastern seaboard of China. Those territories included Hong Kong, parts of Shanghai, Canton city (Guangzhou) and parts of Tianjin, a seaport near Beijing. In those newly acquired territories, the British employed a vast number of manual laborers who served as beasts of burden on the waterfront in factories and at train stations. The coolies’ compensation was opium, not money. The British agency and officers that conceived this unusual scheme of compensation—opium for back-breaking hard labor—were as pernicious and ruthless as they were clever and calculating. Opium is a palliative drug. An addict becomes docile and inured to pain. He has no appetite and only craves the next fix. In the British colonies and concessions, the colonizers, by paying opium to the laborers for their long hours of inhumane, harsh labor, created a situation in which the Chinese laborers toiled obediently and never complained about the excessive workload or the physical devastation. Most important of all, the practice cost the employers next to nothing to feed and house the laborers, since opium suppressed the appetite of the addicts and made them oblivious to pain and discomfort. What could be better or more expedient for the British colonialists whose goal was to make a quick fortune? They had invented the most efficient and effective way to accumulate capital at a negligible cost in a colony. The only consequence was the loss of lives among the colonial subjects—an irrelevant issue to the colonialists. In addition to the advantages of this colonial practice, the British paid a pittance for the opium. In those days, opium was mostly produced in another British colony, Burma, not far from China. The exploitation of farmhands in one colony lubricated the wheels of commerce in another colony. On average, a coolie survived only a few months of the grim regime of harsh labor and opium addiction. Towards the end, as his body began to break down from malnutrition and overexertion, he was prone to cardiac arrest and sudden death. If, before his death, a coolie stumbled and hurt his back or broke a limb, he became unemployed. The employer simply recruited a replacement. The death of coolies in Canton, Hong Kong, Shanghai and other coastal cities where the British had established their extraterritorial jurisdiction during the late 19th century was so common that the Chinese accepted the phenomenon as a routine matter of semi-colonial life. Neither injury nor death of a coolie triggered any compensation to his family. The impoverished Chinese accepted injury and sudden death as part of the occupational hazard of a coolie, the “bitter labor.” “Bitter” because the labor and the opium sucked the life out of a laborer in a short span of time. Once, a 19th-century British colonial officer, commenting on the sudden death syndrome among the coolies, remarked casually in his Queen’s English, “Yes, it is unfortunate, but the coolies are Chinese, and by God, there are so many of them.” Today, the word “coolie” remains in the English language, designating an over-exploited or abused unskilled laborer.

Skills Mistakes: Leadership Too Weak, Communication Too Poor Undervaluing and underinvesting in the human side of innovation is another common mistake. Top managers frequently put the best technical people in charge, not the best leaders. These technically oriented managers, in turn, mistakenly assume that ideas will speak for themselves if they are any good, so they neglect external communication. Or they emphasize tasks over relationships, missing opportunities to enhance the team chemistry necessary to turn undeveloped concepts into useful innovations. Groups that are convened without attention to interpersonal skills find it difficult to embrace collective goals, take advantage of the different strengths various members bring, or communicate well enough to share the tacit knowledge that is still unformed and hard to document while an innovation is under development. It takes time to build the trust and interplay among team members that will spark great ideas. MIT researchers have found that for R&D team members to be truly productive, they have to have been on board for at least two years. At one point, Pillsbury realized that the average length of time the company took to go from new product idea to successful commercialization was 24 to 26 months, but the average length of time people spent on product teams was 18 months. No wonder the company was falling behind in innovation.

Over the past few months, we have introduced a number of great benefits and tools to make us more productive, efficient and fun. With the introduction of initiatives like FYI, Goals and PB&J, we want everyone to participate in our culture and contribute to the positive momentum. From Sunnyvale to Santa Monica, Bangalore to Beijing—I think we can all feel the energy and buzz in our offices. To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings. Speed and quality are often sacrificed when we work from home. We need to be one Yahoo, and that starts with physically being together. Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo offices. If this impacts you, your management has already been in touch with next steps. And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration. Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices. Thanks to all of you, we’ve already made remarkable progress as a company—and the best is yet to come. Jackie

At Life’s Cheerleader we believe that everyone should have access to affordable coaching and that everyone deserves a CHEERLEADER! We learn new positive self image improvement skills each month, cheer on one another in achieving goals, and support each other in fulfilling our dreams.

Soon, I found myself criss-crossing the country with Steve, in what we called our “dog and pony show,” trying to drum up interest in our initial public offering. As we traveled from one investment house to another, Steve (in a costume he rarely wore: suit and tie) pushed to secure early commitments, while I added a professorial presence by donning, at Steve’s insistence, a tweed jacket with elbow patches. I was supposed to embody the image of what a “technical genius” looks like—though, frankly, I don’t know anyone in computer science who dresses that way. Steve, as pitch man, was on fire. Pixar was a movie studio the likes of which no one had ever seen, he said, built on a foundation of cutting-edge technology and original storytelling. We would go public one week after Toy Story opened, when no one would question that Pixar was for real. Steve turned out to be right. As our first movie broke records at the box office and as all our dreams seemed to be coming true, our initial public offering raised nearly $140 million for the company—the biggest IPO of 1995. And a few months later, as if on cue, Eisner called, saying that he wanted to renegotiate the deal and keep us as a partner. He accepted Steve’s offer of a 50/50 split. I was amazed; Steve had called this exactly right. His clarity and execution were stunning. For me, this moment was the culmination of such a lengthy series of pursuits, it was almost impossible to take in. I had spent twenty years inventing new technological tools, helping to found a company, and working hard to make all the facets of this company communicate and work well together. All of this had been in the service of a single goal: making a computer-animated feature film. And now, we’d not only done it; thanks to Steve, we were on steadier financial ground than we’d ever been before. For the first time since our founding, our jobs were safe. I

