Lack Of Urgency Quotes

I cannot count the times I have cursed our lack of urgency. If I ever love again, I will not wait to love as best as I can. We thought we were young and that there would be time to love well sometime in the future. This is a terrible way to think. It is no way to live, to wait to love.

There is a relentless search for the factual and this quest often lacks warmth or reverence. At a certain stage in our life we may wake up to the urgency of life, how short it is. Then the quest for truth becomes the ultimate project. We can often forage for years in the empty fields of self-analysis and self-improvement and sacrifice much of our real substance for specks of cold, lonesome factual truth. The wisdom of the tradition reminds us that if we choose to journey on the path of truth, it then becomes a sacred duty to walk hand in hand with beauty.

Outside, she thought that there ought to be a word for it: the air temperature that was perfectly neither hot nor cold. One degree lower, and she might have felt a faint misgiving about not having brought a jacket. One degree higher, and a skim of sweat might have glistened at her hairline. But at this precise degree, she required neither wrap nor breeze. Were there a word for such a temperature, there would have to be a corollary for the particular ecstasy of greeting it - the heedlessness, the needlessness, the suspended lack of urgency, as if time could stop, or should. Usually temperature was a battle; only at this exact fulcrum was it an active delight.

We mistakenly believe that there is a lot of time left in the year, and we act accordingly. We lack a sense of urgency, not realizing that every week is important, every day is important, every moment is important. Ultimately, effective execution happens daily and weekly!

We know from the now-iconic 1970s Good Samaritan study that the single greatest predictor of uncaring, unkind, and uncompassionate behavior, even among people who have devoted their lives to the welfare of others, is a perceived lack of time — a feeling of being rushed. The sense of urgency seems to consume all of our other concerns — it is the razor’s blade that severs our connection to anything outside ourselves, anything beyond the task at hand, and turns our laser-sharp focus of concern onto the the immediacy of the self alone.

Ensconced, he (Roosevelt) lacked some of the neuroses of progressives-economic envy and race hatred especially.His radicalism was a matter of energy rather than urgency.

..two forces kill old trees: the rot within that is caused by many diseases; and then of course, there are the storms and forest fires. There are plenty of diseases that create rot [in the church]: the hollowing out of Bible doctrine, the strife between members, and the lack of urgency. And failure to feel the weight of the momentous task we have been given. All of this is evidenced by the casualness of many Christians; their stinginess in giving; and their lack of vision beyond themselves. Add to that our self-righteousness and lack of transparency, and no wonder we are not having the impact we should. Then there is the unwillingness of churches to discipline members who have drifted from the faith and live in open rebellion.

Yet few leaders exploit the power of this rapid wake-up call. Rather, they do the opposite. They try to garner support based on a numbers case that lacks urgency and emotional impetus. Or they try to put forth the most exemplary case of their operational excellence to garner support. Although these alternatives may work, neither leads to tipping superiors’ cognitive hurdle as fast and stunningly as showing the worst. When

He evoked a Russia which was long dead and gone, lacked the range and urgency of his successors and, unlike these preachers, he was thought of - quite wrongly - as a painter of miniatures and, unfashionably, the pure artist. Yet like Dostoyevsky he believed that 'art must not be burdened with all kinds of aims', that 'without art men might not wish to live on earth', and that 'art will always live man's real life with him'.

Center is the unconditionally accepting, conscious, compassionate awareness that is our authentic nature. It is the nonseparate reality that contains, and is able to embrace, the illusion of a separate self - called I, me, my - that suffers. When in center, everything is as it is and none of it is taken personally. There is nothing wrong; no loss, lack, or deprivation; no fear; no urgency. The feeling of center is often described as peaceful, compassionate, energetic, willing, and joyful. From center, the world is exactly the same as always, there’s just nothing wrong.

Ö  Lack of Urgency Arguably the single most significant cause of mediocrity and unfulfilled potential, which prevents 95% of our society from creating and living the life they truly want, is that most people have no sense of urgency to improve themselves so they can improve their lives. Human nature is to live with a “someday” mindset and think life will work itself out. How’s that working out for everybody?   This someday mindset is perpetual, and it leads to a life of procrastination, unfulfilled potential and regret. You wake up one day and wonder what the heck happened; how did your life end up like this? How did you end up like this?   One of the saddest things in life is to live with regret, knowing that you could have, be, and do so much more.   Remember this truth:  now matters more than any other time in your life, because it’s what you are doing today that is determining who you’re becoming, and who you’re becoming will always determine the quality and direction of your life.   If you don’t make the commitment today to start becoming the person you need to be to create the extraordinary life you really want, what makes you think tomorrow—or next week, or next month, or next year—are going to be any different?  They won’t. And that’s why you must draw your line in the sand.

