Idea Without Execution Quotes

Have you ever thought what a God would be like who actually ordained and executed the cruelty that is in [the biblical Book of Revelation]? A holocaust of mankind. Yet so many of these Bible-men accept the idea without a second thought.

Ideas are worthless without the execution; execution is pointless without the ideas.

Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31

When I walk into [the studio] I am alone, but I am alone with my body, ambition, ideas, passions, needs, memories, goals, prejudices, distractions, fears. These ten items are at the heart of who I am. Whatever I am going to create will be a reflection of how these have shaped my life, and how I've learned to channel my experiences into them. The last two -- distractions and fears -- are the dangerous ones. They're the habitual demons that invade the launch of any project. No one starts a creative endeavor without a certain amount of fear; the key is to learn how to keep free-floating fears from paralyzing you before you've begun. When I feel that sense of dread, I try to make it as specific as possible. Let me tell you my five big fears: 1. People will laugh at me. 2. Someone has done it before. 3. I have nothing to say. 4. I will upset someone I love. 5. Once executed, the idea will never be as good as it is in my mind. "There are mighty demons, but they're hardly unique to me. You probably share some. If I let them, they'll shut down my impulses ('No, you can't do that') and perhaps turn off the spigots of creativity altogether. So I combat my fears with a staring-down ritual, like a boxer looking his opponent right in the eye before a bout. 1. People will laugh at me? Not the people I respect; they haven't yet, and they're not going to start now.... 2. Someone has done it before? Honey, it's all been done before. Nothing's original. Not Homer or Shakespeare and certainly not you. Get over yourself. 3. I have nothing to say? An irrelevant fear. We all have something to say. 4. I will upset someone I love? A serious worry that is not easily exorcised or stared down because you never know how loved ones will respond to your creation. The best you can do is remind yourself that you're a good person with good intentions. You're trying to create unity, not discord. 5. Once executed, the idea will never be as good as it is in my mind? Toughen up. Leon Battista Alberti, the 15th century architectural theorist, said, 'Errors accumulate in the sketch and compound in the model.' But better an imperfect dome in Florence than cathedrals in the clouds.

How I could make myself understand. The restlessness, the anxiety within me. The feeling of incompleteness and dissatisfaction, my frustration with my inability to execute my ideas on the page, either in words or in song. I could not catch my own mind, my thoughts racing past in a blur, like fingers rushing through sixteenth notes without regard to tempo.

You would think that this would be whether the entrepreneur’s idea is actually a good one. But finding a good idea is apparently not all that hard. Finding an entrepreneur who can execute a good idea is a different matter entirely. One needs a person who can take an idea from proposal to reality, work the long hours, build a team, handle the pressures and setbacks, manage technical and people problems alike, and stick with the effort for years on end without getting distracted or going insane. Such people are rare and extremely hard to spot.

Ideas are meaningless without a masterful execution.

These ideas can be made more concrete with a parable, which I borrow from John Fowles’s wonderful novel, The Magus. Conchis, the principle character in the novel, finds himself Mayor of his home town in Greece when the Nazi occupation begins. One day, three Communist partisans who recently killed some German soldiers are caught. The Nazi commandant gives Conchis, as Mayor, a choice — either Conchis will execute the three partisans himself to set an example of loyalty to the new regime, or the Nazis will execute every male in the town. Should Conchis act as a collaborator with the Nazis and take on himself the direct guilt of killing three men? Or should he refuse and, by default, be responsible for the killing of over 300 men? I often use this moral riddle to determine the degree to which people are hypnotized by Ideology. The totally hypnotized, of course, have an answer at once; they know beyond doubt what is correct, because they have memorized the Rule Book. It doesn’t matter whose Rule Book they rely on — Ayn Rand’s or Joan Baez’s or the Pope’s or Lenin’s or Elephant Doody Comix — the hypnosis is indicated by lack of pause for thought, feeling and evaluation. The response is immediate because it is because mechanical. Those who are not totally hypnotized—those who have some awareness of concrete events of sensory space-time, outside their heads— find the problem terrible and terrifying and admit they don’t know any 'correct' answer. I don’t know the 'correct' answer either, and I doubt that there is one. The universe may not contain 'right' and 'wrong' answers to everything just because Ideologists want to have 'right' and 'wrong' answers in all cases, anymore than it provides hot and cold running water before humans start tinkering with it. I feel sure that, for those awakened from hypnosis, every hour of every day presents choices that are just as puzzling (although fortunately not as monstrous) as this parable. That is why it appears a terrible burden to be aware of who you are, where you are, and what is going on around you, and why most people would prefer to retreat into Ideology, abstraction, myth and self-hypnosis. To come out of our heads, then, also means to come to our senses, literally—to live with awareness of the bottle of beer on the table and the bleeding body in the street. Without polemic intent, I think this involves waking from hypnosis in a very literal sense. Only one individual can do it at a time, and nobody else can do it for you. You have to do it all alone.

Of a real, true contract, on whatsoever subject, there is no vestige in Rousseau's book. To give an exact idea of his theory, I cannot do better than compare it with a commercial agreement, in which the names of the parties, the nature and value of the goods, products and services involved, the conditions of quality, delivery, price, reimbursement, everything in fact which constitutes the material of contracts, is omitted, and nothing is mentioned but penalties and jurisdictions. "Indeed, Citizen of Geneva, you talk well. But before holding forth about the sovereign and the prince, about the policeman and the judge, tell me first what is my share of the bargain? What? You expect me to sign an agreement in virtue of which I may be prosecuted for a thousand transgressions, by municipal, rural, river and forest police, handed over to tribunals, judged, condemned for damage, cheating, swindling, theft, bankruptcy, robbery, disobedience to the laws of the State, offence to public morals, vagabondage,--and in this agreement I find not a word of either my rights or my obligations, I find only penalties! "But every penalty no doubt presupposes a duty, and every duty corresponds to a right. Where then in your agreement are my rights and duties? What have I promised to my fellow citizens? What have they promised to me? Show it to me, for without that, your penalties are but excesses of power, your law-controlled State a flagrant usurpation, your police, your judgment and your executions so many abuses. You who have so well denied property, who have impeached so eloquently the inequality of conditions among men, what dignity, what heritage, have you for me in your republic, that you should claim the right to judge me, to imprison me, to take my life and honor? Perfidious declaimer, have you inveighed so loudly against exploiters and tyrants, only to deliver me to them without defence?

What Ibarra calls the “ plan-and-implement” model—the idea that we should first make a long-term plan and execute without deviation, as opposed to the “ test-and-learn” model—is entrenched in depictions of geniuses. Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image.

The idea...that our professional military men and women train for years without knowing whether they will ever have to actually carry out their missions to the fullest extent of their abilities is the very heart of what service is all about. Heroes aren't designated in advance. Everyone must always be ready to execute. In my experience, it's always the greatest heroes who claim they never did anything beyond what any of their buddies would have done in the same situation. Our training and our culture breed that response into us all, no matter what war we were part of. You train yourself to a standard and thereby make yourself interchangeable with others who share the same standard. And that gives everyone an equal claim to the pride that goes with having served your country.

He wanted suddenly to stand up and shout, telling them that he had killed a rich white girl, a girl whose family was known to all of them. Yes; if he did that a look of startled horror would come over their faces. But, no. He would not do that, even though the satisfaction would be keen. He was so greatly outnumbered that he would be arrested, tried, and executed. He wanted the keen thrill of startling them, but felt that the cost was too great. He wished that he had the power to say what he had done without fear of being arrested; he wished that he could be an idea in their minds; that his black face and the image of smothering Mary and cutting off her head and burning her could hover before their eyes as a terrible picture of reality which they could see and feel and yet not destroy. He was not satisfied with the way things stood now; he was a man who had come in sight of a goal, then had won it, and in winning it had seen just within his grasp another goal, higher, greater. He had learned to shout and had shouted and no ear had heard him (114).

