Learning Continuity Plan Quotes

Learning After some time, you learn the subtle difference between holding a hand and imprisoning a soul; You learn that love does not equal sex, and that company does not equal security, and you start to learn…. That kisses are not contracts and gifts are not promises, and you start to accept defeat with the head up high and open eyes, and you learn to build all roads on today, because the terrain of tomorrow is too insecure for plans… and the future has its own way of falling apart in half. And you learn that if it’s too much even the warmth of the sun can burn. So you plant your own garden and embellish your own soul, instead of waiting for someone to bring flowers to you. And you learn that you can actually bear hardship, that you are actually strong, and you are actually worthy, and you learn and learn…and so every day. Over time you learn that being with someone because they offer you a good future, means that sooner or later you’ll want to return to your past. Over time you comprehend that only who is capable of loving you with your flaws, with no intention of changing you can bring you all happiness. Over time you learn that if you are with a person only to accompany your own solitude, irremediably you’ll end up wishing not to see them again. Over time you learn that real friends are few and whoever doesn’t fight for them, sooner or later, will find himself surrounded only with false friendships. Over time you learn that words spoken in moments of anger continue hurting throughout a lifetime. Over time you learn that everyone can apologize, but forgiveness is an attribute solely of great souls. Over time you comprehend that if you have hurt a friend harshly it is very likely that your friendship will never be the same. Over time you realize that despite being happy with your friends, you cry for those you let go. Over time you realize that every experience lived, with each person, is unrepeatable. Over time you realize that whoever humiliates or scorns another human being, sooner or later will suffer the same humiliations or scorn in tenfold. Over time you learn to build your roads on today, because the path of tomorrow doesn’t exist. Over time you comprehend that rushing things or forcing them to happen causes the finale to be different form expected. Over time you realize that in fact the best was not the future, but the moment you were living just that instant. Over time you will see that even when you are happy with those around you, you’ll yearn for those who walked away. Over time you will learn to forgive or ask for forgiveness, say you love, say you miss, say you need, say you want to be friends, since before a grave, it will no longer make sense. But unfortunately, only over time…

I walked past Malison, up Lower Main to Main and across the road. I didn’t need to look to know he was behind me. I entered Royal Wood, went a short way along a path and waited. It was cool and dim beneath the trees. When Malison entered the Wood, I continued eastward.  I wanted to place his body in hallowed ground. He was born a Mearan. The least I could do was send him to Loric. The distance between us closed until he was on my heels. He chose to come, I told myself, as if that lessened the crime I planned. He chose what I have to offer. We were almost to the cemetery before he asked where we were going. I answered with another question. “Do you like living in the High Lord’s kitchens?” He, of course, replied, “No.” “Well, we’re going to a better place.” When we reached the edge of the Wood, I pushed aside a branch to see the Temple of Loric and Calec’s cottage. No smoke was coming from the chimney, and I assumed the old man was yet abed. His pony was grazing in the field of graves. The sun hid behind a bank of clouds. Malison moved beside me. “It’s a graveyard.” “Are you afraid of ghosts?” I asked. “My father’s a ghost,” he whispered. I asked if he wanted to learn how to throw a knife. He said, “Yes,” as I knew he would.  He untucked his shirt, withdrew the knife he had stolen and gave it to me. It was a thick-bladed, single-edged knife, better suited for dicing celery than slitting a young throat. But it would serve my purpose. That I also knew. I’d spent all night projecting how the morning would unfold and, except for indulging in the tea, it had happened as I had imagined.  Damut kissed her son farewell. Malison followed me of his own free will. Without fear, he placed the instrument of his death into my hand. We were at the appointed place, at the appointed time. The stolen knife was warm from the heat of his body. I had only to use it. Yet I hesitated, and again prayed for Sythene to show me a different path. “Aren’t you going to show me?” Malison prompted, as if to echo my prayer.

Chess teaches foresight, by having to plan ahead; vigilance, by having to keep watch over the whole chess board; caution, by having to restrain ourselves from making hasty moves; and finally, we learn from chess the greatest maxim in life - that even when everything seems to be going badly for us we should not lose heart, but always hoping for a change for the better, steadfastly continue searching for the solutions to our problems.

In life, the question is not if you will have problems, but how you are going to deal with your problems. If the possibility of failure were erased, what would you attempt to achieve? The essence of man is imperfection. Know that you're going to make mistakes. The fellow who never makes a mistake takes his orders from one who does. Wake up and realize this: Failure is simply a price we pay to achieve success. Achievers are given multiple reasons to believe they are failures. But in spite of that, they persevere. The average for entrepreneurs is 3.8 failures before they finally make it in business. When achievers fail, they see it as a momentary event, not a lifelong epidemic. Procrastination is too high a price to pay for fear of failure. To conquer fear, you have to feel the fear and take action anyway. Forget motivation. Just do it. Act your way into feeling, not wait for positive emotions to carry you forward. Recognize that you will spend much of your life making mistakes. If you can take action and keep making mistakes, you gain experience. Life is playing a poor hand well. The greatest battle you wage against failure occurs on the inside, not the outside. Why worry about things you can't control when you can keep yourself busy controlling the things that depend on you? Handicaps can only disable us if we let them. If you are continually experiencing trouble or facing obstacles, then you should check to make sure that you are not the problem. Be more concerned with what you can give rather than what you can get because giving truly is the highest level of living. Embrace adversity and make failure a regular part of your life. If you're not failing, you're probably not really moving forward. Everything in life brings risk. It's true that you risk failure if you try something bold because you might miss it. But you also risk failure if you stand still and don't try anything new. The less you venture out, the greater your risk of failure. Ironically the more you risk failure — and actually fail — the greater your chances of success. If you are succeeding in everything you do, then you're probably not pushing yourself hard enough. And that means you're not taking enough risks. You risk because you have something of value you want to achieve. The more you do, the more you fail. The more you fail, the more you learn. The more you learn, the better you get. Determining what went wrong in a situation has value. But taking that analysis another step and figuring out how to use it to your benefit is the real difference maker when it comes to failing forward. Don't let your learning lead to knowledge; let your learning lead to action. The last time you failed, did you stop trying because you failed, or did you fail because you stopped trying? Commitment makes you capable of failing forward until you reach your goals. Cutting corners is really a sign of impatience and poor self-discipline. Successful people have learned to do what does not come naturally. Nothing worth achieving comes easily. The only way to fail forward and achieve your dreams is to cultivate tenacity and persistence. Never say die. Never be satisfied. Be stubborn. Be persistent. Integrity is a must. Anything worth having is worth striving for with all your might. If we look long enough for what we want in life we are almost sure to find it. Success is in the journey, the continual process. And no matter how hard you work, you will not create the perfect plan or execute it without error. You will never get to the point that you no longer make mistakes, that you no longer fail. The next time you find yourself envying what successful people have achieved, recognize that they have probably gone through many negative experiences that you cannot see on the surface. Fail early, fail often, but always fail forward.

When I look at a child, I see a living, breathing person, made in God's image, for whom God has a plan. As parent educators, we need to embrace a new notion of learning...we need to engage the hearten order to effectively educate the child. Our vision of a well-educated child is a child who has a heart for learning, a child who has the tools he needs to continue to learn for a lifetime and a child who has the love to want to do it.

We have time for everything: to sleep, to run from one place to another, to regret having mistaken and to mistake again, to judge the others and to forgive ourselves we have time for reading and writing, for making corrections to our texts, to regret ever having written we have time to make plans and time not to respect them, we have time for ambitions and sicknesses, time to blame the destiny and the details, we have time to watch the clouds, advertisements or some ordinary accident, we have time to chase our wonders away and to postpone the answers, we have time to break a dream to pieces and then to reinvent it, we have time to make friends, to lose friends, we have time to receive lessons and forget them afterwards, we have time to receive gifts and not to understand them. We have time for them all. There is no time for just a bit of tenderness. When we are aware about to do this we die. I’ve learned that you cannot make someone love you; All you can do is to be a loved person. the rest … depends on the others. I’ve learned that as much as I care others might not care. I’ve learned that it takes years to earn trust and just a few seconds to lose it. I’ve learned that it does not matter WHAT you have in your life but WHO you have. I’ve learned that your charm is useful for about 15 minutes Afterwards, you should better know something. I’ve learned that no matter how you cut it, everything has two sides! I’ve learned that you should separate from your loved ones with warm words It might be the last time you see them! I’ve learned that you can still continue for a long time after saying you cannot continue anymore I’ve learned that heroes are those who do what they have to do, when they have to do it, regardless the consequences I’ve learned that there are people who love But do not know how to show it ! I’ve learned that when I am upset I have the RIGHT to be upset But not the right to be bad! I’ve learned that real friendship continues to exist despite the distance And this is true also for REAL LOVE !!! I’ve learned that if someone does not love you like you want them to It does not mean that they do not love you with all their heart. I’ve learned that no matter how good of a friend someone is for you that person will hurt you every now and then and that you have to forgive him. I’ve learned that it is not enough to be forgiven by others Sometimes you have to learn to forgive yourself. I’ve learned that no matter how much you suffer, The world will not stop for your pain. I’ve learned that the past and the circumstances might have an influence on your personality But that YOU are responsible for what you become !!! I’ve learned that if two people have an argument it does not mean that they do not love each other I’ve learned that sometimes you have to put on the first place the person, not the facts I’ve learned that two people can look at the same thing and can see something totally different I’ve learned that regardless the consequences those WHO ARE HONEST with themselves go further in life. I’ve learned that life can be changed in a few hours by people who do not even know you. I’ve learned that even when you think there is nothing more you can give when a friend calls you, you will find the strength to help him. I’ve learned that writing just like talking can ease the pains of the soul ! I’ve learned that those whom you love the most are taken away from you too soon … I’ve learned that it is too difficult to realise where to draw the line between being friendly, not hurting people and supporting your oppinions. I’ve learned to love to be loved.

God’s plan to suicide himself could not work, though, as long as He existed as a unified entity outside of space-time and matter. Seeking to nullify His oneness so that He could be delivered into nothingness, he shattered Himself—Big Bang-like—into the time-bound fragments of the universe, that is, all those objects and organisms that have been accumulating here and there for billions of years. In Mainländer’s philosophy, “God knew that he could change from a state of super-reality into non-being only through the development of a real world of multiformity.” Employing this strategy, He excluded Himself from being. “God is dead,” wrote Mainländer, “and His death was the life of the world.” Once the great individuation had been initiated, the momentum of its creator’s self-annihilation would continue until everything became exhausted by its own existence, which for human beings meant that the faster they learned that happiness was not as good as they thought it would be, the happier they would be to die out.

Her sweet smell drove my body higher as I nibbled on the edge of her earlobe. “I’m not stopping you. You plan. I’ll kiss.” Echo turned her head to look at me over her shoulder. My siren became a temptress with that seductive smile on her lips. A mistake on her part. I caressed her cheek and kissed those soft lips. I expected her to shy away. We’d been playing this game for over an hour: she plotted while I teased.Leaving for the summer was important to her and she was important to me. But instead of the quick peck I’d anticipated, she moved her lips against mine. A burning heat warmed my blood. It was a slow kiss at first—all I meant it to be, but then Echo touched me. Her hands on my face, in my hair. And then she angled her body to mine. Warmth, enticing pressure on all the right parts, and Echo’s lips on mine—fireworks. She became my world. Filling my senses so that all I felt and saw and tasted was her. Kisses and touches and whispered words of love and when my hand skimmed down the curve of her waist and paused on the hem of her jeans my body screamed to continue, but my mind knew it was time to stop. With a sigh, I moved my lips once more against hers before shifting and pulling her body to my side. “I’m in love with you.” Echo settled her head in the crook of my arm as her fingertips lazily touched my face. “I know. I love you, too.” “I’m sorry I didn’t say it sooner.” If I had, then maybe we never would have been apart. “It’s okay,” she murmured. “We’re together now and that’s all that matters.” I kissed her forehead and she snuggled closer to me. The world felt strange. For the first time in my life, I wasn’t fighting someone or something. My brothers were safe. Echo knew the truth. Soon, I’d be free from high school and foster care. Hopefully, I’d be admitted on late acceptance to college. Contentment and happiness were unfamiliar emotions, but ones I could learn to live with. “Do you mind?” she asked in a small voice that indicated nerves. “That we’re taking it slow?” “No.” And it was the truth. Everything in her life was in flux and she needed strong, steady and stable. Oddly, she found those three things in me. Who would ever have guessed I’d be the reliable sort? “Besides, taking it slow creates buildup. I like anticipation.” Her body rocked with silent giggles and my lips turned up. I loved making her happy.

She's an Alchemist," continued Nathan. "Not a chauffeur. There's a big difference." Actually, there were days at Amberwood I doubted that. "Come, Miss Sage. If you've wasted your day driving my son here, the least I can do is buy you lunch." I shot a panicked look at Adrian. It wasn't panicked because I was afraid of being with Moroi. I'd long since gotten used to these sorts of situations. What I was unsure of was if Adrian really wanted me around for his family reunion. That hadn't been part of the plan. Also, I wasn't sure that I really wanted to be around for said reunion either. "Dad-" Adrian attempted. "I insist," said Nathan crisply. "Pay attention and learn common courtesy." He turned and began walking away, assuming we'd follow. We did. "Should I find a reason to leave?" I whispered to Adrian. "Not when he uses his 'I insist' voice," came the muttered response.

Let me tell you a story,” I say instead. “Once upon a time, there was a girl whose life was saved by the faery king—” “This story sounds distinctly familiar. I think I might have heard it somewhere before.” I shush him and say not to interrupt. “If anyone asked her how she felt about the king, she would have said she loathed him. He ruthlessly trained her to fight his own kind. He taught her to kill. She learned from his lessons how to quiet the rage that burned inside her. But she had already decided that one day, when she had grown strong enough and learned everything she could about battle, she was going to murder him.” Kiaran goes still, his eyes glittering in the darkness. He says nothing. “Her opportunity came one night when he decided she was ready to hunt her first faery. It was a skriker that had been terrorizing a nearby village, slaughtering children in the night. The king handed the girl his sword and ordered her to kill the goblin-like creature. “She barely won. But in the end, as she thrust the sword deep into the monster’s gut, she felt something so profoundly that she thought it would consume her. So she told the king. She whispered the words and meant them with every part of her rage-filled soul: ‘I hate you. I hate all of you.’ When she lifted the sword again, she intended to pierce it right through his heart. “That was the first time the girl had ever seen the faery king smile.” I lift my hand and press my palm to Kiaran’s cheek. “You’ll have to finish the story. She never knew why he smiled. Just that one day, she wanted to see him do it again. So she dropped the sword and spared his life. And she never told the king what really happened that night.” Kiaran looks amused. “The king knew the girl’s plan all along. He smiled because he decided he liked her. She kept things interesting.” I stare at him. “So the faery king is a deranged sort. As the girl always suspected.” “How about his side of this story?” He pulls me close, his lips soft on my shoulder. “He never told the girl that during a hunt, when she ran alongside him with the wind in her hair and the moonlight behind her, that she was the most magnificent thing he had ever seen and he wanted her.” Then Kiaran’s hands are in my hair, lips brushing mine. “And when the king watched her in battle, she’d look over at him with a smile and he desired her. “It was never at once,” he continued. “It was after everything they had gone through and then it was the king and the girl facing an entire army together. And he knew the truth. His heart was hers. It always was. It always will be.” A shadow crosses Kiaran’s irises. A reminder that he’s still fighting. Just to be here. With me. He shuts his eyes, expression strained. Before I can ask if he’s all right, he pulls me against him and holds me close. His next words are spoken under his breath, so low I wonder if I heard them at all. “The girl helps the king keep his darkness at bay.

