Jb Books Quotes

To insinuate that I would break an oath that I made to the ALMIGHTY for my own personal gain is an insult. An insult to me and an insult to the Order. An insult, worthy of death.

Continue your search for the truth but remember one thing--all things are possible.

I would have hoped you would have learned by now. No matter, a man who refuses to face his destiny offers himself to the GOD of chance—and chance is a wayward bitch.

You are one, and we are many, We are everywhere and nowhere at the same time. We are the face of justice.

Fear, your fear takes hold of you…I can smell it. You are in my world now, and in my world, darkness is light.

Everyone is so enamored with the puppet; they never notice the man pulling the strings.

The Order? Here inside such a weak soul?” “His spirit is failing, his faith too old." “He cannot be saved." “Few have tried." “He is consumed by the lion." “He is overtaken by pride.

Boy, you are a hothead, Bane. Your rage makes you an exceptional warrior but quite a boring conversationalist. Good thing I did not keep you for your manners and charm, eh? Now calm down, your spittle is getting all over me, my feet do not require a shower." -Michael, The ArchAngel

HANG THE LAW AND FUCK THE RULES! Where is your love for others? Where is your compassion? All these warriors want is a chance to serve. Doesn’t their love supersede your rules?

You heard me. A creature from another world, a dark world, lurks the halls of Hellgate, tormenting victims at will. A grotesque, gnarled, twisted creature, with thick iron stakes impaled into its body, whip marks across its chest and back-- the beast got inside my brain.

Monster? Monster, you say?” He scratched his chest, blood dripping from what seemed to be an old wound. “No, my friend. I have SEEN real monsters. I have faced real darkness, heart beating out of your chest with death all around you. The stench of piss and shit as men empty themselves in their final moments. I have experienced real terror. Terror, a simple man like you, could never fathom

Have you ever thought about why GOD did it? Why tempt such fragile beings in the first place? Did GOD give the race of man free will, knowing that they would use that will to defy him, or to take it a step further since GOD knows all, did he know that Adam and Eve would eat the forbidden fruit, allowing him to cast them out of paradise to toil and suffer for a living.

A spark is exactly what it means. An igniting of something that spreads, and soon it becomes difficult to contain. The sparks, in this case, represent sin, not just any sin, a major undertaking of evil that spreads and infects life, changing the way humans live forever." " The Everlasting protects man for six of these catastrophes, but once there is a seventh, well… anything goes." "I’m not destroying man; I’m saving man--from themselves.

We are Knights of the Trinity, Angels of the Third Realm of Heaven Warriors of The Almighty Defenders of Righteousness, Truth. And Justice Protectors of the Weak and Downtrodden Guardians of the realms of men. We pledge our spirits, our swords, and our shields in service, Not for glory, not for pride, but for the honor to serve the Most-High May the forces of Darkness tremble in our wake and die at our hands! We are the Chosen Twelve, the Blessed, the Mighty War-riors of the Everlasting Order Hazah! Hazah! Hazah!

I won't be wronged, I won't be insulted, and I won't be laid a hand on. I don't do these things to other people, and I require the same from them." - J.B Books in The Shootist 1976, directed by Don Siegel

In the end, leaders don't decide who leads. Followers do.

He joined Jude in the kitchen and began making a salad, and JB slumped to the dining-room table and started flipping through a novel Jude had left there. "I read this," he called over to him. "Do you want to know what happens in the end?" "No, JB," said Jude. "I'm only halfway through." "The minister character dies after all." "JB!" After that, JB's mood seemed to improve.

The question is which one of us is the frog and which is the toad,' Willem had said after they'd first seen the show, in JB's studio, and read the kindhearted books to each other late that night, laughing helplessly as they did. He'd smiled; they had been lying in bed. 'Obviously, I'm the toad,' he said. 'No,' Willem said, 'I think you're the frog; your eyes are the same color as his skin.' Willem sounded so serious that he grinned. 'That's your evidence?' he asked. 'And so what do you have in common with the toad?' 'I think I actually have a jacket like the one he has,' Willem said, and they began laughing again.

successful leadership takes conscious development and requires being true to your life story.

