How To Measure Success Quotes

The true measure of success is how many times you can bounce back from failure.

The best way to measure how much you've grown isn't by inches or the number of laps you can now run around the track, or even your grade point average-- though those things are important, to be sure. It's what you've done with your time, how you've chosen to spend your days, and whom you've touched this year. That, to me, is the greatest measure of success.

Get Off The Scale! You are beautiful. Your beauty, just like your capacity for life, happiness, and success, is immeasurable. Day after day, countless people across the globe get on a scale in search of validation of beauty and social acceptance. Get off the scale! I have yet to see a scale that can tell you how enchanting your eyes are. I have yet to see a scale that can show you how wonderful your hair looks when the sun shines its glorious rays on it. I have yet to see a scale that can thank you for your compassion, sense of humor, and contagious smile. Get off the scale because I have yet to see one that can admire you for your perseverance when challenged in life. It’s true, the scale can only give you a numerical reflection of your relationship with gravity. That’s it. It cannot measure beauty, talent, purpose, life force, possibility, strength, or love. Don’t give the scale more power than it has earned. Take note of the number, then get off the scale and live your life. You are beautiful!

If you want to change how you see your problems, you have to change what you value and/or how you measure failure/success.

I don't measure a man's success by how high he climbs but how high he bounces when he hits bottom

It's what you've done with your time, how you've chosen to spend your days, and whom you've touched this year. That, to me, is the greatest measure of success.

The only real failure is the failure to try, and the measure of success is how we cope with disappointment.

To have regret is to be disappointed with yourself and your choices. Those who are wise, see their life like stepping stones across a great river. Everyone misses a stone from time to time. No one can cross the river without getting wet. Success is measured by your arrival on the other side, not on how muddy your shoes are. Regrets are only felt by those who do not understand life’s purpose. They become so disillusioned that they stand still in the river and do not take the next leap.

How many people you bless is how you measure success

As Samuel Johnson purportedly wrote, “The true measure of a man is how he treats someone who can do him absolutely no good.

To have regret is to be disappointed with yourself and your choices. Those who are wise, see their life like stepping stones across a great river. Everyone misses a stone from time to time. No one can cross the river without getting wet. Success is measured by your arrival on the other side, not on how muddy your shoes are.

The size of your success is measured by the strength of your desire; the size of your dream; and how you handle disappointment along the way

. . . But experience has taught me that you cannot value dreams according to the odds of their coming true. Their real value is in stirring within us the will to aspire. That will, wherever it finally leads, does at least move you forward. And after a time you may recognize that the proper measure of success is not how much you've closed the distance to some far-off goal but the quality of what you've done today.

Where success is concerned, people are not measured in inches, or pounds, or college degrees, or family background; they are measured by the size of their thinking.

Freuchen tells how one day, after coming home hungry from an unsuccessful walrus-hunting expedition, he found one of the successful hunters dropping off several hundred pounds of meat. He thanked him profusely. The man objected indignantly: "Up in our country we are human!" said the hunter. "And since we are human we help each other. We don't like to hear anybody say thanks for that. What I get today you may get tomorrow. Up here we say that by gifts one makes slaves and by whips one makes dogs. ... The refusal to calculate credits and debits can be found throughout the anthropological literature on egalitarian hunting societies. Rather than seeing himself as human because he could make economic calculations, the hunter insisted that being truly human meant refusing to make such calculations, refusing to measure or remember who had given what to whom, for the precise reason that doing so would inevitably create a world where we began "comparing power with power, measuring, calculating" and reducing each other to slaves or dogs through debt. It's not that he, like untold millions of similar egalitarian spirits throughout history, was unaware that humans have a propensity to calculate. If he wasn't aware of it, he could not have said what he did. Of course we have a propensity to calculate. We have all sorts of propensities. In any real-life situation, we have propensities that drive us in several different contradictory directions simultaneously. No one is more real than any other. The real question is which we take as the foundation of our humanity, and therefore, make the basis of our civilization.

Your wealth is a measure of how much you trust yourself.

1. What do I really want? (Vision.) 2. What is important about it? (Values.) 3. How will I get it? (Methods.) 4. What is preventing me from having it? (Obstacles.) 5. How will I know I am successful? (Measurements.)

We should measure welfare's success by how many people leave welfare, not by how many are added.

The culture and civilization of the White man are essentially material; his measure of success is, "How much property have I acquired for myself?" The culture of the Red man is fundamentally spiritual; his measure of success is, "How much service have I rendered to my people?

And this, too, affords no small occasion for anxieties - if you are bent on assuming a pose and never reveal yourself to anyone frankly, in the fashion of many who live a false life that is all made up for show; for it is torturous to be constantly watching oneself and be fearful of being caught out of our usual role. And we are never free from concern if we think that every time anyone looks at us he is always taking-our measure; for many things happen that strip off our pretence against our will, and, though all this attention to self is successful, yet the life of those who live under a mask cannot be happy and without anxiety. But how much pleasure there is in simplicity that is pure, in itself unadorned, and veils no part of its character!{PlainDealer+} Yet even such a life as this does run some risk of scorn, if everything lies open to everybody; for there are those who disdain whatever has become too familiar. But neither does virtue run any risk of being despised when she is brought close to the eyes, and it is better to be scorned by reason of simplicity than tortured by perpetual pretence.

It's not so much what you accomplish. But what's more important is how far you've come to accomplish what you have. Success is the measure of not mere achievement, but also how hard one had to work.

There is only one measure of true success, child. How close you remain by His side. Does the dust of His feet get on your cloak because you follow so close? Does the sound of His whisper reverberate in your ear because you have drawn so near? Are you obedient to that voice, day after day, hour after hour? That’s how I measure success. Do you understand?

Marriage, in what is evidently its most popular version, is now on the one hand an intimate 'relationship' involving (ideally) two successful careerists in the same bed, and on the other hand a sort of private political system in which rights and interests must be constantly asserted and defended. Marriage, in other words, has now taken the form of divorce: a prolonged and impassioned negotiation as to how things shall be divided. During their understandably temporary association, the 'married' couple will typically consume a large quantity of merchandise and a large portion of each other. The modern household is the place where the consumptive couple do their consuming. Nothing productive is done there. Such work as is done there is done at the expense of the resident couple or family, and to the profit of suppliers of energy and household technology. For entertainment, the inmates consume television or purchase other consumable diversion elsewhere. There are, however, still some married couples who understand themselves as belonging to their marriage, to each other, and to their children. What they have they have in common, and so, to them, helping each other does not seem merely to damage their ability to compete against each other. To them, 'mine' is not so powerful or necessary a pronoun as 'ours.' This sort of marriage usually has at its heart a household that is to some extent productive. The couple, that is, makes around itself a household economy that involves the work of both wife and husband, that gives them a measure of economic independence and self-employment, a measure of freedom, as well as a common ground and a common satisfaction. (From "Feminism, the Body, and the Machine")

Each person has the potential of making a positive impact on the world. It all depends on what you do with what you have. Success is not to be measured by the amount of money you possess or the position you attain but rather in how you use both. Position and money can be squandered or abused, but they can also be used to help others.