The Oscar-nominated documentary The Act of Killing tells the story of the gangster leaders who carried out anti-communist purges in Indonesia in 1965 to usher in the regime of Suharto. The film’s hook, which makes it compelling and accessible, is that the filmmakers get Anwar —one of the death-squad leaders, who murdered around a thousand communists using a wire rope—and his acolytes to reenact the killings and events around them on film in a variety of genres of their choosing. In the film’s most memorable sequence, Anwar—who is old now and actually really likable, a bit like Nelson Mandela, all soft and wrinkly with nice, fuzzy gray hair—for the purposes of a scene plays the role of a victim in one of the murders that he in real life carried out. A little way into it, he gets a bit tearful and distressed and, when discussing it with the filmmaker on camera in the next scene, reveals that he found the scene upsetting. The offcamera director asks the poignant question, “What do you think your victims must’ve felt like?” and Anwar initially almost fails to see the connection. Eventually, when the bloody obvious correlation hits him, he thinks it unlikely that his victims were as upset as he was, because he was “really” upset. The director, pressing the film’s point home, says, “Yeah but it must’ve been worse for them, because we were just pretending; for them it was real.” Evidently at this point the reality of the cruelty he has inflicted hits Anwar, because when they return to the concrete garden where the executions had taken place years before, he, on camera, begins to violently gag. This makes incredible viewing, as this literally visceral ejection of his self and sickness at his previous actions is a vivid catharsis. He gagged at what he’d done. After watching the film, I thought—as did probably everyone who saw it—how can people carry out violent murders by the thousand without it ever occurring to them that it is causing suffering? Surely someone with piano wire round their neck, being asphyxiated, must give off some recognizable signs? Like going “ouch” or “stop” or having blood come out of their throats while twitching and spluttering into perpetual slumber? What it must be is that in order to carry out that kind of brutal murder, you have to disengage with the empathetic aspect of your nature and cultivate an idea of the victim as different, inferior, and subhuman. The only way to understand how such inhumane behavior could be unthinkingly conducted is to look for comparable examples from our own lives. Our attitude to homelessness is apposite here. It isn’t difficult to envisage a species like us, only slightly more evolved, being universally appalled by our acceptance of homelessness. “What? You had sufficient housing, it cost less money to house them, and you just ignored the problem?” They’d be as astonished by our indifference as we are by the disconnected cruelty of Anwar.

truly nimble organizations dare to create clarity at all times, even when they are not completely certain about whether it is correct. And if they later see a need to change course, they do so without hesitation or apology, and thus create clarity around the new idea or answer.

Political calculation and local suffering do not entirely explain the participation in these pogroms. Violence against Jews served to bring the Germans and elements of the local non-Jewish populations closer together. Anger was directed, as the Germans wished, toward the Jews, rather than against collaborators with the Soviet regime as such. People who reacted to the Germans' urging knew that they were pleasing their new masters, whether or not they believed that the Jews were responsible for their own woes. By their actions they were confirming the Nazi worldview. The act of killing Jews as revenge for NKVD executions confirmed the Nazi understanding of the Soviet Union as a Jewish state. Violence against Jews also allowed local Estonians, Latvian, Lithuanians, Ukrainians, Belarusians, and Poles who had themselves cooperated with the Soviet regime to escape any such taint. The idea that only Jews served communists was convenient not just for the occupiers but for some of the occupied as well. Yet this psychic nazification would have been much more difficult without the palpable evidence of Soviet atrocities. The pogroms took place where the Soviets had recently arrived and where Soviet power was recently installed, where for the previous months Soviet organs of coercion had organized arrests, executions, and deportations. They were a joint production, a Nazi edition of a Soviet text. P. 196

At the end of the vacation, I took a steamer alone from Wuhan back up through the Yangtze Gorges. The journey took three days. One morning, as I was leaning over the side, a gust of wind blew my hair loose and my hairpin fell into the river. A passenger with whom I had been chatting pointed to a tributary which joined the Yangtze just where we were passing, and told me a story.In 33 B.C., the emperor of China, in an attempt to appease the country's powerful northern neighbors, the Huns, decided to send a woman to marry the barbarian king. He made his selection from the portraits of the 3,000 concubines in his court, many of whom he had never seen. As she was for a barbarian, he selected the ugliest portrait, but on the day of her departure he discovered that the woman was in fact extremely beautiful. Her portrait was ugly because she had refused to bribe the court painter. The emperor ordered the artist to be executed, while the lady wept, sitting by a river, at having to leave her country to live among the barbarians. The wind carried away her hairpin and dropped it into the river as though it wanted to keep something of hers in her homeland. Later on, she killed herself. Legend had it that where her hairpin dropped, the river turned crystal clear, and became known as the Crystal River. My fellow passenger told me this was the tributary we were passing. With a grin, he declared: "Ah, bad omen! You might end up living in a foreign land and marrying a barbarian!" I smiled faintly at the traditional Chinese obsession about other races being 'barbarians," and wondered whether this lady of antiquity might not actually have been better off marrying the 'barbarian' king. She would at least be in daily contact with the grassland, the horses, and nature. With the Chinese emperor, she was living in a luxurious prison, without even a proper tree, which might enable the concubines to climb a wall and escape. I thought how we were like the frogs at the bottom of the well in the Chinese legend, who claimed that the sky was only as big as the round opening at the top of their well. I felt an intense and urgent desire to see the world. At the time I had never spoken with a foreigner, even though I was twenty-three, and had been an English language student for nearly two years. The only foreigners I had ever even set eyes on had been in Peking in 1972. A foreigner, one of the few 'friends of China," had come to my university once. It was a hot summer day and I was having a nap when a fellow student burst into our room and woke us all by shrieking: "A foreigner is here! Let's go and look at the foreigner!" Some of the others went, but I decided to stay and continue my snooze. I found the whole idea of gazing, zombie like rather ridiculous. Anyway, what was the point of staring if we were forbidden to open our mouths to him, even though he was a 'friend of China'? I had never even heard a foreigner speaking, except on one single Linguaphone record. When I started learning the language, I had borrowed the record and a phonograph, and listened to it at home in Meteorite Street. Some neighbors gathered in the courtyard, and said with their eyes wide open and their heads shaking, "What funny sounds!" They asked me to play the record over and over again.

The idea of an earthly paradise in which men should live together in a state of brotherhood, without laws and without brute labor, had haunted the human imagination for thousands of years. And this vision had had a certain hold even on the groups who actually profited by each historic change. The heirs of the French, English, and American revolutions had partly believed in their own phrases about the rights of man, freedom of speech, equality before the law, and the like, and had even allowed their conduct to be influenced by them to some extent. But by the fourth decade of the twentieth century all the main currents of political thought were authoritarian. The earthly paradise had been discredited at exactly the moment when it became realizable. Every new political theory, by whatever name it called itself, led back to hierarchy and regimentation. And in the general hardening of outlook that set in round about 1930, practices which had been long abandoned, in some cases for hundreds of years—imprisonment without trial, the use of war prisoners as slaves, public executions, torture to extract confessions, the use of hostages and the deportation of whole populations—not only became common again, but were tolerated and even defended by people who considered themselves enlightened and progressive.

At the heart of the concept of the rule of law is the idea that society is governed by law. Parliament exists primarily in order to make laws for society in this country. Democratic procedures exist primarily in order to ensure that the Parliament which makes those laws includes Members of Parliament who are chosen by the people of this country and are accountable to them. Courts exist in order to ensure that the laws made by Parliament, and the common law created by the courts themselves, are applied and enforced. That role includes ensuring that the executive branch of government carries out its functions in accordance with the law. In order for the courts to perform that role, people must in principle have unimpeded access to them. Without such access, laws are liable to become a dead letter, the work done by Parliament may be rendered nugatory, and the democratic election of Members of Parliament may become a meaningless charade. That is why the courts do not merely provide a public service like any other.

The only thing that [Amaranta] did not keep in mind in her fearsome plan was that in spite of her pleas to God she might die before Rebeca. That was, in fact, what happened. At the final moment, however, Amaranta did not feel frustrated, but, on the contrary, free of all bitterness because death had awarded her the privilege of announcing itself several years ahead of time. She saw it on one burning afternoon sewing with her on the porch a short time after Meme had left for school. She saw it because it was a woman dressed in blue with long hair, with a sort of antiquated look, and with a certain resemblance to Pilar Ternera during the time when she had helped with the chores in the kitchen. Fernanda was present several times and did not see her, in spite of the fact that she was so real – so human and on one occasion asked of Amaranta the favor of threading a needle. Death did not tell her when she was going to die or whether her hour was assigned before that of Rebeca, but ordered her to begin sewing her own shroud on the next sixth of April. She was authorized to make it as complicated and as fine as she wanted, but just as honestly executed as Rebeca's, and she was told that she would die without pain, fear, or bitterness at dusk on the day that she finished it. Trying to waste the most time possible, Amaranta ordered some rough flax and spun the thread herself. She did it so carefully that the work alone took four years. Then she started the sewing. As she got closer to the unavoidable end she began to understand that only a miracle would allow her to prolong the work past Rebeca's death, but the very concentration gave her the calmness that she needed to accept the idea of frustration.