To have that sense of one’s intrinsic worth which constitutes self-respect is potentially to have everything: the ability to discriminate, to love and to remain indifferent. To lack it is to be locked within oneself, paradoxically incapable of either love or indifference. If we do not respect ourselves, we are the one hand forced to despise those who have so few resources as to consort with us, so little perception as to remain blind to our fatal weaknesses. On the other, we are peculiarly in thrall to everyone we see, curiously determined to live out – since our self-image is untenable – their false notion of us. We flatter ourselves by thinking this compulsion to please others an attractive trait: a gist for imaginative empathy, evidence of our willingness to give. Of course I will play Francesca to your Paolo, Helen Keller to anyone’s Annie Sullivan; no expectation is too misplaced, no role too ludicrous. At the mercy of those we cannot but hold in contempt, we play roles doomed to failure before they are begun, each defeat generating fresh despair at the urgency of divining and meeting the next demand made upon us.

My intention, this time, was to transfer a play to the screen while keeping its theatrical character. It was in some senses a matter of walking, invisibly, around the stage and catching the different aspects and nuances in the play, the urgency and the facial expressions that escape a spectator who cannot follow them in detail from a seat in the stalls. Apart from that, I had noticed how effective a play becomes when you have a bird's-eye view from it, for example from the flies, that is to say from the viewpoint of a voyeur. The Audience is enclosed with the characters in a room lacking its fourth wall and listens to them on equal terms, without the element of my story conferred on scenes of intimacy by the whimsical shape of a keyhole.” “L'aigle à deux têtes is not History. It is a story, an invented story lived out by imaginary heroes, and I should never have dared venture into the realistic world of cinema without being able to rely on the help of Christian Bérard. He has a genius for situating whatever he touches, for giving it a depth in time and space and an appearance of truth that are literally inimitable.” (...) “A drama of this kind would be unacceptable, and almost impossible to tell, unless it was interpreted by superb actors who could instill grandeur and life into it. Edwige Feuillère and Jean Marais, applauded evening after evening in their parts in the play, surpass themselves on the screen and give of themselves, as I suggested above, everything that they cannot give us on the stage.” “George Auric's music and the Strauss waltzes at the krantz ball make up the liquid in this drama of love and death is immersed.” (...) “In L'aigle à deux têtes, I wanted to make a theatrical film.” (...) “I know the faults of the film, but unfortunately the expense of the medium and the constraints of time that it imposes on us, prevent us from correcting our faults, Cinematography costs too much.” (...) “In Les parents terribles (1948), what I determined to do was the opposite of what I did in L'aigle à deux têtes; to de-theatricalize a play, to film it in chronological order and to catch the characters by surprise from the indiscreet angle of the camera. In short, I wanted to watch a family through the keyhole instead of observing its life from a seat in the stalls.

Tell me, Princess Olivia... why do you have to stay in your tower?" The soft entreaty made Livia feel as if she were melting inside. She laughed unsteadily, wishing for a moment that she dared to trust him. But the habit of independence was too strong. Shaking her head, Livia approached him, expecting him to back away from the doorway. He retreated half a step, his hands still grasping the edges of the doorway, so that she couldn't help but walk into an open-armed embrace. The bonnet ribbons slipped from her fingers. "Mr. Shaw-" she began, making the mistake of looking up at him. "Gideon," he whispered. "I want to know your secrets, Olivia." A bitter half smile touched her lips. "You'll hear them sooner or later from other people." "I want to hear them from you." As Livia began to retreat into the glasshouse, Shaw deftly caught the little cloth belt of her walking dress. His long fingers hooked beneath the reinforced fabric. Unable to back away from him, Livia clamped her hand over his, while a hectic blush flooded her face. She knew that he was toying with her, and that she once might have been able to manage this situation with relative ease. But not now. When she spoke, her voice was husky. "I can't do this, Mr. Shaw." To her amazement, he seemed to understand exactly what she meant. "You don't have to do anything," he said softly. "Just let me come closer... and stay right there..." His head bent, and he found her mouth easily. The coaxing pressure of his lips made Livia sway dizzily, and he caught her firmly against him. She was being kissed by Gideon Shaw, the self-indulgent, debauched scoundrel her brother had warned her about. And oh, he was good at it. She had thought nothing would ever be as pleasurable as Amberley's kisses... but this man's mouth was warm and patient, and there was something wickedly erotic about his complete lack of urgency. He teased her gently, nudging her lips apart, the tip of his tongue barely brushing hers before it withdrew. Wanting more of those silken strokes, Livia began to strain against him, her breath quickening. He nurtured her excitement with such subtle skill that she was utterly helpless to defend against it. To her astonishment, she found herself winding her arms around his neck and pressing her breasts against the hard plane of his chest. His hand slid behind her neck, tilting her head back to expose her throat more fully. Still gentle and controlled, he kissed the fragile skin, working his way down to the hollow at the base of her throat. She felt his tongue swirl in the warm depression, and a moan of pleasure escaped her. Shaw lifted his head to nuzzle the side of her cheek, while his hand smoothed over her back. Their breaths mingled in swift puffs of heat, his hard chest moving against hers in an erratic rhythm.