I honestly believe that in this day and age of informational ubiquity and nanosecond change, teamwork remains the one sustainable competitive advantage that has been largely untapped.

Don’t worry about what the world needs. Ask what makes you come alive and do that. Because what the world needs are people who have come alive. —HOWARD THURMAN

The seven manifestations of broken bonding are psychosomatic illness, violence and aggression, addiction, depression, burnout, stress reaction, and organizational conflict.

The son knows about himself as a masculine figure through the eyes of the mother, not the eyes of the father.

With books, you can have as many boyfriends as you want, and no one gets upset, jealous or calls you out for cheating. It’s a win-win.

The reality is that no one can be authentic by trying to be like someone else. There is no doubt you can learn from their experiences, but there is no way you can be successful trying to be like them. People trust you when you are genuine and authentic, not an imitation.

Because when a team recovers from an incident of destructive conflict, it builds confidence that it can survive such an event, which in turn builds trust. This is not unlike a husband and wife recovering from a big argument and developing closer ties and greater confidence in their relationship as a result.

The capacity to develop close and enduring relationships is one mark of a leader.

Self-reliant loners, who think they can do everything on their own, often make fatal mistakes and decisions.

Most people are driven by fear or by avoidance of pain. Only a few are driven by the benefits.

Life is either a daring adventure or nothing at all. —HELEN KELLER

Pursuing purpose with passion • Practicing solid values • Leading with heart • Establishing enduring relationships • Demonstrating self-discipline

True North is the internal compass that guides you successfully through life.

Interestingly, one of the most important times to listen well is when you disagree with the message, especially as it relates to how we affect others.

I remember that night quite well, the night I died.

I was O negative and so were the other scientists they grabbed. They matched us based on blood because they hadn’t made all the connections with energy yet.

You mean you actually like insurance policies, the health board, balancing the books, and the IRS?

We normally exist as pure energy until we materialize in these vessels you see now.

Managers can threaten people with the loss of jobs if they don't get with the program, but threats, power, and position do not earn commitment. They earn compliance.

Life is like a book. You read one page at a time, and hope for a good ending.” ― J.B. Taylor

Life is like a book. You read one page at a time, and hope for a good ending.

He will avoid the home and family life, which is the location which he feels the least successful overall due to his lack of adequate role-modeling and his lack in communication skills.

If team members are never pushing one another outside of their emotional comfort zones during discussions, then it is extremely likely that they’re not making the best decisions for the organization.

Churches don’t make the gospel true. It is true even when the household of God behaves badly. But people can see that it is true, and doubters are converted when “the sweetness of the Lord” is upon us (Ps. 90:17, JB).

Fortunately, ideas already exist for how to achieve every aspect of deconsumer society that appears in this book. Lifespan labeling can encourage product durability: new tax regimes and regulations can favour repair over disposability, job-sharing programs and shorter work days or work weeks can keep people employed in a slower, smaller economy. Redistribution of wealth can reverse income inequality, or prevent it from worsening in a lower-consuming world.

They were not actively mentoring and encouraging individuality in the child.  The child learned how to survive, but not how to thrive.  They carried these survival mechanisms into adulthood, and never stopped to realize that this was no way to live.

The photo had been taken at the opening of JB's fifth, long-delayed show, 'Frog and Toad,' which had been exclusively images of the two of them, but very blurred, and more abstract than JB's previous work. (They hadn't quite known what to think of the series title, though JB had claimed it was affectionate. 'Arnold Lobel?' he had screeched at them when they asked him about it. 'Hello?!' But neither he nor Willem had read Lobel's books as children, and they'd had to go out and buy them to make sense of the reference.)

