Leading Through Uncertainty Quotes

She didn’t know how long they stood on that roof, tangled up in each other, mouths and hands roving until she moaned and dragged him through the greenhouse, down the stairs, and into the carriage waiting outside. And then there was the ride home, where he did things to her neck and ear that made her forget her own name. They managed to straighten themselves out as they reached the castle gates, and kept a respectable distance as they walked back to her room, though every inch of her felt so alive and burning that it was a miracle she made it back to her door without pulling him into a closet.But then they were inside her rooms, and then at her bedroom door, and he paused as she took his hand to lead him in. “Are you sure?” She lifted a hand to his face, exploring every curve and freckle that had become so impossibly precious to her. She had waited once before—waited with Sam, and then it had been too late. But now, there was no doubt, no shred of fear or uncertainty, as if every moment between her and Chaol had been a step in a dance that had led to this threshold. “I’ve never been so sure of anything in my life,” she told him. His eyes blazed with hunger that matched her own, and she kissed him again, tugging him into her bedroom. He let her pull him, not breaking the kiss as he kicked the door shut behind them.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

The value of philosophy is, in fact, to be sought largely in its very uncertainty. The man who has no tincture of philosophy goes through life imprisoned in the prejudices derived from common sense, from the habitual beliefs of his age or his nation, and from convictions which have grown up in his mind without the co-operation or consent of his deliberate reason. To such a man the world tends to become definite, finite, obvious; common objects rouse no questions, and unfamiliar possibilities are contemptuously rejected. As soon as we begin to philosophize, on the contrary, we find, as we saw in our opening chapters, that even the most everyday things lead to problems to which only very incomplete answers can be given. . . . --From The Problems of Philosophy (Oxford: Oxford Univ. Press, 1912).

We can’t opt out of the uncertainty, risk, and emotional exposure that’s woven through our daily experiences. Life is vulnerable.

The moment when mortality, ephemerality, uncertainty, suffering, or the possibility of change arrives can split a life in two. Facts and ideas we might have heard a thousand times assume a vivid, urgent, felt reality. We knew them then, but they matter now. They are like guests that suddenly speak up and make demands upon us; sometimes they appear as guides, sometimes they just wreck what came before or shove us out the door. We answer them, when we answer, with how we lead our lives. Sometimes what begins as bad news prompts the true path of a life, a disruptive visitor that might be thanked only later. Most of us don’t change until we have to, and crisis is often what obliges us to do so. Crises are often resolved only through anew identity and new purpose, whether it’s that of a nation or a single human being.

And like an epiphany just landed on my shoulder, everything feels right. A calming acceptance settles over me, and I know, that even through the twists and uncertainty of time, it's okay if my heart sometimes leads me.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

The value of philosophy is, in fact, to be sought largely in its very uncertainty. The man who has no tincture of philosophy goes through life imprisoned in the prejudices derived from common sense, from the habitual beliefs of his age or his nation, and from convictions which have grown up in his mind without the co-operation or consent of his deliberate reason. To such a man the world tends to become definite, finite, obvious; common objects rouse no questions, and unfamiliar possibilities are contemptuously rejected. As soon as we begin to philosophize, on the contrary, we find, as we saw in our opening chapters, that even the most everyday things lead to problems to which only very incomplete answers can be given. Philosophy, though unable to tell us with certainty what is the true answer to the doubts which it raises, is able to suggest many possibilities which enlarge our thoughts and free them from the tyranny of custom. Thus, while diminishing our feeling of certainty as to what things are, it greatly increases our knowledge as to what they may be; it removes the somewhat arrogant dogmatism of those who have never travelled into the region of liberating doubt, and it keeps alive our sense of wonder by showing familiar things in an unfamiliar aspect.

The dissolving, uniting forces combine what to us have been incompatible: attraction with repulsion, darkness with light, the erotic with the destructive.  If we can allow these opposites to meet they move our inner resonance to a higher vibratory plane, expanding consciousness into new realms.  It was exciting, through my explorations some of which I share in later chapters, to learn firsthand that the sacred marriage or coniunctio, the impulse to unite seeming opposites, does indeed seem to lie at the heart of the subtle body’s imaginal world. One important characteristic of the coniunctio is its paradoxical dual action.  The creative process of each sacred marriage, or conjoining of opposites, involves not only the unitive moment of joining together in a new creation or ‘third,’ but also, as I have mentioned, a separating or darkening moment.5 The idea that “darkness comes before dawn” captures this essential aspect of creativity.  To state an obvious truth we as a culture are just beginning to appreciate.  In alchemical language, when darkness falls, it is said to be the beginning of the inner work or the opus of transformation. The old king (ego) must die before the new reign dawns. The early alchemists called the dark, destructive side of these psychic unions the blackness or the nigredo.  Chaos, uncertainty, disillusionment, depression, despair, or madness prevails during these liminal times of  “making death.” The experiences surrounding these inner experiences of darkness and dying (the most difficult aspects were called mortificatio) may constitute our culture’s ruling taboo. This taboo interferes with our moving naturally to Stage Two in the individuating process, a process that requires that we pass through a descent into the underworld of the Dark Feminine realities of birthing an erotic intensity that leads to dying. Entranced by our happily-ever-after prejudiced culture, we often do not see that in any relationship, project or creative endeavor or idea some form of death follows naturally after periods of intense involvement.  When dark experiences befall, we tend to turn away, to move as quickly as possible to something positive or at least distracting, away from the negative affects of grieving, rage, terror, rotting and loss we associate with darkness and dying. As