The key is to build a continuous learning culture of experimenters versus specialists, where it's everyone's job to be accountable toward creating and capturing customer value.

Your songs are good, Amanda. And I’m not just saying that. I stared at him in disbelief. I get given a lot of music, he continued. It’s like that on the road, you know, we get handed mountains of demo tapes every night. And they’re, you know, not always good. Your songs are good. I don’t know what your plans are. But I hope you keep going. I just wanted to say that.

In a real road-construction situation, I would never get out of my car when traffic is backed up, walk over to the foreman of the crew, and ask if I can help make the road so that it all moves more quickly. Yet I found myself doing just that with God in my past when He was trying to repair me. Construction sites have caution cones and broken pavement and heavy equipment I'm not qualified to operate. I must have looked just as out of place trying to make repairs on myself all those years. When I put my trust in Him and have patience in Him as the foreman of my life--the One who is repairing a broken relationship with my mom, building me a stronger and healthier body and assembling healthier friendships and a marriage with a solid foundation--I live a life with much fewer obstructions on my ultimate commute to becoming fearless. And I trust that God has made the plans to finish the good work He has already begun. He will continue constructing the life He knows I'm meant to lead as I travel freely in my journey of "becoming.

High school basically continued with bouts of her getting drunk and then stopping for a day. There was not one major moment or birthday celebration during which she could remain sober. I learned how to plan my joy. I would front-load my birthdays with breakfast activities or plan to be with her for only the beginning of an event. Then I would go off to be with friends and know that that would be the last I would see of my mother’s real facial expressions.

I know this may be a disappointment for some of you, but I don’t believe there is only one right person for you. I think I fell in love with my wife, Harriet, from the first moment I saw her. Nevertheless, had she decided to marry someone else, I believe I would have met and fallen in love with someone else. I am eternally grateful that this didn’t happen, but I don’t believe she was my one chance at happiness in this life, nor was I hers. Another error you might easily make in dating is expecting to find perfection in the person you are with. The truth is, the only perfect people you might know are those you don’t know very well. Everyone has imperfections. Now, I’m not suggesting you lower your standards and marry someone with whom you can’t be happy. But one of the things I’ve realized as I’ve matured in life is that if someone is willing to accept me—imperfect as I am—then I should be willing to be patient with others’ imperfections as well. Since you won’t find perfection in your partner, and your partner won’t find it in you, your only chance at perfection is in creating perfection together. There are those who do not marry because they feel a lack of “magic” in the relationship. By “magic” I assume they mean sparks of attraction. Falling in love is a wonderful feeling, and I would never counsel you to marry someone you do not love. Nevertheless—and here is another thing that is sometimes hard to accept—that magic sparkle needs continuous polishing. When the magic endures in a relationship, it’s because the couple made it happen, not because it mystically appeared due to some cosmic force. Frankly, it takes work. For any relationship to survive, both parties bring their own magic with them and use that to sustain their love. Although I have said that I do not believe in a one-and-only soul mate for anyone, I do know this: once you commit to being married, your spouse becomes your soul mate, and it is your duty and responsibility to work every day to keep it that way. Once you have committed, the search for a soul mate is over. Our thoughts and actions turn from looking to creating. . . . Now, sisters, be gentle. It’s all right if you turn down requests for dates or proposals for marriage. But please do it gently. And brethren, please start asking! There are too many of our young women who never go on dates. Don’t suppose that certain girls would never go out with you. Sometimes they are wondering why no one asks them out. Just ask, and be prepared to move on if the answer is no. One of the trends we see in some parts of the world is our young people only “hanging out” in large groups rather than dating. While there is nothing wrong with getting together often with others your own age, I don’t know if you can really get to know individuals when you’re always in a group. One of the things you need to learn is how to have a conversation with a member of the opposite sex. A great way to learn this is by being alone with someone—talking without a net, so to speak. Dates don’t have to be—and in most cases shouldn’t be—expensive and over-planned affairs. When my wife and I moved from Germany to Salt Lake City, one of the things that most surprised us was the elaborate and sometimes stressful process young people had developed of asking for and accepting dates. Relax. Find simple ways to be together. One of my favorite things to do when I was young and looking for a date was to walk a young lady home after a Church meeting. Remember, your goal should not be to have a video of your date get a million views on YouTube. The goal is to get to know one individual person and learn how to develop a meaningful relationship with the opposite sex.

17.  According as circumstances are favorable, one should modify one’s plans. [Sun Tzu, as a practical soldier, will have none of the “bookish theoric.” He cautions us here not to pin our faith to abstract principles; “for,” as Chang Yu puts it, “while the main laws of strategy can be stated clearly enough for the benefit of all and sundry, you must be guided by the actions of the enemy in attempting to secure a favorable position in actual warfare.” On the eve of the battle of Waterloo, Lord Uxbridge, commanding the cavalry, went to the Duke of Wellington in order to learn what his plans and calculations were for the morrow, because, as he explained, he might suddenly find himself Commander-in-chief and would be unable to frame new plans in a critical moment. The Duke listened quietly and then said: “Who will attack the first tomorrow—I or Bonaparte?” “Bonaparte,” replied Lord Uxbridge. “Well,” continued the Duke, “Bonaparte has not given me any idea of his projects; and as my plans will depend upon his, how can you expect me to tell you what mine are?”75] 18.  All warfare is based on deception. [The truth of this pithy and profound saying will be admitted by every soldier. Col. Henderson tells us that Wellington, great in so many military qualities, was especially distinguished by “the extraordinary skill with which he concealed his movements and deceived both friend and foe.”] 19. 

In these pages, we keep returning to one foundational principle: providing the possibility of emotional/relational safety for our people, be they patients, children, partners, friends or strangers. We are able to make this offer when they are experiencing their own neuroception of safety, not continuously, but as the baseline to which we return after our system has adaptively moved into sympathetic arousal or dorsal withdrawal in response to inner and outer conditions. When we neuroceive safety, we humans automatically begin to open into vulnerability, and the movement of our "inherent treatment plan" (Sills, 2010) has a greater probability of coming forward. When we have a neuroception of threat, we adaptively tighten down at many levels, from physical tension to activation of the protective skills we have learned over a lifetime (Levine, 2010). In that state, our innate healing path will often wisely stay hidden until more favorable conditions arrive.

The principles of Jiu Jitsu can be applied to every endeavor in life. You have stay calm when you are in bad situations. You need to cover and conceal your intent with other maneuvers. You need to utilize the simplest and most efficient methods. You need to prioritize your focus of effort. You need to train until you trust yourself to move intuitively, without having to think. You need to move at the right time. You have to defend critical areas. You should not attack your enemy’s strongpoints. You must utilize leverage. You cannot let your emotions drive your decisions. You have to establish a good base foundation to build upon. You cannot be overly aggressive, but you can’t just allow things to happen. When you make a move, you have to believe in what you are doing. You have to be mentally strong. You have to keep an open mind. You have to continuously learn new techniques while always reinforcing the fundamentals. You have to adapt your plan if circumstances change.

As you renew your mental dimension, you reinforce your personal management (Habit 3). As you plan, you force your mind to recognize high leverage Quadrant II activities, priority goals, and activities to maximize the use of your time and energy, and you organize and execute your activities around your priorities. As you become involved in continuing education, you increase your knowledge base and you increase your options. Your economic security does not lie in your job; it lies in your own power to produce—to think, to learn, to create, to adapt. That’s true financial independence. It’s not having wealth; it’s having the power to produce wealth. It’s intrinsic.

Everything must be balanced. Nature is balanced. The beasts live in harmony. Humans have not learned to do that. They continue to destroy themselves. There is no harmony, no plan to what they do. It’s so different in nature. Nature is balanced. Nature is energy and life … and restoration. And humans just destroy. They destroy nature. They destroy other humans. They will eventually destroy themselves.” This was an ominous

Before you immerse yourself into 3-D living, you have the ability to preview the parameters of earthly life, to oversee the aspects of your own plan, purpose, and intent within a specific climate of consciousness. You choose the moment and the time of your birth, as well as your genealogical bloodline, which is rich with an ancestral encoding of perceptions based on many lessons in living. In the here and now, you forget your plans in order to play your version of the game of life more effectively. You immerse yourself in your identity and become fully engaged in the process of exploring and experiencing the path you have chosen. The course of your life is a significant and purposeful journey that continuously confronts and stimulates you to develop your abilities. You actually learn about the nature of existence as you learn how to operate your biological form. You

Dropping familiar tools is particularly difficult for experienced professionals who rely on what Weick called over learned behavior. That is, they have done the same thing in response to the same challenges over and over until the behavior has become so automatic that they no longer even recognize it as a situation-specific tool. Research on aviation accidents, for example, found that "a common pattern was the crew's decision to continue with their original plan" even when conditions changed dramatically.

1. Recruit the smallest group of people who can accomplish what must be done quickly and with high quality. Comparative Advantage means that some people will be better than others at accomplishing certain tasks, so it pays to invest time and resources in recruiting the best team for the job. Don’t make that team too large, however—Communication Overhead makes each additional team member beyond a core of three to eight people a drag on performance. Small, elite teams are best. 2. Clearly communicate the desired End Result, who is responsible for what, and the current status. Everyone on the team must know the Commander’s Intent of the project, the Reason Why it’s important, and must clearly know the specific parts of the project they’re individually responsible for completing—otherwise, you’re risking Bystander Apathy. 3. Treat people with respect. Consistently using the Golden Trifecta—appreciation, courtesy, and respect—is the best way to make the individuals on your team feel Important and is also the best way to ensure that they respect you as a leader and manager. The more your team works together under mutually supportive conditions, the more Clanning will naturally occur, and the more cohesive the team will become. 4. Create an Environment where everyone can be as productive as possible, then let people do their work. The best working Environment takes full advantage of Guiding Structure—provide the best equipment and tools possible and ensure that the Environment reinforces the work the team is doing. To avoid having energy sapped by the Cognitive Switching Penalty, shield your team from as many distractions as possible, which includes nonessential bureaucracy and meetings. 5. Refrain from having unrealistic expectations regarding certainty and prediction. Create an aggressive plan to complete the project, but be aware in advance that Uncertainty and the Planning Fallacy mean your initial plan will almost certainly be incomplete or inaccurate in a few important respects. Update your plan as you go along, using what you learn along the way, and continually reapply Parkinson’s Law to find the shortest feasible path to completion that works, given the necessary Trade-offs required by the work. 6. Measure to see if what you’re doing is working—if not, try another approach. One of the primary fallacies of effective Management is that it makes learning unnecessary. This mind-set assumes your initial plan should be 100 percent perfect and followed to the letter. The exact opposite is true: effective Management means planning for learning, which requires constant adjustments along the way. Constantly Measure your performance across a small set of Key Performance Indicators (discussed later)—if what you’re doing doesn’t appear to be working, Experiment with another approach.

My opponent . . . what is he going to do? In game theory analysis the followers of eighteenth-century statistician Thomas Bayes hold that the world is made up of constantly changing knowledge, and in determining the probability of an event—what Zagaev was planning, in this case—you have to continually readjust your predictions as you learn new bits of information. The odds that he’ll play rock, as opposed to paper or scissors, change from 331/3 percent, for instance, if you learn that your opponent has a muscle problem that makes it painful for him to form a fist. But

another important function of the learning level of the pyramid is that it keeps reminding us that we might be mistaken in our views and opinions. Maybe an objective I’ve been insisting upon at work is unwise, for example. Or maybe a strategy I’ve been taking with my child is hurtful. Or maybe the lesson structure we had planned isn’t working, and so on. The learning level of the pyramid keeps inviting us toward humility. It reminds us that the person or group we wish would change may not be the only one who needs to change! It continually invites us to hone our views and opinions.

Murray continues: “Concerning all acts of initiative, and creation, there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: That the moment one definitely commits oneself then Providence moves too. All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issues from the decision, raising in one’s favor all manner of unforeseen incidents and meetings and material assistance, which no man could have dreamt would come his way. I have learned a deep respect for one of Goethe’s concepts: ‘Whatever you can do, or dream you can do, Begin it. Boldness has genius, power, and magic in it.

As soon as we formulate a hypothesis that we want to test, the product development team should be engineered to design and run this experiment as quickly as possible, using the smallest batch size that will get the job done. Remember that although we write the feedback loop as Build-Measure-Learn because the activities happen in that order, our planning really works in the reverse order: we figure out what we need to learn and then work backwards to see what product will work as an experiment to get that learning. Thus, it is not the customer, but rather our hypothesis about the customer, that pulls work from product development and other functions. Any other work is waste.

In the end I concluded, nothing ventured, nothing gained. (A vital ethos to follow if life is to have flavor, I have since learned.) I knew I should at least attempt Selection. If I failed, well at least I would fail while trying. Facedown in the dirt. Knowing that I had given it my all. (Oh, and what’s more, I knew that the SAS required secrecy from anyone attempting Selection, which was perfect. If I failed, I concluded, at least no one would know!) So that was the plan; but in truth, if I could have had any idea of the pain and battering that my body would go through on Selection, I would have realized it was insane to continue with this mad dream. But luckily, we never really know what the future holds.

The thinking self is rather like a time machine: it continually pulls us into the future and the past. We spend a huge amount of time worrying about, planning for, or dreaming of the future, and a huge amount of time rehashing the past. This makes perfect sense in terms of evolution. The “don’t get killed” device needs to plan ahead and anticipate problems. It also needs to reflect on the past, to learn from it. But even when our mind is thinking about the here and now, it’s generally being judgmental and critical, struggling against reality instead of accepting it. And this constant mental activity is an enormous distraction. For a huge part of every day, the thinking self completely diverts our attention from what we’re doing.