Having outgrown its Manhattan headquarters, most of Bell Labs moved to two hundred rolling acres in Murray Hill, New Jersey. Mervin Kelly and his colleagues wanted their new home to feel like an academic campus, but without the segregation of various disciplines into different buildings. They knew that creativity came through chance encounters. “All buildings have been connected so as to avoid fixed geographical delineation between departments and to encourage free interchange and close contact among them,” an executive wrote.11 The corridors were extremely long, more than the length of two football fields, and designed to promote random meetings among people with different talents and specialties, a strategy that Steve Jobs replicated in designing Apple’s new headquarters seventy years later. Anyone walking around Bell Labs might be bombarded with random ideas, soaking them up like a solar cell. Claude Shannon, the eccentric information theorist, would sometimes ride a unicycle up and down the long red terrazzo corridors while juggling three balls and nodding at colleagues.III It was a wacky metaphor for the balls-in-the-air ferment in the halls.

From Bourcet he learnt the principle of calculated dispersion to induce the enemy to disperse their own concentration preparatory to the swift reuniting of his own forces. Also, the value of a 'plan with several branches', and of operating in a line which threatened alternative objectives. Moreover, the very plan which Napoleon executed in his first campaign was based on one that Bourcet had designed half a century earlier. Form Guibert he acquired an idea of the supreme value of mobility and fluidity of force, and of the potentialities inherent in the new distribution of an army in self-contained divisions. Guibert had defined the Napoleonic method when he wrote, a generation earlier: 'The art is to extend forces without exposing them, to embrace the enemy without being disunited, to link up the moves or the attacks to take the enemy in flank without exposing one's own flank.' And Guibert's prescription for the rear attack, as the means of upsetting the enemy's balance, became Napoleon's practice. To the same source can be traced Napoleon's method of concentrating his mobile artillery to shatter, and make a breach at, a key point in the enemy's front. Moreover, it was the practical reforms achieved by Guibert in the French army shortly before the Revolution which fashioned the instrument that Napoleon applied. Above all, it was Guibert's vision of a coming revolution in warfare, carried out by a man who would arise from a revolutionary state, that kindled the youthful Napoleon's imagination and ambition. While Napoleon added little to the ideas he had imbibed, he gave them fulfilment. Without his dynamic application the new mobility might have remained merely a theory. Because his education coincided with his instincts, and because these in turn were given scope by his circumstances, he was able to exploit the full possibilities of the new 'divisional' system. In developing the wider range of strategic combinations thus possible Napoleon made his chief contribution to strategy.

...creators must deeply believe in what they’re manifesting in order for others to believe. Today’s term of choice for this conviction is authenticity. Walk into any boardroom nowadays and you’ll hear executives asking how they can make their products or services more authentic. The chal- lenge is that there’s no way to be authentic without actually doing something that’s genuine. You must believe in what you’re creating and sharing with the world. Authenticity is exactly that—the point at which you manifest your deep beliefs into something tangible. Therefore, in the modern market there’s more value than ever placed on the level of belief that creators have in their creation.

A well-heeled housewife confided that all the husbands in her social circle had recently accepted jobs in China, and were now commuting between Cupertino and Shanghai, partly because their quiet styles prevented them from advancing locally. The American companies “think they can’t handle business,” she said, “because of presentation. In business, you have to put a lot of nonsense together and present it. My husband always just makes his point and that’s the end of it. When you look at big companies, almost none of the top executives are Asians. They hire someone who doesn’t know anything about the business, but maybe he can make a good presentation.” A software engineer told me how overlooked he felt at work in comparison to other people, “especially people from European origin, who speak without thinking.” In China, he said, “If you’re quiet, you’re seen as being wise. It’s completely different here. Here people like to speak out. Even if they have an idea, not completely mature yet, people still speak out. If I could be better in communication, my work would be much more recognized. Even though my manager appreciates me, he still doesn’t know I have done work so wonderful.

He had at most five minutes of life left. He said that those five minutes were an endless deadline, a colossal wealth. It seemed to him that he lived so many lives in those five minutes that he had no time to think about the final moment, and he even had to attend to different matters. He calculated the time necessary to say goodbye to his comrades and set aside a couple of minutes for that purpose. Then he allotted another two minutes to think about himself one last time and to look around one last time. After bidding farewell to his comrades, those two minutes he had reserved for thinking about himself arrived. He already knew in advance what he would think about: he wanted to imagine, as soon as possible and with utmost clarity, what he could become. At that moment, he existed and lived, and three minutes later he would be someone or something, but who? And where? He believed he would find the answer to all of that in those two minutes! Oh, if only he wouldn't die! If life could be restored to him! What eternity it would be! And all for himself! In that case, he would turn every minute into a whole century, without losing a single one, he would savor each moment and not waste anything! He said that this idea eventually degenerated into such rage that he wished to be executed as soon as possible.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

In the painting, the face has been horribly lacerated by blows, swollen, with terrible, swollen and bloody bruises, the eyes open, the pupils narrow; the large, open whites of the eyes gleam with a deathly, glassy sheen. But strangely, as one looks at this corpse of a tortured man, a peculiar and interesting question arises: if this is really what the corpse looked like (and it certainly must have looked just like this) when it was seen by all his disciples, his chief future apostles, by the women who followed him and stood by the cross, indeed by all who believed in him and worshipped him, then how could they believe, as they looked at such a corpse, that this martyr would rise from the dead? Here one cannot help being struck by the notion that if death is so terrible and the laws of nature so powerful, then how can they be overcome? How can they be overcome when they have not been conquered even by the one who conquered nature in his own lifetime, to whom it submitted, who cried: “Talitha cumi”8 – and the damsel arose, “Lazarus, come forth”,9 and the dead man came forth? Nature appears, as one looks at that painting, in the guise of some enormous, implacable and speechless animal or, more nearly, far more nearly, though strangely – in the guise of some enormous machine of the most modern devising, which has senselessly seized, smashed to pieces and devoured, dully and without feeling, a great and priceless being – a being which alone was worth the whole of nature and all its laws, the whole earth, which was, perhaps, created solely for the emergence of that being! It is as though this painting were the means by which this idea of a dark, brazen and senseless eternal force, to which everything is subordinate, is expressed, and is involuntarily conveyed to us. Those people who surrounded the dead man, though not one of them is visible in the painting, must have felt a terrible anguish and perturbation that evening, which had smashed all their hopes and almost all their beliefs in one go. They must have parted in the most dreadful fear, though each of them also took away within him an enormous idea that could never now be driven out of them. And if this same teacher could, on the eve of his execution, have seen what he looked like, then how could he have ascended the cross and died as he did now? This question also involuntarily presents itself as one looks at the painting.

When the victor, in a fight of the cities, according to the law of warfare, executes the whole male population and sells all the women and children into slavery, we see, in the sanction of such a law, that the Greek deemed it a positive necessity to allow his hatred to break forth unimpeded; in such moments the compressed and swollen feeling relieved itself; the tiger bounded forth, a voluptuous cruelty shone out of his fearful eye. Why had the Greek sculptor to represent again and again war and fights in innumerable repetitions, extended human bodies whose sinews are tightened through hatred or through the recklessness of triumph, fighters wounded and writhing with pain, or the dying with the last rattle in their throat? Why did the whole Greek world exult in the fighting scenes of the "Iliad"? I am afraid, we do not understand them enough in "Greek fashion," and that we should even shudder, if for once we did understand them thus. But what lies, as the mother-womb of the Hellenic, behind the Homeric world? In the latter, by the extremely artistic definiteness, and the calm and purity of the lines we are already lifted far above the purely material amalgamation: its colours, by an artistic deception, appear lighter, milder, warmer; its men, in this coloured, warm illumination, appear better and more sympathetic — but where do we look, if, no longer guided and protected by Homer's hand, we step backwards into the pre-Homeric world? Only into night and horror, into the products of a fancy accustomed to the horrible. What earthly existence is reflected in the loathsome-awful theogonian lore: a life swayed only by the children of the night, strife, amorous desires, deception, age and death. Let us imagine the suffocating atmosphere of Hesiod's poem, still thickened and darkened and without all the mitigations and purifications, which poured over Hellas from Delphi and the numerous seats of the gods! If we mix this thickened Boeotian air with the grim voluptuousness of the Etruscans, then such a reality would extort from us a world of myths within which Uranos, Kronos and Zeus and the struggles of the Titans would appear as a relief. Combat in this brooding atmosphere is salvation and safety; the cruelty of victory is the summit of life's glories. And just as in truth the idea of Greek law has developed from murder and expiation of murder, so also nobler Civilisation takes her first wreath of victory from the altar of the expiation of murder. Behind that bloody age stretches a wave-furrow deep into Hellenic history. The names of Orpheus, of Musaeus, and their cults indicate to what consequences the uninterrupted sight of a world of warfare and cruelty led — to the loathing of existence, to the conception of this existence as a punishment to be borne to the end, to the belief in the identity of existence and indebtedness. But these particular conclusions are not specifically Hellenic; through them Greece comes into contact with India and the Orient generally. The Hellenic genius had ready yet another answer to the question: what does a life of fighting and of victory mean? and gives this answer in the whole breadth of Greek history.