Pay attention to your dreams and follow them closely to where they may lead you. No matter how crazy or seemingly impossible they appear — to you or the world. Yet, be open to the possibility that the road, even the destination will likely be different than what you had imagined. Then it matters not what actually happens. For the journey becomes the destination, constantly metamorphosing with each and every step along the way. You see, taking a bold leap into the unknown means trusting that you will either land on a feathered bed or you will come to realise that you can fly, perhaps toward undreamed of heights. This, as I conceive, is what flowing through a full life entails: Acknowledging the risks of seeking to materialise your dreams, courageously embracing the uncertainty rather than fearing it, and confidently going for the jump anyway. Abandon the comfort. Float away. Adjust the sails according to the Winds of Change.

And while [we] do have possibilities that are vast and magnificent and almost infinite in scope, it's important to remember that our choice-rich lives have the potential to breed their own brand of trouble. We are susceptible to emotional uncertainties and neuroses that are probably not very common among the Hmong, but that run rampant these days among my contemporaries in, say, Baltimore. The problem, simply put, is that we cannot choose everything simultaneously. So we live in danger of becoming paralyzed by indecision, terrified that every choice might be the wrong choice...Equally disquieting are the times when we do make a choice, only to later feel as though we have murdered some other aspect of our being by settling on one single concrete decision. By choosing Door Number Three, we fear we have killed off a different -- but equally critical piece of our soul that could only have been made manifest by walking through Door Number One or Door Number Two. ...Two of anything brings the automatic possibility of uncertainty to our lives. Now imagine a life in which every day a person is presented with not two or even three but dozens of choices, and you can begin to grasp why the modern world has become, even with all its advantages, a neurosis-generating machine of the highest order. In a world of such abundant possibility, many of us simply go limp from indecision. Or we derail our life's journey again and again, backing up to try the doors we neglected on the first round, desperate to get it right this time. Or we become compulsive comparers - always measuring our lives against some other person's life, secretly wondering if we should have taken her path instead. Compulsive comparing, of course, only leads to debilitating causes of "life envy": the certainty that somebody else is much luckier than you, and that if only you had her body, her husband, her children, her job, everything would be easy and wonderful and happy. All these choices and all this longing can create a weird kind of haunting in our lives - as though the ghosts of all our other, unchosen, possibilities linger forever in a shadow world around us, continuously asking, "Are you certain this is what you really wanted?" And nowhere does that question risk haunting us more than in our marriages, precisely because the emotional stakes of that most intensely personal choice have become so huge.

We might ask what role relational neuroscience plays in these kinds of experiences. For me, it begins with the body. Cultivating an understanding -- and most importantly a felt sense -- of these neural pathways helps us attune body to body with our people as they enter these deeper, more challenging realms. Through resonance, our capacity to attend to our bodies while remaining in a ventral state gradually becomes theirs. An indispensable support comes from our left hemisphere's deepening understanding of the particulars of the healing process. The stability this provides helps our right stay as engaged as possible in the relationship with all its emerging uncertainty. When Joshua became so suddenly depressed, Jaak Panksepp came to mind, so I could remain curious rather than scared. When Caroline entered increasingly intense states with her mother, Stephen Porges helped me remain mindful of our joined windows of tolerance and the necessity of staying in connection for co-regulation and disconfirmation to occur. The whole process of leading, following and responding rests on his statement, "Safety IS the treatment". In the broadest way, Dan Siegel's voice fosters deep acquaintance with the principles of interpersonal neurobiology, which supports hope for healing, confidence in our inherent health, and appreciation for our co-organizing brains. Each of these strands of knowledge increases our trust in the process. You may sense yourself adding to the list those that have been most helpful for you.

It is frightening to step off onto the treacherous footbridge leading to the second half of life. We can’t take everything with us on this journey through uncertainty. Along the way, we discover that we are alone. We no longer have to ask permission because we are the providers of our own safety. We must learn to give ourselves permission. We stumble upon feminine or masculine aspects of our natures that up to this time have usually been masked. There is grieving to be done because an old self is dying. By taking in our suppressed and even our unwanted parts, we prepare at the gut level for the reintegration of an identity that is ours and ours alone—not some artificial form put together to please the culture or our mates. It is a dark passage at the beginning. But by disassembling ourselves, we can glimpse the light and gather our parts into a renewal.

