Interview Confidence Quotes

The only power that exists is inside ourselves.

If you criticize what you’re doing too early you’ll never write the first line.” [Paris Review, interview with Jodi Daynard, The Art of Fiction No. 113, Winter II 1989]

Everyone at some point in life have faced rejection and failure, it is part of the process to self realisation.

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.

A great attitude toward your approach to an interview—demonstrated by your good posture—is everything.

The man needs to be firm and resolute. He needs to be confident and assured. He needs to be her rock: the one man in the world his submissive can turn to for advice, help, guidance and comfort. And he needs to be able to arouse and excite her. He needs to be able to keep her on edge and off balance. He needs to know her better than she knows herself – and he needs to be all these things to her without losing his honor, or destroying her dignity and independence. He needs to lift her up, Leticia, so that she becomes the person she wants to be, and then he needs to hold her there so she can never ever fall.” Leticia stared up at me and for a long time said

My friend Doris Bry says now that I’ve ruined her spelling because I misspell with such confidence.

I was blessed to be that person in school who was friends with everyone and got along with every group and cliques in school. I was never bullied in high school, and was in Drama, newspaper, sports, pep, and school politics. Guess I was popular enough too to be voted for things too. So where do all the angst and teenage books come from? From the rest of life, imagination, stepping into the shoes of someone, and some incidences in my own life...especially when it deals with romance. Been there and done that...now I'm happily married ever after to a man like the kind I write about and live in and travel to glamorous and exciting places. This wouldn't happen if I didn't have the confidence to believe in myself and to pursue what I love. - Kailin Gow in Interview.

Does this sound like you? You rock up for the job interview full of confidence, you know full well you can fill the position easily and possibly better than most, you’re friendly, outgoing, and personable, and you scare the shit out of the interviewer. They don’t know what to make of you.

Arousing a woman is something that comes from within the man. It’s in his eyes – the smoldering way he looks at her. And it’s in his voice – the confidence and command in his manner. It’s in his hands – the way he turns a touch into a caress… and it’s in his imagination. It’s the way a man kisses, and where he kisses. It’s the sensuality, and the suppressed passion… all those things make a man a lover. They’re things you learn, not objects you can purchase. Making love to a woman is a skill and a craft…

I also see courage in myself when I'm willing to risk being vulnerable and disappointed. For many years, if I really wanted something to happen-an invitation to speak at a special conference, a promotion, a radio interview-I pretended that it didn't matter that much. If a friend or colleague would ask, "Are you excited about that television interview?" I'd shrug it off and say, "I'm not sure. It's not that big of a deal." Of course, in reality, I was praying that it would happen. It's only in the last few years that I've learned that playing down the exciting stuff doesn't' take the pain away when it doesn't happen. It also creates a lot of isolation. Once you've diminished the importance of something, your friends are not likely to call and say, "I'm sorry that didn't work out. I know you were excited about it." Now when someone asks me about the potential opportunity that I'm excited about, I'm more likely to practice courage and say, "I'm so excited about the possibility. I'm trying to stay realistic, but I really hope it happens." When things haven't panned out, it's been comforting to be able to call a supportive friend and say, "Remember that event I told you about? It's not going to happen, and I'm so bummed.

A world full of "certainties" All the plans, all the vanities. Where black covers the white Suited in "confidence"- the constant fight. A million roads I dream to take One destination, knowing not I turn where. A green veil covers for two years, some two decades. But the "plan" awaits, new roads to make. I pant, I struggle, I do my best While they say, "You are, dear, but so inadequate".

Docendo discimus is an old latin phrase meaning, “by teaching, we learn.” Teaching makes ideas real. Explaining an idea to friends forces you to clarify it for yourself and builds confidence in your answer. Teaching flows an idea from your brain, to your mouth, into the air, and back into your ears. Now the idea is real. Now you own it. By

Show up with stories to tell. Your whole life prepares you for the big moments, so go in confidently knowing you have years of experience to your name. This goes for interviews, dates, or any important conversations. It's ultimately about whether they're a fit for you than you a fit for them, so be funny and self-assured and wear hot pink if you feel like it.

The fun of talk is to explore, but much of it and all that is irresponsible should not be written. Once written you have to stand by it. You may have said it to see whether you believed it or not. On the question you raised, the effects of wounds vary greatly. Simple wounds which do not break bone are of little account. They sometimes give confidence. Wounds which do extensive bone and nerve damage are not good for writers, nor anybody else."-Interview for the Paris Review, 1956

The man needs to be firm and resolute. He needs to be confident and assured. He needs to be her rock: the one man in the world his submissive can turn to for advice, help, guidance and comfort. And he needs to be able to arouse and excite her. He needs to be able to keep her on edge and off balance. He needs to know her better than she knows herself – and he needs to be all these things to her without losing his honor, or destroying her dignity and independence. He needs to lift her up, Leticia, so that she becomes the person she wants to be, and then he needs to hold her there so she can never ever fall.

Madonna has no equal at getting attention. She often seems to behave like someone who has been under severe restraint and can now say and do whatever she likes without fear of reprisal. She delights in being challenged, in telling more than she planned, in going further than she had intended. She will answer any question because she is genuinely interested in her own reply. A conversation or an interview then can become an opportunity for self-discovery, or just discovery. It's a hearty mix of self-consciousness and self-confidence. It's a type of courage, this free fall into the perplexing public now.

Most descriptions of Mimi that have appeared in print were based on interviews with her – she outlived John by eleven years. She loved to fuel the image of the stern but loving aunt who provided the secure backdrop to John’s success. But that wasn’t the Mimi I knew. She battered away at John’s self-confidence and left him angry and hurt.

A lot of us for instance are very good at our jobs but absolutely hopeless at job interviews. Does this sound like you? You rock up for the interview full of confidence, you know full well you can fill the position easily and possibly better than most, you’re friendly, outgoing, and personable, and you scare the shit out of the interviewer.

I worked tirelessly on it, attending meetings in church basements, interviewing the members, writing and rewriting, until I felt confident that the piece represented the full complexity—both the mercy and the moral code—of helping to end the lives of suffering people. It is the story I am proudest of. I have, more than once, gone home from a day’s work here and read that piece again, reminding myself of what I’m capable of, reminding myself of the satisfaction I take in sharing the truth, no matter how difficult it may be to swallow.

Indeed, I have found that confidence is one of the most consistent traits exhibited by the successful traders I have interviewed.

Posture Power, when interviewing for a job remember. Poor posture shows uncertainty and a lack of confidence and ability. Good posture conveys confidence and an air of capability.

I never did learn to spell. My friend Doris Bry says now that I’ve ruined her spelling because I misspell with such confidence.

Being prepared and sharing your knowledge earns the confidence of those who are interviewing you, depend on your expertise, or seek you out for solutions, answers, or presentations.

I guess what I meant is that you are better off doing nothing than doing something badly. But the problem is that bad writers tend to have the self-confidence, while the good ones tend to have self-doubt. [1989 interview in the literary journal “Arete”. In response to the question "Your poem ‘friendly advice to a lot of young men' says that one is better off living in a barrel than he is writing poetry. Would you give this same advice today?"]

As my library of podcast interviews was growing, I realized I had more to say about the common threads and insights I had gained into how chefs think, their methodologies, and their inspirations. Combined with my own experiences in the food industry, it was clear I had a story to tell. The result is my book, Conversations Behind the Kitchen Door. Whether you’re a professional in the industry or just a dedicated food enthusiast, I’m confident you’ll enjoy reading it.

YA stories feature a young adult protagonist or protagonists and usually focus on that character’s journey toward maturity (the tradition of the Bildungsroman.). Learning about love / relationships is an important part of that stage in our lives, so it’s not surprising so many writers are building strong romantic elements into their YA stories. I don’t remember quite such an emphasis on romance in the books my children read as young adults, so I do think the approach has changed. Within my genre of fantasy, there’s been an upsurge of paranormal romance, partly generated by the Twilight books, but also reflecting the popularity of this sub-genre with adult readers. There are far more female fantasy writers (and female fantasy readers) than there were, say, twenty years ago, and perhaps female writers are more confident about including a good love story in a fantasy novel. (2012 Interview by Helen Lowe: The Supernatural Underground: An Interview with Juliet Marillier Discussing "Shadowfell".)

In his business, some customers come in and buy a suit, but what they're really buying is confidence for that job interview that's coming up. The older businessman browsing new cuff links and ties is actually looking for a way to show he's made it. The woman shopping for socks and underwear for her husband isn't there to buy socks and underwear-she's there to show her man how special he is, how much she recognizes and appreciates his uniqueness. If she wanted socks and underwear for him, she could go to any department store at the mall. The manager at this men's store realized the psychology of his particular clientele.