SUCCESS does not mean an absence of problems, it is overcoming problems. Success is not measured by how high we go up in life, but how many times we bounce back when we fall down.

Overcome the prideful need to measure your worth by how much more successful you are than others, by operating from a core belief grounded in abundance.

Culture is a way of working together toward common goals that have been followed so frequently and so successfully that people don’t even think about trying to do things another way. If a culture has formed, people will autonomously do what they need to do to be successful.

Every second of our own experience has to be measured through a relative and subjective brain. In other words, “reality” is merely our brain’s relative understanding of the world based on where and how we are observing it.

successful companies don’t succeed because they have the right strategy at the beginning; but rather, because they have money left over after the original strategy fails, so that they can pivot and try another approach. Most of those that fail, in contrast, spend all their money on their original strategy—which is usually wrong. The

In the United States, numbers impress us. We gauge the success of an event by how many people attend or come forward. We measure churches by how many members they boast. We are wowed by big crowds.

Is there something in your past that you think measured you? A test score? A dishonest or callous action? Being fired from a job? Being rejected? Focus on that thing. Feel all the emotions that go with it. Now put it in a growth-mindset perspective. Look honestly at your role in it, but understand that it doesn’t define your intelligence or personality. Instead, ask: What did I (or can I ) learn from that experience? How can I use it as a basis for growth? Carry that with you instead.

From Christ’s perspective, success isn’t measured by how much we do, how much we earn, or how much we have, but by how well we love and what kind of person we’re becoming in the midst of life’s activities.

Controllers think differing ideas and views are personal opposition to be rejected and destroyed. And, since Controllers identify themselves with their prescriptions, it becomes important to them that others be dissuaded of theirs. Their success is measured in conversions.

I truly believe that the ultimate measure of one's success in life is not what position you have occupied or how much money you have, but what kind of person you have become, what difference you have made to the people around you.

Maybe that’s all life was, this impossibly complicated helix of choice and accident, things you could control and couldn’t. And when the day was done, the only measure of success was how happy you were, how much you loved and were loved.

Experience has taught us that material wants know no natural bounds, that they will expand without end unless we consciously restrain them. Capitalism rests precisely on this endless expansion of wants. That is why, for all its success, it remains so unloved. It has given us wealth beyond measure, but has taken away the chief benefit of wealth: the consciousness of having enough.

The amount of money you earn is the measure of the value that others place on your contribution…. To increase the value of the money you are getting out, you must increase the value of the work that you are putting in. To earn more money, you must add more value.”6

The true measure of a person’s character is how one handles one’s failures, not successes.

This thrilled Zuckerberg, whose primary measure of the service’s success was how often users returned.

The measure of our success is how we cope with disappointment.

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

Mitchell Maxwell’s Maxims • You have to create your own professional path. There’s no longer a roadmap for an artistic career. • Follow your heart and the money will follow. • Create a benchmark of your own progress. If you never look down while you’re climbing the ladder you won’t know how far you’ve come. • Don’t define success by net worth, define it by character. Success, as it’s measured by society, is a fleeting condition. • Affirm your value. Tell the world “I am an artist,” not “I want to be an artist.” • You must actively live your dream. Wishing and hoping for someday doesn’t make it happen. Get out there and get involved. • When you look into the abyss you find your character. • Young people too often let the fear of failure keep them from trying. You have to get bloody, sweaty and rejected in order to succeed. • Get your face out of Facebook and into somebody’s face. Close your e-mail and pick up the phone. Personal contact still speaks loudest. • No one is entitled to act entitled. Be willing to work hard. • If you’re going to buck the norm you’re going to have to embrace the challenges. • You have to love the journey if you’re going to work in the arts. • Only listen to people who agree with your vision. • A little anxiety is good but don’t let it become fear, fear makes you inert. • Find your own unique voice. Leave your individual imprint on the world, not a copy of someone else. • Draw strength from your mistakes; they can be your best teacher.

The great breakthrough of our age is supposed to be that we measure success by happiness, admiring a man for how much he enjoyed his life, rather than how much wealth or fame he hoarded, that old race with no finish line. Diogenes with his barrel and his sunlight lived every hour of his life content, while Alexander fought and bled, mourned friends, faced enemies, and died unsatisfied. Diogenes is greater. Or does that past-tainted inner part of you—the part that still parses ‘thee’ and ‘thou’ and ‘he’ and ‘she’—still think that happiness alone is not achievement without legacy? Diogenes has a legacy. Diogenes ruled nothing, wrote nothing, taught nothing except by the example of his life to passersby, but, so impressed were those bypassers, that, after the better part of three millennia, we still know this about him.

One of the biggest mistakes made by people who wish to help an abused woman is to measure success by whether or not she leaves her abusive partner. If the woman feels unable or unready to end her relationship, or if she does separate for a period but then goes back to him, people who have attempted to help tend to feel that their effort failed and often channel this frustration into blaming the abused woman. A better measure of success for the person helping is how well you have respected the woman’s right to run her own life—which the abusive man does not do—and how well you have helped her to think of strategies to increase her safety. If you stay focused on these goals you will feel less frustrated as a helper and will be a more valuable resource for the woman.

8. And finally, of course, the very central teaching of the Gita: “Let go of the outcome.” Let go of any clinging to how this all comes out. You cannot measure your actions at this point by the conventional wisdom about success and failure.

Some people measure their success by the profession their children have chosen, by the purchase of a house, by how often they visit or call. But the only measurement, truly, is something that’s quite subjective: have you raised good people?

The only meaningful measure for a leader is whether the team succeeds or fails. For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not. The

The history professor Nelson Lichtenstein told me, “What you can’t measure, you can’t reward,” and that may be why executives are so focused on work hours. For decades, the corporate world has been consumed with metrics. Managers love tangible measures by which they can determine success or failure. Work hours is one of the easiest ways to measure employee performance, but total hours worked is a meaningless statistic.

...human greatness and terribleness are not correlated with wealth or other conventional measures of success. I've also learned that judging people before really seeing things through their eyes stands in the way of understanding their circumstances--and that isn't smart. I urge you to be curious enough to want to understand how the people who see things differently from you came to see them that way. You will find that interesting and invaluable, and the richer perspective you gain will help you decide what you should do.

The true measure of a man is how he treats someone who can do him absolutely no good.

How we enter and honor our relationships, treat others and ourselves, give and receive—these are all measures of life lived with integrity.

