Learning From Mentors Quotes

Never let a good crisis go to waste. It’s the universe challenging you to learn something new and rise to the next level of your potential.

One of the first things we learn from our teachers is discernment: the ability to tell truth from fiction, to know when we have lost our center and how to find it again. Discernment is also one of the last things we learn, when we feel our paths diverge and we must separate from our mentors in order to stay true to ourselves.

Learn from those who have paved the way before you. - Kailin Gow on Wisdom

In order to become a reflective, autonomous and self-mentoring individual, one has to continuously learn from people, experiences and new ideas.

A child's reading is guided by pleasure, but his pleasure is undifferentiated; he cannot distinguish, for example, between aesthetic pleasure and the pleasures of learning or daydreaming. In adolescence we realize that there are different kinds of pleasure, some of which cannot be enjoyed simultaneously, but we need help from others in defining them. Whether it be a matter of taste in food or taste in literature, the adolescent looks for a mentor in whose authority he can believe. He eats or reads what his mentor recommends and, inevitably, there are occasions when he has to deceive himself a little; he has to pretend that he enjoys olives or War and Peace a little more than he actually does. Between the ages of twenty and forty we are engaged in the process of discovering who we are, which involves learning the difference between accidental limitations which it is our duty to outgrow and the necessary limitations of our nature beyond which we cannot trespass with impunity. Few of us can learn this without making mistakes, without trying to become a little more of a universal man than we are permitted to be. It is during this period that a writer can most easily be led astray by another writer or by some ideology. When someone between twenty and forty says, apropos of a work of art, 'I know what I like,'he is really saying 'I have no taste of my own but accept the taste of my cultural milieu', because, between twenty and forty, the surest sign that a man has a genuine taste of his own is that he is uncertain of it. After forty, if we have not lost our authentic selves altogether, pleasure can again become what it was when we were children, the proper guide to what we should read.

It’s always about focusing not on the mistakes but on the lessons learned from them.

The means of learning are abundant—it’s the desire to learn that’s scarce.

It was my teacher's genius, her quick sympathy, her loving tact which made the first years of my education so beautiful. It was because she seized the right moment to impart knowledge that made it so pleasant and acceptable to me. She realized that a child's mind is like a shallow brook which ripples and dances merrily over the stony course of its education and reflects here a flower, there a bush, yonder a fleecy cloud; and she attempted to guide my mind on its way, knowing that like a brook it should be fed by mountain streams and hidden springs, until it broadened out into a deep river, capable of reflecting in its placid surface, billowy hills, the luminous shadows of trees and the blue heavens, as well as the sweet face of a little flower. Any teacher can take a child to the classroom, but not every teacher can make him learn. He will not work joyously unless he feels that liberty is his, whether he is busy or at rest; he must feel the flush of victory and the heart-sinking of disappointment before he takes with a will the tasks distasteful to him and resolves to dance his way bravely through a dull routine of textbooks. My teacher is so near to me that I scarcely think of myself apart from her. How much of my delight in all beautiful things is innate, and how much is due to her influence, I can never tell. I feel that her being is inseparable from my own, and that the footsteps of my life are in hers. All the best of me belongs to her--there is not a talent, or an aspiration or a joy in me that has not been awakened by her loving touch.

You can learn from those who have come down from the mountain, but you won’t have the same experience unless you climb yourself.

Learn from the ocean; when it rises, it carries more than itself along with it.

Mastery is a journey, not a destination. True masters never believe they have attained mastery. There is always more to be learned and greater skill to be developed.

Turn a major mistake into a master mentor, learn from it.

The only way to learn new things is to ask questions and be curious. Find the people who inspire your curiosity because those are the ones you will most learn from.

When you realize you've evolved from the mentored to the Mentor it gives much more to the meaning and lessons learned in life as well as untimely death. -CPT Dominic Garcia-

A smart business owner learns from the mistakes of others.

Mentorship is simply learning from the mistakes and mastery of a successful person in his/her field.

Keep on exploring. Keep on evolving. Keep on experimenting.

So I looked with fascination at those people in their mobes, and tried to fathom what it would be like. Thousands of years ago, the work that people did had been broken down into jobs that were the same every day, in organizations where people were interchangeable parts. All of the story had been bled out of their lives. That was how it had to be; it was how you got a productive economy. But it would be easy to see a will at work behind this: not exactly an evil will, but a selfish will. The people who'd made the system thus were jealous, not of money and not of power but of story. If their employees came home at day's end with interesting stories to tell, it meant that something had gone wrong: a blackout, a strike, a spree killing. The Powers That Be would not suffer others to be in stories of their own unless they were fake stories that had been made up to motivate them. People who couldn't live without story had been driven into the concents or into jobs like Yul's. All others had to look somewhere outside of work for a feeling that they were part of a story, which I guessed was why Sæculars were so concerned with sports, and with religion. How else could you see yourself as part of an adventure? Something with a beginning, middle, and end in which you played a significant part? We avout had it ready-made because we were a part of this project of learning new things. Even if it didn't always move fast enough for people like Jesry, it did move. You could tell where you were and what you were doing in that story. Yul got all of this for free by living his stories from day to day, and the only drawback was that the world held his stories to be of small account. Perhaps that was why he felt such a compulsion to tell them, not just about his own exploits in the wilderness, but those of his mentors.

There is someone out there who needs just a line or a sentence of your life testimony to believe he or she can also make it. Keeping your testimony away from them is more of suspending their accomplishments till further notice! Come on! Let's learn from you!

The genuine love for reading itself, when cultivated, is a superpower. We live in the age of Alexandria, when every book and every piece of knowledge ever written down is a fingertip away. The means of learning are abundant—it’s the desire to learn that’s scarce.

We all have our unique careers that differ from one another, but the fact is that we must become "teachers and learners" at the end of it all! By the "learning career", we know what other people know; by the "teaching career", we make other people to know what we know!

...My advice to young people might be as follows: 1. Don't get down when your life takes a bad turn. Out of adversity comes challenge and often success. 2. Don't blame others for your setbacks. 3. When things go well, always give credit to others. 4. Don't talk all the time. Listen to your friends and mentors and learn from them. 5. Don't brag about yourself. Let others point out your virtues, your strong points. 6. Give someone else a hand. When a friend is hurting, show that friend you care. 7. Nobody likes an overbearing big shot. 8. As you succeed, be kind to people. Thank those who help you along the way. 9. Don't be afraid to shed a tear when your heart is broken because a friend is hurting. 10. Say your prayers!!

Author says that, while Eisenhower had other intellectual mentors, he learned how to lead men from Gen. Walter Krueger. Krueger was the first American enlisted man to rise to four-star general, and he so identified with those he led that he once invited a sentry out of the rain and gave him his own dry uniform.

The genuine love for reading itself, when cultivated, is a superpower. We live in the age of Alexandria, when every book and every piece of knowledge ever written down is a fingertip away. The means of learning are abundant—it’s the desire to learn that’s scarce. Cultivate that desire by reading what you want, not what you’re “supposed to.

Be patient with yourself; trust in the Universe; find mentors; know that you can achieve whatever you set out to do.