Introductory paragraph incorporating the thesis: After a challenging childhood marked by adversity, Adam Parrish has become a successful freshman at Harvard University. In the past, he had spent his time doubting himself, fearing he would become like his father, obsessing that others could see his trailer-park roots, and idealizing wealth, but now he has built a new future where no one has to know where he's come from. Before becoming a self-actualized young man at Harvard, Adam had been deeply fascinated by the concept of the ley lines and also supernaturally entangled with one of the uncanny forests located along one, but he has now focused on the real world, using only the ghost of magic to fleece other students with parlor trick tarot card readings. He hasn't felt like himself for months, but he is going to be just fine. Followed by three paragraphs with information that supports the thesis. First: Adam understands that suffering is often transient, even when it feels permanent. This too shall pass, etc. Although college seems like a lifetime, it is only four years. Four years is only a lifetime if one is a guinea pig. Second paragraph, building on the first point: Magic has not always been good for Adam. During high school, he frequently immersed himself in it as a form of avoidance. Deep down, he fears that he is prone to it as his father is prone to abuse, and that it will eventually make him unsuitable for society. By depriving himself of magic, he forces himself to become someone valuable to the unmagic world, i.e. the Crying Club. Third paragraph, with the most persuasive point: Harvard is a place Ronan Lynch cannot be, because he cannot survive there, either physically or socially. Without such hard barriers, Adam will surely continue to return to Ronan Lynch again and again, and thus fall back in with bad habits. He will never achieve the life of financial security and recognition he planned. Thesis restated, bringing together all the information to prove it: Although life is unbearable now, and Adam Parrish seems to have lost everything important to him in the present by pursuing the things important to him in the past, he will be fine. Concluding paragraph describing what the reader just learned and why it is important for them to have learned it: He will be fine. He will be fine. He will be fine. He will be fine.

The Last Words of Jesus Some of the most profound lessons of the scriptures are contained in the brief but poignant words Jesus uttered from the cross. There is a sermon in each, but let us focus on Jesus’ words when he said, “It is finished” (John 19:30). I see a number of meanings in these words. He had finished the bitter cup, the cup of trembling, right down to the last taste of vinegar on his lips, offered mockingly in response to his request “I thirst” (John 19:28). He had completed his mission, his Father’s will; the grand moment in the Father’s plan of mercy and happiness had been accomplished. But that grand moment also included his suffering. No other throughout the long ages of man has ever—nor will ever—suffer to the degree he did, yet there came a time in that suffering when he could say, “It is finished.” It was finished, and that will likewise be true of each human soul. No matter what we have suffered, are now suffering, or may yet suffer, there will come a time when we will all echo his words: “It is finished!” Our tears will be changed, and though they will continue to flow, they will be tears of relief, tears of gratitude, tears of joy. The former things will have passed away. That passing away will be so complete and the rejoicing so full that we will not remember, save for the lessons we have learned, our past pain. Isaiah, who was specifically enjoined to speak words of comfort to the people, recorded the Lord’s words: “For, behold, I create new heavens and a new earth: and the former shall not be remembered, nor come into mind. But be ye glad and rejoice” (Isaiah 65:17–18).

All of us have to learn how to invent our lives, make them up, imagine them. We need to be taught these skills; we need guides to show is how. Without them, our lives get made up for us by other people. Human beings have always joined in groups to imagine how best to live and help one another carry out the plan. The essential function of human community is to arrive at some agreement on what we need, what life ought to be, what we want our children to learn, and then to collaborate in learning and teaching so that we and they can go on the way we think is the right way. Small communities with strong traditions are often clear about the way they want to go, and good at teaching it. But tradition may crystallize imagination to the point of fossilizing it as dogma and forbidding new ideas. Larger communities, such as cities, open up room for people to imagine alternatives, learn from people of different traditions, and invent their own ways to live. As alternatives proliferate, however, those who take the responsibility of teaching find little social and moral consensus on way they should be teaching -- what we need, what life ought to be. In our time of huge populations exposed continuously to reproduced voices, images, and words used for commercial and political profit, there are too many people who want to and can invent us, own us, shape and control us through seductive and powerful media. It's a lot to ask of a child to find a way through all that alone. Nobody can do anything very much, really, alone. What a child needs, what we all need, is to find some other people who have imagined life along lines that make sense to us and allow some freedom, and listen to them. Not hear passively, but listen.

For me, grief is alive. She’s a cold, unforgiving bitch who lurks in the shadows. When I’m tired or stressed, she’s always ready to pounce, to make me feel weak and incapable. Sometimes she frightens me with how big she is, but with help, I’m learning to beat her back, and now when she attacks, she’s a little smaller than the last time. Healing is a choice. I made the decision to heal. It wasn’t easy or pleasant or anything I wanted to do but the alternative was to continue to live in pain and I just couldn’t do that anymore. The pain sucks me dry and I was at risk of shriveling up and blowing away. So every morning I decide to be a little bit better. Sure, there are days I screw up completely, but then I start again. I initiated a hug with a friend. No big deal for most people, but for me it was an act of courage. Tiny steps add up. At least that’s the plan.

Okay, I’m going to tell you what I think. It’s like this,” he said grimly. “Quit or don’t quit. Take the promotion or not take it. But, if you take the graveyard shift, mark my words, we will eventually—I don’t know how, and I don’t know when—live to regret it.” Without saying another word he walked inside. In bed Alexander let her kiss his hands. He was on his back, and Tatiana sidled up to him naked, kneeling by his side. Taking his hands, she kissed them slowly, digit by digit, knuckle by knuckle, pressing them to her trembling breasts, but when she opened her mouth to speak, Alexander took his hands away. “I know what you’re about to do,” he said. “I’ve been there a thousand times. Go ahead. Touch me. Caress me. Whisper to me. Tell me first you don’t see my scars anymore, then make it all right. You always do, you always manage to convince me that whatever crazy plan you have is really the best for you and me,” he said. “Returning to blockaded Leningrad, escaping to Sweden, Finland, running to Berlin, the graveyard shift. I know what’s coming. Go ahead, I’ll be good to you right back. You’re going to try to make me all right with you staying in Leningrad when I tell you that to save your hard-headed skull you must return to Lazarevo? You want to convince me that escaping through enemy territory across Finland’s iced-over marsh while pregnant is the only way for us? Please. You want to tell me that working all Friday night and not sleeping in my bed is the best thing for our family? Try. I know eventually you’ll succeed.” He was staring at her blonde and lowered head. “Even if you don’t,” he continued, “I know eventually, you’ll do what you want anyway. I don’t want you to do it. You know you should be resigning, not working graveyard—nomenclature, by the way, that I find ironic for more reasons that I care to go into. I’m telling you here and now, the path you’re taking us on is going to lead to chaos and discord not order and accord. It’s your choice, though. This defines you—as a nurse, as a woman, as a wife—pretend servitude. But you can’t fool me. You and I both know what you’re made of underneath the velvet glove: cast iron.” When Tatiana said nothing, Alexander brought her to him and laid her on his chest. “You gave me too much leeway with Balkman,” he said, kissing her forehead. “You kept your mouth shut too long, but I’ve learned from your mistake. I’m not keeping mine shut—I’m telling you right from the start: you’re choosing unwisely. You are not seeing the future. But you do what you want.” Kneeling next to him, she cupped him below the groin into one palm, kneading him gently, and caressed him back and forth with the other. “Yes,” he said, putting his arms under his head and closing his eyes. “You know I love that, your healing stroke. I’m in your hands.” She kissed him and whispered to him, and told him she didn’t see his scars anymore, and made it if not all right then at least forgotten for the next few hours of darkness.

It has been noted in various quarters that the half-illiterate Italian violin maker Antonio Stradivari never recorded the exact plans or dimensions for how to make one of his famous instruments. This might have been a commercial decision (during the earliest years of the 1700s, Stradivari’s violins were in high demand and open to being copied by other luthiers). But it might also have been because, well, Stradivari didn’t know exactly how to record its dimensions, its weight, and its balance. I mean, he knew how to create a violin with his hands and his fingers but maybe not in figures he kept in his head. Today, those violins, named after the Latinized form of his name, Stradivarius, are considered priceless. It is believed there are only around five hundred of them still in existence, some of which have been submitted to the most intense scientific examination in an attempt to reproduce their extraordinary sound quality. But no one has been able to replicate Stradivari’s craftsmanship. They’ve worked out that he used spruce for the top, willow for the internal blocks and linings, and maple for the back, ribs, and neck. They’ve figured out that he also treated the wood with several types of minerals, including potassium borate, sodium and potassium silicate, as well as a handmade varnish that appears to have been composed of gum arabic, honey, and egg white. But they still can’t replicate a Stradivarius. The genius craftsman never once recorded his technique for posterity. Instead, he passed on his knowledge to a number of his apprentices through what the philosopher Michael Polyani called “elbow learning.” This is the process where a protégé is trained in a new art or skill by sitting at the elbow of a master and by learning the craft through doing it, copying it, not simply by reading about it. The apprentices of the great Stradivari didn’t learn their craft from books or manuals but by sitting at his elbow and feeling the wood as he felt it to assess its length, its balance, and its timbre right there in their fingertips. All the learning happened at his elbow, and all the knowledge was contained in his fingers. In his book Personal Knowledge, Polyani wrote, “Practical wisdom is more truly embodied in action than expressed in rules of action.”1 By that he meant that we learn as Stradivari’s protégés did, by feeling the weight of a piece of wood, not by reading the prescribed measurements in a manual. Polyani continues, To learn by example is to submit to authority. You follow your master because you trust his manner of doing things even when you cannot analyze and account in detail for its effectiveness. By watching the master and emulating his efforts in the presence of his example, the apprentice unconsciously picks up the rules of the art, including those which are not explicitly known to the master himself. These hidden rules can be assimilated only by a person who surrenders himself to that extent uncritically to the imitation of another.

Staying Free of Destructive Relationships Do not make friends with a hot-tempered person, do not associate with one easily angered, or you may learn their ways and get yourself ensnared. PROVERBS 22:24-25 Lord, Your Word says that a good friend is not so changeable that You never know how they are going to act from day to day. Help me to never be like that, and to not continue in a relationship with someone who is like that. Enable me to recognize right away when a person is often angry, negative, and destructive toward me so that I won’t continue on with them as a friend. Help me to be rid of any relationships in my life that are negative in an ongoing way. Although I can’t control how another person treats me, with Your help I can refuse to allow them to continue to treat me badly. Show me if I have any destructive relationship in my life and enable me to separate myself from that person. Help me to recognize that when a person continually makes me feel badly about myself and my life, they are not part of Your plan for me. In Jesus’ name I pray.

Revitalized and healthy, I started dreaming new dreams. I saw ways that I could make a significant contribution by sharing what I’ve learned. I decided to refocus my legal practice on counseling and helping start-up companies avoid liability and protect their intellectual property. To share some of what I know, I started a blog, IP Law for Startups, where I teach basic lessons on trade secrets, trademarks, copyrights, and patents and give tips for avoiding the biggest blunders that destroy the value of intellectual assets. Few start-up companies, especially women-owned companies that rarely get venture capital funding, can afford the expensive hourly rates of a large law firm to the get the critical information they need. I feel deeply rewarded when I help a company create a strategy that protects the value of their company and supports their business dreams. Further, I had a dream to help young women see their career possibilities. In partnership with my sister, Julie Simmons, I created lookilulu.com, a website where women share their insights, career paths, and ways they have integrated motherhood with their professional pursuits. When my sister and I were growing up on a farm, we had a hard time seeing that women could have rewarding careers. With Lookilulu® we want to help young women see what we couldn’t see: that dreams are not linear—they take many twists and unexpected turns. As I’ve learned the hard way, dreams change and shift as life happens. I’ve learned the value of continuing to dream new dreams after other dreams are derailed. I’m sure I’ll have many more dreams in my future. I’ve learned to be open to new and unexpected opportunities. By way of postscript, Jill writes, “I didn’t grow up planning to be lawyer. As a girl growing up in a small rural town, I was afraid to dream. I loved science, but rather than pursuing medical school, I opted for low-paying laboratory jobs, planning to quit when I had children. But then I couldn’t have children. As I awakened to the possibility that dreaming was an inalienable right, even for me, I started law school when I was thirty; intellectual property combines my love of law and science.” As a young girl, Jill’s rightsizing involved mustering the courage to expand her dreams, to dream outside of her box. Once she had children, she again transformed her dreams. In many ways her dreams are bigger and aim to help more people than before the twists and turns in her life’s path.

Knowledgeable observers report that dating has nearly disappeared from college campuses and among young adults generally. It has been replaced by something called “hanging out.” You young people apparently know what this is, but I will describe it for the benefit of those of us who are middle-aged or older and otherwise uninformed. Hanging out consists of numbers of young men and young women joining together in some group activity. It is very different from dating. For the benefit of some of you who are not middle-aged or older, I also may need to describe what dating is. Unlike hanging out, dating is not a team sport. Dating is pairing off to experience the kind of one-on-one association and temporary commitment that can lead to marriage in some rare and treasured cases. . . . All of this made dating more difficult. And the more elaborate and expensive the date, the fewer the dates. As dates become fewer and more elaborate, this seems to create an expectation that a date implies seriousness or continuing commitment. That expectation discourages dating even more. . . . Simple and more frequent dates allow both men and women to “shop around” in a way that allows extensive evaluation of the prospects. The old-fashioned date was a wonderful way to get acquainted with a member of the opposite sex. It encouraged conversation. It allowed you to see how you treat others and how you are treated in a one-on-one situation. It gave opportunities to learn how to initiate and sustain a mature relationship. None of that happens in hanging out. My single brothers and sisters, follow the simple dating pattern and you don’t need to do your looking through Internet chat rooms or dating services—two alternatives that can be very dangerous or at least unnecessary or ineffective. . . . Men, if you have returned from your mission and you are still following the boy-girl patterns you were counseled to follow when you were 15, it is time for you to grow up. Gather your courage and look for someone to pair off with. Start with a variety of dates with a variety of young women, and when that phase yields a good prospect, proceed to courtship. It’s marriage time. That is what the Lord intends for His young adult sons and daughters. Men have the initiative, and you men should get on with it. If you don’t know what a date is, perhaps this definition will help. I heard it from my 18-year-old granddaughter. A “date” must pass the test of three p’s: (1) planned ahead, (2) paid for, and (3) paired off. Young women, resist too much hanging out, and encourage dates that are simple, inexpensive, and frequent. Don’t make it easy for young men to hang out in a setting where you women provide the food. Don’t subsidize freeloaders. An occasional group activity is OK, but when you see men who make hanging out their primary interaction with the opposite sex, I think you should lock the pantry and bolt the front door. If you do this, you should also hang up a sign, “Will open for individual dates,” or something like that. And, young women, please make it easier for these shy males to ask for a simple, inexpensive date. Part of making it easier is to avoid implying that a date is something very serious. If we are to persuade young men to ask for dates more frequently, we must establish a mutual expectation that to go on a date is not to imply a continuing commitment. Finally, young women, if you turn down a date, be kind. Otherwise you may crush a nervous and shy questioner and destroy him as a potential dater, and that could hurt some other sister. My single young friends, we counsel you to channel your associations with the opposite sex into dating patterns that have the potential to mature into marriage, not hanging-out patterns that only have the prospect to mature into team sports like touch football. Marriage is not a group activity—at least, not until the children come along in goodly numbers.