Where success is concerned, people are not measured in inches, or pounds, or college degrees, or family background; they are measured by the size of their thinking.” —DAVID SCHWARTZ

You'll never see a U-Haul behind a hearse,' Denzel Washington often said as we worked together on 'Fences.' 'I don't care how much money you have or what level of notoriety you've achieved, you can't take any of it with you.' There is a cap on earthly success, a ceiling on the amount of joy that possessions and awards can bring before disillusionment sets in. Our appearance, our prosperity, the applause: all of it is so fleeting. But a life of true significance has unlimited impact. It is measured in how well we've loved those around us, how much we've given away, how many seeds we've sown along our path. During her ninety-six years, Ms. [Cicely] Tyson has discovered the potent elixir: she has lived a life of that is bigger than she is, an existence grounded in purpose and flourishing in service to others. That is her defining masterpiece. That is her enduring gift to us all. [Viola Davis, Foreword]

How many people have I heard claim their children as the greatest accomplishment and comfort of their lives? It's the thing they can always lean on during a metaphysical crisis, or a moment of doubt about their relevancy - If I have done nothing else in this life, then at least I have raised my children well. But what if, either by choice or by reluctant necessity, you end up not participating in this comforting cycle of family and continuity? What if you step out? Where do you sit at the reunion? How do you mark time's passage without the fear that you've just fritted away your time on earth without being relevant? You'll need to find another purpose, another measure by which to judge whether or not you have been a successful human being. I love children, but what if I don't have any? What kind of person does that make me? Virginia Woolf wrote, "Across the broad continent of a woman's life falls the shadow of a sword." On one side of that sword, she said, there lies convention and tradition and order, where "all is correct." But on the other side of that sword, if you're crazy enough to cross it and choose a life that does not follow convention, "all is confusion. Nothing follows a regular course." Her argument was that the crossing of the shadow of that sword may bring a far more interesting existence to a woman, but you can bet it will also be more perilous.

there is still a kind of unique loneliness to child rearing for women. We so often do it in isolation. Add to the fact that in our competitive, perfectionist culture, in which the price woman are required to pay for freedom still seems to be martyrdom, almost everyone lies about motherhood. Part of that lying is loyalty - I can't let on that my kid is the only one on the playground who can't read or play the piano - and part of it is self-protection, since we've made hyper-motherhood a measure of female success. The preferred answer to the question "How are you?" is always "Fine," and the answer to the question "How are the kids?" is supposed to be "Great!" That's true even if the accurate answers would be "terrible" and "a mess." I think it produces its own kind of desperation, especially for women, who yearn to be emotionally open.

You can’t manage what you can’t measure” is a maxim that is taught and believed by many in both the business and education sectors. But in fact, the phrase is ridiculous—something said by people who are unaware of how much is hidden. A large portion of what we manage can’t be measured, and not realizing this has unintended consequences. The problem comes when people think that data paints a full picture, leading them to ignore what they can’t see. Here’s my approach: Measure what you can, evaluate what you measure, and appreciate that you cannot measure the vast majority of what you do. And at least every once in a while, make time to take a step back and think about what you are doing.

The Eternal may meet us in what is, by our present measurements, a day, or (more likely) a minute or a second; but we have touched what is not in any way commensurable with lengths of time, whether long or short. Hence our hope finally to emerge, if not altogether from time (that might not suit our humanity) at any rate from the tyranny, the unilinear poverty, of time, to ride it not to be ridden by it, and so to cure that always aching wound ('the wound man was born for') which mere succession and mutability inflict on us, almost equally when we are happy and when we are unhappy. For we are so little reconciled to time that we are even astonished at it. 'How he's grown!' we exclaim, 'How time flies!' as though the universal form of our experience were again and again a novelty. It is as strange as if a fish were repeatedly surprised at the very wetness of water. And that would be strange indeed: unless of course the fish were destined to become, one day, a land animal.

There is only one measure of true success, child. How close you remain by His side. Does the dust of His feet get on your cloak because you follow so close? Does the sound of His whisper reverberate in your ear because you have drawn so near? Are you obedient to that voice, day after day, hour after hour? That’s how I measure success.

After finishing grad school, the Little Mermaid started a nonprofit to fight for the rights of mercitizens. She decided at that moment that she would never measure her success by financial gain, but instead only by how much good she contributed to the world. Money was irrelevant to her. Later that day she got her first student loan bill.

More than 2,000 books are dedicated to how Warren Buffett built his fortune. Many of them are wonderful. But few pay enough attention to the simplest fact: Buffett’s fortune isn’t due to just being a good investor, but being a good investor since he was literally a child. As I write this Warren Buffett’s net worth is $84.5 billion. Of that, $84.2 billion was accumulated after his 50th birthday. $81.5 billion came after he qualified for Social Security, in his mid-60s. Warren Buffett is a phenomenal investor. But you miss a key point if you attach all of his success to investing acumen. The real key to his success is that he’s been a phenomenal investor for three quarters of a century. Had he started investing in his 30s and retired in his 60s, few people would have ever heard of him. Consider a little thought experiment. Buffett began serious investing when he was 10 years old. By the time he was 30 he had a net worth of $1 million, or $9.3 million adjusted for inflation.16 What if he was a more normal person, spending his teens and 20s exploring the world and finding his passion, and by age 30 his net worth was, say, $25,000? And let’s say he still went on to earn the extraordinary annual investment returns he’s been able to generate (22% annually), but quit investing and retired at age 60 to play golf and spend time with his grandkids. What would a rough estimate of his net worth be today? Not $84.5 billion. $11.9 million. 99.9% less than his actual net worth. Effectively all of Warren Buffett’s financial success can be tied to the financial base he built in his pubescent years and the longevity he maintained in his geriatric years. His skill is investing, but his secret is time. That’s how compounding works. Think of this another way. Buffett is the richest investor of all time. But he’s not actually the greatest—at least not when measured by average annual returns.

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

You’re not a failure, Uncle,” he said, the words awkward and insufficient in his mouth. “It’s only that we don’t feel safe. A game has a reset button. You have infinite chances for success. Real life is awfully permanent compared to that, and a lot of religious people make it seem even more permanent—one step the wrong way, one sin too many, and it’s the fiery furnace for you. Beware. And then at the same time, you ask us to love the God who has this terrible sword hanging over our necks. It’s very confusing.” “Ah,” said Sheikh Bilal, looking melancholy, “but that’s the point. What is more terrifying than love? How can one not be overwhelmed by the majesty of a creator who gives and destroys life in equal measure, with breathtaking swiftness? You look at all the swelling rose hips in the garden that will wither and die without ever germinating and it seems a miracle that you are alive at all. What would one not do to acknowledge that miracle in some way?

In an abstract sense, an application is successful if it correctly implements its specifications. Unfortunately, this pays only abstract bills. In reality, the success of a project is measured by how well it meets the expectations of its users.

When companies do not understand their customers’ or users’ problems well, they cannot possibly define value for them. Instead of doing the work to learn this information about customers, they create a proxy that is easy to measure. “Value” becomes the quantity of features that are delivered, and, as a result, the number of features shipped becomes the primary metric of success.

To have regret is to be disappointed with yourself and your choices. Those who are wise, see their life like stepping stones across a great river. Everyone misses a stone from time to time. No one can cross the river without getting wet. Success is measured by your arrival on the other side, not on how muddy your shoes are. Regrets are only felt by those who do not understand life’s purpose. They become so disillusioned that they stand still in the river and do not take the next leap

Women create many challenging situations. Occasionally, you may feel amused, frustrated, discouraged, or embarrassed. Women can be a measurement of your success and worthiness if you judge yourself by your achievements. Some of you compare yourself to others. You compare your women to others. You study them to find the perfect woman.