Postscript, 2005 From the Publisher ON APRIL 7, 2004, the Mid-Hudson Highland Post carried an article about an appearance that John Gatto made at Highland High School. Headlined “Rendered Speechless,” the report was subtitled “Advocate for education reform brings controversy to Highland.” The article relates the events of March 25 evening of that year when the second half of John Gatto’s presentation was canceled by the School Superintendent, “following complaints from the Highland Teachers Association that the presentation was too controversial.” On the surface, the cancellation was in response to a video presentation that showed some violence. But retired student counselor Paul Jankiewicz begged to differ, pointing out that none of the dozens of students he talked to afterwards were inspired to violence. In his opinion, few people opposing Gatto had seen the video presentation. Rather, “They were taking the lead from the teacher’s union who were upset at the whole tone of the presentation.” He continued, “Mr. Gatto basically told them that they were not serving kids well and that students needed to be told the truth, be given real-life learning experiences, and be responsible for their own education. [Gatto] questioned the validity and relevance of standardized tests, the prison atmosphere of school, and the lack of relevant experience given students.” He added that Gatto also had an important message for parents: “That you have to take control of your children’s education.” Highland High School senior Chris Hart commended the school board for bringing Gatto to speak, and wished that more students had heard his message. Senior Katie Hanley liked the lecture for its “new perspective,” adding that ”it was important because it started a new exchange and got students to think for themselves.” High School junior Qing Guo found Gatto “inspiring.” Highland teacher Aliza Driller-Colangelo was also inspired by Gatto, and commended the “risk-takers,” saying that, following the talk, her class had an exciting exchange about ideas. Concluded Jankiewicz, the students “were eager to discuss the issues raised. Unfortunately, our school did not allow that dialogue to happen, except for a few teachers who had the courage to engage the students.” What was not reported in the newspaper is the fact that the school authorities called the police to intervene and ‘restore the peace’ which, ironically enough, was never in the slightest jeopardy as the student audience was well-behaved and attentive throughout. A scheduled evening meeting at the school between Gatto and the Parents Association was peremptorily forbidden by school district authorities in a final assault on the principles of free speech and free assembly… There could be no better way of demonstrating the lasting importance of John Taylor Gatto’s work, and of this small book, than this sorry tale. It is a measure of the power of Gatto’s ideas, their urgency, and their continuing relevance that school authorities are still trying to shut them out 12 years after their initial publication, afraid even to debate them. — May the crusade continue! Chris Plant Gabriola Island, B.C. February, 2005

I agree with Miss Erstwhile, you are acting like a scarecrow. I do not know why you put on this act, Nobley, when around the port table or out in the field you’re rather a pleasant fellow.” “Really? That is curious,” Jane said. “Why, Mr. Nobley, are you generous in your attentions with gentlemen and yet taciturn and withdrawn around the fairer sex?” Mr. Nobley’s eyes were back on the printed page, though they didn’t scan the lines. “Perhaps I do not possess the type of conversation that would interest a lady.” “You say ‘perhaps’ as though you do not believe it yourself. What else might be the reason, sir?” Jane smiled. Needling Mr. Nobley was feeling like a very productive use of the evening. “Perhaps another reason might be that I myself do not find the conversation of ladies to be very stimulating.” His eyes were dark. “Hm, I just can’t imagine why you’re still unmarried.” “I might say the same for you.” “Mr. Nobley!” cried Aunt Saffronia. “No, it’s all right, Aunt,” Jane said. “I asked for it. And I don’t even mind answering.” She put a hand on her hip and faced him. “One reason why I am unmarried is because there aren’t enough men with guts to put away their little boy fears and commit their love and stick it out.” “And perhaps the men do not stick it out for a reason.” “And what reason might that be?” “The reason is women.” He slammed his book shut. “Women make life impossible until the man has to be the one to end it. There is no working it out past a certain point. How can anyone work out the lunacy?” Mr. Nobley took a ragged breath, then his face went red as he seemed to realize what he’d said, where he was. He put the book down gently, pursed his lips, cleared his throat. No one in the room made eye contact. “Someone has issues,” said Miss Charming in a quiet, singsongy voice. “I beg you, Lady Templeton,” Colonel Andrews said, standing, his smile almost convincingly nonchalant, “play something rousing on the pianoforte. I promised to engage Miss Erstwhile in a dance. I cannot break a promise to such a lovely young thing, not and break her heart and further blacken her view of the world, so you see my urgency.” “An excellent suggestion, Colonel Andrews,” Aunt Saffronia said. “It seems all our spirits could use a lift. I think we feel the lack of Sir Templeton’s presence, indeed I do.” Mr. Nobley, of course, declined to dance, so Jane and the colonel stood up with Captain East and Miss Charming, whose spirits were speedily improving. Twice she turned the wrong way, ramming herself into the captain’s shoulder, saying “pip, pip” and “jolly good.” Jane spied Mr. Nobley on the sofa, staring at the window and a reflection of the dancers.