From you I can learn things that nobody knows.

A self-leader cries for no followers by himself. He does his thing and people get to know him, chase him and learn from him.

Document your misses and your setbacks—don’t simply learn from them but teach from them.

I admire successful men and women who endured and overcome unusual circumstances to fulfill their dreams.

Working together for a great mission is very fulfilling!

Embrace uncertainty, groundlessness, and fear as the place where you’ll really learn and grow.

In what is known as the 70/20/10 learning concept, Robert Eichinger and Michael Lombardo, in collaboration with Morgan McCall of the Center for Creative Leadership, explain that 70 percent of learning and development takes place from real-life and on-the-job experiences, tasks, and problem solving; 20 percent of the time development comes from other people through informal or formal feedback, mentoring, or coaching; and 10 percent of learning and development comes from formal training.

How you got your college education mattered most.” And two experiences stood out from the poll of more than one million American workers, students, educators, and employers: Successful students had one or more teachers who were mentors and took a real interest in their aspirations, and they had an internship related to what they were learning in school. The most engaged employees, said Busteed, consistently attributed their success in the workplace to having had a professor or professors “who cared about them as a person,” or having had “a mentor who encouraged their goals and dreams,” or having had “an internship where they applied what they were learning.” Those workers, he found, “were twice as likely to be engaged with their work and thriving in their overall well-being.” There’s a message in that bottle.

Relational leaders have a growth mindset. They learn and grow from experience in order to achieve a skill, overcome an obstacle, solve a problem, or master an ability. A relational leader asks for help and seeks out teachers, mentors, and guides. Leaders are always learning.

What did you want to be when you were growing up? What does your child think you do? What’s the best lesson you learned from a parent, friend, or mentor? How did you get started? What do you love about your job? How does what you do make a difference to others? What frustrates you? What makes you proud? Who are your heroes and why?

From a very early age Edison became used to doing things for himself, by necessity. His family was poor, and by the age of twelve he had to earn money to help his parents. He sold newspapers on trains, and traveling around his native Michigan for his job, he developed an ardent curiosity about everything he saw. He wanted to know how things worked—machines, gadgets, anything with moving parts. With no schools or teachers in his life, he turned to books, particularly anything he could find on science. He began to conduct his own experiments in the basement of his family home, and he taught himself how to take apart and fix any kind of watch. At the age of fifteen he apprenticed as a telegraph operator, then spent years traveling across the country plying his trade. He had no chance for a formal education, and nobody crossed his path who could serve as a teacher or mentor. And so in lieu of that, in every city he spent time in, he frequented the public library. One book that crossed his path played a decisive role in his life: Michael Faraday’s two-volume Experimental Researches in Electricity. This book became for Edison what The Improvement of the Mind had been for Faraday. It gave him a systematic approach to science and a program for how to educate himself in the field that now obsessed him—electricity. He could follow the experiments laid out by the great Master of the field and absorb as well his philosophical approach to science. For the rest of his life, Faraday would remain his role model. Through books, experiments, and practical experience at various jobs, Edison gave himself a rigorous education that lasted about ten years, up until the time he became an inventor. What made this successful was his relentless desire to learn through whatever crossed his path, as well as his self-discipline. He had developed the habit of overcoming his lack of an organized education by sheer determination and persistence. He worked harder than anyone else. Because he was a consummate outsider and his mind had not been indoctrinated in any school of thought, he brought a fresh perspective to every problem he tackled. He turned his lack of formal direction into an advantage. If you are forced onto this path, you must follow Edison’s example by developing extreme self-reliance. Under these circumstances, you become your own teacher and mentor. You push yourself to learn from every possible source. You read more books than those who have a formal education, developing this into a lifelong habit. As much as possible, you try to apply your knowledge in some form of experiment or practice. You find for yourself second-degree mentors in the form of public figures who can serve as role models. Reading and reflecting on their experiences, you can gain some guidance. You try to make their ideas come to life, internalizing their voice. As someone self-taught, you will maintain a pristine vision, completely distilled through your own experiences—giving you a distinctive power and path to mastery.

When learners are struggling they need support, not red lines and stern faces. They don’t need the dark suits of doom, but rather a learning coach, detached from any process, to support, mentor and guide. (A problem solver, not a process monkey, remember?) A skilled, empathetic specialist who can work with the learner to meet their immediate needs and stem the flow of poor conduct.

Cicero believed three things about older age. First, that it should be dedicated to service, not goofing off. Second, our greatest gift later in life is wisdom, in which learning and thought create a worldview that can enrich others. Third, our natural ability at this point is counsel: mentoring, advising, and teaching others, in a way that does not amass worldly rewards of money, power, or prestige.

One may almost doubt if the wisest man has learned anything of absolute value by living. Practically, the old have no very important advice to give the young, their own experience has been so partial, and their lives have been such miserable failures, for private reasons, as they must believe; and it may be that they have some faith left which belies that experience, and they are only less young than they were. I have lived some thirty years on this planet, and I have yet to hear the first syllable of valuable or even earnest advice from my seniors. They have told me nothing, and probably cannot tell me anything to the purpose. Here is life, an experiment to a great extent untried by me; but it does not avail me that they have tried it. If I have any experience which I think valuable, I am sure to reflect that this my Mentors said nothing about.

The Western transition away from tribal culture has caused us a few great losses - one of them is the concept of true community. Without community we turn to the economy to replace what we’ve lost by hiring therapists, nannies, doulas, reiki healers and housekeepers. But it’s hard to hire a mentor, to find women and men who’ve been there before us and are willing to honestly counsel us about what marriage really has in store.

The point is that two of us are coming home from the Capitol. One mentor and one victor,” says Peeta. “Effie’s sending me recordings of all the living victors. We’re going to watch their Games and learn everything we can about how they fight. We’re going to put on weight and get strong. We’re going to start acting like Careers. And one of us is going to be victor again whether you two like it or not!” He sweeps out of the room, slamming the front door.

If we cannot leave something tangible behind – such as a gene or a poem – perhaps it is enough if we just make the world a little better? You can help somebody, and that somebody will subsequently help somebody else, and you thereby contribute to the overall improvement of the world, and constitute a small link in the great chain of kindness. Maybe you serve as a mentor for a difficult but brilliant child, who goes on to be a doctor who saves the lives of hundreds? Maybe you help an old lady cross the street, and brighten up an hour of her life? Though it has its merits, the great chain of kindness is a bit like the great chain of turtles – it is far from clear where its meaning comes from. A wise old man was asked what he learned about the meaning of life. ‘Well,’ he answered, ‘I have learned that I am here on earth in order to help other people. What I still haven’t figured out is why the other people are here.