The unreal is the illogical. And this age seems to have a capacity for surpassing even the acme of illogicality, of anti-logicality: it is as if the monstrous reality of the war had blotted out the reality of the world. Fantasy has become logical reality, but reality evolves the most a-logical phantasmagoria. An age that is softer and more cowardly than any preceding age suffocates in waves of blood and poison-gas; nations of bank clerks and profiteers hurl themselves upon barbed wire; a well-organized humanitarianism avails to hinder nothing, but calls itself the Red Cross and prepares artificial limbs for the victims; towns starve and coin money out of their own hunger; spectacled school-teachers lead storm-troops; city dwellers live in caves; factory hands and other civilians crawl out on their artificial limbs once more to the making of profits. Amid a blurring of all forms, in a twilight of apathetic uncertainty brooding over a ghostly world, man like a lost child gropes his way by the help of a small frail thread of logic through a dream landscape that he calls reality and that is nothing but a nightmare to him. The melodramatic revulsion which characterizes this age as insane, the melodramatic enthusiasm which calls it great, are both justified by the swollen incomprehensibility and illogicality of the events that apparently make up its reality. Apparently! For insane or great are terms that can never be applied to an age, but only to an individual destiny. Our individual destinies, however, are as normal as they ever were. Our common destiny is the sum of our single lives, and each of these single lives is developing quite normally, in accordance, as it were, with its private logicality. We feel the totality to be insane, but for each single life we can easily discover logical guiding motives. Are we, then, insane because we have not gone mad?

Philosophy is the theory of multiplicities, each of which is composed of actual and virtual elements. Purely actual objects do not exist. Every actual surrounds itself with a cloud of virtual images. This cloud is composed of a series of more or less extensive coexisting circuits, along which the virtual images are distributed, and around which they run. These virtuals vary in kind as well as in their degree of proximity from the actual particles by which they are both emitted and absorbed. They are called virtual in so far as their emission and absorption, creation and destruction, occur in a period of time shorter than the shortest continuous period imaginable; it is this very brevity that keeps them subject to a principle of uncertainty or indetermination. The virtuals, encircling the actual, perpetually renew themselves by emitting yet others, with which they are in turn surrounded and which go on in turn to react upon the actual: ‘in the heart of the cloud of the virtual there is a virtual of a yet higher order ... every virtual particle surrounds itself with a virtual cosmos and each in its turn does likewise indefinitely.’ It is the dramatic identity of their dynamics that makes a perception resemble a particle: an actual perception surrounds itself with a cloud of virtual images, distributed on increasingly remote, increasingly large, moving circuits, which both make and unmake each other. These are memories of different sorts, but they are still called virtual images in that their speed or brevity subjects them too to a principle of the unconsciousness. It is by virtue of their mutual inextricability that virtual images are able to react upon actual objects. From this perspective, the virtual images delimit a continuum, whether one takes all of the circles together or each individually, a spatium determined in each case by the maximum of time imaginable. The varyingly dense layers of the actual object correspond to these, more or less extensive, circles of virtual images. These layers, whilst themselves virtual, and upon which the actual object becomes itself virtual, constitute the total impetus of the object. The plane of immanence, upon which the dissolution of the actual object itself occurs, is itself constituted when both object and image are virtual. But the process of actualization undergone by the actual is one which has as great an effect on the image as it does on the object. The continuum of virtual images is fragmented and the spatium cut up according to whether the temporal decompositions are regular or irregular. The total impetus of the virtual object splits into forces corresponding to the partial continuum, and the speeds traversing the cut-up spatium. The virtual is never independent of the singularities which cut it up and divide it out on the plane of immanence. As Leibniz has shown, force is as much a virtual in the process of being actualized as the space through which it travels. The plane is therefore divided into a multiplicity of planes according to the cuts in the continuum, and to the divisions of force which mark the actualization of the virtual. But all the planes merge into one following the path which leads to the actual. The plane of immanence includes both the virtual and its actualization simultaneously, without there being any assignable limit between the two. The actual is the complement or the product, the object of actualization, which has nothing but virtual as its subject. Actualization belongs to the virtual. The actualization of the virtual is singularity whereas the actual itself is individuality constituted. The actual falls from the plane like a fruit, whist the actualization relates it back to the plane as if to that which turns the object back into a subject.