But the man who owned the vineyard said to one of those workers, ‘Friend, I am being fair to you. You agreed to work for one coin. So take your pay and go. I want to give the man who was hired last the same pay that I gave you. I can do what I want with my own money. Are you jealous because I am good to those people?’ “So those who are last now will someday be first, and those who are first now will someday be last.” (20:1–16 NCV) “Do you begrudge my generosity?” the landowner is saying. The answer, of course, is yes, they do. They begrudge it quite a bit. Even though it has no impact on them whatsoever, it offends them. We hate it when we are trying so hard to earn something, and then someone else gets the same thing without trying as hard. Think about this for a moment, in real, “today” terms. Someone gives you a backbreaking job, and you’re happy for it, but at the end of the day, when you’re getting paid, the guys who came in with five minutes left get the same amount you just got. Seriously? It’s imbalanced, unfair, maddening . . . and it’s also exactly what Jesus just said the kingdom of God is like. Not only is it maddening; it’s maddening to the “good” people! Common sense says you don’t do this. You don’t pay latecomers who came in a few minutes ago the same amount that you paid the hardworking folks you hired first. Jesus tells this story, knowing full well that the conscientious ones listening would find this hardest to take. And, as a matter of fact, as a conscientious one, I find this hard to take. I’m just being honest. This story does not fit my style. I’m all about people getting what they deserve. Oh, it’s offensive, too, when Jesus turns to a guy who’s being executed next to Him, and tells him, “Today, you will be with me in paradise” (Luke 23:43). What did the guy do to deserve that? He did nothing. If you call yourself a Christian, and you want things to be fair, and you want God’s rewards given out only to the deserving and the upstanding and the religious, well, honestly, Jesus has got to be a complete embarrassment to you. In fact, to so many upstanding Christians, He is. He has always been offensive, and remains offensive, to those who seek to achieve “righteousness” through what they do. Always. People who’ve grown up in church (like me) are well acquainted with the idea that Jesus is our “cornerstone.” He’s the solid rock of our faith. Got it. Not controversial. It’s well-known. But what’s not so talked about: That stone, Jesus, causes religious people to stumble. And that rock is offensive to “good” people: So what does all this mean? Those who are not Jews were not trying to make themselves right with God, but they were made right with God because of their faith. The people of Israel tried to follow a law to make themselves right with God. But they did not succeed, because they tried to make themselves right by the things they did instead of trusting in God to make them right. They stumbled over the stone that causes people to stumble. (Rom. 9:30–32 NCV) And then Paul says something a couple verses later that angers “good Christians” to this day: Because they did not know the way that God makes people right with him, they tried to make themselves right in their own way. So they did not accept God’s way of making people right. Christ ended the law so that everyone who believes in him may be right with God. (Rom. 10:3–4 NCV) It’s not subtle, what Paul’s writing here. For anyone who believes in Him, Jesus ended the law as a means to righteousness. Yet so many think they can achieve—even have achieved—some kind of “good Christian” status on the basis of the rule-keeping work they’ve done. They suspect they’ll do good things and God will owe them for it, like payment for a job well done. Paul says, in effect, if you think you should get what you earn, you will . . . and you don’t want that.

Burns and Allen household names—Gracie’s search for her “lost brother.” Whose idea was it? In The Big Broadcast, Frank Buxton and Bill Owen credit Bob Taplinger, head of publicity at CBS. Carroll thought the idea originated with Burns. In one of his books, Burns said it came out of the agency, whose executives wanted to publicize the show’s new 9:30 timeslot. All that mattered was this: it was the most sensational thing of its time. It was launched Jan. 4, 1933. Gracie mentioned that her brother was missing, and this became the centerpiece of the broadcast. The following Sunday she appeared without notice on Eddie Cantor’s show. She was looking for her brother, she told Cantor and the nation. She popped up suddenly on Jack Benny’s program. She appeared on melodramas and soap operas. Even when she did not appear, the search for Gracie Allen’s brother was worked into dramatic skits. Burns remembered that a telephone rang on a tense drama set inside a submarine. From the surface, someone asked the captain, “Is Gracie Allen’s brother down there with you?” Department stores worked the gag into their newspaper ads, and people everywhere were telling Gracie’s-brother jokes.

At the heart of the concept of the rule of law is the idea that society is governed by law. Parliament exists primarily in order to make laws for society in this country. Democratic procedures exist primarily in order to ensure that the Parliament which makes those laws includes Members of Parliament who are chosen by the people of this country and are accountable to them. Courts exist in order to ensure that the laws made by Parliament, and the common law created by the courts themselves, are applied and enforced. That role includes ensuring that the executive branch of government carries out its functions in accordance with the law. In order for the courts to perform that role, people must in principle have unimpeded access to them. Without such access, laws are liable to become a dead letter, the work done by Parliament may be rendered nugatory, and the democratic election of Members of Parliament may become a meaningless charade. That is why the courts do not merely provide a public service like any other.

The guys like Straubel who had been at Tesla since the beginning are quick to remind people that the chance to build an awesome electric car had been there all along. “It’s not really like there was a rush to this idea, and we got there first,” Straubel said. “It is frequently forgotten in hindsight that people thought this was the shittiest business opportunity on the planet. The venture capitalists were all running for the hills.” What separated Tesla from the competition was the willingness to charge after its vision without compromise, a complete commitment to execute to Musk’s standards.

Ideas lead to innovations that fuel the economies of the world, and they prevent our lives from becoming repetitive and stagnant. They are the cranes that pull us out of well-worn ruts and put us on a path toward progress. Without creativity we are not just condemned to a life of repetition, but to a life that slips backward. In fact, the biggest failures of our lives are not those of execution, but failures of imagination.

Done is better than none. You could have all the ideas in the world, but without execution, you will go nowhere.

Jefferson’s decision to acquire Louisiana without seeking a constitutional amendment expanded the powers of the executive in ways that would likely have driven Jefferson to distraction had another man been president. Much of his political life, though, had been devoted to the study and the wise exercise of power. He did what had to be done to preserve the possibility of republicanism and progress. Things were neat only in theory. And despite his love of ideas and image of himself, Thomas Jefferson was as much a man of action as he was of theory. Indian

Von Falkenhayn's plan for Verdun, however flawed in execution, was at least possible; he did not intend to gain ground, penetrate the enemy defences or take Verdun. He simply wanted to kill soldiers, to bleed the French Army to death. The Anglo-French Somme plan, even if it had not been disrupted and reduced by the Verdun offensive, was a far more risky business, with little chance of achieving its objectives without new tactical ideas and new equipment.

find a problem that you are stupidly passionate about solving, build core competencies around it and then start executing the ideas without waiting for the perfect time.

But finding a good idea is apparently not all that hard. Finding an entrepreneur who can execute a good idea is a different matter entirely. One needs a person who can take an idea from proposal to reality, work the long hours, build a team, handle the pressures and setbacks, manage technical and people problems alike, and stick with the effort for years on end without getting distracted or going insane. Such people are rare and extremely hard to spot.

