Improve Performance Quotes

Every defeat, every heartbreak, every loss, contains its own seed, its own lesson on how to improve your performance the next time.

There is no better than adversity. Every defeat, every heartbreak, every loss, contains its own seed, its own lesson on how to improve your performance next time.

Others inspire us, information feeds us, practice improves our performance, but we need quiet time to figure things out, to emerge with new discoveries, to unearth original answers.

A human being always acts and feels and performs in accordance with what he imagines to be true about himself and his environment...For imagination sets the goal ‘picture’ which our automatic mechanism works on. We act, or fail to act, not because of ‘will,’ as is so commonly believed, but because of imagination.

They discovered that naps as short as twenty-six minutes in length still offered a 34 percent improvement in task performance and more than a 50 percent increase in overall alertness.

deliberate practice requires that one identify certain sharply defined elements of performance that need to be improved, and then work intently on them.

Self-discipline predicted academic performance more robustly than did IQ. Self-discipline also predicted which students would improve their grades over the course of the school year, whereas IQ did not.… Self-discipline has a bigger effect on academic performance than does intellectual talent.”5.2

The job facing production managers focuses on how to help their team maintain hope while also addressing the sometimes brutal or dismal facts of their situation. If the truth of their position remains unseen, they will never grow the skills necessary to resolve it.

We all have a vast number of areas in which we have no talent or skill and little chance of becoming even mediocre. In those areas a knowledge workers should not take on work, jobs and assignments. It takes far more energy to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

All problems with writing and performing come from fear. Fear of exposure, fear of weakness, fear of lack of talent, fear of looking like a fool for trying, for even thinking you could write in the first place. It's all fear. If we didn't have fear, imagine the creativity in the world. Fear holds us back every step of the way. A lot of studies say that despite all our fears in this country - death, war, guns, illness - our biggest fear is public speaking. What I am doing right now. And when people are asked to identify which kind of public speaking they are most afraid of, they check the improvisation box. So improvisation is the number-one fear in America. Forget a nuclear winter or an eight-point nine earthquake or another Hitler. It's improv. Which is funny, because aren't we just improvising all day long? Isn't our whole life just one long improvisation? What are we so scared of?

It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

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

If you do not change employee behaviour, you will not get organisational change and performance improvement"​

To be a jazz freedom fighter is to attempt to galvanize and energize world-weary people into forms of organization with accountable leadership that promote critical exchange and broad reflection. The interplay of individuality and unity is not one of uniformity and unanimity imposed from above but rather of conflict among diverse groupings that reach a dynamic consensus subject to questioning and criticism. As with a soloist in a jazz quartet, quintet or band, individuality is promoted in order to sustain and increase the creative tension with the group--a tension that yields higher levels of performance to achieve the aim of the collective project. This kind of critical and democratic sensibility flies in the face of any policing of borders and boundaries of "blackness", "maleness", "femaleness", or "whiteness".

When you give an assignment, don’t take it back!

When bosses are too invested in everyone getting along they also fail to encourage the people on their team to criticize one another other for fear of sowing discord. They create the kind of work environment where being "nice" is prioritized at the expense of critiquing and therefore improving actual performance.

Managing activities, not results, requires a comprehensive application of the skills inherent in gained ownership. It is the true test of your management abilities and will cause you the greatest amount of personal growth and satisfaction.

If climate drives business results, what drives climate? 50-70% of how employees perceive their organization’s climate corresponds to the actions of one person: their manager.

the differences between expert performers and normal adults reflect a life-long period of deliberate effort to improve performance in a specific domain.” American

Working harder to achieve results usually results in frustration and failure. The focus of work is the activities that generate results, not the results themselves.

Being able to switch between two languages, the researchers concluded, improves a person’s ability to maintain focus and attention.

There is simply no other exercise, and certainly no machine, that produces the level of central nervous system activity, improved balance and coordination, skeletal loading and bone density enhancement, muscular stimulation and growth, connective tissue stress and strength, psychological demand and toughness, and overall systemic conditioning than the correctly performed full squat.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.

One reason we can change our brains simply by imagining is that, from a neuroscientific point of view, imagining an act and doing it are not as different as they sound. When people close their eyes and visualize a simple object, such as the letter a, the primary visual cortex lights up, just as it would if the subjects were actually looking at the letter a. Brain scans show that in action and imagination many of the same parts of the brain are activated. That is why visualizing can improve performance.

(If you’re not at all interested in performance, shouldn’t you be in the Python room down the hall?)

Consider that the simplest social interactions between two people requires performing an astonishing array of tasks: interpreting what the other person is saying; reading body language and facial expressions; smoothly taking turns talking and listening; responding to what the other person said; assessing whether you're being understood; determining whether you're well received, and, if not, figuring out how to improve or remove yourself from the situation. Think of what it takes to juggle all this at once! And that's just a one-to-one conversation. Now imagine the multitasking required in a group setting like a dinner party. (p237)

Deep Work: Professional activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limit. These efforts create new value, improve your skill, and are hard to replicate.

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

No work you'll ever complete; no project you'll ever attempt; no skill you'll ever master; no book you'll ever write; no race you'll ever run; no sculpture you'll ever create; no task you'll ever perform; no structure you'll ever build; nothing you will ever do -- is more important than the life you shape one day at a time.