In physical terms, we know that every human action can be reduced to a series of impersonal events: Genes are transcribed, neurotransmitters bind to their receptors, muscle fibers contract, and John Doe pulls the trigger on his gun. But for our commonsense notions of human agency and morality to hold, it seems that our actions cannot be merely lawful products of our biology, our conditioning, or anything else that might lead others to predict them. Consequently, some scientists and philosophers hope that chance or quantum uncertainty can make room for free will. For instance, the biologist Martin Heisenberg has observed that certain processes in the brain, such as the opening and closing of ion channels and the release of synaptic vesicles, occur at random, and cannot therefore be determined by environmental stimuli. Thus, much of our behavior can be considered truly “self-generated”—and therein, he imagines, lies a basis for human freedom. But how do events of this kind justify the feeling of free will? “Self-generated” in this sense means only that certain events originate in the brain. If my decision to have a second cup of coffee this morning was due to a random release of neurotransmitters, how could the indeterminacy of the initiating event count as the free exercise of my will? Chance occurrences are by definition ones for which I can claim no responsibility. And if certain of my behaviors are truly the result of chance, they should be surprising even to me. How would neurological ambushes of this kind make me free? Imagine what your life would be like if all your actions, intentions, beliefs, and desires were randomly “self-generated” in this way. You would scarcely seem to have a mind at all. You would live as one blown about by an internal wind. Actions, intentions, beliefs, and desires can exist only in a system that is significantly constrained by patterns of behavior and the laws of stimulus-response. The possibility of reasoning with other human beings—or, indeed, of finding their behaviors and utterances comprehensible at all—depends on the assumption that their thoughts and actions will obediently ride the rails of a shared reality. This is true as well when attempting to understand one’s own behavior. In the limit, Heisenberg’s “self-generated” mental events would preclude the existence of any mind at all. The indeterminacy specific to quantum mechanics offers no foothold: If my brain is a quantum computer, the brain of a fly is likely to be a quantum computer, too. Do flies enjoy free will? Quantum effects are unlikely to be biologically salient in any case. They play a role in evolution because cosmic rays and other high-energy particles cause point mutations in DNA (and the behavior of such particles passing through the nucleus of a cell is governed by the laws of quantum mechanics). Evolution, therefore, seems unpredictable in principle.13 But few neuroscientists view the brain as a quantum computer. And even if it were, quantum indeterminacy does nothing to make the concept of free will scientifically intelligible. In the face of any real independence from prior events, every thought and action would seem to merit the statement “I don’t know what came over me.” If determinism is true, the future is set—and this includes all our future states of mind and our subsequent behavior. And to the extent that the law of cause and effect is subject to indeterminism—quantum or otherwise—we can take no credit for what happens. There is no combination of these truths that seems compatible with the popular notion of free will.

Seminary is for men who are seriously considering the ministry; it is a place where a man may test his gifts and calling in the service of the Word...Uncertainty about a call to the ministry may indicate with certainty a call to theological training. Even when God does not call a man to pastoral work, he often leads through seminary study to other ministries of teaching and to informed leadership in the work of the church.

A story is told of a trip to the Holy Land in which the tourist group saw a flock of sheep being driven through town. As they watched, with digital cameras flashing, one sightseer asked the guide, “I thought the shepherd led the sheep from the front. Why is he in the back?” The guide simply replied, “Sir, that’s not the shepherd. That’s the butcher.” That’s Satan’s position. He drives and shoves us from the rear with reminders of our past, fears of our future and uncertainties in the present. He pushes through people and situations to lead us to the slaughter. Satan is the thief that comes to “steal, kill and destroy.

One evening an elder Cherokee told his grandson about a battle that goes on inside all people. He said, “My son, the battle is between two wolves inside us. One is Fear. It carries anxiety, concern, uncertainty, hesitancy, indecision and inaction. The other is Faith. It brings calm, conviction, confidence, enthusiasm, decisiveness, excitement and action.” The grandson thought about it for a moment and then meekly asked his grandfather: “Which wolf wins?” The old Cherokee replied, “The one you feed.” Your journey toward extraordinary results will be built above all else on faith. It’s only when you have faith in your purpose and priorities that you’ll seek out your ONE Thing. And once certain you know it, you’ll have the personal power necessary to push you through any hesitancy to do it. Faith ultimately leads to action, and when we take action we avoid the very thing that could undermine or undo everything we’ve worked for—regret.

