Last Reps Quotes

After all, you aren’t built to be transformed in a single day. You are built to improve little by little, connection by connection, rep by rep. As Wooden also said, “Don’t look for the big, quick improvement. Seek the small improvement one day at a time. That’s the only way it happens—and when it happens, it lasts.

The human world never figured out the phenomenal expense it took to create New Atlantis, or the unlikelihood that it would ever be possible again. To them, it looked as if we pulled our Gotham out of a cereal box. They saw their abandoned buildings turn into craters overnight, and assumed that that was the sort of thing we would always be capable of doing. Not a bad rep to have.

Parliament will also struggle with Shakespeare. Rappers stutter too when they flirt. The palms of poised politicians sweat. Police officers fart. Princesses get wedgies. Royal Guards had to keep from laughing. The last rep in the gym will make any arm shake. Presidents had to apply. Rome fell.

though. Our Azadian friends are always rather nonplussed by our lack of a flag or a symbol, and the Culture rep here—you’ll meet him tonight if he remembers to turn up—thought it was a pity there was no Culture anthem for bands to play when our people come here, so he whistled them the first song that came into his head, and they’ve been playing that at receptions and ceremonies for the last eight years.” “I thought I recognized one of the tunes they played,” Gurgeh admitted. The drone pushed his arms up and made some more adjustments. “Yes, but the first song that came into the guy’s head was ‘Lick Me Out’; have you heard the lyrics?” “Ah.” Gurgeh grinned. “That song. Yes, that could be awkward.” “Damn right. If they find out they’ll probably declare war. Usual Contact snafu.

The body that isn't used to. maybe the ninth, tenth... eleventh, and twelfth rep with a certain weight. So that makes the body grow, then. Going through this pain barrier. Experiencing pain in your muscles and aching... and just go on and go on. And this last two or three or four repetitions... that's what makes the muscle then grow. And that divides one from a champion and one from not being a champion. lf you can go through this pain barrier, you may get to be a champion. lf you can't go through, forget it. And that's what most people lack, is having the guts. The guts to go in and just say, ''l'll go through and l don't care what happens.'' lt aches, and if l fall down.... l have no fear of fainting in a gym... because l know it could happen. l threw up many times while l was working out. But it doesn't matter, because it's all worth it.

The first caller’s avatar appeared in front of me in my support chat room. His name and stats also appeared, floating in the air above him. He had the astoundingly clever name of “HotCock007.” I could see that it was going to be another fabulous day. HotCock007 was a hulking bald barbarian with studded black leather armor and lots of demon tattoos covering his arms and face. He was holding a gigantic bastard sword nearly twice as long as his avatar’s body. “Good morning, Mr. HotCock007,” I droned. “Thank you for calling technical support. I’m tech rep number 338645. How may I help you this evening?” The customer courtesy software filtered my voice, altering its tone and inflection to ensure that I always sounded cheerful and upbeat. “Uh, yeah …” HotCock007 began. “I just bought this bad-ass sword, and now I can’t even use it! I can’t even attack nothing with it. What the hell is wrong with this piece of shit? Is it broke?” “Sir, the only problem is that you’re a complete fucking moron,” I said. I heard a familiar warning buzzer and a message flashed on my display: COURTESY VIOLATION—FLAGS: FUCKING, MORON LAST RESPONSE MUTED—VIOLATION LOGGED