The page begins with the person’s picture. A photo if we can find it. If not, a sketch or painting by Peeta. Then, in my most careful handwriting, come all the details it would be a crime to forget. Lady licking Prim’s cheek. My father’s laugh. Peeta’s father with the cookies. The color of Finnick’s eyes. What Cinna could do with a length of silk. Boggs reprogramming the Holo. Rue poised on her toes, arms slightly extended, like a bird about to take flight. On and on. We seal the pages with salt water and promises to live well to make their deaths count. Haymitch finally joins us, contributing twenty-three years of tributes he was forced to mentor. Additions become smaller. An old memory that surfaces. A late primrose preserved between the pages. Strange bits of happiness, like the photo of Finnick and Annie’s newborn son. We learn to keep busy again. Peeta bakes. I hunt. Haymitch drinks until the liquor runs out, and then raises geese until the next train arrives. Fortunately, the geese can take pretty good care of themselves. We’re not alone. A few hundred others return because, whatever has happened, this is our home. With the mines closed, they plow the ashes into the earth and plant food. Machines from the Capitol break ground for a new factory where we will make medicines. Although no one seeds it, the Meadow turns green again. Peeta and I grow back together. There are still moments when he clutches the back of a chair and hangs on until the flashbacks are over. I wake screaming from nightmares of mutts and lost children. But his arms are there to comfort me. And eventually his lips. On the night I feel that thing again, the hunger that overtook me on the beach, I know this would have happened anyway. That what I need to survive is not Gale’s fire, kindled with rage and hatred. I have plenty of fire myself. What I need is the dandelion in the spring. The bright yellow that means rebirth instead of destruction. The promise that life can go on, no matter how bad our losses. That it can be good again. And only Peeta can give me that. So after, when he whispers, “You love me. Real or not real?” I tell him, “Real.

What advice would you give to a smart, driven college student about to enter the “real world”? What advice should they ignore? [My advice:] Pursue every project, idea, or industry that genuinely lights you up, regardless of how unrelated each idea is, or how unrealistic a long-term career in that field might now seem. You’ll connect the dots later. Work your fucking ass off and develop a reputation for going above and beyond in all situations. Do whatever it takes to earn enough money, so that you can go all in on experiences or learning opportunities that put you in close proximity to people you admire, because proximity is power. Show up in every moment like you’re meant to be there, because your energy precedes anything you could possibly say. Ignore the advice to specialize in one thing, unless you’re certain that’s how you want to roll. Ignore giving a shit about what other people think about your career choices or what you do for a living—especially if what you do for a living funds your career choices. Ignore the impulse to dial down your enthusiasm for fear it’ll be perceived as unprofessional. And especially for women, ignore societal and familial pressures to get married and have kids.

Now many crises in people’s lives occur because the hero role that they’ve assumed for one situation or set of situations no longer applies to some new situation that comes up, or–the same thing in effect–because they haven’t the imagination to distort the new situation to fit their old role. This happens to parents, for instance, when their children grow older, and to lovers when one of them begins to dislike the other. If the new situation is too overpowering to ignore, and they can’t find a mask to meet it with, they may become schizophrenic–a last-resort mask–or simply shattered. All questions of integrity involve this consideration, because a man’s integrity consists in being faithful to the script he’s written for himself. “I’ve said you’re too unstable to play any one part all the time–you’re also too unimaginative–so for you these crises had better be met by changing scripts as often as necessary. This should come naturally to you; the important thing for you is to realize what you’re doing so you won’t get caught without a script, or with the wrong script in a given situation. You did quite well, for example, for a beginner, to walk in here so confidently and almost arrogantly a while ago, and assign me the role of a quack. But you must be able to change masks at once if by some means or other I’m able to make the one you walked in with untenable. Perhaps–I’m just suggesting an offhand possibility–you could change to thinking of me as The Sagacious Old Mentor, a kind of Machiavellian Nestor, say, and yourself as The Ingenuous But Promising Young Protégé, a young Alexander, who someday will put all these teachings into practice and far outshine the master. Do you get the idea? Or–this is repugnant, but it could be used as a last resort–The Silently Indignant Young Man, who tolerates the ravings of a Senile Crank but who will leave this house unsullied by them. I call this repugnant because if you ever used it you’d cut yourself off from much that you haven’t learned yet. “It’s extremely important that you learn to assume these masks wholeheartedly. Don’t think there’s anything behind them: ego means I, and I means ego, and the ego by definition is a mask. Where there’s no ego–this is you on the bench–there’s no I. If you sometimes have the feeling that your mask is insincere–impossible word!–it’s only because one of your masks is incompatible with another. You mustn’t put on two at a time. There’s a source of conflict, and conflict between masks, like absence of masks, is a source of immobility. The more sharply you can dramatize your situation, and define your own role and everybody else’s role, the safer you’ll be. It doesn’t matter in Mythotherapy for paralytics whether your role is major or minor, as long as it’s clearly conceived, but in the nature of things it’ll normally be major. Now say something.

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.

Here are a few tips (from A Critique of Ally Politics): Slow down: Don't try to fix it. Don't rush to find an answer or act out of your guilt. Remember that many of your comrades have been doing this work for a long time and experience the kind of oppression you're learning about more acutely than you. It didn't start with you and isn't going to end with you. Keep it internal: Don't take up too much space with your thoughts and emotions. Be sensitive to the fact that folks are in a variety of places in relation to what you're working through; don't force conversations on others, especially through the guise of public organizing. Write about it: Give yourself the unedited space to feel all the things you need to, but know that it may hurt others if you share your feelings unthinkingly. Read about it: Look for resources from people of a variety of political ideologies and experiences of identity to challenge yourself and get the widest range of input. Listen to older people: Listening to stories from your eighty-year-old African American neighbor when you're working through questions around racism will likely be though provoking, regardless of their political ideology or your life experience. Don't underestimate what a little perspective can do for you. Don't make your process the problem of your comrades: Be careful not to centralize yourself, your stake in fixing the problem, or your ego. Work it out on your own and with close friends and mentors.

Everything we do and say will either underline or undermine our discipleship process. As long as there is one unsaved person on my campus or in my city, then my church is not big enough. One of the underlying principles of our discipleship strategy is that every believer can and should make disciples. When a discipleship process fails, many times the fatal flaw is that the definition of discipleship is either unclear, unbiblical, or not commonly shared by the leadership team. Write down what you love to do most, and then go do it with unbelievers. Whatever you love to do, turn it into an outreach. You have to formulate a system that is appropriate for your cultural setting. Writing your own program for making disciples takes time, prayer, and some trial and error—just as it did with us. Learn and incorporate ideas from other churches around the world, but only after modification to make sure the strategies make sense in our culture and community. Culture is changing so quickly that staying relevant requires our constant attention. If we allow ourselves to be distracted by focusing on the mechanics of our own efforts rather than our culture, we will become irrelevant almost overnight. The easiest and most common way to fail at discipleship is to import a model or copy a method that worked somewhere else without first understanding the values that create a healthy discipleship culture. Principles and process are much more important than material, models, and methods. The church is an organization that exists for its nonmembers. Christianity does not promise a storm-free life. However, if we build our lives on biblical foundations, the storms of life will not destroy us. We cannot have lives that are storm-free, but we can become storm-proof. Just as we have to figure out the most effective way to engage our community for Christ, we also have to figure out the most effective way to establish spiritual foundations in each unique context. There is really only one biblical foundation we can build our lives on, and that is the Lord Jesus Christ. Pastors, teachers, and church staff believe their primary role is to serve as mentors. Their task is to equip every believer for the work of the ministry. It is not to do all the ministry, but to equip all the people to do it. Their top priority is to equip disciples to do ministry and to make disciples. Do you spend more time ministering to people or preparing people to minister? No matter what your church responsibilities are, you can prepare others for the same ministry. Insecurity in leadership is a deadly thing that will destroy any organization. It drives pastors and presidents to defensive positions, protecting their authority or exercising it simply to show who is the boss. Disciple-making is a process that systematically moves people toward Christ and spiritual maturity; it is not a bunch of randomly disconnected church activities. In the context of church leadership, one of the greatest and most important applications of faith is to trust the Holy Spirit to work in and through those you are leading. Without confidence that the Holy Spirit is in control, there is no empowering, no shared leadership, and, as a consequence, no multiplication.