In proportion as the machine is improved and performs man's work with an ever increasing rapidity and exactness, the labourer, instead of prolonging his former rest times, redoubles his ardour, as if he wished to rival the machine. O, absurd and murderous competition!

All the managers I interviewed had the same sense of identity and self-assurance. None of them were arrogant. Instead, they were clear about who they were and what needed accomplishing. They used that sense of self to engage their team and learn each team member’s strengths and contributions. Their courage and confidence were infectious to their team and to anyone who crossed their paths.

If you feel anxiety or depression, you are not in the present. You are either anxiously projecting the future or depressed and stuck in the past. The only thing you have any control over is the present moment; simple breathing exercises can make us calm and present instantly.

There is no better than adversity,” Malcolm X would say. “Every defeat, every heartbreak, every loss, contains its own seed, its own lesson on how to improve your performance the next time.

Money is just something you need in case you do not die tomorrow. Let this is a reminder for you not to obsess over profits and losses. In whatever you do, strive for enjoyment, focus, contentment, humility, openness... Paradoxically (and as an unintended consequence) your trading performance will improve significantly.

One cannot measure a manager’s knowledge and performance in a vacuum. It involves their participation in business activities while bringing all of themselves to the process of development, including their spiritual, personal, and skill & ability development.

Focusing on your strengths is required for peak performance, but improving your weaknesses has the potential for the greatest gains. This is true for athletes, executives, and entire companies. Leaving your comfort zone involves risk, however, and when you are already doing well the temptation to stick with the status quo can be overwhelming, leading to stagnation.

…man never regards what he possesses as so much his own, as what he does; and the labourer who tends a garden is perhaps in a truer sense its owner, than the listless voluptuary who enjoys its fruits…In view of this consideration, it seems as if all peasants and craftsman might be elevated into artists; that is, men who love their labour for its own sake, improve it by their own plastic genius and inventive skill, and thereby cultivate their intellect, ennoble their character, and exalt and refine their pleasures. And so humanity would be ennobled by the very things which now, though beautiful in themselves, so often serve to degrade it…But, still, freedom is undoubtedly the indispensable condition, without which even the pursuits most congenial to individual human nature, can never succeed in producing such salutary influences. Whatever does not spring from a man’s free choice, or is only the result of instruction and guidance, does not enter into his very being, but remains alien to his true nature; he does not perform it with truly human energies, but merely with mechanical exactness… …we may admire what he does, but we despise what he is.

A champion always prepares to win.

Until you get enough of enough, the "enough" that is never enough, you dare not quit! If your good is better, your better can be best; your best too can become excellent!

Positivity, by contrast, is directly linked to improved performance.

Performance of management should be measured by potential to stay in business, to protect investment, to ensure future dividends and jobs through improvement of product and service for the future, not by the quarterly dividend.

One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

the key to improved mental performance of almost any sort is the development of mental structures that make it possible to avoid the limitations of short-term memory and deal effectively with large amounts of information at once.

Perfectionism is not self-improvement. Perfectionism is, at its core, about trying to earn approval and acceptance. Most perfectionists were raised being praised for achievement and performance (grades, manners, rule-following, people-pleasing, appearance, sports). Somewhere along the way, we adopt this dangerous and debilitating belief system: I am what I accomplish and how well I accomplish it.

The idealized market was supposed to deliver ‘friction free’ exchanges, in which the desires of consumers would be met directly, without the need for intervention or mediation by regulatory agencies. Yet the drive to assess the performance of workers and to measure forms of labor which, by their nature, are resistant to quantification, has inevitably required additional layers of management and bureaucracy. What we have is not a direct comparison of workers’ performance or output, but a comparison between the audited representation of that performance and output. Inevitably, a short-circuiting occurs, and work becomes geared towards the generation and massaging of representations rather than to the official goals of the work itself. Indeed, an anthropological study of local government in Britain argues that ‘More effort goes into ensuring that a local authority’s services are represented correctly than goes into actually improving those services’. This reversal of priorities is one of the hallmarks of a system which can be characterized without hyperbole as ‘market Stalinism’. What late capitalism repeats from Stalinism is just this valuing of symbols of achievement over actual achievement. […] It would be a mistake to regard this market Stalinism as some deviation from the ‘true spirit’ of capitalism. On the contrary, it would be better to say that an essential dimension of Stalinism was inhibited by its association with a social project like socialism and can only emerge in a late capitalist culture in which images acquire an autonomous force. The way value is generated on the stock exchange depends of course less on what a company ‘really does’, and more on perceptions of, and beliefs about, its (future) performance. In capitalism, that is to say, all that is solid melts into PR, and late capitalism is defined at least as much by this ubiquitous tendency towards PR-production as it is by the imposition of market mechanisms.

From the vantage point of the brain, doing well in school and at work involves one and the same state, the brain’s sweet spot for performance. The biology of anxiety casts us out of that zone for excellence. “Banish fear” was a slogan of the late quality-control guru W. Edwards Deming. He saw that fear froze a workplace: workers were reluctant to speak up, to share new ideas, or to coordinate well, let alone to improve the quality of their output. The same slogan applies to the classroom—fear frazzles the mind, disrupting learning.

Only the mediocre die always at their best. Real leaders are always improving—and raising their bar on how superbly they can perform and how quickly they can move. —JEAN GIRAUDOUX

Very few managers know how to effectively tap the biggest source of performance improvement available to them: namely, the creativity and knowledge of the people who work for them.