Government is a contrivance of human wisdom to provide for human wants," wrote Edmund Burke in his Reflections on the Revolution in France. In the original and primary sense of lacks or needs, wants tend to structure our vision of government's responsibilities. The quest for security - whether economic, physical, psychological, or military - brings a sense of urgency to politics and is one of the enduring sources of passion in policy controversies. Need is probably the most fundamental political claim. Even toddlers know that need carries more weight than desire or deservingness. They learn early to counter a rejected request by pleading, "I need it." To claim need is to claim that one should be given the resources or help because they are essential. Of course, this raises the question "essential for what?" In conflicts over security, the central issues are what kind of security government should attempt to provide; what kinds of needs it should attempt to meet; and how the burdens of making security a collective responsibility should be distributed. Just as most people are all for equity and efficiency in the abstract, most people believe that society should help individuals and families when they are in dire need. But beneath this consensus is a turbulent and intense conflict over how to distinguish need from mere desire, and how to preserve a work - or - merit based system of economic distribution in the face of distribution according to need. Defining need for purposes of public programs become much an exercise like defining equity and efficiency. People try to portray their needs as being objective, and policymakers seek to portray their program criteria as objective, in order to put programs beyond political dispute. As with equity and efficiency, there are certain recurring strategies of argument that can be used to expand or contract a needs claim. In defense policy, relative need is far more important than absolute. Our sense of national security (and hence our need for weapons) depends entirely on comparison with the countries we perceive as enemies. And here Keynes is probably right: The need for weapons can only be satisfied by feeling superior to "them." Thus, it doesn't matter how many people our warheads can kill or how many cities they can destroy. What matters is what retaliatory capacity we have left after an attack by the other side, or whether our capacity to sustain an offense is greater than their capacity to destroy it. The paradox of nuclear weapons is that the more security we gain in terms of absolute capability (i.e., kill potential), the more insecure we make ourselves with respect to the consequences of nuclear explosions. We gain superiority only by producing weapons we ourselves are terrified to use.

The historian Max Hastings wrote in his book Inferno that “it is characteristic of all conflicts that until enemies begin to shoot, ships to sink and loved ones—or at least comrades—begin to die, even professional warriors often lack urgency and ruthlessness.

Now, it may be objected that Orwell was no Borges, that Nineteen Eighty-Four is no postmodern literary experiment, and that I am considering the Appendix too curiously. Perhaps the Newspeak essay should be seen simply as a parody 'presented in the form of a mock-survey, scientific and historical, of the language of Oceania,' whose purpose is to illustrate 'how a totalitarian oligarchy uses the rational tools of science as the instrument of power.' Or perhaps the problem I have identified could be explained as one more manifestation of 'the generic contradiction between naturalism and satire that is the basic formal determinant of the book.' Furthermore, it is pointless to second-guess an author; there are commonsense explanations for Orwell's decision to place the Newspeak essay in an Appendix, and for his failure to identify precisely the essay's author; the incongruities between the Appendix and the novel proper do not reduce the political urgency of the total work; it is a mistake to come to Nineteen Eighty-Four with expectations derived from more conventional novels; paradoxes are the stuff of futuristic stories; readers have a duty to suspend their disbelief; even Homer nods. But, if it was unlike Orwell to lure us deliberately into a hall of mirrors, he certainly did not lack ingenuity. And, even if he encountered difficulties he was unable to solve, his imperfect solutions were consonant with the plan to convey a world deprived of 'objective truth.' Even though his handling of the Appendix may have had unforeseen consequences for the book as a whole, the confusion raised by the document nevertheless 'works.' The footnote's implied promise of verification is hollow, and the reader's attempts to determine the 'objective truth' about Oceania—its social and political structure, its language, its fate—are frustrated. By trying to reconcile the novel and the Appendix, we experience for ourselves—'outside' the novel, as it were—what it might be like to inhabit a world in which the authenticity (never mind the accuracy or objectivity) of all documents is in doubt, in which documents are almost dreamlike, unfixed in time, infused with self-contradiction, at once recognisable and cryptic. Those who keep a checklist of Orwell's 'prophecies' may credit him with anticipating and dramatising the age of 'disinformation.