How are things going with your brothers?” “The judge set a date to hear me out after graduation. Mrs.Collins has been prepping me.” “That is awesome!” “Yeah.” “What’s wrong?” “Carrie and Joe hired a lawyer and I lost visitation.” Echo placed her delicate hand over mine.“Oh, Noah. I am so sorry." I’d spent countless hours on the couch in the basement, staring at the ceiling wondering what she was doing. Her laughter, her smile, the feel of her body next to mine, and the regret that I let her walk away too easily haunted me. Taking the risk, I entwined my fingers with hers. Odds were I’d never get the chance to be this close again. "No, Mrs. Collins convinced me the best thing to do is to keep my distance and follow the letter of the law." "Wow, Mrs. Collins is a freaking miracle worker. Dangerous Noah Hutchins on the straight and narrow. If you don’t watch out she’ll ruin your rep with the girls." I lowered my voice. "Not that it matters. I only care what one girl thinks about me." She relaxed her fingers into mine and stroked her thumb over my skin. Minutes into being alone together, we fell into each other again, like no time had passed. I could blame her for ending us, but in the end, I agreed with her decision. “How about you, Echo? Did you find your answers?” “No.” If I continued to disregard breakup rules, I might as well go all the way. I pushed her curls behind her shoulder and let my fingers linger longer than needed so I could enjoy the silky feel. “Don’t hide from me, baby. We’ve been through too much for that.” Echo leaned into me, placing her head on my shoulder and letting me wrap an arm around her. “I’ve missed you, too, Noah. I’m tired of ignoring you.” “Then don’t.” Ignoring her hurt like hell. Acknowledging her had to be better. I swallowed, trying to shut out the bittersweet memories of our last night together. “Where’ve you been? It kills me when you’re not at school.” “I went to an art gallery and the curator showed some interest in my work and sold my first piece two days later. Since then, I’ve been traveling around to different galleries, hawking my wares.” “That’s awesome, Echo. Sounds like you’re fitting into your future perfectly. Where did you decide to go to school?” “I don’t know if I’m going to school.” Shock jolted my system and I inched away to make sure I understood. “What the fuck do you mean you don’t know? You’ve got colleges falling all over you and you don’t fucking know if you want to go to school?” My damned little siren laughed at me. “I see your language has improved.” Poof—like magic, the anger disappeared. “If you’re not going to school, then what are your plans?” "I’m considering putting college off for a year or two and traveling cross-country, hopping from gallery to gallery.” “I feel like a dick. We made a deal and I left you hanging. I’m not that guy who goes back on his word. What can I do to help you get to the truth?” Echo’s chest rose with her breath then deflated when she exhaled. Sensing our moment ending, I nuzzled her hair, savoring her scent. She patted my knee and broke away. “Nothing. There’s nothing you can do.” "I think it’s time that I move on. As soon as I graduate, this part of my life will be over. I’m okay with not knowing what happened.” Her words sounded pretty, but I knew her better. She’d blinked three times in a row.

Left alone, I must quickly have drifted off into my own thoughts, for I did not notice the barman return. He must have done so, however, for I was soon drinking coffee, staring at the mirrored wall behind the bar - in which I could see not only my own reflection but much of the room behind me. After a while, for some reason, i found myself replaying in my head key moments from a football match I had attended many years earlier - an encounter between Germany and Holland. I adjusted my posture on the high-stool - I could see I was hunching excessively - and tried recalling the names of the players in the Dutch team that year. Rep, Krol, Haan, Neeskens. After several minutes I had succeeded in remembering all but two of the players, but these last two names remained just beyond the rim of my recall. As I tried to remember, the sound of the fountain behind me, which at first I had found quite soothing, began to annoy me. It seemed that if only it woulds stop, my memory would unlock and I would finally remember the names.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Imagine having to put a code into your phone when you go to the toilet, and then have a weekly meeting with your supervisor where you have to justify why you were 1.2 minutes above the average toilet break allocated to you last week,” wrote another. Lindsay, who worked as a rep on Walmart and Sam’s Club accounts a few years back, told me the stress of her job caused her to develop digestive problems. “Even though I went to the doctor and brought a note explaining what was wrong, my supervisor still insisted on following me into the bathroom to ‘make sure’ I really did have diarrhea every single time,” Lindsay said. “She would stand outside the stall door and listen to me shit.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

SOYEN SHAKU, the first Zen teacher to come to America, said: “My heart burns like fire but my eyes are as cold as dead ashes.” He made the following rules which he practiced every day of his life. In the morning before dressing, light incense and meditate. Retire at a regular hour. Partake of food at regular intervals. Eat with moderation and never to the point of satisfaction. Receive a guest with the same attitude you have when alone. When alone, maintain the same attitude you have in receiving guests. Watch what you say, and whatever you say, practice it. When an opportunity comes do not let it pass by, yet always think twice before acting. Do not regret the past. Look to the future. Have the fearless attitude of a hero and the loving heart of a child. Upon retiring, sleep as if you had entered your last sleep. Upon awakening, leave your bed behind you instantly as if you had cast away a pair of old shoes.

