Improving Your Weaknesses Quotes

When you see a good person, think of becoming like her/him. When you see someone not so good, reflect on your own weak points.

Remember that most people are happiest when they are improving and doing the things that suit them naturally and help them advance. So learning about your people’s weaknesses is just as valuable (for them and for you) as is learning their strengths.

You will find there are times you must grasp your life with both hands and forcefully steer it in a new direction and then strain to hold your course until the storms of fear, weakness, and doubt abate.

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.

God, I’m not going to look at what I don’t have. I’m looking unto you. I know in my weakness, you show up the strongest.

Despise your weakness, not yourself.

You must zero in on your weaknesses, and you must do so over and over again, for hours a day, week after month after year. To be gritty is to resist complacency. “Whatever it takes, I want to improve!” is a refrain of all paragons of grit, no matter their particular interest, and no matter how excellent they already are.

The act of retrieving learning from memory has two profound benefits. One, it tells you what you know and don’t know, and therefore where to focus further study to improve the areas where you’re weak. Two, recalling what you have learned causes your brain to reconsolidate the memory, which strengthens its connections to what you already know and makes it easier for you to recall in the future.

Knowing your weakness, is a strength

Dear sisters, many of you are endlessly compassionate and patient with the weaknesses of others. Please remember also to be compassionate and patient with yourself. In the meantime, be thankful for all the small successes in your home, your family relationships, your education and livelihood, your Church participation and personal improvement. Like the forget-me-nots, these successes may seem tiny to you and they may go unnoticed by others, but God notices them and they are not small to Him. If you consider success to be only the most perfect rose or dazzling orchid, you may miss some of life’s sweetest experiences.

It is amazing how much power we have, yet we are so oblivious to its existence. At home we were directed to focus on our downsides, at school we had to improve our bad grades, and in the workplace we are asked to develop our weaknesses. Those who have succeeded in aligning their character and their fate have done the exact opposite. I invested in what made me feel strong instead of wasting time on things that only made me feel weak and bad about myself. Marcus Buckingham says that knowing your strengths is the first step.

Uncertainty is intrinsic to the process of finding out what you don’t know, not a weakness to avoid.

Call attention to your strengths instead of pointing out your weaknesses.

Whenever you look at your weaknesses, spend equal time considering your strengths. Give yourself credit for all accomplishments or improvements, even the smallest ones. Improve your mind - read a book, write a story.

I've always felt the need to prove myself against other people. I mean, I'm quite a weak person physically, and I think in school, I wouldn't say I was bullied but you do feel scared sometimes, or frightened, and the only thing I thought I had that was different from other people was the fact that I was actually quite intelligent. I like reading and passing exams or whatever. But even things like A-Levels - say somebody else got straight As - I would not feel as good as them, because I didn't know what percentages we had. I wanted to know that I had ninety-eight per cent and they had ninety-five per cent. It wasn't enough. I felt next to somebody with the same qualifications as me, I would not feel as good. You don't even know what it means. So you're constantly trying to get better and improve all the time.

If you change your way of thinking about failure, you can transform your weaknesses into strengths & realize opportunities for growth.

Self-awareness mind helps you build on your strengths and improve on your weaknesses.

Strengths and weaknesses are the main elements of our characters. While it's dumb to think you are fault free, it's also harmful to see yourself worthless.

mistake. If he gives up the cave (and denies his true nature) he becomes irritable, overly sensitive, defensive, weak, passive, or mean. And to make matters worse, he doesn’t know why he has become so unpleasant.

Success comes by strengthening your strengths more than improving on your weaknesses. If you can maximize the potential of your strength then you become a champion while if you work harder on your weaknesses you be come Jack of all trade.

The first is competence. Be brilliant in the basics. Don’t dabble in your job; you must master it. That applies at every level as you advance. Analyze yourself. Identify weaknesses and improve yourself. If you’re not running three miles in eighteen minutes, work out more; if you’re not a good listener, discipline yourself; if you’re not swift at calling in artillery fire, rehearse. Your troops are counting on you. Of course you’ll screw up sometimes; don’t dwell on that. The last perfect man on earth died on a cross long ago—just be honest and move on, smarter for what your mistake taught you.

It is far more lucrative and fun to leverage your strengths instead of attempting to fix all the chinks in your armor. The choice is between multiplication of results using strengths or incremental improvement fixing weaknesses that will, at best, become mediocre. Focus on better use of your best weapons instead of constant repair.

The principal advantage of narrative writing is that it assists us place our life experiences in a storytelling template. The act of strict examination forces us to select and organize our past. Narration provides an explanatory framework. Human beings often claim to understand events when they manage to formulate a coherent story or narrative explaining what factors caused a specific incident to occur. Stories assist the human mind to remember and make decisions based on informative stories. Narrative writing also prompts periods of intense reflection that leads to more writing that is ruminative. Contemplative actions call for us to track the conscious mind at work rendering an accounting of our weaknesses and our strengths, folly and wisdom.

When you settle for “vanilla” objectives such as “increased clarity,” or “more confidence,” or “higher commitment” (which I call “human resources objectives” because they are so weak and nonmeasurable), you deny yourself the opportunity to create dynamic ROI, where the client receives huge benefit and your equitable compensation is quite reasonable in light of that improvement.

Yeah,” I said, “I heard the speech. But they don’t give a damn about that. Hell, make ’em cry, make ’em laugh, make ’em think you’re their weak erring pal, or make ’em think you’re God-Almighty. Or make ’em mad. Even mad at you. Just stir ’em up, it doesn’t matter how or why, and they’ll love you and come back for more. Pinch ’em in the soft place. They aren’t alive, most of ’em, and haven’t been alive in twenty years. Hell, their wives have lost their teeth and their shape, and likker won’t set on their stomachs, and they don’t believe in God, so it’s up to you to give ’em something to stir ’em up and make ’em feel alive again. Just for half an hour. That’s what they come for. Tell ’em anything. But for Sweet Jesus’ sake don’t try to improve their minds.

The obstacle in the path becomes the path. Never forget, within every obstacle is an opportunity to improve our condition. We decide what we will make of each and every situation. Our perceptions are the thing that we're in complete control of. When people panic, they make mistakes.They become unresponsive and stop thinking clearly. They just react. If an emotion can't change the condition or the situation you're dealing with, it is likely an unhelpful emotion. Or, quite possibly, a destructive one. Perspective is everything. That is, when you can break apart something, or look at it from some new angle, it loses its power over you. Focusing exclusively on what is in our power magnifies and enhances our power. But every ounce of energy directed at things we can't actually influence is wasted - self-indulgent and self-destructive. Our best ideas come from where obstacles illuminate new options. Failure puts you in corners you have to think your way out of. It is a source of breakthroughs. True will is quiet humility, resilience and flexibility. The other kind of will is weakness, disguised by bluster and ambition. See which lasts longer under the hardest of obstacles.

NO PERFORMANCE MANAGEMENT OR EMPLOYEE FEEDBACK PROCESS Your company now employs twenty-five people and you know that you should formalize the performance management process, but you don’t want to pay the price. You worry that doing so will make it feel like a “big company.” Moreover, you do not want your employees to be offended by the feedback, because you can’t afford to lose anyone right now. And people are happy, so why rock the boat? Why not take on a little management debt? The first noticeable payments will be due when somebody performs below expectations: CEO: “He was good when we hired him; what happened?” Manager: “He’s not doing the things that we need him to do.” CEO: “Did we clearly tell him that?” Manager: “Maybe not clearly . . .” However, the larger payment will be a silent tax. Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance.