In every interview I’m asked what’s the most important quality a novelist has to have. It’s pretty obvious: talent. Now matter how much enthusiasm and effort you put into writing, if you totally lack literary talent you can forget about being a novelist. This is more of a prerequisite than a necessary quality. If you don’t have any fuel, even the best car won’t run.The problem with talent, though, is that in most cases the person involved can’t control its amount or quality. You might find the amount isn’t enough and you want to increase it, or you might try to be frugal and make it last longer, but in neither case do things work out that easily. Talent has a mind of its own and wells up when it wants to, and once it dries up, that’s it. Of course, certain poets and rock singers whose genius went out in a blaze of glory—people like Schubert and Mozart, whose dramatic early deaths turned them into legends—have a certain appeal, but for the vast majority of us this isn’t the model we follow. If I’m asked what the next most important quality is for a novelist, that’s easy too: focus—the ability to concentrate all your limited talents on whatever’s critical at the moment. Without that you can’t accomplish anything of value, while, if you can focus effectively, you’ll be able to compensate for an erratic talent or even a shortage of it. I generally concentrate on work for three or four hours every morning. I sit at my desk and focus totally on what I’m writing. I don’t see anything else, I don’t think about anything else. … After focus, the next most important thing for a novelist is, hands down, endurance. If you concentrate on writing three or four hours a day and feel tired after a week of this, you’re not going to be able to write a long work. What’s needed of the writer of fiction—at least one who hopes to write a novel—is the energy to focus every day for half a year, or a year, or two years. … Fortunately, these two disciplines—focus and endurance—are different from talent, since they can be acquired and sharpened through training. You’ll naturally learn both concentration and endurance when you sit down every day at your desk and train yourself to focus on one point. This is a lot like the training of muscles I wrote of a moment ago. You have to continually transmit the object of your focus to your entire body, and make sure it thoroughly assimilates the information necessary for you to write every single day and concentrate on the work at hand. And gradually you’ll expand the limits of what you’re able to do. Almost imperceptibly you’ll make the bar rise. This involves the same process as jogging every day to strengthen your muscles and develop a runner’s physique. Add a stimulus and keep it up. And repeat. Patience is a must in this process, but I guarantee results will come. In private correspondence the great mystery writer Raymond Chandler once confessed that even if he didn’t write anything, he made sure he sat down at his desk every single day and concentrated. I understand the purpose behind his doing this. This is the way Chandler gave himself the physical stamina a professional writer needs, quietly strengthening his willpower. This sort of daily training was indispensable to him. … Most of what I know about writing I’ve learned through running every day. These are practical, physical lessons. How much can I push myself? How much rest is appropriate—and how much is too much? How far can I take something and still keep it decent and consistent? When does it become narrow-minded and inflexible? How much should I be aware of the world outside, and how much should I focus on my inner world? To what extent should I be confident in my abilities, and when should I start doubting myself? I know that if I hadn’t become a long-distance runner when I became a novelist, my work would have been vastly different. How different? Hard to say. But something would definitely have been different.

Dear Halford, When we were together last, you gave me a very particular and interesting account of the most remarkable occurrences of your early life, previous to our acquaintance; and then you requested a return of confidence from me. Not being in a story-telling humour at the time, I declined, under the plea of having nothing to tell, and the like shuffling excuses, which were regarded as wholly inadmissible by you; for though you instantly turned the conversation, it was with the air of an uncomplaining, but deeply injured man, and your face was overshadowed with a cloud which darkened it to the end of our interview, and, for what I known, darkens it still; for your letters have, ever since, been distinguished by a certain dignified, semi-melancholy stiffness and reserve, that would have been very affecting, if my conscience had accused me of deserving it.

Right from the beginning, I was convinced that Avenir is the better Futura,” said a confident Adrian Frutiger in a recent interview looking back at his 1988 creation. In some respects, his declaration was more than mere boasting — coming 60 years after Futura, Avenir remedied many of the compromises that Renner made in his quest for geometry. Frutiger abandoned pure circles and strictly even stroke weight for “corrected” curves and a bit of contrast.

He’s talking about his childhood, how he grew up knowing he could never match the expectations his parents harboured for him and how he sensed their disappointment, even from an early age. How did you find the confidence then to do what you wanted? the interviewer asks. And Murakami replies that he always had it because he always knew what he loved. He lists reading, listening to music and cats. He says, ‘I know what I love, still, now. That’s a confidence.

I decided to channel my inner “smart reporter” so I would feel more confident. A pencil behind the ear for emergency notes and flair? Check. Shimmery Savvy Girl lip gloss? Check. Spearmint-fresh breath for interviews? Check. Notepad for capturing my brilliant thoughts (and awesome doodles)? Check. Intellectual-looking and slightly uncomfortable pumps? Check. I was trying my hardest to be a sassy, journalistic girl genius and NOT the slightly illiterate writer I felt like inside.

By doing research - whether in written sources such as books, magazines, or newspapers or through personal interviews - you acquire information. The information you collect allows you to operate from the position of choice, confidence, and responsibility. You can choose to use some, or all, or none of the material you've gathered; that's your choice, dictated by the terms of the story. Not using it because you don't have it offers you no choice at all, and will always work against you and your story.

Physical beauty is a subject that many skirt around and almost everyone attempts to down-play thereby demonstrating some sound moral stance, but it remains one of the glories of human existence. Of course, there are many people who are attractive without being beautiful just as there are beauties who bore, and the danger of beauty in the very young is that it can make the business of life seem deceptively easy. All this I am fully aware of. I know too, however, that of the four great gifts that the fairies may or may not bring to the christening – Brains, Birth, Beauty and Money – it is Beauty that makes locked doors spring open at a touch. Whether it is for a job interview, a place at a dining table, a brilliant promotion or a lift on the motorway, everyone, regardless of their sex or their sexual proclivity, would always rather deal with a good-looking face. And no one is more aware of this than the Beauties themselves. They have a power they simultaneously respect and take for granted. Despite the moralists who tut about its transience, it is generally a power that is never completely lost. One can usually trace in the wrinkled lines of a nonagenarian, stooped and leaning on a stick, the style and confidence that turned heads in a ballroom in 1929.

One way you can practice excellent posture is to use “power poses.” Raising your hands overhead with clenched fists such as a marathon runner might do after winning a race is a great one to try - spread your feet out to shoulder-length distance apart from one another, lift your chin, put a smile on your face, and raise your hands overhead. Now hold this for two full minutes. According to research, this gives you a measurable testosterone boost while decreasing levels of stress hormones in your blood stream.   Once you’re done holding the pose, you will naturally maintain a more confident attitude and better posture for a good twenty or thirty minutes afterwards.

How to Perform Paced Breathing Paced breathing is a slow, regular rate of deep breathing. There are three main points to keep in mind when practicing: 1. Breathe slowly. Concentrate on slowing the rate of your breathing to eight or ten breaths per minute. 2. Inhale and exhale through your nose. It is more difficult to take shallow breaths from the upper chest when you breathe through your nose. This keeps you from hyperventilating. 3. Choose a neutral word to focus on while practicing paced breathing. The words “one,” “calm,” and “relax” work well. Each time you exhale, say the word in your mind. This will assist in keeping your breathing evenly paced, and will help to reduce the chances of interfering thoughts. During the day, when you are not practicing paced breathing, alternate paced and normal breathing. Every single breath you take does not have to come from the diaphragm. There should be a natural rhythm between chest breathing and diaphragm breathing. Find a comfortable balance but do more diaphragmatic breathing than you usually do. Tony is at a local law office to interview for an internship. He wants to become a trial lawyer. He is very excited by the thought of working professionally, but is so anxious about the interview that he feels lightheaded and numb. He is afraid he won’t be able to say what he wants to, and that his answers will be incorrect. As he waits for the interviewer, Tony starts to concentrate on slowing the rate of his breathing. With only a few deep breaths, his mind clears and his racing heart calms. He feels more relaxed and is confident.

After we finished the interview Paul thanked me for my time and told me he thought I was great on the radio. He suggested I think about it as a career. I thanked him and said I’d consider it. But really all I was thinking about was Jamie. As soon as I got in my car I looked on my phone and saw I had a Facebook friend request from her. I felt schoolgirl giddy. I accepted the request and immediately called my Army buddy Max. Max is one of the guys who came with me on that first Tough Mudder. We are really close friends, and he’s someone I’ve always confided in. Just a few weeks before I had called and told him, “You know what? I’m done with women for the time being, but the next time I talk to a girl, I’m shooting out of my league.” So now I called Max and said, “I’ve met a girl way out of my league and I’m gonna take a shot.