But this was worse than personal. This was about Louise, alias Anemone, cut up on a surgical platter, about Elizabeth Elliott stabbed to death and too poor to be resleeved, Irene Elliott, weeping for a body that a corporate rep wore on alternate months, Victor Elliott, whiplashed between loss and retrieval of someone who was and yet was not the same woman. This was about a young black man facing his family in a broken-down, middle-aged white body; it was about Virginia Vidaura walking disdainfully into storage with her head held high and a last cigarette polluting lungs she was about to lose, no doubt to some other corporate vampire. It was about Jimmy de Soto, clawing his own eye out in the mud and fire at Innenin, and the millions like him throughout the Protectorate, painfully gathered assemblages of individual human potential, pissed away into the dung heap of history. For all these, and more, someone was going to pay.

So, absent the chance to make every job applicant work as hard as a college applicant, is there some quick, clever, cheap way of weeding out bad employees before they are hired? Zappos has come up with one such trick. You will recall from the last chapter that Zappos, the online shoe store, has a variety of unorthodox ideas about how a business can be run. You may also recall that its customer-service reps are central to the firm’s success. So even though the job might pay only $11 an hour, Zappos wants to know that each new employee is fully committed to the company’s ethos. That’s where “The Offer” comes in. When new employees are in the onboarding period—they’ve already been screened, offered a job, and completed a few weeks of training—Zappos offers them a chance to quit. Even better, quitters will be paid for their training time and also get a bonus representing their first month’s salary—roughly $2,000—just for quitting! All they have to do is go through an exit interview and surrender their eligibility to be rehired at Zappos. Doesn’t that sound nuts? What kind of company would offer a new employee $2,000 to not work? A clever company. “It’s really putting the employee in the position of ‘Do you care more about money or do you care more about this culture and the company?’ ” says Tony Hsieh, the company’s CEO. “And if they care more about the easy money, then we probably aren’t the right fit for them.” Hsieh figured that any worker who would take the easy $2,000 was the kind of worker who would end up costing Zappos a lot more in the long run. By one industry estimate, it costs an average of roughly $4,000 to replace a single employee, and one recent survey of 2,500 companies found that a single bad hire can cost more than $25,000 in lost productivity, lower morale, and the like. So Zappos decided to pay a measly $2,000 up front and let the bad hires weed themselves out before they took root. As of this writing, fewer than 1 percent of new hires at Zappos accept “The Offer.

the sales reps walks by her office, taps on the glass wall and calls out, ‘Yo, Soph!’ She calls back ‘Yo, Matt!’ and waves a fist in the air like a homeboy. She is such a fraud. She taps quickly on the delete key, thinking with pleasurable horror of the reaction if she had accidentally clicked on ‘send’. Their hurt, earnest faces! What can Thomas possibly want, after all this time? She finds herself remembering a sugary-brown smell. It is the smell of cinnamon toast, frangipani blossoms and Mr Sheen –the smell of his Aunt Connie’s house. Sophie had been going out with Thomas for nearly a year when she decided to break up with him. The decision was the result of weeks of agonised self-analysis. Yes, she loved him, but did she love him for the right reasons? She knew, for example, that it was right to love a man for his kind heart, but wrong to love him for his bank account. It was fine to love him for his gorgeous blue eyes, but shallow to love him for his tanned muscles. (Unless, of course, they were uniquely his muscles,

So let’s go down another level of niching and call our product…. “Time Management for B2B Outbound Sales Reps.” Following the same principles of specificity, now we know our sales people probably have very experienced deals and commissions. A single sale would easily net this salesman $500 (or more), so it would be easy to justify a $499 price tag. This is already a 25x increase in price for almost an identical product. I could stop here, but I’m going to go one step further. Let’s just niche down one last level…. “Time Management for B2B Outbound Power Tools & Gardening Sales Reps.” Boom. Think about it for a second, if you were a power tools outbound sales rep, you would think to yourself “This is made exactly for me” and would happily fork over maybe $1000 to $2000 for a time management program that could help you achieve your goal. The actual pieces of the program may be the same as the generic $19 course, but since they have been applied, and the sales messaging could speak so much to this avatar, they will find it more compelling and get more value from it in a real way.

On the last reps of the last set, when you can’t push anymore, gather thoughts of the one you love or hate the most and feel the magic.

Rehearse like it’s your first time, deliver like it’s your last.