Be thankful for your achievements; be thankful for your accomplishments, no matter how big or small. Be thankful for the mind to complete the accomplishments. Be thankful for your past, present, and future. And know that if you are creating success stories you will find that average is how you began, above average is then where you will stand! Lest you forget the strong develop and improve; the weak get frantic, digress and deviate.

Approach over Results. How you accomplish your results is more important than the results themselves in the long run. Your approach is your foundation. It’s what you fall back on when you don’t know the way forward. Your approach should be sustainable. You should also be able to improve your approach over time. Your approach should be consistent with your values. Your approach should play to your strengths and limit your weaknesses.

you might still have a preferred style of acquiring new knowledge and skills. What we now know is that your preference isn’t fixed, and playing only to your strengths deprives you of the opportunity to improve on your weaknesses. The way you like to learn is what makes you comfortable, but it isn’t necessarily how you learn best. Sometimes you even learn better in the mode that makes you the most uncomfortable, because you have to work harder at it.

However, the larger payment will be a silent tax. Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance.

Follow these steps—over and over again for a decade—and you just might become a master: • Remember that deliberate practice has one objective: to improve performance. “People who play tennis once a week for years don’t get any better if they do the same thing each time,” Ericsson has said. “Deliberate practice is about changing your performance, setting new goals and straining yourself to reach a bit higher each time.” • Repeat, repeat, repeat. Repetition matters. Basketball greats don’t shoot ten free throws at the end of team practice; they shoot five hundred. • Seek constant, critical feedback. If you don’t know how you’re doing, you won’t know what to improve. • Focus ruthlessly on where you need help. While many of us work on what we’re already good at, says Ericsson, “those who get better work on their weaknesses.” • Prepare for the process to be mentally and physically exhausting. That’s why so few people commit to it, but that’s why it works.

The scout isn’t indifferent. A scout might hope to learn that the path is safe, that the other side is weak, or that there’s a bridge conveniently located where his forces need to cross the river. But above all, he wants to learn what’s really there, not fool himself into drawing a bridge on his map where there isn’t one in real life. Being in scout mindset means wanting your “map”—your perception of yourself and the world—to be as accurate as possible. Of course, all maps are imperfect simplifications of reality, as a scout well knows. Striving for an accurate map means being aware of the limits of your understanding, keeping track of the regions of your map that are especially sketchy or possibly wrong. And it means always being open to changing your mind in response to new information. In scout mindset, there’s no such thing as a “threat” to your beliefs. If you find out you were wrong about something, great—you’ve improved your map, and that can only help you.

a. View painful problems as potential improvements that are screaming at you. Though it won’t feel that way at first, each and every problem you encounter is an opportunity; for that reason, it is essential that you bring them to the surface. Most people don’t like to do this, especially if it exposes their own weaknesses or the weaknesses of someone they care about, but successful people know they have to. b. Don’t avoid confronting problems because they are rooted in harsh realities that are unpleasant to look at. Thinking about problems that are difficult to solve may make you anxious, but not thinking about them (and hence not dealing with them) should make you more anxious still. When a problem stems from your own lack of talent or skill, most people feel shame. Get over it. I cannot emphasize this enough: Acknowledging your weaknesses is not the same as surrendering to them. It’s the first step toward overcoming them. The pains you are feeling are “growing pains” that will test your character and reward you as you push through them.

One of the most striking research findings is the power of active retrieval—testing—to strengthen memory, and that the more effortful the retrieval, the stronger the benefit. Think flight simulator versus PowerPoint lecture. Think quiz versus rereading. The act of retrieving learning from memory has two profound benefits. One, it tells you what you know and don’t know, and therefore where to focus further study to improve the areas where you’re weak. Two, recalling what you have learned causes your brain to reconsolidate the memory, which strengthens its connections to what you already know and makes it easier for you to recall in the future.

Weakness is a feeling of depletion, a constant draining of energy. There are countless ways that people experience and express feelings of weakness and depletion. It can manifest as the perpetual sense that tomorrow, or next year, things are going to get better—but they don’t. Being an adult without a direction or a sense of greater purpose is also a form of weakness. The face of weakness can appear as frustration, anger, isolation, or addiction. Weakness personified is a persistent and cunning thief, creeping into your life and the lives of your children masked as hope and constantly nagging, “Look at me, fix me, improve me, and then you will be happy.

Hell, make ’em cry, make ’em laugh, make ’em think you’re their weak erring pal, or make ’em think you’re God-Almighty. Or make ’em mad. Even mad at you. Just stir ’em up, it doesn’t matter how or why, and they’ll love you and come back for more. Pinch ’em in the soft place. They aren’t alive, most of ’em, and haven’t been alive in twenty years. Hell, their wives have lost their teeth and their shape, and likker won’t set on their stomachs, and they don’t believe in God, so it’s up to you to give ’em something to stir ’em up and make ’em feel alive again. Just for half an hour. That’s what they come for. Tell ’em anything. But for Sweet Jesus’ sake don’t try to improve their minds.

Well,” he said. “The gap between the player you are today and the player you want to be—” “I want to be the greatest tennis player in the world,” I said. “That gap is not big. We are talking about that vital half-percent improvement. And that’s not found in changing your strategy. It’s in shortening the nanosecond of time between getting to the ball and slicing it across the court. It is going to be found in the minute change you make to the angle of your serve. The details are fine, and they are going to get finer. It is going to be nearly imperceptible, the ways we need to change your game. No one will be able to see it from the outside, but Stepanova is going to feel it. Every time she loses to you for the next ten years.” I could feel my pulse in my ears; my face felt hot. “Okay,” I said. “How do we do that?” “Are you cross-training?” he asked. “I run and do drills.” Lars laughed. “That’s not enough. Stepanova is right about one thing––you need to lose at least a couple pounds. We need you doing sprints, lunges, weight training. You can jump higher to hit overheads. You rarely do—it’s a weakness in your game, in my opinion. I want to see what happens when you blast off the court into the air. Take out some of Stepanova’s lobs before they hit the ground. We start there and see where we get.” “No,” I said, shaking my head. “If we are doing this, I need to know right now that you believe I can bury her. That I can be number one.” “If I am your coach and you do not become the number-one-ranked player for the year,” he said, “I will be disgusted.

Think strengths, not weaknesses. The research of Martin Seilgman and Marcus Buckingham has found that the key to success is to steer around your weaknesses and focus on your strengths. Successful people don't try to hard to improve what they're bad at. They capitalize on what they're good at. ...Think about it. What are your strengths? What do you do consistently well? What gives you energy rather than drains it? What sorts of activities create "flow" in you? (FLOW is the mental state of operation in which the person is fully immersed in what he or she is doing, characterized by a feeling of energized focus, full involvement, and success in the process of the activity. ) You won't accomplish anything until you stop worrying about your weaknesses and start using your strengths!

If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired.

But overprotection is just one part of a larger trend that we call problems of progress. This term refers to bad consequences produced by otherwise good social changes. It’s great that our economic system produces an abundance of food at low prices, but the flip side is an epidemic of obesity. It’s great that we can connect and communicate with people instantly and for free, but this hyperconnection may be damaging the mental health of young people. It’s great that we have refrigerators, antidepressants, air conditioning, hot and cold running water, and the ability to escape from most of the physical hardships that were woven into the daily lives of our ancestors back to the dawn of our species. Comfort and physical safety are boons to humanity, but they bring some costs, too. We adapt to our new and improved circumstances and then lower the bar for what we count as intolerable levels of discomfort and risk. By the standards of our great-grandparents, nearly all of us are coddled. Each generation tends to see the one after it as weak, whiny, and lacking in resilience. Those older generations may have a point, even though these generational changes reflect real and positive progress. To repeat, we are not saying that the problems facing students, and young people more generally, are minor or “all in their heads.” We are saying that what people choose to do in their heads will determine how those real problems affect them. Our argument is ultimately pragmatic, not moralistic: Whatever your identity, background, or political ideology, you will be happier, healthier, stronger, and more likely to succeed in pursuing your own goals if you do the opposite of what Misoponos advised.