Hero was left with Mr. Stoke, and at once shocked and enchanted him by confiding that she had no notion how many servants she ought to employ, but hoped he would not think it necessary for her to have too many. 'For I dare say I shan't know how to go on at all. At least, just at first I shall not, though I expect I shall soon get into the way of it.' Finally, it was decided that a cook, a butler, two abigails, and a page-boy or footman should, in addition to his lordship's man, her ladyship's personal maid, a coachman, two grooms, and the Tiger, be sufficient to ensure the young couple a moderate degree of comfort. Mr. Stoke engaged himself to interview all menials applying for the various posts, and to hire those he considered the most desirable. He then took his leave of his patrons and went away in an extremely thoughtful mood.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Where to stash your organizational risk? Lately, I’m increasingly hearing folks reference the idea of organizational debt. This is the organizational sibling of technical debt, and it represents things like biased interview processes and inequitable compensation mechanisms. These are systemic problems that are preventing your organization from reaching its potential. Like technical debt, these risks linger because they are never the most pressing problem. Until that one fateful moment when they are. Within organizational debt, there is a volatile subset most likely to come abruptly due, and I call that subset organizational risk. Some good examples might be a toxic team culture, a toilsome fire drill, or a struggling leader. These problems bubble up from your peers, skip-level one-on-ones,16 and organizational health surveys. If you care and are listening, these are hard to miss. But they are slow to fix. And, oh, do they accumulate! The larger and older your organization is, the more you’ll find perched on your capable shoulders. How you respond to this is, in my opinion, the core challenge of leading a large organization. How do you continue to remain emotionally engaged with the challenges faced by individuals you’re responsible to help, when their problem is low in your problems queue? In that moment, do you shrug off the responsibility, either by changing roles or picking powerlessness? Hide in indifference? Become so hard on yourself that you collapse inward? I’ve tried all of these! They weren’t very satisfying. What I’ve found most successful is to identify a few areas to improve, ensure you’re making progress on those, and give yourself permission to do the rest poorly. Work with your manager to write this up as an explicit plan and agree on what reasonable progress looks like. These issues are still stored with your other bags of risk and responsibility, but you’ve agreed on expectations. Now you have a set of organizational risks that you’re pretty confident will get fixed, and then you have all the others: known problems, likely to go sideways, that you don’t believe you’re able to address quickly. What do you do about those? I like to keep them close. Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If something simply isn’t likely to go well, I think it’s best to hold the bag yourself. You may be the best suited to manage the risk, but you’re almost certainly the best positioned to take responsibility. As an organizational leader, you’ll always have a portfolio of risk, and you’ll always be doing very badly at some things that are important to you. That’s not only okay, it’s unavoidable.

Bookish folk aren’t what they used to be. Introverted, reserved, studious. There was a time when bookish folk would steer clear of trendy bars, dinner occasions and gatherings. Any social or public encounters would be avoided at all costs because these activities were very un-bookish. Bookish people preferred to stay in, or to sit alone in a quiet pub, reading a good book, or getting some writing done. Writers, in fact, perhaps epitomised these bookish traits most strongly. At least, they used to. These days, bookish people, such as writers, are commonly found on stage, headlining festivals, or being interviewed on TV. Author events and performances have proliferated, becoming established parts of a writer’s role. It’s not that authors have suddenly become more extroverted – it’s more a case that their job description has changed. Of course, not all writers are bookish. Not in the traditional sense of the word anyway. Some are well suited for public life, particularly those from certain academic backgrounds where public speaking is encouraged and confidence in social situations is shaped and formed. These writers may even be termed ‘gregarious’, and are thus happy being offered up for speaking engagements, stage discussions and signings. Good for them. But the others – the timid, shy and mousy authors – they’re being thrust into the limelight too. That’s my lot. The social wipeouts. Unprepared and ill-equipped to face our reader audience. What’s most concerning is that no one is offering us any guidance or tips. We’re expected to hit the ground running, confident and ready, loaded with banter, quips and answers. It’s a disaster waiting to happen.

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

We call them shadow particles, Shadows. You know what nearly knocked me off my chair just now? When you mentioned the skulls in the museum. Because one of our team, you see, is a bit of an amateur archaeologist. And he discovered something one day that we couldn’t believe. But we couldn’t ignore it, because it fitted in with the craziest thing of all about these Shadows. You know what? They’re conscious. That’s right. Shadows are particles of consciousness. You ever heard anything so stupid? No wonder we can’t get our grant renewed.” She sipped her coffee. Lyra was drinking in every word like a thirsty flower. “Yes,” Dr. Malone went on, “they know we’re here. They answer back. And here goes the crazy part: you can’t see them unless you expect to. Unless you put your mind in a certain state. You have to be confident and relaxed at the same time. You have to be capable—Where’s that quotation…” She reached into the muddle of papers on her desk and found a scrap on which someone had written with a green pen. She read: ‘ “… Capable of being in uncertainties, mysteries, doubts, without any irritable reaching after fact and reason.’ You have to get into that state of mind. That’s from the poet Keats, by the way. I found it the other day. So you get yourself in the right state of mind, and then you look at the Cave—” “The cave?” said Lyra. “Oh, sorry. The computer. We call it the Cave. Shadows on the walls of the Cave, you see, from Plato. That’s our archaeologist again. He’s an all-around intellectual. But he’s gone off to Geneva for a job interview, and I don’t suppose for a moment he’ll be back…. Where was I? Oh, the Cave, that’s right. Once you’re linked up to it, if you think, the Shadows respond. There’s no doubt about it. The Shadows flock to your thinking like birds.…

Such words are pleasing in the ear of the father of spirits. He is not a God to accept the flattery which declares him above obligation to his creatures; a God to demand of them a righteousness different from his own; a God to deal ungenerously with his poverty-stricken children; a God to make severest demands upon his little ones! Job is confident of receiving justice. There is a strange but most natural conflict of feeling in him. His faith is in truth profound, yet is he always complaining. It is but the form his faith takes in his trouble. Even while he declares the hardness and unfitness of the usage he is receiving, he yet seems assured that, to get things set right, all he needs is admission to the presence of God—an interview with the Most High. To be heard must be to have justice. He uses language which, used by any living man, would horrify the religious of the present day, in proportion to the lack of truth in them, just as it horrified his three friends, the honest pharisees of the time, whose religion was 'doctrine' and rebuke. God speaks not a word of rebuke to Job for the freedom of his speech:—he has always been seeking such as Job to worship him. It is those who know only and respect the outsides of religion, such as never speak or think of God but as the Almighty or Providence, who will say of the man who would go close up to God, and speak to him out of the deepest in the nature he has made, 'he is irreverent.' To utter the name of God in the drama—highest of human arts, is with such men blasphemy. They pay court to God, not love him; they treat him as one far away, not as the one whose bosom is the only home. They accept God's person. 'Shall not his excellency'—another thing quite than that you admire—' make you afraid? Shall not his dread'—another thing quite than that to which you show your pagan respect—' fall upon you?

After we finished the interview Paul thanked me for my time and told me he thought I was great on the radio. He suggested I think about it as a career. I thanked him and said I’d consider it. But really all I was thinking about was Jamie. As soon as I got in my car I looked on my phone and saw I had a Facebook friend request from her. I felt schoolgirl giddy. I accepted the request and immediately called my Army buddy Max. Max is one of the guys who came with me on that first Tough Mudder. We are really close friends, and he’s someone I’ve always confided in. Just a few weeks before I had called and told him, “You know what? I’m done with women for the time being, but the next time I talk to a girl, I’m shooting out of my league.” So now I called Max and said, “I’ve met a girl way out of my league and I’m gonna take a shot.” I wasn’t good at asking women out and felt really nervous. I told Max she had sent me a friend request and he urged me to send her a private message on Facebook. I typed out a pretty long message and hit SEND. Then I finally put the keys in the ignition and left the radio station parking lot. Every red light I hit, I checked my phone to see if she had responded. She hadn’t. Why wasn’t she responding? Finally, I pulled over and looked again. The message hadn’t gone through! I panicked and called Max back. “What am I gonna do? What if I send another one and the first one is just floating through the Internet and it eventually goes through? Do I send another one? Do I make it sound exactly the same? I’m gonna look like a crazy person! What do I do? I don’t know what to do!” Max calmed me down again and I rewrote my original message. This time she responded. “Jamie, it was great meeting you and Paul today. Sorry you got stuck with a used bracelet. If I run into you again I will hook you up with a new one. You’ll just have to give that one back. They aren’t free. LOL. Take care.” She responded: “Ha ha. Actually, Noah Galloway, I got the one I wanted ;). Great to meet you, too. Love your story. Tragedy to triumph. I can’t imagine the number of people you inspire every day. Hope to run into you sooner rather than later.