Bruce Mesnekoff Discussing About Refinancing Student Loan and Consolidation Loan repayment is a major goal for any graduate after college. According to our Expert from Student Loan Help Center, Mr.Bruce Mesnekoff, Every individual dreams of a loan free future and having some financial stability. To achieve this, there are options available to help with loan repayment. In our earlier article we spoke about consolidating student loans. In this article, we will discuss refinancing student loans and its associated advantages. So Bruce Mesnekoff, how consolidation and refinancing are different in terms? These two terms are used interchangeably by most people but there is substantial difference between the two. Understanding the difference is critical to know when can each be used and whether it will solve your purpose or not. Consolidation lets you combine all your student loans into one loan and pay interest at a weighted average. Refinancing is taking a new loan to pay off all your student loans. Refinancing is not available for federal loans but only for private loans.Also only private loan lenders provide the option of refinancing, though a few might provide you with the option of refinancing private and federal loans. Why Refinancing and Bruce Mesnekoff tells us what are the Advantages of it? Refinancing has certain benefits if you get good pay. You will have to pay lesser interest rate. This helps you save monthly and eventually a bigger bank balance down the years. Your credit score is high which will help you gain multiple offers from lenders with lesser interest rate. Offers you variable loan interest which come handy if you took loan when interest rates were too high. You also have the option of decreasing your loan repayment cycle, This will increase monthly repayment amount but you will be loan free in shorter time and will save on even more interest money. Disadvantages There is one major disadvantage that comes when you refinance private and federal loans. The benefits offered by federal loans like public loan forgiveness program or income driven repayment will not be transferred to private lenders. So if you are truly confident of your income then you can do away with such options and completely rely on private loans. So Bruce Mesnekoff , Can you tell us Eligibility Criteria, I think its most important for our students. The eligibility is determined by your financial stability, your credit score, employment history etc. If you have poor credit, you can always have a co-signer to make the process feasible. Refinancing is surely a great way to save money, but whether it best fits you or not is completely your decision. Thoroughly analyze all the pros and cons against your goal and then take the first step. Make the best use of the number of lenders available to provide you with the best solution for your areas of concerns. Good Luck! You can also contact Bruce Mesnekoff an author of The ultimate guide to student loans and CEO of Student Loan Help Center Florida.

Different leaders experience the whirlwind in different ways. A senior executive with one of the world’s largest home-improvement retailers describes it this way: “We don’t have dragons swooping down and knocking us off our priorities. What we have are gnats. Every day we have gnats getting in our eyes, and when we look back over the last six months, we haven’t accomplished any of the things we said we were going to.” You’ve almost certainly found yourself facing the whirlwind when you were trying to explain a new goal or strategy to someone who works for you. Can you remember the conversation? Your mind is centered clearly on the goal and you are explaining it in easy-to-understand terms. But, while you’re talking, the person you are talking to is backing slowly out of the room, all the while nodding and reassuring you, but trying to get back to what they would call the real work, another name for the whirlwind. Is that employee fully engaged in achieving that goal? Not a chance. Is he trying to sabotage your goal or undercut your authority? No. He’s just trying to survive in his whirlwind.

Before you go hot footing it in search of a solution, get a feel for the scope of the problem. Is it something you and your team can solve in the time allotted? If not, either get more time or, even better, sit down with your boss and break the problem down into bite-size chunks. Figure out what the end product of each chunk will be: a recommendation, an implementation plan, a new product design, and so forth. Figure out what resources you will need to reach your goal and get a commitment from your boss that you will have them. Doing all this ahead of time can save you a lot of grief a few months down the road. Structuring your project properly at the beginning may not guarantee your success, but it at least gets you off to the right start.

The situational diagnosis conversation. In this conversation, you seek to understand how your new boss sees the STARS portfolio you have inherited. Are there elements of start-up, turnaround, accelerated growth, realignment, and sustaining success? How did the organization reach this point? What factors—both soft and hard—make this situation a challenge? What resources within the organization can you draw on? Your view may differ from your boss’s, but it is essential to grasp how she sees the situation. The expectations conversation. Your goal in this conversation is to understand and negotiate expectations. What does your new boss need you to do in the short term and in the medium term? What will constitute success? Critically, how will your performance be measured? When? You might conclude that your boss’s expectations are unrealistic and that you need to work to reset them. Also, as part of your broader campaign to secure early wins, discussed in the next chapter, keep in mind that it’s better to underpromise and overdeliver. The resource conversation. This conversation is essentially a negotiation for critical resources. What do you need to be successful? What do you need your boss to do? The resources need not be limited to funding or personnel. In a realignment, for example, you may need help from your boss to persuade the organization to confront the need for change. Key here is to focus your boss on the benefits and costs of what you can accomplish with different amounts of resources. The style conversation. This conversation is about how you and your new boss can best interact on an ongoing basis. What forms of communication does he prefer, and for what? Face-to-face? Voice, electronic? How often? What kinds of decisions does he want to be consulted on, and when can you make the call on your own? How do your styles differ, and what are the implications for the ways you should interact? The personal development conversation. Once you’re a few months into your new role, you can begin to discuss how you’re doing and what your developmental priorities should be. Where are you doing well? In what areas do you need to improve or do things differently? Are there projects or special assignments you could undertake (without sacrificing focus)? In practice, your

Even single cells have astonishing regenerative abilities. Acetabularia, the mermaid’s wineglass, is a single-celled green alga about five centimeters long, with three main parts: root-like structures called rhizoids that attach it to a rock, a stem and a cap about a centimeter wide (Figure 5.2). This very large cell has a single nucleus in one of the rhizoids. As the plant grows, its stem lengthens, it forms a series of whorls of hairs that later drop off, and finally forms the cap. If the cap is cut off by snipping the stem in two, after the cut has healed, a new tip grows and the stem forms a series of whorls of hairs and then a new cap, in a similar way to the normal pattern of growth. This can happen over and over again if the cap is cut off repeatedly.2 As discussed in the following chapter, the usual assumption is that genes somehow control or “program” the development of form, as if the nucleus, containing the genes, is a kind of brain controlling the cell. But Acetabularia shows that morphogenesis can take place without genes. If the rhizoid containing the nucleus is cut off, the alga can stay alive for months, and if the cap is cut off, it can regenerate a new one. Even more remarkable, if a piece is cut out of the stem, after the cuts have healed, a new tip grows from the end where the cap used to be and makes a new cap (Figure 5.2).3 Morphogenesis is goal-directed, and moves toward a morphic attractor even in the absence of genes. FIGURE 5.2. Regeneration of the alga Acetabularia mediterranea, an unusually large single-celled organism, up to 5cm tall, containing a green cap at the top of a long stalk, anchored at the base by root-like rhizoids. There is a large nucleus (shown as a black oval) in the basal part of the cell. When the stalk is cut off near the bottom, the basal part of the cell regenerates a new stalk and cap (shown on the right). When a part of the upper stalk is cut out, it grows a new cap and more stalk, even though it contains no nucleus.