Finally, I ask our managers to weigh one other critical factor as they handicap the prospect. Do they believe the candidate has the capacity to become one of the top three performers on our team in his or her job category? If people cannot ever develop into one of our top three cooks, servers, managers, or maître d’s, why would we hire them? How will they help us improve and become champions? It’s pretty easy to spot an overwhelmingly strong candidate or even an underwhelmingly weak candidate. It’s the “whelming” candidate you must avoid at all costs, because that’s the one who can and will do your organization the most long-lasting harm. Overwhelmers earn you raves. Underwhelmers either leave on their own or are terminated. Whelmers, sadly, are like a stubborn stain you can’t get out of the carpet. They infuse an organization and its staff with mediocrity; they’re comfortable, and so they never leave; and, frustratingly, they never do anything that rises to the level of getting them promoted or sinks to the level of getting them fired. And

You are not an evil human; you are not without intellect and education; you have everything that could make you a credit to human society. Moreover, I am acquainted with your heart and know that few are better, but you are nevertheless irritating and unbearable, and I consider it most difficult to live with you. 'All of your good qualities become obscured by your super-cleverness and are made useless to the world merely because of your rage at wanting to know everything better than others; of wanting to improve and master what you cannot command. With this you embitter the people around you, since no one wants to be improved or enlightened in such a forceful way, least of all by such an insignificant individual as you still are; no one can tolerate being reproved by you, who also still show so many weaknesses yourself, least of all in your adverse manner, which in oracular tones, proclaims this is so and so, without ever supposing an objection. 'If you were less like you, you would only be ridiculous, but thus as you are, you are highly annoying.

LEADING LESSONS Criticism can be useful. I’ve taken a beating from the DWTS judges on many occasions. Most of the time, because I’m always aware of the cameras in my face, I just suck it up and take it. Here’s the thing: I realize that maybe they’re seeing something I’m not. Sometimes you’re too close to a situation, too connected to it, to be 100 percent honest with yourself. Or your ego gets in the way and won’t let you improve, because that would mean changing course and admitting you were wrong. I tell my partners to listen carefully when Len, Carrie Ann, or Bruno has a constructive criticism for us. Yes, sometimes it boils down to taste and opinion (and I don’t always agree), but often it’s a valid point. They want us to succeed. The way I see it, you have lots of choices on how to handle it: the first is to lose your temper, get defensive, and spend the rest of the night beating yourself up about it. The second--a natural reaction for most people--is to mentally shut down when someone points out your flaws. Who wants to hear that? Let me just drown it out and ignore it. The third option is your best: keep your mind and your ears open. You can learn about your weaknesses and how you can improve them. A leader is never scared of criticism, but instead knows there is always room to grow and improve. So bring it on.

A few years ago my friend Jon Brooks supplied this great illustration of skewed interpretation at work. Here’s how investors react to events when they’re feeling good about life (which usually means the market has been rising): Strong data: economy strengthening—stocks rally Weak data: Fed likely to ease—stocks rally Data as expected: low volatility—stocks rally Banks make $4 billion: business conditions favorable—stocks rally Banks lose $4 billion: bad news out of the way—stocks rally Oil spikes: growing global economy contributing to demand—stocks rally Oil drops: more purchasing power for the consumer—stocks rally Dollar plunges: great for exporters—stocks rally Dollar strengthens: great for companies that buy from abroad—stocks rally Inflation spikes: will cause assets to appreciate—stocks rally Inflation drops: improves quality of earnings—stocks rally Of course, the same behavior also applies in the opposite direction. When psychology is negative and markets have been falling for a while, everything is capable of being interpreted negatively. Strong economic data is seen as likely to make the Fed withdraw stimulus by raising interest rates, and weak data is taken to mean companies will have trouble meeting earnings forecasts. In other words, it’s not the data or events; it’s the interpretation. And that fluctuates with swings in psychology.

First I’ll ask Totthill what he knows about the borrowed funds. Since he probably won’t have a satisfactory answer, I’ll have to go through the account ledgers to find out what happened. In either event, I’ll tell the land steward to estimate what it will take to make the land improvements.” “I don’t envy you,” West said casually, and paused. His tone changed, sharpening. “Nor do I understand you. Sell the damned estate, Devon. You owe nothing to those people. Eversby Priory isn’t your birthright.” Devon sent him a sardonic glance. “Then how did I end up with it?” “By bloody accident!” “Regardless, it’s mine. Now leave, before I flatten your skull with one of these ledgers.” But West stood unmoving, pinning him with a baleful stare. “Why is this happening? What has changed you?” Exasperated, Devon rubbed the corners of his eyes. He hadn’t slept well for weeks, and his cookmaid had brought him only burned bacon and weak tea for breakfast. “Did you think that we were going to go through life completely unaltered?” he asked. “That we would occupy ourselves with nothing but selfish pleasures and trivial amusements?” “I was counting on it!” “Well, the unexpected happened. Don’t trouble yourself over it; I’ve asked nothing of you.” West’s aggression weathered down to a core of resentment. He approached the desk, turned, and hoisted himself up with effort to sit next to Devon. “Maybe you should, you stupid bastard.

There is a third premise of the recovery movement that I do endorse enthusiastically: The patterns of problems in childhood that recur into adulthood are significant. They can be found by exploring your past, by looking into the corners of your childhood. Coming to grips with your childhood will not yield insight into how you became the adult you are: The causal links between childhood events and what you have now become are simply too weak. Coming to grips with your childhood will not make your adult problems go away: Working through the past does not seem to be any sort of cure for troubles. Coming to grips with your childhood will not make you feel any better for long, nor will it raise your self-esteem. Coming to grips with childhood is a different and special voyage. The sages urged us to know ourselves, and Plato warned us that the unexamined life is not worth living. Knowledge acquired on this voyage is about patterns, about the tapestry that we have woven. It is not knowledge about causes. Are there consistent mistakes we have made and still make? In the flush of victory, do I forget my friends—in the Little League and when I got that last big raise? (People have always told me I'm a good loser but a bad winner.) Do I usually succeed in one domain but fail in another? (I wish I could get along with the people I really love as well as I do with my employers.) Does a surprising emotion arise again and again? (I always pick fights with people I love right before they have to go away.) Does my body often betray me? (I get a lot of colds when big projects are due.) You probably want to know why you are a bad winner, why you get colds when others expect a lot of you, and why you react to abandonment with anger. You will not find out. As important and magnetic as the “why” questions are, they are questions that psychology cannot now answer. One of the two clearest findings of one hundred years of therapy is that satisfactory answers to the great “why” questions are not easily found; maybe in fifty years things will be different; maybe never. When purveyors of the evils of “toxic shame” tell you that they know it comes from parental abuse, don't believe them. No one knows any such thing. Be skeptical even of your own “Aha!” experiences: When you unearth the fury you felt that first kindergarten day, do not assume that you have found the source of your lifelong terror of abandonment. The causal links may be illusions, and humility is in order here. The other clearest finding of the whole therapeutic endeavor, however, is that change is within our grasp, almost routine, throughout adult life. So even if why we are what we are is a mystery, how to change ourselves is not. Mind the pattern. A pattern of mistakes is a call to change your life. The rest of the tapestry is not determined by what has been woven before. The weaver herself, blessed with knowledge and with freedom, can change—if not the material she must work with—the design of what comes next.