We are each warriors of our own times. When we step out of our protective shell, we each encounter forces much more powerful than we are. What we learn through testing ourselves on the combat zones of our eon becomes the textbook protocol for how we shall live out the remainder of our life. The glorious skirmishes and daunting conflicts that we encounter, and what we learn from vigorous engagements on the battlefield of time, inscribe the story of our lives. Spiritual leaders help guide us in our times of doubt and self-questioning. Recognizing the value of the mentorship of spiritual guides in their self-questing ventures, persons who endure immense adversity wish to reciprocate their love of humanity by sharing the scored story of their episodic journey through the corridors of time and relay the incisive truths they discovered to any other travelers with a willing ear.

If we cannot leave something tangible behind - such as agene or a poem - perhaps it is enough if we just make the world a little better? You can help somebody, and that somebody will subsequently help somebody else, and you thereby contribute to the overall improvement of the world, and constitute a small link in the great chain of kindness. Maybe you serve as a mentor for a difficult but brilliant child, who goes on to be a doctor who saves the lives of hundreds? Maybe you help an old lady cross the street, and brighten up an hour of her life? Though it has its merits, the great chain of kindness is a bit like the great chain of turtles it is far from clear where its meaning comes from. A wise old man was asked what he learned about the meaning of life. 'Well,' he answered, 'I have learned that I am here on earth in order to help other people. What I still haven't figured out is why the other people are here.' (page 172)

even. By the time things were done, I was exhausted and depressed and just really, really unhappy. We all were. But it didn’t have to be that way. That experience taught me to take agency in my own professional narratives, and that endings don’t have to be failures, especially when you choose to end a project or shut down a business. Shortly after the restaurant closed, I started a food market as a small side project, and it ended up being wildly successful. I had more press and customers than I could handle. I had investors clamoring to get in on the action. But all I wanted to do was write. I didn’t want to run a food market, and since my name was all over it, I didn’t want to hand it off to anyone else, either. So I chose to close the market on my own terms, and I made sure that everyone knew it. It was such a positive contrast to the harsh experience of closing the restaurant. I’ve learned to envision the ideal end to any project before I begin it now—even the best gigs don’t last forever. Nor should they.

They typically start out leading ordinary lives in an ordinary world and are drawn by a “call to adventure.” This leads them down a “road of trials” filled with battles, temptations, successes, and failures. Along the way, they are helped by others, often by those who are further along the journey and serve as mentors, though those who are less far along also help in various ways. They also gain allies and enemies and learn how to fight, often against convention. Along the way, they encounter temptations and have clashes and reconciliations with their fathers and their sons. They overcome their fear of fighting because of their great determination to achieve what they want, and they gain their “special powers” (i.e., skills) from both “battles” that test and teach them, and from gifts (such as advice) that they receive from others. Over time, they both succeed and fail, but they increasingly succeed more than they fail as they grow stronger and keep striving for more, which leads to ever-bigger and more challenging battles. Heroes inevitably experience at least one very big failure (which Campbell calls an “abyss” or the “belly of the whale” experience) that tests whether they have the resilience to come back and fight smarter and with more determination. If they do, they undergo a change (have a “metamorphosis”) in which they experience the fear that protects them, without losing the aggressiveness that propels them forward. With triumphs come rewards. Though they don’t realize it when they are in their battles, the hero’s biggest reward is what Campbell calls the “boon,” which is the special knowledge about how to succeed that the hero has earned through his journey. Joseph Campbell’s Hero’s Journey schema from The Hero with a Thousand Faces (New World Library), copyright © 2008 by the Joseph Campbell Foundation (jcf.org), used with permission. Late in life, winning more battles and acquiring more rewards typically becomes less exciting to heroes than passing along that knowledge to others—“returning the boon” as Campbell called it.

Whatever the army had failed to teach me about staying out of sight, they had made up for by teaching me a lot about fighting. They had taken one look at me and sent me straight to the gym. I was like a lot of military children. We had weird backgrounds. We had lived all over the world. Part of our culture was to learn from the locals. Not history or language or political concerns. We learned fighting from them. Their favored techniques. Martial arts from the Far East, full-on brawling from the seamier parts of Europe, blades and rocks and bottles from the seamier parts of the States. By the age of twelve we had it all boiled down to a kind of composite uninhibited ferocity. Especially uninhibited. We had learned that inhibitions will hurt you faster than anything else. Just do it was our motto, well before Nike started making shoes. Those of us who signed up for military careers of our own were recognized and mentored and offered further tuition, where we were taken apart and put back together again. We thought we were tough when we were twelve. At eighteen, we thought we were unbeatable. We weren’t. But we were very close to it, by the age of twenty-five.

[Scarlett] knew how to smile so that her dimples leaped, how to walk pigeon-toed so that her wide hoop skirts swayed entrancingly, how to look up into a man's face and then drop her eyes and bat the lids rapidly so that she seemed a-tremble with gentle emotion. Most of all she learned how to conceal from men a sharp intelligence beneath a face as sweet and bland as a baby's. Ellen, by soft admonition, . . . labored to inculcate in her the qualities that would make her truly desirable as a wife. "You must be more gentle, dear, more sedate," Ellen told her daughter. "You must not interrupt gentlemen when they are speaking, even if you do think you know more about matters than they do. Gentlemen do not like forward girls." [Ellen] taught her all that a gentlewoman should know, but she learned only the outward signs of gentility. The inner grace from which these signs should spring, she never learned nor did she see any reason for learning it. Appearances were enough, for the appearances of ladyhood won her popularity and that was all she wanted. . . . At sixteen, thanks to Mammy and Ellen, she looked sweet, charming and giddy, but she was, in reality, self-silled, vain and obstinate. She had the easily stirred passions of her Irish father and nothing except the thinnest veneer of her mother's unselfish and forbearing nature. . . It was not that these two loving mentors deplored Scarlett's high spirits, vivacity and charm. These were traits of which Southern women were proud. It was Gerald's headstrong and impetuous nature in her that gave them concern, and they sometimes feared they would not be able to conceal her damaging qualities until she had made a good match. But Scarlett intended to marry-and marry Ashley-and she was willing to appear demure, pliable and scatterbrained, if those were the qualities that attracted men. Just why men should be this way, she did not know. She only knew that such methods worked. It never interested her enough to try to think out the reason for it, for she knew nothing of the inner workings of any human being's mind, not even her own. She knew only that if she did or said thus-and-so, men would unerringly respond with the complementary thus-and-so. It was like a mathematical formula and no more difficult . . . If she knew little about men's minds, she knew even less about the minds of women, for they interested her less. She had never had a girl friend, and she never felt any lack on that account. To her, all women, including her two sisters, were natural enemies in pursuit of the same prey-man.