Do a set of push-ups and end a few repetitions short of failure. Record the number. Rest at least 30 minutes. Do ~40 repetitions of the following breathing exercise: Max inhale (raise chest) and “let go” exhale (drop chest sharply). The let-go exhale can be thought of as a short “hah.” If you’re doing this correctly, after 20 to 30 reps you might feel loose, mild lightheadedness, and a little bit of tingling. The tingling is often felt in the hands first. On the last breathing cycle, breathe in completely, exhale completely, then do another set of push-ups. More often than not, people will experience

In order to make a muscle hypertrophy (grow) we also know that time under tension (TUT) is important. Many muscle magazines will talk about TUT and how it helps muscles grow but what they don’t realize is that TUT works differently in a steroid-using lifter and a normal lifter. Lots of light weight and tension (high rep sets that last long) work well for a steroid user but not for a normal lifter. In order for a normal lifter to benefit from TUT they must first increase strength so that they can lift more (which will increase force) and therefore grow. Natural lifters can also increase TUT by spending more time in the eccentric part of the lift.

This pattern is similar to lattice. It diverges in at alternating points with interruptions in the lines of the lattice, which results in a pattern that is more complex to the eye. Use it for women’s coats, skirts, cushion covers, and washcloths. Cast on a multiple of 2 sts. Rows 1, 3, 5, and 7 (WS): Purl. Row 2 (RS): *LT, k2, LT, RT; rep from * to end. Row 4: K1, *LT, k2, RT, k2; rep from *, ending last rep k1. Row 6: *RT, LT, RT, k2; rep from * to end. Row 8: K3, *LT, k2, RT, k2; rep from * to last 5 sts, LT, k3. Rep rows 1–8 for broken lattice.

Broken Lattice This pattern is similar to lattice. It diverges in at alternating points with interruptions in the lines of the lattice, which results in a pattern that is more complex to the eye. Use it for women’s coats, skirts, cushion covers, and washcloths. Cast on a multiple of 2 sts. Rows 1, 3, 5, and 7 (WS): Purl. Row 2 (RS): *LT, k2, LT, RT; rep from * to end. Row 4: K1, *LT, k2, RT, k2; rep from *, ending last rep k1. Row 6: *RT, LT, RT, k2; rep from * to end. Row 8: K3, *LT, k2, RT, k2; rep from * to last 5 sts, LT, k3. Rep rows 1–8 for broken lattice.

Our patriotic forefathers believed we could not be trusted to conduct this government as their interests required that it should be conducted, so they drafted a constitution under which government by the people became a practical impossibility. They talked glibly about a " republic " and handed the people the sop of representation in the house of rep- resentatives, because they realized that unless they made a pretense of creating a republic the new Constitution would be rejected. Doubtless these statements will come as something of a shock to those persons who know nothing in particular about the Constitution except that they have always been told that it is almost a sacred document. Little lawyers, puffed with pride that the Constitution underlies so much of their learning, are also likely to remain unconvinced that t}ie organic law of the United States is not the last word in republican government. But men of information and intelligence will not be surprised. To such as these, all that has been set down here is but an old story.

X Enhance Male Pills X Enhance Male Enhancement ay of means of real customers of the strategies. Anyone will ken proper away what to be sincere works precisely what does now no longer paintings. The following step is to squeeze your laptop muscle via way of means of preserving your clench for an extended duration all of the time. Do three squeezes, every lasting five seconds - have a 2 2d hole related to every rep. As you may do surely see, the use of those drugs encompass an related to advantages. Attempting to shop for male

Pick a kettlebell you can clean and press—a clean before each press, that is—roughly five to eight times. C&P it once with your weaker arm, switch hands and put it up with your stronger arm. Rest. Two reps. Another short break. Three reps. Then start over at one. Do three ladders, for a total of 18 repetitions, the first week; add a ladder the next week and a ladder the week after. Five ladders, total 30 reps. You will stay with five ladders from now on. Although the top “rung” of each ladder, especially the last, should be tough, you must not fail! Never train to failure! If you want to know why, read Power to the People! The Party is always right.