Subject Line:  This means a lot… Or Would love to get your opinion…   Email Text:  Dear friends, family, and colleagues:    Thank you so much for reading this email. This isn’t an easy one for me to send, but it is extremely important to me, so I sincerely appreciate you investing your valuable time reading (and hopefully responding to) it. This email is going out to only a select group of people. Each of you knows me well, and I’m hoping will give me honest feedback about my strengths and most importantly, my weaknesses (aka “areas of improvement.”) I’ve never done anything like this before, but I feel that for me grow and improve as a person, I need to get a more accurate picture of how I’m showing up to the people that matter most to me. In order to become the person I need to be to create the life and contribute to others at the levels that I want, I need your feedback. So, all I’m asking is that you take just a few minutes to email me back with what you honestly think are my top 2-3 “areas of improvement.” If it will make you feel better to also list my top 2-3 “strengths” (I’m sure it will make me feel better J), you are definitely welcome to. That’s it. And please don’t sugarcoat it or hold back anything. I will not be offended by anything that you share. In fact, the more “brutally” honest you are, the more leverage it will give me to make positive changes in my life. Thank you again, and if there is anything else I can do to add value to your life, please let me know. With sincere gratitude,   Your Name

You look like a butterfly that’s just flown in from the garden,” Hunt said softly. He must be mocking her, Annabelle thought, perfectly aware of her own sickroom pallor. Self-consciously she raised a hand to her hair, pushing back the untidy locks. “What are you doing here?” she asked. “Shouldn’t you be at the neighbor’s party?” She had not meant to sound so abrupt and unwelcoming, but her usual facility with words had deserted her. As she stared at him, she couldn’t help thinking of how he had rubbed her chest with his hand. The recollection caused the stinging heat of embarrassment to cover her skin. Hunt replied in a gently caustic tone. “I have business to conduct with one of my managers, who is due to arrive from London later this morning. Unlike the silk-stockinged gentlemen whose pedigrees you so admire, I have things to consider other than where I should settle my picnic blanket today.” Pushing away from the doorframe, Hunt ventured farther into the room, his gaze frankly assessing. “Still weak? That will improve soon. How is your ankle? Lift your skirts—I think I should take another look.” Annabelle regarded him with alarm for a fraction of a second, then began to laugh as she saw the glint in his eyes. The audacious remark somehow eased her embarrassment and caused her to relax. “That is very kind,” she said dryly. “But there’s no need. My ankle is much better, thank you.” Hunt smiled as he approached her. “I’ll have you know that my offer was made in a spirit of purest altruism. I would had taken no illicit pleasure at the sight of your exposed leg. Well, perhaps a small thrill, but I would have concealed it fairly well.

Important: Be sure to put the outgoing email addresses in the BCC field of the email, so that each recipient doesn’t see everyone else you’re sending it to. (Or, you can copy and paste, then send the email to each person individually.) Subject Line: This means a lot… Or Would love to get your opinion… Email Text: Dear friends, family, and colleagues:  Thank you so much for reading this email. This isn’t an easy one for me to send, but it is extremely important to me, so I sincerely appreciate you investing your valuable time reading (and hopefully responding to) it.  This email is going out to only a select group of people. Each of you knows me well, and I’m hoping will give me honest feedback about my strengths and most importantly, my weaknesses (aka “areas of improvement.”) I’ve never done anything like this before, but I feel that for me grow and improve as a person, I need to get a more accurate picture of how I’m showing up to the people that matter most to me. In order to become the person I need to be to create the life and contribute to others at the levels that I want, I need your feedback.  So, all I’m asking is that you take just a few minutes to email me back with what you honestly think are my top 2-3 “areas of improvement.” If it will make you feel better to also list my top 2-3 “strengths” (I’m sure it will make me feel better ), you are definitely welcome to. That’s it. And please don’t sugarcoat it or hold back anything. I will not be offended by anything that you share. In fact, the more “brutally” honest you are, the more leverage it will give me to make positive changes in my life.  Thank you again, and if there is anything else I can do to add value to your life, please let me know.  With sincere gratitude, Your Name

Thoughtless is the man who buries his ideals, surrendering to the common fate. Can he seem other than impotent, wooden, ignominious? The body is literally manufactured and sustained by mind. Through pressure of instincts from past lives, strengths or weaknesses percolate gradually into human consciousness. They express as habits, which in turn ossify into a desirable or an undesirable body. Outward frailty has mental origin. As all things can be reflected in water, so the whole universe is mirrored in the lake of the cosmic mind. The dual scales of maya ( delusion ) that balance every joy with a grief! Look fear in the face and it will cease to trouble you. Attachment is blinding; it lends an imaginary halo of attractiveness to the object of desire. Be comfortable within your purse. Extravagance will buy you discomfort. The vanished lives of all men are dark with many shames. Human conduct is ever unreliable until anchored in the Divine. everything in future will improve if you are making a spiritual effort now. Imagination is the door through which disease as well as healing enters. Disbelieve in the reality of sickness even when you are ill; an unrecognized visitor will flee! Continual intellectual study results in vanity and the false satisfaction of an undigested knowledge. The ancient yogis discovered that the secret of cosmic consciousness is intimately linked with breath mastery. This is India's unique and deathless contribution to the world's treasury of knowledge. Fixity of attention depends on slow breathing; quick or uneven breaths are an inevitable accompaniment of harmful emotional states: fear, lust, anger. Imposters and hypocrites, there are indeed, but India respects all for the sake of the few who illumine the whole land with supernal blessings.

Michael Lewis, the author of The Blind Side, wrote about professional basketball player Shane Battier, who plays for the Houston Rockets, in an article titled “The No-Stats All-Star.” He describes Battier as follows: “Shane Battier is widely regarded inside the NBA as, at best, a replaceable cog in a machine driven by superstars. And yet every team he has ever played on has acquired some magical ability to win. [Because] Battier . . . seems to help the team in all sorts of subtle, hard-to-measure ways that appear to violate his personal interests.” Subtle, hard-to-measure ways. Lewis continues: Battier’s game is a weird combination of obvious weaknesses and nearly invisible strengths. When he is on the court, his teammates get better, often a lot better, and his opponents get worse—often a lot worse. He may not grab huge numbers of rebounds, but he has an uncanny ability to improve his teammates’ rebounding. He doesn’t shoot much, but when he does, he takes only the most efficient shots . . . On defense, although he routinely guards the NBA’s most prolific scorers, he significantly reduces shooting percentages. [We] call him Lego. When he’s on the court, all the pieces start to fit together. Husbands, children, and coworkers may not understand what it is exactly that we do. Yet because of who we are and what we do, whether in our home, community, or workplace, things magically work. Like Shane Battier, our very presence seems to just make everything and everyone work better together. It’s hard to put your finger on it, but in my experience this “magic” of bringing people together and enhancing their strengths is a talent that many women seem to have. It’s one reason we are so good at being a safe haven and playing a supporting role, but it’s a talent that we can use for great good when we dust off our dreams and put on our Batman suit.