Everywhere you look with this young lady, there’s a purity of motivation,” Shultz told him. “I mean she really is trying to make the world better, and this is her way of doing it.” Mattis went out of his way to praise her integrity. “She has probably one of the most mature and well-honed sense of ethics—personal ethics, managerial ethics, business ethics, medical ethics that I’ve ever heard articulated,” the retired general gushed. Parloff didn’t end up using those quotes in his article, but the ringing endorsements he heard in interview after interview from the luminaries on Theranos’s board gave him confidence that Elizabeth was the real deal. He also liked to think of himself as a pretty good judge of character. After all, he’d dealt with his share of dishonest people over the years, having worked in a prison during law school and later writing at length about such fraudsters as the carpet-cleaning entrepreneur Barry Minkow and the lawyer Marc Dreier, both of whom went to prison for masterminding Ponzi schemes. Sure, Elizabeth had a secretive streak when it came to discussing certain specifics about her company, but he found her for the most part to be genuine and sincere. Since his angle was no longer the patent case, he didn’t bother to reach out to the Fuiszes. — WHEN PARLOFF’S COVER STORY was published in the June 12, 2014, issue of Fortune, it vaulted Elizabeth to instant stardom. Her Journal interview had gotten some notice and there had also been a piece in Wired, but there was nothing like a magazine cover to grab people’s attention. Especially when that cover featured an attractive young woman wearing a black turtleneck, dark mascara around her piercing blue eyes, and bright red lipstick next to the catchy headline “THIS CEO IS OUT FOR BLOOD.” The story disclosed Theranos’s valuation for the first time as well as the fact that Elizabeth owned more than half of the company. There was also the now-familiar comparison to Steve Jobs and Bill Gates. This time it came not from George Shultz but from her old Stanford professor Channing Robertson. (Had Parloff read Robertson’s testimony in the Fuisz trial, he would have learned that Theranos was paying him $500,000 a year, ostensibly as a consultant.) Parloff also included a passage about Elizabeth’s phobia of needles—a detail that would be repeated over and over in the ensuing flurry of coverage his story unleashed and become central to her myth. When the editors at Forbes saw the Fortune article, they immediately assigned reporters to confirm the company’s valuation and the size of Elizabeth’s ownership stake and ran a story about her in their next issue. Under the headline “Bloody Amazing,” the article pronounced her “the youngest woman to become a self-made billionaire.” Two months later, she graced one of the covers of the magazine’s annual Forbes 400 issue on the richest people in America. More fawning stories followed in USA Today, Inc., Fast Company, and Glamour, along with segments on NPR, Fox Business, CNBC, CNN, and CBS News. With the explosion of media coverage came invitations to numerous conferences and a cascade of accolades. Elizabeth became the youngest person to win the Horatio Alger Award. Time magazine named her one of the one hundred most influential people in the world. President Obama appointed her a U.S. ambassador for global entrepreneurship, and Harvard Medical School invited her to join its prestigious board of fellows.

Treating Abuse Today (Tat), 3(4), pp. 26-33 Freyd: You were also looking for some operational criteria for false memory syndrome: what a clinician could look for or test for, and so on. I spoke with several of our scientific advisory board members and I have some information for you that isn't really in writing at this point but I think it's a direction you want us to go in. So if I can read some of these notes . . . TAT: Please do. Freyd: One would look for false memory syndrome: 1. If a patient reports having been sexually abused by a parent, relative or someone in very early childhood, but then claims that she or he had complete amnesia about it for a decade or more; 2. If the patient attributes his or her current reason for being in therapy to delayed-memories. And this is where one would want to look for evidence suggesting that the abuse did not occur as demonstrated by a list of things, including firm, confident denials by the alleged perpetrators; 3. If there is denial by the entire family; 4. In the absence of evidence of familial disturbances or psychiatric illnesses. For example, if there's no evidence that the perpetrator had alcohol dependency or bipolar disorder or tendencies to pedophilia; 5. If some of the accusations are preposterous or impossible or they contain impossible or implausible elements such as a person being made pregnant prior to menarche, being forced to engage in sex with animals, or participating in the ritual killing of animals, and; 6. In the absence of evidence of distress surrounding the putative abuse. That is, despite alleged abuse going from age two to 27 or from three to 16, the child displayed normal social and academic functioning and that there was no evidence of any kind of psychopathology. Are these the kind of things you were asking for? TAT: Yeah, it's a little bit more specific. I take issue with several, but at least it gives us more of a sense of what you all mean when you say "false memory syndrome." Freyd: Right. Well, you know I think that things are moving in that direction since that seems to be what people are requesting. Nobody's denying that people are abused and there's no one denying that someone who was abused a decade ago or two decades ago probably would not have talked about it to anybody. I think I mentioned to you that somebody who works in this office had that very experience of having been abused when she was a young teenager-not extremely abused, but made very uncomfortable by an uncle who was older-and she dealt with it for about three days at the time and then it got pushed to the back of her mind and she completely forgot about it until she was in therapy. TAT: There you go. That's how dissociation works! Freyd: That's how it worked. And after this came up and she had discussed and dealt with it in therapy, she could again put it to one side and go on with her life. Certainly confronting her uncle and doing all these other things was not a part of what she had to do. Interestingly, though, at the same time, she has a daughter who went into therapy and came up with memories of having been abused by her parents. This daughter ran away and is cutoff from the family-hasn't spoken to anyone for three years. And there has never been any meeting between the therapist and the whole family to try to find out what was involved. TAT: If we take the first example -- that of her own abuse -- and follow the criteria you gave, we would have a very strong disbelief in the truth of what she told.

Sometimes we think we’re gathering information when we’re actually fishing for support. Take the tradition of calling people’s references when you want to hire them. It’s an exercise in self-justification: We believe someone is worth hiring, and as a final “check” on ourselves, we decide to gather more information about them from past colleagues. So far, so good. Then we allow the candidate to tell us whom we should call, and we dutifully interview those people, who say glowing things about the candidate, and then, absurdly, we feel more confident in our decision to hire the person.

We are misled in a second way, by a well-intentioned but dishonest campaign to deny the Islamic State’s medieval religious nature. Peter Bergen, who produced the first interview with bin Laden in 1997, titled his first book Holy War, Inc. in part to acknowledge bin Laden as a creature of the modern secular world. Bin Laden corporatized terror and franchised it out. He requested specific political concessions, such as the withdrawal of U.S. forces from Saudi Arabia. His foot soldiers navigated the modern world confidently. On Mohammad Atta’s last full day of life, he shopped at Walmart and ate dinner at Pizza Hut.

More often than not, when the interviewer's gut-check "yes/no" departed from the data, we'd find that the untrustworthy source was the interviewer. Despite training them not to, they routinely factored "confidence" into their result. Biases like that are pernicious!

Dear Mrs. Wellington: I am interested in applying for the position with Beachwear International as Purchasing Manager and have enclosed my résumé for your review. I am certain that I can be a valuable asset to your team and meet and exceed the goals and objectives for this position. I respect your time and feel confident that my value, past achievements, and ability to contribute are well outlined in my résumé. If you feel, as I do, that I would be a significant member of your professional staff, I would welcome an interview at your earliest convenience. Thank you for your consideration, and I look forward to hearing back from you.

Most companies interview candidates something like this: An untrained interviewer leads a job candidate through an unstructured, unplanned conversation. No record is kept of what questions were asked or answered, and the person who ultimately makes the decision to hire the person—or not—sometimes has only a dim understanding of the job skills needed. Despite these flaws, the interviewer has great confidence that he or she can distinguish between good and bad candidates. Unfortunately, research shows that job interviewing is a lot like driving, where 90 percent of adult drivers report that they have “above average” skills.2 The truth is that the typical interviewer learns little useful information for predicting job performance beyond what is available on the applicant’s job application and résumé.