Histaiaeus shaved the head of his messenger, wrote the message on his scalp, and then waited for the hair to regrow. This was clearly a period of history that tolerated a certain lack of urgency.

Thank goodness you’re not dead, my dear,” Abigail began, stopping a few feet away from Lucetta. “I was certain you were going to drown when you went into the moat the first time, given that you were wearing such a heavy coat. But wasn’t it just so fortunate that my grandson was there to jump in and rescue you?” The reason behind the lack of urgency in Abigail getting to Lucetta immediately became clear. Shooting a glance to the man she’d assumed was the gardener—although the quality of his shirt should have been an indication he was nothing of the sort—Lucetta turned back to Abigail. “This is your grandson?” Abigail sent her a less than subtle wink. “Too right he is.” To Lucetta’s absolute relief, the grandson in question stepped forward before Abigail had an opportunity to begin waxing on about what a dish her grandson had turned out to be, a subject that would have embarrassed Lucetta no small amount, and probably the grandson as well. “Grandmother, this is certainly an unexpected surprise,” the man who was apparently Bram Haverstein said. Abigail beamed a smile Bram’s way and held out her hands, her beaming increasing when Bram immediately strode to her side, picked up both of her hands, and kissed them. “I’m sure you are surprised to see me, dear, just as I’m sure you meant to say delightful surprise, not unexpected, but enough about that. Even though you and Lucetta are dripping wet, we mustn’t ignore the expected pleasantries, so do allow me to formally introduce the two of you. Bram, this is my darling friend, Miss Lucetta Plum, and Lucetta, dear, this is my grandson, the one I’ve been telling you so much about, Mr. Bram Haverstein.” Trepidation was immediate when Bram flashed a big smile her way. Rising to her feet, Lucetta inclined her head. “It’s a pleasure to meet you, Mr. Haverstein.” “The pleasure is mine, Miss Plum,” Bram responded as he moved right up beside her and took her hand firmly in his, the heat from his skin sending a jolt of what she could only assume was alarm straight up her arm. “Do know that I’m a great, great admirer of your work.” Her sense of alarm promptly increased. Gentlemen who had no qualms admitting they were great, great admirers of her work were known to be rather . . . zealous. The very last circumstance Lucetta needed, or wanted for that matter, was to add another great admirer to her unwanted collection of them. Disappointment stole through her as Mr. Haverstein lifted her hand to his lips and placed a lingering kiss on her knuckles, that disappointment increasing when he lowered her hand and began speaking. “I must admit that I do think your role in The Lady of the Tower is your best to date. Why, I’ve come to the conclusion that Mr. Grimstone, the playwright, obviously had you in mind to play the part of Serena Seamore from the moment he began penning the story.” Abigail, apparently realizing that her grandson was not making a favorable impression—which certainly wouldn’t aid her matchmaking attempt—squared her shoulders, looking quite determined. “How lovely to discover you’re already familiar with my dear Lucetta and her work,” Abigail said. “But as both of you are dripping wet and certain to catch a cold if we linger, I’m going to suggest we repair to the castle and leave further talk of, uh, theater behind us.” She

The perceived lack of emotion is a symptom of Musk sometimes feeling like he’s the only one who really grasps the urgency of his mission.