The fundamental attribution error is simply this: human beings tend to falsely attribute the negative behaviors of others to their character (an internal attribution), while they attribute their own negative behaviors to their environment (an external attribution).

Contrary to popular myth, great teams are not characterized by an absence of conflict. On the contrary, in my experience, one of the most reliable indicators of a team that is continually learning is the visible conflict of ideas. In great teams conflict becomes productive.”1

For centuries oatsΔ were used as animal food. When evidence-based science researched oats and found that they help reduce cholesterol in humans and that they contained complex carbohydrates, protein, minerals, vitamins, and soluble and insoluble fiber, their use became popular.

Ironically, for peer-to-peer accountability to become a part of a team’s culture, it has to be modeled by the leader. That’s right. Even though I said earlier that the best kind of accountability is peer-to-peer, the key to making it stick is the willingness of the team leader to do something I call “enter the danger” whenever someone needs to be called on their behavior or performance. That means being willing to step right into the middle of a difficult issue and remind individual team members of their responsibility, both in terms of behavior and results. But most leaders I know have a far easier time holding people accountable for their results than they do for behavioral issues. This is a problem because behavioral problems almost always precede results. That means team members have to be willing to call each other on behavioral issues, as uncomfortable as that might be, and if they see their leader balk at doing this, then they aren’t going to do it themselves.

It would be more accurate to say that we see with our brain rather than with our eyes. However, the more interesting point is that the brain does not always need to receive information through the eyes in order to “see.” It can recall sights, sounds, and feelings from memory and run the whole sequence like a movie, all inside our head, in the mind’s eye.

The trend is for the following new coffee drinks: espresso, a shot of hot strong caffè served in a small cup with hot cream and sweetener; cappuccino, a blend of espresso and steamed and foamed hot milk; caffè latte, same ingredients as cappuccino but with more steamed and less foamed milk; and cafe mocha, mostly steamed milk with a shot of espresso and mocha syrup. All these coffees may have cinnamon, chocolate, plus additional flavors added.Δ

This is an important list at the heart of phonics instruction. It alphabetically lists 99 single phonemes (speech sounds) and consonant blends (usually two phonemes), and it gives example words for each of these; often for their use in the beginning, middle, and end of words. These example words are also common English words, many taken from the list of Instant Words. This list solves the problem of coming up with a good common word to illustrate a phonics principle for lessons and worksheets.

Birthday parties and events will be thrown for the child to elicit admiration and attention from others.  However, the child will be punished, berated and humiliated in the middle of the party in front of an audience if they behave against the expectations of the self-absorbed mother.  The party only serves to generate additional narcissistic supply for the mother, not a pleasurable event for the child.  Events are scheduled, changed, and cancelled in order to exert and announce control over the child.  They make it very apparent to the child that the mother can both give pleasure and take pleasure away by these means. 

Anyone who’s ever been in a leadership role quickly learns that you’re squeezed between others’ lofty expectations and your own personal limitations. You realize that while others want you to be of impeccable character, you’re not always without fault. You learn that you can’t see around every corner, and even if you know your way forward everyone may not end up at the same destination, let alone be on time. You discover that despite your best efforts to introduce brilliant innovations, most of them don’t succeed. You find that you sometimes get angry and short, and that you don’t always listen carefully to what others have to say. You’re reminded that you don’t always treat everyone with dignity and respect. You recognize that others deserve more credit than they get, and that you’ve failed to say thank you. You know that sometimes you get, and accept, more credit than you deserve. In other words, you realize that you’re human.

They may have been made of gas, but they were as solid as anything hand crafted by the ninjas themselves. I made two and I knew that when I threw these, I could not miss. These stars had to fly true and had to hit their targets.

Ninja Farts to the Rescue!

He left a fart trail floating in the air behind him, sort of like a shooting star. It was beautiful in a gross green-fart-trail kind of way. The poor kid who got his face farted into was completely knocked out with his head in a gas cloud.

the only thing that really matters is this: are they holding back their opinions? Members of great teams do not.

