Keys To Positive Thinking Quotes

It's a funny thing about life, once you begin to take note of the things you are grateful for, you begin to lose sight of the things that you lack.

Life is like a game of chess. To win you have to make a move. Knowing which move to make comes with IN-SIGHT and knowledge, and by learning the lessons that are acculated along the way. We become each and every piece within the game called life!

Life is like a sandwich! Birth as one slice, and death as the other. What you put in-between the slices is up to you. Is your sandwich tasty or sour? Allan Rufus.org

Hard work does not go unnoticed, and someday the rewards will follow

Advice to my younger self: 1 Start where you are with what you have 2 Try not to hurt other people 3 Take more chances 4 If you fail, keep trying

Unless we take that first step into the unknown, we will never know our own potential!

The most incredible architecture Is the architecture of Self, which is ever changing, evolving, revolving and has unlimited beauty and light inside which radiates outwards for everyone to see and feel. With every in breathe you are adding to your life and every out breathe you are releasing what is not contributing to your life. Every breathe is a re-birth.

Note and Quote to Self – What you think, say and do! Your life mainly consists of 3 things! What you think, What you say and What you do! So always be very conscious of what you are co-creating!

NOTE TO SELF – BOOMERANG EFFECT My words, thoughts and deeds have a boomerang effect. So be-careful what you send out!

Quotes and notes to self – Find your inner peace! Don’t be caught up in your outer world. Pay greater attention to your inner world

Enlightenment is the Goal - Love is the Game - Taking steps are the rules! - Allan Rufus

Desire is the key to motivation. It is the key to develop a healthy personality and a positive attitude towards oneself and others.

Positive thinking is powerful thinking. If you want happiness, fulfillment, success and inner peace, start thinking you have the power to achieve those things. Focus on the bright side of life and expect positive results.

Note to Self – Thoughts design my energy! My thoughts WILL design the energy that moves me!

You cannot run at full throttle when applying your mindset to all of the different things running through your head. Focusing is the key to manifesting your desires.

5 Ways To Build Your Brand on Social Media: 1 Post content that add value 2 Spread positivity 3 Create steady stream of info 4 Make an impact 5 Be yourself

Prayer does change things.

It wasn’t so much that I was positive. I just wasn’t fully subscribing to such a negative way of thinking anymore.

Thoughts are real, physical things that occupy mental real estate. Moment by moment, every day, you are changing the structure of your brain through your thinking. When we hope, it is an activity of the mind that changes the structure of our brain in a positive and normal direction.

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

All day long the thoughts that occupy your mind, your Secret Place, as Jesus calls it, are moulding your destiny for good or evil; in fact, the truth is that the whole of our life’s experience is but the outer expression of inner thought.

The key to happiness - or that even more desired thing, calmness - lies not in always thinking happy thoughts. No. That is impossible. No mind on earth with any kind of intelligence could spend a lifetime enjoying only happy thoughts. They key is in accepting your thoughts, all of them, even the bad ones. Accept thoughts, but don't become them. Understand, for instance, that having a sad thought, even having a continual succession of sad thoughts, is not the same as being a sad person.

I wish you all an ego free driven day!

He clearly indicates throughout his teaching that the time has come when man must make each and every day a spiritual Sabbath by knowing and doing all things in a spiritual light.

It seems that human nature is very prone to believe what it wants to believe, rather than to incur the labor of really searching the Scriptures with an open mind.

All day long the thoughts that occupy your mind, your Secret Place, as Jesus calls it, are moulding your destiny for good or evil; in fact, the truth is that the whole of our life’s experience is but the outer expression of inner thought. Now we can choose the sort of thoughts that we entertain. It will be a little difficult to break a bad habit of thought, but it can be done. We can choose how we shall think—in point of fact, we always do choose—and therefore our lives are just the result of the kind of thoughts we have

You aren't doing "nothing" when you choose to put your well-being first. In fact, this is the key to having everything.

Quotes and notes to self- Divine and Unique Power Find out what my Individual Divine and Unique Power IS and offer it outwards in harmony with all life!

Either Jesus is a reliable guide, or he is not.

A prayer and positive affirmation are the keys for a divine intervention in any situation.

There are lots of opportunities in limitations, but it takes a positive mindset to recognize them.

You attract whatever you give your energy, attention, and focus to. If you’re thinking about it, you’re magnetizing it to your life -- whether it’s positive or negative. Your focus may be on something you want. Or it may be on something you don’t want (or the lack of what you want).

The change from self-centeredness to human-centeredness is the key to peaceful existence.

Great Minds Quotes ‏@GreatestQuotes "The starting point of all achievement is desire. Weak desire brings weak results.

Education is the key to self-development and empowerment

Don't be handcuffed by bad habits when you hold the key to unlock the greatness inside of you.

The key to happiness is a regular dose of unhappiness.

Optimal sculpting of key neural networks through healthy early relationships allows us to think well of ourselves, trust others, regulate our emotions, maintain positive expectations, and utilize our intellectual and emotional intelligence in moment-to-moment

BLESSINGS ARE IMMEASURABLE You can Lose a child Or a parent, The love of your life, A good job, A game, A deal, A bet, An idea, Your favorite thing, Money, Your best friend, A moment, An opportunity, A chance, Your keys, Your mind, Your health, Your identity, Your virginity, Your religion, Your shirt, Your license, ID or Passport, Phone or phone number, Hope, Faith, Luck, Your pride, Or your house, And feel like You've lost everything, And keep on losing. Stop Counting losses And start counting your blessings. Only then, Will you discover that losses Are easier to point out And count Than blessings, And that blessings Outnumber your losses For they are truly Immeasurable. It is only normal that People count losses with Their minds, And ignore To count blessings With the graciousness Of their hearts.

there was a sort of embarrassment about storytelling that struck home powerfully about one hundred years ago, at the beginning of modernism. We see a similar reaction in painting and in music. It's a preoccupation suddenly with the surface rather than the depth. So you get, for example, Picasso and Braque making all kinds of experiments with the actual surface of the painting. That becomes the interesting thing, much more interesting than the thing depicted, which is just an old newspaper, a glass of wine, something like that. In music, the Second Viennese School becomes very interested in what happens when the surface, the diatonic structure of the keys breaks down, and we look at the notes themselves in a sort of tone row, instead of concentrating on things like tunes, which are sort of further in, if you like. That happened, of course, in literature, too, with such great works as James Joyce's Ulysses, which is all about, really, how it's told. Not so much about what happens, which is a pretty banal event in a banal man's life. It's about how it's told. The surface suddenly became passionately interesting to artists in every field about a hundred years ago. In the field of literature, story retreated. The books we talked about just now, Middlemarch, Bleak House, Vanity Fair -- their authors were the great storytellers as well as the great artists. After modernism, things changed. Indeed, modernism sometimes seems to me like an equivalent of the Fall. Remember, the first thing Adam and Eve did when they ate the fruit was to discover that they had no clothes on. They were embarrassed. Embarrassment was the first consequence of the Fall. And embarrassment was the first literary consequence of this modernist discovery of the surface. "Am I telling a story? Oh my God, this is terrible. I must stop telling a story and focus on the minute gradations of consciousness as they filter through somebody's..." So there was a great split that took place. Story retreated, as it were, into genre fiction-into crime fiction, into science fiction, into romantic fiction-whereas the high-art literary people went another way. Children's books held onto the story, because children are rarely interested in surfaces in that sort of way. They're interested in what-happened and what-happened next. I found it a great discipline, when I was writing The Golden Compass and other books, to think that there were some children in the audience. I put it like that because I don't say I write for children. I find it hard to understand how some writers can say with great confidence, "Oh, I write for fourth grade children" or "I write for boys of 12 or 13." How do they know? I don't know. I would rather consider myself in the rather romantic position of the old storyteller in the marketplace: you sit down on your little bit of carpet with your hat upturned in front of you, and you start to tell a story. Your interest really is not in excluding people and saying to some of them, "No, you can't come, because it's just for so-and-so." My interest as a storyteller is to have as big an audience as possible. That will include children, I hope, and it will include adults, I hope. If dogs and horses want to stop and listen, they're welcome as well.

Positive thinking (much like negative thinking) gets easier with practice.

When positivity is the key You'll find peace in a cup of tea

chosen to hold; and therefore they are of our own ordering; and therefore there is perfect justice in the universe. No suffering for another man’s original sin, but the reaping of a harvest that we ourselves have sown. We have free will, but our free will lies in our choice of thought.

I know we built our career almost on being a positive influence on people. But the truth is, that's not always the way I feel. And I'm tired of being afraid of what people are going to think if I don't write that way. I want to write about what's really happening in the world. And in me.

They say instant communication is not communication at all but merely a frantic, trivial, nerve-wracking bombardment of clichés, threats, fads, fashions, gibberish and advertising. However, who has not hung on a scripture, a quote, a statement, only to stumble upon the key phrase that brought all things to a turning point? The greatest sermons and speeches were pieced together by illuminating thoughts that powered men to surpass their own commonness. It is the sparkling magic of letters forming words, and those words colliding with passion, that makes statements into wisdom.

I don't believe in positive thinking as a replacement for God but as a response to God. My goal isn't that you would see your metaphorical cup as half full: I want you to see it as constantly overflowing!

If one is praying every day, as he should, for enlightenment and guidance, the one certain thing is that he will not go on holding to the same ideas as he grows older, but that he will be continually revising, enlarging, and expanding them. He will die daily, as the man he is, to be reborn bigger and wiser and better on the morrow.

No man can save his brother’s soul, or pay his brother’s debt.” We can and should help one another on special occasions, but in the long run each must learn to do his own work, and “sin” no more, lest a worse thing befall him.

The truth is that the Will of God for us always means greater freedom, greater self-expression, wider and newer and brighter experience; better health, greater prosperity, wider opportunity of service to others—life more abundant.

A general summing up, such as this, is highly characteristic of the old Oriental mode of approach to a religious and philosophical teaching, and it naturally recalls the Eight-fold Path of Buddhism, the Ten Commandments of Moses, and other such compact groupings of ideas. Jesus concerned himself exclusively with the teaching of general principles, and these general principles always had to do with mental states, for he knew that if one’s mental states are right, everything else must be right too, whereas, if these are wrong, nothing else can be right. Unlike the other great religious teachers, he gives us no detailed instructions about what we are to do or are not to do; he does not tell us either to eat or to drink, or to refrain from eating or drinking certain things; or to carry out various ritual observances at certain times and seasons. Indeed, the whole current of his teaching is anti-ritualistic anti-formalist.

For the Stoics, the realisation that we can often choose not to be distressed by events, even if we can’t choose events themselves, is the foundation of tranquility. For the Buddhists, a willingness to observe the ‘inner weather’ of your thoughts and emotions is the key to understanding that they need not dictate your actions. Each of these is a different way of resisting the ‘irritable reaching’ after better circumstances or better thoughts and feelings. But negative capability need not involve embracing an ancient philosophical or religious tradition. It is also the skill you’re exhibiting when you move forward with a project – or with life – in the absence of sharply defined goals; when you dare to inspect your failures; when you stop trying to eliminate feelings of insecurity; or when you put aside ‘motivational’ techniques in favour of actually getting things done.

The key here is to help your child understand the emotion behind the misbehavior and to work through it.

Don’t lose the positive power to make right choices that will convert your tears into smiles.

Your highest thoughts hold the key to your highest rewards.

You aren't doing "nothing" when you choose to put your wellbeing first. In fact, this is the key to having everything.

We have a positive power of choice and this is tool we should use to carve greatness out of challenges.

Endure despite the pain. The key is grace of strength.

because whatever you think about the most will grow. This applies to both the positive and negative ends of the spectrum.

The science of human nature… finds itself today in the position that chemistry occupied in the days of alchemy.” Alfred Adler

The mind is a key factor throughout this book. Thinking, as you will see, plays a dominant role in eating. Toxic thoughts can negate the positive effects of good nutrition.

Reading is the key to life's hidden treasures, revealing the beauty and complexity of the world around us.

I just called the slaveholder version of Christianity "false." I believe that. But note that in situations of conflict participants view reality differently. The more intractable the conflict, especially where both sides have the capacity to hurt each other, the more difficult it is to determine who is "victim" and who is "oppressor." Think about how nothing is quite as predictable and fruitless as hearing estranged spouses blame each other for being abusive or oppressive. Liberation theology dealt with this perceptual gulf in conflicted situations by speaking of the "epistemological privilege of the poor/oppressed." This meant: the view of the truth of a conflictual situation is clearer from the underside than from the position of power. But this assumes that we know who is on the underside and who holds the power. I am not saying that the exodus-liberation-deliverance motif is invalidated; I am saying that few situations present themselves to us in such clarity as Exod. 1-2 enslavement and infanticide do.

I had heard that verse many times but in a flash of insight realized that one of the keys I had missed was that hadn't trained my mind to believe, to think positively, to have faith in either God or myself.

If Adler’s theory of human action relates to power, concentration camp survivor Viktor Frankl’s brand of existential psychology, “logotherapy,” posits that the human species is uniquely made to seek meaning.

As researchers at New York University have found, putting unrealistic, fantastical goals onto a vision board actually makes us feel worse about ourselves because it makes us think we are missing out on life.25

We assume that it’s better to wipe out negative thoughts, numb our feelings and move on to more positive ideas. This is often ineffective because you’re just trying to trick yourself into thinking things are okay,

A more recent development in the cognitive field is “positive psychology,” which has sought to reorient the discipline away from mental problems to the study of what makes people happy, optimistic, and productive.

Be positive and stop negative thinking and the key to stop negative thoughts in this hour of crisis of COVID-19, is to spread your love and positive energy in every direction for the well-being of the whole humanity.

And seeing the multitudes, he went up into a mountain: and when he was set, his disciples came unto him: And he opened his mouth, and taught them, saying, Blessed are the poor in spirit: for theirs is the kingdom of heaven. Blessed are they that mourn: for they shall be comforted. Blessed are the meek: for they shall inherit the earth. Blessed are they which do hunger and thirst after righteousness: for they shall be filled. Blessed are the merciful: for they shall obtain mercy. Blessed are the pure in heart: for they shall see God. Blessed are the peacemakers: for they shall be called the children of God. Blessed are they which are persecuted for righteousness’ sake: for theirs is the kingdom of heaven. Blessed are ye, when men shall revile you, and persecute you, and shall say all manner of evil against you falsely, for my sake. Rejoice, and be exceeding glad: for great is your reward in heaven: for so persecuted they the prophets which were before you.

On Turgenev: He knew from Lavrov that I was an enthusiastic admirer of his writings; and one day, as we were returning in a carriage from a visit to Antokolsky's studio, he asked me what I thought of Bazarov. I frankly replied, 'Bazaraov is an admirable painting of the nihilist, but one feels that you did not love him as mush as you did your other heroes.' 'On the contrary, I loved him, intensely loved him,' Turgenev replied, with an unexpected vigor. 'When we get home I will show you my diary, in which I have noted how I wept when I had ended the novel with Bazarov's death.' Turgenev certainly loved the intellectual aspect of Bazarov. He so identified himself with the nihilist philosophy of his hero that he even kept a diary in his name, appreciating the current events from Bazarov's point of view. But I think that he admired him more than he loved him. In a brilliant lecture on Hamlet and Don Quixote, he divided the history makers of mankind into two classes, represented by one or the other of these characters. 'Analysis first of all, and then egotism, and therefore no faith,--an egotist cannot even believe in himself:' so he characterized Hamlet. 'Therefore he is a skeptic, and never will achieve anything; while Don Quixote, who fights against windmills, and takes a barber's plate for the magic helmet of Mambrino (who of us has never made the same mistake?), is a leader of the masses, because the masses always follow those who, taking no heed of the sarcasms of the majority, or even of persecutions, march straight forward, keeping their eyes fixed upon a goal which is seen, perhaps, by no one but themselves. They search, they fall, but they rise again and find it,--and by right, too. Yet, although Hamlet is a skeptic, and disbelieves in Good, he does not disbelieve in Evil. He hates it; Evil and Deceit are his enemies; and his skepticism is not indifferentism, but only negation and doubt, which finally consume his will.' These thought of Turgenev give, I think, the true key for understanding his relations to his heroes. He himself and several of his best friends belonged more or less to the Hamlets. He loved Hamlet, and admired Don Quixote. So he admired also Bazarov. He represented his superiority admirably well, he understood the tragic character of his isolated position, but he could not surround him with that tender, poetical love which he bestowed as on a sick friend, when his heroes approached the Hamlet type. It would have been out of place.

if you want to set the tone or mood, make sure you get some of the first words in. Think about it, which meeting would you prefer to attend? One that starts with “Let’s get going because we have so much to do today and a lot of fires to put out” or one that starts with “I’m happy to see you all today—it’s great that we have such a strong team working on these exciting new projects”? Same reality but a very different outlook. Then sit back and watch how people’s engagement and motivation improve in response to your power lead. It’s one of the most effective tools in this book.