When we sign up new frontline distributors, we give them one specific assignment prior to their one-on-one personal training, to which they are invited following the completion of these assignments. We’ll cover them in depth in a later chapter, but suffice to say, they are quite simple: Define your goals. Visualize the end result—see yourself there—then commit your goals to writing. Make a list of 2,000 warm market leads—people with whom you want to share the opportunity—then prioritize your prime twenty-five family members and friends. After personally using our products, find ten customers who enjoy them as well. For the sake of preserving your positive attitude, avoid any and all news for six months, except magazines which are 75 percent literature and 25 percent “current event” news. It’s very easy to enforce the first three, but not the last. However, a cursory evaluation of your distributor’s attitude will reveal a great deal. If he’s bouncy and sincerely exuberant, he’s probably not watching the news! Create

Trust God Roll your works upon the Lord [commit and trust them wholly to Him; He will cause your thoughts to become agreeable to His will, and] so shall your plans be established and succeed. PROVERBS 16:3 AMP Many people make resolutions at the beginning of a new year . . . only to break them before the month is complete. Others set goals, then lay out detailed plans to accomplish them. In fact, January sees a plethora of self-help courses, webinars, blog posts, and other venues that emphasize how goals and/or resolutions will lead to success if we can manage not to break them or throw out the goals. There’s nothing wrong with these things, except too many times we forget to include God in our plans. In the first chapter of Joshua we read of God’s charge to Joshua after Moses was dead. It was time to lead the children of Israel into the Promised Land. God tells Joshua the secret to success: “Be sure to obey all the teachings my servant Moses gave you. If you follow them exactly, you will be successful in everything you do. Always remember what is written in the Book of the Teachings. Study it day and night to be sure to obey everything that is written there. If you do this, you will be wise and successful in everything” (Joshua 1:7–8 NCV). Solomon writes that we are to roll all our plans and goals onto the Lord. If they are in accordance with God’s plan, then He will establish our plans and help us make them reality. Father, I commit my plans to You today.

In 2008 an official website commemorating Sharon’s life and achievements was established, in which, rather than hiding his role in Gaza in those days, it proudly lauded it: Sharon participates in these searches himself. He orders the soldiers to perform a full body search on all males and sometimes imposes curfews on refugee camps in order to conduct a search. The clear goal of the mission is finding terrorists and killing them. The soldiers have orders not to try and capture the terrorists alive. Sharon instructs them to be rough with the local population, to perform searches in the streets and even to strip suspects naked if necessary; to shoot to kill any Arab who holds a gun; to shoot to kill any Arab who does not obey a Stop! call; and to diminish the risk to their lives by employing a big volume of fire, by uprooting trees from orchards which makes it difficult to capture terrorists, by demolishing houses and driving out their owners to other houses in order to pave secure roads. Haider Abd al-Shafi, Senior Palestinian leader, says: ‘Sharon took a decision to open roads in Al Shateya camp and in Rafah for security. That led to removing houses, the houses of refugees, which is an action not to be taken lightly, but there was no objection neither from Dayan nor from the Israeli government. They let Sharon realize his aim and he really destroyed a lot of refugees’ houses.’ Eli Landau, political ally and a friend of Ariel Sharon, says: ‘He was a very senior officer going with the troops from house to house, from bunker to bunker, from orange grove to orange grove, to explain what he meant. Three months later, Gaza was quiet. The terror was crushed with an iron fist, with a vicious hand. He cast fear in Gaza, he was feared.’9 The manner and detail of the retaliation were based on British military counter-insurgency methods employed against the Palestinians during the Arab revolt in the 1930s; it seems that the new rulers of the West Bank and the Gaza Strip were highly impressed by this ruthless methodology. In the case of the British this pattern of inhumanity was in place for three years; in the case of the Palestinians it has lasted for more than fifty years.

Her legacy lies not just in the New Deal achievements she brought about, but in the regularly updated codes that protect workers in offices and factories everywhere. Today few people appreciate how different life was before Frances Perkins. We take for granted that children can go to school, not mills or coal mines every day; that people work for eight hours, not fifteen; that they get paid "time and a half" for overtime; that they can receive checks when unemployed or disabled; that they needn't dread the day when they can no longer work. Over seventy million Americans receive benefits under Social Security every month. The figure includes retirees, survivors, dependents, and the disabled. There was only one priority item on her famous wish list she presented to FDR before becoming Secretary of Labor that she and the New Deal were not able to fulfill. It was universal health care. She left us a single major unfilled goal, one we as a nation are still striving to realize.

Like she’s never completely sure if she’s doing or saying the right thing, only hopes that she is. The capture is framed from the shoulders up like one of her previous broadcasts, but the background is all wrong. Instead of the Tea room’s neat, orderly space, she’s standing in what looks like the interior of a house. There are picture frames on a dresser behind her, filled with a family he doesn’t recognize. “We’ve intercepted several messages like the one I’m about to play in the past two months, broadcast over open channels. Allow me to also preface this by saying, Chersky believes them to be clever digital forgeries. Our technicians are the best at what they do. However, I feel it prudent to get your unique perspective.” Another finger tap, and the video begins to play. “This is Rhona Long, former commander of McKinley base,” the woman begins. It must be cold where she is. Her breath mists, and her throat is wrapped in a thick hand-knit scarf. A small chain hangs over it, pendant out of frame. “I have made several attempts now to reach out to McKinley base but have received no response. It is my hope that other factions will receive this message and share it.” She then goes on to describe the events surrounding the missile strike on Calgary, masking the mission’s goal under the guise of “recovering crucial assets from the machines.” She warns against trusting the New Soviets but stops just sort of inciting insurrection, concluding with some now-outdated intelligence about the higher echelon’s movements in the region.