The two works I allude to, sir, will in particular give a noble rule and example of self-education. School and other education constantly proceed upon false principles, and show a clumsy apparatus pointed at a false mark; but your apparatus is simple, and the mark a true one; and while parents and young persons are left destitute of other just means of estimating and becoming prepared for a reasonable course in life, your discovery that the thing is in many a man's private power, will be invaluable! Influence upon the private character, late in life, is not only an influence late in life, but a weak influence. It is in youth that we plant our chief habits and prejudices; it is in youth that we take our party as to profession, pursuits and matrimony. In youth, therefore, the turn is given; in youth the education even of the next generation is given; in youth the private and public character is determined; and the term of life extending but from youth to age, life ought to begin well from youth, and more especially before we take our party as to our principal objects. But your biography will not merely teach self-education, but the education of a wise man; and the wisest man will receive lights and improve his progress, by seeing detailed the conduct of another wise man. And why are weaker men to be deprived of such helps, when we see our race has been blundering on in the dark, almost without a guide in this particular, from the farthest trace of time? Show then, sir, how much is to be done, both to sons and fathers; and invite all wise men to become like yourself, and other men to become wise. When we see how cruel statesmen and warriors can be to the human race, and how absurd distinguished men can be to their acquaintance, it will be instructive to observe the instances multiply of pacific, acquiescing manners; and to find how compatible it is to be great and domestic, enviable and yet good-humored.

Knuth: They were very weak, actually. It wasn't presented systematically and everything, but I thought they were pretty obvious. It was a different culture entirely. But the guy who said he was going to fire people, he wants programming to be something where everything is done in an inefficient way because it's supposed to fit into his idea of orderliness. He doesn't care if the program is good or not—as far as its speed and performance—he cares about that it satisfies other criteria, like any bloke can be able to maintain it. Well, people have lots of other funny ideas. People have this strange idea that we want to write our programs as worlds unto themselves so that everybody else can just set up a few parameters and our program will do it for them. So there'll be a few programmers in the world who write the libraries, and then there are people who write the user manuals for these libraries, and then there are people who apply these libraries and that's it. The problem is that coding isn't fun if all you can do is call things out of a library, if you can't write the library yourself. If the job of coding is just to be finding the right combination of parameters, that does fairly obvious things, then who'd want to go into that as a career? There's this overemphasis on reusable software where you never get to open up the box and see what's inside the box. It's nice to have these black boxes but, almost always, if you can look inside the box you can improve it and make it work better once you know what's inside the box. Instead people make these closed wrappers around everything and present the closure to the programmers of the world, and the programmers of the world aren't allowed to diddle with that. All they're able to do is assemble the parts. And so you remember that when you call this subroutine you put x0, y0, x1, y1 but when you call this subroutine it's x0, x1, y0, y1. You get that right, and that's your job.

Didn’t you ever notice that whatever you wanted or whatever you set out to do, Cora wanted to do it too?” Noah asked. “She wasn’t like that.” “She was, Mer. And it’s okay to admit it. One of the hardest things about Cora dying is that everyone wants to erase her—the real Cora. They talk about her as though she were perfect. She wasn’t. ‘Don’t talk ill of the dead,’ people say. But if we aren’t truthful about who our loved ones were, then we aren’t really remembering them. We’re creating someone who didn’t exist. Cora loved you. She loved me. But what she did was not okay. And I’m pissed off about it.” Mercedes reeled back, stunned. “Geez, Noah. Tell me how you really feel. She still deserves our compassion,” she rebuked. He nodded. “Everyone deserves compassion. And I know suicide isn’t always a conscious act. Most of the time it’s sheer desperation. It’s a moment of weakness that we can’t come back from. But regardless of illness or weakness, if we don’t own our actions and don’t demand that others own theirs, then what’s the point? We might as well give up now. We have to expect better of ourselves. We have to. I expect more of my patients, and when I expect more—lovingly, patiently—they tend to rise to that expectation. Maybe not all the way up, but they rise. They improve because I believe they can, and I believe they must. My mom was sick. But she didn’t try hard enough to get better. She found a way to cope—and that’s important—but she never varied from it. Life has to be more than coping. It has to be.” Mercedes nodded slowly, her eyes clinging to his impassioned face. She’d struck a nerve, and he wasn’t finished. “I know it’s not something we’re supposed to say. We’re supposed to be all-loving and all-compassionate all the time. But sometimes the things we aren’t supposed to say are the truths that keep us sane, that tether us to reality, that help us move the hell on! I know some of my colleagues would be shocked to hear it. But pressure—whether it’s the pressure of society, or the pressure of responsibility, or the pressure that comes with being loved and being needed—isn’t always a bad thing. You’ve heard the cliché about pressure and diamonds. It’s a cliché because it’s true. Pressure sometimes begets beautiful things.” Mercedes was silent, studying his handsome face, his tight shoulders, and his clenched fists. He was weary, that much was obvious, but he wasn’t wrong. “Begets?” she asked, a twinkle in her eye. He rolled his eyes. “You know damn well what beget means.” “In the Bible, beget means to give birth to. I wouldn’t mind giving birth to a diamond,” she mused. “You ruin all my best lectures.” There was silence from the kitchen. Silence was not good. “Gia?” Noah called. “What, Daddy?” she answered sweetly. “Are you pooping in your new princess panties?” “No. Poopin’ in box.” “What box?” His voice rose in horror. “Kitty box.” Noah was on his feet, racing toward the kitchen. Mercedes followed. Gia was naked—her Cinderella panties abandoned in the middle of the floor—and perched above the new litter box. “No!” Noah roared in horror, scooping her up and marching to the toilet. “Maybe it won’t be a turd, Noah. Maybe Gia will beget a diamond,” Mercedes chirped, trying not to laugh. “I blame you, Mer!” he called from the bathroom. “She was almost potty-trained, and now she wants to be a cat!

ROUND UP A lot more can be said, but finally, this is your last lesson in this epic 30 -day quest to become a successful conversationalist. For the past 29 days, you’ve been tutored about different techniques to make things happen, and today you’ll kick start a conversation with more confidence and organization, because you are now a professional in the communication world. There are takeaways that you should not forget as you go forth as a small talk professional. You have learnt and practiced many truths about the nature and composition of small talk, but there are certain ones that should be placed next to your heart: Small talk may be seen as a waste of time, but it is actually time well spent; take note of this important point, people might want to convince and confuse you. Small talk with personal meaning orientation will scratch business shop talk off any time. Small talk should now be seen as an effective tool that is available right next to you and can be a gateway to success. You still have the chance to go back to the previous chapters you struggled with, this way, you’ll review and assimilate the important points, no one is an island of knowledge, and so I don’t expect you to have everything registered in your brain already, constant practices will bring out the best in you. Identifying your weakness is just as important as acknowledging your strength. I want to assure you that you’ll definitely excel since you’ve been able to lay hands on this book, and this how you can help others who are still in the position that you were when you started in day one. You’ve been instructed about many secrets of success, as well as the things to exploit and avoid. It’s up to you to make this permanent, and this can only be achieved if you keep following these instructions. You have to make the decision now; whether you would make use of this manual or not, but I would advise that you want it again and again as this is the only way to dedicate your spirit, soul and body to constant improvement. You definitely would have noticed some changes in you, you’re not the same person any more. One important thing is that you shouldn’t give up; try to redouble your efforts and realize that you know everything you’re supposed to know. This shouldn’t end here, endeavour to spread the word to make sure that you impact at least three people per day, this means that you would have impacted about 90 people at the end of the next 30 days and close to about 120 people in just two months. Now, you see how you can make the world a better place? It’s up to you to decide what you want and how you want it to be. Don’t waste this golden opportunity of becoming a professional in communication, you’ll go a long way and definitely be surprised at the rate at which you’ve gone in such a small time. Take time to attend to things that need attention, don’t be too hard on yourself, and don’t go too soft on yourself, you’re one vessel that can’t be manipulated, so you have to be careful and sure about your status on communication skills. On the final note, I would like to congratulate you for reading this to the end, you’ve taken this course because you believe in the powers of small talks, so this shouldn’t be the last time I’m hearing from you. I would look forward to seeing your questions about any confusing aspect in the future. Till then, remain the professional that you are!