Burns lists ten “cognitive distortions,” such as all-or-nothing thinking, overgeneralization, disqualifying the positive, jumping to conclusions, and giving ourselves labels. By understanding these distortions, we are led to the awareness that “feelings aren’t facts,” they are only mirrors of our thoughts.

A key concept to understand here is that the negative is not repulsed by the positive. Instead, the negative excess is removed by the realization of those negative thoughts. For example, the imbalance caused by discontent with a particular situation doesn't get removed by creating content. Instead, it is removed by becoming aware of your negative thought patterns.

A positive mental attitude is the key to great photographs. If you go out expecting to see interesting pictures, you tend to be more positive, and then luckier. As the great photographer and curator John Szarkowski said: ‘Luck is the attentive photographer’s best teacher.’ My general outlook is, get up, get out and go and find things. I try to summon an excitement and amazement for life.

A woman is like a universe; there are many things that even she still needs to discover about herself. Men on the other hand are miners, which means they are in a better position to uncover, perceive and appreciate things about women that they themselves have not yet come to the full realization of. Men know more about women than they can tell (it's for their own safety that they keep their mouths shut and pretend like they don't know anything, lest they get slammed for claming to know anything at all about women in the first place). Sadly, women are losing out on a wealth of knowledge and understanding about themselves by debunking men's ideas and notions about them especially when it comes to their femininity and sensuality. I think there is a need for women to start gently and safely asking men what they 'inherently' know about their femininity. I'm not a chauvinist nor a proponent for men's rights, but I strongly believe that men hold the keys to a lot of treasure chests that most women are daily striving to open up. Perhaps you should start inviting your man to get a little bit more involved in your feminine/sensual journey. It's only a suggestion...

SECTION IV: CALIBRATED QUESTIONS Prepare three to five calibrated questions to reveal value to you and your counterpart and identify and overcome potential deal killers. Effective negotiators look past their counterparts’ stated positions (what the party demands) and delve into their underlying motivations (what is making them want what they want). Motivations are what they are worried about and what they hope for, even lust for. Figuring out what the other party is worried about sounds simple, but our basic human expectations about negotiation often get in the way. Most of us tend to assume that the needs of the other side conflict with our own. We tend to limit our field of vision to our issues and problems, and forget that the other side has its own unique issues based on its own unique worldview. Great negotiators get past these blinders by being relentlessly curious about what is really motivating the other side. Harry Potter author J. K. Rowling has a great quote that sums up this concept: “You must accept the reality of other people. You think that reality is up for negotiation, that we think it’s whatever you say it is. You must accept that we are as real as you are; you must accept that you are not God.” There will be a small group of “What” and “How” questions that you will find yourself using in nearly every situation. Here are a few of them: What are we trying to accomplish? How is that worthwhile? What’s the core issue here? How does that affect things? What’s the biggest challenge you face? How does this fit into what the objective is? QUESTIONS TO IDENTIFY BEHIND-THE-TABLE DEAL KILLERS When implementation happens by committee, the support of that committee is key. You’ll want to tailor your calibrated questions to identify and unearth the motivations of those behind the table, including: How does this affect the rest of your team? How on board are the people not on this call? What do your colleagues see as their main challenges in this area? QUESTIONS TO IDENTIFY AND DIFFUSE DEAL-

She ran her hands, butterfly fashion, over the keys. "A little morsel of Stravinski?" she said. It was in the middle of the morsel that Adele came in and found Lucia playing Stravinski to Mr. Greatorex. The position seemed to be away, away beyond her orbit altogether, and she merely waited with undiminished faith in Lucia, to see what would happen when Lucia became aware to whom she was playing. . . . It was a longish morsel, too: more like a meal than a morsel, and it was also remarkably like a muddle. Finally, Lucia made an optimistic attempt at the double chromatic scale in divergent directions which brought it to an end, and laughed gaily. "My poor fingers," she said. "Delicious piano, dear Adele. I love a Bechstein; that was a little morsel of Stravinski. Hectic perhaps, do you think? But so true to the modern idea: little feverish excursions: little bits of tunes, and nothing worked out. But I always say that there is something in Stravinski, if you study him. How I worked at that little piece, and I'm afraid it's far from perfect yet.

One night, he left Stephen and me in the arcade and rushed off to a – this hurt my feelings – “real” game. That night, he missed a foul shot by two feet and made the mistake of admitting to the other players that his arms were tired from throwing miniature balls at a shortened hoop all afternoon. They laughed and laughed. ‘In the second overtime,’ Joel told me, ‘when the opposing team fouled me with four seconds left and gave me the opportunity to shoot from the line for the game, they looked mighty smug as they took their positions along the key. Oh, Pop-A-Shot guy, I could hear them thinking to their smug selves. He’ll never make a foul shot. He plays baby games. Wa-wa-wa, little Pop-A-Shot baby, would you like a zwieback biscuit? But you know what? I made those shots, and those songs of bitches had to wipe their smug grins off their smug faces and go home thinking that maybe Pop-A-Shot wasn’t such a baby game after all.” I think Pop-A-Shot’s a baby game. That’s why I love it. Unlike the game of basketball itself, Pop-A-Shot has no standard socially redeeming value whatsoever. Pop-A-Shot is not about teamwork or getting along or working together. Pop-A-Shot is not about getting exercise or fresh air. It takes place in fluorescent-lit bowling alleys or darkened bars. It costs money. At the end of a game, one does not swig Gatorade. One sips bourbon or margaritas or munches cupcakes. Unless one is playing the Super Shot version at the ESPN Zone in Times Square, in which case, one orders the greatest appetizer ever invented on this continent – a plate of cheeseburgers.

The point that the Scientific Christian needs to note is that, as usual, the vital bearing of the principle covered in this Beatitude lies in its application to the realm of thought. The thing that really matters is that you be merciful in your thought. Kind actions coupled with unkind thoughts are hypocrisy, dictated by fear, or desire for self-glory, or some such motive. They are counterfeits and they bless neither the giver nor the recipient. On the other hand, the true thought about fellowman blesses him spiritually, mentally, and materially; and blesses you too. Let us be merciful in our mental judgments of our brother, for, in truth, we are all one, and the more deeply he seems to err, the more urgent is the need for us to help him with the right thought, and so make it easier for him to get free. You—because you understand the power of the Spiritual Idea, the Christ Truth—have a responsibility that others have not; see that you do not evade it. When his delinquency comes to your notice, remember that the Christ in him is calling out for help to you who are enlightened—so be merciful.

All we really have is the present moment. If we can't find happiness now, will we really have it when our "dream life" is here? It seems like so many people are waiting for the perfect job, to lose 30 pounds, to reach retirement, or to find the right partner to be happy. We think THEN everything will be great, and we'll magically find the peace in life we are looking for. But how many times have you reached that goal only to find that you immediately move on to the next life goal? You don't even relish what you achieved... The key is in the present moment.

Although he initiates anti-realism, Kant retains two key elements of realism in his system. First, in order to secure the stability—that is, necessity and universality—of the knowledge organized by the subject, he has to make the experience-organizing faculties of the subject permanent and unchanging. Although it is no substantial object like Descartes’ thinking thing, this view still amounts to a vestigial realism of the subject. Second, in order to escape what he considers to be the incoherence of complete idealism, he posits mind-independent reality in noumena.

Emma, I came out here to tell you that you don't have to mate with Grom." I raise a brow. "Uh, I was never going to mate with Grom." "What I mean is, Grom is mating with someone else who has the gift of Poseidon. Which means that-" "I don't have to mate with Grom," I finish for him. "That's what I just said." "I mean, I don't have to feel like I've let the entire species of Syrena go extinct because I won't mate with Grom." He grins. "Exactly." "But that doesn't change what I am-a Half-Breed. You still can't be with me, can you?" He rubs his thumb over my bottom lip, thoughtful. "The law forbids it right now. But I think if we give it time, we could get it overturned somehow. And I'm not going anywhere until I do." He turns us toward the SUV, stopping to retrieve my heels from the side of the road. He helps me in the passenger seat of the Escalade, then hands me my shoes. "Thank you," I tell him as he walks around to the driver's side. "It's a little late to blush," he says, strapping in. "I don't think I'll ever stop blushing." "I really hope not," he says, shutting his door. Taking my face into both hands, he pulls me to him again. His lips brush mine, but I want more. Sensing my intention, he puts his hand over mine and the seat belt I'm trying to unsnap. "Emma," he says against my lips. "I've missed you so much. But we can't. Not yet." I'm not trying to do that, I just want to get in a better position to accept his lips. Telling him so would just embarrass us both. But he says yet. What does that mean? That he wants to wait until he can get the law overturned? Or will he give it time, and if it doesn't work out, break Syrena law to be with me? For some reason, I don't want the answer bad enough to ask. Images of "that girl" flare up in my head. I don't want Galen to break his laws-it's a big part of why I love him so much. His loyalty to his people, his commitment to them. It's the kind of devotion almost nonexistent among humans. But I don't want to be "that girl" either. Syrena or not, I want to go to college. I want to experience the world above and below sea level. But it's not like any decisions need to be made right now, do they? I mean, life-changing decisions take time to make. Time and meditation. And physical space between my lips and his. I pull back. "Right. Sorry." He seizes a few tendrils of my hair and runs them along his face, grinning. "Not as sorry as I am. You'll have to help me keep my hands off you." I laugh, even as a charge runs through my veins. "Yeah. No." He laughs too and turns to start the car, then stops. Letting go of the keys, he says, "So. About breaking up." "Let me think about it some more," I tell him on the brink of giggling at his expression. "I'll see what I can do to help you make up your mind." We stay parked for another fifteen minutes. But at least we're not broken up anymore.

Dodd partly embraced Crane’s notion that the Jews shared responsibility for their plight. He wrote to Crane later, after arriving in Berlin, that while he did not “approve of the ruthlessness that is being applied to the Jews here,” he did think the Germans had a valid grievance. “When I have occasion to speak unofficially to eminent Germans, I have said very frankly that they had a very serious problem but that they did not seem to know how to solve it,” he wrote. “The Jews had held a great many more of the key positions in Germany than their numbers or their talents entitled them to.

First, clarify what you really want. You’ve got a head start if you’ve already Started with Heart. If you know what you want for yourself, for others, and for the relationship, then you’re in position to break out of the Fool’s Choice. “What I want is for my husband to be more reliable. I’m tired of being let down by him when he makes commitments that I depend on.” Second, clarify what you really don’t want. This is the key to framing the and question. Think of what you are afraid will happen to you if you back away from your current strategy of trying to win or stay safe. What bad thing will happen

You might imagine how a hypnotherapist views history. If not, here is a short analogy: Imagine the developing consciousness of an individual as the group mind, or Zeitgeist, of civilizations - observing, learning, stumbling and developing over thousands of years. Just as the individual goes through phases and fads - the terrible twos, pubescence, the rebellious teens, the urge to merge and to have families, learn a trade, etc., - so do nations and civilizations grow, have fads and phases. The individual acts through notions, precepts and ideals, oftentimes passed on through family and tradition (suggestions, to use a hypnotic term). And so edicts, commands and laws dictate actions in very large groups. One then can look back on history and see that nations were perhaps doing the best they could, but were stymied and hindered by narrow-minded thinking, superstitions, patriarchal and out-moded beliefs, and lack of information, much of it unexamined hand me down ideas and beliefs. Some nations are immature, stubborn and self-righteous. Just as individuals thrive and blossom with love, understanding, education and inspiration, so can nations, societies and civilizations. The key to a fair, just and caring world is positive ideals/ suggestions, and that brings us to the importance of environment, community and education.

This book deals with four ultimate concerns: death, freedom, isolation, and meaninglessness. The individual's confrontation with each of these facts of life constitutes the content of the existential dynamic conflict. Death. The most obvious, the most easily apprehended ultimate concern is death. We exist now, but one day we shall cease to be. Death will come, and there is no escape from it. It is a terrible truth, and we respond to it with mortal terror. "Everything," in Spinoza's words, "endeavors to persist in its own being";3 and a core existential conflict is the tension between the awareness of the inevitability of death and the wish to continue to be. Freedom. Another ultimate concern, a far less accessible one, is freedom. Ordinarily we think of freedom as an unequivocally positive concept. Throughout recorded history has not the human being yearned and striven for freedom? Yet freedom viewed from the perspective of ultimate ground is riveted to dread. In its existential sense "freedom" refers to the absence of external structure. Contrary to everyday experience, the human being does not enter (and leave) a well-structured universe that has an inherent design. Rather, the individual is entirely responsible for-that is, is the author of-his or her own world, life design, choices, and actions. "Freedom" in this sense, has a terrifying implication: it means that beneath us there is no ground-nothing, a void, an abyss. A key existential dynamic, then, is the clash between' our confrontation with groundlessness and our wish for ground and structure. Existential Isolation. A third ultimate concern is isolation-not interpersonal isolation with its attendant loneliness, or intrapersonal isolation (isolation from parts of oneself), but a fundamental isolation-an isolation both from creatures and from world-which cuts beneath other isolation. No matter how close each of us becomes to another, there remains a final, unbridgeable gap; each of us enters existence alone and must depart from it alone. The existential conflict is thus the tension between our awareness of our absolute isolation and our wish for contact, for protection, our wish to be part of a larger whole. Meaninglessness. A fourth ultimate concern or given of existence is meaninglessness. If we must die, if we constitute our own world, if each is ultimately alone in an indifferent universe, then what meaning does life have? Why do we live? How shall we live? If there is no preordained design for us, then each of us must construct' our own meanings in life. Yet can a meaning of one's own creation be sturdy enough to bear one's life? This existential dynamic conflict stems from the dilemma of a meaning-seeking creature who is thrown into a universe that has no meaning.

The problem, Augustine came to believe, is that if you think you can organize your own salvation you are magnifying the very sin that keeps you from it. To believe that you can be captain of your own life is to suffer the sin of pride. What is pride? These days the word “pride” has positive connotations. It means feeling good about yourself and the things associated with you. When we use it negatively, we think of the arrogant person, someone who is puffed up and egotistical, boasting and strutting about. But that is not really the core of pride. That is just one way the disease of pride presents itself. By another definition, pride is building your happiness around your accomplishments, using your work as the measure of your worth. It is believing that you can arrive at fulfillment on your own, driven by your own individual efforts. Pride can come in bloated form. This is the puffed-up Donald Trump style of pride. This person wants people to see visible proof of his superiority. He wants to be on the VIP list. In conversation, he boasts, he brags. He needs to see his superiority reflected in other people’s eyes. He believes that this feeling of superiority will eventually bring him peace. That version is familiar. But there are other proud people who have low self-esteem. They feel they haven’t lived up to their potential. They feel unworthy. They want to hide and disappear, to fade into the background and nurse their own hurts. We don’t associate them with pride, but they are still, at root, suffering from the same disease. They are still yoking happiness to accomplishment; it’s just that they are giving themselves a D– rather than an A+. They tend to be just as solipsistic, and in their own way as self-centered, only in a self-pitying and isolating way rather than in an assertive and bragging way. One key paradox of pride is that it often combines extreme self-confidence with extreme anxiety. The proud person often appears self-sufficient and egotistical but is really touchy and unstable. The proud person tries to establish self-worth by winning a great reputation, but of course this makes him utterly dependent on the gossipy and unstable crowd for his own identity. The proud person is competitive. But there are always other people who might do better. The most ruthlessly competitive person in the contest sets the standard that all else must meet or get left behind. Everybody else has to be just as monomaniacally driven to success. One can never be secure. As Dante put it, the “ardor to outshine / Burned in my bosom with a kind of rage.” Hungry for exaltation, the proud person has a tendency to make himself ridiculous. Proud people have an amazing tendency to turn themselves into buffoons, with a comb-over that fools nobody, with golden bathroom fixtures that impress nobody, with name-dropping stories that inspire nobody. Every proud man, Augustine writes, “heeds himself, and he who pleases himself seems great to himself. But he who pleases himself pleases a fool, for he himself is a fool when he is pleasing himself.”16 Pride, the minister and writer Tim Keller has observed, is unstable because other people are absentmindedly or intentionally treating the proud man’s ego with less reverence than he thinks it deserves. He continually finds that his feelings are hurt. He is perpetually putting up a front. The self-cultivator spends more energy trying to display the fact that he is happy—posting highlight reel Facebook photos and all the rest—than he does actually being happy. Augustine suddenly came to realize that the solution to his problem would come only after a transformation more fundamental than any he had previously entertained, a renunciation of the very idea that he could be the source of his own solution.