The Cistercian monks built simple and harmonious buildings out of the local limestone, with plain colours and few ornaments. The plans involved regular repetitions: the doors, windows and roof vaults wouldn’t vary much, so that the eye would easily find points of reference. Everything felt solid and enduring. Our natural human frailty was to contrast with the immemorial tone of the masonry. The monks were particularly keen on cloisters: covered walkways opening onto a quiet central square around which one could take de-stressing walks even on a rainy afternoon. The abbey at Cîteaux was just one of thousands built with similar intentions over a period of hundreds of years. It’s not an accident that architecture that sets out to create a contemplative and serene atmosphere can easily get labelled ‘monastic’, though in truth there’s nothing inherently religious or Christian about the pursuit of calm. The longing for serenity is a continuing, widespread human need, although the overtly religious background to abbeys and monasteries has an unfortunate association: making calm places erroneously seem as if they were inherently connected to a belief in Jesus. We need to rediscover the search for calm as a fundamental ambition of all architecture, not least for the buildings of our own harried times.

Good friendship, in Buddhism, means considerably more than associating with people that one finds amenable and who share one's interests. It means in effect seeking out wise companions to whom one can look for guidance and instruction. The task of the noble friend is not only to provide companionship in the treading of the way. The truly wise and compassionate friend is one who, with understanding and sympathy of heart, is ready to criticize and admonish, to point out one's faults, to exhort and encourage, perceiving that the final end of such friendship is growth in the Dhamma. The Buddha succinctly expresses the proper response of a disciple to such a good friend in a verse of the Dhammapada: 'If one finds a person who points out one's faults and who reproves one, one should follow such a wise and sagacious counselor as one would a guide to hidden treasure' If we associate closely with those who are addicted to the pursuit of sense pleasures, power, riches and fame, we should not imagine that we will remain immune from those addictions: in time our own minds will gradually incline to these same ends. If we associate closely with those who, while not given up to moral recklessness, live their lives comfortably adjusted to mundane routines, we too will remain stuck in the ruts of the commonplace. If we aspire for the highest — for the peaks of transcendent wisdom and liberation — then we must enter into association with those who represent the highest. Even if we are not so fortunate as to find companions who have already scaled the heights, we can well count ourselves blessed if we cross paths with a few spiritual friends who share our ideals and who make earnest efforts to nurture the noble qualities of the Dhamma in their hearts. When we raise the question how to recognize good friends, how to distinguish good advisors from bad advisors, the Buddha offers us crystal-clear advice. In the Shorter Discourse on a Full-Moon Night (MN 110) he explains the difference between the companionship of the bad person and the companionship of the good person. The bad person chooses as friends and companions those who are without faith, whose conduct is marked by an absence of shame and moral dread, who have no knowledge of spiritual teachings, who are lazy and unmindful, and who are devoid of wisdom. As a consequence of choosing such bad friends as his advisors, the bad person plans and acts for his own harm, for the harm of others, and the harm of both, and he meets with sorrow and misery. In contrast, the Buddha continues, the good person chooses as friends and companions those who have faith, who exhibit a sense of shame and moral dread, who are learned in the Dhamma, energetic in cultivation of the mind, mindful, and possessed of wisdom. Resorting to such good friends, looking to them as mentors and guides, the good person pursues these same qualities as his own ideals and absorbs them into his character. Thus, while drawing ever closer to deliverance himself, he becomes in turn a beacon light for others. Such a one is able to offer those who still wander in the dark an inspiring model to emulate, and a wise friend to turn to for guidance and advice.

Grabbing my hair and pulling it to the point my skull throbs, I rock back and forth while insanity threatens to destroy my mind completely. Father finally did what Lachlan started. Destroyed my spirit. The angel is gone. The monster has come and killed her. Lachlan Sipping his whiskey, Shon gazes with a bored expression at the one-way mirror as Arson lights the match, grazing the skin of his victim with it as the man convulses in fear. “Show off,” he mutters, and on instinct, I slap the back of his head. He rubs it, spilling the drink. “The fuck? We are wasting time, Lachlan. Tell him to speed up. You know if you let him, he can play for hours.” All in good time, we don’t need just a name. He is saving him for a different kind of information that we write down as Sociopath types furiously on his computer, searching for the location and everything else using FBI databases. “Bingo!” Sociopath mutters, picking up the laptop and showing the screen to me. “It’s seven hours away from New York, in a deserted location in the woods. The land belongs to some guy who is presumed dead and the man accrued the right to build shelters for abused women. They actually live there as a place of new hope or something.” Indeed, the center is advertised as such and has a bunch of stupid reviews about it. Even the approval of a social worker, but then it doesn’t surprise me. Pastor knows how to be convincing. “Kids,” I mutter, fisting my hands. “Most of them probably have kids. He continues to do his fucked-up shit.” And all these years, he has been under my radar. I throw the chair and it bounces off the wall, but no one says anything as they feel the same. “Shon, order a plane. Jaxon—” “Yeah, my brothers will be there with us. But listen, the FBI—” he starts, and I nod. He takes a beat and quickly sends a message to someone on his phone while I bark into the microphone. “Arson, enough with the bullshit. Kill him already.” He is of no use to us anyway. Arson looks at the wall and shrugs. Then pours gas on his victim and lights up the match simultaneously, stepping aside as the man screams and thrashes on the chair, and the smell of burning flesh can be sensed even here. Arson jogs to a hose, splashing water over him. The room is designed security wise for this kind of torture, since fire is one of the first things I taught. After all, I’d learned the hard way how to fight with it. “On the plane, we can adjust the plan. Let’s get moving.” They spring into action as I go to my room to get a specific folder to give to Levi before I go, when Sociopath’s hand stops me, bumping my shoulder. “Is this a suicide mission for you?” he asks, and I smile, although it lacks any humor. My friend knows everything. Instead of answering his question, I grip his shoulder tight, and confide, “Valencia is entrusted to you.” We both know that if I want to destroy Pastor, I have to die with him. This revenge has been twenty-three years in the making, and I never envisioned a different future. This path always leads to death one way or another, and the only reason I valued my life was because I had to kill him. Valencia will be forever free from the evils that destroyed her life. I’ll make sure of it. Once upon a time, there was an angel. Who made the monster’s heart bleed.

Using magnetoencephalography, a technique that measures the weak magnetic fields given off by a thinking brain, researchers have found that higher-rated chess players are more likely to engage the frontal and parietal cortices of the brain when they look at the board, which suggests that they are recalling information from long-term memory. Lower-ranked players are more likely to engage the medial temporal lobes, which suggests that they are encoding information. The experts are interpreting the present board in terms of their massive knowledge of past ones. The lower ranked players are seeing the board as something new...[de Groot] argued that expertise in the field of shoemaking, painting, building, or confectionary, is the result of the same accumulation of experiential linkings. According to Erikson, what we call expertise is really just vast amounts of knowledge, pattern-based retrieval, and planning mechanisms acquired over many years of experience in the associated domain. In other words, a great memory isn't just a byproduct of expertise; it is the essence of expertise. Whether we realize it or not, we are all like those chess masters and chicken sexers- interpreting the present in light of what we've learned in the past and letting our previous experiences shape not only how we perceive our world, but also the moves we end up making in it... Our memories are always with us, shaping and being shaped by the information flowing through our senses in a continuous feedback loop. Everything we see, hear, and smell is inflected by all the things we've seen, heard, and smelled in the past...Who we are and what we do is fundamentally a function of what we remember.

Here’s the four point battle plan, which we’ll return to at the end of the book: Disregard the Doomsayers: The misguided belief that “it’s too late” to act has been co-opted by fossil fuel interests and those advocating for them. It’s just another way of legitimizing business-as-usual and a continued reliance on fossil fuels. We must reject the overt doom and gloom that we increasingly encounter in today’s climate discourse. A Child Shall Lead Them: The youngest generation is fighting tooth and nail to save their planet, and there is a moral authority and clarity in their message that none but the most jaded ears can fail to hear. They are the game-changers that climate advocates have been waiting for. We should model our actions after theirs and learn from their methods and their idealism. Educate, Educate, Educate: Most hard-core climate-change deniers are unmovable. They view climate change through the prism of right-wing ideology and are impervious to facts. Don’t waste your time and effort trying to convince them. But there are many honest, confused folks out there who are caught in the crossfire, victims of the climate-change disinformation campaign. We must help them out. Then they will be in a position to join us in battle. Changing the System Requires Systemic Change: The fossil fuel disinformation machine wants to make it about the car you choose to drive, the food you choose to eat, and the lifestyle you choose to live rather than about the larger system and incentives. We need policies that will incentivize the needed shift away from fossil fuel burning toward a clean, green global economy. So-called leaders who resist the call for action must be removed from office.

The first obstacle [to liberal education] is the learning situation itself. What is the ideal learning situation? It is the more or less continuous contact between a student and his teacher, who is another student, more advanced in many ways, but still learning himself. This situation usually does not prevail; in fact, it is extremely rare. Since the immemorial, institutions of learning, especially higher learning, have been established, called „schools“ — and the ambiguity of the term becomes immediately apparent. Institutionalization means ordering activities into certain patters; in the case of learning activities, into classes, schedules, courses, curriculums, examinations, degress, and all the venerable and sometimes ridiculous paraphernalia of academic life. The point is that such institutionalization cannot be avoided: both the gregarious and the rational character of man compel him to impose upon himself laws and regulations. Moreover, the discipline of learning itself seems to require an orderly and planned procedure. And yet we all know how this schedule routine can interfere with the spontaneity of questioning and of leaning and the occurrence of genuine wonderment. A student may even never become aware that there is the possibility of spontaneous learning which depends merely on himself and on nobody and nothing else. Once the institutional character of learning tends to prevail, the goal of liberal education may be completely lost sight of, whatever other goals may be successfully reached. And I repeat, this obstacle is not extraneous to learning. It is prefigured in the methodical and systematic character of exploratory questioning. It has to be faced over and over again.

Any relationship will have its difficulties, but sometimes those problems are indicators of deep-rooted problems that, if not addressed quickly, will poison your marriage. If any of the following red flags—caution signs—exist in your relationship, we recommend that you talk about the situation as soon as possible with a pastor, counselor or mentor. Part of this list was adapted by permission from Bob Phillips, author of How Can I Be Sure: A Pre-Marriage Inventory.1 You have a general uneasy feeling that something is wrong in your relationship. You find yourself arguing often with your fiancé(e). Your fiancé(e) seems irrationally angry and jealous whenever you interact with someone of the opposite sex. You avoid discussing certain subjects because you’re afraid of your fiancé(e)’s reaction. Your fiancé(e) finds it extremely difficult to express emotions, or is prone to extreme emotions (such as out-of-control anger or exaggerated fear). Or he/she swings back and forth between emotional extremes (such as being very happy one minute, then suddenly exhibiting extreme sadness the next). Your fiancé(e) displays controlling behavior. This means more than a desire to be in charge—it means your fiancé(e) seems to want to control every aspect of your life: your appearance, your lifestyle, your interactions with friends or family, and so on. Your fiancé(e) seems to manipulate you into doing what he or she wants. You are continuing the relationship because of fear—of hurting your fiancé(e), or of what he or she might do if you ended the relationship. Your fiancé(e) does not treat you with respect. He or she constantly criticizes you or talks sarcastically to you, even in public. Your fiancé(e) is unable to hold down a job, doesn’t take personal responsibility for losing a job, or frequently borrows money from you or from friends. Your fiancé(e) often talks about aches and pains, and you suspect some of these are imagined. He or she goes from doctor to doctor until finding someone who will agree that there is some type of illness. Your fiancé(e) is unable to resolve conflict. He or she cannot deal with constructive criticism, or never admits a mistake, or never asks for forgiveness. Your fiancé(e) is overly dependant on parents for finances, decision-making or emotional security. Your fiancé(e) is consistently dishonest and tries to keep you from learning about certain aspects of his or her life. Your fiancé(e) does not appear to recognize right from wrong, and rationalizes questionable behavior. Your fiancé(e) consistently avoids responsibility. Your fiancé(e) exhibits patterns of physical, emotional or sexual abuse toward you or others. Your fiancé(e) displays signs of drug or alcohol abuse: unexplained absences of missed dates, frequent car accidents, the smell of alcohol or strong odor of mouthwash, erratic behavior or emotional swings, physical signs such as red eyes, unkempt look, unexplained nervousness, and so on. Your fiancé(e) has displayed a sudden, dramatic change in lifestyle after you began dating. (He or she may be changing just to win you and will revert back to old habits after marriage.) Your fiancé(e) has trouble controlling anger. He or she uses anger as a weapon or as a means of winning arguments. You have a difficult time trusting your fiancé(e)—to fulfill responsibilities, to be truthful, to help in times of need, to make ethical decisions, and so on. Your fiancé(e) has a history of multiple serious relationships that have failed—a pattern of knowing how to begin a relationship but not knowing how to keep one growing. Look over this list. Do any of these red flags apply to your relationship? If so, we recommend you talk about the situation as soon as possible with a pastor, counselor or mentor.

When Bush and Clinton were talking in 1984, Bush told Clinton ‘when the American people become disillusioned with Republicans leading them into the New World Order, you, as a Democrat, will be put into place.’ I expect that Clinton will be our next President based on that conversation I heard.” “This is serious information!” Billy looked up from his work. “Its no wonder the Feds are worried about your revealing what you know.” “There are a lot of people who know what I know7,” I assured him. “And even more are waking up to reality fast. People with Intelligence operating on a Need-to-Know are gaining insight into a bigger picture with the truth that is emerging. They gain one more piece of the puzzle and the Big Picture suddenly comes into focus. When it does, their paradigms shift. Mark and I are also aware of numerous scientists waking up to the reality of a New World Order agenda who are furious that they’ve been mislead and used. These people are uniting with strength, and the New World Order elite will need to play their hold card and switch political parties. Watch and see. Clinton will appear to ‘defeat’ Bush according to plan, while Bush continues business as usual from behind the scenes of the New World Order.” “Who do you think will follow Clinton?” “A compliant, sleeping public mesmerized by his Oxford learned charisma.” Billy looked up from his work again to clarify his question. “I mean into the Presidency.” “Hillary?” I smiled half-heartedly. “Seriously, she is brighter than Bill, and is even more corrupt. Knowing her, she’d probably rather work behind the scenes, although she may be used as another appearance of ‘change’ since she’s a woman. That’s just speculation based on how these criminals operate. They want to keep their power all in the family. I did see Bush, Jr. being conditioned, and trained for the role of President at the Mount Shasta, California military programming compound in 19868. He’s not very bright, though, so I don’t know how they could possibly prop him up…

After I returned from that morning, our telephone rang incessantly with requests for interviews and photos. By midafternoon I was exhausted. At four o’clock I was reaching to disconnect the telephone when I answered one last call. Thank heavens I did! I heard, “Mrs. Robertson? This is Ian Hamilton from the Lord Chamberlain’s office.” I held my breath and prayed, “Please let this be the palace.” He continued: “We would like to invite you, your husband, and your son to attend the funeral of the Princess of Wales on Saturday in London.” I was speechless. I could feel my heart thumping. I never thought to ask him how our name had been selected. Later, in London, I learned that the Spencer family had given instructions to review Diana’s personal records, including her Christmas-card list, with the help of her closest aides. “Yes, of course, we absolutely want to attend,” I answered without hesitating. “Thank you so much. I can’t tell you how much this means to me. I’ll have to make travel plans on very short notice, so may I call you back to confirm? How late can I reach you?” He replied, “Anytime. We’re working twenty-four hours a day. But I need your reply within an hour.” I jotted down his telephone and fax numbers and set about making travel arrangements. My husband had just walked in the door, so we were able to discuss who would travel and how. Both children’s passports had expired and could not be renewed in less than a day from the suburbs where we live. Caroline, our daughter, was starting at a new school the very next day. Pat felt he needed to stay home with her. “Besides,” he said, “I cried at the wedding. I’d never make it through the funeral.” Though I dreaded the prospect of coping with the heartbreak of the funeral on my own, I felt I had to be there at the end, no matter what. We had been with Diana at the very beginning of the courtship. We had attended her wedding with tremendous joy. We had kept in touch ever since. I had to say good-bye to her in person. I said to Pat, “We were there for the ‘wedding of the century.’ This will be ‘the funeral of the century.’ Yes, I have to go.” Then we just looked at each other. We couldn’t find any words to express the sorrow we both felt.