A classic study, which set the stage for much research to come, was done nine years after Brown and Kulik’s initial publication. It was undertaken by psychologists Ulric Neisser and Nicole Harsch, who were perceptive enough to realize that a personal and national disaster could be important for realizing how memory works.12 The day after the space shuttle Challenger exploded on January 28, 1986, they gave 106 students in a psychology class at Emory University a questionnaire asking about their personal circumstances when they heard the news. A year and a half later, in the fall of 1988, they tracked down forty-four of these students and gave them the same questionnaire. A half year later, in spring 1989, they interviewed forty of these forty-four about the event. The findings were startling but very telling. To begin with, 75 percent of those who took the second questionnaire were certain they had never taken the first one. That was obviously wrong. In terms of what was being asked, there were questions about where they were when they heard the news, what time of day it was, what they were doing at the time, whom they learned it from, and so on—seven questions altogether. Twenty-five percent of the participants got every single answer wrong on the second questionnaire, even though their memories were vivid and they were highly confident in their answers. Another 50 percent got only two of the seven questions correct. Only three of the forty-four got all the answers right the second time, and even in those cases there were mistakes in some of the details. When the participants’ confidence in their answers was ranked in relation to their accuracy there was “no relation between confidence and accuracy at all” in forty-two of the forty-four instances.

gentlemen who were desirous of going with us, we all started westward, and after a pleasant trip arrived at Fort McPherson." Before he arrived at Fort McPherson, Cody was interviewed by the local press. Cody allowed, surely with tongue in cheek, that We have played New York until we forced Edwin Booth to go West. He said it would not do for him to try to buck against us, and he was right. I propose to [be] ... playing Shakespeare right through, from beginning to end, with Ned Buntline and Texas Jack to support me. I shall do Hamlet in a buckskin suit and when my father's ghost appears "doomed for a certain time," &c., I shall say to Jack, "Rope the cuss in, Jack!!" and unless the lasso breaks, the ghost will have to come. As Richard the Third I shall fight with pistols and hunting knives. In "Romeo and Juliet" I will put a half-breed squaw on the balcony, and make various interpretations of Shakespeare's words to suit myself. Shakespeare has had to endure many indignities over the years: bowdlerizations, bizarre directorial concepts, and costume choices of all kinds, but theatergoers, fortunately, were spared Hamlet in buckskin or the balcony scene in a Western saloon. On the other hand, it is possible that Cody, with his genius for showmanship, might have won over a whole new audience to the plays. During the run of The Scouts of the Prairie, Cody had not only overcome his initial stage fright but had developed enough self-confidence to feel comfortable onstage. Moreover, he knew that audiences responded favorably to him. Although he still did not consider himself an actor, he had begun to wear the more becoming mantle of "showman." Ned Buntline had all kinds

We need to change the paradigm of what an effective businesswoman is and allow for expertise and imperfections to be part of the equation. The women I interviewed admitted to both. When we give up perfectionism, we are better able to step up, speak up, think big, and take risks. Yes, we have had to be twice as good as our male counterparts as a result of our late arrival into the workplace. But no one can keep pace with a standard that can never be achieved.

the Dream phase invites participants to use the knowledge and excitement about possibilities gained from the Discovery to imagine what could be in an ideal future. The Discovery interviews generate a desire to articulate bolder possibilities because confidence in the whole system’s capacity to be effective has been elevated.

Your identity is not equivalent to your biography. There is a place in you where you have never been wounded, where there's a seamlessness in you, and where there is a confidence and tranquility. (Source: Interview with Krista Tippett, On Being)

you have a doubt about a person's humility, hunger, or smarts, don't ignore it. Keep probing. More often than not, there is something causing that doubt. That's not to discourage keeping an open mind, but erring on the side of assuming that a person has the virtues of a team player is a bad idea. So many times hiring managers look back at the red flags they saw during interviews, the ones they chose to ignore, and regret not taking more time or energy to understand them. While it's never possible to have complete confidence in a hire, nagging doubts about a candidate's humility, hunger, or smarts need to be properly explored and discarded before an offer can be made.

The more you know yourself and what you want, the more easily you'll recognise your potential dream school and the job that's right for you.

Export Credit Guarantees.‘After all, Madame Nhu is asking a thousand dollars an interview, in this case we can insist on five and get it. Damn it, this is The Man . . . ’ The brain dulls. An exhibition of atrocity photographs rouses a flicker of interest. Meanwhile, the quasars burn dimly from the dark peaks of the universe. Standing across the room from Catherine Austin, who watches him with guarded eyes, he hears himself addressed as ‘Paul’, as if waiting for clandestine messages from the resistance headquarters of World War III. Five Hundred Feet High. The Madonnas move across London like immense clouds. Painted on clapboard in the Mantegna style, their composed faces gaze down on the crowds watching from the streets below. Several hundred pass by, vanishing into the haze over the Queen Mary Reservoir, Staines, like a procession of marine deities. Some remarkable entrepreneur has arranged this tour de force; in advertising circles everyone is talking about the mysterious international agency that now has the Vatican account. At the Institute Dr Nathan is trying to sidestep the Late Renaissance. ‘Mannerism bores me. Whatever happens,’ he confides to Catherine Austin, ‘we must keep him off Dali and Ernst.’ Gioconda. As the slides moved through the projector the women’s photographs, in profile and full face, jerked one by one across the screen. ‘A characteristic of the criminally insane,’ Dr Nathan remarked, ‘is the lack of tone and rigidity of the facial mask.’ The audience fell silent. An extraordinary woman had appeared on the screen. The planes of her face seemed to lead towards some invisible focus, projecting an image that lingered on the walls, as if they were inhabiting her skull. In her eyes glowed the forms of archangels. ‘That one?’ Dr Nathan asked quietly. ‘Your mother? I see.

The relationship between the famous and the public who sustain them is governed by a striking paradox. Infinitely remote, the great stars of politics, film and entertainment move across an electric terrain of limousines, bodyguards and private helicopters. At the same time, the zoom lens and the interview camera bring them so near to us that we know their faces and their smallest gestures more intimately than those of our friends. Somewhere in this paradoxical space our imaginations are free to range, and we find ourselves experimenting like impresarios with all the possibilities that these magnified figures seem to offer us. How did Garbo brush her teeth, shave her armpits, probe a worry-line? The most intimate details of their lives seem to lie beyond an already open bathroom door that our imaginations can easily push aside. Caught in the glare of our relentless fascination, they can do nothing to stop us exploring every blocked pore and hesitant glance, imagining ourselves their lovers and confidantes. In our minds we can assign them any roles we choose, submit them to any passion or humiliation. And as they age, we can remodel their features to sustain our deathless dream of them. In a TV interview a few years ago, the wife of a famous Beverly Hills plastic surgeon revealed that throughout their marriage her husband had continually re-styled her face and body, pointing a breast here, tucking in a nostril there. She seemed supremely confident of her attractions. But as she said: ‘He will never leave me, because he can always change me.’ Something of the same anatomizing fascination can be seen in the present pieces, which also show, I hope, the reductive drive of the scientific text as it moves on its collision course with the most obsessive pornography. What seems so strange is that these neutral accounts of operating procedures taken from a textbook of plastic surgery can be radically transformed by the simple substitution of the anonymous ‘patient’ with the name of a public figure, as if the literature and conduct of science constitute a vast dormant pornography waiting to be woken by the magic of fame.

Don't you fear the unknown..?" "No..I don't." "What belief makes you say that?" "Unknown can be friendly too.." "An example?" "People. My best friends today were strangers, completely unknown just three years ago." "What about places, circumstances?" "Same. Can they really be unknown? What can be different? When you know yourself well, with the confidence to face it because you are prepared, then why fear.." "If you are not prepared and it is something you couldn't imagine and it is bad, then?" "Then what? We are wired for Fight or Flight response. Choose wisely.." "Can it be so simple?" Now it was my turn to ask - "Do you believe in reincarnation? Rebirth?" "Yes..I do." "Then it's either a new day or a new life. Isn't it?" He kept looking at me for few moments. "Do you mean one should not carry fears?" "No, I don't say that. You can't avoid fear. It is a natural emotion, a basic one. Let it motivate you. Not hold you. And unknown can be so pleasant too as I said right in the beginning. " " Are you telling me that life can be so simple and cool..?" "You tell me," I asked. Thanks, #simplySOOD", s/he said. From an interview that NEVER HAPPENED. RS #RameshSOOD #Coaching #StoryTelling

Nash and her husband, Roy Stone, have worked for the Los Angeles library for a combined total of seventy-nine years. (Not long after I interviewed them, they both retired.) It was Nash’s purse that Glen Creason and Stone had been looking for immediately after the fire, when they discovered that the Patent Room had melted. Nash and Stone are library people. Besides being a senior librarian, Stone had been the head of the Librarians’ Guild for many years. He once confided to me that when he worked at a branch downtown, local drug dealers used to come to the library and ask him to help fill out their tax returns. He thought it was a perfect example of the rare role libraries play, to be a government entity, a place of knowledge, that is nonjudgmental, inclusive, and fundamentally kind.