Athletic success is the result of knowing what to do, the willingness to do it, and the drive to continually improve at it.

mistakes did I make that time?’ “‘What did I do that was right—and in what way could I have improved my performance?’ “‘What lessons can I learn from that experience?

I believe in not trying to control things that are out of my control or none of my business.

If you seek to correct a subordinate’s overall behavior or performance, start by telling them what they do well, then tell them where they need to improve.

I am David Fucking Goggins. I exist; therefore, I complete what I start. I take pride in my effort and in my performance in all phases of life. Just because I am here! If I’m lost, I will find myself. As long as I’m on planet Earth, I will not half-ass it. Anywhere I lack, I will improve because I exist and I am willing.

Statistically, athletes with solid family units have better stamina, more purpose, better mental health, and overall improved performance than athletes who are either divorced or unmarried.

More importantly, our software worked. I don't just mean that it didn't bump, or that it performed according to the written specifications, or that it was efficient in producing reports. It really worked

Free money works. Already, research has correlated unconditional cash disbursements with reductions in crime, child mortality, malnutrition, teenage pregnancy, and truancy, and with improved school performance, economic growth, and gender equality.13 “The big reason poor people are poor is because they don’t have enough money,” notes economist Charles Kenny, “and it shouldn’t come as a huge surprise that giving them money is a great way to reduce that problem.

The combination of mental and physical practice leads to greater performance improvement than does physical practice alone, a phenomenon for which our findings provide a physiological explanation. - Alvaro Pascual-Leone

Feedback functions formatively only if the information fed back to the learner is used by the learner in improving performance.

The high salt content in the water allowed tank users to float silently and without effort, achieving ultimate relaxation. If the makers of the tanks were to be believed, floating in the saltwater would improve mental alertness, decrease pain, facilitate healing, improve sports performance, wash your car, do your taxes, and clean the clutter out of your attic.

It was beyond imagining that bad font influences judgments of truth and improves cognitive performance, or that an emotional response to the cognitive ease of a triad of words mediates impressions of coherence. Psychology has come a long way.

There was a time when it was admirable to be an amateur poet or a dilettante scientist, because it meant that the quality of life could be improved by engaging in such activities. But increasingly the emphasis has been to value behavior over subjective states; what is admired is success, achievement, the quality of performance rather than the quality of experience.

We overtest, perform surgery, stick needles; these people are worse off,” he said. “If we work on their nutrition, diet, sleep habits, smoke habits, helping [them] find work—then they improve.

The science of man is the only solid foundation for the other sciences. [All the other sciences] have a relation, greater or lesser, to human nature. ‘Tis impossible to tell what changes and improvements we might make in these sciences were we thoroughly acquainted with the extent and force of human understanding, and could explain the nature of the ideas we employ, and of the operations we perform in our reason.

O VENENO ARDENTE DO DESGOSTO. THE WHITE HOT POISON OF ANGER. When others make us angry at them- at their shamelessness, injustice, inconsideration- then they exercise power over us, they proliferate and gnaw at our soul, then anger is like a white-hot poison that corrods all mild, noble and balanced feelings and robs us of sleep. Sleepless, we turn on the light and are angry at the anger that has lodged like a succubus who sucks us dry and debilitates us. We are not only furious at the damage, but also that it develops in us all by itself, for while we sit on the edge of the bed with aching temples, the distant catalyst remains untouched by the corrosive force of the anger that eats at us. On the empty internal stage bathed in the harsh light of mute rage, we perform all by ourselves a drama with shadow figures and shadow words we hurl against enemies in helpless rage we feel as icy blazing fire in our bowels. And the greater our despair that is only a shadow play and not a real discussion with the possibility of hurting the other and producing a balance of suffering, the wilder the poisonous shadows dance and haunt us even in the darkest catacombs of our dreams. (We will turn the tables, we think grimly, and all night long forge words that will produce in the other the effect of a fire bomb so that now he will be the one with the flames of indignation raging inside while we, soothed by schadenfreude, will drink our coffee in cheerful calm.) What could it mean to deal appropriately with anger? We really don't want to be soulless creatures who remain thoroughly indifferent to what they come across, creatures whose appraisals consist only of cool, anemic judgments and nothing can shake them up because nothing really bothers them. Therefore, we can't seriously wish not to know the experience of anger and instead persist in an equanimity that wouldn't be distinguished from tedious insensibility. Anger also teaches us something about who we are. Therefore this is what I'd like to know: What can it mean to train ourselves in anger and imagine that we take advantage of its knowledge without being addicted to its poison? We can be sure that we will hold on to the deathbed as part of the last balance sheet- and this part will taste bitter as cyanide- that we have wasted too much, much too much strength and time on getting angry and getting even with others in a helpless shadow theater, which only we, who suffered impotently, knew anything about. What can we do to improve this balance sheet? Why did our parents, teachers and other instructors never talk to us about it? Why didn't they tell something of this enormous significance? Not give us in this case any compass that could have helped us avoid wasting our soul on useless, self-destructive anger?

Mindset 1: Stress Is Harmful. Experiencing stress depletes my health and vitality. Experiencing stress debilitates my performance and productivity. Experiencing stress inhibits my learning and growth. The effects of stress are negative and should be avoided. Mindset 2: Stress Is Enhancing. Experiencing stress enhances my performance and productivity. Experiencing stress improves my health and vitality. Experiencing stress facilitates my learning and growth. The effects of stress are positive and should be utilized.