1. Judges self harshly. 2. Fears criticism and judgment, but driven to be critical and judgmental of others. 3. Feels a sense of urgency; impulsive; impatient; compelled to seek immediate rather than delayed gratification. 4. Fears failure but unconsciously sabotages own success. 5. Fears disapproval and rejection, so unknowingly creates characteristics acceptable to others. 6. Fears commitment. 7. Feels inadequate/low self-esteem. Sometimes has to compensate by appearing superior. 8. Fears discovery of real self will cause rejection. 9. Fears intimacy. Unable to form close, loving, intimate relationships. 10. Fears loving and being loved. 11. Fears dependency on anyone or anything, yet are dependent personalities. 12. Fears abandonment but compelled to become involved with compulsive personalities that play out this fear. 13. Frightened of angry people. 14. Afraid to trust due to lack of trust in self. 15. Afraid to reveal inner secrets for fear of rejection or disapproval.  16. Afraid of people and authority figures. 17. Feels different/separated from others due to own feelings, which leads to depression. Isolates self. 18. Assumes responsibility for others’ feelings and behavior. 19. Grieves for the family they never had. 20. Unable to identify or ask for own wants and needs. Unconsciously denies them, for experience has taught that they will not be met. 21. Feels guilty when standing up for self, therefore has to give in to others. 22. Unable to feel or express true feelings as adults, because to feel at all is unbearably painful. In “denial.” 23. Unknowingly driven to build up barriers to protect self from own insecurities.  24. Unable or doesn’t know how to let go, relax, play or have fun. 25. Learns to criticize and blame self and others. 26. Has to make excuses for others’ weaknesses;  has unreasonable expectations of self and others. 27. Tries to find own identity in doing things, but finds it difficult to accept honest praise. 28. Desperately wants control and yet over-reacts to changes they can’t control. 29. Continually seeks outside approval by doing. 30. Takes things literally; it’s either right or wrong, black or white. 31. Takes self very seriously. 32. Distorted sense of responsibility. Concerned more for others than self. (Keeps one from the pain of looking too closely at self and own problems.) 33. Tends to repeat relationship patterns. 34. Has a need to help and seeks people who are victims. Are attracted by that weakness in love and friendship relationships. 35. Doesn’t know self or innate rights. Doesn’t realize it’s all right to make mistakes.  36. Craves validation of self-worth from others, not received as child. 37. Extremely loyal, even when loyalty is unjustified or even harmful. 38. Guesses at what normal or appropriate is. 39. Tends to be a perfectionist. 40. Unable to trust loved ones, authority figures or peers.

The historian Max Hastings wrote in his book Inferno that “it is characteristic of all conflicts that until enemies begin to shoot, ships to sink and loved ones—or at least comrades—begin to die, even professional warriors often lack urgency and ruthlessness

The country towered above me, a blank empty space containing nothing for us. Only one thing was real, more real to me now than the past that we’d lost or the future we didn’t have: if I put one foot in front of the other, the path would move me forward and a strip of dirt, often no more than a foot wide, had become home. It wasn’t just the chill in the air, the lowering of the sun’s horizon, the heaviness of the dew or the lack of urgency in the birds’ calls, but something in me was changing season too. I was no longer striving, fighting to change the unchangeable, not clenching in anxiety at the life we’d been unable to hold on to, or angry at an authoritarian system too bureaucratic to see the truth. A new season had crept into me, a softer season of acceptance. Burned in by the sun, driven in by the storm. I could feel the sky, the earth, the water and revel in being part of the elements without a chasm of pain opening at the thought of the loss of our place within it all. I was a part of the whole. I didn’t need to own a patch of land to make that so. I could stand in the wind and I was the wind, the rain, the sea; it was all me, and I was nothing within it. The core of me wasn’t lost. Translucent, elusive, but there and grown stronger with every headland.

The gain frame around synergies lacks a sense of urgency and may lead the potential purchaser to think that they can do this deal sometime in the future. Instead, you want to use loss framing by highlighting the risks in the potential acquirer's business that will be mitigated by owning your company. Building your BATNA by generating other interested purchasers will also help you to create a strong loss frame because you can highlight the competitors' interest in acquiring your company and the risk to the potential acquirer if their competitor owns your business.

untapped need. Give employees three weeks to develop proposals, and then have them evaluate one another’s ideas, advancing the most original submissions to the next round. The winners receive a budget, a team, and the relevant mentoring and sponsorship to make their ideas a reality. 2. Picture yourself as the enemy. People often fail to generate new ideas due to a lack of urgency. You can create urgency by implementing the “kill the company” exercise from Lisa Bodell, CEO of futurethink. Gather a group together and invite them to spend an hour brainstorming about how to put the organization out of business—or decimate

untapped need. Give employees three weeks to develop proposals, and then have them evaluate one another’s ideas, advancing the most original submissions to the next round. The winners receive a budget, a team, and the relevant mentoring and sponsorship to make their ideas a reality. 2. Picture yourself as the enemy. People often fail to generate new ideas due to a lack of urgency. You can create urgency by implementing the “kill the company” exercise from Lisa Bodell, CEO of futurethink. Gather a group together and invite them to spend an hour brainstorming about how to put the organization out of business—or decimate its most popular product, service, or technology. Then, hold a discussion about the most serious threats and how to convert them into opportunities to transition from defense to offense. 3. Invite employees from different functions and levels to pitch ideas. At DreamWorks Animation, even accountants and lawyers are encouraged and trained to present movie ideas. This kind of creative engagement can add skill variety to work, making it more interesting for employees while increasing the organization’s access to new ideas. And involving employees in pitching has another benefit: When they participate in generating ideas, they adopt a creative