Even in darkness, if you close your eyes and try to walk, a serenade of light guides you. And it is not just blank philosophy, it's absolutely true and something that we actually know in the deepest corner of our heart, if only our minds let us look deep enough. And at this time when the world is seeped in a cloud of uncertainty, a shade of darkness that is so dense that an unknown fear clutch us and we fall deep inside that pit of fire, I hope we do not forget that often fire is the most potent element in this Earth to purify us, and even from the ashes one can rise provided we hold on to that Hope, that is the very wings of Faith. This time, this quarantine as they call it, or this Solitude as I call it is making us realize so much and each time I come across a post breathing with life be it music, art, introspective words, I know that this time is letting some of us sink deep in the realm of spiritual growth, even if the outer countenance of that is limited to a shape. The paintings, the songs, the dance and act performances, the cooking dishes, the motivating words, the happiness of spending time with family, the mirth and laughter, even in the frugalities showing the battles of survival, and actually in every littlest post, all I can see is how everyone is getting hold of their inner light and delving into something that gives them the fuel to this light. Sometimes a wreck of clouds bring in a burst of rainfall that perhaps had been long due and yet a silver lining often lurks around as a surprising gift of that grey canopy of clouds. The rain might jolt on the fields of harvest but brings in the promise of a better harvest, and soothes the earth with the harmony of tranquil serenity. The sky shines with a rainbow that we embrace in our hearts through that belief in our abilities and the joy of love, the complete invincible love for ourselves with each and every particle of our soul, and there we rise in compassion and shine in gratitude. I believe, I always believe that anything that we practice often, again and again and yet again, becomes a part of us and sometimes all of us. And perhaps the best practice that we can all indulge in at the moment is the practice of mindfulness, of knowing what truly we want not what we are programmed to want but what lies deep dormant in the innermost vicinity of our hearts where we as souls reside because once we know that, we would know how silence speaks in the sharpest tongue beckoning us again and again onto the path of love, where a serenade of light leads us even through the darkest of gloom.

I’m not here to give you a road map. I’m here to tell you: this is what you should expect to see. If I gave you the map Lewis and Clark made, it would be pretty easy to get from here to the West Coast. That’s why everybody remembers the names Lewis and Clark and nobody remembers who read their map and took the trip the second time. “If you don’t think you can deal with this amount of uncertainty and failure,” he continued, “then wait for Lewis and Clark to deliver the map and you can be one of those people who does a good job following their lead. But if you want to be one of those people who do what these innovators did, be prepared, like they did, to fail and get frostbite and have people not make it. If you’re not prepared for that stuff, that’s okay: don’t do it. There is plenty of room in the world for other people. But if you do want to do it—if you want to go off and do really big things—be prepared for them to take way longer than you thought, cost way more than you expected, and be full of failures that are painful, embarrassing, and frustrating. If it’s not going to kill you, keep trudging through the mud.

Pay attention to your dreams and follow them closely to where they may lead you. No matter how crazy or seemingly impossible they appear — to you or the world. Yet, be open to the possibility that the road, even the destination will likely be different than what you had imagined. Then it matters not what actually happens. For the journey becomes the destination, constantly metamorphosing with each and every step along the way. You see, taking a bold leap into the unknown means trusting that you will either land on a feathered bed or you will come to realise that you can fly, perhaps toward undreamed of heights. This, as I conceive, is what flowing through a full and worthy life entails: Acknowledging the risks of seeking to materialise your dreams, courageously embracing the uncertainty rather than fearing it, and confidently going for the jump anyway. Abandon the comfort. Float away. Adjust the sails according to the Winds of Change.

The fact is that all roads lead to Rome. Eventually, regardless of what you choose to do, you will end up having the experiences you came here for. You may have spiritual amnesia and find yourself getting lost again and again, but your soul is always right there next to you, waiting for you to wake up and pay attention to what it has to tell you. It will make sure you have the experiences it wants you to have, even when you’re taking every back road and “wrong” turn. Trust it! When you add your light to the sum of Light and co-create wholeheartedly, mindfully, and respectfully in community with others, you are doing what you came here to do. You will be on the right road even if it seems you are taking the long way and wasting time. If you think about it, why wouldn’t you take the scenic route rather than the highway? Are you in a rush to get somewhere? What’s the destination? Get rid of the mentality that you are going “to” some specific place on the map—trying to create some specific situation that will allow you to be happy ever after. Life will always change, and you will always be in motion. So the scenic route is a back road—not the most direct, fastest way to what you think you want to experience. Guess what? You can experience joy, abundance—whatever you seek—wherever you are. And your soul may want something more: the experience of opening your heart and your eyes in compassion. You may have to take a back road to have that experience because you probably don’t have “develop deeper understanding of people who frustrate me” and “experience the bittersweetness of life” on your small self’s list of goals to accomplish. Remember, your soul takes winding paths to get the experiences it wants to have. It is working with Spirit to co-create a reality your small self might not be conscious of—although

Something deep inside the caverns of your psyche is beginning to transform. Can you feel the magic beckon? Are you ready to reclaim, repair, and knit together all the pieces of the authentic you that were lost within when you were wounded in your past? They can serve you now, but you have to illuminate them and see them in a new light. The old stories of your life can take on new meaning. When you free yourself from their stamp on your identity, miracles can and do happen. All it takes is willingness to let go and let something new reveal itself to you. A map is appearing for you now, and it’s like a spherical, sparkling hologram, calling you to journey home to who you truly are. Unlike maps in the modern physical world, this map of the soul has plenty of uncharted places. And the map itself is only revealed when you take blind steps inward, led by your first sense. Those steps you take will lead you into the dark, mysterious world of your inner psyche, where you can come to know yourself and Spirit and experience unconditional love and acceptance. There’s no reason to be afraid, because Spirit is always with you. You will know that and feel it when you say the words that bring in the magic: not “abracadabra” but “thank you.” Thank you! This abracadabra is simple and profound. Immersing yourself in a meditation on deep, immense gratitude invokes Spirit to fill your consciousness and remind you that you are blessed to be given the gift of life—the gift of being able to co-create reality. While we always live between the pillars of what is and what might be, we reclaim our power to be the storytellers of our own lives when we connect with Spirit through gratitude.