Chet couldn’t wipe away his smile. “I have learned much since we parted ways, and one of those lessons is that a static force, even in mass, can be crushed by a dynamic one.” Wellington‘s face stiffened. “What kind of foolish talk is that?” “You will find out. On the Fourth of July, as you sit here in your governor’s mansion pandering to your public servants—using them to climb into more power, you will learn what it feels like to have everything you believe in shatter before your very eyes.” Wellington shifted irritably in his seat. “What sort of riddle is that, Chet? You and I have been in this political game our entire lives. You know how it works, and that’s not going to change. Ever. One party controls the knobs of politics with one hand, and the other party controls the knobs with the other hand. But they are all one body, members of a political ruling class. That’s what we do. This isn’t anything new.” Chet pushed his brows over his eyes in a gaze that could melt steel. “You will not be able to stop the ramifications of its impact. This thing I’m about to unleash upon you, I’m doing to you because you are an evil man. I used to be, I’ll give you that. But I changed, luckily, before death found me. And I will not let you get away with what you are doing to this country.” Wellington was aghast. “So you’re involved with terrorism now, are you? What are you going to do?” Chet shook his head. “The truth isn’t something you can hide from people. They all feel it even if they don’t understand the intentions behind the madness.” Wellington was in a near panic in anticipation over what Chet was planning. “I can have you followed, you know. Everyone you speak to will be monitored. Surely you know that? And who are you to decide what the best position for anything is? You don’t have a right to make decisions for the masses. If you were sitting in my seat, perhaps. But you’re not.” “If you hadn’t cheated, I would be in your chair.” Chet pierced Wellington with his squinted eyes. “And because of that, I have decided that you aren’t able to make decisions for the masses either, and I’ll see to it that you won’t continue to do so.” Chet pushed back his chair and stood up dramatically. “Enjoy this office because you won’t be here long.” Wellington contorted his face in panic. “What are you doing? What’s going to happen? Tell me at least that much! Was it so bad between us that we can’t reason with each other? Maybe we could make a deal. What if I make you my presidential running mate?” Chet didn’t answer. He headed for the door, unsure as to why he had said that last part. He still didn’t really know what was going to happen. But with Rick Stevens headed down in a few days with a multimillion dollar car, anything was possible. But now Wellington would know that Chet was behind the crazy driver who refused to pull over.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

You’re going to do great,” Lizzy said as they reached the mini Tiki bar. The air was cool in the high fifties and the scent of various meats on the grill filled the air. Even though they’d had the party catered, apparently Grant had insisted on grilling some things himself. “I wouldn’t have recommended you apply for it otherwise.” Athena ducked behind the bar and grinned at the array of bottles and other garnishes. She’d been friends with Lizzy the past couple months and knew her friend’s tastes by now. As she started mixing up their drinks she said, “If I fail, hopefully they won’t blame you.” Lizzy just snorted but eyed the drink mix curiously. “Purple?” “Just wait. You’ll like it.” She rolled the rims of the martini glasses in sugar as she spoke. “Where’d you learn to do this?” “I bartended a little in college and there were a few occasions on the job where I had to assist because staff called out sick for an event.” There’d been a huge festival in Madrid she’d helped out with a year ago where three of the staff had gotten food poisoning, so in addition to everything else she’d been in charge of, she’d had to help with drinks on and off. That had been such a chaotic, ridiculous job. “At least you’ll have something to fall back on if you do fail,” Lizzy teased. “I seriously hope not.” She set the two glasses on the bar and strained the purple concoction into them. With the twinkle lights strung up around the lanai and the ones glittering in the pool, the sugar seemed to sparkle around the rim. “This is called a wildcat.” “You have to make me one of those too!” The unfamiliar female voice made Athena look up. Her eyes widened as her gaze locked with Quinn freaking Brody, the too-sexy-man with an aversion to virgins. He was with the tall woman who’d just asked Athena to make a drink. But she had eyes only for Quinn. Her heart about jumped out of her chest. What was he doing here of all places? At least he looked just as surprised to see her. She ignored him because she knew if she stared into those dark eyes she’d lose the ability to speak and then she’d inevitably embarrass herself. The tall, built-like-a-goddess woman with pale blonde hair he was with smiled widely at Athena. “Only if you don’t mind,” she continued, nodding at the drinks. “They look so good.” “Ah, you can have this one. I made an extra for the lush here.” She tilted her head at Lizzy with a half-smile. Athena had planned to drink the second one herself but didn’t trust her hands not to shake if she made another. She couldn’t believe Quinn was standing right in front of her, looking all casual and annoyingly sexy in dark jeans and a long-sleeved sweater shoved up to his elbows. Why did his forearms have to look so good? “Ha, ha.” Lizzy snagged her drink as Athena stepped out from behind the bar. “Athena, this is Quinn Brody and Dominique Castle. They both work for Red Stone but Dominique is almost as new as you.” Forcing a smile on her face, Athena nodded politely at both of them—and tried to ignore the way Quinn was staring at her. She’d had no freaking idea he worked for Red Stone. He looked a bit like a hungry wolf. Just like on their last date—two months ago. When he’d decided she was too much trouble, being a virgin and all. Jackass. “It’s so nice to meet you both.” She did a mental fist pump when her voice sounded normal. “I promised Belle I’d help out inside but I hope to see you both around tonight.” Liar, liar. “Me too. Thanks again for the drink,” Dominique said cheerfully while Lizzy just gave Athena a strange look. Athena wasn’t sure what Quinn’s expression was because she’d decided to do the mature thing—and studiously ignore him.

that everything that had ever happened to me had been a loving step in that process of my progression. every person, every circumstance, and every incident was custom created for me. It was as if the entire universe existed for my higher good and development. I felt so loved, so cherished, and so honored. I realized that not only was I being embraced by deity, but also that I myself was divine, and that we all are. I knew that there are no accidents in this life. That everything happens for a reason. yet we always get to choose how we will experience what happens to us here. I could exercise my will in everything, even in how I felt about the wreck and the death of my family members. God didn't want me to hurt and feel put upon as if my son and wife had been taken from me. He was simply there assisting me to decide how I was going to experience it. He was providing me with the opportunity, in perfect love, to exercise my personal agency in this entire situation. I knew my wife and son were gone. They had died months earlier, but time didn't exist where I was at that moment. rather than having them ripped away from me, I was being given the opportunity to actually hand them over to God. To let them go in peace, love, and gratitude. Everything suddenly made sense. Everything had divine order. I could give my son to God and not have him taken away from me. I felt my power as a creator and cocreator with God to literally let go of all that had happened to me. I held my baby son as God himself held me. I experienced the oneness of all of it. Time did not matter. Only love and order existed. Tamara and Griffin had come into my life as perfect teachers. And in leaving me in such a way, they continued as perfect teachers to bring me to that point of remembering who I was. remembering that I was created in God's image and actually came from Him. I was aware now that I could actually walk with God, empowered by what I was learning in my life. I felt the divine energy of the being behind me inviting me to let it all go and give Griffin to Him. In all that peace and knowledge, I hugged my little boy tightly one last time, kissed him on the cheek, and gently laid him back down in the crib. I willingly gave him up. No one would ever take him away from me again. He was mine. We were one, and I was one with God. As soon as I breathed in all that peace, I awoke, back into the pain and darkness of my hospital bed, but with greater perspective. I marveled at what I had just experienced. It was not just a dream. It felt too real. It was real to me, far more real than the pain, the grief, and my hospital bed. Griffin was alive in a place more real than anything here. And Tamara was there with him. I knew it. As the years have passed, I've often wondered how I could have put my son back in the crib the way I did. Maybe I should have held on and never let go. But in that place, it all made sense. I realized that no one ever really dies. We always live on. I had experienced a God as real and tangible as we are. He knows our every heartache, yet allows us to experience and endure them for our growth. His is the highest form of love; He allows us to become what we will. He watches as we create who we are. He allows us to experience life in a way that makes us more like Him, divine creators of our own destiny. My experience showed me purpose and order. I knew there was a master plan far greater than my limited earthly vision. I also learned that my choices were mine alone to make. I got to decide how I felt, and that made all the difference in the universe. even in this tragedy, I got to determine the outcome. I could choose to be a victim of what had happened or create something far greater.

In the contemporary world there are two classes of bad plans-the plans invented and put into practice by men who do not accept our ideal postulates, and the plans invented and put into practice by the men who accept them, but imagine that the ends proposed by the prophets can be achieved by wicked or unsuitable means. Hell is paved with good intentions, and it is probable that plans made by well-meaning people of the second class may have results no less disastrous than plans made by evil-intentioned people of the first class. Which only shows, yet once more, how right the Buddha was in classing unawareness and stupidity among the deadly sins. Let us consider a few examples of bad plans belonging to these two classes. In the first class we must place all Fascist and all specifically militaristic plans. Fascism, in the words of Mussolini, believes that "war alone brings up to its highest tension all human energy and puts the stamp of nobility upon the peoples who have the courage to meet it." Again, "a doctrine which is founded upon the harmful postulate of peace is hostile to Fascism." The Fascist, then, is one who believes that the bombardment of open towns with fire, poison and explosives (in other words, modern war) is intrinsically good. He is one who rejects the teaching of the prophets and believes that the best society is a national society living in a state of chronic hostility towards other national societies and preoccupied with ideas of rapine and slaughter. He is one who despises the non-attached individual and holds up for admiration the person who, in obedience to the boss who happens at the moment to have grabbed political power, systematically cultivates all the passions (pride, anger, envy, hatred) which the philosophers and the founders of religions have unanimously condemned as the most maleficent, the least worthy of human beings. All fascist planning has one ultimate aim: to make the national society more efficient as a war machine. Industry, commerce and finance are controlled for this purpose. The manufacture of substitutes is encouraged in order that the country may be self-sufficient in time of war. Tariffs and quotas are imposed, export bounties distributed, exchanges depreciated for the sake of gaining a momentary advantage or inflicting loss upon some rival. Foreign policy is conducted on avowedly Machiavellian principles; solemn engagements are entered into with the knowledge that they will be broken the moment it seems advantageous to do so; international law is invoked when it happens to be convenient, repudiated when it imposes the least restraint on the nation's imperialistic designs. Meanwhile the dictator's subjects are systematically educated to be good citizens of the Fascist state. Children are subjected to authoritarian discipline that they may grow up to be simultaneously obedient to superiors and brutal to those below them. On leaving the kindergarten, they begin that military training which culminates in the years of conscription and continues until the individual is too decrepit to be an efficient soldier. In school they are taught extravagant lies about the achievements of their ancestors, while the truth about other peoples is either distorted or completely suppressed. the press is controlled, so that adults may learn only what it suits the dictator that they should learn. Any one expressing un-orthodox opinions is ruthlessly persecuted. Elaborate systems of police espionage are organized to investigate the private life and opinions of even the humblest individual. Delation is encouraged, tale-telling rewarded. Terrorism is legalized. Justice is administered in secret; the procedure is unfair, the penalties barbarously cruel. Brutality and torture are regularly employed.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

The most important pillar behind innovation and opportunity—education—will see tremendous positive change in the coming decades as rising connectivity reshapes traditional routines and offers new paths for learning. Most students will be highly technologically literate, as schools continue to integrate technology into lesson plans and, in some cases, replace traditional lessons with more interactive workshops. Education will be a more flexible experience, adapting itself to children’s learning styles and pace instead of the other way around. Kids will still go to physical schools, to socialize and be guided by teachers, but as much, if not more, learning will take place employing carefully designed educational tools in the spirit of today’s Khan Academy, a nonprofit organization that produces thousands of short videos (the majority in science and math) and shares them online for free. With hundreds of millions of views on the Khan Academy’s YouTube channel already, educators in the United States are increasingly adopting its materials and integrating the approach of its founder, Salman Khan—modular learning tailored to a student’s needs. Some are even “flipping” their classrooms, replacing lectures with videos watched at home (as homework) and using school time for traditional homework, such as filling out a problem set for math class. Critical thinking and problem-solving skills will become the focus in many school systems as ubiquitous digital-knowledge tools, like the more accurate sections of Wikipedia, reduce the importance of rote memorization. For children in poor countries, future connectivity promises new access to educational tools, though clearly not at the level described above. Physical classrooms will remain dilapidated; teachers will continue to take paychecks and not show up for class; and books and supplies will still be scarce. But what’s new in this equation—connectivity—promises that kids with access to mobile devices and the Internet will be able to experience school physically and virtually, even if the latter is informal and on their own time.

We have trained ourselves to be fearful and anxious when presented with problems. If we choose, we can retrain ourselves to be calm and to allow God to express God’s self in us once again. As I discussed in chapter one, problems begin, unequivocally, in our minds. We may have to remind ourselves that our mind is where the problem exists, nowhere else. Thus the “illusion” which I mentioned earlier. Correct the error, and the illusion disappears. Our conditioning has led us to the error of thinking of ourselves in terms of finite beings. James Carse, in his book Finite and Infinite Games, describes a world of finite games in which winners and losers, rules, boundaries, and time are all extremely important. In the world of finite games, titles, acquisitions, and prestige are of paramount significance. Planning, strategy, and secrecy are all crucial. To become a master player in the world of finite games you have an audience who knows the rules and who will grant you a reputation. Being identified with losers in the finite game is frightening and dangerous. The finite game values bodies, things, and reputations. The ultimate loss is death. In his book, Carse explains that the final result of the finite game is self-annihilation because the machines that we invent to assist us in this finite game of winners and losers will destroy those who rely upon them. Technology, marketing, productivity are all terms to encourage players to buy more machines and one’s worth is dependent on how many machines players have and how well they operate them. There is also the infinite game, which you can begin to play if you so choose. In this game there are no boundaries; the forces are infinite that allow the flowers to grow and those forces cannot be tamed or controlled. The purpose of the infinite game is to get more people to play, to laugh, love, dance and sing. Life itself is infinitely non-understandable. These forces were here before we were and will continue beyond the boundaries of death and time. While the finite player must debate and learn the language/rules to operate all the machines, the infinite player speaks from the heart and knows that answers are beyond words and explanations. This is not to imply that players of the infinite game cannot also play finite games, it’s just that they don’t know how to take the finite games seriously. This is a choice.