Mentors are the business version of “not your little friends.” They are essential because even though they aren’t your peers, they can be life rafts. Mentors might take the form of a college professor who became your favorite thought leader, an old boss who championed your work and made sure you got your next position, or someone you met at a conference, had great conversation with, and now have access to. Because mentors care about your life even outside of the business (because your personal life absolutely affects your career), you confide in them. They’re friends as well as guides. Mentors are incredible, because they can unlock doors in our lives. They can make our dreams more tangible, because they are invested in our success. We need a new job? Well, they might be able to make a phone call to someone who then makes a phone call to get us the interview we need to be considered. They actively ask, “How can I help?” without necessarily expecting anything.

During one selection process, one applicant was poised and confident.  When asked what qualities she had to make the team better, she identified her speaking ability.  And she was correct!  She was a good speaker as she claimed.  Then a curious thing happened after the interview.  Dan’s team always uses a practical exercise to evaluate baseline negotiation ability.  The officer who was a good speaker was given a chance to try out as a good negotiator.  Predictably, when she was put under pressure she defaulted to talking.  She didn’t listen!  She missed critical information and opportunities from the actor.  Her talking caused a negative emotional spiral that she didn’t know how to correct or pause.  As the situation worsened, she ran out of things to say.  Then, she quit. She was a victim of a deeply rooted myth about what great negotiations require.  Speaking ability is good to have provided your listening game is locked in.  Unfortunately, there is a myth that good speakers make good negotiators.  The problem with good speakers is they like to speak too much!  It is what they are comfortable doing.  They also substitute quantity for quality as their speaking ability gets stressed or when their words are not immediately effective.

I mention this to give confidence to all non-fiction writers: a point of craft. If you master the tools of the trade—the fundamentals of interviewing and of orderly construction—and if you bring to the assignment your general intelligence and your humanity, you can write about any subject. That's your ticket to an interesting life.

She went through the interview process three times, and each time she came out on top. 'They kept testing you because they didn't want to give the position to a woman,' a friend in human resources confided to her. Eventually, however, the center was obligated to hire Gloria, the best candidate for the job, the first woman in the position.

The former banker helped us with the financial plans, figuring out how much we could afford to bid in the auction. We concluded that we could certainly bid USD 45 million for a 20-year license in Hungary. Swedish Telecom was very confident, their CEO had said in radio interviews that he thought that 1 in 4 people would have a mobile phone by the year 2000. This was overly optimistic according to the other consortium partners. They were more conservative and we had difficulty persuading them to put up more money

First, articulate the kernel segments for which you don’t have a thoughtful point of view. Just knowing what you don’t know gives you permission for that confidence about the things that you do know, and in the process allows you be honest about what you don’t know. Heck, just whip out the list when a client asks a question about anything on it. They are fine with advice-givers who are human, and merely saying “no” from time to time can give real meaning to your “yes” statements. “Honestly, I’ve been asking that same question and I don’t think I have it figured out yet. [Reaching down] Here are my notes so far, and this will provide that opportunity to finally figure it out. Any thoughts along the way would be welcome. Thanks.” Second, determine all the methods that would motivate you, as a unique individual, to develop a given position. This might include a public speaking engagement, a repeatable section to include in proposals, an article you can place for publication, an interview with a journalist seeking expertise, a seminar you will teach, some internal training to prepare for, or a handout to be used at predictable conversation intersections when talking to clients in person. Third, group the topics by platform, order the topics in each group by descending level of importance, and assign a date to each item. About that: You cannot fully explore one of these topics and then craft the language to present it in less than two weeks; typically it requires a month or two. Fourth, ignite the research (less than you’ll guess) and insight generation (more than you’ll guess) by articulating a compressed 2,400–3,600 words for each topic. Fifth, begin what academia calls the peer review process. Release it to the brutal public for feedback, disagreement, and “this strikes me as right” commentary. If nobody reads your blog, that’s like winning a race with no opponents; you can just skip that and cast it far and wide instead. Email it to everyone not already tired of you and wait. Or just let that one cynical employee eagerly make you wince as they’ve always dreamed of doing. Sixth, over the following years, strip out what later seems like filler and replace it with more substance. Work on it long enough each time to make it shorter and shorter.

The IAT is more than just an abstract measure of attitudes. It’s also a powerful predictor of how we act in certain kinds of spontaneous situations. If you have a strongly pro-white pattern of associations, for example, there is evidence that that will affect the way you behave in the presence of a black person. It’s not going to affect what you’ll choose to say or feel or do. In all likelihood, you won’t be aware that you’re behaving any differently than you would around a white person. But chances are you’ll lean forward a little less, turn away slightly from him or her, close your body a bit, be a bit less expressive, maintain less eye contact, stand a little farther away, smile a lot less, hesitate and stumble over your words a bit more, laugh at jokes a bit less. Does that matter? Of course it does. Suppose the conversation is a job interview. And suppose the applicant is a black man. He’s going to pick up on that uncertainty and distance, and that may well make him a little less certain of himself, a little less confident, and a little less friendly. And what will you think then? You may well get a gut feeling that the applicant doesn’t really have what it takes, or maybe that he is a bit standoffish, or maybe that he doesn’t really want the job.

Splitting up has not been an easy thing for either Lindsay or me,” Stevie confides. “I think we both knew deep down that it was the only thing we could do. We weren’t creating, either of us. . . . It’s much better now.

In fact I probably had more confidence five years ago than I do now. It’s odd, but having been in LA for a while and having a lot of people tell you that you’re shitty doesn’t help. “Stevie and I weren’t ecstatic about Mick’s offer to join Fleetwood Mac because we really believed in what we were doing with our second record. But when we went up to their house to meet them, that clinched it right there. You could just tell the five of us in that room that there was something happening.

Here is a stark example. If you have time, I suggest watching the YouTube video of the January 2000 presentation by the president of Enron, Jeffrey Skilling, and his senior management on the launch of Enron Broadband.2 I dare you not to be impressed. The guys are poised, confident, and, at least to my eyes, extremely competent. It is hard to find fault with their strategy or vision, and their execution plan for broadband services seems spot on. However, in less than two years after this impressive presentation, Enron went bankrupt, and in 2006 Skilling was sent to prison for perpetrating a massive fraud.3 Except for a few short sellers, no professional analysts or investors could have guessed what was going on at Enron even though the management was quite open to the media and regularly gave interviews. I know what you are thinking. Am I building my entire case on an outlier like Enron? Let’s look at it another way. I assume you have read the interviews of many CEOs or company presidents. Did any mention that they don’t care for the customer, that they have stopped innovating, or that they hire people who have been rejected by other companies? Have you ever heard a company leader disparage their products or services or admit that their competition is doing a better job or that they are sick and tired of company politics?

In the context of the job approval question in the New York Times/CBS poll, we can be 95 percent confident that the true proportion of all Americans who disapprove of President Obama’s job rating lies in the range of 46 percent ± 3 percent, or between 43 percent and 49 percent. If you read the small print on the New York Times/CBS poll (as I urge you to do), that’s pretty much what it says: “In theory, in 19 cases out of 20, overall results based on such samples will differ by no more than 3 percentage points in either direction from what would have been obtained by seeking to interview all American adults.