If only we lived in a culture in which internal measures of satisfaction and success — a capacity for joy and caring, an ability to laugh, a sense of connection to others, a belief in social justice — were as highly valued as external measures. If only we lived in a culture that made ambition compatible with motherhood and family life, that presented models of women who were integrated and whole: strong, sexual, ambitious, cued into their own varied appetites and demands, and equipped with the freedom and resources to explore all of them. If only women felt less isolated in their frustration and fatigue, less torn between competing hungers, less compelled to keep nine balls in the air at once, and less prone to blame themselves when those balls come crashing to the floor. If only we exercised our own power, which is considerable but woefully underused; if only we defined desire on our own terms. And — painfully, truly — if only we didn't care so much about how we looked, how much we weighed, what we wore.

But the best way to measure how much you've grown isn't by inches or the number of laps you can now run around the track, or even your grade point average - though those things are important, to be sure. It's what you've done with your time, how you've chosen to spend your days, and whom you have touched this year. That, to me, is the greatest measure of success.

With these thoughts came another: Was that unity of effort, that sense of common purpose, possible only when the goal involved killing a terrorist? The question nagged at me. For all the pride and satisfaction I took in the success of our mission in Abbottabad, the truth was that I hadn't felt the same exuberance as I had on the night the health care bill passed. I found myself imagining what America might look like if we could rally the country so that our government brought the same level of expertise and determination to educating our children or housing the homeless as it had to getting bin Laden; if we could apply the same persistence and resources to reducing poverty or curbing greenhouse gases or making sure every family had access to decent day care. I knew that even my own staff would dismiss these notions as utopian. And the fact that this was the case, the fact that we could no longer imagine uniting the country around anything other than thwarting attacks and defeating external enemies, I took as a measure of how far my presidency still fell short of what I wanted it to be - and how much work I had left to do.

A great historian, as he insisted on calling himself, who had the happiness to be dead a hundred and twenty years ago, and so to take his place among the colossi whose huge legs our living pettiness is observed to walk under, glories in his copious remarks and digressions as the least imitable part of his work, and especially in those initial chapters to the successive books of his history, where he seems to bring his armchair to the proscenium and chat with us in all the lusty ease of his fine English. But Fielding lived when the days were longer (for time, like money, is measured by our needs), when summer afternoons were spacious, and the clock ticked slowly in the winter evenings. We belated historians must not linger after his example; and if we did so, it is probable that our chat would be thin and eager, as if delivered from a campstool in a parrot-house. I at least have so much to do in unravelling certain human lots, and seeing how they were woven and interwoven, that all the light I can command must be concentrated on this particular web, and not dispersed over that tempting range of relevancies called the universe.

It is impossible to escape the impression that people commonly use false standards of measurement - that they seek power, success and wealth for themselves and admire them in others, and that they underestimate what is of true value in life. And yet, in making any general judgement of this sort, we are in danger of forgetting how variegated the human world and its mental life are.

Great leaders understand the importance of assigning the right people to the right positions. If you put the wrong person in the wrong place, no matter how talented or earnest they are, they will never reach the peak of their potential. Their strengths will be underutilized and they may never measure up to your expectations. Reassign to get the best out of others and the situation.

Only 5 percent of entrepreneurship is the big idea, the business model, the whiteboard strategizing, and the splitting up of the spoils. The other 95 percent is the gritty work that is measured by innovation accounting: product prioritization decisions, deciding which customers to target or listen to, and having the courage to subject a grand vision to constant testing and feedback.

Now look at me! Did you know the Americans have a ten-million-dollar bounty on my head? Not bad, right? There's no better way to tell how successful you've become than by how badly other people want to kill you." By that metric, Nick couldn't have been less successful. He was certain that anyone who had him in their crosshairs would ultimately balk when measuring the value of his life against the price of the bullet.

At the point where he, today's Ivan Ilyich, began to emerge, all the pleasures that had seemed so real melted away now before his eyes and turned into something trivial and often disgusting. And the further he was from childhood, the nearer he got to the present day, the more trivial and dubious his pleasures appeared. It started with law school. That had retained a little something that was really good: there was fun, there was friendship, there was hope. But in the last years the good times had become more exceptional. Then, at the beginning of his service with the governor, some good times came again: memories of making love to a woman. Then it became all confused, and the good times were not so many. After that there were fewer still; the further he went the fewer there were. Marriage. . .an accident and such a disappointment, and his wife's bad breath, and all that sensuality and hypocrisy! And the deadlines of his working life, and those money worries, going on for a year, two years, ten, twenty - always the same old story. And the longer it went on the deadlier it became. 'It's as if I had been going downhill when I thought I was going uphill. That's how it was. In society's opinion I was heading uphill, but in equal measure life was slipping away from me...And now it's all over. Nothing left but to die!

But what if, either by choice or by reluctant necessity, you end up not participating in this comforting cycle of family and continuity? What if you step out? Where do you sit at the reunion? How do you mark time's passage without the fear that you've just frittered away your time on earth without being relevant? You'll need to find another purpose, another measure by which to judge whether or not you have been a successful human being. I love children, but what if I don't have any? What kind of person does that make me? Virginia Woolf wrote, "Across the broad continent of a woman's life falls the shadow of a sword." On one side of that sword, she said, there lies convention and tradition and order, where "all is correct." But on the other side of that sword, if you're crazy enough to cross it and choose a life that does not follow convention, "all is confusion. Nothing follows a regular course." Her argument was that the crossing of the shadow of that sword may bring a far more interesting existence to a woman, but you can bet it will also be more perilous.

The Lean Startup asks people to start measuring their productivity differently. Because startups often accidentally build something nobody wants, it doesn’t matter much if they do it on time and on budget. The goal of a startup is to figure out the right thing to build—the thing customers want and will pay for—as quickly as possible. In other words, the Lean Startup is a new way of looking at the development of innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.

Obama recognises that money is a problem in American politics, but I think I would still go further than him. It isn’t so much money that is the problem, but a problem with the American psyche in which, it seems from afar, the only measure for success and worth of anyone is how much money they have made. The US government appears to be little more than a rich man’s club, something else Obama talks about in his book – it is hardly surprising that so few ordinary people seem to be bothered to vote in what appears to be a popularity contest between the obscenely wealthy. 〓〓〓〓〓〓〓〓〓〓〓 텔 - KrTop "코리아탑" 〓〓〓〓〓〓〓〓〓〓〓 골드워시,도리도리,바오메이,블루위저드,섹스드롭,엑스터시판매,요힘빈 I have often wondered if societies have become too large to be properly governed as democracies. Plato put limits on the size of his ideal republic – I can’t remember what it is, but I think it might have been 30,000 people – something like that anyway. There are 300 million in the US – is it really a silly question to ask whether any nation so conceived and so dedicated can long endure? How ‘democratic’ it can be must surely be a question worth considering.