Identifying Cultural Norms The following domains are areas in which cultural norms may vary significantly from company to company. Transitioning leaders should use this checklist to help them figure out how things really work in the organizations they’re joining. Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

boss, but you don’t need to spend ALL your time with them. If you implement every single idea, tool, and technique in this book, the time you dedicate to managing your team will come to approximately ten hours a week, and those ten hours should save you enormous lost time and headaches later. I’ll also suggest you block out about fifteen hours a week for you to think and execute independently in your area of expertise. That leaves another fifteen hours in a forty-hour work week.

Krav Maga pays attention to the need to close the gap quickly when attacking an opponent. The advance, while kicking or punching, is made with a forward leap. Using gravity to initiate the move, push forward with the toes in an attempt to lodge one of your limbs in the opponent’s body as quickly as possible. Krav Maga training calls for a maximum range of the body’s limbs when practicing attacks, and the use of folded limbs to attack in the closer range. The idea is to gain the maximum acceleration possible with the limb used and to keep the speed at its max when in contact with the opponent’s pressure points. Remember that when the motion comes to a complete stop, it must have started to slow down a split second before. Once a strike is executed we need to maintain full speed if we want to incur maximum damage or if we want to stun him. Therefore we cannot afford to lower the speed of our motion a split second before the strike or a split second after. Aim at the pressure point you want to strike, make sure you use maximum speed, and make sure you do not stop when you reach the range where your target is or will be in the next second. Take into account that your opponent might start to move forward or backwards, which means he won’t stay still exactly where you were aiming for. If your arm or leg comes to a complete stop upon contact with the opponent, it indicates you must have slowed down a second before and the speed was not fast enough to create the desired momentum. To maintain maximum speed at the contact point with the targeted pressure point, the striking limb should be immediately retracted back. This helps keep up the speed while accelerating. It is faster to retract the hand without the body. We then let the body continue its motion forward while the hand is retracted backward. This sequence ensures that the body weight supports our punch without letting us lose speed.

(p. 129) When Van Gogh began in September 1889 at the asylum in Saint-Rémy to entertain ideas of returning to the north, he wrote to Theo: "You know that I came the south and threw myself into work for a thousand reasons. To want to see another light, to believe that looking at nature under a brighter sky can give us a more accurate idea of the Japanese way of feeling and drawing. Wanting, finally, to see this stronger sun, because one feels that without knowing it one couldn't understand the paintings of Delacroix from the point of view of execution, technique, and because one feels that the colors of the prism are veiled in mist in the north. All of this remains somewhat true" [801].

About the Bacharach Leadership Group: Training for Pragmatic Leadership™ “Vision without execution is hallucination.”—Thomas Edison The litmus test of pragmatic leadership is results. The Bacharach Leadership Group (BLG) focuses on the skills necessary to lead and move agendas. Whether in corporations, nonprofits, universities, or entrepreneurial start-ups, BLG instructors train leaders in the core competencies necessary to execute change and innovation. At all levels of the organization, leaders must master ideation skills for innovation, political skills for moving change, negotiation skills for building support, coaching skills for engagement, and team leadership skills for going the distance. The BLG approach: 1. ASSESSMENT BLG will assess your organizational challenges and leadership needs. 2. ALIGNMENT BLG will align its training solutions with your organization’s challenges and culture. 3. TRAINING BLG training includes options for mixed-modality delivery, interactive activities, and collaboration with an emphasis on application. 4. OWNERSHIP BLG provides continuous follow-up, access to the exclusive BLG mobile apps library, and coaching. Whether delivering a complete leadership academy or a specific program or workshop, BLG will partner with you to get the results you need. To keep up to date with the BLG perspective, visit blg-lead.com or contact us at info@blg-lead.com.

Finding an entrepreneur who can execute a good idea is a different matter entirely. One needs a person who can take an idea from proposal to reality, work the long hours, build a team, handle the pressures and setbacks, manage technical and people problems alike, and stick with the effort for years on end without getting distracted or going insane. Such people are rare and extremely hard to spot.

As business author David Burkus argues, the genius of zeroing in on safety is “you can’t improve safety without understanding every step in the process—understanding each risk—and then eliminating it.” As a result, hundreds of process improvements “made the plants run more efficiently,” and Paul “gradually changed the systems and the culture” so that “executives began sharing other data and other ideas more rapidly as well.

The guys like Straubel who had been at Tesla since the beginning are quick to remind people that the chance to build an awesome electric car had been there all along. “It’s not really like there was a rush to this idea, and we got there first,” Straubel said. “It is frequently forgotten in hindsight that people thought this was the shittiest business opportunity on the planet. The venture capitalists were all running for the hills.” What separated Tesla from the competition was the willingness to charge after its vision without compromise, a complete commitment to execute to Musk’s standards. fn1

Discussions of entrepreneurship tend to focus on the personalities and attitudes of top management people, and especially of the chief executive. 4 Of course, any top management can damage and stifle entrepreneurship within its company. It’s easy enough. All it takes is to say ‘No’ to every new idea and to keep on saying it for a few years – and then make sure that those who came up with the new ideas never get a reward or a promotion and become ex-employees fairly swiftly. It is far less certain, however, that top management personalities and attitudes can by themselves – without the proper policies and practices – create an entrepreneurial business, which is what most of the books on entrepreneurship assert, at least by implication. In the few short-lived cases I know of, the companies were built and still run by the founder. Even then, when it gets to be successful the company soon ceases to be entrepreneurial unless it adopts the policies and practices of entrepreneurial management. The reason why top management personalities and attitudes do not suffice in any but the very young or very small business is, of course, that even a medium-sized enterprise is a pretty large organization. It requires a good many people who know what they are supposed to do, want to do it, are motivated towards doing it, and are supplied with both the tools and continuous reaffirmation. Otherwise there is only lip service; entrepreneurship soon becomes confined to the CEO’s speeches.

A Blow Job I had no idea why I was being beckoned into the chamber until my Valet spoke, “Young, will you do His Highness a favor?” Without second thoughts I answered, “Sure! What will you like me to do, Sir?” Andy replied seriously, “Will you give His Highness a blowjob?” Shocked by such a request, I was speechless until my guardian led me by the hand and bid me kneel in front of the prince, while the manager and the executive watched in amazement. As much as I loved to suck on P’s cock, I never envisioned performing such a private act in public. Yet my extroverted attributes found this proposition very tantalizing. It was by far the most unusual request I had ever received from anyone, let alone a prince. Ignoring the overhead halogen lights, I set to work using my Bahriji-taught skills to pleasure my host. Before long, he was groaning in synchronicity to the soothing piped music that was playing in the background. Since I was enjoying this voyeuristic attention, I wasn’t prepared to stop and neither was the prince ready to end his exhilarating oral stimulation. Andy, the sensible one, finally uttered, “Thank you Young! You’ve done well. Measurements can now be taken satisfactorily.

The Obama administration, from the perspective of people like me, a government employee, is one of the worst. The people of this administration came in without any background or experience in governing and they didn’t know what they were doing. They had ideas, big ideas, but they lacked the knowledge to execute them. We,

But finding a good idea is apparently not all that hard. Finding an entrepreneur who can execute a good idea is a different matter entirely. One needs a person who can take an idea from proposal to reality, work the long hours, build a team, handle the pressures and setbacks, manage technical and people problems alike, and stick with the effort for years on end without getting distracted or going insane. Such people are rare and extremely hard to spot. Smart

Yes, it is hard to conceive of orthodox Christian faith without the idea of original sin. That’s a sign of just how successful Augustine’s ideas have been in the Western church. But that does not make the idea biblical or right. One can acknowledge the universality of the human proclivity toward sin without affirming either Calvin’s total depravity or Augustine’s original sin. One merely has to accept simple human fallibility. We’re neither immortal nor perfect. We’re fallible. We make mistakes. And we die.