■​A good negotiator prepares, going in, to be ready for possible surprises; a great negotiator aims to use her skills to reveal the surprises she is certain to find. ■​Don’t commit to assumptions; instead, view them as hypotheses and use the negotiation to test them rigorously. ■​People who view negotiation as a battle of arguments become overwhelmed by the voices in their head. Negotiation is not an act of battle; it’s a process of discovery. The goal is to uncover as much information as possible. ■​To quiet the voices in your head, make your sole and all-encompassing focus the other person and what they have to say. ■​Slow. It. Down. Going too fast is one of the mistakes all negotiators are prone to making. If we’re too much in a hurry, people can feel as if they’re not being heard. You risk undermining the rapport and trust you’ve built. ■​Put a smile on your face. When people are in a positive frame of mind, they think more quickly, and are more likely to collaborate and problem-solve (instead of fight and resist). Positivity creates mental agility in both you and your counterpart. There are three voice tones available to negotiators: 1.​The late-night FM DJ voice: Use selectively to make a point. Inflect your voice downward, keeping it calm and slow. When done properly, you create an aura of authority and trustworthiness without triggering defensiveness. 2.​The positive/playful voice: Should be your default voice. It’s the voice of an easygoing, good-natured person. Your attitude is light and encouraging. The key here is to relax and smile while you’re talking. 3.​The direct or assertive voice: Used rarely. Will cause problems and create pushback. ■​Mirrors work magic. Repeat the last three words (or the critical one to three words) of what someone has just said. We fear what’s different and are drawn to what’s similar. Mirroring is the art of insinuating similarity, which facilitates bonding. Use mirrors to encourage the other side to empathize and bond with you, keep people talking, buy your side time to regroup, and encourage your counterparts to reveal their strategy.

The key to letting go of negativity lies in our willingness to change our perspective and be proactive. It’s with this mindset that we’re able to persevere through difficult times and help others to do the same. Positivity is contagious, but it has to start with you. NO MORE EXCUSES…SERIOUSLY We make excuses all the time for a variety of reasons, mostly as a defense mechanism to protect ourselves from humiliation and criticism. Nobody wants to be cast in a negative light, so if there’s an opportunity to shift the blame without consequence, the decision seems obvious. Again, this all comes back to letting ourselves off the hook and deflecting accountability. It might be convenient, but it won’t get you very far in life. The same can be said for procrastination. Consider all the reasons why you put something off. You’re tired and would rather do the work another day. You’re afraid of what others might think if you don’t succeed. You don’t have all the answers, and that scares you. But this isn’t what we tell ourselves. Instead, we rationalize that it isn’t the right time to proceed with our plans.

They will call you quiet because you’re perfectly happy in silence. They will call you weak because you avoid conflict and drama. They will call you obsessed for being passionate about the things you love. They will call you rude for not engaging in social pleasantries. They will call you arrogant for having self-respect. They will call you boring for not being extrovert. They will call you wrong for having different beliefs. They will call you shy when you choose not to interact in small talk. They will call you weird because you choose not to conform to societal trends. They will call you fake for trying your best to remain positive. They will call you a loner because you’re comfortable being on your own. They will call you lost for not following the same route as others. They will call you a geek for being a knowledge-seeker. They will call you ugly for not looking like celebrities. They will call you dumb for not being an academic. They will call you crazy for thinking differently from others. They will call you cheap for knowing value for money. They will call you disloyal for distancing yourself from negative people.

After gathering evidence on this for decades, Alan concluded that “none of what I originally believed turned out to be true,” and a “clear majority” of the kids who were later diagnosed “were not born to be ADHD. They developed these problems in reaction to their circumstances.” There was one crucial question, Alan said, that held the key to whether parents overcame these problems—one that seemed to me to tell us a lot about Sami’s work: Is there somebody giving you support? The families they studied sometimes got help from people around them. It usually wasn’t from a professional—they just found a supportive partner, or a group of friends. When their social support went up in this way, they found “the children are less likely to have problems at the next stage.” Why would this be? Alan wrote: “Parents experiencing less stress can be more responsive to their infants; then infants can become more secure.” This effect was so large that “the strongest predictor of positive change was an increase in social support available to the parents during the intervening years.” Social support is, I reflected, the main thing Sami provides to families whose children struggle with attention.

People, especially those in charge, rarely invite you into their offices and give freely of their time. Instead, you have to do something unique, compelling, even funny or a bit daring, to earn it. Even if you happen to be an exceptionally well-rounded person who possesses all of the scrappy qualities discussed so far, it’s still important to be prepared, dig deep, do the prep work, and think on your feet. Harry Gordon Selfridge, who founded the London-based department store Selfridges, knew the value of doing his homework. Selfridge, an American from Chicago, traveled to London in 1906 with the hope of building his “dream store.” He did just that in 1909, and more than a century later, his stores continue to serve customers in London, Manchester, and Birmingham. Selfridges’ success and staying power is rooted in the scrappy efforts of Harry Selfridge himself, a creative marketer who exhibited “a revolutionary understanding of publicity and the theatre of retail,” as he is described on the Selfridges’ Web site. His department store was known for creating events to attract special clientele, engaging shoppers in a way other retailers had never done before, catering to the holidays, adapting to cultural trends, and changing with the times and political movements such as the suffragists. Selfridge was noted to have said, “People will sit up and take notice of you if you will sit up and take notice of what makes them sit up and take notice.” How do you get people to take notice? How do you stand out in a positive way in order to make things happen? The curiosity and imagination Selfridge employed to successfully build his retail stores can be just as valuable for you to embrace in your circumstances. Perhaps you have landed a meeting, interview, or a quick coffee date with a key decision maker at a company that has sparked your interest. To maximize the impression you’re going to make, you have to know your audience. That means you must respectfully learn what you can about the person, their industry, or the culture of their organization. In fact, it pays to become familiar not only with the person’s current position but also their background, philosophies, triumphs, failures, and major breakthroughs. With that information in hand, you are less likely to waste the precious time you have and more likely to engage in genuine and meaningful conversation.

But the actual mail was delivered to the little brick post office on the main drag and distributed to the keyed, ornate boxes inside. My family had one of the lower numbers because we’d inherited our box as it was passed down through the Shepherd line. “So your family is Levan royalty, then?” Moses had teased. “Yes. We Shepherds rule this town,” I replied. “Who has PO Box number 1?” he inquired immediately. “God,” I said, not missing a beat. “And box number 2?” He was laughing as he asked. “Pam Jackman.” “From down the street?” “Yes. She’s like one of the Kennedys.” “She drives the bus, right?” he asked. “Yes. Bus driver is a highly lauded position in our community.” I didn’t even crack a smile. “So boxes 3 and 4?” “They are empty now. They are waiting for the heirs to come of age before they inherit their mailboxes. My son will someday inherit PO Box #5. It will be a proud day for all Shepherds.” “Your son? What if you have a daughter?” His eyes got that flinty look that made my stomach feel swishy. Talking about having children made me think about making babies. With Moses. “She’s going to be the first female bull-rider who wins the national title. She won’t be living in Levan most of the time. Her brothers will have to look after the family name and the Shepherd line . . . and our post office box,” I said, trying not to think about how much I would enjoy making little bull-riders with Moses.

if I found the sermon neither healing nor inspiring, I found the prayers full of hope and consolation. They at least are safe beyond human caprice, conceit, or incapacity. Upon them, too, the man who is distressed at the thought of how little of the needful food he had been able to provide for his people, may fall back for comfort, in the thought that there at least was what ought to have done them good, what it was well worth their while to go to church for. But I did think they were too long for any individual Christian soul, to sympathise with from beginning to end, that is, to respond to, like organ-tube to the fingered key, in every touch of the utterance of the general Christian soul. For my reader must remember that it is one thing to read prayers and another to respond; and that I had had very few opportunities of being in the position of the latter duty. I had had suspicions before, and now they were confirmed—that the present crowding of services was most inexpedient. And as I pondered on the matter, instead of trying to go on praying after I had already uttered my soul, which is but a heathenish attempt after much speaking, I thought how our Lord had given us such a short prayer to pray, and I began to wonder when or how the services came to be so heaped the one on the back of the other as they now were. No doubt many people defended them; no doubt many people could sit them out; but how many people could pray from beginning to end of them

A woman is like a universe; there are many things that even she still needs to discover about herself. Men on the other hand are miners, which means they are in a better position to uncover, perceive and appreciate things about women that they themselves have not yet come to the full realization of. Men know more about women than they can tell (it's for their own safety that they keep their mouths shut and pretend like they don't know anything, lest they get slammed for claiming to know anything at all about women in the first place). Sadly, women are losing out on a wealth of knowledge and understanding about themselves by debunking men's ideas and notions about them especially when it comes to their femininity and sensuality. I think women need to start gently and safely asking men what they 'inherently' know about their femininity. I'm not a chauvinist nor a proponent for men's rights, but I strongly believe that men hold the keys to a lot of treasure chests that most women are daily striving to open up. Perhaps you should start inviting your man to get a little bit more involved in your feminine/sensual journey. It's only a suggestion... I have to add this however, since some women may struggle to catch my point the first time around: I'm not insinuating that women cannot experience their femininity "without" men because they certainly can, but I am saying that men are a very crucial and in fact indispensable component when it comes to women fully discovering, unlocking and tapping into their ultimate sensual/feminine 'mystery'.

McMaster said he had been completely in the dark about this. The secretary of state had not consulted or even informed him in advance. He had learned from press reports! In a news conference in Qatar, Tillerson had said the agreement “represents weeks of intensive discussions” between the two governments so it had been in the works for a while. Porter said Tillerson had not gone through the policy process at the White House and had not involved the president either. Clearly Tillerson was going off on his own. “It is more loyal to the president,” McMaster said, “to try to persuade rather the circumvent.” He said he carried out direct orders when the president was clear, and felt duty bound to do so as an Army officer. Tillerson in particular did not. “He’s such a prick,” McMaster said. “He thinks he’s smarter than anyone. So he thinks he can do his own thing.” In his long quest to bring order to the chaos, Priebus arranged for each of the key cabinet members to regularly check in. Tillerson came to his office at 5:15 p.m. on Tuesday, July 18. McMaster had not been invited but joined the meeting anyway. He took a seat at the conference table. The national security adviser’s silent presence was ominous and electric. Tell me, Priebus asked Tillerson, how are things going? Are you on track to achieve your primary objectives? How is the relationship between the State Department and the White House? Between you and the president? “You guys in the White House don’t have your act together,” Tillerson said, and the floodgates gushed open. “The president can’t make a decision. He doesn’t know how to make a decision. He won’t make a decision. He makes a decision and then changes his mind a couple of days later.” McMaster broke his silence and raged at the secretary of state. “You don’t work with the White House,” McMaster said. “You never consult me or anybody on the NSC staff. You blow us off constantly.” He cited examples when he tried to set up calls or meetings or breakfasts with Tillerson. “You are off doing your own thing” and communicate directly with the president, Mattis, Priebus or Porter. “But it’s never with the National Security Council,” and “that’s what we’re here to do.” Then he issued his most dramatic charge. “You’re affirmatively seeking to undermine the national security process.” “That’s not true,” Tillerson replied. “I’m available anytime. I talk to you all the time. We just had a conference call yesterday. We do these morning calls three times a week. What are you talking about, H.R.? I’ve worked with you. I’ll work with anybody.” Tillerson continued, “I’ve also got to be secretary of state. Sometimes I’m traveling. Sometimes I’m in a different time zone. I can’t always take your calls.” McMaster said he consulted with the relevant assistant secretaries of state if the positions were filled. “I don’t have assistant secretaries,” Tillerson said, coldly, “because I haven’t picked them, or the ones that I have, I don’t like and I don’t trust and I don’t work with. So you can check with whoever you want. That has no bearing on me.” The rest of the State Department didn’t matter; if you didn’t go through him, it didn’t count.

In other words, if we believe we can or we believe we can’t, we are right. Belief itself is the key. To reiterate: positive thinking alone has no power. Belief must include our heart. We can make the choice for life by believing the Lord and dealing with any barriers that prevent us from receiving the promises of God. This is why God says in His Word: “I have set before you life and death, blessing and cursing; therefore choose life” (Deut. 30:19). The healing power of the Divine Healer is in our own heart: “All things are possible to him who believes” (Mark 9:23). We make the connection with Him through our belief. “All things are possible to him who believes!” PRACTICE PRAY: PRAYER STEP 1 Notice that when you close your eyes to pray, your focus shifts from your head to your spiritual heart in your belly (see John 7:38 KJV). Yield to Christ within. PRACTICE: Pray Prayer is fellowship with a Person. Come into the presence of the Divine Healer to honor Him. Pray. Close your eyes and pray, placing your hand on your belly. Focus. Focus on Christ within. Feel peace. Yield and feel peace. RECEIVE: PRAYER STEP 2 PRACTICE: Receive Pray. Close your eyes and pray, placing your hand on your belly. Yield. Yield to the Divine Healer in your heart. Receive. Welcome healing into every cell of your body. TROUBLESHOOTING REMOVING FEAR Pray. Close your eyes and pray, placing your hand on your belly. First. You may see a situation, another person, or yourself. Feel. Allow yourself to feel the fear momentarily. Forgive. Receive forgiveness for taking in fear (see 1 John 4:18). ENDNOTES   1. “More than 9 in 10 Americans continue to believe

Kant is sometimes considered to be an advocate of reason. Kant was in favor of science, it is argued. He emphasized the importance of rational consistency in ethics. He posited regulative principles of reason to guide our thinking, even our thinking about religion. And he resisted the ravings of Johann Hamann and the relativism of Johann Herder. Thus, the argument runs, Kant should be placed in the pantheon of Enlightenment greats. That is a mistake. The fundamental question of reason is its relationship to reality. Is reason capable of knowing reality - or is it not? Is our rational faculty a cognitive function, taking its material form reality, understanding the significance of that material, and using that understanding to guide our actions in reality - or is it not? This is the question that divides philosophers into pro- and anti-reason camps, this is the question that divides the rational gnostics and the skeptics, and this was Kant’s question in his Critique of Pure Reason. Kant was crystal clear about his answer. Reality - real, noumenal reality - is forever closed off to reason, and reason is limited to awareness and understanding of its own subjective products… Kant was the decisive break with the Enlightenment and the first major step toward postmodernism. Contrary to the Enlightenment account of reason, Kant held that the mind is not a response mechanism but a constitute mechanism. He held that the mind - and not reality - sets the terms for knowledge. And he held that reality conforms to reason, not vice versa. In the history of philosphy, Kant marks a fundamental shift from objectivity as the standard to subjectivity as the standard. What a minute, a defender of Kant may reply. Kant was hardly opposed to reason. After all, he favored rational consistency and he believed in universal principles. So what is anti-reason about it? The answer is that more fundamental to reason than consistency and universality is a connection to reality. Any thinker who concludes that in principle reason cannot know reality is not fundamentally an advocate of reason… Suppose a thinker argued the following: “I am an advocate of freedom for women. Options and the power to choose among them are crucial to our human dignity. And I am wholeheartedly an advocate of women’s human dignity. But we must understand that a scope of a women’s choice is confined to the kitchen. Beyond the kitchen’s door she must not attempt to exercise choice. Within the kitchen, however, she has a whole feast of choices[…]”. No one would mistake such a thinker for an advocate of women’s freedom. Anyone would point out that there is a whole world beyond the kitchen and that freedom is essentially about exercising choice about defining and creating one’s place in the world as a whole. The key point about Kant, to draw the analogy crudely, is that he prohibits knowledge of anything outside our skulls. The gives reasons lots to do withing the skull, and he does advocate a well-organized and tidy mind, but this hardly makes him a champion of reason… Kant did not take all of the steps down to postmodernism, but he did take the decisive one. Of the five major features of Enlightenment reason - objectivity, competence, autonomy, universality, and being an individual faculty - Kant rejected objectivity.