For one who sets himself to look at all earnestly, at all in purpose toward truth, into the living eyes of a human life: what is it he there beholds that so freezes and abashes his ambitious heart? What is it, profound behind the outward windows of each one of you, beneath touch even of your own suspecting, drawn tightly back at bay against the backward wall and blackness of its prison cave, so that the eyes alone shine of their own angry glory, but the eyes of a trapped wild animal, or of a furious angel nailed to the ground by his wings, or however else one may faintly designate the human 'soul,' that which is angry, that which is wild, that which is untamable, that which is healthful and holy, that which is competent of all advantaging within hope of human dream, that which most marvelous and most precious to our knowledge and most extremely advanced upon futurity of all flowerings within the scope of creation is of all these the least destructible, the least corruptible, the most defenseless, the most easily and multitudinously wounded, frustrated, prisoned, and nailed into a cheating of itself: so situated in the universe that those three hours upon the cross are but a noble and too trivial an emblem how in each individual among most of the two billion now alive and in each successive instant of the existence of each existence not only human being but in him the tallest and most sanguine hope of godhead is in a billionate choiring and drone of pain of generations upon generations unceasingly crucified and is bringing forth crucifixions into their necessities and is each in the most casual of his life so measurelessly discredited, harmed, insulted, poisoned, cheated, as not all the wrath, compassion, intelligence, power of rectification in all the reach of the future shall in the least expiate or make one ounce more light: how, looking thus into your eyes and seeing thus, how each of you is a creature which has never in all time existed before and which shall never in all time exist again and which is not quite like any other and which has the grand stature and natural warmth of every other and whose existence is all measured upon a still mad and incurable time; how am I to speak of you as 'tenant' 'farmers,' as 'representatives' of your 'class,' as social integers in a criminal economy, or as individuals, fathers, wives, sons, daughters, and as my friends and as I 'know' you?

They agreed they neither gave two hoots now as to how marriages were normally conducted. They would do as they pleased and run their lives by the roll of the seasons. In autumn the apple trees would be bright and heavy with apples and they would hunt birds together, since Ada had proved so successful with the turkeys. They would not hunt with the gaudy Italian piece of Monroe's but with fine simple shotguns they would order from England. In summer they would catch trout with tackle from the same sporting country. They would grow old together measuring time by the life spans of a succession of speckled bird dogs. At some point, well past midlife, they might take up painting and get little tin fieldboxes of watercolors, likewise from England. Go on country walks, and when they saw a scene that pleased them, stop and dip cups of water from a creek and form the lines and tints on paper for future reference.

Sogol’s aim was to measure the power of thought as an absolute value. “This power,” said Sogol, “is arithmetical. In fact, all thought is a capacity to grasp the divisions of a whole. Now, numbers are nothing but the divisions of the unity, that is, the divisions of absolutely any whole. In myself and others, I began to observe how many numbers a man can really conceive, that is, how many he can represent to himself without breaking them up or jotting them down: how many successive consequences of a principle he can grasp at once, instantaneously; how many inclusions of species as kind; how many relations of cause and effect, of ends to means; and I never found a number higher than four. And yet, this number four corresponded to an exceptional mental effort, which I obtained only rarely. The thought of an idiot stopped at one, and the ordinary thought of most people goes up to two, sometimes three, very rarely to four.

You're not a failure uncle," he said, the words awkward and insufficient in his mouth. "It's only that we don't feel safe. A game has a reset button. You have infinite chances for success. Real life is awfully permanent compared to that, and a lot of religious people make it seem even more permanent-one step the wrong way, one sin too many, and it's the fiery furnace for you. Beware. And then at the same time, you ask us to love the God who has this terrible sword hanging over our necks. It's very confusing." "Ah," said Sheikh Bilal, looking melancholy, "but that's the point. What is more terrifying than love? How can one not be overwhelmed by the majesty of a creator who gives and destroys life in equal measure, with breathtaking swiftness? You look at all the swelling rose hips in the garden that will wither and die without ever germinating and it seems a miracle that you are alive at all. What would one not do to acknowledge that miracle in some way?

You perform at your highest potential only when you are focusing on the most valuable use of your time. This is the key to personal and business success. It is the central issue in personal efficiency and time management. You must always be asking yourself, What is the most valuable use of my time right now? Discipline yourself to work exclusively on the one task that, at any given time, is the answer to this question. Keep yourself on track and focused on your most important responsibilities by asking yourself, over and over, What is the most valuable use of my time right now? How you can apply this law immediately: 1. Remember that you can do only one thing at a time. Stop and think before you begin. Be sure that the task you do is the highest-value use of your time. Remind yourself that anything else you do while your most important task remains undone is a relative waste of time. 2. Be clear about the most valuable work that you do for your organization. Whatever it is, resolve to concentrate on doing that specific task before anything else. Why are you on the payroll? What specific, tangible, measurable results are expected of you? And of all the different results you are capable of achieving, which are the most important to your career at this moment? Whatever the answer, this is where you must focus your energies, and nowhere else.

Our challenges, including those we create by our own decisions, are part of our test in mortality. Let me assure you that your situation is not beyond the reach of our Savior. Through Him, every struggle can be for our experience and our good (see D&C 122:7). Each temptation we overcome is to strengthen us, not destroy us. The Lord will never allow us to suffer beyond what we can endure (see 1 Corinthians 10:13). We must remember that the adversary knows us extremely well. He knows where, when, and how to tempt us. If we are obedient to the promptings of the Holy Ghost, we can learn to recognize the adversary’s enticements. Before we yield to temptation, we must learn to say with unflinching resolve, “Get thee behind me, Satan” (Matthew 16:23). Our success is never measured by how strongly we are tempted but by how faithfully we respond. We must ask for help from our Heavenly Father and seek strength through the Atonement of His Son, Jesus Christ. In both temporal and spiritual things, obtaining this divine assistance enables us to become provident providers for ourselves and others.

I objected anytime a student was automatically dismissed for having a B on a transcript or for having gone to a less prestigious undergraduate program. If we were serious about bringing in minority lawyers, I asserted, we’d have to look more holistically at candidates. We’d need to think about how they’d used whatever opportunities life had afforded them rather than measuring them simply by how far they’d made it up an elitist academic ladder. The point wasn’t to lower the firm’s high standards: It was to realize that by sticking with the most rigid and old-school way of evaluating a new lawyer’s potential, we were overlooking all sorts of people who could contribute to the firm’s success. We needed to interview more students, in other words, before writing them off.

I think that, like species, languages will form evolutionary trees, with dead-ends branching off all over. We can see this happening already. Cobol, for all its sometime popularity, does not seem to have any intellectual descendants. It is an evolutionary dead-end — a Neanderthal language. I predict a similar fate for Java. People sometimes send me mail saying, “How can you say that Java won’t turn out to be a successful language? It’s already a successful language.” And I admit that it is, if you measure success by shelf space taken up by books on it, or by the number of undergrads who believe they have to learn it to get a job. When I say Java won’t turn out to be a successful language, I mean something more specific: that Java will turn out to be an evolutionary dead-end, like Cobol.