To not be cut off, however, we need to be moving in a rhythm that is syncopated with that of the oaks and willows, heartbeats and touch. We must recall the original cadence of the soul. One of my most memorable teachings about slowing down came from my mentor, Clarke Berry, a Jungian analyst with whom I apprenticed, following licensure. I was young, and I knew I was in need of a mentor, someone who could teach me the art of sitting with others in therapy. The Jung Institute in San Francisco referred me to Clarke along with other analysts, but when I met him, I knew I was in the right place. Our first meeting, over thirty years ago, was unforgettable. When we sat down, Clarke reached to his left, placed his hand on a large rock lying on a table, and said, “This is my clock. I operate at geologic speed. And if you are going to work with the soul, you need to learn this rhythm, because this is how the soul moves.” Then he pointed to a small clock also sitting there and added, “It hates this.” What an amazing thing to tell this young therapist. It is the single most important thing I ever learned about therapy, about working with the soul. I share this story with every person I work with; I use it as a means of calming the urgency to change and helping patients return to a rhythm that enables them to listen once again to their own soul.

There’s a big difference, in other words, between having a mentor guide our practice and having a mentor guide our journey. OUR TYPICAL PARADIGM FOR mentorship is that of a young, enterprising worker sitting across from an elderly executive at an oak desk, engaging in Q& A about how to succeed at specific challenges. On the other hand, a smartcut-savvy mentee approaches things a bit differently. She develops personal relationships with her mentors, asks their advice on other aspects of life, not just the formal challenge at hand. And she cares about her mentors’ lives too. Business owner Charlie Kim, founder of Next Jump and one of my own mentors, calls this vulnerability. It’s the key, he says, to developing a deep and organic relationship that leads to journey-focused mentorship and not just a focus on practice. Both the teacher and the student must be able to open up about their fears, and that builds trust, which in turn accelerates learning. That trust opens us up to actually heeding the difficult advice we might otherwise ignore. “It drives you to do more,” Kim says. The best mentors help students to realize that the things that really matter are not the big and obvious. The more vulnerability is shown in the relationship, the more critical details become available for a student to pick up on, and assimilate. And, crucially, a mentor with whom we have that kind of relationship will be more likely to tell us “no” when we need it—and we’ll be more likely to listen.

All of the story had been bled out of their lives. That was how it had to be; it was how you got a productive economy. But it would be easy to see a will at work behind this: not exactly an evil will, but a selfish will. The people who’d made the system thus were jealous, not of money and not of power but of story. If their employees came home at day’s end with interesting stories to tell, it meant that something had gone wrong: a blackout, a strike, a spree killing. The Powers That Be would not suffer others to be in stories of their own unless they were fake stories that had been made up to motivate them. People who couldn’t live without story had been driven into the concents or into jobs like Yul’s. All others had to look somewhere outside of work for a feeling that they were part of a story, which I guessed was why Sæculars were so concerned with sports, and with religion. How else could you see yourself as part of an adventure? Something with a beginning, middle, and end in which you played a significant part? We avout had it ready-made because we were a part of this project of learning new things. Even if it didn’t always move fast enough for people like Jesry, it did move. You could tell where you were and what you were doing in that story. Yul got all of this for free by living his stories from day to day, and the only drawback was that the world held his stories to be of small account. Perhaps that was why he felt such a compulsion to tell them, not just about his own exploits in the wilderness, but those of his mentors.

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.

Don’t jump to conclusions over first impressions. They’re often dead wrong. When I first met Mark, I thought he was spoiled. When I met Shirley, I assumed she was tough as nails. But getting to know them both as a member of their family, I saw how wrong I was. Shirley is a teddy bear, a caring, loving person who would do anything for me. And Mark? I think of him as a brother, in every sense of the word. I’ve learned to make a special effort to get to know the people who put up walls and seem cold or tough. It’s like an onion; you have to peel back the layers. I’m sure some of my DWTS partners made an assumption about who I was the first time they worked with me. They probably thought I was a tough taskmaster and cursed me out for putting them through this! But anyone who truly knows me will tell you, I’m harder on myself than I am on anyone else. And I’m a softie who loves to goof around. But to see that side of me, you need to move past the first impression. What’s the lesson here? Dig a little deeper. Get to know people and what makes them tick. Don’t make an assumption till you know someone a lot better. Think of all the people you might have dismissed who could have been great friends, mentors, or allies, if you’d only given them the chance. Perfect example: dancing with Lil’ Kim on DWTS. She had recently spent time in jail and I remember thinking, Oh my gosh, I’m afraid I’m going to get shanked in the middle of the dance! Then I realized I was judging her without knowing her, something that I have hated people doing to me in the past. It took only a few minutes to see the sweet, loving person she truly was. Had I not given us the chance to get to know each other better, I never would have learned that.

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.

Finding the right mentor is not always easy. But we can locate role models in a more accessible place: the stories of great originals throughout history. Human rights advocate Malala Yousafzai was moved by reading biographies of Meena, an activist for equality in Afghanistan, and of Martin Luther King, Jr. King was inspired by Gandhi as was Nelson Mandela. In some cases, fictional characters can be even better role models. Growing up, many originals find their first heroes in their most beloved novels where protagonists exercise their creativity in pursuit of unique accomplishments. When asked to name their favorite books, Elon Musk and Peter Thiel each chose “Lord of the Rings“, the epic tale of a hobbit’s adventures to destroy a dangerous ring of power. Sheryl Sandberg and Jeff Bezos both pointed to “A Wrinkle in Time“ in which a young girl learns to bend the laws of physics and travels through time. Mark Zuckerberg was partial to “Enders Game“ where it’s up to a group of kids to save the planet from an alien attack. Jack Ma named his favorite childhood book as “Ali Baba and the Forty Thieves“, about a woodcutter who takes the initiative to change his own fate. … There are studies showing that when children’s stories emphasize original achievements, the next generation innovates more.… Unlike biographies, in fictional stories characters can perform actions that have never been accomplished before, making the impossible seem possible. The inventors of the modern submarine and helicopters were transfixed by Jules Vern’s visions in “20,000 Leagues Under the Sea” and “The Clippership of the Clouds”. One of the earliest rockets was built by a scientist who drew his motivation from an H.G. Wells novel. Some of the earliest mobile phones, tablets, GPS navigators, portable digital storage desks, and multimedia players were designed by people who watched “Star Trek” characters using similar devices. As we encounter these images of originality in history and fiction, the logic of consequence fades away we no longer worry as much about what will happen if we fail… Instead of causing us to rebel because traditional avenues are closed, the protagonist in our favorite stories may inspire originality by opening our minds to unconventional paths.