One idea that has been repeatedly tested is that low mood can make people better at analyzing their environments. Classic experiments by psychologists Lyn Abramson and Lauren Alloy focused specifically on the accuracy of people’s perceptions of their control of events, using test situations that systematically varied in how much control the subject truly had. In different conditions, subjects’ responses (pressing or not pressing a button) controlled an environmental outcome (turning on a green light) to varying degrees. Interestingly, subjects who were dysphoric (in a negative mood and exhibiting other symptoms of depression) were superior at this task to subjects who were nondysphoric (in a normal mood). Subjects who were in a normal mood were more likely to overestimate or underestimate how much control they had over the light coming on.7 Dubbed depressive realism, Alloy and Abramson’s work has inspired other, often quite sophisticated, experimental demonstrations of ways that low mood can lead to better, clearer thinking.8 In 2007 studies by Australian psychologist Joseph Forgas found that a brief mood induction changed how well people were able to argue. Compared to subjects in a positive mood, subjects who were put in a negative mood (by watching a ten-minute film about death from cancer) produced more effective persuasive messages on a standardized topic such as raising student fees or aboriginal land rights. Follow-up analyses found that the key reason the sadder people were more persuasive was that their arguments were richer in concrete detail (see Figure 2.2).9 In other experiments, Forgas and his colleagues have demonstrated diverse benefits of a sad mood. It can improve memory performance, reduce errors in judgment, make people slightly better at detecting deception in others, and foster more effective interpersonal strategies, such as increasing the politeness of requests. What seems to tie together these disparate effects is that a sad mood, at least of the garden variety, makes people more deliberate, skeptical, and careful in how they process information from their environment.

We usually think of abundance (arising, realization, buddhas) as positive, and we consider deficiency (perishing, delusion, and living beings) as negative. When we understand Buddha’s teaching in this commonsense way, it seems that we should escape from samsara, which is something bad, in order to reach nirvana, which is something good. We think nirvana is a goal we can achieve in the same way that a poor person can work hard and become rich. We may think that practice is a way to reach nirvana in the same way that working hard is a way to attain wealth. The common understanding of Buddha’s teaching is that since ignorance turns the lives of deluded beings into suffering, we should eliminate our ignorance so we can reach nirvana. If we simply accept that teaching and devote our lives to the practice of eliminating our ignorance and egocentric desires, we will find that it’s impossible to do. Not only is it impossible, but it actually creates another cycle of samsara. This happens because the desire to become free from delusion or egocentricity is one of the causes of our delusion and egocentricity. And the idea that there is nirvana or samsara existing separately from each other is a basic dualistic illusion; the desire to escape from this side of existence and enter another side is another expression of egocentric desire. When we are truly in nirvana we awaken to the fact that nirvana and samsara are not two separate things. This is what Mahayana Buddhism teaches, especially through the Prajna Paramita Sutras; it teaches that samsara and nirvana are one. If we don’t find nirvana within samsara, there is no place we can find nirvana. If we don’t find peacefulness within our busy daily lives, there is no place we can find peacefulness. This is why the Heart Sutra “negates” the Buddha’s teaching; it attempts to release us from dichotomies created in our thoughts. If we understand Buddha’s teaching with our commonsense, calculating way of thinking, we create another type of samsara. Eventually we feel more pain as our desire to reach nirvana creates more difficulty in our lives. This desire to end our suffering is another cause of suffering, and the Heart Sutra presents the Buddha’s teachings in a negative way in order to avoid arousing this desire.

I still remember a small story from the Pañca Tantra which I was told as a small child. One rainy day, a monkey was sitting on a tree branch getting completely drenched. Right opposite on another branch of the same tree there was a small sparrow sitting in its hanging nest. Normally a sparrow builds its nest on the edge of a branch so it can hang down and swing around gently in the breeze. It has a nice cabin inside with an upper chamber, a reception room, a bedroom down below and even a delivery room if it is going to give birth to little ones. Oh yes, you should see and admire a sparrow’s nest sometime. It was warm and cozy inside its nest and the sparrow peeped out and, seeing the poor monkey, said, “Oh, my dear friend, I am so small; I don’t even have hands like you, only a small beak. But with only that I built a nice house, expecting this rainy day. Even if the rain continues for days, I will be warm inside. I heard Darwin saying that you are the forefather of human beings, so why don’t you use your brain? Build a nice, small hut somewhere to protect yourself during the rain.” You should have seen the face of that monkey. It was terrible! “Oh, you little devil! How dare you try to advise me? Because you are warm and cozy in your nest you are teasing me. Wait, you will see where you are!” The monkey proceeded to tear the nest to pieces, and the poor bird had to fly out and get drenched like the monkey. This is a story I was told when I was quite young and I still remember it. Sometimes we come across such monkeys, and if you advise them they take it as an insult. They think you are proud of your position. If you sense even a little of that tendency in somebody, stay away. He or she will have to learn by experience. By giving advice to such people, you will only lose your peace of mind. Is there any other category you can think of? Patañjali groups all individuals in these four ways: the happy, the unhappy, the virtuous and the wicked. So have these four attitudes: friendliness, compassion, gladness and indifference. These four keys should always be with you in your pocket. If you use the right key with the right person you will retain your peace. Nothing in the world can upset you then. Remember, our goal is to keep a serene mind. From the very beginning of Patañjali’s Sūtras we are reminded of that. And this sūtra will help us a lot.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

I couldn’t shake the idea that I, too, was probably one conversation away from changing my own mind about something, maybe a lot of things. But I also recalled how many conversations I’d had that only made my convictions stronger. I thought about the truthers and all the conversations they had in New York. I wondered what made these interactions different. In the training, after the videos, Laura handed things over to Steve, and I got my first clue. He opened by telling the crowd that facts don’t work. A serene man with a gentle and patient spirit, Steve put away his persistent smile and raised his voice to address the audience on this point. “There is no superior argument, no piece of information that we can offer, that is going to change their mind,” he said, taking a long pause before continuing. “The only way they are going to change their mind is by changing their own mind—by talking themselves through their own thinking, by processing things they’ve never thought about before, things from their own life that are going to help them see things differently.” He stood by a paper easel on which Laura had drawn a cartoon layer cake. Steve pointed to the smallest portion at the top with a candle sticking out. It was labeled “rapport,” the next smallest layer was “our story,” and the huge base was “their story.” He said to keep that image in mind while standing in front of someone, to remember to spend as little time as possible talking about yourself, just enough to show that you are friendly, that you aren’t selling anything. Show you are genuinely interested in what they have to say. That, he said, keeps them from assuming a defensive position. You should share your story, he said, pointing to the portion of the cake that sat on top of the biggest layer, but it’s their story that should take up most of the conversation. You want them to think about their own thinking. The team tossed out lots of metaphors like these. For instance, Steve later said to think of questions as keys on a giant ring. If you keep asking and listening, he told the crowd, one of those keys was bound to unlock the door to a personal experience related to the topic. Once that real, lived memory was out in the open, you could (if done correctly) steer the conversation away from the world of conclusions with their facts googled for support, away from ideological abstractions and into the world of concrete details from that individual’s personal experiences. It was there, and only there, he said, that a single conversation could change someone’s mind.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

It’s not always so easy, it turns out, to identify your core personal projects. And it can be especially tough for introverts, who have spent so much of their lives conforming to extroverted norms that by the time they choose a career, or a calling, it feels perfectly normal to ignore their own preferences. They may be uncomfortable in law school or nursing school or in the marketing department, but no more so than they were back in middle school or summer camp. I, too, was once in this position. I enjoyed practicing corporate law, and for a while I convinced myself that I was an attorney at heart. I badly wanted to believe it, since I had already invested years in law school and on-the-job training, and much about Wall Street law was alluring. My colleagues were intellectual, kind, and considerate (mostly). I made a good living. I had an office on the forty-second floor of a skyscraper with views of the Statue of Liberty. I enjoyed the idea that I could flourish in such a high-powered environment. And I was pretty good at asking the “but” and “what if” questions that are central to the thought processes of most lawyers. It took me almost a decade to understand that the law was never my personal project, not even close. Today I can tell you unhesitatingly what is: my husband and sons; writing; promoting the values of this book. Once I realized this, I had to make a change. I look back on my years as a Wall Street lawyer as time spent in a foreign country. It was absorbing, it was exciting, and I got to meet a lot of interesting people whom I never would have known otherwise. But I was always an expatriate. Having spent so much time navigating my own career transition and counseling others through theirs, I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire. I met my own envy after some of my former law school classmates got together and compared notes on alumni career tracks. They spoke with admiration and, yes, jealousy, of a classmate who argued regularly before the Supreme Court. At first I felt critical. More power to that classmate! I thought, congratulating myself on my magnanimity. Then I realized that my largesse came cheap, because I didn’t aspire to argue a case before the Supreme Court, or to any of the other accolades of lawyering. When I asked myself whom I did envy, the answer came back instantly. My college classmates who’d grown up to be writers or psychologists. Today I’m pursuing my own version of both those roles.

Retired from front line care ,enjoy chess because it relates to life ..offensive or defensive depends on your position.....lateral thinking the key.

Here are some of the key lessons from this chapter to remember: A good negotiator prepares, going in, to be ready for possible surprises; a great negotiator aims to use her skills to reveal the surprises she is certain to find. Don’t commit to assumptions; instead, view them as hypotheses and use the negotiation to test them rigorously. People who view negotiation as a battle of arguments become overwhelmed by the voices in their head. Negotiation is not an act of battle; it’s a process of discovery. The goal is to uncover as much information as possible. To quiet the voices in your head, make your sole and all-encompassing focus the other person and what they have to say. Slow. It. Down. Going too fast is one of the mistakes all negotiators are prone to making. If we’re too much in a hurry, people can feel as if they’re not being heard. You risk undermining the rapport and trust you’ve built. Put a smile on your face. When people are in a positive frame of mind, they think more quickly, and are more likely to collaborate and problem-solve (instead of fight and resist). Positivity creates mental agility in both you and your counterpart. There are three voice tones available to negotiators: The late-night FM DJ voice: Use selectively to make a point. Inflect your voice downward, keeping it calm and slow. When done properly, you create an aura of authority and trustworthiness without triggering defensiveness. The positive/playful voice: Should be your default voice. It’s the voice of an easygoing, good-natured person. Your attitude is light and encouraging. The key here is to relax and smile while you’re talking. The direct or assertive voice: Used rarely. Will cause problems and create pushback. Mirrors work magic. Repeat the last three words (or the critical one to three words) of what someone has just said. We fear what’s different and are drawn to what’s similar. Mirroring is the art of insinuating similarity, which facilitates bonding. Use mirrors to encourage the other side to empathize and bond with you, keep people talking, buy your side time to regroup, and encourage your counterparts to reveal their strategy.

The most cited experiment in this field was conducted a quarter-century ago. Researcher Benjamin Libet asked subjects to choose a random moment to perform a hand motion while hooked up to an electroencephalograph (EEG) monitor in which the so-called “readiness potential” of the brain was being monitored. Naturally, electrical signals always precede actual physical actions, but Libet wanted to know whether they also preceded a subject’s subjective feeling of intention to act. In short, is there some subjective “self ” who consciously decides things, thereby setting in motion the brain’s electrical activities that ultimately lead to the action? Or is it the other way ’round? Subjects were therefore asked to note the position of a clock’s second hand when they first felt the initial intention to move their hand. Libet’s findings were consistent, and perhaps not surprising: unconscious, unfelt, brain electrical activity occurred a full half second before there was any conscious sense of decision-making by the subject. More recent experiments by Libet, announced in 2008, analyzing separate, higher-order brain functions, have allowed his research team to predict up to ten seconds in advance which hand a subject is about to decide to raise. Ten seconds is nearly an eternity when it comes to cognitive decisions, and yet a person’s eventual decision could be seen on brain scans that long before the subject was even remotely aware of having made any decision. This and other experiments prove that the brain makes its own decisions on a subconscious level, and people only later feel that “they” have performed a conscious decision. It means that we go through life thinking that, unlike the blessedly autonomous operations of the heart and kidneys, a lever-pulling “me” is in charge of the brain’s workings. Libet concluded that the sense of personal free will arises solely from a habitual retrospective perspective of the ongoing flow of brain events.

How to use the law of attraction for successful life of Jack Canfield The Law of Attraction says that you will attract into your life whatever you focus on. Whatever you give your energy and attention to will come back to you. So, if you stay focused on the good and positive things in your life, you will automatically attract more good and positive things into your life. Let Jack Canfield guide us If you are going to be successful in creating the life of your dreams, you have first have to believe what you want is possible and you are capable of making it happen. —  Jack Canfield(Law of Attraction statements) How to do your dreams? 1. Whatever you focus on, think about, read about, and talk about intensely, you’re going to attract more of into your life. —  Jack Canfield(Law of Attraction statements) 2. If you are clear about your goals and take several steps in the right direction everyday, eventually you will succeed. So decide what it is you want, write it down, review it constantly, and each day do something that moves you toward those goals. —  Jack Canfield Read more on my site 3. Write your goals down in detail and read your list of goals every day. Some goals may entail a list of shorter goals. Losing a lot of weight, for example, should include mini-goals, such as 10-pound milestones. This will keep your subconscious mind focused on what you want step by step. —  Jack Canfield(Law of Attraction statements) 4. If we are not a little bit uncomfortable every day, we’re not growing. All the good stuff is outside our comfort zone. —  Jack Canfield(Law of Attraction statements) How to believe? 2. Whatever your dream is, look yourself in the mirror and declare that you are indeed going to achieve it – no matter what the price. —  Jack Canfield(Law of Attraction statements) How to think? Psychologists tell us we think 50,000 thoughts a day…between 1,000 and 5,000 thoughts in a single hour. Many of those thoughts are about ourselves and about our performance, about our lovability, our capability and our significance. So the key is to control those thoughts, making certain they’re always positive. —  Jack Canfield(Law of Attraction statements) How to choose? 1. I choose to believe things are possible, even when I don't know how they will happen. —  Jack Canfield(Law of Attraction statements) 1. All your dreams await just on the other side of your fears. —  Jack Canfield(Law of Attraction statements)

How to use the law of attraction for successful life of Jack Canfield The Law of Attraction says that you will attract into your life whatever you focus on. Whatever you give your energy and attention to will come back to you. So, if you stay focused on the good and positive things in your life, you will automatically attract more good and positive things into your life. Let Jack Canfield guide us If you are going to be successful in creating the life of your dreams, you have first have to believe what you want is possible and you are capable of making it happen. — Jack Canfield(Law of Attraction statements) How to do your dreams? 1. Whatever you focus on, think about, read about, and talk about intensely, you’re going to attract more of into your life. — Jack Canfield(Law of Attraction statements) 2. If you are clear about your goals and take several steps in the right direction everyday, eventually you will succeed. So decide what it is you want, write it down, review it constantly, and each day do something that moves you toward those goals. — Jack Canfield Write your goals down in detail and read your list of goals every day. Some goals may entail a list of shorter goals. Losing a lot of weight, for example, should include mini-goals, such as 10-pound milestones. This will keep your subconscious mind focused on what you want step by step. — Jack Canfield(Law of Attraction statements) 4. If we are not a little bit uncomfortable every day, we’re not growing. All the good stuff is outside our comfort zone. — Jack Canfield(Law of Attraction statements) How to believe? 2. Whatever your dream is, look yourself in the mirror and declare that you are indeed going to achieve it – no matter what the price. — Jack Canfield(Law of Attraction statements) How to think? Psychologists tell us we think 50,000 thoughts a day…between 1,000 and 5,000 thoughts in a single hour. Many of those thoughts are about ourselves and about our performance, about our lovability, our capability and our significance. So the key is to control those thoughts, making certain they’re always positive. — Jack Canfield(Law of Attraction statements) How to choose? 1. I choose to believe things are possible, even when I don't know how they will happen. — Jack Canfield(Law of Attraction statements) 1. All your dreams await just on the other side of your fears. — Jack Canfield(Law of Attraction statements)

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

There are many interpretations of the word “mindfulness.” Its most common interpretation involves the use of meditation. But mindfulness includes many other aspects. One is contemplation. Being mindfully aware may sound difficult at first, but it’s not. Nor is it something we have to work hard to achieve. Mindful awareness is simply paying attention to what is happening now. In doing nothing other than living in the moment for a few minutes, we can let thoughts and feelings come and go without holding on to them or judging them. In doing so, we build the muscles of concentration, observation, and relaxation all at the same time. This is different from thinking, in which we often judge each moment on what has been or what could be. I sometimes call it mind-full awareness because the mind is full of nothing but a gentle focus on the breath. It is the direct opposite to being mind-less. Mindlessness is when we are on autopilot and not paying attention to the present moment. We’ve all been there. We sometimes feel as though we are sleepwalking through our lives. Minutes, hours, even days can go by that we don’t fully recall because we don’t feel aware of what is happening. By sitting and mindfully breathing for ten minutes a day, in as little as eight weeks you strengthen the part of the prefrontal cortex involved in generating positive feelings and diminish the part that generates negative ones. —Richard Davidson, PhD Sometimes in mindlessness we find ourselves reacting automatically in negative ways—lashing out or saying things we later regret. We ask ourselves, “Why did I do that?” or “Who was in charge of my mouth?” It doesn’t have to be this way. We all have the ability to become more present. First we have to truly believe it is possible. Then we create the intention. The more we tune in to our own thoughts and feelings, the more choices we give ourselves in terms of our responses. The key to all these mindful practices is to keep going and not be overcritical of ourselves. Whenever we become aware that our minds have wandered from our practice, we just gently refocus. Learning expert Tim Gallwey calls this “awareness without judgment” and claims that it is one of the greatest tools for learning in what he describes as the “inner game.” The more we reinforce this message, the more we improve our own focus—and the more we help our children accept that they can make mistakes without being overcritical of themselves. One

The moment you see my message or note or article, I know what you think – Ah, once again a reminder of “responsibilities,” “productivity,” & that vague notion of “becoming your best (at least decent) version.” Who even needs that, right? Even if needed who will do groundbreaking efforts? Whatever you think about my morning posts, these are just to motivate you to think, say & do things that bring greater blessings into your life. But don’t be afraid, Sweetheart, champions of procrastination! Today, I bring you a revolutionary new approach: Accomplishing through Thinking Method (patent pending)... Darling listen – today I want you to just say loudly or think this as the first thing: “I release all disease & negativity from my body. I welcome health, love, happiness & abundance into my life!” Say this to God please make me do something really big, make me gain something big or make me win a lottery today…. Repeat these with gusto, throughout the day… Sure, it might not be the most proactive approach, but, it’s just a start. Remember, the key is to believe it until you see it. My mantra & my method will make you feel amazing (even if you haven’t actually done anything), my guarantee! & who knows? Maybe by repeating positive affirmations again n again, they’ll magically come true. That’s the law of attraction… I wish & hope that you embrace the power of such internal pep talks (inspirational self talks) even if these have zero basis in reality! Stay Blessed!