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

the pervasive element in our two-thousand-year pastoral tradition is not someone who “gets things done” but rather the person placed in the community to pay attention and call attention to “what is going on right now” between men and women, with one another and with God—this kingdom of God that is primarily local, relentlessly personal, and prayerful “without ceasing.” I want to give witness to this way of understanding pastor, a way that can’t be measured or counted, and often isn’t even noticed. I didn’t notice for a long time. I would like to provide dignity to this essentially modest and often obscure way of life in the kingdom of God. Along the way, I want to insist that there is no blueprint on file for becoming a pastor. In becoming one, I have found that it is a most context-specific way of life: the pastor’s emotional life, family life, experience in the faith, and aptitudes worked out in an actual congregation in the neighborhood in which she or he lives—these people just as they are, in this place. No copying. No trying to be successful. The ways in which the vocation of pastor is conceived, develops, and comes to birth is unique to each pastor. The only modifier I can think of that might be useful in honoring the ambiguity and mystery involved in the working life of the pastor is “maybe.” Anne Tyler a few years ago wrote a novel with the title Saint Maybe. How about Pastor Maybe? That would serve both as a disclaimer to expertise (that if we could just copy the right model, we would have it down) and a ready reminder of the unavoidable ambiguity involved in this vocation. Pastor Maybe: given the loss of cultural and ecclesiastical consensus on how to live this life, none of us is sure of what we are doing much of the time, only maybe.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

Basically, when you get to my age, you'll really measure your success in life by how many of the people you want to have love you actually do love you. I know people who have a lot of money, and they get testimonial dinners and they get hospital wings named after them. But the truth is that nobody in the world loves them. If you get to my age in life and nobody thinks well of you, I don't care how big your bank account is, your life is a disaster. That's the ultimate test of how you have lived your life. The trouble with love it that you can't buy it. You can buy sex. You can buy testimonial dinners. You can buy pamphlets that say how wonderful you are. But the only way to get love is to be lovable. It's very irritating if you have a lot of money. You'd like to think you could write a check: I'll buy a million dollars' worth of love. But it doesn't work that way. The more you give love away, the more you get." — Warren Buffett

Galen slides into his desk, unsettled by the way the sturdy blond boy talking to Emma casually rests his arm on the back of her seat. "Good morning," Galen says, leaning over to wrap his arms around her, nearly pulling her from the chair. He even rests his cheek against hers for good measure. "Good morning...er, Mark, isn't it?" he says, careful to keep his voice pleasant. Still, he glances meaningfully at the masculine arm still lining the back of Emma's seat, almost touching her. To his credit-and safety-Mark eases the offending limb back to his own desk, offering Emma a lazy smile full of strikingly white teeth. "You and Forza, huh? Did you clear that with his groupies?" She laughs and gently pries Galen's arms off her. Out of the corner of his eye, he sees the eruption of pink spreading like spilled paint over her face. She's not used to dating him yet. Until about ten minutes ago, he wasn't used to it either. Now though, with the way Mark eyes her like a tasty shellfish, playing the role of Emma's boyfriend feels all too natural. The bell rings, saving Emma from a reply and saving Mark thousands of dollars in hospital bills. Emma shoots Galen a withering look, which he deflects with that he hopes is an enchanting grin. He measures his success by the way her blush deepens but stops short when he notices the dark circles under her eyes. She didn't sleep last night. Not that he thought she would. She'd been quiet on the flight home from Destin two nights ago. He didn't pressure her to talk about it with him, mostly because he didn't know what to say once the conversation got started. So many times, he's started to assure her that he doesn't see her as an abomination, but it seems wrong to say it out loud. Like he's willfully disagreeing with the law. But how could those delicious-looking lips and those huge violet eyes be considered an abomination? What's even crazier is that not only does he not consider her an abomination, the fact that she could be a Half-Breed ignited a hope in him he's got no right to feel: Grom would never mate with a half human. At least, Galen doesn't think he would. He glances at Emma, whose silky eyelids don't even flutter in her state of light sleep. When he clears his throat, she startles. "Thank you," she mouths to him as she picks her pencil back up, using the eraser to trace the lines in her textbook as she reads. He acknowledges with a nod. He doesn't want to leave her like this, anxious and tense and out of place in her own beautiful skin.

For half the young men, that was it. They were the control group. For the other half, there was a catch. As they walked down the hallway with their questionnaire, a man—a confederate of the experimenters—walked past them and pulled out a drawer in one of the filing cabinets. The already narrow hallway now became even narrower. As the young men tried to squeeze by, the confederate looked up, annoyed. He slammed the filing cabinet drawer shut, jostled the young men with his shoulder, and, in a low but audible voice, said the trigger word: “Asshole.” Cohen and Nisbett wanted to measure, as precisely as possible, what being called that word meant. They looked at the faces of their subjects and rated how much anger they saw. They shook the young men’s hands to see if their grip was firmer than usual. They took saliva samples from the students, both before and after the insult, to see if being called an asshole caused their levels of testosterone and cortisol—the hormones that drive arousal and aggression—to go up. Finally they asked the students to read the following story and supply a conclusion: It had only been about twenty minutes since they had arrived at the party when Jill pulled Steve aside, obviously bothered about something. “What’s wrong?” asked Steve. “It’s Larry. I mean, he knows that you and I are engaged, but he’s already made two passes at me tonight.” Jill walked back into the crowd, and Steve decided to keep his eye on Larry. Sure enough, within five minutes, Larry was reaching over and trying to kiss Jill. If you’ve been insulted, are you more likely to imagine Steve doing something violent to Larry?

To the enormous majority of persons who risk themselves in literature, not even the smallest measure of success can fall. They had better take to some other profession as quickly as may be, they are only making a sure thing of disappointment, only crowding the narrow gates of fortune and fame. Yet there are others to whom success, though easily within their reach, does not seem a thing to be grasped at. Of two such, the pathetic story may be read, in the Memoir of A Scotch Probationer, Mr. Thomas Davidson, who died young, an unplaced Minister of the United Presbyterian Church, in 1869. He died young, unaccepted by the world, unheard of, uncomplaining, soon after writing his latest song on the first grey hairs of the lady whom he loved. And she, Miss Alison Dunlop, died also, a year ago, leaving a little work newly published, Anent Old Edinburgh, in which is briefly told the story of her life. There can hardly be a true tale more brave and honourable, for those two were eminently qualified to shine, with a clear and modest radiance, in letters. Both had a touch of poetry, Mr. Davidson left a few genuine poems, both had humour, knowledge, patience, industry, and literary conscientiousness. No success came to them, they did not even seek it, though it was easily within the reach of their powers. Yet none can call them failures, leaving, as they did, the fragrance of honourable and uncomplaining lives, and such brief records of these as to delight, and console and encourage us all. They bequeath to us the spectacle of a real triumph far beyond the petty gains of money or of applause, the spectacle of lives made happy by literature, unvexed by notoriety, unfretted by envy. What we call success could never have yielded them so much, for the ways of authorship are dusty and stony, and the stones are only too handy for throwing at the few that, deservedly or undeservedly, make a name, and therewith about one-tenth of the wealth which is ungrudged to physicians, or barristers, or stock-brokers, or dentists, or electricians. If literature and occupation with letters were not its own reward, truly they who seem to succeed might envy those who fail. It is not wealth that they win, as fortunate men in other professions count wealth; it is not rank nor fashion that come to their call nor come to call on them. Their success is to be let dwell with their own fancies, or with the imaginations of others far greater than themselves; their success is this living in fantasy, a little remote from the hubbub and the contests of the world. At the best they will be vexed by curious eyes and idle tongues, at the best they will die not rich in this world’s goods, yet not unconsoled by the friendships which they win among men and women whose faces they will never see. They may well be content, and thrice content, with their lot, yet it is not a lot which should provoke envy, nor be coveted by ambition.