IS FATIGUE ALL IN YOUR HEAD? In the early 1990s, in a physiology lab at the University of Cape Town in South Africa, an exercise scientist named Tim Noakes, MD, unveiled a radical new way to think about fatigue. Until then, prevailing wisdom held that fatigue occurred in the body. At a certain intensity or duration of physical effort, the demands we put on our muscles become too great and, eventually, our muscles fail. Ask any athlete, from a marathon runner to a powerlifter, and they will be familiar with the feeling. It’s not a particularly comfortable one. What at first is a manageable burn becomes worse and worse until they can no longer bear it. The runner’s pace slows to a mere shuffle; the powerlifter can’t manage to hoist the barbell up for one last rep. Try as they might, they simply run out of gas and their muscles cease to contract. Noakes, however, wasn’t convinced that fatigue occurred in the body or that muscles actually ran out of gas. He questioned why so many athletes, seemingly overwhelmed by fatigue, were suddenly able to speed up during the final stretch of a race when the end was in sight. If the muscles were truly dead, Noakes hypothesized, these finish-line spurts would be impossible. To prove his point, Noakes attached electrical sensors to athletes and then instructed them to lift weights with their legs until they simply couldn’t lift any longer. (In exercise science, this is called “inducing muscle failure.”) When the weights slammed down and each participant tapped out, reporting they could no longer contract their muscles, Noakes ran an electrical current through the sensor. Much to the surprise of everyone—especially to the participants whose legs were dead—their muscles contracted. Although the participants could not contract their muscles on their own, Noakes proved that their muscles actually had more to give. The participants felt drained, but empirically, their muscles were not. Noakes repeated similar versions of this experiment and observed the same result. Although participants reported being totally depleted and unable to contract their muscles after exercising to what they thought was failure, when electrical stimulation was applied, without fail, their muscles produced additional force. This led Noakes to conclude that contrary to popular belief, physical fatigue occurs not in the body, but in the brain. It’s not that our muscles wear out; rather, it is our brain that shuts them down when they still have a few more percentage points to give. Noakes speculates this is an innately programmed way of protecting ourselves. Physiologically, we could push our bodies to true failure (i.e., injury and organ failure), but the brain comes in and creates a perception of failure before we actually harm ourselves. The brain, Noakes remarked, is our “central governor” of fatigue. It’s our “ego” shutting us down when confronted by fear and threat. In other words, we are hardwired to retreat when the going gets tough. But like Boyle and Strecher demonstrated, it is possible to override the central governor.

Invent as if it’s your first; innovate as if it’s your last.

Oh, same. No exes or school bullies. No cringey television show characters. No shitty coworkers or mean customer service reps.” “That last one was very specific,” Bo says, pouring two cups of water from the bottle left on the table. “Brittany from Staples knows what she did.

While Iris mercilessly teased Christine until the poor girl looked ready to start flinging icicles, Alex and Andrew continued their merciless assault on Kevin. “You put the ‘k’ in otaku.” “When people look up otaku in the dictionary, they see your face.” “You’ve even got an otaku meme on Twitter.” “Shut up! I am not an otaku!” Kevin stood up and slammed his hands on the stone table. He glared at his friends. “I’m not! Just because I like anime that doesn’t mean I’m an otaku. And you two have no right to say anything!” He pointed an accusing finger at Alex and Andrew. “You watch and read just as much anime and manga as I do!” “You make a good point,” Alex admitted. “It doesn’t change the fact that you are, indeed, an otaku.” Andrew nodded at his brother’s words. “Only a true otaku would deny being otaku.” “No, they wouldn’t! Otaku are people who proudly proclaim their status even though they know others will look down on them for it. That’s half the reason they get such a bad rep in Japan, and even then, Japanese society has begun to accept otaku culture more readily in the last few years. I once read an article on Rocket News 24 that some people are beginning to think that being otaku isn’t something to be ashamed of.” “And how could you possibly know that unless you were an otaku?” Iris teased. Kevin grabbed his hair and threw his head back. “Arggghhh!” “Poor Kevin.” Lilian giggled. “Getting ganged up on by everyone.” “Ha…” Kevin sat down and pouted at his mate. “You’re not really helping me out, you know. You should be backing me up.” “I can only back you up when something isn’t true.” “Now you’re just being mean.” “I’m sorry,” Lilian said in mock contrite, her eyes glittering with mirth. “Would a hug make it better?” Kevin sniffled. “Maybe.” Lilian spread her arms wide. “Okay. Come here, Kevin.” “Lilian.” “Kevin!” “Lilian!” “Would you two knock it off already!” Christine snapped out of her state of perpetual humiliation long enough to shout at the hugging couple.