Choose to be more positive.

Positivity is the key, but if emotions controls u , u already lost.

Today you can refuse to think negative thoughts, speak negative words, or engage in any negative behavior.

Think positive, speak positive, be positive, and stay positive. You have to make that decision every day.

Today's thought may become tomorrow's reality. Watch your thoughts so that they are always positive, magnetizing positivity to your life.

Simplicity in purpose is the key to finding profound happiness amidst life’s complexities.

Lewis was interested in bringing into existence industrial unions like his own, in which he had always believed. Roosevelt was interested in bringing into American labor unions as many voters as possible and in capturing their leadership to be used to build up a powerful labor faction which could control the Democratic party and which he and his allies could control through the vast power of the government and the vast powers of the labor leaders, along with the immense financial resources that so great a labor movement would have. The Communists were interested in getting into the unions, into key positions as union officers, statisticians, economists, etc., in order to utilize the apparatus of the unions to promote the cause of revolution. I think we have to be fair in saying at this point that neither Roosevelt nor Lewis realized the peril to which they were exposing both the unions and the country. This thing called revolutionary propaganda and activity is something of an art in itself. It has been developed to a high degree in Europe where revolutionary groups have been active for half a century and where Communist revolutionary groups have achieved such success during the past 25 years.

A roller coaster is all about fast thrills and wild, whiplashing movements. They can be a lot of fun, but they aren’t a good model for effective product management. Investors and executives like to see immediate results, and when those results don’t materialize right away, they can be tempted to pivot suddenly, resulting in whiplash for the product team. This problem comes from setting a time horizon that is too short. For startups, a lack of patience is often the result of having a very short runway. They have to get something up and running fast so they can raise the next round of funding, or they need to start producing revenue right away. Of course, everyone wants to make fast and efficient progress, but providing insufficient opportunity for success will result in false negatives that can lead product managers astray. When an otherwise healthy “fail-fast” mentality is taken to the extreme, it can stifle innovation. “We think this new feature is a good idea,” a product manager might say. “To avoid overinvesting, we’ll first launch a lackluster version of it. If it doesn’t get overwhelmingly positive results immediately, then we’ll know it’s not the right direction for our product.” Daisy-chained together, these false negatives result in a headache-inducing roller coaster ride for product development that ends up in exactly the same place it started.

Now, suppose that in your process of experimentation, you end up creating a cake that is actually quite small. It’s so small you could sell it as a self-contained, single-serving cake, so you put a little wrapper around it. You realize that you’ve actually made supreme chocolate muffins instead of better chocolate cake. At first it might not seem like this is much of a change. The product hasn’t changed much — it’s the same batter— but almost everything else about your business has. Why? Because we changed the mental frame of reference around the product from “cake” to “muffin.” That change in context changes everything about the business: Target buyers and where you sell. Unlike cakes, muffins are sold at coffee shops and diners. Competitive alternatives. You are now competing with donuts, Danishes and bagels. Pricing and margin. Muffins sell for a buck or two, and you will be looking to sell a lot of them. Key product features and roadmap. You are now fighting for the hearts and minds of a noble class of people who eat chocolate for breakfast. They’re likely not worried about gluten or the origin of the salt in your caramel. They might like your muffin larger or with more caramel or maybe they want it deep-fried like a hash brown (you might be laughing, but deep down I think you want to try one of those).

Your generosity toward others is key to your positive experiences in the world. Know that there’s enough room for everyone to be passionate, creative, and successful. In fact, there’s more than room for everyone; there’s a need for everyone. — Marianne Williamson

attract whatever you give your energy, attention, and focus to. If you’re thinking about it, you’re magnetizing it to your life -- whether it’s positive or negative.

Think about the things you do now that are not along the lines of your purpose in life, and come up with a substitute action or thought about your passion you can imagine doing instead that brings you joy and fulfills you.

Their business strategy was fairly simple. They were hypervigilant about controlling costs, and they believed in a decentralized corporate structure. Meaning: They didn’t think every key decision should be made by the two of them or by a small group of strategists in corporate headquarters. They hired people who were smart and decent and hardworking, they put those people in positions of big responsibility, and they gave them the support and autonomy needed to do the job. They were also tremendously generous with their time and always accessible. Because of this, executives working for them always had a clear sense of what their priorities were, and their focus enabled us all to be focused, too.

This is the Rocketship Growth Rate—the precise pace at which a startup must grow to break out. How do you calculate this rate of growth? First, by setting a goal of exceeding a billion dollars of valuation—thus being in a position to achieve an IPO—and working backward. Hitting a $1 billion valuation generally requires at least $100 million in top-line recurring revenue annually, based on the rough market multiple of 10x revenue. You’d want to hit that in 7–10 years, to sustain the engagement of the key employees and also reward investors who often work in decade-long time cycles. These two goals—revenue and time—work together to create an overall constraint. Neeraj Agarwal, a venture capitalist and investor in B2B companies, first calculated this growth rate by arguing that SaaS companies in particular need to follow a precise path to reach these numbers:64 Establish great product-market fit Get to $2 million in ARR (annual recurring revenue) Triple to $6 million in ARR Triple to $18 million Double to $36 million Double to $72 million Double to $144 million SaaS companies like Marketo, Netsuite, Workday, Salesforce, Zendesk, and others have all roughly followed this curve. And the rough timing makes sense. The first phase, in which the team initially gets to product/market fit, takes 1–3 years. Add on the time to reach the rest of the growth milestones, and the entire process might take 6–9 years. Of course, after year 10, the company might still be growing quickly, though it’s more common for it to be growing 50 percent annualized rather than doubling. The argument is that products with network effects both can see higher growth rates as they tap into the various network forces I’ve discussed, and can compound these growth rates for a longer period of time—and looking at the data, I think that’s generally true.

You attract whatever you give your energy, attention, and focus to. If you’re thinking about it, you’re magnetizing it to your life -- whether it’s positive or negative.

They should claim that Divine Wisdom is illumining their understanding and directing their actions in the matter, and avoid taking any definite steps until they find a clear leading in their own consciousness.

The Word of God is one of the spiritual weapons at our disposal to use against the enemy in our spiritual battles. And yes, we are fighting a war! So, God's Word is a special kind of spiritual weapon. We engage it by hearing, reading, meditating on it, and speaking it out of our mouths. If we persist in it, we will defeat the thoughts and the problems we are facing. Therefore, persistence is one of the keys to beating the enemy.

As soon as you obtain the spiritual consciousness you will find that all things indeed work together for good to those who love Good, or God. You will experience perfect health, abundant prosperity, and complete and utter happiness. Your health will be so good that mere living will be in itself an inexpressible joy. The body, no longer the burden to be dragged about that so many people find it, will be as though it were shod with winged shoes. Your prosperity will be such that you need not take the question of finance into consideration at all. You will always have all the supply that you need to carry out any of your plans. The world will turn out to be full of charming people only too anxious to help you in every way. Others will come into your life only for good. You will find yourself occupied with the most delightful and interesting activities of the most widely useful kind. All your energy and all your faculties will find full scope for their expression and, in short, you will develop the

Prioritizing Your Email Roadmap Chances are you’ll need a Hail Mary. And a Net Promoter Score survey email. And a newsletter. And… And… And… If you are getting started with your email program, the list of emails you’ll need will probably be very long. Do you need to do everything at once? Definitely not. In fact, it’s best to start your program by aligning with business priorities and getting results before thinking about expanding. What areas are most troublesome in your business right now? What metric are you expected to move with email? Is it: Engagement? Retention? Conversion? Revenue? Signups? If none of those stick out above the rest, start from the top. Welcome and onboarding emails set the tone for product usage. Better onboarding and value communication lead to reductions in churn and disengagement down the road. Welcome and onboarding emails are also sent to most, if not all, of your users, thus they have a greater potential to influence user behaviors. At Highlights, for example, we set up a welcome email, five onboarding emails, and an upsell email the week before we launched the product. The goal was to maximize the number of people in a position to convert. It also allowed us to start getting some data to optimize performance. In general, you’ll want to prioritize emails that: send a lot (large volume of sends); send consistently (every day, or every week at least); and have the potential to have a big impact on a key business goal. In the beginning especially, you want to make sure that you have a clear goal or metric to monitor with the aim of evaluating performance with user data. Start implementing a first sequence, test, gather data, and move on to the next sequence.

Breakthrough neuroscientific research is confirming daily what we instinctively knew all along: What you are thinking every moment of every day becomes a physical reality in your brain and body, which affects your optimal mental and physical health. These thoughts collectively form your attitude, which is your state of mind, and it’s your attitude and not your DNA that determines much of the quality of your life. This state of mind is a real, physical, electromagnetic, quantum, and chemical flow in the brain that switches groups of genes on or off in a positive or negative direction based on your choices and subsequent reactions.

A Navy study revealed a number of things that people with grit do—often unknowingly—that keep them going when things get hard. One of them comes up in the psychological research again and again: “positive self-talk.” Yes, Navy SEALs need to be badass, but one of the keys to that is thinking like The Little Engine That Could. In your head, you say between three hundred and a thousand words every minute to yourself. Those words can be positive (I can do it) or negative (Oh god, I can’t take this anymore). It turns out that when these words are positive, they have a huge effect on your mental toughness, your ability to keep going. Subsequent studies of military personnel back this up. When the Navy started teaching BUD/S applicants to speak to themselves positively, combined with other mental tools, BUD/S passing rates increased nearly ten percent. Getting through BUD/S is a lot of physical hardship, but quitting is mental. What does this have to do with insurance salesmen, you ask? Think about how people usually respond when asked to think about insurance salesmen: “Ugh.” It’s not just SEALs who take a battering; insurance salesmen face constant rejection. While you may think that the key to being a good salesperson is people skills or being extroverted, research shows that salespeople can be hired based on optimism alone. Researchers found that “agents who scored in the top 10 percent [of optimism] sold 88 percent more than the most pessimistic tenth.” It makes sense that optimism keeps us going, but it’s hard to believe that it has such powerful effects.

The key to breaking the habit of negative thinking is to use the 3 Rs. Recognize it: Catch yourself thinking the negative thought. This is actually a moment of mindfulness and awareness. Congratulate yourself. Review it: Pause and consider the situation. Ask yourself, “Does this situation deserve my reaction or am I reacting inappropriately? Is there another way I can look at this situation?” Replace it: Take a deep breath, focus on your heart, and consciously think about something else that is positive.

Attitude is the foundation and support for everything you do. It’s the key element in the process of controlling your destiny. — Keith D. Harrell

Conventional wisdom says that positive thinking is the key to success. You need to picture yourself or visualize for yourself the perfect outcome, the best possible result. You need to go into what you are doing with an absolutely positive mindset, whether it is a presentation, a job interview, a date, or a much bigger project as if nothing could go wrong. While positive thinking has always been preached, it has gained much more popularity recently thanks to the books that talk about the Law of Attraction as if it is a scientific law that always works. I am here to tell you that if you are always thinking positive and have been indoctrinated by the positive thinking mantras, believing that nothing could go wrong, you are dramatically lowering your chances of success, because in real life things go wrong all the time.

ABUSE TRAINING. Churches invest a lot of time into training their leaders—elders, deacons, and staff positions—about both theological and practical issues. And in recent years, many churches have emphasized training staff about child sexual abuse and how to spot it. Similarly, I think church staffs need to undertake some formal training in spiritual abuse. At a minimum, the elders need this sort of training, but arguably other key church leaders need it too. Pastors could even do a sermon series on God’s vision for what authority and leadership in a church should look like and how it can be misconstrued. Openly discussing this issue can transform a church’s culture because it reminds people of what Christian leadership ought to be.

Braid groups have many important practical applications. For example, they are used to construct efficient and robust public key encryption algorithms.7 Another promising direction is designing quantum computers based on creating complex braids of quantum particles known as anyons. Their trajectories weave around each other, and their overlaps are used to build “logic gates” of the quantum computer.8 There are also applications in biology. Given a braid with n threads, we can number the nails on the two plates from 1 to n from left to right. Then, connect the ends of the threads attached to the nails with the same number on the two plates. This will create what mathematicians call a “link”: a union of loops weaving around each other. In the example shown on this picture, there is only one loop. Mathematicians’ name for it is “knot.” In general, there will be several closed threads. The mathematical theory of links and knots is used in biology: for example, to study bindings of DNA and enzymes.9 We view a DNA molecule as one thread, and the enzyme molecule as another thread. It turns out that when they bind together, highly non-trivial knotting between them may occur, which may alter the DNA. The way they entangle is therefore of great importance. It turns out that the mathematical study of the resulting links sheds new light on the mechanisms of recombination of DNA. In mathematics, braids are also important because of their geometric interpretation. To explain it, consider all possible collections of n points on the plane. We will assume that the points are distinct; that is, for any two points, their positions on the plane must be different. Let’s choose one such collection; namely, n points arranged on a straight line, with the same distance between neighboring points. Think of each point as a little bug. As we turn on the music, these bugs come alive and start moving on the plane. If we view the time as the vertical direction, then the trajectory of each bug will look like a thread. If the positions of the bugs on the plane are distinct at all times – that is, if we assume that the bugs don’t collide – then these threads will never intersect. While the music is playing, they can move around each other, just like the threads of a braid. However, we demand that when we stop the music after a fixed period of time, the bugs must align on a straight line in the same way as at the beginning, but each bug is allowed to end up in a position initially occupied by another bug. Then their collective path will look like a braid with n threads. Thus, braids with n threads may be viewed as paths in the space of collections of n distinct points on the plane.10

Look, sorry to almost take you out. I thought you were his soon-to-be ex, too.” Syn walked over to the couch to get his jacket. “Sure. Whatever, Captain America,” Doug quipped angrily. Syn barked a laugh, putting his coat on. Furi walked over to him, keeping his back to his friend. Wanting to say something, anything to Syn before he left. “You talked to him about me?” Syn didn’t know if he was upset or not about that. He guessed it depended what Furi said. “A couple days back. When I left upset after those college bastards took a cheap shot at me.” Furi huffed. “I was pissed, okay. I didn’t know what you wanted from me. I thought it was just–” Syn moved in close, looking directly at him. “Just what? That you thought I only wanted to play around and experiment with you? Is that what you think?" “Not after what just happened tonight, no. But at that time, I thought so, yes. I only called Doug for a little comfort.” Furi’s voice was deep and raspy, his tight body pressed up close against Syn's. “I’m sure he comforts you damn good, too,” Syn hissed before he could think better of blurting that out. Wow. Really? "It’s not like that. Doug is my friend.” “A friend who just happened to come by after one in the morning and bust through the door to get to you.” “Stop cutting me off. Doug is straight and not my type even if he weren't. I don’t do jealousy, Syn. So knock it off.” Furi leaned in and brushed Syn’s neck with his lips. “Well, he pops up and it’s late as fuck, so what am I to think?” Syn whispered. “Hey, I’m not gonna fuck around with you if I’m already fucking around with someone else. I’m not that type of guy.” Furi moaned in Syn’s ear when he buried his thick palm in Furi's hair, soothingly massaging his scalp. Syn’s deep whisky-rough voice penetrated his brain. “I’m sorry. I’m just all screwed up right now; with you and me, what happened tonight. I just really wish we hadn’t been interrupted.” “Me too.” Syn wrapped his arms around Furi’s narrow waist. “I want to spend more time with you. I need to spend more time with you.” “We will.” “Why do you look upset?" Syn asked. “I’m nervous about the call you just got.” Furi released a shaky breath. “It’s okay. We’ll catch this person soon.” Syn held Furi’s hand, making his way to the door. “Yeah. Sounds like someone is after Illustra’s entertainers,” Doug piped up from his position on the arm of the couch. “My team is good. We’ll catch 'em.” Syn turned to Doug, “I’ll need you to come back to the precinct first thing tomorrow.” “Why?” the man asked with an exaggerated huff. “Because I said so. You were at Illustra not long ago, right?” Syn pulled out his keys while talking, not letting Doug answer. “That means the murder may’ve happened while you were there. So, like I said, I’ll need you to come back in the morning. For now. Stay here with Furi.” Syn took Furi by the shoulders, turning him to face him. “Any shit comes up, you call me on my cell.” Syn handed Furi a card from his inside jacket pocket. “If you have any problems; and I mean any at all, you call me immediately. I’m going to have the beat officer for this area do regular drive-bys to check for activity. Especially since your door is broken now.” Syn glared in Doug’s direction. Furi nodded his head. “Okay.” “I mean it.” Syn smiled and kissed Furi’s cheek like a perfect gentlemen. He leaned in and inhaled his hair one more time, whispering into it, causing Furi to quiver. “Call me later.” Furi nodded again. “Sure thing, Sergeant.