This was a golden age, in which we solved most of the major problems in black hole theory even before there was any observational evidence for black holes. In fact, we were so successful with the classical general theory of relativity that I was at a bit of a loose end in 1973 after the publication with George Ellis of our book The Large Scale Structure of Space–Time. My work with Penrose had shown that general relativity broke down at singularities, so the obvious next step would be to combine general relativity—the theory of the very large—with quantum theory—the theory of the very small. In particular, I wondered, can one have atoms in which the nucleus is a tiny primordial black hole, formed in the early universe? My investigations revealed a deep and previously unsuspected relationship between gravity and thermodynamics, the science of heat, and resolved a paradox that had been argued over for thirty years without much progress: how could the radiation left over from a shrinking black hole carry all of the information about what made the black hole? I discovered that information is not lost, but it is not returned in a useful way—like burning an encyclopedia but retaining the smoke and ashes. To answer this, I studied how quantum fields or particles would scatter off a black hole. I was expecting that part of an incident wave would be absorbed, and the remainder scattered. But to my great surprise I found there seemed to be emission from the black hole itself. At first, I thought this must be a mistake in my calculation. But what persuaded me that it was real was that the emission was exactly what was required to identify the area of the horizon with the entropy of a black hole. This entropy, a measure of the disorder of a system, is summed up in this simple formula which expresses the entropy in terms of the area of the horizon, and the three fundamental constants of nature, c, the speed of light, G, Newton’s constant of gravitation, and ħ, Planck’s constant. The emission of this thermal radiation from the black hole is now called Hawking radiation and I’m proud to have discovered it.

Your career is likely to bear more resemblance to that of a writer than that of an athlete or painter. You should look ahead to your forties as the time when you will be at your peak of creativity, technical proficiency, and energy, and also have enough phronesis to realize your potential. The more your field depends on good judgment that comes only from experience, the longer you can expect to sustain a high level of performance into your fifties and sixties. To put it another way: Even if you wait as late as thirty to start accumulating the fifty thousand chunks of expertise, you will still have completed that apprenticeship when you approach the peak of your other powers in your forties. So push out your time horizon and don’t get frustrated if what you hoped would be a meteoric rise proves to be more measured. You’re not failing; you’re getting better at your craft and can reasonably aspire to master it one day. In the meantime, consult Wikipedia to check on the lives of those who became conspicuously successful at a young age. Ted Sorenson? After JFK was assassinated, he had a financially successful career as an attorney and remained a participant in politics, but, like sports heroes, rock stars, and pure mathematicians, he had to turn forty knowing that his most exciting professional years were behind him. How sad. And how happy you should be that you aren’t going to be a famous presidential aide at thirty-two.

Peter’s Laws™ The Creed of the Persistent and Passionate Mind 1. If anything can go wrong, fix it! (To hell with Murphy!) 2. When given a choice—take both! 3. Multiple projects lead to multiple successes. 4. Start at the top, then work your way up. 5. Do it by the book . . . but be the author! 6. When forced to compromise, ask for more. 7. If you can’t win, change the rules. 8. If you can’t change the rules, then ignore them. 9. Perfection is not optional. 10. When faced without a challenge—make one. 11. No simply means begin one level higher. 12. Don’t walk when you can run. 13. When in doubt: THINK! 14. Patience is a virtue, but persistence to the point of success is a blessing. 15. The squeaky wheel gets replaced. 16. The faster you move, the slower time passes, the longer you live. 17. The best way to predict the future is to create it yourself! 18. The ratio of something to nothing is infinite. 19. You get what you incentivize. 20. If you think it is impossible, then it is for you. 21. An expert is someone who can tell you exactly how something can’t be done. 22. The day before something is a breakthrough, it’s a crazy idea. 23. If it was easy, it would have been done already. 24. Without a target you’ll miss it every time. 25. Fail early, fail often, fail forward! 26. If you can’t measure it, you can’t improve it. 27. The world’s most precious resource is the persistent and passionate human mind. 28. Bureaucracy is an obstacle to be conquered with persistence, confidence, and a bulldozer when necessary.

Princess Cookie’s cognitive pathways may have required a more comprehensive analysis. He knew that it was possible to employ certain progressive methods of neural interface, but he felt somewhat apprehensive about implementing them, for fear of the risks involved and of the limited returns such tactics might yield. For instance, it would be a particularly wasteful endeavor if, for the sake of exhausting every last option available, he were even to go so far as resorting to invasive Ontological Neurospelunkery, for this unorthodox process would only prove to be the cerebral equivalent of tracking a creature one was not even sure existed: surely one could happen upon some new species deep in the caverns somewhere and assume it to be the goal of one’s trek, but then there was a certain idiocy to this notion, as one would never be sure this newfound entity should prove to be what one wished it to be; taken further, this very need to find something, to begin with, would only lead one to clamber more deeply inward along rigorous paths and over unsteady terrain, the entirety of which could only be traversed with the arrogant resolve of someone who has already determined, with a misplaced sense of pride in his own assumptions, that he was undoubtedly making headway in a direction worthwhile. And assuming still that this process was the only viable option available, and further assuming that Morell could manage to find a way to track down the beast lingering ostensibly inside of Princess Cookie, what was he then to do with it? Exorcise the thing? Reason with it? Negotiate maybe? How? Could one hope to impose terms and conditions upon the behavior of something tracked and captured in the wilds of the intellect? The thought was a bizarre one and the prospect of achieving success with it unlikely. Perhaps, it would be enough to track the beast, but also to let it live according to its own inclinations inside of her. This would seem a more agreeable proposition. Unfortunately, however, the possibility still remained that there was no beast at all, but that the aberration plaguing her consciousness was merely a side effect of some divine, yet misunderstood purpose with which she had been imbued by the Almighty Lord Himself. She could very well have been functioning on a spiritual plane far beyond Morell’s ability to grasp, which, of course, seared any scrutiny leveled against her with the indelible brand of blasphemy. To say the least, the fear of Godly reprisal which this brand was sure to summon up only served to make the prospect of engaging in such measures as invasive Ontological Neurospelunkery seem both risky and wasteful. And thus, it was a nonstarter.