But in most fields, incrementalism is merely a lack of audacity and boldness. Maybe you won't lose, but you won't win either. Larger, established enterprises are especially prone to incremental behavior because risks are not rewarded—but screwups are severely punished. Many of these companies end up killing themselves gradually, through stagnation. That's why very few enterprises that were in the Fortune 500 just 50 years ago still exist. A living organism like a business needs to reinvent itself all the time, rather than just consolidate and extend

Culture results from consequences, good and bad, as well as from the lack of consequences. If you want a strong culture, you will have to make hard decisions to let certain people go for the greater good. There's no way to avoid those cases.

Picture yourself as the enemy. People often fail to generate new ideas due to a lack of urgency. You can create urgency by implementing the “kill the company” exercise from Lisa Bodell, CEO of futurethink.

Most companies are notoriously bad at executing strategy. This is mainly due to a lack of focus on what’s most important to improve and a low sense of urgency for action. People struggle to prioritize important, long-term, strategic efforts against the crisis of the day. As a result, they fail to reach their growth potential.

If you’re Red, you’ll likely have already moved on to the next chapter, but could I ask you to consider my suggestion? You’re already painfully aware of how your feeling of urgency has worked against you, and your lack of interest in details has probably cost you a pretty penny. You know that you respond too quickly—sometimes even before you’ve understood the question you’ve been asked.

We now live in similar conditions—all kinds of people of divergent cultures and psychologies are thrown together. But because we live in a society of more apparent abundance and ease, we lack that sense of urgency to connect to other people. This is dangerous. In such a melting pot as the modern world, with people’s tastes changing at a faster pace than ever before, our success depends on our ability to move outside ourselves and connect to other social networks. At all costs, you need to continually force yourself outward. You must reach a point where any sense of losing this connection to your environment translates into a feeling of vulnerability and peril.

All faeries seem to work on their own timeline. I blame immortality for their lack of urgency.

You have mortal drive and urgency. Those are things the gods often lack.

The genius of George Fox was his emphasis on the individual’s direct encounter with God through the Holy Spirit. Yet an inherent weakness of Quakerism was its over-reliance on this direct experience of the Holy Spirit at the expense of the Word. The Quakers lacked an emphasis on the written Word of God as a corrective to individualistic spirituality. They also lacked dedication to the clear mission to make disciples of the nations. Their energy for mission was poured into commercial success and transforming society. Meanwhile, their lack of urgency in multiplying disciples meant they ultimately lost their cultural influence.

But he lacked a sense of urgency at key periods, and lacked a firm hand when one was sometimes called for. His greatest strength may have proved his greatest flaw—one that finally sunk John Jacob Astor’s West Coast empire. Wilson Price Hunt vastly preferred cooperation to confrontation.

Intellectual Patience is the delicate kind of patience which is guided by fine-tuned observations that lead the way to the anticipated scientific results without ever reverting to any regulatory measures. Its absence as a necessary social nourishment of a good-natured tolerance in the society marks a demonic urgency that feeds into a diseased arrangement. Autism -for example- is a symptom of Socialism; the ideology that lacks any intellectual patience and hastily throttles its subjects into interactional homogeneity. This is why planning, plotting and scheming are not considered as criteria of patience, but rather, of action - because they are generated thoughts. The only single mandate that overwrites this is that of God; and even The Lord Himself makes the parents as delegates of His authority over their own children until the child starts making her/his own choices. [Judicial activism] after all takes away the right to make choices from the people - to whom it were granted in the first place by The Lord.

What a Lack of Self-Awareness Looks Like Tina J., marketing manager Self-awareness score = 69 What people who work with her say: “On occasion, Tina’s stress and sense of urgency are projected/pushed on to other people.

Journalism has an urgency driven by events that philosophy tends to lack, while philosophy relies on analysis or contemplation that journalists often don’t have time for because of the demands of the profession.