For some time now, the conventional wisdom at most agencies has been to partner with experts in specific fields—social networking, gaming, mobile, or any other discipline—in order to “get the best people for the job.” But given the success of AKQA, R/GA, and so many other innovators, perhaps it can be argued that to be truly holistic in our approach, it’s better to grow innovations from one’s own stem cells, so to speak, than to try to graft on capabilities on an ad-hoc basis. Some would no doubt argue that it makes the most economic sense to hire experts to execute as needed, rather than taking on more overhead in an increasingly competitive marketplace. But it should be pointed out that it’s hard to have the original ideas themselves if your own team doesn’t have a firm grasp of the technologies. Without a cross-disciplinary team of in-house experts, who knows what opportunities you—and by extension, your clients—may miss. “It comes down to the brains that you have working with you to make it a reality,” John Butler, cofounder of Butler, Shine, Stern & Partners, tells me. “The history of the ad agency is the Bernbach model—the writer and art director sitting in a room together coming up with an idea,” he says, referring to legendary adman Bill Bernbach, cofounder of DDB and the man who first combined copywriters and art directors as two-person teams. Now, all that’s changed. “[Today, there are] fifteen people sitting in a room. Media is as much a part of the creative department as a writer or an art director. And we have account planners—we call them ‘connection planners’—in the room throwing around ideas,” he says. “That facilitates getting to work that is about the experience, about ways to compel consumers to interact with your brand in a way that they become like free media” by actively promoting the brand for you. If his team worked on the old Bernbach model, Butler adds, they would never have created something like those cool MINI billboards that display messages to drivers by name that I described in the last chapter. The idea actually spun out of a discussion about 3-D glasses for print ads. “Someone in the interactive group said, ‘We can probably do that same thing with [radio frequency identification] technology.’” By using transmitters built into the billboards, and building RFID chips into MINI key fobs, “when a person drives by, it will recognize him and it will spit out a message just for him.” He adds with considerable understatement: “Through having those capabilities, in-house engineers, technical guys who know the technology and what’s available, we were able to create something that was really pretty cool.

For more than forty years frontal attacks had been abandoned on account of the severity of modern fire. In the Franco-German War the great German victories had been won by wide turning movements executed on one flank or the other by considerable forces. In the Russo-Japanese War this method was invariably pursued by the victors. Thus at Liao-yang it was General Kuroki’s army which turned the Russian left; and at Mukden General Nogi’s army brought specially from Port Arthur turned the Russian right. It was certain that frontal attacks unaccompanied by turning movements on the flank would be extremely costly and would probably fail. But now, in France and Flanders for the first time in recorded experience there were no flanks to turn. The turning movement, the oldest manœuvre in war, became impossible. Neutral territory or salt water barred all further extension of the Front, and the great armies lay glaring at each other at close quarters without any true idea of what to do next. It was in these circumstances that

Many citizens and observers circulate the idea that confining drug users is necessary because drug use or involvement is the precursor to criminal violence. Committing a drug offense, however, is far from necessarily being a prelude to committing acts of direct violence. Many, with assistance from family and community services, if these are available, have addressed their drug use and abuse problems without setting off into violent courses of action. In fact, “whites, particularly white youth, are more likely to engage in drug crime than people of color.

people think of execution as the tactical side of business, something leaders delegate while they focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He cannot delegate its substance. Many business leaders spend vast amounts of time learning and promulgating the latest management techniques. But their failure to understand and practice execution negates the value of almost all they learn and preach. Such leaders are building houses without foundations.

Practically, ideas are nothing without execution.

Without execution, ideas are simply illusions.

Ideas are nothing without vision and execution.

Although the challenge to innovation is in originating new ideas, time is at the core of an innovation’s success. Certainly, there cannot be innovation without new ideas. But innovation means change, and change is measured by time. The magnitude of change is measured as innovations per unit of time. Timely execution is critical to successful innovation and to high rates of change. Thus, it is timely execution as much as ideas that is the challenge to innovation.

The corpus callosum, which connects the left and right hemispheres of the cortex, myelinates from 7 to 10 years of age. At age 10, a child’s thinking speeds up noticeably. Ask seven-year-olds a question and it will take a long time for them to respond. Sometimes you can almost see the question move up to the brain and the answer go slowly back down to the mouth. This really became clear to me at our dining table. Our family knows seven different graces to say before meals, and each of our three daughters wanted to choose grace. So we suggested that each daughter could choose grace before breakfast, before lunch, or before dinner. Our youngest daughter, then age six, chose grace before lunch. Lunch is the shortest meal time — we have to walk home, eat, clean up, and walk back to school. Every lunch when we asked her what grace we should say, she would be absolutely quiet for a very long time. She would look around the room, furl her brows, obviously thinking hard, and then announce which grace to say — and it was always the same one. I got a little angry. Was this a power trip? Was she trying to control us? After all, we couldn’t eat until she chose a grace. I finally realized that, because her corpus callosum connecting her left and the right hemispheres was not fully myelinated, the signal was going very slowly back and forth in considering which of the seven graces to say. She was thinking as fast as her brain would allow. The teenage brain The last connections to mature are those between the front and the back of the brain; these connections begin to myelinate at age 12 and continue through age 25. The back of the brain is the concrete present. Environmental stimuli from the senses activate the back of the brain, where a picture of the world is created, like a movie on a screen. This picture is then sent to the front of the brain, the executive centers — the “CEO” or boss of the brain. The frontal lobes place the concrete present — what is happening right now — in the larger context of past and future, plans, goals, and values. Even though teenagers may look like adults, their brains are still maturing. The teen’s brain, whose frontal connections are not fully myelinated, is like a company whose CEO is on vacation. Each department is moving full speed ahead without the benefit of knowing the big picture. Teens are very passionate; they are engulfed by their ideas. They can generate a plan that takes into account their immediate circumstances, but they don’t see the bigger picture.

What Ibarra calls the “plan-and-implement” model—the idea that we should first make a long-term plan and execute without deviation, as opposed to the “test-and-learn” model—is entrenched in depictions of geniuses. Popular lore holds that the sculptor Michelangelo would see a full figure in a block of marble before he ever touched it, and simply chip away the excess stone to free the figure inside. It is an exquisitely beautiful image. It just isn’t true. Art historian William Wallace showed that Michelangelo was actually a test-and-learn all-star. He constantly changed his mind and altered his sculptural plans as he worked. He left three-fifths of his sculptures unfinished, each time moving on to something more promising. The first line of Wallace’s analysis: “Michelangelo did not expound a theory of art.” He tried, then went from there. He was a sculptor, painter, master architect, and made engineering designs for fortifications in Florence. In his late twenties he even pushed visual art aside to spend time writing poems (including one about how much he grew to dislike painting), half of which he left unfinished. Like anyone eager to raise their match quality prospects, Michelangelo learned who he was—and whom he was carving—in practice, not in theory. He started with an idea, tested it, changed it, and readily abandoned it for a better project fit. Michelangelo might have fit well in Silicon Valley; he was a relentless iterator. He worked according to Ibarra’s new aphorism: “I know who I am when I see what I do.

I don’t know.” The cat says, “Then it doesn’t matter which way you go.” Many people today are like that. They have no idea where they are and no clue where they’re going. Their whole lives consist of wandering about aimlessly, without purpose, design, meaning, or significance. It’s one thing to be lost; it’s another to be lost and not know it. When a person is in that state, it is inevitable that they will experience a crisis and realize they have no idea where they are or how they got there. God puts a priority on seeking people like that. After the lost coin and the lost sheep, Jesus turns His attention to people. The parable of the prodigal son (Luke 15:11–32) is a familiar story, and it’s important to keep the focus where it belongs: not on the lost son, but on the father and his great joy at the repentance and return of the son. When the father sees his son far off, he races down the road and embraces him, kills the fatted calf, gives the signet ring to him, and clothes him with a cloak of honor. As he says to the older brother, “It was fitting to celebrate and be glad, for this your brother was dead, and is alive; he was lost, and is found” (v. 32). This parable tells us what God is like. He runs after the lost, and He rejoices when one person is redeemed. That is the mission of the church, and each of us has a responsibility to make sure that the lost are sought and found. We’re not dealing with coins or sheep, and we’re not dealing with dogs or keys. We are dealing with people whom Christ loves. He said so Himself. About the Author Dr. R.C. Sproul was founder of Ligonier Ministries, founding pastor of Saint Andrew’s Chapel in Sanford, Fla., first president of Reformation Bible College, and executive editor of Tabletalk magazine. His radio program, Renewing Your Mind, is still broadcast daily on hundreds of radio stations around the world and can also be heard online. He was author of more than one hundred books, including The Holiness of God, Chosen by God, and Everyone’s a Theologian. He was recognized throughout the world for his articulate defense of the inerrancy of Scripture and the need for God’s people to stand with conviction upon His Word.