In 2004, I was working toward my master’s in organizational development at Pepperdine Graziadio Business School and decided to write my thesis on the effectiveness of life coaching. Two years of extensive research with almost one hundred former US Senate interns showed what I already knew from personal experience. Regardless of age, gender, level of self-awareness, or degree, three months of coaching increased their life satisfaction and improved their personal growth. The key conclusions that emerged from this study include: •Life coaching makes a significant difference in overall life satisfaction. •Coaching is an effective approach to goal attainment and personal development. •Coaching helps clients be more effective in setting concrete, measurable goals instead of being overwhelmed by large tasks. •Asking challenging questions encourages the client to look at a problem in new, creative ways. I knew coaching was effective, and this research proved it.

Once a day, they were to lie down, take a brief inhale, and then exhale to a count of 6. As they progressed, they could inhale to a count of 4 and exhale to 8, with the goal of reaching a half-minute exhale after six months of practice. Upon reaching this 30 count, Rama promised his students, they “will not have any toxins and will be disease-free.” In an instructional video, gently stroking his own arm, he said, “Your body will look like smooth body, like silk, you see?

In 1878 the American robber baron Jay Gould created a company that began to threaten the monopoly of the telegraph company Western Union. The directors of Western Union decided to buy Gould’s company up— they had to spend a hefty sum, but they figured they had managed to rid themselves of an irritating competitor. A few months later, though, Gould was it at again, complaining he had been treated unfairly. He started up a second company to compete with Western Union and its new acquisition. The same thing happened again: Western Union bought him out to shut him up. Soon the pattern began for the third time, but now Gould went for the jugular: He suddenly staged a bloody takeover struggle and managed to gain complete control of Western Union. He had established a pattern that had tricked the company’s directors into thinking his goal was to be bought out at a handsome rate. Once they paid him off, they relaxed and failed to notice that he was actually playing for higher stakes. The pattern is powerful in that it deceives the other person into expecting the opposite of what you are really doing.

Looking back on her life and the factors that affected her decisions was a really important step in Lisa’s healing process. She began to expose faulty ways of thinking that she had never questioned before. She processed this new information and allowed it to transform her life. She started making decisions based on the truth that God had shown her through his Word and through counseling. Lisa is proof that when you know better, you do better. Her new understanding had a profound impact on her life; slowly she began looking at dating in a new light. She made up her mind not to settle for less than God’s best, and she took the next few months to invest in herself by allowing God to heal her emotional wounds before she reentered the world of dating. This, my friends, is the ultimate goal of dating yourself. It is the art of digging deep and taking a hard look at where you have come from in order to light the path to where you are going. It is the process of learning from your past as you are empowered to choose your future. It is the opportunity to get real with yourself in the most intimate and transparent way. It is the journey of taking the pain of your past and turning it into perspective as you make changes for a healthier future. It’s time to look forward and be freed.

Hi friend, can you believe we're already a month into the new year? One of my resolutions when it began was how to make it different from the previous year, which started with similar resolutions and goals but ended with most unfulfilled. Maybe you’ve had that problem too? That’s why I’m kindly sharing with you today a solution to this problem I found in this quote: “You do not rise to the level of your goals. You fall to the level of your systems”. That bit of insight is from James Clear, author of the book “Atomic Habits”, and one of the key takeaways in my book on “Personal Growth”, which is also on Amazon. The is the quick explanation I gave for his words in my book: “Having specific goals is important, but having a good system in place to achieve them is even more important”. So, if we reflect on each resolution you and I made or goal we set at the start of this year, we do well to ask “What system or set of daily actions or behaviors have I put in place to enable myself to achieve it?” A system makes all the difference, not just having a goal, writing it down or repeating it every day. As Clear illustrates in his book, goals in themselves are overrated sometimes because, before the Superbowl, both teams or coaches had the ‘goal’ of winning it, but only one had the better system to achieve it. That was the team that actually won! So, having a good system in place to achieve our goals is just as important, if not more so, than simply having the goal. I will be sharing insights like this one as regular public LinkedIn posts each week. If you're interested in following along, please do. But no pressure, I completely understand if this type of content isn't your cup of tea. Just wanted to reach out and share something that has been impactful for me. Thanks for reading and have a great day!

Dark Moon: During the day right before a new moon, most witches won’t work magic. They choose to refresh their energy for the next waxing cycle. There are others who find the dark moon is the best time to work the magic that is related to closure and this will bring things to a full circle. The moon’s energy holds a destructive potential that you can use to release any karma that keeps popping into your life over and over again like things related to betrayal, abandonment, or lack. Some gems you can use during this time are clear quartz, obsidian, and tektite. Waning Moon: This would be the time for you to release energy outwardly and align yourself with inward energy. This will eliminate all negative experiences and energies. Your main goal is to do spells that help you get rid of anything that is causing sickness, resolve conflicts, and overcome obstacles. Some gems you can use during this time are unakite jasper, angelite, obsidian, petalite, black tourmaline, and calcite. Full Moon: This moon phase is the most powerful in the whole lunar cycle. Most Witches consider the day of the full moon the most magically powerful day during the whole month. They usually save their spell work that is related to important goals for this day. All magic is favored when done during a ritual under the full moon. Some gems you could use during this time are quartz, selenite, and moonstone. Waxing Moon: This is the perfect time to take action toward your goals. Beginning these goals during this time will bring you to them faster. This energy is action energy and it will push your intentions out into the Universe. The magical work you do during this time should be related to strengthening or gaining partnerships with other people. It might be a business partner, romantic partner, or making new friends. It is also a time to improve your well-being and physical health. Gems you can use during this time are emerald, rainbow moonstone, citrine, carnelian, and fluorite, and nuumite. New Moon: This is the start of the lunar cycle. This is the time to dream about what you want to create in life. Magic meant to begin new ventures or projects are great to do during this time. Basically, anything that involves increasing or attracting the things you desire would be great. Some gems you can use during this time are the clear quartz, obsidian, tektite, iolite, black moonstone, and labradorite.