Successfully navigating complex change requires the ability to lead people through uncertainty.

After comparing desired with available resources, it became crystal clear that the company was pursuing many more projects than it had people to staff. In particular, by trying to engage in many highly demanding platform launches at the same time, the company was unlikely to do justice to its portfolio of options. Nor was it likely to manage the enhancement launches (as opposed to platform launches) that current customers were demanding, because many of these were still on the drawing board and were competing for the same scarce design and engineering talent as the major platform launches. In short, the company was taking on too much. The results of this overcommitment meant that project deadlines perpetually slipped, promises to key customers were often broken, and people were beginning to feel burned out. This situation is not uncommon. The processes through which companies take on projects usually lead them to discover that they haven’t got the resources to do justice to everything on their plates. In particular, when managers have not clearly thought through which resources for projects will be needed to support their needs to either build new platforms or learn through options, the different types of projects compete with each other, creating confusion. This lack of coordination is also typical of companies that haven’t matched their strategy to available resources. A far wiser approach is to pursue a few well-run projects than to chase down a grab-bag of forever-behind-schedule and over-budget initiatives.

It’s training the mind to handle uncertainty long enough so that you can nudge or guide your response in the right direction. To create space so that you don’t jump straight from unease to the quickest possible solution, but to the “correct” one. The first step in redefining toughness is to understand where we went wrong, why bulldozing through often leads to a worse outcome.

Degrading information quality through standardization. Quantification is seductive, because it organizes and simplifies knowledge. It offers numerical information that allows for easy comparison among people and institutions.2 But that simplification may lead to distortion, since making things comparable often means that they are stripped of their context, history, and meaning.3 The result is that the information appears more certain and authoritative than is actually the case: the caveats, the ambiguities, and uncertainties are peeled away,

As a society, we pursue happiness and become measurably less happy over time. We privilege autonomy, and end up bound by rules to which we never assented, and more spied on than any people since the beginning of time. We pursue leisure through technology, and discover that the average working day is longer than ever, and that we have less time than we had before. The means to our ends are ever more available, while we have less sense of what our ends should be, or whether there is purpose in anything at all. Economists carefully model and monitor the financial markets in order to avoid any future crash: they promptly crash. We are so eager that all scientific research result in ‘positive findings’ that it has become progressively less adventurous and more predictable, and therefore discovers less and less that is a truly significant advance in scientific thinking. We grossly misconceive the nature of study in the humanities as utilitarian, in order to get value for money, and thus render it pointless and, in this form, certainly a waste of resource. We ‘improve’ education by dictating curricula and focussing on exam results to the point where free-thinking, arguably an overarching goal of true education, is discouraged; in our universities many students are, in any case, so frightened that the truth might turn out not to conform to their theoretical model that they demand to be protected from discussions that threaten to examine the model critically; and their teachers, who should know better, in a serious dereliction of duty, collude. We over-sanitise and cause vulnerability to infection; we over-use antibiotics, leading to super-bacteria that no antibiotic can kill; we make drugs illegal to protect society, and, while failing comprehensively to control the use of drugs, create a fertile field for crime; we protect children in such a way that they cannot cope with – let alone relish – uncertainty or risk, and are rendered vulnerable. The left hemisphere’s motivation is control; and its means of achieving it alarmingly linear, as though it could see only one of the arrows in a vastly complex network of interactions