Cultivate Spiritual Allies One of the most significant things you learn from the life of Paul is that the self-made man is incomplete. Paul believed that mature manhood was forged in the body of Christ In his letters, Paul talks often about the people he was serving and being served by in the body of Christ. As you live in the body of Christ, you should be intentional about cultivating at least three key relationships based on Paul’s example: 1. Paul: You need a mentor, a coach, or shepherd who is further along in their walk with Christ. You need the accountability and counsel of more mature men. Unfortunately, this is often easier said than done. Typically there’s more demand than supply for mentors. Some churches try to meet this need with complicated mentoring matchmaker type programs. Typically, you can find a mentor more naturally than that. Think of who is already in your life. Is there an elder, a pastor, a professor, a businessman, or other person that you already respect? Seek that man out; let him know that you respect the way he lives his life and ask if you can take him out for coffee or lunch to ask him some questions — and then see where it goes from there. Don’t be surprised if that one person isn’t able to mentor you in everything. While he may be a great spiritual mentor, you may need other mentors in the areas of marriage, fathering, money, and so on. 2. Timothy: You need to be a Paul to another man (or men). God calls us to make disciples (Matthew 28:19). The books of 1st and 2nd Timothy demonstrate some of the investment that Paul made in Timothy as a younger brother (and rising leader) in the faith. It’s your job to reproduce in others the things you learn from the Paul(s) in your life. This kind of relationship should also be organic. You don’t need to approach strangers to offer your mentoring services. As you lead and serve in your spheres of influence, you’ll attract other men who want your input. Don’t be surprised if they don’t quite know what to ask of you. One practical way to engage with someone who asks for your input is to suggest that they come up with three questions that you can answer over coffee or lunch and then see where it goes from there. 3. Barnabas: You need a go-to friend who is a peer. One of Paul’s most faithful ministry companions was named Barnabas. Acts 4:36 tells us that Barnabas’s name means “son of encouragement.” Have you found an encouraging companion in your walk with Christ? Don’t take that friendship for granted. Enjoy the blessing of friendship, of someone to walk through life with. Make it a priority to build each other up in the faith. Be a source of sharpening iron (Proverbs 27:17) and friendly wounds (Proverbs 27:6) for each other. But also look for ways to work together to be disruptive — in the good sense of that word. Challenge each other in breaking the patterns of the world around you in order to interrupt it with the Gospel. Consider all the risky situations Paul and Barnabas got themselves into and ask each other, “what are we doing that’s risky for the Gospel?

1. Mentors comes in every form: family, teachers, coaches, and so many more. 2. Your best learning is from teaching others, having a mentor, and being a mentor. 3. Be a mentor, a servant leader, and you will find you learn as much as you teach.

We have no scar to show for happiness. We learn so little from peace.”–Chuck Palahniuk Famed American author, best known for Fight Club

Be in a hurry to learn, not in a hurry to get validation.

We live in the age of Alexandria, when every book and every piece of knowledge ever written down is a fingertip away. The means of learning are abundant—it’s the desire to learn that’s scarce.

Protection from stress serves only to erode my capacity [to handle it]. Stress exposure is the stimulus for all growth, and growth actually occurs during episodes of recovery. Avoiding stress, I have learned, will never provide the capacity that life demands of me.

The best way to keep superstars happy is to challenge them and make sure they are constantly learning. Give them new opportunities, even when it is sometimes more work than seems feasible for one person to do. Figure out what the next job for them will be. Build an intellectual partnership with them. Find them mentors from outside your team or organization—people who have even more to offer than you do. But make sure you don’t get too dependent on them; ask them to teach others on the team to do their job, because they won’t stay in their existing role for long. I often thought of these people as shooting stars—my team and I were lucky to have them in our orbit for a little while, but trying to hold them there was futile.

modelo de aprendizaje 70/20/10: 70% de auto-aprendizaje (learning by doing), apoyándose en los miembros de la comunidad con un conocimiento más avanzado sobre la temática de la misma. Se trata de usar las habilidades aprendidas en la vida real. 20% de aprendizaje colaborativo (learning from others), observando a aquellos que son buenos en algo, recibiendo feedback y recibiendo mentoring o coaching. 10% de formación y cursos externos (tanto presenciales como e-learning).

Learn from your mentors, own the traits of the greats but acknowledge your own unique abilities.

I will never forget Mr. Derek Barnard—he changed my life forever by giving me faith in myself. He was my first mentor and real teacher. He was the first person who gave a shit—who cared. He’d been watching me, and he’d figured out why and how I wasn’t learning. He taught me. “There’s always another way and you can do anything if you find that way. Laser focus, Juliette. You can do anything.

From their mentors, therapists need to learn how to weather storms of negative feeling coming directly at them from miserable people, how to keep their self-esteem when being relentlessly devalued, how to recognize and deal with the grain of truth in patients’ complaints about them, how to handle their traumatic internal responses to searing accounts of trauma, how to bear ugly and personally alien feelings in themselves, how to tolerate uncertainty, how to set boundaries with people who feel wounded by reasonable limits, how to maintain an unnatural level of secret keeping, how to find hope when clients fill the office with their despair, how to manage anxieties that a patient may die by suicide, and other emotionally taxing lessons.

If you don't have a mentor, seek one out and be available to mentor others. We can learn a lot from one another.

I had always tried so hard to please—to please my parents, to please audiences, to please everyone. I must have learned that helplessness from my mom. I saw the way my sister and my dad treated her and how she just took it. Early in my career, I followed that model and became passive. I wish I’d had more of a mentor then to be a badass bitch for me so I could’ve learned how to do that sooner. If I could go back now, I would try to become my own parent, my own partner, my own advocate—the way I knew Madonna did.

In phantom father's shadow, I still roam, A love unwritten, a yearning for home. First male touch, a myth my heart craves, His absence echoes in unspoken graves. I search for him in faces passing by, A familiar line, a flicker in their eye. His name a whisper on the wind's soft sigh, A ghost I chase, a tear that won't dry. But love, it blooms in unexpected ways, In mentors' wisdom, friends' unwavering gaze. In echoes of kindness, hands that hold me tight, In lessons learned from shadows and from light. So father, phantom, wherever you may be, Though you left me wanting, I set myself free. From the chains of longing, the hunger for your face, I build my own fortress, in this heart's embrace. With threads of resilience, I weave my own song, A tapestry of strength, where I belong. No longer searching in the empty air, My love blooms within, a flame I dare to share. And though the echo of your absence may remain, It no longer defines me, a dance in the rain. I rise above the loss, with spirit bright and bold, My own story unfolds, in colors yet untold. So let the phantom father fade into the mist, His memory a whisper, a lesson I've kissed. For I am the daughter, of courage and grace, And love, my own compass, lights up this space.

we all share in this dilemma. To learn from mentors, we must be open and completely receptive to their ideas. We must fall under their spell. But if we take this too far, we become so marked by their influence that we have no internal space to incubate and develop our own voice,

For example, if you adopt the physiology associated with happiness - smiling, laughing and being energetic - a happy emotional state will follow.