With these ideas in mind, I decided to create a blog, Council of European Canadians, early in the summer of 2014 ‘dedicated to the promotion and defence of the ethnic interests of European Canadians.’ I called for a strategy in which European Canadians would make use of the current policy of multiculturalism in Canada, using this policy for their own ends by asking for a seat at the table as a people concerned for the preservation of Canada’s European heritage. As part of the ‘beliefs and goals’ of the Council, I stated: We believe Canada is a nation founded by Anglo and French Europeans. In 1971, over 100 years after Confederation, the Anglo and French composition of the Canadian population stood at 44.6 percent and 28.7 percent respectively. All in all, over 96 percent of the population was European in origin. We therefore oppose all efforts to deny or weaken the European character of Canada. We believe that the pioneers and settlers who built the Canadian nation are part of the European people. Therefore we believe that Canada derives from and is an integral part of European civilization and that Canada should remain majority European in its ethnic composition and cultural character. We therefore oppose the massive immigration of non-European and non-Western peoples into Canada that threatens to transform our nation into a non-European majority within our lifetime. In subsequent months I posted articles on a whole range of subjects. From the beginning the blog became a subject of controversy with numerous complaints filed against me to the president of the university where I was working, The University of New Brunswick, and to other members of the administration, followed by TV interviews, many articles in the mainstream media, student university papers, and radio debates. It was obvious I had hit a nerve in the Western establishment. You must not question mass immigration in the name of the ethnic interests of Europeans.

Toyota enjoys a relatively stable environment. The car industry allows changes only once a year (a model year change) and usually, from one year to another, the vast majority of the components are the same. That is not the case for many other industries. For example, in major sections of the electronics industry, the life span of most products is shorter than six months. To some extent, instability of products and processes exists in most other industries. For example, Hitachi Tool Engineering is producing cutting tools, a relatively stable type of product, but fierce competition forces this company to launch new cutting tools, that require new technology, every six months. It is a Sisyphean task to implement Lean in such an environment.

Toyota enjoys a relatively stable environment. The car industry allows changes only once a year (a model year change) and usually, from one year to another, the vast majority of the components are the same. That is not the case for many other industries. For example, in major sections of the electronics industry, the life span of most products is shorter than six months. To some extent, instability of products and processes exists in most other industries. For example, Hitachi Tool Engineering is producing cutting tools, a relatively stable type of product, but fierce competition forces this company to launch new cutting tools, that require new technology, every six months. It is a Sisyphean task to implement Lean in such an environment. A second aspect of the stability required by TPS is stability in demand over time per product.

Are you looking for Home Builders in Chattanooga Custom Home Builder Chattanooga Serving Chattanooga, Lookout Mountain & Surrounding Areas We love to build homes for people. Our approach to each job is as unique as the individual. We truly are a custom home builder Chattanooga and you will never get an A, B or C selection from us. Our homes are as unique as our clients. Our goal in every project is to produce a timeless and personal expression of our client's dreams. We hope to enhance the lives of those who inhabit each home we build. You can structure and make, and manufacture the most superb spot on the planet. In any case, it takes individuals to make the fantasy a reality. This home is drywall complete, now ready for tile, hardwoods, and trim! Cole Construction is building the largest home under construction in Chattanooga! We are excited to be starting interior finishes as the selections vary greatly from shiplap to reclaimed weathered barn wood, rough sawn beams, tile, stone and more. Follow along with us as we detail this beautifully crafted home! Are you following our 5 months build? 100% completely custom, no A, B, or C options. We are aiming to compete with the cookie-cutter residential build timelines while executing completely unique new projects every time. This means new plans, new land, and unknown materials. Chattanooga’s premier custom home builder Chattanooga- Cole Construction has been a leading the way since 2009, specializing in new builds and home remodels." For more info, Please visit our website.

Tick All the Right Boxes Between the twenty-four checkboxes in the Daily Dozen and the thirty-seven new checkboxes in the Tweaks, you may feel a bit overwhelmed, but it’s easy to knock off a bunch at a time. For example, starting a meal with a tomato salad sprinkled with some black cumin, garlic powder, and balsamic vinegar hits five boxes right there, including the “Preload with ‘Negative Calorie’ Foods” tweak and the Daily Dozen box for “Other Vegetables.” And if that was one of your implementation intentions, make that six! Ten percent of your boxes nailed with a single appetizer. Of course, you don’t have to hit all the booster boxes every day. You don’t even have to hit any. A healthy diet, as encapsulated by the Daily Dozen, should be all you need to lose as much weight as you want, but the more of these extra tweaks you can hit, the more successful you may be. I’m working on an entire How Not to Diet Cookbook to try to fit as many of these combinations together into delicious recipes and hearty meal plans—but in the meanwhile, please feel free to download the free, updated Dr. Greger’s Daily Dozen app on your Android or iPhone. Start experimenting with a few of the Twenty-One Tweaks and see which ones work for you. My goal is to provide you with the broadest palette of tools to choose from. Remember, it’s not what you eat today that matters, or tomorrow, or next week, but rather what you eat over the next months, years, and decades, so you have to find lifestyle changes that fit into your lifestyle.

I have a goal: learn to play guitar in five months and be ready for the New Slits gig. I feel like a contestant on the reality-TV show Faking It. Take a bored Hastings housewife and turn her into a punk-rock guitarist in five months. [...] I ignore the pain of the wire cutting into the pads of my fingers. I don’t watch TV, read newspapers, meet anyone for coffee or lunch or do anything that will take a second away from my playing. I just do the minimum I have to do domestically and that’s it. Everything else stops. I take the guitar with me wherever I go, it’s always in the back of the car; if my daughter’s at a tennis lesson, I sit in the car, push the front seat back and practice whilst I wait for her.

Todo.ly is an online to-do list and task manager. The founders had a goal to reach millions of new users and make Todo.ly widely available as a web application. They succeeded in securing a partnership with Google Chrome and were able to leverage their 200 million user database to help them achieve their one-year growth goal in just three weeks: ● 1000% increase in average daily traffic ● 780% increase in user base ● 400,000 new tasks each month The key was that the Chrome platform was brand new and the Todo.ly application was submitted three to four months prior its launch date. As the Todo.ly app was exactly what Google was looking for to add to the Chrome Webstore, they have contacted the founders and asked for an integrated two clicks login through Google OpenID. Todo.ly has implemented that and became featured from day one. There was a huge marketing campaign around the Chrome Webstore, TV spots, prints, and press conference. Peter Varadi, the founder of Todo.ly, shared his advice based on his personal experience: “Look for new waves of technology, new platforms that are expected to be used by a massive number of people and try to be on that platform as one of first.” In Todo. ly case, it was clearly visible that Chrome had 200 million users already and when they launched their webstore, they would obviously put it front of all their users. Google needed web apps to fill their webstore for the launch and they opened the app submission process a few months earlier. That was a timely opportunity for Todo.ly to jump in. What could be your new wave and chance?