The metaphor of the early American explorer fits policing and the complex problems we face on the street daily. As we search for peaceful outcomes to the situations we encounter numerous unknowns despite the similarities, in the types of incidents and crises we observe day to day. Standard operating procedures, policy and procedure practices are all very useful when we have standard problem and things go as we plan but what happens when things deviate from the standard and go outside the normal patterns? Here is where we must rely on resilience and adaptation, our ability and knowhow. Experienced people using their insights, imagination and initiative to solve complex problems as our ancestors, the early American explores did.  As we interact with people in dynamic encounters, the explorer mentality keeps us in the game; it keeps us alert and aware. The explorer mentality has us continually learning as we accord with a potential adversary and seek to understand his intent to the best of our ability. An officer who possesses the explorer mentality understands that an adversary has his own thoughts objectives and plans, many which he cannot hear, such as: “I will do what I am asked,” “I will not do what I am asked,” “I will escape,” “I will fight,” “I will assault,” “I will kill,” “I will play dumb until...,” “I will stab,” “I will shoot,” “he looks prepared I will comply,” “he looks complacent I will not comply, etc.” The explorer never stops learning and is ever mindful of both obvious and subtle clues of danger and or cooperation.

Prayer and Action Go Hand in Hand     “Prayer and action go hand in hand” (Nehemiah 4:17).     I remember the frustration experienced in my home because of homework. Each day my kids would return from school, we would argue over when and where and how to do their nightly assignments. The ordeal stressed us and caused family strife. I decided to take it to God in prayer. I hoped that God would change my childrens’ attitudes so that they would look forward to doing their homework.This, however, was not the case.   I learned that although I can pray to God and ask Him to help I must also be willing to be part of the solution.   I can’t just pray and then throw up my hands and carry on with my day. I can ignore the fear and worry but I still need to be willing to take action. I believe it was Joyce Meyer who said, “Don’t react, act.”  So I don’t need to react with ranting, raving, whining and nagging. I must rely on God’s guidance and proceed with a solid plan to resolve this homework issue.   God often answers prayer through people. He can and will divinely interject but usually He uses people who are willing and obedient. I can pray for wisdom and knowledge but I must also act upon that knowledge and “do” something. It’s not enough for me to say, “Dear Lord, help my child to do homework” without listening for His answer and being open to His guidance.   We devised a homework system through listening to the wisdom of others and spending time in quiet reflection with God. I realize that although my plan is working well now, I may need to change it in the future. As our family’s needs change I can ask God for His guidance and His wisdom. Then I must be open and listen for it. God wants to answer our prayers but He wishes to work though His creation, not impose His will upon it.       Prayer is intimacy ~ Elsie Montgomery         How Does God Reveal Himself?     “Blessed is the one who reads the words of this prophecy, and blessed are those who hear it and take to heart what is written in it, because the time is near”(Revelation 1:3).     At my church, we worked through a Bible study by Beth Moore. A video series, entitled “A Heart Like His”, Beth invited us to join her on a journey to know King David, a man after God’s own heart.   Beth explained that when we ask God for something we shouldn’t be expecting Him to talk to us through the clouds. Instead, God speaks to us through His Word, the Bible. If we have a concern or problem or issue, we need to read the Bible to “listen” for God’s voice and His answer. Before opening the Bible, we need to pray that God would reveal Himself to us through the words on the page.   Beth gives the example of how God revealed Himself to Samuel through His Word, the Bible. Samuel 3:21 says, “The Lord continued to appear at Shiloh, and there he revealed himself to Samuel through his word.”  

A startup called Wit.ai plans to make it easy for hardware makers and software developers to add custom voice controls to everything from Internet-connected thermostats to drones to smart watches. While big companies like Apple and Google have their own voice recognition technology, smaller companies and independent developers don’t have the deep pockets required to create voice software that continuously learns from mountains of data. Wit.ai, based in Palo Alto, California, is taking aim at the swiftly growing number of devices with small displays, or no screen at all, and at activities like driving and cooking, where you don’t want to look at or touch a display.

…our Father’s plan subjects us to temptation and misery in this fallen world as the price of authentic joy.  Without tasting the bitter, we actually cannot understand the sweet…But growth means growing pains.  It also means learning from our mistakes in a continual process made possible by the Saviors grace, which he extends both during and “after all we can do.”  Adam and Eve learned constantly from their often harsh experience…Yet because of the Atonement, they could learn from their experience without being condemned by it.  Christ’s sacrifice didn’t just erase their choices and return them to an Eden of innocence.  That would be a story with no plot and no character growth.  His plan is developmental…(Ensign May 2004, 97)

So, why do we do development work in these short cycles? To learn. Experience is the best teacher, and the scrum cycle is designed to provide you with multiple opportunities to receive feedback—from customers, from the team, from the market—and learn from it. What you learn while doing the work in one cycle informs your planning for the next cycle. In scrum, we call this “inspect and adapt”; you might call it “continuous improvement”; either way, it’s a beautiful thing.

to many of the skills in this book, there is much the average civilian can learn from an operative’s mindset. First and foremost, that mindset is defined by preparedness and awareness. Whether in home territory or under deepest cover, operatives are continually scanning the general landscape for threats even when they’re not on the clock. Civilians, too, can train their minds toward habits such as scouting exit routes in crowded restaurants or building spur-of-the-moment escape plans. This kind of vigilance allows an operative confronted with sudden danger to take

Am I Not Worthy of Continual Worship? Can you learn to thank Me for everything? I have called you out of darkness to experience the light. I have tremendous plans for you, and I intend to build you in My love. Yet I allow many trials to happen in order to grow you and stretch your faith. How can gold be proven valuable unless it is tested? Beloved, do not hate My tests, but accept them wholeheartedly. I have determined to bless you greater than the trial you may suffer. Not every trial have I desired for you. Not every hardship have I created. I create that which stretches you for growth. But there are deep hardships that are not given by My hand. Nor were they in My desire for you. Nevertheless, I have allowed them and will comfort you in the midst of them. I will be a shield to you and establish a new blessing for you once again. I am able to create good from evil. Consider the heart of man! For out of the wicked, I have brought forth repentance and life. Consider Job’s life. Who destroyed him? Was it My hand or the Satan, who pressed Me for an opportunity? It was My enemy, no doubt. And you have seen the blessing I gave Job afterward. You have seen the end I had desired for Him. Indeed, I am very compassionate and full of mercy. But Job, in the midst of his pain, praised Me. Can you do this? Can you thank Me for hardship? The hardship I do lay on a man’s shoulders is for eternal life. Now, having this wisdom, can you thank Me through your trials? Can you thank Me for them? When deep trials abound, can you still worship Me? I have only ever sought to bless you. Never has My heart been set on your destruction. So set your face to worship Me. Am I not worthy?

Just last year, Mrs. Clinton claimed that as secretary of state she didn’t carry a work phone. It was too cumbersome and inconvenient for her to carry two phones. She didn’t have room for them. Then we learned she carried an iPhone and BlackBerry, neither government issued nor encrypted. Then we learned she carried an iPad and an iPad mini. But she claimed she didn’t do email. Then we learned she had email—on a private server. But then she claimed her email was for personal correspondence, yoga, and wedding planning. Then we learned her email contained government business as well—lots of it. Listen, nobody transmits classified material on the Internet! Nobody! You transmit classified material via a closed-circuit, in-house intranet or even physically via courier. You can’t even photocopy classified data except on a machine specially designed for hush-hush material, and even then you still require permission from whatever agency and issuer the document originated. So the only way for that material to be transmitted over an email is for her or someone in her office to dictate, Photoshop, or white-out the classified material in question, to remove any letterhead, or to duplicate the material by rewriting it in an email. Government email accounts are never allowed to accept emails from nongovernment email accounts. We’re supposed to delete them right away. Exceptions exist for communications with private contractors, but those exceptions are built into the system. I repeat: To duplicate classified material without permission or to send it over an unsecured channel is completely illegal. That’s why every government agency employs burn bags, safes, and special folders for anything marked Confidential, Secret, and Top Secret. People have lost their careers and gone to jail for far less. Yet Hillary Clinton transmitted classified material by the figurative ton. No one else can operate like that in government. But she takes her normal shortcuts and continues to lie about it. There is no greater example of double standards in leadership than First Lady, Senator, and Secretary of State Hillary Clinton. Is it too inconvenient or cumbersome for her to follow the same rules that agents in the field have to follow? Maybe it would make morale too high? Clinton’s behavior harkens to the old motto: “The beatings will continue until morale improves.

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

When things don't go the way you planned, don't get discouraged. Sometimes your idea of what you want, isn't the best thing for you. You have to believe in your heart that all will work out. Have faith and surrender to each situation that is beyond your control. Focus on your blessings, and let God work in your life. Be patient, continue to work hard on your goals, and learn from each situation that doesn't go your way, stay positive!

Minsky was an ardent supporter of the Cyc project, the most notorious failure in the history of AI. The goal of Cyc was to solve AI by entering into a computer all the necessary knowledge. When the project began in the 1980s, its leader, Doug Lenat, confidently predicted success within a decade. Thirty years later, Cyc continues to grow without end in sight, and commonsense reasoning still eludes it. Ironically, Lenat has belatedly embraced populating Cyc by mining the web, not because Cyc can read, but because there’s no other way. Even if by some miracle we managed to finish coding up all the necessary pieces, our troubles would be just beginning. Over the years, a number of research groups have attempted to build complete intelligent agents by putting together algorithms for vision, speech recognition, language understanding, reasoning, planning, navigation, manipulation, and so on. Without a unifying framework, these attempts soon hit an insurmountable wall of complexity: too many moving parts, too many interactions, too many bugs for poor human software engineers to cope with. Knowledge engineers believe AI is just an engineering problem, but we have not yet reached the point where engineering can take us the rest of the way. In 1962, when Kennedy gave his famous moon-shot speech, going to the moon was an engineering problem. In 1662, it wasn’t, and that’s closer to where AI is today. In industry, there’s no sign that knowledge engineering will ever be able to compete with machine learning outside of a few niche areas. Why pay experts to slowly and painfully encode knowledge into a form computers can understand, when you can extract it from data at a fraction of the cost? What about all the things the experts don’t know but you can discover from data? And when data is not available, the cost of knowledge engineering seldom exceeds the benefit. Imagine if farmers had to engineer each cornstalk in turn, instead of sowing the seeds and letting them grow: we would all starve.

A startup’s job is to (1) rigorously measure where it is right now, confronting the hard truths that assessment reveals, and then (2) devise experiments to learn how to move the real numbers closer to the ideal reflected in the business plan.

If we purchased the land, the zoo would be enlarged from four acres to six. At the time, it seemed like an enormous step to take. We argued back and forth. We talked, dreamed, and planned. Steve always seemed to worry about the future. “If anything happens to me, promise that you’ll take care of the zoo.” “Of course I will,” I said. “That’s easy to promise, but nothing is going to happen to you. Don’t worry.” “Will you still love me if a croc grabs me and I lose an arm or a leg?” “Yes, of course I would still love you,” I said. But there were many evenings when he would run through improbably scenarios, just checking to see how I really felt. One night he looked particularly concerned, his brow furrowed. “What’s up?” I asked. “Tell me why you married me.” I laughed. “Because you’re hot in the cot.” That broke the tension, and he laughed too. We both relaxed a little bit. But he would sometimes wonder if I’d married him just because I loved him, or if it was because he was a bit of Tarzan and Croc Dundee and Indiana Jones all rolled into one. “I’m in love with Steve Irwin,” I assured him, “and part of the reason I love you is because you are such a staunch advocate for wildlife. Your empathy and compassion for all animals is part of it too. But most of all, I know that destiny brought us together.” Steve continued our serious discussion, and he spoke of his mortality. He was convinced that he would never reach forty. That’s why he was in such a hurry all the time, to get as much done as he could. He didn’t feel sad about it. He only felt the motivation to make a difference before he was gone. “I’m not afraid of death,” he said. “I’m only afraid of dying. I don’t want to get sick and dwindle. I love working hard and playing hard and living hard, and making every moment count.” I learned so much from Steve. He helped me reevaluate my own purpose, my own life. What would happen if I didn’t make it to forty? What legacy would I leave? That evening he was unusually contemplative. “None of our petty problems really matter,” he said. I agreed. “In a hundred years, what difference is it going to make, worrying about this two acres of land? We need to focus on the real change that will make the world a better place for our children and grandchildren.” Steve gave me a strange look. Children? We had never discussed having children much, because we were flat strapped. The thought of filming more documentaries, running the zoo, and raising a family was just too daunting. But that evening we did agree on one thing: We would spend some of my savings and make the leap to enlarge the zoo. We were both so happy with our decision. “We’re lucky that we met before I became the Crocodile Hunter,” he said. I knew what he was talking about. It made things a lot easier, a lot more clear-cut. I had fallen in love with Steve Irwin, not the guy on TV. “I don’t know how they do it,” he said. “Who?” I asked. “People in the limelight,” he said. “How do they tell who’s in it for them and who’s just after their celebrity? It puts a new slant on everything. Not for us, though,” he added. “Too right,” I agreed.

Ernie strolled into the dungeon, carrying a shovel over his shoulder and whistling a bit of a happy tune under his breath. “Finished burying that sword, Mr. Haverstein, just like you asked me to, and there’ll be no finding it now, not with it being buried in the graveyard . . . Oh . . . hello, Miss Plum. I wasn’t expecting to find you down here in the, um, dungeon.” Ernie shot a glance to Bram, who only had a grimace to send him in return. Shifting the shovel to his other shoulder, Ernie blinked far too innocent eyes Lucetta’s way. “How goes the wedding plans?” “I’d rather discuss why you were burying the sword, and where this graveyard is, and exactly what, or who, is buried in it,” Lucetta returned. “I’ve always thought a wedding right around Christmas would be lovely,” Ernie continued as if Lucetta hadn’t spoken. “I’m sure Abigail and Iris would agree with you, Ernie, which is why I’m also sure they’re going to be incredibly disappointed to learn that there will be no wedding, at least not one that will ever see me married to your boss—Mr. Madman Haverstein.” Bram

Unfortunately, in the homeland security enterprise, practitioners are in the precarious position of being expected to know, or of having to have “done the planning,” for if they do not know or have not planned, how can U.S. citizens (and responders themselves) have confidence that they are secure? The trick is to move into a mindset of continual learning because as Moynihan states “Learning helps to manage uncertainty”113

To memorize Scripture effectively, you must have a plan. The plan should include a selection of well-chosen verses, a practical system for learning those verses, a systematic means of reviewing them to keep them fresh in your memory, and simple rules for continuing Scripture memory on your own.