As business leaders we need to understand that lack of data is not the issue. Most businesses have more than enough data to use constructively; we just don't know how to use it. The reality is that most businesses are already data rich, but insight poor.

Deliberate Practice, which he has identified as the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful— they’re counterproductive. They reinforce existing cognitive mechanisms instead of improving them.

The researchers found that nearly every change they made was followed by a temporary uptick in performance, even when it involved simply undoing a previous change. They concluded that the increases in worker productivity were not due to better lighting or better pay or longer breaks per se. They were just temporary improvements caused by a change in routine.

When our hopes for performance are not completely met, realistic optimism involves accepting what cannot now be changed, rather than condemning or second-guessing ourselves. Focusing on the successful aspects of performance (even when the success is modest) promotes positive affect, reduces self-doubt, and helps to maintain motivation (e.g., McFarland & Ross, 1982).... Nevertheless, realistic optimism does not include or imply expectations that things will improve on their own. Wishful thinking of this sort typically has no reliable supporting evidence. Instead, the opportunity-seeking component of realistic optimism motivates efforts to improve future performances on the basis of what has been learned from past performances.

Law 6: When forced to compromise, ask for more. Law 7: If you can’t win, change the rules. Law 8: If you can’t change the rules, then ignore them. Law 11: “No” simply means begin again at one level higher. Law 13: When in doubt: THINK. Law 16: The faster you move, the slower time passes, the longer you live. Law 17: The best way to predict the future is to create it yourself. (adopted from Alan Kay) Law 19: You get what you incentivize. Law 22: The day before something is a breakthrough, it’s a crazy idea. Law 26: If you can’t measure it, you can’t improve it.

But if man genuinely produces man, it is precisely not through work and it's concrete results, not even the 'work on oneself' so widely praised in recent times, let alone through the alternatively invoked phenomena of 'interaction' or 'communication': it is through life in forms of practice. Practice is defined here as any operation that provides or improves the actor's qualification for the next performance of the same operation, whether it is declared as practice or not.

Catherine Lutz, an anthropologist who has been carrying out a project studying the archipelago of US overseas military bases. She made the fascinating observation that almost all of these bases organize outreach programs, in which soldiers venture out to repair schoolrooms or to perform free dental checkups in nearby towns and villages. The ostensible reason for the programs was to improve relations with local communities, but they rarely have much impact in that regard; still, even after the military discovered this, they kept the programs up because they had such an enormous psychological impact on the soldiers, many of whom would wax euphoric when describing them: for example, “This is why I joined the army,” “This is what military service is really all about—not just defending your country, it’s about helping people!” Soldiers allowed to perform public service duties, they found, were two or three times more likely to reenlist. I remember thinking, “Wait, so most of these people really want to be in the Peace Corps?” And I duly looked it up and discovered: sure enough, to be accepted into the Peace Corps, you need to already have a college degree. The US military is a haven for frustrated altruists.

[Young] adults who take gap years tended to be less motivated than their peers before the gap year. But after their gap year, most of them find new motivation. They had higher performance outcomes, career choice formation, improved employability, and a variety of life skills. The gap year can be seen as an educational process in which skills and critical reflection contribute to an individual's development.

feeling so far is that standardized testing and performance-based salaries are likely to push education from social norms to market norms. The United States already spends more money per student than any other Western society. Would it be wise to add more money? The same consideration applies to testing: we are already testing very frequently, and more testing is unlikely to improve the quality of education. I suspect that one answer lies in the realm of social norms. As we learned in our experiments, cash will take you only so far—social norms are the forces that can make a difference in the long run. Instead of focusing the attention of the teachers, parents, and kids on test scores, salaries, and competition, it might be better to instill in all of us a sense of purpose, mission, and pride in education. To do this we certainly can’t take the path of market norms. The Beatles proclaimed some time ago that you “Can’t Buy Me Love” and this also applies to the love of learning—you can’t buy it; and if you try, you might chase it away.

Kaizen should be done when times are good or when the company is profitable, since your efforts to streamline and make improvements when the company is poor are limited to reduction in staff. Even if you try to go lean and cut out the fat to improve business performance, when your business is in a very difficult position financially there is no fat to be cut. If you are cutting out muscle, which you need, then you cannot say that your efforts to become lean are succeeding.The most important thing about doing kaizen is to do kaizen when times are good, the economy is strong, and the company is profitable

When April with its sweet showers has pierced the drought of March to the root, and bathed every vein of earth with that liquid by whose power the flowers are engendered; when the zephyr, too, with its dulcet breath, has breathed life into the tender new shoots in every copse and on every hearth, and the young sun has run half his course in the sign of the Ram, and the little birds that sleep all night with their eyes open give song (so Nature prompts them in their hearts), then, as the poet Geoffrey Chaucer observed many years ago, folk long to go on pilgrimages. Only, these days, professional people call them conferences. The modern conference resembles the pilgrimage of medieval Christendom in that it allows the participants to indulge themselves in all the pleasures and diversions of travel while appearing to be austerely bent on self-improvement. To be sure, there are certain penitential exercises to be performed - the presentation of a paper, perhaps, and certainly listening to papers of others.