Periodic relaunches are important in good times but crucial in times of uncertainty, as James’s story illustrates. The team might need to switch to a new mediating tool that calls for new norms of communication. The government might introduce new regulations or laws that affect people’s work patterns, as we saw when millions were switched to working from home during the first months of the COVID-19 pandemic. Countries, markets, or entire industries might make a sudden shift that requires the team to reorient their goals. Periodic relaunches are the only structured mechanisms to give teams the ability to quickly pivot in a systematic way.

she said. “They’re all worried about Iran.” By the time I took office, the theocratic regime in Iran had presented a challenge to American presidents for more than twenty years. Governed by radical clerics who seized power in the 1979 revolution, Iran was one of the world’s leading state sponsors of terror. At the same time, Iran was a relatively modern society with a budding freedom movement. In August 2002, an Iranian opposition group came forward with evidence that the regime was building a covert uranium-enrichment facility in Natanz, along with a secret heavy water production plant in Arak—two telltale signs of a nuclear weapons program. The Iranians acknowledged the enrichment but claimed it was for electricity production only. If that was true, why was the regime hiding it? And why did Iran need to enrich uranium when it didn’t have an operable nuclear power plant? All of a sudden, there weren’t so many complaints about including Iran in the axis of evil. In October 2003, seven months after we removed Saddam Hussein from power, Iran pledged to suspend all uranium enrichment and reprocessing. In return, the United Kingdom, Germany, and France agreed to provide financial and diplomatic benefits, such as technology and trade cooperation. The Europeans had done their part, and we had done ours. The agreement was a positive step toward our ultimate goal of stopping Iranian enrichment and preventing a nuclear arms race in the Middle East. In June 2005, everything changed. Iran held a presidential election. The process was suspicious, to say the least. The Council of Guardians, a handful of senior Islamic clerics, decided who was on the ballot. The clerics used the Basij Corps, a militia-like unit of the Iranian Revolutionary Guard Corps, to manage turnout and influence the vote. Tehran Mayor Mahmoud Ahmadinejad was declared the winner. Not surprisingly, he had strong support from the Basij. Ahmadinejad steered Iran in an aggressive new direction. The regime became more repressive at home, more belligerent in Iraq, and more proactive in destabilizing Lebanon, the Palestinian Territories, and Afghanistan. Ahmadinejad called Israel “a stinking corpse” that should be “wiped off the map.” He dismissed the Holocaust as a “myth.” He used a United Nations speech to predict that the hidden imam would reappear to save the world. I started to worry we were dealing with more than just a dangerous leader. This guy could be nuts. As one of his first acts, Ahmadinejad announced that Iran would resume uranium conversion. He claimed it was part of Iran’s civilian nuclear power program, but the world recognized the move as a step toward enrichment for a weapon. Vladimir Putin—with my support—offered to provide fuel enriched in Russia for Iran’s civilian reactors, once it built some, so that Iran would not need its own enrichment facilities. Ahmadinejad rejected the proposal. The Europeans also offered

I recommend adopting two concurrent goals: a long-term dream and an eighteen-month plan. (...) Typically, my eighteen-month plan sets goals on two fronts. First and most important, I set targets for what my team can accomplish. Employees who concentrate on results and impact are the most valuable (...) Second, I try to set more personal goals for learning new skills in the next eighteen months. It's often painful, but I ask myself, "How can I improve?" If I am afraid to do something, it is usually because I am not good at it or perhaps am too scared to even try. (p.54 & p.59)

Self-Discovery in San Francisco CA | Suzanne Fensin If This looks like what's Driving You, Then you're THE New Human And it slow Has come back To Step Up! The easiest to know your life purpose is thru your journey of self discovery. supported your birthname that holds distinctive sacred codes that unlock your destiny, your Soul Blueprint holds all the answers to what your challenges area unit and also the gifts they reveal, as well as what your skills and gifts area unit at a deeper level, and the way to activate them to make your a lot of fulfilling life. Life Purpose is complicated. throughout my self discovery journey, I uncovered hidden ways and forks within the road. there have been hills, mountains, valleys and shadowy places which will be scary to travel through. i finished and began, unsure if I had the strength to urge through it all. however I did it! and that i wish to share my method with you to jumpstart your magnificence that you’ve been concealing. Soul Codes Blueprint in San Jose CA This is a 12-week personal 1:1 mentoring program ideally delivered via ZOOM. ZOOM recordings of sessions are provided, upon request. Email support is supplied with every step of this method. Here’s what you receive with this distinctive program L – Learning Your distinctive skills, goals, and challenges with Soul Blueprint Reading. this is often a 1-hour, birthname solely analysis that offers you the subsequent information: • Birthname analysis • Your most fulfilling soul expression • Your Soul Destiny for this period of time • Karmic lessons, skills and gifts you were born with, and people you receive later in life. • Emailed Zoom recording of the session, upon request • Special discount rating on future mentoring that helps to activate your blueprint on a deeper level O - OMG you're Amazing! Understanding the scope of your soul mission and the way your skills, goals, and challenges work along to make your greatest purpose. acceptive the sweetness of the journey and speech communication affirmative to following step. this is often AN expanded 2-hour Soul Blueprint reading that offers you all of what you receive within the 1-hour reading, and the following: • Up to two extra names analysis • subject for private Years, Months & Cycles • wherever area unit you within the Ascension method • what's your Soul kind V - Valor Having the spirit to roll up your sleeves and acquire into uncovering, understanding, and material possession go of doubts, beliefs, and learning that show up as shadow aspects, and align together with your higher purpose. caring yourself through the method, permitting a lot of lightweight into your being. during this step you'll receive: • Intuitive work to support you in understanding what you discover on a soul level, and to help in your self-nurturing • Soul Blueprint Upgrade (working together with your etheric team to clear attachments, enhance your gift and talent codes, unleash doubt & worry • Flower Essence Remedy suggestions to help in clearing shadow aspects E - Ease, Excitement, And Energize The seeds of management you have got planted area unit currently development. you're claiming your truth and sharing your authentic magnificence (by visioning and actioning) with a reworking world that reflects and honors your journey. you'll receive the subsequent with this step: • corroborative work with life exercises to observe your new brilliance • Celebration exercises to stay you moving forward on your journey of success with grace. Contact Suzanne With Questions #SelfDiscoveryinSanFranciscoCA Email# suzannefensin@gmail.com