From WWII to 9/11, if you wanted to learn a professional skill, you had three options: university, library, or a mentor/on-the-job training. Simply being introduced to something, like accounting basics, for example, would require a serious investment in time, money, or both. The range of information you had access to was restricted as well. You were limited largely to your geographic environment and knowing which text was best wasn’t clear. Today – are you fucking kidding me? The 10 best accounting instructors in the world are on YouTube. You can learn this skill for free, at your own pace, while taking a bath.

Never blame others when you’re in charge and your team fails” and “Never quit, no matter how bad things are and don’t let those you’re leading ever think you’re even considering quitting” are Lee’s descriptions of leadership precepts he learned from his high school mentor.

Dan’s goal, taken from his mentor Richard Zeckhauser, is to get students to think probabilistically about the world. This means engaging with the challenge of understanding and accepting what 29% means in the context of a Trump victory, and fighting the brain’s natural inclination to see things in binary terms.

While the idea of having an older professional mentor is widely understood and supported, the idea of a reverse mentor remains somewhat niche. Both have great value once we realize that we all have the capacity to learn from those who are both older and younger than ourselves.

When I was a certified small business and startup mentor for several Non-Profit Organizations (NPOs), after several months I came to realize that most business owners saw websites as "one and done" items rather than as company portals through which valuable and important processes could go through -while concurrently promoting their business online 24/7 through multiple online channels. Set your goals higher and ask yourself "how can we automate what takes up so much of our time and energy" and "how can we learn from and mirror the strategies of larger, more profitable competitors?

For Loose Skin or Stretch Marks “There’s an herb called gotu kola that—I learned this from Dr. Mauro Di Pasquale, who was one of my early mentors—will get rid of what we call unnecessary scar tissue or unnecessary connective tissue. The truth of the matter, though, is that you will see zero progress for the loose skin for 6 months. So people say it’s not worth it, but I tell people, just keep doing it for 6 months. And then it’s almost like overnight. . . . “There are some compounding pharmacists who will make you a gotu kola bioabsorbable cream. That works a lot faster. I would say if you can find a compounding pharmacist who will do that, and it’s a biologically active form, you could get the same results in about 2 to 3 months.” TF: I asked Charles about oral sources, and he suggested one dropperful of Gaia Herbs Gotu Kola Leaf liquid extract per day, which also improves tendon repair and cognitive function.

What are your strengths? How do you know that? What do you need to work on? How do you know that? How are you working on this area? Is your company helping? When was your last promotion? How was the promotion communicated to you? What is the one thing you believe you did to earn this promotion? When was your last compensation increase? (Compensation = base salary + bonus and/or stock.) Do you feel fairly compensated? If not, what would you consider fair compensation? What facts do you base that opinion on? Have you told this to your manager? When was the last time you received useful feedback from your manager? What compliment do you wish you could receive about your work? Are you learning from your manager? What was the last significant thing you learned from them? What was the last thing you built at work that you enjoyed? What was your last major failure at work? What’d you learn? Are you clear about the root causes of that failure? What was the last piece of feedback you received (from anyone) that substantially changed your working style? Who is your mentor?1 When was the last time you met with them? When was your last 360 review?2 What was your biggest lesson? When did you last change jobs? Why? When did you last change companies? Why? What aspect of your current job would you bring with you to a future gig? What is your dream job? (Role, company, etc.) What is a company you admire? What attributes do you admire? Who is a leader that you admire? What are the qualities of that leader that you admire?

When they’re told that some people or ideas are wrong, hateful, or offensive, a light bulb should go off in their heads. That is the moment their curiosity should be piqued to find out for themselves whether it is indeed a “bad” thing. Adopting an attitude of critical thinking is most crucial in learning anything. Many students come to me full of wonderful intentions hoping to change the world; they plan to spend their time helping the poor and disadvantaged. I tell them to first graduate and make a lot of money, and only then figure out how best to help those in need. Too often students can’t meaningfully help the disadvantaged now, even if it makes them feel good for trying to.

You learn from a mentor; it is worldly knowledge; I attain that from spirituality; it is universal knowledge.

The path from knowledge, as a general form of domination, to administrative power might seem more circuitous. Does the kind of esoteric knowledge we encounter at Chavín, often founded in hallucinogenic experience, really have anything in common with the accounting methods of the later Inca? It seems highly unlikely – until, that is, we recall that even in much more recent times, qualifications to enter bureaucracies are typically based on some form of knowledge that has virtually nothing to do with actual administration. It’s only important because it’s obscure. Hence in tenth-century China or eighteenth-century Germany, aspiring civil servants had to pass exams on proficiency in literary classics, written in archaic or even dead languages, just as today they will have had to pass exams on rational choice theory or the philosophy of Jacques Derrida. The arts of administration are really only learned later on and through more traditional means: by practice, apprenticeship or informal mentoring.

as they break free of society’s conventions, elders learn to follow the dictates of their own hearts, a state that Chinen calls “emancipated innocence.” Because they have individuated through facing personal evil and abandoning private ambitions, older people can then work for the well-being of the world. Serving as mediators between the transcendent and everyday realms, they become mentors, teachers, and spiritual leaders. “Because we’ve ignored the inner life of older people, the elder psychologies that we’ve developed so far represent only preliminary approaches,

No Cheese Records was formed with the help from my mentor Savvy Turtle. Savvy the Turtle Man is a blessing to humanity. Every conversation I have with Savvy I learn more about his accomplishments, inventions and contributions to humanity. I am fortunate to call him a dear friend and a family member. I am not worthy of his mentorship and I am taking advantage of every minute of his time he provides me. For those who know Savvy please know that Savvy's time is not wasted on me.

Work is work, and a cup of tea is a cup of tea. Do not mix both, and do not ever refrain from both. They are equally important, but you have to learn to distinguish between work life and personal life. Command respect, or you will have to demand respect. Be a leader and a boss when you are working, be a friend and a mentor when you are not. This will not only help you bond with your ninjas but will also tell them how to keep the two disciplines apart

To learn why bundling sometimes works, and other times doesn’t, I went to the source. I asked Brad Silverberg, who in his decade at Microsoft headed up some of the company’s most important product efforts—including the much-celebrated release of Windows 95, accelerating the franchise from $50 million to $3.5 billion, as well as all the early releases of Internet Explorer. He’s been a mentor of mine for years, having served on the board of a startup I founded years back. I interviewed Brad for The Cold Start Problem over videoconference; he was mostly retired and spending time with family in Jackson Hole, Wyoming. But his experience from the 1980s and ’90s has made him the definitive authority on this topic, and perhaps surprisingly, he’s skeptical of the power of bundling: Bundling a product is not the silver bullet everyone thinks. If it were that easy, the version 1.0 for Internet Explorer would have won, by simply bundling it with Windows. It didn’t—IE 1.0 only got to 3% or 4% market share, because it just wasn’t good enough yet. Bing is another example, when Microsoft wanted to get into search. It was the default search engine across the operating system, not just in Internet Explorer but also MSN and everywhere Microsoft could jam it. But it went nowhere. The distribution advantages don’t win when the product is inferior.91 Even if bundling gets you a lot of new users trying out a product, they won’t stick around if there’s a huge gap in features.