When you are listening to people on your team, take on the responsibility to understand—to actually listen—rather than putting the burden to communicate onto them. But when you are helping them prepare to explain their ideas to others—whether they are peers or cross-functional colleagues or executives—it’s your job to push your direct reports, and yourself, to do a better job than Keynes did. You need to push them to communicate with such precision and clarity that it’s impossible not to grasp their argument.

All that becomes known of the course of events in War is usually very simple, and has a great sameness in appearance; no one on the mere relation of such events perceives the difficulties connected with them which had to be overcome. It is only now and again, in the memoirs of Generals or of those in their confidence, or by reason of some special historical inquiry directed to a particular circumstance, that a portion of the many threads composing the whole web is brought to light. The reflections, mental doubts, and conflicts which precede the execution of great acts are purposely concealed because they affect political interests, or the recollection of them is accidentally lost because they have been looked upon as mere scaffolding which had to be removed on the completion of the building. If, now, in conclusion, without venturing upon a closer definition of the higher powers of the soul, we should admit a distinction in the intelligent faculties themselves according to the common ideas established by language, and ask ourselves what kind of mind comes closest to military genius, then a look at the subject as well as at experience will tell us that searching rather than inventive minds, comprehensive minds rather than such as have a special bent, cool rather than fiery heads, are those to which in time of War we should prefer to trust the welfare of our women and children, the honour and the safety of our fatherland.

[Orson Pratt] argued that only God could administer curses and that they were specific to a given time and place. In his estimation, enslavers who suggested that biblical curses were still in force had taken it upon themselves 'to execute the curse of Almighty upon that race without being commanded to do it and they will have to be punished for rising up and inflicting this curse upon [the] descendants of Adam.' Even if God did curse Ham or Canaan or Cain in the Bible, Pratt did not believe that such curses passed down to anyone else. He rejected the notion that nineteenth-century enslavers, including Latter-Day Saints, had any authority from God to enslave Black people. 'Shall we assume the right without the voice of [the] Lord speaking to us and commanding us to [introduce] slavery into our territory?' Pratt queried. He was dismayed by such a prospect... People of African descent were not guilty of some premortal sin for which slavery was the penalty, Pratt said. 'Shall we take then the innocent African that has committed no sin and damn him to slavery and bondage without receiving any authority from heaven to do [so]? That they and their children shall be servants to us and our children? The idea is preposterous in my mind,' he demanded. 'For us to bind the African because he is different from us in color [is] enough to cause the angels in heaven to blush![']... 'We have no proof that the Africans are the descendants of old Cain who was cursed, and even if we had that evidence we have not been ordered to inflict that [curse] upon that race.

Vision without execution is hallucination.”—Thomas Edison

In the early ’60’s a Yoyodyne executive living near L.A. and located someplace in the corporate root-system above supervisor but below vice-president, found himself, at age 39, automated out of a job. Having been since age 7 rigidly instructed in an eschatology that pointed nowhere but to a presidency and death, trained to do absolutely nothing but sign his name to specialized memoranda he could not begin to understand and to take blame for the running-amok of specialized programs that failed for specialized reasons he had to have explained to him, the executive’s first thoughts were naturally of suicide. But previous training got the better of him: he could not make the decision without first hearing the ideas of a committee.

Influence. How do people get support for critical initiatives? Is it more important to have the support of a patron within the senior team, or affirmation from your peers and direct reports that your idea is a good one? Meetings. Are meetings filled with dialogue on hard issues, or are they simply forums for publicly ratifying agreements that have been reached in private? Execution. When it comes time to get things done, which matters more—a deep understanding of processes or knowing the right people? Conflict. Can people talk openly about difficult issues without fear of retribution? Or do they avoid conflict—or, even worse, push it to lower levels, where it can wreak havoc? Recognition. Does the company promote stars, rewarding those who visibly and vocally drive business initiatives? Or does it encourage team players, rewarding those who lead authoritatively but quietly and collaboratively? Ends versus means. Are there any restrictions on how you achieve results? Does the organization have a well-defined, well-communicated set of values that is reinforced through positive and negative incentives?

It was a sunny day, I was carrying a child in a long white dress to be christened. The path to the church led up a steep slope, but I held the child in my arms firmly and without faltering. Then suddenly my footing gave way . . . I had enough time to put the child down before plunging into the abyss. The child is our idea. In spite of all obstacles it will prevail. —Sophie Scholl (1921–1943), German student executed for her involvement in the nonviolent anti-Nazi resistance group the White Rose

The no-business meetings of the great business executives depend for their illusion of importance on something quite different. Not the exchange of ideas or the spiritual rewards of comradeship, but a solemn sense of assembled power gives significance to this assemblage. Even though nothing of importance is said or done, men of importance cannot meet without the occasion seeming important. Even the commonplace observation of the head of a large corporation is still the statement of the head of a large corporation. What it lacks in content it gains in power from the assets back of it.

decadence—as a case study in what it looks like when an extraordinarily rich society can’t find enough new ideas that justify investing all its stockpiled wealth, and ends up choosing between hoarding cash in mattresses or playing a kind of let’s-pretend instead. In a decadent economy, the supposed cutting edge of capitalism is increasingly defined by let’s-pretendism—by technologies that have almost arrived, business models that are on their way to profitability, by runways that go on and go on without ever achieving liftoff. Do people on your coast think all this is real? When the tech executive asked me that, I told him that we did—that the promise of Silicon Valley was as much an article of faith for those of us watching from the outside as for its insiders; that we both envied the world of digital and hoped that it would remain the great exception to economic disappointment, the place where even in the long, sluggish recovery from the crash of 2008, the promise of American innovation was still alive. And I would probably say the same thing now, despite the stories I’ve just told—because notwithstanding Billy McFarland and Elizabeth Holmes, notwithstanding the peculiar trajectory of Uber, many Silicon Valley institutions deserve their success, many tech companies have real customers and real revenue and a solid structure underneath, and the Internet economy is as real as twenty-first-century growth and innovation gets. But what this tells us, unfortunately, is that twenty-first-century growth and innovation are not at all what we were promised they would be.

The fact is, your creative potential is unrealized without execution. You love Apple products not only because they’re beautiful, you love them because they work really well. You love your favorite restaurant not only because the food is great, but because it’s consistently great.

While making inexpensive furniture may be what IKEA does prac- tically, the vision of “creating a better everyday life” for people has emotional resonance we can rally behind. These are the words of a movement, and I would argue that without them, Ikea would be much less successful. Combine commitment to a meaningful purpose with flawless execution and it makes the difference between the world’s largest furniture retailer and a local purveyor of cheap junk.

An enormously successful newspaper executive recounted walking into his CEO’s office and seeing him leaning back in his chair just staring out at the sky. When he asked the CEO what he was daydreaming about, it turned out to be the idea that pivoted the company for the next decade.

Ideas are great, but useless without execution.

There are five ways technology can boost marketing practices: Make more informed decisions based on big data. The greatest side product of digitalization is big data. In the digital context, every customer touchpoint—transaction, call center inquiry, and email exchange—is recorded. Moreover, customers leave footprints every time they browse the Internet and post something on social media. Privacy concerns aside, those are mountains of insights to extract. With such a rich source of information, marketers can now profile the customers at a granular and individual level, allowing one-to-one marketing at scale. Predict outcomes of marketing strategies and tactics. No marketing investment is a sure bet. But the idea of calculating the return on every marketing action makes marketing more accountable. With artificial intelligence–powered analytics, it is now possible for marketers to predict the outcome before launching new products or releasing new campaigns. The predictive model aims to discover patterns from previous marketing endeavors and understand what works, and based on the learning, recommend the optimized design for future campaigns. It allows marketers to stay ahead of the curve without jeopardizing the brands from possible failures. Bring the contextual digital experience to the physical world. The tracking of Internet users enables digital marketers to provide highly contextual experiences, such as personalized landing pages, relevant ads, and custom-made content. It gives digital-native companies a significant advantage over their brick-and-mortar counterparts. Today, the connected devices and sensors—the Internet of Things—empowers businesses to bring contextual touchpoints to the physical space, leveling the playing field while facilitating seamless omnichannel experience. Sensors enable marketers to identify who is coming to the stores and provide personalized treatment. Augment frontline marketers’ capacity to deliver value. Instead of being drawn into the machine-versus-human debate, marketers can focus on building an optimized symbiosis between themselves and digital technologies. AI, along with NLP, can improve the productivity of customer-facing operations by taking over lower-value tasks and empowering frontline personnel to tailor their approach. Chatbots can handle simple, high-volume conversations with an instant response. AR and VR help companies deliver engaging products with minimum human involvement. Thus, frontline marketers can concentrate on delivering highly coveted social interactions only when they need to. Speed up marketing execution. The preferences of always-on customers constantly change, putting pressure on businesses to profit from a shorter window of opportunity. To cope with such a challenge, companies can draw inspiration from the agile practices of lean startups. These startups rely heavily on technology to perform rapid market experiments and real-time validation.