I met with Chad Logan a few days after our first get-together. I told him that I would explain my point of view and then let him decide whether he wanted to work with me on strategy. I said: I think you have a lot of ambition, but you don’t have a strategy. I don’t think it would be useful, right now, to work with your managers on strategies for meeting the 20/20 goal. What I would advise is that you first work to discover the very most promising opportunities for the business. Those opportunities may be internal, fixing bottlenecks and constraints in the way people work, or external. To do this, you should probably pull together a small team of people and take a month to do a review of who your buyers are, who you compete with, and what opportunities exist. It’s normally a good idea to look very closely at what is changing in your business, where you might get a jump on the competition. You should open things up so there are as many useful bits of information on the table as possible. If you want, I can help you structure some of this process and, maybe, help you ask some of the right questions. The end result will be a strategy that is aimed at channeling energy into what seem to be one or two of the most attractive opportunities, where it looks like you can make major inroads or breakthroughs. I can’t tell you in advance how large such opportunities are, or where they may be. I can’t tell you in advance how fast revenues will grow. Perhaps you will want to add new services, or cut back on doing certain things that don’t make a profit. Perhaps you will find it more promising to focus on grabbing the graphics work that currently goes in-house, rather than to competitors. But, in the end, you should have a very short list of the most important things for the company to do. Then you will have a basis for moving forward. That is what I would do were I in your shoes. If you continue down the road you are on you will be counting on motivation to move the company forward. I cannot honestly recommend that as a way forward because business competition is not just a battle of strength and wills; it is also a competition over insights and competencies. My judgment is that motivation, by itself, will not give this company enough of an edge to achieve your goals. Chad Logan thanked me and, a week later, retained someone else to help him. The new consultant took Logan and his department managers through an exercise he called “Visioning.” The gist of it was the question “How big do you think this company can be?” In the morning they stretched their aspirations from “bigger” to “very much bigger.” Then, in the afternoon, the facilitator challenged them to an even grander vision: “Think twice as big as that,” he pressed. Logan

Nobody grins more on their first day on the dev team than someone from QA. Contrary to what people believe, QA people don’t sit around playing games all day. Although they’re the first people to see new titles, one can’t describe their day-to-day routine as fun. It takes meticulous effort to write and verify bug reports. Developers fix bugs at their own pace, after which it becomes QA’s responsibility to test and verify whether the proper adjustment has been made. Some bugs are trivial or are duplicates of others; some are fiendishly difficult to solve and take months or even years to address. Other entries aren’t even bugs and are dubbed “working as intended.” When a problem is discovered by QA, it has to be verified by senior QA staff members. Josh Kurtz described nightmarish experiences he had isolating a bug that occurred whenever a player attacked a monster in Diablo II’s expansion. To eliminate the possibility that a weapon was the culprit of the bug, Josh had to attack a dummy monster using every weapon in the game, a process that took hours. Tasks like these might be split among QA people or sometimes they fell to just one unfortunate soul to sort out. After every weapon was checked, Josh reported the results. The programmers or designers would change something, and Josh would then have to retest every weapon and report results again. The developers would change something else, and Josh would need to test everything again to make sure the bug hadn’t reactivated. And again. After doing something like this repetitively for hours, for days, for weeks, and sometimes for months, QA drudgery feels less like being in a computer game company and more like a psychological experiment. These entry-level positions are minimum-wage jobs, but people endure the experience just for a chance at getting a development position, becoming a QA lead, or attaining some other non-developer position. But everyone’s goal is the same: escape from QA.

We’ve drained about fifty percent of the work in process from the plant, and about twenty-five percent from finished goods. We’ve saved a lot by not purchasing new materials to replace this excess inventory, and the cash figures show it clearly. But on our books, the assets represented by inventory went down, since they were only partially compensated for by the cash we didn’t have to pay out. In this period, when we were reducing inventory, all the difference between the product cost and the material cost of the reduced inventory showed up as a net loss.” I swallow hard. “Lou, you’re telling me that we were penalized for doing the right thing? That reducing the excess inventory was interpreted by our books as a loss?” “Yes,” he replies, still looking at his papers. “Well tell me, what was the impact—in numbers?” “Our actual net profit was well over twenty percent in each of the last three months,” he says flatly. I stare at him. I can’t believe my ears. “But look at the good side,” he says sheepishly, “now that the inventory has stabilized at a new, low level, this effect won’t disturb us any longer.

You don’t buy Hyundai’s new hybrid car the Ioniq—you subscribe to it, for $275 a month. It’s a lot like picking a cell phone plan: pick your model online, choose between a twenty-four- or thirty-six-month plan, select your upgrades, then walk into a dealership to pick up your vehicle. No price haggling, no loans, no back-office pitches. “Our goal is to make car ownership as easy as it is to own a mobile device,” says Mike O’Brien, vice president of product planning for Hyundai.

When we cut our price, we sold really well (because when you follow the method in this book, it works), but we ran out of stock. It was a predictable outcome. Being out of stock is the worst thing that can possibly happen to your new business because you’re essentially out of business when you can’t take orders. We had to wait out the four-week lag for another shipment to cross an ocean and get to the Amazon warehouse. When we finally got new stock back in, we were essentially starting over. Yes, we had customer reviews, but our momentum was dead. We had to run another discount to get moving again. We did recover, but that one mistake set us back months. I can’t say whether an extra month of planning would have kept us from making that awful choice; probably not, honestly. You can’t control for everything. Your goal is just to take your product from an idea to a physical item in a customer’s hand. It’s simpler than most people think it is. Find the right supplier, get samples, refine with research, put in a small order, and get the product online. That’s all you need to worry about right now. Don’t overthink it. Just fix the mistakes as they come.