Be proud of being a woman; proud of everything that comes in the package - including the mood swings of pms, the frustration of periods, the labour pains, everything. Along with the pms comes deeper understanding of yourself, your weaknesses and chance to improve upon, along with periods comes on the other side the ability to conceive and labour pains culminate in something lot wonderful. Celebrate womanhood every single day! We are special, a God-made package filled so much with love, caring, understanding and patience that I am sure even He must have felt proud after having created. Spread love. Happy Women's Day.

When you’re always trying to improve on your ‘weaknesses’, your work can only suffer as you’re constantly fretting over what you’re not naturally good at, rather than getting on with what you do well and producing the best work possible in that area.

I’ve found these to be the keys to success: a hunger to learn and improve, a willingness to be vulnerable and share weaknesses as well as strengths, and a readiness to own up with your organization to shortcomings that you’re working hard on improving.

The essence of business consulting Business consulting is becoming a well-liked hit everywhere in the world. Consultation providers are important to business folks since they help them in making informative choices. That is solely potential after serving to them understand the workforce within the enterprise world. Managers who analyze the functionality of their businesses are bound to make higher earnings than those that don’t consult an expert for surveillance. They should perceive the risks concerned, weaknesses and strengths in order for their businesses to survive competition. It is with enterprise consulting that companies are capable of analyze as well as improve upon their strategic operations. This turns into attainable because of the experience across assorted fields translating into a spectrum of new ideas. Any effective enterprise consulting will allow you to faucet into their varied sources, capabilities as well as services. Your online business will take pleasure in proven approaches, ideas and even methods. Because of this you would not have to reinvent the wheel again. You make use of confirmed strategies and construct upon them. In spite of everything, this can ultimately translate into increased productiveness in addition to more sales for your online business. As a Richmond Business Help way to grow to be more productive in addition to worthwhile, the companies of a enterprise consulting cannot be ignored. Simply just remember to are on the same page as them. It's highly vital for a business to be on the identical wavelength as their enterprise consulting team. The enterprise states its wishes whereas the enterprise consultants rework it into an achievable aim. The business states its desires and the enterprise consultants define whether or not it's practical and the simplest method to turn dreams into reality. Involving a professional guide will information you in making crucial choices. They usually present you with different scenarios that are more likely to happen in the market in the present day. Additionally they explain how your decisions are prone to impression on what you are promoting in the future. In addition they present strategies on find out how to diversify the product line rather than relying on a single product. They are going to guide you to ensure that there's utmost progress and competition is at per. Enterprise consultants enhance the information stage of a business. Their data is effective. They've been involved in varied tasks earlier than and understand all of the facets involved in the planning process. Additionally they have a clear understanding of the dangers concerned in each enterprise growth step. You possibly can due to this fact depend upon them for the event of your enterprise.

Remember and Share - The Hook Model helps the product designer generate an initial prototype for a habit-forming technology. It also helps uncover potential weaknesses in an existing product’s habit-forming potential. - Once a product is built, Habit Testing helps uncover product devotees, discover which product elements are habit forming (if any), and why those aspects of your product change user behavior. Habit Testing includes three steps: identify, codify, and modify. - First, dig into the data to identify how people are behaving and using the product. - Next, codify these findings in search of habitual users. To generate new hypotheses, study the actions and paths taken by devoted users. - Lastly, modify the product to influence more users to follow the same path as your habitual users, and then evaluate results and continue to modify as needed. - Keen observation of one's own behavior can lead to new insights and habit-forming product opportunities. - Identifying areas where a new technology makes cycling through the Hook Model faster, more frequent or more rewarding provides fertile ground for developing new habit-forming products. - Nascent behaviors — new behaviors that few people see or do, and yet ultimately fulfill a mass-market need — can inform future breakthrough habit-forming opportunities. - New interfaces lead to transformative behavior change and business opportunities.   *** Do This Now Refer to the answers you came up with in the “Do This Now” section in chapter five to complete the following exercises: - Perform Habit Testing, as described in this chapter, to identify the steps users take toward long-term engagement. - Be aware of your behaviors and emotions for the next week as you use everyday products. Ask yourself: - What triggered me to use these products? Was I prompted externally or through internal means? - Am I using these products as intended? - How might these products improve their on-boarding funnels, re-engage users through additional external triggers, or encourage users to invest in their services? - Speak with three people outside your social circle to discover which apps occupy the first screen on their mobile devices. Ask them to use these apps as they normally would and see if you uncover any unnecessary or nascent behaviors. - Brainstorm five new interfaces that could introduce opportunities or threats to your business.

Lest you forget the strong develop and improve the weak get frantic digress and deviate

In the Past, People who had been repeating the same words from back then will make you understand. That's your weakness, causing Severe painful memories you had encountered back in the Past. In the future, say something different YOU haven't said before from the past to the present. That's their weakness, and the Past isn't useless, study it and it will shape your Future.

You build your career by building on your strengths, but you improve your character by trying to address your weaknesses.

What’s lost is the more balanced view, that we are splendidly endowed but also broken. And without that view, the whole logic of character-building falls apart. You build your career by building on your strengths, but you improve your character by trying to address your weaknesses.

You don’t need to improve your performance every time you train—this becomes impossible as you get more advanced—but your sessions should display a general line of progression through the months and years, or you’ve just been spinning your wheels.

What's your economic forecast for 2015? The world's improving. The U.S. economy is going to grow a little faster than last year, though probably a little weaker in the first quarter. Europe's going to be incrementally better, because they've fixed their banking crisis. They've benefited from a very weakened euro. And then you have economies like India, which was stagnating at around 5-ish percent GDP growth a year ago, and now they're going to receive the benefit of lower oil prices. That's going to add at least 1 percent to India's GDP. Prime Minister Narendra Modi's reforms will probably add 1 or 2 percent more growth to overcome all the weakness in China.

To win the game of life, identify and improve all your weak shots.

The choice is between multiplication of results using strengths or incremental improvement fixing weaknesses that will, at best, become mediocre. Focus on better use of your best weapons instead of constant repair.

Maslow’s work changed the course of psychology by concen- trating on how people could flourish by amplifying what was right about them rather than trying to modify and correct their psychic weaknesses. This cornerstone belief was reflected in his approach to therapy. He looked at people seeking help as clients instead of patients, and strove to establish warm human dynamics with them, not clinical, impersonal physician/patient relationships. With this emotional connection as a basis for action, Maslow then set about working with these clients to improve their lives.

Alertness, the ability to be constantly observing, absorbing, and learning from what’s going on around you, is a critical component for the individual in charge, the leader who strives for continuous improvement. You must constantly be awake, alive, and alert in evaluating yourself as well as the strengths and weaknesses of your organization and your competitors.

Being conceited will make you become blindfolded to your weaknesses. Don’t make the mistake thinking you are better than all, always improve yourself as though you are inferior.

Regard—the ability to recognize your strengths and weaknesses and to feel good about yourself despite your weaknesses; and Self-Actualization—the ability to persistently try to improve yourself and pursue meaningful goals that lead to a richer life.

The human body can go either way, depending on how you use it. If you get off your ass and actively seek out pain, the body is antifragile, meaning it gets stronger the more stress and strain you put on it. The breaking down of your body through exercise and physical labor builds muscle and bone density, improves circulation, and gives you a really nice butt. But if you avoid stress and pain (i.e., if you sit on your damn couch all day watching Netflix), your muscles will atrophy, your bones will become brittle, and you will degenerate into weakness. The human mind operates on the same principle. It can be fragile or antifragile depending on how you use it. When struck by chaos and disorder, our minds set to work making sense of it all, deducing principles and constructing mental models, predicting future events and evaluating the past. This is called “learning,” and it makes us better; it allows us to gain from failure and disorder.