You’ll have stopped making sentences in quarantine, In the special ward set aside for sentence making once the outline is finished, The way you were taught in school. Instead, writing becomes intrinsic to the act of thinking, Completely intertwined with it. You’re also learning to trust the ability to work in your head And learning how your mind works, Which is something you may not have noticed before. We’re always hastening to be done writing, But we’re also hastening to get out of the presence of our thoughts. Everything about thinking makes us nervous. We don’t believe there’s much of value to be found there. We don’t know when we’ll come to the end of our thoughts, But we think it may be soon. Why? Your mind is silent yet filled with voices and uncertainty. The uncertainty you feel is one of the places sentences will come from, And experience will make your uncertainty more certain. Stop fearing what you’ll find as you think. Give yourself over to this experiment. Your intentions will diverge from themselves. Your starting point may lead to places you didn’t imagine, Places that ask you to reconsider your starting point. You may feel yourself clinging to your original intention. Why? Because it came first? Why not follow the crosscurrents of your thinking And see where they lead? I don’t mean follow them blindly. Allow your thinking to adjust your intentions in the light of your discoveries. This may mean relinquishing your original intention If you find a better one as you write. The piece you’re writing is simply the one that happens to get written. If you’d begun another way, made a different turn, even started in a different mood, A different piece would have come into being. The writer’s world is full of parallel universes. You discover, word by word, the one you discover. Ten minutes later—another hour of thought—and you would have found your way into a different universe. The piece is permeable to the world around it. It’s responsive to time itself, to the very hour of its creation. This is an immensely freeing thing to understand. It liberates you from the anxiety of sequence, The fear that there’s only one way through your subject, Only one useful approach. Learn to accept the discontinuity between yourself and what you write, The discontinuity between your will, your intention, your plan And the discoveries you make as you work. Abandon the idea of predetermination, The shaping force of your intention, Until you’ve given it up for good. Bring your intentions, by all means, but accept that the language we use Is a language of accidentals, always skewing away from the course we set. This is something not to mourn but to revel in— Not only for the friction and sideslip inherent in the language But for freeing us from the narrowness of our preconceptions.

I’d much rather have you under me on the mat than spare time.” His arm wraps around my waist, tugging me closer. “When it comes to the other marked ones, don’t risk trusting them. Not yet. They know they can’t kill you, but some of them would be happy to see you hurt given who your mother is.” “Back to that, are we?” I try to smile, but my lower lip trembles. I’m not actually upset about him leaving. That’s the lemonade talking. “Never left that,” he reminds me, keeping his voice low even though the others in the courtyard are now giving us more than enough privacy. “Keep yourself alive, and I’ll be back in seven days.” His hand slides to the side of my neck, and his thumb grazes my jawline as he lowers his mouth to only a breath above mine. “We managed to keep each other alive today. Trust me yet?” My heart jolts. I can almost taste his kiss, and gods, I want it. “With my life,” I whisper. “That’s all?” His mouth hovers above mine, all promise and no delivery. “That’s all.” Trust is earned, and he isn’t even trying. “Too bad,” he whispers, lifting his head. “But like I said, anticipation is a good thing.” Common sense crashes through the fog of lust with embarrassing ease. For fuck’s sake, what did I almost do? “No anticipation.” I outright glare, but my words lack bite. “We aren’t happening, remember? That’s your choice. I have every right to walk right back into the gathering hall and pick whomever I want to warm my bed. Someone a little more ordinary.” It’s a bluff. Maybe. Or alcohol. Or maybe I just want him to feel the same uncertainty I do. “You absolutely have every right, but you won’t.” He gives me a slow smile. “Because you’re impossible to replace?” It does not come out as a compliment. At least that’s what I tell myself. “Because you still love me.” The certainty in his eyes pricks every inch of my temper. “Fuck off and leave, Riorson.” “I would, but you’ve got a death grip on me.” He glances between our bodies. “Ugh!” I drop my hands from his waist and step back. “Go.” “See you in seven days, Violence.” He backs away, moving toward the tunnel that leads to the flight field. “Try not to burn the place down while I’m gone.

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

I also showed the engineers a framework for play devised by Scott Eberle, an intellectual historian of play and vice president for interpretation at the Strong National Museum of Play in Rochester, New York. Eberle feels that most people go through a six-step process as they play. While neither he nor I believe that every player goes through exactly these steps in this order, I think it’s useful to think of play in this way. Eberle says that play involves: Anticipation, waiting with expectation, wondering what will happen, curiosity, a little anxiety, perhaps because there is a slight uncertainty or risk involved (can we hit the baseball and get safely on base?), although the risk cannot be so great that it overwhelms the fun. This leads to . . . Surprise, the unexpected, a discovery, a new sensation or idea, or shifting perspective. This produces . . . Pleasure, a good feeling, like the pleasure we feel at the unexpected twist in the punch line of a good joke. Next we have . . . Understanding, the acquisition of new knowledge, a synthesizing of distinct and separate concepts, an incorporation of ideas that were previously foreign, leading to . . . Strength, the mastery that comes from constructive experience and understanding, the empowerment of coming through a scary experience unscathed, of knowing more about how the world works. Ultimately, this results in . . . Poise, grace, contentment, composure, and a sense of balance in life. Eberle diagrams this as a wheel. Once we reach poise, we are ready to go to a new source of anticipation, starting the ride all over again.