Imagine the case of someone supervising an exceptional team of workers, all of them striving towards a collectively held goal; imagine them hardworking, brilliant, creative and unified. But the person supervising is also responsible for someone troubled, who is performing poorly, elsewhere. In a fit of inspiration, the well-meaning manager moves that problematic person into the midst of his stellar team, hoping to improve him by example. What happens?—and the psychological literature is clear on this point.64 Does the errant interloper immediately straighten up and fly right? No. Instead, the entire team degenerates. The newcomer remains cynical, arrogant and neurotic. He complains. He shirks. He misses important meetings. His low-quality work causes delays, and must be redone by others. He still gets paid, however, just like his teammates. The hard workers who surround him start to feel betrayed. “Why am I breaking myself into pieces striving to finish this project,” each thinks, “when my new team member never breaks a sweat?” The same thing happens when well-meaning counsellors place a delinquent teen among comparatively civilized peers. The delinquency spreads, not the stability.65 Down is a lot easier than up.

The desire to have control over oneself is a strong human drive. Believing that we have the ability to control our fate influences whether we try to achieve goals, how much effort we exert to do so, and how long we persist when we encounter challenges. Given all this, it is not surprising that increasing people’s sense of control has been linked to benefits that span the gamut from improved physical health and emotional well-being, to heightened performance at school and work, to more satisfying interpersonal relationships. Conversely, feeling out of control often causes our chatter to spike and propels us to try to regain it. Which is where turning to our physical environments becomes relevant.

Stanford University's psychologist Carol Dweck and her colleagues have discovered that what you believe about intellectual ability—whether you think it's a fixed gift, or an earned ability that can be developed—makes a difference to your behavior, persistence, and performance. Students who see ability as fixed—as a gift—are more vulnerable to setbacks and difficulties. And stereotypes, as Dweck rightly points out, "are stories about gifts—who has them and who doesn't." Dweck and her colleagues are shown that when students are encouraged to see math ability as something that grows with effort—pointing out, for example, that the brain forges new connections and develops better ability every time they practice a task—grades improve and gender gaps diminish (relative to groups given control interventions).

According to scientists at the University of Oregon, people who exercised in a 100-degree room for ten days, for example, increased their fitness performance markers significantly more than a group who did the exact same workout in an air-conditioned room. The hot exercise caused “inexplicable changes to the heart’s left ventricle.” This can improve the heart’s health and efficiency. Hot exercise also activates “heat shock proteins” and “BDNF.” The former are inflammation fighters linked to living longer, while the latter is a chemical that promotes the survival and growth of neurons. BDNF might be protective against depression and Alzheimer’s, according to the NIH.

Put your vocabulary on the top shelf of your toolbox, and don't make any conscious effort to improve it... One of the really bad things you can do to your writing is to dress up the vocabulary, looking for long words because you're maybe a little bit ashamed of your shot ones. This is like dressing up a household pet in evening clothes. The pet is embarrassed and the person who committed this act of pre-meditated cuteness should be even more embarrassed. Make yourself a solemn promise right now that you'll never use 'emolument' when you mean 'tip' and you'll never say 'John stopped long enough to perform an act of excretion' when you mean 'John stopped long enough to take a shit'. If you believe 'take a shit' would be considered offensive or inappropriate by your audience, feel free to say 'John stopped long enough to move his bowels'...

In a recent analysis, Martin Grötschel of the Zuse Institute in Berlin found that, using the computers and software that existed in 1982, it would have taken a full eighty-two years to solve a particularly complex production planning problem. As of 2003, the same problem could be solved in about a minute—an improvement by a factor of around 43 million. Computer hardware became about 1,000 times faster over the same period, which means that improvements in the algorithms used accounted for approximately a 43,000-fold increase in performance.

But the point is not to do one thing. The point is to master the habit of showing up. The truth is, a habit must be established before it can be improved. If you can’t learn the basic skill of showing up, then you have little hope of mastering the finer details. Instead of trying to engineer a perfect habit from the start, do the easy thing on a more consistent basis. You have to standardize before you can optimize. As you master the art of showing up, the first two minutes simply become a ritual at the beginning of a larger routine. This is not merely a hack to make habits easier but actually the ideal way to master a difficult skill. The more you ritualize the beginning of a process, the more likely it becomes that you can slip into the state of deep focus that is required to do great things. By doing the same warm-up before every workout, you make it easier to get into a state of peak performance. By following the same creative ritual, you make it easier to get into the hard work of creating. By developing a consistent power-down habit, you make it easier to get to bed at a reasonable time each night.

It is worth pointing out that there has been some notable success with a concept known as ‘conditional cash transfers’; these are cash payments (in a sense, bonuses) made to give the poor an incentive to perform tasks that could help them escape poverty (for example, good school attendance, working a certain number of hours, improving test scores, seeing a doctor). The idea of conditional cash transfers has met with much success in developing countries such as Brazil, Mexico, Nicaragua and Peru (a similar programme is now being tested in the boroughs of New York City).

Persistence trumps talent. What's the most powerful force in the universe? Compound interest. It builds on itself. Over time, a small amount of money becomes a large amount of money. Persistence is similar. A little bit improves performance, which encourages greater persistence which improves persistence even more. And on and on it goes. Lack of persistence works the same way -- only in the opposite direction. Of course talent is important, but the world is lit erred with talented people who didn't persist, who didn't put in the hours, who gave up too early, who thought they could ride on talent alone. Meanwhile, people who might have less talent pass them by. That's why intrinsic motivation is so important. Doing things not the get an external reward like money or a promotion, but because you simple like doing it. The more intrinsic motivation you have , the more likely you are to persist. The more you persist, the more likely you are to succeed.