Imagine that you’re standing in the middle of the floor of a prison cell. Around you are solid concrete walls and a solid steel door. The only window is a small slit on the back wall of your cell, but it’s so high up above your head that you can’t see out of it unless you grip the ledge and haul yourself up with sheer brute strength. Imagine that you pull yourself up there by your fingertips, actually feeling what it would be like—the muscles in your hands, forearms, and biceps all activated and getting more exhausted by the second; the rough texture of the wall scraping your belly and thighs as you struggle to ascend; the cold steel of the window bars around your hands. When you finally pull yourself up above the ledge, you’re nearly blinded by a brilliant light from the outside. It’s the light of creation, and it bursts into the window and makes everything disappear. There’s only the light—no prison cell, no window, and no you. Nothing exists anymore but infinite light. That’s the meditation. Just like the pull-up or chin-up you’re imagining yourself doing, one repetition is probably not enough to do much. There aren’t any rules as to how many times you should visualize the above, but I think ten reps is a good start. And when that becomes easy, try working your way up to a hundred times. When you get truly proficient at it, you’ll notice a peculiar sensation. As you imagine the light obliterating everything (including you), you’ll start to feel as if you’ve been cast back into your own body—gently, yet forcefully. You’ll also experience a temporary state of being grounded in the present moment, in your physical form, with no stray thoughts whatsoever. Mindfulness has been increasing in popularity for the last decade or so, and people apply it in the context of just about anything these days—golf, cooking, running, tennis, parenting, and so on. Originating thousands of years ago

Our Azadian friends are always rather nonplussed by our lack of a flag or a symbol, and the Culture rep here—you’ll meet him tonight if he remembers to turn up—thought it was a pity there was no Culture anthem for bands to play when our people come here, so he whistled them the first song that came into his head, and they’ve been playing that at receptions and ceremonies for the last eight years.” “I thought I recognized one of the tunes they played,” Gurgeh admitted. The drone pushed his arms up and made some more adjustments. “Yes, but the first song that came into the guy’s head was ‘Lick Me Out’; have you heard the lyrics?” “Ah.” Gurgeh grinned. “That song. Yes, that could be awkward.” “Damn right. If they find out they’ll probably declare war. Usual Contact snafu.

The last three or four reps is what makes the muscle grow. This area of pain divides the champion from someone else who is not a champion. That's what most people lack, having the guts to go on and just say they'll go through the pain no matter what happens.

Instead of dwindling into an atrophic puddle of sick fat, we can make our ending like a failed last rep at the end of a final workout. Strong, vigorous and useful, to the last.

It helped us know exactly who we were speaking to at all times. And exactly whose problems we were solving. But simplicity and ease may not be enough to sway you, so let me illustrate why honing in on one niche will make you more money. Reason: you can literally charge 100x more for the exact same product. Dan Kennedy was the first person to illustrate this for me, and I will do my best to pass on the torch to you in these pages. Niching Product Pricing Example: Example Dan Kennedy taught me this (and it changed my life forever). Let’s say you sold a generic course on Time Management. Unless you were some massive time management guru with a compelling or unique story, it would be unlikely it would turn into anything significant. What do you think “yet another” time management course is valued at? $19, $29? Sure. Nothing to write home about. Let’s just say $19 for illustration sake. **Now we shall unleash the power of niche pricing in various stages on your product** So let’s imagine you make the product more specific, keeping the same principles, and call it “Time Management For Sales Professionals.” All of a sudden, this course is for a more specific type of person. We could tie their increase to even one more sale or one more deal and it would be worth more. But there are a lot of sales people. So this might be a $99 product. Neat, but we can do better. So let’s go down another level of niching and call our product…. “Time Management for B2B Outbound Sales Reps.” Following the same principles of specificity, now we know our sales people probably have very experienced deals and commissions. A single sale would easily net this salesman $500 (or more), so it would be easy to justify a $499 price tag. This is already a 25x increase in price for almost an identical product. I could stop here, but I’m going to go one step further. Let’s just niche down one last level…. “Time Management for B2B Outbound Power Tools & Gardening Sales Reps.” Boom. Think about it for a second, if you were a power tools outbound sales rep, you would think to yourself “This is made exactly for me” and would happily fork over maybe $1000 to $2000 for a time management program that could help you achieve your goal.