Companies execute well when everybody is on the same page and everybody is constantly improving. In a vacuum of feedback, there is almost no chance that your company will perform optimally across either dimension. Directions with no corrections will seem fuzzy and obtuse. People rarely improve weakness they are unaware of. The ultimate price you will pay for not giving feedback: systematically crappy company performance.

My special teacher also told me that ‘to find your best self you must lose your weak self.’ And that only happens through relentless improvement,

There are many games and, more specifically, many good games—games that match your talents, involve you productively with other people, and sustain and even improve themselves across time. Lawyer is a good game. So is plumber, physician, carpenter, or schoolteacher. The world allows for many ways of Being. If you don’t succeed at one, you can try another. You can pick something better matched to your unique mix of strengths, weaknesses and situation. Furthermore, if changing games does not work, you can invent a new one.

Don’t tell me you’re not good at something. People will always be better and worse than you at everything you do. Tell me whether or not you are making progress. If you are progressing, are you measuring your progress? If you are not progressing, why not? Get to know your strengths and your weaknesses. Develop your own personal progress plan and determine how you could improve and progress from where you are. You most likely don’t know how far you have come and how much you truly have accomplished. Improve and progress!

Here are 5 reasons you want to think before you open your mouth:- First of all, you are not perfect; it’s just as possible that you don’t have all the facts on the case. Because you are too agitated, you may speak too quickly, saying all the wrong things You could be right about the situation but if you don’t take time to analyze, you may find yourself using the truth to hurt other people instead of using it to find a solution The worst part of speaking amidst the realm of anger is regret. Later on when you are all calm, you will wish there was a way to take back the words said earlier but there just isn’t. Finally, speaking when angry only reveals your own weaknesses giving the offender a better angle to wreak havoc on you.   Which

Emotionally intelligent people have the capacity to understand and express their own emotions—you are in touch with your strengths and weaknesses and realize where you might like to make improvements”.

As in golf, so in the rest of our lives. We practice our strengths but ignore our weaknesses. You can see the waste. You can only improve your strengths so much, if at all. Even if you improve them, there’s a good chance no one will notice; slight improvements are hard to spot. What people do notice are your weaknesses; if you can improve those, your improvement can be dramatic, and visible to everyone. Find your weaknesses and work on them.

8 Ways to Work Smarter and Improve Productivity We as a whole have a similar measure of time in a day, and there is no real way to get a greater amount of it. It doesn't make a difference how effective or well off one is - we are altogether topped at 24 hours for every day. We need to subtract some to sleep, eating, driving and simply living everyday lives - the time left for entrepreneurial undertakings is once in a while enough. However, there is an approach to expand that time, and it includes working more brilliant - not harder. Utilize the eight hints beneath and you will accomplish more in a shorter timeframe. 1. Ensure you cherish what you do 100 percent. This is entirely basic. When you completely adore what you do, it doesn't feel like work. It sounds so buzzword, yet it's flawless. I adore what I do, and I get up each morning energized for what is coming down the road. A late night or long travel day doesn't make a difference - I hop up out of bed each morning without a wake up timer. When you are really enthusiastic about what you are doing you remain laser centered, which normally brings about high profitability. In the event that you are hopeless and abhor what you are doing, paying little mind to how much cash you are making, you won't be energized and your profitability will go directly down the deplete. 2. Grasp innovation. In the event that you decline to grasp innovation you will put yourself at a noteworthy weakness. There are program augmentations, applications and robotization programming to help practically every part of your business and everyday duties. Quite a while back, it wound up noticeably conceivable to maintain your whole business in a hurry from your portable workstation. Today, the same is conceivable from your cell phone. We have mind boggling apparatuses accessible to us that give us finish area opportunity. Thump out errands while driving, doing cardio at the exercise center or sitting tight for a flight - having your whole business readily available can radically build your profitability. 3. Use your systems administration connections. Think about the time and exertion you burn through systems administration - being dynamic via web-based networking media, going to meetings and conversing with everybody. Set aside the opportunity to truly make a strong system and really use the quality of others to help your business. You need to give before you can hope to get, so make it a point to help however many individuals as could be expected under the circumstances. The connections you assemble while doing this can prove to be useful down the line, and when you have a system of experts to help you in specific zones, you gain from the best, as well as don't need to do all the truly difficult work alone. 4. Measure accomplishment in assignments finished, not hours worked. Many people are hung up on the quantity of hours works. Disregard saying "I worked 12 hours today" and rather concentrate on the quantity of assignments you finished. When you are a business person, hours worked amount to nothing - you aren't checking in. Assignments finished, not number of hours, manage achievement. As you figure out how to thump out errands speedier, you accomplish more. Most business people are normally aggressive, so make an individual rivalry and attempt to up your execution as far as every day assignments finished. Do this and watch your profitability shoot through the rooftop. 5. Delegate your shortcomings. I was always wore out until the point when I figured out how to appoint. Now and then, we think we are superhuman and can do everything, except that is basically not the situation.

Dare to admit to your mistakes; do not worry, we all make them. Besides, a weakness is certainly not a destiny, but rather an opportunity to improve yourself as well as to strengthen your Achilles heel.

• What do you think are my best qualities? • What do you think are my greatest weaknesses? • Do you believe I consistently tell the truth? • How well do you think I know myself? • What do you think is the biggest deception I have about myself? • Do you feel you can depend on me in an emergency or a crisis? • In what ways have I earned your respect? • Do you trust me? • What one thing do you think I could do to improve my life and my ability to relate to others? • Do you think I treat other people with honor and respect? • Do I have a good record of keeping my word and doing what I say I will do? • Do you believe I am open to constructive criticism and to making personal adjustments when others speak the truth lovingly to me?

The Vietnam studies ran counter to many of our cultural beliefs about bad habits because it challenged the conventional association of unhealthy behavior as a moral weakness. If you’re overweight, a smoker, or an addict, you’ve been told your entire life that it is because you lack self-control—maybe even that you’re a bad person. The idea that a little bit of discipline would solve all our problems is deeply embedded in our culture. Recent research, however, shows something different. When scientists analyze people who appear to have tremendous self-control, it turns out those individuals aren’t all that different from those who are struggling. Instead, “disciplined” people are better at structuring their lives in a way that does not require heroic willpower and self-control. In other words, they spend less time in tempting situations. The people with the best self-control are typically the ones who need to use it the least. It’s easier to practice self-restraint when you don’t have to use it very often. So, yes, perseverance, grit, and willpower are essential to success, but the way to improve these qualities is not by wishing you were a more disciplined person, but by creating a more disciplined environment.

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We all have areas in our lives we either ignore or can improve upon. Find yours. We often choose to focus on our strengths rather than our weaknesses. Use this time to make your weaknesses your strengths.

Fill your network with people that you admire and whom you look up to—not those whom you look down upon and have to prop up. The benefits this will provide for you go beyond improving your own self-discipline; it will ultimately enhance your emotional health and quality of life. If you find yourself in a room and you are the most accomplished person, or any other relevant superlative, it’s time to find a new room. Whatever you feel your weaknesses are, you can surely find people who excel in those same qualities. You can also make sure to befriend people who are generally positive and supportive in your endeavors, so no matter what, they are a force of good in your life.