Every man whose business it is to think knows that he must for part of the day create about himself a pool of silence. But in that helter-skelter which we flatter by the name of civilization, the citizen performs the perilous business of government under the worst possible conditions. A faint recognition of this truth inspires the movement for a shorter work day, for longer vacations, for light, air, order, sunlight and dignity in factories and offices. But if the intellectual quality of our life is to be improved that is only the merest beginning. So long as so many jobs are an endless and, for the worker, an aimless routine, a kind of automatism using one set of muscles in one monotonous pattern, his whole life will tend towards an automatism using one set of muscles in one monotonous pattern, his whole life will tend towards an automatism in which nothing is particularly to be distinguished from anything else unless it is announced with a thunderclap. So long as he is physically imprisoned in crowds by day and even by night his attention will flicker and relax. It will not hold fast and define clearly where he is the victim of all sorts of pother, in a home which needs to be ventilated of its welter of drudgery, shrieking children, raucous assertions, indigestible food, bad air, and suffocating ornament. Occasionally perhaps we enter a building which is composed and spacious; we go to a theatre where modern stagecraft has cut away distraction, or go to sea, or into a quiet place, and we remember how cluttered, how capricious, how superfluous and clamorous is the ordinary urban life of our time. We learn to understand why our addled minds seize so little with precision, why they are caught up and tossed about in a kind of tarantella by headlines and catch-words, why so often they cannot tell things apart or discern identity in apparent differences.

The faculties of our souls are improved and made useful to us just after the same manner as our bodies are. Would you have a man write or paint, dance or fence well, or perform any other manual operation dexterously and with ease, let him have ever so much vigour and activity, suppleness and address naturally, yet no body expects this from him unless he has been used to it, and has employed time and pains in fashioning and forming his hand or outward parts to these motions. Just so it is in the mind; would you have a man reason well, you must use him to it betimes, exercise his mind in observing the connection of ideas and following them in train.

Music lives only in performance; only then does what we hear become real. Performing reveals everything we are able to show, and yet for this reason, the first time through, we often perform badly. And we yearn so deeply to go back again and correct our mistakes. Few yearnings are as profound in us, because the truth is, we cannot go back. Yet the fiction of practicing makes it seem as if we can, and this is enough to change our lives. Practice lets us grow in our own time, protected from the demands, the vitality and mortality, of each moment. Within the practice-room walls it often seems as if time really does stand still, as if we could always remain protected, practicing and improving forever. This illusion holds transformative power—but also a dangerous seduction. Practice, by itself, is a dream of perfection. Only performing can turn practice into shared life, where our own time may join with others’, becoming musical. Yet practicing is the necessary lie that lets us pause to collect ourselves. It is the inner life of performance, the inward turn that allows us to develop, to grow, to move forward having learned.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

This background enables us to understand a fact that is symptomatic of the current phase of saturation: there are countless people who want to withdraw from the omnipresence of advertising, who even avoid it like the plague. Here too, it is helpful to distinguish between the states before and after. From the perspective of the burgeoning world of products, advertising could be justified by the argument that spreading the word about the existence of new means of life improvements was indispensable, as the populations of industrial and trading nations would otherwise have been cheated of major knowledge about discreet improvements to the world. As the ambassador of new bringers of advantage, early advertising was the general training medium for contemporary performance collectives thoughtlessly denounced in culture-conservative milieus as 'consumer societies'. The aversion to advertising that pervades the saturated infospheres of the present, however, is based on the correct intuition that, in most of its manifestations, it has long since become a form of downward training. It no longer passes on what people should know in order to access advantageous innovations; it creates illusions of purchasable self-elevations that de facto usually lead to weakenings.

We all know many people who come from hard-working families, where they had to grow up with a bare minimum and become self-sufficient and independent at a very young age. We look at them now and see responsible citizens, self-reliant adults, successful members of the business community, outstanding performers, and just happy people. Yes, they’re happy, because they know the meaning of labor, they appreciate the pleasure of leisure, they value relationships with others, and they respect themselves. In contrast, there are people who come from wealthy families, had nannies to do everything for them, went to private schools where they were surrounded with special attention, never did their own laundry, never learned how to cook an omelet for themselves, never even gained the essential skills of unwinding on their own before bedtime, and of course, never did anything for anyone else either. You look at their adult life and see how dependent they are on others and how unhappy they are because of that. They need someone to constantly take care of them. They may see no meaning in their life as little things don’t satisfy them, because they were spoiled at a very young age. They may suffer a variety of eating disorders, use drugs, alcohol and other extremes in search of satisfaction and comfort. And, above all, in search of themselves.

Not that parents are alone in their extreme behavior. That have more than enough company among school boards and high-ranking politicians who think if you "fix the schools, they'll fix the kids." So, in Gadsden, Alabama, school officials eliminated kindergarten nap time in 2003 so the children would have more test-prep time. Two hours away in Atlanta, school officials figured that if you eliminated recess, the kids will study more. And just in case those shifty teachers try to sneak it in, Atlanta started building schools without playgrounds. "We are intent on improving academic performance," said the superintendent. "You don't do that by having kids hanging on the monkey bars." Meanwhile, Georgia's governor wanted the state to give Mozart CDs to newborns because research showed Mozart improved babies' IQs (which later proved to be mythical research). Right behind him is Lincoln, Rhode Island, where they canceled the district spelling bee because only one child would win, leaving all others behind, thus violating the intent of No Child Left Behind--or, as they might say in Lincoln, no child gets ahead.