5 Thumb Rules to Follow for Outsourcing 3D Character. Outsourcing has become one of the basic requirements of the digital industry. Be it software, websites, architecture rendering or 3D character modelling, companies look forward to outsource these tasks to reliable names. Reason is simple. When it comes to value for money, 3D Art Outsourcing Service stands to be the most viable option as setting up in-house production often isn’t considered a wise ROI choice. But, this necessity has also given rise to possible frauds. There are countless companies waiting to gulp your money in the blink of an eye. There are many more who are ready to lure you with lucrative offers when it comes to 3D character modelling concept. Since not everyone is familiar with the technicalities of this field, companies can easily get trapped with fake promises of giving top notch services well within their reach, only to find out that the whole thing was neither worth their time nor money. However, all the sham can be avoided if companies follow the six thumb rules while Game outsourcing character modelling tasks to animation studios as these will lead them to the right names. 1) Take a Tour of the Website Although you will find expert comments on not to judge a company by its cover, there is no denying the fact that website plays a decisive role in company’s credibility, especially when it comes to art and animation studios. A studio that claims to offer you state-of-art results must first focus on its own. A clean, crisp website with appropriate content can actually say a lot about the studio’s work. A poor design and inappropriate content often indicate the following things: - Outdated and poorly maintained - Negligence towards its virtual presentation - Unprofessionalism - Poor marketing A sincere design and animation studio will indeed feature a vibrant website with all its details properly included. 2) Location Matters Location has a huge impact on hiring charges as it largely decides the price range one can expect. If you are looking forward to countries like India, you expect the range to be well within your budget chiefly because such countries have immense talent, but because of the increasing demand and competition in the field of outsourcing, hiring charges are relatively cheaper than countries like UK or USA. This means that once can get desired expertise without spending a fortune. 3) Know Your Team Inside Out Since you will be spending your hard earned money, you have every right to know the ins and outs of your team. Getting to know the team can assist you in your decision. Do your part of homework and be ready with your queries. Starting from their names to their works, check everything you can, and if need be, go for one-to-one conversation. This will not only help you to know them better, but will also give you an idea of their communication, their knowledge about their work and their sincerity. A dedicated one will always answer you up to the point while a confused one with fidget with words or beat around the bush. 4) Don’t Miss Out on the Portfolio While the website of a studio is its virtual representative, it’s the portfolio which speaks about its execution. Reputed names of 3D modelling and design companies house excellent projects ranging from simple to complex ones. A solid portfolio indicates: - commitment of the studio towards its projects - competency of its team - execution and precision - status of its expertise Apart from the portfolio, some animation studios even feature case studies and white papers in their websites which indicate their level of transparency. Make sure to go through all of them.

I started thinking deeply about human rights. One of the main reasons that distinctions between oppressor and victim are blurred in North Korea is that no one there has any concept of rights. To know that your rights are being abused, or that you are abusing someone else’s, you first have to know that you have them, and what they are. But with no comparative information about societies elsewhere in the world, such awareness in North Korea cannot exist. This is also why most people escape because they’re hungry or in trouble – not because they’re craving liberty. Many defectors hiding in China even baulk at the idea of going to South Korea – they’d see it as a betrayal of their country and the legacy of the Great Leader. If the North Korean people acquired an awareness of their rights, of individual freedoms and democracy, the game would be up for the regime in Pyongyang. The people would realize that full human rights are exercised and enjoyed by one person only – the ruling Kim. He is the only figure in North Korea who exercises freedom of thought, freedom of speech, freedom of movement, his right not to be tortured, imprisoned, or executed without trial, and his right to proper healthcare and food.

or surprise illnesses. Yes, there is competition for this product from less complete datasets, but market share will grow as more people become aware of it. An initial PR push might help to get the ball rolling on links that will help search visibility, but eventually, there will be branded search, too, as users look for this most complete dataset. Non-branded queries will consist of all illnesses combined with a cost or price keyword. As the product grows, there could be iterations that incorporate more things beyond price, but at least from the outset, you have validated that there’s lots of demand. Zooming in on this product, there are many aspects that make it an ideal Product-Led SEO strategy. It is programmatic and scalable, creates something new, and addresses untapped search demand. Additionally, and most importantly, there is a direct path to a paying telehealth user. Users can access the data without being a current customer, but the cost differential between telehealth (when appropriate) versus in-person will lead some users down a discovery journey that ends with a conversion. A user who might never have considered telehealth might be drawn to the cost savings in reduced transportation and waiting times that they would never have known about had they not seen your content. Making a Decision Now, as the telehealth executive, you have two competing product ideas to choose from. While you can eventually do both, you can only do one at a time, as I suggested earlier. You will take both of these product ideas and spec out all the requirements. The conditions library might require buying a medical repository and licensing many stock photos, while the cost directory is built on open-source datasets.

The Benefits of Furniture 3D Rendering for Custom Designs Benefits of Furniture 3D Rendering for Custom Designs Customers crave personalization, especially when it comes to furniture. Imagine this: You’re shopping for a dining table, but none of the options fit your space or style perfectly. Wouldn’t it be great if you could tweak the design, change the color, or adjust the dimensions to suit your preferences? This is where 3D rendering for custom furniture designs comes in, revolutionizing the industry and making personalization a breeze. From offering lifelike visuals to streamlining the design process, 3D product rendering services have become a game-changer for furniture retailers, manufacturers, and customers alike. Let’s dive into how 3D furniture design, 3D product visualization, and 3D furniture models are reshaping the furniture customization experience. What is Furniture 3D Rendering? First, let’s clarify what we mean by furniture 3D rendering. In simple terms, it’s a technology that creates realistic, computer-generated images of furniture designs. These designs can range from simple chairs to complex modular systems. What makes it special? The ability to customize every detail and visualize the final product with stunning accuracy. Unlike traditional sketches or 2D drawings, 3D furniture models allow you to see how a piece will look from every angle, in various materials and finishes, even before it’s built. Why is 3D Rendering Essential for Custom Designs? Custom furniture design often comes with challenges: meeting customer expectations, managing production costs, and ensuring flawless execution. Here’s how 3D product rendering services solve these issues: 1. Bringing Ideas to Life Describing it in words or rough sketches can lead to miscommunication. With 3D product visualization, designers can translate these ideas into realistic models, making it easier for customers to see their vision come to life. Imagine being able to adjust the size, color, or material of a couch and instantly viewing the changes on-screen. This level of interactivity makes the design process exciting and collaborative. 2. Eliminating Guesswork One of the biggest pain points in custom furniture design is uncertainty. Customers often worry: “Will this color match my living room?” “Will the table fit in my dining area?” 3D furniture design removes this uncertainty by providing photorealistic visuals. Some services even allow customers to use augmented reality (AR) to virtually place the furniture in their space, ensuring it’s the perfect fit. 3. Reducing Costs and Errors In traditional furniture customization, errors during production can be costly. A miscalculation in dimensions or a misunderstanding about the design can lead to wasted materials and delayed timelines. By using 3D furniture models, manufacturers can catch potential issues early. How 3D Product Visualization Enhances Custom Furniture Experiences Customization isn’t just about making changes; it’s about making the process enjoyable and rewarding for customers. Here are some ways 3D product visualization elevates the experience: Interactive Customization Through interactive 3D tools, customers can mix and match materials, try different finishes, and even adjust design elements like armrests or leg styles. This hands-on approach makes them feel more connected to the product, increasing satisfaction and loyalty. Speeding Up Decision-Making The ability to see real-time changes to designs helps customers make decisions faster. They no longer have to imagine how a walnut finish might look compared to oak—they can see it immediately. Showcasing Versatility For businesses, 3D furniture models are a fantastic way to showcase a single product’s versatility. For example, a modular sofa can be displayed in various configurations, sizes, and colors, all without the need for multiple physical prototypes.