The moment you choose to be accountable for all outcomes in your life, you distance yourself from the position of a victim and assume the role of a change agent.

According to some researchers, a happy person can be someone who “experiences frequent positive emotions, such as joy, interest, and pride, and infrequent (though not absent) negative emotions, such as sadness, anxiety and anger.”   This

Many believe that being happy means that you won’t feel negative emotions, that you are floating about life with a giddy feeling that has overtaken you twenty-four hours a day. This concept of happiness leads many people into a trap. The absence of negative feelings like worry, sadness, and frustration is not only impossible but it can also pose a danger to us.   Psychologists

Life is not about waiting for the storm to pass, it’s about learning to dance in the rain.”   The

Believing is the key to everything in life. If you want to become a successful at anything, then you must absolutely believe and know for a fact that you will achieve it.

If you focus on the pain, and think of nothing but the pain, you will not get anywhere,” Doug pointed out. “You have to accept the pain for what it is, and then focus completely on what you want. The more you focus on what you want, the less the pain matters.” Owners focus on what they want. Victims focus on what they fear. And both positions are pure internal invention.

Picture the athlete at the starting line of a race—adrenaline pumping, energy flowing, muscles tightening, skin aglow with anticipatory perspiration, heart beating faster and faster, the mind focused on only one thing: the starter’s gun and the race. Now, picture the person about to enter a social gathering. He or she approaches the door, behind which a number of people are talking, laughing, having fun—adrenaline pumping, energy flowing, pulse beginning to quicken, the mind focused on anticipation: “What will happen when I enter the room?” “Will I see anyone I know?” “What will they think of me?” What do these situations have in common? The answer is anxiety. For the athlete, anxiety is channeled into energy that just may win the race. By allowing the anxiety to play a role in gearing him or her up for the race, the athlete is making good use of the natural fight-or-flight response. For the partygoer, it is not so clear. If that person is willing to let being “keyed up” or “excited” be a positive kind of energy flow, then any initial nervousness or uncertainty will remain manageable and nonthreatening. But if the physical sensations of anxiety become distracting and the thoughts obsessive, the party guest is in for a difficult time. Similarly, a person who prepares for an important meeting may feel a kind of nervous energy in gearing up for negotiations. But if that same person, although well prepared, allows interactive inhibition to keep him from suggesting a solution, questioning a point, or voicing an opinion, he will feel a real letdown. When holding back becomes a habit, the pervasive feeling of “Oh no, I did it again” may lead to a lack of enthusiasm that interferes with productivity and job satisfaction. The truth is, we all want to be heard without—if we can reasonably avoid it—being rejected or embarrassed. How to resolve this dilemma? First, by understanding anxiety in its simplest terms. The more you understand about anxiety, the more you will be able to control it. Remember, social anxiety is not some abstract phenomenon or indelible personality trait. It is an explainable dynamic that you can choose to control. Let’s look more closely at the athlete. For that person, in that situation, anxiety is normal and appropriate. In fact, it is crucial to effective performance. Without it, the physiological workings of the body would fall short of what is required. In the second example, anxiety is also appropriate. But it can become negative if the person begins to worry about what is going on inside the room: “What are they laughing about?” “Will anyone talk to me?” “Am I dressed right?” “Will I seem nervous?” At that point it’s the degree of incapacity—the extent to which the anxious feelings and thoughts prevent interacting—that becomes the most important issue. (In the workplace, these thoughts may run to “Have I done enough research?” “What if I can’t answer my boss’s questions?” “Can they tell I’m anxious?”)

Here Jesse Keyes has discussed about Developing Positive Thinking to Lead a Productive Life. Learn to trust yourself to make your life fulfilling and happy.

Dungy sees something that no one else does. He sees proof that his plan is starting to work. Tony Dungy had waited an eternity for this job. For seventeen years, he prowled the sidelines as an assistant coach, first at the University of Minnesota, then with the Pittsburgh Steelers, then the Kansas City Chiefs, and then back to Minnesota with the Vikings. Four times in the past decade, he had been invited to interview for head coaching positions with NFL teams. All four times, the interviews hadn’t gone well. Part of the problem was Dungy’s coaching philosophy. In his job interviews, he would patiently explain his belief that the key to winning was changing players’ habits. He wanted to get players to stop making so many decisions during a game, he said. He wanted them to react automatically, habitually. If he could instill the right habits, his team would win. Period. “Champions don’t do extraordinary things,” Dungy would explain. “They do ordinary things, but they do them without thinking, too fast for the other team to react. They follow the habits they’ve learned.” How, the owners would ask, are you going to create those new habits? Oh, no, he wasn’t going to create new habits, Dungy would answer. Players spent their lives building the habits that got them to the NFL. No athlete is going to abandon those patterns simply because some new coach says to. So rather than creating new habits, Dungy was going to change players’ old ones. And the secret to changing old habits was using what was already inside players’ heads. Habits are a three-step loop—the cue, the routine, and the reward—but Dungy only wanted to attack the middle step, the routine. He knew from experience that it was easier to convince someone to adopt a new behavior if there was something familiar at the beginning and end.3.5 His coaching strategy embodied an axiom, a Golden Rule of habit change that study after study has shown is among the most powerful tools for creating change. Dungy recognized that you can never truly extinguish bad habits. Rather, to change a habit, you must keep the old cue, and deliver the old reward, but insert a new routine. That’s the rule: If you use the same cue, and provide the same reward, you can shift the routine and change the habit. Almost any behavior can be transformed if the cue and reward stay the same.

In this talk, I tell the story of how, when I was first a manager at New York Tech, I didn’t feel like a manager at all. And while I liked the idea of being in charge, I went to work every day feeling like something of a fraud. Even in the early years of Pixar, when I was the president, that feeling didn’t go away. I knew many presidents of other companies and had a good idea of their personality characteristics. They were aggressive and extremely confident. Knowing that I didn’t share many of those traits, again I felt like a fraud. In truth, I was afraid of failure. Not until about eight or nine years ago, I tell them, did the imposter feeling finally go away. I have several things to thank for that evolution: my experience of both weathering our failures and watching our films succeed; my decisions, post–Toy Story, to recommit myself to Pixar and its culture; and my enjoyment of my maturing relationship with Steve and John. Then, after fessing up, I ask the group, “How many of you feel like a fraud?” And without fail, every hand in the room shoots up. As managers, we all start off with a certain amount of trepidation. When we are new to the position, we imagine what the job is in order to get our arms around it, then we compare ourselves against our made-up model. But the job is never what we think it is. The trick is to forget our models about what we “should” be. A better measure of our success is to look at the people on our team and see how they are working together. Can they rally to solve key problems? If the answer is yes, you are managing well.

The application is for all walks of life. You won’t forgive that person, get rid of that anxiety or depression, follow that essential preventative healthcare, strive to that intellectual level you know you are capable of, follow that dream, eat that organic food, do that diet, be that great parent or husband or wife or friend, get that promotion, or make other changes to create a quality, positive lifestyle—unless you first choose to get your mind right and switch on your brain. After all, the ability to think and choose and to use your mind correctly is often the hardest step, but it is the first and most powerful step.

The key to disrupting the cue is to think about ways of altering your day-to-day environment. For example, if you are trying to lose weight, try getting rid of all the unhealthy food from your fridge and cupboards and replacing it with food that will help reinforce more positive eating behaviours. Or if that sounds like too much of a strain in the first instance, at the very least try moving the unhealthy stuff to the top shelf so that it’s out of reach – you will be surprised by the effect that this has in disrupting the automaticity of your response to the cue.

Marxism claims to be more than a science. It does more than make a historical prophecy. It claims to be the basis for practical political action. It criticizes existing society, and it asserts that it can lead the way to a better world. But according to Marx’s own theory, we cannot at will alter the economic reality by, for example, legal reforms. Politics can do no more than ‘shorten and lessen the birth-pangs’.23 This, I think, is an extremely poor political programme, and its poverty is a consequence of the third-rate place which it attributes to political power in the hierarchy of powers. For according to Marx, the real power lies in the evolution of machinery; next in importance is the system of economic class-relationships; and the least important influence is that of politics. A directly opposite view is implied in the position we have reached in our analysis. It considers political power as fundamental. Political power, from this point of view, can control economic power. This means an immense extension of the field of political activities. We can ask what we wish to achieve and how to achieve it. We can, for instance, develop a rational political programme for the protection of the economically weak. We can make laws to limit exploitation. We can limit the working day; but we can do much more. By law, we can insure the workers (or better still, all citizens) against disability, unemployment, and old age. In this way we can make impossible such forms of exploitation as are based upon the helpless economic position of a worker who must yield to anything in order not to starve. And when we are able by law to guarantee a livelihood to everybody willing to work, and there is no reason why we should not achieve that, then the protection of the freedom of the citizen from economic fear and economic intimidation will approach completeness. From this point of view, political power is the key to economic protection. Political power and its control is everything. Economic power must not be permitted to dominate political power; if necessary, it must be fought and brought under control by political power.

Key to Sun Tzu’s thinking is his realization that all plans are temporary. He knew that a plan can become obsolete as soon as it’s crafted. For him, the decision to position one’s forces in competition depends on two major factors: (1) objective conditions in the physical environment and (2) the subjective beliefs of competitors in that environment.

The power of positive thoughts is the key to receiving wonders and miraculous blessings.

RESENTMENT - “Resentment is blockade No. 1 to spiritual power.” -“Resentment is a poisonous emotion that eats away at a person's peace of mind and mental well-being. It also affects their ability to respond positively to others.” -“Resentment says volumes about the person who resents, but very little about the persons or actions the resentment is directed at.” -“When you embrace resentment, you empower others to affect your emotional response.” -“People must be given the same rights you have, to think, speak and act as they wish. No amount of resentment can or will change others opinions about you/ towards you.” - Sekou Obadias – Author of “SOGANUTU” – A book of life’s Maxims SUCCESS -“God’s plan for man’s success is built on four pillars: (1) faith/belief. (2) initiative/effort. (3) obedience/discipline to the laws of the universe. (4) benevolence- what you do to others and for others. -“Success is 80% psychology and 20% effort. Once the mind is programme to succeed, and you initiate the effort, the universe will provide the tools to achieve success.” -“People inability to succeed, is not necessarily attributed to their lack of opportunity, desire or effort.“ -“The absolute reason why people are unsuccessful is their lack of knowledge of how their minds work. As a result, they fail to take the actions necessary to achieve their desired objective.” -“Success is not final, neither is failure fatal….it is the courage to continue that counts.” -“Success is all about consistency with the fundamentals.” -“Whatever man has done, man can do…”modeling is the key to duplicating any form of human excellence.” If you want what others have, just know what they know, and do what they do.” -“If there is no visual plan or path to success for you to model, then it is your responsibility to create a path for others to follow.“ - Sekou Obadias – Author of “SOGANUTU” – A book of life’s Maxims TEMPERANCE -“A balance life requires one to be temperate in all things - abstaining from that which is bad for you and be moderate with that which is good for you.” - Sekou Obadias – Author of “SOGANUTU” – A book of life’s Maxims

I hope you have a book telling others how you do what you do. If you answered no, then I challenge you to spend the next couple of hours reading this book and then, in the next ten days implementing what you’ve learned here. When you realize the value of the impact your book will make, your decision to write will be a no-brainer! Using this very simple, powerful system you will soon be thinking about your second book, and third book. You will want to recruit your spouse, children and parents to write. You will understand that everyone has a unique voice whose legacy is to be forever captured in print. They key is to begin. Dreaming about getting started is not going to make it happen. Action is everything so make a promise to yourself to commit and take action.

MAY 27 Decide to Be Positive For the rest, brethren, whatever is true, whatever is worthy of reverence and is honorable and seemly, whatever is just, whatever is pure, whatever is lovely and lovable, whatever is kind and winsome and gracious, if there is any virtue and excellence, if there is anything worthy of praise, think on and weigh and take account of these things [fix your minds on them]. PHILIPPIANS 4:8 Negative people don’t enjoy life. Viewing each day with positive expectations is one of the key principles to godly happiness. We act on what we believe, so positive thoughts cause positive actions. If you want a positive life, begin thinking positive thoughts. It is easy to do so if you read the Word and meditate on all that God wants to do for you and through you. Get alone today, and think about all the good, positive things

Keith came from behind his desk and put his arm around my shoulder. "Calm down, Marco,” he said, leading me to the more comfortable love seat. “There's an un-blending process happening here. The various defender parts have a positive intention in defending against the pain from the abuse. It just happens to be in an incorrect manner.” Keith returned to his seat and leaned back in his chair. He took a deep breath. “When you're concentrating on one particular personality trait, the other parts work in conjunction, in different combinations with each other. They try to prevent you from getting to the core of the respective trait and having to relive the pain and shame from the abuse.” He leaned forward, punctuating his words. “The key ... to un-blending ... the defender parts ... successfully ... is to understand each attribute ... as it steps in to do its job. They protect you from the harmful emotions that are associated from the abuse.” Gazing at me over his wire-rimmed glasses, he said matter-of-factly, “Getting the defender parts to step aside so you can concentrate on the characteristic you want to address is the un-blending process. Once you are able to get through all the various defensive parts that get in the way of dealing with the core part, the true self is now able to answer the part in question in a divine loving place." I sat, pulled on my ear while thinking that over for a moment. "So, the true self is present to bear witness to all the feelings, beliefs, memories, and experiences of the inadequate part." Keith smiled. He leaned forward, resting his elbows on the desktop, his chin perched atop his clasped hands. "In essence, the past is being stirred up so all the associated burdens, pressures, and pain can be released and relieved. Following this unburdening process, the respective part can be cleansed. It can then be recomposed in a more constructive manner—similar to wiping a virus-infected computer hard drive clean ... then reprogramming it with anti-virus protected software." I stood up. With a few deep diaphragmatic breaths, I cleared my mind. While attempting to decipher what part came in and threw me off course, I sucked in my lips, vigorously shaking my head. Skepticism came in as a defensive part. I got back in Keith’s face. “This psychological un-blending is full of shit. The defense against the abuse is another trick to get me to believe that this crap actually works.” I flung my hands in the air. “How is this going to unburden the weight I carry on my shoulders every moment of the day? All my deficient personality traits are a result of me being a dirtball loser.” I shook my head. “I’m not worthy of the slightest bit of solace or happiness that this punishment called life has to offer.” Keith took a deep breath in and a longer breath out. "Marco, you're a miracle. A remarkable good-hearted human being. You're the most determined individual that I've come across in my thirty years of practice.

There are three keys to unlock the door to usability: frequency, sequence and importance. Frequency says that things the customers do most frequently (e.g. next, back, search etc) should have a prominent position in the sequence. Sequence says that activities that occur in sequence should be presented in sequence (i.e. you pay at the end of a transaction, not in the middle). Importance means that important pieces of information need to be given clearly and at the right time (e.g. if you only ship within the EU, then a customer trying to buy from India needs to know this early on – not at the end of a six-page check-out dialogue).