Almost anybody can make up a list of rules that are 80 percent as good as what we taught our people. What they couldn’t do is give them the confidence to stick to those rules even when things are going bad.

time. Up in the air, above the situation, he asks if it is really the end of the world if he doesn’t get the job. The answer is ‘No, it isn’t’ and although it is very disappointing, he can deal with the disappointment and consequences because he is an adult Human and not a Chimp or child. He also knows logically that he may still be able to do something about the situation and must not allow the Chimp to think catastrophically. Step 5: He now goes into Human mode and asks himself, ‘What can I do about the situation?’ He answers: ‘I can choose the emotions I want and I can choose to act like an adult. Being emotional isn’t going to help anything, least of all me. I can’t think of anything practical to do at this point in time – this I must accept. I can choose to accept the situation rather than keep on saying “what if” or “this shouldn’t have happened” or even worse, “life should be fair”.’ Step 6: Eddie decides to put his Human in charge and decides to actively change his emotional approach to the situation. On a practical point he considers his options to either wait in the hope that another bus appears or to go home and phone the interview organiser. Step 7: Despite his disappointment he might manage a smile and be thankful that the sun will still rise tomorrow. He remains focused on the solution and not the problem. Of course, you may want to react differently or deal with the situation differently if you were in his position. It is just an example of how it might go. Clearly there are endless possibilities. The main point is that he has decided to act as a Human and not as a Chimp and to choose positive emotions despite the setback. Choice despite seriousness The scenario above was not so serious but what happens if a real crisis occurs? Imagine a young man who has had an accident on a motorbike and has been left paralysed from the waist down. Sadly this is not an uncommon event. How does he deal with this type of crisis? This time when he gets up into the helicopter and tries to gain perspective the answer is not so good. His whole life has just changed and not for the better. It would be totally unreasonable for anyone to say to him get a perspective and smile. He will need to go through a grieving process. All of us respond differently to the same situation, so there are no rights or wrongs when responding to a severe crisis. It is about understanding your response and making choices about how you want to manage it. The simple steps described are helpful for minor crises and immediate and transient stress but they need modifying

want her with a strength that frightens me. I want to keep her, bind her to me. I want to make her happy. Be her mornings and her evenings. Her friend and her lover, her shield and her confidant. I love her so much I want to keep her forever.

Striking compromises across people. Finding ways of making teammates feel valued. Being able to agree to things that are suboptimal for you in the interest of the greater team good. Understanding people’s underlying motivations and incentives. Motivating teams and boosting morale. Relinquishing your ego and encouraging others to do the same. Setting common goals, metrics, and procedures. Balancing autonomy with team cohesion. Building the confidence of those around you. Increasing individual accountability. Setting a good example. Taking personal responsibility. Showing compassion and empathy for coworkers. Identifying and dividing responsibilities. Sharing knowledge and responsibilities. Mitigating the damage from a negative teammate or situation. Building trust across the team.

particularly disturbed that day, evidently by the fact that they had dared to inspect and criticize his camp in his absence. From this short interview with Pfuel, Prince Andrew, thanks to his Austerlitz experiences, was able to form a clear conception of the man. Pfuel was one of those hopelessly and immutably self-confident men, self-confident to the point of martyrdom as only Germans are, because only Germans are self-confident on the basis of an abstract notion—science, that is, the supposed knowledge of absolute truth. A Frenchman is self-assured because he regards himself personally, both in mind and body, as irresistibly attractive to men and women. An Englishman is self-assured, as being a citizen of the best-organized state in the world, and therefore as an Englishman always knows what he should do and knows that all he does as an Englishman is undoubtedly correct. An Italian is self-assured because he is excitable and easily forgets himself and other people. A Russian is self-assured just because he knows nothing and does not want to know anything, since he does not believe that anything can be known. The German's self-assurance is worst of all, stronger and more repulsive than any other, because he imagines that he knows the truth—science—which he himself has invented but which is for him the absolute truth.

Willow wondered if it caused resentment: these confident, educated incomers, buying up the nice houses, subtly changing the character of the place. She’d always thought Shetlanders were certain enough of their own culture, hospitable enough, not to mind too much, but now she wasn’t so sure. Wouldn’t it feel like an invasion? She left her bag where it was and wandered down. The baby was sitting in a bouncy chair. He was soft-skinned and content, with downy hair and serious eyes. Willow had seen him the day of his birth and had been so jealous of Rosie that for the first time she’d understood how women could steal newborns from a hospital ward. ‘What did you decide to call him in the end?’ ‘Michael,’ John said. ‘We thought he looked like a Michael.’ Willow drank tea and listened to the couple chat. They offered her a meal, but she made do with a bannock and a slice of cheese and some home-made ginger biscuits. Soon she’d had enough of their company. She said she’d go up to her room; there was no need for them to show her, if it was the same as last time. It was jealousy again that sent her away. She knew that even if Perez had welcomed the news of her pregnancy, they would never have this sort of relationship: tender, calm, unflustered. There would always be something to come between them. Work, or Cassie, or Fran Hunter’s ghost. Her child would never live up to Cassie, in Perez’s mind, and she would never live up to Fran. In the room, she wondered if she should call Perez to find out how the interview with Magnie Riddell had gone. On any previous investigation she would have done that, or she’d have gone round to see him late in the

Ramakrishna Paramhans Ward, PO mangal nagar, Katni, [M.P.] 2nd Floor, Above KBZ Pay Centre, between 65 & 66 street, Manawhari Road Mandalay, Myanmar Phone +95 9972107002 1. Study Organizations in Myanmar: A Growing Demand for survey companies in Myanmar is a Southeast Asian nation steeped in culture and history. Over the past ten years, it has undergone rapid economic growth and modernization. This development has made an expanding market for different administrations, including statistical surveying. Businesses in Myanmar benefit greatly from the assistance of survey firms in comprehending consumer behavior, market trends, and the landscape of competition. Among the main players in this field is AMT Statistical surveying, an organization known for its complete administrations and neighborhood skill. The Role of survey companies in Myanmar Businesses wishing to establish or expand their presence in this dynamic market must conduct market research in Myanmar. Myanmar, which has a population of over 54 million people, presents significant opportunities for businesses operating in a variety of industries, including tourism, finance, consumer goods, and telecommunications. However, the market also faces unique obstacles like a diverse ethnic landscape, varying degrees of economic development across regions, and a regulatory environment that is constantly shifting. By providing insights into consumer preferences, purchasing patterns, and market dynamics, survey companies assist businesses in navigating these complexities. To get accurate and relevant data, they use a variety of methods, such as observational studies, qualitative interviews, focus groups, and quantitative surveys. Driving Overview Organizations in Myanmar A few overview organizations work in Myanmar, each offering a scope of administrations custom-made to address the issues of various clients. AMT Market Research stands out among these due to its extensive experience and thorough comprehension of the local market. AMT Statistical surveying AMT Statistical surveying is a noticeable player in Myanmar's statistical surveying industry. Surveys of customers' satisfaction, market research, brand health monitoring, and other services are all offered by the business. AMT's group of experienced scientists and examiners influence their neighborhood information and skill to convey noteworthy bits of knowledge for organizations. AMT Statistical surveying uses a blend of customary and current information assortment techniques. Depending on the research objectives and target audience, they conduct in-person interviews, telephone surveys, and online surveys. Their methodology guarantees top notch information assortment, even in remote and difficult to-arrive at areas of Myanmar. Myanmar Advertising Exploration and Advancement (MMRD) Laid out in 1992, MMRD is one of the most established statistical surveying firms in Myanmar. The organization offers an extensive variety of examination administrations, including market passage studies, contender investigation, and financial investigations. MMRD has gained notoriety for its intensive and solid exploration, making it a confided in accomplice for both neighborhood and worldwide organizations. Boondocks Myanmar Exploration Boondocks Myanmar Exploration is one more outstanding player on the lookout. The organization represents considerable authority in giving experiences into Myanmar's advancing business sector scene. Their administrations incorporate area explicit exploration, purchaser conduct studies, and effect evaluations. Wilderness Myanmar Exploration is known for its inventive philosophies and capacity to adjust to the quickly changing economic situations. Understanding Myanmar Understanding Myanmar is a somewhat new participant in the statistical surveying industry however has rapidly earned respect for its excellent exploration and client-driven approach.

Visualization As you hone and create your identity and new narrative, being able to picture yourself moving through this new life actually helps it become your reality. As you use imagery as a tool, be aware that there is a huge difference between fantasizing and visualizing. It’s like the saying “If you write it down, it’s a plan; if you don’t, it’s a wish.” Fantasizing is the activity of imagining scenarios that satisfy your desire for gratification and vengeance. Fantasizing is wishing, which is not a bad place to start. Fantasy often uses a third-person POV, like watching yourself in the best movie ever, starring you. It might be fun to fantasize, but as a psychological tool that enables you to get what you want in life, it’s more or less useless. Fantasy is usually about outcome. You imagine yourself being respected or thin, in a sexual or romantic relationship, or on the beach, but you are no closer to realizing those dreams than you were before you fantasized about them. Visualizing is like writing it down to make a plan; more specifically, it is making a model in your mind of the process leading to the desired result. Visualizing is a scientific methodology for rehearsing different reality-based scenarios in your head before an important event or interaction. If you learn to visualize effectively, you can condition yourself to succeed, even in stressful, anxious situations. To visualize for success: First, use the third-person POV to see yourself showing up as required in your life, on task, and with the performance you desire. Next, use the first-person POV, where you enter into the scene and you see and feel the experience. Go over the specifics of a job interview and see yourself being assertive. Feel your steady heart rate. Smell the confidence. Train your brain to associate walking into that interview with assurance and calm. Visualize every sensation and step. The coldness of the doorknob, the plush carpet under your shoes, the overhead lighting, the sound of the copy machine down the hall. Immerse yourself in detail. Script the scene with positive, powerful phrases, like I can and I am. I can get the job done. I am the person you’re looking for. Repeat the scenario. During the week before the specific event or interaction is to take place, practice daily. Later on, when it’s all over, examine how close your visualization was to reality. Even if the two look completely different, you’ll be glad you did all you could to be prepared and to succeed. This is a tried-and-true method of practicing for success. Athletic coaches on the sports field and personal life coaches advocate and outright require this kind of thorough mental preparation. There is no substitute except to rely on luck, which is not really a plan. Prepare, prepare, prepare, and remember what Louis Pasteur said: “Chance seems to favor the prepared mind.