When people self-identify and publicly declare their outlook on conflict, they become much more open to adjusting it to whatever team norms need to be established.

When it comes to establishing a norm for a team, a measure of judgment is required of a leader. While there is no doubt that the person in charge must set the tone based on a personal belief about what will lead to the best results for the organization, the leader also needs to take into account the capabilities and attitudes of the staff members. This is something of a balancing act.

The leader is going to have to be ready to not only light the fuse of good conflict but to gently fan the flames for a while too.

The lack of conflict is precisely the cause of one of the biggest problems that meetings have: they are boring.

Team leaders must give members a reason to care at the beginning of a meeting or discussion. They must raise the anxiety of the team about why the issues about to be discussed matter, and what could go wrong if bad decisions are made. By doing so, they immediately get everyone engaged

Teams that commit to decisions and standards do so because they know how to embrace two separate but related concepts: buy-in and clarity. Buy-in is the achievement of honest emotional support. Clarity is the removal of assumptions and ambiguity from a situation.

Commitment is about a group of intelligent, driven individuals buying in to a decision precisely when they don’t naturally agree. In other words, it’s the ability to defy a lack of consensus.

commitment is not consensus. Waiting for everyone on a team to agree intellectually on a decision is a good recipe for mediocrity, delay, and frustration, which is why it amazes me that so many of the teams I work with still seem determined to achieve consensus.

commitment cannot occur if people are unclear about exactly what is being committed to.

I define accountability as the willingness of team members to remind one another when they are not living up to the performance standards of the group.

Peer pressure and the distaste for letting down a colleague will motivate a team player more than any fear of authoritative punishment or rebuke.

The most important challenge of building a team where people hold one another accountable is overcoming the understandable hesitance of human beings to give one another critical feedback.

we always have team members go back to their direct reports and share their profile information. This serves three purposes. First, it provides a great opportunity for demonstrating vulnerability with their subordinates. Second, it gives those subordinates real insights into their leaders, so that they’ll feel more comfortable providing feedback and interpreting behavior correctly. Third, it helps the executives develop a better understanding of their own profiles, because teaching is one of the best ways of learning.

Trust is the foundation of teamwork. • On a team, trust is all about vulnerability, which is difficult for most people. • Building trust takes time, but the process can be greatly accelerated. • Like a good marriage, trust on a team is never complete; it must be maintained over time.

When people who don’t trust one another engage in passionate debate, they are trying to win the argument. They aren’t usually listening to the other person’s ideas and then reconsidering their point of view; they’re figuring out how to manipulate the conversation to get what they want.

Because when a team recovers from an incident of destructive conflict, it builds confidence that it can survive such an event, which in turn builds trust.

Building an effective, cohesive team is extremely hard. But it’s also simple.

Teamwork remains the one sustainable competitive advantage that has been largely untapped.

When people come together and set aside their individual needs for the good of the whole, they can accomplish what might have looked impossible on paper. They do this by eliminating the politics and confusion that plague most organizations. As a result, they get more done in less time and with less cost.

A move to the Policy Governance model looks straightforward because the logic behind the model is so clear. Precisely because it is driven by logic, it is uncompromising and cannot be bent to fit personalities in the way we usually treat our organizational structures. It requires a disciplined approach, and discipline is uncomfortable, perhaps especially for those of us used to moderately anarchic board procedures. The board has to discipline itself to deal with every issue through policy. This is considerably more demanding than making or agreeing to decisions as they arise and meddling in management from time to time. Thinking is hard work. Directors working under the Policy Governance model have to construct a framework that both gives the CEO a clear remit over the results to be achieved and sets the limits within which those results are to be achieved. The board has both to prescribe and to proscribe, as the authors point out.

Because owners are the source of a company's authority, it follows that the need for a governing board arises only when the owners are too numerous to direct and control the company themselves. Therefore, the notion of board authority as a distinct kind of authority occurs only when there is a gap between the ownership of assets and the management of those assets.