Have some general backup ideas in mind, but don’t let the backup plan be carved in stone. That will prevent you from learning. The time to begin building formalized backup plans is during the tweaking, changing, and maneuvering that occurs while studying the results of the small bet. Backup plans become vital when a small bet that’s turned out to be successful is about to be scaled in size.

One can be in denial of the continuing influence of trauma or family dysfunction because it happened in the past.  They may feel that they have grown up and moved beyond it without being aware of the immense negative influence those experiences are still having on their daily life as an adult.   Just because they have left the home where the issues occurred or because the addicted parent recovered does not mean that everything is healed.

All of us have to learn how to invent our lives, make them up, imagine them. We need to be taught these skills; we need guides to show us how. Without them, our lives get made up for us by other people. Human beings have always joined in groups to imagine how best to live and help one another carry out the plan. The essential function of human community is to arrive at some agreement on what we need, what life ought to be, what we want our children to learn, and then to collaborate in learning and teaching so that we and they can go on the way we think is the right way. Small communities with strong traditions are often clear about the way they want to go, and good at teaching it. But tradition may crystallize imagination to the point of fossilizing it as dogma and forbidding new ideas. Larger communities, such as cities, open up room for people to imagine alternatives, learn from people of different traditions, and invent their own ways to live. As alternatives proliferate, however, those who take the responsibility of teaching find little social and moral consensus on what they should be teaching -- what we need, what life ought to be. In our time of huge populations exposed continuously to reproduced voices, images, and words used for commercial and political profit, there are too many people who want to and can invent us, own us, shape and control us through seductive and powerful media. It's a lot to ask of a child to find a way through all that alone. Nobody can do anything very much, really, alone. What a child needs, what we all need, is to find some other people who have imagined life along lines that make sense to us and allow some freedom, and listen to them. Not hear passively, but listen.

There’s nothing there except for her word, and what good is that when she was the one sending you all those texts. But you wanna know the kicker? You want me to crack an egg of knowledge over your head?” I didn’t answer. Christmas wiggled his fingers in the air, and then sang “Spoiler alert! Regina’s the one who asked me for help. It’s not the other way around this time.” He pounded the butt of his fist against the table. “Man! I hate ruining surprises!” My heart stopped. I patted my chest with my open palm to get it going again. Okay, not really, but that’s what it felt like. Christmas could see the confusion on my face and he continued to floor me with his words. “I’m sure by now you’ve noticed the show choir has been absorbed with the set they’ve been creating all afternoon. It’s quite elaborate, and everyone in the show choir is required to help, but… has Regina been helping at all? Has she been sweating away, moving huge boxes back and forth with the other kids in the show choir?” I paused. “No. She’s been running around the mall taking selfies. But… her parents were here. They came to watch her performance.” Christmas snapped his fingers at me. “Connect those dots, Valentine…” “But if Regina’s not in the show choir, then her parents can only be here because they think she’s in it,” I said, staring at the table. “But why would she lie to them?” “Cha-ching!” Christmas was giving me a hint. “Don’t forget that membership is $200 a month!” “That’s why Regina seems to have so much money all the time,” I said. “She faked being a member of show choir to keep the money for herself. But… why the selfie game? Why send us all over the mall?” “Because I told her to,” Christmas chuckled. “Yeah, that was all me. She came to me, asking for help to cancel the entire trip, which I actually tried to do earlier.” Little light bulbs were switching on in my head. “That’s what the sign was for this morning.” And then I remembered the girl who shouted. “That was Regina in the cafeteria! She tried to start a food fight so the school would cancel the show before we even boarded the buses!” “Didn’t work,” Christmas said. “I knew it wouldn’t, but that didn’t stop her. She came to me again at the mall and asked for my help, so I did. I told her exactly what to do, and she did it perfectly, distracting you like the bugs you are.” “Distracting us?” I asked. Christmas turned around. “She’s planning on sabotaging the show choir performance. If they don’t perform, then her parents will never learn that she’s not in the club.

There are now a number of demands being made on teachers which challenge both your courage to be flexible and your courage to remain faithful to ideals which are good. I will try to deal with just two of these demands. The first one demands flexibility. It asks you to recognize that Negro children in this society—and white children also—are being taught biased, edited, and ultimately racist versions of American history and culture. It is not enough to pay lip service to the idea of racial harmony and equality. We must refuse any longer to accept the distorted view of our roots and our past in this country. As taught in our textbooks, this history reinforces in white children the notion that they are superior and the only creators of this country, and it reinforces in black children the notion that they are inferior and made no contributions. It may be true that most blacks came here as slaves, but the first of them were here as free men, and gave their lives in the struggle to win independence for this nation. They fought as well as any one else during the civil war; they played their part in the opening of the American West; they helped plan and lay out some of our major American cities; they developed the only indigenous form of American music; they made notable contributions to scientific research; they are to be found in the growth and development of the American musical and dramatic stage; and the best of their writing ranks with the best that has been done in America. This is by no means all, but then I am by no means an historian. In any case, the question is not whether they should have done more. The miracle is that in the circumstances of their history here they could have done so much. It is because of racism, it is because the dominant value judgments in this society are white, and it is because a consistently poor estimate has been placed on the quality and extent of Negro effort—it is for all these reasons that the true story of the Negro in America is not told in our history books. And it is for all these reasons that historians continue to tell lies, continue to avert their eyes, and continue to retard the progress of civility, decency, and human dignity in our society. It is time, then, to give up that old rigid stance. For, however comforting it may be to some, it is a delusion, and it is a violation of the right of all young minds to know the truth and to be free. Organized teachers can play a major role in the effort to liberate American history books. They can join those who are making an effort to bring truth into the schools through a total revision of the textbooks. Where good texts are not in existence, teachers must bring in supplementary material to the classes. And they themselves can make studies of Negro history and culture.

The incremental mindset focuses on making something better, while the exponential mindset is focused on making something different,” he notes. “Incremental is satisfied with 10 percent. Exponential is out for 10X.”14 “The incremental mindset draws a straight line from the present to the future,” Bonchek continues. “A ‘good’ incremental business plan enables you to see exactly how you will get from here to there. But exponential models are not straight. They are like a bend in the road that prevents you from seeing around the corner, except in this case the curve goes up.

We will not be guided by a blindly made-up plan picked from our unreliable brains, but by our interest, curiosity and intuition, which is formed and informed by the actual work of reading, thinking, discussing, writing and developing ideas – and is something that continuously grows and reflects our knowledge and understanding externally.

And you learn all kinds of things, he continued, you learn who the real God of the black man is! Not this blue-eyed, long-haired Jesus individual—no! And let me arks you: how comes I never even really heard of him or his name before I get up in there? Look it up. You learn a lot that you can’t learn in school, because these people won’t tell you nothing, nothing about African kings, nothing about Egyptian queens, nothing about Mohammed, they hide it all, they hide the whole of our history so we feel like we’re nothing, we feel like we’re at the bottom of the pyramid, that’s the whole plan, but the truth is we built the fucking Pyramids!

The Lean Startup method builds capital-efficient companies because it allows startups to recognize that it’s time to pivot sooner, creating less waste of time and money. Although we write the feedback loop as Build-Measure-Learn because the activities happen in that order, our planning really works in the reverse order: we figure out what we need to learn, use innovation accounting to figure out what we need to measure to know if we are gaining validated learning, and then figure out what product we need to build to run that experiment and get that measurement. All of the techniques in Part Two are designed to minimize the total time through the Build-Measure-Learn feedback loop.

both hands against the door. “Feet wider apart. That’s right. Like in the American movies.” Satisfied, Qazi patted the man down. “What, no gun? A GRU man without a gun …” Qazi carefully felt the man’s crotch and the arms above the wrists. “First humor and now this! The GRU will become a laughingstock. But of course there is a microphone.” Qazi lifted all the pens from the Russian’s shirt pocket and examined them, one by one. “It had better be here, Chekhov, or you will have to part with your buttons and your shoes.” It was in the third pen. “Now turn around and sit against the door.” The Russian’s face was covered with perspiration, his fleshy lips twisted in a sneer. “The shoes.” Qazi examined them carefully and tossed them back. “Now the coat.” This he scrutinized minutely. From the uppermost of the large three buttons on the front of the coat a very fine wire was just visible buried amid the thread that held the button on. Qazi sawed the button free with a small pocketknife, then dropped the pen and button down a commode. He tossed the coat back to Chekhov. “And the belt.” After a quick glance, Qazi handed it back. “Hurry, we have much to say to each other.” He unscrewed the silencer and replaced the pistol in his ankle holster. He opened the door as the Russian scrambled awkwardly to his feet. An hour later the two men were seated in the Sistine Chapel against the back wall, facing the altar and Michelangelo’s masterpiece The Last Judgment behind it. On the right the high windows admitted a subdued light. Qazi kept his eyes on the tourists examining the paintings on the ceiling and walls. “Is it in Rome, as General Simonov promised?” “Yes. But you must tell us why you want it.” “Is it genuine, or is it a masterpiece from an Aquarium print shop?” The Aquarium was the nickname for GRU headquarters in Moscow. The Russian’s lips curled, revealing yellow, impacted teeth. This was his smile. “We obtained it from Warrant Officer Walker.” “Ah, those Americans! One wonders just how long they knew about Walker’s activities.” The Russian raised his shoulders and lowered them. “Why do you want the document?” “El Hakim has not authorized me to reveal his reasons. Not that we don’t trust you. We value the goodwill of the Soviet Union most highly. And we intend to continue to cultivate that goodwill. But to reveal what you do not need to know is to take the risk that the Americans will learn of our plans through their activities against you.” “If you are implying they have penetrated—” “Chekhov, I am not implying anything. I am merely weighing risks. And I am being very forthright with you. No subterfuge. No evasion. Just the plain truth. Surely a professional like you can appreciate that?” “This document is very valuable.

In the ensuing pause, he heard the sound of Albert barking outside. With despairing impatience, Christopher wondered if the blasted dog was ever going to be quiet. “He wants to protect you,” Beatrix said. “He’s wondering where I’ve taken you.” Christopher let out a taut sigh. “Perhaps I shouldn’t stay. He’ll bark for hours.” “Nonsense. Albert must learn to adapt to your plans. I’ll bring him inside.” Her authoritative manner rankled Christopher, no matter that she was right. “He might damage something,” he said, rising to his feet. “He can’t do any worse than the goat,” Beatrix replied, standing to face him. Politely Rohan stood as well, watching the two of them. “Miss Hathaway--” Christopher continued to object, but he fell silent, blinking, as she reached out and touched his chest. Her fingertips rested over his heart for the space of one heartbeat. “Let me try,” she said gently. Christopher fell back a step, his breath catching. His body responded to her touch with disconcerting swiftness. A lady never put her hand to any area of a man’s torso unless the circumstances were so extreme that…well, he couldn’t even imagine what would justify it. Perhaps if his waistcoat was on fire, and she was trying to put it out. Other than that, he couldn’t think of any defensible reason. And yet if he were to point out the breach of etiquette, the act of correcting a lady was just as graceless. Troubled and aroused, Christopher gave her a single nod.

Learn about Public Service Loan Forgiveness The PSLF Program (Public Service Loan Forgiveness) encourages people to proceed and continue their participation in public service careers. In this program, eligible individuals are entitled for forgiveness of their remaining balance that is due on their federal student loans. However, they may only qualify if they were able to make 120 payments on these loans, which are under a particular repayment plan. These individuals also have a full-time employment status from public service companies, so they may qualify for the PSLF. Let’s discuss Public Service Loan Forgiveness with The Student Loan Help Center Team. How to Obtain Remaining Balances on Direct Loans If you want to have remaining balances on your direct loans forgiven through the PSLF, you must be able to make 120 monthly payments on direct loans. Furthermore, these payments should be full and made on time. Another important qualification is securing the payment after October 1, 2007. When you make these monthly payments, keep in mind that you should be a full-time employee at any accredited public service company. Important Details about Eligible Loans for Forgiveness As The Student Loan Help Center CEO Bruce Mesnekoff Said Loans that are eligible for the PSLF program are those you have received from a direct loan. On the other hand, Perkins Loans, Federal Family Education Loans (FFEL) and other types of student loans are not valid for PSLF. If you have an existing Perkins loan or FFEL, you have the option to consolidate these into direct consolidation loans, so you may avail of the outstanding benefits offered by the PSLF. Make sure, though, that the payments made on the new loan will be counted toward your payment requirement, which will last for 120 months. Facts about Qualifying Repayment Plans You will be able to maximize your benefits from the PSLF by repaying loans on the IBR (Income Based Repayments) or the ICR (Income Contingent Repayments. These plans enable you to qualify for the PSLF program. The 10-year repayment plan also qualifies you for the PSLF, as well as other plans where the monthly payment you make is equivalent or more than what you are required to pay under the standard 10-year repayment scheme. Before you decide on the best repayment scheme for paying off your direct loans, make sure you are aware of the costs and implications of such decision. When you extend the period in securing your payments for PSLF qualifying payments, you can reduce the remaining balance on your loan when you satisfy all the eligibility requirements for the PSLF program. Moreover, you will have zero balance on loans to be forgiven when you are able to make all 120 monthly payments through the 10 year standard repayment scheme. You can expect a great reduction on your monthly payments under the ICR or IBR plans, as compared to other qualifying repayment options for the PSLF program. Moreover, the repayment term is likely to extend. With a longer period in repaying your loans, you can expect additional interest to accumulate on your loan. Keep in mind, though, that your inability to meet the PSLF requirements will entitle you to pay off the entire loan balance, as well as the accrued interest.

Smart entrepreneurs have grabbed this opportunity with a vengeance. Now online lesson-plan marketplaces such as Gooru Learning, Teachers Pay Teachers, and Share My Lesson allow teachers who want to devote more of their time to other tasks the ability to purchase high-quality (and many lesser-quality) lesson plans, ready to go. With sensors, data, and A.I., we can begin, even today, testing for the learning efficacy of different lectures, styles, and more. And, because humans do a poor job of incorporating massive amounts of information to make iterative decisions, in the very near future, computers will start doing more and more of the lesson planning. They will write the basic lessons and learn what works and what doesn’t for specific students. Creative teachers will continue, though, to be incredibly valuable: they will learn how to steer and curate algorithmic and heuristically updated lesson creation in ways that computers could not necessarily imagine. All of this is, of course, a somewhat bittersweet development. Teaching is an idealistic profession. You probably remember a special teacher who shaped your life, encouraged your interests, and made school exciting. The movies and pop culture are filled with paeans to unselfish, underpaid teachers fighting the good fight and helping their charges. But it is becoming clearer that teaching, like many other white-collar jobs that have resisted robots, is something that robots can do—possibly, in structured curricula, better than humans can. The

A leader’s checklist for planning should include the following: • Analyze the mission. —Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). —Identify and state your own Commander’s Intent and endstate for the specific mission. • Identify personnel, assets, resources, and time available. • Decentralize the planning process. —Empower key leaders within the team to analyze possible courses of action. • Determine a specific course of action. —Lean toward selecting the simplest course of action. —Focus efforts on the best course of action. • Empower key leaders to develop the plan for the selected course of action. • Plan for likely contingencies through each phase of the operation. • Mitigate risks that can be controlled as much as possible. • Delegate portions of the plan and brief to key junior leaders. —Stand back and be the tactical genius. • Continually check and question the plan against emerging information to ensure it still fits the situation. • Brief the plan to all participants and supporting assets. —Emphasize Commander’s Intent. —Ask questions and engage in discussion and interaction with the team to ensure they understand. • Conduct post-operational debrief after execution. —Analyze lessons learned and implement them in future planning.