Keep them challenged (and figure out who’ll replace them when they move on) The best way to keep superstars happy is to challenge them and make sure they are constantly learning. Give them new opportunities, even when it is sometimes more work than seems feasible for one person to do. Figure out what the next job for them will be. Build an intellectual partnership with them. Find them mentors from outside your team or organization—people who have even more to offer than you do. But make sure you don’t get too dependent on them; ask them to teach others on the team to do their job, because they won’t stay in their existing role for long. I often thought of these people as shooting stars—my team and I were lucky to have them in our orbit for a little while, but trying to hold them there was futile.

The 8 Forms of Wealth learning model is based upon eight hidden (because they are not so commonly considered) habits that I energetically urge you to embrace: Growth: The Daily Self-Improvement Habit. This habit is based on the insight that humans are happiest and genuinely wealthiest when we are steadily realizing our personal gifts and primal talents. The regular pursuit of personal growth is one of your most valuable assets. Wellness: The Steadily Optimize Your Health Habit. This habit is founded on your deep understanding that peak mental, emotional, physical, and spiritual vitality and living a long life filled with energy, wellness, and joyfulness are mission-essential to you being honestly rich. Family: The Happy Family, Happy Life Habit. This habit is built on the knowledge that having all the money and material success in the world is worthless if you are all alone. So enrich the connections with the ones you love. And fill your life with fantastic friends who upgrade your happiness. Craft: The Work as a Platform for Purpose Habit. This habit is grounded in the consistent practice of seeing your work as a noble pursuit and an opportunity not only to make more of your genius real, but also to make our world a better place. Mastery is a currency worth investing in. Money: The Prosperity as Fuel for Freedom Habit. This habit is driven by the principle that financial abundance is not only far from evil but also a necessity for living in a way that is generous, fascinating, and original. Community: The You Become Your Social Network Habit. This habit is structured around the scientific fact that a human being’s thinking, feeling, behaving, and producing are profoundly influenced by their associations, conversations, and mentors. To lead a great life, fill your circle with great people. Adventure: The Joy Comes from Exploring Not Possessing Habit. This habit is formulated around the reality that what creates vast joy is not material goods but magical moments doing things that flood us with feelings of gratefulness, wonder, and awe. Enrich your days with these and your life will rise into a whole new universe of inspiration. Service: The Life Is Short So Be Very Helpful Habit. This habit is founded on the time-honored understanding that the main aim of a life richly lived is to make the lives of others better. As you lose yourself in a cause that is bigger than you, you will not only find your greatest self but will illuminate the world in the process. And discover treasures far beyond the limits of cash, possessions, and public status.

One distraction I’ve learned to avoid is consuming media that’s just telling me things I already know and agree with (for example, about politics). That stuff can be addictive because it feels so validating—it’s like venting with a friend—but you’re not learning from it, and over time, I think indulging that impulse makes you less able to tolerate other perspectives. So I broke my addiction by, essentially, reminding myself how much time I was wasting not learning anything. When you feel

Prestige-based social media platforms have hacked one of the most important learning mechanisms for adolescents, diverting their time, attention, and copying behavior away from a variety of role models with whom they could develop a mentoring relationship that would help them succeed in their real-world communities. Instead, beginning in the early 2010s, millions of Gen Z girls collectively aimed their most powerful learning systems at a small number of young women whose main excellence seems to be amassing followers to influence. At the same time, many Gen Z boys aimed their social learning systems at popular male influencers who offered them visions of masculinity that were also quite extreme and potentially inapplicable to their daily lives.

Prestige-based social media platforms have hacked one of the most important learning mechanisms for adolescents, diverting their time, attention, and copying behavior away from a variety of role models with whom they could develop a mentoring relationship that would help them succeed in their real-world communities.

Who do you think of when you hear the word “successful”? CHRIS: “I’ll answer it this way, and I don’t know if this gets to the exact point. I had a great mentor early on in my career give me advice that I’ve heeded until now, which is that you should have a running list of three people that you’re always watching: someone senior to you that you want to emulate, a peer who you think is better at the job than you are and who you respect, and someone subordinate who’s doing the job you did—one, two, or three years ago—better than you did it. If you just have those three individuals that you’re constantly measuring yourself off of, and you’re constantly learning from them, you’re going to be exponentially better than you are.

Being Self Made is a lie if it's crafted as a story sold to people. It is an illusion for those who sincerely believe they are self-made. No one is self-made. You didn't choose the family you were born in, the economic class you were born in, the country you were born in, the era you were born in, the intelligence level you have, the special talent you are born with, the early education you got, the mentoring you received, your level of ambition, your macro-economic environment, being at the right place at the right time or generally having unexpected things turn in your favor. I will argue that even if you say you came from an extremely poor background and have worked extremely hard to achieve your success and you deserve 100 percent credit, even that is a partially false statement, as you have been lucky to see your hard work pay off (in some cases, exponentially)

Don't underestimate yourself just because you ain't good at one small thing. The Romans were excellent architects of great monuments, but they didn't even know how to wear pants. They only learned it from the people they had conquered.

Making the Right Decisions Now if any of you lacks wisdom, he should ask God, who gives to all generously and without criticizing, and it will be given to him. James 1:5 HCSB Some decisions are easy to make because the consequences of those decisions are small. When the person behind the counter asks, “Want fries with that?” the necessary response requires little thought because the aftermath of that decision is relatively unimportant. Some decisions, on the other hand, are big … very big. If you’re facing one of those big decisions, here are some things you can do: 1. Gather as much information as you can: don’t expect to get all the facts—that’s impossible—but get as many facts as you can in a reasonable amount of time. (Proverbs 24:3-4) 2. Don’t be too impulsive: If you have time to make a decision, use that time to make a good decision. (Proverbs 19:2) 3. Rely on the advice of trusted friends and mentors. Proverbs 1:5 makes it clear: “A wise man will hear and increase learning, and a man of understanding will attain wise counsel” (NKJV). 4. Pray for guidance. When you seek it, He will give it. (Luke 11:9) 5. Trust the quiet inner voice of your conscience: Treat your conscience as you would a trusted advisor. (Luke 17:21) 6. When the time for action arrives, act. Procrastination is the enemy of progress; don’t let it defeat you. (James 1:22). People who can never quite seem to make up their minds usually make themselves miserable. So when in doubt, be decisive. It’s the decent way to live. There may be no trumpet sound or loud applause when we make a right decision, just a calm sense of resolution and peace. Gloria Gaither The Reference Point for the Christian is the Bible. All values, judgments, and attitudes must be gauged in relationship to this Reference Point. Ruth Bell Graham The principle of making no decision without prayer keeps me from rushing in and committing myself before I consult God. Elizabeth George If you are struggling to make some difficult decisions right now that aren’t specifically addressed in the Bible, don’t make a choice based on what’s right for someone else. You are the Lord’s and He will make sure you do what’s right. Lisa Whelchel We cannot be led by our emotions and still be led by the Holy Spirit, so we have to make a choice. Joyce Meyer