Underlying this book is the assumption that governing a company and managing it are different activities requiring different job designs. We maintain that governance is best seen as existing outside the phenomenon of management and inside the phenomenon of ownership. Governance operates at a level that transcends current issues and specific company traditions and elevates people to a higher conceptual plane, one from which accountability can be seen more clearly. Governance requires and engenders a passion for leadership, leadership that is not just over others but on others' behalf.

Clearly chairs, or CGOs, have a leading part to play in ensuring that governance boards work in the way the new model outlines. As Carver and Oliver say, "We believe that the chair's role is one of the most important keys to unlocking the potential of boards, and we are therefore going to give it considerable attention." I strongly support the importance that the model gives to the chair's role. This book stresses that the board must speak with one voice and that the CEO takes directions only from the board as a whole. The board will speak with one voice only as a result of directors' commitment to do so and the skill of the chair. I doubt that what is required of a person to serve well on any type of board or committee is a natural form of behavior. The key task of a chair is to enable the members of a board to work together effectively and to get the best out of them. This is what the servant achieved in the story on which Robert Greenleaf's concept of the servant-leader is based. Chairs have a major leadership task. It is they who are responsible for turning a collection of competent individuals into an effective team. The new model is demanding of its chairs, and much will depend on them. Another field in which

No quality or characteristic is more important than trust.

When it comes to teams, trust is all about vulnerability. Team members who trust one another learn to be comfortable being open, even exposed, to one another around their failures, weaknesses, even fears.

The key ingredient to building trust is not time. It is courage.

The key to all of this, then, is to teach team members to get comfortable being exposed to one another, unafraid to honestly say things like “I was wrong” and “I made a mistake” and “I need help” and “I’m not sure” and “you’re better than I am at that” and yes, even “I’m sorry.

when team members reveal aspects of their personal lives to their peers, they learn to get comfortable being open with them about other things. They begin to let down their guard about their strengths, weaknesses, opinions, and ideas.

Adrenaline addiction The unwillingness or inability of busy people to slow down and review, reflect, assess, and discuss their business and their team. An adrenaline addiction is marked by anxiety among people who always have a need to keep moving, keep spinning, even in the midst of obvious confusion and declining productivity

The material in this book was compiled from tape recordings, from the rich store of memory of J. B. West, and from his extensive personal files. To prepare for interviewing Mr. West, I read the following books, as a background on White House history. I am also grateful to James R. Ketchum, a true White House historian, for his assistance in research and preparation of the manuscript.

The Graduate.Will anybody of a certain age forget that scene when Braddock (Dustin Hoffman)

We have a strong and natural tendency to look out for ourselves before others, even when those others are part of our families and our teams.

Teams have to eliminate ambiguity and interpretation when it comes to success.

When players on a team stop caring about the scoreboard, they inevitably start caring about something else.

There is always that little voice in your head saying, “What about me?” Sometimes that little voice drowns out the cry of the team, and the collective results of the group get left behind.

Employees know that they ultimately pay the price when their manager doesn’t get along with or cooperate with managers of other departments, leaving the staff to navigate the treacherous and bloody waters of organizational politics.

Rather than coming together to make the best possible decision for the entire organization, they become lobbyers for their own constituents

KEY POINTS—FOCUSING ON RESULTS • The true measure of a great team is that it accomplishes the results it sets out to achieve. • To avoid distractions, team members must prioritize the results of the team over their individual or departmental needs. • To stay focused, teams must publicly clarify their desired results and keep them visible.

What is the single most important behavioral characteristic or quality demonstrated by this person that contributes to the strength of our team?

What is the single most important behavioral characteristic or quality demonstrated by this person that can sometimes derail the team?

Help people realize that when they fail to provide peers with constructive feedback they are letting them down personally. By holding back, we are hurting not only the team, but also our teammates themselves.