For churches that observe behaviors from the list on the right, this is a strong indication that the associated convictions are not consistently held within the body. Leaders are often surprised when these deviant behaviors manifest, especially in a church with strong, biblical doctrinal and mission statements. We, as leaders, often assume that the things we hold dear transfer by osmosis to our church members. Sadly, it just doesn’t work this way. For example, many evangelical churches pride themselves on having a robust theology and conviction about the immanent return of Christ. And, if a majority of members in one of these churches was asked how they should live in light of that conviction, many would say something like, “I should live ready for His return any day.” Yet the same church may demonstrate consistently a lack of urgency. How can this be? Simple. People don’t always really believe what they say they believe. There is often disparity between actual beliefs and articulated ones. These cultural inconsistencies are pervasive and no church is immune. At Austin Stone, where Kevin serves as lead pastor, there was a time at the start of the church when this truth became so clear. For years, the leadership team talked about the call of every Christian to be a part of the mission of God. Yet, when looking deeply at the church, something was not quite right. The worship services were growing, but impact in the city was not. The team knew it needed more than just a sermon, more than just a class or a strategy. The church needed a cultural change. The Austin Stone was certain that God was calling her to be a church for the city of Austin, but teaching a list of “dos and don’ts” wasn’t going to get her there.4 The seeds for a city-loving, God-honoring church were in there, but until God altered some of the fundamental beliefs as a local church, nothing would have changed. The church needed to really believe the urgency of the mission, needed to really believe that the Lord was inviting His people to join Him on mission in all spheres of life. Culture change is key.

Without cultural change, we are hopeless to change existing results.5 Of all changes, cultural change is the most difficult. It is essentially changing the collective DNA of an entire group of people. To understand how to change culture, it is helpful to know how change works in general. Changing Church Culture Change is extremely difficult. One of the most vivid and striking examples of this painful reality is the inability of heart patients to change even when confronted with grim reality. Roughly six hundred thousand people have a heart bypass each year in the United States. These patients are told they must change. They must change their eating habits, must exercise, and quit smoking and drinking. If they do not, they will die. The case for change is so compelling that they are literally told, “Change or die.”6 Yet despite the clear instructions and painful reality, 90 percent of the patients do not change. Within two years of hearing such brutal facts, they remain the same. Change is that challenging for people. For the vast majority of patients, death is chosen over change. Yet leadership is often about change, about moving a group of people to a new future. Perhaps the most recognized leadership book on leading an organization to change is John Kotter’s Leading Change. And when ministry leaders speak or write about leadership, they often look to the wisdom found in the book of Nehemiah, as it chronicles Nehemiah’s leadership in rebuilding the wall around Jerusalem. Nehemiah led wide-scale change. Nehemiah never read Kotter’s book, and he led well without it. The Lord well equipped Nehemiah for the task of leading God’s people. But it is fascinating to see how Nehemiah’s actions mirror much of what Kotter has observed in leaders who successfully lead change. With a leadership development culture in mind, here are the eight steps for leading change, according to Kotter, and how one can see them in Nehemiah’s leadership. 1. Establish a sense of urgency. Leaders must create dissatisfaction with an ineffective status quo. They must help others develop a sense of angst over the brokenness around them. Nehemiah heard a negative report from Jerusalem, and it crushed him to the point of weeping, fasting, and prayer (Neh. 1:3–4). Sadly, the horrible situation in Jerusalem had become the status quo. The disgrace did not bother the people in the same way that it frustrated Nehemiah. After he arrived in Jerusalem, he walked around and observed the destruction. Before he launched the vision of rebuilding the wall, Nehemiah pointed out to the people that they were in trouble and ruins. He started with urgency, not vision. Without urgency, plans for change do not work. If you assess your culture and find deviant behaviors that reveal some inaccurate theological beliefs, you must create urgency by pointing these out. If you assess your culture and find a lack of leadership development, a sense of urgency must be created. Leadership development is an urgent matter because the mission the Lord has given us is so great.

Impatience combines all three ingredients of toxic stress: unpleasant experiences, pressure or urgency, and lack of control.

Confronting a lack of performance is never fun, but has to be done at all levels of the organization—based on data and facts, not negative emotions.

Culture results from consequences, good and bad, as well as from the lack of consequences.

Start‐ups can be incredibly immature, filled with people who don't behave with professional decorum. In Silicon Valley they call it “lacking adult supervision.

Sometimes, I tell them stories about their mom. They used to come up a lot, because it was important that we remember. Stories still come up, but the sadness around the stories has mostly gone. There’s a lightness to these stories now, a lack of urgency.