How did my son Bran come to fall?” “I flung him from a window.” The easy way he said it took her voice away for an instant. If I had a knife, I would kill him now, she thought, until she remembered the girls. Her throat constricted as she said, “You were a knight, sworn to defend the weak and innocent.” “He was weak enough, but perhaps not so innocent. He was spying on us. “Bran would not spy.” “Then blame those precious gods of yours, who brought the boy to our window and gave him a glimpse of something he was never meant to see.” “Blame the gods?” she said, incredulous. “Yours was the hand that threw him. You meant for him to die.” His chains chinked softly. “I seldom fling children from towers to improve their health. Yes, I meant for him to die.

to find your best self you must lose your weak self.’ And that only happens through relentless improvement, continuous reflection and ongoing self-excavation.

Always improving your habits and never reaching results is called “habiting.” I invented this term for all of us to rethink how we think about what gets us where and what keeps us stuck. Ever habiting is never inhabiting.

Contrary to what we have been led to believe, people do not judge you for your shortcomings. They judge you based on how you perceive those shortcomings. If you are insecure and defensive about it, they pick up on that and judge you for the insecurity. Your flaws and shortcomings are an important part of your becoming journey, but they do not define you. When you struggle with a skill or don’t know something, admit it. It doesn’t make you less than the rest. It makes you human and thus, likable. Your failures, shortcomings, and flaws make it easier for others to relate to you. It also communicates that you are at home with your weaknesses and are working on them—or have accepted them if it is something you cannot change.

Compliments make you weak because they can trick you into thinking you've finished your journey when the heels of your boots aren't even worn down yet. Praise is a song to the ears but an enemy of improvement.

Analyze yourself. Identify weaknesses and improve yourself. If you’re not running three miles in eighteen minutes, work out more; if you’re not a good listener, discipline yourself; if you’re not swift at calling in artillery fire, rehearse. Your troops are counting on you. Of course you’ll screw up sometimes; don’t dwell on that. The last perfect man on earth died on a cross long ago—just be honest and move on, smarter for what your mistake taught you.

School and other education constantly proceed upon false principles, and show a clumsy apparatus pointed at a false mark; but your apparatus is simple, and the mark a true one; and while parents and young persons are left destitute of other just means of estimating and becoming prepared for a reasonable course in life, your discovery that the thing is in many a man's private power, will be invaluable! Influence upon the private character, late in life, is not only an influence late in life, but a weak influence. It is in youth that we plant our chief habits and prejudices; it is in youth that we take our party as to profession, pursuits and matrimony. In youth, therefore, the turn is given; in youth the education even of the next generation is given; in youth the private and public character is determined; and the term of life extending but from youth to age, life ought to begin well from youth, and more especially before we take our party as to our principal objects. But your biography will not merely teach self-education, but the education of a wise man; and the wisest man will receive lights and improve his progress, by seeing detailed the conduct of another wise man. And why are weaker men to be deprived of such helps, when we see our race has been blundering on in the dark, almost without a guide in this particular, from the farthest trace of time? Show then, sir, how much is to be done, both to sons and fathers; and invite all wise men to become like yourself, and other men to become wise. When we see how cruel statesmen and warriors can be to the human race, and how absurd distinguished men can be to their acquaintance, it will be instructive to observe the instances multiply of pacific, acquiescing manners; and to find how compatible it is to be great and domestic, enviable and yet good-humored.

What makes a contact useful for a job change, argued Granovetter, is neither the closeness of our relationship with them nor the power of his or her position. It is the likelihood that the person knows different people than we do and, therefore, bumps into different information. The acquaintances, neighbors, and coworkers who operate in the same spheres as we do can rarely tell us something we don’t already know because they hear about the same things we do. Of course, having an Ivy League, Oxbridge, or Grande École connection can dramatically improve one’s prospects for moving into certain closed circles. But even members of elite tribes need “weak ties” to connect to worlds outside their immediate experience. Yet most people, like Harris, wait until they have been stuck for quite some time before starting to look outside their core circle of friends and colleagues. Our close contacts don’t just blind us, they also bind us to our outdated identities. Reinventing involves trying on and testing a variety of possible selves. But our long-standing social networks may resist those identity experiments. Remember Gary McCarthy’s chagrin when he learned, three years out of college, that his family had already pegged him as a “finance person”? Without meaning to, friends and family pigeonhole us. Worse, they fear our changing.

Salesman: Oh God! Bless me with dumb customers today, so they will buy whatever I wish to sell. God: What if they are so dumb that they fail to understand that you are trying to sell them something. Salesman: In that case, please make them a little bit smart. God: How smart exactly? If I grant them smartness, they might go to the next shop which is offering similar items at a lower rate. Salesman: I didn’t think of that, in that case make the other shop disappear. God: I can’t do that? Salesman: Why? God: The owner of the other shop requested the same, now I am confused who to grant their wish. Salesman: But I spent all my time praying for better sales? God: Yes, you did, but I wish you would have asked for a little bit of smartness, so you would have understood that, it’s not the fulfilment of the wish which matters, it’s what you do once the wish is fulfilled. The wish is granted once you prove yourself worthy of the grant. My job is to help the weak and make them self-sufficient, and your job is to learn from the guidance and improve your vision, thinking & skills. Work towards your dream and with a little guidance you can do it on your own. Salesman: Oh, lord, thank you for opening my eyes, now I understand, please grant it this time, next time I will pray with new vision, thinking & better praying skills...

My early years with my Marines taught me leadership fundamentals, summed up in the three Cs. The first is competence. Be brilliant in the basics. Don’t dabble in your job; you must master it. That applies at every level as you advance. Analyze yourself. Identify weaknesses and improve yourself. If you’re not running three miles in eighteen minutes, work out more; if you’re not a good listener, discipline yourself;

When you believe in yourself, accept your weaknesses as things you can improve on, and acknowledge your strengths as things to be proud of, you can become a truer version of yourself. People might accept this truer self, or they might not, but if you truly believe in yourself, then it won’t matter.

That a third of all employees want to leave their jobs but don’t tells us two things. One, it says that an uncomfortably high number of people would rather be working somewhere else, and two, that they see no other option to improve how they feel about their jobs beyond quitting. There is an alternative route, however. One much simpler and potentially more effective, and it doesn’t require us to quit our jobs. Quite the contrary. It requires that we stay. But that doesn’t mean we can get away with doing nothing. We will still need to change the way we do things when we show up at work. It will require us to turn some of our focus away from ourselves to give more attention to those to the left of us and those to the right of us. Like the Spartans, we will have to learn that our strength will come not from the sharpness of our spears but from our willingness to offer others the protection of our shields. Some say a weak job market or bad economy is the reason to stick it out, in which case leaders of companies should want to treat their people better during hard times to prevent a mass exodus as soon as things improve. And in a good economy, leaders of companies should also want to treat their people well so that their people will stop at nothing to help the company manage when the hard times return (which, inevitably, they will). The best companies almost always make it through hard times because the people rally to make sure they do. In other words, from a strictly business standpoint, treating people well in any economy is more cost effective than not. Too many leaders are managing organizations in a way that is costing them money, hurting performance and damaging people’s health. And if that’s not enough to convince us that something has to change, then perhaps our love for our children will. A study by two researchers at the Graduate School of Social Work at Boston College found that a child’s sense of well-being is affected less by the long hours their parents put in at work and more by the mood their parents are in when they come home. Children are better off having a parent who works into the night in a job they love than a parent who works shorter hours but comes home unhappy. This is the influence our jobs have on our families. Working late does not negatively affect our children, but rather, how we feel at work does. Parents may feel guilty, and their children may miss them, but late nights at the office or frequent business trips are not likely the problem. Net-net, if you don’t like your work, for your kids’ sake, don’t go home.