This is too much. I know I agreed to all of this and I'm proud of you, but Avery I don't want you to run for president. I know it's a long way off, but it's too much stress. I've been reading, stress is a leading precipitator of heart attacks and heart disease. Please let this be enough. We aren't young men any longer, we don't have a lot of time left on this planet, and you've forged ground no one thought you could, " Kane said, lifting his tear-filled gaze to Avery. "I've followed you for years, asking very little. Please let it end here." Avery's heart lurched in his chest. Kane was his everything. One heartbeat passed, and then a second, before Kane's tears began to spill from his eyes and roll silently down his cheeks. He recognized what he thought might be uncertainty and apprehension in his husband. Kane started to pull away from him. Knowing his partner felt so much anguish over his position almost slayed him where he lay. "No more. I promise this is it. We'll see this through and then we'll bow out," Avery reached for Kane, pulling him back reassuringly against his body. "Thank you!" Kane's expression lit up, and he climbed back on top of Avery, placing random kisses all over his entire face. "Thank you!

MANAGING THE CURRENCY WELL-MANAGED Policy makers bluff, conveying that they will never allow the currency to weaken much. When they do devalue, it’s a surprise. The devaluation is large enough that the people are no longer broadly expecting the currency weakening more (creating a two-way market). POORLY MANAGED Policy makers are widely expected to allow a currency weakness, causing more downward pressure on the currency and higher interest rates. The initial devaluation is small, and further devaluations are needed. The market expects this, causing higher interest rates and inflation expectations. CLOSING EXTERNAL IMBALANCES WELL-MANAGED Tight monetary policy causes domestic demand to contract in line with the fall in incomes. Policy makers create incentives for investors to stay in the currency (i.e., higher interest rates that compensate for risk of currency depreciation). POORLY MANAGED Policy makers favor domestic conditions, and monetary policy is too loose, putting off domestic pain and stoking inflation. Policy makers attempt to stop the outflow of capital with capital controls or other restrictive measures. SMOOTHING THE DOWNTURN WELL-MANAGED Use reserves judiciously to smooth the withdrawal of foreign capital while working to close imbalances. POORLY MANAGED Rely on reserve sales to maintain higher levels of spending. MANAGING BAD DEBTS/DEFAULTS WELL-MANAGED Work through debts of entities that are over-indebted, making up the gap with credit elsewhere. POORLY MANAGED Allow disorderly defaults that lead to increased uncertainty and capital flight.

When it comes to the zone of uncertainty, questology is the compass to lead through the smoke of doubt.

This, Henry thought, provided the opening through which attention could give rise to volition. In the brain, the flow of calcium ions within nerve terminals is subject to the Heisenberg Uncertainty Principle. There is a probability associated with whether the calcium ions will trigger the release of neurotransmitter from a terminal vesicle—a probability, that is, and not a certainty. There is, then, also a probability but not a certainty that this neuron will transmit the signal to the next one in the circuit, without which the signal dies without leading to an action. Quantum theory represents these probabilities by means of a superposition of states. Just as an excited atom exists as a superposition of the states “Decay” and “Don’t decay,” so a synapse exists as a superposition of the states “Release neurotransmitter” and “Don’t release neurotransmitter.” This superposition corresponds to a superposition of different possible courses of action: if the “Release neurotransmitter” state comes out on top, then neuronal transmission takes place and the thought that this neuron helps generate is born. If the “Don’t release neurotransmitter” state wins, then the thought dies before it is even born. By choosing whether and/or how to focus on the various possible states, the mind influences which one of them comes into being.

They were able to step back from their automatic responses and glimpse the full scope of existence. Life, they knew, endured through the cycles of the sun and moon and seasons, but as the dead around them attested, it also had an end. What was the purpose? Looking closely at these reflective individuals, I realized I could perceive their Birth Visions; they had come into the Earthly dimension with the specific purpose of initiating humanity’s first existential awakening. And, even though I couldn’t see its full scope, I knew that in the back of their minds was held the larger inspiration of the World Vision. Before their birth, they were aware that humanity was embarking on a long journey that they could already see. But they also knew that progress along this journey would have to be earned, generation by generation—for as we awakened to pursue a higher destiny, we also lost the calm peace of unconsciousness. Along with the exhilaration and freedom of knowing we were alive came the fear and uncertainty of being alive without knowing why. I could see that humanity’s long history would be moved by these two conflicting urges. On the one hand, we would be moved past our fears by the strength of our intuitions, by our mental images that life was about accomplishing some particular goal, of moving culture forward in a positive direction that only we, as individuals, acting with courage and wisdom, could inspire. From the strength of these feelings we would be reminded that, as insecure as life appeared, we were, in fact, not alone, that there was purpose and meaning underlying the mystery of existence. Yet, on the other hand, we would often fall prey to the opposite urge, the urge to protect ourselves from the Fear, at times losing sight of the purpose, falling into the angst of separation and abandonment. This Fear would lead us into a frightened self-protection, fighting to retain our positions of power, stealing energy from each other, and always resisting change and evolution, regardless of what new, better information might be available. As the awakening continued, millennia passed, and I watched as humans gradually began to coalesce into ever-larger groups, following a natural drive to identify with more people, to move into more complex social organizations. I could see that this drive came from the vague intuition, known fully in the Afterlife, that human destiny on Earth was to evolve toward unification.