Keeping a new church outwardly focused from the beginning is much easier than trying to refocus an inwardly concerned church. In order to plant a successful church, you have to know that you know that you are undeniably called by God. The call to start a new church plant is not the same as the call to serve in an existing church or work in a ministry-related organization. You may be the greatest preacher this side of Billy Graham but still not be called to start a church. If you think you may have allowed an improper reason, voice or emotion to lead you to the idea of starting a new church, back away now. Spend some more time with God. You don’t want to move forward on a hunch or because you feel “pretty sure” that you should be planting a church. You have to be completely certain. “You’re afraid? So what. Everybody’s afraid. Fear is the common ground of humanity. The question you must wrestle to the ground is, ‘Will I allow my fear to bind me to mediocrity?’” When you think of a people group that you might be called to reach, does your heart break for them? If so, you may want to consider whether God is specifically calling you to reach that group for His kingdom. Is your calling clear? Has your calling been confirmed by others? Are you humbled by the call? Have you acted on your call? Do you know for certain that God has called you to start a new church? Nail it down. When exactly were you called? What were the circumstances surrounding your call? How did it match up with the sources of proper calling? Do you recognize the four specific calls in your calling? How? How does your call measure up to biblical characteristics? What is the emerging vision that God is giving you with this call? As your dependence on God grows, so will your church. One of the most common mistakes that enthusiastic and well-meaning church starters make is to move to a new location and start trying to reach people without thinking through even a short-term strategy. Don’t begin until you count the cost. why would you even consider starting a church (the only institution Jesus left behind and the only one that will last forever) without first developing a God-infused, specific, winning strategy? There are two types of pain: the pain of front-end discipline and the pain of back-end regret. With the question of strategy development, you get to choose which pain you’d rather live with. Basically, a purpose, mission and vision statement provides guiding principles that describe what God has called you to do (mission), how you will do it (purpose) and what it will look like when you get it done (vision). Keep your statement simple. Be as precise as possible. Core values are the filter through which you fulfill your strategy. These are important, because your entire strategy will be created and implemented in such a way as to bring your core values to life. Your strategic aim will serve as the beacon that guides the rest of your strategy. It is the initial purpose for which you are writing your strategy. He will not send more people to you than you are ready to receive. So what can you do? The same thing Dr. Graham does. Prepare in a way that enables God to open the floodgates into your church. If you are truly ready, He will send people your way. If you do the work we’ve described in this chapter, you’ll be able to build your new church on a strong base of God-breathed preparation. You’ll know where you are, where you’re going and how you are going to get there. You’ll be standing in the rain with a huge bucket, ready to take in the deluge. However, if you don’t think through your strategy, write it down and then implement it, you’ll be like the man who stands in the rainstorm with a Dixie cup. You’ll be completely unprepared to capture what God is pouring out. The choice is yours!

Simonton finds that on average, creative geniuses weren’t qualitatively better in their fields than their peers. They simply produced a greater volume of work, which gave them more variation and a higher chance of originality. “The odds of producing an influential or successful idea,” Simonton notes, are “a positive function of the total number of ideas generated.” Consider Shakespeare: we’re most familiar with a small number of his classics, forgetting that in the span of two decades, he produced 37 plays and 154 sonnets. Simonton tracked the popularity of Shakespeare’s plays, measuring how often they’re performed and how widely they’re praised by experts and critics. In the same five-year window that Shakespeare produced three of his five most popular works—Macbeth, King Lear, and Othello—he also churned out the comparatively average Timon of Athens and All’s Well That Ends Well, both of which rank among the worst of his plays and have been consistently slammed for unpolished prose and incomplete plot and character development. In every field, even the most eminent creators typically produce a large quantity of work that’s technically sound but considered unremarkable by experts and audiences. When the London Philharmonic Orchestra chose the 50 greatest pieces of classical music, the list included six pieces by Mozart, five by Beethoven, and three by Bach. To generate a handful of masterworks, Mozart composed more than 600 pieces before his death at thirty-five, Beethoven produced 650 in his lifetime, and Bach wrote over a thousand. In a study of over 15,000 classical music compositions, the more pieces a composer produced in a given five-year window, the greater the spike in the odds of a hit. Picasso’s oeuvre includes more than 1,800 paintings, 1,200 sculptures, 2,800 ceramics, and 12,000 drawings, not to mention prints, rugs, and tapestries—only a fraction of which have garnered acclaim. In poetry, when we recite Maya Angelou’s classic poem “Still I Rise,” we tend to forget that she wrote 165 others; we remember her moving memoir I Know Why the Caged Bird Sings and pay less attention to her other 6 autobiographies. In science, Einstein wrote papers on general and special relativity that transformed physics, but many of his 248 publications had minimal impact. If you want to be original, “the most important possible thing you could do,” says Ira Glass, the producer of This American Life and the podcast Serial, “is do a lot of work. Do a huge volume of work.” Across fields, Simonton reports that the most prolific people not only have the highest originality; they also generate their most original output during the periods in which they produce the largest volume.* Between the ages of thirty and thirty-five, Edison pioneered the lightbulb, the phonograph, and the carbon telephone. But during that period, he filed well over one hundred patents for other inventions as diverse as stencil pens, a fruit preservation technique, and a way of using magnets to mine iron ore—and designed a creepy talking doll. “Those periods in which the most minor products appear tend to be the same periods in which the most major works appear,” Simonton notes. Edison’s “1,093 patents notwithstanding, the number of truly superlative creative achievements can probably be counted on the fingers of one hand.

Creating “Correct” Children in the Classroom One of the most popular discipline programs in American schools is called Assertive Discipline. It teaches teachers to inflict the old “obey or suffer” method of control on students. Here you disguise the threat of punishment by calling it a choice the child is making. As in, “You have a choice, you can either finish your homework or miss the outing this weekend.” Then when the child chooses to try to protect his dignity against this form of terrorism, by refusing to do his homework, you tell him he has chosen his logical, natural consequence of being excluded from the outing. Putting it this way helps the parent or teacher mitigate against the bad feelings and guilt that would otherwise arise to tell the adult that they are operating outside the principles of compassionate relating. This insidious method is even worse than outand-out punishing, where you can at least rebel against your punisher. The use of this mind game teaches the child the false, crazy-making belief that they wanted something bad or painful to happen to them. These programs also have the stated intention of getting the child to be angry with himself for making a poor choice. In this smoke and mirrors game, the children are “causing” everything to happen and the teachers are the puppets of the children’s choices. The only ones who are not taking responsibility for their actions are the adults. Another popular coercive strategy is to use “peer pressure” to create compliance. For instance, a teacher tells her class that if anyone misbehaves then they all won’t get their pizza party. What a great way to turn children against each other. All this is done to help (translation: compel) children to behave themselves. But of course they are not behaving themselves: they are being “behaved” by the adults. Well-meaning teachers and parents try to teach children to be motivated (translation: do boring or aversive stuff without questioning why), responsible (translation: thoughtless conformity to the house rules) people. When surveys are conducted in which fourth-graders are asked what being good means, over 90% answer “being quiet.” And when teachers are asked what happens in a successful classroom, the answer is, “the teacher is able to keep the students on task” (translation: in line, doing what they are told). Consulting firms measuring teacher competence consider this a major criterion of teacher effectiveness. In other words if the students are quietly doing what they were told the teacher is evaluated as good. However my understanding of ‘real learning’ with twenty to forty children is that it is quite naturally a bit noisy and messy. Otherwise children are just playing a nice game of school, based on indoctrination and little integrated retained education. Both punishments and rewards foster a preoccupation with a narrow egocentric self-interest that undermines good values. All little Johnny is thinking about is “How much will you give me if I do X? How can I avoid getting punished if I do Y? What do they want me to do and what happens to me if I don’t do it?” Instead we could teach him to ask, “What kind of person do I want to be and what kind of community do I want to help make?” And Mom is thinking “You didn’t do what I wanted, so now I’m going to make something unpleasant happen to you, for your own good to help you fit into our (dominance/submission based) society.” This contributes to a culture of coercion and prevents a community of compassion. And as we are learning on the global level with our war on terrorism, as you use your energy and resources to punish people you run out of energy and resources to protect people. And even if children look well-behaved, they are not behaving themselves They are being behaved by controlling parents and teachers.