You may have seen the video of the psychological study in which young Black girls are given two Barbie dolls. With the exception of their skin tone—one is white, the other brown—the dolls are identical. The little girls are asked, “Which is pretty? Which is nice?” Over and over they choose the White doll. It is heartbreaking. They have been programmed, and the “real world” impact is this: if you’re a White girl, it gives you confidence. If you’re a Black girl, no confidence. But confidence is imperative. How do you do well on a school test without confidence? How do you handle relationships without confidence? How do you handle job interviews without confidence?

When I finally decided to share my information with Lew Merletti, I knew everything I said would be held in confidence. Merletti’s response to my revelation was immediate, and he encouraged me to tell my story to Ken Gormley, dean of the School of Law at Duquesne University (now the thirteenth president of the university) and the author of The Death of American Virtue: Clinton vs. Starr. Gormley had interviewed Merletti during the Monica Lewinsky scandal that led to President Clinton’s impeachment. Merletti trusted Gormley. I repeated my story to Gormley, and he agreed with Merletti: “You have a story here that needs to be

When I finally decided to share my information with Lew Merletti, I knew everything I said would be held in confidence. Merletti’s response to my revelation was immediate, and he encouraged me to tell my story to Ken Gormley, dean of the School of Law at Duquesne University (now the thirteenth president of the university) and the author of The Death of American Virtue: Clinton vs. Starr. Gormley had interviewed Merletti during the Monica Lewinsky scandal that led to President Clinton’s impeachment. Merletti trusted Gormley. I repeated my story to Gormley, and he agreed with Merletti: “You have a story here that needs to be told.” This is the story I kept

In a job interview with McKinsey, they told him that he was not certain enough in his opinions. “And I said it was because I wasn’t certain. And they said, ‘We’re billing clients five hundred grand a year, so you have to be sure of what you are saying.’” The consulting firm that eventually hired him was forever asking him to exhibit confidence when, in his view, confidence was a sign of fraudulence. They’d asked him to forecast the price of oil for clients, for instance. “And then we would go to our clients and tell them we could predict the price of oil. No one can predict the price of oil. It was basically nonsense.

The job interview is perhaps the most obvious example of this sort of unpaid emotional labour: here the candidate must appear sufficiently confident and enthusiastic to satisfy a selection panel assessing "presentation" and "personality", as if these were objective scientific criteria. So the interview, regardless of the job, becomes a kind of talent show audition hinging on generic questions about change, teamwork etc. (the equivalents of the standard repertoire of X Factor ballads), while the interviewee must project an all-purpose positivity by extemporising around this script without revealing its artificiality. The candidate must project the right image and hit the right notes, and must put his 'heart and soul' into every performance, even for the most dreary role.

Note that healthy attributions about failure not only stay balanced and rational, they also take account of the ways—small or large—that you may have contributed to what happened. Maybe you didn’t prepare sufficiently for the interview. This is not to beat yourself up or wallow in shame. Quite the contrary; it’s about developing the self-awareness and confidence to keep learning, making whatever changes you need so as to do better next time.

As noted earlier with regard to job interviews, employers have at their disposal a whole range of convenient terms - confidence, presentation, commitment, personality - upon which to hang any ideological conflict. Indeed, such judgements are often more crucial than any real ability. Having got this far, the precarious jobseeker clearly cannot afford to step outside the spirit of the discourse.

In this economic recession, I have resorted to wearing my lucky underwear to job interviews. It gives me confidence, and it helps cover up the bald spot on the back of my head.

If a client asks you a question you don’t know how to answer, reply confidently that you do not have the facts to provide an accurate answer. If a client asks for your opinion, say you suspect X would be a good idea and then clarify, “But I don’t have the facts to be 100 percent certain.

Integrating micro-recommendations into the company’s big-picture vision and providing supporting facts and analysis for those micro-recommendations allow the consultant to instill greater confidence in the client about moving in a particular direction.

Even today, gender-blind evaluations still result in better outcomes for women. Unfortunately, most jobs require face-to-face interviews. All of us, myself included, are biased, whether we admit it or not. And thinking that we are objective can actually make this even worse, creating what social scientists call a "bias blindspot." This blindspot causes people to be too confident about their own powers of objectivity so that they fail to correct for bias. (p.153)

We need a PD to talk to a guy in lock up! A Mr.” he checked the file, “DeWayne Johnson.” “Oh I know that case,” Adam said. “That’s the gentleman from the North Philly “social club” charged with triple homicide.” “I’ll take it,” I said. “Hold on!” Braden stopped me. “You can’t go have a chat with a gang banger in lock up.” “Why not?” “He’s violent.” “That’s probably why he’s charged with triple homicide, Braden. Although I will point out that he’s innocent until proven guilty even if he is a gangsta.” “There must be a male PD around.” “I’ve interviewed violent males before and this guy’s just a shooter anyway. I feel reasonably confident that they took the gun away from him when they arrested him.” “Yeah, but they’ll lock you in with him. By the time they opened the door he could hurt you.” “Well they’re not going to let him out to come see me. Where do you think I meet my clients? Starbucks?

In a 2014 interview with New York Magazine, senior Associate Justice Antonin Scalia stated his belief that there is an actual devil. Not a mythical creature representing the dark side of the human heart, but an actual, malevolent entity living in a fiery netherworld who, like some Bond villain holding a pitchfork instead an albino pussycat, is actually plotting to corrupt mankind. This was stated with confidence, even arrogance, by a man who made decisions affecting the lives of 350 million Americans and, by extension, the world.

It has become common to hear people, stars in flashy interviews that they have had a hard life, as they have gone from scratch. It is a courage, a determination in their path to success, for sure. But what you see in their eyes is the confidence, the peace, that they can take it from zero anytime again because they have everything if they have them. Because, when you survive the harsh conditions you realize that your greatest fortune is you.

I have greatest confidence in my writing when it approaches an insane condition in a sober and unstrained manner.

How do you enter a room? How do you walk into a job interview? How do you approach a sales prospect for the first time? Accomplished leaders know that the way they make an entrance can project their confidence and set the tone for their interaction with others. Use your poise, postures, and gestures to make it grand.

They tried to bury us. They didn’t know we were seeds.” —Mexican proverb There are some secrets we don’t share because they’re embarrassing. Like that time I met Naval Ravikant (page 546) by accidentally hitting on his girlfriend at a coffee shop? Oops. Or the time a celebrity panelist borrowed my laptop to project a boring corporate video, and a flicker of porn popped up—à la Fight Club—in front of a crowd of 400 people? Another good example. But then there are dark secrets. The things we tell no one. The shadows we keep covered for fear of unraveling our lives. For me, 1999 was full of shadows. So much so that I never wanted to revisit them. I hadn’t talked about this traumatic period publicly until April 29, 2015, during a Reddit AMA (Ask Me Anything). What follows is the sequence of my downward spiral. In hindsight, it’s incredible how trivial some of it seems. At the time, though, it was the perfect storm. I include wording like “impossible situation,” which was reflective of my thinking at the time, not objective reality. I still vividly recall these events, but any quotes are paraphrased. So, starting where it began . . . It’s the beginning of my senior year at Princeton University. I’m slated to graduate around June of 1999. Somewhere in the next six months, several things happen in the span of a few weeks. First, I fail to make it to final interviews for McKinsey consulting and Trilogy software, in addition to others. I have no idea what I’m doing wrong, and I start losing confidence after “winning” in the game of academics for so long. Second, a long-term (for