Gabe watched her move to the center of the green. In one gloved hand, she clutched a leash. The other end of the leash was attached to... something furry and brown that rolled. "What is that?" "That would be mongrel with two lamed hind legs. Apparently, Her Ladyship's friend devised a little chariot for his rear half, and the dog careens around the neighborhood like a yapping billiard ball. If you think that's strange, wait until you see the goat." "Hold a moment. There's a goat?" "Oh, yes. She grazes it on the square every afternoon. Doesn't precisely elevate the atmosphere of Bloom Square, now does it?" "I see the problem." "I'm only getting started. Her Ladyship has single-handedly set us back a month on the improvements." Hammond pulled a collection of letters from a folio. He held one aloft and read from it. "'Dear Mr. Hammond, I must request that you delay completion of the parquet flooring. The fumes from the lacquer are dizzying the hens. Sincerely yours, Lady Penelope Campion.'" He withdrew another. "'Dear Mr. Hammond, I'm afraid your improvements to the mews must be temporarily halted. I've located a litter of newborn kittens in the hayloft. Their mother is looking after them, but as their eyes are not yet open, they should not be displaced for another week. Thank you for your cooperation. Gratefully yours, Lady Penelope Campion.'" Gabe sensed a theme. "Oh, and here's my favorite." Hammond shook open a letter and cleared his throat for dramatic effect. "'Dear Mr. Hammond, if it is not too great an imposition, might I ask that your workers refrain from performing heavy labor between nine o'clock in the morning and half-three in the afternoon? Hedgehogs are nocturnal animals, and sensitive to loud noises. My dear Freya is losing quills. I feel certain this will concern you as much as it does me. Neighborly yours, Lady Penelope Campion.'" He tossed the folio of letters onto the table, where they landed with a smack. "Her hedgehog. Really.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Cultivating a willingness to succeed despite any and all circumstances is the most important variable of the reengagement equation. Your willingness to succeed builds self-esteem. It broadens your concept of your own capability, yet it is the first thing we lose touch with when things go bad. After that, giving up often feels like the sanest option, and maybe it is, but know that quitting chips away at your self-worth and always requires some level of mental rehab. Even if what forces you to quit is an injury or something else beyond your control, you will still have to bounce back from the experience mentally. A successful mission seldom requires any emotional maintenance. In order to execute on your willingness to succeed, you will need to be able to perform without purpose. You’ve heard of purpose, that magical missing ingredient crucial to landing a fulfilling career and building a happy life. What if I told you the importance of finding your purpose was overblown? What if there never was any such thing as your good friend purpose? What if it doesn’t matter what the fuck you do with your time here? What if it’s all arbitrary and life doesn’t give a flying fuck if you want to be happy? What then? All I know is this: I am David Fucking Goggins. I exist; therefore, I complete what I start. I take pride in my effort and in my performance in all phases of life. Just because I am here! If I’m lost, I will find myself. As long as I’m on planet Earth, I will not half-ass it. Anywhere I lack, I will improve because I exist and I am willing.

It is a fact of life on our beleaguered little planet that widespread torture, famine and governmental criminal irresponsibility are much more likely to be found in tyrannical than in democratic governments. Why? Because the rulers of the former are much less likely to be thrown out of office for their misdeeds than the rulers of the latter. This is error-correcting machinery in politics. The methods of science, with all its imperfections, can be used to improve social, political and economic systems, and this is, I think, true no matter what criterion of improvement is adopted. How is this possible if science is based on experiment? Humans are not electrons or laboratory rats. But every act of Congress, every Supreme Court decision, every Presidential National Security Directive, every change in the Prime Rate is an experiment. Every shift in economic policy, every increase or decrease in funding for Head Start, every toughening of criminal sentences is an experiment. Exchanging needles, making condoms freely available, or decriminalizing marijuana are all experiments. Doing nothing to help Abyssinia against Italy, or to prevent Nazi Germany from invading the Rhineland was an experiment. Communism in Eastern Europe, the Soviet Union and China was an experiment. Privatizing mental health care or prisons is an experiment. Japan and West Germany investing a great deal in science and technology and next to nothing on defense - and finding that their economies boomed - was an experiment. Handguns are available for self-protection in Seattle, but not in nearby Vancouver, Canada; handgun killings are five times more common in Seattle and the handgun suicide rate is ten times greater in Seattle. Guns make impulsive killing easy. This is also an experiment. In almost all of these cases, adequate control experiments are not performed, or variables are insufficiently separated. Nevertheless, to a certain and often useful degree, such ideas can be tested. The great waste would be to ignore the results of social experiments because they seem to be ideologically unpalatable.