If you want to build up your condition and become able to run for 30 minutes continuously, then this 8-week walk/run plan will help you achieve just that: Week 1 – Start walking for five minutes to warm up. Jog for one minute, then return to walking and walk for 6 minutes. Repeat this three times. It is recommended to run for three sessions this first week. Week 2 – Warm yourself by walking for five minutes. Run for 2 minutes, then walk for five. Repeat this four times. Do three running sessions this week. Week 3 – Again, start by walking for 5 minutes. Switch to running and jog for 4 minutes and slow down by walking for 2. Repeat this four times. Do four sessions of running this week. Week 4 – After walking for five minutes, run for 5 and walk for 2 minutes. Repeat this 4 times. This session should be done three times this week. Week 5 – After warming up, run for 8 minutes and walk for two. Repeat

Turning Rejection Around What if your friendly, hopeful conversation starter is not met with signals of approval or interest? If the person you approach is fidgety, avoids eye contact, appears uneasy, and exhibits none of the signals of welcome, chances are he or she is not interested in interaction—at least not at that moment. The first thing to do is slow down. Be patient, and give the person time to relax with you. If you present yourself as relaxed and open to whatever develops (whether a good conversation, a valuable working relationship, even friendship or romance), your companion may in time relax too. Use your verbal skills to create an interesting conversation and a sense of ease to break the tension. Don’t pressure yourself to be able to define a relationship from the first meeting. Keep your expectations general, and remember the playfulness factor. Enjoy someone’s company with no strings attached. Don’t fabricate obligations where none exist. It may take several conversations for a relationship to develop. If you had hoped for romance but the feelings appear not to be reciprocated, switch your interest to friendship, which has its own rich rewards. What if you are outright rejected? Rejection at any point—at first meeting, during a date, or well into a relationship—can be painful and difficult for most of us. But there are ways to prevent it from being an all-out failure. One thing I like to tell my clients is that the Chinese word for failure can be interpreted to mean “opportunity.” And opportunities, after all, are there for the taking. It all depends on how you perceive things. There is a technique you can borrow from salespeople to counter your feelings of rejection. High-earning salespeople know that you can’t succeed without being turned down at least occasionally. Some even look forward to rejection, because they know that being turned down this time brings them that much closer to succeeding next time around. They may even learn something in the process. So keep this in mind as you experiment with your new, social self: Hearing a no now may actually bring you closer to the bigger and better yes that is soon to happen! Apply this idea as you practice interacting: Being turned down at any point in the process helps you to learn a little more—about how to approach a stranger, have a conversation, make plans, go on a date, or move toward intimacy. If you learn something positive from the experience, you can bring that with you into your next social situation. Just as in sales, the payoff in either romance or friendship is worth far more than the possible downfall or minor setback of being turned down. A note on self-esteem: Rejection can hurt, but it certainly does not have to be devastating. It’s okay to feel disappointed when we do not get the reaction we want. But all too often, people overemphasize the importance or meaning of rejection—especially where fairly superficial interactions such as a first meeting or casual date are concerned. Here are some tips to keep rejection in perspective: -Don’t overthink it. Overanalysis will only increase your anxiety. -Keep the feelings of disappointment specific to the rejection situation at hand. Don’t say, “No one ever wants to talk to me.” Say, “Too bad the chemistry wasn’t right for both of us.” -Learn from the experience. Ask yourself what you might have done differently, if anything, but then move on. Don’t beat yourself up about it. If those thoughts start, use your thought-stopping techniques (p. 138) to control them. -Use your “Adult” to look objectively at what happened. Remember, rejecting your offer of conversation or an evening out does not mean rejecting your whole “being.” You must continue to believe that you have something to offer, and that there are open, available people who would like to get to know you.

Seven Steps of Relationship Development For people with social anxiety, dating can be particularly stressful. There are many unknowns: “Does this person share my interest?” “Will it work out?” and so on. Here are a few guidelines to help keep you on track through the initial stages of a potentially romantic relationship: 1. Develop conversation that explores areas of common interest or experience. 2. Make it clear that you like the person, and make plans to meet again. 3. Make a follow-up call to arrange your first date, and plan an interesting or enjoyable time. Be prepared with suggestions, but be flexible. 4. On your first date: -Be yourself—and be attentive. -Continue exploring areas of mutual interest. -Determine if there is positive chemistry and if a relationship is worth pursuing. If a potential relationship is developing, both individuals usually drop hints about doing other things together. Each expresses enthusiasm through eye contact, voice qualities, body language, and a developing conversation that expresses a sincere desire to learn more about each other. 5. Continue to see each other and share your feelings. Let the other person know how you are feeling about him or her. The frequency of contact is usually a good indicator of whether a romantic relationship is developing; less intensity is likely to mean it is something more casual. 6. Consider being romantic—sending flowers, having a candlelight dinner, and so on. 7. If the chemistry develops, you may be ready to become involved physically. Take it slowly. Good things are not rushed.

Groups are, in a sense, a microcosm of the real world. In all groups, there are leaders and followers . . . and many people who fall somewhere in between. Some groups are professionally led, and some are self- or volunteer-directed. In every group, there will be people you like and people you don’t, people who seek you out, and people who do not. Understanding and joining in the group process and making it work for you is what is important. Experiment with several groups, if you like, to find the ones that you enjoy the most. Strive to find a group in which you think you would feel comfortable expressing yourself or interacting with others and which has an appropriate meaning for you (a self-help group should address your particular issues; a hobby club should focus on something you enjoy). Attend the group a few times to get a sense of how members interact with each other. If the thought of doing so still causes you anxiety, continue working on stress management, and remain fairly passive in the group until you feel more comfortable. In my own social therapy group program, our purpose is to help individuals learn how to control social anxiety and refine their interactive skills. Social anxiety is a people-oriented problem, which makes group experience important both theoretically and practically. Some traditional therapists have called my program unorthodox because it encourages patients to talk to and learn from each other—as opposed to the isolation and protection offered by many of the more conservative therapies. But I say that social interaction is something you learn by doing. My groups are places to practice, make mistakes, and experience success in a supportive yet challenging environment. Of course, even in such a supportive setting, resistance still arises. In a “friendly” forum, stressors can be explored and confronted more easily, however, and I have found that the degree to which a person uses the group is often a good indicator of how well he or she is progressing therapeutically. Good attendance shows effort and commitment; poor attendance indicates that a person is giving in to anxiety. I’ve heard all the excuses and manipulations—canceling plans is typical of people with avoidance problems related to social anxiety. (I’m sometimes tempted to open a garage to repair all those cars that break down on group night!) Yet often, after overcoming the initial stage of anxiety, many participants enjoy the process. As you consider the option of incorporating various kinds of groups in your community into your self-help program, remember that groups can be a very important component of your map for change. Groups can provide you with the opportunity to practice the skills that are crucial to your success. Make sure that your expectations are realistic and that you understand the purpose and the limitations of whatever group you join.

If successful strategic thinking is regarded as a process of continuously asking challenging questions and critically and creatively thinking through the strategic issues, then learning to construct effective critical reflective processes is just as important as finding “the solution.” Thus, we must invest as much (if not more) in learning to think strategically as we do in pursuing strategic plans.

Sweet Dreams In the evening I like to “cash out”—something I learned from waiting tables in my youth. Before we could go home, we had to cash out, meaning turn in all our receipts, credit card slips, and cash. Everything had to add up, or there was big trouble! It’s important to cash out your day’s performance. Compared to your plan for the day, how did it go? What do you need to carry over to tomorrow’s plan? What else needs to be added, based on what showed up throughout the day? What’s no longer important and needs to be scratched out? Additionally, I like to log into my journal any new ideas, ah-has or insights I picked up throughout the day—this is how I’ve collected more than forty journals of incredible ideas, insights, and strategies. Finally, I like to read at least ten pages of an inspirational book before going to sleep. I know the mind continues to process the last information consumed before bedtime, so I want to focus my attention on something constructive and helpful in making progress with my goals and ambitions. That’s it. All hell can break loose throughout the day, but because I control the bookends, I know I’m always going to start and finish strong.

George Matheson was only a teenager when he learned that his poor eyesight was deteriorating further. Not to be denied, he continued straightaway with his plans to enroll in Glasgow University, and his determination led to his graduating at age nineteen. But as he pursued graduate studies for Christian ministry he became totally blind. His sisters joined ranks beside him, learning Greek and Hebrew to assist him in his studies, and he pressed faithfully on. But his spirit collapsed when his fiance´e, unwilling to be married to a blind man, broke their engagement and returned his ring. George never married, and the pain of that rejection never totally left him. Years later, his sister came to him, announcing her engagement. He rejoiced with her, but his mind went back to his own heartache.He consoled himself in thinking of God’s love which is never limited, never conditional, never withdrawn, and never uncertain. Out of this experience it is said he wrote the hymn, O Love That Wilt Not Let Me Go, on June 6, 1882.

although we write the feedback loop as Build-Measure-Learn because the activities happen in that order, our planning really works in the reverse order: we figure out what we need to learn and then work backwards to see what product will work as an experiment to get that learning

Interestingly, Freeman describes a set of circumstances in which the unstructured group can, in fact, work: It is task oriented. Its function is very narrow and very specific, like putting on a conference or putting out a newspaper. It is the task that basically structures the group. The task determines what needs to be done and when it needs to be done. It provides a guide by which people can judge their actions and make plans for future activity. It is relatively small and homogeneous. Homogeneity is necessary to insure that participants have a “common language” for interaction. People from widely different backgrounds may provide richness to a consciousness-raising group where each can learn from the others’ experience, but too great a diversity among members of a task-oriented group means only that they continually misunderstand each other. Such diverse people interpret words and actions differently. They have different expectations about each other’s behavior and judge the results according to different criteria. If everyone knows everyone else well enough to understand the nuances, they can be accommodated. Usually, they only lead to confusion and endless hours spent straightening out conflicts no one ever thought would arise. There is a high degree of communication. Information must be passed on to everyone, opinions checked, work divided up, and participation assured in the relevant decisions. This is only possible if the group is small and people practically live together for the most crucial phases of the task. Needless to say, the number of interactions necessary to involve everybody increases geometrically with the number of participants. This inevitably limits group participants to about five, or excludes some from some of the decisions. Successful groups can be as large as 10 or 15, but only when they are in fact composed of several smaller subgroups which perform specific parts of the task, and whose members overlap with each other so that knowledge of what the different subgroups are doing can be passed around easily. There is a low degree of skill specialization. Not everyone has to be able to do everything, but everything must be able to be done by more than one person. Thus no one is indispensable. To a certain extent, people become interchangeable parts. Here

Think big, start small, and scale fast”: Initiate the transformation with the definition of a multi-year, company-wide vision, roadmap, and business case. These plans need to be flexible and adaptable. Then, “start small” with the implementation of a pilot, and take the time to learn from this first experience. Finally, implement the broader scope in stages to manage the risks. Gradually increase the speed and scale of the transformation, and as a result, generate high impact. “IA is a business transformation, not a technology project”: The perspective of business benefits should guide the transformation. This transformation involves not only technology, but more importantly, people – with change management, and retraining – and processes – with redesigns. “IA is a journey, not a destination”: IA is not a one-off exercise; it is a never-ending transformation journey. It continually brings additional benefits to the organization by applying evolving concepts, methods, and technologies. Hence, building teams with the right skills to guide the company in this transformation is critical. “Infusing IA into the culture of the company”: Implementing IA with siloed, isolated teams does not work. Automation needs to be infused into the company. Change management, education, empowerment, and incentivization of everyone in the company is vital. Every employee should know what IA is and what its benefits are, and be empowered and incentivized to identify use cases and build automation.

In the fight against an opponent operating quickly and using the most unexpected counterattacks in a variety of ways, there is only one type of belaying - cover the chin without interruption. The most commonly used insurance method is the following: the palm of the right hand, ready to accept a possible opponent's blow, should be kept by the chin. When learning blows, defending the chin with the hand of a free hand is considered a valid condition. In the initial period of training it is necessary to observe that young boxers attacking are protected from unexpected opponents' countermeasures. It is important, however, to protect yourself against loss of balance in the case of misses, which use a lot of energy and put the boxer in a difficult positional situation against the opponent. Therefore, the boxer, even quickly and energetically carrying out his attacks, should skillfully calculate the strength of his blows to always keep his balance. Victory in combat is achieved primarily thanks to the activity and fast pace of battle; and yet misses interfere with the continuity of the boxer's actions. The most important condition for a properly planned fight in terms of tactics - is the ability to act unexpectedly. The fight, in which the lack of combat cunning, can not bring success, because the opponent, knowing the combat capabilities and means of the boxer, easily opposes their actions. The ability to keep your opponent in the unconscious as well as the ability to attack unexpectedly gives a great advantage in combat. If a boxer skilfully conceals his intentions, the opponent can not guess his individual actions, or understand the general plan of the fight, nor did he know anything about his combat situation correctly.

Instead of making complex plans that are based on a lot of assumptions, you can make constant adjustments with a steering wheel called the Build-Measure-Learn feedback loop.

A strong product culture means that the team understands the importance of continuous and rapid testing and learning. They understand that they need to make mistakes in order to learn, but they need to make them quickly and mitigate the risks. They understand the need for continuous innovation. They know that great products are the result of true collaboration. They respect and value their designers and engineers. They understand the power of a motivated product team. A strong VP product will understand the importance of a strong product culture, be able to give real examples of her own experiences with product culture, and have concrete plans for instilling this culture in your company.

Leadership is not always an open or closed lid but the continuous action of leading. It is not a Win, Lose; Winner Takes All; but a Win, Win if you never stop learning to lead. A leader that falls short of the mark and uses the wisdom of their past history of pitfalls and blunders can develop into a more powerful leader than before. This successful leadership style can be proven and altered over time, therefore; nothing is instant gratification. It takes time, hard work, planning, and prayer to become a great leader and maintain leadership." – Terrance Robinson, Artist, Author, and Educator

Leadership is not always an open or closed case but the continuous action of leading. It is not a Win, Lose; Winner Takes All; but a Win, Win if you never stop learning to lead. A leader that falls short of the mark and uses the wisdom of their past history of pitfalls and blunders can develop into a more effective leader than before. This successful leadership style can be proven and altered over time, therefore; nothing is instant gratification. It takes time, hard work, planning, and prayer to become a great leader and maintain leadership.