The ends don’t necessarily justify the means, either; if you’re unhappy with the process, you are likely to be unhappy with the results. When I’ve worked on ideas in the past, and they haven’t been enjoyable throughout, I’ve never liked the end product. While you should definitely prepare for hard work, you shouldn’t have to suffer through misery for an idea. Here’s the difference: If you are working to prove something or to overcome your mental blocks, then you will run into stress, burnout, frustration, and failure. I call it scaling unhappiness. However, if you are creating from a place of abundance and genuinely serving others in the process, then life and business is deliriously enjoyable. When I’ve been my most successful, I can trace it back to how much I enjoyed the journey. When Matt and I worked on Sheer Strength, we were driven by our passion for the products and the idea of making something we both wanted to buy. Every time we stopped ourselves and listened to the market or new trends, we hit a roadblock. Those bad decisions cost us time and money. Right now, I’m working on a new food company. The project is a blast, and it’s either going to be the most successful thing I’ve ever done, or the best time I’ll ever have on a failure. Either way, the project is enjoyable, and that’s a worthy goal. Make sure you’re enjoying the ride you’re on, or I can guarantee you’ll burn out.

Some recovery tips include going for a drive without a smoke. Make a list of manageable goals for the next month. Taking a nap is always good. Write a gratitude list. Mindfulness meditation is awesome. Feed the birds. Teach your pet a new trick. Laughter has always worked for me. Enjoy a hobby.

Every person has short-term goals. Some are modest, such as setting aside money for a vacation next month or paying for medical bills. Other short-term goals are more ambitious, such as accruing funds for a down payment to purchase a new home within six months. Whatever the expense or purchase, you need a predictable accumulation of cash soon. If this sounds like your situation, stay away from the stock market!

So, what information do you want to gather during this first interview? Foremost is her description of why she is here now as opposed to six months ago or six years ago (this is known in clinical parlance as the “presenting problem”). You want the basic data if you don’t have them: name, age, marital status, occupation; with whom she lives and where; any previous experiences of therapy; and perhaps some preliminary information about her family of origin. You also want to get some sense of her support system: Does she have friends? Do her relatives live nearby? Does she have a good working relationship with colleagues at her job? Many of these answers will emerge spontaneously. If they don’t, ask for them. Toward the end of the session, you want to leave yourself enough time to ask the client if she has any questions. In addition, you want to ask whether she would like to come back again and talk further. You might help her make that decision by pointing out what you are seeing, e.g., that she seems to be struggling with her feelings about her father’s death or that it is sometimes difficult to know the right thing to do when you are having trouble with your child. The goal here is to try and arrive at a mutual definition, in language that seems right to the client, of what the presenting problem is. Under the best circumstances the client will say something like, “That’s exactly the way I would have said it.” If you do not reach a mutual definition, however, that is not a reason to despair, since you are new at this. It is perfectly alright to suggest that the client return again so you can further explore and clarify what it is she would like your help with. If

Fifth.  Here’s a simple and easy method that can move you along toward your goal: Every morning get a new 3 x 5 card and write a brief statement of your selected goal on it. Then on the other side of the card write ONE specific thing you will do today to move closer to your end goal. Keep it simple and realistic. This one thing must be real, specific, and achievable TODAY. Put the card in your pocket or purse, and just DO that one thing by the end of the day. In only one month you will be astonished at how your life has changed.

Learning to like something new takes longer than you’d think, however. Your brain doesn’t see it as important information if it doesn’t trigger your happy chemicals. And new things are hard to focus on because the neurons don’t fire easily. Here’s a simple example. Fred wants to drink less alcohol. He decides to substitute a new pleasure with fewer side effects. He looks around for something that can grow on him and remembers how he enjoyed sketching when he was young. He resolves to take out his sketch pad every time he feels like drinking. Fred doesn’t actually feel like sketching when he longs for a drink. And once he starts sketching, he doesn’t feel fabulous. So he accepts that he will live with bad feelings for a while. He plans to do this for two months because he has a big event on the calendar then. At first, he finds it hard. He hates his sketches and he hates the feeling he gets when he doesn’t drink. But he sticks to his goal of repeating the strategy whether it feels good immediately or not. After a while, Fred learns to see the sketching time as a gift he’s given himself rather than an extra burden on his already hard life. He learns that his unhappy feelings pass without killing him, and once they’ve passed, he discovers the pleasure of being alert and responsible. Before the two months is over, he stops looking at the calendar. His sketching circuit has grown as big as his alcohol circuit.Now, he’s a healthy person with a fun hobby and a cool skill, not a person at war with himself

Cleveland Clinic Case Study At Cleveland Clinic, we encourage different areas of the organization to perform the kind of analysis just described by holding them accountable for saving money. In 2009, Cleveland Clinic set an organizational goal of reducing the amount it was spending on supplies of various kinds. It took its inspiration from Apple, a company that maintains stringent control over the cost of supplies. To help the internal cost-cutting committees, we set out to raise care providers’ consciousness, putting price tags on instruments and supplies and posting the costs of supplies where caregivers could see them. The goal was to make caregivers mindful about supply use. These efforts helped the organization reach its goal of cutting spending on supplies by $100 million over two years. To promote ongoing cost awareness and savings, we created scorecards that quantify and measure quality and cost, and we set goals: “Cut your costs on heart valve implants by 20 percent while improving quality by 10 percent.” We check the progress on these scorecards every three months. If we don’t see movement in the right direction, we ask new questions and implement ways to encourage and reward cost-saving measures.

Let’s suppose you decide to dip your toe in dreams like relocating to the Caribbean for island-hopping or taking a safari in the Serengeti. It will be wonderful and unforgettable, and you should do it. There will come a time, however—be it three weeks or three months later—when you won’t be able to drink another piña colada or photograph another red-assed baboon. That day will come. Self-criticism and existential panic attacks usually start around this time. But this is what I always wanted! How can I be bored? Oh my god, what am I gonna do with myself? Don’t freak out and fuel the fire. This is normal among all high-performers who downshift after working hard for a long time. The smarter and more goal-oriented you are, the tougher these growing pains will be. Don’t be afraid of the existential or social challenges. Freedom is like a new sport. In the beginning, the sheer newness of it is exciting enough to keep things interesting at all times. Once you have learned the basics, though, it becomes clear that having less work is easy. It’s filling the void with more life that is hard. Finding excitement, as it turns out, takes more thought than simple workaholism. But don’t fret. That’s where all the rewards are. —TIM FERRISS, 38,

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5. Set Up a Shopping Ban Savings Account No matter what your ultimate goal is, you are going to save money by not shopping. What you do with that money is up to you, but I suggest opening a new savings account (or renaming an existing one you don’t use) and making it your dedicated Shopping Ban Savings Account. How much money you decide to put in it each month is up to you.

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