Of course, the champions of totalitarianism protest that what they want to abolish is "only economic freedom" and that all "other freedoms" will remain untouched. But freedom is indivisible. The distinction between an economic sphere of human life and activity and a noneconomic sphere is the worst of their fallacies. If an omnipotent authority has the power to assign to every individual the tasks he has to perform, nothing that can be called freedom and autonomy is left to him. He has only the choice between strict obedience and death by starvation.1 Committees of experts may be called to advise the planning authority whether or not a young man should be given the opportunity to prepare himself for and to work in an intellectual or artistic field. But such an arrangement can merely rear disciples committed to the parrotIike repetition of the ideas of the preceding generation. It would bar innovators who disagree with the accepted ways of thought. No innovation would ever have been accomplished if its originator had been in need of an authorization by those from whose doctrines and methods he wanted to deviate. Hegel would not have ordained Schopenhauer or Feuerbach, nor would Professor Rau have ordained Marx or Carl Menger. If the supreme planning board is ultimately to determine which books are to be printed, who is to experiment in the laboratories and who is to paint or to sculpture, and which alterations in technological methods should be undertaken, there will be neither improvement nor progress. Individual man will become a pawn in the hands of the rulers, who in their "social engineering" will handle him as engineers handle the stuff of which they construct buildings, bridges, and machines. In every sphere of human activity an innovation is a challenge not only to ali routinists and to the experts and practitioners of traditional methods but even more to those who have in the past themselves been innovators. It meets at the beginning chiefly stubborn opposition. Such obstacles can be overcome in a society where there is economic freedom. They are insurmountable in a socialist system.

Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.

This isn’t some libertarian mistrust of government policy, which is healthy in any democracy. This is deep skepticism of the very institutions of our society. And it’s becoming more and more mainstream. We can’t trust the evening news. We can’t trust our politicians. Our universities, the gateway to a better life, are rigged against us. We can’t get jobs. You can’t believe these things and participate meaningfully in society. Social psychologists have shown that group belief is a powerful motivator in performance. When groups perceive that it’s in their interest to work hard and achieve things, members of that group outperform other similarly situated individuals. It’s obvious why: If you believe that hard work pays off, then you work hard; if you think it’s hard to get ahead even when you try, then why try at all? Similarly, when people do fail, this mind-set allows them to look outward. I once ran into an old acquaintance at a Middletown bar who told me that he had recently quit his job because he was sick of waking up early. I later saw him complaining on Facebook about the “Obama economy” and how it had affected his life. I don’t doubt that the Obama economy has affected many, but this man is assuredly not among them. His status in life is directly attributable to the choices he’s made, and his life will improve only through better decisions. But for him to make better choices, he needs to live in an environment that forces him to ask tough questions about himself. There is a cultural movement in the white working class to blame problems on society or the government, and that movement gains adherents by the day. Here is where the rhetoric of modern conservatives (and I say this as one of them) fails to meet the real challenges of their biggest constituents. Instead of encouraging engagement, conservatives increasingly foment the kind of detachment that has sapped the ambition of so many of my peers. I have watched some friends blossom into successful adults and others fall victim to the worst of Middletown’s temptations—premature parenthood, drugs, incarceration. What separates the successful from the unsuccessful are the expectations that they had for their own lives. Yet the message of the right is increasingly: It’s not your fault that you’re a loser; it’s the government’s fault. My dad, for example, has never disparaged hard work, but he mistrusts some of the most obvious paths to upward mobility. When

On true penance and the holy life. Many people think that they are achieving great things in external works such as fasting, going barefoot and other such practices which are called penances. But true penance, and the best kind of penance, is that whereby we can improve ourselves greatly and in the highest measure, and this consists in turning entirely away from all that is not God or of God in ourselves and in all creatures, and in turning fully and completely towards our beloved God in an unshakeable love so that our devotion and desire for him become great. In whatever kind of good work you possess this the more, the more righteous you are, and the more there is of this, the truer the penance and the more it expunges sin and all its punishment. Indeed, in a short space of time you could turn so firmly away from all sin with such revulsion, turning just as firmly to God, that had you committed all the sins since Adam and all those which are still to be, you would be forgiven each and every one together with their punishment and, were you then to die, you would be brought before the face of God. This is true penance, and it is based especially and consummately on the precious suffering in the perfect penance of our Lord Jesus. Christ The more we share13 in this, the more all sin falls away from us, together with the punishment for sin. In all that we do and at all times we should accustom ourselves to sharing in the life and work of our Lord Jesus Christ, in all that he did and chose not to do, in all that he suffered and experienced, and we should be always mindful of him as he was of us. This form of penance is a mind raised above all things into God, and you should freely practise those kinds of works in which you find that you can and do possess this the most. If any external work hampers you in this, whether it be fasting, keeping vigil, reading or whatever else, you should freely let it go without worrying that you might thereby be neglecting your penance. For God does not notice the nature of the works but only the love, the devotion and the spirit which is in them. For he is not so much concerned with our works as with the spirit with which we perform them all and that we should love him in all things. They for whom God is not enough are greedy. The reward for all your works should be that they are known to God and that you seek God in them. Let this always be enough for you. The more purely and simply you seek him, the more effectively all your works will atone for your sins. You could also call to mind the fact that God was a universal redeemer of the world, and that I owe him far greater thanks therefore than if he had redeemed me alone. And so you too should be the universal redeemer of all that you have spoiled in yourself through sin, and you should commend yourself altogether to him with all that you have done, for you have spoiled through sin all that is yours: heart, senses, body, soul, faculties, and whatever else there is in you and about you. All is sick and spoiled. Flee to him then in whom there is no fault but rather all goodness, so that he may be a universal redeemer for all the corruption both of your life within and your life in the world.