Francis Schaeffer warned years ago that the first generation of Christians who lead the church astray doctrinally change only one key point in their doctrinal position and change nothing else, so it can seem for a time that the change is not too harmful. But their followers and disciples in the next generation will take the logic of their arguments much further and will advocate much more extensive kinds of error. I think that is happening in a regular, predictable way in evangelical feminism, and I have sought to document that in this book.

CLEAR THINKERS REQUIRED Tom Donohue, president and CEO of the three-million-member-strong U.S. Chamber of Commerce, organizes very popular small dinners and invites a wide variety of guests. The express purpose is the exchange of ideas. Tom brings together twenty titans of industry and empowers each with just one minute to talk on a key issue. Then Tom makes his summation. He connects all the dots in a masterful fashion, tying together what everyone has said. Chamber board member Barry Appleton says, “It is this distilled knowledge of clear and concise thinking that is the magic that keeps everyone coming back for more.

it is not uncommon for experts in DNA analysis to testify at a criminal trial that a DNA sample taken from a crime scene matches that taken from a suspect. How certain are such matches? When DNA evidence was first introduced, a number of experts testified that false positives are impossible in DNA testing. Today DNA experts regularly testify that the odds of a random person’s matching the crime sample are less than 1 in 1 million or 1 in 1 billion. With those odds one could hardly blame a juror for thinking, throw away the key. But there is another statistic that is often not presented to the jury, one having to do with the fact that labs make errors, for instance, in collecting or handling a sample, by accidentally mixing or swapping samples, or by misinterpreting or incorrectly reporting results. Each of these errors is rare but not nearly as rare as a random match. The Philadelphia City Crime Laboratory, for instance, admitted that it had swapped the reference sample of the defendant and the victim in a rape case, and a testing firm called Cellmark Diagnostics admitted a similar error.20 Unfortunately, the power of statistics relating to DNA presented in court is such that in Oklahoma a court sentenced a man named Timothy Durham to more than 3,100 years in prison even though eleven witnesses had placed him in another state at the time of the crime. It turned out that in the initial analysis the lab had failed to completely separate the DNA of the rapist and that of the victim in the fluid they tested, and the combination of the victim’s and the rapist’s DNA produced a positive result when compared with Durham’s. A later retest turned up the error, and Durham was released after spending nearly four years in prison.21 Estimates of the error rate due to human causes vary, but many experts put it at around 1 percent. However, since the error rate of many labs has never been measured, courts often do not allow testimony on this overall statistic. Even if courts did allow testimony regarding false positives, how would jurors assess it? Most jurors assume that given the two types of error—the 1 in 1 billion accidental match and the 1 in 100 lab-error match—the overall error rate must be somewhere in between, say 1 in 500 million, which is still for most jurors beyond a reasonable doubt. But employing the laws of probability, we find a much different answer. The way to think of it is this: Since both errors are very unlikely, we can ignore the possibility that there is both an accidental match and a lab error. Therefore, we seek the probability that one error or the other occurred. That is given by our sum rule: it is the probability of a lab error (1 in 100) + the probability of an accidental match (1 in 1 billion). Since the latter is 10 million times smaller than the former, to a very good approximation the chance of both errors is the same as the chance of the more probable error—that is, the chances are 1 in 100. Given both possible causes, therefore, we should ignore the fancy expert testimony about the odds of accidental matches and focus instead on the much higher laboratory error rate—the very data courts often do not allow attorneys to present! And so the oft-repeated claims of DNA infallibility are exaggerated.

Every cloud doesn't have a silver lining but making time to look at the beauty of clouds can give you peace of mind

The Top Five Signs of a Brave Person: 1. It takes a strong person to admit they need help. So whenever somebody comes to me asking for help, I am honored to have the responsibility of helping, protecting, and strengthening this person. 2. Knowing who to ask for help. Seek competent counsel; you cannot be as effective as a professional. Good counsel can get the harassment to stop. 3. Maintaining a strong positive attitude combined with affirmative action is the key. In this case, form a plan of action to create mental relief from the pressure. 4. Moving forward even when you don’t feel strong enough. Think of those around you that are important and how giving up on yourself would devastate them. 5. No matter how competent the counsel is, or good the advice given, it cannot be carried out without your willingness to take an active role. Balance between having trust in good counsel, letting them do their job, and knowing when to make your own decisions.

I often wonder if I have fulfilled my purpose. I believe the key to living life to the fullest is to always be recognizing opportunities and following your own path. To enjoy every minute, whether it’s writing a novel, giving a speech, or petting the kitties, it’s your life.

success that can be reapplied over and over again. Planning, organizing, and executing based on (strategic) priorities are key to success, and your priorities should stem from your positive values, not on habitual superficial gratification or pain avoidance (for example, spending lots of time aimlessly surfing the Internet). Most people unfortunately tend to act first and think later, which is the opposite of how it should be. Saying yes is easy and saying no may be hard but will make you a lot more successful over time. To me, time is the most precious resource in life. Even billionaires share with us mortals exactly this same resource and cannot buy more than 168

Passion, patient, perseverance and persistent are four keys to great achievements.

Some Points of My Philosophy We are each responsible for all of our experiences. Every thought we think is creating our future. The point of power is always in the present moment. Everyone suffers from self-hatred and guilt. The bottom line for everyone is, “I’m not good enough.” It’s only a thought, and a thought can be changed. We create every so-called illness in our body. Resentment, criticism, and guilt are the most damaging patterns. Releasing resentment will dissolve even cancer. We must release the past and forgive everyone. We must be willing to begin to learn to love ourselves. Self-approval and self-acceptance in the now are the keys to positive changes. When we really love ourselves, everything in our life works.

If you think I’ll believe anything you have to say from this point forward, Mr. Haverstein, you’re more delusional than I’m giving you credit for. Although, do know that I’m not blaming you for everything. I will take some responsibility for being caught in a compromising situation.” “I’m the one who stole you away from the rehearsal.” “True, you did, but . . .” Lucetta drew herself up. “In hindsight, it was a mistake on my part to accompany you there so readily. You’re obviously not a gentleman I can trust, and that means . . . I expect you to keep your distance from me until I can make arrangements to depart Ravenwood for a safer environment.” With that, she spun on her heel and was out of the dungeon before he could even consider stopping her. “Don’t just stand there, go after her,” Tilda said. “She’s not going to listen to me.” “You’ll have to tell her the truth. Tell her you’re Mr. Grimstone.” “I was about to do just that, but . . . well, matters seemed to get quickly out of hand.” “That’s because Miss Plum thinks you’ve lied to her, sir,” Ernie said. “I have lied to her—I’ve lied to everyone, for that matter, by keeping Mr. Grimstone a secret.” Ernie shifted the shovel to his other shoulder. “Perhaps it’s time for you to make amends for that. I believe your family will be more accepting of having an author in the family than you’ve given them credit for, sir.” “Except for maybe Ruby,” Tilda said, speaking up. “Especially since she was considering tracking Mr. Grimstone down and convincing him he should court her.” “Good thing she’s been showing a bit of interest in Mr. Skukman,” Stanley pointed out from his position on the ground. “That way you won’t be dealing with a sister nursing a broken heart over a love that can never be hers.” Bram’s lips quirked ever so slightly “Yes, thank you for that, Stanley.” Heading for the door, he looked over his shoulder and caught Ernie’s eye. “Will you see Stanley released? I wasn’t able to retrieve the spare key from the kitchen.” “Don’t you give it another thought, sir,” Ernie said with a nod. “And don’t fret over what you need to tell Miss Plum. Just remember what Reverend Gilmore was preaching the last time we were back in the city—the truth shall set you free.” Bram smiled. “A good reminder. Thank you, Ernie.

To believe that you can be captain of your own life is to suffer the sin of pride. What is pride? These days the word “pride” has positive connotations. It means feeling good about yourself and the things associated with you. When we use it negatively, we think of the arrogant person, someone who is puffed up and egotistical, boasting and strutting about. But that is not really the core of pride. That is just one way the disease of pride presents itself. By another definition, pride is building your happiness around your accomplishments, using your work as the measure of your worth. It is believing that you can arrive at fulfillment on your own, driven by your own individual efforts. Pride can come in bloated form. This is the puffed-up Donald Trump style of pride. This person wants people to see visible proof of his superiority. He wants to be on the VIP list. In conversation, he boasts, he brags. He needs to see his superiority reflected in other people’s eyes. He believes that this feeling of superiority will eventually bring him peace. That version is familiar. But there are other proud people who have low self-esteem. They feel they haven’t lived up to their potential. They feel unworthy. They want to hide and disappear, to fade into the background and nurse their own hurts. We don’t associate them with pride, but they are still, at root, suffering from the same disease. They are still yoking happiness to accomplishment; it’s just that they are giving themselves a D– rather than an A+. They tend to be just as solipsistic, and in their own way as self-centered, only in a self-pitying and isolating way rather than in an assertive and bragging way. One key paradox of pride is that it often combines extreme self-confidence with extreme anxiety. The proud person often appears self-sufficient and egotistical but is really touchy and unstable. The proud person tries to establish self-worth by winning a great reputation, but of course this makes him utterly dependent on the gossipy and unstable crowd for his own identity. The proud person is competitive. But there are always other people who might do better. The most ruthlessly competitive person in the contest sets the standard that all else must meet or get left behind. Everybody else has to be just as monomaniacally driven to success. One can never be secure. As Dante put it, the “ardor to outshine / Burned in my bosom with a kind of rage.

I was almost done shaving when I heard the door open. “Uh … Bree?” I heard the toilet seat close and someone sit down on it. “Nope, just me.” “Chase! What the heck are you doing in here?” I tried to cover different body parts, but my chest alone needed two arms to cover everything, so it wasn’t working out too well. “Calm down Princess, I won’t peek.” “I could’ve sworn I locked that door.” “You do realize how easy it is to unlock my bathroom door when I have the key right?” “Can you please leave so I can get out of here?” I whined as I shut off the water. A towel was thrust through the side of the curtain and I gladly wrapped myself in it, but still didn’t open the only thing separating us. “Answer one thing first, and I’ll leave.” He waited for my reply, but went on when he didn’t receive any, “Are you going out with him tonight?” “Yes Chase, I am.” “Is that what you want to do, or are you trying to get back at me for telling you not to?” “I thought I only had to answer one question?” “Harper.” He deadpanned. “Ugh, no I’m not doing it to get back at you. Yes, I really want to go out with Brandon tonight. And if he asks me out again after tonight, I’m telling you right now I will say yes. I don’t see why I shouldn’t go out with him, and since you clearly don’t want me, I don’t think you’re allowed to have a say in the matter. He flung the curtain open and I jumped back, almost slipping in the tub. “I didn’t say I don’t want you. I said I don’t deserve you.” “That’s practically the same thing.” I glowered at him, “We both know how you are Chase, you screw every female you come in contact with. I don’t want to be just another girl to someone, and when it comes to Brandon, I won’t be.” I waited for a response from him, but didn’t receive any. “If you can convince me right now, that I have a reason to not be with him, then start talking. Otherwise, you and your confusing words need to stop.” “As long as he is what you want, I’ll stop bothering you.” He reached out to brush his fingers across the main bruise and I watched as his eyes clouded over. Like that wasn’t confusing. He leaned in to press his lips to the finger marks, then on my left shoulder and finally my right. Chase’s eyes were dark by the time he looked back into my eyes. “I’m so sorry Harper.” he whispered and leaned in close to kiss the corner of my mouth. My knees started shaking but I somehow managed to stay standing. “Get my number from Bree, I have to go into work tonight but if anything happens, call me and I’ll be there.” I just nodded and watched him walk out. I didn’t even know he had a job, but I was positive I wouldn’t be calling him tonight. Nothing good would come of it if I did. If my heart was already twisting from what just happened, he would surely break it when I saw him with his next girl. I couldn’t let myself get any closer to him. No matter how much I wished he was different, he wasn’t, and he would probably never change.

A key to the brighter future is to reassess goals, priorities and do best to make things happen.

The key to happiness is how you choose to feel.

Change makers don’t think change making is someone else’s job, but rather their calling to fulfill. They take responsibility and face challenges.

mumbo-jumbo in my head to tell me. And I definitely didn’t need Martina Crowe in there whispering it—she was the one doing the last message, in case you’re wondering. I dislike her enough outside my head, much less inside it. In fact, I think I’ll write an insulting poem about her… although, come to think of it, ‘Martina’ makes for a tricky rhyme.” Reynie, Kate, and Sticky glanced at one another with cautious optimism. Constance seemed to be feeling a little better. They all were, actually. They had spent the evening adjusting to the hidden-message broadcasts (there had been three more since Jillson’s class)—trying not to snarl at one another, or smash their fists on desktops, or slam drawers. Studying had been positively excruciating, like trying to read while someone bangs out an annoying tune on a piano—and with fingers on the wrong keys, at that. But an hour had passed since the last broadcast, and the children’s moods had improved. Which helped them focus on the fact that their situation, unfortunately, had not. The thing to come was getting closer. Mr. Curtain was not broadcasting his

I am sure like me, you also need to learn appreciating your present moments & everything that is happening right now without wishing it were different. Darling listen – you need to enjoy good & pleasant things without worrying that these will end soon (which it may). You also need to be peaceful being with the unpleasant without fearing it will always be this way (which it won’t). You need to learn to appreciate yourself the way you are, every individual around you & everything happening at this moment in the same way that you appreciate a sunrise & sunset. Everything including you & everyone else is just as wonderful as sunrise or sunsets, if you can let them be. When you think that this isn’t how it’s supposed to be, when you fail to appreciate things & people the way they are at this moment, you are actually practicing resistance, not mindfulness! Remember this! Sweetheart, I am not saying that you shouldn’t do your best to improve or take steps forward to grow from here. No, not all! All I am saying is accept what is right now & develop the habit of looking at whatever happens through a positive mindset instead of a negative or defeatist one. Acceptance or as we say Mindfulness is the key & proven practice to convert momentary happiness to enduring happiness. It actually helps you move from feeling connected to actually being connected & aligned to this Universe (God’s Plans). I want you to patiently practice mindfulness, act with pure intentions, no matter what & believe me, all that is meant for you will come to you, very soon!

Here's what we do know. In the field of positive psychology, the study of what motivates people and makes us happy, researchers are mostly in agreement: Money isn't the key to happiness. What really gives people meaning and happiness is a combination of four things: Control over what they're doing, progress in what they're pursuing, being connected with others, and being part of something they enjoy that's bigger than themselves. Keep that in mind, and I want to ask you: What is enough? How much is enough money? How much is enough success? There's no right answer; everyone's different. Just something to think about next time you find yourself reaching for more.

Think on Paper The power of this technique lies in its simplicity. Here’s how it works: You start with a list of everything you have to do for the coming day. Think on paper. You then place an A, B, C, D, or E next to each item on your list before you begin the first task. An “A” item is defined as something that is very important, something that you must do. This is a task that will have serious positive or negative consequences if you do it or fail to do it, like visiting a key customer or finishing a report that your boss needs for an upcoming board meeting. These items are the frogs of your life. If you have more than one A task, you prioritize these tasks by writing “A-1,” “A-2,” “A-3,” and so on in front of each item. Your A-1 task is your biggest, ugliest frog of all. ”Shoulds” versus “Musts” A “B” item is defined as a task that you should do. But it has only mild consequences. These are the tadpoles of your work life. This means that someone may be unhappy or inconvenienced if you don’t do one of these tasks, but it is nowhere as important as an A task. Returning an unimportant telephone message or reviewing your e-mail would be a B task. The rule is that you should never do a B task when an A task is left undone. You should never be distracted by a tadpole when a big frog is sitting there waiting to be eaten. A “C” task is defined as something that would be nice to do but for which there are no consequences at all, whether you do it or not. C tasks include phoning a friend, having coffee or lunch with a coworker, and completing some personal business during work hours. These sorts of activities have no effect at all on your work life. A “D” task is defined as something you can delegate to someone else. The rule is that you should delegate everything that someone else can do so you can free up more time for the A tasks that only you can do. An “E” task is defined as something that you can eliminate altogether, and it won’t make any real difference. This may be a task that was important at one time but is no longer relevant to you or anyone else. Often it is something you continue to do out of habit or because you enjoy it. But every minute that you spend on an E task is time taken away from an A task or activity that can make a real difference in your life. After you have applied the ABCDE Method to your list, you will be completely organized and ready to get more important things done faster.

We are each responsible for all of our experiences. Every thought we think is creating our future. The point of power is always in the present moment. Everyone suffers from self-hatred and guilt. The bottom line for everyone is, “I’m not good enough.” It’s only a thought, and a thought can be changed. We create every so-called illness in our body. Resentment, criticism, and guilt are the most damaging patterns. Releasing resentment will dissolve even cancer. We must release the past and forgive everyone. We must be willing to begin to learn to love ourselves. Self-approval and self-acceptance in the now are the keys to positive changes. When we really love ourselves, everything in our life works.

Treat Your Manager as a Coach Given what we’ve discussed about the role of managers, your own boss should be one of your best sources of learning. But this might not naturally be the case. Maybe he doesn’t see the day-to-day of your work, or he’s busy putting out other fires, or he simply isn’t as proactive about helping to guide your path as you’d like. Regardless, the person most invested in your career isn’t him; it’s you. Your own growth is in your hands, so if you feel you aren’t learning from your manager, ask yourself what you can do to get the relationship that you want. One of the biggest barriers I’ve found is that people shy away from asking their managers for help. I know that feeling well; for years, I held the mental model that my boss—like my teachers and professors of the past—was someone in a position of authority who took note of what I did and passed judgment on it. As such, how I interacted with my manager could be summarized in one neat statement: Don’t mess it up. I considered it a failure if my manager had to get involved in something I was responsible for. It felt to me like the equivalent of a blinking neon sign that read, Warning: employee not competent enough to take care of task on her own. But we know by now that a manager’s job is to help her team get better results. When you do better, by extension, she does better. Hence, your manager is someone who is on your side, who wants you to succeed, and who is usually willing to invest her time and energy into helping you. The key is to treat your manager as a coach, not as a judge. Can you imagine a star athlete trying to hide his weaknesses from his coach? Would you tell a personal trainer, “Oh, I’m pretty fit, I’ve got it under control,” when she asks you how she can help you achieve a better workout? Of course not. That is not how a coaching relationship works. Instead, engage your manager for feedback. Ask, “What skills do you think I should work on in order to have more impact?” Share your personal goals and enlist his help: “I want to learn to become a better presenter, so I’d be grateful if you kept an eye out for opportunities where I can get in front of others.” Tell him your hard problems so he can help you work through them: “I’m making a hiring call between two candidates with different strengths. Can I walk you through my thinking and get your advice?” When I started to see 1:1s with my manager as an opportunity for focused learning, I got so much more out of it. Even when I’m not grappling with a problem, asking open-ended questions like, “How do you decide which meetings to attend?” or “How do you approach selling a candidate?” takes advantage of my manager’s know-how and teaches me something new.

Be so positive that negative people can't stand being around you.

This approach includes three key tools: (1) advocating your own position and then inviting responses (e.g., “This is how I see the situation, and why; to what extent do you see it differently?”); (2) paraphrasing what you believe to be the other person’s view and inquiring as to the validity of your understanding (e.g., “It sounds to me like your argument is this; to what extent does that capture your argument accurately?”); and (3) explaining a gap in your understanding of the other person’s views, and asking for more information (e.g., “It sounds like you think this acquisition is a bad idea. I’m not sure I understand how you got there. Could you tell me more?”).

There is a widely held opinion that the God of the Old Testament is a vengeful and angry God, while the God of the New Testament is a gracious and merciful God. Now there are, in fact, texts in the Old Testament that can support this position. Those passages speak of the killing and expulsion of the pagan population of entire cities and peoples at the behest of God (Deut 7:21–24; 9:3; Josh 6:21; 8:1–29; 1 Sam 15). One can also think of the imprecatory Psalms (above all Ps 58; 83; 109).2 Nevertheless, this view does not do justice to the gradual process by which the Old Testament’s idea of God is critically transformed, nor does it do justice to the internal development of the Old Testament in the direction of the New Testament. Ultimately, both Testaments give witness to the same God.

In an uninformed situation, the mentee thinks that the mentor has a magic wand for success, however, in the real world the mentee's attitude, determination, and self-initiative play a key role in bringing positive results.

A Harlot Crashes the Party A very “nice” man named Simon, a Pharisee, brought Jesus to dinner at his home in Capernaum (Luke 5). As they were reclining around the table, a woman known to be a harlot somehow came in, bringing with her an expensive flask of perfumed lotion. She certainly had overheard Jesus teaching and had seen his care for others. She was moved to believe that she too was loved by him and by the heavenly Father of whom he spoke. She was seized by a transforming conviction, an overwhelming faith. Suddenly there she was, down on the floor by Jesus, tears of gratitude for him pouring down upon his feet. Drying them away with her hair, she then rained kisses upon his feet and massaged them with the lotion. What a scene! That nice man, Simon, was taking it in, and—no doubt battling a surge of disapproval—he tried to put the best possible construction on it. It just could not be that Jesus wasn’t nice. Clearly he was a righteous man. So the only reason he would be letting this woman touch him, or even come near him, was that he didn’t know she was a prostitute. And that, unfortunately, proved that Jesus didn’t have “it” after all. “If this fellow really were a prophet,” Simon mused, “he would know what this woman does, for she is filthy.” Perhaps Simon consoled himself with the thought that it is at least no sin not to be a prophet. It never occurred to him that Jesus would know exactly who the woman was and yet let her touch him. But Jesus did know, and he also knew what Simon was thinking. So he told him a story of a man who lent money to two people: $50,000 to one and $5 to the other, let us say. When they could not repay, the man simply forgave the debts. “Now Simon,” Jesus asked, “which one will love the man most?” Simon replied that it would be the one who had owed most. That granted, Jesus positioned Simon and the streetwalker side by side to compare their hearts: “Look at this woman,” he said. “When I entered your home, you didn’t bother to offer me water to wash the dust from my feet, but she has washed them with her tears and wiped them with her hair. You refused me the customary kiss of greeting, but she has kissed my feet again and again from the time I first came in. You neglected the usual courtesy of olive oil to anoint my head, but she has covered my feet with rare perfume. Therefore her sins—and they are many—are forgiven, for she loved me much; but one who is forgiven little, shows little love.” (Luke 7:44–47 LB) “Loved me much!” Simply that, and not the customary proprieties, was now the key of entry into the rule of God.

Transforming Challenges into Opportunities: Enhancing Problem-Solving Skills through Critical Thinking In today's fast-paced and competitive business world, the ability to think critically and solve problems effectively is crucial for success. Whether you are a seasoned entrepreneur or a budding startup owner, developing strong problem-solving skills can give you a significant edge in the market. By harnessing the power of critical thinking, you can transform challenges into opportunities and propel your business towards success. As a coach for business start-ups and a catalyst for innovation, I understand the importance of equipping entrepreneurs with the necessary tools to overcome obstacles and thrive in the face of adversity. In this blog post, I will explore how honing your critical thinking skills can help you navigate the challenges of starting and growing a business. 1. Identifying the Problem: Critical thinking involves the ability to accurately identify and define the problem at hand. As a coach for business start-up ideas, I can help you analyze your unique challenges and break them down into manageable parts. By clarifying the problem, you can focus your efforts on finding the most effective solution. 2. Analyzing Different Perspectives: One of the key aspects of critical thinking is considering different perspectives and viewpoints. When faced with a problem, it is important to step back and evaluate the situation from various angles. This allows you to gain valuable insights and uncover opportunities that may not be immediately apparent. As a coach, I can guide you through this process, helping you see the bigger picture and explore alternative solutions. 3. Developing Creative Solutions: Critical thinking encourages out-of-the-box thinking and the ability to generate creative solutions. By breaking away from conventional thought patterns, you can discover innovative approaches to solving problems. As your coach, I can help you tap into your creative potential and unlock new possibilities for your business. 4. Evaluating Risks and Benefits: Effective problem-solving requires a thorough analysis of the risks and benefits associated with different solutions. Through critical thinking, you can weigh the pros and cons, assess potential outcomes, and make informed decisions. As your coach, I can guide you in evaluating the risks and benefits of various options, enabling you to make strategic choices that align with your business goals. 5. Adapting to Change: In today's rapidly evolving business landscape, adaptability is crucial. Critical thinking allows you to embrace change and adapt your strategies as needed. By honing your problem-solving skills, you can navigate unexpected challenges with ease and turn them into opportunities for growth. As your coach, I can provide you with the tools and techniques to foster adaptability and resilience in the face of change. In conclusion, developing strong problem-solving skills through critical thinking is essential for entrepreneurs and business start-ups. By working with a coach who specializes in business start-up ideas, you can enhance your problem-solving abilities, uncover new opportunities, and position your business for long-term success. So, why wait? Invest in your critical thinking skills today and unlock the potential within your business. If you are looking for a coach to guide you in transforming challenges into opportunities, I am here to help. Contact me to explore how we can work together to enhance your problem-solving skills and achieve your business goals. Keywords: coach startup ideas, coach for business start-up, problem-solving skills, critical thinking, challenges, opportunities, entrepreneurs, innovation, analyze, creative solutions, risks, benefits, adaptability.

LAW OF ATTRACTION: THE SHORT VERSION You attract whatever you give your energy, attention, and focus to. If you’re thinking about it, you’re magnetizing it to your life -- whether it’s positive or negative. Your focus may be on something you want. Or it may be on something you don’t want (or the lack of what you want). This is simply the way the Universe works. And once you accept it and live your life based on this truth, things you never previously dreamt of suddenly become possible.

Practice trouble spots separately. If practice is programming the body, then we can see that starting the piece over every time we make an error is worthless. Actually, it is worse than worthless, since it wastes the time needed to fix the actual trouble spot. The motions the body makes at the start of the piece are only somewhat related to the motions several measures later. Of course, all the notes connect and relate, and this tricks us into thinking that the motions relate in the same manner. Practice only the motions which are faulty, then integrate those motions back into the piece. 5. Diagnose and treat each error, VERY thoroughly. Every error has a nature, and to fix that error you must ask yourself questions: What went wrong? What didn't go right? What finger failed to play? What finger played when it shouldn't have? What did my wrist do? What finger was in the wrong position? Should the fingering itself be changed? Once you have accurately answered these questions, the treatment of these troubles is usually quite obvious. Apply the indicated treatment and the error should disappear. Fail to take the time to do this analysis and you will meet that error over and over as you waste time and become more and more frustrated. 6. Do not watch your hands. Humans are "eye-minded," meaning that our chief sense is our eyesight. When we are concerned with getting something correct we watch it carefully. Unfortunately, this is not a good way to play. The key perceptions we need to use are the sense of hearing and the sense of where and what our arms, wrists, and fingers are doing, which is called “proprioception.” Programming the body's "automatic pilot" depends on playing by feel and using your hearing to check your work. If this sounds like a violation of common sense, then I invite you to make an experiment. Play

Believing is the key to everything in life. If you want to become a successful at anything, then you must absolutely believe and know for a fact that you will achieve it. Everything that we know will happen for a fact will happen for a fact.

I consider it an unacceptable fault to nourish the wrong attitude of angrily denigrating others, and I believe that it serves no purpose to speak about what one does not oneself find meaningful. And yet one only has to say something that diverges from the position of others, and the majority of people nowadays cling strongly and aggressively to their own side. They have no sense of impartiality. The readers of both the old and new traditions spend years squabbling over verbal formulations, squeezing every syllable of the words. Few are those who understand the profound key points correctly, whereas the ignorant majority think to themselves, “The teachings of Tsongkhapa and other great masters are being attacked even by this nonentity,” and they are full of indignation. For this reason, and because those who grasp the crucial points are few, I did not say much.

Mr Locke...took a long, slender pick from the unrolled bag and, bending over slightly, inserted it into the lock. It was a steel-cased lock with a smooth, brass knob of around three inches wide and a brass plate around the singular keyhole. Mounted into the door frame was another steel fixture, forming the second half of the lock. Recognising the type of lock, Percy knew the key’s function was to throw the lock’s bolt into dead lock, thus securing the door. Such a design would also include an internal, smaller knob sliding back and forth, drawing back the bolt. A snib, jutting out from the case on the internal side of the door, could be compressed to keep the bolt in an open position, thus allowing one to open and close the door freely. “Do be so kind as to keep an eye out for the return of our friend the constable.” Locke pulled his pocket watch out with his other hand to glance upon it. “We have nine minutes.” “This is breaking and entering!” Mr Maxwell cried, hurrying up the steps. “Miss Trent said such was forbidden by the Society.” “Unless there is a sufficiently justifiable reason for doing so,” Mr Locke replied, inserting a second pick into the lower half of the lock. “The welfare of our client is a sufficiently justifiable reason; do you not think so, Mr Maxwell?” “His welfare?” Mr Maxwell enquired, confused. Miss Dexter, wholly fascinated by what the illusionist was doing, stepped closer still. She softly enquired, “Do you suspect some harm may have come to Mr Dorsey, Mr Locke?” “I do not know but Mr Colby was very keen we should not speak with him. Furthermore, Miss Trent’s note stated her telephone conversation with Mr Dorsey was abruptly ended, by him, when another—angry—voice spoke,” Mr Locke explained. There was a sharp click as the bolt sprang back into the lock’s casing. Mr Locke smiled broadly. “Our constable friend is back.” Mr Maxwell looked panic sticken. “It’s only been a minute.” “Ah, that will be the Bow Street police station,” Locke replied as he turned the door knob. “Also, they tend to keep a closer eye upon the more affluent residences; greater targets for thieves, you know,” Mr Locke stated as he pushed the door open and ushered both Mr Maxwell and Miss Dexter inside. He’d just closed the door, after slipping in himself, when the constable reached the bottom of the steps and peered up at the porch. Mr Locke stood to the side of the door and watched as the constable, seemingly satisfied all was well, walked away. A glance down at the internal part of the lock confirmed Mr Locke’s earlier assumptions about it. His slender hand slid the smaller brass knob along to lock the bolt in place once more.

What I say is my business. How you react to it is your business To ascertain someone’s true character, don't listen to what they say, look at what they do The more intelligent you are, the more of an individual you are (same with creativity). Memory is the prison and imagination the key that frees us from our prejudice and preconceptions Attention addiction is the most pernicious of addictions. People will destroy themselves and the lives of others around them, just to get or keep attention focused on them and their need for its drug like dependency Sensitive people are more present than the insensitive, which is why the former jump at the sound of a pin dropping and the latter, not even to a ton weight falling beside them What you admire you mourn the passing of. What you despise, you are glad to see the back of Memory and perception depends upon silence and stillness as forgetting depends upon noise and motion (concentration / dispersal of energy and attention) Reality is not open to discussion. It is not something that changes with your opinion. It works how it works because that is how it works. The laws of reality are the laws of reality and that is it. If seeing is believing, is hearing deceiving (Being told the Emperor has got new clothes, versus seeing he hasn’t)? Stillness and silence is about staying present in the present. Noise and motion is abandonment (moving away from your position in time and space). Discovery is live, that is of the present. Memory is of the dead past (a recording). The first is always a surprise to you, the second is not. People mistake where consciousness is directed as being consciousness itself, which it isn’t If we think that we can't solve a problem, we want to eradicate it instead (stop it dead). If we can find a solution, we want to pat ourselves on the back for our creativity or understanding (keeping life / existence moving on, instead of it grinding to a halt). Culture, habit is that which reinforces our sense of identity Concentration is control because you are being present Thinking is an individual task, it is not a discussion with others, which is an exchange of ideas (other people’s thoughts) You will never understand a problem and resolve it, without exploring it and in depth. To some, yesterday is the nightmare and tomorrow the dream, to others it is the reverse Everything seems crazy until you understand it, when it instantly makes sense, even if you you still don’t think it’s sensible

1. We are each responsible for our experiences. 2. Every thought we think is creating our future. 3. Everyone is dealing with the damaging patterns of resentment, criticism, guilt, and self-hatred. 4. These are only thoughts, and thoughts can be changed. 5. We need to release the past and forgive everyone. 6. Self-approval and self-acceptance in the “now” are the keys to positive change. 7. The point of power is always in the present moment.

Remember - the key to you getting exactly what you want isn’t positive thinking, it is the removal of doubt.

Lessons Learned Our past only exists in our brain and body, where we make and store our memories. If we live in the past, our energy is also trapped in it. We're unable to create new energy and a new future. The key to successfully modifying our future is to understand the different brain wave frequencies. We are capable of reconstructing our genes to allow growth and repair. Issues What are the things you do consistently every day that has turned into habits and an automatic routine? Do you think you're capable of breaking the cycle? Analyze how your life is right now. Do you think you have positive or negative energy? Why? Dr. Joe teaches us that when we create our new future, we can lose a few people only because they have no part in it. Are you willing to accept that? Goals Understand the different brain frequencies and how they affect the energy we have in our bodies. Meditate to forget the anticipated future and known reality. Action Steps Make a list of the things you routinely do daily. The next day, try to do things differently from how you usually do them. Meditate and try to forget reality as you know it. Liberate yourself from things that link you to the present. Checklist While meditating, accept that it's normal to sometimes slip into the known reality. Claim that you're capable of entering the optimal spot of the generous present.

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